2017-05-02 Growth Committee Agenda Packet - Open SessionCity of Saint John
Growth Committee - Open Session
AGENDA
Tuesday, May 2, 2017
12:30 pm
8th Floor Boardroom, City Hall
Pages
1. Call to Order
1.1 Approval of Minutes
1.1.1 Minutes of January 10, 2017
1
- 4
1.1.2 Minutes of February 28, 2017
5
- 7
1.2 Roadmap for Smart Growth
1.2.1 2017 Roadmap Work Plan and Update
1.2.1.1 2017 Work Plan
8-14
1.2.1.2 Portfolio Overview
15-19
1.2.1.3 Feedback on Roll -Out of Roadmap
1.2.2 Updated Vacant and Dangerous Building Program
20-29
1.2.3 Value Proposition Profiling Exercise
30-45
1.3 Proposed 2017 Growth Committee Meeting Schedule
46-46
1 Poeta By:1
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
JANUARY 10, 2017 AT 11:00 A.M.
Stn FLOOR BOARDROOM, CITY HALL
Present: Mayor D. Darling
Deputy Mayor S. McAlary
Councillor B. Armstrong
Councillor G. Lowe
Councillor J. MacKenzie
Councillor R. Strowbridge
Also
Present
Community
Partners:
City Manager J. Trail
Commissioner Growth and Community Development J. Hamilton
Deputy Commissioner Growth and Community Development P. Ouellette
Planner A. Reid
Planner J. Kliffer
Strategic Advisor J. Isada
Administrative Assistant K. Tibbits
Jake Arbuckle (GNB)
Alex Leblanc (NBMC)
Randy Hatfield (HDC)
Angelique Simpson (YMCA — Newcomer Connections)
Mohamed Bagha (SJMNRC)
Jocelyn Stephens (PRUDE Inc.)
Silo Boucher (YMCA)
1. Meeting Called To Order
Mayor Darling called the Growth Committee open session meeting to order.
Moved by Councillor MacKenzie, seconded by Councillor Armstrong:
RESOLVED that the agenda for the Growth Committee meeting be approved with the addition
of item 1.0 Growth Data and Initiatives - Verbal Update by J. Hamilton.
MOTION CARRIED.
1.1 Approval of Minutes
1.1.1 Minutes of November 1, 2016
Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong:
1.1.2 Minutes of November 16, 2016
Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong:
RESOLVED that the minutes of November 16, 2016 be approved.
MOTION CARRIED.
1.0 Growth Data and Initiatives -Verbal Update by J. Hamilton
Ms. Hamilton commented on the 2016 results relating to building permits and construction
activity. More than $80M of construction projects was processed in 2016 which is an increase
of more than 70% in building activity from the 2015 results. This represents an increase in
major project construction, identified as projects over one million dollars, of approximately
$44M, or 55% of the total.
Projects include:
• Phase 1 and 2 of the Irving Oil Home Office project
• Retail expansion in East Point and McAllister mall shopping areas
• New commercial retail in Millidgeville
• New uptown liquor store
• New community infrastructure including new west side school and the Safe, Clean,
Drinking Water project
• New residential projects — more than 80 new residential units which include single
family and multiple residential projects throughout the City but in particular the City's
primary development area
• Includes five residential projects on the central peninsula which represent 17 new
dwelling units and $3M in construction value, spurred by the City's urban development
incentives program
• Reinvestment in the City's heritage district which includes the Imperial Theatre
renovation, partly funded through the City's heritage incentives program
• 20 other small heritage renovation projects also funded through the City's heritage
incentives program
• About 45% of the building activity is related to small scale renovations which includes
reinvestment of existing homes in the primary development area and a number of new
store fronts, particularly in the uptown core
The City is seeing a higher level of market confidence which sends a positive signal for 2017. A 3
to 1 return on investment in the incentives program is being seen. Many projects would not
have proceeded without this additional support. A number of projects are likely to move
forward in 2017 as a result of the incentives program. Staff are confident that the funds
approved by council for the incentive program will be fully allocated.
1.2 Immigration Discussion
Mr. Randy Hatfield of the Human Development Corporation provided an overview of general
immigration activities and the local immigration partnership:
• There is a need to attract and retain permanent residents in the City
• In 2015, about 85% of NB's permanent residents settled in Saint John, Moncton and
Fredericton — Saint John accounts for approximately 32% of these residents
• Local services providers include the YMCA and its newcomer connections and
settlement services, the Multicultural Newcomer's Resource Centre, PRUDE Inc.,
employers as well as the non-profit sector in the community
• A specific strategy on immigration does not currently exist - leadership is disconnected
and uncoordinated
• Local Immigration Partnerships ("LIPS") - funding was approved for a LIP program in
Saint John; anticipate roll out of program April 1St
• LIPS support the development of localized community based partnerships and planning
around the needs of newcomers
• There is a distinct role for municipal government — implementing and supporting an
Immigration Strategy
• For the purposes of population growth, cultural diversity and sustaining a population
the municipality should take some ownership responsibility for immigration
• Encouraged Saint John to take a lead and an ownership interest as a formal partner in
the LIP initiative to promote it as a next step in the growth and development of the
region and endorse the LIP towards a local settlement targeted action plan
Referring to the submitted presentation entitled "Putting a Face on Growth", Mr. Alex LeBlanc
of the New Brunswick Multicultural Council commented on best practices, economic growth
through immigration, investment and the injection of newcomers. Provincially, the new
economic growth plan has focused on immigration with an aim of increasing immigration
numbers across the country. Immigration is on the rise in New Brunswick largely due to the
Syrian resettlement initiative. A similar trend is expected for 2017.
Referring to the submitted presentation entitled, "The Atlantic Immigration Pilot Project", Mr.
Jake Arbuckle, GNB, provided an overview of the project and its employer based focus. The
Atlantic Provinces have had some retention challenges compared to the larger provinces. This
pilot project is designed to increase retention in the province which means a greater return on
investment. It is expected to bring up to 80% more economic immigrants to the province and is
labour market driven. The province will designate employers to oversee foreign nationals for
this project. An announcement regarding the launch of this project will be forthcoming in the
next several weeks.
A feedback/discussion session followed with the panel and members of the committee.
Responding to a comment, Mr. Hatfield noted that LIPS generally develops a community
strategy, adding that he hoped the municipality would take an active role in that process. The
development of a strategy engages the municipality at the highest level. The City has
potentially a lot to gain through an immigration strategy. It is central to an economic growth
strategy and linked to population growth, tax base growth, new investment, increased labour
pools to attract new business, all of which benefit the City.
(The community partners withdrew from the meeting. Mr. Kliffer withdrew from the meeting)
(Ms. Poffenroth entered the meeting)
1.3 Information Gathering Phase: Recap
Referring to the submitted presentation "Summary of Information Gathering Stage", Mr. A.
Reid recapped the progress and milestones of the growth committee to date. The data
gathering information phase has ended and the committee is now entering the development
plan phase. Mr. Reid reviewed the components from the information gathering process.
1.4 Growth Committee: Development Phase
Mr. Ouellette commented on the themes derived from the information gathering phase to be
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(Mr. Trail withdrew from the meeting)
The committee provided feedback on the submitted material. The committee encouraged
positive communication and positive exposure for the City and suggested improved marketing
and communication strategy for the growth plan and beyond. A centralized and coordinated
branding exercise and a roll out strategy for the growth plan were discussed with the intent of
creating a brand that lives beyond the term of this Council.
Ms. Hamilton stated that the goal is to create positive conditions required for growth and
investment. The initiative of the growth committee around the central peninsula neighborhood
plan will create a strategic focus to help create conditions for investment and address barriers
or other tools that might be needed to induce investment. A host of tools can be used to action
the growth plan including the strengthening of bylaws. The goal is to develop a long-term
strategy with positive action and deliverables along the way.
Moved by Councillor MacKenzie, seconded by Councillor Armstrong:
RESOLVED that the submitted material for the growth committee meeting, be received for
information.
MOTION CARRIED.
Adjournment
Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong:
RESOLVED that the Growth Committee meeting of January 10, 2017 be adjourned.
MOTION CARRIED.
The Growth Committee meeting held on January 10, 2017 was adjourned at 2:00 p.m.
Chair
Recording Secretary
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
FEBRUARY 28, 2017 AT 11:00 A.M.
Stn FLOOR BOARDROOM, CITY HALL
Present: Mayor D. Darling
Deputy Mayor S. McAlary
Councillor G. Lowe
Councillor J. MacKenzie
Councillor R. Strowbridge
Regrets: Councillor B. Armstrong
Also
Present: City Manager J. Trail
Commissioner Growth and Community Development J. Hamilton
Deputy Commissioner Growth and Community Development A. Poffenroth
Deputy Commissioner Growth and Community Development P. Ouellette
Public Affairs Advisor Growth and Community Development S. Somerville
Manager Communications N. Moar
Strategic Advisor Mayor's Office J. Isada
Administrative Officer R. Evans
Administrative Assistant C. O'Connor
1. Meeting Called To Order
Mayor Darling called the Growth Committee open session meeting to order.
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the agenda for the Growth Committee meeting be approved.
MOTION CARRIED.
1.1 Ron Hanlon (Halifax Partnership) Presentation
Mayor Darling introduced Ron Hanlon from Halifax Partnership. Referring to presentation
entitled Halifax Partnership, Mr. Hanlon outlined the mandate of Halifax Partnership and
discussed exactly what is it they do. After the presentation a couple of key tips for success
were given:
• define economic development as a priority was key to growth strategy;
• the Mayor should be the chief marketing officer for the City;
• alignment was required between the Mayor's Office, Council, the business community,
and business development agencies;
• be proactive about collaboration with other groups;
collaborative and efficient way.
Responding to questions on how to translate what Halifax has done to Saint John, Mr. Hanlon
recommended that a growth strategy be put together to use to get a couple of wins and get
momentum going. Job growth was measured using data from Census Canada and the monthly
Labour Force Survey. A final piece of advice was to have a plan for growth but to recognize that
things change and to be adaptive. The key to the success of the plan was to have alignment
between all the key players.
1.2 Feedback on Committee Pilot
Council provided feedback on some of the following questions:
1. How effective has the Committee been in delivering on the mandate and core
responsibilities? Are there any changes you would suggest?
2. Does the Committee have any feedback to share on the Committee's structure and
meeting procedures? Are there are any areas of change or improvement you would
highlight in terms of enabling more efficient meetings?
3. How effective has the Committee been in maintaining and improving communications
with its agencies, boards and commissions throughout the course of the pilot program?
Are there further areas of improvement Committee members would identify going
forward to improve relationships with agencies boards and commissions?
4. How effective has the reporting to Council been in terms of action items from the
Growth Committee and keeping Council updated on Committee activities?
5. How effective has the Committee been in addressing its stated priorities?
6. Has the Committee received adequate information required to support the Committee's
operations? Are there changes you would suggest to deliver this information more
effectively to the Committee in the future?
7. Does the Committee believe it has made significant progress towards its desired
outcomes during the six month pilot project? Overall, does the Committee see the pilot
project as a success for the standing committee governance structure, why or why not?
The Mayor summarized that communication had to be enhanced within the Growth Committee
and with members of Council outside of the Committee. He is pleased with the progress of the
Growth Committee and thanked the Councillors and staff for the support and amount of time
spent on the Committee. Suggested more discussion over the governance of ABC's and that
Council be updated on the Committee's progress at each council meeting to help close the
communication gap. Proposed that the frequency with which the Growth Committee meets be
reexamined once the plan is in place and that the Committee term limits for Councillors be
revisited.
The City Manager stated that the feedback being asked for was to compare the Growth
Committee structure against the Council structure in regards to being a more effective
mechanism. As the growth plan is still being finalized, evaluation was not being sought on the
plan but on how the Committee structure is working to create the plan. A report back to
Council with the feedback received on the Committee pilot would be forthcomimg.
Adjournment
Moved by Councillor Lowe, seconded by Councillor MacKenzie:
RESOLVED that the Growth Committee meeting of February 28, 2017 be adjourned.
MOTION CARRIED.
Chair
Recording Secretary
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� O
Population Growth Manager
The City of Saint John's Population Growth Manger will play a leadership role in developing,
executing and evaluating a population growth strategy. The role will lead the coordination of
the recruitment and retention of new residents to Saint John, including immigrants. The
Population Growth Manager will act as the primary point of contact on population growth
efforts within the City of Saint John and report to the Deputy Commissioner of Growth and
Community Planning,
Key Responsibilities
Strategic Development
• Develop a population growth strategy and corresponding action plans to attract and
retain new residents.
• Manage a strategic focus on economic immigration targets for Saint John, including
setting annual targets for attracting and retaining newcomers, recruitment of
entrepreneurial immigrants, skilled labour and retention of recent university and college
graduates.
• Maximize the City's ability attract newcomers to the community through the Atlantic
Immigration Pilot and the Population Growth Division, Government of New Brunswick.
• Align activities with Common Council's priorities as set out in Council Priorities 2016-
2020, PlanSJ, the Roadmap for Smart Growth, the 10 -year Economic Strategy as well as
the value proposition profiling exercise.
• Champion Saint John as a welcoming community to newcomers, and work with local
settlement agencies and the Human Development Council to align efforts.
• Report regularly to senior staff, the City's Growth Committee and Common Council on
population growth efforts and outcomes.
• Strategically deliver resources, establish and manage programs and lead policy
development within the area of population growth.
• Collect, analyze and report on demographic data and develop corresponding policy
recommendations.
• Active member of the Growth and Community Planning Team, and participate and
support in a variety of initiatives and workflows to support the Growth and Community
Planning Team.
15
• Promote Saint John as an exceptional community to live, work, study, invest and raise a
family.
Administrative and Community Coordination
• Official liaison between the City of Saint John and entities supporting population growth
including settlement agencies, economic development agencies, provincial and federal
governments, and employers and participate in the development of bilateral and
multilateral action plans.
• Act as the City's primary point of contact with Saint John's Local Immigration Partnership
and coordinate the alignment of its objectives with the City's administrative units.
• Champion a culture of population recruitment and retention across the administrative units
of the City of Saint John.
• Work in partnership with Enterprise Saint John to ensure alignment between employment
growth efforts, labor market needs and population growth efforts, and participate in efforts
to match population recruitment efforts with labour market needs in the region.
• Partner/support the University of New Brunswick Saint John, in the development and
implementation of programs to support economic integration and retention of international
students.
• Enhance the City's reputation as a welcoming community. Will facilitate, prepare and
deliver community presentations and related stakeholder engagement strategies.
• Identify and Leverage population growth marketing efforts with the Government of New
Brunswick and the Government of Canada to meet Saint John's population growth targets
Essential Qualifications and Skills
Education: Degree in business administration, planning, international studies, community
development, public administration, economics or related field, preferably at a
graduate level,
Experience: Minimum five years of relevant work experience in the areas of project planning,
stakeholder relations, qualitative and quantitative analysis, policy development,
and partnership development.
Familiarity with local government, the Saint John economy, as well as regional
and provincial economic and demographic trends.
Experience leading initiatives in partnership with various perspectives and
cultures.
Proficiency with Microsoft Office (Word, Excel, PowerPoint and Outlook).
Strong communication skills both written and oral.
Position involves variable hours, including evenings and weekends, and may require travel
within the region, across the province, in Canada and internationally.
17
... ..... ..
J
Job Details
Senior Financial & Economic Analyst
Competition number: 17-046
Salary Range : $80,018.00 - $88,321.00
Closing Date (dd/mm/yyyy) : 10/05/2017
Position Overview:
Reporting to the Commissioner of Finance all while working collaboratively with the Growth & Community Development team,
the Senior Financial & Economic Analyst is responsible for supporting the City of Saint John's growth, long term financial
planning, revenue and cost-saving initiatives.
Key Responsibilities:
• Support the City of Saint John growth, long term financial planning, revenue and cost-saving initiatives
• Generate financial and economic forecasts
• Lead the creation of an annual State of the Saint John Economy report
• Monitor financial and economic performance indicators and support the City's citizen dashboard initiative
• Develop, support and analyze business cases to support the Continuous Improvement Program, Revenue Generation Program
and operational business initiative
• Develop material for monthly Growth & Finance Committee meetings
• Liaise with the City -funded economic development agencies and external stakeholders including other levels of government,
developers and the local real estate industry to develop data sources and internal tools to establish and monitor performance
related to growth and to enhance the use of economic and market data for decision making
• Work directly with the City -funded economic development agencies and in-house divisions in the establishment of annual
growth related targets in the areas of employment, population and tax base
• Participate in the dissemination of annual reports and year-end actuals from economic development agencies and in-house
divisions on the performance of employment, population and tax base growth
• Analyze and interpret trends requiring management attention
• Understand macro -economic trends and issues that will impact the City's overall performance
• Identify and document business improvement opportunities
• Perform ongoing assessment of internal and external business environments
• Develop, maintain, and provide financial information, plans, and projections to management to support long term financial
planning
• Working directly with local, provincial and federal partners to deliver strong labour market data for Saint John
• Produce KPI and scorecards to measure economic and financial performance
• Benchmark analyst,
• Produce ad-hoc reports as required
Essential Qualifications:
• Minimum of five years of relevant Financial and Economic Analysis experience
• Professional Accounting Designation (CPA) with a degree, preferably at the graduate level, in business, economics or public
administration or related discipline
iF:3
• Proficient in Microsoft Excel
• Excellent communication and presentation skills
Applications will be accepted through our online system only. Qualified applicants should submit their cover letters and resumes
to:
City of Saint John
Attention: Hiring Committee
www.saintjohn.ca (careers/employment opportunities)
The City of Saint John is an equal opportunity employer. Only those applicants being considered further will be contacted.
iLel
GROWTH COMMITTEE REPORT
M&C No.
# fol'tild cm sharelpoil t
Report Date
April 26, 2017
Meeting Date
May 02, 2017
Service Area
Growth and Community
Development Services
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT: Dangerous and Vacant Building Program Update
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. HeadCity
Manager
Rachel Van Wart
Amy Poffenroth/
Jacqueline Hamilton
Jeff Trail
RECOMMENDATION
The Growth Committee will be presented with a detailed update of the
accelerated Dangerous and Vacant Building Program for their information.
EXECUTIVE SUMMARY
Staff met and presented a Dangerous and Vacant Building update to the Growth
Committee on February 7th and 15th respectively. The Growth Committee
expressed an interest in increasing the number of resolved dangerous and
vacant building cases, with a specific focus on the south central peninsula.
Incorporating the Committee's feedback, staff created an action plan for an
accelerated program. The accelerated program objectives were included in the
Roadmap for Smart Growth and approved on March 27th by Common Council.
Specific feedback from the Growth Committee incorporated into the plan
includes:
• a target of increasing the number of resolved cases to 85 for 2017;
• specific focus on the South Central Peninsula; and
• positive intervention on low priority properties.
The following report will provide a detailed update regarding the Dangerous and
Vacant Building program, including how staff will operationalize action items
outlined in the Roadmap for Growth, specifically the accelerated program and
updated priority matrix.
K91
-2 -
PREVIOUS RESOLUTION
See attached page 32 of the Roadmap for Smart Growth, approved by Common
Council on March 27, 2017, detailing Action item #41 Close 85 cases under the
Dangerous and Vacant Building Program.
STRATEGIC ALIGNMENT
Enforcement of the Saint John Unsightly Premises and Dangerous Buildings and
Structures By-law aligns with Council's Vibrant, Safe City priority.
REPORT - ACCELERATED PROGRAM
The accelerated Dangerous and Vacant Building program will be achieved by
setting strategic targets, hiring a temporary professional resource and by
modifying service levels of non -life safety compliance cases.
• Committed Targets
The accelerated program will significantly increase the number of
resolved cases, with an anticipated result of 85 closed cases and 38
demolitions in 2017. The target for closed cases is a 35% increase from
previous year averages. The target for demolitions is an approximate
50% increase from previous year averages.
Repaired and reoccupied buildings are anticipated to account for more
than 55% of closed cases, which is often due to positive intervention and
frequent communication with property owners.
The table below details historical averages, 2017 targets and year to date
results of Dangerous and Vacant Building notices, demolitions and closed
cases.
2017 Dangerous and Vacant Building Program
* Note that notices issued in November/ December will likely be demolished in 2018
21
Average per year
(based on 2012-2016
Statistics)
Target
Year to Date Actual
Notices Issued*
10
25
7
City Demolition
80% of Notices Issued
21
2
Owner Demolition due
to Notice to Comply
10% of Notices Issued
2
0
Owner Demolition —
no Notice to Comply
11
15
5
Total Demo:
20
38
7
Repair/ Reoccupy
35
45
10
Repair/ Reoccupy due
to Notice to Comply
10% of Notices Issued
2
0
Total Closed Cases:
56
85
17
* Note that notices issued in November/ December will likely be demolished in 2018
21
-3 -
There are a number of contributing factors to the success of the
Dangerous and Vacant Building Program. It is a possibility that targets
may not be met; circumstances that could impact the accelerated
program include:
o Resource intensive Notice to Comply Appeals
o Emergency Demolitions
o Staffing changes
o Unforeseen/ unpredicted circumstances (complex ownership)
o Lengthy Title Searches as opposed to simple Certificates of
Registered Ownership
o Staff Training
It is also possible that we may exceed our targets if opportunities for
process streamlining occur or if staff require minimal training and
direction.
• Professional Resource
The accelerated program will be achieved by hiring a four-month
temporary professional resource that will allow for positive intervention
on low priority properties and contribute to the Dangerous and Vacant
building team. This resource is financed within the existing Growth and
Community Development budget envelope. It is anticipated that this
resource will allow the manager to double Notices issued for the months
of June, July and August, after a training period in May. Hiring for the
temporary professional position is in progress with an anticipated start
date of May 8t", for a total of 16-17 weeks.
• Service Level Impacts
Due to the accelerated nature of the Dangerous and Vacant Building
Program, there will be impacts on service levels within the Growth and
Community Development Services Department.
REPORT - PRIORITY MATRIX
As the Growth Committee is aware, staff utilize a matrix system to prioritize
properties and enforcement action. Buildings are ranked based on a number of
objective criteria, including: security, electrical, structural, location density,
unsightly debris, time vacant, visual indications that the building is vacant and if
buildings pose a fire hazard.
Within the matrix system, buildings are divided into four categories, labelled
with colours, based on priority level. Colours correspond with priority level and
also dictate the frequency of inspections. For example, 'Red' and 'Orange'
buildings are high priority and are inspected more frequently than low priority
'Yellow' and 'White' buildings. 'Red' buildings are likely to receive a Notice to
Comply, whereas 'White' buildings may be excellent candidates for the Urban
Development Incentive Program to be repaired and reoccupied.
WA
-4 -
The Growth Committee expressed an interest in increasing the enforcement
priority level of properties in the South End, as vacant buildings discourage
reinvestment in this key area of the City. In addition to the Committee's
feedback, staff also recognized the need to modify how files are prioritized, to
better reflect safety issues; the matrix has been modified to address all of these
concerns. In addition to the enforcement emphasis placed on the South Central
Peninsula, other strategic initiatives within the City such as the Central Peninsula
Neighbourhood Plan, Urban Development Incentive Program and many other
action items within the Roadmap for Smart Growth will all work together to
increase density and development in the Central Peninsula.
Specific modifications that have been made to the priority matrix include:
• a new category for the South Central Peninsula that has increased the
priority level of South End properties;
• increased priority of unsecured buildings that allows an increased
emphasis on public safety;
• introduction of a scaled evaluation based on time vacant that increases
the priority level the longer the property is vacant; and
• removal of the fire hazard criteria due to duplication within other criteria.
SERVICE AND FINANCIAL OUTCOMES
As provided in this report.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
Roadmap for Smart Growth (page 32)
Maps of properties subject to the Dangerous and Vacant Building Program
W
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.,
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Growth Committee Meeting Schedule 2017
The following dates have been reviewed by the Clerk's office and are
recommended to establish a regular meeting schedule for the remainder of 2017.
Meetings will be held in the 8t" floor boardroom generally on the first Tuesday of
the month, except where the Council is meeting on Tuesday due to a holiday, in
that case they will be held on the Wednesday. Meeting times are proposed to
occur from 11-2pm.
Tuesday, June 6
Wednesday, July 5
Tuesday, Aug 1
Wednesday, Sept 6
Tuesday, Oct 3
Tuesday, Nov 7
Tuesday, Dec 5