City of Saint JohnGrowth Committee - Open Session

AGENDA 

 

Wednesday, November 16, 20168:30 am

8th Floor Boardroom, City Hall

Pages

1. Call to Order

1.1 Introductions and Meeting Overview: Mayor Darling     1 - 4

1.2 Discover Saint John    

1.3 Enterprise Saint John    

1.4 Coffee Break @ 10:00am

1.5 Saint John Waterfront Development 5 - 38

1.6 Saint John Industrial Parks

1.7 Concluding Remarks: Mayor Darling

1.8 Date of Next Meeting

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Growth Committee Economic Development Agency Engagement

November 16, 2016 Session Agenda 8:30-12:00 pm

8th floor Boardroom, City Hall

1. Introductions and Meeting Overview: Mayor Darling 8:30-8:40 am

2. Discover Saint John 8:40-9:20 am

3. Enterprise Saint John 9:20-10:00 am

4. Coffee Break 10:00-10:10 am

5. Saint John Waterfront Development 10:10-10:50 am

6. Saint John Industrial Parks 10:50-11:30 am

7. Concluding Remarks: Mayor Darling 11:30 am

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Meeting Preparation

The City’s Growth Committee is hosting an engagement session with its four City

funded agencies to understand your respective service level priorities for 2017

and to discuss opportunities for greater collaboration in particular as it relates to

advancing priorities of the Growth Committee and Common Council. This

information will support the development of the City’s 2017 operating budget and

inform the Growth Strategy being developed by the Committee to advance a

growth agenda for Saint John.

A set of questions has been prepared to guide the discussion with the agencies

and these are provided below to enable preparation for the meeting. To manage

the meeting effectively, each of the agencies will have 40 minutes for discussion

which includes 25 minutes to address the following five questions and 15 minutes

for other follow-up questions and discussion. The Executive Directors of the

agencies are also invited to bring a representative of their respective Boards to

participate in the meeting. Should you wish to submit any presentation or written

materials, the Committee would request that these be provided to the Clerk’s

Office by end of day Monday November 14, 2016. Please be advised that this

session is being held in an open meeting of the Growth Committee.

1. Please share information on your current mandate, focus areas and

resource requirements for 2017. Discuss what opportunities you see for

alignment with the priorities adopted by Common Council for 2016-2020

(document is attached).

2. The City of Saint John intends to issue mandate letters for all of its

agencies, boards and commissions. Please share with us your perspective

on how these service expectations and related targets for the economic

agencies should be formulated, monitored and evaluated over the year?

3. What are your 2017 targets associated with the key performance

measures defined by Common Council and the Growth Committee

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specifically including population growth, job creation and tax base

growth?

4. Common Council adopted the recommendations of the Task Force on

Economic Development recommendations in early 2016. Please share

with us what actions your agency has taken and what actions you intend

to take in 2017 to advance the recommendations adopted by Council:

a. Creation and participation in a permanent inter-agency task force

on cost-saving?

b. Further integration of urban development and real estate functions

amongst partners?

c. Further integration of communications and marketing efforts?

d. Further integrated strategy on investment attraction?

e. Ongoing information sharing and cooperation between the four

agencies and other economic development partners in Saint John?

f. Integrated strategy on immigration development, recruitment and

retention?

5. How can the economic development governance structure be optimized

in Saint John to deliver maximum growth for the City of Saint John?

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Growth & Prosperity

Saint John is recognized by residents and businesses as a positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive.

GrowSJ

Drive development in accordance with PlanSJ that creates density required for efficient infrastructure and services.

Promote Saint John as a community to live, work and play to grow the residential tax base.

Advocate for equitable taxation among residents, commercial businesses, institutions and industry.

Strong Economy

Ensure Saint John has a competitive business environment for investment.

Support the retention and attraction of businesses that create job opportunities.

Key Performance Indicators

Building permit values (Primary Development Area and city)

Change in tax base assessment within the city

Return on investment from development incentives

Change in population

Change in number of new businesses in the city

Vibrant, Safe City

Saint John is home to unique, livable neighbourhoods that offer a variety of housing options and appropriate transportation choices. Residents celebrate our history, enjoy a variety of cultural and recreation activities, and appreciate our greenspaces and waterways.

Great Neighbourhoods

Develop neighbourhoods through planning that aligns with PlanSJ and includes:

Accessible, reliable and cost-effective public and active transportation

Streetscape beautification

Modernization of heritage preservation processes

Park and greenspace investment that aligns with PlaySJ

Ensure that the delivery of efficient public safety services address the evolving needs of a growing community.

Vibrant City

Invest in arts, culture and recreation experiences that create a sense of community pride.

Key Performance Indicators

Percentage of fire incidents contained to the point of origin

Crime incident trends

Resolution rate for property issues related to by-laws

Participation at arts, culture and recreational events

Number of City-supported community-led programs and initiatives

Valued Service Delivery

Saint John invests in sustainable City services and municipal infrastructure. Our community is engaged and understands what they can expect from service delivery.

Asset Management

Develop an integrated asset management plan that aligns with PlanSJ to prioritize investment.

Invest in strategic road improvements.

Customer-Focused Services

Explore service improvements through innovation, technology and developing partnerships with other organizations.

Define service levels for all City services.

Implement mandate letters with the City’s agencies, boards and commissions to define expectations.

Key Performance Indicators

Pavement Condition Index (Ratio of lane-km in ‘good’ or ‘satisfactory’ condition)

Reliability of water and wastewater systems

Work request completion ratio (# requests completed to # requests entered)

Infrastructure deficit

Fiscally Responsible

Saint John takes a strategic approach to financial management that is equitable, balanced and efficient. Decision-making is in line with our strategic plans to ensure our financial sustainability.

Financial Health

Develop long-term sustainable financial plans and budgets that align capital investment and fiscal capacity with service objectives.

Investigate options to allocate water costs among ratepayers.

Report on performance metrics to show effective service delivery and good fiscal management.

Innovation and Improvement

Advance a culture of continuous improvement to drive operational efficiencies.

Leverage opportunities to generate alternative revenue sources.

Key Performance Indicators

Total debt as a percentage of annual revenue

Revenue from own sources as a percentage of total revenue

Capital from operating as a percentage of operating budget

Percentage of continuous improvement savings in relation to stated targets

Council’s Priorities: 2016-2020

Through good governance and with the support of the community, our focus is on growing Saint John. By being fiscally responsible, the City delivers services that contribute to a vibrant, attractive and prosperous city.

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November 16, 2016

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Incorporated by an Act of the Legislative Assembly

– 1980 (Companies Act)

Governed by a Board of Directors (9) comprised of

City of Saint John, Government of Canada and

Province of New Brunswick

2 full-time employees (P/T Project manager), and

team of volunteers

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to develop, implement, manage or operate or cause the development, implementation, operation and management of a project for the development and redevelopment of certain lands in the City Centre District of the City.

to develop, promote, encourage, co-ordinate, assist and advance the commercial, residential, recreational, cultural, social and economic welfare of the City of Saint John in the City Centre District.

to carry on business, either as principal or agent, of general

contractors, builders and developers and to develop, construct, execute, own and carry on all descriptions of work, both public and private, and to enter into contracts for the same.”

to buy, acquire, exchange, lease, improve, invest in, and manage

property to act as agents, consultants, rental agents, managers or financial

agents in connection with any business carried on by the Corporation.

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Administration and management – several leases, sub-leases and air-space parcels ◦ Hilton Hotel, PNB Seniors Housing, Non-Profit Housing, York

Point and Robertson’s Wharf Condominiums

◦ Market Square and MS Parking Garage

Asset management: ◦ Market Square Complex

◦ Seawall

◦ Courtyard, boardwalk

◦ Floating docks

◦ MS Parking Garage

◦ Loyalist Plaza

◦ Smythe Street

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Boardwalk – Loyalist Plaza

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Market Square Parking Garage

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Current Annual budget: $504,000

Current % of total CoSJ ED investment: 13.6%

Relationships: works closely with CoSJ, PNB,

GoC & several other internal and external agencies

Primary Focus

Management of Market Square Parking Garage and Market

Square.

Purchase and sale of urban core real-estate.

Development of urban land – specific projects & master

plans.

Uptown/Waterfront economic development – infill strategy,

investment attraction, research/creation urban reports

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$190,000 $85,600

MS Head Lessor – asset management

Insurance – seawall & surrounding property

Snowplowing Maintenance boardwalk &

courtyard Audit & Legal services Salaries & admin Cathodic protection CCG Buildings CCG property tax

Fundy Quay

Infill Strategy

Investor/developer

recruitment

Urban Development Report

Eco-Hubs

Salaries/Admin

Partridge Island

Advocate for urban

development Project planning

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Market Square Complex Harbour Station Pedway system City Market refurbishment Harbour Passage Ecological Hubs St. Andrew’s Park Three Sisters Park Imperial Theatre Boardwalk Market Slip - docks Waterfront Courtyard Smythe St. exp. joints

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Fundy Quay - environmental

Railing replacement (Harbour Bridge pillar)

Floating dock gangway repairs

Research, analysis, design – Loyalist Plaza

New Boardwalk and Reversing Rapids signage

TD Eco-Hub commemorative plaques

Technical analysis/design – Harbour passage extension

Repaint Harbour Passage steel structures

Install Security/Surveillance System – Courtyard

Repainting 18 decorative light standards

Install Sculpture Saint John artwork – Harbour Passage

Repair and enhance Boardwalk buffer zone:

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Continuous improvement team: SJDC is working with one of the City ‘Continuous Improvement Teams’ (CIT) – Market Square HVAC Cost Analysis. This is a detailed analysis of maintenance and operational costs with a view towards creating new efficiencies.

Lemongrass Restaurant Lease: A new lease regarding refrigeration storage in the Market Square parking garage was finalized in August. This is a 10-year lease that will generate $5,700 annually in new revenue.

Market Square Parking Storage: An agreement with

the restaurants at Market Square resulted in the renovation of the rear storage area (previously this was an unsightly area). The restaurant owners willingly paid for the complete renovation.

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Barbour’s General Store Lease: Negotiated a three-

year lease with seasonal revenue of $5,000.

CCG Buildings – SJDC is current landlord for DFO

tenant at Fundy Quay. Annual revenue of $340,000.

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Commercial property vacancy rates Commercial & residential construction costs CBRE, Cushman, Colliers & Turner Drake

monthly/quarterly market reports Retail openings/closing urban core Business location surveys/reports National & international waterfront research, surveys &

reports CMHC Housing Outlook reports APEC quarterly/annual capital reports STATS CAN – economic reports ICSC - reports REMI building trends

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Fundy Quay development

Urban infill strategy

Loyalist Plaza funding

Harbour Passage extension

Eco-Hub #3

Investment attraction – secure partner for tool box materials and overall strategy

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Identify high-value locations for urban infill

Create specific property “prospectus” –

recruitment, planning & decision-making tool

Meet local/external developers & entrepreneurs

When appropriate, direct potential builders &

developers to City Growth and Development staff

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$200+ million private development

Phased development on waterfront

$4+ million annual tax revenue upon completion

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Enhance “Developer/Investor” network

2017 – Urban Development Report

Property Prospectus documents

Major developer engagement – Key Urban Centres

Investor/Real Estate Forums – Moncton/Halifax

Advocate for – SJ Marketing Strategy

Regular contact – commercial real estate

consultants, developers, investor network, other

agencies

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