South Bruce CFC Economic Development Strategic Plan · 2017. 9. 11. · 2.2.6 Business and...

Economic Development Strategic Plan

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South Bruce CFC

1992 1996

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South Bruce CFC


1992 - 1996

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i n 1. In r c1ion1-.-1 South- Br-W:e-CF-C Background ,;...;;~ 1 :-1

1.2 Economic Strategic Plan Process 1: 2

Section 2.0 SouttLBruce E2.1 Vision for local Economic Development o. 2: 1

2.2 SWOT Analysis 2: 3

2.3 Economic Development Goals and Strategies 2: 8

2.4 Strategic- Plan Implementation 2:14

2.5 Summary of South Bruce Economic Development

Priorities and Goals n n ". 2: 16

Section 3ALBruce PeninsuLiL.Economic Developmen~3.1Vtsinn for locaL Economic Development-nn n " 3: 1

3.2 SWOT Analysis 3: 3

3.3 Economic Development Goals and Strategies 3: 7

3.4 Strategic Plan Implementation 3:14

3.5 Summary of Bruce Peninsula Economic DevelopmentPriorities and Goals 3:16

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South Bruce CFC

Development Strategic PlanEconomic

1992 1996

Table of Contents

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South Bruce CFC


1992 1996...

Section 1.0 Introduction

(I

J ... _L- Sou. th 1lr.ll CELCEC.:~ llck groond

In the early 1980s, community concerns over economic decline in majoreconomic sectors (furniture manufacturing, agriculture), winding down of theBruce Nuclear Power Development construction, and other economic impacts ledto the formation of a community Industrial Adjustment Service Agreement toassess long term economic impacts in South Bruce. South Bruce EconomicDevelopment Corporation and LEAD Corporation were established to promotediversification of the local economy. and stimulate business investment in SouthBruce. Initially serving the ten Municipalities in South Bruce mostly affected bythe Bruce Nuclear Power Development construction wind down, the geographicboundary was expanded in 1990 to include communities north of Southampton onthe 6ruce Pertinsu1-a-. -P~esent~y! South Bruce EieenormG-DevelG~ment Cor- - - --

poration and LEAD Corporation serve 25 of the 31 Bruce County Municipalities,tviO Native Reserves, and the Township of Keppel in Grey County. A volunteer,community-based CFC/BDC Board of Directors has been changed to reflect thenew geographic areas served. To date more than $2.4 .million in businessinvestments have been made, creating 313 full-time and 166 part-time jobs inSouth Bruce and Bruce Peninsul a.

-1 . 2 E cO1lO.m.iQ.[le-Y.~Qp m e ot .strategi ~.ElliUll~roceB-s

In January, 1-991,. the Minister of Empioyment and Immrgratron Canadaannounced "Second Generation" funding for Community Futures and relatedprogramme elements. One of the requirements 01 the announcementto extend.further funding to Community Futures Committee (CFC) initiatives for another fiveyears was that the Community Futures communities prepare strategic plans toguide and co-ordinate local economic development and employment creation~~C?l"!s_11} ~F~ ~r~~s_. - C;9mlJ1~l)oijy tl4tyres C~mmit1ees-wQuld submittunding - -

requests which outline the CFC'sStrategic Plan based on local economicdevelopment opportunities and priorities identified in the local economic

development strategy.In January, 1992, South Bruce Community Futures Committee contracted with

Communitas Associates Training and Consulting Inc. of Barrie to design andimplement a community-based economic development strategic planning process.Due to the size and diversity of communities and local economies served by theSouth Bruce Community Futures Committee, it was decided that two full planningprocesses would be conducted in South Bruce and on the Bruce Peninsula(communities north of Southampton). A three stage planning process wasdesiqned as follows. .

1.0 Introduction

T ~..1.~-': -- L'

~conom~evelopmen . s.s (cont'd)

.e.hase 1: At the outset of the mini sessions the participants were invited to

generalize the VISIONS for Economic Development during the next five yearperiod. This was followed bya SWOT analysisto assess the Strengths,Weaknesses, Opportunities and Threats in the area for key economic develop-ment factors. These factors included Finances and Capital, GovernmentDecisions, Infrastructure, Location and Markets, People and Skills/Training,Technology, and Business/Community Services.

Input with respect to VISIONS and the SWOT analysis was provided by small- -busins$S -owner-s, M-uAidpal- GGunCH8- and-eceAOrAie development partners -who - -

attended the mini sessions. In addition, Social Services, CECs and theagriculture sector were approached for input. In total 1600 interested partieswere invited to participate in the Phase 1 planning process which included eightmini sessions.

ehase.2: An analysis of the VISION and SWOT information was conducted toidentify major themes and trends. The participants were invited to return toreview the findings and confirm the outcomes. Based on the informationpresented, priorities for local economic planning and development were identified.

eh~EL3:. lmp.lementation will be an ongoing process involving South Bruce.CFC, municipalities and other organizations and agencies involved in localeconomic development. The immediate plan is to present the final document toeach participating group for their review and action. The CFC will facilitate andmonitor implementation strategies adopted by the economic partners.

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1.0 Introduction

Section 2.0 . South Broce Economic Development

South Bruce CFC

Economic Development Strategic Plan1992 - 1996

Strategy

Vision for Local2.1

--- -- n._- ------

2.2 SWOT Analysis

2.2.1 Finances and Capital 2: 3

2.2.2 Government Decisions ~ 2: 4

2.2.3 Infrastructure 2: 5

2.2.4 Location and Markets 2: 5

2.2.5 People and Skills, Training ."."'.""'.."""'."""'" 2: 6

2.2.6 Business and Community Services 2: 7

2.2.7 Technology 2: 7

2.3 Economic Development Goals and Strategies

2.3.1 Economic Development Goals 2: 8

2.3.2 Strategy Recommendations 2:10n__- -

2.4 Strategic Plan Implementation

2.4.1 Bruce County Organizations and Agencies 2:14

2.4.2 South Bruce CFC Strategy Implementation 2:15

2.5 Summary of South Bruce Economic Development

Priorities and Goals ow ow 2: 16

Economic Development Strategy

Section 2.0 South Bruce

Table of Contents

2: 1cenomic DevelopmentE .....................

- -- - - - . - - - -

2.1. Vision for Local Economic DevelopmentThe vision for economic development in South Bruce reflects the hopes and

aspirations of area residents for future development The vision is a guide toeconomic planning and action, based on the values and resources of communi-ties within the area. Future community economic development in South Brucemust build to:

* Support existing business and industry in South Bruce.Discussion: There is a need to expand and diversify the local economic

base. Typically, more than 75% of "new" enterprises and jobs created result from- exlsti t1{f oLisiheSs- atidTnaustry exp-ansloli or - diverslfioation. -~A - diverse l6car - - - - - - -

economy creates business opportunities and linkages to other economic sectors.and regional economies. Local businesses and industries must be competitive intheir products and services and must maintain a customer service focus tocapture and retain payroll dollars in the area. Local business and industry needsto be effective in business strategy and efficient in business operations. Economicsectors can be targeted around which niche market industries are developed

(agricultural processing, technology areas, energy). Tourism and recreationfacilities and attractions in South Bruce can be expanded and diversified. There isa need to plan and effectively manage economic davelopment opportunitiesrelated to expansion at the Bruce Nuclear Power Development. The communityneeds to capture opportunities to expand, diversify and attract new investmentand economic development.

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* Attract new investment to South Bruce.Discussion: Efforts must target growth and niche mark~~<?~R°!1_uniti~s if! _k~y

economic sectors.- Tnearea heeds -toafkacfstcicle new business and industrywilling to make tong term investments and commitments to the area. There is aneed to plan and develop now, the infrastructure to support future economicdevelopment in South Bruce. Co-invest with other communities and Governmentsto invest in infrastructure development. Niche market industries can be developedaround agricultural, energy, tourism and manufacturing sector, thus ensuring adiverse mix of businesses and industries.

2.0 South Bruce

2.1 Vision for Local Economic Development (cont'd)

* Increase competitiveness and productivity.

Discussion: Economic diversification will help reduce "sector dependence".Abundant energy and agricultural resources are available within the area. Weneed to develop area education and training to support technology and businessdevelopment in all sectors, and need to utilize unused or under-used localresources (people, land, finances, etc.).

*- -E-ncoumge-and-SUppoR-partnerships a1- agencies and organizatfoos - . .

involved in economic development.

Discussion: Agencies and organizations in South Bruce must workco-operatively together to strengthen economic planning and development. Thepreservation of unique qualities and identities of communities must be maintainedwhile working together on common concerns and opportunities. Local participa-tion in planning and decision-making at all levels of Governments, and sectors ofthe economy must be promoted. Building effective partnerships will reduceduplication of services and ensure efficient use of area resources (people, time,money, etc.). The area's capacity for "self-help" economic planning anddevelopment will incre-ase as area partnerships develop.

* Promote and market the advantages of South Bruce.

Discussion: Future economic development must protect the environment andnatural resources, and help to preserve the quality of life we enjoy. We need toassess realistic short term initiatives and work co-operatively together to achieveresu~ts: Balancedand-ptcmned tni1tatives -are requirectto $Opport-eb6nomlc

advantages.

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2.0 South Broce

Strengths Weaknesses* Municipalities in good financial shape * GST paperwc

* strong local economic base with * ratio of opera1

capital investment capital investm~

~ tiQht~~ ~~~i~ie~l_b~~~~t~ry _a!1~ - - . - - - -- ~ e~~p!e _s~i~1 ~~financial controls being practised * banks requirir

collateral* duplication of

administration (* Commercial E

decisions made* small busines

by taxes at alii,

~ Threats* develop local investment and business * accounts rece

capital pool (equity and loans) * accounts payi

* educate the- pubHc on the vatue -of - .. -- - - -*illisiness-just

Canadian goods vs. US goods may push them* small business fund to support small * more taxes cc

business in tough times * Municipalities

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2.0 South Bruce

2.2 SWOT Analysis

* GST paperwork time consuming

* ratio of operating costs overriding

capital investment

- .- ~ e~~p!e _s~i~1 ~o~Jt- \Y~~t _tc?~~y _GS~ -

* banks requiring high demands for

collateral* duplication of and excessive

administration costs* Commercial Bank support/

decisions made out of area.* small business feeling squeezed

by taxes at all levels

. Threats* accounts receivables extending out

* accounts payables short

- - -*iJusiness-just holding onJ taxes.

may push them under or South* more taxes coming

* Municipalities struggling to balance

the books* restricted consumer spending

economic uncertaintYJ lack of

confidAnce

Strengths* South Bruce communities now working

together for economic development (lAC)* commitment, support for local

~ nfr-astructure - - - - -. -

O-RP~Uf.) iti es* develop central information bank!

database of programmes/services* reduce red tape, streamline process

* encourage public -participation

* work together to develop/expand local

attractions* Municipalities work together to develop

service plans

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2.0 South Bruce

2.2 SWOT Analysis (cont'd)

Weaknesses* perception that business is okay -no problems* not able to react quickly and

effectively- to -development projects- -* delays and costs in approval

process, duplication of services

Ihre-.ats* US and Global market

protectionism* local Government not supporting

local initiatives designed to general/

economic development activity* lack of Government support for

business development ona local

scale- - - - --

.. not getting information out about

what's available in our area* Municipalities, residents and

agencies not working together

Strengths* most basic services in place

* industrial lands are serviced

* BPND plant and facility established

Opportunities Threats* -n-at-urat gas- servi~to,egtorr by- t993- -- - 4ndustri al I and wrtt-rmt -a-cc-om mod ate - - - -

* need to upgrade transportation the industry we want to attract

access to the region (road, rail, harbour) * urban standard recreationalj cultural

* improve telecommunications facilities activities not developed

* develop Tourist destination projects

Strengths Weaknesses* close to major Canadian, US markets * high energy costs in area

* lower startup and investment costs, * accessibility to urban markets and

skilled labour, etc. markets,access routes not practical* features of area attracting professionals, * lacking senior services in area

retirees and others

Opportunities* promote high quality manufacturing

* develop niche market businesses.

* link agricultural-tourism development

* promote high quality manufacturing,

technology based industry in the area

'"---'- ~- - .

2.0 South Bruce


We.aImesse.s* planning for transportation and

other inter-Municipal services an

facilities not co-ordinated

and

2.2A-LOCAIl~AN rLMABKEIS

Threats* lacking services for seniors and

retirees inthe area* access to markets, routes congested

Strengths Weaknesses* many skills in the area (retirees, * losing trained staff to Hydro (train

multi-skilled, trades, self-taught, etc.) and they leave)* schools don't support

.. n - - - - - - .. _. - - -- u -- - - - - - - - - - - - - - -- - .eAtrepreneuri a~ -st~Gies - - - - - n - - - -

* displacement of older workers and

workers from plant closures -

nothing available for them* lack management skills for

- -

business* poor customer service

Opportunities Threats* Hydro supporting spin-off industry * how can small business be

* assess area training needs based on competitive with Hydro wages?

local economic development opportunities * responsibility of trainee to the

* provide local training opportunities in business providing training

business management, trades, * lack attitudes to be competitive

technology, job re-training, customer in global economyservice, hospitality, others * "doom and gloom", business not

willing to spend tor training

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2.0 South Bruce


2.0 South Bruce


StLengthS* Chambers and BIAs active in the area

2.2.7 I I:.CHNULUt:iY

Stmngths We..akne..SS.e.s* Canadian Agra - significant private * Ff A hurting furniture plants

capit~1 tnvestment * no natural gas service to the area

* Ontario Hydro BNPD * Rand D investment not enough

* short of production capacity in

service/industrial sectors with

technology related activities

Opportunities Threats* develop niche market opportunities for * limited local Rand D investment

technology research and development in the future

Opportunities.* develop niche market opportunities for

technology research and development* develop a local technology strategy

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2...3.LE~~The following goals should direct future economic planning and development

in South Bruce.

* Goal A: Support and encourage existing business and industry.Discussion:Expand and diversify the mix of business and industry in South Bruce.

--EncauragB- \lallIe added-processing and manufacturinQ--to--com.ptement-exiS-t~9 - ----

production. Diversify energy and enterprise developments related to BNPDexpansion. Provide local training to increase technical and business knowledgeand skills, and to increase efficiencies of businesses and industries in SouthBruce. Target key economic sectors (e.g. agriculture, manufacturing) and developprogrammes and services to stabilize employment and minimize structural

change impacts.

* Goal B: Attract/develop new investment in South Bruce.Discussion:Expansion of the existing Bruce Energy Centre (BEC) infrastructure to include

... . . .. - - . - . . .the provision of natural gas is required for South Bruce to remain competitive ona national level. The availability of natural gas will expand the potential fornew/other high energy users and will allow the introduction of co-generation.

Niche market opportunities can be developed in target economic sectorsincluding farming and agricultural processing,~ ~~eTgy, tourism, small business,manufacturing, commercial and retail, arid community and business services.Spin-off business opportunities can be developed around the existing BNPDinfrastructure and future expansion of facilities. South Bruce needs to developand support a local technology strategy which uses local resources to capture anddevelop technology niche market opportunities.

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2.0 South Bruce


. (cont'd)

- -- - _u-* uOall.;: I:.StaDlIsn ana maintain co-operative partnersnrps Tor economicdevelopment planning in South Bruce.

Discussion:Strengthening of inter-agency and inter-Municipal partnerships is needed to

increase effectiveness of economic strategies in South Bruce, and to increaselocal capacity for economic development planning, decision-making implemen- .

- -- - -- -- - .-- fatiori rntneTuture~ Community I business -and areaum-ar-ketIng -and pro-motions - - -

need to be co-ordinated in promoting South Bruce. Public involvement ineconomic development planning and decision-making will broaden partnerships inSouth Bruce.

* Goal D: Increase competitiveness and productivity of business, industryand communities in South Bruce.

Discussion:

Develop local training and skills development based on local economicdevelopment priorities. Develop technical literacy skills of the South Bruce labourforce. Invest in local infrastructure and capital projects as a basis for futureeconomic development. Encourage and support business and industry to increasetechnology investments and upgrading to maintain competitiveness. Communi~ties, as well as businesses and industries, must remain competitive andresponsive to changes in the local and global economy.

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2.0 South Bruce

2.3 Economic Development Goal Strategy

2..3.2 Strateg .

* Goal A: Support and encourage existing business and industry inSouth Bruce.

Qb1ec1bles:.0 provide local training (flexible and mobile) suited to the local needs of

business and industry; .

. 0 make local and leveraged capital available a~~f!~~dapl~!~~~~~~~_~~erp!~~~_-_.rnvesfm-entanaexpanslon;--- ---------

0 educate financial institutions and investors (local and outside the area) onlocal lending practices, investment opportunities and needs in South Bruce;

0 identify business opportunities for economic expansion and diversification -niche market opportunities, import substitution.

Propos~ort-term lnl1iatives:c;) support future development of the Bruce Energy Centre - communities will

pick-up spin-off business opportunities related to future developments;c;) educate employers on the need and benefits of owner and employee training;Q provide local training related to local market and technology requirements;c;) encourage more young people to enter farming (sponsor co-op agriculture

programmes, provide incentives to students);c;) educate financial institutions and investors on the South Bruce economy -

inform them on the specific differences in our local economy and reasons whythey should invest in South Bruce;

c;) identify value added processing opportunities in agriculture (primaryresources), and manufacturing;

c) diversify energy and related enterprise developments around BNPD;c;) develop strategies for target economic sectors to stabilize employment and

minimize impacts of local restructuring.

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2.0 South Broce


~..3.2 5t 'ons (cont'd)

* Goal B: Attract and develop new investment in South Bruce.

~0 support development of Bruce Energy Centre - new business opportunities will

follow expansion of BNPD facilities;- 0 develop South Bruce infrastructure to support future economic development and

- - - - - - - - tAvestmeRt-'. - - -- - - - - - -- - - - -- -- - - - - - - - - - -- -- -- - -- -- - -- -- _.- - - - - - - ---,

0 make local and leveraged capital- available at affordable rates for new enterpriseinvestment and expansion;

0 educate financial institutions and investors on local lending practices, investmentneeds and opportunities in South Bruce;

0 identify new business opportunities in the area (niche market opportunities,Import substitution, and new business and industrial development opportunities).

-Q South Bruce local Governments need to work with Provincial and Federal

Governments to upgrade transportation routes and local infrastructure to supportand attract future investment;

~ encourage private capital pools (area mutual insurance and pension funds toinvest in local economic development);

Q talk to financial institutions and investors to educate them on the South Bruceeconomy (outline needs and differences in our local economy, and reasons whythey should invest);- -

~ co-ordinate planning to realize maximum spin-off opportunities from future BNPD

expansion;c:> prepare a local technology strategy for South Bruce which uses local resources

to capture technology development niche market opportunities related to theBruce Energy Centre;

~ create an atmosphere in communities to attract business and industry to servicedindustrial land - ensure services are available, examine industrial incubators, etc.

to support new industry startup;c:> implement a local training strategy to support technology and economic

development in the future - develop the skills base now to attract future

investment.

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2.0 South Bruce


t:.,.~..£ ~Ui:ll~YY MWLUmmenUi:lUUnS tGOnrO)

- -- _I -~ r-~~_LI.~."-- _.1 ~ .- - .or -Va.l _. L...:na.UII~1I allY I II all nail I \lv-vjJclauvc jJaIUICI~llIjJ~ IVI CI,.,VIIUIIII\Idevelopment planning in South Bruce. .

-.. .'\JUj ~lLIli Vt::ii~.

0 build on improved inter-Municipal relationships using lAC (Impact AdvisoryCommittee) as a model for co-operation;

0 ensure timely communications and information to/between communities;. 0 regularly review Official Plans and planning controls every five years to ensure

- - - -:- - - -- - eo-oraln-atlon .of rocaYresourceslPOtTCTes 1osupport economic development;- - -- - - h-

0 provide education and training to local politicians concerning the role of MunicipalGovernments in local economic development;

0 develop/maintain communications, co-ordination between tourist associations;0 integrate and co-ordinate services to reduce costs and increase efficiencies;0 support and encourage opportunities for communities working with other

communities on areas of mutual concern and opportunity;0 communities need to do more for themselves and not rely on Government -

develop a "we can do it!" attitude;0 develop a marketing programme for local (i.e. Bruce) goods and services.

ProposecLShort-term Initiatives:Q show the benefits of. natural gas supply to the area- local Governments can work

together to lobby senior Governments;Q Municipalities need to work together to change legislation to provide incentives for

industry to locate in South Bruce - we need to create a level playing field with

other jurisdictions in Ganada and the United States which provide incentives;c:) "pickup" and implement constructive points from the restructuring report and

determine service boundaries in South Bruce;Q ensure this type of community based planning process continues on an ongoing

basis in the future - get residents involved as "part of the solution";

Q make local decisions on local matters (community and economic planning);Q develop a South Bruce education/information package outlining investment and

business development opportunities in the area;Q establish and support Area Farmer's Markets to promote local goods;Q provide moral and financial support to continue South Bruce EDC;Q work with County planning to promote Bruce area and ensure County policies

support the vision for economic development in South Bruce.

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2.0 South Bruce


2...3.2. Strategy Becommendat.ions (cont'd)

* Goal D: Increase competitiveness and productivity of business, industryand communities.UP] aCt. ves:

0 develop local training programmes based on local economic priorities;0 develop the South Bruce infrastructure to support and attract future economic

development;- -- -- --- _QJe~e.?[cb__a..nd_d_e){elop- Dew technology applicaticr'lsJntarget sector.s-= - ---------

agriculture, manufacturing and energy;0 use Social Assistance and Unemployment Insurance Programmes to

encourage retraining in skills investment - better utilize un-used or under-used

skills in the area and ensure skills competitiveness;q ensure expeditious planning approvals which support future economic

development and investment in South Bruce;0 determine employer needs related to technology development and educational!

training requirements.- ... ~ .

~ Municipal Governments need to review and streamline planning approvalprocesses (make South Bruce communities "attractive" for future investment;

~ develop agricultural research projects in farming and processing to determinefeasibility and opportunities for local agricultural investment and development;

~ develop consumer awareness programmes about local products and produce ~

outline the differences and benefits of buying local/Canadian products;c). make serviced industrial lands availaBle at r-easonable prices- South Bruce

communities must be competitive in attracting outside investment;~ sponsor co-op training programmes which focus on long term skilled trades,

technical skills and business management skills related to future economicdevelopment in South Bruce;

c) encourage Chambers to provide training in customer service, service ethics;~ expand apprenticeship and co-op programmes in secondary school curricula;~ promote local research and information concerning technology development

opportunities for business and industry in South Bruce.

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2.0 South Bruce

~ruce County Organizations and AgenciesThe Economic Development Strategic Plan for South Bruce recommends

;pecific objectives and short term initiatives partners in South Bruce can work'Ogether on implementing. Area organizations and agencies (Municipalities,~conomic organizations and groups, labour, Government agencies, business andndustry, residents and others) need to review the Strategic Plan to assessnitiatives and projects which fit with their own mandate, goals and objectives, andretermme where- and-h-ow- they--earTbt:tyffi~rocess---of-toear--econ-omtc- - - -- - -

Jlanning and development. Existing partnerships need to be reviewed andJpdated with respect to revised Terms of Reference which emphasize economicjevelopment planning and co-ordination. Existing partnerships will need to beexpanded and new ones formed to address the challenges and opportunities:>utlined in the Economic Development Strategic Plan.

Success in implementing the Economic Development Plan for South Brucewill depend on the extent to which effective partnerships are formed to implementthe recommendations of the Strategic Plan. Co-operative partnerships will ensureeffectiveness of future strategies, and ensure efficient use of area resources infuture economic planning and development.

2.0 South Bruce

2.4 Strategic Plan Implementation

2.4 Strategic Plan Implementation (cont'd)

2.4.2.. SouttLBruce CECStrategy Lmp.I.errLentation

The Economic Development Strategic Plan for South Bruce identifies anumber of opportunities for future roles South Bruce CFC can carry out withrespect to Strategic Plan recommendations. The CFC can:

0 Act as facilitator/co-ordinator to initiate and assist implementation of therecommendations outlined in the Strategic Plan.

0 Provide/broker information and resources concerning economic development~_model~~f'J.d_~1Lat~~sLIb~GEC~9(lco'7ordin~le a database oj~rea ;

resources, agencies and organizations concerned with economic develop-ment and employment creation. The CFC can continue to build areaeconomic data gathered for Community Profiles to ensure current, availableand accurate economic data for planning and decision-making.

0 Co-invest with partners and lever funds and resources for economic analysis,planning and implementation.

Given the challenges and opportunities identified in the Economic Develop-ment Strategic Plan, South Bruce CFC needs to develop short-term strategiesand a work plan concerning aspects of the Economic Development Strategic Planto be addressed in the next one to two years. Emphasis should be placed on the

. following short-term strategic priorities in the next one to two years:t:) Maintain and expand economic partnerships in South Bruce (lAC, BIAs,

Chambers of Commerce, inter-Municipal groups, senior Governmentagencies, and residents) with respect to implementation of EconomicDevelopment Strategic Plan recommendations.

c) Focus initiatives on opportunities related to-natural.gasservice to the region,and expansion of Bruce Energy Centre facilities (Le. community impacts,labour force impacts, business and industrial development opportunities). ;

~ Determine area training needs related to implementing the EconomicDevelopment Strategic Plan for South Bruce and prepare an area TrainingStrategy related to technical literacy, skills updating, and training investmentin South Bruce.

2.0 South Broce

2.5 Summary of SoutbJ3ruce£conomicJ)evelopment erior.ities- and Goals

The South Bruce Community Futures Committee's Economic Development'Strategic Plan represents a vision and opportunities for local economic develop-ment in the next five years. Based on the cOncerns and opinions expressed bySouth Bruce residents, the Economic Profile identifies challenges and opportunitiesto be met by economic development partners in the area.

. v~ties

. 0 create and support local. efforts to develop.lo.caL jobs for local people;-.- ~ .- - - -- -a-streamTIne- areapfanmng proCess~ enaPfelocarrnvolvement rn- plannlng- ancf --~

. .. . -deci sion-maki ng;

Q make training and education opportunities available in our local communitiesbased on local economic development opportunities;

Q develop and maintain communications and co-ordination between groups,organizations, agencies, and communities involved in economic planning;

Q build on and improve inter-Municipal relationships;Q build on constructive points from County restructuring proposals;0 create an atmosphere to attract, retain business and industry;Q develop niche enterprises to complement existing business and industry;0 promote what we already have -standard of living, natural beauty of area.

. v

Goal A: Support and encourage existing business and industry.Goal B: - . Attract/develop new investment in South Bruce.

Goal C: Establish and maintain co-operative partnershipsfor

economic development planning in South Bruce.

Goal D: Increase competitiveness and productivity ofbusiness,

industry and communities in South Br~ce.

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2.0 South Bruce

Section 3.0 Bruce Peninsula Economic

~

-South-Bruee-£-F-- ---

Economic Development Strategic Plan1992 - 1996

Development Strategy

3.1 Vision for local Economic Development ~ 3: 1

3.2 SWOT Analysis .. .

.- - -- ---------3.2.1. Finances and Capital " 3: 33.2.2 Government Decisions 3: 4

3.2.3 Infrastructure 3: 4

3.2.4 Location and Markets 3: 5

3.2.5 People and Skills, Training 3: 5

3.2.6 Technology 3: 6

3.2.7 Business and Community Services 3: 6


3.3.1 Economic Development Goals 3: 7

3.3.2 Strategy Recommendations 3: 9

3.4 Strategic Plan Implementation3.4.1 Bruce County Organizations and Agencies 3:14

3.4.2 South Bruce CFC Strategy Implementation 3:15

3.5 Summary of Bruce Peninsula Economic DevelopmentPriorities and Goals ~ 3:16

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Economic Development Strategy

Section 3:0 Broce Peninsula

Table of Contents

5

3:14..........ation 3:15

3.1 Vision for Local Economic Development""'L_~_" ' '---'--'-- 1___'__- ' --~_.. ILl..'.' '" I

lilt' IUIIUVVI"~ jJ[I(I~I(Jlt'::s dilU VdIU~::S cU~ ::s~~" d::S 1!II(JU!lallllU U!IVIIIY IUlial

economic development planning and implementation on the Bru~ Peninsula.Future economic development in the Bruce Peninsula must build to:

* Expand opportunities for existing business and industry on the BrucePeninsula

Discussion: There is a need to support and encourage existing business andindustry to expand which will promote more stable permanent year-roundemployment in the area. Local businesses and industries must becomecompetitive within the local market. Local and senior Government policies and

-Progr-ammes need .to-be-~i-ewed ~t1d/or developed to---suppGrt. JoGaI ecooomic ---

development priorities. The promotion of "buy local" campaigns and "importsubstitution" (replacing goods and services now purchased outside the area withthose produced within the area) can increase community cash flow circulation andreduce payroll leakage. Specific economic sectors should be targeted forexpansion/diversification (Le agriculture, fisheries, forestry, tourism, smallbusiness, others). Local investments (savings, RASP, pension funds, others)could be invested in local development. There may be regional and niche marketopportunities in the local economy which can be expanded to create economicdiversity and employment stability. .

* Attract and develop new economic investment on Bruce PeninsulaDiscussion: Efforts should be made to target small, non-polluting industry

and entrepreneurial investment, as well as enterprise developments in low energyand energy efficient technologies. Government policies and regulations need toclearly state what new business and industry will be encouraged, and how. Newniche market opportunities can be developed in tourtsm, community and businessservices. New investment is needed to diversify the economic base of the area,and could be capitalized with local and leveraged investments.

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3.0 Bruce Peninsula

Bruce Peninsula - page 3: 1

3.1 Vision for Local Economic Development (cont'd)

* Increase competitiveness of local business and industry

Discussion: Investment in local infrastructure should be priorized to supportexisting facilities (e.g. airport and marinas). Local and leveraged capital couldsupport local enterprise investment. Training and skills investment in businessmanagement skills, customer service, technology, hospitality and other training isrequired to increase the capacity of businesses and industries to compete locallyas well as nationally and globally. Community and business services must bepromoted to support future economic development.

~. Ensure balanced future development

Discussion: There is a need to plan [lQW for future gro'v'l/th to reduce boommd bust cycles, and co-ordinate future economic development planning in the~rea. Bruce Peninsula is an area abundant in natural beauty and naturalesources. Future growth should be directed to existing facilities, thereby)reserving unique natural areas. Local policies and programmes which supportiustainable economic development on the Bruce Peninsula need to be imple-nented to achieve desired results.

Ie Build co-operative partnerships for economic development planninglnd implementation

Discussion: Many organizations and agencies on the Bruce Peninsul a arenvolved in aspects of eoonomicdevelopment and employment creation. Planning~nd implementing economic development initiatives must be co-ordinated to:msure the best use of local resources and reduce duplication of efforts andservices. Partnerships must build on the involvement and co-operation of'esidents, businesses and industries, organizations and agencies.

Bruce Peninsula - page 3:2

3.0 Broce Peninsula

The following is a summary of the SWOT analysis of key factors for economicdevelopment pertaining to the Bruce Peninsula. SWOT analysis (Strengths,Weaknesses, Opportunities, and Ihreats) is a technique to assess critical factorsfor economic development, as a basis for future economic development planningand initiatives. .

. .

,

Strengths Weaknesses.-- w-aooroabTeTandvaluesTorTnvestmenf - - --. yoLfngpeopfeana many----------

businesses can't access bank financing* Business Development Centre as a * many businesses are under

community/small business lender and financedinvestor

Opportun iti.es* flexible small loan financing for

small business start-up and

expansion.* create community capital fund (local

pension funds, private investment)

- - -

3.0 Broce Peninsula

3.2 SWOT Analysis

Threats* loss of consumer confidence

(not spending, capital investments)* strict capital requirements* restricted development capital for

future enterprise startup and

expansion

Bmcc P~ninsula - pag~ 3:3

Strengths Weaknesses* guide development in the next * lack of developed and/or

10 to 15 years coordinated plans* communities recognizing the need * Planning does not address

and opportunity to work together diversity and quality of industry, northe needs of particular regions* present definition of "cottage

industries" limits business

development opportunities- -- -- - ---4 zoning and-ptanning regulations do --

not support new enterprise development* Municipalities limited in ability to

provide incentives for new enterprise~ Threats

* increase involvement by business, * future developments not planned,industry and residents in area * lack of evaluation mechanism to

development planning determine/monitor impacts of proposals* co-ordinate local government planning* reduce red tape, streamline regulations* development policies must balance

quality of life and opportunitiesfor future development

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Strengths Weaknesses* there is good co-operation and sharing * telephone coverage, rates and

of facilities and amenities between system capacity restrict informationcommunities and communications technology* communities have the capacity to * lack of senior housing/services and

react quickly when/if issues arise amenities to attract/keep themOpportunities Threats

* opportunities to expand marina and * heavy seasonal demands on

other tourism facilities and attractions facilities/roads* opportunity to develop joint facilities * municipal sewer limits restrict

and amenities (recreational, year-round, development improvements orhousing, seniors services, others) expansion possibilities/upgrading

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3.0 Bruce Peninsula


[ r'-I Clnt..1 C-\...(~


Strengths Weaknesses* Bruce Peninsula is an area of * lack of waste disposal facilities -

tremendous natural and environmental impediment to attracting newbeauty industry* local airport service an asset * tourism industry of a seasonal

nature* unable to attract some professional

groups and services to the Peninsula~~---~ - - - - - -- tackgood highway access1o-----

southern markets and northernOpportunities ThreatsOpportuni1ies

." opportunities to develop local

commercial and sports fishery." develop an area marketing plan -expand and co-ordinate area promotions

Strengths* many skills in the area (retirees,

multi-skilled people, technical, others)* local labour market is flexible, available

and can adapt easily with some training* competitive wage rates

Opportunities* develop opportunities for year-round

jobs to keep youth and other skills in area* develop training and re-training forbusiness, industry, tourism, etc.* develop local training strategy linkedto local economic development priorities

3.0 Broce Peninsula


* must keep airport* development may affect natural

environment

Weaknesses* only seasonal work opportunities -

youth, other skill groups leavingthe area* poor customer service skills in

busi ness* can't attract committed, skilled

labour* trades and skilled groups will leave

without steady work* lack of commitment by Hydro to

hire locally rather than outsideThreats* Cottage industry entrepreneurs

being threatened by over-regulation

Strengtbs* some investment in technology

(e.g. computers) by Peninsulabusinesses and industries

Opportunities* potential for future small, clean

industry~-GppOOooties in-ffinewable energy aRG-waste management fields* attract technology-based businesses

and industries

Strengths* some services available in area* South Bruce lakeshore Business

Development Centre

QppD-rtu.nities* develop year-round, stable

employment base in the area* support and expand local business!

industry (import substitution, buy locally)* opportunities to attract new business

and industry to the area* opportunities to expand tourism and

recreation developments

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3.0 Bruce Peninsula


Weaknesses* technology infrastructure (phones)

cannot handle information-basedindustry requirements for expansion

Threats* inadequate infrastructure to attract!

service technology-based industry* high costs-ef-te~-.-_._-------

changeover

Weaknesses* seasonal demand on services

(Police, hospitals, health, others)* weak on marketing what we have

to offer on Bruce Peninsula

Threats* small busi nesses - weak due to lack

of servi cas



~~ll~opmentGoa~Based on the Vision and priorities for economic development on the Bruce

Peninsula, organizations and agencies must ensure that economic planning anddevelopment achieve the following goals:

* Goal A: Develop partnerships and ensure local involvement and co-ordination of future economic development planning for the Bruce Peninsula.UISCUSSlon: I ne ::>outn tiruce (.;ommunlty rutures (.;ommlttee t:conomlc uevelop-ment Strategy planning process has involved more than 300 residents from business,

- - - -~try--, ~ GGaI-G.overRmerns-~ ~RGmfe -EJe~ HHne-future. The concern and thoughtful input of participants is reflected in this BrucePeninsula Economic Development Strategy. While community involvement ineconomic planning and development may be relatively new, future planning anddevelopment initiatives need to ensure opportunities for area residents to be involved"as part of the solution". Local Governments and other agencies and organizationsinvolved in local economic development planning and implementation need toincrease opportunities for involvement of business, industry and residents in future

development planning.

* Goal B: Expand and diversify the Peninsula's economic base.

Discussion: Future economic development initiatives on the Bruce Peninsula needto focus on the "export" potential of area goods and services. Export revenues canbe earned through the sale of locally produced goods and services outside the regionor by attracting spending into the area. Bruce Peninsula communities need to providethe basic infrastructure to support future economic development. Local investmentcapital can be used to-leverage further capital for enterprise expansion. Importsubstitution (replacing goods and services now purchased outside the area withlocally produced goods and services) can expand and diversify goods and servicesneeded to support economic development on the Peninsula.

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3.0 Bruce Peninsula


3.0 Broce Peninsula


. --<.iQaLS (cont'd)

* Goal C: Increase productivity and competitiveness of existing businessand industry.

Discussion: Peninsula businesses and industries must be competitive on a regionalbasis, as well as a national and global basis. Economic planning and developmentcan increase competitiveness through investments in training and skills development,and technology development.

* Goal D:-Capture local--and-+egional-m~ortunities _.

Discussion: "Buy local" campaigns and import substitution can reduce payrollleakage from communities on the Bruce Peninsula. Many niche market opportunitiesin the local economy can be developed to expand and diversify the economic andemployment base of the Bruce Peninsula.

* Goal E: Co-operatively promote and market Bruce Peninsula.UISCUSSlon: urgamzanons ana agencies on Tne tjruce t""emnsUia lnVOlvea WlUl

economic development and employment creation need to establish partnerships toensure effective identification and implementation of economic developmentstrategies, and to minimize duplication of services.

~~

Broce Peninsula - page 3:8


~- 2. Strategy B ecommend ati ens

Based on the Bruce Peninsula long term Economic Development Strategyabove, the following obJectives and projects are proposed to implement theEconomic Development Strategic Plan 1992 - 1996.

* Goal A: Develop partnerships and ensure local involvement andco-ordination of future economic development planning for the BrucePeninsula.

-- - -- - - - --~-- -- - -. - u -- n _.:.. ~ n ~-

0 co-ordinate local, County and Provincial planning rules and regulations;0 facilitate efforts to have communities work together when planning for

community economic development.

c) strike a working group to co-ordinate economic development planning andimplementation;

c) co-ordinate local marina development planning (how many?, what locations?,assess marina development impacts on the economy and the environment);

c) review local policies to determine whether they support local economicdevelopment;

c) invite residents and other agencies to the "planning and decision-makingtable".,

c) educate Councils and Administration on planning and economic development;c) work together with other agencies (Niagara Escarpment Commission,

Planning Boards, others) to streamline approval process and planningprocess for economic development;

c) develop a strategy which challenges communities on the Bruce Peninsula tocontinuously improve opportunities for local economic development

c) review existing municipally owned lands to ensure adequate supply ofcommercial and industrial development sites.

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3.0 Bruce Peninsula

BIU~ Peninsula - page 3:9


.3...3.2 Strategy Becommendations (cont'd)

* Goal B: Expand/diversify the Peninsula's economic base.

UDjeCtives:0 plan ahead for the long term (10 years or more) on major infrastructure

programmes (roads, sewers) and ensure appropriate community facilities andservices are in place to match the needs of seniors and others living andworking on the Bruce Peninsula;

O-~~'-!ocal commurnty investment money-available-tor business expaASionT--.0 diversify small business and industry which is environmentally compatible

with the vision for area economic development;a target expansion and diversification in key economic sectors - agriculture,

fisheries, forestry, primary resources, services to business in the community,and retail commercialtrade.

ProposeclShort-term Ln.itiatives:r:) develop and expand eGO-tourism business opportunities on the Peninsula;c.'} bring Municipalities together to plan and forecast 10 year hard and soft

infrastructure requirements, conduct community impact assessment related toarea economic development;

c.'} co-ordinate planning and delivery of community facilities and services to meetneeds of area residents;

r:) support local services and businesses (e.g. bus lines);r:) locally finance seniors condominium development as a basis for community

development investment;t::> support and assist business and industry to develop business plans and

prospectes to secure expansion capital;r:) hold local investment meetings, create interest in the opportunity and

potential for raising local investment capital for expansion and diversification;r:) use local capital to leverage funding from financial institutions and other

capital sources outside the community;r:) catalogue and disseminate information on services and resources to support

business and industrial development and expansion.


3.0 Bruce Peninsula

3.3 Economic Devel~

3a3.2 Strategy Becommendations (cont'd)

* Goal C: Increase productivity and competitiveness of existing businessand industry.

~0 provide local training for l.oo.al job opportunities;0 work with schools and other training providers to ensure education and

training is relevant to the Peninsula economy;--- -- --0- encot Jr~ge-¥OUth to develop skills in-Ciemaadb¥-1ocaLbusjn.ess,jndLJstr~ -- - --

0 provide training for entrepreneurs and small business owners;0 encourage Municipalities to work together to ensure Municipal policies and

programmes support competitiveness of local businesses and industries.- 'r 'yes.

Q use local contractors, seniors and others as resources in school programmesconcerning entrepreneurship and economic development;

c) lobby School Boards for changes to put emphasis on changing skills requiredin business and industry, co-operative apprenticeships, etc,;

c) develop an area databank of local skills, goods and services;c) develop a Local Economic Trading System (LETS) for Peninsula business

and industry;Q provide training to Municipal representatives and business owners on

economic development (training and corporate structures, social organization,

co-operative entrepreneurism);c) develop a newsletter to business and industry concerning issues and

opportunities about competitiveness and productivity; .

c) provide education and training on community entrepreneurship and economic

development;Q keep local taxes in line to assist business survival and to attract investment;c) provide Municipal incentives to attract investments into the area;c) develop a tourism training strategy for the Bruce Peninsula;c) develop and promote customer service training and focus in all businesses,

industries, and services.


and industry.

3.0 Broce Peninsula

Goals and Strategiesopment


3.3~2 Strategy Becommendations (cont'd)

* Goal 0: Capture local and regional market opportunities.-. . -VDJ eGli yes:

0 encourage clean, stable industries to locate/establish in the area;0 link innovative technology developments in energy and waste management to

the unique features of the area;0 assess where expenditures (business and consumer spending) are currently

being made within the area and determine opportunities for import substitu..tion; .

aexpana and cevelop ~nlchemarket opportunities in the locafeconomy.-------.. .

c:) expand and develop a range of tourism opportunities available in the area -eco-tourism, recreation, farm vacations, others;

c:) provide "point of sale" GST exemptions for US and non-resident visitors;c:) encourage recycling and waste management industries to create local jobs;c:) encourage re-manufacture of waste products;c:) communities need to define the "right" industries for the area, and develop

policies and programmes to support development;c:) extend the tourist season with attractions and events to increase visitations in

"shoulder seasons'" ,c:) talk to residents, businesses and industries to determine what they want;c:) complete community cash flow study to determine spending/purchasing

requirements/patterns of residents, businesses, industries and Government;c:) develop an import substitution strategy for Bruce Peninsula;c:) sponsor reverse trade shows to showcase purchasers requirements and

opportunities for local businesses and industries;c:) develop a databank of purchasing requirements and small business

opportunities;c:) develop economic sector strategies for future business development in

primary resources (agriculture, fishing, quarrying); tourism; manufacturingand construction; services (seniors, business services, visitor services, healthand community services); retail and commercial businesses.

~



. (cont'd)

* uoal t:: L;o-operanveIY promote ana marKet tlruce t'enmsula.-- . -UDjeClIves:

0 promote quality of life and natural amenities of the Bruce Peninsula;0 target communities and groups to market Bruce Peninsula to;

. 0 co-ordinate local efforts to promote the natural resources and other features

of the area;d' t M '"in~li ti' """ +J,., C.. 1:) :...",..1 + Lrinn I ""'" 1", '

Q~or Ina e uru~ es...UI-LlLu:LD.Lu~t::IUJ~a~a~lI1g~m ~

developing policies in support of local economic development;0 make co-operative, local decisions to reflect local opportunities and problems;I:) build partnerships in the planning process - create a "we can do it!" attitude;

0 recognize weaknesses and past mistakes, and work together to solve them("take down the walls" promote co-operative approaches to economic

development planning);0 develop a co-operative, professional approach to local economic develop-

ment planning and implementation.0 . - .". " S'

r:.) sponsor community beautification programmes, make towns and communi-ties attractive places to live, work and visit;

r:.) develop a Peninsula tourism marketing plan and tourism promotion strategy;1:). advertise and promote local services (e.g. local bus lines) through tourist

information offices;r:.) "cross-sell" Peninsula. attractions, services and businesses - encourage

visitors to extend their stay and encourage further spending in BrucePeninsula businesses and communities;

r:.) Municipalities and other agencies involved in economic development need toget residents involved in planning, not just reacting to change and opportuni-

ties;r:.) make cost effective improvements to properties and attractions.

~~


3.0 Bruce Peninsula

~ruce County Organizations and AgenciesThe Economic Development Strategic Plan for the Bruce Peninsula

recommends specific objectives and short-term initiatives for future development.Area organizations and agencies (Municipalities, economic organizations andgroups, labour, Government agencies, business and industry, residents andothers) need to review the Strategic Plan to assess initiatives and projects whichfit with their own mandate, goals and objectives, and determine where and howthey can buy into the process of local economic planning and development.~stin9~!:!r!ershiEs needJoJ>erevieyved and upd_ated with respecttoJevised --Terms of Reference which emphasize economic development planning andco-ordination. Existing partnerships need to be expanded and new ones formedto address the challenges and opportunities outlined in the Economic Develop-ment Strategic Plan tor the Bruce Peninsula.

Success in implementing the Economic Development Strategic Plan for theBruce Peninsula will depend on the extent to which effective partnerships areformed to implement the recommendations of the Strategic Plan. Co-operativepartnerships will ensure effectiveness of future strategies, and ensure efficientuse of area resources in future economic planning and development.

3.0 Bruce Peninsula

Plan Implementation3.4 Strategic

3.4.2 SouttLBruce CEC Strategy lmpJementation

The Economic Development Strategic Plan for the Bruce Peninsula identifiesa number of opportunities for future roles South Bruce CFG can carry out toimplement the Strategic Plan recommendations. The CFC can:

0 ACT as TaCllnaTor/CO-OralnaLor TO inITIaTe ana aSSISTlmplememaTlon OT Tnerecommendations outlined in the Strategic Plan.

a Provide/broker information and resources concerning economic developmentmodels and strategies.. The CFC can co-ordinate a database of arearesources, agencies and organizations concerned with economic develop-ment and employment creation. The CFC.cancontinue to build on area

,-'- eoooomte-aat-a gathered-for Community Profiles te-ensure-et:ffi"ent,---avaitabJe---and accurate economic data for planning and decision-making.

0 Co-invest with partners, lever funds and resources 10rlocal economicdevelopmentGiven the challenges and opportunities identified in the Economic Develop-

ment Strategic Plan, South Bruce CFC needs to develop short-term strategiesand a work plan concerning aspects of the Economic Development Strategic Planto be addressed in the next one to two years. Emphasis should be placed on thefollowing short-term strategic priorities in the next one to two years:

~ Assist development of an area Economic Development Working Group withrepresentation from local Governments, business, industry, labour and arearesidents.

~ Develop an area Employment Strategy to address the seasonality of jobs onthe Bruce Peninsula. Promote opportunities to expand employmentdevelopment in tourism and other targeted economic sectors.

E:) Prepare an enterprise diversification strategy to expand and diversifybusiness and industrial development opportunities, and to capture nichemarket opportunities in the Bruce Peninsula economy.

Q Co-ordinate area and Municipal planning and policy development for zoningand services which support priorities identified in the Economic DevelopmentStrategic Plan for the Bruce Peninsula.

c;) Determine area training needs related to implementing the EconomicDevelopment Strategic Plan for the Bruce Peninsula and an area TrainingStrategy related to technical literacy, skills updating; and training investment.

3.0 Broce Peninsula

3.5 Summary of Bruce Peninsula Economic Development Prioritiesand Goals

The South Bruce Community Futures Committee Economic DevelopmentStrategic Plan for the Bruce Peninsula represents a vision and opportunities forlocal economic development in the next five years. Based on the concerns andopinions expressed by Bruce Peninsula residents, this Strategic Plan identifieschallenges and opportunities to be met by economic development partners in thearea.

. . . ..~ L_I 00__1 ' ' I !- _I J ~ ~_oo_!~,- -..'-"u oaf ance year rouna ousrness ana economiC aevelopment opportUnities, wnue

preserving the natural environment of the area;0 ensure organizations and groups in the area work co-operatively on. economic

development planning and implementation;0 promote and support existing business and industry in the area;0 attract new business and investment, compatible with the area vision for local

economic development;Q increase competitiveness of business and industry on the Bruce Peninsula;0 expand and diversify key economic sectors - tourism, fishing and agriculture,

small manufacturing, business and community srvices, others;I:) provide local skills training for business and industry.

. t

Goal A: Ensure local involvement and co-ordination of future economicdevelopment planning for Bruce Peninsula.

Goal B: Expand and diversify the Peninsula's economic base.

GoalC: Increase productivity and competitiveness of existing businessand industry.

Goal D:-Capture local and regional market opportunities.

Goal E: Co-operatively promote and market Bruce Peninsula.

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3.0 Bruce Peninsula

".1L'D~M- D_=__.1-

South Bruce CFC Economic Development Strategic Plan · 2017. 9. 11. · 2.2.6 Business and...

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