Huronia - Town of Penetanguishene

Transcription

Huronia
Economic Alliance
Economic Development Strategic Action Plan
January 2014
Millier Dickinson Blais | Huronia Economic Alliance – Economic Development Strategic Action Plan
Contents
1
HURONIA REGION..........................................................................................................................1
1.1
1.2
1.3
2
INTRODUCTION
THE HURONIA ECONOMIC ALLIANCE
AN ECONOMIC DEVELOPMENT STRATEGIC ACTION PLAN
1
2
2
CONTEXT FOR ECONOMIC DEVELOPMENT ...............................................................................4
2.1
2.2
2.2.1
2.2.2
2.2.3
2.2.4
CURRENT INITIATIVES
ANALYSIS OF THE HURONIA ECONOMY
DEMOGRAPHIC CHARACTERISTICS
LABOUR FORCE AND EMPLOYMENT PROFILE
BUSINESS PATTERNS ASSESSMENT AND INDUSTRY BREAKDOWN
AN EXTENDED LOOK INTO THE CREATIVE ECONOMY
4
7
7
10
15
24
3
STAKEHOLDER CONSULTATION ...............................................................................................27
4
SWOT ANALYSIS..........................................................................................................................30
5
STRATEGIC ACTION PLAN .........................................................................................................32
6
IMPLEMENTATION .......................................................................................................................38
6.1
6.2
6.3
7
GOVERNANCE
FUNDING CONSIDERATIONS
IMPLEMENTATION MATRIX
38
40
40
APPENDICES ................................................................................................................................52
APPENDIX A: SAMPLE CORPORATION BY-LAW
53
APPENDIX B: MUNICIPAL EXAMPLES OF AN EXTERNAL APPROACH TO ECONOMIC
DEVELOPMENT
64
APPENDIX C: SAMPLE PERFORMANCE METRICS FROM MINISTRY OF AGRICULTURE,
FOOD AND RURAL AFFAIRS MEASURING UP! PERFORMANCE MEASUREMENT FOR
ECONOMIC DEVELOPMENT: A GUIDEBOOK FOR ECONOMIC DEVELOPMENT
PRACTITIONERS
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1 Huronia Region
1.1 Introduction
Located 90 minutes north of Toronto in Central Ontario, the Huronia region (“Huronia”) is ideally situated
on the southern tip of Georgian Bay. With a rich history that reflects the diversity of cultures that first
settled this area, access to waterfront, beaches and recreation pursuits and a strong local economy, this
area of Simcoe County is a unique and special pace to live, work and play.
Huronia is served by Highway 400, Highway 12, and Highway 93, providing easy access to larger urban
markets to the south. The area is also served by the Huronia Airport located in Tiny Township.
FIGURE 1: HURONIA REGION
1
The region is comprised of the Town of Midland, Town of Penetanguishene, Township of Tay and
Township of Tiny with a combined 2011 population of 46,651 people.
The business community is comprised of over 2,000 companies supported by the Southern Georgian Bay
Chamber of Commerce and the North Simcoe Community Futures Development Corporation.
Huronia is also home to institutions such as the Central North Correctional Centre and the Waypoint
Centre for Mental Health Care, as well as businesses like Raytheon Elcan Optical Technologies, ADM
Milling, Kindred Industries Canada, General Mills Canada, Industrial Filter Manufacturing, Techform
Products, NEBS Business Products and Weber Manufacturing.
1.2 The Huronia Economic Alliance
In an effort to advance economic development programming in the region, the four municipalities of
Midland, Penetanguishene, Tay, and Tiny formed the Huronia Economic Alliance (“HEA”) in 2011.
Formerly the North Simcoe Economic Action Initiative, the HEA is focused on driving economic growth
and investment in the region.
The HEA is currently building on the work and wisdom that has emerged from a broad range of
community consultations, as well as a variety of economic development studies and initiatives. The
foundation of the HEA is rooted in the Vision and Mission statements below.
Vision Statement
The HEA envisions that by 2020 Huronia will become a well-balanced open community linked closely to
the Georgian Bay waterfront and economically founded upon:



An education-led innovative industrial base
A world class (four season) tourism experience
Health care services
Mission Statement
“The HEA’s mission is to work in partnership with community-minded individuals, groups and
organizations to maximize economic prosperity in Huronia.
Benefits will accrue to the four communities by growing the region’s unique industrial, institutional, retail,
agricultural, and tourism and recreational base in a financially, environmentally and socially sustainable
manner.”
1.3 An Economic Development Strategic Action Plan
As part of this effort, the HEA has recognized the need to more effectively establish the core elements of
an ongoing economic development program and build capacity within the four communities to deliver on
these efforts. The preparation of an Economic Development Strategic Action Plan is intended to guide the
region’s continuing transformation to a sustainable rural economy – an economy that harnesses the
2
talents of local citizens, attracts new residents and businesses, provides authentic cultural experiences,
and rewards entrepreneurial and innovative successes.
An economic development strategic action plan will act as an invisible hand guiding geographically
dispersed citizens and businesses to work freely and yet collectively toward realizing the goals of a
community. The plan must not only reflect the uniqueness of the opportunities that exist in Huronia, but
resonate with the communities at large.
Approach + Methodology
It is the HEA’s intent to develop a 5 Year Action Plan that will guide sustainable economic development
opportunities over the longer term and support growth and investment in the region. The actions reflected
in the plan are seen to be realistic, feasible and implementable. Equally important is the fact that these
actions are clearly within the municipal sphere and jurisdiction to implement and reflective of the strategic
priorities already identified by the Alliance partners and to a lesser extent the County of Simcoe.
A critical component to the development of any economic development strategic action plan regardless of
the size of the community is a solid understanding of a community’s performance against a range of local
and regional socio-economic indicators combined with an analysis of current and emerging business and
industrial investment trends and their related impact.
The discussion contained in this report provides an understanding of the issues and external forces that
are shaping economic growth in the Huronia Region and Simcoe County. Consideration has been given
to the current context for growth in the region including the impact of the Simcoe County Growth Plan.
The results of this assessment were used to inform the subsequent stakeholder discussions about the
opportunities and the challenges facing the HEA in its efforts to enhance its value proposition for the
attraction of business, investment and residents to the region. The resulting action plan capitalizes on the
elements and characteristics that distinguish the region and more effectively positions it for a sustainable
future.
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2 Context for Economic Development
2.1 Current Initiatives
Understanding the economic plans and programs currently in place will allow the Strategic Action Plan to
more effectively link with other municipal and regional plans and priorities.
HEA Strategy Document
The HEA Strategy Document has laid out the following as priority items for economic initiatives to centre
around:
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
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

Build an educated workforce
Assist a changing manufacturing base
Develop four season tourism
Invest in healthcare
Education institutions and
Agriculture-bioscience
The Strategy Document sees the area’s economic future to be based upon knowledge related business
and businesses. This knowledge will stem from education ‐ both the education of the local population and
the attraction of specific talents from outside the area.
In this regard, the area has two foundation elements already in place – Georgian College and Lakehead
University. The Georgian College ‘trades’ mandate is a natural locus for trades based industries in the
area. Lakehead University also provides for a variety of on and off campus programs that enable young
people to remain in the region for their post- secondary education.
The Strategy Document also recognizes the abundance of significant tourism assets that are present
across the region – Georgian Bay waterfront (access to – Georgian Bay Islands National Park & the
30,000 Islands), Ste. Marie among the Hurons, Martyrs’ Shrine, Discovery Harbour, Wye Marsh, S.S.
Keewatin, Huronia and Penetanguishene museums, aboriginal culture and area artists. This, combined
with the region’s proximity to Toronto provides a ready market for visitors to the area. The challenge has
always been to organize, brand and attract investment and visitors to these tourism offerings.
The HEA has also identified their common waterfront as the most important asset. As such, appropriate
protection and development of the waterfront will be an essential element to sustaining tourism activity
and investment. Developing a quality four seasons experience that links the various tourism assets and
experiences will be critical to building the area’s tourism economy.
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At this time, the HEA is preparing a Huronia Area Tourism Strategy which will assist the four
municipalities to implement a more efficient and effective model for tourism planning and management,
and in turn move the tourism industry to new levels of success.
The Huronia area is also comprised of a diverse range of agricultural based businesses. Historically and
culturally, this sector has been a key contributor to the overall economic viability of the area. The Strategy
Document has stressed the need to work with existing agricultural based businesses with an aim to
leverage existing infrastructure and investment to identify new opportunities for sustainable development
in this sector. The attraction of new agricultural based businesses is seen as a fundamental component of
this effort.
Economic Development Website
In 2012, the HEA unveiled a new dedicated economic development website for the four north Simcoe
municipalities of Midland, Penetanguishene, Tay and Tiny Townships. The investhuronia.ca site is
intended to be a one stop shop for all economic development news, information and opportunities in
Huronia. In addition to introducing the Huronia region, the website also contains area specific data
regarding population, labour force, and income levels, as well as a listing of the HEA’s priority sectors for
growth and a listing of investment and development opportunities in the area.
Online Business Directory
Another initiative that was developed alongside the website was an online business directory. The HEA
has partnered with an external service provider to help collect and maintain local business listings within
Huronia. Using an online form found on the investhuronia.ca site, businesses can add their business to
the directory and have it available for online searches on the website, through the County of Simcoe
directory and through the online directory website.
The HEA sees the new website as a major step forward for the area and its economic development
opportunities. With a stronger online presence, the HEA is better positioned to leverage the business
attraction and promotional efforts of its partners including the County of Simcoe, North Simcoe
Community Futures Development Corporation, Southern Georgian Bay Chamber of Commerce, Regional
Tourism Organization 7.
HEA Healthcare Economy Action Plan
The Alliance has also developed a Healthcare Economy Action Plan. Healthcare has been identified as
one of the key priority areas for the region and the HEA has adopted the Healthcare Economy Action
Plan to provide guidance for growth in this sector. The organization has recognized that a significant
concentration of healthcare assets, facilities, services and talent exists in the Huronia region and the
County more generally which could be more effectively leveraged for business development and
investment.
The HEA Healthcare Economy Action Plan provides guidance for growth of the health industries sector.
The plan includes the following goals:
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
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Focus healthcare growth on the area’s core strength in mental health and geriatric services
Expand the role and presence of educational institutions with healthcare programs to build a
skilled workforce
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


Designate healthcare nodes to attract new healthcare facilities and related businesses
Identify opportunities for municipal involvement in the creation of healthcare business parks to
support the creation of healthcare nodes
Allow for a greater range of healthcare related businesses to exist as home-based businesses
and in areas adjacent to healthcare nodes and commercial areas to support the expansion of the
local economy
Develop strategies to growth private sector healthcare including community based and residential
based healthcare, and attract new health related businesses to the region
Simcoe County Economic Development Strategy
The County’s Economic Development Strategy is premised on advancing a coordinated approach to
regional economic development for the region, while at the same time working closely with its member
municipalities and other local economic development organizations that also have economic development
as part of their mandate. The County is focused on building the necessary partnerships that will advance
economic growth and investment across a range of sectors and fostering the needed dialogue around the
key issues impacting the long term prosperity of the region. In this regard, the strategy establishes the
following goals and objectives:
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Pursue Partnerships + Outreach in the Community
o
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Pursue Effective Regional Marketing + Promotion
o
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The County will consistently and effectively market its local strengths and assets to
regional stakeholders and businesses, external investors and visitors, and potential
residents.
Support An Innovative Business Culture
o
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The County will demonstrate leadership and advocacy through the creation of
collaborative partnerships to advance economic growth, business development and
entrepreneurship.
The County will build upon its existing strengths and assets to become a leader in
Ontario for research and development, investment, education & training and
entrepreneurship in the health & wellness and green & environmental technologies
industries.
Foster Growth in Regional Tourism and Cultural Industries
o
The County will be recognized provincially and nationally for its thriving tourism and
cultural industries, with communities that offer a diverse range of rural, recreational and
cultural experiences
Simcoe Health Sector Strategy
A key recommendation of the Strategy was the focus on region’s health industries sector. The Simcoe
County Health Sector Strategy and Implementation Plan to be completed this fall will identify health
sector initiatives for the County of Simcoe over the next three to five years. The resulting strategy and
plan is intended to fulfill the following objectives:
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Provide guidance and support to the community to ensure the efficient use of resources and
assist municipal staff and Councils in establishing a sustained leadership role in the Health
Sector
Develop a robust understanding of the Health sector in the County of Simcoe
Articulate sub-sector strategic directions and objectives that align with the strengths and
economic activity of the County and Cities
Identify the needs of the Health sector, define sub-sector value propositions and propose a range
of actions to support sector growth
Recommend collaborative models and tools to facilitate inter-municipal activities and lay the
ground work for future regional marketing and international investment activities
Finally, identify action plans for achieving SMART (Specific, Measurable, Attainable, Realistic and
Timely) goals
Green Economy Transition Centre
There have also been several developments to encourage the growth of the green industry in the area.
The Green Economy Transition Centre in South Simcoe has been established to share information and
best practices to businesses and communities, and involve a public and private sector partners.
Lakehead University and Georgian College offers courses that promote green economy knowledge and
skills. The involvement of post-secondary institutions presents an opportunity to create a supply of green
knowledge workers that could attract new businesses to the area. Growth in the green industry has
remained generally at the same levels from 2005-2011, with only 10 businesses being created in Simcoe
County and the Huronia region seeing a 4.5% decline. Similar to cultural industries most of the green
businesses are small enterprises with 84.7% having less than 10 employees.
2.2 Analysis of the Huronia Economy
2.2.1 Demographic Characteristics
Population
In 2011, Huronia was home to almost fifty thousand people. Of the total
population of Simcoe County, Huronia accounts for just over ten percent
(46,651). Since 2006, the Huronia region has grown a mere one percent, well
behind the county’s and province’s growth rates of 5.7%. It should be noted that
while Huronia has experienced slow population growth, the area attracts
approximately 18,000 seasonal residents and over 100,000 visitors annually to
the more than 8,000 cottages, resort hotels, provincial and national parks and
major attractions located in the municipalities of Penetanguishene, Tiny, Tay and
1
Midland . This influx in population over a span of three-five months impacts both
business opportunities and employment patterns in the region. As a result, the
1 Georgian Bay Association, 2013, www.georgianbayassociation.com/updatenewsletter/
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The Places to Grow:
Growth Plan for the
Greater Golden
Horseshoe has identified
that by 2031 the County of
Simcoe will have
surpassed over 650,000
residents, 57,400 of those
residing in Huronia – an
approximate expected
growth of 23% in
population.
strength and long term viability of the tourism sector has a direct impact on the local economy.
FIGURE 2: POPULATION AND THE RATE OF POPULATION CHANGE IN HURONIA REGION (2001-2011)
Population
2011
Population
2006
Population
2001
Pop. Change
2006-2011 (%)
Pop. Change
2001-2006 (%)
Pop. Change
2001-2011 (%)
Huronia
46,651
46,186
42,727
1.0%
8.1%
9.2%
Simcoe County
446,063
422,204
377,050
5.7%
12.0%
18.3%
12,851,821
12,160,282
11,410,046
5.7%
6.6%
12.6%
Geographic Area
Ontario
Source: Statistics Canada. Census of Population, 2001, 2006, 2011
Age
Like most regions in Ontario, the population of Huronia is becoming progressively older. Huronia’s senior
population (over 65+) accounts for almost thirty percent (29%) of its total population. That is significantly
higher than both the county’s (21.9%) and Province’s (20.6%) proportions. In all age categories 50 years
old or older, Huronia has a higher relative percentage of its population in these groups than the Province
and County (Figure 3). The most likely reasons are youth out-migration (from 2006 to 2011 youth
population aged 0-19 saw a decrease of 19.2%), coupled with the increasing age of the ‘baby-boomers’
demographic, and in-migration of retirees (from 2006 to 2011 retirees and aging baby boomers
accounted for an increase of 60.6%). While the growth in the number of seniors will place pressure on the
region, as well as the county in terms of health care costs and service delivery, it also represents an
opportunity for business growth, investment and employment that is focused on enabling seniors in the
region to age in place.
FIGURE 3: DISTRIBUTION OF POPULATION BY AGE, HURONIA, SIMCOE AND ONTARIO (2011)
Source: Statistics Canada. Census of Population, 2011
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Household Size and Income
With respect to household size, as measured by average number of persons in census family, Huronia
has slightly smaller families than found across the rest of the county and province. As of 2011, Ontario’s
average number of persons per census family was 2.6 (equal to the county), while Huronia’s was 2.4.
Between 2006 and 2011, the average number of persons in each census family has remained unchanged
for the province and county while it has slightly declined in the region particularly in Midland and
Penetanguishene. Again, this can be attributed by the aging that is occurring within the population more
generally.
An additional determinant of a community's socio-economic composition is the average income of its
population. Figure 4 provides information on average household income along with the median income
per household for Huronia and its municipalities, county and Ontario. Huronia’s estimated 2011 average
household income of $70,055 is considerably lower than Simcoe County ($80,842) and Ontario
($85,772). Of the Huronia municipalities, Midland had the lowest average household income at ($62,713)
while Tay shows evidence of the greatest average household income in Huronia at $77,349.
This pattern holds true for median income figures, as Huronia is below both Ontario and Simcoe County.
However, Huronia has experienced greater increases in income in the past five years than both the
province and county which may be attributed to the influx of retirees to the region in recent years along
with increased employment associated with health care facilities such as Georgian Bay General Hospital
and Waypoint – high paying health care jobs. From 2006 to 2011, the region saw an increase of 10.1% in
their household income – with municipalities such as Tay and Midland posting increases of 17.1% and
11.9% respectively. Penetanguishene saw an increase of 12.1% while Tiny saw a small increase of 1.7%.
FIGURE 4: HOUSEHOLD INCOME, HURONIA, SIMCOE AND ONTARIO (2011)
Source: Statistics Canada. National Household Survey, Community Profiles, 2011
Migration and Immigration
Migration and immigration has become an increasingly important phenomenon for cities and regions.
Patterns of migration and immigration flows can change greatly over time, with the size and composition
of migrant populations reflecting changing economic conditions. Understanding the change between
9
these two population flows is a good indicator in determining whether a community is attracting residents
from other parts of the country and world. This is particularly important from the perspective of sustaining
our workforce over the longer term given Ontario and Canada’s increasing reliance on immigration to
sustain the growth of its workforce.
In Huronia, over 8,000 migrants moved into the region from 2006-2011. This accounts for 18.7% of the
total population in Huronia. However, this proportion is lower than what it was in 2006 when over twenty
percent of the population was made up of new migrants. From 2006-2011 migrant flows dropped 11.7%.
Similarly, Ontario and Simcoe experienced drops as well, (4.4% and 15.8% respectively). Of all the
municipalities in Huronia, only Midland experienced an increase in migrants from 2006 levels (increase of
7%).
Huronia comprises a very small proportion of Simcoe’s total immigration population (8%). From 2006 to
2011 the region saw a decrease in its immigrant population (3.4%), while the county experienced a drop
of one percent. This suggests that while immigration patterns still continue at an average pace in Simcoe
County, immigrants are choosing to reside in other municipalities outside of Huronia. This may be
attributed to the lack of employment opportunities, but may also reflect the cultural diversity that is more
likely to be evident in larger centres.
2.2.2 Labour Force and Employment Profile
Statistics Canada collects both labour force and employment data for the
Canadian population aged 15 and over; or those considered part of the labour
force based on capabilities. Labour force data is concerned with the employed
and unemployed resident population of a community, regardless of the
community in which the individual is employed. Employment, on the other hand,
is concerned with the number of individuals employed within a certain
community irrespective of where they live. While not a direct representation of
the number of jobs in a community, employment data offers a better estimate of
the economic opportunity available to residents of a community.
The following section provides an overview of the characteristics of the labour
force, the labour force by industry (North American Industrial Classification
Standard - NAICS) and Occupation (National Occupational Classification NOC), and the employment by industry (NAICS). For most variables and
geographies, the most recent data is based on the 2011 National Household
Survey.
With respect to
occupational data, the NHS
used the National
Occupational Classification
(HRSDC; NOC) in place of
the National Occupational
Classification (for Statistics;
NOC-S) that was used for
the 2006 census. Statistics
Canada provides a
concordance table to allow
for comparisons, but the
process is not
straightforward with many
categories split into others.
Trends in Local Occupations and Employment
An understanding of the skills of the resident labour force by industry can provide an indication of the
areas in which a community or jurisdiction can provide support to investment attraction and business
retention initiatives based on the industry-related skills of its labour force. Figure 4 illustrates the 2011
labour force composition of Huronia, Simcoe County and Ontario by major industry sector as defined by
NAICS.
As of 2011, Huronia’s total labour force was 21,985. Since 2006, the Huronia’s total labour force has
contracted by 755 or 3.3%. In 2011, the labour force was concentrated predominantly in the following
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three industries: Manufacturing (16.7%), Healthcare and Social Assistance (14.4%), and Retail Trade
(12.7%) (Figure 5).
Two of these sectors (Manufacturing and Health) account for the highest proportions of labour force
across the province as well, but at comparatively lower proportions than in both Huronia and Simcoe.
FIGURE 5: LABOUR FORCE BY INDUSTRY, HURONIA, SIMCOE AND ONTARIO BY PERCENTAGE (2011)
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011052.
As shown in Figure 6, Huronia’s labour force composition, as categorized by industry, has shifted in a
number of areas from 2006 to 2011 due in part to the economic recession that was brought on by the
global financial crisis in 2008.
Based on this data, the manufacturing sector has lost the greatest number of workers from 2006 (1,335
workers), followed by retail trade (155 workers). Over the same period, the arts, entertainment and
recreation sector has also shed workers. Given the significance of these job losses to the area
communities, consideration should be given to monitoring the performance of area businesses on a go
forward basis. This can be accomplished in part through a strategic business retention and expansion
11
program and regular engagement with the local business community. In terms of sector employment
growth, health care and public administration has added the most labour since 2006 (1.6% and 4.4%
respectively).
FIGURE 6: LABOUR FORCE BY INDUSTRY, HURONIA, LABOUR FORCE CHANGE 2006 TO 2011
Source: Statistics Canada. 2006. Statistics Canada. National Household Survey. 2011.
Understanding a community’s labour force by its occupational category can be far more instructive as to
the changes occurring in the local economy, than by industrial category alone. In Figure 7, as of 2011, the
largest occupational category, as measured by employed workers over the age of 15, was sales and
service occupations. This is followed by occupations in trades, transport and equipment operators and
related occupations. From 2006 to 2011, Huronia’s employed labour force in art, culture, recreation and
sport occupations have grown above 50%, while the majority of the remaining occupational categories
have declined (the exception being health occupations, business, finance and administration occupations,
and natural resources, agriculture and related production occupations). Of the declining categories the
one occupation with the largest decline are occupations unique to manufacturing and utilities. Figure 7
presents a further breakdown of occupational classes in Huronia.
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FIGURE 7: LABOUR FORCE BY OCCUPATION CLASSIFICATION, HURONIA (2006-2011)
Occupation
2011
2011
% of Total
2006
2006
% of Total
% Change
2006-2011
0 Management occupations
2,155
9.8%
2,220
9.8%
-2.9%
1 Business, finance and administration occupations
2,915
13.2%
2,771
12.2%
5.2%
875
4.0%
889
3.9%
-1.6%
3 Health occupations
2,015
9.1%
1,799
7.9%
12.0%
4 Occupations in education, law and social,
community and government services
2,425
11.0%
2,391
10.5%
1.4%
590
2.7%
382
1.7%
54.4%
6 Sales and service occupations
4,905
22.2%
5,223
23.0%
-6.1%
7 Trades, transport and equipment operators and
related occupations
3,915
17.7%
4,065
17.9%
-3.7%
8 Natural resources, agriculture and related
production occupations
510
2.3%
391
1.7%
30.6%
9 Occupations in manufacturing and utilities
1,760
8.0%
2,625
11.5%
-33.0%
Total
22,065
2 Natural and applied sciences and related
occupations
5 Occupations in art, culture, recreation and sport
22,755
-3.0%
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011047; Statistics Canada. 2007.
Census of the population.
The recent recession has had an impact at all levels of the province, as unemployment levels have risen
from 2006-2011 in Ontario, Simcoe County, Huronia and each municipality in Huronia. Huronia’s
unemployment rate of 10.5% is higher than Simcoe County and Ontario at 8.4% and 8.3% respectively.
Of all the municipalities within Huronia, Midland has the highest unemployment rate at 12% while Tay had
the lowest at 9.4%. Tiny saw the largest increase in unemployment, out of all the municipalities in
Huronia, as the rate grew by 4.9% from 2006-2011. As with many areas of the province, manufacturing
and service industries, particularly retail saw the largest declines in employment.
FIGURE 8: UNEMPLOYMENT, HURONIA, SIMCOE AND ONTARIO (2011)
Self-employment rates
have also increased at all
levels within the province
with Simcoe County and
the Huronia region having
higher rates at 12.4% and
11.4% respectively
compared to the province’s
average of 10.6%. Tiny had
the highest selfemployment rate at 16.6%,
while Penetanguishene
had the lowest at 10.0%
within Huronia.
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011047;
Statistics Canada. 2007. Census of the population.
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Figure 9 displays the top five work destinations for the residents of Midland, Penetanguishene, Tay and
Tiny. Midland is the top work destination for all four municipalities and Penetanguishene is the second
highest destination for all municipalities except for the residents of Tay, where Tay is the second highest
work destination. It should be noted that Midland has the highest portion of residents working within the
municipality that they reside in, at around 70%. This is an indicator of a strong local economy rather than
a dependence on employment in the larger urban centres.
FIGURE 9: TOP FIVE WORK DESTINATIONS MIDLAND, PENETANGUISHENE, TAY AND TINY (2011)
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011047; Statistics Canada. 2007.
Census of the population.
The commuting patterns are reinforced when looking at the regional level. Looking at residents of
Huronia, the majority of workers commute to Midland at 54.6% with Penetanguishene being a distant
second at 18.0%. The proximity of the City of Barrie is also a draw, with 6.8% of workers commuting to
Barrie, higher than Tay and Tiny. The City of Toronto has a slightly smaller share of residents commuting
there for work at 2.5% compared to Tiny at 2.8%.
The top ten working destinations for Huronia are: Midland (54.6%), Penetanguishene (18%), Barrie
(6.8%), Tay (5.2%), Tiny (2.8%), Toronto (2.5%), Springwater (2.3%), Orillia (2.1%), Oro-Medonte (1%)
and Georgian Bay (0.8%).
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2.2.3 Business Patterns Assessment and Industry Breakdown
Statistics Canada’s Canadian Business Patterns Data provides a record of business establishments by
industry and size. This data is collected from the Canada Revenue Agency (CRA). The business data
collected for Huronia region includes all local businesses that meet at least one of the three following
criteria:
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

Have an employee workforce for which they submit payroll remittances to CRA
Have a minimum of $30,000 in annual sales revenue
Are incorporated under a federal or provincial act and have filed a federal corporate income tax
form within the past three years.
The Canadian Business Patterns Data records business counts by “Total”, “Indeterminate” and “Subtotal”
categories. The establishments in the “Indeterminate” category include the self-employed (i.e. those who
do not maintain an employee payroll, but may have a workforce consisting of contracted workers, family
members or business owners). It should be noted that the Canadian Business Patterns Data uses the
CRA as a primary resource in establishment counts; therefore, businesses without a business number or
indicating annual sales less than $30,000 are not included. The population of these small, unincorporated
businesses is thought to be in the range of 600,000 in all of Canada.
Key Business Characteristics
A detailed review of the business patterns data for the period between 2008 and 2012 provides an
understanding of the growth or decline of businesses over the five year period and the key characteristics
that define the region’s and county’s business community. When combined with the broader industry
analysis, the business patterns information will assist in understanding the key industry opportunities for
Huronia.
Understanding the trends in business growth in the community also provides valuable insight into the
shape future growth and investment in the area might take. It also provides an indication of where the
priorities of the region should lie, especially with regards to program development and delivery, and
strategic planning.
Overall, business establishments in Huronia are overwhelmingly characterized by small companies and
enterprises that employ less than 10 people. In 2012, excluding the businesses consisting of the selfemployed – which themselves are small enterprises – there were 1022 businesses, or 88.1% of the
subtotal, that employ 1-9 people (Figure 10).
It is also important to note the absence of medium and large firms in Huronia’s economy. This is of
interest because small, medium and large firms are generally believed to provide different economic
functions within an economic region. Small firms are generally seen as the major source of new products
and ideas, while large firms typically become more homogenous and are more likely to exploit economies
of scale. The lack of mid-size and large business outside of government and health care is not a surprise,
given the distance to market, workforce availability and access to major transportation infrastructure.
15
FIGURE 10: HURONIA BUSINESSES BY LOCATION AND SIZE (2012)
Geography
Total
Indet.
Indet. (%)
Subtotal
1-4
5-9
10-19
20-49
50-99
100-199
200-499
500 +
Midland
1170
521
44.5%
649
305
152
89
61
16
15
7
4
Penetanguishene
460
240
52.2%
220
121
49
26
14
4
1
4
1
Tay
204
134
65.7%
70
52
13
3
2
0
0
0
0
Tiny
607
386
63.6%
221
146
47
19
8
0
1
0
0
Huronia
2441
1281
52.5%
1160
624
261
137
85
20
17
11
5
Simcoe
28395
16081
56.6%
12314
6728
2600
1560
923
278
139
64
22
Ontario
910821
512951
56.3%
397870
220064
75559
48707
33226
11224
5362
2688
1040
Source: Canadian Business Patterns December 2012
In terms of concentration, the following sectors (identified in Figure 11) exhibit the highest proportion of
business establishments in Huronia as of December 2012:




Construction (415 businesses)
Retail Trade (296 businesses)
Real Estate and Rental and Leasing (270 businesses)
Professional, Scientific and Technical Services (247 businesses)
It is not surprising that the construction sector represents the largest business sector, given the strong
performance of the Huronia’s tourism sector, particularly cottage development and the proximity to high
growth communities such a Barrie and Orillia. The strong performance of the retail sector is also likely
attributed to the role of tourism in the local economy. However, it does expose a weakness in the local
economy as the retail sector is often the first to contract if the larger economy weakens as evidenced in
2008-2009. The number of professional, scientific and technical service firms is a positive indicator for
economic performance as these businesses tend to comprise a highly skilled workforce resulting in
higher levels of disposable income and often do not require proximity to markets or transportation
infrastructure to sustain their business growth.
FIGURE 11: HURONIA BUSINESSES BY INDUSTRY (2008, 2012)
Industry (NAICS)
Huronia
% Change
LQ
LQ Class
Simcoe
% Change
ON
% Change
11 Agriculture, Forestry, Fishing
85
23.2%
0.75
Average
1321
32.6%
37800
12.7%
21 Mining, Quarrying, and Oil and Gas
10
25.0%
1.82
Very High
64
52.4%
1544
66.9%
22 Utilities
2
100.0%
0.54
Low
43
13.2%
1012
22.5%
23 Construction
415
-5.9%
1.02
Average
4711
3.1%
101804
2.6%
31-33 Manufacturing
104
-24.1%
1.23
High
987
-11.9%
31219
-11.5%
41 Wholesale Trade
71
-19.3%
0.79
Average
1052
-12.7%
38381
-14.5%
44-45 Retail Trade
296
-12.4%
1.15
Average
2982
-0.2%
82631
-2.0%
48-49 Transportation and Warehousing
78
-32.8%
0.72
Low
1253
-6.0%
48443
1.4%
51 Information and Cultural Industries
24
26.3%
0.89
Average
314
19.8%
15565
8.6%
52 Finance and Insurance
114
-6.6%
0.99
Average
1342
5.3%
55262
3.3%
53 Real Estate and Rental and Leasing
270
21.1%
0.98
Average
3206
23.9%
105961
32.5%
54 Professional, Scientific and Technical
247
-4.6%
0.88
Average
3249
5.9%
136505
1.4%
55 Management of Companies
52
-8.8%
0.77
Average
781
-7.0%
34783
-12.2%
56 Administrative and Support
108
-15.0%
0.87
Average
1446
3.4%
39815
0.4%
16
Industry (NAICS)
Huronia
% Change
LQ
LQ Class
Simcoe
% Change
ON
% Change
61 Educational Services
16
14.3%
0.70
Low
266
-7.3%
9031
-8.7%
62 Health Care and Social Assistance
165
20.4%
1.22
High
1577
22.2%
50298
24.0%
71 Arts, Entertainment and Recreation
62
-16.2%
1.48
High
486
-3.4%
14769
1.3%
72 Accommodation and Food Services
126
-4.5%
1.32
High
1113
3.1%
35882
-1.2%
81 Other Services
192
-2.5%
1.03
Average
2170
1.1%
68758
-7.2%
4
-42.9%
1.45
High
32
-3.0%
1358
9.0%
2441
-4.9%
28395
4.9%
910821
2.9%
91 Public Administration
Total Businesses
Source: Canadian Business Patterns December 2012
It is also valuable to examine the growth in businesses by industry, so as to better understand areas of
emerging opportunity and importance within Huronia’s economy. Figure 11 provides an indication of the
growth in business establishments by two digit NAICS codes from 2008 to 2012. The sectors that have
experienced the highest rate of growth (exclusive of the self-employed, and those industries with 25 or
fewer establishments) include:



Agriculture, Forestry, Fishing and Hunting (23.2%)
Real Estate and Rental and Leasing (21.1%)
Health Care and Social Assistance (20.4%)
In order to determine the level and degree of industrial specialization that has
developed in Huronia, and thus the diversity of the regional economy, location
quotients (LQs) have been calculated to measure the relative concentration of
industry/business activity by major industry sector.
Location Quotients are a commonly used tool in regional economic analysis.
They assess the concentration of economic activities within a smaller area
relative to the overarching region in which it resides. Understanding that
Huronia is within a highly competitive county economy, LQs have been
calculated to compare Huronia’s businesses patterns labour relative to the
county of Simcoe, to provide an understanding of the areas in which Huronia
imposes a competitive advantage over the rest of the county’s regions.
In theory, an industrial or business concentration that is greater than the
overarching average may also represent the export base of the participating
region (both in terms of products or services). Businesses that make up this
export base may have chosen to locate in the community due to certain local or
regional competitive advantages. These competitive advantages can be used to
attract additional investment, in the same or complimentary industries.
Going back to Figure 10, Huronia has a higher concentration of businesses in
the Mining, Quarrying, and Oil and Gas Extraction sector, Manufacturing sector,
Health Care and Social Assistance sector, Arts, Entertainment and Recreation
sector, Accommodation and Food Services sector, and Public Administration.
A location quotient greater
than 1.0 for a given sector
indicates a local
concentration of economic
activity as compared to the
overarching county region
and may be an indication of
competitive advantage with
respect to the attraction of
that industry sector.
Location Quotients equal to
1.0 for a given sector
suggest that the study area
has the same concentration
of economic activity as the
overarching comparator.
A location quotient of less
than 1.0 suggests that the
region does not have a
strong competitive
advantage in that sector.
To assist in determining the extent of growth within some of the high
concentration sectors in Huronia a further analysis of the following sectors was
17
completed:



Accommodation and Food Services (Hospitality and Tourism)
Health Care and Social Assistance (Health and Wellness)
Manufacturing
In addition two areas of significant business growth were also added. These sectors were:


Agriculture, Forestry, Fishing and Hunting (Agriculture and Agri-Food)
Information and Cultural Industries (For-Profit Cultural Industries)
Hospitality and Tourism
Huronia, as a function of its size and geography, has a diverse array of tourism assets based on both its
natural heritage and its cultural amenities. These assets range from the Awenda Provincial Park, to small
scale and seasonal tourism in the area’s small towns, festivals and recreational areas. Collectively, the
industry is an important source of economic activity for Huronia and a significant contributor to the
region’s quality of life.
The economic importance of the industry has been reinforced by the creation of Regional Tourism
Organization 7 (RTO7) which has a mandate to develop product and investment for the industry. RTO7
has already begun to create product development plans for emerging, ‘creative’ segments of the Grey
Bruce Simcoe tourism region, such as green and sustainable tourism. Customer service and training has
also emerged as an area of focus for the RTO and is further supported by programming at Georgian
College in hospitality, recreation and tourism.
To capture the full extent of the hospitality and tourism industry in Huronia, the following analysis includes
businesses from these categories:






Accommodations – includes hotels, motels, resorts, cottages and cabins and campgrounds
Entertainment and Recreation – includes gambling and sport experiences
Food and Drink – includes full and limited service restaurants and caterers
Retail – includes souvenir stores and rental places
Transportation – includes scenic and sightseeing transportation
Travel Services – includes agents and tour operators
FIGURE 12: TOTAL HOSPITALITY AND TOURISM BUSINESSES (2012)
% Change
2008 -12
LQ to
Simcoe
LQ Class
Simcoe
% Change
2008 - 12
29
-9.4%
50
-16.7%
1.25
High
187
0.88
Average
460
Food And Drink
19
-81.0%
1.25
High
Retail
Transportation
14
16.7%
1.14
1
-66.7%
0.90
Travel Services
5
-28.6%
0.54
118
-44.9%
Industry (NAICS)
Huronia
Accommodations
Entertainment And Recreation
Total Hospitality And Tourism Industry
ON
% Change
2008 - 12
11.3%
4791
-2.0%
-3.0%
11747
-0.1%
123
-86.5%
3990
-87.3%
Average
99
-8.3%
2405
-11.7%
Average
9
0.0%
158
-3.7%
Low
75
4.2%
2905
-3.5%
953
-45.3%
25996
-51.8%
Source: Canadian Business Patterns December 2012, December 2008
18
Figure 12 demonstrates the total number of hospitality and tourism establishments in Huronia, the
County, and Province. There are 118 hospitality and tourism establishments as of December 2012 in
Huronia – nearly half the amount of establishments present in 2008. The story is true for both the county
and province as well. The decrease in establishments can be attributed in large part to the impact of the
economic recession in 2008-2009. Visitation to the Georgian Bay region did not drastically decrease,
2
however, the length of stay in the region dropped from an average of 4-7 nights to 1-3 nights . Thus there
was only a slight decrease in accommodation establishments as evident in the figure.
In terms of specialization, Huronia has a higher concentration of accommodation, food and drink
establishments when compared to other regions in Simcoe. This may be a result from Huronia’s location
as one of the two regions that directly connect to Georgian Bay in Simcoe County.
Health and Wellness
Huronia’s health and wellness industry is one of the most critical elements of
Huronia’s economy. Health and wellness industries include traditional health care
delivery operations, including hospitals, clinics and doctors’ offices. However, it is
defined to also include a wider range of functions such as health-related research
and development (including private-sector operators such as Raytheon Elcan Optical
Technologies in Midland); personal care and support industries; and social
assistance. This industry is important to consider as both an export-oriented industry,
in terms of the development and commercialization of health-related products and
innovations, as well as an industry closely tied to community health, vitality and
quality of life.
The industry is of strategic importance to Huronia first and foremost due to
demographics. Huronia and Simcoe’s population is aging; and the large ‘boomer’
cohort of the population is beginning to enter retirement age. As such, there will be
significant local and regional demand for health care services, which will demand
investment and innovation in the sector.
To capture the full extent of the health and wellness industry in Huronia, the following
analysis includes businesses from these categories:









The County’s $30
million in funding to
the Simcoe County
Hospital Alliance for
2007 to 2016 will
ensure health care
services remain in the
area to meet that
demand.
Huronia should
continue to advocate
the need for consistent
funding from the
County and other
levels of government
to ensure services are
available and remain in
Huronia.
Alternative and Complementary Health – includes dentistry, massage therapy.
Behavioural and Mental Health – includes psychiatrists and mental health.
Fitness, Exercise and Sport – includes physiotherapists, sport doctors, trails, and gyms.
Medical and Pharmaceutical Manufacturing
Food, Nutrition and Health Stores – includes nutritionists, dietitians.
Personal Care – includes pharmacy’s, hair salons, personal grooming.
Pet Wellness – Includes veterinarians.
Physical Medicine and Rehabilitation – Includes doctor offices, hospitals, rehab centres.
Research and Development - Includes health labs, educational institutions with health
programs.
2 Georgian Bay Visitor Tracking Survey Summer 2010. The Resource Management Consulting Group. The Georgian Bay Destination Development Committee. 2012
19
FIGURE 13: TOTAL HEALTH AND WELLNESS BUSINESSES (2012)
Huronia
% Change
2008 -12
LQ to
Simcoe
LQ Class
Simcoe
% Change
2008 - 12
ON
% Change
2008 - 12
Alternative And Complementary Health
23
155.6%
0.88
Average
274
246.8%
7236
192.5%
Behavioural And Mental Health
5
400.0%
0.76
Average
69
9.5%
1496
48.1%
Fitness, Exercise And Sport
39
-20.4%
1.58
Very High
259
-8.8%
5140
-1.6%
Medical And Pharmaceutical Manufacturing
1
-66.7%
0.24
Very Low
43
-15.7%
1359
-13.4%
Food, Nutrition And Health Stores
33
-8.3%
0.95
Average
365
2.2%
13455
8.5%
Personal Care
27
-12.9%
0.70
Low
405
4.9%
13196
5.9%
Pet Wellness
7
0.0%
0.50
Low
147
14.0%
2823
7.0%
Physical Medicine And Rehabilitation
136
7.9%
1.17
High
1222
7.2%
41117
12.0%
Research And Development
13
8.3%
0.67
Low
203
16.7%
8442
15.2%
Total Health and Wellness Industry
284
3.6%
2987
12.2%
94264
15.2%
Industry (NAICS)
Figure 13 demonstrates the total number of health and wellness establishments in Huronia, the County,
and Province. There are 284 health and wellness establishments as of December 2012 in Huronia –
growing 3.6% since December 2008. The story is true for both the county (12.2%) and province (15.2%)
as well. The increase in establishments can be paralleled with the County’s targeted investment and
business support to the health and wellness industry and the level of public sector investment that is
occurring in area hospitals and public health institutions. However, it should be noted that Northwest
3
Simcoe (otherwise Huronia) has showcased the lowest growth in health and wellness industries . This
might be related to the difficulty in attracting health care and wellness professionals into the area and the
fact that investment in this sector is driven in part by population growth.
In terms of specialization, Huronia has a higher concentration of fitness, exercise and sport
establishments most likely in response to the available natural fitness opportunities within the area (i.e.
hiking and trail ventures). Despite being home to a large research and development sub-sector, Huronia,
has been unable to attract any significant research and development establishments (13 R&D
establishments in Huronia out of a possible 203 in Simcoe). This may be due in part to the relative small
population in Huronia and the lack of post-secondary investment in the region.
Manufacturing
Huronia’s manufacturing industry is one of the highest employed industries in the area. Manufacturing
industries include all the traditional forms of manufacturing, from wood and clothing to metals and
chemicals. The historic importance of this sector is evidenced by the deep-water harbour on which Port
4
McNicoll sits, at the southern tip of Georgian Bay. Once coined the ‘Chicago of the North’ , tonnes of rail
and ship freight passed through the Huronia region annually. Huronia began to lose its key manufacturing
sectors with the introduction of the 400 series highways, and with the emergence of just in time delivery
systems, which required greater proximity to market and suppliers.
To capture the full extent of the manufacturing industry in Huronia, the following analysis includes
businesses from the 31-33 NAICS Codes – Manufacturing.
3 Simcoe County Economic Development Strategic Plan, 2011
4 Chicago of the North: A History of Port McNicoll, Mark Bourrie, Port McNicoll Historical Society, 1993
20
FIGURE 14: TOTAL MANUFACTURING BUSINESSES (2012)
Huronia
% Change
2008 -12
LQ to
Simcoe
LQ Class
Simcoe
% Change
2008 - 12
ON
% Change
2008 - 12
Food Manufacturing
5
0.0%
0.78
Average
61
-15.3%
37800
-9.2%
Beverage and Tobacco Product
Manufacturing
1
-50.0%
0.95
Average
10
-56.5%
1544
-10.4%
Textile Mills
2
-33.3%
2.71
Very High
7
0.0%
1012
-23.9%
Textile Product Mills
3
-25.0%
1.36
High
21
-16.0%
101804
-22.6%
Clothing Manufacturing
1
0.0%
0.79
Average
12
0.0%
31219
-14.4%
Leather and Allied Product Manufacturing
0
0.0%
0.00
Very Low
6
20.0%
38381
-7.5%
Wood Product Manufacturing
6
-14.3%
0.98
Average
58
-17.1%
82631
-7.5%
Paper Manufacturing
0
-100.0%
0.00
Very Low
7
-22.2%
48443
-13.5%
Printing and Related Support Activities
5
-44.4%
0.62
Low
76
-14.6%
15565
-11.5%
Petroleum and Coal Product Manufacturing
1
0.0%
1.90
Very High
5
25.0%
55262
-12.3%
Chemical Manufacturing
1
-50.0%
0.25
Very Low
38
-2.6%
105961
-12.7%
Plastics and Rubber Products
Manufacturing
7
-22.2%
1.38
High
48
-15.8%
136505
-14.7%
Non-Metallic Mineral Product Manufacturing
6
-40.0%
1.27
High
45
-6.3%
34783
Primary Metal Manufacturing
0
0.0%
0.00
Very Low
5
-61.5%
Fabricated Metal Product Manufacturing
20
42.9%
1.19
Average
159
-4.2%
39815
-9.6%
Machinery Manufacturing
18
-14.3%
1.38
High
124
-3.1%
9031
-13.2%
Computer and Electronic Product
Manufacturing
2
0.0%
0.70
Low
27
-12.9%
50298
-12.5%
Electrical Equipment, Appliance and
Component Manufacturing
1
-66.7%
0.38
Very Low
25
38.9%
14769
-6.4%
Transportation Equipment Manufacturing
7
-66.7%
1.30
High
51
-36.3%
35882
-13.7%
Furniture and Related Product
Manufacturing
7
-30.0%
1.13
Average
59
-28.0%
68758
-8.5%
0.73
Low
143
0.7%
1358
-11.9%
987
-11.9%
910821
-11.5%
Industry (NAICS)
Miscellaneous Manufacturing
11
0.0%
Total Manufacturing Industry
104
-24.1%
Figure 14 demonstrates the total number of manufacturing establishments in Huronia, the County, and
Province. There are 104 manufacturing establishments as of December 2012 in Huronia – a loss of
nearly a quarter of all establishments since December 2008. A similar story has played out for both the
county (-11.9%) and province (-11.5%) as well. The loss of establishments can be attributed in part to the
economic downturn in 2008, but this downward trend has been evident in Ontario for many years. While
there has been some recovery in this sector, manufacturers are seen to be smaller, more nimble and
likely to be more technologically based resulting in less employment overall. Today, the attraction of new
manufacturing investment requires significant resources. Efforts in this regard should be undertaken in
conjunction with the County or the Province of Ontario.
In terms of specialization, Huronia has no distinctive concentration of manufacturing establishments.
Overall, the county and Huronia share a similar diverse range of manufacturing establishments.
Agriculture
Agriculture industries in Huronia include all the traditional forms of agriculture, as well as new forms of
agri-business such as agri-tourism activities. This industry is still an important element of the local
21
-11.4%
-16.2%
economy and exhibited growth from 2008-2012 (figure 11). Agriculture success across the Greater
Toronto and Hamilton Area is due in to the consumer driven motivation to consume healthier foods and
5
participation of local restaurants in 100 mile diet programs . However, a significant portion of agricultural
production remains export driven. Provincial funds allocated to the education of agriculture in Ontario
through educational programs in health care and educational institutions have shown dividends across
6
Ontario and in particular Simcoe .
To capture the full extent of the agriculture industry in Huronia, the following analysis includes businesses
from the categories:





Farms
Support Activities for Farms
Food and Beverage Manufacturing – Includes wineries and breweries.
Farm Product Wholesale Distributors
Food, Beverage and Tobacco Wholesale Distributors - Includes liquor and beer stores as well
as tobacco fields
FIGURE 15: TOTAL AGRICULTURE BUSINESSES (2012)
Huronia
% Change
2008 -12
LQ to
Simcoe
LQ Class
Simcoe
% Change
2008 - 12
ON
% Change
2008 - 12
Farms
77
35.1%
0.97
Average
1217
36.6%
34329
14.9%
Support Activities for Farms
7
40.0%
1.25
High
86
24.6%
1943
20.5%
Food & Beverage Manufacturing
5
-28.6%
1.16
Average
66
-30.5%
2803
-14.1%
Farm Product Wholesaler Distributors
0
0.0%
0.00
Very Low
25
47.1%
682
-4.3%
Food, Beverage and Tobacco WholesalerDistributors
8
14.3%
1.27
High
97
-12.6%
3885
-9.0%
Total Agriculture Industry
97
27.6%
1491
26.0%
43642
9.8%
Industry (NAICS)
Figure 15 demonstrates the total number of agriculture establishments in Huronia, the County, and
Province. There are 97 agriculture establishments as of December 2012 in Huronia – increasing by more
than 25% since December 2008. The story is true for both the county (26%) and province (9.8%) as well.
As stated earlier, the increase in establishments can be paralleled with Ontario’s spearheaded efforts to
educating the public about the importance of local farm produce and activities.
In terms of specialization, Huronia has no distinct concentration in agricultural establishments. Overall,
the county and Huronia share a similar distribution of agricultural establishments available and the growth
within each of the sub-sectors. However, it is worth noting that the township of Tiny is comprised of 48
farm operations (as of 2012) which represent over 60% of all the farm operations in Huronia. Midland
followed with 19 farm operations. Nearly 20% of Tiny’s farm operations produce dairy and cattle related
products with the remainder of operations focused on traditional crop production (soybeans, wheat, and
corn).
5 Growing Links: Simcoe County Local Food Distribution Research Project 2011, Simcoe County Farm Fresh, 2012
6 ibid
22
For-Profit Cultural Industries
General perceptions of the creative economy often focus first on arts and culture – the painters and
potters. Cultural industries however, are an important contributor to regional economies. They can play a
significant role in the diversification of a local economy and have a direct impact community’s quality of
place experience. This in turn, can be leveraged in the attraction of talent workers and new investment. In
Huronia cultural industries comprise an important segment of a broader creative economy, though they
remain specifically focused on creative artistic and aesthetic activity.
The County of Simcoe has a strong base of cultural activity from which to attract new cultural workers and
businesses, particularly in South and West Simcoe, where they are supported by both a growing resident
population and an active tourist market. In some places, efforts to qualify and quantify this industry are
robust; the Southern Georgian Bay region (which includes the Simcoe County municipalities of
Collingwood and Wasaga Beach) have undertaken a cultural mapping project, and Collingwood has an
Arts + Culture Committee to support the many cultural workers and small enterprises in its region.
Huronia itself has also begun to promote its cultural industries. The Town of Midland is undergoing its first
Cultural Plan that will act as a catalyst for future growth in cultural industries not only within the Town’s
borders but across the region. The large French and Aboriginal populations in the region present
opportunities for growth in the cultural sector. Educational programs such as Georgian College’s School
of Design and Visual Arts are equipping the cultural sector with skilled workers adept in new creative
technologies and forms of production.
To better capture the impact of the cultural sector in Huronia and the County, they are defined according
to Statistics Canada’s Framework for Cultural Statistics, which describes in detail those industries
contributing to the creation, production, distribution, manufacturing and provision of support services for
the culture sector – referred to as the ‘creative chain’. From this framework, cultural industries are
deemed to include the following sectors:









23
Audio-Visual and Interactive Media – Includes motion picture exhibitions, production, and
distribution, as well as, website design, and video game development.
Education and Training – Includes instructional institutions of arts, crafts, visual media, music
and dance.
Governance, Funding and Professional Support – Includes government organizations with a
cultural development mandate.
Heritage and Libraries – Includes for-profit museums, libraries and archives.
Live Performance – Includes performing art venues and companies.
Sound Recording – Includes music production and recording studios.
Specialized Beverages and Food with Live Entertainment – Includes wineries, and other
culinary experiences, as well as, restaurants that exhibit cultural activities (music, art, dance,
comedy).
Visual and Applied Arts – Includes for-profit art galleries and art dealers.
Written and Published Works – Includes for-profit printers, publishers and book stores.
FIGURE 16: FOR-PROFIT CULTURAL INDUSTRIES (2012)
Industry (NAICS)
Huronia
% Change
2008 -12
LQ to
Simcoe
LQ Class
Simcoe
% Change
2008 - 12
ON
% Change
2008 - 12
Audio-Visual and Interactive Media
16
0.0%
1.37
High
158
-2.5%
9864
-0.4%
Education and Training
2
-33.3%
1.08
Average
25
-10.7%
781
-18.9%
Governance, Funding and Professional
Support
0
-100.0%
0.00
Very Low
13
18.2%
608
16.7%
Heritage and Libraries
3
0.0%
1.56
Very High
26
0.0%
734
1.0%
Live Performance
7
75.0%
1.06
Average
89
23.6%
3953
2.9%
Sound Recording
3
-50.0%
0.41
Very Low
99
-16.1%
4133
-26.1%
Specialized Beverages and Food with Live
Entertainment
41
-12.8%
1.35
High
411
-0.7%
13711
-0.7%
Visual and Applied Arts
63
-10.0%
0.86
Average
991
3.3%
52242
-1.0%
Written and Published Works
12
-45.5%
0.94
Average
173
-11.3%
6617
-15.4%
Total For-Profit Cultural Industry
147
-15.0%
1985
0.0%
92643
-3.5%
Due to the nature of how Business Patterns data is captured (based on Revenues and Tax returns); not-for-profit industries such as
public libraries and museums are not captured in this table. This table only showcases For-profit industries.
Figure 15 demonstrates the total number of for-profit cultural establishments in
Huronia, the County, and Province. There are 147 for-profit cultural establishments as
of December 2012 in Huronia – down 15% from December 2008. The story is
different for both the county who saw no change (26%) and province that saw a small
decrease (-3.5%). The decrease in establishments could be tied to the performance
of the region’s tourism sector in recent years.
A healthy cultural sector can make a significant contribution to the region’s quality of
life and quality of place experience – it supports downtown revitalization efforts, can
be leveraged in the attraction of both residents and business investment and
underpins the growth of the tourism sector. Given the relative importance of this
sector to local economy, it is essential that cultural industries factor heavily in any
HEA marketing and promotional efforts.
It should be noted that
Cultural Development
does not only rely on
the successes of forprofit cultural
businesses but also
on the contributions
provided by non-forprofit organizations in
the development of
placemaking and
social ascension.
In terms of specialization, Huronia has a distinct concentration in audio-visual and
interactive media establishments. The sector saw no decrease whereas the County
witnesses a small decrease. Growth of this sector will rely on investment made in
technological infrastructure and support – broadband and support for start-ups.
2.2.4 An extended look into the Creative Economy
The discussion around cultural industries sparks a larger discussion to be had around Huronia’s Creative
Economy. There is growing recognition across Canada, and in parts of rural Ontario, of the importance of
creativity, culture and quality of place in growing local economies. Many communities are now
recognizing that enhancing quality of place and creating attractive amenities can draw talented people,
which in turn attract business investment, as well as visitors to the community.
In a model of economic development premised on culture and creativity, it is important to understand how
notions of the creative economy are measured and defined. People take centre stage in this model –
24
what they know, what they do, and where they work. Understanding these characteristics can help
communities position themselves and differentiate on the basis of their unique local assets and economic
structure.
The creative economy can be studied separate from traditional working, service and primary occupations.
The following definitions have been used towards this analysis:




Creative class– workers are expected to apply specialized knowledge and thinking skills to
dynamic situations and make decisions. People working in creative class jobs are usually able to
identify patterns and utilize self-educating techniques that lead to improved performance.
Creative jobs include lawyers, doctors, artists and bankers.
Service Class – workers are expected to carry out repetitive service tasks in a pre-defined order.
Service class occupations include food service workers, janitors, secretaries and clerks.
Working Class – depend on the physical skills of workers who are typically asked to do
repetitive tasks. Examples of working class occupations include mechanics, crane operators,
assembly line workers and pipe-fitters.
Farming, Fishing and Forestry – workers are paid to remove natural resources from the earth.
These jobs include farmers, oil and gas well drillers, and mine labourers.
FIGURE 17: HURONIA OCCUPATIONS BY CLASS (2011)
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011047
In 2011, Huronia’s economy was found to have a large share of creative class occupations (36.6%).
Interestingly, the creative class represented the largest proportion of jobs edging out the service class by
one percent. Locally, (figure 17) it can be seen that Tiny Township has the largest proportion of creative
class workers, although it is apparent that while people have chosen to live in Tiny much of the
employment for these workers is provided in Midland and Penetanguishene.
Over 7,000 people make up the creative class group in Huronia accounting for 10% of the County’s total
creative class workforce. In general these occupations require higher levels of educational attainment and
a greater level of individual autonomy. People in these occupations are essentially paid to think and as a
25
result earn on average high annual incomes. The level of expertise and the nature of the work completed
by creative class workers makes them a sought after group when it comes to economic development. As
employment trends continue to shift away from manufacturing, providing an economic environment that is
supportive of the needs of creative workers is a significant consideration in crafting any economic
development strategic action plan.
Breaking down the creative class occupation, the top ten creative class occupations in Huronia are:
FIGURE 18: HURONIA’S TOP CREATIVE CLASS OCCUPATIONS (2011)
Industry (NAICS)
Huronia
403 Secondary and elementary school teachers and educational counsellors
301 Professional occupations in nursing
062 Retail and wholesale trade managers
122 Administrative and regulatory occupations
323 Other technical occupations in health care
124 Office administrative assistants - general, legal and medical
131 Finance, insurance and related business administrative occupations
655
590
560
455
340
330
255
071 Managers in construction and facility operation and maintenance
245
001 Legislators and senior management
225
111 Auditors, accountants and investment professionals
190
Total Top 10 Creative Class Occupations
3,845
Percentage of Total Creative Class Occupations
18.9%
Total Creative Class Occupations
7,455
12 Administrative and financial supervisors and administrative occupations
40 Professional occupations in education services
12.4%
10.5%
06 Middle management occupations in retail and wholesale trade and customer services
01-05 Specialized middle management occupations
9.7%
8.2%
30 Professional occupations in nursing
32 Technical occupations in health
7.8%
7.5%
07-09 Middle management occupations in trades, transportation, production and utilities
22 Technical occupations related to natural and applied sciences
7.2%
6.8%
41 Professional occupations in law and social, community and government services
52 Technical occupations in art, culture, recreation and sport
5.0%
4.6%
21 Professional occupations in natural and applied sciences
31 Professional occupations in health (except nursing)
4.3%
3.9%
11 Professional occupations in business and finance
13 Finance, insurance and related business administrative occupations
3.8%
3.4%
00 Senior management occupations
51 Professional occupations in art and culture
3.0%
2.0%
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011047
26
3 Stakeholder Consultation
A limited stakeholder consultation effort was undertaken in the preparation of HEA’s Economic
Development Strategic Action Plan. This process was useful to inform the direction of economic
development efforts, the current capacity for economic growth and investment, as well as, the challenges
and opportunities facing the broader business community.
The consultation process included one-on-one interviews with Huronia’s Mayors, CAOs and select
municipal staff, key economic development partners and representatives of the business community.
Each stakeholder was asked a series of questions pertaining to their long term vision for Huronia, the
current opportunities available locally and regionally, and the challenges that need to be overcome to
achieve sustainable economic development.
Long Term Vision for Huronia
The consensus that emerged from the stakeholder consultations is that Huronia needs to focus on
growing its key sectors (tourism, agriculture, and health) through a mixture of strong and effective
initiatives and programming. This includes the development of local workforce skills through expanded
education programs, as well as, culinary initiatives such as food trails and promotion of local food.
Another element of the vision was a strong regional effort in economic development. This would entail
delivering an economic development program that showcased the shared interests of all four members,
but also built on the County’s economic development efforts. Stakeholders acknowledged that if
cooperation and collaboration is to happen, then local assets such as cultural facilities, mental health
operations and educational institutions need to be promoted and branded as Huronia assets and not
individual municipal assets.
Stakeholders also envisioned Huronia as an attractive and animated place to work, live and play. A
cornerstone to this effort is the development of a sustainable four season tourism sector. It was
understood that this would require private sector investment in the tourism potential of the region,
particularly the region’s waterfront, investment in the ‘downtowns’ and the enhancement of existing
tourism product.
Infrastructure investment was also seen as a key component of any economic development effort. This
included improvements to the region’s transportation and transit networks, as well as, broadband and
business networking and support activities.
Opportunities for Huronia
While many stakeholders questioned the long term viability of manufacturing in the region, there was
recognition of the continued importance of this sector to the economy and the need to support the
27
business investment that remained. This included fostering the integration of technology and productivity
improvements, as well as workforce development and market choice in terms of land and buildings.
There was considerable consensus around the need for a stronger post-secondary presence in the
region. Stakeholders understood the need to forge better connections between key healthcare assets
such as Waypoint and Georgian Bay General with educational institutions outside of Huronia as a way to
create spin-off health care programs and businesses. At present, Georgian College is considering the
introduction of health and wellness programs at their Midland campus with a focus on the nursing,
massage therapy, and dentistry programs. Lakehead also has a strong reputation in alternative health
and gerontology, although at present this programming is not available at the Orillia campus. Given the
significant demand for health care professionals across the County, and the number of these
professionals that already live in Huronia, this effort should be supported by the local municipalities.
Agriculture was also identified as an opportunity for the Huronia region. Notionally, this included more
support activities for existing farming operations but also more valued added agricultural activity such as
agri-business and agri-tourism. It was suggested that the region has benefited from the popularity of the
local food movement – as evidenced by the rise in organic farming, culinary trails and farmers markets.
Several local high schools have also become involved in the growing of food, as part of an educating a
younger population on the benefits of local produce. However, it was acknowledged that more research
was needed to fully understand the long term economic benefit that agriculture provides or could provide
to the region.
Perhaps the single largest opportunity identified through the stakeholder consultations is Huronia’s quality
of life and how it can be improved and more effectively leveraged to attract new residents and visitors to
the area. It was suggested that the region needs to showcase the activities and assets - both natural and
culturally based - that contribute to a four season living experience, as well as the visitor experience. The
quality of the region’s health care services should also feature significantly in this promotional effort, as
should the existing and planned investment in the region’s waterfront.
Challenges found in Huronia
Location and connections to major transportation corridors were cited as two challenges facing the area,
both in the attraction and retention of business investment and the attraction of visitors to the region. The
distance to a 400 series highway was seen by some as a deterrent to large scale manufacturing or
logistics operations, while the condition of other regional roads (lack of passing lanes) represented a
challenge for local businesses during the summer months when these roads were also busy with cottage
country traffic and tourists.
Stakeholders acknowledged that the region has been slow to adjust to the shifts that are happening in the
larger regional and provincial economies. With the loss of large scale manufacturing and the emergence
of more technologically based employment, the region has done little to provide the needed infrastructure
to support this shift. Broadband infrastructure still lags behind the needs of business (small and homebased), and the integration of technology by local business is not happening at a fast enough pace. In
terms of developing the area’s health industries, more needs to be done to attract innovative businesses
and workers to the area.
Effective collaboration has been identified as Huronia’s greatest challenge. While the HEA has been
instrumental in creating partnership opportunities for economic development, local municipalities are still
focused on their end needs. If Huronia is to be successful in the attraction of needed business investment
28
and the creation of a sustainable ‘rural’ economy the inter-connectedness of the regional economy needs
to be understood and supported at the local level. Efforts to drive investment in health care in one
community benefit the residential tax base of another. Visitors to a culinary trail or a local artisan will also
be attracted to a historic downtown or waterfront. Successful shop local programs such as the one hosted
by the Southern Georgian Bay Chamber of Commerce need to be embraced by the region as a way to
attract both new residents and visitors. Leveraging the economic development efforts and resources of
Simcoe County can also advance local efforts as it relates to workforce attraction, cultural and tourism
development, business development, innovations services and promotion and marketing.
29
4 SWOT Analysis
A SWOT (strengths, weaknesses, opportunities and threats) assessment of Huronia was completed to
demonstrate the region’s ability to support the attraction, retention and expansion of business investment
and its capacity to deliver on economic development programming.
For the purposes of this report a SWOT is characterized in the following terms:




30
Strengths (Positive, Internal): Positive attributes or assets currently present in the Huronia region,
particular in comparison to the larger region or province;
Weaknesses (Negative, Internal): Local issues or characteristics that limit the current or future
growth opportunities for Huronia;
Opportunities (Positive, Internal and External): Areas where Huronia can remedy its weaknesses
(e.g. learning from others, provincial assistance, strategic initiatives, aggressive marketing or
promotion, targeted investment, etc.); and
Threats (Negative, Internal and External): trends that threaten Huronia’s future and attractiveness
to new residents and investment, from local weaknesses, global changes or shifts in consumer
demand.
Based on the input received from the consultation effort, together with the findings derived during the
development of the strategic plan’s background report, the major themes of the SWOT assessment are
summarized below.
FIGURE 19 SWOT ANALYSIS RESULTS
31
Strengths
Weaknesses
• Economic performance
• Highly skilled workforce
• Health care specialization and training
infrastructure
• Leading centre in optical technology
• An emerging creative economy
• Easy access to recreational/cultural activities
• A flourishing agricultural community
• Existing and planned investment in waterfront
areas
• Historic communities
• Regional draw for tourists
• Bilingual population
• Accessibility and aesthetics of waterfront and
downtowns
• Proxity to 400 series highways
• Quality of regional transportation corridors
• Lack of support for business start ups
• Lack of local supply chain integration
• Lack of research and development capacity
• Inadequate broadband infrastructure
• Siloed approach to economic sectors
• No brand identity
• Not a tourist destination
Opportunities
Threats
• Health and wellness related investment and
services
• Cultural tourism product and experiences
• Downtown revitalization
• Local food economy
• Business networks and assocations
• Expanded post-secondary presence and
programming
• Innovation in manufacturing
• Planned growth for Simcoe County
• Popularity of waterfront development and public
realm investment
• Decline of manufacturing
• Inadequate R+D investment in Simcoe's health
and wellness sector
• Out-migration of youth and young workers
• Aging population
• Congested transportation corridors
• Quality of hydro grid
5 Strategic Action Plan
Economic development is a dynamic landscape. No matter the community or region, there are always
many forces and organizations involved. This is easy to understand when consideration is given to the
scope and variety of projects that are considered to be “economic development”. These include delivering
services for small businesses and entrepreneurs, business investment attraction, business retention and
expansion, tourism marketing, workforce attraction and training, innovation services, community
beautification, brownfield redevelopment, downtown revitalization, shop local programs, and festival and
event planning and execution.
As noted previously, the HEA has established a preferred framework for its approach to economic
development. This includes the following objectives:






Build an Educated Workforce
Assist a Changing Manufacturing Base
Develop Four Season Tourism
Invest in Healthcare Economy
Leverage Education Institutions and
Advance Agricultures-Bioscience
Based on the analysis contained in this report, this approach to economic development is well founded in
the economic performance of the Huronia region and the significant and substantial assets in place on
which to develop a strong local and broader regional economy.
The strategic priorities contained in this report reflect the necessary elements to achieve this vision and
the actions required for realizing both local business and community expectations.
Strategic Priorities
One of the key considerations in the delivery of a forward looking action plan for economic development
in the Huronia region will be the capacity to deliver on an implementation plan. At present there is no
organizational structure with a mandate for economic development in the Huronia region that could act as
a central resource or repository for an economic development program. It is anticipated that the Huronia
Economic Alliance will support the creation of a Huronia Economic Development Corporation (HEDC) in
order to provide the needed economic development services for the region and ensure a high level of
accountability and transparency in the implementation of the Strategic Action Plan. The HEDC would
report to an external Board of Directors and have the responsibility for developing year over year
business plans that implements the recommendations contained in this report, but the autonomy to
respond to new opportunities and initiatives as they arise. This is discussed further in Section 6.
The following discussion details the strategic priorities for economic development in the Huronia region.
32
1. Enhanced Local Capacity for Economic Development
In recommending the creation of a HEDC, consideration has been given to best practices in regional
economic development taking into consideration the scale and resources available to the HEA and the
expanding role of Simcoe County. With local community interest in economic development at an all-time
high, it will be essential that a delivery model reflect and respond to the needs and interests of all four
communities.
Actions







The HEDC should comprise a full time senior economic development manager with associated
administrative support to attract and develop business investment and improve relationships with
local businesses. It is recommended that this Manager be put in place as soon as possible.
The economic development manager should report to and prepare an annual business plan for
HEDC Board of Directors approval that details all actions planned for the fiscal year (with relevant
performance metrics) and provide an annual report on the achievements in implementing the
efforts of the previous year. It is anticipated that the recommendations contained in this report will
form the basis for an annual business plan (See attached Appendix A - Implementation Matrix)
The economic development manager should provide bi-annual progress updates to each
municipal council.
The economic development manager should engage economic development partners (County,
CFDC, Industry Associations, Chamber of Commerce, border municipalities etc.) on a consistent
and ongoing basis to gain an understanding of programming and partnership opportunities
available to HEA.
The economic development manager should assist with the creation of working groups around
specific projects or initiatives, when required. These groups should be implementation oriented,
have a defined expiry date and contain representation from the business community, interested
members of the community, as well as other economic development partners as needed.
The economic development manager should assist potential investors and area businesses to
navigate the development approval process in the region and assist in navigating the
programming and funding offered by either the province or the federal government.
Consideration should be given to co-locating the HEDC with the North Simcoe Community
Futures Development Corporation to effectively leverage existing programming and services.
2. Business Development and Attraction Programming
It is generally accepted that a community’s job growth and business investment comes from companies
already located in a given community. Research into this trend suggests that as much as 76% of all new
job growth can be attributed to existing employers. In a rural community and even in select sectors, this
can be even more pronounced. A review of job postings tracked by the County of Simcoe’s Vicinity Jobs
initiative revealed 259 job openings with businesses in the Huronia region between April 1 and July 1 of
this year (136 full time positions). Given this fact, business attraction and business development must be
a core component of any economic development program for the Huronia region.
33
Actions








34
Update the Business Retention and Expansion Survey in conjunction with the North Simcoe
Community Futures Development Corporation (NSCFDC) or the Ministry of Rural Affairs on a
sector level as the needs of these industries will differ. Start with manufacturing and
agriculture/Agri-business. This will help to better inform actions for supporting local businesses to
keep existing jobs and enable the creation of new ones.
Review local Official Plans and Zoning Bylaws to ensure there is a clear vision, goals, policies
and implementation mechanisms to direct and manage growth in the region and that they support
the attraction of business investment in region’s target sectors, continue to encourage homebased businesses and enable value added agricultural operations and secondary uses in
agricultural areas.
Develop and maintain a comprehensive inventory of available serviced and un-serviced
commercial and industrial land, as well as commercial and industrial buildings in the region.
Include underperforming or vacant assets (public and private) that could be repurposed for
commercial or industrial enterprises. Make this information available on the HEA’s website and
provide to regional economic development partners. The following information should be included
at a minimum:
o
parcel or building size
o
privately or municipally owned
o
contact information
o
zoning and servicing information
Strengthen intra-community business partnerships by providing physical and informational
resources to the Southern Georgian Chamber of Commerce, North Simcoe Community Futures
Development Corporation and the County of Simcoe in their efforts to gather company
information, and develop marketing and promotional programming on behalf of area businesses.
Host ongoing (quarterly) business/community leadership roundtables to induce greater regional
participation and ownership over challenges and opportunities facing the Huronia region.
Encourage the preparation of a Downtown Revitalization Plan for the Town of Midland, a refresh
of the existing Plan for the Town of Penetanguishene to determine needed improvements or
further investment in the public realm, as well as, encouraging similar programs and investment
in the settlement areas of Tay and Tiny Townships. Well-functioning and vibrant downtowns and
commercial areas are vital to the economic health and social identity of any community or region
and factored into the decision making for relocating businesses and future residents. Successful
downtowns function as civic and cultural amenities, tourist destinations, investment stimulants
and make a significant contribute to a community’s overall prosperity.
Engage local municipalities in a discussion of the use of Community Improvement Plans as a
way to make use of grants and tax incentives to jump start investment and assist with placemaking efforts.
Develop a five-year Agriculture/Agribusiness Strategy for the region incorporating input from local
operators obtained through a BR+E survey, and provincial and institutional partners. The strategy
should be informed by existing initiatives in evidence throughout the province and be twopronged as follows:





o
Pursue ways to further leverage existing local assets (hobby and gate-sales farms,
trading on proximity to major Simcoe County and GTA markets. ), and capitalize on local
trends in the food economy (local, organic, ethnic foods) by instituting an ‘Eat Local’
harvest festival to promote local food.
o
Place focused emphasis on adding value to primary products and processes through
industrial activities related to bio-products and fuels, chemical manufacturing inputs,
production and sale of farming implements and machinery.
Complete the Huronia Tourism Strategy initiative and establish an Implementation Committee to
oversee the timely implementation of the strategy’s recommendations.
Extend the cultural asset mapping exercise undertaken by the Town of Midland to include all of
Huronia. Cultural mapping is an important new tool to support economic development and can be
used to increase awareness of resources for residents, tourists, newcomers and prospective
businesses about the strengths of the community and improve the base of information on cultural
assets in municipalities to inform a wide range of planning decisions. Such information should be
made available to the County of Simcoe to enhance their tourism marketing and promotion
efforts.
Implement the HEA Healthcare Strategy to support the region’s Health and Wellness Sector
including opportunities for private sector healthcare investment including community based and
residential based healthcare.
o
Target and attract new health-related businesses to the area
o
Identify opportunities for supportive healthcare housing including but not limited to
options such as residential hospice bed programs and centres.
o
Identify options to attract specialized healthcare professionals such as massage
therapists, pharmacists, radio technologists, nurse practioners, psychologists, etc.
o
Determine need for municipal involvement in the creation of healthcare business parks to
support the creation of new Healthcare Centres for physician offices, private clinics,
medical supply stores, etc.)
o
Prepare a regional mental health and abuse strategy with particular focus on the
development of businesses and available services.
Conduct a senior’s needs analysis to address the evolving demands of an aging population in the
Huronia region. Leverage these results to identify the service needs of seniors such as housing,
health care, recreational programs and transportation services etc.
Create sector profiles highlighting the region’s strength in its target industries and related supply
chains – agriculture, manufacturing, tourism and health and wellness industries.
3. Effective Marketing and Promotion
The Huronia region currently lacks the profile of surrounding urban areas with regards to the attraction of
future residents, workers and business investment. Though many of the lower-tier communities across
Simcoe County continue to build their profile, the external identity and value proposition at the County
level remains comparatively weak despite its proximity to the Greater Toronto and Hamilton Area
(GTAH). This is highlighted by slow in-migration, lingering difficulties in retaining its youth population, and
the struggles with workforce attraction in several key sectors of the economy.
35
Actions




36
Prepare a more detailed community investment profile that builds on the recent County of Simcoe
efforts and better illustrates the strength of the Huronia business community by key sectors
together with the quality of life experience in the region (affordable housing, entertainment,
recreation and education opportunities etc.)
o
An investment-oriented profile should be developed that outlines the Huronia region’s
characteristics and assets as they relate to economic sectors (e.g. health industries,
agriculture and agri-food, tourism, manufacturing, creative industries), including
locational data specific to sector-based requirements and profiles of innovative local
companies in each sector.
o
A community investment profile should demonstrate the strengths of the local economy
and the ability to support further investment and workforce within each sector.
o
Address the key purpose of the document (investment and/or workforce attraction) and
the primary target audience(s), be it business, investors or potential residents.
Considerations such as how the document will be distributed (on line, hard copy) and the
budget available for printing should also be addressed as these requirements may
impact the design solution.
Consider the importance of improving both local and regional highway signage to attract both
tourists and inform visitors and business investors as to their location in the region. Ensure that
both gateway and highway signage is both visible and attractive and includes optimum locations
for signage that will attract visitors to the region and identifies events, town centres, local
businesses, points of interest, vista points etc.
Rebrand the Huronia Economic Alliance Website (investhuronia.ca) as Huronia region. The HEA
should be profiled, but should not be the primary thrust of the website and its content. Enhance
the website to provide:
o
Up to date and relevant statistics and resources that could assist an investor or business
o
A user-friendly searchable business directory, organized by major sector and/or NAICS
code that illustrates the strength of the local supply chain
o
A well-developed regional community profile that provides a comprehensive list of
statistical information on the region as well historical, social and cultural information
o
Information that will appeal to future residents and visitors to the region
o
Searchable directory of attractions, accommodations, activities
o
Fresh content about things to see and do, including testimonials and third party
commentary reviews
o
Photos and videos
o
Ability to view maps and estimate travel times from home to destination
o
Linking options to relevant community and regional organizations
Develop tourism website content that is dedicated to the culture, tourism and lifestyle experience
of the Huronia region and reflects the range of assets present in the area. The tourism website
should also offer practical trip-planning tools, an events calendar and maps etc.
4. Workforce Attraction and Development
The availability of workers with the skills to satisfy the demands of local business is one of the strongest
competitive advantages that a community can offer. For this reason, workforce attraction and workforce
development has increasingly become the focus of many economic development offices in their efforts to
attract and sustain local business investment. The impacts of an aging workforce, increased technological
integration across all sectors of the economy and the reliance on skilled immigrants in many of the
country’s growth sectors have combined to make this a very competitive environment. This is no more
evident than in the challenge the County of Simcoe and the Huronia region face in the attraction of health
care workers.
Actions




37
Leverage the results of the County of Simcoe Ontario Works Department Labour Market Analysis
(County of Simcoe and Simcoe Muskoka Workforce Development Board) to determine the
industry/community partnerships required to address local labour market issues, particularly as it
relates to growth the region’s Health and Wellness sector and Manufacturing sectors. The
outcome of this work is intended to assist local communities with the development of innovative
strategies to prepare for future skills requirements and provide insight into the emerging
employment opportunities across the region.
Pursue the expansion of the region’s post-secondary education facilities and programming.
o
Continue discussions with Georgian College and Lakehead University on the
opportunities to expand training and education programs including a greater focus on the
health and wellness sector. Work with the local health institutions and the College and
University to develop these opportunities
o
Give consideration to the range of programming associated with the emergence of
environmental and green industries that would enable the region to capitalize on this
growing demand and the local agricultural/rural economy
Investigate the feasibility of locating a mixed-use business incubator in the Huronia region in
partnership with NSCFDC, Georgian Collage and the County of Simcoe. Build on the business
support services already in place to provide a platform and needed resources for entrepreneurs,
small and growing businesses and home based businesses to grow.
Leverage the career profile resources available through the Simcoe Muskoka Workforce
Development Board to increase local awareness of employment pathways and current
occupations related to the green economy and green businesses.
6 Implementation
The preceding recommendations assume the creation of an arm’s length organization with the capacity
and mandate to drive a comprehensive economic development program in the Huronia region. While this
does not preclude the area municipalities from undertaking community development initiatives that
advance their individual agendas, the Strategic Action Plan is a strong first step in the business planning
process that that will establish priorities for the region, articulate the resources required to move forward
with the plan’s implementation and foster a collaborative and cooperative approach to economic
development in the region.
The discussion that follows lays out a suggested approach to the creation of an economic development
corporation for the Huronia region.
6.1 Governance
There are significant advantages that can be realized for the Huronia region through the creation of an
arm’s length regional economic development agency. The economic base of the region, which includes
tourism, health and wellness, manufacturing and agriculture, have the momentum that would benefit from
a focused organization that could execute on the recommendations contained in this report, spur further
development and diversification in the regional economy and work effectively with partner economic
development agencies and organizations.
6.1.1 Advantages of an external organization
Specifically, the advantages that could be realized through the creation of an external economic
development corporation include:





38
An organization that can be more closely aligned with local business and industry
An organization that provides for an external Board of Directors will allow for outside expertise
and representation from a broader range of interests
An organization that can more effectively advocate on behalf of investors ensuring that municipal
departments are proactive and responsive
An organization that offers autonomy and the ability to operate with a minimum of bureaucracy
An organization that can offer full cost accounting to participating municipalities



An organization that can access funding from source that might otherwise be unavailable to a
municipality
An organization that can more effectively capitalize on the existing level of cooperation between
member communities
An organization that can more effectively leverage the assets of an identified regional economy
6.1.2 HEDC Board of Directors
Based on a high level best practice review, and in consideration of the approach taken by a select
number of communities across Ontario (see Appendix A and B), it is recommended that a Board of
Directors operate as a governance board for HEDC providing oversight and ensuring accountability
against a Strategic Action Plan and corresponding Business Plan that is endorsed by the Board.
It is further recommended that consideration be given to creating a Board of Directors that comprises
eleven (11) members.



Four (4) directors appointed from respective Councils by each of the Town of Midland, the Town of
Penetanguishene, the Corporation of the Township of Tay and the Township of Tiny
Six (6) nominees shall be representatives of the region’s business community and its priority sectors
as selected by the HEA.
One (1) director should be appointed by North Simcoe CFDC from the community at large.
FIGURE 20: PROPOSED BOARD OF DIRECTORS
Business Sector
Representatives
(key sectors)
Municipal
Government
Representatives
(Mayors or member
of Council)
Community
Organization
Representatives
(post-secondaries,
institutions)
Board of
Directors
The Board should reflect a balance of interests including stakeholders drawn from government, business
and the broader community.
39
It is anticipated that the Board would meet at a minimum 4 times a year with more frequent subcommittee or working group meetings as required.
6.2 Funding Considerations
At present there is no budget for the delivery of the HEA Economic Development Strategic Action Plan.
While the municipalities that comprise the Alliance have requested dedicated resources (two years) from
the County of Simcoe, there is no further commitment at this time. We anticipate that the implementation
of this plan will require the services of a full time senior economic development manager together with
administrative support. In time we would anticipate the need for a marketing and communications
position.
The recommended actions also suggest that additional expenditures beyond salaries and benefits will be
required for the economic development corporation to implement said actions in the coming years. Given
the time lines required to achieve successful outcomes in economic development, consideration should
begin as to an appropriate long term funding model for HEDC. This review should include the feasibility of
per capita funding, the implications of a ‘pay to play’ model, opportunities for self-funding and the
availability and sustainability of external funding/grants derived from other government sources including
the County of Simcoe.
Given the ongoing efforts of the County of Simcoe as it relates to a number of action plan
recommendations – tourism, marketing, workforce attraction, health and wellness, it will be essential that
the HEA/HEDC look to capitalize and leverage the larger regional efforts to drive economic growth and
investment.
6.3 Implementation Matrix
The following implementation matrix sets out the anticipated timing, resources and partnership
opportunities that will advance the Strategic Action Plan.
It is anticipated that the immediate focus of the implementation effort (3-6 months) will be the hiring of an
Economic Development Manager and the creation of the Huronia Economic Development Corporation
and selection of a Board of Directors. While other actions in the plan can be advanced without this
structure in place, we would recommend that a 2014/2015 business plan be created to ensure a level of
accountability for the Plan’s implementation.
To ensure the effectiveness and relevance of the plan over the next 3-5 years, we would also recommend
that the HEA/HEDC give consideration to identifying and tracking a range of performance measures as it
relates to each strategic priority. OMAFRA has developed a municipal guidebook to assist in this regard.
Excerpts from the handbook are provided in Appendix C. These measures should be reported on as
appropriate in the HEDC Annual Report.
40
FIGURE 21: IMPLEMENTATION MATRIX
Strategic Priority - Enhance Local Capacity for Economic
Development
Required Actions
Timing
Potential
Partners
Resource
Requirements
1. NSCFDC and the HEA to create an economic
development corporation and form a HEDC Board
of Directors
Immediate
NSCFDC/HEA/
Area
Municipalities
No
2. Hire a full time senior economic development
Manager with associated administrative support
to attract and develop business investment
opportunities and improve relationships with
local businesses.
Immediate
HEA/Area
Municipalities
Yes/$65,000 –
75,000
3. Co-locate the HEDC with the North Simcoe
Community Futures Development Corporation to
effectively leverage existing programming and
services is recommended.
Immediate
NSCFDC
Yes/TBD
4. Manager will prepare a 2014/2015 business plan
for HEA/HEDC Board of Directors approval that
details all actions planned for the forthcoming
fiscal year (with relevant performance metrics)
and relevant resource/funding requirements.
•
The business plan will address the
implementation of the HEA Economic
Development Strategic Action Plan.
•
An annual report on the achievements in
implementing the business plan will be
prepared for the HEDC.
Immediate
(90 days)
and
8
Ongoing
HEA/HEDC
Board of
Directors
No
5. Manager will provide quarterly progress updates
to each municipal council.
Ongoing
HEDC/Area
Municipalities/
NSCFDC
No
7
7 Immediate Timing - 3/6 months
41
Development
Required Actions
Timing
Potential
Partners
Resource
Requirements
6. Manager will engage economic development
partners on a consistent and ongoing basis to
gain an understanding of programming and
partnership opportunities available to HEDC. As
appropriate these opportunities will be brought to
the attention of the HEDC.
Ongoing
County of
Simcoe,
NSCFDC,
Southern
Georgian
Chamber of
Commerce,
Simcoe
Muskoka
Workforce
Development
Board, Area
Municipalities,
Industry
Organizations.
Relevant
provincial and
federal
economic
development
agencies
No
7. Manager will develop working groups around
specific projects or initiatives, when required.
These groups should be implementation oriented,
have a defined expiry date and contain
representation from the business community,
interested members of the community, as well as
other economic development partners as needed.
Short
9
Term and
Medium
10
Term
Manufacturing
and Agriculture
Operations (See
Action 9);
Healthcare
Institutions,
Education
Providers and
Local Operators
(See Action 19).
Yes/TBD
9 Short Term Timing - 12/18 months
10 Medium Term Timing – 2/3 years
42
Development
Required Actions
Timing
Potential
Partners
Resource
Requirements
8. Manager will assist potential investors and area
businesses to navigate the development approval
process in the region and assist in navigating the
programming and funding offered by either the
province or the federal government.
•
Work with local municipalities to establish
‘Development Teams’ to undertake preconsultation and development application
meetings with prospective new businesses
and to include all relevant departments.
Ongoing
County of
Simcoe, Various
Provincial
Ministries
No
Strategic Priority – Business Development and Attraction
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
9. Update the Business Retention and Expansion
Survey in conjunction with the North Simcoe
Community Futures Development Corporation
(NSCFDC) or the Ministry of Rural Affairs on a
sector level as the needs of these industries will
differ.
Short
Term/Medium
Term
NSCFDC,
OMAFRA,
Southern
Georgian
Chamber of
Commerce,
Business
Community
Yes/$7,500 10,000
•
Complete a BR+E for manufacturing and
agriculture/Agri-business sectors. This will
help to better inform actions for supporting
local businesses to keep existing jobs and
enable the creation of new ones.
11 Estimates only
43
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
10. Review local Official Plans and Zoning Bylaws to
ensure there is a clear vision, goals, policies and
implementation mechanisms to direct and
manage growth in the region and that they
support the attraction of business investment in
region’s target sectors, expand the policy
framework to encourage home-based
businesses and enable value added agricultural
operations and secondary uses in agricultural
areas.
Short Term
and Ongoing
Area
Municipalities
No
11. Develop, maintain and promote an HEA
comprehensive inventory of available serviced
and un-serviced commercial and industrial land,
as well as commercial and industrial buildings in
the region. Include underperforming or vacant
assets (public and private) that could be
repurposed for commercial or industrial
enterprises. Make this information available on
the HEA’s website and provide to regional
economic development partners. The following
information should be included at a minimum:
Short Term
and Ongoing
Area
Municipalities,
Chamber of
Commerce,
Simcoe County
Yes/TBD
Short Term
and Ongoing
Southern
Georgian
Chamber of
Commerce,
North Simcoe
CFDC, County
of Simcoe,
Industry
Associations
No
•
•
•
•
parcel or building size
privately or municipally owned
contact information
zoning and servicing information
12. Strengthen intra-community business
partnerships by providing physical and
informational resources to the Southern
Georgian Chamber of Commerce, North Simcoe
Community Futures Development Corporation
and the County of Simcoe in their efforts to
gather company information, and develop
marketing and promotional programming on
behalf of area businesses.
44
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
13. Leverage investments of all levels of
government and collaborate with strategically
aligned organizations to attract new business
investment to Huronia
Medium Term
and Ongoing
MEDTE,
OMFRA, DFAIT,
County of
Simcoe
Yes/TBD
14. Host annual business/community leadership
roundtables to induce greater regional
participation and ownership over challenges and
opportunities facing the Huronia region.
Complete in conjunction with annual report
meeting.
Short Term
and Ongoing
Area
Municipalities,
HEA, HEDC
Board of
Directors,
NSCFDC
No
15. Support and/or promote the preparation of
Downtown Revitalization Plans.
Short
Term/Medium
Term
Area
Municipalities,
NSCFDC
Yes/$25,000 –
$125,000
•
•
•
•
45
Cultivate relationships with government
intermediaries who work directly with
prospective foreign investors
Cooperate with County of Simcoe and
leverage membership and participation in
regional organizations and sector
organizations which promote Ontario and
its economic sectors outside of Canada
Give consideration to developing a Retail
Attraction Strategy as a way to bolster
investment in the region’s commercial
cores.
Encouraging use of the Main Street Program
in the settlement areas of Tay and Tiny
Townships.
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
16. Engage municipalities in a discussion of the use
of Community Improvement Plans as a way to
make use of grants and tax incentives to jump
start investment and assist with place-making
efforts in the region’s commercial cores and
attraction of business investment in the region’s
agricultural area.
Short
Term/Medium
Term
Area
Municipalities
Yes/TBD
17. Develop a five-year Agriculture/Agribusiness
Strategy for the region incorporating input from
local operators obtained through a BR+E survey,
and provincial and institutional partners. The
strategy should consider existing regional
initiatives.
Short
Term/Medium
Term
NSCFDC,
OMAFRA,
County of
Simcoe, Simcoe
Farm Fresh,
Huronia Food
Trail, Regional
Food Hub
Yes/$15,000
Short
Term/Medium
Term
Area
Municipalities,
HEA, Industry
Association,
Chamber of
Commerce,
tourism
partners
TBD/$7,500
•
•
Pursue ways to further leverage existing
local assets (hobby and gate-sales farms,
trading on proximity to major Simcoe
County and GTA markets), and capitalize on
local trends in the food economy (local,
organic, ethnic foods) by instituting an ‘Eat
Local’ harvest festival to promote local food.
Place focused emphasis on adding value to
primary products and processes through
industrial activities related to bio-products
and fuels, chemical manufacturing inputs,
production and sale of farming implements
and machinery.
18. Implement the Huronia Tourism Strategy
initiative and establish an Implementation
Committee to oversee the timely implementation
of the strategy’s recommendations.
•
•
46
Assess need for a Tourism BR+E exercise
based on findings of HEA Tourism Strategy
Determine the role of the Economic
Development Manager in the implementation
plan.
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
19. Extend the cultural asset mapping exercise
undertaken by the Town of Midland to include all
of Huronia. Provide information to the County of
Simcoe to enhance their tourism marketing and
promotion efforts.
Short Term
and Ongoing
Area
Municipalities,
Chamber of
Commerce,
Regional
Tourism
Association 7
Yes/$12,000
20. Implement the HEA Healthcare Strategy to
support the region’s Health and Wellness Sector
including opportunities for private sector
healthcare investment including community
based and residential based healthcare.
• Target and attract new health-related
businesses to the area
• Identify opportunities for supportive
healthcare housing including but not limited
to options such as residential hospice bed
programs and centres.
• Identify options to attract specialized
healthcare professionals such as massage
therapists, pharmacists, radio technologists,
nurse practitioners, psychologists, etc.
• Determine need for municipal involvement in
the creation of a healthcare related business
park to support the creation of new
Healthcare Centres for physician offices,
private clinics, medical supply stores, etc.
Short
Term/Medium
Term
County of
Simcoe,
Healthcare
Institutions,
Healthcare
Working Group,
Post-secondary
institutions
TBD
21. Conduct a senior’s needs analysis to address
the evolving demands of an aging population in
the Huronia region. Leverage these results to
identify the service needs of seniors such as
housing, health care, recreational programs and
transportation services etc. and further support
the region’s Health and Wellness initiative
Medium Term
NSCFDC,
Wendat,
Seniors
Councils
Yes/$25,000
•
47
Continue to engage RTO 7 around tourism
product development and visitor
experiences in Huronia region.
Programming
Required Actions
Timing
Potential
Partners
Resource
11
Requirements
22. Create sector profiles highlighting the region’s
strength in its target industries and related
supply chains – agriculture, manufacturing,
tourism and health and wellness industries.
Medium
Term/Long
Term
Chamber of
Commerce,
County of
Simcoe,
Regional
Tourism
Organization 7
Yes/$7,500 per
profile
Strategic Priority – Effective Marketing and Promotion
Required Actions
Timing
Potential
Partners
Resources
Requirements
23. Prepare a detailed community investment
profile that builds on the recent County of
Simcoe efforts. Illustrate the strength of the
Huronia business community by key sectors
together with the quality of life experience in the
region (housing, entertainment, recreation and
education opportunities etc.)
Short
Term/Medium
Term
County of
Simcoe,
Southern
Georgian
Chamber of
Commerce,
Area
Municipalities
Yes/$15,000 20,000
24. Determine the need to improve both local and
regional highway signage to attract both
tourists and inform visitors and business
investors as to their location in the region.
Ensure that both gateway and highway signage
is both visible and attractive and includes
optimum locations for signage that will attract
visitors to the region and identifies events, town
centres, local businesses, points of interest,
vista points etc.
Medium
Term/Long
12
Term
Area
Municipalities,
County of
Simcoe
Yes/TBD
12 Long Term Timing – 3/5 years
48
Strategic Priority – Effective Marketing and Promotion
Required Actions
Timing
Potential
Partners
Resources
Requirements
25. Rebrand the Huronia Economic Alliance
Website (investhuronia.ca) as the Huronia
region. Enhance the website to provide:
Medium
Area
Municipalities,
Southern
Georgian
Chamber of
Commerce,
Local
Businesses,
NSCFDC
Yes/$7,500 –
15,000
Long Term
County of
Simcoe,
Southern
Georgian
Chamber of
Commerce,
Regional
Tourism
Organizations
Yes/TBD
•
•
•
•
•
•
•
•
Up to date and relevant statistics and
resources that could assist an investor or
business include the purpose and contact
information for the Economic Development
Manager
A user-friendly searchable business
directory, organized by major sector and/or
NAICS code that illustrates the strength of
the local supply chain
A well-developed regional community profile
that provides a comprehensive list of
statistical information on the region as well
historical, social and cultural information
Information that will appeal to future
residents and visitors to the region
including photos and videos
Searchable directory of attractions,
accommodations, activities
Fresh content about things to see and do,
including testimonials and third party
commentary reviews
Ability to view maps and estimate travel
times from home to destination
Linking options to relevant community and
regional organizations
26. Develop tourism website content that is
dedicated to the culture, tourism and lifestyle
experience of the Huronia region and reflects
the range of assets present in the area. The
tourism website should also offer practical tripplanning tools, an events calendar and maps
etc.
49
Strategic Priority – Workforce Attraction and Development
Action
Timing
Partners
Resource
Requirements
27. Leverage the results of the County of Simcoe
Ontario Works Department Labour Market
Analysis (County of Simcoe and Simcoe
Muskoka Workforce Development Board) to
determine the industry/community
partnerships required to address local labour
market issues, particularly as it relates to
growth the region’s Health and Wellness and
Manufacturing sectors.
Short
Term/Medium
Term
County of
Simcoe, Simcoe
Muskoka
Workforce
Training Board.
Georgian
College,
Lakehead
University
Yes/TBD
Medium Term
County of
Simcoe,
Georgian
College,
Lakehead
University
No
•
•
Develop innovative strategies to prepare
for future skills requirements and provide
insight into the emerging employment
opportunities across the region.
Leverage the Discovery Jobs database to
profile and promote the employment
opportunities in the Huronia region.
28. Pursue the expansion of the region’s postsecondary education facilities and
programming.
•
•
50
Continue discussions with Georgian
College and Lakehead University on the
opportunities to expand training and
education programs including a greater
focus on the health and wellness sector.
Work with the local health institutions and
the College and University to develop
these opportunities
Give consideration to the range of
programming associated with the
emergence of environmental and green
industries that would enable the region to
capitalize on this growing demand and the
local agricultural/rural economy.
Strategic Priority – Workforce Attraction and Development
Action
Timing
Partners
Resource
Requirements
29. Develop a detailed business plan and establish
a mixed-use business incubator in the Huronia
region in partnership with NSCFDC, Georgian
Collage and the County of Simcoe. Build on
the business support services already in place
to provide a platform and needed resources for
entrepreneurs, small and growing businesses
and home based businesses to grow.
Short Term
NSCFDC,
County of
Simcoe,
Georgian
College,
Business
Community,
FEDEV, SWODF
Yes/TBD
30. Leverage the career profile resources available
through the Simcoe Muskoka Workforce
Development Board to increase local
awareness of employment pathways and
current occupations related to the green
economy and green businesses.
Medium Term
Simcoe
Muskoka
Workforce
Development
Board
No
51
7 Appendices
52
Appendix A: Sample Corporation By-Law
BY-LAW NO. 1
BE IT ENACTED as a By-Law of Quinte Economic Development Commission (hereinafter called the
"Corporation") as follows:
1.
Registered Office
The registered office of the Corporation shall be in the City of Belleville and at such
place therein as the directors may from time to time determine.
2.
Seal
The seal, an impression of which is stamped in the margin hereof, shall be the corporate
seal of the Corporation.
3.
Directors
(a)
The affairs of the Corporation shall be managed by a board of eleven (11) directors of whom a
majority of the number of directors shall constitute a quorum.
(b)
Each director at the time of his or her election or within ten days thereafter and throughout his or
her term of office shall be a member of the Corporation.
(c)
Four (4) directors will be nominated by each of the Corporation of the City of Belleville and the
Corporation of the City of Quinte West and three (3) by the Corporation of the Municipality of Brighton.
One (1) of such nominees shall be a Mayor or representative of Council and the remaining nominees
shall be representatives of business and industry, as selected by such Municipality. The directors shall
be elected from such nominees. The directors shall also be the municipalities’ representatives under
Section 5(a)(i).
(d)
Each director shall be elected to hold office until the first annual meeting after he or she shall
have been elected or until his or her successor shall have been duly elected and qualified. The whole
Board shall be retired at each annual meeting, but shall be eligible for re-election if otherwise qualified.
The election may be by a show of hands unless a ballot be demanded by any member.
(e)
The members of the Corporation may, by resolution passed by at least two-thirds of the votes
cast at a general meeting of which notice specifying the intention to pass such resolution has been given,
remove any director before the expiration of his or her term of office and may elect any person in his or
her stead for the remainder of his or her term, provided that such replacement director shall be nominated
by the Municipality whose nominee of the removed director was.
(f)
Vacancies on the Board of Directors, however caused, may, so long as a quorum of directors
remains in office, be filled by the directors from among the qualified members of the Corporation if they
shall see fit to do so, otherwise such vacancy shall be filled at the next annual meeting of the members at
which the directors for the ensuing year are elected, but if there is not a quorum of directors, the
53
remaining directors shall forthwith call a meeting of the members to fill the vacancy. If the number of
directors is increased between the terms, a vacancy or vacancies, to the number of the authorized
increase, shall thereby be deemed to have occurred, which may be filled in the manner above provided.
(g)
A director may resign by mailing, postage prepaid, addressed to the Corporation at its registered
office address, or by delivering to the Secretary-Treasurer, and if the Secretary-Treasurer is unavailable,
to any other officer of the Corporation his or her written resignation which shall take effect, without more,
upon the day of such mailing or delivery.
(h)
The Board of Directors may hold its meetings at any place within Ontario.
(i)
No formal notice of any such meetings shall be necessary if all the directors are present, or if
those absent have signified their consent to the meeting being held in their absence.
(j)
No error or omission in giving such notice for meeting of directors shall invalidate such meeting or
invalidate or make void any proceedings taken or had at such meeting and any Director may at any time
waive notice of any such meeting and may rectify and approve of any or all proceedings taken or had
thereat.
(k)
Directors' meetings may be formally called by the Chair or Vice-Chair or by the SecretaryTreasurer on direction of the Chair or Vice-Chair, or by the Secretary-Treasurer on direction in writing of
two directors. Notice of such meetings shall be delivered, telephoned, telecopied or emailed to each
director not less than one day before the meeting is to take place. The statutory declaration of the
Secretary-Treasurer or Chair that notice has been given pursuant to this by-law shall be sufficient and
conclusive evidence of the giving of such notice. The Board may appoint a day or days in any month or
months for regular meetings at an hour to be named and of such regular meeting no notice need be sent.
(l)
A directors' meeting may also be held, without notice, immediately following the annual meeting
of the Corporation or immediately following the meeting of directors at which he or she is elected,
provided a quorum is present.
(m)
In the case of a director elected to fill a vacancy on the Board, no notice of the meeting at which
he or she is elected shall be required to be given to that director.
(n)
At all meetings of directors, each director shall have one vote, and upon an equal division the
Chairman shall not have a second or casting vote.
(o)
A declaration by the Chairman that a resolution has been carried and an entry to that effect in the
minutes shall be admissible in evidence as prima facie proof of the fact without proof of the number or
proportion of the votes recorded in favour of or against such resolution. In the absence of the Chair, the
Chair's duties may be performed by the Vice-Chair or such other director as the Board may from time to
time appoint for the purpose.
(p)
The directors of the Corporation may administer the affairs of the Corporation in all things and
make or cause to be made for the Corporation in its name, any kind of contract which the Corporation
may lawfully enter into and, save as hereinafter provided, generally, may exercise all such other powers
and do all such acts and things as the Corporation is by its charter or otherwise authorized to exercise
and do.
(q)
All action taken and things done by any meeting of persons acting as a Board of Directors or by
any person acting as a director shall, notwithstanding that it shall afterwards be discovered that there was
54
some defect in the election, appointment or qualification of such director or Board of Directors, be as valid
as though such defect had not occurred.
(r)
The directors shall receive no remuneration for acting as such.
(s)
If, within twenty minutes after the time appointed for a meeting of the Board, a quorum is not
present, the meeting shall stand adjourned until the same day in the following week at the same hour and
place and notice of such adjourned meeting shall be sent by the Secretary-Treasurer to each of the
directors at least forty-eight hours prior to the said meeting.
(t)
The Board shall elect and/or appoint the officers of the Corporation within two weeks after the
annual meeting of the Corporation.
(u)
There shall be a minimum of six (6) regular meetings of the Board per year.
(v)
A special meeting of the Board shall be called at the request, in writing, of any three (3) voting
members of the Board or at the request of the Manager. Such request shall specify the reason for the
meeting and the business to be discussed. Notice of such meeting shall be given in the same manner as
for regular meetings.
(w)
In the event that any Board member shall fail to attend seventy-five (75%) per cent of the regular
meetings in any calendar year, then the Chair may request such Board member be replaced by the
nominating municipality, whether the municipal representative or the business or industry representatives.
(x)
Executive or administrative staff of any member municipality shall be eligible to attend regular
meetings of the Board, but shall not participate in deliberations or vote. Presentations may be made by
such guests if approved by the Chair. Twenty-four (24) hours’ advance notice in respect of guests should
be given by each municipality to the Chair.
(y)
There shall be created an Executive Committee consisting of four (4) members of the Board of
Directors, one (1) of whom shall be a council representative of one (1) of the member municipalities and
the other three (3) of whom will be business or industry representatives. The Executive Committee shall
have such powers and authorities as may be set for the Executive Committee from time to time by the
Board.
4.
Officers
(a)
The officers of the Corporation shall be a Chair, a Vice-Chair, a Secretary-Treasurer and such
other officers as the directors in their discretion shall from time to time elect or appoint.
(b)
Any offices may be held by the same person except those of Chair and Vice-Chair.
(c)
The Chair and the Vice-Chair shall be elected by the Board of Directors from among their number
at the first meeting of the Board, after the annual election of such Board of Directors, provided that in
default of such election the then incumbents, being members of the Board, shall hold office until their
successors are elected.
(d)
All other officers shall be elected or appointed by, and a vacancy in any office, however
occurring, may be filled by the Board of Directors.
(e)
In the absence of an agreement to the contrary: all offices shall be held during pleasure of the
Board of Directors; all officers shall be subject to removal with or without cause by resolution of the
55
Board; and officers may resign their offices at any time at a meeting of the Board or by delivering their
resignations in writing to the Secretary-Treasurer or if the Secretary-Treasurer is unavailable, to any other
officer or mailing the same by ordinary prepaid post addressed to the Corporation at its registered office
address. Subject thereto an officer shall continue in office until he or she shall cease to hold office when
his or her successor is elected or appointed.
(f)
The Chair, when present, shall preside at all meetings of the members of the Corporation and of
the Board of Directors.
(g)
The Chair shall chair all meetings of the Board, liaise between the Board and the Manager, as
requested by the Board, sign correspondence on behalf of the Board and perform other duties that may
from time to time be determined by the Board.
(h)
In the absence of the Chair, the Chair's duties and powers may be exercised by the Vice-Chair
and in the absence of the Vice-Chair by such other director or officer as the Board may from time to time
appoint for the purpose; subject thereto and to any statutory limitation, the Board of Directors may from
time to time delegate to any other person the powers, the authority and duties of any officer.
(i)
The Secretary-Treasurer shall be ex officio clerk of the Board of Directors and shall attend all
meetings of the Board and record all facts and minutes of all proceedings in the books kept for that
purpose. The Secretary-Treasurer shall give all notices required to be given to members and to directors
and shall be the custodian of the seal of the Corporation and of all books, papers, records,
correspondence, contracts and other documents belonging to the Corporation which he or she shall
deliver up only when authorized by a resolution of the Board of Directors to do so and to such person or
persons as may be named in the resolution and the Secretary-Treasurer shall perform such other duties
as may from time to time be determined by the Board of Directors.
(j)
The Treasurer, or person performing the usual duties of a Treasurer on his or her behalf, shall be
responsible for keeping full and accurate accounts of all receipts and disbursements of the Corporation in
proper books of account; and depositing all monies or other valuable effects in the name and to the credit
of the Corporation in such bank or banks as may from time to time be designated by the Board of
Directors. The Treasurer shall disburse or be responsible for disbursements of the funds of the
Corporation under the direction of the Board of Directors taking proper vouchers therefor and shall render
to the Board of Directors at the regular meetings thereof or whenever required, an account of all
transactions as Treasurer, and of the financial position of the Corporation. He or she shall also perform
such other duties as may from time to time be determined by the Board of Directors.
(k)
The duties of all other officers of the Corporation shall be such as the terms of their engagement
call for or the Board of Directors requires of them.
5.
(a)
Membership
Membership
(i)
The membership shall consist of the nominated representatives of each municipality
being four (4) representatives from the Corporation of the City of Belleville, four (4)
representatives from the Corporation of the City of Quinte West, and three (3) representatives
from the Corporation of the Municipality of Brighton. These representatives shall be the same as
the municipalities’ nominees to the Board of Directors under Section 3(c). Each Municipality shall
56
be entitled to appoint one (1) member of Council or Mayor as their municipal representative and
appoint the remainder of the members from business and industry representatives.
(ii)
Each member shall be entitled to one (1) vote on each question arising at any general or
special meeting of the members.
(iii)
Notwithstanding the foregoing, any per capita contribution or membership fees may only
be changed on the following condition:
(a)
approval by a vote of at least sixty (60%) per cent of the appointed members of
the participating municipalities;
(b)
the approval by a vote of members representing a majority of population within
the participating municipalities.
It is recognized that the Corporation is financed by contributions on a per capita basis
from each member municipality. The municipal population figures shall be based upon
the total population data provided by the latest Statistics Canada census. The per capita
assessment will be reconsidered each year based on the budget prepared by the
Manager and approved by the Board of Directors.
6.
Meetings of Members
(a)
Subject to compliance with Section 293 of The Corporations Act (Ontario) or successor
legislation, the annual meeting of the members and any other general or special meetings of members
shall be held at such time and such place either at the registered office of the Corporation or elsewhere in
Ontario as the Board of Directors may by resolution determine.
(b)
Other meetings of the members may be convened at any time and place within Ontario by the
Chair or the Vice-Chair or by order of the Board of Directors.
(c)
At every annual meeting of members in addition to any other business that may be transacted,
the report of the Chair, the Treasurer, the financial statement and the report of the accountants shall be
presented and a Board of Directors elected and accountants appointed for the ensuing year.
(d)
The member may consider and transact any business either special or general without any notice
thereof at any meeting of the members.
(e)
No public notice nor advertisement of members' meetings, annual or general, shall be required.
Notice of the time and place of every meeting of members, annual or general shall be given to each
member by sending the notice by prepaid mail, telecopier or email, ten days before the time fixed for the
holding of such meeting or by public notice or advertisement published in a local newspaper no more
than fifteen days and no less than ten days before such meeting; provided that any meetings of members
may be held at any time and place without such notice if all the members of the Corporation are present
thereat and at such meeting any business may be transacted which the Corporation at annual or general
meetings may transact.
(f)
No error or omission in giving notice of any annual or general meeting or any adjourned meeting,
whether annual or general, of the members of the Corporation shall invalidate such meeting or make void
any proceedings taken thereat and any general member may at any time waive notice of any such
57
meeting and may ratify, approve and confirm any or all proceedings taken or had thereat. For the purpose
of sending notice to any member, director, officer for any meeting or otherwise, the address of any
member, director or officer shall be his or her last address recorded on the books of the Corporation.
(g)
Any meetings of members of the Corporation duly constituted may be adjourned at any time and
from time to time and such business may be transacted at such adjourned meeting as might have been
transacted at the original meeting from which such adjournment took place. No notice shall be required of
any such adjournment and such adjournment may be made notwithstanding that no quorum is present.
(h)
A quorum for the transaction of business at any meeting of members shall consist of not less
than six (6) members present in person. Members may not be represented, and may not vote, at
meetings of members by proxy.
(i)
Subject to the provisions, if any, contained in the Letters Patent of the Corporation each member
of the Corporation shall, at all meetings of members, be entitled to one vote.
(j)
At all meetings of members every question shall be decided by majority of the votes of the
members unless otherwise required by the by-laws of the Corporation or by law. Every question shall
decided in the first instance by a show of hands unless a poll be demanded by any general member.
Upon a show of hands, every member having voting rights shall have one vote, and unless, a poll be
demanded a declaration by the Chairman that a resolution has been carried or not carried and an entry to
that effect in the minutes of the Corporation shall be admissible in evidence as prima facie proof of the
fact without proof of the number of proportion of the votes accorded in favour of or against such
resolution. The demand for a poll may be withdrawn but if a poll be demanded and not withdrawn, the
questions shall be decided by a majority of votes given by the members and such poll shall be taken in
such manner as the Chairman shall direct and the result of such poll shall be deemed the decision of the
Corporation in general meeting upon the matter in question. In case of an equality of votes at any general
meeting, whether upon a show of hands or at a poll, the Chairman shall not be entitled to a second or
casting vote.
7.
Banking and Negotiable Instruments
(a)
Bank accounts of the Corporation shall be kept at such banks and in such places and shall be
operated in such manner and by such person or persons as the Board of Directors shall from time to time
determine.
(b)
All cheques, bills of exchange or other orders for the payment of money, notices or other
evidences of indebtedness issued in the name of the Corporation shall be signed by such officer or
officers, agent or agents of the Corporation and in such manner as shall from time to time be determined
by resolution of the Board of Directors and any one of such officers or agents may alone endorse notes
and drafts for collection on account of the Corporation through its bankers, and endorse notes and
cheques for deposit with the Corporation's bankers for the credit of the Corporation or the same may be
endorsed "for collection" or "for deposit" with the bankers of the Corporation by using the Corporation's
rubber stamp for the purpose. Any one of such officers or agents so appointed may arrange, settle,
balance and certify all books and accounts between the Corporation and the Corporation's bankers and
may receive all paid cheques and vouchers and sign all the bank's forms or settlement of balances and
release or verification slips.
58
8.
Budget
The salary and/or benefits of Corporation status shall be established by the Board of Directors. All other
expenditures shall be in accordance with the budget prepared by the Manager and approved by the
Board of Directors. Once allocated, funds may be transferred between activities with the approval of the
Board. Transfer within categories can be made at the Manager’s discretion.
9.
Investments
(a)
The Board of Directors may invest the funds of the Corporation not immediately required for the
carrying on of its activities in such investments as the Board of Directors in its discretion may decide.
(b)
Any bonds, debentures, shares or other securities given or bequeathed to the Corporation may
be retained in the form given or bequeathed so long as the Board of Directors considers the holding
thereof desirable and advantageous to the Corporation.
(c)
Records shall be kept and maintained at all times containing detailed information as to
testamentary documents or for any other instruments of trust or trust deed for the instruction and
guidance of the Board of Directors and all other persons directly or indirectly concerned in the
administration pertaining thereto and all such documents received shall be kept on file.
10.
Voting Shares and Securities
All of the shares or other securities carrying voting rights of any company or corporation held from time to
time by the Corporation may be voted at any and all meetings of shareholders, bondholders, debenture
holders, debenture stock holders or holders of other securities (as the case may be) of such other
company or corporation and in such manner and by such persons as the Board of Directors shall from
time to time determine.
11.
Custody of Securities
(a)
All shares and securities owned by the Corporation shall be deposited (in the name of the
Corporation) for safekeeping with one or more bankers, trust companies or other financial institutions to
be selected by the Board of Directors. Any and all securities so deposited may be withdrawn, from time
to time, only upon the written order of the Corporation signed by such officer or officers, agent or agents
of the Corporation and in such manner, as shall from time to time be determined by resolution of the
Board of Directors and such authority may be general or confined to specific instances.
(b)
The institutions which may be so selected as custodians of the Board of Directors shall be fully
protected in acting in accordance with the directions of the Board of Directors and shall in no event be
liable for the due application of the securities so withdrawn from deposit or the proceeds thereof.
12.
Notices
(a)
Subject to paragraph 6(e) hereof, whenever under the provisions of the by-laws of the
Corporation notice is required to be given, such notice may be given either personally telecopied or
59
emailed or by depositing same in a post office or a public letter box, in a prepaid, sealed wrapper
addressed to the director, officer or member at his or her or their last address recorded and as the same
appears on the books of the Corporation.
(b)
A notice or other document sent by post shall be deemed to be sent at the time when it was
deposited in a post office or public letter box as aforesaid.
(c)
The signature to any notice given by the Corporation may be in whole or in part written, stamped,
typewritten or printed.
(d)
Any member, director or officer may waive any notice required to be given by the by-laws of the
Corporation or by statute.
13.
Protection and Indemnity of Directors and Others
Every director or officer of the Corporation or other person who has undertaken or is about to undertake
any liability on behalf of the Corporation and their heirs, executors and administrators, and estate and
effects, respectively, shall from time to time and at all times, be indemnified and saved harmless, out of
the funds of the Corporation, from and against:
(a)
all costs, charges and expenses whatsoever which such director, officer or other person sustains
or incurs in or about any action, suit or proceeding which is brought, commenced or prosecuted against
him or her for or in respect of any act, deed, matter or thing whatsoever made, done or permitted by him
or her in or about the execution of the duties of his or her office or in respect of any such liability;
(b)
all other costs, charges and expenses which he or she sustains or incurs in or about or in relation
to the affairs thereof, except such costs, charges or expenses as are occasioned by his or her own wilful
neglect or default.
No director of officer for the time being of the Corporation shall be liable for the acts, receipts, neglects or
defaults of any other director or officer or employee or for joining in any receipt or act for conformity or for
any loss, damage or expense happening to the Corporation through the insufficiency or deficiency of title
to any property acquired by order of the Board of Directors for or on behalf of the Corporation or for the
insufficiency or deficiency of any security in or upon which any of the moneys of or belonging to the
Corporation shall be placed out or invested or for any loss or damage arising from the bankruptcy,
insolvency or tortious act of any person, firm or corporation with whom or which any moneys, securities or
effects shall be lodged or deposited or for any other loss, damage or misfortune whatever which may
happen in the execution or supposed execution of the duties of his or her respective office or trust or in
relation thereto unless the same shall happen by or through his or her own wilful act or his or her own
wilful default.
14.
Execution of Documents
(a)
Subject to contracts and/or writings made in the ordinary course of the Corporation's activities, all
deeds, transfers, licences, contracts and engagements on behalf of the Corporation shall be signed by
any two (2) of the Chair, Vice-Chair and Secretary-Treasurer and the Manager shall affix the seal of the
Corporation to such instruments as require the same.
60
(b)
All cheques shall require the signature of two (2) of the following Chair, Vice-Chair, SecretaryTreasurer and Manager. Cheques under Two Hundred and Fifty ($250.00) Dollars may be approved by
the Manager alone.
(c)
The Chair, Vice-Chair, the Directors, Secretary-Treasurer, or any one of them, or any person or
persons from time to time designated by the Board of Directors may transfer any and all shares, bonds or
other securities from time to time standing in the name of the Corporation in its individual or any other
capacity or as trustee or otherwise and may accept in the name and on behalf of the Corporation
transfers of shares, bonds or other securities from time to time transferred to the Corporation and may
affix the corporate seal to any such transfers or acceptances of transfers, and may make, execute and
deliver under the corporate seal any and all instruments in writing necessary or proper for such purposes,
including the appointment of an attorney or attorneys to make or accept transfers of shares, bonds, or
other securities on the books of any company or corporation.
(d)
Notwithstanding any provisions to the contrary contained in the by-laws of the Corporation the
Board of Directors may at any time by resolution direct the manner in which, and the person or persons
by whom, any particular instrument, contract or obligations of the Corporation may or shall be executed.
15.
Committees
(a)
The Board of Directors may from time to time as they deem necessary appoint such committees
consisting of such numbers of directors, members and/or other persons as may be deemed desirable and
shall prescribe their duties and term of office.
(b)
Unless otherwise directed, the Chair shall be ex officio a member of all committees.
(c)
Any committees so appointed may meet for the transaction of business, adjourn and otherwise
regulate their meetings as they think fit.
(d)
Unless otherwise determined by the Board of Directors, a majority of members of a committee
shall constitute a quorum.
(e)
Any questions arising at any meeting of a committee shall be decided by a majority of votes cast
and in the case of equality of votes the Chair shall not have a second or casting vote.
16.
Books and Records
The directors shall see that all necessary books and records of the Corporation or any applicable statute
or law are regularly and properly kept.
17.
Fiscal Year
The fiscal year of the Corporation shall terminate on the 31st day of December in each year or on such
other day as the Board of Directors may from time to time determine.
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18.
Interpretation
Unless the context otherwise requires, in all by-laws of the Corporation the singular shall include the
plural; the plural shall include the singular; the word "persons" shall include firms and corporations; the
masculine shall include the feminine and, where applicable to corporations, the neuter; and reference to
any statute or statutory provision shall extend to any amendment thereof or substitution therefor then or
thereafter made.
19.
Confidentiality
Every member of the Board and every member of a participating municipal staff in attendance at the
meeting shall respect the confidentiality of all such matters brought before the Corporation including the
Board of Directors or members.
20.
Conflict of Interest
No member of the Board, nor any member of the family of a member, shall participate in a decision of the
Board which may result in a benefit to the member or that member’s family. The Chair of any meeting of
the Board shall request any member who has declared an interest in any business or financial interest
with the Board, to absent themselves from the discussion and vote on that matter, and the event shall be
recorded in the minutes of that meeting.
21.
Media Information
No information or press release concerning matters of significant public interest shall be released to the
media before the mayors, reeves or relevant staffs of the participating municipalities have been informed.
22.
Amendment
Any amendment in this By-Law to be effective shall be approved by a majority of the Board of Directors
and in addition, approved by two-thirds (2/3) of the members of the Corporation at either a special
meeting call for that purpose or the next Annual General Meeting of the Corporation’s members.
ENACTED this day of month , YEAR.
WITNESS the corporate seal of the Corporation.
_____________________________________ Chair
_____________________________________ Secretary-Treasurer
The
foregoing
By-law
No.
1
is
hereby
passed
by
all
the
directors
of
pursuant to the provisions of the Corporations Act, as evidenced by the signature hereof of all the
directors.
62
DATED this day of month, YEAR.
_____________________________________
_____________________________________
In lieu of confirmation at a general meeting of the members of NAME we the undersigned, being all the
members of the Corporation entitled to vote at a meeting of the members, hereby confirms in writing the
above By-Law No. 1 pursuant to the Corporations Act, Ontario.
DATED this day of month, YEAR.
____________________________________
____________________________________
63
Appendix B: Municipal Examples of an External
Approach to Economic Development
Model
Structure
Quinte West Economic
Development Committee
•
•
•
•
•
•
•
•
Not-for-profit Corporation
2 staff plus 1 for Manufacturing Resource Centre
Representing: Belleville, Brighton and Quinte West
Board appointments
Business leaders and political members
Municipal funded – per capita basis
Defined focus on manufacturing & technology
Co-located at Loyalist College with 8 other business & Economic Development
organizations
Prince Edward County
Community Development
Commission
•
•
•
•
Municipal Service Board
No direct staff – available staff resources from Community Development Department
Representing Prince Edward County
The Commission consists of an odd number being a minimum of five and a maximum of
seven voting commission members. All members are appointed by the Council of the
Municipality and must be qualified to be elected to Council of the Municipality. Voting
Members are:
o Two Councillors;
o 1 member from the Prince Edward County Chamber of Tourism and Commerce;
o 1 member from TASTE the County;
o 3 members reflecting the diversity of Community Development partners of the
Municipality and address the core function of the Commission
o The Mayor shall be an ex-officio member of the Commission, however shall only
have voting privileges in the absence of a Councillor appointee.
Small municipal funded budget designed for marketing, professional development and
funds for strategic initiatives
Defined focus on the development of Prince Edward County and recommendations to
Council regarding community and economic development policy, programming and action
planning
Meets monthly at Town Hall
•
•
•
Huronia Airport
Commission
•
•
•
•
•
•
•
•
64
Joint Municipal Board
2 full time and 1 part-time staff
Represents Tiny, Penetanguishene, Midland and all of Huronia
Individual municipal councils select members of the Commission
Current make-up is predominantly councillors
Funding is provided by the individual municipal councils. The remainder of funds are
earned through airport operations
The mission of Huronia Midland Airport is to continually improve its role in enhancing
economic growth and the quality of life in Southern Georgian Bay; by further developing
airport facilities and related air services to support safe, efficient, and convenient air
activities
The Commission meets in the board room at Huronia Airport
Appendix C: Sample Performance Metrics from
Ministry of Agriculture, Food and Rural Affairs
Measuring Up! Performance Measurement for
Economic Development: A Guidebook for Economic
Development Practitioners
Jobs

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






Jobs created (fulltime, part-time, contract, seasonal)
Due to new businesses - start-ups
Due to businesses relocating there
Due to existing businesses expanding
Jobs retained (fulltime, part-time, contract, seasonal)
Percentage of jobs at risk retained
Changes in average wages or salaries
Change in mean/average hourly wage of jobs
Jobs in specific sectors, i.e., creative class sector
Business











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
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




65
Change in the number of businesses in a community, a region or in specific sector
Number of business registrations or business related licenses issued
New business start-ups as percentage of all businesses in the community
New business investment attracted – dollars and number of businesses
Per cent of business leads that choose to locate in community/region
Increased diversity of businesses (number of sectors, number per sector)
Change in the numbers of entrepreneurs in the community
Available capital for business development
Successful succession planning, transfers to new owners
Average business size changed over time
Employment levels – by sector, i.e., employment in manufacturing
Reports on increases or decreases in sales volume (as percentage of total)
Increased profitability, efficiencies, productivity
Number of new products and/or production lines, new services
Number of patents, trademarks, new innovative product/services developed
Amount of exports and trade activity
More breakouts to new markets and growth
Increased competitiveness of businesses
Higher survival rates
Number and/or per cent of business program participants still in business 1 - 5 years after start-up




Number of business survey (BR+E) projects
Number of businesses surveyed, numbers in target sectors
Number of business issues addressed
Number of businesses retained
Investment











Total amount of investment
Total number of new development projects
Average investment per project
Dollar value of public investment in development projects
Percentage of total costs for public investment
Dollar value of private investment in development projects
Percentage of total costs for private investment
Total number of private investors
Average investment per partner
Private investment leveraged from public investment
The public investment that was leveraged
Housing / real-estate













Housing availability
Average housing size
Housing pricing – rental and ownership
Housing condition
Value of new housing construction (in targeted area)
Existing and available industrial space
Existing and available retail space
Growth in assessed/appraised value of properties in a target area
Changes in the vacancy rates for leased space (number spaces, square feet)
Percentage of developed property in industrial/business park
Percentage of leased property in industrial/business park
Building permits – commercial/residential/institutional
Value of new construction – per area, per sector
Occupancy and vacancy rate







66
Industrial
Retail
Offices
Residential
Hotels
Commercial
Downtown
Taxes



Change in municipal’s business tax base – total $, percentage of total
Change in municipal’s residential tax base – totals, percentage of total
Change in BIA levies
Expenditures





Total expenditures on economic development activities
Total capital expenditure or investments
Percentage of total municipal budget towards economic development
Funding leveraged through expenditures or investments
Larger budgets
Tourism









Number of tourists/visitors
Tourists/visitor total spending
Tourist/visitor average spending
Tourist/visitor length of stay
Number of accommodations – hotels, motels, bed and breakfasts
Number of total beds from accommodations
Accommodation’s average occupancy rate
Number of businesses in the tourism sector
Number of tourism packages developed
Human capital
















67
Number of workers, numbers in selected industry/sector/occupation
Percentage of residents locally employed, in specific sectors, i.e., creative class
Proportion of total employment in targeted sector/ all sectors
Number of people trained/engaged in economic development, i.e., BR+E
Number and percentage of youth who return to work at home after post secondary education
Population – changes in numbers, changes per age categories
Number of residents in workforce
Improvement in educational attainment among working age adults
Number of qualified staff for specific jobs and sectors
Number of staff development or training days
Dollars invested in training and education by employers
Number of volunteers
Number of new residents
Number of new landed immigrants/business immigrants
Population with postgraduate education, level of education
Broader career options
Quality of life

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

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


Improved quality of life elements (parks, recreation, churches, schools, medical)
Increased assets per household
More equitable distribution of assets
Presence of community endowments and philanthropic giving
Increased local ownership
Sustained development - development that fits the scale of the community
Ranking amongst peers and to the provincial average
Number of hospitals and hospital beds
Number of people under LICO
Morbidity, mortality rates
Utilization of housing
Water quality and availability
Population employed
Percentage of owner-occupied households
Median/average household/family incomes
Ranking of the community/county in leading indicator reports
Increased give-back to communities
Engagement
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Increased business engagement – number of businesses, number of people
Increased resident engagement – number of households, number of people
Increased visitor engagement – attendance, participation, input
Increased volunteer contributions – in-kind or financial
Community engagement – quality of ideas generated or implemented
Local regional partnerships – number of partnerships, size of partnerships, type of partnerships
Number of new community organizations
Private and public contributions accessed or leveraged through initiative
Expanded program team
Stronger development organization
Output indicators
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68
Total number of businesses assisted
Inquiries received
Funding granted
Total number of partners
Total number of projects
Number of economic development inquiries received
Number of referrals
Numbers trained, number of participants
Number of entrepreneurs assisted through the economic development department

Huronia - Town of Penetanguishene

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