Nipawin 2020 Plan - The Town of Nipawin

Report on Nipawin 2020 Action Plan:
Preparing for Growth
May 2010
Executive Summary
The purpose of the project was to develop a Nipawin 2020 Action Plan, a strategic economic
development plan for the Town and natural trading area of Nipawin that can result in a vibrant
and expanding business community that is sustainable, socially conscious and supports a
"green" economy based on the abundant natural land, water and forest resources.
The theme for the Nipawin 2020 Action Plan is “Preparing for Growth.” There are a number
of development opportunities on the horizon for the region and the region needs to be
prepared to take the fullest advantage of these opportunities in order to revitalize the
communities in the region. Nine Strategic Areas were identified for special focus in the
request for proposals. One additional strategic area was identified during the course of the
research. The 10 Strategic Areas are:
1. analysis of municipal status and boundaries;
2. Nipawin downtown revitalization;
3. professional recruitment strategies;
4. tourism destination area strategy;
5. highway, rail transportation (including trucking) as a natural link to markets and service
provision;
6. infrastructure planning, including installation of business parks, community utilities and
roads;
7. coal, oil and gas support and participation to build Nipawin as a service centre for these
emerging industries;
8. general biomass development, including conversion of forestry to value added products
and bioenergy;
9. attracting anchor service industries; and
10. relationships with neighbouring communities, including First Nations and Métis.
The study resulted in 24 recommended strategies shown below. For some strategies, one
or more Key Actions are recommended for consideration in the implementation of the
strategies.
1
Recommended Strategies
The strategies, actions, priorities and timelines were reviewed in a consultation workshop
with members of the Town council, Town staff and members of the Nipawin Region
Economic Development Committee, and by citizens in two public consultation meetings.
Importance
Level*
Strategies
Strategic Area 1: City Status Strategies
S1.1. Explore Rural-Urban Municipality
1
Strategic Area 2: Downtown Revitalization Strategies
S2.1. Establish a Downtown Business Improvement
1
District
S2.2. Develop a Downtown Event Plan
2
S2.3. Undertake Youth Engagement and Activity
3
Strategic Area 3: Professional Recruitment Strategy
S3.1. Support Business Succession
3
S3.2. Establish Accommodation for Young
3
Professionals
Strategic Area 4:Tourism Strategy
S4.1. Establish a Regional Tourism Partnership
1
Authority
Strategic Area 5:Transportation Strategy
S5.1
Develop a Town Truck Route
2
S5.2
Expand the Shortline Railway
3
S5.3
Consider Transportation Corridor in Planning
2
Strategic Area 6: Infrastructure Strategies
S6.1. Develop a Water and Wastewater
1
Infrastructure Plan.
S6.2. Establish a Regional Solid Waste Management
2
Partnership
S6.3. Develop a Regional Land Development Plan
1
Strategic Area 7: Mining/Oil/Gas Service Centre Strategies
S7.1. Establish an Industrial Park Development
1
Group
S7.2. Undertake an Industrial Utility Assessment
2
S7.3. Develop an Industrial Service Marketing Plan
2
S7.4. Establish an Community Trust or Foundation
2
Strategic Area 8: Biomass Strategies
S8.1
Establish a Secure Fibre Base
1
S8.2
Establish a Community Impact Planning
2
Committee
Strategic Area 9: Anchor Industry Strategies
S9.1
Establish a Biomass Network/Cluster
1
S9.2
Establish a Mining and Petroleum Network
1
Cluster
Strategic Area 10: Good Neighbour/Good Partner Strategies
S10.1 Establish a Regional Economic Development
1
Partnership Authority
S10.2 Develop a Leaders’ Forum
3
S10.3 Undertake Town-First Nations and Métis
1
Relationship Building
* 1 = Highest Importance; 2 = Next highest importance; 3 = Important
2
Time Period in Years
1-2
2-4
4-6
7+
Contents
Executive Summary.......................................................................................................................................1
Introduction ....................................................................................................................................................4
Preparing for Growth .....................................................................................................................................7
The Region and Population ...........................................................................................................................8
Strategic Area 1: City Status .......................................................................................................................16
Strategic Area 2: Nipawin Downtown Revitalization....................................................................................19
Strategic Area 3: Professional Recruitment ................................................................................................25
Strategic Area 4: Tourism Destination Area ................................................................................................27
Strategic Area 5: Transportation and Links to Markets ...............................................................................33
Strategic Area 6: Infrastructure....................................................................................................................39
Strategic Area 7: Mining and Oil/Gas Service Centre .................................................................................44
Strategic Area 8: Biomass Development.....................................................................................................49
Strategic Area 9: Attracting Anchor Service Industries ...............................................................................52
Strategic Area 10: Relationship with Neighbouring Communities...............................................................56
Conclusions and Next Steps .......................................................................................................................60
Summary: Strategies, Priorities, Timelines………………………………………………………………………77
Tables
Table 1: Rural and Urban Population (Core Trading Area), 2001-2006......................................................10
Table 2: Business Profile of Region ............................................................................................................52
Figures
Figure 1: Nipawin Region (Core Trading Area) .............................................................................................8
Figure 2: Population of Core Trading Area, 1996-2006 ................................................................................9
Figure 3: Age Distribution of Population (Core Trading Area), 2006.............................................................9
Figure 4: Aboriginal Population, 2006 .........................................................................................................10
Figure 5: Labour Force 2006 .......................................................................................................................10
Figure 6: Education Levels 2006 .................................................................................................................11
Figure 7: Occupational Profile 2006 ............................................................................................................12
Figure 8: Industry Profile 2006 ....................................................................................................................13
Figure 9: Mineral Deposits 2010..................................................................................................................14
Figure 10: Nipawin Downtown.....................................................................................................................19
Figure 11: Rail Service ................................................................................................................................34
Figure 12: Highway Classes........................................................................................................................35
Figure 13: Proposed Truck Route ...............................................................................................................36
Figure 14: Western Trade Corridors............................................................................................................37
Figure 15: Production Process…………………………………………………………………………………….54
Appendices (separate documents)
Appendix 1: Strategic Plan
Appendix 2: Town and Region Profile
Appendix 3: Infrastructure Study
Appendix 4: Tourism Study
Appendix 5: Oil and Gas and Mining Study
Appendix 6: Town and Municipal Planning Study
Appendix 7: Biomass Study
Sources All maps in this report and its Appendices are from the Government of Saskatchewan. Statistical
visuals are from Statistics Canada, except for one health table from the Saskatchewan Ministry of Health.
3
Introduction
Purpose of the Project
The purpose of the project was to develop a strategic economic development plan for the
Town and natural trading area of Nipawin that can result in a vibrant and expanding business
community that is sustainable, socially conscious and supports an economy based on the
abundant natural land, water and forest resources.
Scope of Project
The focus areas for the strategic plan, as outlined in the request for proposals, were:
1. analysis of municipal status and boundaries;
2. Nipawin downtown revitalization;
3. professional recruitment strategies;
4. tourism destination area strategy;
5. infrastructure planning, including installation of business parks, community utilities and
roads;
6. coal, oil and gas support and participation to build Nipawin as a service centre for these
emerging industries;
7. highway, rail transportation (including trucking) as a natural link to markets and service
provision;
8. general biomass development, including conversion of forestry to value added products
and bioenergy; and
9. attracting anchor service industries.
In addition, the initial research led to the creation of an an additional area of focus:
10. relationships with neighbouring communities, including First Nations and Metis.
Approach to the Project
Three basic approaches were used: consultations with community and industry
representatives, review of previous planning documents, and data analysis. Consultations
were held with Town Council, the general public, tourism business representatives, Town
officials, and with industry officials and groups.
The Tourism Plan (1988 plus updates), Inter-Trade Corridor Study, and Truck Route Study
were key documents that were reviewed in order to be assessed and updated.
4
Data analysis included general demographic and economic data for the region and specific
data for each industry within the scope of the study.
The first section is a brief description of the demographics and economics of the region. The
following sections each focus on one of the 10 Strategic Areas.
Thinking and Acting Regionally
Thinking and acting regionally is a necessary condition for rural development. Single
communities may have single development successes, but a sustainable development
strategy requires an area that has sufficient critical mass of human, financial, economic,
social and civic resources.
The definition of the region needs to be self-defined and fit the purpose or circumstance of
the development strategy. The definition of the region could be based on:
•
communities or municipalities in the “same economic boat;”
•
the critical mass needed for a business opportunity – for example, the acreage and
capital required to make a viable commercial scale for a pharmaceutical crop; or
•
the region served by a “regional catalyst organization.”
For most rural areas, the necessary region is, by definition, more than just a Town and its
immediate service area. It may not even be defined by a geographic area.
Growth that builds capacity requires managing the linkages of the networked economy and
co-ordinating the development of the industry network in the region. This is becoming more
the case with the increasing interdependence of enterprises with their upstream,
downstream and side stream (support services) business network and real-time hardwired
capacity or potential.
Two Models of Development
Two approaches have emerged in community economic development. The Industrial Model
is the traditional approach and the Resource-based Model has become increasingly popular.
•
Industrial Model: The external environment presents itself in such a way that a specific
industry is attractive. This results in strategy formulation, acquisition of resources,
followed by implementation and success.
•
Resource-based Model: Existing resources and capabilities produce competitive
advantages resulting in the emergence of an attractive industry, followed by Strategy
implementation and success.
5
In the Resource-Based approach, resources and capabilities lead to competitive advantages
when they are:
•
valuable -- exploit opportunities in the external environment.;
•
rare – possessed by few (especially competitors);
•
costly to imitate – others cannot acquire or afford the advantage; and
•
organized to be exploited – supported by appropriate structure, control and rewards.
The final factor (organized) is key. For example, a region may have a number of cottage
industries, but must have the marketing structure and organization to exploit their full
potential.
The Resource-based Model leads to an “asset-based” community assessment that focuses
on the good news inside the community. This approach identifies:
•
tangible things to talk about right now – the good news;
•
motivations that energize communities;
•
areas “ripest” for growth and development;
•
areas that can grow more quickly because they starting from a base of proven
performance; and
•
a one-to-one correlation between growth in assets and increase in other assets and nonassets.
An additional advantage of the Resource/Asset-based approach is that it lends itself to
“people-based” and “place-based” approaches to economic development:
• a people-based approach focuses on the human resources and intellectual capital of the
area; and
• a place-based approach is locally driven and seeks to identify and build on the unique and
distinguishing features of the area, and to identify the competitive advantages of the area.
The resource-based approach has informed our thinking and approach to the study.
However, a complete competitive advantage and asset analysis, which are the foundation of
this approach, were beyond the scope of this study.
6
Preparing for Growth
Early in the research it became clear that the appropriate theme for the strategic plan was
“Preparing for Growth.” Many of the potential growth initiatives – mining, biomass, oil and
gas, coal – are outside the direct control of the municipalities and member organizations of
the Nipawin Region Economic Development Committee.
What was within community control was the establishment of the conditions and services
necessary to give Nipawin and the region a strategic advantage to become the primary
service centre to the new enterprises and to optimize growth whenever and wherever
opportunities arise.
The study team expanded this theme into a four-point visual statement of overall economic
priorities that underline all the strategies and actions recommended in the final report:
7
The Region and Population
The Nipawin Region
The core region of study is the area bounded by the three rural municipalities of Torch River,
Moose Range and Nipawin. These three rural municipalities approximate the Core Trading
Area of Nipawin – the area in which people obtain their retail, professional, and public
services. This area also approximates the labour market area (where people live and work)
of the Nipawin region.
Figure 1: Nipawin Region (Core Trading Area)
An Expanded Trading Area was identified as the area including the area immediately East of
Nipawin along Highway 55 and the area north towards Cumberland House. Nipawin is the
closest major trading centre for public and retail services for the residents of these areas.
Regional Population
The population of the region and the Town is older, non-aboriginal, declining, low mobility
and mostly urban. The percentage decline is greater in rural and smaller communities (9.7%) than in Nipawin (-6%). Sixty-three percent live in Towns and villages, with 40% living
in the Town of Nipawin.
8
Figure 2: Population of Core Trading Area, 1996-2006
There is a low aboriginal population in the region. However, almost all the population in the
Extended Trading Area is aboriginal.
Figure 3: Age Distribution of Population (Core Trading Area), 2006
9
Table 1: Rural and Urban Population (Core Trading Area), 2001-2006
Area
Towns
Villages
Rural Municipalities
2006
5348
986
3811
2001
5662
1073
4207
Change
-6%
-8%
-9%
% Regional
Population
53%
10%
38%
Figure 4: Aboriginal Population, 2006
Regional Workforce
The potential labour force in the Nipawin region is 7,450. The number in the labour force is
4910. The participation and employment rates are lower than those of the province. The
higher proportion of seniors is the most likely cause of the lower participation rate.
Figure 5: Labour Force, 2006
10
The regional labour force has a higher proportion of people with no high school certificate
and a lower proportion with a post-secondary education than the provincial population. The
Town of Nipawin labour force has a similar proportion of people with a post-secondary
education.
Those with a post-secondary education are more likely to have a trade certificate or a
college diploma than a university degree.
Figure 6: Education Levels, 2006
Occupational Profile
The top four occupational groups account for 72% of the workforce. In percentage terms,
the largest occupational groups are
•
sales and service (23%);
•
primary industry (18%);
•
trades, transport and equipment operators (17%) – transportation equipment operators
and mechanics are the largest sub-groups in this group; and
•
business, finance and administrative occupations (14%) – secretarial occupations are
the largest sub-group in this occupation group.
11
Figure 7: Occupational Profile, 2006
Economic Base
The two most common factors used to describe an economy are Gross Domestic Product
(GDP) and employment. Employment was used in the study to describe the regional
economy because GDP data is not readily available for regions within a province. This
analysis shows that:
•
primary industries (for example agriculture and forestry) account for 23% of economy;
•
retail trade makes up 14% of the economy;
•
health accounts for 13% of the economy;
•
business services make up 10% of the economy;
•
educational services makes up 8% of the economy;
•
construction accounts for 6% of the economy; and
•
wholesale trade, manufacturing, and finance and real estate each make up 3-4% of the
regional economy.
12
Figure 8: Industry Profile, 2006
The mineral resources of the area include the following:
•
three active peat mines in or near the region;
•
a zone of kimberlite to the west of the region with active exploration and test mining;
•
iron, oil shale, cement rock, and manganese deposits; and
•
a large area for active coal dispositions in the region and to the west, north and east of
the region.
13
Figure 9: Mineral Deposits 2010
14
Other Observations
•
The two growth populations are First Nations communities and recreational properties.
•
The large proportion of seniors, especially older seniors, raises the potential for a range
of services to seniors.
•
The labour force has a relatively low education level, but there is a larger pool of trade
and diploma educated people in the workforce.
•
The industry is concentrated in the primary industries – primarily agriculture and forestry.
•
Nipawin has a significant number of retail and public (health and education) services.
•
There is a relative shortage of business services in Nipawin and the region.
•
There is a good base of transport services and operators in the region.
•
There is significant variety of mineral resources in and near the region.
15
Strategic Area 1: City Status
Summary of Analysis
The Town of Nipawin has, as a part of a larger examination of a number of economic
development issues, requested an examination of several municipal issues of concern that
may assist or hinder them in their pursuit of their economic development goals. In effect, are
the community and the municipality positioned to take full advantage of growth opportunities
when they arise?
The Town of Nipawin is interested in ultimately becoming a city under provincial legislation.
This can be achieved in one of three ways, albeit that it more commonly achieved through a
combination of the first two routes.
•
•
The first and most direct method of achieving city status is the increase in population
within existing boundaries until the community reaches the statutory minimum population
of 5,000.
o
The Ministry of Municipal Affairs uses the population figures provided by Census
Canada. Census Canada established the population of the Town of Nipawin as
4,275 in 2001 and 4,076 in 2006. The next Census Canada data will be available in
2011.
o
The Towns of Meadow Lake and Martinsville achieved city status in the fall of 2009
based on data other than Census Canada’s data. These communities provided the
Ministry with information that suggested a population of greater than 5,000 people in
both communities despite the Census Canada data to the contrary. They used data
such as the Ministry of Health population statistics, utility connections and building
permits to demonstration growth beyond the Census Canada data.
o
While the Health Population data (which can inflate the actual population of a Town)
indicates that the population of Nipawin has grown, neither the number of utility
connections nor the number of building permits would suggest that the community
has experienced rapid growth since the last census.
o
It should be noted that the Ministerial document establishing Meadow Lake and
Martinsville as cities clearly indicates that the City of Meadow Lake or the City of
Martinsville will revert to Town status if the 2011 Census Canada information does
not confirm a population of 5,000 or greater.
The second method involves the alteration of municipal boundaries to include residential
properties currently existing in an adjacent municipality or municipalities or to include
land to be zoned for immediate residential development.
o
Klemmer is the only residential development adjacent to the Town of Nipawin. Its
current population is estimated to be between 150 and 200 people, which would not
be sufficient to achieve the combined total of 5,000 or more people.
16
•
o
Alternatively, adjacent undeveloped lands combined with significant development
pressures for residential developments that would push the Town’s population
beyond 5,000 people could be used to support the request for city status. At present,
such development pressures do not exist; but might occur with the announcement of
major economic installation.
o
The simplest and most successful approach is to include in the application evidence
that the adjacent municipality has agreed to the transfer of land from their
municipality to the Town of Nipawin. In addition an agreement with respect to tax
loss compensation between the municipalities is typically included in the application.
o
If the adjacent municipality does not agree, the application would be submitted to
Municipal Boundary Committee of the Saskatchewan Municipal Board. The
application without agreement poses significant challenges – the amount of
undeveloped residential land that currently exists within the boundaries of the Town
combined with the absence of development pressures are factors that would not
support such an application.
A third method involves merger of two or more municipalities that results in a population
of more than 5,000 people.
o
This method has been discussed in the past and may have currency amongst the
Councils of the Town of Nipawin and the Rural Municipality of Nipawin #487. This
new municipality would achieve the status of a city, the RM has a population of 1,151
and the Town has a population of 4,061, and such a merger would also create a
prototype or a new form of municipal government for the rest of the province. If the
Rural Municipality of Nipawin #487 was merged with the Town of Nipawin the
combined area would physically be the largest city in Saskatchewan.
o
The provincial government would need to be prepared to develop new legislation.
The merger of the Rural Municipality of Nipawin and the Town of Nipawin could
trigger new legislation and create a new model of municipalities throughout the
province.
o
Some of the immediate challenges to be addressed in legislation would be as
follows:
The assessment and taxation system would change for the farmers in the
“former” RM if the Town annexed the RM. Currently the farm improvements or
buildings are not subject to taxation.
The provincial grant structures for rural and urban municipalities and cities are
being reviewed and changing currently and consequently the financial impact of
city status could be different from year to year. However if the merger occurred
today with no changes to legislation and no increase to the current funding levels
the current urban grant of $619,254.00 would decrease to $589,104.00 for the
Town of Nipawin. It is assumed that the RM’s grant would disappear. It is
however possible that the respective grants to the Town and the RM could be
“red circled” or preferably “green circled” until the Canada Census data is
released in 2011.
17
The Councils of the Villages of Codette (pop. 221) and Aylsham (pop. 92) which
exist within the current RM of The Nipawin #487 could either choose to join the
new municipality or choose to exist as an island within the new municipality as
they do currently within the RM.
In summary while there are at least three methods of achieving city status for the Town of
Nipawin only one of those methods (merger) would achieve city status in the near term of
one to two years. It would produce not only Saskatchewan’s largest city but also a new form
of municipal government.
Observations
•
While there are at least three methods of achieving city status for the Town of Nipawin
only one of those methods (merger) would achieve city status in the near term of one to
two years.
•
The merger of the Town and rural municipalities, or municipalities could result in a new
form of municipal government in the province.
•
There could be several operational efficiencies and planning and operational advantages
in infrastructure, community services, and capital and equipment utilization to a larger
municipal government and population. There are examples of this type of structure in
other jurisdictions.
•
There would also be a significant advantage in establishing the new Nipawin regional
municipality as a unique brand and image - a one-of-a-kind, high profile attraction for
business investors, new residents and tourists.
•
There would be a significant advantage for co-ordinating regional economic, land use
and other planning.
City Status Strategies
The recommended strategy is:
Strategy S1.1: Explore Rural-Urban Municipality
The Town and Rural Municipality of Nipawin (along with the incorporated villages if
interested) explore the potential for an amalgamated rural-urban municipality of Nipawin.
18
Strategic Area 2: Nipawin Downtown Revitalization
Where is Downtown?
Although there is no defined “downtown” district, there appears to be a general consensus
that the downtown exists between 2nd Avenue West on the east and the CPR rail line on the
west and begins at the intersection of 1st Avenue East and Maple Road West/6th Street on
the south and concludes at the intersection of 1st Avenue East and The Nipawin Road East
on the north.
Figure 10: Nipawin Downtown
It is difficult to revitalize any area of a community that does not have a clearly defined or
understood geography or boundaries.
This is particularly true of a business district if the business community that is resident in the
district does not share an identity and a purpose with the municipality and it’s Council.
There is a significant parcel of property bounded by the CPR rail line on the east, Nipawin
Road West on the north and Highway #35 on the south and west. While it is reportedly land
with some challenges it may be an appropriate area for the expansion of retail and
commercial businesses in the downtown area.
19
The Tourism Strategy recommends increasing the number of festivals and events in the
community generally and in the downtown specifically. While some of these can be held on
the streets in the downtown, some cannot be accommodated in the downtown street setting.
This leads to the following recommendations:
•
The business community and in particular Council should consider including Central
Park in a downtown Business Improvement District (the BID is recommended elsewhere
in this report). Central Park already hosts a number of public facilities and venues. It
should be a focal point for a number of the community activities and events
recommended in this report, such as festivals and sporting events.
•
Consideration should be given to moving the rodeo grounds and facilities to the land
described above that lies to the west of CPR rail line. It has been suggested that this
land is ill-suited to significant or intensive development it may prove ideal for a rodeo
venue.
•
Consideration should be given to relocating the Living Forestry Museum to Central Park.
The current location does not do the facility justice and militates against maximizing
tourist traffic. A location in the downtown would increase access for tourists and it would
lend itself to a variety of events and festivals.
What is Downtown?
The downtown is informally defined as a business district for retail and commercial
businesses and professional offices. In this context revitalization appears to mean retaining
existing businesses and offices and supplementing them with additional retail and
commercial businesses and professional offices. There does not appear to be any
expectation that the downtown would operate outside normal business hours.
Downtowns are often thought of as an area of concentrated retail, commercial and
professional businesses like Nipawin. The willingness of previous Councils to “Spot Zone”
based upon the interests of the developer and not necessarily the community has
contributed to the weakening of the community generally. The lack of commitment to the
zoning bylaw by the Council creates uncertainty in land uses and thus a hesitation to invest
in a particular building or property or area by the rest of the community.
In the long term a downtown based upon a limited definition of retail, commercial and
professional businesses and restricted hours of operation will have difficulty being
sustainable and successful. Communities across North America have struggled for decades
to reverse the decline of their downtowns. A significant number of any new businesses
considering Nipawin will likely be part of larger chains or franchises that have land use and
building plans that are designed somewhere else. They have a corporate image and
consequently they will tend to gravitate to highway properties on the edge of the urban
community rather than the downtown. Successful communities across North America have
vital downtowns. A vital is a persuasive argument for new businesses to locate downtown.
20
The downtown area does not have an obvious identity based upon heritage buildings or
landscaping characteristics, nor does it have a social or cultural mandate or identity. While it
would be possible and likely desirable over time to create an identity based upon
architectural features, through means such as architectural controls, it would not happen
quickly in any meaningful or pronounced way in the near future.
Who is Downtown?
There does not seem to be belief that downtown is a place to go for entertainment or social
activities currently for most community members. References were made on a number of
occasions to the downtown area being effectively handed over to youth after the end of the
business day. Apparently this situation contributes to the perception that the downtown is
not an area where the rest of the community would go after 6 p.m. Creating positive
activities for young people in the downtown would be a positive first step to redefining the
downtown.
There appears to be an undercurrent of anxiety in the larger regional community with
respect to the relationship between the non-Aboriginal community and the First Nations and
Métis communities. On a positive note, the community has a Partnership Agreement
between a number of businesses, First Nations communities, Métis communities,
educational institutions, the provincial and federal governments and the Town of Nipawin.
The absence of activities for some proportion of the youth of the community may be an
opportunity to engage the investment interests of the First Nations. This interest may be
strengthened given that a significant percentage of the youth found in the downtown after 6
pm are First Nations or Métis.
The combination of a movie theatre and a coffee shop that includes video games, pool
tables and a dance floor may provide youth in the downtown as well as other people with a
recreation opportunity that does not exist currently. A means of reflecting the interests of
young people in the scheduling of events or activities would also need to be developed.
It has been suggested that the First Nations communities around Nipawin may be interested
in investing in Nipawin. This combination of facilities may provide First Nations communities
with an investment opportunity as well as a means to bridge some of the negative attitudes
that have been identified in Nipawin.
Downtown Revitalization Strategies
The recommended strategies are:
Strategy S2.1: Establish a Downtown Business Improvement District
Establish a Downtown Business Improvement District entity composed of key stakeholders
that will define the boundaries of the Downtown Business Improvement District and create a
plan to develop the Downtown Business Improvement District that includes appearance and
brand, incentives, zoning, and a long-term development plan for the downtown district.
21
Strategy S2.2: Develop a Downtown Event Plan
The Town, the Downtown Business Improvement District, Tourism, and Recreation and
Culture collaborate on developing (i) a plan to restructure the downtown to better
accommodate events and festivals and (ii) a plan to increase the number of events and
festivals hosted in Nipawin.
Strategy S2.3: Undertake Youth Engagement and Activity
The Town, First Nations and Métis, youth and other key stakeholders develop a youth
engagement and activity strategy that would increase the recreational, social and cultural
options, places and activities for youth.
Key Actions
We recommend that the following Key Action be considered in the implementation of the
above strategies.
Key Action 2.1: The Mayor and Council convenes meetings with the business and property
owners in the downtown to do the following:
•
establish the level of commitment to the downtown as a community of business and
property owners;
•
establish the level of enthusiasm amongst the business and property owners for a
revitalization objective;
•
establish the level of interest in the creation of a Business Improvement District for the
downtown;
•
establish the geographic boundaries for such a downtown business improvement district;
•
define the municipality’s financial and operational support for such a downtown business
improvement district;
•
define the business community’s financial and operational support for a downtown
business improvement district; and
•
define the scope or range of activities that would or should occur in the downtown.
Key Action 2.2: The Town of Nipawin:
•
within one year, reviews the Zoning Bylaw and practices of Council to ensure that they
support the downtown business improvement district (This will provide stability for the
downtown);
•
considers the inclusion of Central Park within the downtown business improvement
district;
•
reviews the implications and relocates the rodeo grounds and facilities to the lands west
of the CPR rail line; and
22
•
conducts a review of the pros and cons of the relocation of the Living Forestry Museum
to Central Park.
Key Action 2.4: In the medium term (one to three years) the Council, in concert with a
Downtown Business Improvement District, develops a plan to enhance the downtown by
means of improvements to the streetscape such as:
•
trees placed in the sidewalk and flower pots placed along the street;
•
distinctive and unique benches and garbage receptacles along the sidewalk;
•
distinctive and unique street lighting; and
•
distinctive and unique signage, both municipal and commercial; and
•
architectural controls and incentives.
Key Action 2.5: In the longer term, the Town develops a downtown viability and renewal
plan, in concert with a Downtown Business Improvement District, that considers such things
as:
•
encouraging other forms of business, such as bars and restaurants;
•
mixed use developments including residential; and
•
commercial or retail developments and a movie theatre to locate in the downtown.
Key Action 2.6: The Town and the Downtown Business Improvement District conduct a
study to review the feasibility and approaches for the adoption of architectural controls for
the facades of buildings with respect to major renovations or new construction.
Key Action 2.7: The Town and the Downtown Business Improvement District review
alternatives regarding the adoption of incentives to encourage and accelerate the
transformation of the facades of downtown buildings.
23
Key Action 2.8: The Mayor and Council convene meetings with the business and property
owners in the downtown to do the following:
•
encourage events in the downtown, by either:
o
closing one or more blocks of 1st Avenue West or some of the streets east or west of
1st Avenue West for a period of hours, or
o
by using Central Park;
to host events or festivals such as cultural celebrations, public holidays, outdoor
concerts, sales, charity fund raisers, etc.
•
Providing a facility for youth to assemble and engage in various forms of recreation that
might not otherwise be available to them after 6:00 p.m. such as, a video arcade, pool
tables, coffee shop, dances, cross cultural events, etc.
We strongly recommend that these meetings should involve the First Nations and Métis
communities around Nipawin.
24
Strategic Area 3: Professional Recruitment
Comparison with Other Centres
A concern has been expressed about whether or not Nipawin is holding its own with respect
to the number of professionals compared to other nearby equivalent municipalities such as
Melfort and Tisdale. Also, there was a concern with the age of some of the professionals
and the need for the continuation of their practices when they cease to practice.
The following chart provides the number of offices and the population per office for several
categories of professionals in Melfort, Nipawin and Tisdale. The number of professionals per
office was not consistently available.
Physician
Dentist
Nipawin
Melfort
Tisdale
3
3
1
2
1
1
Nipawin
Melfort
Tisdale
1700
2000
3500
2500
6000
3500
Optometrist
Chiropractor
Lawyer
Number of Offices
1
1
3
2
3
4
1
1
2
Population per Office
5000
5000
1700
3000
2000
1500
3500
3500
1700
Accountant
Pharmacy
Total
5
3
4
3
4
3
18
20
13
1000
2000
900
1700
1500
1200
The results of the analysis show that Nipawin has almost as many professional offices as
Melfort, despite being a smaller community. The data does not indicate a pronounced
shortage of professionals in Nipawin compared to the two other communities, with the
possible exception of chiropractors. Informal reports indicate that some of the professionals
may be nearing retirement age. The community could lose services unless the current
professional has a succession plan or is able to sell their practice.
Retaining the patronage of neighbouring communities in Nipawin is a critical factor in
Nipawin holding its own and growing relative to communities such as Melfort and Tisdale.
Elsewhere in the province communities have declined when the residents of the trading area
choose to access services and goods in another community outside the trading area. If an
existing service centre becomes unresponsive or unwelcoming to its neighbours, they take
their business elsewhere. It is extremely difficult to win back the hearts and minds of those
customers after they have decided to spend a few more minutes in their vehicle; particularly
if the new service centre appears to welcome them.
25
Professional Recruitment Strategy
The recommended strategies regarding professional recruitment are:
Strategy S3.1: Support Business Succession The Chamber of Commerce and the
regional economic development partnership authority implement a business succession
program to assist professionals and other business persons wishing to retire or sell their
business.
Strategy S3.2: Establish Accommodation for Young Professionals. The Regional
Economic Development Partnership Authority will develop a plan to establish alternatives for
rental and starter housing for young professionals who may be interested in locating in
Nipawin.
26
Strategic Area 4: Tourism Destination Area
The Nipawin Economic Development Committee commissioned a tourism strategy in 1986.
The report was delivered in April, 1987. An update was provided in 1991.
The 1986-87 report addresses the accommodation needs for the Nipawin region and
promoted many of the aspects of the tourism industry that are accepted realities of tourism
in Nipawin today. It also highlighted the variety of historic and nature sites as tourism
opportunities to be developed by the region. In addition it identified Key Actions with respect
to festivals and events.
1987 Primary Initiatives
Tobin Lake - South Shore - increase the capacity of the existing resort
Accommodation for 20 guests
Marketing program for weekday guest in non peak months
Develop events for families etc, in conjunction with Winter Festival and Autospiel
for winter weekend and holiday periods
Tobin Lake - North Shore - development of a four seasons resort
Tobin Lake - Houseboat and Cruise boat operations - low priority
Tobin Lake - involvement of resort operators in tourism organization
Nipawin - improved hotel/motel accommodation
Nipawin - indoor pool and leisure orientated amenities in hotel/motel
Nipawin - involvement of hotel/motel operators in tourism organization
Nipawin - Nordic Centre and ski trails and enhanced Winter Festival
Region - 20 weekend off peak events/festivals - 25 overnight visitors
Region - 15 work week off peak conventions, meetings - 15 overnight
Region - tourism committee responsible for marketing
Region - develop “brand” name for the region
Region - develop a regional promotion publication
Region - Tourism committee fund the following kinds of activities
Attend Canadian and U.S. sports shows
Publicity tours within Saskatchewan
Target marketing to niche markets/organizations i.e. naturalists
Subsidize visits by travel/nature/sports writers
Partner with similar events in other communities
Secondary Initiatives
Nipawin Golf Course as a top quality 18 course
Amalgamated operations
Promotion of course and Evergreen Centre for meetings
Increase sporting and related activities in non peak seasons
Codette Lake - 4 seasons resort at lake
Development/promotion of outdoor recreation tours/package holidays
Tobin Lake - marina and boat rental facility
Develop a Master Plan for the Nipawin Museum
Creation of Codette Lake Provincial Park
Tourism Signage system
Tourism Message/Information Transmitter
Francois - Finlay Observation Point access clean up and landscaping
One Tourism Committee of the Nipawin and District Chamber of Commerce with
subcommittees
Convention Group
Sports and Events Group
Development Group
Evolving into a regional tourism committee
With a regional brand and common promotions
27
2010 Status
Exceeded
More than 20
Achieved
South shore
achieved
Achieved
Achieved
Achieved
Achieved
Not yet
Achieved
In part
Achieved
Achieved
Achieved
Achieved
In part
Achieved
Not yet
Not yet
In part
In part
2010 Status
Achieved
In part
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Not yet
Achieved
Not yet
Minimal
Not pursued
The 1991 update identified objectives with respect to an events strategy, marketing and
promotion and further lakeshore, river bank and Nipawin and area accommodation
developments as well as tour packages and the Nipawin Living Forest Museum.
1991 Primary Initiatives
Continued efforts to raise occupancy rates
Encourage winterized south shore facilities/add north shore facility
Codette Lake - 4 seasons resort
Development of Regional Park accommodations (fixed roof)
Nipawin Golf Course as a top quality 18 course
Amalgamated operations
Promotion of course and Evergreen Centre for meetings
Increase sporting and related activities in non peak seasons
Development/promotion of outdoor recreation tours/package holidays
Develop a Master Plan for the Nipawin Museum
Consider renaming it “The Living Forest Museum”
Events and Convention Strategy
20 weekend off peak events - 25 overnight visitors
15 work week off peak conventions, meetings - 15 overnight
10% annual increase thereafter
Support and hire part time Events Co-ordinator for
Elks’ snowmobile event
th
300 anniversary of Henry Kelsey
Pike Festival
Develop/Implement a Marketing/Promotions Strategy
One Tourism Committee of the Nipawin and District Chamber of Commerce with
subcommittees
Convention Group
Sports and Events Group
Development Group
Evolving into a regional tourism committee
With a regional brand and common promotions
Engage Cumberland House and First Nations and Hudson Bay
2010 Status
Achieved
Achieved
Achieved
Achieved
Achieved
In part
Achieved
Achieved
In part
Achieved
Achieved
Achieved
but
benchmarking
required
Not yet
No longer
Passed
On going
Achieved
Not pursued
Secondary Initiatives
Expand/improve Nipawin Regional Park Campground
Expand Nipawin Regional Park Marina
Employ an Events Co-ordinator, at least part time
Provide a “800” toll free number for north central states
Establish a single board for the
Living Forestry Museum,
Evergreen Centre and
Nipawin Regional Park
Establish a hospitality/service training program at Cumberland College
2010 Status
Achieved
Achieved
Not yet
Achieved
Not yet
Achieved
As part of this 2010 study, members of the tourism business community were invited to a
forum to discuss current issues and opportunities in the Nipawin region.
The forum addressed four questions:
•
What are the tourism trends?
•
What are the growth opportunities?
•
What are the challenges?
•
What are the ideas worth pursuing?
28
Trends
Tourists to Saskatchewan from both Canada and the United States:
•
tend to be older than the typical tourist in Canada, be “empty nesters” and are
predominately male. They tend to come to Saskatchewan for hunting and fishing.
•
are looking for locations that convey personal safety and health;
•
are also looking for destinations that have convenient access by car;
•
are looking for destinations that offer the prospect of stress reduction, rest and
relaxation;
•
are looking for destinations that offer opportunities to build relationships with family
members and friends;
•
are looking for destinations that provide a unique place in a Canadian history landscape,
culture and people;
•
are looking for activities such as fishing, hunting, RV and general touring. These tend to
be small segments of the tourist market and the Nipawin Region has a solid reputation in
these areas;
•
are looking for exhibits and attractions that emphasize historic events and heritage.
There are more than five times as many Americans who seek out these activities than
there are American hunters;
Tourists from the United States:
•
are looking for a variety of interesting options without requiring a fixed schedule.
Tourists from Canada:
•
are increasingly coming from Alberta and Manitoba with significant potential existing in
Ontario and British Columbia. Again these tourists are more likely to participate in
outdoor activities, events and games, fairs and festivals. They are interested in
educational, historical and aboriginal cultural experiences.
29
Opportunities
•
There are 4 times as many American tourists who seek out festivals and events as their
destination compared to the number of American hunters. There is a very broad
definition of festivals and events from music to folk arts to cultural events such as Pow
Wows and rodeos to fishing derbies and other sports.
•
Tourists to Saskatchewan from Canada are looking for destinations that offer cultural
and educational activities and entertainment. Examples would be historic exhibitions,
performing arts events, festivals and other events, theme parks, and sports events.
•
There are more than twice as many American tourists who travel to seek out natural
“wonders” as Americans who travel for hunting.
•
Tourists typically purchase unique items while on vacation that will remind them of their
experiences when they return home. These items can become a continuing marketing
tool for the Nipawin region as they may be on display in the tourists’ home or workplace.
•
Tourists look for a variety of dining experiences from fast food to family meals to more
refined menus. In addition they are prepared to sample local or authentic meal choices.
Challenges
•
Tourists to Saskatchewan from both Canada and the United States who are looking for
hunting opportunities are a niche market that evokes a negative reaction among a much
larger segment of the population. Hunters represent about 4% of the American market.
Ideas Worth Pursuing
Tourists to Saskatchewan from both Canada and the United States respond to niche
marketing and Internet-based communications. The internet is the most common source of
information for tourists coming to Saskatchewan.
•
The implication of this profile suggests that the Nipawin region should develop a cost
effective approach to reaching markets that includes present activities plus a regional
internet site, a regional brand and the pursuit of specific markets with targeted
marketing.
Tourism businesses in the Nipawin region would benefit from collaborative and co-operative
efforts within the region as well as achieving the maximum benefit as a region in working
with Tourism Saskatchewan.
•
The implication of this profile suggests that tourism in the Nipawin region would not only
be enhanced as a destination, but would also have a greater influence in Tourism
Saskatchewan as an effective united voice on provincial tourism campaigns and
strategies.
30
Tourists to Saskatchewan from Canada are above average users of the Internet in planning
and booking their travel followed by travel media. Tourists to Saskatchewan from the United
States are above average users of travel media and slightly less active users of the Internet.
•
The implication of this profile suggests that a strong regional integrated web site(s) is
key to reaching the Canadian markets while Americans can be reached through
audience specific travel media.
The Nipawin and District Regional Park is host for a number of international events, as well
as a general increase in the number of tourists visiting the park. The park has been
regularly enhanced and expanded over the past twenty years. The deteriorating condition of
the access road is becoming a deterrent to both current and anticipated tourism traffic.
•
The implication of this profile suggests that efforts should be made this year to find
funding sources for the necessary repairs and upgrades to the access road.
Observations
•
Tourism in the Nipawin region is narrowly defined as the front line of tourist attractions
(beds and boats). A number of businesses in the Nipawin region that benefit directly and
indirectly do not appear to define themselves as being in the tourism business. Their
exclusion from the tourism group may in fact be instrumental in defining who is and who
is not a part of the tourism industry.
•
The tourism community should broaden its membership to include those businesses that
benefit indirectly such as restaurants and retail businesses inside and outside the Town
of Nipawin and in particular engage the First Nations and Métis communities.
•
Those individuals who are engaged in the arts and crafts industry appear to be
completely forgotten in the discussion of tourism. An item produced and sold in the
Nipawin region is a constant reminder and promotion of the Nipawin region.
Tourism Destination Strategies
The recommended strategy for tourism destination is:
Strategy S4.1: Establish a Regional Tourism Partnership Authority
The Town, villages, rural municipalities, First Nations, Métis, and business stakeholders form a
Regional Tourism Partnership Authority to develop and implement a broader-based strategic
tourism plan for the region.
NOTE: We have recommended a tourism partnership authority and an economic development
partnership authority. If the decision is to proceed with both these recommended partnerships,
our further recommendation would be that the two entities share resources and work in
close co-operation.
31
Key Actions
We recommend that the following be considered in the implementation of the above
strategy.
Key Action 4.1: The Mayor and Council convene a meeting of representatives from the:
•
municipalities within the region,
•
First Nations communities,
•
Métis communities,
•
youth, and
•
businesses from the following categories:
o
accommodations for tourists, camping, RVs, cabins, hotels and motels;
o
retailers who sell goods and services to tourists; and
o
event, festival and attraction organizers, including artists and artisans;
– with the objective of establishing a Regional Tourism Partnership Authority that reflects the
principles of a mutually beneficial partnership in which all partners have equal voice.
Key Action 4.2: The Town commits to the provision of an annual grant to the tourism
partnership authority.
Key Action 4.3: That the Mayor and Council support a regional perspective by encouraging
the Regional Tourism Partnership Authority and the Regional Economic Development
Partnership Authority share resources, where appropriate.
Key Action 4.4: The Regional Tourism Partnership Authority establishes a membership fee
structure that is reflective of the various types of membership, such as small and large
municipalities and communities and the industry, such as small and large businesses as
well as a consideration of a surcharge on rental fees.
Key Action 4.5: The Nipawin and District Regional Park partners pursue funding for
necessary upgrading of the access road to the park. It is recommended that the Town of
Nipawin support the current application by the Rural Municipality of Nipawin for funding of
the necessary repairs and upgrades to the road.
32
Strategic Issue 5: Transportation and Links to
Markets
The critical transportation modes for economic and tourism development in the region are
road and rail. While air transport may be important in the future, it was not identified as a
priority at this time.
Rail
There are two rail carriers in the area.
First, Canadian Pacific Railway (CPR) runs to Nipawin from Tisdale serving primarily, but
not exclusively, the Bunge Canada plant just South of Town.1 Train service is three times
per week. A spur line of 883.9 meters (2,900 feet) runs north and west of Nipawin into an
industrial site.
CPR indicates that the Branch line from Tisdale to Nipawin is relatively expensive to operate
and it may be more cost effective for CP, and by extension its customers on the line, if a
short line operator purchased it. The rationale would be the lower cost structure of short
lines. CP has indicated that, based on the right business arrangement, the Nipawin CPR line
could be sold to a short line operator.
From CPR’s perspective this is not a question of abandonment. That being said, the CP line
is considered part of the Prairie Branch Line Network and is subject to related Transport
Canada regulations.
Second, the Torch River shortline runs from Nipawin to Choiceland. Torch River Rail Inc.
purchased the 45 km rail line and commenced operations in 2008. The municipalities of
Nipawin, Choiceland, White Fox, and the RM of Torch River, plus 42 other shareholders
formed the short line corporation.
The short line primarily provides services to agricultural producers. There are some growing
expectations that the area diamond mine, if developed, will result in an increase in the traffic
flow on the short line.
1
Bunge Canada is a large buyer and processor of canola and flax and Nipawin is home to a purchasing centers
and processing plants. The presence of Bunge in Nipawin has made the Nipawin area one of the province’s
leading canola producers, and is Nipawin’s single largest employer, giving Nipawin a strong industrial base.
33
Figure 11: Rail Service
Highways
Nipawin is located on blacktop highways (Highways #35 north-south; #55 east-west) with
direct access in all four directions. The communities of the trading area are connected by
primary and secondary highways. The Saskatchewan Ministry of Highways and
Infrastructure maintains a full time depot in Nipawin.
Highway No. 35 south to Tisdale is considered a full stage primary highway and is not
subject to annual weight restrictions. Highway .#55 east and west of Nipawin is considered a
second stage primary highway and is subject to secondary weights during the months of
April, May and June.
There are no plans at the present to upgrade these highways in the short term. (There is
expected to be some work in the Shoal Lake area to bring portions of Highway No. 23 up to
second stage primary status.)
The need for infrastructure upgrades to sections of Highway #55, #9, and Manitoba Highway
#283 (Gateway Keewatin Western Canadian Inter-Provincial Trade & Travel Corridor) have
been considered necessary for increased tourist and industrial activity in the Nipawin area.
34
Figure 12: Highway Classes
With respect to potential biomass based ethanol development, the report on biomass (see
below) indicates that 200,000 tonnes of feed stock will be required by the plant. The study
notes that current secondary roads limiting haul capacity from the forest include Highway
#6, for fibre from the Fort a la Corne Forest, and Highway #55 from the Pasquia-Porcupine
forest. Sufficient primary roads are available to haul ethanol to market with minimal
constraints
Town Truck Route
Associated Engineering provided a Pre-Design Report on Truck Route Improvement to the
Town in March, 2001. The report reviewed several options to improve truck traffic through the
Town of Nipawin from the north and recommended that a route along Railway Avenue be
adopted. The adoption of this route would require some changes to the street to improve the
intersection with the old Highway #55, the introduction of a left turn lane, and improvement to a
pedestrian crossing.
35
Figure 13: Proposed Truck Route
The Associated Engineering report listed several key actions:
•
Apply for project funding with the Prairie Grain Roads Program.
•
Initiate land negotiations and secure land required to accommodate the relocated
intersection of Railway Avenue and old Highway #35.
•
Implement a left turn lane for north bound traffic on 8th Street West at the intersection of
old Highway #35.
•
Implement pedestrian crossing improvements at the intersection of Railway Avenue and
Centre Street.
•
Relocate the intersection of Railway Avenue and old Highway #35 to the east of the
existing intersection.
36
There are some residents who oppose a route through Nipawin and would rather have a
truck by-pass route. While a by-pass may be the preferred option in the very long-term, the
analysis indicates that this is not viable in the shorter term, and the need for a safe and easy
to navigate truck route is needed. In addition, a bypass would have a negative impact on the
downtown by drawing business away to the bypass.
Gateway Keewatin Western Canadian Interprovincial Trade and
Travel Corridor
The establishment of the trade corridor could transform Nipawin from a point at the end of the
line to a major service centre along the trade corridor that would link northern Manitoba to
Saskatchewan and Alberta, and to the Yellowhead Highway to British Columbia and the
western sea ports.
Figure 14: Western Trade Corridors
The potential for the establishment of the trade corridor means that Nipawin needs to
consider where it would locate service centres for trucking, accommodations, food services
and other travel and hospitality services to optimize the business potential from the corridor.
37
Transportation Strategies
We recommend the following:
Strategy S5.1: Develop a Town Truck Route
The Town establishes a Truck Route Planning group to plan, identify funding and implement
a safe and easy-to-use truck route through Nipawin to address the issues identified in the
Associated Engineering truck route report.
Strategy S5.2: Expand the Shortline Railway
The Torch River Shortline Railway develops a contingency plan in the event that the CPR
decides to move forward with its “inclination” to sell the Tisdale to Nipawin branch line.
Strategy S5.3: Consider Transportation Corridor in Planning
The Town and Rural Municipality of Nipawin, along with other municipalities along the routes of
the corridor, conduct an analysis to identify the types of trucking and travel service businesses,
and the ideal location for such businesses that may be needed for the region to fully optimize
on the traffic in the trade corridor. This analysis is used to inform the zoning and land use plan
so that it includes the capacity to accommodate these potential business in convenient and
appropriate locations.
There is some indication that the services for the trucking industry could be improved in the
near term, which could increase the number of truckers who stop for services in Nipawin.
38
Strategic Area 6: Infrastructure
Infrastructure includes water and sewer, solid waste, natural gas, electricity, and land
development.
Water, Wastewater and Solid Waste
Soil Impacts
Nipawin has a soil base that is relatively kind to in-ground and surface supported
infrastructure. The largely sand based soils have resulted in a longer than usual lifespan and
lower than average maintenance costs for in-ground water and wastewater related
infrastructure.
Potable Water Infrastructure
Nipawin’s water supply is from five wells and has a total of 1.1 million gallons (5,000,490
litres) of underground storage. Present daily consumption averages approximately 400,000
gallons (1,818,400 litres) with peak days (summer) reaching a high of approximately
600,000 gallons (2,727,600 litres). There are 38.8 kilometres (24 miles) of water mains plus
1,900 water meters and 139 fire hydrants.
The in-ground infrastructure is in relatively good condition because of local soil conditions.2
However, the Town’s water storage facility and water treatment plant have outlived their
useful life and will require replacement in the short term. This replacement is required
because of a combination of age, condition and a reduced ability to meet new regulations.
The replacement is not directly related to any anticipated growth.
A large industrial need identified before final design and construction of the major water
components would be accommodated in a more efficient and less costly manner than if they
came after the new facilities were operating and retrofitting was required.
Based on new provincial water regulations, there was a water system assessment done in
2005. Based on this assessment, a master plan with an estimated cost of $23.3 million over
five years has been developed to address issues identified in the assessment. The plan has
been tabled but not yet approved by the Town. To help deal with related costs, it is
anticipated that the Town will need to develop and implement a new water rate structure in
order to meet this need and to provide for future financial capacity to replace the new
system when it requires replacement.
2
For example the water system typically only has one or two breaks per year. This is a direct result of good soil
stability.
39
Sewage Treatment
The Town’s sanitary sewage is treated by a 180 acre sewage lagoon and is discharged in
early spring and late fall into the Saskatchewan River.3 Nipawin has 33.4 kilometres (20.75
miles) of sanitary sewer mains.
Solid Waste
Solid waste is handled by the Town and uses a regional landfill. The regional landfill lacks a
formal approved plan to guide its use and development. Consequently, potential additional
users such as Red Earth First Nations and perhaps large industrial users would trigger the
need for a significant assessment and plan. This is a significant infrastructure issue for the
community and the region.
Natural Gas and Electricity
Natural Gas
SaskEnergy provides natural gas service to residential, commercial and industrial customers
in Nipawin. Natural gas is transported to Nipawin through a transmission system from
Tisdale to the Town border station, which has a rated capacity of approximately 12,000
cubic meters per hour.
SaskEnergy indicates that there are no pending challenges with the local gas supply
infrastructure, that peak supply and capacity to the Town is sufficient for the foreseeable
future as far as residential supply is concerned, and that there may be a requirement for
looping the residential supply depending on the development. Looping is done to optimize
supply parameters, such as pressure, etc.
With respect to industrial development, SaskEnergy indicates its business model can
accommodate increased industrial need and would be based on a case by case analysis
and agreement with the commercial proponent.4 SaskEnergy noted that an ethanol plant
would fit withinthis approach.
Electricity
Electricity is supplied and distributed by SaskPower to Nipawin and surrounding area.
Distribution is handled through a network of transmission lines and transformers that serve
the residential, commercial and industrial customers. Nipawin is fortunate to be located next
to a hydro power dam owned and operated by SaskPower, eliminating concerns about
sufficient supply.
3
4
Regional wastewater treatment is provided by SaskWater.
SaskEnergy contact is Sandy Korczak Regional Business Manager, Prince Albert.
40
Land Development
Nipawin considers its growth and development options to be significantly limited. It has
some land within its borders suitable for residential and industrial development; however,
expansion to the south and west is challenged by the prospect of difficult if not intractable
negotiation issues with the existing land owner.5
Failing a negotiated settlement with the existing landlord, the Town would be required to go
through the annexation process. It is recommended that an “annexation process map” for
the Town be developed to support its decision.
Residential
There are no infrastructure bottlenecks related to residential development.6 There is a need
for a financial plan that includes cost-of-service pricing for serviced lots.
Commercial, Industrial
There is land zoned commercial in Nipawin. However, none has been designated or zoned
as an industrial park. Two pieces of commercially zoned property of a notable size are
behind and across from the Nipawin Co-op Complex on Highway #35 on the southern edge
of the Town.
There is water and wastewater infrastructure close to the above sites. However, neither of
the sites are developed. The infrastructure need for an industrial park can only be
determined with considerations of the load demand of the tenants.
Gas and power are located next to potential industrial park sites and would be subject to the
usual land development servicing processes.
There are a number of parcels of land that could be considered for industrial development:
•
the land west of the the CPR line, south of Nipawin Road West and east of Highway
#35;
•
the land west of Highway #35, south of the Torch River Rail Line and east of the
Saskatchewan River and north of Denton Drive and Connel Street; and
•
the land north of Nipawin Road West east of Gordon Street and east of the
Saskatchewan River.
As described elsewhere in this report it has been recommended that the Living Forestry
Museum be relocated to Central Park from the second parcel listed above. These three
parcels of land have access to Highway #35 as well as the Torch River Rail Line. In
addition, they are close to the recommended truck route.
5
Spot-zoning in the past was common. This has resulted in a patchwork of intermixed residential and
commercial lots in many locations.
6
Residential land has been described as “shovel ready” meaning infrastructure is in place.
41
Infrastructure Strategies
The recommended strategies are:
Strategy S6.1: Develop a Water and Wastewater Infrastructure Plan
The Town develop a plan for the development, maintenance and sustainability of their water
treatment and supply system and their wastewater treatment system that identifies their
current capacity, potential demands from industrial development, a readiness for
development and a staged approach to development that can readily accommodate
potential industrial development in the region. (We understand that the plan for the current
and projected residential needs will soon be completed. However, the plan for potential
industrial needs has not been addressed at this time.)
•
These upgrades need to be done in such a manner that they can be upgraded to
support a large industrial development such as an ethanol plant. For example, additional
space on the plant for another treatment line, ability to increase pump size and capacity
when required and so on. The Nipawin Biomass Ethanol Project should be consulted in
the development of the plan because ethanol processes have unique requirements
when it comes to water supply.
•
The Town establish a strategy and implementation plan for water rates and structure to
ensure the long-term sustainability of the system through long-term capital reserves
financed by fees and charges. The utility rates and the rate structure need to reflect user
characteristics such as continuous and peak demand to ensure those who use the
capacity pay for the costs.
Strategy S6.2: Establish a Regional Solid Waste Management Partnership
The Town of Nipawin, the Rural Municipality of Nipawin, Red Earth First Nation, and, ideally,
the other rural and urban municipalities in the region form a Regional Solid Waste
Management Partnership to plan, in collaboration with SaskWater, for the development and
operation of a regional solid waste management system for the region.
Strategy S6.3: Form a Regional Land Development Plan
That the Towns, villages, and rural municipalities of the region develop a common land
development plan and common zoning regulations to support industrial development in the
region.
•
SaskPower and SaskEnergy should be involved in their infrastructure and industrial
planning so that any gaps with respect to gas and power can be addressed by either
SaskEnergy or SaskPower as part of their business model.
•
The land development plan should include a pricing structure that takes into account all
the related opportunity costs and risks, including water, sewer, roadways, fire protection,
recreation, etc.
•
Consideration should be made of three parcels of land between the Saskatchewan River
and the existing developed Town site.
42
•
A staged approach may be considered in which land development is staged as the
demand requires. This avoids a “field of dreams approach” which can saddle the
communities with significant sunk costs.
•
Twin Lakes Community Planning Association could be the forum to identify and act upon
the regional land development plan as part of a sustainable Community Action Plan for
the region. This has merit across the region’s municipalities regardless of any potential
merger of the Town and Rural Municipality of Nipawin.
43
Strategic Area 7: Mining and Oil/Gas Service Centre
Mining and Oil and Gas Activity
The Nipawin area is on the fringe of diamond exploration and planned production and
nearby potential coal mines of the future. While mining exploration may someday extend
directly to the Nipawin area it has not yet reached that far and may not for many years if it
does. Oil and natural gas potential in the Nipawin area has also yet to be realized. While the
potential exists for exploratory success, it may be years before this is realized if it is at all.
However, in all cases potential does exist. In addition, Nipawin is close to mining activity that
holds great near future promise.
Industrial Parks
A number of interviews were conducted with industry and with other communities that had
developed successful industrial parks. There were many similar responses to the interviews.
In some cases the desires and needs of the industry groups aligned nicely with the intent,
policies, plans, and support of the cities/Towns. In other cases it was clear that industry’s
desire and needs reached beyond the ability of the cities/Towns to meet.
Connecting roads have great value to the industry. Existing road infrastructure connecting
diamond mining will certainly assist Nipawin’s growth initiative as a mining industry centre.
The roads may also open up opportunities for other mining, oil, and natural gas exploration
and development. Without suitable road infrastructure services, transport, and workers
would be considerably disadvantaged.
Finally, the value of Nipawin as a gateway to the outdoors is a drawing card to many
industries wishing to serve smaller centres and rural industrial development while attracting
and retaining staff and families to or from the community. The value of this cannot be
understated and industrial park development needs to be supplemented with excellence in
community development within and outside the boundary of Nipawin. Fishing, hunting,
hiking, camping, ATVing, snowmobiling, and a clean and sustainable environment are
attractors that will not be overlooked by industry. Care needs to be taken to develop the
whole of Nipawin to attract and retain workers for this stable, engaged workforce will often
be a significant influence to decisions for a business to locate in a given community.
The discussions with cities/Towns led to the following recommendations regarding the
development of an industrial park for the mining and oil and gas industries:
•
Municipal tax incentives to attract industry/business;
•
Infrastructure necessary to attract and support business;
•
A supportive municipal government;
•
Access near major highways rather than through city/Town side streets;
•
Appropriate zoning for future growth;
44
•
A stable workforce;
•
Affordable housing;
•
Off hours entertainment; and
•
Attraction of local indoor and outdoor activities;
Discussions with industry and business led to the following recommendations regarding the
development of an industrial park for the mining and oil and gas industries:
•
Proximity to major target business;
•
Infrastructure necessary to support their business;
•
Access to highways;
•
The necessary support businesses that will ensure their business can be served for
maintenance, supplies, and transport;
•
A stable and available workforce;
•
Attractive surroundings and activities for families;
•
Out of work hours entertainment;
•
Support from the aboriginal community and governments;
•
A supportive municipal government; and
•
Clear business friendly zoning to enable business to thrive.
The findings are relatively consistent from location to location and business to business.
Communities with strong service industry industrial parks have successfully developed in a
manner that supplements local service businesses with specific sectoral service and support
businesses. The industrial parks have developed successfully over time by ensuring that the
industrial park is grounded in businesses that serve current business and then advancing
their growth agenda. The oil, natural gas, and mining sectors look for strength in the local
economy and businesses to provide the necessary secondary and tertiary services that they
require to maintain their ongoing operations.
Continued industrial park support by the existing service and maintenance businesses is the
necessary first step. The local business community should be regularly reminded of the
need to jointly market their services and ensure sectoral businesses understand the full
suite of businesses currently supporting the industrial park.
45
Nipawin would benefit from exposure and involvement with the oil, natural gas, and mining
sector industry groups as well as continued involvement in regional economic development
associations.
Cities/Towns that have successfully developed their industrial parks have done so with
clarity of goal. While opportunities were developing in the sector each took an active role in
ensuring they developed working relations with the industry and probable businesses, each
community prepared their facilities and community to provide the support required. This
included ensuring hotels, restaurants, roads, and utilities understood the specific needs of
the industry.
Town planning is a complex engineering issue. Experts in Town planning are trained and
skilled in developing these plans and the best planners determine future needs based on
ongoing consultation with industry they are mandated to attract while serving existing local
business with excellence.
There are a few businesses that are presently active in the mining sector in the nearby area.
Most notably are Shore Gold and GoldSource Mines. As Shore Gold’s activities are primarily
North West of Nipawin and GoldSource’s are primarily south east of Nipawin this presents
both a challenge and an opportunity. The challenge is the draw of closer communities. The
opportunity is for Nipawin to be the industrial centre for both drawing on the benefits of both
mines having their industrial, service and support businesses central to these efforts.
Nipawin would benefit greatly from advancing the joint benefits of a mining service and
support community to both Shore Gold and GoldSource.
Mining/Oil/Gas Service Centre Strategies
The recommended strategies are:
Strategy S7.1: Establish an Industrial Park Development Group
The Economic Development Partnership Authority creates an Industrial Park Development
Task Group, composed of key industry and local government stakeholders, to prepare and
oversee a plan for the development of an industrial park in the Nipawin area, an incentive
program, zoning regulations, utility access and readiness, and potential marketing and
promotion.
Strategy S7.2: Undertake an Industrial Utility Assessment
Conduct the assessment of the current readiness of the municipal and provincial utility
systems for industrial development generally and the establishment of an industrial park in
the Nipawin area.
Strategy S7.3: Develop an Industrial Service Marketing Plan
Develop and implement a multi-component Industrial Service Marketing Plan, including a
high-touch relationship building, that promotes the centrality and ease of access of the
Nipawin area to the regional mining and petroleum initiatives in the north-east sector of
central Saskatchewan, the strengths of current services in the area, and the natural wonders
and quality of life of the region.
46
Strategy S7.4: Establish a Community Trust or Foundation.
The establishment of a community or regional foundation that can enable donations from
businesses to enhance the social, cultural, recreational, and lifestyle activities in the
communities of the region.
Key Actions
We recommend that the following Key Action be considered in the implementation of the
above strategies.
Planning
Key Action 7.1: The Regional Economic Development Partnership Authority:
•
Partner with the provincial government on issues of resource development planning.
•
Seek representation and active participation on Enterprise Saskatchewan’s growth
agenda.
•
Work with SaskPower to ensure the power requirements can be fully met on the basis
on consultations with industry.
•
Work with SaskEnergy to prepare to enable quick response to any future required
pipeline system enhancements to enable industrial feeds to mines and production of
natural gas or coalbed methane in the future.
Key Action 7.2: The communities of the region ensure that a Municipal Planner with a clear
business industrial park growth mandate with skills in consultation, marketing, and
relationship building is in place and able to translate identified industry needs into short and
long term planning decisions.
Key Action 7.3: The Town and Rural Municipality of Nipawin ensure that utility services to
the industrial park are adequate based on consultation with industry;
Marketing
Key Action 7.4: The Town of Nipawin develop mayor, Town manager level relationships
with business executives and managers of Shore Gold, Vaaldium Resources, and
GoldSource Mines.
Key Action 7.5: The Regional Economic Development Partnership Authority promote
Nipawin as a geographically central industry service and support location from which to
service Shore Gold, Vaaldium Resources, and GoldSource Mines.
Key Action 7.6: The Regional Economic Development Partnership Authority host leaders
and decision makers from Shore Gold, Vaaldium Resources and GoldSource Mines in the
Nipawin community to showcase all that Nipawin has to offer.
47
Key Action 7.7: The representatives of the Regional Economic Development Partnership
Authority attend mining conferences with booths and information that promote the message
that Nipawin is the place to do business, is central to diamond and coal exploration and
planned mining.
Key Action 7.8: The Regional Economic Development Partnership Authority collaborate
with the Chamber of Commerce to organize existing businesses to package a message
regarding the strength of the current service and support industries.
Key Action 7.9: The Regional Economic Development Partnership Authority include in their
promotion to business and industry, the outdoor lifestyle, recreational opportunities, and all
that Nipawin has to offer their staff and families.
Policy
Key Action 7.10: The Town and Rural Municipality of Nipawin:
•
Approve a suite of municipal tax incentives in preparation for discussion with industry
(should they be needed).
•
Consider preparing, or promoting private business to prepare a range of shop and field
office concepts that are pre-approved by Councils and able to be quickly built to draw
business to the industrial park.
Community
Key Action 7.11: The Town of Nipawin and the business community develop and maintain
strong relationships with First Nations and Métis communities and supportive First Nations
and Métis governments. This requires continued efforts of all in Nipawin. Industry has made
it clear that this is a priority for any locale in which they operate.
48
Strategic Area 8: Biomass Development
Changes in Forestry
Forests cover more than 50% of Saskatchewan’s land base. Fully 54% (38.4 million
hectares) is forested. South of the Churchill River is Saskatchewan’s commercial forest
region that extends to where the forest fringe and parkland meet. The commercial forest
covers about 12.7 million hectares and accounts for about 19.5% of Saskatchewan’s land
base.
Saskatchewan’s forests once supported major pulp mill, sawmills and plywood /oriented
strand board (OSB) operations. Today many of the facilities are closed and await both a
market turnaround in the USA and a redevelopment of the sector to utilize wood fibre that
once was consumed by the pulp industry.
The permanent closure of Domtar’s Prince Albert pulp mill means that a home for wood
chips and wood residue must be found to support a reopened sawmilling sector, for sawmills
rely upon these sales for a significant revenue stream. Fortunately, the emerging bio-energy
industry may be able to take the place of the pulp mill. Opportunities now under examination
include wood pellet production, direct in-bush harvest of chips to supply the pulp mill in
Meadow Lake, ethanol production and biodiesel development. Opportunities also are
emerging in Saskatchewan’s agricultural area to grow trees as part of commercial crop
rotation – for both products (e.g., lumber, bio-fuels) and carbon sequestration.
In May 2009, the Province of Saskatchewan released a new framework to guide
development of the provincial forest sector. Saskatchewan’s forest industry development
framework is designed to:
•
assist the province’s forest industry in moving from an industry based on commodity
production to one delivering market-driven, value-added products; and
•
ensure Saskatchewan maintains a competitive operating environment for forestry and
provides quality infrastructure to support the industry’s growth and development.
Nipawin Region – Bio-Fuel Fibre Opportunities
Bio-fuel opportunities necessarily rely on a cost effective in-feed to prove economic viability.
In addition to securing fibre from provincial crown sources – as part of a sawmilling residue
stream, in bush collection of existing slash or direct harvest – other fibre sources do exist or
could be created.
First, there is significant wood supply in the region on private-held lands. Local farmers/
ranchers have sizable land areas containing forest. A harvest program could be initiated
with the local farmers and ranchers to secure fibre supply.
49
Second is the establishment of agroforestry or purpose grown tree crops. If willow is
established in plantation form, it can be harvested for bio-fuels in 4-5 years and every three
years thereafter. Extensive work has also taken place to determine whether fast growing
species like hybrid poplar could provide a feedstock.
Third is to look directly at the farmer’s own product base – the straw and hay grown in the
region. As with any other input, the cost of collection and the competitive price relative to
other uses need to be assessed to see if these are cost effective inputs. Overall, the farm
fibre source holding the most potential is flax straw, followed by other straw types in general.
The Nipawin Biomass Ethanol Project – Key Actions for Success
The Nipawin region has been working on the development of a major bio-fuel initiative since
2001. A consortium of participants agreed, through a Memorandum of Understanding signed
in September, 2002, to support the incorporation of Nipawin Biomass Ethanol NGC Ltd. to
complete the commercialization stage.
Unlike other ethanol projects, this project looks to take advantage of the region’s natural
advantages in cellulose production instead of food-based grains. The Nipawin facility will be
a greenfield development. The plant will utilize 200,000 tonnes (dry-weight basis) of
feedstock annually to produce 100 million litres of fuel-grade ethanol. These feedstock
materials will be comprised of sawmill residues, logging slash, stockpiled sawdust, and
unused agricultural straws (mainly flax).
Key requirements to establish the plant include:
•
•
Secure feedstock.
o
Receive a fibre allocation from the Government of Saskatchewan in support of
120,000 to 150,000 dry tones of fibre input.
o
Negotiate delivery of 50,000 to 80,000 dry tones of farm based fibre. This would be
dominated by grain based fibre like flax, but also could include private timber stands
and the like.
Receive environmental certification.
o
Initial submissions have been made to the Ministry of Environment.
A final submission will be required once detailed design is completed, inputs
confirmed and plant emissions identified.
When in operation, approximately $50 million in annual revenues are anticipated. The
regional economic potential tied to the construction and operation of this ethanol production
facility includes the following:
o
•
This project is projected to employ over 60 people directly in the facility, and will also
employ a significant number in harvest and hauling operations. Annual payroll is
projected to exceed $6 million.
50
•
Upstream suppliers are primarily tied to fibre in-feed. The harvest opportunities will focus
on two sources: forest activities and local farm operations. Fibre is the single biggest
upstream requirement for the plant. Expected purchases are expected to exceed $8
million, which will flow directly to the local economy.
•
A final item of note is construction related employment. While construction jobs are onetime positions, the physical plant will require over $200 million in investment.
Biomass Strategies
The recommended strategies for Biomass are:
Strategy S8.1: Establish a Secure Fibre Base
That a co-ordinated advocacy and promotion effort of the Economic Development
Committee, all its members, and key stakeholders be established to secure a fibre base for
the Nipawin Biomass Ethanol Project.
•
Support to establish additional fibre sources for biofuel facilities. This would include
community support for agroforestry operations. Support would include advocacy for
ongoing research and development of fast growing fibre like willow and poplar to support
the plant; and
•
Support for a carbon pricing model for Canada that would see benefit flow to farmers for
‘growing carbon’.
Strategy S8.2: Establish a Community Impact Planning Committee
That a Community Impact Planning Committee be established to develop a community plan
to co-ordinate planning for training, infrastructure and utilities, schooling, health and other
services, community services, and residential development. This should include, but not be
limited to:
•
Expanding/establishing adult education services in the community to meet the technical
needs of the processing facility. Advanced educational requirements will focus on
electrical and mechanical certification, engineering and process management (similar to
an oil refinery), and mechanical/maintenance positions.
•
Ensuring design of road infrastructure to plant location will accommodate the increased
traffic volumes. This will be truck based traffic that should be separated from high
pedestrian areas.
•
Planning for necessary infrastructure to the site, determine the cost and timing, and
implications for current infrastructure such as water, wastewater, and landfill.
•
Determine if the Town can accommodate the associated growth without the associated
tax benefits, for the plant will be located in the Rural Municipality but most of the human
service requirements will fall to the Town given that many employees are expected to
live in Nipawin.
Note: This strategy can also be applied to other sectors such as oil and gas or mining.
51
Strategic Area 9: Attracting Anchor Service
Industries
Anchor Service Industries are composed of the businesses that provide services to the
anchor industries of mining, oil and gas, tourism and agri-business.
Business Profile
The business profile in the following identifies the types of business that are present in the
Nipawin region. Most businesses are small operations with 60% having no employees or
being family operations. An additional 27% have four or less employees.
One-half are primary industry businesses. There are a number of businesses that are
potential support services to current and new industries are the ones in construction (75),
manufacturing (34), wholesale trade (47), transportation and warehousing (57), information
and cultural (6), administrative and waste management (32).
Table 2: Business Profile of Region
SECTORS
Total
11 - Agriculture,
Forestry, Fishing
and Hunting
21 - Mining,
Quarrying, and Oil
and Gas Extraction
22 - Utilities
23 - Construction
31-33 Manufacturing
41 - Wholesale
Trade
44-45 - Retail
Trade
48-49 Transportation and
Warehousing
51 - Information
and Cultural
Industries
52 - Finance and
Insurance
53 - Real Estate
and Rental and
Leasing
54 - Professional,
Scientific and
Technical Services
7
(A)
(B)
(A) - (B)
SubTotal
40%
22%
1-4
5-9
10-19
1493
791
Indeter7
minate
60%
78%
27%
18%
6%
2%
3%
1%
2049
3%
1%
1530
5
40%
60%
40%
0%
0%
58
6616
2032
0
75
34
0%
49%
47%
0%
51%
53%
0%
40%
35%
0%
4%
6%
3154
47
38%
62%
40%
6626
82
35%
65%
4378
57
63%
619
6
3287
Saskatchewan
Region
93905
36400
EMPLOYEE SIZE RANGE
0.5%
0%
100199
0.3%
0%
20%
0%
0%
0%
0%
3%
3%
0%
3%
0%
0%
0%
6%
0%
1%
3%
0%
0%
0%
6%
6%
9%
0%
0%
0%
27%
21%
10%
6%
0%
1%
0%
37%
26%
7%
2%
2%
0%
0%
0%
50%
50%
33%
0%
17%
0%
0%
0%
0%
33
39%
61%
30%
15%
3%
12%
0%
0%
0%
4232
38
63%
37%
29%
3%
3%
3%
0%
0%
0%
5063
40
40%
60%
38%
15%
8%
0%
0%
0%
0%
Indeterminate is the number of businesses that have no employees or are family operations.
52
50-99
200+
0%
0%
SECTORS
55 - Management
of Companies and
Enterprises
56 - Administrative
and Support, Waste
Management and
Remediation
Services
61 - Educational
Services
62 - Health Care
and Social
Assistance
71 - Arts,
Entertainment and
Recreation
72 Accommodation
and Food Services
81 - Other Services
(except Public
Administration)
91 - Public
Administration
(A)
(B)
(A) - (B)
SubTotal
51%
1-4
5-9
10-19
37
Indeter7
minate
49%
27%
14%
11%
2049
0%
2255
32
47%
53%
41%
6%
3%
622
12
42%
58%
33%
8%
3121
40
8%
93%
43%
1115
18
39%
61%
3047
53
36%
5711
79
1192
12
Saskatchewan
Region
2847
EMPLOYEE SIZE RANGE
0%
100199
0%
3%
0%
0%
0%
0%
17%
0%
0%
0%
28%
5%
13%
3%
3%
0%
33%
11%
11%
0%
6%
0%
0%
64%
32%
9%
13%
8%
2%
0%
0%
24%
76%
57%
11%
4%
4%
0%
0%
0%
0%
100%
58%
8%
25%
0%
8%
0%
0%
50-99
Networks and Clusters
It has become generally accepted that entrepreneurs who develop and maintain ties with
other entrepreneurs outperform those who do not. This is especially the case for higher
growth entrepreneurs. In addition, businesses look to the support services for inputs, byproducts and outputs in locating to a community.
One of the priority approaches taken in growing a rural economy is to create clusters around
a “core niche” of the area. This creates the critical mass necessary for sustained growth.
Clusters and networks are increasingly significant factors, because a sustainable regional
production system is interdependent.
Cluster development enables a region to develop an industry where they have an
established or potential advantage. That is, to focus on specialization and not diversification
may be a more appropriate strategy for a region with limited resources.
Clusters/networks provide social linkages and support networks for isolated entrepreneurs in
rural areas. They also provide a place for sharing and learning from people in the same
field, obtaining new ideas, and identifying complementary competencies or production
capabilities. They can develop and support economies of scale and are a way for
businesses to move “upstream” in the production process. In rural areas, businesses can
collaborate to obtain larger contracts than any one company could manage on its own.
53
200+
0%
Industries in rural areas are more likely to form “soft networks” as opposed to “hard
networks.”
•
“Soft networks/clusters” have open memberships, often have non-profit status, tackle
generic issues, provide general services, depend on dues for financing and tend to be
larger.
•
“Hard networks/clusters” are relatively small groups of companies that form to
achieve shared business objectives (new markets, joint product development, coproduction, co-marketing), usually require formal agreements for sharing profits or
resources and focus on making money.
The initial size of the industry cluster has a direct effect on the growth of the regional
industry. The critical development question that must be addressed is: how do you get the
regional industry cluster to the sustainability threshold where it creates its own momentum?
Industry networks and clusters do not just happen. They require a promotion campaign to
inform business about the networking concept, financial support for feasibility work and
start-up costs, and network brokers who can facilitate involvement and cooperation while
allaying fears about loss of control and unfair practices.
Networks or clusters can include any business along the production chain as well as
business service companies such as financial, legal, and accounting. The following figure
provides an example of a production process. A cluster is composed of the production
business and any business that provides inputs into the production process or services to
support the production, distribution, marketing, quality control, maintenance, management
and financial operations of the company.
Figure 15: Production Process
54
Anchor Industry Strategies
The recommended strategies are:
Strategy S9.1: Establish a Biomass Network/Cluster
The Regional Economic Development Partnership Authority establish a stakeholder task
group to conduct an analysis of the requirements for a network/cluster for the Biomass
Industry through an analysis of inputs, by-products, outputs, delivery, and business service
needs of a biomass businesses in the region, compare these to type and size of the current
services available in the region to meet fulfill these needs, and develop a plan for the
development and maintenance of a Biomass Network/Cluster.
Strategy S9.2: Establish a Mining and Petroleum Network Cluster The Regional
Economic Development Partnership Authority establish a stakeholder task group to conduct
an analysis of the requirements for a network/cluster for the Mining and Petroleum
Industries through an analysis of inputs, by-products, outputs, delivery, and business service
needs of a biomass businesses in the region, compare these to type and size of the current
services available in the region to meet fulfill these needs, and develop a plan for the
development and maintenance of a Mining and Petroleum Network/Cluster.
55
Strategic Area 10: Relationship with Neighbouring
Communities
The Town of Nipawin, as well as the municipalities and the First Nations and Métis
communities in the region, have a number of pending economic opportunities. An essential
element in taking advantage of these opportunities can be summarized by the question: to
what extent can the region collaborate and facilitate development and economic activity?
There are two issues that all municipalities in the province need to address in attracting
development and economic activity.
Municipal Collaboration
The first issue is the degree to which the municipalities in the region support each other.
Saskatchewan is known for having more local authorities per capita than any other province.
It is also a reality that businesses that operate in Saskatchewan are fearful of dealing with
numerous municipalities who operate with a number of conflicting or inconsistent land use,
economic development and planning regulatory regimes. Those communities that can
coordinate and collaborate will be seen as 21st century communities ready for growth.
It should be noted that there seems to be an attitude in some – but not all – of the
surrounding municipalities that Nipawin expects support for events and development in
Nipawin, but that the Town is less enthusiastic about events and developments outside of
Nipawin. The metaphor of a wheel with a hub and spokes may have merit. There is general
agreement that Nipawin as the largest community is the hub of the region. It will be up to
Nipawin to demonstrate the value they see in the various “spokes” and to acknowledge that
the wheel will not turn or steer well if some of the spokes are broken or missing.
The Twin Lakes Community Planning Association, the Tourism Committee and the Nipawin
Region Economic Development Committee are clear evidence of an effort to address issues
of planning and service delivery on a regional basis. But more outcomes need to be
achieved.
The current Nipawin Region Economic Development Committee is in need of revitalization
and should be re-established as a truly regional committee by redefining the membership to
include the First Nations and Métis communities as well as the other municipalities in the
region. What is needed is establishment of an formal economic development partnership
that is not a department of the Town administration but rather an independent organization
with a board of directors representing various communities and sectors of the business
community, with an annual meeting, a budget, its own staff and an annual report.
While the Town of Nipawin would continue to be the major funder – and primary but not
exclusive beneficiary – it should include representation from both First Nations and Métis
communities as well as other municipalities. Thus it would become regional in membership
and perspective and send a strong signal to business that Nipawin thinks and acts like a
region when economic development is the issue.
56
First Nations and Métis Relations
The second issue is the degree to which Aboriginal (First Nations and Métis) communities
and the surrounding non-Aboriginal communities work together and support each other.
The failure to address this issue creates an environment that businesses will want to avoid.
The existence of a gulf between the respective aboriginal and non-aboriginal communities is
a disincentive to business as business does not want to find itself in the middle of a conflict
between these two communities. Business investors will avoid communities where these
issues are not adequately addressed by the non-Aboriginal community.
It is not uncommon to find among the leadership in the First Nations and Métis communities
a desire to participate in economic development as skilled employees as well as equity
shareholders, planners and decision makers.
Reference was made on a number of occasions during this study to the believe that First
Nations and Métis leadership and communities are interested in a positive healthy
relationship that includes education, cultural, employment and investment opportunities. In
addition it was suggested that both First Nations and Métis people have felt ostracized or
shunned by the non-Aboriginal community in the past or they have not been invited to
participate in the larger community.
It is critical to the success of other recommendations in this report that the Mayor and
Council take the lead in building a relationship with the First Nations and Métis communities.
This may take the form of the leadership of the First Nations and Métis communities being
invited to attend events in Nipawin as the guest of the Mayor and Council.
In addition the Mayor and Council should take advantage of opportunities to participate in
events and activities in the First Nations and Métis communities. This initiative may be the
strongest long term legacy that the Mayor and Council will have the opportunity to forge.
Good Neighbour/Good Partner Strategies
The recommended strategies are:
Strategy S10.1: Establish a Regional Economic Development Partnership Authority
The Town, rural municipalities, villages, First Nations, Métis, and key business and
community groups form and collectively support a regional economic development
partnership with a broad mandate to lead the economic development of the region.
•
Refer to Strategy S4.1 regarding re-constituting the Tourism Committee as a regional
Partnership with a broader regional representation from municipalities, First Nations and
Métis communities and the business community.
•
That the Mayor and Council encourage the establishment of these two authorities and
the sharing of resources, where appropriate.
57
•
The Town should reaffirm its commitment to the Twin Lakes Community Planning
Association as an essential forum to identify and act upon a sustainable Community
Action Plan for the region. (This would remain a separate organization for the Economic
Development and Tourism Authorities.)
Strategy S10.2: Develop a Leaders’ Forum
The Nipawin Mayor and Council establish a Leaders Forum composed of leaders in
business, labour, professional, volunteer, recreational, cultural, media, education, health,
social services, and First Nations and Métis communities, etc. A Leader’s Forum would
provide leadership in the advancement of the Partnership Agreement and provide an
opportunity for community leaders to share concerns, issues, and successes, and act on
them.
•
The establishment of a Leaders’ Forum to provide leadership in the advancement of the
Partnership Agreement in Nipawin.
•
The Leaders’ Forum would include the acknowledged leaders in the business, labour,
professional, volunteer, religious, recreational, cultural, media, education, health, social
services as well as the leadership from the First Nations and Métis communities.
•
The Leaders’ Forum would meet monthly or quarterly throughout the year to discuss
issues in the community, such as myths and misconceptions, to identify opportunities
and events that would demonstrate to the larger community the richness of an inclusive
community and to celebrate successes of First Nations and Métis individuals and
businesses.
•
The Forum would acknowledge the efforts and successes of local businesses,
governments and institutions in employing First Nations and Métis individuals and
business partnerships with First Nations and Métis businesses.
•
The Forum would provide an opportunity for the community leaders to talk about the
accomplishments in their respective communities.
•
The Mayor and Council may wish to consider including the mandate of the Aboriginal
Employment Development Program (AEDP) within the recommended reconstitution of
the Nipawin Region Economic Development and the Nipawin and Region Tourism
Committee.
•
The Leaders’ Forum may be a particularly critical initiative for Nipawin given the
elimination of funding for AEDP by the provincial government in its recent budget.
58
Strategy S10.3: Undertake a Town-First Nations and Métis Relationship Building
The Town and First Nations and Métis communities establish a joint Town-First Nations and
Métis relationship strategy that includes regular meetings between Town and First Nations
and Métis leaders and participation in events and celebrations in each other’s communities.
•
Establishing a schedule of regular meetings (monthly or quarterly) with the leadership of
the First Nations and Métis communities.
•
Taking the opportunity to invite the leadership of the First Nations and Métis
communities to be their guests at events and activities in Nipawin.
•
Taking advantage of opportunities to participate in events and activities in the First
Nations and Métis communities.
59
Conclusions and Next Steps
The study team recognizes that implementation of the many strategies and actions
recommended in this report requires careful planning and allocation of available resources.
For example:
•
It will be important to fully and appropriately tap the Town’s elected Council,
administrative staff and external partners in the most appropriate balance of skills, roles
and responsibilities. The community cannot afford to use all resources, and at the same
time must ensure that each party does the work for which it is best equipped and
mandated.
•
It will be vital to prioritize activities so that strategies can be achieved in a sequenced
implementation plan over the next several years.
•
It will be essential to build public understanding of the plans, so that citizen support will
help ensure that the economic development strategy continues to be a priority over the
next decade through to full implementation.
In this final section of report, we provide suggestions for how work can be assigned, and
include a table that identifies suggested priorities and timelines.
Events will affect implementation over the course of time, but having a comprehensive
implementation plan will help ensure that the economic development plan remains viable
and continues to be implemented from here to 2020.
And we encourage Council to keep this plan at the forefront of its public communications to
maximize citizen understanding and support.
60
City Status Strategies
Strategy S1.1: Explore Rural-Urban Municipality
The Town and Rural Municipality of Nipawin (along with the incorporated villages if
interested) explore the potential for an amalgamated rural-urban municipality of Nipawin.
Council
Visit each of the three municipal
Councils
• RM of Nipawin #487
• Village of Codette
• Village of Aylsham
to initiate discussion on the topic
Mayor sends a letter to other
municipal councils in the region
to indicate that the issue is being
considered and meetings are
being held with the three or four
councils and indicated that if
others are interested in the idea
they could contact the Mayor
Mayor sends a letter to the
Minister of Municipal Affairs
indicating that Nipawin is
considering this idea and will be
speaking to surrounding
municipal councils.
Mayor sends a letter to SUMA
President advising him of the
discussions and inviting any
advice
Approve a communications –
engagement plan
Invite the respective Councils to
Nipawin for a joint meeting
assuming interest at least on the
part of the RM Council
Consider sending an invitation
senior officials in the Ministry to
attend and potentially participate
in the meeting
Administration
Develop background material
for the Council on the topic in
preparation for the visits
Partners
Ask the RM Council about the
approach to be taken with
respect to the Hamlet of
Pontrilas Council
Develop a letter for the Mayor
Develop a letter for the Mayor
Prepare a communications –
engagement plan
Develop agenda and
background material for the
Council on the topic in
preparation for the meeting
Develop a letter for the Mayor
inviting senior Ministry officials
to attend/participate
61
Reeve may wish to send a
letter to SARM President
advising him of the
discussions and inviting any
advice
Council
Administration
Partners
Assuming agreement to the
concept the Mayor(s) and
Reeve and Town Manager
meet with the Minister of
Municipal Affairs to advise him
of the decision and to initiate
the process of legislative
change
Develop letter requesting
meeting on behalf of the
respective Councils to be
signed by Mayor(s) and Reeve
Develop a list of the issues to
be addressed in legislative
change and objectives
Review similar arrangements
in other provinces
Establish a schedule of
meetings with the Ministry
officials to develop the
legislative and regulatory
change
Recommend a negotiating
team of officials (2-3) to meet
with Ministry officials
Develop a communications –
engagement plan for
consideration by the elected
officials
Participate in the meeting with
the Minister of Municipal Affairs
Research background and
options with respect to issues
as they arise
Prepare reports for the policy
committee and as applicable
the respective councils
Prepares new bylaws and
agreements for consideration
by transition councils and new
council
Participate in a policy committee
(elected and admin.) of the
participating municipalities to
provide direction to the
negotiation team
Approve a communications –
engagement plan on this topic
in consultation with the
respective participating
Councils
Report to the respective publics
that progress is being made on
this topic.
Establish a policy committee
(elected and admin.) of the
participating municipalities to
provide direction to the
negotiation team
Approves applicable bylaws
and agreements and
applications to establish a new
municipality in 2011
62
Identify at least one official to
participate in the negotiating
team on behalf of the
municipalities.
Approve a communications –
engagement plan on this topic
in consultation with the
respective participating Councils
Report to the respective publics
that progress is being made on
this topic.
Approve applicable bylaws and
agreements and applications to
establish a new municipality in
2011
Downtown Revitalization Strategies
Strategy S2.1: Establish a Downtown Business Improvement District
Establish a Downtown Business Improvement District entity composed of key stakeholders
that will define the boundaries of the Downtown Business Improvement District and create a
plan to develop the downtown district that includes appearance and brand, incentives,
zoning, and a long-term development plan for the downtown district.
Council
Convenes a meeting(s) of
downtown business and property
owners
Reviews, amends and reaffirms
zoning bylaw in downtown
Approve a communications plan
Consider relocation of Living
Forestry Museum to Central Park
Engage museum board in the
discussion
Consider relocation of the rodeo
grounds/facilities
Assuming interest in renewal:
• adopt a bylaw for a business
improvement district
• adopt a bylaw to establish an
architectural controls district
• approve a 5 year capital plan
for streetscape improvements
• appoint a council member and
official to the BID board of
directors
Administration
Partners
Prepares agenda and background
material on:
• current downtown
• information on business
improvement districts in other
communities
• Architectural controls and
incentives in other communities
• Streetscape improvements,
including signage, in other
communities
Prepares background on zoning in
the downtown and approaches in
other communities
Attend and participate in
meeting(s)
Develop communications plan on
• BID
• Architectural controls
• Streetscape improvements
• Museum and rodeo changes
Prepare report on relocation,
logistics and costs
Prepare bylaws for:
A business improvement district
An architectural control district
Prepare a 5 year capital budget for
streetscape improvements
63
Provide commentary on
existing bylaw and
identify issues for
Council consideration
Board of directors of the
Living Forestry Museum
engaged in discussion
Elect a board of directors
for the business control
district
Strategy S2.2: Develop a Downtown Event Plan
The Town, the Downtown Business Improvement District, Tourism, and Recreation and
Culture collaborate on developing (i) a plan to restructure the downtown to better
accommodate events and festivals and (ii) a plan to increase the number of events and
festivals hosted in Nipawin.
Council
Administration
Partners
Considers a budget and staff
position to facilitate increasing
the number of events and
festivals in the community
generally and in the downtown
and Central Park in particular
Prepare a report on a budget
and potential staffing to increase
the number of events and
festivals in Nipawin
Prepare a report on range of
possible events and festivals
generally in Nipawin and in the
downtown and Central Park in
particular
Identify potential volunteer
groups to sponsor events and
festival
• Regional Tourist
Partnership Authority
identifies festivals and
events that they would be
prepared to support with
civic support at least initially
• Community leaders and
organizations identify
festivals and events that
they would be prepared to
support with civic support at
least initially
• BID identifies events and
festivals that they would be
prepared to support with or
without civic support
Approve a communications –
engagement plan
Annually considers a budget
and staff position to facilitate
increasing the number of
events and festivals in the
community generally and in the
downtown and Central Park in
particular
Prepare a communications –
engagement plan
Annual reports on the increased
activity and identifies new
options and possibilities for
events and festivals in Nipawin
Publicly recognize outstanding
volunteers in the community
Identify in conjunction with
volunteer organizations criteria
and outstanding volunteers for
Council recognition
64
Each year:
• Regional Tourist
Partnership Authority
identifies festivals and
events that they would be
prepared to support with
civic support at least initially
• Community leaders and
organizations identify
festivals and events that
they would be prepared to
support with civic support at
least initially
• BID identifies events and
festivals that they would be
prepared to support with or
without civic support
Volunteer organizations
identify criteria and
outstanding volunteers to
administration
Strategy S2.3: Undertake Youth Engagement and Activity
The Town, First Nations and Métis, youth and other key stakeholders develop a youth
engagement and activity strategy that would increase the recreational, social and cultural
options, places and activities for youth.
Council
Administration
Partners
Convenes meetings with
community leaders and key
participants to discuss the
issues and options
Establish an ongoing schedule
of meetings
Support a community initiative
Prepares agenda and provides
background reports on issues
and options and potential key
participants in community
dialogue
Community leaders and key
participants identify issues
and options
Support a community initiative
Community leaders and key
participants develop a coordinated response
Approve a communications –
engagement plan
Prepare a communications –
engagement plan
Professional Recruitment Strategies
Strategy S3.1: Support Business Succession.
The Chamber of Commerce and the Regional Economic Development Partnership Authority
undertake a business succession program to assist professionals and other business
persons wishing to retire or sell their business.
Council
Encourage a community
initiative.
Administration
Encourage a community
initiative.
65
Partners
Professionals and the Chamber
of Commerce develop a
succession planning process
Tourism Destination Strategies
Strategy S4.1: Establish a Regional Tourism Partnership Authority
The Town, villages, rural municipalities, First Nations, Métis, and business stakeholders
form a Regional Tourism Partnership Authority to develop and implement a broader-based
strategic tourism plan for the region.
Council
Visits each of the following:
• Rural municipal councils
• Urban municipal councils
• First Nations councils
• Métis organizations
to discuss a regional tourism
authority
Convenes meetings with
businesses and individuals in
the following categories:
• Accommodations
• Restaurateurs
• Retailers
• Attraction and event
operators
• Artists and artisans
from around the region to
discuss a regional tourism
organization
Discuss the model with the
various groups identified above
Approve a communications –
engagement plan
Enter into an agreement with
the various constituent parties
to establish a tourism
partnership authority
Provide an annual grant in
cash and services in kind to
the tourism partnership
authority
Appoint council representative
to the tourism partnership
authority
Attend the annual meeting of
the Regional Tourism
Partnership Authority
Administration
Partners
Prepares a background
report on the issues and
options within a tourism
authority
Including examples of other
tourism authorities
Provide input into the
establishment of a tourism
partnership authority
Prepares a background
report on the issues and
options within a tourism
organization
Including examples of other
tourism authorities
Provide input into the
establishment of a tourism
partnership authority
Based upon the discussion
develop a model for
consideration by the various
constituent parties
Prepare a communications –
engagement plan
Prepare an agreement
establishing the tourism
partnership authority
Provide input into the model of a
tourism partnership authority
Prepare a grant including
both cash support and
services in kind to the
tourism partnership authority
Provide administrative
support for the initial
meetings of the tourism
partnership authority
Arrange to provide funding and
service in kind support as per the
agreement to establish the
tourism partnership authority
Identify the staffing requirements
for the tourism partnership
authority in conjunction with the
Regional Economic Development
Partnership Authority
Attend the annual meeting of the
Regional Tourism Partnership
Authority
Attend the annual meeting of
the Regional Tourism
Partnership Authority
66
Sign on to the tourism partnership
authority
Transportation Strategies
Strategy S5.1: Develop a Town Truck Route
The Town establishes a Truck Route Planning group to plan, identify funding and implement
a safe and easy-to-use truck route through Nipawin to address the issues identified in the
Associated Engineering truck route report.
Council
Invites key stakeholders
including:
• Trucking firms
• Retailers who cater to
truckers
• Chamber of Commerce
• Regional Economic
Development Partnership
Authority
• RM of Nipawin #487
• Ministry of Highways and
Transportation
• RCMP
to form a Truck Route
Planning Group
Approve a communications –
engagement plan
Consider the report and
recommendations of the Truck
Route Planning Group
Provide capital funding for the
recommended truck route
capital project.
Administration
Prepares a background report
on:
• truck routes generally;
• anticipated volume in the
future
• potential routes and related
issues including costs
• required services
for a truck route through
Nipawin
Partners
Participate in the Truck Route
Planning Group
Assign a staff member to work
with the Truck Route Planning
Group
Prepare a communications –
engagement plan
Prepare a report for Council that
identifies the issues,
opportunities, costs and
recommendations of the Truck
Route Planning Group
Develop a capital budget to
implement the decisions of
Council
Identify issues and
opportunities related to a truck
route through Nipawin.
Strategy S5.2: Expand the Shortline Railway
The Torch River Shortline Railway develops a contingency plan in the event that the CPR
decides to move forward with its “inclination” to sell the Tisdale to Nipawin branch line.
Council
Maintain a dialogue with the
Torch River Shortline Railway
Administration
Maintain a dialogue with the
Torch River Shortline Railway
67
Partners
Maintain a dialogue with the
Council and senior
administration
Strategy S5.3: Consider Transportation Corridor in Planning
The Town and Rural Municipality of Nipawin, along with other municipalities along the routes of
the corridor, conduct an analysis to identify the types of trucking and travel service businesses,
and the ideal location for such businesses that may be needed for the region to fully optimize
on the traffic in the trade corridor. This analysis is used to inform the zoning and land use plan
so that it includes the capacity to accommodate these potential business in convenient and
appropriate locations.
Council
Invites key stakeholders
including:
• Trucking firms
• Retailers who cater to
truckers
• Chamber of Commerce
• Regional Economic
Development Partnership
Authority
• Applicable municipalities
• Ministry of Highways and
Transportation
• RCMP
to form a Truck Route Corridor
Planning Group
Approve a communications –
engagement plan
Administration
Prepare background reports
and decision items
Prepare a communications –
engagement plan
68
Partners
Participate in Truck Route
Corridor Planning Group
Infrastructure Strategies
Strategy S6.1: Develop a Water and Wastewater Infrastructure Plan
The Town develop a plan for the development, maintenance and sustainability of their water
treatment and supply system and their wastewater treatment system that identifies their
current capacity, potential demands from industrial development, a readiness for
development and a staged approach to development that can readily accommodate
potential industrial development in the region. (We understand that the plan for the current
and projected residential needs will be completed. However, the plan for potential industrial
needs has not been addressed at this time.)
•
These upgrades need to be done in such a manner that they can be upgraded to
support a large industrial development such as an ethanol plant. For example, additional
space on the plant for another treatment line, ability to increase pump size and capacity
when required and so on. The Nipawin Biomass Ethanol Project should be consulted in
the development of the plan because ethanol processes have unique requirements
when it comes to water supply.
•
The Town establishes a strategy and implementation plan for water rates, development
charges and structure to ensure the long-term sustainability of the system through longterm capital reserves financed by fees and charges. The utility rates and the rate
structure need to reflect user characteristics such as continuous and peak demand to
ensure those who use the capacity pay for the costs.
Strategy S6.2: Form a Regional Solid Waste Management Partnership
The Town of Nipawin, the Rural Municipality of Nipawin, Red Earth First Nation, and, ideally,
the other rural and urban municipalities in the region form a Regional Solid Waste
Management Partnership to plan, in collaboration with SaskWater, for the development and
operation of a regional solid waste management system for the region.
Council
Convenes a meeting(s) of the
respective partners
Invites representatives of
applicable provincial
organizations and ministries
Approve a communications –
engagement plan
Administration
Study similar initiatives
elsewhere in the province
Prepare background reports
and decision items
Prepare a communications –
engagement plan
69
Partners
Participate in the Regional Solid
Waste Management
Partnership
Strategy S6.3: Form a Regional Land Development Plan
That the Towns, villages, and rural municipalities of the region develop a common land
development plan and common zoning regulations to support industrial development in the
region.
•
SaskPower and SaskEnergy should be involved in their infrastructure and industrial
planning so that any gaps with respect to gas and power can be addressed by either
SaskEnergy or SaskPower as part of their business model.
•
The land development plan should include a pricing structure that takes into account all
the related opportunity costs and risks, including water, sewer, roadways, fire protection,
recreation, etc.
•
Consideration should be made of three parcels of land between the Saskatchewan River
and the existing developed Town site.
•
A staged approach may be considered in which land development is staged as the
demand requires. This avoids a “field of dreams approach” which can saddle the
communities with significant sunk costs.
•
Twin Lakes Community Planning Association could be the forum to identify and act upon
the regional land development plan as part of a sustainable Community Action Plan for
the region.
Council
Invite the Twin Lakes
Community Planning
Association to undertake this
initiative
Approve a communications –
engagement plan
Administration
Develop the background reports
and decision items
Partners
Participate in the Twin Lakes
Community Planning
Association
Prepare a communications –
engagement plan
Mining/Oil/Gas Service Centre Strategies
Strategy S7.1: Establish an Industrial Park Development Group
The Economic Development Committee creates an Industrial Park Development Task
Group, composed of key industry and local government stakeholders, to prepare and
oversee a plan for the development of an industrial park in the Nipawin area, an incentive
program, zoning regulations, utility access and readiness, and potential marketing and
promotion.
Strategy S7.2: Undertake an Industrial Utility Assessment
Conduct the assessment of the current readiness of the municipal and provincial utility
systems for industrial development generally and the establishment of an industrial park in
the Nipawin area.
70
Strategy S7.3: Develop an Industrial Service Marketing Plan
Develop and implement a multi-component Industrial Service Marketing Plan, including a
high-touch relationship building, that promotes the centrality and ease of access of the
Nipawin area to the regional mining and oil and gas initiatives in the north-east sector of
central Saskatchewan, the strengths of current services in the area, and the natural wonders
and quality of life of the region.
Strategy S7.4: Establish a Community Trust or Foundation.
The establishment of a community or regional foundation that can enable donations from
businesses to enhance the social, cultural, recreational, and lifestyle activities in the
communities of the region.
Council
Administration
Invite the Nipawin and Region
Economic Development
Committee to undertake this
project
Initially develop the background
reports and decision items
After the appointment of a staff
person for the
committee/authority support the
staff person
Prepare a communications –
engagement plan
Prepare background reports and
decision items based on the
progress of this initiative
Approve a communications –
engagement plan
Consider any impacts on
municipal services and
budgets
Partners
Participate in the initiative
Biomass Strategies
Strategy S8.1: Establish a Secure Fibre Base
That a co-ordinated advocacy and promotion effort of the Regional Economic Development
Partnership Authority all its members, and key stakeholders be established to secure a fibre
base for the Nipawin Biomass Ethanol Project.
•
Support to establish additional fibre sources for bio-fuel facilities. This would include
community support for agro forestry operations. Support would include advocacy for
ongoing research and development of fast growing fibre like willow and poplar to support
the plant; and
•
Support for a carbon pricing model for Canada that would see benefit flow to farmers for
‘growing carbon’.
Council
Maintain a relationship with the
Nipawin Biomass Ethanol
Project promoters
Approve a communications
plan
Consider any impacts on
municipal services and
budgets
Administration
Maintain a relationship with the
Nipawin Biomass Ethanol
Project promoters
Prepare a communications plan
based upon municipal role and
responsibilities
Prepare background reports
and decision items based on
the progress of this initiative
71
Partners
Maintain a relationship with the
Council and administration
Strategy S8.2: Establish a Community Impact Planning Committee
That a Community Impact Planning Committee be established to develop a community plan
to co-ordinate planning for training, infrastructure and utilities, schooling, health and other
services, community services, and residential development. This should include, but not be
limited to:
•
Expanding/establishing adult education services in the community to meet the technical
needs of the processing facility. Advanced educational requirements will focus on
electrical and mechanical certification, engineering and process management (similar to
an oil refinery), and mechanical/maintenance positions.
•
Ensuring design of road infrastructure to plant location will accommodate the increased
traffic volumes and weight. This will be truck based traffic that should be separated from
high pedestrian areas.
•
Planning for necessary infrastructure to the site, determine the cost and timing, and
implications for current infrastructure such as water, wastewater, and landfill.
Determine if the Town can accommodate the associated growth without the associated
tax benefits, for the plant will be located in the rural municipality but most of the human
service requirements will fall to the Town given that many employees are expected to
live in Nipawin.
Council
Invites the key players to
participate in this committee
Approve a communications
plan
Consider any impacts on
municipal services and
budgets
Administration
Prepare background reports
and decision items based on
the progress of this initiative
Prepare a communications plan
Prepare background reports
and decision items based on
the progress of this initiative
72
Partners
Participate in the initiative
Anchor Industry Strategies
Strategy S9.1: Establish a Biomass Network/Cluster
The Regional Economic Development Partnership Authority establish a stakeholder task
group to conduct an analysis of the requirements for a network/cluster for the Biomass
Industry through an analysis of inputs, by-products, outputs, delivery, and business service
needs of a biomass businesses in the region, compare these to type and size of the current
services available in the region to meet fulfill these needs, and develop a plan for the
development and maintenance of a Biomass Network/Cluster.
Council
Administration
Invite the Regional Economic
Development Partnership
Authority to undertake this task
Initially develop the background
reports and decision items
After the appointment of a staff
person for the
committee/authority support the
staff person
Prepare a communications plan
Approve a communications
plan
Consider any impacts on
municipal services and
budgets
Partners
Participate in the initiative
Prepare background reports and
decision items based on the
progress of this initiative
Strategy S9.2: Establish a Mining and Oil and Gas Network Cluster
The Regional Economic Development Partnership Authority establish a stakeholder task
group to conduct an analysis of the requirements for a network/cluster for the Mining and
Petroleum Industries through an analysis of inputs, by-products, outputs, delivery, and
business service needs of a biomass businesses in the region, compare these to type and
size of the current services available in the region to meet fulfill these needs, and develop a
plan for the development and maintenance of a Mining and Oil and Gas Network/Cluster.
Council
Administration
Invite the Regional Economic
Development Partnership
Authority to undertake this task
Initially develop the background
reports and decision items
After the appointment of a staff
person for the
committee/authority support the
staff person
Prepare a communications plan
Approve a communications
plan
Consider any impacts on
municipal services and
budgets
Prepare background reports and
decision items based on the
progress of this initiative
73
Partners
Participate in the initiative
Good Neighbour/Good Partner Strategies
Strategy S10.1: Establish a Regional Economic Development Partnership Authority
The Town, rural municipalities, villages, First Nations, Métis, and key business and
community groups form and collectively support a Regional Economic Development
Partnership Authority with a broad mandate to lead the economic development of the region.
•
Refer to Strategy S4.1 and Key Action 4.1 regarding re-constituting the Tourism
Committee as a Regional Tourism Partnership Authority with a broader regional
representation from municipalities, First Nations and Métis communities and the
business community.
•
That the Mayor and Council encourage the establishment of these two authorities and
the sharing of resources, where appropriate.
•
The Town should reaffirm its commitment to the Twin Lakes Community Planning
Association as an essential forum to identify and act upon a sustainable Community
Action Plan for the region. (This would remain a separate organization from the regional
economic development and tourism partnership authorities.)
Council
Administration
Partners
Visits each of the following:
• Rural municipal councils
• Urban municipal councils
• First Nations councils
• Métis organizations
to discuss an authority
Convenes meetings with
businesses and individuals in
the categories such as:
• Financial institutions
• Real estate
• Retailers/Hospitality
• Construction industry
• Resource industry
• Education-college etc.
from around the region to
discuss an authority
Discuss the model with the
various groups identified above
Prepares a background report
on the issues and options within
a including examples of other
similar authorities
Identify categories of
businesses
Prepares a background report
on the issues and options within
a regional economic
development partnership
authority including examples of
other similar authorities
Participate in the establishment
of a Regional Economic
Development Partnership
Authority
Based upon the discussion
develop a model for
consideration by the various
constituent parties
Prepare a communications –
engagement plan
Prepare an agreement
establishing the authority
Provide input into the model of
a economic development
partnership authority
Approve a communications –
engagement plan
Enter into an agreement with
the various constituent parties
to establish an authority
Provide an annual grant in
cash and services in kind to the
economic development
partnership authority
Prepare a grant including both
cash support and services in
kind to the authority
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Participate in the establishment
of a Regional Economic
Development Partnership
Authority
Sign on to the economic
development partnership
authority
Indentify financial and support
in kind to the authority
Appoint council representative
to the economic development
partnership authority
Provide administrative support
for the initial meetings of the
authority
Attend the annual meeting of
the authority
Attend the annual meeting of
the authority
Identify the staffing
requirements for the tourism
partnership authority in
conjunction with the Regional
Economic Development
Partnership Authority
Attend the annual meeting of
the authority
Strategy S10.2: Develop a Leaders’ Forum
The Nipawin establish a Leaders Forum composed of leaders in business, labour,
professional, volunteer, religious, recreational, cultural, media, education, health, social
services agencies, First Nations and Métis communities to provide leadership in the
advancement of the Partnership Agreement and to provide an opportunity for community
leaders to share concerns, issues, and successes, and act on them.
•
The establishment of a Leaders’ Forum to provide leadership in the advancement of the
Partnership Agreement in Nipawin.
•
The Leaders’ Forum would include the acknowledged leaders in the business, labour,
professional, volunteer, religious, recreational, cultural, media, education, health, social
services, as well as the leadership from the First Nations and Métis communities.
•
The Leaders’ Forum would meet monthly or quarterly throughout the year to discuss
issues in the community, such as myths and misconceptions, to identify opportunities
and events that would demonstrate to the larger community the richness of an inclusive
community and to celebrate successes of First Nations and Métis individuals and
businesses.
•
The Forum would acknowledge the efforts and successes of local businesses,
governments and institutions in employing First Nations and Métis individuals and
business partnerships with First Nations and Métis businesses.
•
The Forum would provide an opportunity for the community leaders to talk about the
accomplishments in their respective communities.
•
The Mayor and Council may wish to consider including the mandate of the Aboriginal
Employment Development Programs (AEDP) within the recommended reconstitution of
the Regional Economic Development Partnership Authority and the Regional Tourism
Partnership Authority.
•
The Leaders’ Forum may be a particularly critical initiative for Nipawin given the
elimination of funding for AEDP by the provincial government in its recent budget.
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Council
Invite leaders from the
following sectors
• business
• labour
• professional
• volunteer
• religious
• recreational
• cultural
• media
• education
• health
• social services
• First Nations and
• Métis communities
to participate in a leaders
forum.
Approve a communications –
engagement plan
Administration
Prepare agendas and
background – objectives of the
Partnership Agreement
Partners
Participate in this initiative
Prepare a communications –
engagement plan
Strategy S10.3: Undertake Town-First Nations and Métis Relationship Building
The Town and First Nations and Métis communities establish a joint Town- First Nations and
Métis relationship strategy that includes regular meetings between Town and First Nations
and Métis leaders and participation in events and celebrations in each other’s communities.
•
Establishing a schedule of regular meetings (monthly or quarterly) with the leadership of
the First Nations and Métis communities.
•
Taking the opportunity to invite the leadership of the First Nations and Métis
communities to be their guests at events and activities in Nipawin.
•
Taking advantage of opportunities to participate in events and activities in the First
Nations and Métis communities.
Council
Build relationships with the
leadership of the First Nations
and Métis communities
Approve a communications –
engagement plan
Administration
Build relationships with the
leadership of the First Nations
and Métis communities
Prepare a communications –
engagement plan
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Partners
Participate in this initiative
Summary: Strategies, Priorities, Timelines
The following table lists the strategies, and identifies the priority levels and timelines for
each of the strategies.
Importance
Level*
Strategies
Strategic Area 1: City Status Strategies
S1.2. Explore Rural-Urban Municipality
1
Strategic Area 2: Downtown Revitalization Strategies
S2.4. Establish a Downtown Business Improvement
1
District
S2.5. Develop a Downtown Event Plan
2
S2.6. Undertake Youth Engagement and Activity
3
Strategic Area 3: Professional Recruitment Strategy
S3.3. Support Business Succession
3
S3.4. Establish Accommodation for Young
3
Professionals
Strategic Area 4:Tourism Strategy
S4.2. Establish a Regional Tourism Partnership
1
Authority
Strategic Area 5:Transportation Strategy
S5.4
Develop a Town Truck Route
2
S5.5
Expand the Shortline Railway
3
S5.6
Consider Transportation Corridor in Planning
2
Strategic Area 6: Infrastructure Strategies
S6.4. Develop a Water and Wastewater
1
Infrastructure Plan.
S6.5. Establish a Regional Solid Waste Management
2
Partnership
S6.6. Develop a Regional Land Development Plan
1
Strategic Area 7: Mining/Oil/Gas Service Centre Strategies
S7.5. Establish an Industrial Park Development
1
Group
S7.6. Undertake an Industrial Utility Assessment
2
S7.7. Develop an Industrial Service Marketing Plan
2
S7.8. Establish an Community Trust or Foundation
2
Strategic Area 8: Biomass Strategies
S8.3
Establish a Secure Fibre Base
1
S8.4
Establish a Community Impact Planning
2
Committee
Strategic Area 9: Anchor Industry Strategies
S9.3
Establish a Biomass Network/Cluster
1
S9.4
Establish a Mining and Petroleum Network
1
Cluster
Strategic Area 10: Good Neighbour/Good Partner Strategies
S10.4 Establish a Regional Economic Development
1
Partnership Authority
S10.5 Develop a Leaders’ Forum
3
S10.6 Undertake Town-First Nations and Métis
1
Relationship Building
* 1 = Highest Importance; 2 = Next highest importance; 3 = Important
77
Time Period in Years
1-2
2-4
4-6
7+
78