Body: Council Type: Agenda Meeting: Regular Date: February 6, 2017 Collection: Council Agendas Municipality: Frontenac County
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Community Development Advisory Committee Meeting Monday, February 6, 2017 – 10:00 a.m. Bud Clayton Memorial Room, 2069 Battersea Road, Glenburnie, ON
AGENDA Page 1.
Call to Order
Election of Officers a) Election of Chair b)
Election of Vice-Chair
Adoption of the Agenda a) That the agenda for the February 6, 2017 meeting of the Community Development Advisory Committee be adopted.
Disclosure of Pecuniary Interest and General Nature Thereof
Adoption of Minutes a) Minutes of Meeting held December 8, 2016
3-7
That the minutes of the Community Development Advisory Committee meeting held December 8, 2016 be adopted.
8 - 11
Deputations and/or Presentations
Reports to the Community Development Advisory Committee a) 2017-010 Community Development Advisory Committee Community Development Officer Activity Report, November 2016 to January 2017 This report is for information purposes only.
12 - 14
b)
2017-011 Community Development Advisory Committee Economic Development Web Based Portal This report is for information purposes only.
Page 1 of 102
Page 15 - 31
c)
2017-012 Community Development Advisory Committee Accommodation Study This report is for information purposes only.
32 - 97
d)
2017-013 Community Development Advisory Committee Hastings County Economic Development Review This report is for information purposes only.
98 - 102
e)
2017-014 Community Development Advisory Committee Goat Milk in the Frontenacs Be It Resolved That the Community Development Advisory Committee accept and receive this report; And Further That staff continue to pursue opportunities associated with the new Feihe International facility in the City of Kingston, with a focus on supply chain implications for goat farms and goat dairy; And Further That staff report back the Community Development Advisory Committee with next steps by October 2017.
Communications
Other Business
Next Meeting
Adjournment
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AGENDA ITEM #a)
Minutes of the Community Development Advisory Committee Meeting December 8, 2016 A meeting of the Community Development Advisory Committee was held in the Bud Clayton Memorial Room, County Administrative Office, 2069 Battersea Road, Glenburnie on Thursday, December 8, 2016 at 10:00 AM Present: Robert Clinton Betty Hunter Tracy John Wilma Kenny Barrie Gilbert Darwyn Sproule Councillor John McDougall, Council Liaison Councillor Ron Higgins Warden Frances Smith, Ex-Officio Staff Present: Anne Marie Young, Manager of Economic Development Alison Vandervelde, Community Development Officer (Recording Secretary) Kelly Pender, Chief Administrative Officer 1.
Call to Order
The Chair called the meeting to order at 10:02 a.m. 2.
Adoption of the Agenda
Moved By: Seconded By:
Warden Frances Smith Councillor Ron Higgins
That the agenda for the December 8, 2016 meeting of the Community Development Advisory Committee be adopted. Carried 3.
Disclosure of Pecuniary Interest and General Nature Thereof
There were none.
Minutes of Meeting held December 8, 2016
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AGENDA ITEM #a)
Adoption of Minutes a)
Minutes of Meeting held November 10, 2016
Moved By: Seconded By:
Warden Frances Smith Councillor John McDougall
That the minutes of the Community Development Advisory Committee meeting held November 10, 2016 be adopted. Carried 5.
Deputations and/or Presentations
Reports to the Community Development Advisory a)
2016-136 Community Development Advisory Committee Economic Development Report
First Impressions Community Exchange Anne Marie and Wayne Conway presented their findings to the Haliburton group earlier this week. The presentation, which was well received, included the following. Positives:
Friendly people Very good arterial roads Beautiful, natural terrain Helpful information boards at every village Very wide street entrances
Opportunities:
Need better directional signage Information about the “Geocaching Capital of Canada” could be easier to find The three villages could be marketed together as a package
Challenges (according to the businesses):
Internet and cell service Seasonal businesses
Community Development Advisory Committee Meeting Minutes December 8, 2016
Minutes of Meeting held December 8, 2016
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AGENDA ITEM #a)
Bedroom community Youth retention Multiple township offices
The Haliburton group will present at South Frontenac’s Committee of the Whole meeting on Tuesday night. Brand Ambassador Program Alison provided an update on social media impact of Brand Ambassador Program, specifically noting:
Incredible reach and reaction to Sydenham Pet & Farm Supply and Creekside Bar and Grill posts Increase in likes on County Page and brand ambassador Facebook pages Positive comments received (especially on Sydenham Pet & Farm) indicate the program is boosting community pride
Web Portal Anne Marie indicated that creation of the web portal is progressing with launch scheduled for beginning of February. Draft Accommodations Study RFP Following Kelly’s review of the report, the committee discussed the draft RFP, with the following revisions to be incorporated:
Broaden requirements to include an overall strategy AND specific strategies that can apply to each Township Clarify Brand Ambassadors involvement Replace the Township descriptions with links to each website Include reference to other local champions that could be interviewed, like South Frontenac Rides, Ompah Volunteer Community Association, and Community Futures Development Corporation. Successful proponent will work with CDAC to develop a list of individuals to contact for discussion Important that the successful proponent have “demonstrated experience in rural accommodation study” Remove 7.2 as already referenced in 6.1
Age Friendly Community Plan
The Seniors Expos on November 18th and 19th were well attended, vendors were happy, and 77 surveys were filled out over the course of the two days
Community Development Advisory Committee Meeting Minutes December 8, 2016
Minutes of Meeting held December 8, 2016
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AGENDA ITEM #a)
The committee discussed the future of program and it is expected that province-wide results will be available in the spring/summer of 2017. K&P Trail Anne Marie informed the committee that the RFP closed yesterday for the next phase of development and Crain’s Construction submitted the winning bid. They plan to complete 2 km before the end of the year. County staff is negotiating with landowners now to secure land. Expectation is that there will be some expropriation in this process. The plan is to stay off the road as much as possible, but a few houses are built ON the trail, so will have to divert. Action Item: The committee would like to review the Trails Master Plan in 2017 for potential updating (especially regarding the opening and closing of gates in relation to ATV use). Anne Marie’s successor is not in place yet, but should be soon. Kelly is assuming the land negotiations to ensure consistency during the transition period. The committee thanked Anne Marie for her work and contribution over the years. 7.
Communications
Other Business
The Ompah Community Volunteer Association is planning for hosting the Ontario Federation of ATV’s in June 2017. Regarding the need for accommodations for the estimated 115 delegates, Darwyn sent out notice to cottage associations and posted in stores. Three people have connected with Darwyn Sproule who have been thinking about starting B&B’s and this event has put them over the edge. Through the process he’s also discovered some Air BnB’s that he didn’t previously know about. Bob Clinton attended the Queen’s School of Environmental Studies Student Project Symposium earlier in the week and suggested there are opportunities for the County to work more closely with Frontenac Arch Bioshpere and the Queen’s School of Business. It was suggested that the new Economic Development Manager should reach out when he/she starts. Barrie Gilbert told the committee about an Environmental Forum at Queen’s Environmental Centre being planned for 2017. Wilma Kenney is attending a Frontenac Food Hub Meeting on Monday morning in Kingston.
Community Development Advisory Committee Meeting Minutes December 8, 2016
Minutes of Meeting held December 8, 2016
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AGENDA ITEM #a)
Next Meeting
The next meeting of the Community Development Advisory Committee will be held Thursday, February 9th at 10am 10.
Adjournment
Moved By: Seconded By:
Councillor John McDougall Warden Frances Smith
That the meeting hereby adjourn at 11:10 a.m. Carried
Community Development Advisory Committee Meeting Minutes December 8, 2016
Minutes of Meeting held December 8, 2016
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AGENDA ITEM #a)
Report 2017-010 Committee Information Report To:
Chair and Members of the Community Development Advisory Committee
From:
Alison Vandervelde, Community Development Officer
Date of meeting:
February 6, 2017
Re:
Community Development Officer – Activity Report, Nov - Jan
Recommendation This report is for information purposes only. Comments
- Meetings with new Brand Ambassadors, bringing total to 57 (as of February 3): o Wolfe Island Grill o Shanti Retreat o Conboy’s Maple Syrup o Holiday Country Manor o Nomad Yogini o Clinton Dentistry o Pleasantview Lodge o Kirk’s Cove o Sydenham Pet & Farm Supply o Godfrey Sculpture Park o Creekside Bar & Grill o Stephen Duggen Law Office o Long Road Ecological Farm o Barb’s Handmade Perogies
2017-010 Community Development Advisory Committee Community …
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AGENDA ITEM #a)
o Gina’s Warm and Woolies o Frontenac Shores o Fine Chocolate by Ludwig o M.E. Antoine Real Estate o Sharbot Lake Wellness Centre o Fred Fowler, Artist o Muddy Waters Restaurant 2. Brand Ambassador-related initiatives: o Discussion of 2017 business planning with two ambassadors o Provide Frontenac promotional material for two ambassadors attending out-of-region tradeshows (Toronto and Pennsylvania) o Five referrals to CFDC Tech Coaching o One referral to CFDC funding expertise/resources o Developed media release for a business’ Canada 150 promotion supporting local food banks – resulting in coverage by local news agencies, increased awareness and increased sales o Dropped off sample bottles of new local product to four merchants o Secured a Brand Ambassador’s involvement in the County Accommodation Review o Shared opportunity to take part in Natural Capitol Resource’s beta-test for their Business Builder Toolbox – three Brand Ambassadors participated o Arranged for several location to sell Frontenac branded t-shirts o Provided direction to an interested business re: Harrowsmith CIP application o Passed along compliments heard through FICE program to a business specifically mentioned by visiting group – business owner shared with staff to acknowledge their contribution to the success of his business 3. Meetings with Other Organizations / Individuals o St. Lawrence College, Kathy Patterson, Integrated Marketing Communications Program Coordinator o North Frontenac Property Owner, Greg Ducharme o CFDC, Anne Pritchard o Free Spirit Creations, Jim o Patchwork Gardens, Eric Williams o Findlay Foods, Sergio Panette Information Report to Community Development Advisory Committee Community Development Officer Activities Report, Nov - Jan February 6, 2017
2017-010 Community Development Advisory Committee Community …
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AGENDA ITEM #a)
o Howe Island Farmer, Robin Craig o North of 7 Restaurant & Plevna Freshmart, Dakota Chapman o DFC BBQ Sauce, Debbie and David Fitzerman (soon to be Brand Ambassadors) o Lavallee’s Inverary Store, Christine MacKenzie (soon to be Brand Ambassadors) o OMAFRA, Katie Nolan – Use of Analyst tool to support web portal 4. Attendance at the following: o Eastern Ontario Local Food Conference and Bay of Quinte Bus Tour o Ecological Farmers of Ontario Conference o Economic Development Professionals Networking event, KEDCO o Frontenac CAO’s Meeting – present web portal 5. Regional Marketing / Brand Awareness o Ongoing work with graphic designer to ensure proper implementation of Frontenac Brand (e.g., sign installation at Frontenac Arena, ad placed in Land O’ Lakes Tourism Map). o Working with Corporate Services Executive Assistant to bring in highquality, on-brand promotional items to build awareness of the brand (e.g., fishing lures, hooded sweaters, bags, etc.) o Have researched costing for Highway 401 Area Profile sign installation:
8’ x 16’ – design must be approved, no websites allowed One-time fee of $2,200 per sign covers manufacturing and installation (also applies when design changes) Contracts are $1,200 per year per sign, lasting 5 years One-time $50 administration fee Optional information tabs cost additional $650 per sign TODS regulates / approves sign locations
o Continued implementation through social media. In conjunction with Communications Officer, have posted 25 Brand Ambassadors on Facebook (since November 7). The rich content created and shared through the brand ambassador program continues to generate social media growth:
The number of impressions of your Page posts: 297,947
An increase of 492 likes to the County Facebook page
Information Report to Community Development Advisory Committee Community Development Officer Activities Report, Nov - Jan February 6, 2017
2017-010 Community Development Advisory Committee Community …
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AGENDA ITEM #a)
o Development of Frontenac printed brochure and complementary online interactive map pending regional marketing strategy, to be formalized in February. 6. Web Portal Developed content through December and January for the new web portal, set to launch in February. 7. Big Data 4 Small Places Acted as lead for Trails Hub Communities Working Group. Attended three full day sessions and a handful of other meetings. Group will develop a current state and gap analysis with recommendations for strengthening Sharbot Lake as a four seasons trails hub. Sustainability Implications In all that we do in the name of economic development in the Frontenacs, we will live by a set of principles that balance the economy, environment, social, and cultural interest of our communities. Financial Implications Falls within the budget of the Planning and Economic Development department. Organizations, Departments and Individuals Consulted and/or Affected Members of Community Development Advisory Committee County Council & staff Township of Frontenac Islands Township of South Frontenac Township of Central Frontenac Township of North Frontenac Frontenac Community Futures Development Corporation Residents of the County of Frontenac Local Businesses
Information Report to Community Development Advisory Committee Community Development Officer Activities Report, Nov - Jan February 6, 2017
2017-010 Community Development Advisory Committee Community …
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AGENDA ITEM #b)
Report 2017-011 Committee Information Report To:
Chair and Members of the Community Development Advisory Committee
From:
Richard Allen, Manager of Economic Development
Date of meeting:
February 6, 2017
Re:
Community Development Advisory Committee – Economic Development Web Based Portal (Progress Report)
Recommendation This report is for information purposes only. Background In 2016, the County of Frontenac launched the “Advancing Economic Development Through Collaboration” strategy in partnership with financial support from the Ontario Ministry of Farms, Agriculture and Rural Affairs through the Rural Economic Development (RED) program. This regional strategy at the County level supports several grassroots economic development initiatives through the new Frontenac brand. One of these initiatives included the development and implementation of a web-based portal to provide businesses, investors, and visitors with links to key resources across the region. In late 2016, the web designer completed site design for the economic development web portal. Through December 2016 and January 2017 content was written for the portal by the Economic Development team. On January 25 and 26, 2017 County staff were trained in the management of the various functions of the web portal in order to maintain and update as necessary. Web Based Portal The web based portal is meant to serve as a hub of resources and information for businesses, investors and visitors to Frontenac County. It provides a regional overview
2017-011 Community Development Advisory Committee Economic D…
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AGENDA ITEM #b)
strengthened by the County brand. The portal will share the direction Frontenac is growing to highlight investment opportunity, and connect users to specific planning and development resources they need at the township and county level. The portal is divided into five separate sections. Our Community: This section focuses on the quality of life enjoyed across Frontenac County, providing information about education, recreation, history and health care. This section also provides a geographical overview and short history of the County. Key Sectors: This section identifies the key areas for business opportunity that have been identified by Frontenac County. Food & Beverage, Trails & Recreation, Agriculture and small scale manufacturing have all been identified. Visit Frontenac: This section is focused on connecting visitors to Frontenac County with existing accommodations, food & beverage, key events and local attractions. Local Business: This section will include a business directory, connections to support services such as funding opportunities or employee recruitment, and will highlight key success stories of our local businesses from within Frontenac. Invest In Frontenac: This section will provide current listings of available commercial and industrial properties, key planning maps, demographics and specific planning links at the Township level. Next Steps The website is almost complete, with a few minor updates to be made prior to presenting to County Council later this month. Staff will provide the committee with a brief demonstration. Sustainability Implications Directions For Our Future (2009), the Integrated Community Sustainability Plan (ICSP) for Frontenac County, identifies the ongoing need for Frontenac to be connected both internally and to an external global audience. The web based portal will provide a hub that demonstrates that Frontenac County is open for business, and connect visitors, investors and existing businesses to resources and information they may need to plan their next project or adventure. Financial Implications The web-based portal has a budget of $30,000 and is funded through the Rural Economic Development (RED) program as part of the “Advancing Economic Development in the Frontenacs through Collaboration” project.
Information Report to CDAC Community Development Advisory Committee – Economic Development Web Based Portal (Progress Report) February 6, 2017 Page 2 of 3
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AGENDA ITEM #b)
Organizations, Departments and Individuals Consulted and/or Affected Community Development Advisory Committee Clerk’s Office (Communications) Information Services Central Frontenac Township Frontenac Islands Township North Frontenac Township South Frontenac Township
Information Report to CDAC Community Development Advisory Committee – Economic Development Web Based Portal (Progress Report) February 6, 2017 Page 3 of 3
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AGENDA ITEM #c)
Report 2017-012 Committee Information Report To:
Chair and Members of the Community Development Advisory Committee
From:
Richard Allen, Manager of Economic Development
Date of meeting:
February 6, 2017
Re:
Community Development Advisory Committee – Accommodation Study (Progress Report)
Recommendation This report is for information purposes only. Background In 2016 the County of Frontenac launched the “Advancing Economic Development Through Collaboration” strategy in partnership with each of the four townships along with financial support from the Ontario Ministry of Farms, Agriculture and Rural Affairs through the Rural Economic Development (RED) program. This regional strategy at the County level supports several grassroots economic development initiatives through the new Frontenac brand. One of the initiatives included as part of this strategy included the completion of an Accommodation Study with the purpose of identifying strategies to sustainably grow the number of accommodation opportunities across Frontenac County. Request for Proposals On January 13, 2017 the Request for Proposals was advertised to the community at large, and there were nine requests for the RFP documents (Exhibit A). On February 2, a total of three of submissions received and distributed to the review committee for analysis on February 3.
2017-012 Community Development Advisory Committee Accommodat…
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AGENDA ITEM #c)
The proposal review committee is comprised of: Robert Clinton, Chair of Community Development Advisory Committee Corey Klatt, Manager of Community Development, North Frontenac Township Richard Allen, Manager of Economic Development, Frontenac County Joe Gallivan, Director of Planning and Economic Development, Frontenac County Brand Ambassador, To Be Confirmed Next Steps: The review committee will interview each of the respondents on February 9, 2017. The final scoring of the proposals will then take place. The highest scoring proposal will be recommended to County Council on February 15, 2017 The selected consultant is expected to present draft results to the Community Development Advisory Committee in June 2017, and bring the final report and recommendations to Council in July of 2017. Sustainability Implications The Frontenac County Integrated Community Sustainability Plan (ICSP) identifies recreation and leisure as a focus area. This is also reflected in the County Economic Development Charter as a key pillar and strength. As visitors seek adventures and recreational activities in Frontenac, a strong network of accommodation options and partners should be in place to ensure the long term viability of this tourism industry. Financial Implications The accommodation study has a budget maximum of $50,000 and is funded through the Rural Economic Development (RED) program as part of the “Advancing Economic Development in the Frontenacs through Collaboration” project. Organizations, Departments and Individuals Consulted and/or Affected Community Development Advisory Committee Economic Development Task Force (North Frontenac) Central Frontenac Township Frontenac Islands Township North Frontenac Township South Frontenac Township
Information Report to Community Development Advisory Committee Accommodation Study (Progress Report) February 6, 2017
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AGENDA ITEM #c)
2069 Battersea Road Glenburnie, ON K0H 1S0 Tel. 613-548-9400 Fax 613-548-8460
FRONTENAC COUNTY
REQUEST FOR PROPOSAL Consultant for Review of Overnight Accommodations and Provision of a Strategy to Grow the Range of Accommodation Opportunities Available in Frontenac 1.
Background Information
For the purpose of procurement, this project is being coordinated by the County of Frontenac in cooperation with the four (4) member municipalities in the County, namely: •
Township of Frontenac Islands
•
Township of South Frontenac
•
Township of Central Frontenac
•
Township of North Frontenac
Collectively the above are herein after referred to as the “Municipalities”. Links to each of the municipalities websites are appended, Schedule “A”. For the purpose of all contractual aspects of this agreement, the County of Frontenac is the only party to this RFP and any subsequent agreements. For the purpose of completing this assignment, the Frontenac County Manager of Economic Development shall act in the capacity of Project Manager and will assist the consultant with logistical matters related to the efficient delivery of the work of the consultant. 2.
Intent of the Proposal
To this intent, the County and member municipalities require the services of a consultant or consulting team with demonstrated experience working with rural communities on economic development initiatives, in particular accommodation studies/reviews. The final result will be the creation of a two part strategy:
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AGENDA ITEM #c)
- A region-wide review of the potential to identify opportunities for growth in the overnight accommodations sector throughout Frontenac. Increasing the number and variety of overnight accommodations is seen as a positive step in generating more economic opportunities for local business by extending visits and providing the opportunity to host multi-day events.
- A breakdown of region-wide strategy highlighting the most applicable projects/activities for each of the four (4) member municipalities that recognize both geographic and social differences. It is important that this project reflects the sustainability imperatives stated in both the County Official Plan1 and the Directions for Our Future2 plan. The County’s Economic Development Charter (Schedule “B”) sums up this commitment as follows: “In all that we do in the name of economic development in the Frontenacs, we will live by a set of principles that balance the economy, environment, social and cultural interest of our communities.” Frontenac recognizes that growth in four season accommodation options will assist local business to grow and expand the range of options available to them to operate in a sustainable manner. The completion of the K&P Trail in 2017 will provide a connecting link from the scenic vistas of Wolfe Island in the south, through the City of Kingston, north to the vast trail network of South, Central and North Frontenac, and the rolling farmland and Canadian Shield opportunities of the region. Expanded accommodation options will be a key opportunity for growing the economic and commercial base in Frontenac. Building upon the new Frontenac Brand3, the Economic Development Charter and the development of the K&P Trail, the Consultant will examine the full spectrum of options including, but not limited to: • • • • • •
Emerging trends such as the new sharing economy, “glamping”, tree houses cottage rentals Bed and Breakfast camping family resorts full service motels and conference centres.
The report will first look at the existing Frontenac market, including availability and range of options currently available, including current vacancy rates. Three target audiences for engagement have been identified by the County, including: 1 http://www.frontenaccounty.ca/en/corporate/resources/County-of-Frontenac-Official-Plan---Consolidate-Copy.pdf 2 http://www.frontenaccounty.ca/en/corporate/resources/Sustainability/Frontenac_ICSP_-
_Directions_for_Our_Future.pdf 3 http://www.frontenaccounty.ca/en/corporate/frontenac-brand.asp Request for Proposals – Frontenac Accommodation Review Closes Thursday February 2, 2017 at 3:00 p.m. Page 2 of 15
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AGENDA ITEM #c)
- The current network of Frontenac “Brand Ambassadors”4;
- Businesses that are not currently part of the Brand Ambassador network; and
- Local champions and organizations will have input and opinions regarding the need/demand for accommodations. The County, through the Community Development Advisory Committee, will work with the consultant to develop a list of potential contacts. The consultant’s response should identify potential engagement strategies for these three groups. The report will highlight opportunities for expansion of the accommodation market, including expanding the current providers and growing the total accommodation portfolio, as well as opportunities to bundle various accommodation options and products to maximum effect. The resources of the County’s GIS team will be available to the consultants as part of their efforts. Working with County and municipal planning staff, the consultant will also identify opportunities to reduce barriers to growth of the accommodation network. Finally, the report will present a series of “best bets” for growing the accommodation market place in Frontenac, including marketing strategies, new digital approaches and leveraging the network of existing businesses to maximum effect. The consultant may choose to use a case study method to illustrate best practices. At the end of this process, County Council, member municipalities and staff will be presented with a “tool kit” of opportunities and work plan covering a five year time horizon. The tool kit will include key performance indicators to gauge success and adjust targets and strategies.
Scope of Work
Submissions are being accepted by the County of Frontenac for a Proposal seeking the services of an experienced marketing firm / consultant with experience in rural economic development and relevant work in the hospitality sector. This RFP outlines the base deliverables; for the design and development of a region-wide accommodation strategy. Work under this contract will include all labour, material, design and other associated costs required to complete the above mentioned work in accordance with general conditions and specifications herein. 4.
Deliverables
The successful supplier will be required to provide: •
A regional review of the existing accommodation market across the entire spectrum as noted above. This review will also look at a high level examination of the Kingston market and options to leverage this market.
4 http://www.frontenacmaps.ca/brandambassadors/
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AGENDA ITEM #c)
•
•
•
• •
• •
An engagement strategy for current businesses (in particular Frontenac Brand Ambassadors) to identify opportunities and challenges. The consultant is expected to deliver a creative and interactive engagement process for existing businesses, such that they feel that their opinions are valued and are reflected in the recommendations. o The final product will include a recommended strategy for the ongoing engagement of Brand Ambassadors as a driving force in this project. An engagement strategy to mobilize members of County Council, member municipality Councillors, the economic development committees of North and Central Frontenac, the County’s Community Development Advisory Committee and related staff in the evaluation of opportunities, identification of challenges and have a sense of ownership or “buy-in” for the final product. An evaluation of current social, environmental, economic, cultural and tourism assets that can be utilized to promote longer “stays” in Frontenac and recommend a strategy to leverage these assets. An evaluation of planning policies and suggested amendments that will encourage and support the accommodation sector and remove barriers to entry. A “tool kit” of projects and proposals intended to increase new accommodation options and grow existing businesses, including estimated costs and timelines that are intended to formulate a work plan for County and Township staff. Potential options for grants opportunities to support the overall strategy. The development of a recommended set of five to 10 key performance indicators (KPIs) that can be utilized by Council, the community and staff to evaluate progress and if necessary adjust goals and strategies.
The budget for this project cannot exceed $50,000 including disbursement. The consultant will provide a 90% “draft” report to the Project Manager in June 2017, with final report being presented to County Council at a date to be confirmed in the month July 2017. The draft will also be reviewed with the Community Development Advisory Committee at a date to be confirmed in June 2017 with feedback provided to the consulting team. A final report will be presented by the consultant to a County Council meeting in July 2017. The County and member municipalities will assist the consultant by cooperating on providing meeting room spaces, access to planning staff and related resources, including GIS staff and products, plus promotion through County social media channels as required. 5.
Proposal Structure and Content Requirements
5.1
Proposal Submission Structure The proposal document should be structured in sections that refer to the headings addressed in the Proposal Content Requirements of this section and should be numbered and tabbed accordingly. We recommend a maximum of ten (10) pages for the body of the submission.
5.2
Proposal Content Requirements
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AGENDA ITEM #c)
5.2.1 Applicable Expertise and Resources Describe the expertise and qualifications that you would bring to the completion of this study. Please provide resumes of all individuals who may be involved in this study and whether any portion of the study will be contracted out and to whom/what firm. 5.2.2
Related Experience Please provide examples of related work completed. The County may use this list as a further reference.
5.2.3
References Please provide a list of references, whom the County may contact, complete with telephone numbers to supplement this information. Please restrict this list to three references.
5.2.4
Methodology/Understanding of the Requirements Please outline in detail how you will undertake the exercise with the estimated number of hours to undertake each step of your methodology. A project plan/timeline should be included with the submission. The final plan shall be completed by June 30, 2017.
5.2.5 Budget Please provide a budget summary, including the following: a) The maximum amount payable by the County for the consultant’s services associated with the completion of this study. b) The hourly rate that would be applied should additional services be required outside the scope of the original contract. 5.2.6 Corporate Information Please provide the following: a) Proponents complete name, address (postal, e-mail and Internet), telephone and fax number and the name of the contact for this proposal. b) Philosophy on customer service and quality assurance. c) Philosophy regarding sustainability and environmental protection. Request for Proposals – Frontenac Accommodation Review Closes Thursday February 2, 2017 at 3:00 p.m. Page 5 of 15
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AGENDA ITEM #c)
5.2.7 Other Considerations Please include any other items, not covered in the previous sections, which will identify why your firm should be selected by the County as the consultant to complete this study. Please note that the County of Frontenac will own the rights to use of the final report produced by the Consultant. The report will also include appropriate attribution to the consultant and will not be altered or misrepresented by the County. The consultant will retain full rights to all methodology, calculations and trademarks related to the production of the report. 6: Proposal Process 6.1
Timeline
The following timeline has been established for the Consultant selection process: Request for Proposals Issued Deadline for Questions Proposal Submission Determine Short List for Interviews Consultant Interviews/Presentations Notification of Award Final Plan to be completed by
Monday January 9, 2017 Thursday January 26, 2017 at 2:00 p.m. Thursday February 2, 2017 at 3:00 p.m. Monday February 6, 2017 Thursday February 9, 2017 (am) Tuesday February 14, 2017 Friday June 30, 2017
The submissions and interviews will be juried by a committee composed of the following: • • • •
6.2
Chair (or Designate) of the County’s Community Development Advisory Committee; One Chief Administrative Officer from the member municipalities; One Brand Ambassador representing the Frontenac Business Community County of Frontenac Staff, including: o Director of Planning and Economic Development; o Manager of Economic Development (Project Manager); o Community Development Officer. Date & Place for Receiving Proposals a) Proposals must be addressed to: County of Frontenac 2069 Battersea Road Glenburnie, ON K0H 1S0 Attn: Marian VanBruinessen and clearly marked:
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AGENDA ITEM #c)
RFP – Consultant for Frontenac Accommodation Review b) BY MAIL OR PERSONAL DELIVERY: (i) Proposals by mail or personal delivery will be received by 3 p.m. local time on Thursday, February 2, 2017 (ii) Proposals received after 3 p.m. local time on Thursday, February 2, 2017 will be returned unopened. (iii) Before being officially received, the proposal envelope will be marked by the Office of the County, with the time and the date that the envelope was received in the office. c) BY ELECTRONIC MAIL: Documents can be sent by email in PDF FORMAT to the attention of Nancy Elliott, Finance Clerk, at ap@frontenaccounty.ca. It is the responsibility of the proponent to ensure that the email has been received by Ms. Elliott before the closing time and date. The County server does restrict the receipt of attachments exceeding 5.5 mb. Files over 5.5mb will be accepted using 2big4email. Go to the website at www.frontenaccounty.ca for application. Bottom right hand corner, click on 2big4email Follow instructions on the right hand side. Please email ap@frontenaccounty.ca that you have used this application to send your proposal. d) FAX COPIES WILL NOT BE ACCEPTED e) All proposal submissions are appreciated. However, the County will be contacting only those selected for an interview. 6.3
Documentation a) Five (5) copies of the proposal are required for paper submission or 1 copy if emailed. b) Three (3) references c) The submission must not be more than ten (10) pages (excluding appendices) d) All proposals must be legible and typewritten. e) A Certificate of Clearance from the Workplace Safety & Insurance Board (W.S.I.B.) certifying that the proponent is in good standing with the Board, and confirming that their account is active and up to date; f) Proof of liability insurance with a minimum limit of $2,000,000;
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6.4
Interview An interview may be necessary as part of the evaluation process. Short-listed proponents will be advised on Monday February 6, 2017 for an interview on Thursday February 9, 2017. Please ensure your firm is available on Thursday, February 9, 2017 for an interview.
6.5
Negotiations In the event that a prepared proposal does not precisely and entirely meet the County of Frontenac’s requirements, the County of Frontenac reserves the right to enter into negotiations with the selected Proponent(s) to arrive at a mutually satisfactory arrangement with respect to any modifications to a proposal.
6.6
Communications All requests for information and/or clarification as well as questions regarding the interpretation of the terms set out in this document should be emailed to ap@frontenaccounty.ca. The County reserves the right to distribute any or all questions and answers to the other proponents. Deadline for questions: Thursday January 26, 2017 at 2:00 p.m.
6.7
Withdrawal or Substitution of Submission A proponent may withdraw or substitute all or part of his/her proposal at any time up to the official closing time. The last proposal received shall supercede and invalidate all proposals previously submitted by that proponent for this proposal. A proponent may withdraw or qualify his/her proposal at any time up to the official closing time, by submitting a letter bearing the signature as in his/her proposal to the Clerk, who will mark thereon the time and date of receipt and will place the letter in the tender box. No telephone calls or telephone transmissions by facsimile copies will be considered.
6.8
Alterations or Variations No alterations or variations of this document shall be valid or binding upon the County unless authorized in writing in accordance with the procedure set out in Communications 4.6.
6.9
Oral Explanation or Interpretation
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No oral explanation or interpretation shall modify any of the documents or provisions of the County’s request for proposal documents. 8.
Proposal Evaluation
7.1
Qualification evaluations will be carried out based on the following criteria: 1 2 3 4 5 6 7 8
Applicable expertise and resources Related Experience Quality and nature of the proposed engagement process Project Understanding Interview Overall Quality of Proposal References Cost Total
15 15 15 15 10 10 10 10 100
The submissions will be assessed on the merits of the information provided. Proposals should address the categories listed above to enable the Review Committee to undertake adequate assessment. LOWEST BID OR ANY PROPOSAL NOT NECESSARILY ACCEPTED. 7.2
Acceptance of this Proposal and Contract It is expected that one proponent will be selected to conduct this study. Upon selection, the successful proponent will be required to enter into a contract with the County. The contract will be based on the specifications, terms and conditions expressed in this document, the successful proponent’s proposal and documented negotiations and will include the requirement of proof of professional liability insurance. The RFP results will be advertised on the website with only the successful Proponent being contacted.
Other
8.1
Incurred Costs The County shall not be responsible for any liabilities, costs, expenses, loss or damage incurred, sustained or suffered by any Proponent(s) prior or subsequent to or by reason of the acceptance or non-acceptance by the County of any proposal by reason of any delay in the acceptance of a proposal.
8.2
Confidentiality
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The Proposal must not be restricted by any statement, covering letter or alteration by the Proponent(s) in respect of confidential or proprietary information. The County will treat all Proposals as confidential. The County will comply with the Municipal Freedom of Information and Protection of Privacy Act, and its retention by-law pursuant to the Municipal Act, in respect of all Proposals. All public reports approved by the Council of the County will become public information. Such public reports will not include Proposal documents. The County will not return or destroy all copies of any successful Proposal. All unsuccessful Proposals will be destroyed within a year of determining the successful Proposal 8.3
Errors and Omissions The County shall not be held liable for any errors or omissions in any part of this RFP. While the County has used considerable effort to ensure an accurate representation of information in this RFP, the information contained in the RFP is supplied solely as a guideline for Proponents. The information is not guaranteed or warranted to be accurate by the County, nor is it necessarily comprehensive or exhaustive.
8.4
Bid Cancellation The County reserves the right to cancel this bid request at any time up to the Award of a Contract.
8.5
Legislative and Licensing Requirements All Proponents and Proposals must comply with any law, including all legislation and regulations, which may be applicable to the services provided subsequent to the RFP. Please be advised that a condition of the agreement will be a requirement that the Successful Proponent comply with the applicable laws of Ontario and Canada, including the: The Occupational Health and Safety Act (Ontario) Ontario Human Rights Code Pay Equity Act (Ontario) The Accessible Customer Service Standard. Any agreement that results from this RFP will be subject to the laws of the Province of Ontario and Canada.
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Schedule “A” – Municipal Background Information
Township of Frontenac Islands. Website: http://municipality.frontenacislands.on.ca/
Township of South Frontenac. Website: http://www.southfrontenac.net/
Township of Central Frontenac. Website: http://www.centralfrontenac.com/
Township of North Frontenac. Website: http://www.northfrontenac.com/
County of Frontenac. Website: Frontenac County
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Schedule “B” – Economic Development Charter
EXECUTIVE SUMMARY An Economic Development Charter for the Frontenacs March 5, 2015 We believe a strong economy is essential for vibrant, enduring communities, for the happiness, health, and satisfaction of our residents, and for the security of our citizens as well as our businesses, organizations and local governments. We value collaboration and pledge to work together to develop, gather support for, implement and measure the themes in this Charter. We share a Vision of an economy that is rooted in the character of the Frontenacs and its people: welcoming, natural, healthy, clean, tranquil, entrepreneurial, and rural by choice and conviction. We agree that success in bringing the Vision to life will come from proactive implementation of initiatives developed within the inter-related themes outlined in this Charter. We pledge that the Frontenacs will be a stronger by focusing on the following themes:
Activities Trips and Trails •
Describe scope of priority
•
Describe “why” of priority
Describe general definition of success
• •
Local Food and Beverage
Providing safe community linkages for recreation, active transportation and tourism will provide opportunities for business and assessment growth.
•
The geography of the Frontenacs is vast and beautiful. Lifestyle and recreation opportunities will be supported by the successful implementation of a trips and trails strategy.
•
Assessment growth in proximity to trails Business growth in trips and trails support
•
•
Recreation Lifestyle
Food and beverage products that are grown, processed and sold locally, regionally and internationally will reinforce the character and reputation of the Frontenacs, while providing local jobs and support for tourism.
•
The unique geography and environment of the Frontenacs offers the opportunity to provide a rich and diverse range of product offerings for residents and visitors. Will take advantage of a growing demand for local, healthy food options. Growth in value added agriculture, agri-business, specialty products and artisan foods
•
•
• •
Promotion of the Frontenacs lifestyle, with access to the natural beauty and amenities of the Frontenacs will appeal to families and businesses. The recreation lifestyle will be complemented by a “connected” community. Youth and families that yearn for a rural lifestyle with access to nature, connection to trails and opportunities to work from home will help provide balance to our economy.
Attraction of families and retention of our youth. Growth in home based businesses.
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industries i.e., B&B’s, outfitters, restaurants.
•
•
Development of breweries, distilleries and wineries. Ensuring the required supports are in place.
Demographics Seniors •
Describe scope of priority
•
•
Describe “why” of priority Describe general definition of success
• • •
Families and Youth
Ensuring that seniors can remain in their home and transition to independent living options will strengthen the fabric of our communities. The health and quality of life of our seniors is important to our community.
•
Seniors are a vibrant and diverse component of our communities. From the newly retired, to the active senior promoting an “aging-inplace” strategy as an economic development and planning framework will improve our communities. Improved “aging-in-place” options. Improved transportation and access for seniors. Private sector involvement in providing seniors solutions.
•
•
The demography of the Frontenacs needs a balance that includes youth and families. The themes of recreation lifestyle, trips and trails will be the key to the attraction and retention of people that crave the natural beauty and attributes of the Frontenacs. A diverse population for the Frontenacs will ensure our economy is broadly based.
Demographic growth in the 0 to 40 age groups.
Implementation Tools We recognize that by focusing on these themes, local jobs will be the outcome. We will leverage the power of these themes by utilizing a coordinated approach to infrastructure, access to grants opportunities, business loans and counseling and regional marketing.
Principles In all that we do in the name of economic development in the Frontenacs, we will live by a set principles that balance the economy, environment, social and cultural interest of our communities. These principles are summarized as follows: • • • • •
Be prepared – plan, balance risk and take advantage of opportunities Work collaboratively – as a community of communities and across political boundaries Be accountable – listen to our citizens and making tough decision and correcting course when required Communicate effectively – ensure quality, timely communications with our stakeholders and be clear in our intent Recognize the rural lifestyle – our economy is a reflection of our rural communities
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We will track our progress and report back to our communities every year. We will identify where we have excelled or fallen short, celebrating or refining our work as we track progress using these indicators: •
More diverse/larger tax base
•
Increased year round tourism
• •
Increased food and beverage business and supporting infrastructure More people living and working in the Frontenacs More youth in our communities Decreased poverty rates
• •
• •
More seniors staying and arriving Increased partnerships
• •
• •
Increased sense of community pride Success in our schools
• •
Increased permanent population Use of technology to track businesses and data Diversity in demographics – age and race More kilometers of trails and related facilities More opportunities for self-employment Ability to adapt to change
• •
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Report 2017-013 Committee Information Report To:
Chair and Members of the Community Development Advisory Committee
From:
Richard Allen, Manager of Economic Development
Date of meeting:
February 6, 2017
Re:
Community Development Advisory Committee – Hastings County Economic Development Review
Recommendation This report is for information purposes only. Background In 2016, Hastings County undertook a review of its economic development department as a result of concerns about whether or not its member municipalities were receiving good economic development service. A consultant was hired to undertake the operational review which was intended to be a top to bottom analysis which looked at tourism as well as other industries. The Hastings County Economic Development Mandate and Operations Review Final Report was presented to Hastings County Council at a meeting held January 17, 2017. A copy of the Final report is attached to this report as Appendix A. Comment The purpose of this report is to provide the Committee with an opportunity to discuss where the County is ahead of Hastings and other Counties, and where it lags, as well as to discuss the number of different functions Economic Development plays in Hastings vs Frontenac. Review of best practice and benchmarking of services is a component of continuous improvement for any progressive organization. As noted on page 28 of the Hastings report, recommendations were provided in four areas, those being County mandate and services, Governance and partnerships,
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Organization and operations, and Measuring success. The recommendations would indicate that the County of Frontenac is more advanced in certain areas of its Economic Development, specifically around areas such as branding and the establishment of a Community Development Advisory Committee. While in other areas such as budget, staffing and small business advisory we lag behind. Sustainability Implications In all that we do in the name of economic development in the Frontenacs, we will live by a set of principles that balance the economy, environment, social, and cultural interest of our communities. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Members of Community Development Advisory Committee County Council and staff Township of Frontenac Islands Township of South Frontenac Township of Central Frontenac Township of North Frontenac Residents of the County of Frontenac Local Businesses
[Recommend or Information] Report to Council Title of report Date of meeting
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Hastings County Economic Development Mandate and Operations Review Final Report to County Council
January 17th, 2017
mrowland@changefocus.ca T 647 345 8825
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Michael Rowland
This section outlines the overall objectives and process of the project.
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- Introduction
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1
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Project objectives ●
Outline current County mandate in economic development and assess whether it is still appropriate and relevant
●
Understand what neighbouring counties are doing in economic development
●
Determine what role the County should play in tourism and whether it should have a greater focus going forward
●
Determine how success should be measured in economic development and what metrics should be used for that measurement
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Project process Phase 2 December - January
Phase 3 January
Consultations
Draft report
Final recommendations
Assessment and key themes
Draft recommendations
Implementation plan
November 15 County Workshop
January 17 Special County Council Meeting
January 26 County Council Meeting
3
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Phase 1 September - November
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- Current Mandate, Services and Organization This section describes the current mandate, services and organization of the County’s economic development function.
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County mandate in economic development has evolved over time under Council approved direction Origin - 2006 •
Council Strategic Planning Task Force recommends County mandate and role in economic development
Foundation - 2007 • •
Economic Development Strategy and one year action plan approved by Council Economic Development Manager position established within Planning and Development
Strategic Evolution I - 2009 - 2014
Strategic Evolution II – 2014 – 2016 Key strategy documents developed o Economic Development Action Plan 2014-2018 approved by Council o Updated Tourism Master Plan developed and waiting to be brought forward to Council • Enterprise Facilitation Coordination position vacant and not filled (March 2016) •
5
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Key strategy documents developed and approved o Economic Development Action Plan 2009-2012 approved by Council o Business Retention and Expansion study and plan o Investment Attraction Strategy and brand o Premier Ranked Tourism Destinations Strategy /Tourism Development Master Plan o Hastings Opportunities in Tourism (HOT) Initiative o 10 Year Cultural Plan o Harvest Hastings created o Enterprise facilitation program created • Tourism Development Coordinator established (2011) • Enterprise Facilitation Program and Coordinator established (2009) •
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Current mandate and services Mandate
Services
Start-up and Small Business Assistance
•
Investment Marketing
•
•
• •
• •
Encouraging ‘Lone Eagles’ to re-locate to and invest in Hastings County through social media and on-line advertising Promoting investment in artisan food and beverage (e.g. FAB Region) Collaborating with regional partners (e.g. Ontario East Economic Development Commission) Collaborations with member municipalities and the local tourism industry to improve identified underdeveloped and underperforming assets. Examples include supporting trails maintenance and development, and helping with the development of Bancroft’s Earth Sciences Centre
6
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Product Development
Helping entrepreneurs and existing businesses with coaching and advice through the Enterprise Facilitation Service (currently vacant) Providing them with economic data and information on available properties and financing opportunities
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Current mandate and services Mandate
Services
Agriculture and Natural Resources/Fore stry
•
Culture and Heritage
•
•
•
• • • •
Supporting and highlighting local culture and heritage assets as economic drivers. Examples include the development of the regional cultural plan, organizing the cultural summit and networking events, developing CulturalPortal.ca, and creating a region-wide calendar of events Facilitating the creation of overall strategies such as the Economic Development Action Plan and Tourism Development Master Plan Developing the profile of and collaboration within industry (e.g. Annual Tourism Awards) and among member municipalities (e.g. Economic Development Partners Group) Collaborating with and providing financial support to regional destination marketing partners (e.g. Bay of Quinte Regional Marketing Board, Bancroft and District Chamber of Commerce) Working with and acquiring funding from provincial partners (e.g. Ontario East Economic Development Corporation, Ministry of Economic Development and Growth)
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Strategies, Partnerships and Network Development
Providing funding and initiative specific staff assistance to Harvest Hastings and the Bancroft and Area Forest Industry Association Advocacy on industry issues
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Current organization and overview of roles Manager Economic Development (1.0 FTE)* Andrew Redden
Tourism Development Coordinator (0.8 FTE) Kasey Rogerson
Enterprise Facilitation Coordinator (0.8 FTE) (vacant)
Manager Economic Development • • • • •
• • • • • • •
Source: Position descriptions and interviews
Tourism Development Coordinator • • • • • • • • • • • • • • • •
Development and implementation of strategies, programs and projects Support product development Support tourism related task forces Stakeholder relations and communication Online marketing and social media Statistical analysis and reporting Liaison with regional tourism and destination marketing organizations Advice and support to operators Assist and provide support to local tourism marketing efforts Provide customer service training Administer industry tourism awards Coordinate and support Arts Route Promote tourism awareness week Administer HOT spots competition Conduct visitor surveys Support coordination and collaboration
Enterprise Facilitation Coordinator •
•
Provide one-on-one coaching assistance to local residents and entrepreneurs to assist with business start-up and expansion Support volunteer advisory board to assist entrepreneurs to find resources
8
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• •
Development and implementation of strategies, programs and projects Support product development Conduct investment marketing, including online marketing Develop and process leads Assist and provide support to local economic development efforts Develop and support partnerships Represent County on regional economic development initiatives Support stakeholder relations and communication Support coordination and collaboration Access/facilitate external funding Provide statistical analysis Develop annual business plan/budget Manage staff Provide annual report and support reporting to Committee and Council
- Reports to Director of Planning and Development
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2016 Operating Budget – Economic Development Expenditures Item Salaries Fringe benefits Telephone Marketing plan Memberships/conferences/training Mileage and travel
Revenue Amount
Amount
$198,908
Tourism development grant
$1,000
28,855
Contribution from reserves
43,000
2,200
Total Revenue
$44,000
Net Cost
$430,654
22,240 8,000 12,000
Investment attraction branding
2,700
Enterprise facilitation
9,550
Destination marketing
72,000
Trails (EOTA surveys)
33,000
Trails (CP land acquisition)
15,000 7,200
Natural resources and agriculture initiatives
23,000
Food and beverage investment
3,000
Tourism development project
29,000
Cultural plan
5,000
Miscellaneous expense
3,000 $474,654
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Business retention and expansion initiative
Total Expenditures
Item
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- Observations This section provides observations on the County’s economic development function. Observations are organized under the following categories: a. Mandate and services
c. Measuring success d. Organization and operations
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b. Governance and partnerships
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a. Mandate and services ●
There is a solid base of support among member municipalities for a continued role by the County in economic and tourism development, though some challenges need to be addressed
1 municipality unable to participate in interview
11 of 13 member municipalities interviewed identified moderate to strong support for a continued County role in economic and tourism development
Perceived Strengths
Perceived Challenges Level of awareness of County role and services Level of municipal engagement North-south differences and sensitivities How to measure success Cost/affordability concerns
Staff are seen as competent, enthusiastic and responsive. But there is a definite lack of member municipality understanding and awareness of what they do.
11
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Enterprise facilitation Investment marketing Tourism HOTie awards Arts and culture Harvest Hastings
2 municipalities don’t see value in a County role
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a. Mandate and services ●
The County’s sector and opportunity focus is well-aligned with where member municipalities see potential for economic and tourism development in their communities Sectors Identified by Member Municipalities Tourism Agriculture/Agri-business Culture and heritage Natural resources Opportunities Identified by Member Municipalities
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Lone-eagle business attraction Startup and small business assistance Business retention and expansion Product development
Alignment exists between where member municipalities see potential and the County’s focus
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a. Mandate and services ●
13
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The County of Hastings has an important leadership role to play in economic and tourism development in: providing County-wide leadership, advocacy and support for the direct and indirect benefit of all member municipalities helping Hastings to stand out from regional competitors as a place to live, work and visit spearheading key County-wide and regional initiatives in economic and tourism product and sector development and marketing attracting entrepreneurs and providing support to existing businesses operating in Hastings County serving as a coordinating and connecting window to facilitate access to and leverage the contributions of a wide range of economic and tourism development partners and supports being a central hub for information, research, analysis and communication encouraging and facilitating local community development efforts by member municipalities and supporting the sharing of information and knowledge among member municipalities developing and sustaining the critical mass and breadth of capabilities required to be effective over time in economic and tourism development
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a. Mandate and services Enterprise facilitation is a highly valued and important service solid base of support among member municipalities during interviews (9 of 13 interviewed support this) aligns well with county strategy and opportunities for attracting lone eagles supports local business retention and expansion (key source of job growth) past incumbents were seen as helpful and responsive valued by local staff as a place to refer businesses service is missed – most want it replaced and some want it expanded to increase capacity and geographic accessibility/operational efficiency all other counties offer some form of small business assistance
●
Desire to know more about long term outcomes for businesses assisted
●
Requirement of confidentiality is frustrating for local elected officials but a necessary and standard practice essential for businesses to feel comfortable in participating all other counties interviewed follow this practice
●
Name is confusing/uncommon – small business and start-up assistance or coaching is likely clearer
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a. Mandate and services The County’s focus on attracting lone eagle entrepreneurs is appropriate
●
Represents a very viable and realistic opportunity that fits with the assets Hastings has to offer
●
Fits with overall economic trends and findings related to the role of small business and entrepreneurialism in job creation
●
All other neighbouring counties interviewed have shifted their primary focus away from industry attraction and are placing greater emphasis on small business development, attraction of entrepreneurs, business retention and expansion, tourism, agriculture and agri-business, and food and beverage
●
Reinforces the marketing of Hastings as a great place to live
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a. Mandate and services Tourism is an important sector for the County to continue to focus on Hastings has many core attractors to build on – outdoor recreation, lakes and fishing, minerals and rocks, motorcycle tourism, first nations, arts and culture, wellness, agri-culinary tourism, antiques etc. tourism is relevant to all parts of the county opportunity exists to build on base of special festivals and events opportunity exists to develop significant and distinctive year round attractions (earth sciences centre, pump storage project) supports marketing of the county as a place to live
●
To be effective the County needs to: have a strategic and integrated approach - too many organizations and jurisdictions involved at present develop a clear and customer focused brand that stands out and is relevant to the different regions and target markets across the county develop and focus on distinctive experiences and clear target markets engage and support industry, municipalities and partner organizations effectively implement a sustained marketing effort over time that makes best use of available resources
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●
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a. Mandate and services The County needs to develop and implement a brand strategy there are too many brands out there delivered by multiple partners, none of whom have exclusive and complete responsibility for the success of Hastings County communities the fragmentation is confusing, ineffective and wasteful
●
The brand strategy should: include a master brand that elevates recognition of the County and speaks to the quality of life to be experienced here include related sub-brands or key messages that speak more directly to key target audiences (tourists, businesses, residents) and are relevant to all parts of the County be flexible to incorporate local municipal branding and messaging
●
The branding strategy must: be professionally developed and implemented consistently be supported by an accessible set of tools and templates be embraced by all regions and stakeholders
●
Other neighbouring counties have done or are doing this – Hastings is in danger of being left behind 17
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b. Governance and partnerships Reporting through the Planning and Development Committee is not generating enough understanding, engagement and direction from Council in relation to economic and tourism development members of Council do not feel informed about the role, services and activities of the economic development office written reports are not sufficient in engaging Council attention and discussion future strategies should consider how to better engage all of Council while fitting within the overall governance system and approach of the County
●
Industry partner engagement is good and is centred on key strategies and initiatives specific to key sectors and functions – this is the most effective way of engaging industry. However, it would be valuable for the County to have additional industry advice on ongoing economic and tourism development strategies
●
The engagement of eastern Ontario and provincial partners is an important role for the County helps to leverage funds and programs to the benefit of the County builds critical mass through collaborations with other counties helps to coordinate efforts to use resources most effectively however, many are looking for clearer and more integrated leadership from the County in order for them to work most effectively 18
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●
☐
☐
☐
☐
☐
☐
Advocacy
Partnerships and Network Development
☐ ☐
☐
☐
☐
☐
☐
☐
☐
Provincial ministries
☐
☐
QEDC Trenval CFDC
= Major focus ☐ = Contributing role
☐
☐
Source: Adapted from County of Hastings Economic Development Overview, 2016
☐
☐ 19
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Loyalist College
Regional Tourism Organizations
☐
EOWC/EORN
North Hastings Economic Development Committee
Business Retention and Expansion
☐
East Central Ontario Training Board
Local municipalities
Investment attraction
☐
CFDC North & Central Hastings and S. Algonquin County of Hastings
Labour Force Development
☐
☐
Downtown Revitalization
Natural Resources
Bay of Quinte Regional Marketing Board
Infrastructure & Planning
☐
Agriculture
Small Business Assistance
Tourism Product Development
Bancroft & District Chamber of Commerce
Regional/Local Marketing
Organization
Tourism Marketing
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County brings together many contributing partners
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b. Governance and partnerships ●
Other counties operate with varied governing structures County
Governance Structure
Planning and Development Committee of Council
Leeds Grenville
Council (no standing committees)
Lennox and Addington
Economic Development Coalition
Frontenac
Community Development Advisory Committee
Northumberland
Council (no standing committees)
Prince Edward County
Community and Economic Development Commission
Renfrew
Development and Property Committee of Council
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Hastings
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b. Governance and partnerships The Municipal Partners Group needs to evolve its focus, role and approach to be a more influential and effective advisory and collaborative resource take on a more proactive role in advising on priorities and strategies, collaborating on collective initiatives, supporting learning and development and facilitating information exchange enact a committee structure or meeting approach that better supports a sustained focus on both tourism and economic development while ensuring integrated planning and coordination among economic and tourism development initiatives Continue to rotate meetings between locations across the County to promote engagement and support understanding
●
The contribution of this group should be so valuable and effective that it engenders the support of the North Hastings Economic Development Committee and that this group could decide to integrate its mandate and operations into that of the partners group if it chose to do so. Members could also potentially play a role on the Economic and Tourism Development Advisory Committee
●
If North Hastings Economic Development Committee continues to exist, it could also play a role in taking on specific projects for the County where this makes sense.
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c. Measuring success Member municipalities and County staff want to develop an agreed upon means of measuring success in economic development
●
Success measurement is important yet challenging. Challenges include: ability of the county to control or influence macro economic health attributing cause and effect to County service interventions currency and jurisdictional fit of available data balancing cost and effort of measurement with value
●
A variety of measures and approaches are being used by other jurisdictions a 2011 survey of members of the Economic Development Association of Canada found a multiplicity of measures being used discussions with neighbouring counties found the same kind of variation
●
Best practice as outlined in the literature suggests: distinguish between inputs, activities, outputs and outcomes focus on a handful of key measures within each to be manageable tie measures and associated targets to your particular strategic objectives define measures and data sources explicitly client input is important 22
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●
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d. Organization and operations The County should keep the economic and tourism development unit within the Planning and Development Department and address the need for more engaged governance through new Council reporting protocols Will continue to facilitate interdependencies with Planning Avoids potential added costs of creating a new department Avoids risk of overburdening CAO
●
The County economic and tourism development unit needs to be resourced to fulfill a leadership role in economic and tourism development Enterprise Facilitator position is vacant and was only four days a week Tourism Coordinator position is only four days a week Economic Development Manager and Tourism Development Coordinator are wholly responsible for both leadership and service delivery An expanded County role in tourism would require a re-positioning of existing marketing resources and some supplementary resources Unit name should be changed if County embraces enhanced tourism role
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d. Organization and operations ●
Other counties operate with varied administrative reporting relationships for economic development County
Administrative Reporting
Part of Planning and Development Department reporting to CAO
Leeds Grenville
Economic Development Department reports to CAO
Lennox and Addington
Part of Community and Development Services reporting to CAO
Frontenac
Part of Planning and Economic Development Department reporting to CAO
Northumberland
Economic and Tourism Development Department reporting to CAO
Prince Edward County
Part of Community Development Department reporting to the CAO
Renfrew
Part of Development and Property Department reporting to CAO
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Hastings
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d. Organization and operations ●
Five of the six counties surveyed have a greater investment in staff and operating budgets devoted to economic development in comparison to Hastings County
Economic Development Staff
Net County Funding for Economic Development 2016
Total Staff – 2.6 FTE Manager of Economic Development Destination Development Coordinator (0.8 FTE) Enterprise Development Coordinator (0.8 FTE) vacant
$430,654
Leeds Grenville
Total Staff – 4.0 FTE Economic Development Manager Economic Development Officer Economic Development Department Administrator and Communications Support Unfilled/new position to focus on business retention and expansion and investment attraction
$621,588
Lennox and Addington
Total Staff - 3.0 FTE Director of Community and Development Services (50% of time on economic development) Business Development Officer Community Development Officer Graphic designer (50% of time on economic development)
$445,000
Frontenac
Total Staff – 2.0 FTE Manager of Economic Development Tourism Development Officer
$200,000
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Hastings
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d. Organization and operations County
Economic Development Staff
Net County Funding for Economic Development 2016
Total Staff – 9.0 FTE Director, Economic Development and Tourism Tourism Manager Tourism Coordinator Agriculture Manager Immigration Coordinator Ontario Agriculture Venture Centre Operations Manager Administrative Clerk Northumberland Business Advisory Centre Manager Northumberland Business Advisory Centre Consultant
$1.15 million
Prince Edward County
Total Staff – 5.5 FTE Director of Community Development (est. 50% on economic development) Community Development Coordinators (2) Contracts, Grants and Special Projects Coordinator Destination Development and Marketing Coordinator Business Retention/Downtown Revitalization Coordinator (Contract)
$830,000
Renfrew
Total Staff – 8.0 FTE Manager of Economic Development Services and Tourism Business Development Officer Administrative Assistant Business Consultant, Enterprise Renfrew County Program Officer, Enterprise Renfrew County Research Coordinator Tourism Marketing Coordinator Communications Coordinator
$673,000
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Northumberland
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3.Recommendations This section outlines the project’s recommendations. The recommendations have been shaped by input received on preliminary directions presented at the special County workshop held on November 15th.
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Recommendations fall into four areas 1.
County mandate and services
Governance and partnerships
Organization and operations
Measuring success
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- County mandate and services - recommendations 1.1 The County of Hastings should adopt the following statement of its overall mandate in economic and tourism development Overall Mandate of County of Hastings in Economic and Tourism Development • Provide County-wide leadership, advocacy and support for the direct and indirect benefit of all member municipalities • Helping Hastings to stand out from regional competitors as a place to live, work and visit
• Spearhead key County-wide and regional initiatives in economic and tourism product and sector development and marketing • Attract entrepreneurs and providing support to existing businesses operating in Hastings County • Serve as a coordinating and connecting window to facilitate access to and leverage the contributions of a wide range of economic and tourism development partners and supports
• Encourage and facilitate local community development efforts by member municipalities and supporting the sharing of information and knowledge among member municipalities • Develop and sustain the critical mass and breadth of capabilities required to be effective over time in economic and tourism development
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• Be a central hub for information, research, analysis and communication
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- County mandate and services - recommendations 1.2 The County should adopt the following service mandate for the County’s economic and tourism development unit Service Mandate - Economic Development Services • Helping entrepreneurs and existing businesses with business coaching and advice • Providing them with information on available properties, financing opportunities and government resources
Investment marketing
• Developing and implementing an effective brand strategy • Encouraging ‘Lone Eagles’ to re-locate to and invest in Hastings County • Promoting investment in key sectors (e.g. artisan food and beverage)
Product development
• Collaborating with member municipalities, industry and government partners to improve identified underdeveloped and underperforming economic assets
Sector development
• Providing funding and initiative specific staff assistance to key industry sectors (e.g. agriculture and natural resources/forestry)
Culture and heritage
• Supporting and highlighting local culture and heritage assets and sectors as economic drivers
Strategies, partnerships and network development
• Facilitating the creation of overall economic development strategies • Supporting County advocacy initiatives on key economic development issues • Serving as a hub for information, research, analysis and communication related to economic development • Serving as a coordinating and connecting window to facilitate access to and leverage the contributions of a wide range of partners and supports • Encouraging and facilitating local community development efforts by member municipalities
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Start-up and small business assistance
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- County mandate and services - recommendations 1.2 The County should formally adopt the following service mandate for the County’s economic and tourism development unit (cont’d) Service Mandate – Tourism Development Services
• Collaborating with member municipalities, industry and government partners to improve identified underdeveloped and underperforming tourism assets • Assisting is the development of distinctive tourism experiences aimed for identified target markets
Destination marketing
• Developing and implementing an effective brand strategy • Developing and implementing a strategy for marketing the County as a tourism destination
Tourism sector/industry development
• Increasing the profile and connectedness of the tourism industry • Providing funding and initiative specific staff assistance to tourism industry development efforts
Strategies, partnerships and network development
• Facilitating the creation of overall tourism development strategies • Supporting County advocacy initiatives on key tourism development issues • Serving as a hub for information, research, analysis and communication related to tourism • Serving as a coordinating and connecting window to facilitate access to and leverage the contributions of a wide range of partners and supports • Encouraging and facilitating local tourism development efforts by member municipalities
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Product development
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- County mandate and services - recommendations 1.3 Develop and implement an integrated branding strategy for economic and tourism development Recommendations Related to the Integrated Branding Strategy a. Develop a master brand that elevates recognition of the County and speaks to the quality of life and experiences available in Hastings County b. Develop related sub-brands or key messages that speak more directly to key target audiences (tourists, businesses, residents) and are relevant to all parts of the County c. Ensure that the brand strategy is flexible enough to be relevant to all municipalities and can incorporate local municipal branding and messaging d. The brand strategy should be professionally developed based on research and analysis
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e. The brand strategy should be implemented consistently and be supported by an accessible set of tools and templates that are made accessible to all member municipalities and that are incorporated into all relevant touch points of the County
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- Governance and partnerships - recommendations 2.1 Strengthen the role and operations of the Municipal Partners Group Recommendations Related to the Municipal Partners Group a. Adopt a formal mandate for this group which includes:
- Advising on economic and tourism development strategies
- Collaborating on collective initiatives with regional or County-wide impact
- Facilitating information exchange
- Supporting learning and development
- Promoting awareness of and access to external partner resources and initiatives b. Formalize membership of this group so that it includes at least one and up to two designated representatives (Council members and/or staff) from each member municipality plus relevant staff from the County of Hastings. Member municipalities should formally designate their representatives.
d. Rotate meetings between locations across the County to promote engagement, awareness and relationship-building
e. Invite relevant external partners to attend meetings when there is a specific agenda item that would benefit from their participation
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c. Enact a meeting approach that ensures a sustained focus on both tourism and economic development initiatives
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- Governance and partnerships - recommendations 2.2 Establish an Economic and Tourism Development Advisory Committee to support industry engagement Recommendations Related to Economic and Tourism Development Advisory Committee a. Establish an Economic and Tourism Development Advisory Committee comprised of:
- Two members of the Planning and Development Committee of Council
- Four business operators from the tourism industry in Hastings County (appointed by Council)
- Four business operators from other key industry sectors in Hastings County (appointed by Council)
- Two citizen appointees (appointed by Council) with an interest in advancing economic and tourism development in Hastings County b. Committee members would be appointed for the term of Council
d. The committee is advisory and is not a Council committee – it cannot direct County staff activity, allocate funds, or determine initiatives – these decisions are made by County Council
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c. The mandate of this committee would be to provide advice to County Council through the Planning and Development Committee of Council on:
- Economic and tourism development needs, strategies and priorities
- Development and implementation of the County branding and marketing strategy
- Industry engagement strategies
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- Governance and partnerships - recommendations 2.3 Implement more direct reporting to County Council Recommendations Related to More Direct Reporting to County Council a. Twice a year, Planning and Development Committee should devote a two-hour meeting to tourism and economic development matters (suggest August or September and February). Outcomes of the meeting would be reported in minutes to Council. b. The meetings should be attended by the County’s senior management, including the Director of Planning and Development, and the staff from the economic and tourism development unit
d. These meetings would supplement the regular process of Planning and Development Committee and Council meetings e. Monthly written reports to Planning and Development Committee and Council would supplement the reporting and monitoring strategy
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c. These meetings should be designed to:
- Receive and discuss a report on the success measures scorecard prepared by the economic and tourism development unit (see recommendations on success measures later in report)
- Receive a report on the advice of the Economic and Tourism Development Advisory Committee and on the activity of the Municipal Partners Group
- Discuss progress, developments and needs related to key economic and development strategies and provide guidance on the same
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- Organization and operations - recommendations 3.1 Invest in the organizational resources needed to effectively fulfill recommended County mandate in economic and tourism development Recommendations Related to Organization a. Retain the economic and tourism development function within the Planning and Development Department
- Facilitates interdependencies between planning, economic and tourism development functions
- Avoids the costs of establishing a separate department or unit
- Avoids overburdening the CAO with too many direct reports b. Convert the two existing and funded 80% positions into full-time positions (Enterprise Facilitation Coordinator and Tourism Development Coordinator) in order to enhance the capacity of the County to provide the valued service of small business assistance and to fulfill the expanded County role as the Destination Marketing Organization in Tourism. Change the name of the Enterprise Facilitator to Small Business Advisor.
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c. Establish a new, full-time Marketing Coordinator position reporting to the Manager to support economic and tourism development through responsibility for:
- Development and implementation of marketing strategies
- Implementation of County branding strategy
- Management of social media and traditional media strategies for economic and tourism development
- Management of portal and web site content for economic and tourism development
- Supporting coordinated information collection and sharing for the County and with member municipalities
- Data collection and management for economic and tourism development
- Tracking of success measures
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- Measuring Success - recommendations 4.1 Implement a formal process of measuring and reporting on success Recommendations Related to Measuring success a. Recommended measures should include activity, outputs and outcomes for economic and tourism development b. Staff in the economic and tourism development unit should review the recommended measures on the following two pages and report back to Committee and Council on what is available and feasible and what data definitions and sources will be used for each measure c. The unit should report twice a year on activity and output measures to Planning and Development Committee d. The unit should report once a year on outcome measures to Planning and Development Committee (where data is available)
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e. Wherever possible, measures and reports should show County totals and information by member municipality
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- Measuring Success – Recommended measures Economic Development Measures Inputs • Annual operating budget • Staff hours • Number of volunteer hours
Activities
Outputs
Outcomes
a. Investment marketing
• Inquiries processed • Project files by stage of development
• Job growth
b. Start-up and small business assistance
• Inquiries processed • Clients served • Client satisfaction
• Tax assessment
c. Agriculture and natural resources/forestry
• Number of agricultural and forestry related operations profiled and promoted • Project files by stage of development • Number of culture and heritage related events/sites profiled and promoted • Project files by stage of development
e. Strategies, partnerships and network development
• External funds acquired • Number of partner engagements • Project files by stage of development
• Number of businesses operating • Number of business start-ups • Sales of local agricultural and forestry products • Visitation to cultural and heritage sites/events
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d. Culture and heritage
• Capital investment
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- Measuring Success – Recommended measures Tourism Development Measures Inputs
Activities
Outputs
a. Product development
• Project files by stage of development
• Staff hours
a. Destination marketing
• Website traffic • Number of followers on social media • Tourism information centre visits
b. Industry development
• Number of training sessions delivered and participants • Number of HOTie award applications • Project files by stage of development
a. Strategies, partnerships and network development
• External funds acquired • Number of partner engagements • Project files by stage of development
• Number of volunteer hours
• Total person visits • Key event attendance • Total visitor spending
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• Annual operating budget
Outcomes
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Summary of benefits A clearly defined County mandate in economic and tourism development
●
A more effective and better resourced organization to fulfill the County mandate in economic and tourism development
●
More effective marketing of Hastings County communities as places to live, visit and do business in
●
A more effective and coordinated brand strategy that will raise the profile and shape perceptions of Hastings County communities
●
A more effective governance and partnership structure to guide and inform economic and tourism development strategies
●
Increased capacity to work with and support industry, entrepreneurs, member municipalities and regional and provincial partners
●
A more effective and accountable process for measuring and reporting on activity, outputs and outcomes in economic and tourism development 40
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Summary of costs The additional investment required would still leave the County’s total annual spending on economic and tourism development at less than the average of the other eastern Ontario counties studied.
Item Net Additional Ongoing Operating Costs (total)
Costs $117,000
A. Net additional salary and benefits costs • Moving Tourism Coordinator from 80% to 100%
$17,500
• Moving Enterprise Facilitator from 80% to 100%
$17,500
• Hiring a full-time Marketing Coordinator
$72,000
B. Net additional operating costs $6,000
• Memberships conferences and training
$4,000
• Destination marketing (do not transfer the $72,000 funds in the budget to external agencies in 2017, a transition year – develop future strategy once Marketing Coordinator is hired and develop budget for 2018)
- tbd* -
Estimated One Time Costs – Branding Strategy and Tools (2018)
$60,000
• One-Time Costs for Branding Strategy Development
$30,000
• One-Time Costs for Visual Identity, Tools and Template Development
$30,000
- There will be a need for a marketing program and budget for advertising, publications, video development, trade show and event participation, tours etc.
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• Mileage and travel
This section presents the recommended implementation strategy.
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- Implementation
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Recommended implementation strategy Lead Responsibility
Timing
- Adopt overall statement of County mandate in economic and tourism development
County Council
January 2017
- Adopt service mandate statement for County’s economic and and tourism development unit
County Council
January 2017
- Strengthen the role and operations of the Municipal Partners Group
Director, Planning and Development and Manager, Economic and Tourism Development
2017
- Establish an Economic and Tourism Development Advisory Committee
County Council and CAO
2017
- Implement more direct reporting to County Council
County Council and CAO
2017
- Invest in the organizational resources needed to effectively fulfill recommended County mandate in economic and tourism development
County Council and CAO
January – June 2017
- Implement a formal process of measuring and reporting on success
Director, Planning and Development and Manager, Economic and Tourism Development
2017
- Develop and implement an integrated branding strategy for economic and tourism development
Director, Planning and Development and Manager, Economic and Tourism Development
2018
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Recommendations
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Appendix A – What Other Counties Are Doing This appendix provides summary descriptions of what other counties are doing in economic development.
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Interviews completed with six neighbouring counties County
Participants
• Andy Brown, Chief Administrative Officer • Ann Weir, Economic Development Manager
Lennox and Addington
• Stephen Paul, Director, Community and Development Services
Frontenac
• Kelly Pender, Chief Administrative Officer • Anne Marie Young, Manager of Economic Development
Northumberland
• Jennifer Moore, Chief Administrative Officer • Dan Borowec, Director, Economic Development and Tourism
Prince Edward County
• James Hepburn, Chief Administrative Officer • Neil Carbone, Director of Community Development
Renfrew
• Jim Hutton, Chief Administrative Officer • Alistair Baird, Manager of Economic Development Services and Tourism
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Leeds and Grenville
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Economic development function in neighbouring counties
Area
Role and services
Frontenac
• • • • • • •
Focus
•
Member Municipality Roles
• • • •
Priority areas of focus identified for ‘The Frontenacs’ in 2015 Economic Development Charter o Trips and trails o Local food and beverage o Recreation lifestyle Sustainability plan and focus also an important driver No member municipalities have staff dedicated to economic development functions Some have volunteer task forces Member municipalities focus on community development, events, community improvement plans All participated in the development of the charter
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•
Coordination of tourism/economic development infrastructure improvements in three areas of focus (see next row below) Facilitating access to grants Grants and counselling to small business through staff and 30 brand ambassadors Regional marketing Partnership development and coordination Project management Support of community engagement and improvement plans in partnership with Planning
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Economic development function in neighbouring counties
Area
Frontenac •
Part of Planning and Economic Development Department whose Director reports to Chief Administrative Officer
Governance
•
Reports to Council through a Community Development Advisory Committee (2 members of County Council, Warden and 5 citizen members) every two months
Staffing
•
2 full-time staff devoted to economic development functions o Manager of Economic Development o Community Development Officer Corporate staff positions outside department also support economic development and other departments (Communications Officer, GIS Specialist) Work closely with planners to integrate economic development into planning documents and initiatives
•
• Net Operating Budget (County levy)
•
$200,000 net operating budget for economic development (not including grants)
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Reporting Relationship
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Economic development function in neighbouring counties
Area
Frontenac
Branding
• •
Recently developed and implemented a regional brand – In Frontenac Used by County, member municipalities, partner organizations and business operators
Success Measurement
•
Focus on overall outcome measures tied to overall County objectives e.g. Increased food and beverage business and supporting infrastructure, more people living and working in the Frontenacs etc. Augment this with activity measures tied to departmental objectives in departmental business plan (e.g. target numbers for Brand Ambassadors)
• Other Comments
• •
County role and areas of focus have evolved significantly over last 1.5 years as trail build ended No direct role in tourism marketing ( this has been handled by Land O’ Lakes) but may evolve a role in this area in the future
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Economic development function in neighbouring counties
Area
Leeds Grenville
Role and services
•
Focus on five areas – details laid out in annual implementation plan o Leadership and capacity building o Business investment and attraction o Business retention and expansion o Tourism o Marketing and communication
Focus
•
Build collaboration and focused efforts on ‘corridors of strength’ – transportation corridors/routes that cut across member municipalities and that align with key sectoral opportunities in: o Tourism o Agriculture and agri-business o Manufacturing/transportation Focus on major projects with a regional effect
• • • • • •
Only one municipality (North Grenville) has a staff person with economic development responsibilities Identify and focus on local community development priorities Each member municipality encouraged to have an economic development committee Work in partnership with County on regional level impact initiatives Contribute to regional priorities through Annual Summit (also include other partners)
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Member Municipality Roles
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Economic development function in neighbouring counties
Area
Leeds Grenville •
Economic development department reports to Chief Administrative Officer
Governance
•
No committee structure – reports to Council in Committee of the Whole
Staffing
•
Total of 4 full-time positions o Economic Development Manager o Economic Development Officer o Economic Development Department Administrator and Communications Support o Unfilled/new position to focus on business retention and expansion and investment attraction
Net Operating Budget (levy)
•
$621,588 for 2016 from levy
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Reporting Relationship
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Economic development function in neighbouring counties
Area Branding
Leeds Grenville •
• • Success Measurement
Other Comments
Have an externally oriented corporate branding strategy o Leeds Grenville - where lifestyle grows good business Have branding and style guide Central ordering of all branded materials
• •
Conscious decision not to rely on macro level economic statistics as can’t control these Measure success by business plan objectives and activity levels Point out specific investment and attraction successes
•
Will be working on developing a strategy for tourism
•
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Economic development function in neighbouring counties
Area
Lennox and Addington
• • • •
Small business development and coaching Tourism product development Investment attraction Partnership development
Focus
• • • •
Logistics and distribution Advanced manufacturing Food processing Tourism o Focus on development of distinctive products e.g. Dark Sky Viewing, Geocaching event o Sports tourism also important o Focus on marketing to a more regional/local audience
Member Municipality Roles
•
Town of Greater Napanee has economic/community development staff
- no other member municipality has staff Long history of collaboration between the County and member municipalities on economic development Strong link to member municipalities through the community improvement plans process
• •
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Role and services
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Economic development function in neighbouring counties
Area Reporting relationship
Lennox and Addington • •
Governance
•
• • • Staffing
• • • Net Operating Budget ( levy)
•
Report to an Economic Development Coalition (2 Council members, Warden, plus industry volunteers who are sector specialists) Meets 6-7 times a year It reports to Council Director attends Council meetings every month and provides activity reports A total of 3.0 FTE staff dedicated to economic development Director of Community and Development Services (50% of time on economic development) Business Development Officer Community Development Officer Graphic designer (50% of time on economic development) Net operating budget for economic development only of $445,000 in 2016 (includes tourism expenditures and transfers of $65,000)
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• •
Economic development function is part of the Department of Community and Development Services headed by a Director reporting to the Chief Administrative Officer Department also responsible for libraries, museums, corporate communication and planning and development
2017-013 Community Development Advisory Committee Hastings C…
Economic development function in neighbouring counties
Area
Lennox and Addington
Branding
• • •
Haven’t yet done a lot of work on branding Is in strategic plan Branding needs to support building strong communities
Success Measurement
•
Have an annual dashboard that ties to where we have had impact o Jobs created that we have shaped o Business opportunities that we have been involved with by type (acquisition, expansion, new businesses, closures etc.) o Number of clients dealt with by stage of pipeline (assigned, qualified, proposal presented, in progress, real estate acquired, win) o Grants facilitated Report on probability of success for each business opportunity we have been involved with
• Other Comments
•
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Will be focusing more on assisting businesses with e-marketing and ecommerce in future
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Economic development function in neighbouring counties
Area
Role and services
Northumberland
• • • • • • • • • •
Tourism investment attraction Tourism destination marketing Business immigration Small business development and entrepreneurship services integration Ontario Agri Food Venture Centre (OAFVC) development and operation Manufacturing attraction Labour market development Strategic alliances and forums Advocacy Department has also recently been given responsibility for planning function and County OP
• • •
Agriculture and agri-business Tourism Manufacturing
Member Municipality Roles
•
Port Hope and Cobourg have full-time staff involved in economic development Trent Hills has a part-time staff person involved in community development Four others do not have staff devoted to economic development
•
•
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Focus
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Economic development function in neighbouring counties
Area
Northumberland •
Economic and Tourism Department reports directly to Chief Administrative Officer
Governance
• •
No formal committees of Council Report directly to Council once a month
Staffing
•
Total of 9 staff o Director, Economic Development and Tourism o Tourism Manager o Tourism Coordinator o Agriculture Manager o Immigration Coordinator o Ontario Agriculture Venture Centre Operations Manager o Administrative Clerk o Northumberland Business Advisory Centre Manager o Northumberland Business Advisory Centre Consultant
Net Operating Budget ( levy)
•
$1.15 million net County levy to economic and tourism development in 2016
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Reporting Relationship
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Economic development function in neighbouring counties
Area
Northumberland
Branding
• • •
Unified brand being developed for the County as a corporation Communications department leading this Trying to develop a tourism destination brand
Success Measurement
•
Measure results and activity by program (see examples below) o Business immigration (ESL program participation) o Manufacturing attraction (jobs attracted) o OAFVC (clients served, products developed, facility usage) Stay away from macro measures of economic health as they are hard to tie to our region Culture of transparency important
• • Other Comments
•
•
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•
Have invested in good research to provide the basis for strategies and services (e.g. industrial land study, agricultural master plan, Premier Ranked Tourism Destinations) Future directions may include establishing business accelerators and angel networks Future initiatives/developments will include Highway 407 extension, increased GO Transit access, Darlington 2, Port Hope Area Initiative
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Economic development function in neighbouring counties Area
Prince Edward County • • • • • •
Business retention and expansion Destination marketing/tourism Entrepreneur attraction, development and support Investment attraction and marketing Referrals Partnerships and networks development
Focus
• • • • • •
Tourism Agriculture and agricultural products Housing availability and affordability Workforce attraction and development Picton Terminals Alternative energy
Member Municipality Roles
•
Not applicable as Prince Edward is single tier
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Role and services
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Economic development function in neighbouring counties
Area Reporting Relationship
Prince Edward County • •
Governance
•
• •
Community development department reports to Chief Administrative Officer In addition to responsibilities in economic development, the department is responsible for museums, development approvals, community grants, grants administration for all departments, alternative energy, surplus lands and real estate, contracts and agreements, special projects Reports to a Community and Economic Development Commission made up of two members of Council, the Mayor, a Chamber of Commerce representative and four citizen members Council has delegated decision making and spending authority to this Commission Commission reports to Council twice a year (likely to increase)
•
Total of six staff (5.5. FTE est.) o Director of Community Development (est. 50% of time on economic development) o Community Development Coordinators (2) o Contracts, Grants and Special Projects Coordinator o Destination Development and Marketing Coordinator o Business Retention/Downtown Revitalization Coordinator (Contract)
Net Operating Budget (levy)
•
$830,000 in net County levy funding (does not include funding for the museums)
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Staffing
2017-013 Community Development Advisory Committee Hastings C…
Economic development function in neighbouring counties
Area
Prince Edward County
Branding
• • •
Have invested in a strong County brand Have a branding guide and standards Have significantly increased brand awareness/recognition
Success Measurement
• •
Have traditionally used metrics linked to specific initiatives Are in the process of developing a new measurement strategy that will include a dashboard with: o Activity based metrics tied to initiatives o Outcome based measures tied to new corporate strategic plan goals Recognize challenge of macro economic measures in defining success of economic development (e.g. stagnant population level in County but more, smaller households established)
•
Other Comments
County will be taking over visitor services from Chamber of Commerce Were members of Bay of Quinte Living Council Collaborate with Quinte Regional Marketing Board on specific initiatives in destination marketing for tourism
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• • •
2017-013 Community Development Advisory Committee Hastings C…
Economic development function in neighbouring counties
Area
Role and services
Renfrew
Focus
• • • • • • • •
Forestry and wood processing Manufacturing Tourism and special events (outdoor adventure focus) Agri-business Nuclear science and bio-energy Science and technology Transportation Broadband and cellular access (EORN)
Member Municipality Roles
•
7 of the 17 member municipalities have staff dedicated in whole or in part to economic/community/tourism development Collaborate in marketing efforts Request assistance from County Ottawa Valley Economic Development Partners Group brings together staff from municipalities and provincial agencies to do joint projects, build relationships, and share information
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• • •
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• • • •
Small business assistance - fund 35% of Enterprise Renfrew/Small Business Enterprise Centre Tourism marketing - fund close to 85% of Ottawa Valley Tourism Association Investment attraction Business retention and expansion Marketing and outreach for key sectors Advocacy and issues management
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2017-013 Community Development Advisory Committee Hastings C…
Economic development function in neighbouring counties
Area Reporting Relationship
Renfrew • •
Director of Development and Property Department reports to Chief Administrative Officer Manager of Economic Development Services and Tourism reports to Director
• •
Report through the Development and Property Committee of Council OVTA board is advisory
Staffing
•
Total of 8 staff (all County employees in a common office) o Manager of Economic Development Services and Tourism o Business Development Officer o Administrative Assistant o Business Consultant, Enterprise Renfrew County o Program Officer, Enterprise Renfrew County o Research Coordinator o Tourism Marketing Coordinator o Communications Coordinator
Net Operating Budget (levy)
•
Total of $673,000 in 2016 o $399,000 for economic development in 2016 o $28,000 for Enterprise Renfrew County o $246,000 for OVTA
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Governance
2017-013 Community Development Advisory Committee Hastings C…
Economic development function in neighbouring counties
Area
Renfrew • •
Have a tag line – Experience our history, share our future OVTA markets region as Ontario’s adventure playground and whitewater capital of Canada
Success Measurement
• • • • • • • • • •
Number of new businesses Number of retained businesses Number of business expansions Square footage of new commercial/industrial Business development events External marketing activities Issues resolution/lobbying efforts Funding acquired for businesses, County and community initiatives Tourism visitation statistics OVTA paid membership
Other Comments
•
Doing more at regional level now (EOWC, EORN, Ontario East, City of Ottawa, universities and colleges etc.)
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Branding
AGENDA ITEM #e)
Report 2017-014 Committee Recommend Report To:
Chair and Members of the Community Development Advisory Committee
From:
Richard Allen, Manager of Economic Development
Date of meeting:
February 6, 2017
Re:
Community Development Advisory Committee – Goat Milk Production in Frontenac County
Recommendation: Be It Resolved That the Community Development Advisory Committee accept and receive this report; And Further That staff continue to pursue opportunities associated with the new Feihe International facility in the City of Kingston, with a focus on supply chain implications for goat farms and goat dairy; And Further That staff report back the Community Development Advisory Committee with next steps by October 2017. Background In December of 2016, the City of Kingston announced a $225 million investment in their Cataraqui Estates business park from the Chinese infant formula company Feihe International. This investment complements the 2015 announcement of Portuguese food processing company Frulact in the same business park. The establishment of these two anchor tenants positions the region as a hub for agribusiness and food processing in Ontario. The Kingston Economic Development Corporation worked closely with Feihe International to make the case for Kingston as its North American base of operations and have developed close ties with the company project team responsible for the location, design and construction of the new plant. When the plant opens, Feihe International will use milk procured through the supply managed Canadian dairy system to produce infant formula. This will be considered a
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premium product and exported back to China for inclusion in the competitive Chinese infant formula market. Phase 2 of the operation plan includes the production of a new infant formula product using goat milk, also to be procured from the region. On December 20, 2016, staff received an invitation from the Kingston Economic Development Corporation to join them on a delegation to China to further develop the relationship between Feihe International and to learn more about their Chinese operations by visiting cow and goat dairy farms and production facilities in early January. The Manager of Economic Development joined the trip to China and departed with representatives from the City of Kingston, Utilities Kingston, Queen’s University, the Ontario Ministry of Agriculture, Food and Rural Affairs and the Kingston Economic Development Corporation on January 8, 2017. Comments: Highlights In Northern China, the delegation was able to witness the high quality process used by Feihe to create infant formula. This included visits to dairy and goat farms and a processing facility. As transparency in the food chain is highly regarded in China, each facility offered safe viewing areas of production or animal care in process. Dairy Farm The delegation visited a 10,000 cow dairy farm located in Gannan County where the milking process was demonstrated. With four simultaneous milking parlours, this farm is able to milk 240 cows every 15 minutes. The quality and quantity of milk exceeds both Chinese and European standards to ensure a safe supply for the infant formula product. The raw milk is immediately chilled and shipped to the local processing facility. Gannan Infant Formula Facility Within two hours of leaving the cow, its milk has been shipped to the local facility, processed and converted to infant formula. By doing this, Feihe keeps risk of contamination extremely low, and can make their product with the freshest possible ingredients. This is done by locating the farms and facilities close together in a single region. The delegation was able to walk through the facility and view the equipment and workers through glass hallways. Specifications for equipment and information about the processing is available to read throughout the facility. Feihe intends to build their Kingston facility with a similar education component for tourists, school groups, and other visitors to view their operation and learn more about it. Tailai Goat Farm Feihe is building a new line of infant formula products with goat milk as the base rather than dairy. Their research indicates that goat milk is an ideal ingredient for formula Recommend Report to CDAC Community Development Advisory Committee – Goat Milk Production in Frontenac County February 6, 2017
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because its composition is closer to human breast milk and it has hypoallergenic qualities. The delegation visited their new goat farm and processing facility site in Tailai. The farm and the processing facility are scheduled to be operational by the winter of 2018, with construction finishing at both locations at that time. The Tailai goat farm currently has approximately 2500 goats, but by the time production goes online it will have almost 70,000 goats on site. The goat experts and farmers at Feihe are working to grow the herd and improve the genetics and resiliency of the herd by importing excellent genetic material from around the world. The Tailai farm is phase one of this strategy, with phase two including six more farms of equal size in a nearby county. Demonstration Farm One of the unique stops along the trip was at a small demonstration facility, located along a popular tourist route. This was a small goat farm (approximately 200 goats) with milking capabilities attached to an interactive facility that shares information about Feihe, its history and its products. This comes with a small cafeteria that serves pudding, milk, yogurt and candies made from goats milk produced on site. The demonstration farm is essentially a marketing experience, to set out a memorable experience and share important information to help secure brand recognition across the competitive infant formula market in China. Implications for Frontenac County Benefits With Feihe International set to begin construction of their Kingston-based processing facility in early 2017, the local economy will need to prepare for their short-term and long term plans. County of Frontenac Dairy producers can assume that much of their commodity will be directed towards the new facility. The facility itself will make use of state of the art automation and technology in processing, providing jobs to highly skilled individuals. The visitor component to the new facility will contribute to food tourism in the region, creating another attraction associated with farms and food. Phase two of Feihe’s facility will expand to process Goat’s milk in addition to the existing dairy operation. Early estimates indicate that this demand would generate the need for over 100,000 goats in Eastern Ontario to provide this supply. It is estimated that there were only 40,000 goats in all of Ontario’s agricultural sector in 2016. The proximity of Frontenac County to Kingston positions it as the ideal place to grow the goat milk supply for Feihe, providing income, jobs, and other opportunities for local farmers and other support businesses.
Recommend Report to CDAC Community Development Advisory Committee – Goat Milk Production in Frontenac County February 6, 2017
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Risks While Frontenac County has a long history of traditional dairy production, goats require a different approach. In general, goat herds are more susceptible to disease than cattle, and require additional labour and hands on care throughout their lifespan. In Ontario, there is already shortage of a healthy goat supply, inflating the cost per animal price due to demand. Ontario’s goat industry is still in its infancy. While there are some farms who have operated for many years, the knowledge and experience is isolated from formal training programs and support systems. For example, the Ontario Agricultural College at Guelph University has no goat specific programs in place, and no stream for specialization in goat dairy. If our region is to succeed in goat dairy, it will be important to become a knowledge centre of expertise, and to promote information programs and training for our community. It is not expected that Frontenac develop farms of the scale noted above, and it is important to remember that our farming tradition is established at a much smaller scale. It will be important to staff to continue to work with Feihe International to encourage the development of a supply chain system that can work with farms of various sizes. If Feihe requires their supply chain to be of a certain scale, the local opportunities may be limited to participate in this supply chain. However, with the development of an industry around goats in Eastern Ontario, other types of opportunities will start to emerge including cheese production, local food, genetics and breeding, animal care and other specialties. Next Steps If Frontenac seeks to become the “Goat Capital of Canada,” it will be critical to ensure that our community grows a strong base knowledge and education, participates in breeding programs for healthy, resilient goats with excellent genetics, and develops a robust logistics system that allows for farms of many sizes to participate in the supply chain for this anticipated opportunity. Staff will approach the Kingston Economic Development Corporation and the Frontenac Community Development Corporation to develop a program to support local farmers who are interested in participating in the supply chain potential outlined in this report. Sustainability Implications The opportunity to participate in the Feihe International supply chain for goat dairy has the potential to transform agriculture and revitalize agricultural production in Frontenac County. By establishing a new industry, there will be many opportunities for business expansion, innovation and employment for those who work and live in Frontenac County.
Recommend Report to CDAC Community Development Advisory Committee – Goat Milk Production in Frontenac County February 6, 2017
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Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Frontenac County The City of Kingston Kingston Economic Development Corporation Ontario Ministry of Agriculture, Food and Rural Affairs
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