Post on 11-Aug-2020
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)
PotentialEntrepreneurs
750studentsandyoungpeoplereached
437
Start-UpsandExistingEntrepreneurs
20startups40jobs
9startups9jobs
HighPotentialBusiness
500newandretainedjobs
300
ExternalInvestors
250newjobs 77
Overall 75%ofobjectivesandworkplandelivered
Ontrack
**Q2ResultsWillBePublishedbyJuly31,2017
2
GrandBay-Westfield� Quispamsis � Rothesay � St.Martins� SaintJohn
EnterpriseSaintJohn2017Workplan
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
KPI’s(2017) Q1Actual(estimated)
PotentialEntrepreneurs
750studentsandyoungpeoplereached
437
Start-UpsandExistingEntrepreneurs
20startups40jobs
9startups9jobs
HighPotentialBusiness
500newandretainedjobs
300
ExternalInvestors
250newjobs 77
Overall 75%ofobjectivesandworkplandelivered
Ontrack
**Q2ResultsWillBePublishedbyJuly31,2017
3
GrandBay-Westfield� Quispamsis � Rothesay � St.Martins� SaintJohn
2017StrategicFocus
KPI’s(2017) Q1Actual(estimated)
PotentialEntrepreneurs
750studentsandyoungpeoplereached
437
Start-UpsandExistingEntrepreneurs
20startups40jobs
9startups9jobs
HighPotentialBusiness
500newandretainedjobs
300
ExternalInvestors
250newjobs 77
Overall 75%ofobjectivesandworkplandelivered
Ontrack
EnterpriseSaintJohn2017Workplan
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)
**Q2ResultsWillBePublishedbyJuly31,2017
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Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John
Enterprise Saint John 2017 Workplan
5
Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John
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
Start-ups and Existing Entrepreneurs
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
Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John
Strategic Focus (ESJ plan)
Enterprise SJ Initiatives
City Alignment Status Comments/Notes:
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
High Potential Businesses
External Job attraction New & Retained Jobs
Change in numbers of businesses in the city
ESJ KPI: 250 job
ESJ KPI: 500 Jobs
High Potential Businesses
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
High Potential Businesses
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.
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Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John
Enterprise SJ/ONB Initiatives
City Alignment Status Comments/Notes:
High Potential Businesses
Atlantic Immigration Pilot Project
Attracting immigration/retention, Strengthening partnerships with ACOA, GNB, private sector
Potential source for labour/growth
High Potential Businesses
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
High Potential Businesses
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
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Grand Bay-Westfield � Quispamsis � Rothesay � St. Martins � Saint John
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
Start-ups and Existing Entrepreneurs
New start-ups 20 start ups 150 start ups
New jobs 40 300
High Potential Businesses
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
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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%.
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GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
1. Attractinginvestmentisthegoalofvirtuallyeverystate,provinceandmunicipalityinNorthAmerica.Lotsofcompetition.
2. Therearemanysourcesofinformationonhowtocompete– weincorporatebestpracticesineconomicdevelopment.
3. Thetrickistounderstandhowwecompareonthe‘tablestakes’coreissues,thenmaximizethevalueofour‘keydifferentiators’intheeyesofthepotentialinvestorthroughacustomized,well-craftedstatementofourvalueproposition.
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ImportantCriteriaCriteria
AvailabilityofSkilledLabour
TransportationInfrastructure
LabourCosts
ProximitytoMajorMarkets
GovernmentIncentives
Availabilityofland/buildings
EnergyAvailability&Costs
ProximitytoSuppliers
TrainingPrograms/TechnicalSchools
Taxes
Communications&ITInfrastructure
• Basisofcomparisoncanberegional,nationalorinternational
• SaintJohn‘rating’canvarydependingoninvestorpriorities
• Wehavemorecontroloverourratingagainstsomecriteriathanothers
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn13
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
• Torontohasa‘localmarket’of>5MillionpeopleBUTSaintJohniswithinaday’ssail/rail/transportof>50Millionpeople– ouradvantageordisadvantagedependsonthecontext
• If‘energy’meanselectricity,wecompareverywellagainstMassachusetts,lesswellagainstQuebec.Naturalgasavailabilityandrelativecostissomewhatproblematic.
• SaintJohnhasaskilledlabourforceandexcellenttraining/educationalinstitutionsBUTourlabourforceisrelativelysmall,andalargeinvestorcanquicklydrawdownavailabletalent– availabilityofskilledworkersisasignificantissueforus.
ImportantCriteria- Context
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ConnectedCommunityPositioning• Wewantto“bewherethepuckisgoing”not“whereitisnow”
• TechnologyStrength
– Thisreflectswhereindustry&investmentaremoving
– Reducesanydisadvantagew.r.t.distancefrommajormarkets
• PeopleStrength
– Wecanbringtogetherseniorleadersfromgovernments,keyindustriesandourcommunitytosupportnewinvestors
– Theiraccessibility,commitmentandsupportareatrue“keydifferentiator”
• StrategicLocation
– AbridgebetweenNorthAmericaandtheWorld
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
Weareextendingourdatainfrastructureinawaythatwillattractinvestmenttoourregionandsupportourexistingcompaniesinbecomingmorecompetitive.
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SaintJohnStrengths
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
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
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SaintJohnStrengthsLand
• Stockofdevelopment-readyland,andbuildings
– someissuesexistwithrespecttoservices&supportinginfrastructureaswellaspermittingforsomeapplications
Climate
• Temperateclimate,withoutextremeheatorcold
– Importantforsomeapplicationssuchasdatacentres
• Stablepoliticalenvironment,ruleoflaw
• SectoralStrengths
– Forestry,petroleum,ICT,advancedmanufacturing,…
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn17
Gaps• Skilledworkforceavailability
– Manyexistingcompanieschallengedtofindtherighttalent
– Impactsourabilitytoattractnewinvestment
• Wearenotalow-taxjurisdiction,norcanweoffertherichestincentives
• Marketawareness/perception
• Airservice
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
• Provincialcorporationtaxratesmiddleofthepackatbest;municipalpropertytaxesarecomparativelyhigh.
• SaintJohn&NewBrunswickarenot‘topofmind’;exampleofoil&pipelinecompanyCEOsnotawareofSaintJohn’sice-free,deepwaterportforcrudeexportuntilFrankMcKennaremindedthem.
• Airservice:We’reatleast2connectionsawayfrommajormarketsexceptToronto,MontrealandHalifax
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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)*
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
Theseinitiativesareinour2017WorkPlan.*Asteriskdenotesleveragedfunding
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ManagingtheLeads
• EnterpriseSaintJohntypicallymanagesa‘funnel’of60+files,with12+filesatthemostpromisingstage.
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
- ONBandEnterpriseSaintJohncollaboratecloselyinmanagingtheSaintJohnfunnel- EnterpriseSaintJohnengagesandworkswithlocalandregionalpartners(e.g.,PortSaintJohn,SaintJohnIndustrialParks,local/regionalbusinesses)tosupportincominginvestmentopportunities.
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ExceptionalCustomerService• Welcomeservicesfor
new/prospectiveinvestors– Sitevisitcoordination– Engagementwithbusiness&
governmentleaders– Customizedinformationpackages– Confidentiality/respectfor
investorprivacy
• Timelyresponsetopartner/prospectinquiries
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn21
AlignmentofEconomicDevelopmentPartners
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
CustomersSuppliers
BusinessPartnersInvestorsNetworks
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AlignmentofEconomicDevelopmentPartners
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn
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
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Summary• InvestmentReadinessisultimatelydefinedbytheprospectiveinvestor
– Highlycompetitive
– Situation-dependent
• SaintJohnhascorestrengthsandacompetitivevalueproposition
• FrameworkforSuccess
– ExceptionalClientservice
– 80/20FocusforEconomicDevelopment
– AlignmentofEconomicDevelopmentPartners
– FormalpartnershipwithOpportunitiesNewBrunswick
• “Smart”and“Connected”areourkeystosuccess
GrandBay-Westfield· Quispamsis· Rothesay· St.Martins· SaintJohn24
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
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‘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)
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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
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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
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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)
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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
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• 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
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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
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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
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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
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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
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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?
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(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
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Existing baseline data & sources cont’d
Permanent residents broken down by class:
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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%)
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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
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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
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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
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Duyen Nguyen, PhD
Project Manager, Local Immigration Partnership
Human Development Council
Email: duyen@sjhdc.ca
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,
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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.
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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
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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
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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
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GROWTH COMMITTEE REPORT
Report Date June 28, 2017
Meeting Date July 05, 2017
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
Primary Author Commissioner/Dept. Head City Manager
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.
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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
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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: 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
Primary Author Commissioner/Dept. Head City Manager
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
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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.
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ATTACHMENTS N/A
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