greater sudbury at a glance - Greater Sudbury Development

Transcription

GREATER SUDBURY AT A GLANCE
Table of contents
GREATER SUDBURY AT A GLANCE .........................................................
• Greater Sudbury Highlights
p. 2
INVESTING IN GREATER SUDBURY .......................................................
WHY LOCATE IN GREATER SUDBURY? .................................................
• Connected
p. 4
• Skilled Labour
• Business in Motion
• Achievable Real Estate
• Competitive Incentives
• Education Excellence
• Networks
• Balanced
• Discover
p. 7
LOCATION, LOCATION, LOCATION ..................................................
• Transportation
Labour and Employment ......................................................................
p. 10
MARKET PROFILE .............................................................................................
• Economic Indicators
• Population
• Household Spending
p. 13
p. 22
• Labour Force Data
• Major Employers
BUSINESS DEVELOPMENT IS
OUR PRIME DIRECTIVE! ..........................................................................
• Community Contact Information
APPENDICES ..................................................................................................
GAMING INDUSTRY OVERVIEW ...............................................................
• Greater Sudbury’s Support for Gaming
p. 19
p. 26
p. 27
1. GREATER SUDBURY AT A GLANCE...
1
1. GREATER SUDBURY AT A GLANCE...
If you haven’t visited Greater Sudbury lately - you just haven’t been to
Greater Sudbury
The city is situated within traditional Ojibwe lands and is a bilingual city with
the third largest Francophone population in Canada outside of Quebec. Together with people of many different ethnic backgrounds, including Italian,
Finnish, Polish, Chinese, Greek and Ukrainian ancestry, Sudbury’s multilingual
and multicultural fabric is one of the most diverse in Canada.
•
The Sudbury structure is a famous geological feature that hosts one of the
largest concentrations of nickel-copper sulphides in the world.
•
The Sudbury Basin, 27 km (17 mi.) wide, 60 km (37 mi.) long and 15 km (10
mi.) deep, is believed to have been formed by a meteorite impact 1.8 billion years ago.
•
Sudbury is home to the largest integrated mining complex in the world.
•
There are 5,000 km (3,107 mi.) of mining tunnels under the Sudbury area.
Placed end-to-end, you could drive from Sudbury to Vancouver underground.
•
Sudbury’s landmark Big Nickel is 9 meters (30 ft.) high and recognized
around the world.
•
Sudbury has received numerous awards for its aggressive land reclamation
program, including a United Nations Local Government Award and the
United States Chevron Award.
Greater Sudbury Highlights
•
•
2
With a population of 160,000, the City of Greater Sudbury is the largest
city in Northern Ontario. It covers an area of 3,627 sq. km (1,400 sq. mi.)
–which is just slightly larger than Placer County, California and slightly
smaller than Anchorage City, Alaska.
There are a total of 330 freshwater lakes within the city - more lakes than
any other municipality in Canada.
2. INVESTing IN GREATER Sudbury
3
2. INVESTing IN GREATER sudbury
$5.5 BILLION WORTH OF INVESTMENT IN GREATER SUDBURY...
• Cliffs Natural Resources announced that they have moved to feasibility,
with Greater Sudbury as the location for the ferrochrome processing
facility. Once the project has been fully realized they will have invested
$1.85 billion into the community.
•
Laurentian School of Architecture is anticipated to welcome its inaugural class in the Fall of 2013. The City of Greater Sudbury has committed
$10 million towards a $35 million project with an anticipated economic
impact of $40 million during construction and subsequently $15 million
annually to the City of Greater Sudbury.
•
An expansion of 81,000 sq. ft. feet at Collège Boréal increased both facility and resident space with an investment of $17 million.
•
A new TownePlace Suites by Marriott hotel opened early in 2011. This
development is located on the Kingsway, which is in the east end of
the city. The hotel development includes 105 long term stay rooms at
an investment of $13.1 million. With this addition Greater Sudbury has
added over 390 branded hotel rooms to our total inventory in the last
three years.
•
4
Vale spends $60 million a month on goods and services, 80% of which
is spent locally. Over the next five years they have announced spending
of $2.5 billion to expand and modernize their assets in Greater Sudbury.
Furthermore, Vale, Xstrata Nickel, FNX and Walbridge continue to conduct very aggressive exploration programs in the Sudbury Basin.
•
The Net Total Value of Building Permits in 2011 was $284.6 million, an
increase of $8.7 million over the same period in 2010. The net value of
new residential permits was $112.8 million, compared to $75.9 million in
2010.
•
Phase two of Silver Hills retail development, including a new Toys R Us
and Best Buy stores, completed in late 2010 with an investment of $6 million.
•
Smart Centers invested $20 million for retail development in the city’s
south end, which includes a new Wal-Mart, and phase two development
is in the planning stages
•
With a $22.5 million investment, the Vale Living with Lakes Centre at
Laurentian University will house an expanded critical mass of scientists
and students and provide laboratory infrastructure needed for fundamental and applied environmental science. It is expected to attract an
additional 30-50 highly qualified, skilled scientists.
•
Cambrian College’s expansion of the NORCAT and Sustainable Energy
Centre with an investment of $6 million is anticipated to attract additional students and increase the innovation to commercialize business
cycle.
•
First Nickel is beginning development activity at the Lockerby Mine with
a total project investment of more than $30 million.
•
KGHM International (Quadra FNX) plans to spend $750 million over the
next seven years to develop Victoria Mine. The mine will employ 200 full
time staff and have a lifespan of 15-20 years.
•
DeBeers has been given the opportunity to purchase an estimated annual $35 million worth of rough stones that will be cut and polished at
the company’s facility in Greater Sudbury.
•
The new 90,000 sq. ft. nursing home facility, St-Gabriel Villa, has been
built in the community of Chelmsford at a total project cost of $20.8
million. It accommodates 128 residents and has led to the creation more
than 160 new jobs.
•
The City of Greater Sudbury has expanded our geriatric services at Pioneer Manner with a total investment of $14.6 million.
•
Science North has invested more than $9.5 million in a variety of facility
enhancements that will significantly boost its visitor appeal.
•
In 2011, six films with a direct dollar impact of $12.75 million were shot
in Greater Sudbury. This represents an economic impact of $19.76 million for our city.
•
Renovations of $3 million to the Rainbow Centre shopping centre in
downtown Sudbury will serve to accommodate a back office data processing facility.
•
$3.3 million will be invested into the new Threshold 30 Development
area at the Airport. Several fully serviced lots will be available for aviation
and non-aviation related development.
•
The City of Greater Sudbury will invest $10 million to convert the National Grocer distribution facility into a transit garage.
•
Across all four schools boards there is an investment of $34.1 million in
new schools, expansions and renovations.
•
A total of $73 million has been invested in local road improvements,
including: $11.5 million for rehabilitation of Paris Street/Notre Dame
Avenue between York and Kathleen Streets, $13 million for rehabilitation of Falconbridge Road, between the Kingsway and Skead Road, and
$14.1 million for rehabilitation of Lasalle Boulevard between Notre Dame
Avenue and Falconbridge Highway.
•
$5 million has been invested through the Infrastructure Stimulus Fund
for renewal of the Grace Hartman Amphitheatre in Bell Park, which
includes 700 fixed seats.
•
In 2010 a total of $35.3 million in capital was invested in water and
wastewater infrastructure, other local recreational facilities and museums, Greater Sudbury Transit buses, vehicles and equipment for the
Greater Sudbury Fire Service and Emergency Medical Services, replacement of various municipal vehicles and equipment and capital projects
for the Greater Sudbury Police Service.
5
3. WHY LOCATE IN GREATER SUDBURY?
6
3. WHY LOCATE IN GREATER SUDBURY?
CONNECTED
COMPETITIVE INCENTIVES
Extensive telecommunications, transportation and logistics
infrastructure: Greater Sudbury is a pivotal point for people, goods and
ideas in motion. The gateway to Southern Ontario including Toronto, it
connects all points between Halifax and Vancouver. Our air, rail, road and
telecommunications infrastructure ensures smooth passage for what’s important to you and your business.
Competitive incentive programs: Greater Sudbury is dedicated to accelerating wealth producing, job creating private sector investment. We work with
individual companies to thoroughly understand their business model, value
proposition and growth needs on a confidential basis in order to identify
available incentives programs. Greater Sudbury’s business development
team is skilled in cultivating strategic alliances to maximize the benefits to
you and your business.
SKILLED LABOUR
Dynamic labour force: Greater Sudbury has the highly skilled, educated,
innovative and enthusiastic workforce you require to make your company
more productive. The Greater Sudbury labour force has a strong blend of
skill and experience. The city is well known throughout Ontario as an excellent source of readily available bilingual labour.
BUSINESS IN MOTION
Pivotal point for people, goods and ideas in motion: Sudbury’s businessfriendly environment is as dynamic as it is diverse. While we are a leader in
mining and mining supply services, our economic base has evolved into a
regional centre with an international focus. With Sudbury’s highly educated
and motivated workforce and our strong regional customer base, this is an
ideal place to relocate or expand.
ACHIEVABLE REAL ESTATE
Accessible commercial and residential real estate: Greater Sudbury offers a
wide variety of affordable real estate options. Availability of urban, rural and
suburban properties includes everything from multi-tenant office space to
industrial sites and from information technology offices to trade distribution
locations, waterfront properties, walkable neighbourhoods, great schools,
nearby amenities and services.
EDUCATION EXCELLENCE
Excellence in education: As a regional centre for learning and applied research in Northeastern Ontario, Greater Sudbury is host to Canada’s first new
medical school in three decades, two world class colleges, and a nationally
renowned university. The region offers quality education in both official languages and in French Immersion, from Kindergarten to Grade 12, through
our separate and public boards of education.
NETWORKS
Strong network of business development support services: Greater Sudbury prides itself on a strong network of Industrial, Commercial, Financial &
Government support services. With industry associations like The Greater
Sudbury Chamber of Commerce, Sudbury Area Mining Supply and Service
Association (SAMSSA) and the Sudbury Tourism Partnership, we are well
equipped to help you grow.
7
BALANCED
Showcasing a great northern lifestyle: Imagine having the opportunity
for work-life balance, with a 10 minute commute to work and a short drive
to your weekend escape. Our 330 lakes and hundreds of kilometers of trails
offer endless opportunities to create lasting family memories. The city boasts
an unparalleled combination of urban amenities and natural assets.
DISCOVER
A City for the curious, creative and adventuresome: Greater Sudbury is
a “people” place that welcomes and encourages talented individuals of
diverse cultural backgrounds and lifestyles. The city caters to a range of interests: our dynamic urban environment with its burgeoning culinary scene,
numerous museums, galleries, theatres and year round festivals celebrate
Greater Sudbury’s rich history and multicultural diversity.
To review the six key sector profiles for Greater Sudbury, see Appendix A
8
4. GAMING INDUSTRY OVERVIEW
9
4. GAMING INDUSTRY OVERVIEW
The Canadian gaming industry generates significant benefits and activities
across the broader Canadian economy—totaling more than $31 billion in
Gross Output and $14 billion in purchased goods and services.
Legalized gaming, at $16 billion, has almost tripled since 1995. Gaming
Canada continues to:
• Be the largest segment of the Canadian entertainment industry
•
Be a pillar of the broader hospitality industry, and
•
Raise significant non-tax revenues to fund key government and charitable programs and initiatives
Gaming in Canada directly supports more than 128,000 full-time jobs (more
than 283,000 jobs including indirect and induced impacts) and generates
$8.7 billion annually to fund government and community programs and
services.
In 2010, the Ontario gaming industry consisted of 10 casino facilities, 17
“slots at tracks” facilities, 18 horse race tracks, over 10,000 lottery outlets
(retailers) and over 50 bingo halls. Of the $5.8 billion in gaming revenue,
casinos (including slots at tracks facilities) accounted for about 65% of the
revenues.
The Ontario Lottery and Gaming Corporation supports local economies to a
sum of $1.7 billion:
•
$50.8 million – Goods and services purchased from local Ontario businesses to support OLG activities
•
$946.6 million – Payroll for more than 18,000 employees across the
Province
•
10
$110.6 million – Payments to municipalities that host OLG gaming facilities, including Resort Casinos and Charitable Gaming Centres
•
$337.5 million – Payments to Ontario’s horse racing industry
•
$223.6 million – Commissions paid to lottery retailers
Future of Gaming in Ontario
OLG’s Strategic Business Review document, Modernizing Lottery and Gaming in Ontario, outlines recommendations to transform the current model in
Ontario to better meet the customers’ needs.
The three broad recommendations made to the government were:
1. Become more customer-focused
2. Expand regulated private sector delivery of lottery and gaming
3. Renew OLG’s role in oversight of lottery and gaming
Opportunity Highlights
• By renewing OLG’s role in oversight of the industry, there have already
been decisions made to minimize their operational footprint, such as the
cancellation of the “slots at tracks” program at 17 facilities across Ontario
as of March 31, 2013
•
In their effort to embrace and increase advanced technology of gaming
offerings, OLG has begun a pilot project with PokerTek to install PokerPro Tables at the following four OLG Slots locations: Mohawk Racetrack
in Campbellville, Sudbury Downs in Chelmsford, Georgian Downs in
Innisfil, and Rideau Carleton Raceway in Gloucester
•
In OLG’s current Request for Information (RFI) it is stated that the “gaming zones are geographic areas where a service provider will be permitted to operate a single gaming site”. The City of Greater Sudbury is
found in Northern Ontario sited as Zone N1. See Appendix B
•
Potential for new casino locations in municipalities where explicit consent would support such development
GREATER SUDBURY SUPPORT FOR GAMING
On May 15, 2012 the Council for the City of Greater Sudbury unanimously
passed the following motion:
Matichuk/Berthiaume: WHEREAS the Provincial Government intends to
sever the agreement between Ontario Lottery and Gaming (OLG) and racetracks as of March 31, 2013;
AND WHEREAS the 5% revenue received by the host community must be
preserved or enhanced as it contributes to the community’s general revenue
fund, helping to reduce taxes and provide essential community services;
AND WHEREAS the implementation of the OLG Report Modernizing Lottery
and Gaming in Ontario will impact municipalities and the future of gaming;
THEREFORE BE IT RESOLVED THAT the City of Greater Sudbury will continue
to support gaming as approved by Council and will continue to be a willing
host for gaming as it evolves;
AND BE IT FURTHER BE RESOLVED THAT a copy of this resolution be sent
to the Honourable Dalton McGuinty, Premier of Ontario; the Honourable
Dwight Duncan, Minister of Finance; the Honourable Rick Bartolucci, MPP
Sudbury; France Gèlinas, MPP Nickel Belt; and Rod Phillips, President and
Chief Executive Officer, OLG.
11
5. MARKET PROFILE
12
5. MARKET PROFILE
The City of Greater Sudbury functions as a regional shopping destination,
servicing a catchment area extending across Northeastern Ontario. There
are approximately 380,000 people living within a 160 km (100 mile) radius of
Greater Sudbury. Our market profile has been strengthened by the continuing diversification of the city’s retail environment, including continued
investment in the downtown core, the redevelopment of the Rainbow Centre Mall, as well as the ongoing expansion of the large format retail sector,
including a new Wal-Mart in the south end of the city.
Greater Sudbury’s buying power compares favourably to other cities when
measured by retail sales per capita and personal income per capita. Based
on retail sales per capita, the Greater Sudbury census metropolitan area is
ranked 3rd of 39 Canadian urban markets of 100,000 or more population.
When income per capita is compared across cities, the local market is ranked
20th of 39 major urban centres.
Key economic information is tracked and reported by the Greater Sudbury Development
Corporation in quarterly dashboards. To review the most recent dashboard released in May
2012 see Appendix C.
Household Income has been mapped in Appendix D to showcase the distribution of wealth
within the community boundaries and within the OLG sited zone.
Economic Indicators
2009
Total Employment
Total Employment
(000s) (000s) 80
Unemployment
Unemployment
Rate (%)Rate (%) 9.3
Ontario comparison
Ontario comparison
9.0
comparison
CanadianCanadian
comparison
8.3
Income
per capita
PersonalPersonal
Income per
capita
39,745
($)
($)
Ontario comparison
Ontario comparison
36,788
comparison
CanadianCanadian
comparison
36,494
Retail
Sales ($ millions) 1,771
Retail Sales
($ millions)
Percentage
Percentage
change change
-2.2
Real
GDP
at
basic
prices
Real GDP at basic prices
5,340
(2002 $ millions)
(2002 $ millions)
2009
2010
2011
2010
2011
2012f 2012f
2013f 2013f
2014f 2014f
2015f 2015f
2016f 2016f
80 81
81 84
84 85
85 86
86 87
87 88
88 89
89
9.3 9.2
9.2 7.3
7.3 7.4
7.4 6.9
6.9 6.5
6.5 6.3
6.3 6.0
6.0
9.0 8.6
8.6 7.7
7.7 6.9
6.9 6.4
6.4 6.2
6.2 6.2
6.2 5.9
5.9
8.3 8.0
8.0 7.4
7.4 6.8
6.8 6.4
6.4 6.1
6.1 5.9
5.9 5.8
5.8
39,745
41,703 41,703
43,486 43,486
45,110 45,110
46,772 46,772
48,511 48,511
50,358 50,358
52,338 52,338
36,788
38,148 38,148
38,898 38,898
39,775 39,775
41,200 41,200
42,517 42,517
43,793 43,793
45,134
36,494
37,579 37,579
38,528 38,528
39,533 39,533
40,890 40,890
42,206 42,206
43,471 43,471
44,720
1,771
1,864
1,919
1,985
2,059
2,133
2,208
1,864
1,919
1,985
2,059
2,133
2,208
2,2587
-2.25.3
5.3 3.0
3.0 3.4
3.4 3.8
3.8 3.6
3.6 3.5
3.5 3.6
5,340
5,465 5,465
5,626 5,626
5,740 5,740
5,863 5,863
5,976 5,976
6,102 6,102
6,227
45,134
44,720
2,2587
3.6
6,227
Source: Conference Board of Canada , Winter 2011
13
Population
Population in 2011
Population in 2006
2006 to 2011 population change
Population by Age Groups
Total
Male
Female
Total Population
160,770
78,480
82,290
0 to 17 years
18 to 34 years
41,815
34,220
21,395
17,055
20,415
17,160
35 to 64 years
65 years and older
69,440
25,835
34,080
11,360
35,370
14,485
42
84
41
84
43
85
Median age of the population
% of the population aged 15 and over
Total private dwellings
Private dwellings occupied by usual residents
Population density per square kilometer
Land area (square km)
Source: Statistics Canada 2011 Census Community Profile
14
Total 160,770 158,258 1.6% GREATER SUDBURY AT A GLANCE
72,736
67,767
47
3,411
Population by Former Census Subdivisions
%
change
2006
2011
%
2006
2011
change
2006Former Municipalities
Former Municipalities
Capreol
Capreol
Nickel
Centre
Nickel Centre
Sudbury
Sudbury Falls
Onaping
OnapingBalfour
Rayside
Falls
Rayside Balfour
Walden
Walden
Valley
East
Valley
SE
Townships
East
SE Townships
NE
Townships
NE Townships
TOTAL
TOTAL
Population
Population
12,629
3,433
12,629
88,708
88,708
4,742
14,359
4,742
14,359
10,158
10,158
22,640
22,640
1,105
1,105
83
83
157,857
157,857
13,232
3,286
13,232
88,503
88,503
4,874
14,557
4,874
14,557
10,564
10,564
23,978
23,978
1,232
1,232
43
43
160,274
160,274
Population
3,433
Population
3,286
2011
20062011
-4.5%
-4.5%
4.6%
-0.2%
4.6%
-0.2%
2.7%
2.7%
1.4%
1.4%
3.8%
3.8%
5.6%
10.3%
5.6%
-93.0%
10.3%
-93.0%
1.5%
1.5%
Net
% of Total
change
Population
Net
% of Total
change
Population
Change since
2006-11
2006since
Change
2006-11
-147
2006 -6%
-147
603
25%
-6%
-205
603
25%
-8%
-205
132
-8%
5%
198
132
5%
8%
198
8%
406
17%
1,338
406
17%
55%
1,338
127
55%
5%
127
-40
-2%
5%
-40
-2%
2,417
100%
2,417
100%
15
Population by Settlement Area and Neighbouhood
Communities
2006 Population
2011 Population
% change 2006-2011
Azilda
3,729
3,837
2.8%
Chelmsford
6,765
6,570
-3.0%
Capreol
3,399
3,276
-3.8%
Hanmer
5,968
5,945
-0.4%
Val Therese
7,412
7,851
Net change 2006-11
% of Total Population
Change since 2006
2011 Households
108
4%
1,522
-195
-8%
679
-123
-5%
1,381
-23
-1%
2,217
5.6%
439
18%
2,691
Val Caron, McCrea, Blezard
5,733
6,335
9.5%
602
25%
2,406
Levack-Onaping
1,919
1,948
1.5%
29
1%
836
Dowling
1,997
2,069
3.5%
72
3%
786
Lively
4,514
4,792
5.8%
278
12%
1,891
Naughton, Whitefish & Rural
3,199
2,867
-11.6%
-332
-14%
1,161
2,467
2,604
5.3%
137
6%
1,076
17,442
17,893
2.5%
451
19%
7,825
Copper Cliff
South End
Rural South End
Minnow Lake
Downtown Kingsmount
3,773
3,793
0.5%
20
1%
1,494
10,056
10,124
0.7%
68
3%
4,233
7,402
6,820
-8.5%
-582
-24%
3,668
8,521
8,415
-1.3%
-106
-4%
4,123
Donovan-Flour Mill
14,504
14,370
-0.9%
-134
-6%
7,635
New Sudbury
West End
24,665
24,329
-1.4%
-336
-14%
9,976
Garson
6,107
6,492
5.9%
385
16%
2,433
Coniston
2,120
2,149
1.3%
29
1%
854
Falconbridge, Wahnapitae, Skead
4,402
4,591
4.1%
189
8%
1,800
SE Townshps
958
1,080
11.3%
122
5%
439
NE Townshpis
83
43
-93.0%
-40
-2%
Rural Capreol
34
10
-240.0%
-24
-1%
Rural OF
826
857
3.6%
31
1%
340
Rural RB
3,865
4,150
6.9%
285
12%
1,544
RURAL VE
3,541
3,852
8.1%
311
13%
1,423
Rural Walden
2,445
2,905
15.8%
460
19%
1,016
-
312
100.0%
312
13%
157,857
160,274
1.5%
2,417
100%
Rural Sudbury
TOTAL
16
Household Spending
Amount
Amount
Total Current
Consumption
Total Current
Consumption
Food Food
Shelter
Shelter
Household
Operation
Household
Operation
Household
Furnishing
& Equipment
Household
Furnishing
& Equipment
Clothing
Clothing
Transportation
Transportation
HealthHealth
care care
Personal
care care
Personal
Recreation
Recreation
Reading
materials
and other
printed
mattermatter
Reading
materials
and other
printed
Education
Education
Tobacco
products
and alcoholic
beverage
Tobacco
products
and alcoholic
beverage
GamesGames
of chance
of chance
Miscellaneous
Miscellaneous
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Total Total
current
consumption
current
consumption
Personal
taxestaxes
Personal
Personal
insurance
payments
and pension
contributions
Personal
insurance
payments
and pension
contributions
Gifts of
money
and contributions
Gifts
of money
and contributions
$ 2,806,190,280
$ 2,806,190,280
$
749,788,894
$
749,788,894
$
220,642,029
$
220,642,029
$
$89,880,647
89,880,647
Total Total
Expenditure
Expenditure
$ 3,866,501,850
$ 3,866,501,850
$427,067,445
427,067,445
$731,030,925
731,030,925
$183,448,610
183,448,610
$119,509,148
119,509,148
$159,340,128
159,340,128
$523,116,024
523,116,024
$ 94,669,346
94,669,346
$ 65,021,723
65,021,723
$242,131,056
242,131,056
$ 19,600,373
19,600,373
$ 61,851,716
61,851,716
$101,355,936
101,355,936
$ 23,261,497
23,261,497
$ 54,786,353
54,786,353
17
6. LOCATION, LOCATION, LOCATON...
18
6. LOCATION, LOCATION, LOCATON...
Greater Sudbury is nestled in the heart of Northeastern Ontario at the hub of
Canada’s two most important highways. The city is a one-hour flight or less
than a four hour scenic “cottage country” drive from Toronto.
We are the first stop light north of Toronto on highways 400 and 69. Centrally located 390 kilometers (242 miles) north of Toronto, 290 kilometers
(180 miles) east of Sault Ste. Marie and 483 kilometers (300 miles) west of
Ottawa, Greater Sudbury forms the hub of northern business activity. The
Greater Sudbury Airport is northern Ontario’s busiest with direct flights to
and from Toronto, Ottawa and Northern Ontario centres. (Appendix E-Distance Table Map)
Transportation
Sudbury is a pivotal point for people and goods in transit. The gateway to
Southern Ontario and Toronto, it connects all points between Halifax and
Vancouver. This region is also an important central spot for the prolific mining and forestry camps of Northern Ontario. Our significant air, rail and road
infrastructures ensure smooth passage for thousands of people and millions
of tonnes of goods every year
Greater Sudbury Airport
Following a multi-million dollar renovation, the Greater Sudbury Airport is
a newly upgraded transportation hub for businesses in the north. Greater
Sudbury Airport is one of Northern Ontario’s busiest and is currently served
by Air Canada, Porter Airlines, Bearskin Airlines and Sunwing Vacations. Six
daily flights to Toronto provided by Air Canada and four daily flights provided by Porter Airlines provides excellent North American and overseas
connections. A number of convenient flights also link Greater Sudbury to
major centres such as Ottawa, Sault Ste. Marie and Thunder Bay. Most of
northeastern Ontario’s smaller communities receive regular airline service
from Greater Sudbury. Non-stop service is also available to Timmins and
North Bay.
The Sudbury airport is located approximately 24 kilometers north of downtown Sudbury and occupies a land area of 1,227.6 acres. It serves as a port of
call for air carriers offering scheduled passenger service, and services both
private and commercial, helicopter and fixed-wing aircraft operators located
on-site.
19
Highways
The City of Greater Sudbury’s central location within the province provides
excellent access to Northern and Southern Ontario markets. Located at the
convergence of the Trans Canada Highway 17, Highway 69 to the south and
Highway 144 to the north, the city is an ideal servicing point for major Ontario markets. Greater Sudbury also provides a central access point to both
Eastern and Western Canada. The city offers 35 companies specializing in
transport services, as well as numerous local delivery and courier companies.
Intercity bus transportation to major destinations in Canada and the United
States is provided by Greyhound and Ontario Northland.
Major Infrastructure investments have been made to widen Highway 69
from Barrie to Sudbury. Currently the sections from Barrie to Parry Sound
have been completed. Two new contracts have recently been released for
tender with estimated completion dates within 2015.
Rail
Both Canadian National Railway and Canadian Pacific Railway count Greater
Sudbury as a destination and transfer point for goods and passengers traveling north and south in Ontario. The convergence of CNR and CPR in Greater
Sudbury also connects travelers and transported goods from the east and
west coastlines of Canada.
20
Area
The total area of the City of Greater Sudbury is 3,627 square kilometers
including water bodies, making it the largest municipality in Ontario based
on total area. Our road network extends over 1,600 kilometers and reaches
approximately 380,000 people living within a 160 km (100 mile) radius of the
city.
Lakes
The City of Greater Sudbury contains more than 330 lakes within its municipal boundaries. At 13,257 hectares in surface area, Lake Wanapitei becomes
the largest city-contained lake in the world. Greater Sudbury’s urban core
also boasts numerous lakes which are a valued natural amenity. Located in
the heart of the city, Ramsey Lake provides public access that is only a few
minutes’ walk from the downtown core.
7. LABOUR & EMPLOYEMENT
21
7. LABOUR & EMPLOYEMENT
The Greater Sudbury labour force is a strong blend of skill and experience.
This city is known throughout Northern Ontario as an excellent source of
readily available bilingual labour. In fact, nearly 40% of our population is
bilingual.
Our academic community is dedicated to providing an ever-increasing
supply of bilingual employees trained to fit the labour requirements of new
businesses in every sector, from trades to IT. Four local post-secondary
institutions continue to educate those preparing to enter the workforce. The
upgrading of skill levels in the current labour pool is also a priority which is
constantly monitored and addressed. Laurentian University, Cambrian College and Collège Boréal provide a wide range of programs designed to train
a workforce that exceeds skill and productivity expectations.
The diversification of our mining supply and services sector has encouraged
a global business mindset in all sectors. The skilled, bilingual labour force
within Greater Sudbury is ready to serve the global markets of today’s successful companies.
22
Labour Force Survey April 2012
Total population age 15 and over
Labour force
Employed
Unemployed
Participation rate
Unemployment rate: Greater Sudbury CMA
Employment rate: Greater Sudbury CMA
Source: Statistics Canada Labour Force Survey April 2012
139,300
89,400
83,000
6,400
64.2%
7.2%
59.6%
Major Public and Private Sector Employers with 200 + Employees
Company / Organization
Vale
Copper Cliff, ON
P0M 1N0
Tel.: (705) 682-5425
Fax: (705) 682- 5319
# of Employees
Sector
4,000
Mining
Health Sciences North/HorizonSanté-Nord (HSN)
41 Ramsey Lake Road
Sudbury, ON P3E 5J1
Tel: (705) 523-7100
3,700
Health
Sudbury Tax Services Office
1050 Notre-Dame Avennue
Sudbury, ON P3A 5C1
2,800
City of Greater Sudbury
200 Brady Street
PO Box 5000 Stn A
Sudbury, ON P3A 5P3
Tel: (705) 671-2489
Laurentian University
935 Ramsey Lake Road
Sudbury, ON P3E 2C6
Tel: (705) 675-1151
Rainbow District School Board
69 Young Street
Sudbury, ON P3E 3G5
Tel: (705) 674-3171
Fax: (705) 674-3167
Services
Federal
Government
2,166
Municipal
Government
1,850
Education
1,606
Education
Conseil scolaire de district catholique du
Nouvel-Ontario
201 rue Jogues
Sudbury, ON P3C 5L7
Tel: (705) 673-5626
Xstrata
Falconbridge, ON
P0M 1S0
Tel.: (705) 693-2761
Fax: (705) 699-3110
Cambrian College
1400 Barrydowne Road
Sudbury, ON P3A 3V8
Tel: (705) 566-8101
Sudbury Catholic District School Board
165A D’Youville Street
Sudbury, ON P3C 5E7
Tel: (705) 673-5620
Fax: (705) 673-6670
Conseil scolaire publique Grand Nord de l’Ontario
296, rue Van Horne
Sudbury, ON P3B 1H9
Tel: (705) 671-1533
TeleTech
40 Elm Street
Sudbury, ON P3C 1S8
Tel.: (705) 691-4700
Fax: (705) 691-4760
# of Employees
Sector
1,443
Education
1,139
Mining
714
Education
700
Education
594
Education
450
Call Centre
23
Canadian Blood Services National
Contact Centre
300 Elm Street
Sudbury, ON P3C 1V4
Tel: (705) 688-3326
# of Employees
Sector
250
Call Centre
Bayshore Home Health
2140 Regent Street Unit 13
Sudbury, ON P3E 5S8
Tel: (705) 523-6668
350
Health
Leuschen Transportation
1151 Lorne Street
Sudbury, ON P3C 4T1
Tel: (705) 674-0708
330
Canadian Tire
(3 locations)
Metro
(4 locations)
Services
Transportation
Services
300
284
Retail
Retail
* Employment figure represents entire school board district and includes teaching and nonteaching personnel. Data are sourced from School Board Profiles prepared by the Ontario Ministry
of Education.
Based on 2001 Census data, the Ontario government employs approximately 1,500 persons in
Greater Sudbury CMA. A detailed breakdown by ministry is not available.
24
# of Employees
Sector
250
Food Services
Extendicare Falconbridge
281 Falconbridge Road
Sudbury, ON P3A 5K4
Tel: (705) 566-7980
246
Health
Science North
100 Ramsey Lake Road
Sudbury, ON P3E 5S9
Tel: (705) 522-3700
220
Information,
Extendicare York
333 York Street
Sudbury, ON P3E 5J3
Tel: (705) 674-4221
219
McDonald’s Restaurants
(6 locations)
Culture and
Recreation
Health
Services
Labour Force by Industry Division
Greater Sudbury
Ontario
Source: Statistics Canada 2006 Census
Languages Spoken
Greater Sudbury
Source: Statistics Canada Census 2006
Educational Attainment
Greater Sudbury
Ontario
Ontario
Source: Statistics Canada 2006 Census
25
8. BUSINESS DEVELOPMENT IS OUR PRIME DIRECTIVE
Our business development team consists of proactive specialists willing to
go the distance. Trained and dedicated, our team isn’t satisfied with simply
monitoring the situation. Their creative solution-oriented approach gets
results.
Highly skilled in the facilitation of multi-agency incentive packages, our team
does not stop with financial intervention and assistance. Negotiations at all
stages of development provide an exceptional level of support in managing
projects from the planning stage right through to post-launch.
The Greater Sudbury Development Corporation acts as a Solutions Department for businesses looking for a solid base of operations for the growth
and expansion of viable enterprise.
To review the Community Economic Development Strategic Plan see Appendix F.
26
Community Contact Information
Ian Wood
Director, Economic Development
P.O. Box 5000, Stn. A, 200 Brady St.
Sudbury, Ontario
P3A 5P3
Tel:
705.674.4455 Ext. 4611
Email: [email protected]
Dana Jennings
Business Development Officer
Sudbury, Ontario
P3A 5P3
Tel:
705.674.4455 Ext. 4633
Eleethea Savage
Business Development Officer
Sudbury, Ontario
P3A 5P3
Tel:
705.674.4455 Ext. 4632
Web: www.investsudbury.ca
Appendices:
A- Sector Profiles ..............................................................................................................................................................
B- OLG Map of Zone N1 - Sudbury ........................................................................................................................
C- Community Dashboard ..........................................................................................................................................
D- Map with Household Income .............................................................................................................................
E- Distance Table and Map .........................................................................................................................................
F- Strategic Plan ................................................................................................................................................................
p. 28
p. 45
p. 48
p. 52
p. 53
p. 54
27
A- Innovate to Excel
28
A- Innovate to Excel
Our growing education and research sector
Greater Sudbury has emerged as the newest innovative education and
research hub in Ontario. Capitalizing on the community’s strengths in
mining and healthcare, through its education partners and a varied list of
established postsecondary programs, Laurentian University, Cambrian College and Collège Boréal continue to play a leading role in the economic and
social growth of the Greater Sudbury region and northeastern Ontario.
Greater Sudbury also boasts a number of research and development facilities that are closely affiliated with our post secondary institutions and
supported by partnerships comprised of both private sector companies and
senior government agencies.
These facilities include:
Centre of Excellence in Mining Innovation (CEMI)
Mining Innovation, Rehabilitation and Applied Research Corporation (MIRARCO)
Vale Living With Lakes Fresh Water Ecology Centre
Northeastern Ontario Regional Cancer Centre (NORCC)
Centre for Integrated Monitoring Technology (CIMTEC)
Xstrata Sustainable Energy Centre (SEC) at Cambrian College
Northern Centre for Advanced Technology (NORCAT)
Canadian Climate Impacts and Adaption Research Network for Ontario
It is clear that advanced education and research have become significant
growth sectors for Greater Sudbury. Each has the potential to ignite innovation and create significant economic and commercial opportunities for the
region.
In a class by itself.
One of the newer buildings to grace the Laurentian University campus in
Sudbury is the Northern Ontario School of Medicine (NOSM), the first new
Canadian medical school in over 30 years. It is an institution shared by Laurentian and Lakehead University in Thunder Bay. NOSM offers a four-year MD
program geared towards establishing family physicians in the north, particularly in under-serviced areas and has been attracting top medical students
from across Canada and Northern Ontario.
The Laurentian School of Architecture, soon to be built in downtown Sudbury, is the first architecture school in Canada in over 40 years. It will offer
a high quality fouryear undergraduate program, followed by a two-year
masters program, leading to a Masters of Architecture degree. The school
will have the capacity for over 400 outstanding students plus professors
and staff. It will revitalize the downtown, contribute to diversifying the
economies of Sudbury and northern communities and increase the quality
of life in the north by promoting the benefits of good design and creativity.
Laurentian University has become a leader in bringing world-class research
into the classroom. Its research centres focus on everything from improving
the health of our lakes and rivers at the Living with Lakes Freshwater Ecology
Centre to mining innovation at the Centre for Excellence in Mining Innovation (CEMI). The Willett Green Miller Centre is home to the Mineral Exploration Research Centre (MERC), a semi-autonomous research and teaching
centre. Its mission is to conduct and promote cutting-edge, collaborative research on mineral deposits and their environments, and to educate and train
highly qualified personnel for careers in the minerals industry, academia or
government.
The 51 year-old university now has the ability to take on various scientific,
environmental and economic challenges facing the province, the country
and the globe, while involving students and professors from universities and
colleges around the world.
29
Colour Cambrian green.
In addition to its much vaunted Northern Centre for Advanced Technology
(NORCAT) housed in the new 60,000 square foot Innovation and Commercialization Centre just off campus, Cambrian College has “gone green” with
energy focused research and education.
The Xstrata Sustainable Energy Centre is an innovative teaching and applied
research facility that will provide opportunities for students, faculty, and the
local community to acquire the skills and practical experience to become
leaders in the ‘green collar’ economy. The Centre has six “Living Labs” designed to be used for research, education, and technology development by
Cambrian College students, primary and secondary school students, entrepreneurs and the general public. Also housed in the centre is Cambrian’s Energy Systems Technology Program, a three-year program preparing students
to work on energy systems in two directions – modeling of green buildings
and the design of renewable energy conversion systems.
30
The pride of Franco-Ontarians.
Collège Boréal is a French-language community college whose main campus is located in the heart of Greater Sudbury and has six satellite campuses
across Ontario. Collège Boréal offers over 60 post-secondary programs.
Using state-of-the-art multimedia communications technology to connect
with students at its satellite campuses, Collège Boréal has created one of
the largest private telecommunications networks in Canada. Using various
modes of delivery, this advanced infrastructure allows the college to offer
numerous courses and learning opportunities to students across northeastern Ontario.
A- Celebrating Our Diversity
31
A- Celebrating Our Diversity
Measuring Sudbury’s arts and culture footprint.
Economic research tells us that skilled workers choose to live in dynamic,
vibrant communities. In his book, The Rise of the Creative Class, Dr. Richard
Florida says even suburban areas are trying to emulate aspects of the quality
of place associated with larger urban centres. And they are doing so for hard
economic reasons – to attract talented people and the companies that enable economic growth.
Arts and culture activities help bring communities to life. They create a
dynamic energy that defines a community’s uniqueness. It is generally accepted that the arts, whether on a gallery wall, in architecture or live performances, will attract business, tourism and residents to a city. The Canada
Council for the Arts agrees the arts can put a community “on the map”. In
Greater Sudbury for example, where it is easy to be overshadowed by a
huge mining sector, events such as Cinéfest and Northern Lights Festival
Boréal have become part of the city’s brand.
Another aspect of Greater Sudbury’s brand is its multi-cultural diversity.
Franco-Ontarian culture has always been part of our local heritage and a
growing Aboriginal population has elevated interest in native traditions,
values and creative expression. Add to that an ethnic mosaic representing
every region of the world and it’s easy to see why our diversity is such a
celebrated characteristic.
Filmed on location.
Greater Sudbury’s arts & culture community has made tremendous strides
in the past decade and is now acknowledged as a true growth engine in
the city’s revised strategic plan. This effort has encouraged support from the
other levels of government. More importantly, it has resulted in greater support for growth sectors such as film and television production.
32
Partners like Music and Film in Motion (MFM) and Le Carrefour francophone
de Sudbury are working to position Greater Sudbury as the music, film &
television industry leader for Northern Ontario.
The mandate of MFM is to foster and promote the development of the music and film industries. Within the community, it provides professional skills
development through various programs. It also serves as a link between
outside production companies and local resources such as location services,
film crews, logistical support and media relations. MFM’s annual conference,
the Northern Ontario Music and Film Awards, has become a high profile
event for the industry and the community. This usually sold out affair features an abundance of activities for northern artists and filmmakers including industry workshops, panels, networking and mentorship opportunities.
Le Carrefour Francophone is a community centre dedicated to ensuring the
vitality and the renewal of the French culture and language. This is accomplished through various programs, activities and partnerships including music programs for youth and La Slague, a promoter of francophone concerts
in Greater Sudbury.
Greater Sudbury has provided locations for a number of national and
international film and television productions with more in the planning
stages. Major productions that employed local talent or skilled labour during
production included: the Canadian film Men With Brooms, the made for TV
movie Shania!, the French television sitcom Météo Plus, and many others.
There were several foreign productions that selected Sudbury as a site for
at least part of the filming, including those from Holland, Austria, Britain and
the U.S.
Scene in the city.
Greater Sudbury’s thriving arts and culture mosaic is built from a variety of
artistic, multicultural and historical events and sites throughout the year.
Each has developed its own following and all are popular with residents and
visitors to the city.
Cinéfest Sudbury International Film Festival
Since its inception 23 years ago, Cinéfest Sudbury has become one of Canada’s premier film festivals, featuring more than one hundred of the year’s
top-rated Canadian, American and foreign films, and several star-studded
gala events.
Laugh Out Loud Comedy Festival
LOL, as it is affectionately known, brings top Canadian and U.S. comedians to
Sudbury each May for a series of stand-up shows to sell-out crowds.
Northern Lights Festival Boréal
Northern Lights Festival Boréal is Canada’s longest running outdoor music
and arts festival featuring headline musical acts, workshops, performing and
visual arts at the Grace Hartman Amphitheatre on Lake Ramsey.
Jazz Sudbury Festival
The Jazz Sudbury Festival is a major Canadian jazz festival that blows its horn
each September. The festival features world-class musical talent on numerous stages. In conjunction with the Jazz Sudbury Festival are two not-to-bemissed events. Cabaret is a dinner concert that coincides with the start of
the jazz season in Sudbury. The Online Talent Search is in pursuit of young
musicians wanting to spread their jazz wings.
Art Gallery of Sudbury
Located in the historic Bell Mansion on a beautiful garden estate, AGS presents traveling art exhibitions along with its own permanent collection and
paintings by renowned Group of Seven artist Franklin Carmichael.
33
A- Realizing a Vision
34
A- Realizing a Vision
A Hub of Health Care Excellence
Quick Facts About HSN
(from 2011 Annual Report)
Greater Sudbury is the regional referral health centre for northeastern
Ontario. A hub of health care excellence has been created in Greater Sudbury that includes Health Sciences North, the Northern Ontario School of
Medicine, Laurentian University, the Sudbury District Health Unit, Cambrian
College, and College Boréal. Together this health care hub works cooperatively to provide first-rate health care, promote healthy lifestyles, conduct
health-related research, and train future generations of health care workers. This hub of health care excellence is one of the key economic drivers in
Greater Sudbury, employing thousands of people and generating hundreds
of millions of dollars in economic activity.
Patient Care
Health Sciences North/Horizon Santé-Nord (HSN) is the main acute-care
referral centre for northeastern Ontario with regional tertiary programs in
cardiac care, trauma, oncology, diagnostics, surgery, pediatrics and intensive
rehabilitation. With 3900 employees, HSN is Greater Sudbury’s secondlargest employer. HSN is currently expanding its outpatient services to better
meet the health care needs of patients with chronic conditions such as
diabetes, obesity, cancer, and heart and lung disease.
The Northeast Cancer Centre of HSN provides vital chemotherapy and
radiation treatment, and awardwinning researchers are actively exploring
new methods for treating cancer. HSN is also furthering its mandate as an
academic health sciences centre by increasing its research and teaching capacity, so that more health care professionals can be recruited, trained, and
retained in Greater Sudbury.
•
•
•
•
•
•
•
•
•
•
•
•
•
$409 million annual budget
3900 employees
250 physicians
600 volunteers
454 beds
240,000 outpatient clinic visits
58,000 Emergency Department visits
23,000 CT scans
20,800 admissions
16,000 surgical procedures
8,800 chemotherapy visits
4,000,000 laboratory tests
1993 births
Research and Teaching
Greater Sudbury’s health care hub of excellence is actively involved in the
academic health sciences, through research and teaching. Health Sciences
North, Laurentian University and the Northern Ontario School of Medicine
are working collaboratively towards the creation of a research institute
devoted to health care indices of concern in northeastern Ontario, such as
chronic disease management, the development of vaccines, and the staging
of clinical trials for new treatments and methods. This new research initiative has the potential to significantly increase economic activity, and help
attract more medical professionals to the city. Health Sciences North is also
developing a Learners Space, complete with a Simulation Lab that will be
used to train medical residents and learners of all disciplines using the latest
technologies.
35
Northern Ontario School of Medicine
Canada’s first new medical school in over 30 years, the Northern Ontario
School of Medicine (NOSM), is a joint initiative of Laurentian University in
Greater Sudbury and Lakehead University in Thunder Bay. The universities
are home to NOSM’s two main campuses. In addition, there are multiple
teaching and research sites in over 70 hosp tals and health centres throughout the north.
NOSM offers a four-year MD program geared towards establishing family
physicians in the north, particularly in under-serviced areas. This focus on the
north impacts significantly on the type of programs offered and the way in
which students are taught. For example, students learn about various illness,
injury and health status patterns that are unique to the north. They study a
wide range of health service delivery models, which emphasize local health
care. And of course, they discover the personal and professional challenges
along with the rewards that come from working in northern and rural surroundings.
Student recruitment efforts demonstrate social accountability, as class profiles are often a reflection of the north’s cultural diversity. NOSM graduates
become physicians who are innovative, resourceful, self-reliant, culturally
sensitive and fully acquainted with medical practice in northern, remote and
Aboriginal communities.
Health Promotion
Greater Sudbury’s health care hub is also actively involved in health promotion.
36
The Sudbury & District Health Unit is one of Ontario’s most progressive
public health agencies. Its goal is to improve the health of residents in
Greater Sudbury and the Districts of Sudbury and Manitoulin. The Health
Unit demonstrates on a daily basis its commitment to health promotion and
protection in the communities it serves. A staff of over 250 health and health
promotion professionals delivers a wide range of programs such as healthy
family promotion, immunization, sexual health, emergency preparedness,
infectious diseases and food safety. Health Sciences North/Horizon Santé
Nord, through its expanding outpatient care programs, is also helping
people better manage their day-to-day health.
Regional Cancer Program (HSN)
Each year the Regional Cancer Program of Health Sciences North/Horizon
Santé Nord (HSN) conducts approximately 15,000 chemotherapy visits
and 38,000 radiation therapy visits, saving northern residents afflicted with
cancer and their families the cost and inconvenience of traveling to southern Ontario for treatment. This is the high profile side of the Regional Cancer
Program as it impacts on the lives of so many northerners. Behind the scenes
though, there is another drama that plays out on a daily basis – research that
will not only save lives but also improve the quality of life for those afflicted
with the disease. At the Regional Cancer Program, a team of world-renowned doctors, scientists and researchers work on a variety of research and
clinical trials that regularly attract the attention of the international medical
community.
The Regional Cancer Program Clinical Research is affiliated with the National
Cancer Institute of Canada and the Ontario Clinical Oncology Group, which
enables access to the most innovative treatment trials available.
A- Canada’s mighty mining metropolis
37
A- Canada’s mighty mining metropolis
The Sudbury Basin still dominates.
Since those first nickel and copper discoveries, Sudbury has evolved from a
simple mining community into an internationally renowned, Canadian mining showcase and one of the most productive, technologically advanced,
and environmentally aware mining centres on the planet.
tion spending by 159%. This led to the development of Vale’s Totten Mine
complex. Increased exploration spending has also resulted in the discoveries of Xstrata’s Nickel Rim Mine and the Quadra FNX Morrison Deposit and a
resumption of production at First Nickel’s Lockerby Mine. These projects are
creating increased employment opportunities and economic prosperity for
Greater Sudbury.
Local mining operations together with a wonderfully robust supply and
services sector are a powerful engine for economic growth in Greater Sudbury. With Sudbury holding the title as Ontario’s mining powerhouse, the
province produced approximately $7.7 billion worth of minerals in 2010 and
employed more than 25,000 people in production and exploration combined. Ontario also leads Canada in nickel and copper production (34% and
30% respectively).
Building our mining muscle.
For a region that has been mined for well over a century, the continued high
level of exploration activity is a testament to the confidence mining companies have in the future of the Sudbury Basin. John Pollesel, Chief Operating Officer for Vale’s North Atlantic Operations revealed recently that when
he joined Vale, he was surprised how many deposits there were within the
Basin with potential for future development. “The Sudbury Basin remains an
attractive region hosting excellent ore bodies with decades of mining left,”
says Pollesel, “which contributes to Vale’s position of having the best contained nickel reserve in the world, ahead of our closest competitor, Norilsk
Nickel (Russia).”
Beyond mining the raw materials, there are also value-added operations.
Crossworks Manufacturing’s diamond cutting and polishing facility in
Sudbury, the first of its kind in Ontario, cuts and polishes approximately $35
million worth of rough stones each year. The stones come from the DeBeers
Victor Mine, located near the James Bay Coastal community of Attawapiskat First Nation. Sudbury has been selected to proceed to feasibility as the
location for Cliffs Natural Resources’ chromite processing facility to process
chromite into high-grade ferrochrome.
Comparing the three years prior to Vale’s purchase of Inco and the three
years after the purchase, Pollesel says the company increased its explora-
38
Sudbury’s leadership position in the Canadian and global mining industry
has not gone unnoticed. Increasingly, international firms view Sudbury as an
ideal base of operations, allowing further expansion of this influential sector.
Companies that want to be close to the action have established Canadian
offices in Sudbury. These include mining equipment manufacturers, engineering firms and mining contractors.
A surprising success story.
Sudbury’s mining supply and services sector got its start by providing tools,
parts and professional services to local mining companies. As new technology and innovation ledzto new products and processes, these homegrown
companies found eager national and international mining markets looking
to improve their productivity. Today, the sector represents more than 300
companies employing almost 14,000 skilled workers and professionals and
generating approximately $4 billion in revenue each year. While 80% of
the mining supply and services market is domestic, companies are testing
international waters in increasing numbers and are making inroads into the
U.S., Latin America, Sub-Saharan Africa, Europe and Russia. Assisting with the
sector’s global expansion are the Greater Sudbury Development Corporation, Ontario Ministry of Northern Development and Mines, and the Sudbury
Area Mining Supply and Service Association (SAMSSA).
Greater Sudbury’s innovation boom.
Mining research and innovation in Sudbury has evolved into a world-class
industry all its own. Many of the brightest minds in mining related sciences
are being drawn here to be part of one of the world’s most advanced clusters of international mining research.
Much of the ongoing research relates to the creation of the next generation
of mines and the challenge of bringing more raw material up from deeper
mines while maintaining the highest levels of safety and efficiency.
MIRARCO is the largest not-for-profit, applied research firm in North America. Its goal is to transfer as much benefit as possible to industry, to create
unique and exci ing employment, and to engage in projects that make a real
difference.
The Northern Centre for Advanced Technology Inc (NORCAT) is Sudbury’s
third major innovation partner. A not-for-profit company, it’s 60,000 square
foot Innovation and Commercialization Centre is the central location for
innovation development, contractor training, an Occupational Health and
Safety Resource Centre and eLearning technology.
Other R&D facilities in Greater Sudbury include:
• Vale Living with Lakes Centre (Laurentian University)
• Centre for Integrated Monitoring Technology (CIMTEC)
• Deep Mine Research Consortium
• Xstrata Process Support
• CANMET
Greater Sudbury’s innovation cluster is made possible through partnerships
involving postsecondary institutions, all levels of government and some
of the world’s largest mining corporations including Vale, Xstrata and Rio
Tinto. It is the long-term sustainability of these mining companies that is so
dependent on the innovative research coming out of facilities like the Centre for Excellence in Mining Innovation (CEMI) and the Mining Innovation,
Rehabilitation and Applied Research Corporation (MIRARCO), both located at
Sudbury’s Laurentian University.
At CEMI, R&D efforts strive to establish excellence in strategic areas of research such as deep mining, mineral exploration, integrated mine engineering and environmental sustainability.
39
A- A Retail Renaissance
40
A- A Retail Renaissance
Sudbury’s new economic powerhouse.
Greater Sudbury’s healthy retail sector has grown substantially over the
past decade. As the largest city in Northern Ontario, Sudbury is the regional
hub for retail. According to the Canadian Business Journal, Greater Sudbury
boasts the highest retail sales per capita of metropolitan areas in Ontario.
Sudbury’s retail sector is a regional shopping destination servicing an area
that extends across the northeast. It is strengthened by the continuing
growth and diversification of the Downtown core, the expansion of the
New Sudbury shopping district, and the South End with its addition of a
Smart Centre, which includes a Walmart Super Store. Surrounding shopping
districts continue to thrive with a unique and diverse small business culture,
serving the outlying communities of Greater Sudbury. These include the
former municipalities of Rayside Balfour, Onaping Falls, Walden, Valley East,
Capreol, and Nickel Centre.
All this growth contributes to a stronger local economy. Total retail sales
of more than $2,440.7 million in 2011 establishes Sudbury as the premier
retail centre of Northeas ern Ontario. Based on retail sales per capita, Greater
Sudbury is ranked 15th of 39 Canadian urban markets with a population of
100,000 or more. When income per capita is compared across cities, the local market is ranked 20th of 33 census metropolitan areas.
(Source: FP Markets CanadianDemographics 2011).
New Sudbury leads the way.
The success of the retail sector is a reflection of Greater Sudbury’s historic
position as a trading and service hub. At the core of this retail hub is the
city’s retail nerve centre, the New Sudbury shopping district, which encompasses the traditional New Sudbury Shopping Centre and surrounding
stores as well as the recently developed Millennium Centre and Marcus
Drive. In total, this district encompasses close to 200 retail operations. Complementing the hundreds of millions of dollars invested in Greater Sudbury
since the 1990s, the retail sector has continued to expand in New Sudbury
with the location of stores such as Lowe’s, Best Buy and Toys R Us. This level
of confidence in our retail sector solidifies Sudbury’s position as the retail
capital of the north.
Downtown’s renewal.
The downtown area of the city has seen remarkable development recently.
For decades, the downtown has lagged behind the suburban shopping districts in terms of retail activity however it has seen a dramatic and welcome
revival. With arts and entertainment related businesses springing up, and a
surge in retail investment throughout the downtown, the area has begun its
rebirth as an important arts, culture and entertainment district. Recent collaborative efforts led by the City of Greater Sudbury with Downtown Sudbury (Business Improvement Area) and the Downtown Village Development
Corporation, have resulted in an exciting new master plan for the downtown. With the addition of the Laurentian University School of Architecture
as a permanent anchor, the downtown will continue its transformation into
a central place where people come to live, work, learn and of course, shop.
Looking forward.
If retail growth is based on the strength of the local economy, then Greater
Sudbury’s retail sector has a bright future. Continued growth in strong
mining and mining supply and services sectors leads the way. Maintaining
a strong pace are the area’s education and health services sectors. Retail
spending is also being generated through the tourism industry. In 2009,
the Ontario Ministry of Tourism and Culture reported over 970,000 people
visited Greater Sudbury and spent approximately $175 million, which in the
context of total retail spending accounts for over seven percent. Visitors
are coming from all over Canada, the USA and overseas to explore the vast
natural resources, world renowned attractions and growing arts and culture
community. Just as the diversity of our City will continue to
strengthen Greater Sudbury’s position as one of the best places to visit in
Ontario, our retail sector will also continue to be an important part of the
vision and growth of the community.
41
A- A Destination City
42
A- A Destination City
Greater Sudbury evolves as a ‘must visit’ city.
Since the opening of Science North in 1984 and the addition of Dynamic
Earth in 2003, Sudbury tourism has become a serious player in the north’s
tourism industry and a significant contributor to the local economy. The city
has gone from being a one-day stopover for visitors traveling through the
north to one whose attractions encouraged overnight stays. By 2008, over
62% of the 852,000 total visits were overnight stays. The number of major
hotel properties increased substantially and occupancy rates reflected the
city’s growth as a tourist destination– 66% in 2010 compared with 59% in
2009. This outperformed both provincial and national hotel occupancy rates
of 58.8% and 59.2% respectively.
Total visitor spending in 2009 for Greater Sudbury was $174,823,000. This
represents 579,000 overnight visits and 393,000 same day visits during the
same period. (Source: Ontario Ministry of Tourism and Culture 2009 Travel
Survey).
Today, Greater Sudbury delivers a bilingual tourism product that includes
world-class attractions, high calibre accommodations and unique events
and activities for all types of travelers. Coupled with the area’s all-season,
outdoor playground, it’s little wonder Greater Sudbury is so widely recognized as the leading stay-over destination for Northern Ontario’s tourism
sector.
The science of tourism. While Greater Sudbury may be known more for the
Big Nickel, there is no doubt Science North, the popular science centre, and
its sister attraction, Dynamic Earth, have put the city on the tourism map.
Science North’s unique key offerings include hands-on science fun, 3D IMAX
theatres and its new state-of-the-art Digital Planetarium. Dynamic Earth is
an innovative mining and geology centre that invites visitors to explore the
planet beneath the surface. It features an underground tour, a mining command centre, the Xstrata Nickel Gallery and a miniature multi-level mine for
kids.
The impact of these two world-class attractions on Sudbury’s tourism sector continues to grow. Following the renovation of the third floor Northern
Ecosystems exhibit at Science North in Spring 2011 – the largest renovation
in the history of the science centre – admission numbers for both Science
North and Dynamic Earth topped 165,333 in the same year.
In addition to Science North, two other core attractions are enticing visitors
to Sudbury. Sudbury Downs OLG Slots gaming facility is the only racetrack
slots facility north of Barrie. The New Sudbury shopping district features
the New Sudbury Centre, with its 110 stores and services, and The Millennium Centre, which features many of Canada’s favourite big brand stores
and services such as Costco, Lowe’s, Home Depot, Golf Town, Toys R Us and
SilverCity Multiplex Cinemas.
Places to go. Things to do.
When visitors are looking beyond the core attractions, Sudbury’s list of
artistic and cultural events and activities seems never-ending. Here’s just a
sample of what visitors can enjoy:
•
Cinéfest Sudbury International Film Festival is Canada’s fourth largest
film festival, with an annual audience of nearly 30,000 attending more
than 100 Canadian and international films. Cinéfest also produces Sudbury’s Laugh Out Loud Comedy Festival.
•
Northern Lights Festival Boréal is one of Canada’s longest-running music
and performing arts festivals and attracts thousands to the shores of
Lake Ramsey every July.
43
•
Sudbury Theatre Centre is professional theatre in a modern, 287-seat
facility where patrons enjoy the best in live drama, comedy and musical
stage productions.
Getting here is easy. Staying is easier.
Situated on the Trans Canada Highway junction that connects all directions,
Greater Sudbury’s central location ensures easy access by land and air. It is
480 kilometres west of Ottawa and 390 kilometres north of Toronto. With the
ongoing four-laning of highway 69 (400), access to Sudbury from tourism
markets in the south is being dramatically improved. Air Canada, Bearskin
Airlines and Porter Air provide multiple departures each day to Toronto, Ottawa and locations across the north. Greater Sudbury is also served by two
VIA Rail services – The Canadian (transcontinental) and The Lake Superior
(local).
•
La Nuit sur l’Étang usually runs in March as Ontario’s best francophone
musical artists take to the stage annually for an evening of music.
•
Art Gallery of Sudbury is located in Sudbury’s historic Bell Mansion and
hosts both local and travelling art exhibitions that challenge and enlighten visitors.
•
Le Théâtre du Nouvel-Ontario is an awardwinning professional theatre
company that has dedicated itself to the creation of new Franco-Ontarian stage works for the benefit of its community.
•
Sudbury Symphony Orchestra is a regional sensation. The toughest part
about attending its performances is scoring tickets. Thankfully, that is
much easier since they moved into a larger, modern auditorium, doubling audience capacity.
From international, full-service hotel chains with over 100 employees to family run Bed & Breakfast enterprises, Greater Sudbury has close to 90 accommodation establishments. Four recent additions include hotels by Hilton and
Marriott.
•
Science North IMAX Festival is a popular winter event that attracts both
residents and visitors to a week of larger-than-life, giant film screenings.
The future of Sudbury tourism.
A natural attraction.
Surrounded by pristine northern boreal forest and an abundance of lake
and rivers, Greater Sudbury’s natural assets contribute to its success as a
preferred Ontario destination. There are over 300 lakes within the city limits
and campers can choose from nine full service Provincial Parks that are just a
short drive away. More than 200 kilometres of hiking trails and 1,300 kilometres of snowmobile trails offer year-round opportunities for enjoying the
city’s natural amenities.
44
The City of Greater Sudbury and its tourism partners spend approximately
$450,000 a year on marketing. Beginning in 2011, that budget is being augmented by a three-year, $950,000 Regional Tourism Organization (RTO) 13A
campaign directed at key target markets. RTO 13A includes much of Northeastern Ontario including Sudbury. Sudbury Tourism says the campaign will
draw more attention to the Sudbury experience. “The goal of the campaign
is to help attract more visitors, generate more economic activity, and create
more jobs in the region including Greater Sudbury’s tourism sector.”
B- OLG Map of Zone N1- Sudbury
45
46
47
C- Community Dashboard
WORKFORCE:
ENTREPRENUERIAL SPIRIT:
We will harness and support the entrepreneurial spirit
needed for economic diversification
We will build a strong and resilient workforce that is
central to strengthening our community
The Unemployment Rate for Sudbury has increased from 5.6% at the
end of 2011 to 7.2% at the end of March 2012, but is comparable to
that of Ontario (7.4%) and Canada (7.2%).
Source: Canada Labour Force Survey
The total number of businesses started in the first quarter of 2012
was 29, down from 38 for the same period in 2011.
Unemployment Rate Comparison
The total number of website inquiries has been steadily increasing
over the past year, nearly doubling since April 2011.
The total number of jobs created by clients of the Regional
Business Centre was steady at 42 for the first quarter of 2012
COMMUNITY LEARNING:
We will have a culture of community learning as the
foundation for competing in the global economy
9.0
Seasonally adjusted (%)
The total number of business registrations was down from 90
in 2011 to 64 in 2012.
12 Months ending March 2012
8.0
7.0
6.0
5.0
4.0
Jan
11
Feb
11
Mar
11
Apr
11
May
11
Jun
11
Jul
11
Aug
11
Sep
11
Oct
11
Nov
11
Dec
11
APPRENTICESHIPS
1,304 new registrations for apprenticeship were received in the Sudbury office
between April 2011 and February 2012. This is an increase from 1,196 in 20102011.
The top three trades are Heavy Duty Equipment Technician,
Industrial Electrician and Info Tech Contact Centre – Customer Care Agent.
Source: Ministry of Training College and University, North Region
48
Sudbury
Ontario
Canada
Jan
12
Feb
12
Mar
12
INFRASTRUCTURE:
We will improve infrastructure and ensure adequate facilities
The Net Total Value of Building Permits in the first quarter of
2012 was $14.1 million, a decrease of $13.8 million over the
same period in 2011. This decline is mainly due to the expiration of many permits purchased in 2009 in order to avoid the
increases in development fees.
The net number of Building Permits issued for the first quarter
2012 is 190, which is an increase of 38 over the same period in
2011.
The number of new residential permits is 124, compared
to 73 in the first quarter of 2011.
Source: Chief Building Official, Building Permit Statements 2010 & 2011
Two new contracts to continue widening of
Highway 69 have been released for tender.
The first contract up for tender will see work
done three km north of Highway 607 to 4.5 km
north of Highway 64 for 11 km. It is expected this contract will created about
672 jobs, and the completed highway section is expected to be opened to
traffic in late 2015. The second contract up for tender will see work done 4.5
km north of Highway 64 northerly for nine km. This contract is expected to
create about 525 jobs, and the completed highway section should be open
to traffic in summer 2015. Source: The Northern Life, March 21, 2012
2012 Major Construction Projects
Amount
Biosolids Plant – Kelly Lake Rd
$40million
Downtown Market Square Relocation
$3.3million
Laurentian University School of Architecture
$43million
Transit & Fleet Garage – Lorne St
$10million
Wal-Mart (New Sudbury Expansion & renovations)
$7.2million
Azilda Apartments 2 @ 3-storeys, 29 units each
$12.6million
Copper Street Condominium 4-storeys, 32 unit
$8.2million
Kristina Place Condominium 6-storeys, 60 units
$17million
Nesbitt Drive Apartment Building
5-storeys, 54 units
$9.1million
Source: Sudbury Star April 26, 2012.
is bringing its world-class fibre-to-the-home
network to Greater Sudbury, Ontario, investing $30 million to bring FibreOP™ services to
55,000 homes and businesses in the Greater Sudbury area.
Source: The Sudbury Star, February 6, 2012
49
MINING, MINING SUPPLIES & SERVICES:
We will be the global leader in mining and
mining supply & services
Production figures for the Sudbury Basin 2011:
Nickel 106,370 tons, Copper 164,000 tons,
Cobalt 3,136 tons, Precious Metals 73,000 oz.
Exploration expenditures for 2011 were well
in excess of $100 million for the Basin, with
unprecedented spending in Ontario approaching almost $1 billion.
Source: Ministry of Northern Development & Mines, Mines
and Minerals Division
Nine Sudbury companies have completed the Strategic One on One Export
Marketing program since April 2011.
An additional 3 companies are already
registered for the 2012 spring session.
32 Sudbury businesses have been approved for Export Marketing Assistance
since the program began last April. The
program provides financial assistance
to companies for export marketing
initiatives.
ADVANCED EDUCATION, RESEARCH & INNOVATION:
We will become a global leader in advanced
education, research and innovation
Laurentian University launched their Strategic Plan
for 2012-2017. The plan sets out five key goals student engagement and satisfaction, national
recognition, university of choice, community
responsiveness and organizational excellence.
Source: www.laurentian.ca/downloadable/strategicplan/
New Program: Stage management and technical support – Designed to train specialists able to
carry out the technical aspects (design, sound and
lighting) and management (production, production
direction, technical direction) of the various activities related to the performing arts.
Chef Training – Including a Canadian, an Aboriginal
and a French cuisine component, this Chef Training program is aimed at developing professionals
capable of preparing entire meals, specific menus,
as well as special meals prescribed by dieticians.
Source: www.collegeboreal.ca
Opening of the Xstrata Nickel Sustainable Energy
Centre. A state-of-the-art facility, which is the
focus for education and research on new green
technologies and principles of sustainable design.
Home to classrooms and labs, the Centre is also
the location for a number of confidential applied
research projects for business and industry that
provide valuable experience for students.
Source: www.cambriancollege.ca
50
TOURISM:
We will be one of the best places to visit in Ontario
Science North Admissions: 130,614 over the past 12 months
which is an increase from 122,456 in 2011.
Dynamic Earth Admissions: 69,231 over the past 12 months
which is a decrease from 72,865 in 2011.
Source: Science North & Dynamic Earth
Welcome Centre - visits in the first quarter of 2012 were 1,172.
This is an increase from 660 in the same period in 2011.
Source: Sudbury Tourism
Hotel Occupancy – 59% in February 2012. This is up from 55.7%
in February 2011.
Source: PFK Consulting National Market Report, January-February 2012
Sudbury & Science North featured as cover photo on MyOntario
publication, with 455,000 copies to be distributed across the province this summer
5
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HEALTH SERVICES EXPERTISE:
We will be the regional centre for health services
expertise in Northeastern Ontario
In the first quarter of 2012, four (4) new family medicine recruits were attracted to Greater Sudbury. This brings the total number of family physicians recruited since the program began in 2008 to 42. These physicians
will provide primary health care for approximately 58,000 citizens who
otherwise would not have had a primary health care provider.
The Sudbury District Nurse Practitioner Clinics have 3600 patients registered for 5.5 full time equivalent Nurse Practitioners. Our team also includes collaborative part-time physicians, an RN, an RPN, a social worker,
a pharmacist and a dietician.
ARTS & CULTURE:
We will have an expanded, thriving and sustainable
arts & culture community
Northern Ontario Film Studio (NOFS), a 20,000-square-foot temporary
space, located at the Barrydowne Arena, will be the first facility of its
kind in the north. Offering 3,000 square feet of production offices,
along with green rooms, wardrobe spaces, a makeup room and a
snack bar.
Northern Ontario Motion Picture Culture and Industry Development
Corporation (NOMPCIDC, pronounced Nomp-see-dik) announced the
launch of their production gear rental company that also provides
professional and aspiring filmmakers with post-production facilities
and sound stages.
GSDC NON-REPAYABLE INVESTMENTS:
For 2011, investments of $ 577,557 were expected to
leverage approximately $ 6,277,591 in additional funding.
BEST CITIES IN CANADA IN WHICH TO LIVE
For the second consecutive year and third time in four years, Greater
Sudbury ranked 76 out the 190 towns and cities in Canada larger than
10,000 in populations. Sudbury is the 55th best city in Canada in which
to find employment, the 62nd best city in which to raise a family and
the 133rd best city in which to retire.
Source: www.moneysense.ca/bestplaces2012
Communities in Boom
In October 2011, Sudbury was named the 24th most Entrepreneurial
City in Canada. This is an improvement from 49th place in 2010. Scores
were calculated using 12 core indicators. Small and medium sized businesses employ about 52% of all working individuals in Canada.
Source: http://www.cfib-fcei.ca/cfib-documents/rr3238.pdf
Source: Nina Hoyt, Clinic Director www.sdnpc.ca
51
D- Map with Household Income
N1 Zone
Chelmsford
Sudbury
0
4.75
9.5
19
Kilometers
52
E- Distance Table and Map
km
Barrie Montreal Buffalo New Liskeard Calgary New York Chicago North Bay Detroit Ottawa Edmonton Parry Sound Elliot Lake St. Catharines Halifax Sault Ste Marie Hamilton Thunder Bay Kenora Timmins Kingston Toronto Kirkland Lake Vancouver Kitchener 4
Windsor London Winnipeg 300
686 560 225 3013 1221
1073 125 765 490
2987
165
160
480
1978 305 440
995
1470
290
580
390 315 3980 50 725 540 1714 miles
186
426
348
139
1872
759
667
77
475
304
1856
102
99
298
1229
189
273
618
913
180
360
242
195
2473
279
450
335
1065
53
F- Strategic Plan
54
F- Strategic Plan
Executive Summary
“The Change we are living through is as big and as challenging as the
transformation from agriculture to industry. Our economy is shifting
away from jobs based largely on physical skills or repetitive tasks to ones
that require analytical skills and judgment.” –Roger Martin and Richard
Florida, Ontario in the Creative Age (2009)1
Six years have passed since the Greater Sudbury Development Corporation
(GSDC) released Coming of Age in the 21st Century, our community-based
economic development strategy. Over this time the strategy has served
as a fundamental resource to guide the decisions and actions of the GSDC
and other community leaders who share an interest in advancing the city’s
prosperity.
In July 2008, the GSDC board of directors determined that a review of the
economic strategic plan was warranted. The mandate has been:
To seek out any opportunity to validate and refresh Coming of Age in the
face of significant economic fluctuations,
• To identify new areas that are reshaping our ‘strategic story’, and
• To ensure this roadmap to economic development has broad community endorsement for the next 11 years.
The result is a refreshed plan that harnesses the power of the past and prepares our community to shape our future through the inevitable winds of
economic change.
Who can deny the economic roller coaster that has marked the beginning of
the 21st century for Greater Sudbury? In fact we are quite familiar with these
highs and lows, having been through them many times in our 125 year
history. What is encouraging is that we always do emerge from periods of
economic turbulence stronger, more diversified, and better equipped each
time to weather the next storm. This is a story that the Greater Sudbury community understands all too well.
In this decade alone, the price of nickel has bounced from a low near $2.00
per pound in 2001, peaked at over $24.00 in 2007 and then fell back down
below $4.00 with the emerging global credit crisis in late 2008. This fact
alone would be crippling to many resource-based communities without the
structures in place to take advantage of economic booms during prosperous times and to maintain an even keel during bust periods. As such, we
have proven to be a model resilient community, [taking] intentional action
to enhance the personal and collective capacity of its citizens and institutions in order to respond to and influence the course of social and economic
change.2
55
This resilience is emphasized by Greater Sudbury’s many economic success
stories since Coming of Age was first introduced in 2003. These include:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
56
The sector growth and increasing recognition, domestically and internationally, of the Sudbury Area Mining Service & Supply Association
(SAMSSA)
The announcement of a new diamond cutting facility
The completion of the one-site Sudbury Regional Hospital in late 2009
Record breaking residential home construction over multiple years
The start of construction for the new Laurentian’s Vale INCO Living
with Lakes Centre on Ramsey
Progress made toward establishing a School of Architecture at Laurentian University
The revitalization and success of the downtown Market Square as a
bona-fide business incubator
The growth of the Regional Business Centre as a resource for new entrepreneurs
The launch of the Centre for Excellence in Mining Innovation (CEMI)
A host of new exhibit and attraction developments at Science North and
Dynamic Earth including the new Xstrata Nickel Gallery, Atlas Copco
HD Theatre, 3D IMAX and digital planetarium
The construction of three new signature hotels by Marriott and Hilton
The growth and expansion of the Northern Ontario School of Medicine
(NOSM) including the graduation of the first class of new physicians
in 2009
Continued construction of Highway 69 ‘four-laning’
Development of an Arts & Culture Strategy
Growing film & television sector with established production studios
•
•
•
Industrial Trades Training Centre at Collège Boréal
Sheridan Animation Program at Cambrian College
Sustainable Energy Centre at Cambrian College
We can add to these: significant and ongoing additions to the retail sector;
a thriving, multi-lingual and diverse arts, culture and entertainment community; the expansion of programs and increased enrolment at our postsecondary institutions; and a broad-based proliferation of small and medium
size businesses throughout the city. The latter underscores the importance
of newer, smaller employers with a decidedly entrepreneurial spirit as part
of the local labour market: a full 84% of all employers in Greater Sudbury
employ fewer than 10 employees.
This economic activity has not gone unnoticed. In 2008, Canadian Business
magazine ranked Greater Sudbury as one of the top 40 Canadian cities in
which to do business, a ranking that has risen from #24 to #13 in one year.4
Another indicator of progress has been the reversal of many years of population decline to record a modest increase of 2,645 in the interval between
the 2001 and 2006 census and a total population of 158,265 by the end of
2006.5 This lags behind population growth in Ontario and the nation as a
whole, but compares favourably with other northern Ontario municipalities.
The Coming of Age in the 21st Century roadmap has ably served as a
guide for economic development in Greater Sudbury. The means to seize
the opportunity for renewal – and to ensure its relevance going forward –
have been at the heart of an inclusive six-month community engagement
process. From the beginning it has been clear that this process presents a
unique occasion to engage a new breed of young community leaders and
entrepreneurs, to add their voice to the process of renewal and to seek their
commitment in shaping the economic landscape of Greater Sudbury.
In late 2008, a survey of key community and business stakeholders was
conducted to assess views on the progress and ongoing relevancy of each
Growth E gine and the four Igniters6. Participants were also given the opportunity to comment on the top economic challenges and opportunities
facing the City of Greater Su bury over the next three to five years. Of the
120 responses received (indicating a favourable response rate of over 30%),
there was broad consensus on the following key points:
Top Economic Challenges over the next three to five years
•
•
•
•
•
The downturn in the economy, low nickel prices and consequent effect
on the service sector
Failing infrastructure and concerns regarding availability of funds for
infrastructure renewal
Out migration, ‘brain drain’ and the inability to retain graduates
Declining employment and job creation
An aging population and the changing demographics of our workforce
Top Economic Opportunities over the next three to five years
•
•
•
•
•
Tourism and overall quality of life improvement initiatives including a
focus on our natural assets
University and College growth, enhancing our research capabilities andbeing the education centre of northeastern Ontario
‘Green’ sustainable development
Marketing our advantage as a world leader in mining and mining technology
Infrastructure renewal and (short-term) availability of stimulus fundingfor these projects
Clearly, mining and infrastructure are perceived as areas of both challenge
and opportunity for Greater Sudbury, reflecting the irrefutable and enduring
relevance of these sectors to our local economy.
In February 2009, a diverse and passionate group of 134 invited stakeholders, coming from a wide variety of backgrounds and experiences, indicated
their commitment to the process by taking part in an intensive community
economic development workshop. Digging Deeper, these deliberations
have formed the foundation for a renewal of our “strategic story”, providing
a newly informed understanding of the requirements for increasing Greater
Sudbury’s prosperity and thereby sowing the seeds for revisions to the strategic plan.
During the development of the first strategic plan in 2003, the GSDC re
ognized that the world of the 21st century is turbulent and the “rules of
the game” keep changing. The ability of Greater Sudbury to adapt to new
economic realities will determine its wealth trajectory. To hone this ability,
community leaders have examined the experiences of other cities as they
reinvent themselves. These “lessons learned” in Halifax, Pittsburgh, Rochester, Manchester and others have revealed four key criteria:
•
•
•
•
Q uality of place – natural, cultural and lifestyle amenities – is the number one factor in attracting and keeping talent
Local strength presents a distinct competitive advantage in a global economy
Work together and learn together to grow networks of excellence, encourage clusters of interdependent organizations and cultivate leaders
in various areas of expertise
Insist on government leadership. Renewal efforts require committed and
involved political leadership from all levels of government for financial,
infrastructure and policy support
57
The need to incorporate guiding principles into the economic development
process was clearly expressed during community consultations for the str
tegic plan review. These core values help to balance business and community economic development within a sustainable framework that preserves
our desired quality of life.
Guiding Principles
• Embrace emerging opportunities
• Encourage environmental stewardship
• Foster the creative, curious and adventuresome
• Cultivate a business friendly environment
• Celebrate a great northern lifestyle
As stated in Coming of Age, the five Growth Engines are linked by the overarching intention to achieve international recognition for our approaches
to sustainable development. The strategic review process provides a checkpoint for assessment of each engine’s progress and validation of the engines
as relevant to the work required to realize Greater Sudbury’s Vision by 2020:
a growing, world class community bringing talent, technology and a great
northern lifestyle together.
In keeping with the concept that the Growth Engines or economic driers are
distinct areas of current and potential strength, the engagement of stakeholders and the focused attention of the GSDC Board precipitated a revision
of the previous engine model as follows:
Growth Engines
Engine 1: The best mining and mining supply & services in the world
Engine 2: A leader in advanced education, research and innovation
Engine 3: One of the best places to visit in Ontario
Engine 4: The regional centre for health services expertise in northeastern Ontario
Engine 5: A thriving and sustainable arts & culture community
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The Igniters for the creation of wealth and sustainable development in
Greater Sudbury are universal catalysts for competing in the ‘new’ economy.
The stakeholder survey indicates that 75% of participants believe that there
is a need to review the Igniters and that infrastructure issues could impede
progress. Based on this feedback, the Igniters have been reframed as entrepreneurial spirit, infrastructure and community learning. Together they represent a potent combination of strengths to be leveraged and community
challenges to be addressed that will influence the progress of all five growth
engines.
To facilitate this process, the GSDC is committed to measuring economic
progress.
This includes:
• regular reporting of economic indicators for the City of Greater Sudbury,
• development and tracking of growth engine “dashboard” metrics,
• recognition of specific, observable achievements against both the short
and long term strategic objectives within each engine.
In addition, the GSDC recognizes the importance of our creative capital;
specifically, properly fostering and supporting the “3 Ts” of economic development in the Creative Age will help to improve our relative performance to
other municipalities in the key index areas of Talent, Technology and Tolerance.7
Coming of Age in the 21st Century – Digging Deeper is a living strategy, and
a communications plan will: ensure that the GSDC continues to engage the
community; invite consistent feedback from stakeholders; and facilitate the
broader understanding of GSDC priorities by all levels of government. Moving forward, the GSDC will invite the community to form project-based
advancement groups to address specific actions from each engine. Further-
more, the formation of the Community Adjustment and Employment Linkage Committees will serve to address the immediate needs of the community: they will actively identify
initiatives that will mitigate the impact of global, ever-changing economic
conditions, and they will intensify efforts at economic diversification in
Greater Sudbury.
The Strategic Plan has provided the map; the GSDC will navigate the journey
during the unfolding process of economic development. This will be a challenging and critical team leadership role. By working with community stakeholders, the GSDC will foster civic engagement, cultivate entrepreneurship
and stimulate the continuous development of a dynamic and healthy city.
“Renewal is about the future. But it is firmly rooted in the past.”
–David Hurst, Crisis and Renewal8
The GSDC, composed of business and community leaders, launched a
review of the economic strategic plan in July 2008. Similar to the process
followed in 2003, it was determined that broad input from Greater Sudbury’s
stakeholders was essential and that this process should achieve two complementary objectives: to review the strategic plan’s progress and to identify
opportunities for the future. The final product is not intended to be a ‘new’
strategic plan, but a validation and improvement of Coming of Age in the
21st Century. For this reason, the phrase Digging Deeper has come to reflect
not only the review process but also identify the revised Coming of Age plan
itself from this point forward.
The timing of the strategic review has been a challenge, having coincided
with news of an impending world recession and credit crisis. Certainly this
served to underscore the urgency of the deliberations. Nevertheless, stakeholders are to be congratulated for maintaining ‘the art of the long view’ in
their suggestions and feedback, recognizing that the long term goal is to
realize our community’s vision by 2020. The process has affirmed the belief
that in an economy of constant change, collaboration or co-evolution are
as important as healthy competition, and it has emphasized that Greater
Sudbury is indeed a thriving “business ecosystem”.
No one can deny that the price of nickel has a significant impact on the local
economy, but the days of believing that Greater Sudbury’s prosperity are
linked solely to mining nickel are slowly coming to pass. Not only is our mining sector more flexible and diversified than ever before, but our City as a
whole is beginning to believe that we have much more to offer.
Greater Sudbury is now a place where creative talent and bold ideas have
come to roost and grow. Over 25 years ago, many a skeptic raised an eyebrow to the creation of a science centre in the mining capital of northern
Ontario, or scoffed at the vision of a re-greening initiative that would one
day garner world attention – including recognition from the United Nations.
Now we welcome visitors to come and see where the Apollo astronauts
trained - just be careful of the trees.
The future requires building on the strengths of the past while letting go the
ways of old, adapting to the reality of the present, and crafting new future
opportunities. We need to go back in order to go forward and discover the
‘rhythm of renewal’. This rhythm is inherently a social process that speaks to
our fundamental strength – people. The key to strengthening any community “is an investment in broadening and sharpening the skills of its residents
who will have the energy and readiness
to contribute significantly to the community’s resilience and capacity to
meet change.”9
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The ongoing evolution of Greater Sudbury’s economic development strategic plan takes into account the requirements of renewal; that is accepting
the natural cycle of destruction and creation to re-define both the “map”
and the “compass”. In close consultation with community stakeholders,
these two complementary direction-setting tools were brought to life in
order to guide planning over the next several years.
The lessons of other cities guided the planning...
In the development of our first strategic plan, Greater Sudbury’s leaders got
down to action planning. In different groupings across the city, they studied the lessons from other cities, such as Halifax, Pittsburgh, Rochester and
Manchester, to better understand what could be done to improve Sudbury’s
economic future. The lessons learned include four main points:
1. Quality of place is the #1 factor in attracting and keeping talent.
Natural, cultural and lifestyle amenities all count in creating a critical mass of
talent in specialized areas. A city-region with a social environment that is
open to creativity and diversity of all kinds has a distinct advantage in the
marketplace. It can more assuredly generate innovation, develop technology-intensive industries and power economic growth because of the talent it
attracts and retains.
2. Local strength presents a distinct competitive advantage
in a global economy.
Every city has special strengths because of its heritage. The community
must: acknowledge and celebrate local assets and find imaginative ways
to leverage them into the future; be strategic in improving the educational
literacy of the existing population; enable the city’s population to compete
better in the knowledge economy.
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3. Work together and learn together.
Be wary of “silos” as they impede wealth creation for everyone in a cityregion. The GSDC and its partners must take advantage of proximity to each
other to network and find ways to grow together for mutual benefit. We
recognize that each entity is dependant on the others, even as competitors:
the advantage comes in thinking collaboratively on regional and provincial
levels. Cultivate networks of excellence – clusters of interdependent organizations and people – to become renowned in areas of enterprise. Foster
developing businesses while continuing to support mature industry.
4. Insist on government leadership.
No city renewal efforts are possible without committed and involved political leadership. Government influencers help find resources to re-build, to
alter policies that impede growth and to promote the virtues of living, visiting and doing business in their cities. Equally so, success is easier and more
certain when community leaders reach out to and work with politicians and
city staff to realize community visions.
The Methodology: Highlights of the strategic plan review...
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The development and execution of a stakeholder survey to validate
progress and evaluate opportunities of Coming of Age in the 21st Century growth engines and igniters
Seeking input on key economic challenges and opportunities facing our
community over the next three to five years
Identifying gaps in the strategic plan model including a review of the
growth engines, igniters and the means to update economic indicators
of progress
Facilitating a community consultation workshop and subsequent GSDC
Board Retreat to re-formulate the strategic plan, review each engine’s
strategic objectives and actions
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Reviewing economic concepts for the ‘new economy’ and the Creative
Age, scanning for relevant economic indicators and their applicability to
Greater Sudbury’s economic strategic plan moving forward
The development of the renewed Coming of Age in the 21st Century –
Digging Deeper strategic plan document that will serve as an updatedmap and compass for Greater Sudbury
“Innovation has become the defining challenge for global competitiveness. To manage it well, companies must harness the power of location in
creating and commercializing new ideas.” –Michael Porter & Scott Stern,
Innovation: Location matters 10
A strategic plan for economic development charts a course of strategies and
actions that will lever strengths and identify and respond to new growth opportunities while adapting to constant change. This change is being driven
by the transformation to a new economy that is knowledge-dependent,
global, entrepreneurial, rooted in information technologies and driven by
innovation.11 Change may be inevitable, but that does not mean that a
community has to sacrifice its values in the process. The GSDC has added
to the strategic plan a list of guiding principles for economic development.
These serve as fundamental values that balance business and community
economic development within a sustainable framework that preserves our
desired quality of life.
EMBRACE EMERGING OPPORTUNITIES
Although the strategy has five well-defined growth engines, the community
also recognizes that new opportunities will continue to emerge. According to the vision of the new economy12, the next decade will present key
areas of opportunity that Greater Sudbury can exploit to ensure a robust
economy.
1. The promise of the digital revolution...
The IT revolution is far from over and will continue to be a driver of economic growth and improved quality of life for years to come. The digital revolution is moving from the early adopters to the mainstream and will serve to
benefit both businesses and IT industries alike for some time.
2. The next wave of innovation...
A host of new technology innovations will take centre stage – technologies such as robotics, clean energy, biotechnology, even nanotechnology.
Greater Sudbury has taken definitive steps to be part of the next innovation
revolution. The challenge will be to nurture these and other prospects into
growing and viable economic engines of growth.
3. The transition to a low-carbon economy...
A green economy needs to go beyond environmental responsibility to
include new technologies such as cheaper solar and fuel cells, high-performance batteries, more efficient energy transmission systems, and so on.
With the leadership of initiatives like Cambrian College’s Sustainable Energy
Centre (SEC), the potential is wide ranging, from local jobs installing clean
energy systems and performing home energy audits to larger operations
such as alternative energy production facilities.
4. The new globalization...
The new global reality brings with it higher energy prices, access to the
India- China nexus of growth, and the give-and-take of job gains and losses
as companies shift resources to minimize their cost structures. Successful
regions will be those that compete less on cost, and more on high skills and
advanced manufacturing processes and technologies, to attract new business.
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5. The challenges of growth...
A balanced approach to growth is necessary to ensure that the challenges of
infrastructure overburden – adequate roads, housing, available agricultural
land and more – are addressed and do not in themselves become impediments to growth.
The development of homegrown innovations like the Synergy Tool for
ecoindustrial development is a perfect example of recognizing an opportunity and taking advantage of its potential through specific action. Innovation
Sudbury will also lead the way for harnessing and communicating new ideas
within and across sectors that will lead to economic growth opportunities.
ENCOURAGE ENVIRONMENTAL STEWARDSHIP
With the recognition that sustainable communities are the ones to survive
in an increasingly fragile global environment, Greater Sudbury continues to
lead the way in the province and the nation on this critical challenge. The
City, already a pioneer acknowledged for its environmental stewardship,
will accelerate its role through the local action plan developed by EarthCare Sudbury. This consortium of 60 plus partners will expand membership
and participate in making eco-industrialism and eco-sensitive behaviours a
norm. This is a long journey with large payoffs for the health and well-being
of the community and the planet. The partners will aid in the development
of businesses in Sudbury by demonstrating the “triple bo tom line” of environmentally responsible actions.
FOSTER THE CREATIVE, CURIOUS AND ADVENTURESOME
With this review process, the concept of the creative, curious and adventuresome has properly emerged as a guiding principle for our strategic plan
review. Participants in both of the consultation sessions and the stakeholder
survey clearly expressed support for this as a fundamental concept that
speaks to every engine and igniter.
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Greater Sudbury commits to becoming a “people” place that welcomes
and encourages talented individuals of diverse cultural backgrounds and
lifestyles. The under 35 generation will experience Sudbury as a city with
a dynamic urban environment. The City will cater to a range of interests,
providing a supportive educational, technological, policy and financial infrastructure for entrepreneurialism and offering an enviable quality of life.
A growing proportion of knowledge workers are coming in from overseas. In
many cases, these workers do more than fill occupational gaps; they contribute new perspectives and knowledge drawn from other places, and they
enhance Greater Sudbury’s innovative capacity. From 1996 to 2006, the immigrant population in Greater Sudbury decreased by 14%, representing 7%
of the City’s population by 2006.13 This is in stark contrast to the provincial
average of immigrants as 28% of Ontario’s total population and highlights a
focus area for improvement within the community. Since 2007, Greater Sudbury has been engaged in the development of a local settlement strategy
to address issues around settlement, integration, retention and attraction of
newcomers to the community.
Greater Sudbury also has room to improve our status as a working place for
creative individuals. The creative class is composed of people who are paid
to think for a living including people working in Technology, Arts & Culture,
Professional, and Educational and Health occupations.14 In comparison to
Ontario’s small-sized regions, our creative class as a percent of the workforce is at 26%, well behind Kingston (32.8%) and Guelph (30.9%) but ahead
of Brantford (21.7%) and Barrie (24.7%). It is no coincidence, then, that the
makeup of the creative class draws a very close resemblance to our growth
engines, making the case that we will need to attract more of these workers
in order to succeed with these engines in the future.
CULTIVATE A BUSINESS FRIENDLY ATMOSPHERE
Business leaders do not view the regulatory situation in Greater Sudbury as
being friendly enough to new development and growth. Part of this perceived lack of support for small business may be the result of the City’s history as a “company town” with large corporations like Vale INCO, Xstrata and
FNX. Although the large mining companies have downsized for more than
a decade due to the changing nature of the mining business, they still account for an estimated 5,000 employees with an estimated payroll between
$450-$500 million.
Nevertheless, the entrepreneurial spirit is alive and well in Greater Sudbury:
as is indicated by the growing number of SMEs in the area, it is gradually
becoming more a part of the culture of the community as each succeeding
generation seeks new career paths in other sectors. The mining supply and
services sector alone employs an estimated 9,000 workers in a multitude of
small and medium size enterprises with sales of $1 billion, and an estimated
$450 million payroll.
Future growth in other sectors such as education, and health research & services will continue to require the attention of decision makers to overcome
barriers to business development.
DELIVER SUPERIOR CUSTOMER SERVICE
Smart businesses know that developing a culture of superior customer
service is not so much a “necessary evil” as the means to survival in today’s
world. Often, the quality and level of customer service is all that separates
the winners from the losers. In this context, Greater Sudbury must acknowledge that we compete for tourists, conference delegates, entrepreneurs,
talent and new business with every other destination. A strong commitment
is needed to ensure that all players recognize their part, have the training,
and strive for a consistently high level of service throughout the customer
lifecycle.
By the same token, the GSDC needs to understand the customer touch
points for new business interested in Greater Sudbury. How do these interests approach the city and economic development? How do we integrate
disparate marketing efforts to put a singular message on all interactions with
different departments and organizations? How can we improve the efficacy
of the information and services provided? An audit of these ‘customer facing’ activities will pave the way to a better understanding of what improvements need to be made.
CELEBRATE A GREAT NORTHERN LIFESTYLE
In recent years, cities that have been particularly successful in economic
development have focused on enhancing the quality of life in their regions.
Greater Sudbury has many existing assets built on a unique foundation of
superior “raw material” compared to other locations. The city must leverage
its quality of life to attract and retain the talent needed to build prosperity in
the 21st century. The region is known for its unsurpassed natural beauty and
excellent attractions, with over 330 lakes within its municipal boundaries. In
2007 alone, over 1.1 million tourists brought in $200 million to the region,
and the City’s positive reputation is growing.15
It must be said, however, that quality of life is more than natural beauty. The
creative class values the artistic and creative occupations and the presence
of a strong arts & culture sector will influence the decision by many to stay
in our community. Though improvements have been seen in number of
employees working in the arts and culture sector from 180 in 2000 to 270 in
2005, at 0.17% of the total workforce, this still lags behind Canada at 0.30%
and Ontario at 0.33%.16 The cultural side of a city is an attractor for the
younger cohort that will be the next to lead the way in innovation.
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The experience of other cities that have been successful in creating economically prosperous regions underlines the importance of quality of place,
especially for the “creative class”. Richard Florida’s seminal work on this topic
identifies the importance of recreation, arts and culture for attracting and
retaining the intellectual talent that will build the economic prosperity of a
region.17 Greater Sudbury has abundant outdoor natural amenities, but may
not be leveraging these assets in a coordinated way. While Greater Sudbury
is blessed with vibrant ethnic and cultural activties and organizations, it lacks
sufficient infrastructure with which to showcase local and visiting talent.
Access to healthcare services is always a major determinant for quality of life.
In 2009, currently 30,000 residents in Greater Sudbury are without a general
practitioner. An aggressive physician recruitment program has already surpassed its near-term quota attracting new physicians to practice in Greater
Sudbury and hence make strides to alleviate this shortage. As predicted
by Coming of Age in 2003, investments in the Northern Ontario School of
Medicine and the Northeastern Ontario Cancer Centre are serving to pay
big dividends for our community with positive impacts on access to local
healthcare.
Igniters provide the ‘fuel’ for the Growth Engines
During the strategic planning review, community stakeholders examined
the “sparks” that fire the growth engines. In the process, it was determined
that Greater Sudbury should recognize and influence three factors that influence wealth creation: entrepreneurial spirit, infrastructure and community
learning. With this clarity, the GSDC is in a better position to track specific
economic indicators and assess the relative health of each of these factors.
Igniter #1: Harness and support the entrepreneurial spirit needed for economic diversification...
Throughout the strategic plan review, community stakeholders reinforced
the message that entrepreneurism is a critical driving force in our commu-
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nity. It speaks to every growth engine, provides the impetus for emerging
opportunities and is in itself a fundamentally creative process for economic
renewal. A culture of entrepreneurism has to be communicated at the earliest age, even integrated into our schools, and not left to the forces of chance
discovery at a later age. Teaching business skills is only half the equation;
entrepreneurism is a philosophy that builds on the power of a single idea to
create economic benefit.
The lessons for Greater Sudbury can be found in places like Littleton, Colorado, where the concept of ‘economic gardening’ has transformed a community facing the closure of its primary, resource-based industry into a
case study for innovative entrepreneur-based development.18 The heart of
economic gardening is to mine and leverage information and resources in
order to gain a competitive advantage for local businesses, in essence “grow
your own” jobs locally rather than focus on “hunting for jobs” outside the
community. This underscores the importance of the GSDC and the community in supporting entrepreneurs and small business development. Providing
more opportunities for business incubation, such as occurs at Market Square,
is a priority.
The other condition needed for dynamic entrepreneurism is the need to
“plug in” new ideas to sources of funding. The climate for venture capital
and financing of small and medium-size enterprises is generally poorly
developed in Canada and the road to commercialization is especially steep
in Greater Sudbury. Business leaders point out the paucity of “angel” funding
for new ventures and express frustration with the sense of disconnect between the features of entrepreneurial business ideas and the funding criteria
used by financial institutions. Greater Sudbury has felt this lack of support as
much as other smaller cities. Advocacy on the part of government, business
associations and private sector organizations is an important step to reduce
this major barrier to economic development.
Igniter #2: Infrastructure must be improved...
In the strategic plan review, survey respondents clearly indicated the need
for infrastructure improvement. Adequate facilities for commercial and
industrial sites in addition to systems for the delivery of water, power and
waste disposal services are quite literally the underpinnings for the successful economic development of a city-region. Because economic prosperity is
also dependant on the transportation and distribution of goods and services
to larger national or global markets, rail, water, road and air links are also part
of the infrastructure requirements. Ongoing efforts to expand traffic and
services at Greater Sudbury Airport are key, as is the progress of “four-laning”
Highway 69 to reduce driving time to key southern Ontario markets. At the
same time, effective passenger rail service to and from Greater Sudbury is an
ongoing challenge to be addressed.
During consultations with community leaders, a broader understanding of
our infrastructure requirements emerged to include communications and
technology as well as corridor improvements and general increased efforts
at ‘beautifying’ Greater Sudbury. This city is indeed a “wired city” with hundreds of kilometers of advanced networks of fibre optics cabling in place.
This legacy has enabled a variety of initiatives including the my!sudbury
community portal project, NORCAT, advancements in telehealth and eLearning and the enabling of hundreds of contact centre jobs. These activities
and many more demonstrate that technology is a key enabler of economic
prosperity, as this capability positions the region to successfully support and
service new technology-dependent businesses. Being “wired” also minimizes any geographic disadvantage associated with Greater Sudbury’s location.
Technology is a significant enabler of the knowledge economy. It removes
geographic location as an obstacle to participation in global markets. The
broadbanding of Sudbury allows the city to access economic opportunities
that require technology. Although many new initiatives have been undertaken, Sudbury has additional capacity. While not an engine or a cluster, tech-
nology is one of the main pillars or key enablers for economic development.
As a key enabler, the technology sector provides a well-educated, informed,
IT literate community that can supply the identified engines. Without an
Information Communication Technology (ICT) enabled community – one
which has technology readily available and the knowledge with which to
use it – the potential success of the growth engines will be limited. As such,
future accomplishments in these engines will depend on leveraging Sudbury’s current strength in the technology area to its full extent.
Igniter #3: A community culture of continuous learning is the base for competing in the ‘new’ global economy...
An economic development plan is only as strong as its intellectual capital.
Some of that talent is attracted from outside the community, but most has
to be nurtured from within. Greater Sudbury, like many smaller cities in
Canada, must compete with the four mega-centres for talent of all kinds. It
is an uphill battle as Greater Sudbury’s youth continue to leave for “greener
pastures”.
Lower levels of literacy and education in Greater Sudbury compared to the
provincial average also worsen the city’s foundation of resilience – no matter
what the economic environment. Referring to the Talent Index – a measure
of the proportion of the population with a Bachelor’s Degree or higher
– Greater Sudbury at 14.3% ranks well below the provincial average of
22.8%.19 Adult education and a culture of continuous learning are necessary
ingredients for an adaptable workforce. Greater Sudbury has an abundant
capacity to provide for the needs of ongoing education and the retraining
of skills; it is the demand side of equation that needs to improve. As literacy,
education and prosperity go hand in hand, upgrading literacy and taking
better advantage of the educational resources available to share ideas and
incubate new innovations will be giant steps forward.
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Such a strategy will be vital in continuing to help reduce the out-migration
of youth, the very group that will be the creators of this new knowledge.
Although the population of Greater Sudbury as a whole has stabilized, the
overall demographic is ageing with a declining population of young adults.
In response to these concerns, the community has identified encouraging
youth to remain in school and attracting more students to attend school in
Sudbury as priorities. This sets the stage for increased entrepreneurialism.
Moreover, Greater Sudbury’s education community – in particular the opportunities presented by the Northern Ontario Medical School, Laurentian
University’s Bachelor of Education program, increased research funding
and excellence in applied research – will be a key enabler of each strategic
engine and a cornerstone of the region’s future prosperity. A culture of
‘partnership’ with the private sector and other public sector organizations,
coupled with increases in enrolment and recruitment activities both domestically and abroad, mark an ideal opportunity to build on the potential
presented by this sector.
Figure 1: A Model for Economic Development
Economic Engines
Guiding Principles for Sustained and Responsible
Economic Development
1. Embrace emerging opportunities
2. Encourage environmental stewardship
3. Foster the creative, curious and adventuresome
4. Cultivate a business friendly environment
5. Celebrate a great northern lifestyle
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“The City of Greater Sudbury is a growing, world class community bringing talent, technology and a great northern lifestyle together.”
This vision tapestry depicts a holistic view of Greater Sudbury’s economic
development goals for the next 11 years. The three igniters and the five
engines, or outcome targets, are linked by an overarching intent to achieve
world recognition in approaches to sustainable development. The 2020
vision is a reflection of both Greater Sudbury’s unique history and its identity at a point in time. It is an interdependent system of achievements. The
growth engines further illuminate achievements Greater Sudbury will reach
in relation to a generally accepted mission of any city: to create an environment for citizens to prosper and experience a satisfying quality of life. While
the mission refers to the reason why a city such as Greater Sudbury exists,
the vision describes the current “mountain” the city must climb on its journey to achieving its mission.
innovative and essential products and services to mining operations around
the world. Together, the businesses in this sector will become a strong voice
advocating for critical human resources and other support to grow rapidly in
the marketplace.
Strategic Objectives to Develop Engine
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Be a leader in manufacturing cost-effective equipment and tools
for deep mining, including mine safety, and innovative processing
of natural resources.
Cultivate strategic partnerships to advance the mining and mining
supply/services sector for Greater Sudbury
Strengthen image of Greater Sudbury’s mining and mining supply/
services sector to address HR issues/labour supply, perception of
industry
To accommodate Greater Sudbury’s existing strength as a world leader in
mining services and technology and to promote emerging areas of enterprise, stakeholders opted for a “growth engine” terminology to capture
the right spirit. These “engines” or economic drivers are separate areas of
current and potential strength. At the same time, they are interconnected
and synergistic in their contribution to economic prosperity. The process of
renewing the strategic plan resulted in a revised growth engine picture and
a recasting of strategic objectives and actions for each.
Actions to Support Strategies
Engine #1: The best mining and mining supply & services in the world
Sudbury’s rich mining history will be a springboard for gaining world class
recognition for mining and supply services. The past is rooted almost exclusively underground in the extraction of ore by a few large industries. The
future will take advantage of a more diversified business landscape utilizing techn logically complex processes. An expanding array of businesses
in Greater Sudbury and environs will collaborate and compete to provide
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Support the efforts of local business including SMEs to develop a
larger export market
Deliver Strategic Export Marketing Program (SEMP)
Develop strategic partnerships (e.g. Potash, Oil Sands)
Complete Mining Supply Value Added Study Report
Conduct an inventory of what currently exists in the sector
Rebrand Greater Sudbury’s mining and mining supply/services
sector
Develop integrated strategic marketing campaign with targetedmarketing tactics, youth outreach efforts; explore other models
(e.g.Sudbury Tourism Partnership)
Enhance the sector’s networking opportunities; examine other
models
Establish “Team Sudbury” initiative
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Engine#2: A leader in advanced education, research and innovation
Greater Sudbury’s compliment of Laurentian University with its federated
universities, School of Medicine and new School of Education, Cambrian College and Collège Boréal, has emerged as a new educational hub in Ontario.
Sudbury also has a number of existing or developing incubators of new
knowledge – R & D facilities. These include: Laurentian University’s Mining
Innovation, Rehabilitation and Applied Research Corporation (MIRARCO), the
Vale INCO Living With Lakes Centre, the Centre for Excellence in Mining Innovation (CEMI), the Centre for Integrated Monitoring Technology (CIMTEC),
a coordinating office of Canadian Climate Impacts and Adaptation Research
Network for Ontario (C-CIARN-Ontario), a radiochemical preparation and
analysis facility, and at Cambrian College the Sustainable Energy Centre (SEC)
and the Northern Centre for Advanced Technology (NORCAT). All of this
serves to highlight the fact that advanced education is a significant growth
engine in the community, one that has the potential to ignite innovation
and create new economic and commercial opportunities.
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Promote Greater Sudbury as a leader in post secondary education,
research and innovation
Intensify research and development activities in Greater Sudbury’s
areas of expertise including Health, Environment and Mining
Build a broad range of post secondary programs to enhance
Greater Sudbury’s competitive advantages
Cultivate effective partnerships between government, researchers,
students and industry for the creation of new enterprises, transfer
of knowledge and skills training
Continue to advance and develop Centres of Excellence where
critical mass can be achieved and areas of expertise exist
Support and facilitate the development in downtown Sudbury of
Laurentian University’s School of Architecture
With local post-secondary institutions, conduct an environmental
scan to identify opportunities as they relate to the expansion of
post secondary programs
Facilitate the development of a Research Hub
Develop outward focused knowledge transfer strategies with
industry
Create a world class Faculty of Mining
Accelerate incubation-to-commercialization lifecycle to increase
patents, processes and market ready products developed in
Greater Sudbury
Create and expand a network of shared specialized experts in technology adoption, intellectual property and commercialization
Close the gap in the proportion of graduate spaces between northeastern
Engine#3: One of the best places to visit in Ontario
Greater Sudbury will leverage its superior natural assets and a unique geological history to position the city as an outstanding vacation destination
and place to live and work. The beauty and accessibility of Greater Sudbury’s
location, major attractions such as Science North and Dynamic Earth, the
city’s reputation for environmental stewardship and its many existing and
potential outdoor amenities are being marketed to visitors and “knowledge
workers” alike who value lifestyle as well as work. With multi-year hotel
occupancy rates among the highest in the nation, it is estimated that over
3,200 citizens are employed in tourism related occupations.21 A broad range
of community stakeholders from across the city have also identified downtown destination development as a new opportunity for tourism and arts &
culture.
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Enhance existing and develop new world-class attractions to create
a critical mass of tourism opportunities
Position Greater Sudbury as a leader in effective tourism marketing
and innovative product development
Boost organizational capacity and effectiveness within the tourism
sector
Exploit strategic partnerships that contribute to the growth andsustainability of the tourism industry in Greater Sudbury
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Explore historic downtown destination plan and waterfront development potential
Support efforts to grow and strengthen the Sudbury Tourism partnership
Develop new sources of revenue for tourism marketing
Accelerate implementation of Destination Sudbury: 2015 longterm tourism strategy
Develop service training and professional development of the
tourism sector workforce to raise service standards to international
levels
Focus efforts on product development to address existing gaps
with market demand (e.g. culinary, trails, francophone)
Develop and implement Sport Tourism Strategy
Explore francophone and aboriginal tourism opportunities
Develop, expand and upgrade facilities to attract more conferences
and events
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Engine#4: The regional centre for health services
expertise in northeastern Ontario
The presence of the Northern Ontario School of Medicine, the Northeastern
Ontario Regional Cancer Centre and the Adult Regional Cardiac Program,
coupled with the pursuit of an Occupational Health & Safety Centre of Excellence, have all positioned Greater Sudbury as a regional health centre. With a
continued view to regional development, medical specialists will collaborate
through new and existing forums to better leverage these growing areas of
expertise and expand the health services engine.
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Maximize the community’s position as a regional centre for healthservices and expertise.
Build outstanding leadership in community medicine.
Build on the strengths of NOSM, Northeastern Ontario RegionalCancer Centre, Adult Cardiac Care Program, and medical specialists
within the community
Identify opportunities to leverage healthcare sector to promotecommunity and economic growth
Recognize Greater Sudbury’s aging population as an opportunity
to tailor health services expertise to this demographic
Expand emerging expertise in rural and northern health, telemedicine and aboriginal health
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Create a multi organizational/multi disciplinary association to advocate for and collaborate on improving Greater Sudbury’s Health
related industry
Develop joint community proposals and initiatives with senior
government support that demonstrate local best practices and can
be implemented across the province
Analyze and explore gaps in areas of expertise that would enhance
Greater Sudbury’s ability as regional referral centre
Continue Physician Recruitment Program and leverage lessons
learned towards the attraction of other skilled health professionals
Create complimentary Health professionals retention strategy
Support community efforts to address the Alternative Levels of
Care (ALC) crisis both short and long term
Recruit world class practitioners in niche areas consistent with
northern and rural health Ontario and the rest of the province
Engine#5: A thriving and sustainable arts & culture community
Greater Sudbury’s arts & culture community has made tremendous gains in
the past decade and is now acknowledged as a true growth engine in our
revised strategic plan. Not only does a growing arts & culture sector provide
jobs and increase tourism receipts, it adds to quality of life and attracts talent
to those occupations that will nurture all the growth engines. The Greater
Sudbury Arts & Culture Charter, Strategy and Grant Program are critical steps
that have been completed in fostering community support for arts & culture
while encouraging other levels of government to invest in artistic and
cultural activities in the city. In turn, the arts & culture sector will reinforce
downtown destination development plans, including the proposed Laurentian University’s School of Architecture.
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Foster the development of vibrant and diverse cultural identities as
defined by the city’s cultural assets, people, ethnicity, industry and
natural environment
Articulate and promote the contribution of arts & culture to bothsocial and economic well-being of Greater Sudbury
Position Greater Sudbury as a globally competitive creative community that nurtures innovation and creative expression
Strengthen arts & culture sector through increased resources for
infrastructure improvements and sustainability
Position Greater Sudbury as the music, film & television industry
leader for northern Ontario
Maximize Greater Sudbury’s reputation as cultural centre for
festivals and events
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Actualize the Arts & Culture Strategy within the community
Create and adopt a Public Art Policy for Greater Sudbury
Pursue development of a Signature Arts District
Complete, utilize and maintain cultural inventory and mapping
Embrace stronger linkages with tourism to support product development and to address venue and facility concerns
Formalize support structures that encourage festivals and eventscelebrating Greater Sudbury’s diverse culture
Ensure ongoing effectiveness of arts & culture grant distribution
Increase attraction and retention efforts to complement existing
film, television and music industry partnerships
71
Economic Development Indicators
Recommended “dashboard” metrics for economic development
“In today’s world, competitiveness is not an option.” Task Force on
Competitiveness, Productivity & Economic Progress, Closing the
Prosperity Gap22
Overall Economic Progress
• Employment growth
• Median household income
• Population Growth
• GDP per capita
• Housing starts and completions
• Value of construction
• Value of building permits
• Value of commercial building
• Total retail sales
• Population under 35
• Net migration
• Immigration (New Canadian within 5 years)
• Vacancy rate
The Greater Sudbury Development Corporation is committed to measuring
the overall economic progress of the community and of each growth engine
on an annual basis. Where possible, more frequent updates will be made
available and will include specific, observable information related to the
activities of the GSDC – as is done every quarter for City Council.
In preparing for the strategic plan review, a scan of other community
practices for reporting economic indicators was conducted, revealing a
broad range of approaches. There is general consensus that overall progress begins with a measure of population growth, employment growth and
increases to the median household income. Beyond these, there is a wide
variety of traditional and new economy metrics to select from and subsequently determine if the data is available for Greater Sudbury. The five year
reporting gaps from Statistics Canada have been identified as a significant
challenge here, reinforcing a need to conduct more local tracking as appropriate and possible.
The revised strategic plan includes a number of new economy measures
designed to track economic progress in the key areas of knowledge jobs,
innovation capacity, digital economy, globalization and entrepreneurship.23 Among these is the adoption of the 3Ts of economic progress in the
Creative Age - Talent, Technology and Tolerance. Together, the 3Ts play an
important role in the ability of regions to attract the Creative Class. In the
creative age, regions will continue to be judged by their GDP per capita and
other traditional measures, but it will be their overall creative output that
determines their sustained success.24
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Local Creative Age/Creative Class
• Talent index
• Tolerance index
• Technology index
• Creative class as a percent of total population
Activities of the Greater Sudbury Development Corporation
• Number projects supported
• Total value of economic development investments
• Total value of dollars leveraged through economic development investment
• Estimated annual economic impact
Engine #1 - Mining and Mining Supply & Services
• Number of businesses servicing the sector
• Industry capital investment
• Total employment
• Value of payroll
• Value of total exports
• Foreign direct investment
Engine #2 - Advanced Education, Research and Innovation
• Total attendance at (3) postsecondary institutions
• Attendance of students from out of town
• # of certificates awarded
• # of diplomas awarded
• # of undergraduate degrees awarded
• # of post-graduate degrees awarded
• # of post-graduate programs offered
• # of post-secondary programs offered
• Patents (per 10,000 people)
• # of patents to reach commercialization
• Value of research funding
• Industry investment in R&D
Engine #3 - Tourism
• Total visitors
• Hotel occupancy
• Science North/Dynamic Earth gated attendance
• Direct tourism spend
• Total sector employment
• Average overnight spend
• # of packages sold
• Packages customer survey scores (loyalty)
Engine #4 - Regional Health Centre
• Health care providers recruited to community
• # of residency spots in Sudbury
• # net GPs and # specialists
• % of population over 65
Engine #5 - Arts & Culture
• Median earnings for workers in the sector
• # film productions
• Direct dollar impact of film of television industry
• # of festivals/new festivals
• Attendance #s for major festivals/events
Guiding Principles and Igniters
• % of population over 25 with a university degree
• # scientists and engineers as % of population
• # post-graduate degrees as a % of population
• Internet usage
• High speed usage
• # businesses started through the regional business centre
• # businesses registered
• # jobs created through regional business centre
• # businesses expanded
• # SMEs
• Total employment in SMEs
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Sustaining Momentum
“Innovation is fundamentally a ‘geographical’ process.” –David Wolfe,
Social Capital and cluster development in learning regions25
Renewing our commitment...
Throughout the consultation sessions and in their ongoing participation,
stakeholders expressed their commitment to this process and their approval
of the lead role taken by the GSDC board and staff in providing mechanisms
for renewed commitment on a consistent basis. The work represented by
the resulting revitalized plan speaks volumes of the corresponding dedication of the GSDC board and staff to moving economic development work
forward.
...and celebrating our success...
The overwhelming message conveyed during this process, repeated more
frequently than any other, has been that there is a need for the GSDC and
the City of Greater Sudbury to communicate ongoing progress and concrete
achievements – across all sectors and between all departments – in a consistent way that is easily accessed by stakeholders.
my!sudbury is the platform for telling our story...
According to the Greater Sudbury Business Retention and Expansion (BR&E)
survey completed in 2005, 53% of the firms interviewed considered the
current community image to be negative.26 On the other hand, 96% of
businesses surveyed conveyed the positive message that the quality of life
in Greater Sudbury is either good or excellent. Clearly there is a need to address this dichotomy, representing the collective and long-standing inferiority complex of Sudburians.
The my!sudbury initiative has taken the lead role in bringing about this
change, working to alter the way citizens think about our city and influenc-
74
ing a positive Sudbury brand message outside the community. In an effort
to measure the impact of the image campaign to date, my!sudbury retained
the services of Oraclepoll Research with a telephone survey conducted in
the fall of 2007. A total of 604 residents were surveyed from Greater Sudbury’s 12 wards.
In general, the survey results were positive:
• A full 46% of participants rated the image of Sudbury as positive
• A further 30% of those surveyed could recall the image campaign
• Of this 30%, 67% were able to name my!sudbury specifically and 33%
had visited the mysudbury.ca web portal
• A majority of participants (62%) rated the my!sudbury image campaign
as favorable/very favorable
• The community agrees that the project is needed: 79% believe it is
important that Greater Sudbury have a renewed image and 74% feel it is
important to promote the image to residents of other communities.
The my!sudbury project presents options for communicating this process
and, with growing support of citizens, it is gaining momentum as an established format for sharing our success stories.
Ongoing communication is key...
This review process has validated the idea that the city is “on the right track”
while underscoring the need to “tell our story” in all available formats and
media. The Digging Deeper process has formed the foundation for a renewal of our “strategic story”; the corresponding communication strategy will
clearly define the tactics needed to ensure that this story is reaching the ears
of community influencers and citizens across Greater Sudbury. The GSDC is
committed to ongoing engagement with the community and will continue
to invite consistent feedback from stakeholders and facilitate the broader
understanding of GSDC priorities by all levels of government.
Collaborative partnerships are essential...
With Greater Sudbury’s “compass” and “map” made more accessible and
newly relevant for the economic renewal of the city, the GSDC will ably navigate the journey to realizing our vision by 2020 – travelling together with
partners to the mutual benefit of all. GSDC members will set up and partner
with community leaders on task forces devoted to moving the economic
agenda forward.
Project-based advancement groups ensure a surgical approach to
our most pressing challenges...
The GSDC will invite the community to form project-based advancement
groups to address specific actions from each engine. These groups will
actively identify initiatives to mitigate the impact of global, ever-changing
economic conditions, and they will intensify efforts at economic diversification in Greater Sudbury.
The Digging Deeper Economic Development Strategic Plan has provided
the map; the GSDC will navigate the journey for the unfolding process of
economic development. By working with community stakeholders, the
GSDC will foster civic engagement, cultivate entrepreneurship and
stimulate the continuous development of a dynamic and healthy city.
Finally -- and most importantly -- it is the citizens of Greater Sudbury who
will continue to power these engines. Indeed, it is the people of this city
whose passion and hard work spark the forward motion of the entire
community, for the benefit of all.
The GSDC will rise to the challenge...
As expressed in 2003 with the launch of Coming of Age in the 21st Century
and again with this review, the GSDC will continue to provide both a focus
and a forum for action. Underlying this entire process has been the awareness of the magnitude of this challenge. This will be a critical role of team
leadership for the GSDC.
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Reports Reviewed
References
In the renewal of Greater Sudbury’s economic development strategic plan,
many reports were reviewed that represent the work of past government
and community groups to develop strategies and plans for the economic
prosperity of the region. Digging Deeper builds on this previous work as it is
represented in these documents:
1 Martin, R., Florida, R., ((February 2009). Ontario in the Creative Age. The
Martin Prosperity Institute. Available at http://www.martinprosperity.org/
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3 Sudbury & Manitoulin Workforce Partnerships Board. (March 2009). Trends
Opportunities Priorities TOP REPORT. www.workforcepartnerships.ca
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C oming of Age in the 21st Century – An Economic Development Strategic Plan for Greater Sudbury 2015 (2003)
Destination Sudbury 2015 - Sudbury Tourism Strategic Plan
Key Facts About Sudbury
Economic Strategic Plan Review Planning Session – February 20, 2009
GSDC Board Strategic Plan Review – May 6, 2009
Economic Development Strategic Plan Review Key Stakeholder Survey – February 26, 2009
Trends Opportunities Priorities TOP REPORT – March 2009
Greater Sudbury’s VitalSignsTM: City of Greater Sudbury’s Annual Checkup - Sudbury Community Foundation 2008
A Social Profile of Greater Sudbury – Social Planning Council of Sudbury 2009
Ontario in the Creative Age – Martin Prosperity Institute February 2009
Economic and Social Impact of Laurentian University – June 2008
Greater Sudbury Business Retention and Expansion Report – 2005
The 2008 State New Economy Index: Benchmarking Economic Transformation In The States – November 2008
2 Centre for Community Enterprise. (2000). The Community Resilience
Manual. Available for purchase at http://www.cedworks.com/
4 The Best Places To Do Business in Canada. (2008). Canadian Business
Magazine. Available at http://list.canadianbusiness.com/rankings/bestplacesto- do-business/2008/
5 Statistics Canada. (2006). Community Profiles, 2006 Census, Greater Sudbury CMA. Available at http://www.statcan.gc.ca/
6 Greater Sudbury Development Corporation. (February 2009). Economic
Development Strategic Plan Review Key Stakeholder Survey. Prepared for
the GSDC by VERI/FACT Research Inc.
7 Martin Prosperity Institute. (April 2009). Ontario’s Small-Sized Regions’
Performance on the 3Ts of Economic Development. Benchmarking Project:
Ontario Competes. REF.2009-BMONT-006. Available at http://martinprosperity. org/
8 Hurst, D. (1995). Crisis and Renewal. Boston: Harvard Business School Press.
9 Centre for Community Enterprise. (2000). Tools & Techniques: For Community Recovery & Renewal. Available for purchase at http://www.cedworks.
com/
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10 Porter, M. & Stern, S. (2001). Innovation: location matters. MIT Sloan
Management Review, 42 (4), 28.
11 Atkinson, R., Andes, S., (November 2008). The 2008 State of the Economy
Index – Benchmarking Economic Transformation in the States. The Information Technology and Innovation Foundation. Available at http://www.kauffman. org/Details.aspx?id=5812
for at http://www.scip.org
19 ibid (see citation 6)
20 Laurentian University. (June 2008). Economic and Social Impact of Laurentian University. Prepared for Laurentian University by Deloitte & Touche
LLP and affiliated entities.
13 Social Planning Council of Sudbury. (2009). A Social Profile of Greater
Sudbury. Available at http://www.spcsudbury.ca
15 Regional Tourism Profiles – CMA 580 Sudbury. (2007). Ministry of Tourism
Ontario. Available at http://www.tourism.gov.on.ca/english/research/
rtp/2007/CMA580/index.htm
16 Sudbury Community Foundation. (2008) Greater Sudbury’s VitalSignsTM:
2008 City of Greater Sudbury’s Annual Check-up. Available at http://www.
vitalsignssudbury.ca
17 Florida, R. (2002). The Rise of the Creative Class and How It’s Transforming
Work, Leisure, Community and Everyday Life. New York: Basic Books.
22 Task Force on Competitiveness, Productivity & Economic Progress.
(November 2002). Closing the prosperity gap. First annual report prepared
for the Government of Ontario.
25 Wolfe, D. Social capital and cluster development in learning regions.
Forthcoming in Knowledge, clusters and learning regions, ed. J. Adam
Holbrook and David A. Wolfe. Kingston: School of Policy Studies, Queen’s
University.
26 City of Greater Sudbury. Business Retention and Expansion Report. (2005).
Available at http://www.sudbury.ca/content/gsdc/documents/1_15_BRE_
report_english.pdf
18 Hamilton-Pennell, C. (2004). The City of Littleton’s Economic Gardening
Program. Competitive Intelligence Magazine. Volume 7 number 6. Available
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www.InvestSudbury.ca

greater sudbury at a glance - Greater Sudbury Development

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