city of saint john growth committee - open session agenda · 2017-07-04 · city of saint john...

City of Saint JohnGrowth Committee - Open Session

AGENDA

Wednesday, July 5, 201712:00 pm

8th Floor Boardroom, City Hall

Pages

1. Call to Order

1.1 Enterprise Saint John 1 - 24

1.1.1 Year-End Targets

1.1.2 Alignment between ESJ Work Plan and Roadmap

1.1.3 Overview of Investment Readiness Strategy

1.2 Local Immigration Partnership 25 - 46

1.2.1 Local Immigration Partnership 101

1.2.2 Measures and Indicators to Support Population Growth

1.2.3 How to Proceed to Develop Annual Population Growth Targets

1.3 Strategic Land Development 47 - 52

1.3.1 Delegation of Work Associated with Remaining Real-Estate Pursuits

1.4 Review of Proposed Agenda for August Growth Committee meeting 53 - 53

1.5 Growth Reserve Budget Request 54 - 58

1.5.1 Beautification Grant

1.5.2 Maximum and Best Use Market Study

1.6 Presentation: Friends of Rockwood Park - Joan Pearce

1

EnterpriseSaintJohnWorkPlanMetrics

1. WorkwithEnterpriseSaintJohnclientstosupporttheirgrowthanddevelopment.

ClientCategory 2017 5-years

PotentialEntrepreneurs

Provideexperientialeducationtoyoungpeople

750studentsandyoungpeoplereached

4,000studentsandyoungpeoplereached

Start-upsandExistingEntrepreneurs

Newstart-ups 20startups 150startups

Newjobs 40 300

HighPotentialBusinesses

Impactonproblemssolved $30millioninproblemssolvedover3years

$70millioninproblemssolved

Newandretainedjobs 500jobs 4500jobs

ExternalInvestors

Newjobs 250jobs 1,500jobs

2. Createacompetitivebusinessenvironment:DevelopourTechnology,ourPeople,and

ourStrategicLocationbysupportinganddrivingourstrategicobjectivesandworkplanoutcomes.

2017Results:Over75%ofstrategicobjectivesandworkplaninitiativesaredeliveredsuccessfully.

1

GrandBay-Westfield� Quispamsis � Rothesay � St.Martins� SaintJohn

EnterpriseSaintJohn2017Workplan

StrategyUpdatePotentialEntrepreneurs

• LeadInnovationWeekforSaintJohn– Verysuccessful.Exceededparticipanttargetof50with106participantsover4events.Profiled12communityinnovatorswhichinturndrove65%increaseinourFacebookcontent.93%ofattendeesindicatedeventswerevaluableuseoftheirtimeandapplicableintheirownbusinesses.

• ExperientialeducationcontinuesinhighgearthroughMay:• 168studentsfrom5highschoolsran113businessesforlocalCampusMarkets.Generated$13,000insalesand$7,000inprofit.

• 5studentsfromNBCCcarpentryprogramattend‘AreYouReadytoStartaBusiness’workshop.

• 23studentsfromBaysideMiddleSchooldevelopanapptohelpSaintJohnFoodBasketwithfooddonations.WonBMOFinancialGroupNationalStudentInnovationAward(basedonimpactontheirschoolandcommunity).

• 10entrepreneurscomplete1st halfofKickstartYourBusinessProgram.

Start-UpsandExistingEntrepreneurs

• Incubatorprogramcurrentlyoperatingwith9participants– down2fromlastmonth.Expectedtohavesomecompaniesnotmakeit.

• ~14FTEjobscreatedsofarthisyear.• 6ofthe10individualscurrentlyenrolledinourIdeationprogramhavemadetheirbusinessmodelpitchtoevaluationcommittee.Verypositiveexperience.

• SeedLoan– 4SeedLoanapplicationsapprovedinQ2totaling$80,000.14SeedLoanapplicationsapprovedYearToDatetotaling$260,000.2017targetof$240,000surpassed.

StrategyUpdate

2017StrategicFocus

KPI’s(2017) Q1Actual(estimated)



437


20startups40jobs

9startups9jobs

HighPotentialBusiness

500newandretainedjobs

300

ExternalInvestors

250newjobs 77

Overall 75%ofobjectivesandworkplandelivered

Ontrack

**Q2ResultsWillBePublishedbyJuly31,2017

2



StrategyUpdateHighPotentialBusiness

• SmartConnected– RFP’shavebeenawarded.RFPforDataInfrastructureandRepositoryandBusinessLedInnovationawardedtoT4G.RFPforSmartTourismawardedtoGailBremner andAssociates.Projectlaunchactivitiesunderway– initialProjectManagementmeetingscompleted,steeringcommitteeparticipantsbeingidentified,advisoryboardmeetingscheduled,initialsteeringcommitteemeetingsbeingscheduledforeachproject.

• TalentRecruitment– engagedSteveAlexandertodevelopprocesstobettertrackskillsandjobdemandsofemployers.WorkingwithONB.

• Simplexity problemsolving– Mooseheadsession,RealEstategrowth,Cataylst InnovationsessionwithSaintJohnExecutivesAssociation,IntelysistotrainentirestaffinSimplexity problemsolvingmodel.(seeattachedDillontestimonial)

ExternalInvestors

• ModularFabricationandProjectCargoproject– Phase1:Researchandplanning95%complete.Phase2:Majorprogressthismonthonwebsitedesignandallcollateralmarketingpiecesincludingbanners,popups,powerpoint templatesetc.Phase3:Q3/Q4salesplanhasbeendevelopedandgoingtosteeringcommitteeforapprovalthisweek.

• ForeignTradeZoneapplication– Committeehasreviewedapplication.Twoitemsforfollowup:1)needtodescribegovernanceapproach2)followupwithPNBregardingprovincesupport.Preliminaryeligibilityapplicationhasbeensubmitted.Onceapproved,mainApplicationSubmissionmustbesubmitted.

• InvestmentAttractionleadsbeingworkinconjunctionwithONB.Opportunityfunnelaverages36leadsinexplore,12beingworked.

StrategyUpdate

2017StrategicFocus




437


20startups40jobs

9startups9jobs



300

ExternalInvestors

250newjobs 77


Ontrack


3


2017StrategicFocus




437


20startups40jobs

9startups9jobs



300

ExternalInvestors

250newjobs 77


Ontrack


StrategyUpdateOther- COMMUNICATIONS

Communications

PresscoverageØ LaunchofSmart&ConnectedCommunitydatastrategy.

• Goodpickupinlocalmedia:CBC(TV/radio)GlobalTVTelegraphJournalHuddle

Ø TorontoStar- featureonITsector/BrickPark comingoutmidJune

Ø Socialmediachannels- Facebook,Twitter,Instagram,LinkedIn• TotalImpressions(Impression:Thenumberoftimesyour

contentisdisplayedinpeople’sfeeds)increasedby38.2% overpreviousmonth(April)

• Thenumberofengagements(Engagements:Numberoflinkclicks,likesorshares)increasedby34.5% sincepreviousmonth(April)


4

Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John

Enterprise Saint John 2017 Workplan

5


City of Saint John Road Map to Smart Growth

3 pillarsofgrowthEmployment growth Population growth Tax Base growth

Strategic Focus (ESJ plan)

EnterpriseSJ Initiatives

City Alignment Status Comments/Notes:

Potential Entrepreneurs

Provide experiential education to young people through: Coding clubs Campus markets

Creating a culture of Entrepreneurship in the community

Runs from Sept-June

Potential Entrepreneurs

Leading Innovation Week for Saint John

Creating a culture of Entrepreneurship in the community. Strengthening relationships with GNB, IGNITE Fredericton, ACOA, 3+

th May 4-12

Start-ups and Existing Entrepreneurs

Develop and deliver programs to support new business start-ups and existing entrepreneurs

Creating a culture of Entrepreneurship in the community Change in numbers of businesses in the city

ESJ KPI: 20 start-ups ESJ KPI: 40 jobs created


Provide loans for start-up entrepreneurs

Creating culture of Entrepreneurship Change in numbers of businesses in the city Strengthening relationships with RDC, ACOA

5 Seed Loans awarded so far in 2017 ESJ KPI: 15 loans awarded

6


Strategic Focus (ESJ plan)

Enterprise SJ Initiatives


High Potential Businesses

Smart and Connected Community Data Strategy

Developing strategies to attract new investment to the community and ensure that homegrown industries are retained and expanded over time. Strengthening relationships with ACOA, RDC, private sector partners

RFP’s closed March st

31 ongoing activity


External Job attraction New & Retained Jobs

Change in numbers of businesses in the city

ESJ KPI: 250 job

ESJ KPI: 500 Jobs


Talent development and recruitment plan w/ONB

Identifying and implementing programs to ensure the City has available and skilled workforce to support economic prosperity.

ESJ developing process to collect timely hiring and recruitment data from companies

ESJ works with ONB and other stakeholders


Talent development and recruitment plan w/ONB

Education and learning

ESJ/ONB working with institutions to make sure training is aligned with supply and demands.

7


Enterprise SJ/ONB Initiatives



Atlantic Immigration Pilot Project

Attracting immigration/retention, Strengthening partnerships with ACOA, GNB, private sector

Potential source for labour/growth


Proactively engage with shared ONB/ESJ clients with a focus on priority sectors

Providing policy direction which advances community economic diversification and supports the development of growing economic sectors

ESJ KPI: 40 client meetings lead to 15 Catalyst Innovation workshops

ESJ KPI: $30 million of problems solved over 3 years


Provide Leadership in Energy East Partners’ Forum

City’s Nat’l Energy Board working group re-engages Nat’l Energy East hearing process to define local economic impacts

Ongoing activity ESJ KPI: Energy East keeps moving through the approval process

8


ESJ 5-YEAR PROJECTION

Client Category 2017 5-years Potential Entrepreneurs

Provide experiential education to young people

750 students and young people reached

4,000 students and young people reached


New start-ups 20 start ups 150 start ups

New jobs 40 300


Impact on problems solved $30 million in problems solved over 3 years

$70 million in problems solved

New and retained jobs 500 jobs 4500 jobs External Investors

New jobs 250 jobs 1,500 jobs

9

InvestmentReadinessStrategy:PositioningSaintJohnas

Canada’sMostConnectedCommunity

05/07/2017

GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn10

Agenda• “Investmentreadiness”considerations

• SaintJohn’svalueproposition

• Investmentreadinessapproach

– Workplaninitiatives

– Managinginvestmentleads

– ONBpartnership

• FrameworkforSuccess

• Summary

GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn

Wehavean80/20focusforeconomicdevelopment.Themajorityofourgrowthcomesfromwithinthecommunity,withexistingbusinessesandnewstartupscontributingtogrowthandnewjobs.Investmentreadinessbyitsnaturefocusesmoreonthe20%.

11


1. Attractinginvestmentisthegoalofvirtuallyeverystate,provinceandmunicipalityinNorthAmerica.Lotsofcompetition.

2. Therearemanysourcesofinformationonhowtocompete– weincorporatebestpracticesineconomicdevelopment.

3. Thetrickistounderstandhowwecompareonthe‘tablestakes’coreissues,thenmaximizethevalueofour‘keydifferentiators’intheeyesofthepotentialinvestorthroughacustomized,well-craftedstatementofourvalueproposition.

12

ImportantCriteriaCriteria

AvailabilityofSkilledLabour

TransportationInfrastructure

LabourCosts

ProximitytoMajorMarkets

GovernmentIncentives

Availabilityofland/buildings

EnergyAvailability&Costs

ProximitytoSuppliers

TrainingPrograms/TechnicalSchools

Taxes

Communications&ITInfrastructure

• Basisofcomparisoncanberegional,nationalorinternational

• SaintJohn‘rating’canvarydependingoninvestorpriorities

• Wehavemorecontroloverourratingagainstsomecriteriathanothers



• Torontohasa‘localmarket’of>5MillionpeopleBUTSaintJohniswithinaday’ssail/rail/transportof>50Millionpeople– ouradvantageordisadvantagedependsonthecontext

• If‘energy’meanselectricity,wecompareverywellagainstMassachusetts,lesswellagainstQuebec.Naturalgasavailabilityandrelativecostissomewhatproblematic.

• SaintJohnhasaskilledlabourforceandexcellenttraining/educationalinstitutionsBUTourlabourforceisrelativelysmall,andalargeinvestorcanquicklydrawdownavailabletalent– availabilityofskilledworkersisasignificantissueforus.

ImportantCriteria- Context

14

ConnectedCommunityPositioning• Wewantto“bewherethepuckisgoing”not“whereitisnow”

• TechnologyStrength

– Thisreflectswhereindustry&investmentaremoving

– Reducesanydisadvantagew.r.t.distancefrommajormarkets

• PeopleStrength

– Wecanbringtogetherseniorleadersfromgovernments,keyindustriesandourcommunitytosupportnewinvestors

– Theiraccessibility,commitmentandsupportareatrue“keydifferentiator”

• StrategicLocation

– AbridgebetweenNorthAmericaandtheWorld


Weareextendingourdatainfrastructureinawaythatwillattractinvestmenttoourregionandsupportourexistingcompaniesinbecomingmorecompetitive.

15

SaintJohnStrengths


DigitalInfrastructure

• Strongdigitalinfrastructureincludingwell-connectedfibre networkandTier3DataCentre

Port

• Deep-water,ice-freeportisakeydifferentiator

o Road/rail/seaconnectionstoCanadian&USmarkets

o Portconnectionsto350portsworld-wide

o CompetitiverailconnectionstofourClass-1railnetworksinNorthAmerica

o Well-positionedforwater-bornetradearoundtheAtlanticBasin

o Portmodernizationprojectunderway

o Logistics&advancedmanufacturingsupplychainsupportsmodularfabrication&projectcargoinitiatives

• Worldclasslogisticssupplychainexpertise

16

SaintJohnStrengthsLand

• Stockofdevelopment-readyland,andbuildings

– someissuesexistwithrespecttoservices&supportinginfrastructureaswellaspermittingforsomeapplications

Climate

• Temperateclimate,withoutextremeheatorcold

– Importantforsomeapplicationssuchasdatacentres

• Stablepoliticalenvironment,ruleoflaw

• SectoralStrengths

– Forestry,petroleum,ICT,advancedmanufacturing,…


Gaps• Skilledworkforceavailability

– Manyexistingcompanieschallengedtofindtherighttalent

– Impactsourabilitytoattractnewinvestment

• Wearenotalow-taxjurisdiction,norcanweoffertherichestincentives

• Marketawareness/perception

• Airservice


• Provincialcorporationtaxratesmiddleofthepackatbest;municipalpropertytaxesarecomparativelyhigh.

• SaintJohn&NewBrunswickarenot‘topofmind’;exampleofoil&pipelinecompanyCEOsnotawareofSaintJohn’sice-free,deepwaterportforcrudeexportuntilFrankMcKennaremindedthem.

• Airservice:We’reatleast2connectionsawayfrommajormarketsexceptToronto,MontrealandHalifax

18

WorkPlanInitiatives• LeadModularFabricationandprojectcargoinitiative.*• LeadForeignTradeZonedesignationinitiative.*• SupportLorneville Industrialsitedevelopment.*• Leadrenewableenergymanufacturingattractionproject.*• Developsmartgridmanufacturingopportunitiesstrategyandleadgeneration.*• Developinvestmentattractionvideo.*• Updatesectorsheets.*• Developanddeliverdatacentre marketingstrategy.*• PromoteBrickParkknowledgecluster.• Re-energizedevelopmentoftheHealth&LifeScienceInnovationClusteratTuckerPark.• Developandmanageleads(includesattendingstrategicconferences).• Managerequestsforinformation(RFI).• Organizesitevisits.• Accompanypartnersonvisittohigh-impactclients.• CoordinateSaintJohninvestmentattractionteam.• Providecustomizedservicesasrequired.• DevelopandbeginimplementationoftalentdevelopmentandrecruitmentplaninpartnershipwithONB.*• DevelopourSmart&ConnectedCommunityDataInfrastructure(multi-yearproject)*


Theseinitiativesareinour2017WorkPlan.*Asteriskdenotesleveragedfunding

19

ManagingtheLeads

• EnterpriseSaintJohntypicallymanagesa‘funnel’of60+files,with12+filesatthemostpromisingstage.


- ONBandEnterpriseSaintJohncollaboratecloselyinmanagingtheSaintJohnfunnel- EnterpriseSaintJohnengagesandworkswithlocalandregionalpartners(e.g.,PortSaintJohn,SaintJohnIndustrialParks,local/regionalbusinesses)tosupportincominginvestmentopportunities.

20

ExceptionalCustomerService• Welcomeservicesfor

new/prospectiveinvestors– Sitevisitcoordination– Engagementwithbusiness&

governmentleaders– Customizedinformationpackages– Confidentiality/respectfor

investorprivacy

• Timelyresponsetopartner/prospectinquiries


AlignmentofEconomicDevelopmentPartners


CustomersSuppliers

BusinessPartnersInvestorsNetworks

22

AlignmentofEconomicDevelopmentPartners


AkeystrategyforEnterpriseSJistoleveragethenetworksandconnectionsthatourkeyindustrieshavewithcustomersandsuppliersaroundtheglobetocreateawarenessofSaintJohnasagreatplacetoinvestanddobusiness.e.g.IrvingOil,JDI,Moosehead(Industrial),PortSJ,SaintJohnIndustrialParks,NBRail,DPWorld(Logistics),TD,MarinerPartners,BellAliant,consultancies&lawfirms(services)

OurMOUwithONBallowsustohelpthemaccomplishtheirgoals,whilemakingiteasierforthemtoenticeinvestorstoSaintJohn

Ourfundingpartnersingovernment(ACOA,GlobalAffairsCanada,ONB,RDC)provideusresourcesthatcanbeleveragedtotoimproveourcompetitiveprofileasaninvestmentdestination

23

Summary• InvestmentReadinessisultimatelydefinedbytheprospectiveinvestor

– Highlycompetitive

– Situation-dependent

• SaintJohnhascorestrengthsandacompetitivevalueproposition

• FrameworkforSuccess

– ExceptionalClientservice

– 80/20FocusforEconomicDevelopment

– AlignmentofEconomicDevelopmentPartners

– FormalpartnershipwithOpportunitiesNewBrunswick

• “Smart”and“Connected”areourkeystosuccess


Population Growth Strategy

International Newcomer Stream

Inter/Intra-Migration Stream

Roadmap for Smart Growth

Employment Strategy Tax Base Strategy

Growth and Community Development

Local Immigration Partnership

Council

Working Group

Coordination with partners

Working Group

Actions Actions Actions

Actions Actions Actions

Growth Committee/Common Council

Enterprise Saint

John

Aligned Real

Estate Practice

25

‘Population’ in Population Growth

Local residents:

Seniors (65 years+)

Adults (36-64 years)

Young adults (19-35 years)

Youth (13-18 years)

Children (12 years and younger)

Inter/Intra-provincial migration

Newcomers:

Permanent residents (i.e., immigrants & refugees)

Temporary residents (i.e., study visa; work permits)

2

26

Saint John Local Immigration Partnership

Duyen Nguyen, PhD Wednesday, July 5, 2017 27

Presentation Outline

Local Immigration Partnership (LIP) 101

Mission & History

Organization & Governance structure

How can the LIP benefit the City of Saint John?

What could SJLIP look like?

Population Growth in Saint John

Potential population growth (proxy) indicators, measures, & source of data

How to proceed to develop annual population growth targets

LIP (tentative) work plan, timeline, & deliverables

4

28

What is a Local Immigration Partnership?

LIP is a collaborative community initiative aimed to improve newcomers’ settlement and integration outcomes

Integrate newcomer and community needs

It is guided by community-level research and the LIP Council

It supports two-way street model (i.e., value what newcomers can do for the community, and what the community can do for newcomers)

It enhances collaboration, coordination, and strategic community planning

It engages and helps stakeholders strengthen their capacity to innovate and create systemic change, in order to address complex and multi-faceted newcomer needs

It is an incubator for ideas, measuring trends, identifying needs, and mobilizing the appropriate community resources to meet those needs

5

29

How did the LIP come about?

Realization that newcomers are a valuable segment of the population that contribute in many ways to the community

Newcomers need assistance to help get settled and integrated in their community

Realization top-down approach doesn’t work

It is the communities that are responsible to help newcomers settle and integrate into their new home, therefore communities were given the capacity to direct their own actions

Recognition that large-scale social change is a result of better cross-sector coordination rather than the isolated intervention of individual organizations

The first LIP was created in Ontario in 2008

Currently 77 LIPs across Canada, 3 in NB (Saint John (2017); Fredericton (started 2015) & Moncton (started 2015)

6

30

What do we mean by ‘newcomer’?

Newcomers = Permanent Residents

Immigration Refugee Protection Act defines 3 basic categories of permanent residents:

1) Family Reunification

2) Contributing to economic development (economic development)

3) Protecting refugees (Government assisted; Private sponsorship)

Temporary Residents:

1) International students

2) Foreign workers

7

31

• Creating a welcoming community for newcomers

• Helping newcomers navigate the system

• Enrolling children in school

• Language/Vocational training

Settlement

• Social inclusion events

• Community & civic engagement

• Reducing racism and improving cultural understanding in the community

Integration • Permanent, full-time

employment

• Building and raising a family

• Purchasing a forever home

Retention

Process of Increasing Saint John’s Newcomer Population Growth

8

32

LIP Alignment with Council’s Priorities 2016-

2020

Priority: Growth & Prosperity

GrowSJ

Promoting Saint John as a community to live, work, and play (growing residential tax base)

Strong Economy

Create a competitive business environment

Support the retention and attraction of businesses that create job opportunities

Priority: Vibrant & Safe City

Great neighbourhoods

Ensuring the delivery of efficient public safety services address the evolving needs of a growing community

Vibrant City

Enhancing the cultural acceptance and expression/sharing in Saint John

9

33

How can the City of Saint John participate in the LIP? 10

34

LIP P

roject M

anager

LIP Council (10-15 members)

Typical involved stakeholders: Municipality; Provincial gov’t; Settlement agencies; Ethno-cultural & Faith-based groups; Post-secondary institutions; School board; First-responders; Social/Community services; Health network; Library; Employers; Professional associations; Boards of trade

Newcomer Advisory Group

Enhance business

settlement services for newcomers

Fostering newcomer-

friendly services

(e.g., more ESL options;

cultural inclusion

training for teachers)

Employment Welcoming community

Research & Metrics

Entrepreneurship

Improving tracking and

measurement of newcomer

retention results

Streamline recruitment & bridging programs (e.g., AIPP,

Prov. Nominee

Prg; verifying

credentials)

Create mentoring

& internship programs for int’l

students

Strategize attraction

and support services for economic

newcomers

11

35

12

36

IRCC (2017)

13 IRCC Expectations of the LIP

37

Federal & Provincial Government

Immigration Refugee Citizenship Canada (Fed)

Atlantic Immigration Partnership (Fed)

Population Growth Division, Employment and Learning, Post Secondary, Training and Labour (Prov)

Opportunities New Brunswick (Prov)

Noulab (Prov)

City of Saint John

Growth Committee

Communications Growth and Community Development

Various municipal service areas

Various City’s agencies, boards and commissions

Settlement, Cultural, Religious, & Community Agencies / Associations/ Organization

HDC –LIP Agreement Holder

Saint John Multicultural Newcomer Resource Centre; New Brunswick Multicultural Council; PRUDE

YMCA Faith-base organizations (e.g., Catholic; Baptist; Muslim)

Ethno-cultural associations (e.g., Greek Community; Syrian Community)

Other Employment & business agencies (e.g., Enterprise SJ; Employment Counselling services; AHS)

Major employers; Private sector companies

Anglophone South School District; Francophone school district; UNB Saint John; NBCC

Health network; First responders (e.g., police); Community services (e.g., food bank)

Library

38

Developing Population Growth Indicators & Measures

Clearly defining our goal & objectives:

SMART: Specific, Measurable, Attainable, Relevant, Time-bound

What does success look like?

What is our baseline? What do we know about Saint John’s population?

Demographics? Newcomer trends?

Issues impacting newcomers settling/integrating into Saint John?

Do we have valid and reliable data? Do we have current data?

Gathering necessary data for evidence-based decisions:

Taking stock of existing data

Gathering new data

Newcomer needs assessment; Asset mapping; Environmental scan / Gaps analysis; Community engagement forums; Surveys; Interviews; Focus groups

Synthesizing results & making a recommendations report

15

39

Existing baseline data & sources

Total Permanent Residents by Province

Province 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

NLFD 508 546 616 606 714 682 731 825 896 1122

PEI 565 992 1443 1723 2581 1731 1088 998 1626 1190

NS 2586 2523 2651 2424 2406 2138 2342 2529 2670 3403

NB 1646 1643 1856 1913 2125 1967 2213 2019 2837 2578

How is New Brunswick doing in attracting permanent residents?

16

(IRCC, 2016) 40

Existing baseline data & sources cont’d

How is Saint John doing in attracting permanent residents?

17

IRCC (2016)

Total Permanent Residents by Province and Urban Area

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Saint John CMA 547 523 560 585 655 474 678 438 726 697

Moncton 262 345 365 479 424 470 528 535 810 845

Fredericton 486 409 544 493 563 581 657 612 919 647

Rest of NB 351 366 387 356 483 442 350 434 382 389

Total NB 1646 1643 1856 1913 2125 1967 2213 2019 2837 2578

41

Existing baseline data & sources cont’d

Permanent residents broken down by class:

18

IRCC (2016)

Admissions of Permanent Residents by Province and Census Metropolitan Area (CMA) of Intended Destination and Immigration Category

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Family class 45 55 50 40 30 50 60 65 60 45

Economic immigrants 445 390 455 505 555 355 555 340 600 530

Refugees 50 70 55 40 65 65 55 30 60 125

Other 5 5 -- 5 -- -- 5 0 0 --

Total Saint John 545 525 560 585 655 475 675 440 720 695

• Reuniting families (NB 9%; Canada 20%) • Contributing to economic development (NB 79%) • Protecting refugees (NB 12%)

42

Potential (proxy) Indicators, Measures, & Data Sources

Population Growth

General Population Medicare registration

Youth Public school enrollment

University/Trade enrollment

Adults Service Canada (e.g., licenses &

identification cards)

Government assisted refugees iCare data

2016 StatsCan census data Will be released Oct 25, 2017

Settlement & Integration

Economic health (Un)employment rates

Business development

Property purchases

Bank financial records

Physical health

Mental health Life satisfaction

Social Inclusion Welcoming community

Opportunities for social and civic engagement

Increased cultural competency

19

43

How to proceed to develop annual newcomer population growth targets

Moving forward we must:

Gather valid & reliable baseline data:

Data from newcomers and community regarding settlement and integration needs and barriers

Develop a strategic plan

Understanding what are the key targets we have most control over and make the most impact

Have partners agree on the priority of the targets

Accountability

Monitoring and evaluation our progress and learning from past experiences

20

44

21

Objective Actions Deliverables Timeline

Community education & outreach

Inform community members of LIP and importance of newcomers through various forms of media

Increased community awareness & buy-in of LIP

Ongoing

Form a LIP Council Identify & engage potential stakeholders

2017

Draft & Finalize T.O.R. 2017

Conduct several meetings with LIP council

2018

Gather valid and reliable data regarding newcomer and community needs

Identify & engage newcomers 2017-2018

Gather newcomer needs & barriers from newcomers

Complete asset analysis, gap analysis, needs assessment, surveys, & focus groups – Data will be used for City’s Nov deliverable (inventory of immediate actions & preliminary environmental scan

2017-2018

Gather newcomer needs & barriers from the community

2017-2018

Synthesize research results Recommendation report for LIP Council

2017-2018

Develop a LIP strategy Presentation recommendation report to LIP Council for review & feedback

LIP strategy finalized & identified working groups

2018

Form Work Identify & engage stakeholders Form work groups 2018

45

Duyen Nguyen, PhD

Project Manager, Local Immigration Partnership

Human Development Council

Email: [email protected]

Phone: 506.799.2317

22

46

GROWTH COMMITTEE REPORT

M&C No. # found on Sharepoint

Report Date June 28, 2017

Meeting Date July 05, 2017

Service Area Growth and Community Development Services

His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Strategic Land Committee: Additional municipal properties to be

pursued in 2017 OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION

Primary Author Commissioner/Dept. Head City Manager

Phil Ouellette Jacqueline Hamilton Jeff Trail

RECOMMENDATION Staff recommend that the Growth Committee receive and file this report.

EXECUTIVE SUMMARY The Roadmap for Smart Growth has identified six municipal properties to be

reviewed and pursued in 2017, but the Roadmap also indicates that a total of ten

properties will be reviewed and pursued in 2017. This report provides insight to

the Growth Committee on four additional municipal properties that Staff

recommend are feasible to review and pursue in 2017, which are in addition to

the six municipal properties outlined in the Roadmap.

PREVIOUS RESOLUTION Saint John Common Council adopted the Roadmap for Smart Growth on Monday

March 27th, 2017, which includes Action Item #40: “Deliver development

strategy for 10 high-profile municipal properties.”

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

positive and supportive city. We grow in a smart way and attract talent,

47

- 2 -

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.” Finally, Saint John Common Council adopted

the Roadmap for Smart Growth on Monday March 27th, 2017.

REPORT Action Item #40 of the Roadmap for Smart Growth reads “deliver development

strategy for 10 high-profile municipal properties,” which is projected to be

completed by December 2017. The Roadmap has already identified six out of the

ten municipal properties to be reviewed and pursued in 2017, including: Tucker

Park, former Lantic Sugar site, Sandy Point Road, existing parking lot on the

corner of Canterbury and Princess, former Jelly Bean Buildings and Synagogue.

In order to identify the four additional municipal properties that should be

reviewed and pursued in 2017, the City’s Strategic Land Committee has been

meeting frequently since January 2017 to enhance the City’s coordination of

strategic real estate opportunities. This committee is comprised of the following

interests: City Manager, Commissioner of Growth and Community Development

Services, Commissioner of Finance and Administrative Services, Growth and

Community Planning team, Real Estate Division, Saint John Waterfront

Development and the Director of Strategic Real Estate Services.

The Strategic Land Committee had contemplated the pursuit of two properties

prior to the publication of the Roadmap for Smart Growth, and have since

initiated due diligence and necessary next steps. These two properties are the

former Peel Plaza Office property as well as the property on the corner of

Grannan Lane and Canterbury Street. Since that time, the Peel Plaza Office

property has a signed agreement of purchase and sale and the

Grannan/Canterbury site has been promoted to the marketplace with a request

for proposals.

In addition to the two above municipal properties, the Strategic Land Committee

is proposing 90-102 Mecklenburg Street as well as 45 Boars Head Road to finalize

the list of ten municipal properties to be reviewed and pursued in 2017. The

Committee feels there is potential market interest in both properties, and

believe both properties are great opportunities to generate new tax base growth

for the City of Saint John.

48

- 3 -

SERVICE AND FINANCIAL OUTCOMES The objective through the Roadmap for Smart Growth to pursue and review key

parcels of municipal property is to investigate the potential of suitable

development opportunities in order to generate tax base growth for Saint John.

INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report and the correspondence focus of the 10 municipal properties to be

pursued in 2017 was supported by the Strategic Land Committee, comprised of

the following colleagues: City Manager, Commissioner of Growth and

Community Development Services, Commissioner of Finance and Administrative

Services, Growth and Community Planning team, Real Estate Division, Saint John

Waterfront Development and the Director of Strategic Real Estate Services.

ATTACHMENTS Roadmap Strategic Land Assignment Map for 90-102 Mecklenburg Street and 45 Boars Head Road

49

Roadmap Strategic Land Assignment

# PROPERTY DEADLINE (Roadmap)

STATUS

1 Canterbury/Princess (Roadmap action item #25)

March 2017 RFP launched, site will be marketed in conjunction with Grannan , still open to interest from marketplace, installing ‘for sale’ sign

2 Jelly Bean Buildings (Roadmap action item #27)

May 2017 Completed

3 Synagogue (Roadmap action item #31)

June 2017 Completed

4 Sandy Point Road (Roadmap action item #30)

June 2017 Due diligence phase Report being prepared for August Growth Committee meeting Proceeding with market highest and best use study

5 Tucker Park (Roadmap action item #38)

November 2017 Due diligence phase

6 Former Lantic Sugar Site (Roadmap action item #39)

December 2017 Due diligence phase Further investigation scope of environmental issues Will be supported through Neighborhood Planning exercise

7 Peel Plaza Office Site May 2017 Accepted offer

8 Canterbury/Grannan June 2017 RFP Launched (deadline July 21st)

9 90-102 Mecklenburg December 2017 Due Diligence, coordination with Neighbourhood Planning process to identify best use No initial concerns from various operational units within City Identify suitable replacement site for recycling bins

10 45 Boars Head Road December 2017 Due Diligence Will require discussions with neighbour as well as application to remove LPP designation

50

DRAFT GROWTH COMMITTEE MEETING AGENDA August 1st, 2017

11:00 AM to 2:00 PM Agenda Items

1. Sandy Point Road development recommendation (September 6th as an alternate)

2. Proposed additions to Roadmap for Smart Growth

3. Growth Reserve Budget Allocation

4. Real Estate Alignment Exercise Final Report

5. Outcome of Value Proposition Exercise

53




His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Beautification Grant Program – Budget Request OPEN OR CLOSED SESSION This matter is to be discussed in open session of the Growth Committee. AUTHORIZATION


Jeffrey Cyr Phil Ouellette/Jacqueline Hamilton

Jeff Trail

RECOMMENDATION That the Growth Committee recommends to Common Council to allocate an additional $25,000 to the Beautification Grant Program 2017 budget rom the remaining Growth Reserve Fund. STRATEGIC ALIGNMENT As a priority related to Growth and Prosperity, Council identified driving

development in accordance with PlanSJ as a key outcome. The return on investment

of the Urban Development Incentives and Beautification Grant Programs are an

indicator of success in achieving this priority. REPORT The Beautification Grant Program was adopted as a small complementary program to

the Urban Development Incentives program with the goal of enhancing the curb

appeal of properties in areas outside of heritage district in the South End and

Waterloo Village neighbourhoods. It pays 35% of property owner’s costs for

improvements made to street facing building facades and front yard landscaping, up

to a maximum of $4,000. In its first year, the program leveraged approximately $2.50

in private sector spending for every $1 provided in grant funding.

In 2017, the program has awarded 16 grants, worth a total of $45,000 in grant

funding and roughly $150,000 in reinvestment into building facades in the target

neighbourhoods. As the program budget of $50,000 has largely been committed and

several new applications have been submitted in June 2017, a request is being made

for an additional $25,000 to accommodate funding for new applications received for

the July meeting of the Beautification Grant Committee.

54

- 2 -

2017 Approved Beautification Grants

Property Value of Work Grant

Awarded

109 St. James Street $4,695.00 $1,643.25

109 Union Street $3,000.00 $1,050.00

22-26 Germain Street

$18,000.00 $4,000.00

223 Princess Street $5,948.00 $2,081.80

236 - 238 Duke Street

$12,000.00 $6,000.00

27 Garden Street $4,275.00 $1,496.25

10 Mecklenburg $13,000.00 $4,000.00

12 Mecklenburg $13,000.00 $4,000.00

14 Mecklenburg $13,000.00 $4,000.00

178 Queen Street $2,400.00 $840.00

209 Queen Street $6,700.00 $2,345.00

230 Princess $16,025.00 $4,000.00

2-4 st. James $25,000.00 $6,000.00

277 - 279 Charlotte $2,000.00 $700.00

293 Crown $7,074.00 $2,475.90

72 Coburg Street $1,400.00 $490.00

Total $147,517.00 $45,122.20

55


M&C No. # found on Sharepoint



Service Area Growth and Community Development Services

His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Committee Report Market Study Sandy Point Road.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION


Phil Ouellette Jacqueline Hamilton Jeff Trail

RECOMMENDATION That the Growth Committee recommends to Common Council to allocate a maximum of $6,000 to finance the maximum and best use market study for potential development at PID #00418129 on Sandy Point Road from the remaining Growth Reserve Fund.

EXECUTIVE SUMMARY Staff believes there is value in pursuing a third-party market study on the

maximum and best use of PID #00418129 on Sandy Point Road to support the

eventual staff recommendation, expected in August 2017, for potential

development on the municipally-owned parcel of land.

PREVIOUS RESOLUTION Saint John Common Council adopted the Roadmap for Smart Growth on Monday

March 27th, 2017, which includes Action Item #30: “Review and pursue Sandy

Point Road municipal property development opportunities.” In addition, on June

6th, 2017, the Growth Committee adopted the following resolution: “Direct the

City Manager to report back to the Growth Committee by August 2017 with a

detailed assessment of and associated recommendation respecting the possible

development of PID #00418129 on Sandy Point Road.”

STRATEGIC ALIGNMENT

56

- 2 -

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

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.” Finally, Saint John Common Council adopted

the Roadmap for Smart Growth on Monday March 27th, 2017.

REPORT Staff are pursuing further due diligence on PID #00418129 on Sandy Point Road

in order to bring forward a recommendation to the Growth Committee in August

2017. In the event that staff recommend to proceed with development on the

site, there will be an immediate need to define what type of development is

most likely to bring-in the best and maximum use of the site as well as what

corresponding zoning is needed to entice that type of development. The market

study is expected to review demographic, development, housing trends, building

permit data, neighborhood-based considerations and initial interaction with

developers who may consider development on the site. In addition, the study

may also include an on-site examination to determine the level of additional

preparatory site work needed to proceed with development.

SERVICE AND FINANCIAL OUTCOMES The objective through the Roadmap for Smart Growth to pursue and review key

parcels of municipal property is to investigate the potential of suitable

development opportunities in order to generate tax base growth for Saint John.

INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was supported by the Strategic Land Committee, comprised of the

following colleagues: City Manager, Commissioner of Growth and Community

Development Services, Commissioner of Finance and Administrative Services,

Growth and Community Planning team, Real Estate Division, Saint John

Waterfront Development and the Director of Strategic Real Estate Services.

57

- 3 -

ATTACHMENTS N/A

58

city of saint john growth committee - open session agenda · 2017-07-04 · city of saint john...

Documents