Charting our Renaissance True Growth 2.0, 2012
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John TABLE OF CONTENTS
From the Steering Committee of True Growth 2.0 - Charting Our Renaissance ...... 1
Executive Summary - Our Common Vision ...... 3
Our Competitive Advantage ...... 4
Priority Growth Sectors ...... 11
Implementation, Collaboration, Governance,...... 16 and Measurement
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John From the Steering Committee of True Growth 2.0 - Charting Our Renaissance
Saint John is not a stranger to change. The 21st century landed with a thud on A lot has happened in the intervening years since 2003. Economic, social and its doorstep, hollowing out what had been the heart of its industrial origins. technological change is ever-present, creating a highly disruptive environment Lantic Sugar closed, the frigate program ended, Saint John Shipbuilding was that presents an equal mix of challenges and opportunities. Over the past de- shuttered and the Port saw container traffic fall. Between 1989 and 2003 Saint cade there have been a number of significant wins: John had the biggest loss of manufacturing jobs anywhere in Canada – 26 per cent. On top of this, the economic challenge post-2008 was felt in most, if not s 4HROUGH A DETERMINED COMMUNITY EFFORT WE LANDED THE $ALHOUSIE all, North American cities, and Saint John was no different. But we were not to New Brunswick medical school, which is giving rise to a promising be beaten. During this same period, our region also recorded the third largest knowledge cluster in the heart of the Tucker Park campus at UNBSJ. gain in the service sector – 8 per cent. Not nearly enough to offset the loss of those manufacturing jobs but it was double the national average. This was the s 7E HAVE SEEN THE EMERGENCE OF A VIBRANT )#4 SECTOR DRIVEN BY INNOVATIVE starting point for what became True Growth, an innovative regional develop- entrepreneurial start ups that have garnered the attention of global ment strategy that drew on Saint John’s deep networks to drive business, social technology leaders, a testament to the resident talent of our region. and cultural development. s "UILDING ON A CHANCE OF A STORM STAYED SHIP 3AINT *OHN NOW BOASTS TWO The strategy, launched in 2003, was led by the mayors of the region’s five com- state-of-the-art cruise ship terminals. We proudly welcome leading munities – Grand Bay-Westfield, Quispamsis, Rothesay, St. Martins and Saint international cruise lines and passengers from around the globe, and are John (“the Saint John Community”) – through their economic development now investigating the potential to be a homeport. In addition, progress agency: Enterprise Saint John. This was dramatic change in how our region in completing the Fundy Trail has consolidated Saint John’s positioning as did business. Recognizing that the whole is greater than the sum of its parts, the gateway city to the Bay of Fundy, one of the world’s natural wonders. we opted to no longer compete, rather, we chose to work together toward a common goal. Initially it was built upon three interconnected themes: the s $ESPITE GLOBAL INDUSTRY CHALLENGES IN THE ENERGY SECTOR 3AINT *OHN IS HOME economy, social development and culture. Soon, a fourth, the environment, was to a robust private sector energy cluster that generates close to $10 added. Overlaying these themes were four priority sectors, which were identi- billion in exports for New Brunswick and a growing public sector energy fied through community consultation and the work of sector experts, as having presence that includes Efficiency New Brunswick, the New Brunswick the greatest potential for growth. These were: energy and advanced manufac- Department of Energy and Mines and the New Brunswick Energy and turing, health and life sciences, tourism, and information and communications Utilities Board. technology (ICT).
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 1 In support of this progress, a number of community networks have developed: Repeatedly we were told that the region’s strength lay in the willingness of peo- ple to work together and collaborate on growth initiatives, across networks, to s )#4 AND ENTREPRENEURSHIP 0ROPEL)#4%MERGING %NTREPRENEURS 7ALLACE achieve both business success and broader, social goals. Again the key theme McCain Institute); heard was the need for our communities to attract and retain people, ideas, and s 5RBAN PROFESSIONALS &USION5PTOWN 3AINT *OHN investment and the necessity of a focused plan to achieve those goals. s 3OCIAL DEVELOPMENT 6IBRANT #OMMUNITIES 3AINT *OHN /.% #HANGE The desire of the Saint John regional community to refocus and enhance its 0ULSE#RESCENT 6ALLEY economic development strategy comes just as the federal and provincial gov- s #ULTURE 3AINT *OHN #OMMUNITY !RTS "OARD!2# F3AINT *OHN Multicultural ernments are also rethinking how they deliver economic development servic- and Newcomers Resource Centre); es. The Atlantic Canada Opportunities Agency (ACOA) and the Government of s 4OURISM 3AINT *OHN $ESTINATION -ARKETING#RUISE 3AINT *OHN New Brunswick have traditionally been funding partners for New Brunswick’s s !PPLIED RESEARCH 4UCKER 0ARK +NOWLEDGE #LUSTER AND Enterprise Network. Recent structural changes have removed both levels of government from the funding model of community-based economic devel- s "USINESS DEVELOPMENT WITHIN THE %NERGY SECTOR !TLANTICA #ENTRE FOR %NERGY opment agencies. While this was initially a cause for concern expressed by a These joined other, longer-established organizations such as the Saint John number of those consulted, it was also identified as an opportunity for Saint Board of Trade, Saint John Industrial Parks, YMCA-YWCA, Atlantic Coastal Action John to design a community-led development agency, with full support from 0ROGRAM !#!0 3AINT *OHN THE +6 #HAMBER OF #OMMERCE THE "USINESS #OM- our municipalities and industry partners. munity Anti-Poverty Initiative (BCAPI), the Human Development Council, Saint The True Growth 2.0 steering committee believes strongly that over the com- John Waterfront Development and the Saint John Community Foundation. ing decade, Saint John’s opportunity lies in building upon the innovative, con- Together, these and other community networks form an interconnected system; nected, and cooperative nature of our region and in linking communities of what began a decade ago with one organization has become an innovative interest across our targeted growth sectors with a strong focus on urban de- regional development strategy that drew on Saint John’s deep networks to di- velopment, aligned with PlanSJ. It is what earned Saint John the designation as versify the economy and drive business, social and cultural development. This one of the world’s Top 7 Intelligent Communities in 2012, it is what allowed us strategy has been, and will continue to be, a community effort. It is designed to deliver on the goals of the original True Growth Strategy. It will be our com- to be the economic development strategy for PlanSJ as well as all our regional petitive advantage as we continue to work together to attract people, ideas municipalities’ municipal plans. This economic development strategy is meant and investment in this, our 21st century renaissance. to align and integrate with other important community plans in the making (so- cial, environmental, cultural). Recent global trends have introduced new challenges into our environment. In the true spirit of community, the region has come together to adjust our strat- Dr. Shelley Rinehart (Chair) Neil Jacobsen egy to meet these challenges. The Steering Committee has spent four months meeting and engaging with subject matter experts and community leaders to consider how to renew, refresh, and update Saint John’s regional development strategy. We asked for input to help identify key growth and development themes, which will drive our region forward. $ALE +NOX 3HAWN 0ETERSON
“Our research indicates that many small and medium sized cities around the world will emerge as the primary centers for innova- tion over the next couple of decades. We believe that based on Saint John’s assets, creativity and connectivity together with it’s track record to develop and nurture innovators which led to it’s Top 7 Intelligent Community Forum designation, that it is well positioned to be one of those global centers” - Lou Zacharilla Co-Founder, Intelligent Communities Forum, New York. 2 Executive Summary OUR COMMON VISION: We are an urban centre that drives the economic prosperity of our province, where…
s IDEAS THRIVE AND VIBRANT COMMUNITY NETWORKS mOURISH s CREATIVITY AND INNOVATION DRIVE INVESTMENT AND s UNIQUE CULTURAL AND HERITAGE ASSETS CREATE AN ENVIABLE QUALITY of life, attracting new people to our distinctive neighbourhoods.
In order to realize this vision, we need to…
Fully leverage Saint John’s Competitive Advantage: Focusing our efforts in six (6) key Sectors: 1. Strategic Location 1. Health and Life Sciences 2. Partner in New Brunswick’s Urban Triangle 2. Information and Communications Technology 3. One of the World’s Top 7 Intelligent Communities !DVANCED -ANUFACTURING)NDUSTRIAL &ABRICATION 4. Collaborative Research and Learning 4. Energy 5. Diversified Economy 5. Financial, Insurance, and Professional Services 6. Affordable Living 6. Tourism
With a concentration on Five (5) Critical Economic Development Goals With a Community-driven Implementation Plan driven by a community- that will create an environment for sustainable growth: based economic development agency, tasked with: 1. Urban Development 1. Engaging the network of economic development-related agencies and 2. Transportation Hub organizations, as well as the community network of “Network 3. Labour Force Attraction, Readiness, and Retention Development Leads” and “Sector Champions”, who will be assigned for 4. Enhanced Entrepreneurial and Innovative Culture short-term roles to kick-start the process. 5. Integrated Community Communications Strategy 2. Creating an integrated community communications strategy, with a high level of community and stakeholder involvement, with particular focus on streamlining communications activities of all economic development agencies. 3. Working with the Mayors’ Task Force to determine the longer-term updated governance, funding, and operational structure of Enterprise Saint John that adequately meet the development needs of our community and delivers on the goals of True Growth 2.0.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 3 Our Competitive Advantage
Saint John is the industrial and financial centre of New Brunswick, building 2. New Brunswick’s Urban Triangle upon a 225-year history as a Maritimes trading hub. In developing a regional strategy, the True Growth 2.0 committee identified six competitive advantages Saint John, along with Fredericton and Moncton, form New Brunswick’s urban for Saint John to amplify as we tell our story to potential investors and resi- triangle. The opportunity for our regions to collaborate far outweighs any ben- dents. We need to fully leverage each of Saint John’s Competitive Advantages efit each centre would see on its own – collectively our scale, diverse workforce, to focus in on our priorities: education, and innovation are much more aligned to other mid-sized cities that have been experiencing growth and success, such as Canada’s Technology 4RIANGLE THE #AMBRIDGE +ITCHENER 7ATERLOO 2EGION OR .ORTH #AROLINAS 2E- 1. Strategic Location search Triangle Region. Here in New Brunswick, our collective urban population 2. Partner of New Brunswick’s Urban Triangle growth (from a percentage gain perspective) outpaced Montreal, Halifax and 3. One of the World’s Top 7 Intelligent Communities Winnipeg between 2001 and 2011. Furthermore, the New Brunswick urban tri- 4. Collaborative Research and Learning angle accounts for about 90 per cent of all immigrants to New Brunswick. Aver- 5. Diversified Economy age household discretionary income is 47 per cent higher than the rest of the province and the three urban centres contribute 43 per cent more in personal 6. Affordable Living income tax than the rest of the province. Over the past decade, we can claim all of New Brunswick’s net job growth – 23,400 jobs and while we also lost jobs, our overall employment growth rose while in the rest of the province it declined.
1. Strategic Location As our economies become more diversified, so too is our population base. We are home to the highest concentration of post-secondary graduates and Saint John is located in southwestern New Brunswick, on a natural harbour that our population is younger compared to the rest of the province. The Confer- connects the Bay of Fundy with the St. John River. It is just over 100 kilometres ence Board of Canada has concluded hub cities drive economic growth in FROM THE .EW "RUNSWICK-AINE BORDER AND IT IS WITHIN A DAYS TRAVEL BY LAND smaller communities faster than if those small communities went it alone. The or sea to all major markets in central Canada and the Atlantic seaboard in the importance of strong urban growth was also highlighted in a recent edition U.S. This geography enables Saint John to be a regional gateway, linking the of The Economist (Oct 27 - Nov 2, 2012 issue) where their Special Report on Maritimes with Atlantic markets in both North and South America, and beyond Technology and Geography highlights what can be described as no less than that, to Europe and the rest of the world. In the urbanization of the world’s population. The urbanization rate in the devel- the near-term, Saint John will further de- oped world is forecast to grow from 54.5% in 1950 to 85.9% by 2050, and from velop its role as New Brunswick’s industrial 17.6% in 1950 to 64.1% in 2050 in the developing world. The “lure of the city” transportation hub through its intermodal is transforming the world’s social, economic and cultural networks, and New system, which includes port, rail, road and Brunswick must fully embrace the global urbanization revolution if we are go- air. To fully realize this potential, we will ing to realize our full economic potential. need to work collaboratively with all levels of government and export-driven compa- *Graph to follow on next page nies across all sectors.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 4 Source: UN, The Economist (Oct 27 - Nov 2, 2012 issue): Special Report: Technology & Geography – Urban Life. Open-air computers, Cities are turning into vast data factories
This aligns with the work of David Campbell, who outlines below the stagnation of New Brunswick’s urban growth relative to the rest of Canada. He argues that it is urban growth that will drive provincial economic growth, and we there- fore need to increase our focus on the urban agenda in New Brunswick, with a collaborative effort across Saint John, Moncton, and Fredericton. Most impor- tantly, this does not have to be done at the detriment to our rural regions and economies, and it can be argued quite effectively that strong urban centres in New Brunswick will drive growth throughout the entire Province.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 5 3. Intelligent Community 4. Collaborative Research and Learning
Saint John was named one of the world’s Smart 7 Saint John is home to University of New Brunswick - Saint John (UNBSJ) and Intelligent Communities in the world by the Intel- New Brunswick Community College (NBCC) Saint John, which combined edu- ligent Communities Forum in early 2012. The des- cated about 3,800 students annually. These two post-secondary education in- ignation, awarded in recognition of Saint John’s stitutions have delivered programs to develop a trained workforce, including efforts to drive economic and social development Canada’s first e-commerce program, established at UNB Saint John in 1997. in the broadband economy, highlights the major More recently, both have expanded their applied research and training offer- elements that makes Saint John an innovative and ings, in collaboration with each other and on their own. For instance, at UNB connected community, including a robust start- Saint John, the Multi-Trophic Aquaculture System Group was instrumental up culture, public sector innovations such as intel- in establishing the aquaculture industry in the Bay of Fundy, and the Faculty ligence-led policing and energy efficiency, and its of Business is a national pilot site for the Small Business Internship Program, history as a broadband innovator, including being which provides students from both UNB and NBCC with business experience the first municipality in Canada to have full broad- and training. NBCC is building its capacity in the areas of applied research and band coverage, delivered by Bell Aliant, which, mobile first technology, leveraging existing strengths including its new $26- through FibreOp, offers customers the highest million E-building, which opened in September 2012. Most significantly, NBCC, broadband speeds in Canada. In addition to this, UNB Saint John, Dalhousie University and Horizon Health Network collabor- the importance of our vibrant and rich arts and atively form the Tucker Park research cluster, with a specialization in life sci- culture community in emerging as a centre for in- ENCES +EY TO THIS COLLABORATION IS $ALHOUSIE -EDICINE .EW "RUNSWICK $-." novation cannot be understated. In fact, in many centres, arts and culture has a medical school and potential physician recruitment tool because it enables become an important growth sector itself, and Saint John has grown signifi- New Brunswick students to study and practice at home. In addition to these cantly in this realm, which is a strong selling point for innovation and growth. educational institutions, Saint John is home to numerous privately-operated Saint John also boasts a strong francophone population, which, together with training institutions and skilled trades-specific training centres that are owned the growing multicultural face of our Community, provides the foundation we and operated by local unions, ensuring ongoing skill development and learn- will need to continue to grow. Immigration, particularly entrepreneurial immi- ing opportunities for a critical component of our workforce. Finally, with our gration will play an increasingly important role in delivering on our goals. high intake level of international students, primarily at UNBSJ, we have an ex- cellent pool of young, highly educated, self-starting individuals that will help us to grow our population and fill our workforce needs for years to come.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 6 5. Diversified Economy
Saint John’s roots are in shipping, which helped power its industrial base through the 20th century, anchored by goods-producing leaders in forestry, oil refining and food manufacturing. Over the past decade Saint John recorded significant growth in the service-producing industries, which now accounts for 77 per cent of employment. The most significant growth has come in tourism and food services, which has capitalized on the development of Saint John’s cultural and recreation venues, and in business services and ICT, which feeds Employment by Industry - June 2003 vs. June 2012 the transformation of our advanced manufacturing base into a knowledge- driven sector. Together these service sectors are shaping our region into a place Saint John CMA where creative, smart people can thrive.
*Source: Statistics Canada, APEC Outlook 2013 *Source: Statistics Canada, Jupia Consultants Inc
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 7 6. Affordable Living
Saint John offers a variety of housing and lifestyle choices within urban, sub- urban and rural settings. Saint John has the highest concentration of per- sonal wealth in New Brunswick. For people reporting income over $100,000 Saint John is 64 per cent higher than in the rest of province, while for those earning over $200,000 it is 63 per cent higher. In September 2012 the average family home costs approximately $155,000, and the continued development of the city’s historic Uptown has created the Maritimes’ most densely popu- lated mixed-use neighbourhood. It boasts 18,000 residents and close to 1,300 businesses, including the majority of the region’s ICT and business services employers along with the highest concentration of restaurants and cultural institutions, including the New Brunswick Museum, Harbour Station and the Imperial Theatre. It has created a truly urban campus along Saint John’s water- front where ideas are born and deals brokered by simply crossing the street. 4HE +ENNEBECASIS 6ALLEY IS HOME TO RESIDENTS IN THE TOWNS OF 2OTHESAY and Quispamsis, which combined have the highest net worth in New Bruns- wick. Grand Bay-Westfield, located along the St. John River, has 5,120 residents, while the village of St. Martins is the entrance to the Fundy Trail, a 16-kilometre parkway overlooking the Bay of Fundy, which includes an additional 16 kilome- tres of hiking and biking trail.
s #LOSE TO OF THAT GROWTH OCCURRED IN THE #ITY OF 3AINT *OHN WHICH SAW ITS tax base grow by $1.6B over 5 yrs. s 4WO 3AINT *OHN SUBURBS NOW HAVE A PROPERTY TAX BASE OF OVER BILLION s 1UISPAMSIS GROWTH RATE OF OVER AND 2OTHESAYS GROWTH RATE OF OVER are two of the most impressive in the province. (Dieppe’s 5 year growth rate was 55.2%, while New Maryland’s was 43%) s 7HILE THE 3AINT *OHN POPULATION HAS BEEN STABLE OUR MEDIAN PARENT FAMILY incomes have risen faster than our peers – suggesting that per capita GDP is rising. s *Source: Statistic Canada
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 8 Goals
We believe that by concentrating on the following five (5) Critical 2. Transportation Hub: Economic Development Goals in a collaborative way, we will create an environment for sustainable growth in our region: Saint John is at a crossroads and can take full advantage of our natural assets to become the Industrial Hub of New Brunswick and the gateway to the New England market. This includes creating a detailed plan to promote our year- 1. Urban Development round deep water Port, our extensive rail system, our roadways (including the 2. Transportation Hub connection to the planned East-West highway in Maine), and fully leverage our airport’s potential to increase our ability to expand into global markets 3. Labour Force Attraction, Readiness, and Retention in support of our growth sectors. By optimizing what we have in support of 4. Enhanced Entrepreneurial and Innovative Culture all New Brunswick industries, we can build on the momentum that has start- 5. Integrated Community Communications Strategy ed with the signing of Mediterranean Shipping Company (MSC), one of the world’s leading container lines, to our Port.
1. Urban Development:
Saint John’s core is our region’s core, driving growth throughout the region and, some would argue, the province. We need to continue to develop our urban identity with a renewed focus on PlanSJ, including waterfront devel- opment, a strong emphasis on arts and culture, and an increasingly vibrant uptown in order to effectively create an environment for innovation and growth. Our region is also made up of numerous distinct neighbourhoods and communities, and our citizens tend to identify strongly with the neigh- bourhood in which they live. While our focus needs to be on urban develop- ment, and coming together as one region, we must engage members of our diverse communities in a meaningful way. We must work with our municipal governments under PlanSJ, and work collaboratively with other key groups, such as the Urban and Community Studies Institute at UNBSJ to enable com- munity action groups that help to drive urban development, community by community. It is only by unleashing the power of our citizens that we can achieve a groundswell of support to grow our urban agenda and our region in a sustainable way.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 9 3. Labour Force Attraction, Readiness, and Retention:
Atlantic Canada, and our Community in particular, is facing significant demo- graphic challenges, and our solution to this will be multi-dimensional. We must consider the increasingly important role that immigration is going to have to play, and ensure we actively provide programming and policies to support re- tention, as well as improve our efforts in attracting, developing, and retaining the talent we need to drive growth in all our priority growth sectors. We need to work closely with the Province to explore innovative ways to enhance the Provincial Nominee Program and with the Federal Government to create policy to address Atlantic Canada’s unique demographic challenge. Saint John there- fore needs an integrated strategy to (1) develop all our children and youth, (2) attract and retain current and potential workforce members to our community with a focus on increased immigration and retention, and (3) maintain a strong, viable, and available workforce. By emphasizing well-paying positions that support our growth sectors, and improving our collaboration with the strong knowledge cluster here in Saint John, we will be in a better position to fund *Source: Statistics Canada social programs and break the long-term poverty cycle. Having an available, skilled workforce is one the key considerations for potential investors.
*Source: Statistics Canada *Source: Statistics Canada 10 4. Enhanced Entrepreneurial and Innovative 5. Integrated Community Communications Culture: Strategy:
Innovation and entrepreneurship form the economic foundation of Saint Local consumer and investor confidence is critical to retaining and attract- John. Building on those roots will enable a focus on creating a supportive en- ing people, ideas, and investment. By launching and maintaining focus on vironment, incorporating mentorship opportunities, enhancement programs, a solid, long-term communications plan that integrates all key stakeholders’ venture capital funding, and facilitative environments, to attract, develop and needs and messaging, speaking with “one voice”, we stand to benefit from maintain high-growth entrepreneurs and innovative leaders focused on re- an increased focus on what makes our region great. Saint John experienced search, development and commercialization within our growth sectors. If we great success with the original True Growth initiative, primarily as a result of are to become the “best place in Canada to do business”, it will be critically the communication and positive brand image that resulted. Experience has important for our region to build on the success of the ICT sector and other taught us that our wins will be greater if we take full advantage of synergies successful entrepreneurs in our region. We must instill this way of thinking across sectors and are able to engage our entire community. These activi- into our other growth sectors through programs and funding opportunities ties require a strong communications strategy and implementation plan. A targeted at high-potential entrepreneurs and innovators who are looking to structure with responsibilities for implementation, invest in our region. Collaboration and knowledge sharing stemming from oversight and communications a vibrant core group of successful individuals and groups will be key success ensures our community is fully factors in creating an environment ripe for innovation and entrepreneurship engaged, cross-sectoral synergies in all our sectors and throughout the region. are optimized, and transparency and accountability on the execution of the plan are appropriately managed.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 11 Priority Growth Sectors
Through discussions with Saint John Community leaders, we have identified six 1. Health and Life Sciences - Research and Innovation priority growth sectors that have the greatest potential to leverage our com- There has been a tremendous amount of success and forward momentum petitive advantages and therefore drive sustainable growth for our future. We in this sector over the past 10 years. The arrival of Dalhousie Medicine New believe that these sectors currently represent the best opportunities and fully Brunswick was a critical win to help position this sector for even more growth leverage our competitive advantages listed above. As part of our ongoing pro- and innovation in the future. cess, it will be important to have an annual review of the relevance of these sec- tors given the economic condition and any other external or internal changes to A current working group is in place and is very much focused on gaining the our environment. Our current priority growth sectors are: funding required to move forward in this space, as it is very well aligned with province’s strategy, focused on research and innovation. The work that is cur- rently underway represents substantial growth potential for this sector, but 1. Health and Life Sciences (Research & Innovation) also has significant spinoffs, both economically and socially, for our region. This 2. Information and Communications Technology (ICT) sector is positioned to create economic activity and wealth creation as it at- tracts private and public investment. 3. Advanced Manufacturing and Industrial Fabrication 4. Energy With continued growth in this sector, the public will also benefit. As more world-class physicians and highly skilled medical professionals come to our 5. Financial, Insurance, and Professional Services region, even more will be attracted as a viable cluster of knowledge and in- 6. Tourism novation is translated into better patient care. The attraction of specialists will also act as a driver to bring in more family physicians to our region, as they will be in a much better position to provide care for their own patients, surrounded Within each of these sectors, we have highlighted the key opportunity areas, by a solid network of highly skilled medical professionals. issues to be addressed, and potential areas of cross-sectoral synergies that we In addition to this, what we heard from our stakeholders throughout this heard from our advisory group through our one-on-one discussions and at a process, is that we need to continue to look for ways to build on the infrastruc- facilitated session in October. While growth ture that already exists, and more investment attraction specific to large manu- is the focus for each of these sectors, in facturers servicing this sector should be a high priority. We need to ensure we today’s challenging North American have the technical knowledge of this sector to focus on this type of investment business environment, Saint John must attraction and retention, and provide the right kinds of incentives for companies also play to its strengths and existing to set up and operate in our region. business relationships to both attract new invest- Our advisory groups also provided the feedback that we are in a unique ment and to have a well position of being able to leverage the Tucker Park model for teaching in teams defined strategy to retain of medical professionals, and to further develop those teams in an integrated existing businesses within effort to work on a solid delivery model for community health and geriatric these and other sectors. medicine. The unique demographics in our region combined with the team approach could be seen as a competitive advantage in solving these health- care issues and bringing those solutions to market. Overall, the culture of inno- vation and entrepreneurship needs to be weaved further into Health and Life Sciences, enabling our health knowledge workers to make a permanent mark on health research and service delivery globally.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 12 2. Information and Communications Technology (ICT)
Much growth has already been realized in the Saint John community in the As with other sectors, the ICT sector is suffering from an inadequate pool of ICT sector. The evolution of PropelICT has driven much growth, and there is skilled and available workers. The workforce solution needs to be targeted to an opportunity for other sectors to learn and develop innovation and entre- those sectors with the greatest gap areas, and, in partnership with educators preneurship using a similar model. The uptown core has become a unique ."##5."3* FURTHER DEVELOP THE CAPABILITY AND OFFERING )N ADDITION THE ecosystem of high-tech firms occupying our buildings with distinct architec- COMMUNICATION AND CONNECTION BETWEEN INDUSTRYKEY SECTORS AND THE PUB- ture, and creating a hub of activity around newly developed restaurants and lic schools needs to start earlier. Targeted programs that are age-appropriate bars. should be launched in our schools. Ideally, these programs would provide MEANINGFUL WORKLEARNING EXPERIENCES THAT ARE INDUSTRY AND SECTOR LED TO The next step in this sector will be to enhance the existing collaborative ef- ensure the right level of knowledge is being communicated, and realistic job forts with our close neighbours in Fredericton and Moncton and establish opportunities are being highlighted. In addition to this, there is an opportu- new relationships within Atlantic Canada and New England. nity to align with a broader communications campaign that highlights Saint John as one of the Top 7 Intelligent Communities that is well positioned for We need to focus our efforts, and avoid direct competition with one another, innovation. The opportunity for this story to be told will help to attract and since we are well positioned as a region to drive substantial growth in this retain a qualified workforce to drive success in this sector in the long term. sector. Further, we should be ensuring ongoing communications and mean- ingful alignment with InvestNB and continue the strategic-level discussions with Moncton and Fredericton to increase our investment attraction value proposition.
For even more opportunity to take advantage of interdependencies, Saint John’s focus should be in providing supporting technologies to our High-Po- tential Growth Sectors, such as Energy (smart grid), Health and Life Sciences $ATA MANAGEMENTE(EALTH AS WELL AS SPECIlC BROADER OPPORTUNITIES THAT LEVERAGE OUR EXISTING SKILLSET "IG $ATA-OBILE COMPUTING /UR REGION WOULD be a prime candidate to locate a centre of excellence in any one of these ar- eas - drawing from existing companies, skillsets, and supporting educational institutions. Start-ups will continue to locate in the Saint John community; however, supporting infrastructure and support should be put into place to ensure Saint John is the first choice for new ICT start-ups in Atlantic Canada.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 12 13 3. Advanced Manufacturing/Industrial Fabrication
Saint John has a very strong advanced manufacturing and industrial fab- ongoing focus on business expansion and innovation, critical to the growth rication sector, and it aligns very clearly to the province’s strategic growth of our region. We must take full advantage of our assets, and look for ways agenda as well. As stated in the sector report within the New Brunswick to increase the collaboration with the Port of Saint John and their role in economic development plan, industrial fabrication represents a significant as a regional export gateway for forest products. With our strategic geo- opportunity not only for Saint John but across New Brunswick. graphic location, this sector is perfectly positioned to take advantage of all our transportation linkages (land, sea, rail) to drive growth not only for our This sector is defined by metal fabrication covering the manufacturing of region, but our province. processing and support equipment for industrial use, particularly in large- scale construction projects. This sector is global and competitive, and Saint Again from the New Brunswick strategy, it is critical to understand that the John in particular, is in an ideal position to take full advantage of the export workforce, makes up approximately 40 per cent of a typical operation’s potential. Our region’s advanced manufacturers and industrial fabricators costs, so it is critically important to focus not only on labour availability, but have proven capacity to design, manage and construct a number of large also productivity. Saint John has the opportunity to take advantage of its scale projects, including new construction and maintenance at the Refin- long history of having a highly skilled workforce to support this sector, as ery, LNG, mills etc. This has positioned them very well to supply products well as very strong partnerships with our local Building Trades. The focus and services to Halifax Shipyard and the $35B in work they will be doing for this sector needs to be on attracting, developing, and retaining qualified over the next two decades, including supplying large construction projects skilled workers to fill the future gap of an ageing workforce. Much work is in Newfoundland and northern Quebec and numerous other projects up currently underway by groups in Saint John, and continued support and and down the eastern seaboard. This cluster, and infrastructure, together focus, along with collaboration with the province’s efforts will be keys to with our geographic location should also present new investment oppor- success for the long-term viability and growth of this sector. Collaboration tunities. Saint John boasts a deep-water port, so we are uniquely positioned and ongoing discussion among key stakeholders such as SJ Industrial Parks to not only advance this sector in Saint John, but also be the gateway to the and the SJ Port Authority will be critical to ensure alignment in positioning world for all New Brunswick industrial fabricators, which includes potential Saint John as a gateway and to position this sector for substantial growth, plans to provide the capacity for our industrial fabricators to expand into fully leveraging export market very large module fabrication. In addition, manufacturers and fabricators opportunities. within this sector can support the province’s focus on Aerospace and De- fense by increasing our ability to provide modular fabrication. Also, our The key issue areas to address in this REGION CAN FURTHER EXPAND WITHIN THIS SECTOR WITH A FOCUS ON h6ALUE !DDED sector are ensuring the best out- Wood”, which includes companies which add value to hardwood or soft- come is realized for a barge facility wood by further manufacturing or processing. This includes lumber, pulp to allow our fabricators to take full and paper, tissue, remanufactured products, and products derived from advantage of global markets, and wood biomass. Saint John has a significant advantage in terms of exist- driving to a long-term solution ing infrastructure, along with an outstanding environmental record, with an in terms of wood supply in New Brunswick to allow for our industry leaders to compete on a global scale.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 14 4. Energy
The community felt the impact of the decision not to proceed with the Eider We are the only New Brunswick city with a vibrant Industrial and Port capac- Rock refinery project, however, the Saint John Region remains a focal point ity, combined with a diverse and robust energy sector. We need to fully lever- within the international northeast region with respect to value-added hydro- age our existing assets and relationships to create new opportunities. We have carbon processing, electricity generation, head office and back-office energy- also proven, through the Benefits Blueprint initiative, that we are a responsible related operations, energy transmission, and energy innovation, efficiency and and receptive host community for major energy projects, which provides an conservation. Saint John is home to Canada’s largest oil refinery, Canada’s only additional, and powerful, competitive advantage. Saint John must also build LNG terminal, and one of the world’s first refurbished CANDU 6 reactors, and on its capacity to cultivate effective regional energy dialogue and sustainable serves as a natural energy export gateway linking Eastern Canada to New Eng- energy partnerships through the Atlantica Centre for Energy, which came into land, the Atlantic Basin and beyond. existence as a result of the original True Growth strategy and currently serves as a key meeting ground for industry, government and academia. Finally, Saint Our region’s traditional focus on Energy can and should be expanded to capi- John Energy, the City of Saint John’s municipal electric utility, has the potential talize on emerging cleaner and renewable energy sources, including natural to create economic value in new and different ways for its ratepayers, the City gas, small-scale renewable energy technologies, cogeneration, district energy and the region. For example, the utility has been a pioneer in exploring smart applications and ocean energy. Our strategic geographic location should also meter technologies. be leveraged to take full advantage of emerging west-east and south-north oil and gas transmission opportunities, including the potential for new value-add- Saint John, through the work of organizations such as the City of Saint John, ed upgrading and transshipment activities based in Saint John. In addition, our Efficiency NB, Saint John Energy, Emera, and the Irving Group of Companies, is advanced manufacturing capabilities and emerging ICT sector provide oppor- also a leader in energy efficiency and conservation and has won many awards tunities to pursue knowledge-based energy applications and remote service in the past in this space. We have the opportunity to further advance the ef- opportunities. The Canadian energy sector is currently experiencing a shortage ficiency agenda by leveraging our growing expertise to help advance ICT-driv- of skilled workers, and Saint John has the potential to support emerging na- en solutions for the energy and advanced manufacturing sectors. The area of tional and international skilled workforce requirements on a short-term basis. smart grid, including the new NB Power – Siemens partnership, presents addi- tional opportunities for the Saint John region and New Brunswick.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 14 15 5. Financial, Insurance, and Professional Services
Enterprise Saint John is currently assessing the potential of this sector, since there has been significant growth seen in the Atlantic region, and specifically here in Saint John, with the arrival of TD Insurance and others. As a result of their initial analysis, there exists a very strong case that Saint John can become a key part of the professional back office solution for many offshore financial services companies. In addition to this, there are a number of engineering and technical services firms that support activity within the Energy Sector AND THE !DVANCED -ANUFACTURING)NDUSTRIAL &ABRICATION SECTOR !S SUCH THIS is a sector with potential in the city and is an attractive industry to attract and maintain for the long term. Further, there is the opportunity to approach those firms already here with a business function, unit or division and look- ing to expand operations, with a particular focus on accounting and finance back-office activities. In addition to this, global hedge fund, mutual fund, and investment firms could take advantage of our labour force and lower operat- ing costs by undertaking back-office activities in Saint John. Halifax has had great success with this sector since 2006.
With a targeted focus and resources dedicated to further assess and build on the breadth of opportunities in this sector, it is highly possible to increase the likelihood of having these well-paying financial and insurance sector profes- sional positions within our community.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 16 6. Tourism
The tourism industry has a very high potential for expanded growth and Our advisory group also brought forward a number of other recommenda- development. Global and domestic tourism is expected to be a Growth In- tions for consideration, including leveraging the history of our region, high- dustry, with international tourism expected to double by 2020 according to lighting and developing landmarks such as Partridge Island, creating a desti- the World Tourism Organization (United Nations) and domestic tourism also nation rich in history (including our industrial soul) that brings visitors from EXPECTED TO DOUBLE BY ACCORDING TO MOST #ANADIAN.ATIONAL STATISTICS around the world. Within our own region, there is huge potential to work In the Saint John region, the Tourism sector employs thousands of residents collaboratively with the state of Maine to take advantage of the 2-2.5M visi- throughout our network of hotel operators and hospitality service provid- tors who frequent Acadia National Park every year. These tourists have a high ers, and growth in this sector represents significant opportunities for our resi- propensity toward eco-tourism, and with our region’s natural assets, we could dents and longer-term investment in our region. To this end, Discover Saint clearly be benefiting from showcasing our tourism experience to this audi- John has identified a significant opportunity in their strategic planning pro- ence, only a few hours’ drive from Maine. We need to continue to investigate cess to more broadly promote Saint John as a destination of choice, and this opportunities across the natural travel path of all tourists in our market and has become their primary mandate to take full advantage of an increased potential market and increase eco-tourism opportunities, highlighting the market share in the tourism industry, drawing tourists to our thriving cultural specific attractions within the Greater Saint John Region that will draw more scene and strong heritage architecture. As a result, much success has been visitors to stay longer. By working with partners and stakeholders to ensure realized in this sector in recent years, specifically in the Cruise ship market, to the appropriate infrastructure and supporting mechanisms exist to take full the point where a current study is being done to investigate the potential of ADVANTAGE OF OUR UNIQUE MIX OF URBAN mARE AND NATURAL BEAUTY WE CAN EX- Saint John becoming a homeport for Cruise ship passengers. pand on our success and grow our tourism season to be a vibrant year-round destination. There is, however, an opportunity for additional collaboration and partner- ship to broaden our tourism offerings. We are the heart of the Fundy Region, and we have a unique opportunity to take full advantage of the Bay of Fun- dy, the only Canadian destination to be included in the final competition as one of the world’s “New 7 Wonders of Nature”. To complete this natural path for tourists, it will be critically important for our region to fully support the completion of the Fundy Trail. This opportunity represents huge potential to increase our market offering, and it is a key to building successful tourism infrastructure in the future.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 17 Implementation, Collaboration, Governance, and Measurement
A partnership approach to implementation will be critical for True Growth This approach will require strong leadership from the City of Saint John with 2.0 as it is truly a community economic development strategy, which will a focus on economic and community growth, and full participation and col- engage and involve economic, social, environmental, and cultural stakehold- laboration among all regional municipalities. With the recent release of the ers to drive community success. To implement our goals and to achieve our Saint John Council’s Priorities, there was a clear focus on economic develop- common purpose, we believe members of our community should be charged ment, “Cooperate with neighbouring municipalities to advance the economic with leading the initial discussion on how best to accomplish success. The prosperity of the region through the True Growth 2.0 initiative”. By following “Network Development Leads” and “Sector Champions”, with support from a through on this priority, their leadership will signal surrounding municipali- core team at Enterprise Saint John, will bring together the appropriate group ties and our private sector partners to invest in this strategy, and work to- of stakeholders to create a plan to be presented in the spring of 2013. These gether in creating the Saint John of tomorrow. roles are short-term (3-4 months) and those identified will work within their specific areas as well as across sectors to identify opportunities, create ac- Finally, in order to successfully deliver on the five goals stated in this report, tion plans, and determine metrics to drive increased growth across all sec- they must be led and coordinated by a strong core team housed within a re- tors. Each team’s findings will be presented and reviewed, to allow for full gional economic development agency that understands our local strengths discussion on the key priorities and action items that must be included in the and our local needs. While the province has recently changed how it will de- detailed plan, including metrics for success for each of the above goals and liver economic development within the province, we must still have a com- within each sector. Longer term, a regular reporting structure will need to be munity focus to support the provincial strategy while at the same time focus- developed and maintained, and an annual True Growth “Ideas and Innova- ing on our region’s priorities. tion Camp”, should be introduced, where we, as a community, would explore the art of the possible. Each annual workshop would have a series of specific Without strong governance and a system of reporting on metrics, combined community themes, opportunities or challenges, and we would assemble a with formalizing and leveraging our strong community networks, this plan diverse group of experts and thought leaders to explore solutions in an in- will not stand the test of time. The key assumption of the Steering Committee tense, highly collaborative workshop format. entering into this process was that Enterprise Saint John would be the logical choice to facilitate the process of implementing the plan. However, as a result Our greatest successes will come from collaboration and forward momen- of the shift in focus of the provincial government in terms of funding the re- tum that we will achieve through community-led engagement. Successful gional development agencies, this needed further study. While the Steering delivery of our community goals will only be realized within a structure of Committee worked on developing the details of this strategy, a parallel pro- accountability and transparency. cess was therefore undertaken in October to gather feedback on how best to create a structure to drive economic development activities in our region.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 18 The feedback received from this engagement session was clear: our commu- 4. Appoint a Task Force consisting of at least two (2) representatives of Regional nity needs to have its own regional development agency that is funded by the Councils, two (2) members of the local business community, and two (2) rep- regional municipalities as well as private sector partners. In addition to this, resentatives of the current Enterprise Saint John Board. Its mandate will be to: best practice models suggest at least a three-year funding commitment, which should be applied for our community agency, both for municipalities as well as a. Recommend the Terms of Reference and membership for the Mayors’ for private sector funders. True Growth Leadership Council.
The Steering Committee recommends the following: b. Review Enterprise Saint John’s current board structure, composition and APPOINTING PROCESS TO ENSURE IT IS REmECTIVE OF THE RENEWED ROLE AND 1. Create a Mayors’ True Growth Leadership Council to provide input, guidance mandate. Discussions should also be held with the Minister of Economic and support for True Growth initiatives. It would meet twice annually and it Development to ensure the Enterprise Saint John Board also fulfills the would include our 5 Mayors’, representatives of local MPs and MLAs, and leaders advisory role to the Minister rather than having a separate committee of the region’s economic, cultural, environmental, labour and education sectors. appointed by the Minister for that purpose in our region.
2. Set up an annual True Growth Ideas and Innovation Workshop, where we, c. Develop the components of a balanced economic and community as a community, would explore the art of the possible. Each annual workshop development scorecard for the region, which would be used to set goals would have a series of specific community themes, opportunities or challenges, and measure progress and success over a defined period of time. The and we would assemble a diverse group of experts and thought leaders to ex- scorecard should be established in cooperation with the Provincial plore solutions in an intense, highly collaborative workshop format. The oppor- Department of Economic Development, InvestNB, other economic tunity would be for the community to bring new and creative ideas forward development agencies in Saint John, and other community and in a risk free environment. The concept would also reinforce the True Growth provincial stakeholders. focus on collaborative networks. d. Develop the review, refresh and renewal process and schedule of 3. Refocus and align Enterprise Saint John’s mandate to lead the implementa- True Growth. tion of True Growth 2.0. It should lead efforts to ensure there is an integrated approach across all public and private economic development partners in the e. Provide recommendations to Councils and other stakeholders by region. In addition, it will play a leadership role in developing and implement- Jan 31, 2013. ing the Integrated Community Communications Network.
Grand Bay-West!eld t Quispamsis t Rothesay t St. Martins t Saint John 18 19