city of saint john growth committee - open session agenda · 2016-11-15 · city of saint john...
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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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