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2017-03-27_Agenda Packet--Dossier de l'ordre du jour
City of Saint John Common Council Meeting Monday, March 27, 2017 6:00 pm Council Chamber Committee of the Whole 1. Call to Order Si vous avez besoin des services en fran�ais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658-2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of section 10 of the Municipalities Act and Council/Committee will make a decision(s) in that respect in Open Session: 4:30 p.m. 8th Floor Boardroom City Hall 1.1 Property Matter 10.2(4)(c,d) 1.2 Employment Matter 10.2(4)(f,j) 1.3 Legal Opinion 10.2(4)(f) Regular Meeting 1. Call to Order 2. Approval of Minutes 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 6. Members Comments 7. Proclamation 8. Delegations/ Presentations 9. Public Hearings — 6:30 pm 10. Consideration of By-laws 10.1 Weight Restrictions By -Law Amendment and Agreement I 1. Submissions by Council Members 12. Business Matters — Municipal Officers 12.1 Long Term Disability Group Insurance Coverage for Unionized Employees of the City of Saint John (the "City") and the Saint John Police Commission (the "SJPC") 13. Committee Reports 13.1 Roadmap for Smart Growth 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Supplemental Agenda 17. Committee of the Whole 17.1 Agreement of Purchase and Sale Synagogue and Peel Plaza Project House 17.2 Growth Roadmap Document 18. Adjournment Ville de Saint John Seance du conseil communal Lundi 27 mars 2017 18 h, Salle du conseil Comite plenier 1. Ouverture de la seance Si vous souhaitez obtenir des services en fran�ais pour une seance du conseil communal, veuillez communiquer avec le bureau du greffier communal au 658-2862. Chacun des points suivants, en totalite ou en partie, peut faire l'objet d'une discussion en prive en vertu des dispositions prevues a Particle 10 de la Loi sur les municipalites. Le conseil/comite prendra une ou des decisions a cet egard au cours de la seance publique 16 h 30 — Salle de conference, 8e etage, hotel de Ville 1.4 Question relative a la propriete — alineas 10.2(4)c),d) 1.5 Question relative a 1'emploi — alinea 10.2(4)f),j) 1.6 Avis juridique — alinea 10.2(4)f) Seance ordinaire 1. Ouverture de la seance 2. Adoption du proces-verbal 3. Adoption de l'ordre du jour 4. Divulgations de conflits d'interets 5. Questions soumises a 1'approbation du conseil 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 9. Audiences publiques —18 h 30 10. Etude des arretes municipaux 10.1 Modification de 1'Arrete et entente concernant la restriction de poids I 1. Interventions des membres du conseil 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Assurance collective d'invalidite a long terme pour les employes syndiques de la ville de Saint John (la « Ville ») et du Bureau des commissaires de police de Saint John. 13. Rapports deposes par les comites 13.1 Feuille de route pour la croissance intelligente 14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil 15. Correspondance generale 16. Ordre du jour supplementaire 17. Comite plenier 17.1 Convention d'achat-vente de la synagogue et de la bdtisse du projet de la place Peel 17.2 Feuille de route de la croissance 18. Levee de la seance COUNCIL REPORT M&C No. M&C 2017-76 Report Date March 23, 2017 Meeting Date March 27, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Follow -Up: Weight Restrictions By -Law Amendment and Agreement OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadL4 City Manager Tim O'Reilly Michael Hugenholtz m I Jeff Trail RECOMMENDATION City staff recommends that Common Council: 1. Approve 3rd Reading of the attached Amendment to the Saint John Weight Restrictions By -Law and, 2. Endorse the attached agreement with J.D. Irving Limited and authorize the Mayor and Common Clerk to execute the required documentation. EXECUTIVE SUMMARY M&C 2017-71, attached to this report, was presented at Council's March 20, 2017 meeting. Council approved 1" and 2nd Readings of the attached Amendment to the Saint John Weight Restrictions By -Law at this same March 20 meeting. Staff is recommending Council approve 3rd Reading of the Amendment at its March 27 meeting. Staff also presented to Council at its March 20 meeting for information the attached agreement. Since this meeting J.D. Irving Limited has signed the agreement and staff is recommending Council endorse the agreement at this time. Staff verbally updated Council at the March 20 meeting information not contained in M&C 2017-71. This information included the fact three of the 11 trucks J.D. Irving plan to drive to the garage construction site were in excess of the full (100%) weight limits permitted on Saint John's streets. Although risk of damage to asphalt and underground infrastructure is present with these heavy trucks, the risk management plan and pre/post inspection efforts in place are limiting this risk. Further, the proposed agreement aims to limit liability for the City of Saint John should any damage occur. -2 - PREVIOUS RESOLUTION Council approved 1st and 2nd Readings of the attached Amendment to the Saint John Weight Restrictions By -Law at its March 20 meeting. SERVICE AND FINANCIAL OUTCOMES J.D. Irving Limited is paying for the risk management plan and assessment of the asphalt infrastructure. The City already has updated records on the current condition of underground storm and sanitary infrastructure. The City would complete the post inspection of this underground infrastructure. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The City Solicitor developed the attached Weight Restrictions By -Law Amendment and Agreement. The City's Growth and Community Development Service and J.D. Irving Limited and their contracted services provided input as well. ATTACHMENTS Amendment to the City of Saint John Weight Restrictions By -Law Proposed Agreement with J.D. Irving Limited M&C 2017-71 K COUNCIL REPORT M&C No. M&C 2017-71 Report Date March 15, 2017 Meeting Date March 20, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. 2017 - 76 - Attachment - Council Report Weight Restriction By -Law Amendment.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Tim O'Reilly Tim O'Reilly for Michael Hugenholtz Jeff Trail RECOMMENDATION City staff recommends that Common Council: 1. Approve 1s' and 2nd Readings of the attached Amendment to the Saint John Weight Restrictions By -Law and, 2. Endorse the attached agreement with J.D. Irving Limited and authorize the Mayor and Common Clerk to execute the required documentation. EXECUTIVE SUMMARY J.D. Irving Limited is planning to construct a parking garage adjacent to their 300 Union Street office building. City approval to construct this structure is being sought through a separate process not being considered via this report. Delivery of construction materials and equipment to the site are planned to start next week in order to meet their construction schedule. Heavy vehicles need to travel on City streets. The Saint John Weight Restrictions By -Law is in place to mitigate damage to City streets and underground utilities with travel by heavy vehicles. Part of this by- law includes a reduction in the maximum allowable per -axle weight permitted on most City streets to 80% during an approximate two month period each Spring as the ground thaws and becomes more vulnerable to damage. The by-law refers to and uses the same spring weight restriction period each year as used by the Province. For 2017 the Spring Weight Restriction period for southern New Brunswick started on March 5 and is planned to continue until May 14, but is K3 -2 - weather dependent. A number of City streets, typically the truck routes or connections to Industrial Parks, are exempt from the 20% per -axle reduction. J.D. Irving Limited is requesting that heavy vehicles above the 80% Spring restriction limit travel to the parking garage construction site travel on two City street streets not exempt from the reduced weight limits, including on Union Street from Crown Street to Wentworth Street and on Wentworth Street from Union Street to King Street East. The rest of the travel route for these heavy vehicles is on streets exempted from the reduced axle weight limits. The vehicles will be within the 80% axle weight limits when they leave the construction site as their materials and equipment will be unloaded. Common Council must approve an amendment to the Saint John Weight Restrictions By -Law to permit these heavy vehicles to travel on Union Street and Wentworth Street (without violating the by-law). Three Readings of the amendment (attached) over two consecutive Council meetings are required. The amendment is for a limited period of time (March 28 - April 3). Attached to this report is a proposed agreement with J.D. Irving Limited. The agreement would aid in placing responsibility for any damage caused to infrastructure by the heavy equipment on J.D. Irving Limited. A series of measures will aid in reducing the risk of damage being caused to infrastructure on and below the street and identifying responsibility should damage occur. Several measures are outlined in the attached proposed agreement. The City will endeavor to conduct pre and post move sewer videos to log condition at crossing locations along route of travel of the heavy vehicles. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT N/A SERVICE AND FINANCIAL OUTCOMES J.D. Irving Limited is paying for the assessment of infrastructure. There will be a cost to the City to complete its pre and post inspections that is yet to be finalized. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The City Solicitor developed the attached Weight Restrictions By -Law Amendment and Agreement. The City's Growth and Community Development CI -3 - Service and J.D. Irving Limited and their contracted services provided input as well. ATTACHMENTS Proposed Amendment to the City of Saint John Weight Restrictions By -Law Proposed Agreement with J.D. Irving Limited 61 BY-LAW NUMBER MV -17 A LAW TO AMEND A BY-LAW RESPECTING WEIGHT RESTRICTIONS WITHIN THE CITY OF SAINT JOHN ENACTED UNDER THE AUTHORITY OF SECTION 262(1) OF THE MOTOR VEHICLE ACT Be it enacted by the Common Council of The City of Saint John as follows: A By -Law of The City of Saint John entitled "a By -Law Respecting Weight Restrictions Within The City of Saint John Enacted Under The Authority of Section 262(1) of The Motor Vehicle Act" enacted on the 5"' day of April, A.D. 2004, is hereby amended as follows: ARRETE No MV -17 ARRETE CONCERNANT LES LIMITATIONS DE POIDS DANS THE CITY OF SAINT JOHN EDICTS EN VERTU DU PARAGRAPHE 262(1) DE LA LOI SUR LES VEHICULES A MOTEUR Lors d'une reunion du conseil communal, The City of Saint John a d&cr&t& cc qui suit: Par les pr&sentes, Farr&t& de The City of Saint John intital& « Arret& concernant les limitations de poids dans the city of Saint John edict& en vertu du paragraphe 262(1) de la loi sur les vehicules a moteur », &dict& le 5 avril 2004, est modifi& comme suit: 1 Schedule A is amended by adding the 1 L'annexe A est modifi&e par 1'adjonction des following words under the following headings: mots suivants sous les titres suivants : Connection Routes Union Street between Crown Street and Wentworth Street only between March 28, 2017 and April 3, 2017 inclusive Wentworth Street between Union Street and King Street East only between March 28, 2017 and April 3, 2017 inclusive IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by-law the day , A.D. 2017 and signed by: Routes de raccordement rue Union entre rue Crown et rue Wentworth entre le 28 mars 2017 et le 3 avril 2017 inclusivement rue Wentworth entre rue Union et rue King Est entre le 28 mars 2017 et le 3 avril 2017 inclusivement EN FOI DE QUOI The City of Saint John a fait apposer son sceau communal sur le pr&sent arret& le 2017, avec les signatures suivantes Mayor/Maire Common Clerk / Greffi&re communale First Reading - Premiere lecture - Second Reading - Deuxi&me lecture - Third Reading - Troisi&me lecture - C.1 •avow ay} jol lanejl jo 91noi lenpB pue pauueld ayl of an lelai saoe:pns Ileydse eqj jo :podail AeAjnS uo!l!puoO avow -}sod pue avow -aid a amdaid (!!!) pus `avow eqj jol soda» }uawssessy Nsld a emdaid (n) `Al!0 eqj Aq pajBiedo io paumo swelsAs jamas wiols pus tiLques `aalenn eqj jo yldep pue uolleool eql of pedsai ql!m A4!0 ay} Aq pap!noid sueld nna!naJ pus 'sleeilS ay; uo semens 11eydse eql jo juawssesse ue pnpuoo (!) of lue}InsuoO 6uljaeu!6u3 ue e6e6ue Ileys jadolanaQ aye I841 •E •avow eqj jo eouenpe u! 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Ileys aadolanaa ay4 ILq-L 'ti COUNCIL REPORT M&C No. 2017-79 Report Date March 23, 2017 Meeting Date March 27, 2017 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Long Term Disability Group Insurance Coverage for Unionized Employees of the City of Saint John (the "City") and the Saint John Police Commission (the "SJPC") OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Leah Robichaud Cindy Calvin Neil Jacobsen Jeff Trail RECOMMENDATION It is recommended that Common Council adopt the following resolutions: RESOLVED that Manulife Financial be awarded the Request for Proposals to provide LTD coverage for the unionized employees of The City of Saint John and the Saint John Police Commission, effective May 1, 2017. BE IT FURTHER RESOLVED that the Group Benefits Policy for Long Term Disability benefits between the City and Manulife Financial that will be prepared by Manulife Financial as a result of the awarding of this Request for Proposals to Manulife Financial shall be subject to the future approval of Common Council and shall be reflective of the current plan design and corresponding table of benefits, which took effect on January 1St, 2015 for the unionized employees of The City of Saint John and the Saint John Police Commission. BE IT FURTHER RESOLVED that Great West Life, the current LTD coverage provider, be formally notified that it shall, as of the end of the day on April 301h 2017, cease being the LTD coverage provider for the unionized employees of The City of Saint John and the Saint John Police Commission. -2 - BACKGROUND SUMMARY In support of on-going continuous improvement efforts, a Request for Proposals was conducted by the City with the assistance and subject -matter expertise of Mercer Consulting to obtain quotations from qualified insurers to provide Long Term Disability insurance ("LTD") coverage for the unionized employees of both the City and the SJPC. The Request for Proposals was based on the current LTD plan design and corresponding table of benefits, which took effect on January 1St, 2015 and was incorporated by reference in a decision of an Arbitration Board chaired by George Filliter, Q.C., dated November 21St, 2014. The City of Saint John Pension Act (the "Pension Act") was repealed effective December 31St, 2012, with the new Shared Risk Plan (the "SRP") coming into effect on January 1St, 2013. With the repeal of the Pension Act, the disability pension mechanism thereunder also came to an end. In the lead up to the conversion to the SRP, on December 21St, 2012, the City entered into a Memorandum of Understanding ("MOU") with CUPE Locals 18 and 486, IAFF Local 771 and the Saint John Police Association (collectively, the "Unions") to address a variety of issues created by the conversion to the SRP. Among the key issues addressed in the MOU was the need to obtain LTD coverage for the members of the Unions on an expedited basis to be in place effective January 1, 2013. In this regard, paragraph 3(t) of the MOU provided as follows: (t) The employer shall obtain long term disability insurance for all its Employees effective as of the Conversion Date. Such long term disability insurance must be covered under an insured policy with a life insurance company on such terms as the Employer and Unions agree upon. Due to the time constraints associated with having LTD coverage in place by January 1St, 2013, an abbreviated marketing exercise was conducted which resulted in the award to Great West Life of the contract for an interim period of two (2) years running from January 1St, 2013 until December 31St, 2014, pursuant to the terms and conditions that were agreed to by Common Council and the Unions. As is reflected in the recommendations, the Request for Proposals included the current plan design and corresponding table of benefits with Great West Life, which took effect on January 1St, 2015. Upon the awarding of this Request for Proposals, Manulife Financial will create a Group Benefits Policy that is reflective of the current plan design and corresponding table of benefits, with such LTD coverage taking effect May 1, 2017. This final policy document will be brought back to Common Council for approval after it has been duly reviewed and finalized. ito] -3 - PREVIOUS RESOLUTIONS The following resolution was adopted by Common Council at its meeting of December 17th, 2012: 17.3 Committee of the Whole: Purchase of Permanent LTD Coverage RESOLVED that as recommended by the Committee of the Whole the City engage Owens McFayden for the following purposes: 1. Their proceding on an urgent basis to seek quotes from invited providers for interim or bridgingLong Term Disability (LTD) coverage for City employees until more 'permanent' LTD coverage is put in place, and 2. Their assisting the City in developing a public advertisement for the purchase of LTD coverage commencing with the conclusion of the aforesaid bridging LTD coverage, and their assistance in evaluating the responses received to such public advertisement The following resolution was adopted by Common Council at its meeting of December 15th, 2014: RESOLVED that Common Council hereby request pursuant to the provisions of the Table of Benefits of such policy that the LTD Plan design be amended effective, as of January 1, 2015, to reflect the agreement reached in November of 2014 between the City and the bargaining agents representing the unionized employees of the City with the concomitant reduction in the rate to be charged by Great West Life for the amended coverage. STRATEGIC ALIGNMENT N/A SERVICE AND FINANCIAL OUTCOMES As a result of the conversion to the SRP, expenditures for insured LTD coverage for unionized employees of the City and the SJPC currently amount to approximately $1.1 million per year. Premium rates for LTD coverage are expressed in a monthly rate per $100 of coverage. The initial premium rate for the interim period was $3.63 which was reduced to $3.23 effective January 1, 2015 due to the changes in level of 11 -4- beneifts. This rate of $3.23 per $100 of coverage equaled a total premium paid of $1,108,870 for 2016. Through the Request for Proposal process Manulife Financial has quoted a rate of $2.584 per $100 of coverage and has guaranteed to hold this monthly rate for the period of May 1, 2017 to June 30, 2019 subject to certain conditions. Total savings are estimated at $200,000 per year based on current payroll. These savings will be shared between the employer and some employee groups based on current negotiated terms. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Due to the highly technical and specific expertise required to review the submissions received in response to the Request for Proposals and recommend an LTD insurance provider, Mercer Consulting was engaged to facilitate the procurement process in conjunction with staff from Materials Management. A two-step procurement process was first initiated with the advertisement of an Expression of Interest to pre -qualify proponents Proponents were required to meet the following criteria to move onto the Request for Proposals stage. 1.) Hold an insurer license to carry on business in New Brunswick; 2.) Be licensed to provide Group Long-term Disability Insurance; 3.) Bea member of Assuris; 4.) Have capabilities to administer a multi -divisional group insurance program; and 5.) Have a disability management practice in place to adjudicate claims. The following six insurers were qualified to receive and respond to the Request for Proposals documents based on the Expression of Interest process: • Great West Life • Manulife Financial • Sun Life • Desjardins • Industrial Alliance • Medavie Blue Cross Request for Proposal submissions were subsequently received from all six qualified insurers. Each submission was reviewed and scored against the stipulated evaluation criteria, as defined in the Request for Proposals document. 12 -5 - These criteria consisted of the following; • Plan Cost • Disability Case Management • Account Management Resources/ Services At the conclusion of the evaluation process, Manulife Financial received the highest overall score, demonstrating the best overall solution to the City with the best overall Plan cost. The above process is in accordance with the City's Procurement Policy and Materials Management supports the recommendation being put forward. The City Solicitor's Office, Human Resources and Finance and Administrative Services have been involved in the preparation of this report. ATTACHMENTS N/A 13 COMMON COUNCIL REPORT M&C No. # fol'tild cm sharel.roint Report Date March 24, 2017 Meeting Date March 27, 2017 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: DRAFT Roadmap for Smart Growth OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadL4 City Manager Phil Ouellette Jacqueline Hamilton m I Jeff Trail RECOMMENDATION Staff advise Common Council to: 1. Adopt the Roadmap for Smart Growth; 2. Direct the City Manager to coordinate a public roll-out of the Roadmap for Smart Growth with the media, key partners and stakeholders upon adoption. EXECUTIVE SUMMARY Council will be expected to receive a short presentation on the Roadmap for Smart Growth on Monday March 27th, 2017 in open session, which will derive from recommendations from the Growth Committee as well as Committee of the Whole. The process to develop the Roadmap started in September 2016 when the Growth Committee set -out an ambitious schedule to research, analyze and develop a roadmap by March 2017. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT Common Council has adopted a new set of Council Priorities: 2016-2020 in early November 2016, and under the heading of "Growth and Prosperity," the following is stated: "Saint John is recognized by residents and businesses as a 14 -2 - positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive." In addition, Council adopted key performance indicators to evaluate its ability to Grow SJ, including, among others: "Building permit value," "Change in tax base assessment within the City," "Change in population." REPORT The City's economic future is filled with opportunity and purpose, and the Roadmap for Smart Growth provides the platform to launch the City into a new phase of economic growth and development. Saint John has reached an important formative phase in its economic evolution, so the timing of the Roadmap for Smart Growth is important as the City finds itself at the intersection of serious financial challenges and unmatched economic opportunities. The details of Roadmap are expected to be released to Common Council from Committee of the Whole on Monday March 27t", which will complete a comprehensive research, analysis and development exercise facilitated by the Growth Committee since September 2016. SERVICE AND FINANCIAL OUTCOMES The Roadmap for Smart Growth was developed leveraging existing resources and guided by input from key stakeholders and partners. The document will provide strategic guidance to drive Saint John's economic competiveness on a strong foundation of results. Working together with its partners, the Roadmap positions the City for achieving measurable progress associated to growth. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The development of the Growth Plan has taken into account the various feedback collected during the Growth Committee's comprehensive examination and analysis of growth since September 2016. The proposed Growth Plan has also been developed by carefully collecting best practices in economic development coordination and execution from fellow municipal governments across Canada. ATTACHMENTS 15 March 27, 2017 Deputy Mayor and Councillors Subject: Agreement of Purchase and Sale Synagogue and Peel Plaza Project House The Committee of the Whole, having met on March 27, 2017, made the following recommendation: RESOLVED that as recommended by the Committee of the Whole having met on March 27tH, 2017 Common Council adopts the following resolution: 1. Common Council agrees to enter into the Agreements of Purchase and Sale for Properties identified at 50 Carleton Street (PID #s 37515, 37762 and 37507 and 76 Carleton Street (PID# 37549) under the terms and conditions as set out in the Agreements attached hereto M&C 2017 -TBD; and, further 2. The Mayor and Common Clerk be authorized to execute said Agreements attached hereto M&C 2017-75 and any other document required to effect the transfers. Sincerely, wry INT TOJI R10,,i10 119Ti1 Saint hohn,9°S Canada E2LILI 1 16 AGREEMENT OF PURCHASE AND SALE 19, Approved by The New Brunswick Real Estate Association for use by members under Rt ALT W An Act to Incorporate The New Brunswick Real Estate Association The attached schedule, if applicable, forms part of this contract: Vacant Land ❑ Mini/Mobile Home ❑ Condominium 0 Multi -Use Residential income Properties ❑ Sale of Buyer's Property The Buyer_ Coo iCE AQ(4#C14 C7 -4"e6 T/Vi- offers to buy from the Seller � 27-1 y Or 51qLVA rd 6�through� C CW?9 K and Seller's Agent (Company) Buyer's Agent (Compalry) the Property designated as civic address: _ _C"q le G C 'rONI 5 1 - having PID(s): 0 0c) 3? PAN #: I G 2 7 (t S� (the "Property") at a purchase price of E T> 0 L L !9 4 ($ O� . ) on the following terms and conditions. 1. HST The parties agree that if this transaction is subject to HST, any such HST applicable to the transaction ❑ IS or.215 NOT included in the pitrihaseprice. 2. DEPOSIT Sellersfnitafs Buyers WtIals (a) Deposit(s) will be payable to the Listing Agent, to be held in trust, pending completion or other termination of this Agreement. The deposit(s) shall be credited towards the purchase price on completion, and the Buyer shall pay the balance of the purchase price on closing or as otherwise stated in this Agreement. �} v (b) The Buyer submitswith this offer P ($ �00 ) ❑CASHA?CHEQUE/❑OTHER: (c) The Buyer agrees to increase deposit to $ on or before the day of f+ r or % of the purchase price ❑ CASH / ❑ CHEQUE / ❑ OTHER: 20 3. FINANCING This Agreement is subject to the e> livering to the Seller or Seller's Agent written proof of finof approximately $ (or °% of purchase pri or before the day of 20. failing which this Agreemen comes null and void. 4. CLOSING DATE This Agreement shall be completed on or before the Z'77 day of -YCJ,-,/ E 20E (hereinafter called the "Closing Date"). Upon completion, vacant possession of the Property shall be given �oo the B , {unless otherwise specified. The Seller shall ensure that the Property is available for the pre-closing inspection by IA. J/ P.M. on or before the L day of 'Y -J t� 2017 . FA HI I J:C01141c The Buyer,2"DOES or C] DOES NOT require an inspection of the Property. The Buyer is urged to carefully inspect the Property and may, if desired, have the Property inspected at the Buyer's expense. If the results of the Inspection are not satisfactory to the Buyer, the Buyer may terminate this Agreement by delivering written notice to the Seller or the Seller's Agent on or before the day of Al, JY- 20 Z ],upon which this Agreement becomes null and void. Acknowledgement of completion of Pulte 1 - Sellers Initials / Buyer's mitrals /,.,........ Page 1 of 6 17 P—M ReA-d:,a4ono 4 WEBForms® Jan/2015 Property designated as civic address: _ -76 C�9 Ile It t ry,-v S7- 6. INSURANCE This offer ❑ IS or IS NOT conditional on the Buyer obtaining insurance for the Property satisfactory to the Buyer, effective on the closing date. The Buyer must deliver written notice, to the Seller or Seller's Agent no later than A.M. / P.M. on the day of . 20� that this condition is fulfilled, or this Agreement becomes null and void. The Seller agrees to co-operate in providing access to the Property as required for the fulfillment of this condition. 7. WATER TEST The Buyer, at the Buyers expense, ❑ DOES oe21O- ES NOT require the water supply to be tested for: G, potability (E.coll / Coliform) ❑ any additional criteria (chemical/ mineral). If the results of such testing fail to meet the Guidelines for Canadian Drinking Water Quality or any additional criteria as specified, the Buyer may terminate this Agreement by delivering written notice to the Seller or Sellers Agent on or before the day of 120 upon which this Agreement becomes null and void. The Buyer4? 60ES or ❑ DOES NOT require an environmental assessment at the Buyers expense. The Seller acknowledges that the Listing Agent has advised the Seller to disclose any known or suspected environmental concerns with respect to the Property. If the results of the assessment are not satisfactory to the Buyer, the Buyer may terminate this Agreement by delivering written notice to the Seller or Sellerc� Seller's Agent by the �1 day of /IA j� t 20 / 7 upon which this Agreement becomes null and void. 9. RESIDENTIAL PROPERTY DISCLOSURE STATEMENT The Seller ❑ WILL or -RIM -ILL NOT provide a current Residential Property Disclosure Statement to the Buyer on or before the day of ,20 . If the information contained in the Residential Property Disclosure Statement is not satisfactoryto the Buyer, the Buyer may terminate this Agreement by delivering written notice to the Seller or Seller's Agent by the day of _ -020 upon which this Agreement becomes null and void. o.a This Agreement is further subject to the following terms and conditions: TH E V C-riDo(C'IT V of 57As^1T T0H-� P.CES rD t lir" bwg5E ©KrA RUAC�cr6r�E yrc. Fof- ITS COSTS To R �s�TE r�A�-�a 'ao�5 ICCIA L5 LDCAT-iv-b AT 74 (,A tCT-0^! SrQDtr t0 A VAAXL1"firk.-) pt IMotnT dF � SVI ° CaD�E A QUA c.LrcruIle 6- e w�trL P,eourb G L,,jV LC ES A^fb S(4 if o ilierrxi -DocN fgENTflT-ro^J F 0 9 r -HC Civ0VA 0 f Such WR-rCCrPLS A " b THE crit of S A r --4T 1014"l U C 5 To f EzIm K4?5 G COO(C AQUP Cu cT c1oeC V"Je - - v Q G7tr 0 �'DA [ Y�� seers Intiah Buyers Initials 4 11. ADJUS MENTS l Property taxes, rentals, leases, municipal charges, fuel/heating items on the premises and assessments are to be adjusted to the Closing Date. The cost of municipal improvements, betterment charges, and capital charges for utility or municipal services completed as of the date of this Agreement, whether billed or not, are to be paid by the Seller on or before the Closing Date unless otherwise stated. Acknowledgement of completion of Page 2 - Sellers Initials / Buyers Initials / Page 2 of 6 VVEBForms8 Jan12015 Property designated as civic address: -76 rA Q t C T Di✓ 12. RISK The Property being purchased shall be and remain at the risk of the Seller, pending completion of the sale. The Seller shall hold all insurance policies and the proceeds thereof, in trust for the partes as their interests may appear. In the event of damage, the Buyer may, at the Buyer's option, agree to complete the purchase with the proceeds of the Seller's unit policy. Alternatively, the Buyer may, at the Buyer's option, declare this Agreement null and void. 13. FIXTURES / CHATTELS / LEASED EQUIPMENT (a) All existing fixtures on the property, which may include but are not limited to: flooring and floor coverings, drapery tracks, ceiling fans and light fixtures, built-in appliances, bathroom mirror(s), heating -ventilating -air conditioning equipment, garage door opener(s), central vacuum, and all applicable accessories/remote(s) and all other items secured by means of nails, screws, plumbing, wiring, ducting and related accessories are to be included in the purchase price except items which are leased or rented including those specifically listed herein in this Agreement, with the following exceptions: () The following chattels owned by the Seller and presently located at the Property shall remain with the Property, to be included in the purchase price, and shall be conveyed to the Buyer in good working order, free and clear of encumbrances, on the date of closing: (c) The Seller agrees to inform the Buyer of any leased equipment. In the case of leased equipment, the Buyer may be required to purchase the product from the lessor or assume the existing lease. Current leased equipment is (include lessor name below): ❑ Hat Water Tank: ❑ Propane Tank: ❑ Furnace / Heating System: ❑ Security System: ❑ Other: Ai 19 LCASE7 Eq(,tLi P-1 E --r -- 14. SURVEY The cast of a New Brunswick Land Surveyor's Real Property Report shall be the responsibility of the Buyer. Notwithstanding the foregoing, the Seller is to supply to the Buyer or Buyer's Agent any New Brunswick Land Surveyor's Real Property Report/ Subdivision Plan/Survey Plan that maybe in the Seller's possession, without warranty. 15. TITLE SEARCH The Buyer may examine the title of the Property at the Buyer's expense and any valid objection Yo title which the Buyer wishes to make shall be made in writing to the Seller on or before the day of closing. In the event a valid objection to title is made that the Seller is unable or unwilling to remove prior to closing, and which the Buyer does not waive, this Agreement becomes null and void. 16. CONVEYANCE The conveyance of the Property shall be by Transfer, Deed, or Bill of Sale drawn at the expense of the Seller, to be delivered on payment of the purchase price on the Closing Date. The Property is to be conveyed free from encumbrances, except utility easements that do not materially affect the enjoyment of the Property, registered restrictions, or covenants that affect the Property. r�- Acknowledgement of completion of Page 3 - Seller's Initials / Buyer's Initials J / Page 3 of 6 19 -WWEBForma® Jan/2015 Property designated as civic address: b rA 9 C E w--/ 52- 17. ADDITIONAL DOCUMENTS The attached additional documents, if applicable, form part of this contract: I.'] Covenants ❑ Builder's Specifications ❑ Municipal Drainage Plans ❑ Floor Plans ❑ House Plans ❑ Other: ❑ Other: ❑ Other: 18. GENERAL (a) Any tender of documents to be delivered or money payable may be made by the Seller, Seller's Agent or Lawyer or the Buyer, Buyer's Agent or Lawyer or any other party acting on their behalf. Money paid, subsequent to the deposit, shall be by Solicitor's trust cheque, certified cheque, or the equivalent, drawn on a chartered Canadian Bank, Trust Company or Credit Union. (b) The Buyer shall have the right, upon providing the Seller with reasonable notice, to conduct a pre-closing inspection of the Property to ensure that the Property is In the same state of repair and condition as viewed on the date of this Agreement. If the Property is not in the same state of repair and condition and the Seller is unable or unwilling to make the necessary repairs, then this Agreement may become null and void at the buyers discretion. (c) All warranties and representations contained in this Agreement shall survive the closing unless otherwise stated in this Agreement. (d) In all aspects of this Agreement, time shall be of the essence. In the event of a written agreement of extension, time shall continue to be of the essence. This Agreement shall be to the benefit of and be binding upon the parties, their respective heirs, executors, administrators, successors and assigns. (e) This Agreement is to be read with all changes of gender or number as the context requires. This Agreement shall constitute the entire Agreement between the parties and shall be governed by the laws of the Province of New Brunswick. (f) The Seller and the Buyer agree to be bound by offers and counter offers and related documentation and/or communication that may be transmitted electronically and that reproductions of the signatures therein will be treated as originals. (g) The Buyer and Seller have the right to seek legal counsel with respect to this Agreement. () If the Buyer defaults in the completion of the sale under the terms of this Agreement, any money paid hereunder shall be forfeited to the Seller without interest or penalty by way of liquidated damages, or the Seller may, at the Sellers option, compel the Buyer to complete the sale. (1) If this Agreement becomes null and void under the terms of this Agreement, ail deposits paid shall be returned to the Buyer in full. By signing this Agreement, the Buyer and Seller consent and irrevocably instruct the Sellers Agent to release all deposits to the Buyer without interest or penalty. Gl In the event that 18(i) is applicable, the Buyer and Seller both agree to release and forever discharge each other, the Seller's Agent and the Buyers Agent from any claims that either party has or may have arising from the deposit. (k) Once received and accepted, all Schedules and additional documents attached shall form part of this Agreement of Purchase and Sale and shall be deemed acceptable to the Buyer and Seller. (1) The Seller warrants that the Property 0 I or„B""I5 NOTregistered underthe Farm Land Identification Program (FLIP). 19. AGENCY RELATIONSHIP The Seller and the Buyer acknowledge having received, read and understood the "WORKING WITH A REALTOR®" form, as published by The New Brunswick Real Estate Association and acknowledge and confirm as follows: (a) The Seller ❑ DOES or 0 DOES NOT have an Agency relationship with: as represented by NAME OF AGENT icompany) NAME OF REALTOR' (please print) as. represented by NAME OF AGENT (company) NAME OF REALTOR* (please print) Acknowledgement of completion of Page 4 - Sellers Initials / Sayers Initials !� / Page 4 of 6 20 MBFarms®.1arQO15 Property designated as civic address: / Cz-9F L 6 Ta-%/ 5�1— (b) The Buyer 0 DOES or G DOES NOT have an Agency relationship with: NAME OF AGENT (company) as represented by NAME OF REALTOR* (Please print) (c) The Buyer and the Seller acknowledge that by signing this Agreement they have consented to a'Dual Agency relationship with: REM xcra P� rfpS — as represented by NAME OF AGENT (company) NAME OF REALTOR' (please print) and If NAME OF REALTOR* (please print) /1 20. TIME FOR ACCEPTANCE Q� This offer shall be open for acceptance until on the qday of +'^` L 20 7 Notification of the acceptance of this offer shall be communicated by the Seller's Agent to the Buyer's Agent prior to the designated time and date or this Agreement becomes null and void. Dated at 11"�U this Signed and delivered in the presence of WITNESS 4 /7 day of ��IU 207. 44 BUYER WITNESS BUYER 21. ACCEPTANCE I hereby confirm this offer was presented and accepted at on the day of 20 Signed and delivered in the presence of WITNESS SELLER WITNESS SELLER 22. REIECTION I hereby confirm this offer was presented and rejected at on the day of 20 Signed and delivered in the presence of WITNESS SELLER WITNESS SELLER Acknowledgement of completion of Page 5 - Seller's Initials_1 Buyer'sInitials / Poge 5 of 6 2 1 MBFrxm86 Jan12015 Property designated as civic address: (7 r�s�i _ L 5 23. COUNTER OFFER (a) I confirm having read and understood this Agreement and have :...0 MODIFIED THE PRICE TO or ❑ ACCEPTED THE PRICE OF: Dollars ($ ] along with the following amendments: This counter offer shall be open for acceptance until on the day of .20 Notification of the acceptance of this counter offer shall be communicated by the Buyer's Agent to the Seller's Agent prior to the designated time and date orthis Agreement becomes null and void. Dated at _ this day of Signed and delivered in the presence of WITNESS SELLER WITNESS SELLER (b) The Buyer hereby agrees to the above price of $ counter offer. Dated at � this Signed and delivered in the presence of WITNESS WITNESS Sellers Solicitor: Phone: Buyers Solicitor: Phone: BUYER '14ri4d 20_ and all other amendments contained in this day of 20_ Fax: Fax: the tra —wb IfEAITMI, RMTa0.SI, and die LW wrhrxaen e. n e eednnwfu MLS! Munrpla UdV4 sark.• aoe rhe aeraNa WNgm mcweedhYAle 6mNOM MdEtftA—dWtl (CM s Wkft"ffryfhe proM►afMrWWSWVVWdbymdafapr P Miro as far•6m fQVA Acknowledgement ofcompleffon of Poge 6 - Seller's Initials / Buyet's Initials / Page 6 of 6 22 1NEBF0imsV Jan12016 DUAL AGENCY AGREEMENT 113 Approved by The New Brunswick Real Estate Association for use by members under 1i REALTOR" An Act to Incorporate The New Brunswick Real Estate Association "No Between _ . je twpjr' NAME OF AGENT (company) Represented by r I� f! f r 5 and _ + C T IAF NAME OF REALTOR° NAME OF REALTOR* Representing and SELLER BUYER and SELLER ^� BUYER Property: f 6 r,4,e`�r,� u � �� In order to facilitate the purchase and sale of the Property, the Buyer, Seller and Agent agree as follows: 1. The Seller and the Buyer acknowledge and agree that it is not a breach of duty for the Agent (company) to represent both the Buyer and the Seller, as Dual Agent, with respect to the purchase and sale of the Property. 2. Any previous Agreements between the Agent (company) and the Buyer or the Seller shall continue, except as modified by this Agreement. In the event of conflict, the provisions of this Agreement shall apply. 3. The Buyer and the Seller acknowledge and agree that: a) the Agent (company) will deal with the Buyer and the Seller impartially; b) the Agent (company) will have a duty of disclosure to both the Buyer and the Seller except that: L the Agent (company) will not disclose that the Buyer is willing to pay a price or agree to terms other than those contained in the Agreement of Purchase and Sale, or that the Seiler is willing to accept a price or terms other than those contained in the Listing Agreement; ii. the Agent (company) will not disclose the motivation of the Buyer or the Seller unless authorized, in writing, by the Buyer or the Seller; M. the Agent (company) will not disclose personal information about either the Buyer or.the Seller unless authorized in writing; c) without limiting 3(b), the Agent (company) will disclose to the Buyer defects about the condition of the Property known to the Agent. 4. By signing this contract, I acknowledge having read and understood the WORKING WITH A REALTOR' farm as published by The New Brunswick Real Estate Association. Dated at :5 9-0 ftp /� this 1-7 day of M/9 20`�. Signed and delivered in the presence of WITNESS SELLER WITNESS SELLER Dated at this day of 20 Signed and delivered in the presence of Nr' U"d WITNESS BUYER J WITNESS BUYER Thebnde -d-RFMTOR! RFNAAIS! eadg. NEALTCM*k n—ee b.WbrTNmnvmm,Ree&hft Amdnnw, KIPEV wwrae k�y,.alue�y,eJlr�rmomtr wow iremwvsn. ofcrtEl. ea.sun�.ai�,sti nn hrd.nerkr ML4� MUMp1. 16LLre s.rrk.•.nera. oosredeledloyee me ownM6Y TRe Cenod6n ie.errmu�coelvHon (gAB1J omdmnr9r tAe Ra°A4' W+�nkauAonWdedM irvle.meeproyembne6 wgoeene+eene.re o¢aiFA. 23 Page 1 of 1 F" in &W.1c vivaois WEBForms® May12015 WORKING WITH A REALTOR" i iR n+,sr�w aawal Approved by The New Brunswick Real Estate Association for use by members under -� An Act to Incorporate The New Brunswick Real Estate Association AN EXPLANATION OF THE RELATIONSHIP BETWEEN YOU AND YOUR REALTORe REALTOR®, REALTORSO, and the REALTOR* logo are trademarks controlled by The Canadian Real Estate Association (CREA) and identify real estate professionals who are members of The New Brunswick Real Estate Association (NBREA) and CREA. As all licensed real estate professionals in New Brunswick are members of NBREA, they are referred to throughout as "REALTORS®". In achieving superior service, REALTORSO abide by The REALTOR® Code, a strict Code of Ethics which serves to protect the buying and selling public alike. One of the ethical obligations embodied in the Code requires that REALTORS disclose who they are representing in a real estate transaction. Agent means a person or company who, for another, either alone or through one or more licensed real estate professionals, trades in real estate. The individual REALTOR® represents the Agent throughout the transaction, therefore the term REALTOR® is used throughout to refer to both "Agent" and "REALTOR"". Client is an individual(s) who has engaged an Agent to act on, his or her behalf to buy or sell real estate (an "agency relationship"). The REALTOR' (representing the Agent) owes the Client the duties of utmost care, competence, accountability, loyalty, obedience, integrity, and confidentiality. Customer is an individual(s) who has not formally engaged an Agent to act on his or her behalf to buy or sell real estate. A Customer, on the other hand, may receive information and assistance from the REALTOR, but is not represented by that REALTOR or the Agent. Regardless of who the REALTOR represents, however, the REALTOR is obliged to treat all parties to a transaction honestly and fairly. ARTICLE 2 of The REALTOR" Code A REALTOR' shall fully disclose in writing to, and is advised to seek written acknowledgement from, his or her Clients and those Customers who are not represented by other registrants regarding the role and the nature of the service the REALTOR will be providing. This disclosure shall be made at the earliest possible opportunity and in any event prior to the REALTOR* providing professional services which go beyond providing information as a result of incidental contact by a consumer. For more information on topics such as the REALTOR Code, visit www.nbrea.ca or www.crea.ca. Page 1 of 2 F« 1M Mrfwe: tolaormi+ 24 wEBFarms®Jan/2015 SELLER'S REPRESENTATION An agency agreement to list a property for sale exists between an Agent and a Seller. When a REALTOR', on behalf of the Agent, represents the Seller, he or she is the SELLER'S AGENT and accordingly must do what is best for the Seller of the property. The SELLER'S AGENT is normally called the LISTING AGENT because the seller and the SELLER'S AGENT have formed a written contract called a listing agreement. BUYER'S REPRESENTATION When a REALTOR, on behalf of the Agent, represents the Buyer, he or she is the BUYER'S AGENT and his or her primary obligations are to the Buyer. Ideally, this relationship should be confirmed in a written agreement that specifies the Buyer's obligations, explains the services that the REALTOR will provide and specifies how much will be paid for these services and who will be paying. DUAL REPRESENTATION When both the Buyer and Seller are represented by the same REALTOR' or by different REALTORS* licenced with the same Agent, this creates a type of dual representation situation where the REALTOR's duty of confidentiality and loyalty to both the Buyer and Seller come into conflict. This places limitations upon the type of representation that can be provided. This is referred to as DUAL AGENCY. If you find yourself involved in a DUAL AGENCY relationship, before making or receiving an offer, both you and the other party will be asked to consent in writing to this new DUAL AGENCY relationship. ACKNOWLEDGEMENT This form does not create an Agency relationship. Its purpose is to ensure that all parties understand and acknowledge the types of representation that may occur. I have read and understood this form and acknowledge that: �TE�U0 lnOff4i of C MAX NAME OFR R NAME OF AGENT (company) of .. _ NAME OF REALTOR NAME OF AGENT (company) CITY OC 5h5�ov7— -rdff;P-V SELLER (please print) SELLER (signature) DATE SELLER (please print) coo(e 4�U fi cef e r4f/E i;;v C BUYER (please print) BUYER (please print) SELLER (signature) DATE BUY (signatureDATE BUYER (signature) DATE nie tm:e�ls.auxa.•, MaTM,wbn,. RMTM'1...@ —&W•aesV. a—,*— ftW& WA-0&W.MXV --My .„ .k-Duro.L&W—d.fte,.,. rnrevano.vb resp Munpre LW.t5.rW--wddMw.d.�.dlooc.we..dvedbr ibe ran.di.nRe.lOmt.AueC.eb. (Crr.dJwarar,.grenr �,.ery.�s rr�wrw�+dh>erg.ae. .w.h, ,.hwh..n.r+,br r.fae�. Page 2 0f2 25 wESFOrms® Jan/2015 N�iuuiuui Blillool��° � Rrr� ���% u'l���ug li��u�U�JJ 11111�,�'���IF �/�io"/ o . III ,w !,, PA T.A.B..[..,.E OF CC) N TE N TS 1. Introduction & Overview 2. Fhe Context� Delivering Growth I Overarching Roadmap for Smart Growth Vision 4. Driving Outcomes, Strategic Pillars & Actions Figure 1. Roadmap for Smart Growth� Economic Development Action List 5. Forecasting and Reporting 6, Marketing, Branding and Communications T Governance 8. Budget A., Fentative Growth Committee Investment B. Economic Development Agencies 9, Fimeline Supplemental Documentation A., Other Measurements B. Marketing Brand Profile Development C. Financial and Economic Analysis Capacity D. Population Growth Function E. City of Saint John Real Estate Alignment F. ..Far of Audiences, Roles & Responsibilities Far of Growth Audiences Roles and Responsibilities G. Proposed 10 year Economic Strategy Scope 118, Excerpts from PlanS.J Economic Chapter I., ..Far of for the Dangerous and Vacant Building Program for 2017, 85 resolved cases J. Key Findings from Information Gathering Phase of Growth Committee 1. INTRODUCTION & OVERVIEW 11 Ihe Oty's econo inn iic futu ire ii s filled Mth olplpoirtuiriiity a ind Ipulrpose, a ind tlhiis Roodmop for Smort Growth (Roadmap) provides the platform to launch the City into a new phase of economic growth and development., SaintJohn has reached an important formative phase in its economic evolution, so the timing of the Roodmopfor Smort Growth is important as the City finds itself at the intersection of serious financial challenges and unmatched economic opportunities., Fhe Roodmopfor Smort Growth seeks to innaxiiinniize the Oty of Saiiint Jolh iri's albiflity to aclhiieve Ilpopullaboin, employment and tax base growth through strategic and immediate actions., Fhe Roodmopfor Smort Growth will achieve its ability to reach new levels of economic growth for SaintJohn Icy: L Aggressively facilitating the development and sale of key municipal owned properties; 2. Further enticing the development community to pursue large scale development projects; I Discouraging land owners of vacant and dangerous properties from continued inaction; 4. Dramatically improving the marketability of SaintJohn to visitors, investors, students, businesses and newcomers; 5. Introducing enhanced collaboration and strategic focus to the existing economic development governance structure; and 6. 11::�ocusiiirig piioiriity development iiiri Saiiirit.Jlolh iri's uirlbain coire. 11 Ihe Oty's Roadmap for Smart Growth is only as strong as the ability to measure success and demonstrate value to the Oty's taxpayers. In oirdeir to stireingthein the Oty's albflIty to yiielfavorable ecoirioinniic development outcomes for its citizens, the City will methodically track agency and in house efforts to deliver employment, population and tax base growth; secure year end targets associated with these three outcomes; create a public dashboard to help communicate key outcomes; work with provincial and federal partners to improve labour market information for forecasting; publish an annual State of the SaintJohn Economy report; undertake a fair taxation analysis related to property and infrastructure; and provide regular updates to the Growth Committee on key growth targets and indicators., Fhe City of SaintJohn currently lacks coordination, integration and alignment with its externally focused Inn airkeding and birairiffling. If ils piresents a uini�que olplpoirtuini�ty to syinclhiroinilze and irefireslh the Oty's lbirairld and Inn airkedne t ing cocepts to innaxi�inni�zhe Oty's albflIty to Ireadh inew tairget auffleinces Ilia iIts economic development efforts, II iii ghlighding the Oty's uiniique benefits and opportunities should be a key driver for the entire economic development landscape., 11 Ihe Oty's Roadmap for Smart Growth must be upheld by a governance structure that enables it to deliver upon desired growth related outcomes, and as such, there are some important changes needed in the existing structure., Fhe City will be introducing enhanced collaboration and strategic focus to the existing economic development structure to ensure alignment and focus and to maximize opportunities, including the need for population growth support, strategic real estate support and economic analysis., all Fhe purpose of the Roodmop for "amort Growth is to outline the vision and direction for economic development in the City of Saint John. While the Roadmap outlines many strategies and activities to be undertaken in the immediate and near term, there will be further, detailed planning conducted by the individual economic development agencies that wilk rely on the historical expertise and knowledge housed within the agencies; align with the Roadmap direction; and work toward achieving the goals, objectives and targets detailed in the Roadmap. Fhe RoodmopforSmort Growth places greater ownership with Common Council to define the desired community outcomes as it relates to its investment in economic development and alignment with the vision established by PlanSJ and Council Priorities 2016 2020. Fhe Roadmap for Smart Growth was approved by Saint John Common Council March 27, 201T 2. THE CONTEXT: DELIVERING GROWTH 11 Ihe Oty's econo inn iic futu ire ii filled Mth olplpoirtuiriiity a ind Ipuirpose, a ind tlhiis Roodmop for "amort Growlth provides the platform to launch the City into a new phase of economic growth and development., Saint John has reached an important formative phase in its economic evolution, so the timing of the Roodmopfor "amort Growlth is important, as the City finds itself at the intersection of financial challenges and unmatched economic opportunities., In late 2016, the City of Saint .john reported on the "mote of the SointJohn Economy, which sought to give a snapshot of Saint John's cu irreirit sod ll and ecoirioinni�c 1peirfoirinnance on a variety of short and long term indicators., Fhe outcome of the report was a humbling reminder to Saint .john that it faces significant economic challenges., Recognizing these challenges, the Saint .john community has rallied around the need for growlth and the need to deliver targeted outcomes that result in a better quolity of life for current and future residents at a time when collaboration among regional, provincial and federal counterparts is stronger than ever., Fhe Growlth Committee (Committee) was formed inJuly 2016 to take stock of the opportunities and challenges related to growth., Fhe goal of creating a Roodmopfor "amort Growlth by early 2017 spurred the Committee into an aggressive meeting schedule, where members heard from staff, economic development partners, community groups, and developers., Prior to the formation of the Growth Committee, Common Council commissioned the Fask Force on 11::.:coinoinniic Developinneint ( 11 and eventually adopted the final irelpoirt's irecoinn inn einda doins iirn early 2016. phis relpoirt was the 10t1h irelpoirt, revue* oirainalysiis ori the Saiiint John's ecoinoinniic development landscape (a(l of the people, groups, and agencies involved in economic development activities in SaintJohn) in as many years, and included recommendations in a variety of areas, cost savings, shared marketing and greater clarity on roles and responsibilities., InJanuary 2017, the Growth Committee and Common Council upheld the principles, action themes, development sequencing and key components associated with the City of Saiiirit Jolh iri's development of the Roodmopfor "amort Growth, which will deliver upon key growth components., Fhe purpose of the Roadmap for Smart Growth is to outline the vision and direction for economic development in the City of Saint .john, While the Roadmap outlines many strategies and activities to be undertaken in the immediate and near term, there will be further, detailed planning conducted by the individual economic development agencies that wilk rely on the historical expertise and knowledge housed within the agencies; align with the Roadmap direction; and work toward achieving the goals, objectives and targets detailed in the Roadmap. 11 3. OVERARCHING ROADMAP FOR SMART GROWTH VISION Before we look to the vision of the Roadmap, it is important to acknowledge the long term vision established lby the City's innunicipal Ipllan I'lonS.I., Fhe municipal plan sets out a vision for what the Saint John community will look like in 25 years, including, SaintJohners will aspire to be a more urban focused City by transforming key neighbourhoods through new investment, population and growth., By enriching these urban neighbourhoods as more complete and healthy communities, the City will see renewal of the urban core and primary development areas and enhanced quality of life for all citizens., 13y "girowing up and not out", the City will The innoire coinn1pact with innixed use communities at densities that allow people to live, work, learn and play in their neigh bo u rhoods. With a more compact development pattern, SaintJohners will enjoy greater opportunity for transit, walking, cycling and other active forms of transportation that help to minimize carbon output and reduce dependence on private automobiles., SaintJohners will enjoy access to higher quality and greater variety in housing options that are inclusive for all people and with improved access to amenities and transit particularly in the core areas of the City, which will make living in any of the City's neighbourhoods accessible to everyone., SaintJohn will achieve economic prosperity, by focusing on smart growth to enable diverse places to work in more compact, well located and better designed employment and retail clusters, including in the L.Jptown core and the Fucker Park campus, while supporting traditional industries to thrive., Fhe City will be a leader in sustainability, protecting and identifying strategic improvements to cherished green spaces, natural assets and key recreational facilities., Citizens will enjoy greater quality of natural, recreational and cultural amenities, and new and expanded connections to public waterfront areas, parks and open spaces, trails, beaches, boardwalks and cycling routes by focusing on enhancing key public views to the water., In addition, Saint .John Common Council adopted its key priorities in 2016, which highlights the centrality of growth, ""11 hirough good governance and with suppoirt fironn the coinninnunity, ouir focus is on growing Saint John. By being fiscally responsible, the City delivers services that contribute to a vibrant, attractive and pirospeirous City." In response to the vision of I lanSJ as well as Council until Priorities 2016 20 20, the Roradmop for Smor't Grounr'th has been founded ded upon the principles of prosperity, performance, participation and purpose, Chew will be the primary drivers of any strategy or action proposed within the Roradmop for Smor't Growth. PROSPERITY Fhe ultimate beneficiaries of our economic development investment and efforts are the current and future residents of Saint John., Saint John residents allow their municipal government to make economic development investments on their behalf with the expectation that the municipal government can illustrate and experience tangible growth, Chis growth parings citizens improved municipal services, which IIn'tu11rin,,'f0.. irtheir 1inrilpir v w ouir coinni11f1u11" ity" w value proposition, confidence in our economy and improved quality of life, PERFORMANCE Fhe City is best served to create an economic development structure that remains flexible and adaptable to the evolving nature of economic development and corresponding opportunities, Fhe need for chane in the economic development landscape must be balanced with a long term economic strategy, which clearly identifies expectations and delivers pre established community outcomes (employment, population and tax base growth), PARTICIPATION While this Roradmop for Smor't Grraunr'th will introduce important changes to the City's a*conoinniic development landscape, the City must position itself to encourage the ongoing engagement and commitment of the countless w s voll0.. ntQ"'e s,, 'fundQ"ir s,, paairtrnQ"ir s and experts Q;uII"II"Q"intly involved in Sxaint Jolhiri' s Q".'coinoinn c development efforts, In addition, the City must position itself to continuously invite and encourage new volunteers, funders, partners and experts into the Saint .john economic development landscape., PURPOSE Chis Roradmop for Smor't Grraunr'th places greeter ownership with Common Council to define the desired community outcomes as it relates to its investment in economic development, Fhe outcomes must uphold the 'vision established by PlanSJ as well as Council Priorities 2016 20 20. Common Council will generate a more strategic direction and success through a methodical focus on employment, population and tax base growth that will be central deliverables of a long term economic strategy, as well as annual mandate letters to the economic development agencies., 4. DRIVING OUTCOMES: STRATEGIC PILLARS & ACTIONS In oirdeir to achieve the vision of VIII airi&Jl and deliver Coinninnoin Council's IlIiriioiriitiies 2016 2020, the City must deliver on key economic growth outcomes., As such, the success of the City's Roodmopfor "amort Growth will be measured entirely lby the City's ability to geineirate girowth. IMoire specifically, the City will deliver girowth outcomes in three key pillars, population, employment and tax base., Chis Roodmopfor "amort Growth is intentionally designed around delivering growth outcomes in these areas outcomes that will serve to define City investment, economic development governance structure, and any action plains., 11 Ihe biggest dhainge to mint Jo ire econoinnic development landscape as a result of this Roadmap for Smart Growth will not be associated with plans, positions, process or public investment; rather it will be the overarching shift of the entire economic POPULATION development landscape towards common GROWTH outcomes and persistence towards achieving new levels of tax base, population and employment growth., EMPLOYMENT TAX -BASE GROWTH GROWTH Fhe Roodmopfor "amort Growth will reach new levels of economic growth for Saint .john by: 1. Aggressively facilitating the development and sale of key municipal owned properties; 2. Further enticing the development community to pursue large scale development projects; I Discouraging land owners of vacant and dangerous properties from continued inaction; 4. Dramatically improving the marketability of Saint .john to visitors, investors, students, business and newcomers; 5. Introducing enhanced collaboration and strategic focus to the existing economic development governance structure; and 6. Il::ocusiiiri Ipiriioiriity development in SaintJolh iri's uirlbain coire. 11 Ihe City of SaintJolh iri's strategy to deliver upon population, employment and tax base growth is outlined in 11::igure III-, below., It directly aligns specific actions with the specific pillar (population, employment and tax base) in which they will contribute to growth., A Figure I, Roadmap for Smart Growth: Economic Development Action List # AcUon Lead+ rirnefine TARGET \Alorkwith theAt|antc|mmigraionH|otProgram tomaLchimmigramzwith exisLirg C&J'HDC PROCESS IMPROVEMENTS labour keL shortages LaunchofRoadmap for Smarl:Growth CS.J March 20.17 2, Approve and release mandateletters toagencies and partners CS.J April 20.17 3, Enhancecapacity around strategic land dexe|opmentwhich will include an CS.J April 20l7 CS.J alignment exercise toenhance the City's real estate pectices Saint]ohn 4, Enhancethe City's capacityaround popu|ationgrowth CS.J ]uneZOl7 5, Enlhance the City's cal.)acity around financial analysis and business case developrrienL CS.J ]uneZOl7 6, Create a unified City marketing Ln -and and clearly illustrate SaintJohn's cornl,.)etitive CS.J'Partners ]u|yZOl7 advantage 7, Dexe|opstrategicmarketingcommunicationp|anto|exeragenammarketingbrand CS.J'Partners ]u|yZOl7 profile to be usedi developrrienL, markeLing and corn rn u nicaLions UnderLakeafair taxa ionana|ysisandimp|ementkey recommendaLions within its CS.J September control, inorder uosuppoi,-t the City's ongoing effort uoreceive fair and}ust revenue 20l7 associated with Lhe exisLing property and infrasLrucLure wiLhin our municipal boundaries 9, TransferofexistingLoca||mmigrationPartnership HDCtoC&J ZOlQ ::11.,0, Dexe|opmentofalOyear economicplan for theCity ofSaint]ohn CS.J'Partners ZOlQ 20.17 :11.5, Release ofCity's popu|adongrowth strategy uorecruit and retain new residents to CS.J November Saint]ohnhnmneighbouring corn muni Lies, New Brunswick, At|anticCanada and the 20l7 resLofCanada :11.6. Deve|opmentofalOyear economicplan for theCity ofSaint]ohn C&J'HDC November 20.17 ATZO0 GROWTH \Alorkwith theAt|antc|mmigraionH|otProgram tomaLchimmigramzwith exisLirg C&J'HDC 20l7 labour keL shortages Provide detailed targets for ZOl7end ofyear popu|ationgmwLhprojections and HDC ]u|yZOl7 presenl: corresponding actions :113, |mp|emenLinitial markeLirgcampaign towelcome newcomers to CS.J October 20.17 Saint]ohn :11A. Release of Saint John's Immigration Strategy J I I.) C November 20.17 :11.5, Release ofCity's popu|adongrowth strategy uorecruit and retain new residents to CS.J November Saint]ohnhnmneighbouring corn muni Lies, New Brunswick, At|anticCanada and the 20l7 resLofCanada :11.6. Deve|opmentofalOyear economicplan for theCity ofSaint]ohn C&J'HDC November 20.17 10 TARGET EMPLOYMENT GROWTH Provide detailed targets for Z0l7end ofyear emp|oynenL growth pm]ecdoroand BU ]u|yZ0l7 presenL corresponding action| Presentation ofinvesmentreadiness strategy BU ]u|yZOl7 20. integrate additional acbon iLems from 1::.:nLerprise SainL.John into Roadmap for SmarL BU ]u|yZ0l7 Growth 211.., De|iverreporLonand strategy torespond toexbting gaps within Saint John's |abour BU'ONB SepLembr markeL 20l7 22, f lie City's National Energy 3oard Working Groul'.) re engages in the Nabonal 1::.:nergy CSJ 20l7 Boand'sEnergy East Hearingpnocessand works with TensCanadatomore fully define the ct's ftaure local economic impacLs 23, Ongoingimp|ementationofUrbanDexe|opment|ncentixeProgramPi|otProgram CSJ 20.17 20.18 0 TARGET TAX—BASE GROWTH 24, Advance City's interest with the Government of New 13runssickoncoml-.fliamceand CSJ March 20.17 enforcementtools aswell asaxacantbuilding registry 25. Become Lhe firsL City in Adandc Canada to accepL developmenL proposals for 6 story CSJ March 20.17 wood frame consLrucdon and launch a requesL for proposals for the CanLerbury and Princess i demonsLradon 26. 1 aunch of Neighborhood Plan for Central Peninsula CSJ May 20.17 27, AnexecuLedpurchase ofsale agreemenLfor the]el|yBean properties CSJ May 20.17 28, LaunchofLargeSca|ePnojacL SupporLProgram thatwill provide supporLto CSJ May 20.17 developers for t |i d municipal approvals 29, inLroduce new Building PermiL Mapping fool, which will offer a new live vacking Lool CSJ May 20.17 for investors and developers seeking to pursue opporLunibesin Sai t] h 30. Review and pursue Sandy PoinL Road municipal property developmenL opporLunibes CSJ ]uneZ0l7 III, Anexecutedpurchase ofsale agreementfor theformer Synagogue property CSJ ]uneZOl7 32, f he City of SainL.John to finalize its plans as iL relates to Lhe location of City Hall for CSJ ]uneZOl7 its employees 33, Align the City's real estate pecticesinondertomaximize the City's al-.)i|hyto CSJ ]u|yZ0l7 generate addibonalt base revenue 34. Provide detailed targets for 20.17end of Year Lax base gromhprojections and CSJ ]u|y20.17 presenL corresponding action| 35, Additional action terns from City's Strategic Land Management Tearn tobe CSJ ]u|yZOl7 integrated into Roadmap for SmarLGrowth 36. Continuelocal and exLema|developer consu|tationtoregenerate inventory of CSJ September opporLunibes 20l7 37, Deve|opmarketingand awareness campaign tosupporL strategic Lax CSJ September development 20l7 38, Review and pursue f ucker Park (municipal owned land) developmenL opporLunibes CSJ November 20.17 11 39, Review and pursue former LamicSugar siLedexeopmentoppormnhy CSJ [ec mber 20.17 40, De|ixerdeve|opmentsLraLegyfor lOhigh -profile municipal pmperies CSJ December 20.17 C|coeQ5casesundertheDangerousandVacantBui|dingPmgram(inc|udesCity CSJ December dernolibons,d dernolibons,d reoccupy) 20.17 42. RecommendaLion toCommon Council onwaLerraLeanalysis onxacant|mz CSJ December zOl7 43, Adopbon of recom menda Lions from Neighborhood Plan for CenLral Peninsula CSJ ZOlQ 44, SubrniL recom menda Lions Lo Common Council on VacanL Ekfflding Fee for Service CSJ ZOlQ program 45, |mp|ementaLion ofapiped industria|raw waterservice for eastSaint]ohn'inorder CSJ ZOlQ tosupporl:and aUractlarge industrydemands �CiLyofSaint]ohn(CS.J)'EnLenphseSaint]ohn(BU), Human [)exeopmenLCouncil (Hl. :)C)'E.:conomic[)exe|opmenl: Parl:neo(ParLneo)'OpporLuniiesNew Brunswick (ONB) 12 5. FORECASTING AND REPORTING 111he City's Roodmop for Smort Growlth is only as strong as the ability tomeasure success and demonstrate value to the City's taxpayeirs. 11 Ihe City of SaintJohn, on with its econonnic development agencies, innust I ecome experts in the development of population, employment and tax base growth, and quickly react to strategies yielding favorable returns., Fhe economic development landscape in Saint .john must acknowledge that the pursuit of economic growth is an iterative process, and some tactics will work better than others., Fhe City of Saint .john must create of culture of honest and evidence based reporting, which seeks to enable clear return on investment and value for money., In oirdeir to stireingthen the City's ability to yield favorable econonnic development outcoinnes for its citizens, the City will take the following actions, L Methodically track agency and in house efforts to develop employment, population and tax base growth., 2. All city funded economic development agencies will be required to establish their 2017 year end targets associated to employment, population and tax base on a go forward basis., I City of SaintJolhin along with its econonnic development Ipairtneirs will 'dashboard' key economic development outcomes, in order to provide taxpayers with an ongoing progress towards growth related outcomes., 4. Work with regional, provincial and federal partners in order to improve the quality of labour market information, in order to more effectively forecast and plan for growth., 5. City of Saint .john to publish an annual Stote of the SointJohn Economy report to highlight the progress towards growth related outcomes 6. Fhe City will undertake a fair taxation analysis and will implement key recommendations within its control, in oirdeir to suppoirt the City's ongoing effort to IrQrceive failr and just IrevQrnue associated with the existing property and infrastructure within our municipal boundaries and to encourage growth., T Regular updating to the Growth Committee on a variety of growth related indicators, including, but not limited to, strategic land development, lead generation tracking, building permit activity, pursuit of new corporate revenue generation opportunities, external funding partnership. 13 6. MARKETING, BRANDING AND COMMUNICATIONS Fhe City of Saint John currently lacks coordination, integration and alignment with its externally focused innairketing and biranding. If is Aire sents a unique oppoirtunity to synchiroinize n IrefIre sh the City's Ir Irl and marketing concepts to maximize its ability to reach new target audiences in its economic development efforts. Highlighting the City's unique benefits and opportunities should be the key driver for the entire economic development landscape., Fhe City will develop a more strategic and aligned economic development brand and marketing outreach program by: L Developing an overarching community Value Proposition which will be weaved into all brand and marketing activities for City funded agencies and other economic development partners., a. Development should zero in on how Saint John is best positioned to set itself apart and effectively market itself to generate growth in tax base, population and employment., b., Development will focus in on what makes Saint John unique and attractive to new business, investment, residents and visitors, and the perceived values and needs of these groups., c., Future image of Saint John will be developed and defined as a result of the successful implementation of the RoodmopforSmort Growth and the long term economic strategy. d. For further information about Value Proposition purpose and development, see Supplemental Section B:, Mark1tin Brand Profile De elop 2!21. .......... ................................ ................. g ..................................................................................... ................ M .................... ..... DI 2. Leverage marketing and communications efforts between agencies, in order to prevent unnecessary duplications and encourage the sharing of resources, materials and efforts., 1 11.: insu ire t1h at t1h e City's va l ue 1piro positio in is effectively inn a irketed to key a u d iences cu irirein ty IrQrcQrllvIIing little oir no attention firoinn the City's existing efforts, including� a. Marketing to potential residents to Saint John from surrounding communities, New Brunswick, Atlantic Canada and the rest of Canada; b., Strategic immigration attraction/retention; c., Marketing strategic municipally owned land; and d. Extending existing tourism focused marketing to encourage working, studying, living and investing in Saint John, 14 7. GOVERNANCE 111he City's Roodmop for Smort Growth must be upheld by a govern ance structure that enables it to de I iver upon desired growth related outcomes, and as such, there are some important changes needed in the existing Saint John economic development governance structure., Fhe City will introduce the following changes to the existing economic development structure, L One Vision. One Strategy. One Voice Fhe City will develop a 10 year economic strategy focused on the delivery of population, employment and tax base growth., Chis long term strategy will establish the new all encompassing strategy to align all the existing economic development efforts and equip the City to establish and achieve targets., Chis long term strategy will clearly articulate a set of ideas that come together to represent what the community will have achieved within 10 years., Fhe vision itself will be developed collectively, so as to ensure it reflects the perspectives of all key stakeholders and a consensus on what the ideal future state of the economy looks like., Outcomes will include, a. Offer 10 year strategic objectives, with a five year tactical strategy; b., Strategy must align with the objectives of PlanS.J and Council 2016 2.020 priorities; c., Strategy will include periodic reporting sequencing with the Growth Committee in order to ensure progress and fulfillment of targets; and d. See additional information below in Supplementary Sections .G.........., .P ..r p.g.5 L2.D.2.MJ..c.. S .r.a.t.e. 9y. 5L2.p..�, and.11 I, E cIr ts from PlanS.J Economic Ch.ap , .... .... ..... 1� ......... ...... P .......................................................................................................................................................................... ....... .... 2. Common Council to adopt and share mandate letters with recipients of annual City investments for economic development in order to clarify expectations and alignment with 10 year economic strategy, Council Priorities and PlanS.L Fhe City will work with Saint .john Waterfront Development, Saint John Industrial Parks, Enterprise Saint John and 11 luman Development Council to finalize mandate letters and report back to Common Council in late April 2017 with recommendations., I Fhe Growth Committee will be tasked with ensuring ongoing implementation, evolution and reporting for the Roodmopfor Smort Growth and long term economic strategy, which are living documents and expected to evolve., Fhe Growth Committee will report periodically to Common Council on progress oir neceswiry changes needed to innaxiinnize the City's ability to adhieve desired growth related outcomes., 4. Fhe coordination of growth within the corporate structure of the City of Saint .john is currently within the scope of the Growth and Community Development Service Area, and this team will be tasked with the initial roll out of the Roadmap. All City employees will be tasked with the delivery of the Roodmopfor Smort Growth as well as the ongoing coordination with city funded economic development agencies, including additional focus (which will be comprised primarily of existing staff 15 re so u rces) , a. Financial analysis and business case development (See Supplemental Section ..0 ............ F i n a n gi g. I g. n d.. Economic Am..] si C ..p� c t .................................................................................... Y ............ 5 . ........ �) . ........ ......... ! Y. b., 11 louse the new function of Population Growth (See Supplemental Section D. P p..L!.!.g ......................... 2 I.i o n.. Growth Functjo.n) ....................................................................................................... c., Support population growth and work with 11 IDC in the finalization of the Local Immigration Partnership process, which will define the optimal population growth support and structure tailored to Saint .John. d. Be responsible for the annual coordination of the "'tote of the Soint..1ohn Economy Report., e. Be tasked with the ongoing support towards the Growth Committee., f. Enhance capacity around strategic land development, which will include an alignment exeircise to eirilhaince the City's real estate piractices: L Ongoing alignment between key partners in the development of municipally owned land in Saint .John, comprised of representatives from, Saint .John Industrial Parks, City Mainag*Ir 's Office, Growth and Corot innuinity IDevelopinneirit Services, Fliriairice and Administrative Services, SailintJolhin Waterfront IDevelopinneirit, SailintJolh iri's Fleal F.:state Division., ii.. Outcome of alignment exercise will be presented to the Growth Committee ire July 2017 (See Supplemental Section .E.: City 2f �.aintjohn Real Es a e Ajg t t D. .�, ....... ................ ................................................................................................................................. .......... I !D !21). 5. Ongoing communication and collaboration to align the efforts of key economic development assets with the City's long term economic strategy, including, but not limited to11 larbour Station, Saint John Frade and Convention Centre, City Market, L.JNB Saint .John, Saint .John Airport, SaintJohn Port., 6. Ongoing effort is ineeded toaligin the City's econoinnic development work with those of surrounding communities, and vice versa. Continued effort should be placed on identifying areas of mutually beneficial economic development partnership opportunities., 16 8. BUDGET A. TENTATIVE GROWTH COMMITTEE INVESTMENT Fhe budget below is a preliminary overview of how the Growth Reserve may be used for the 2017 year, but each item will require the recommendation of the Growth Committee as well as the approval of Common Council in order to Ipiroceed. It's irinportaint to note that If e City of mint Jo ire investinnent in econoinnic development will not decrease from its 2016 investment, in fact, the City has included an additional $450,000 earmarked for growth for the 2017 fiscal year. Additionally, outside of the new population growth role within the City of SaintJohn, it is anticipated that no otheir inet inew positions will The added to the City's existing employment establishment as a result of the Roadmap. * PoLenbal for leveraging funding frorn agency, private sector and econornic developrrienl: partners Lo support this inibabve. Outcomes 11::.ocus/Recilpilent 20117 ............... I.,.,.,.,.,.,.,.,.,.,.,.,.,., ................. I.,.,.,.,.,., ................. I.,.,.,.,.,.,.,.,.,.,.,.,.,., ............... I.,.,.,.,.,.,., ............... I.,.,.,.,.,.,.,.,.,..,.,.,.,., ............... I.,.,.,.,.,.,., ............... I.,.,.,.,.,.,., ............... I.,.,.,.,.,.,.,.,.,.,.,.,.,., ................. I.,.,.,.,.,., ................. I.,.,.,.,.,.,.,.,.,.,.,.,.,.,. rn prove the -fairness of, taxaflon Fair Taxation Analysis $25,000 assessment in Saint John Increase the Oty of Saint John's Deveoprnent of uo~ti'arnti gratuon strategy . HDC $30,000 popullation Delivery of strategic population Jntroduction of Population Growth Function for the City $50,000 growth strategy ,for the City of Saint of Saint John John improve rnarketabfflty of Saint John Deveoprnent of Marketung Brand Proflie and vaiue $40,000* and generate increase econorrk proposffion for Saunt.John to be ied by Oty of Saunt devellolpiment interest and Investrnent John In the Crty Uphold the public safety, liveability Real estate alignment exercise - City of Saint John $90,000 and likelihood of reinvestment in A Growth Cornrnittee General Fund Is being proposed 'en $21.5,000 Saint John's urban core by enticing order to finance various facets of the 201.7 Roadmap for development and removing barriers Smart Growth roil out, Inckj&ng addrtlonal support to to growth the urban developrnent Incentive program, pursurt of the Ngh .urnpact private sector opporturiffies, support towards the Vacant and Dangerous Bial &ng Program arid/or the purse. t of developrnent on murflcupaiiy owned properties Total- $450,000 B. ECONOMIC DEVELOPMENT AGENCIES �nvestment Jan. 1" to June 30th, Jullyll..s'to ll::)ec. 3::11..s4, 20117 2018 2017 Enterprise Saint John $237,500 SaintJohn Waterfront $135,000 I)evellopment Saint John IndustriM Parks $135,000 Discover Saint .John City's Growth Tearer 1"otall: 17 UNI $1,033,495 TBD 1"B11) 18 9. TIMELINE No "N OMMOMMOMEMMOM Launch of Roadrnap for Growth Neighbourhood Nan Read estate afignment exercise Estabfishment of irfitiA agency (inducling HDD year- end tarvets Rdease of Saint John's knryfigration Strategy Long Term Economic Nan 19 SUPPLEMENTAL DOCUMENTATION A. Other Measurernents C. RnancW and Econornk AnMys�s Capacity D. PopWafion Growth Funcfion E. City of S nt John ReM Estate Afignment F. "'Irarget Audiences, Wes & R s ns�bffl i s G. lProposed 10,,,,year Econornk Strategy Scope H. Excerpts from INanSJ Econornk Chapter �. "'Irarget for the Dangerous and Vacant B0ftg P rog r rn for 2017: 85 ResoWd Cases 20 A. OTHER MEASUREMENTS Economic Property Metrics from PlanSJ ® Fotal employment by sector ® Construction of commercial and industrial floor space within the Primary Development Area and in each Employment Area ® Fhe commercial and industrial vacancy rates ® Fhe number of visitors to the City and their estimated contributions to the local economy Metrics for Growth and Prosperity: Council Priorities 2016-2020 21 B. MARKETING BRAND PROFILE DEVELOPMENT Fhe City of Saint .john currently lacks coordination, integration and alignment with its externally focused innairketing Ir in pirofile. 11 his piresents as unique oppoirtuinity to sync Ira aan Ira inew'te City's external facing marketing brand concepts to maximize its ability to reach new torget oudiencesfor growlth ('audiences') in its ecoinoinnic development efforts and to aligin innoire closely with IPlain&Jl and Councill Pirioirities 2016 2020. Farget growth audiences (see Supplemental Section F., Fa.r et Audiences .oles & R I.sp ibilit.ies) include, !2.D.5 ........ ... ..... g ....... .... .. .......................................................................... ......................... ........... ....... !� . ....... ........................... ................ but are not limited to, existing, new and potential residents, homeowners, immigrants, students, tourists, businesses and others high potential targets from within the City of Saint .john and surrounding communities, New Brunswick, Canada and Internationally. 1::.:sta1b1is1hing a conrilpelling differentiated Irnlrlketiin Ilblraind pirofile lby deteirinnining the 'volue proposition stotement' foir the City of Saint Jolh iri's ecoinoinnic girowth and development activities will serve to provide a competitive advantage to the City., An effective volue proposition stotement identifies clear, measureable and demonstrable (tangible and intangible) benefits the City offers and should position the City as a better alternative to others in the market., Fhe volue proposition stotement for a marketing brand is driven primarily by how the audience perceives the value or benefits that will be delivered, experienced or acquired from the City (what the audience wants to receive) and how the City responds to these needs with its unique selling points (what makes the city exceptional compared to others). It is the intersection of these two value segments where the Value Proposition takes shape., 22 Fhe volue proposition defines, what the City is, who is the target growth audience(s), whet va I ue the City provides, and Ihow the City is different froinn competitors. Understanding the City's true volue proposition will provide clear direction, create greater focus, improve audience understanding and engagement, provide clarity of value, increase Ibrand recognition and innarketing effectiveness, and align with and ainnIplify the City's unique Quality of Life offering., As the cornerstone for building brand equity and recognition, the volue proposition determines the marketing brand profile and drives all marketing and communications initiatives for economic development and growth ensure creation and delivery of a cohesive identity and messaging to tar et growth a udiences One Vision. One Strotegy. One Voice. Creating a compelling marketing brand profile through a strategic volue proposition exercise fort he City of Saint John will require strategic research and analysis of many factors including, marketing mix (product, price, place, promotion, people, process, and physical evidence), value experience and delivery, offerings, benefits, alternatives and differentiation, route to market, and influencers. Chis includes using existing historical data, trend analysis, needs assessments, competitive analysis, as well as local and external stakeholder input and feedback from the community, businesses, and economic development agencies, partners and experts., Value Proposition Development Process March 2017 July 2017 Coirnirnitted to optiii-niziii-ig valUe piropositioii-i developi-neirit effoirts, the City WOUld eiiii-igage the SLIl)l)0Tui' I of aiiii-i exteii-iinialiresOLUrce to facilitate the valUe piropositioiri developi-neirit airid stakeholdii- eii-igageirneirit progirairn 23 C. FINANCIAL AND ECONOMIC ANALYSIS CAPCITY Fhis a review of key capacity needed in the area of financial and economic analysis as well as business case development that will be introduced to the City of SaintJohn, recognizing that outside of the new population growth role within the City, it is anticipated that no other net new positions will be added to the City's existing enriployinneint establishment as as Iransult of the Floadinnalp. RESPONSIBILITIES Research and Reporting • Support City of SaintJolh iri's loing term financial planning program. • Generating clear economic forecasting for'the City of Saint John's annual Ibu.dget Ipllainining (process. • Creation of annual Stote of the Soint..1ohn Economy Report detailing primary economic indicators for the region., 0 Moinitoir girowth indicators within the City's innuinicipal plain, Plairi&J, and irecoinninnend new datasets to enhance monitoring of local development., 0 Develop data souirces in suppoirt of the delivery of the City's 111evenue Generation Parra girainn. • Closely collaborate between City's Growth and Coinninnuinity Developinneint Services and the City's Economic Development Agencies in sharing and developing datasets. • Develop internal tools and processes to enhance the use and analysis of market data for City of Saint John decision making. • Liaise with developers and local real estate to gather information on properties., 11 and I)evellopment and Project Management • Champion large economic development projects with external partners. • Perform evaluation of large scale residential, commercial and industrial projects, in order to generate reliable and justified financial outcomes for the community., • Update the City of Saint Jolh iri's Ibaseline Iberichmark assumptions to value tax base growth from proposed developments through the City's IIIbu.aiilldiing peirinnii'ttiin Iplrocess.. 24 D. POPULATION GROWTH FUNCTION Fhe Population Growth Function will play a leadership role in developing, executing and evaluating a population growth strategy for the City of Saint .John with the ultimate objective to generate increase population growth in Saint .John, Fhe focus of the role will include coordination of recruitment and retention of key target audiences, including international immigration, new residents from the region, New Brunswick, Atlantic Canada and other provinces across Canada. RESPONSIBILITIES Strategic I)evellopment • Develop action plains to attract and retain key target population growth audiences., • l..Jtilizing the vision and goals established by Council Priorities 2016 2020, PlanSJ, the 10 year economic strategy as well as the value proposition profiling exercise, identify a key profile of newcomers to Saint John that are most prone to succeed. 0 Ensure that the delivery of a population growth strategy is supported by needed settlement services for new residents to Saint .John, 0 Maxiinnize the City's ability attiract inewcoinneirs to the coinninnuinity t1hirough the Atlantic linninnigiration Pilot and the Population Growth Division, Government of New Brunswick., Administrative and Community Coordination • Act as the City's pirinnairy 1poiint of contact foir the 11 ocal l inn inn igiration IPairtineirshilp exeircise, and coordinate the integration of the exeircise into the City of SaintJolh iri's administrative units. • Coordinate the development and delivery of action plains in partnership with key immigration settlement agencies, the Government of New Brunswick, Atlantic Canada Opportunities Agency., • Work in partnership with Enterprise SaintJohn to match employment growth efforts and labor market needs with targeted population growth efforts., "Y'argeted Marketing • Aligin the City's value proposition with innairketing to population girowth tairget audiences. • Leverage existing marketing efforts with the Government of New Brunswick and Government of Canada to suppoirt SaintJolh iri's specific population girowth ineeds. QUALIFICATIONS AND SKILLS Degree in related field, and at least five years of relevant work experience., Project planning, stakeholder relations, qualitative and quantitative research skills are required for this role., Familiarity with local government, the Saint .John economy, as well as regional and national economic trends., 25 E. CITY OF SAINT JOHN REAL ESTATE ALIGNMENT Organizations and investments to support real estate development include SaintJohn Waterfront Developinnent, Saint John Industrial IPairlks and the City's in lhouse Ira al estate division. 11Ihe City's total investment to deliver on real estate development across the three entities is approximately $700,000/annually, which does not account for corresponding capital investments as well as the service agreement with Saint .John Waterfront Or to manage Market Square, Parking Lot and the maintenance of 11 larbour Passage., In order for the Roadmap for Smart Growth to achieve its tax base growth outcomes, an alignment of real estate must be achieved, which will advance clear development priorities, greater proactive coordination with private sector, sales and marketing, and the establishment of annual targets., 11 Ihe City of SaintJolhin will initiate an aligninnent exeircise lby IMay 2017 in oirdeir to suppoirt the City's lbiroadeir real estate development interests. While agencies and the City's real estate division will The expected to contribute to the real estate alignment exercise, they will also be expected to maintain their existing work plans and projects until the end of the 2017 fiscal year., Fhe alignment exercise is expected to finalize its efforts ire July 2017 and present findings to the Growth Committee and Common Council, which will map out necessary transitions, changes and alignment outcomes., L.Jntil the finalization of the real estate alignment exercise, all real estate focused partners will be expected to continue participation in the City's inteirinn Strategic Il...andDevelopinneint Coinninnittee, coinn1pirised of representatives firoinn: SaintJolhin Industrial IPairlks, City's Real 11::.:state . Avision, City Mainageir's Office, Growth and Community Or Services, Finance and Administrative Services., Chis interim Committee will work towards the development and sale of seven of the 10 priority municipally owned properties in 2017, including� Fundy Quay; Canterbury/Princess site; Former Lantic Sugar Site; Sandy Point Road development; Fucker Park; site of than .Jelly Bean buildings; site of the Synagogue., Fhe Committee will return to the Growth Committee in May of 2017 with an action plan for all 10 properties., Fhe real estate alignment recommendations are expected ire July 2017, which will focus on the following areas of investigation • Report on actions to mitigate any obstacles identified since March 2017 • Optimized governance and human resource structure to manage strategic real estate on go forward basis Clarification of new roles and responsibilities in order to respond to priority strategic real estate functions, which may include a consideration of those focus areas that are recommended to continue, those that are recommended to no longer continue and those focus areas that are recommended to be introduced • Clear targets for 2017 year end targets and associated work plan • Define the 10 municipally owned properties that will be prioritized in 2017 26 F. TARGET AUDIENCES, ROLES & RESPONSIBILITIES Fhere are a variety of partners and stakeholders involved in the delivery of economic development and the adhieveinnent of the City's girowth outcoinnes, and it inn1poirtaint that this Floadinnalp geneirates continuous collaboration from this community., Fhis section highlights the scolpe of the City's tairget audiences as it relates to growth, as well as the key roles and responsibilities for key partners in the delivery of this Roadmap. A. TARGET GROWTH AUDIENCES 27 B. ROLES AND RESPONSIBILITIES Common Councill • L.Jitimate level of authority, oversight and decision innalking as it irehates to the Coinninnunity's investment into economic development., • Owner of the Roodmopfor "amort Growth. • Provides high level feedback and directive to Growth Committee in its regular monitoring and advancement of growth related actions. Growth Committee • Provides strategic advice to Common Council on municipally owned land development as well as development opportunities., • Identifies possible leads and opportunities that inn ay girow the City's tax lbase, einnIployinneint and population and direct appropriate economic development agents to investigate and/or pursue., • On lbelhalIf of Coinninnoin Council, innoinitoirs the 1pirogiress of the City's econoinnic development investment and ensures current activity is appropriately aligned with mandate letters, long term plans, Council Priorities and PlanS.J. • Champions the objectives and direction of the Roodmopfor "amort Growth. • Regular interaction with development community in order to identify new and evolving development opportunities., • Advises Common Council on necessary operational or capital investment changes needed in order to maximize ability to generate growth for the community., • Build corporate understanding and expertise on the importance of growth., Economic I)evellopment Agencies After receiving the high level direction from the City of Saint .John, determine the necessary tactics and action plans needed to deliver desired growth related outcomes., • Work collaboratively with all economic development partners in the pursuit and delivery of desired growth related outcomes., • Working with the City of Saint .John, establish short and long term targets and report periodically on progress., Provide ongoing economic development expertise., Saint John City Staff • Continue to support a growth agenda for the City of Saint .John, and coordinate across corporate departments, economic development partners, private sector partners, funders and volunteers., • Ongoing support towards the Growth Committee., • Lead strategic real estate development and population growth., • Ensure that decisions on growth and economic development remain evidence based., • Report annually on the State of the Saint .John Economy., 28 Community Economic II)evellopment Partners 0 Outside of City funded economic development agencies, there are a variety of key partner organizations, private sector partners, funders and volunteers that will continue to be sought to help guide the coinninnunity's growth outcoinnes. Important Ipartners in the City's growth efforts include regional, Ilprovincial and federal counterparts, who should all remain aligned for the best interests of the SaintJohn economy., 29 G. PROPOSED 10—YEAR ECONOMIC STRATEGY SCOPE One Vision. One Strategy. One Voice Fhe City will look to the four City funded agencies to develop a five year economic strategy, focused on the delivery of population, employment and tax base growth., Chis long term strategy will establish the new all encompassing approach to align all the existing economic development efforts and equip the City to establish and achieve targets., Fhe long term strategy will include year over year targets and the corresponding actions to achieve desired outcomes, a. Establish long term forecasts for a 10 year period b., Define five year targets and a corresponding work plan to achieve targets c., Strategy must align with the objectives of PlanS.J as well as Common Council 2016 2020 priorities d. Include periodic reporting sequencing with the Growth Committee in order to ensure progress and fulfillment of targets For the strategy to succeed it must be clear, actionable and measureable. It must be built on the foundation of ouir coinninnunity's vision set out in PlanS.J as well as past strategies created by our partners, and must deliver on the Growth Coinninnittee's 1110ad IMalp for Growth while eingaging a lbiroad lbase of stakeholders and community interests., 11 Ihe Growth Coinninnittee's 1110ad IMalp for Growth highlights the need for the development of primary targets and metrics related to growth in the City's tax Ib se, jobs and population., Fhe 10 year strategy will define measurable targets related to these areas and other metrics defined by PlanS.J which may include, L Population including immigration; 2. Fax Base by category; 3. Employment by sector; 4. Construction of commercial and industrial floor space within the Primary DevelopmentAreo and in each E'mploymentAreo identified in PlanS.J; 5. Fhe commercial and industrial vacancy rates; 6. Labour force participation rates by population cohort and level of education; and T Fhe number of visitors to the City and their estimated contributions to the local economy., It should be noted that, further refinement of tactical efforts will also occur in annual work plan development within municipal departments and economic development agencies, which will emerges from the 10 year economic strategy content with specific and measurable targets., Details on the potential scope of the five year economic strategy (envisioned by PlanS.J) are contained below in Supplemental Section .11 1, E c'.r ts from PlanS.J Economic Ch�..pj�-, ......... ...... P .............................................................................................................................................................................. . ... ..... 30 H. EXCERPTS FROM PLANS) ECONOMIC CHAPTER Section 6.7 An Economic Development Strategy for the City Fhe Municipal Plan establishes a new direction for growth and development in the City., Fhe policies in the Municipal Plan focus community support to create a more urban City and enhance the quality of life for residents., Fhe economy creates the personal and community wealth necessary to grow the City and improve the infrastructure and services provided by the City., A robust economy is a pre requisite to fully realizing the I'lo7S.1 Vision and Directions., Fhe economic policies in the Municipal Plan are fully integrated with the land use planning process and the municipal planning processes which advance the delivery of all essential services and infrastructure required to support the success of the City., Fhe City requires a comprehensive Economic Develop n7entStrotegy supported by the City and all of its partners in economic development to provide a clear path toward future prosperity., Council shall: Policy EP 15 Work with its partners in economic development to establish an Economic Development Strotegic Ilion that advances the Vision and Directions established in I'lonS.I., Fhe Economic Development Strotegy will include, but shall not be limited to the following topics, a. Establishing clear economic goals and objectives, policies, and investment priorities that suppoirt the City's econoinnic prosperity, eirilhance coinninnunity quality of life, and implement the I'lonS.1 Vision and Directions; b., Providing policy direction which advances community economic diversification and supports the development of growing economic sectors including the development of industries related to, L 11 lealth sciences and associated technologies; ii.. Fhe energy and renewable energy sectors; iii. Education and learning; iv., Information and communication technology; V., Arts and culture; vi. Fourism; vii. Advanced manufacturing; and viii. Other industries complementary to existing established uses in the City., c., Developing strategies to attract new investment to the community and ensure that homegrown industries are retained and expanded over time; d. Identifying and implementing programs to ensure the City has an available and skilled workforce to support economic prosperity; 31 e. Strengthening working relationships with the Government of New Brunswick, the Government of Canada, neighbouring municipalities and the Cities of Fredericton and Moncton, to continue to develop a strong provincial economy; f. Strengthening working relationships with other local partners in economic development including Enterprise Saint John, Saint .John Waterfront Development, L.Jptown Saint .John Inc., the Saint .John Board of Frade, the Saint .John Airport Authority and the Saint .John Port Authority; g. Encouraging the development of a culture of entrepreneurship in the community and supporting the establishment and ongoing success of locally owned businesses; and h. Establishing mechanisms to measure progress and implementation of the Economic Develop mentStrotegy and to share these results with the community on an ongoing basis. 32 I. TARGET FOR THE DANGEROUS AND VACANT BUILDING PROGRAM FOR 2017: 85 RESOLVED CASES Fhe vision for an enhanced dangerous and vacant buildings program to be delivered to support the Roadmap is that through a strategic and focused effort, the program will address all high priority safety cases in the City and focus attention on the Central Peninsula to intervene with a greater number of properties that are contributing to the decline of urban neigh bou rhoods. Fhe program will utilize enforcement tools combined with incentive programs to focus on efforts to see these properties revitalized to support urban growth., Fhe Far et for the accelerated Dangerous and Vacant Building Program for 2017 is 85 resolved cases., Fhe 85 resolved cases include, 25 Notices to Comply issued, an estimated 15 owner initiated demolitions and approximately 45 repaired and reoccupied buildings., Of the 25 Notices to Comply, it is estimated based on 2012 2016 statistics that 80% (21 buildings) will be city demolitions, 10% (2 buildings) will be repaired and reoccupied and 10% (2 buildings) will be demolished by the owner., Fhe Dangerous and Vacant Building Feam will be comprised of a Manager, an Assistant Building Inspector and a dedicated additional professional resource for the months of May August (financed within existing budgetary constraints). Fhe additional resource will allow the manager to focus their time on Notices and demolitions, while the professional resource will focus on positive intervention on low priority cases and managing the results of the periodic inspections., Fhe Assistant Building Inspector will also be responsible for enforcing non life safety cases, in addition to supporting the Vacant Building Feam. Due to the accelerated nature of the program for 2017, there will be service level impacts., Fhere will be a decreased level of enforcement of non life safety compliance cases, which includes zoning cases and unsightly cases., Fhere will be an increased level of service required from both the legal and purchasing departments., In addition, the Dangerous and Vacant Building Feam will make adjustments to the existing evaluation matrix that prioritizes properties under the program, to now place greater emphasis on the Central peninsula, ensuring that in addition to properties with a high public safety risk are addressed, that properties that have potential for revitalization at targeted proactively in the program through available enforcement tools., Fhe Dangerous and Vacant Building Feam will report back to the Growth Committee in April 2017 with more detail on changes to the evaluation matrix and specific priority properties., 33 J. KEY FINDINGS FROM INFORMATION GATHERING PHASE OF GROWTH COMMITTEE CONTENTS 1. Introduction & Overview 2. Fhe Context� Delivering Growth 3. Overarching Roadmap for Smart Growth Vision 5. Driving Outcomes, Strategic Pillars & Actions Figure 1. Roadmap for Smart Growth� Economic Development Action List 6. Forecasting and Reporting T Marketing, Branding and Communications 8, Governance 9, Budget A., Fentative Growth Committee Investment B. Economic Development Agencies Supplemental Documentation A., Other Measurements B. Marketing Brand Profile Development C. Financial and Economic Analysis Capacity D. Population Growth Function E. City of Saint John Real Estate Alignment F ..Far of Audiences, Roles & Responsibilities Far of Growth Audiences Roles and Responsibilities G. Proposed 10 year Economic Strategy Scope IIB, Excerpts from PlanS.J Economic Chapter I., ..Far of for the Dangerous and Vacant Building Program for 2017, 85 resolved cases J. Key Findings from Information Gathering Phase of Growth Committee Information Gathering Phase (September 2016 january 20 7) Initiatives, Strategies, and Plans 34 One Stop Development Shop Briefing 36 Neighbourhood Plan Briefing 36 Land Banking Briefing 37 L.Jrban Development Incentives Program Briefing 37 Revenue Generation Briefing 37 Economic Agency (Enterprise Saint.John) Briefing 38 Economic Development Agency Engagement Session 38 Fask Force on Economic Development Briefing 39 Strategic Immigration Planning 39 Open ended Information 39 Lead Generation Meetings 39 Economic Partner Forum 40 Remarks on the Information Gathering Phase 43 Principles, Fhemes and Possible Deliverables of the Growth Plan 43 Conclusion Possible Actions 43 35 EXECUTIVE SUMMARY Fhe Growth Committee was formed in July 2016 to take stock of opportunities and challenges related to growth. Fhe goal of creating a roadmap for growth by early 2017 spurred the Committee into an aggressive meeting schedule, where members heard from staff, economic development partners, community groups, and developers. 111his Irelpolrt outlines the Growth Conninnittee's "Ire' forinna'tion Gathering" stage and highlights key insights through the lens of population, jobs, and tax base., From September to December, 2016, the Growth Committee held six meetings, held a forum to solicit feedback from over twenty (20) social and economic development agencies, and conducted approximately sixteen (16) focused interviews with developers. Fhese meetings culminate to approximately 23 hours of combined Committee Member time and effort, in addition to the approximate 16 hours of time linked to the delivery of the 16 lead generation meetings. In other words, in addition to staff time in supporting the Committee, the Growth Committee will have undertaken approximately 40 hours of investigation between September 2016 and January 2017 in order to support the eventual City of Saint .john Growth Plan., Chis report will conclude by identifying themes for possible inclusion in the plan based on this information. INFORMATION GATHERING PHASE (SEPTEMBER 2016 — JANUARY 2017) Inputs -firoirn the lin-fol-irnatlon gatheirling stage of the Col-niml-ttee's agenda are dlvlded linto the following two categoirles: Initiatives, Strategies, Plans, e0ne Stop Development Shop aCentral Peninsula Neighbourhood Plan eUrban Development Incentives Program eLand banking eEconomic Agency (ESJ) elmmigration Agencies and LIP -Task Force on Economic Development Open-ended information e16 Lead Generation meetings a Economic development forum Ihe flirst category of information consists of birlefings on existing initiatives, stirategles and possible pllans by staff oir economic development agencles. 1 line second category consists of open ended infoirmation which was gatheired by the Committee and which was instructive to the formation of pirinciples foir the girowth pllan. 36 INITIATIVES, STRATEGIES, AND PLANS ONE STOP DEVELOPMENT SHOP BRIEFING Fhe OSDS is a process improvement program for applications and permits based on stakeholder feedback and best practice., Fhe goals of the Shop are to improve customer experience, provide access to a knowledgeable development service team, increase efficiency and consistency for customers, improve compliance and uphold principles of smart growth., Fhe shop offers a customer focused, collaborative approach to service delivery and seeks to meet the needs of the community and realize development potential in Saint .john., Fhe shop has created an improved turnaround time for permits with processing time reduced by two days on average., Fhe approach of the shop will reduce wait times and obstacles to growth., As a process improvement it is not a driver of growth, but seeks to remove unecessary barriers and facilitate an efficient and transparent process., NEIGHBOURHOOD PLAN BRIEFING FlIanSJ, the City's Municipal FlIan, sets out Ipolliicy for detailed neighlbouirlhood Ipllans. Common Council prioritized the Central Peninsula as the first in the neighborhood planning program, which was identified based on growth potential in terms of existing tax base, building permit trends, vacant land available, and land value of developed land., Fhe Central Peninsula plan will develop a long term vision and comprehensive set of policies and actions for inn1piroving the City's wire as a 1pllace for all to live, work, play, and do business., Creation of the plan is set to begin in early 2017 and the Growth Committee will play an ongoing role in receiving periodic updates and offering recommendations., Populatiom Fhe Neighbourhood Plan is an important opportunity for engaging the community to create a shared vision for a vibrant Central Peninsula in terms of density and quality of life., By building on existing infrastructure and helping increase the attractiveness and livability of the core, the City may capitalize on trends toward urbanization and draw more people into the city centre. Fax Base, Fhe Central Peninsula has the highest land value of developed land and has great potential to accelerate growth for Saint .john., ..Fhere are 1,911 businesses located on the Peninsula contributing commercial tax dollars, which represents a significant tax base., 37 LAND BANKING BRIEFING Land Banking was introduced as a possible tool in which a non profit organization is set up to acquire abandoned homes and vacant properties and return them to productive uses., Fhe potential benefits of creating a land bank are neighbourhood beautification, new tax revenue, safer streets, and creating a better mixture/quality of housing., Fax Base, By speeding up the process of turning over vacant land through strategic acquisition, improvement, and sale, land banking, along with other strategic urban development tools, has the potential to increase tax base while reducing potential service costs 0 like fire and police incidents., Fhe success of land banking has been demonstrated in other places such as Detroit; more study is required for its application in Saint John, URBAN DEVELOPMENT INCENTIVES PROGRAM BRIEFING Fhe incentives program is a three year pilot project which provides three grants in the Central Peninsula area of Saint John that target redevelopment of vacant spaces for new residential development., Fhe grants may pay between 5 10% of the cost of construction up to $182,500., A fourth grant provides homeowners help in maintaining and repairing the fa��ade of their building., In its first year, 2016, the program demonstrated success three upper floor developments, one infill project, and planned vacant building redevelopment., I.I. Grants were awarded for beautification, valued at $50,000 but totalling $175,000 of investment in building facades., During a briefing to the Growth Committee, staff displayed a map of abundant but undeveloped land parcels versus the few properties for sale on the central peninsula. Fax Base, Fhe program has the ability to generate increased tax revenue, with a calculated (3 18% return on investment of the grants (or 3A ratio). REVENUE GENERATION BRIEFING Fhe goal of the revenue generation program is to enhance and create new revenue streams for the City of Saint John, Fhe program seeks to support at least five high impact revenue projects per year., Fax Base, Each project identified has the potential to generate new revenue for the City., Specific projects have the potential to significantly expand the tax base if adopted. Feasibility studies, business plans, targets and implementation of projects are to occur over 2017 18. 38 ECONOMIC AGENCY (ENTERPRISE SAINT JOHN) BRIEFING Prior to the development of the Growth Committee, three of the economic development agencies (S.J1P, S.JWD and DMO) all presented to Common Council in accordance to the annual City of Saint.John agency, board and commission reporting schedule., As ES.J had not presented to Common Council, they completed their annual presentation to the Growth Committee., Enterprise Saint.John gave an overview of Frue Growth 2.,0, the regional collaboration model for economic growth which was adopted in 2013. Challenges included as gireateir focus given to the region's specific stireingths and need to align coinninnunity innetirics with specific irolles and Iresponsibilities. IMetlrics demonstrated 11.:S.0's ability to leverage external funds ($718,000) and to attract companies and clients to innovation training and the Venture Garage. Jobs: In 2015, ES.J sought to attract 250 jobs and exceed this goal by 107%. ES.J indicated 0 its specialty in entrepreneurship and innovation, the knowledge sector, and industrial sector., Fax Base, As a result of the 250 jobs attracted in 2015, ES.J calculated the annual payroll added amounted to $11,000,030. It is unknown whether the new employees purchased property in Saint.John, however, it is probable that a certain percentage added to the tax base., ECONOMIC DEVELOPMENT AGENCY ENGAGEMENT SESSION On November 16'°', 2016, the Growth Committee hosted the Chairs and CEOs of all four of the City funded economic development agencies, who were all asked to present response to five questions (see belowl) for their respective agency., While the agencies provided rich feedback to the five questions, some questions received less attention than others, most notably questions #2, #3 and #5.All agencies shared the importance of ongoing engagement and support from economic development funders, partners, volunteers, board members and federal/provincial colleagues., An observed trend across all presentations was an effort to interrelate an agency's efforts in population growth, job creation and tax base growth, but an acknowledgement that additional work was needed to strengthen outcome targeting, monitoring and evaluation., Questions that agencies were asked to respond to, I. Please share with us your current mandate and focus areas and how you see these aligning with the priorities adopted by Common Council for 2016 2020 (document is attached). 2. What are your 2017 targets associated with the key performance measures defined by Common Council and the Growth Committee specifically including population growth, job creation and tax base growth? 3. 11 low can we optimize the economic development governance structure in Saint.John to deliver maximum growth for the City of Saint.John? 39 4, Fhe City of Saint .john intends to issue mandate letters for all of its agencies, boards and commissions., Please share with us your perspective on how these service expectations and related targets should be formulated, monitored and evaluated over the year? 5. Common Council adopted the recommendations of the Fask Force on Economic Development recommendations in early 2016. Please share with us what actions your agency has taken and what actions you intend to take in 2017 to advance the recommendations adopted by Common Councik a. Creation and participation in a permanent inter agency task force on b., Further integration of urban development and real estate functions AMONGS F partners? c., Further integration of communications and marketing efforts? d. Further integrated strategy on investment attraction? e. Ongoing information sharing and cooperation between the four agencies and other economic development partners in Saint .john ? f. Integrated strategy on immigration development, recruitment and retention? TASK FORCE ON ECONOMIC DEVELOPMENT BRIEFING Building on research from the Conrod report, the task force reviewed economic development from 2004 2015 and offered 12 opportunities for improving economic development in Saint John which could be implemented without expenditure by the City., Among these opportunities were revenue generation, establishing service level standards between the City and the agencies, ensuring periodic reporting, clarifying an economic development point of contact within City administration, investigating potential growth areas in real estate, urban development, investment attraction and immigration, and investigating potential efficiencies within the four economic development agencies for cost savings., STRATEGIC IMMIGRATION PLANNING Members of five immigration organizations are to meet with the Growth Committee on January 10'°', 2016, OPEN—ENDED INFORMATION LEAD GENERATION MEETINGS Staff and members of the Growth Committee engaged local developers between November 10t°' and December 2nd to identify potential future development, request insight into what support could be offered from the City and its economic agencies, solicit feedback on the One Stop Development Shop, and inquire regarding interest in City owned properties., Fhemes are outlined below; these are to be developed in a more comprehensive Growth Committee Report (to be presented in early 2017). In terms of new development, interviewees identified double taxation as a hindrance to growth and ongoing operations., Other challenges included the decline in home values vis a vis the rising cost of materials., Further, competition with the neighbouring towns was identified as a major disincentive for development in 40 Interviewees noted multiple forms of support from lowering fees and providing incentives for infrastructure to developing a parking strategy, and better enabling non profits., Ensuring that support is provided with a collaborative mindset, which is not strictly regulatory but also comprehends cost and timelines was a major theme., Many interviewees highlighted the importance for the City of Saint John to exercise leadership in the pursuit of a growth agenda for the community., For interviewees who had used the One Stop Development Shop, feedback was positive., Certain interviewees were not aware of the pre application process for providing information., Completing implementation of the OSDS process and providing checklists were noted as helpful steps., In terms of city owned properties, interviewees encouraged the City to be proactive in preparing its property for development., ECONOMIC PARTNER FORUM Fhe Growth Committee hosted 20 economic and social development agencies on November 8, 2016 at the Lily Lake Pavilion. Fhe purpose of the session was to obtain feedback on three key topic areas., Predominant themes from the session are summarized below., What makes Saint John an attractive community to start or growa business, invest or devellop? E Business Environment 1111 Quality/Chairaicter of Place Labour and Education 41 What wire the galps or opportuinities to stireingthein Safin'tJolhin's v lluIpiropositioin in what actioins are needed? Coordinate existing initiatives for stronger outcomes Identify and clearly communicate a cohesive value proposition for Saint John Create welcoming community for young people and newcomers Driving density, reporting progress, and creating a common, agenda, 0 5 10 15 20 42 How do we knprove the ahgnment and governance of our c0ecflve devOoprnent efforts? What rsee can the Growth Cornrnfttee pray �n supporfing good governance? Enable Partners to set measurable goals, communicate results and follow up with alternative recommendations/courses of action Growth Plan should be inte•grative and help foster continuous dialogue with Economic Development Partners 43 REMARKS ON THE INFORMATION GATHERING PHASE Fhe information gathered by the Growth Committee from September 2016 January 2017 will inform the contents of the growth plain., Fhe staff and economic development agency briefings provides the Committee with knowledge of possible growth levers., Fhe information gathered during the social and economic partineirs' foruinn provides insight into shared principles of growth. It is the Coinninnittee's inert stelp to take these inputs, confirm principles and chart a direction for the 2017 growth plain., PRINCIPLES, THEMES AND POSSIBLE DELIVERABLES OF THE GROWTH PLAN Ihe following principles Ihave been identified to gulde development of the Girowth Plaw 0 11 Ihe Inn aginitude of Saint John's econoinnic challenges requires a coordinated and strategic approach between all economic development partners, in line with the vision of PlanSJ, Council Priorities and the One Stop Development Shop; 0 11 heire is a continued ineed to drive density in Saint Jolh iri's development, within the existing PIDA na intensification zones, especially in the central peninsula; 0 11 Ihe City's investinnent in econoinnic development incorporates a variety of activities, including, economic development agencies, in house support, programs and assets; 0 Fhe City of Saint .john will make evidence based decisions related to economic development which ensures that it's innuinicipal investinnent yields stroing value for innoney and measurable growth; 0 A need to leverage the continued participation of local, regional, provincial and federal partners, economic development experts, volunteers, funders and encourage the participation of new voices within the Saint .john economic development landscape., CONCLUSION — POSSIBLE ACTIONS 1. CouncH to estabhsh targets and ddve growthAs indicated thirough Council Pirloiritles 2016 2020, the City of Saint .john will work with economic development partners and programs to establish targets and drive growth related outcomes through mandate letters, especially in the areas of population growth, tax base growth and employment., PossilbIle dell IveralbIles of Growth Nan: • Failored mandate letters for each of the four economic development agencies; • Establishments of short and long term growth targets for the broader municipal economic development landscape within the areas of jobs, population and tax base., 2. Need to optimize economic devellopment governance: Fhe existing economic development governance structure is not optimized for collaboration and for the City of Saint .john to play a more strategic role in establishing and driving growth related outcomes., PossilbIle dell IveralbIles of Growth Nan: 44 • Introduction of enhanced economic development governance structure in Saint .john to ensure cross agency, departmental and partnership coordination; • Clarify municipal expectations for each agency, ensuring cooperation and preventing unnecessary duplication; • Strengthen capacity in areas requiring additional attention and in areas yielding stronger outcomes in key priority municipal growth areas; • Clarification of economic development functions and roles that are best suited at arms length to the City and those best served to be housed within the administration of the City of Saint John, 3. UrIban Growth Strategy: Fhe Growth Committee received various feedback on the opportunity to maximize tax base growth through real estate opportunities, which should be enhanced by greater integration of existing real estate efforts and marketing., PossilbIle dell IveralbIles of Growth Plan: • Integrated governance of real estate within Saint John, strategically navigating the various existing estate functions, including, but not limited to, waterfront development, industrial parks, contract negotiation, master plain development, etc; • Introduction of new strategic land management functions, including but not limited to, municipal owned property development, property marketing and sales, place making, etc; • Introduction of new real estate director role, managing existing and new real estate functions; • Development and implementation of sales strategy to market strategic municipal owned real estate; • Development and implementation of information sharing exercise to potential residents and developers to live, build and renovate in SaintJolh iri's intensification zones, • Implementation of Neighborhood Plan for the Central Peninsula; • Continuous improvement of the One Stop Development Shop program., 4. Popullation Growth: Fhe only population growth that has occurred in Saint .john over the past years is through immigration, and the City of Saint .john should equip itself to more strategically support and plain for immigration., PossilbIle dell IveralbIles of Growth Plan: • Strategic oversight of immigration efforts in Saint John and pursuit of enhanced newcomer attraction and settlement services., • Introduction of new population growth director role, managing immigration recruitment and settlement., • Support towards the Local Immigration Partnership initiative with Saint John's settlement support agencies 45 5m llimproved economic growth and forecasting capacity: Fhere is currently a gap in the City of Saint John and the vairious econoinnic development pairtneirs in the coinninnunity's ability to establish integrated growth targets, measure outcomes, evaluate value for money, clearly forecast economic climate and interpret economic data. PossilbIle dell IveralbIles of Growth Plan: • Introduction of new municipal economist role, in order to generate strong market analysis data to help identify, clarify and measure opportunities for economic growth for the Saint John region., • Deliver annual State of the Saint John Economy Report, improved municipal economic forecasting, suppoirt City's loin g term financial planning, generate reliable data on large scale developments, labour market planning, reporting on PlanSJ targets, etc., • Dash boarding of growth related targets • Development tracking template and strategy on new and emerging opportunity, integrated across all economic development functions within the City and within the agencies 6. Coordinate marketing and Ibranding: While there is a continued need to tailor marketing for specific audiences in economic development, there is currently a missed opportunity to establish a broader based branding across all marketing in addition to particular audiences who have fallen through the cracks of the existing complement of economic development marketing., PossilbIle dell IveralbIles of Growth Plan: * Establishment and integration of broad based branding and marketing across all economic development activity oin SaintJolh iri's value proposition and quality of life. * Establishment of a centralized marketing and branding function across all economic development activities, requiring the coordination of resources and expertise., uiuu 911111111111011111irlAq�- . %r �/f �"�iJ "°", � � �� C) TABLE OF CONTENTS 0 Why Do We. Need the Road map f(:)irSrnairtGirowth? 0 Destination:: Growth 0 What's Unique About SaintJohin? 0 Pirepaiding k:)ir theJouiriney 0 WheireWill ouir..Iouiriney lake (Js? 0 Reaching ouir lairgets Population Growth Employment Growth lax Base Growth 0 What's Next? O. irriefine 0 Detailed Economic Development Action List THE ROAD TO DEVELOPMENT Formed in July 2016,the Growth Committee developed the Roadmap for Smart Growth and the preliminary 45 actions based upon briefing meetings and research from a numberof sources: Economic Development Agencies Task Force on Economic Development Social Development agencies Local Developers Lead and Revenue Generation Experts Economic Development Experts Strategic Immigration Planning Volunteers and Partners DESTINATION: GROWTH I he imaiin goal foie the IRoadii -foir Sii Gii is to irripirove the City of SainttJoh in's ability to achieve and measuire growth in thine tairget aireas:population, employment and tax Ibase. We. will achieve growth in these aireas Iby aligning and stirearrifining ouir approach to economic development and �by developing a I 0-yeair Iplain with a clear focus on actions that irelate to measuirable achievements of growth foir the City. A Il ey Ipirioirity will he increasing ouir ability to compete in investiment attraction in ouir thiree tairget aireas. I he Roadimap for Simairt Growth introduces smairt tairgets that will deliver growth, prosperity and fism.71 responsibility in aliginiment with Council Priorities 2016 2020. WHAT'S UNIQUE ABOUT SAINT JOHN? Go lin oirdeir to girow ouir population,employment and tax �base,we first imust. understand (wind he able to communicate effectively to everyone) what imakes us different from otheir cities seeking to girow these same aireas.What does SaintJohin have that otheir cities don't? What is unique? Why come heire? As we stairt down this new iroad, we imust aligin ouir economic development approach and eff(:)irts so that we airs piromoding the same pirofile and the unique benefits of the City of SaintJohin. I his will begin Iby identifying and building ouir (Jinique Selling Profile ((.JSP) of things Saint Johin has to offeir that no otheir city can Ipirovide as well as SaintJohin does. Chis will also help us understand any issues and identify ouir opportunities. (Jindeirstainding and creating ouir unique SaintJohin Ipirofulle will set the stage k:)ir how the City of SaintJohin is Ipeirceived and experienced �by citizens, visitoirs and investors. PREPARING FOR THE JOURNEY For Irncany yea irs, the GtyofSai in tJoh in has had Irncany people,giroups,agencies a in d Ipairtneirsworking oin economic development. I he Roan ii -foir Sii Gii seeks to aligin the objectives and collective efft:)irts of everyone involved with economic development towards a common puirpose and outcomes. It will do this by creating a IrYloire cohesive approach and repoirting, integrating plainining,aind establishing clearly defined actions to reach ouir girowth tairgets:: population, employment and tax Ibase. Roadmap k:)ir Smairt Growth Objectives O(D 0 00 Population Employment laxBase .............................................................................................................................................................................................................................................................................................................................................................. Aggressively facilitating the development and sale of Ikey Imunliculpall owned properties .............................................................................................................................................................................................................................................................................................................................................................. Further enticing the development community to �puirsue Ilairge scale development pirc:)jects .............................................................................................................................................................................................................................................................................................................................................................. Discouraging Ilaind owineirs of vacant and daingeirous rperties frou pom contined inaction # .............................................................................................................................................................................................................................................................................................................................................................. Dramatically ii-ripiroving the mairketability of SaintJohin to visitoirs,it investoirs, sudents, orl ill 1 business and newcorneirs Introducing operational efficiencies and oirgainizational'capacity to the existing economic development governance structure Focusing Ipirioirity development in SaintJohin'sI uirbain coinOr( Or( Vol " NMI", ONE VISION. ONE STRATEGY. ONE VOICE. SaintJohin Imusd IrnainV:ain economic stability and girow. (-ommuini ties with stable and stiroing governance aire IrYloire competitive and able to attract investment. In oirdeir to achieve these common outcomes,we Imusd find ways to work togetheir better and stirearrifine ouir operations to make suite we aire investing ouir Irroiney appropriately to IrncaXVIrize outputs and ireduce duplication of eff(:)irts.Wc.)irkiing towards a common puirpose like this will Irequire a shift in the way we currently do things, put we Imusd aligin to a new vision,with a clear strategic direction and one voice. PRELIMINARY ACTIONS TO PREPARE FOR ECONOMIC DEVELOPMENT * - Launch of the Roadmap for Smairt Growth - Work with economic development agencies, Ipairtneirs and G-ty teams to irripirove Ipirocess and ensuire gireateir alignment, stirearrifine operations and activities • Identify and fill functional gaps within the economic development operational structure • Develop a I 0 -yeah economic plain for the Gty of SaintJohin • Identify SaintJohin's (Jinique Selling Profile ((.)SP) and the competitive advantage the G-ty offeirs • Create a unified, aspirational G-ty story for use in development, Imairllsedung and communications outireach activities. - Develop a 2017 2018 mairkeding communications plain - Workwith Iregiolnall, provincial and fedeiral Ipairtneirs to Ileveirage and align economic development activities "See Detailed Economic Development Action List on page I I WHERE WILL OUR JOURNEY TAKE US? W ha Illusahead is ain open iroad. One filled with heath Ikinowin and unkinowin opportunities foirt. he CityofSaintJoh in todiscoveir a ind exploit. At this early stage, we don' t kinow what a 11 of the oppoirtuni ties Imay Ibe,Ibud we Ikinow we Imusd he heading foir gii Everything we do Imusd work to deliver growth girowthofouir�po�pu�latioin,girowthofouirerriloyrrient oppoirtunities,girowth ofouir tax base. I he IRoadii -foir Sii Gii will guide us as we ii-ripirove ouir com lpe Liven ess regionally, provincially, inationally and globally, and will do so in Ikne with ouir coin economic development piriinciples: Prosperity, Peirf(.:)irirriaince,Pairticilpatioin and Purpose. I he IRoadiryialp-foirSiryiair-tGiro wtlh is constructed on a stiroing k.windation foir Iresullds results that demonstrate ImeasuIreable Ipirogiress in the aireas of population, employment and tax lbase growth. I he City will work with its Ipairtineirs to irriplerneint. the 45 strategic actions firom the Roadimap to deliver Imeasu ireable Iresullds while holding learns accountable for delivery. REACHING OUR TARGETS m POPULATION GROWTH Popula doin girowth III -ripac ts regional economies a ind the socia I a ind IphyslicaI environments of a IreGgion,as well as demands foir facili ties and services. For (many years, SaintJoh in's popula doin has beein in decline.We IrYIust. ireveirse this tirend. Ouir popula doin ineeds to girow in oirdeir to continue to pirovide the services, in frastiruc tuire, a ind qua 1i ty o IF I i fe. c I t ize in s'va I u e a in d exp e cL. We. im u s t w o irk w i t h IIoca1,Ip irov i in c I a I a in d fe. d e hall Ip a irt in e irs t. o IIeveirage o Ip p o irt u in i t. I e s to at tiract. inew population to the G-ty of SaintJohin. I he Roadii -foir Sii Gii identifies �key actions that will he implemented to dirive population girowth foir the G-ty. PRELIMINARY ACTIONS TO DELIVER POPULATION GROWTH* • W(:)irkwith Hurnain Development (-ouncil (HD(-) to develop the Local limmigiration Partnership (LIP) Iplain • Development of the Gty of SaintJohin's Population Growth Strategy • Development and ii-riplementation of Newcomer Imairllsedung campaign to attract inew citizens Iregiolnallly, provincially, inationally and internationally - 1Irainsitioin and integration of Population Growth from HX to the (.mlty of SaintJohin EMPLOYMENT GROWTH Economic irecoveiry cannot happen unless companies acre hiii-ing k:)ir skilled jobs and caireeirs.lin fact,job girowth is oine of the pidimairy factors that cain deliver a IrYiuch ineeded boost to ain economy.Focusing oin job girowth cain �benefit everyone and aid in the Ireveirsall of declining population and tax lbase irevenue tirends as well. I he IRoadii -foir Sii Gii will focus specifically on actions that cireate opportunities foir existing and new companies to �pud Irnoire people to work and ii-ripirove the (.mlity's Ilalbou ir k:)irce Ipairtuculpaduon. PRELIMINARY ACTIONS TO DELIVER EMPLOYMENT GROWTH* • (.Jpdate existing Investment and Employment Growth Plain to align with Roadmap k:)ir Smairt Growth • Establish job girowth tairgets foir 2017 year end girowth pirc:)jections • Identify Ilalbou ir k:)irce gaps and strategy to Ireslpond to gaps • Link existing woidkf(:)irce with existing and future opportunities • Introduce investment readiness strategy a ,"See Detailed Economic Development Action List on Mage 12 0 ones REACHING OUR TARGETS () TAX -BASE GROWTH lax Ibase contributes to the delivery of G-ty services and facilities, infrastructure irripirovernents and Ireducd ion of debt. It is critical to the Gty's cunrent and future economic Ihealdh and well being to incirease ouir tax Ibase.Of couirse it will he impoirtaint f(..,)ir the G-ty of SaintJohin to remain competitive with otheir Imunlicipallities and offeir competitive tax irates in oirdeir to attract new citizens and investment opportunities. I he Ikey to increasing tax irevenues will he broadening ouirbase'(development opportunities) through strategic �laind Imainagement, Ipirocess irripirovernent and Ibalrldeir Irernoval.It will also he iimpoirtaint to Ipiresent Saint Johin in the Ibesd Ipossllble Illiglhd showcasing all of ouir available development oppoirtuni ties, and aggressively discouraging inaction on vacant oir daingeirous properties. I he IRoadism alp -foir Simart Growth will focus on actions with the puirpose of growing the G-ty's tax Ibase. PRELIMINARY ACTIONS TO DELIVER TAX BASE GROWTH * • Launch 2017 Southeirin Peninsula neighbourhood Iplain • Afigin G-ty's Real Estate Ipiractices to Ibetteir Irnaxllrnlize ability to geneirate irevenues • Develop 2017 action Iplain with detailed year end tairgets that include Ipirs peirty development actions for: �lairge scale development support Ipirogirarn, Imairllsed ung for 10 Ihligh pirofile Imulnlicllpall properties and demolition of 36 high 1pirioirity vacant buildings • Develop a Imairllsedung and awareness campaign to support strategic tax lbase development • Ongoing enhancements to the development approvals pirocess through the Gty's One Stop Development Shop "See Detailed Economic Development Action List Mage 14 WHAT'S NEXT? GOWe. have ouir desdinadoin.We have ouir Roadrnap. Now it's dirne tostairtouirjouiriney. I he Roadrnap willpirornote SaintJohin as a place to do business and to help attract the iinvestrrient inecessairy to help generate growth in ouir tairget aireas of population,ernployrnent and tax (base growth. We. will he taking steps to irriplernent the workwe irrientioned in this docurnent that is detailed in full in the Roadrnap for Srnairt Growth ((please see The City of SaintJohns Roadmap for'Smar,tGrowth). I his irneans beginning ouir work to (bed teir afigin ouir giroups and the Ipirocesses involved in economic developrnent, ongoing engagement (volunteers, fundeirs, Ipairtneirs and experts), developing ouir I 0 -year econornic strategy and irnoving forward on some of the Ipirehirnlinalry actions that can dirive population,ernployrnent and tax lbase growth. I he City will also cireate a dashboard with Ikey irneasuirable peirf(:)nrnaince indicators and a Ireguallalr repoirting schedule to uracils peirf(:)nrnaince on delivery of girowth Iresuallds. SaintJohin is a vibiraint City.We aire a City oin the rnove. We aire on a inew path to girowth and looking to attract the Irlighd types of investrneint in population,ernployrneint and tax (base to achieve economic Ipiroslpeirlidy. We aire oin the Road to Srnairt Growth. TIMELINE G) I I I I I I I I I I I I I I I I I I I I I I I I I I I I MARCH 2017 ---------------------- -------------------- -------- we are Six -Story Wood here Frame GoConstruction Announcement Implementation of Roadmap Tax -Base Growth Preliminary Preliminary Actions Implementation I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I IIII)NI11110- APRIL 2017 MAY 2017 JULY 2017 Launch Structure and Implementation Launch Neighbourhood Process of Employment Large -Scale Plan Improvements Growth Project Support Preliminary Program Actions Implementation City of Saint John Roadmap of USP Profile Marketing Population Development Communications Growth Strategy Preliminary Actions SEPTEMBER 2017 NOVEMBER 2017 JANUARY 2018 2018 Labour Market Tax -Base Population Identification State of the 10 -Year Report Development Growth Strategy of 2018 Saint John Economic Plan Marketing Year -End Actuals Economy Report Development Campaign DETAILED ECONOMIC DEVELOPMENT ACTION LIST TARGETAREA ECONOMIC DEVELOPMENT OPERATIONAL AND PROCESS IMPROVEMENTS # ACTION LEAD * TIMELINE 1. Launch of Roadmap for Smart Growth CSJ March 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 2. Approve and release mandate letters to agencies and partners CSJ April 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 3. Enhance capacity around strategic land development, which will CSJ April 2017 include an alignment exercise to enhance the City's real estate practices ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 4. Enhance the City's capacity around population growth CSJ June 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 5. Enhance the City's capacity around financial analysis and business CSJ June 2017 case development ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 6. Create a unified, aspirational City marketing brand and clearly illustrate CSJ, Partners July 2017 Saint John's competitive advantage ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 7. Develop strategic marketing communication plan to leverage CSJ, Partners July 2017 new marketing brand profile to be used in development, marketing and communications ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 8. Undertake a fair taxation analysis and implement key recommendations CSJ September 2017 within its control, in order to support the City's ongoing effort to receive fair and just revenue associated with the existing property and infrastructure within our municipal boundaries ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 9. Transfer of existing Local Immigration Partnership HDC to CSJ 2018 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 10. Development of a 10 -year economic plan for the City of Saint John CSJ, Partners 2018 TARGETAREA # ACTION LEAD * TIMELINE 11. Work with the Atlantic Immigration Pilot Program to match immigrants CSJ, HDC 2017 with existing labour market shortages 12. Provide detailed targets for 2017 end -of -year population growth projections HDC July 2017 and present corresponding actions 13. Implement initial marketing campaign to welcome newcomers to Saint John CSJ October 2017 14. Release of Saint John's Immigration Strategy HDC November 2017 15. Release of City's population growth strategy to recruit and retain new citizens CSJ November 2017 to Saint John from neighbouring communities, New Brunswick, Atlantic Canada and the rest of Canada 16. Integrate additional action items from City's population growth and CSJ, HDC November 2017 Human Development Council's immigration plans to be integrated into Roadmap for Smart Growth * City of Saint John (CSJ) I Enterprise Saint John (ESJ) I Human Development Council (HDC) Economic Development Partners (Partners) I Opportunities New Brunswick (ONB) DETAILED ECONOMIC DEVELOPMENT ACTION LIST I* TARGETAREA EMPLOYMENTR• # ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® ACTION LEAD * TIMELINE 17. Update existing work plan in order to align with Roadmap for Smart Growth ESJ April 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 18. Provide detailed targets for 2017 end -of -year employment growth projections ESJ July 2017 and present corresponding action plan ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 19. Presentation of investment readiness strategy ESJ July 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 20. Integrate additional action items from Enterprise Saint John to be integrated ESJ July 2017 ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® into Roadmap for Smart Growth 21. Deliver report on and strategy to respond to existing gaps within Saint John's ESJ,ONB September 2017 labour market 'j®.......f 22. 'e'dli "®K® o—na'I ®e'r'g®®®®®®®®®®®®®`ng"G"®®®®®®®®®"g'ag"®®®®®®®®®®®®®®®®®®®®®®® The City's National Energy Board Working Group re-engages in the National SJ....®®®®®®®®®®®®®....2' CSJ ®®® 2017 Energy Board's Energy East Hearing process and works with TransCanada to more fully define the project's future local economic impacts. * City of Saint John (CSJ) I Enterprise Saint John (ESJ) I Human Development Council (HDC) Economic Development Partners (Partners) I Opportunities New Brunswick (ONB) TARGETAREA TAX -BASE GROWTH # ACTION LEAD * TIMELINE 23. Ongoing implementation of Urban Development Incentive Program CS -1 2017-2018 (pilot) pilot program 24. Advance City's interest with the Government of New Brunswick on compliance CSJ March 2017 and enforcement tools as well as a vacant building registry 25. Become the first City in Atlantic Canada to accept development proposals for CS -1 March 2017 6 -story wood frame construction and launch a request for proposals for the which may require demolition to proceed Canterbury and Princess site as a demonstration project 26. Launch of Neighborhood Plan for Central Peninsula CS -1 May 2017 27. An executed purchase of sale agreement for the Jelly Bean properties, which CS -1 May 2017 may require demolition to proceed 28. Launch of Large -Scale Project Support Program that will provide support CS -1 May 2017 to developers for a streamlined municipal approvals process 29. Introduce new Building Permit Mapping Tool,which will offer a new live CS -1 May 2017 tracking tool for investors and developers seeking to pursue opportunities in Saint John 30. Review and pursue Sandy Point Road municipal property development CS -1 June 2017 opportunities 31. An executed purchase of sale agreement for the former Synagogue property, CS -1 June 2017 which may require demolition to proceed DETAILED ECONOMIC DEVELOPMENT ACTION LIST TARGETAREA TAX -BASE'• # ACTION LEAD * TIMELINE 32. The City of Saint John to finalize its plans as it relates to the location of CSJ June 2017 City Hall for its employees 33. Align the City's real estate practices in order to maximize the City's ability to CSJ July 2017 generate additional tax -base revenue 34. Provide detailed targets for 2017 end -of -year tax -base growth projections CSJ July 2017 and present corresponding action plan 35. Additional action items from City's Strategic Land ManagementTeam to be CSJ July 2017 integrated into Roadmap for Smart Growth 36. Continue local and external developer consultation to re -generate inventory CSJ September 2017 of opportunities 37. Develop marketing and awareness campaign to support strategic CSJ September 2017 tax -base development 38. Review and pursue Tucker Park (municipal -owned land) development CSJ November 2017 opportunities 39. Review and pursue former Lantic Sugar site development opportunity CSJ December 2017 * City of Saint John (CSJ) I Enterprise Saint John (ESJ) I Human Development Council (HDC) Economic Development Partners (Partners) I Opportunities New Brunswick (ONB) I) I�fTARGETAREA # ACTION LEAD * TIMELINE 40. Deliver development strategy for 10 high-profile municipal properties CS -1 December 2017 41. Close 85 cases under the Dangerous and Vacant Building Program CS -1 December 2017 (includes City demolitions, owner -initiated demolitions, repairs and reoccupy) 42. Recommendation to Common Council on water rate analysis on vacant lots CS -1 December 2017 43. Adoption of recommendations from Neighborhood Plan for Central Peninsula CSJ 2018 44. Submit recommendations to Common Council on Vacant Building CS -1 2018 Fee -for -Service Program 45. Implementation of a piped industrial raw water service for east Saint John, CS -1 2018 in order to support and attract large industry demands City of Saint John P.O. Box 1971 Saint John, NB E2L4L1