Body: Council Type: Agenda Meeting: Regular Date: November 19, 2014 Collection: Council Agendas Municipality: Frontenac County
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Document Text
County Council Meeting November 19, 2014 – 9:00 a.m. The Frontenac Room, 2069 Battersea Road, Glenburnie, ON Council will resolve into Closed Meeting and will reconvene as regular Council at 9:30 am.
AGENDA Page
- CALL TO ORDER
- CLOSED MEETING
a) Enter into Closed Session RESOLVED THAT Council enter into closed meeting as authorized under Section 239 of The Municipal Act, to consider; (a) Adoption of the April 16, 2014 County Council Closed Meeting Minutes. (b) advice that is subject to solicitor-client privilege - as it relates to the Medical Tier Response Grievance (c) personal matters about an identifiable individual, including municipal or local board employees - as it relates to the recommendations from the Service Delivery and Organization Review with respect to staffing changes
b) Rise from Closed Session RESOLVED THAT Council rise from closed session with the Warden reporting. 3. ADOPTION OF AGENDA 4. DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF 5. ADOPTION OF MINUTES 14-26
a) Minutes of Meeting held October 15, 2014
Page 1 of 340
Page 5. ADOPTION OF MINUTES THAT the minutes of the regular Council meeting held October 15, 2014 be adopted as circulated. 27-30
b) Minutes of Special Meeting held October 29, 2014 THAT the minutes of the Special Council meeting held October 29, 2014 be adopted as circulated. 6. DEPUTATIONS AND/OR PRESENTATIONS
a) Presentation by Warden Doyle of Appreciation Gifts to outgoing Councillors Gary Davison, Township of South Frontenac, Janet Gutowski, Township of Central Frontenac, John Purdon, Township of Central Frontenac and David Jones, Township of Frontenac Islands.
- PROCLAMATIONS
a) GIS DAY November 19, 2014
WHEREAS Geography Awareness Week is November 16-22; AND WHEREAS National Geographic Information System (GIS) Day is November 19th, 2014; AND WHEREAS Geography Awareness Week promotes GIS and geographic literacy; AND WHEREAS GIS is an important part of geography awareness; AND WHEREAS the County of Frontenac is committed to expanding GIS awareness throughout the County in order to showcase real-world applications with GIS. NOW THEREFORE BE IT RESOLVED THAT the Council of the County of Frontenac hereby proclaims November 19th, 2014 as GIS DAY and urges all citizens to participate in GIS Day activities. 8. BRIEFINGS
Page 2 of 340
Page 8. BRIEFINGS
a) Ms. Kayla Blakely, Co-Op Student with Planning and Economic Development will brief County Council on her research and analysis of industry and occupations for the County of Frontenac. 31-209
b) Ms. Kathy Wood, Natural Capital Resources, will brief County Council on the Eastern Ontario Warden’s Caucus (EOWC) 2014 Eastern Ontario Economic Development Strategy.
c) Paul Charbonneau, Director of Emergency and Transportation Services/Chief, will brief County Council on the current Ebola situation.
- UNFINISHED BUSINESS
- RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER 210-211
a) 2014-159 Corporate Services 2014 Year-End Transfer of Excess Funds into Reserve Recommendation RESOLVED THAT Council of the County of Frontenac receive this Corporate Services – 2014 Year-End Transfer of Excess Funds into Reserve report; AND FURTHER, Council direct that a by-law be introduced later in the meeting to authorize the transfer of any surplus/deficit funds at the end of 2014 to the Reserve for Capital Replacement.
212-213
b) 2014-160 Corporate Services Interim Approval of 2015 Expenditures Recommendation RESOLVED THAT Council of the County of Frontenac receive the Corporate Services – Interim Approval of 2015 Expenditures report; AND FURTHER, Council direct the Treasurer to continue to pay 2015 accounts
Page 3 of 340
Page 10. RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER and payroll in accordance with amounts approved for the 2014 budget until such time as the 2015 budget has been adopted. 214-216
c) 2014-161 Corporate Services 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule Recommendation RESOLVED THAT Council of the County of Frontenac accept the Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule report; AND FURTHER that a by-law be introduced later in the meeting to adopt the 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule.
217-220
d) 2014-162 Corporate Services Sustainability Planning Vehicle Recommendation RESOLVED THAT the Council of the County of Frontenac accept the Corporate Services – Sustainability Planning Vehicle report; AND FURTHER THAT the Council of the County of Frontenac direct staff to purchase a Planning Services vehicle as purchasing has been identified as the most cost effective option.
221-222
e) 2014-169 Corporate Services Request to Enter into Partnership Agreement for Source Protection Municipal Implementation Fund Grant Expenditure Recommendation THAT the Council of the County of Frontenac authorize staff to take the necessary steps to enter into a partnership agreement with one or more appropriate parties to allow for the expenditure of the grant received by the
Page 4 of 340
Page 10. RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER County of Frontenac through the Source Protection Municipal Implementation Fund;
AND FURTHER THAT the grant of up to $61,426, of which $15,000 is collaboration incentive funding, be utilized for the implementation of the Source Water Protection Plan as it relates to the County of Frontenac. 223-244
f) 2014-171 Corporate Services Applewood Draft Plan of Vacant Land Condominium – County File #10T2014/001 Recommendation RESOLVED THAT the Council of the County of Frontenac approve the draft plan of vacant land condominium submitted by FOTENN Consultants on behalf of 1324789 Ontario Limited, being part of Lots 20 & 21, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac, County File No. 10T-2014/001: subject to the Conditions of Draft Approval contained in the County Planning Report dated November 14, 2014 noted as Appendix B to this report; AND FINALLY THAT the Clerk be authorized to issue draft approval by signing the required documents and making any technical corrections to the conditions as needed.
245-256
g) 2014-172 Fairmount Home Governance Quality Performance Roadmap Accreditation 2015 Recommendation RESOLVED THAT Council of the County of Frontenac receive the Fairmount Home – Governance Quality Performance Roadmap for information; AND FURTHER TO THAT the Council of the County of Frontenac confirm the performance measures on which to be reported to Council by the Administrator; AND FINALLY THAT the Council of the County of Frontenac consider a plan to formally evaluate their performance on a regular basis.
Page 5 of 340
Page 10. RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER 257-259
h) 2014-174 Fairmount Home EXSM230C 65lb Washers - Replacement Recommendation RESOLVED THAT the Council of the County of Frontenac accept the Fairmount Home – EXSM230C 65lb Washers - Replacement report; AND FURTHER THAT the Council of the County of Frontenac direct staff to replace both 65lb EXSM230C washing machines this year (2014) to take advantage of the Electrolux rebate program, approval required prior to December 10, 2014. 11. INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER
260-269
270-271
272-275
276-280
a) 2014-163 Corporate Services 2014 3rd Quarter Activity Update
b) 2014-165 Corporate Services Disability Management Program Report
c) 2014-166 Corporate Services Monthly Absenteeism Report Card – OCTOBER
d) 2014-167 Corporate Services 2014 3rd Quarter Financial Summary
Page 6 of 340
Page 11. INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER 281-286
287-292
293-324
e) 2014-168 Emergency and Transportation Services 2014 3rd Quarter Activity Update
f) 2014-170 Corporate Services Sustainability Planning Services Work Allocation 2014
g) 2014-173 Fairmount Home 2014 3rd Quarter Consolidated Statistical Update
- ADOPTION OF REPORT OF THE COMMITTEE OF THE WHOLE COUNCIL
- REPORTS FROM EXTERNAL BOARDS AND COMMITTEES
a) Kingston Frontenac Library Board Update - Councillor Purdon September 24, 2014 Kingston, Frontenac Public Library Board Meeting (number 2014-07) Minutes [Distributed to Members of County Council November 14, 2014]
b) KFL&A Public Health Board Update - Councillor Gutowski Minutes of Meeting held September 24, 2014 [Distributed to Members of County Council October 24, 2014] Agenda of Meeting scheduled October 22, 2014 [Distributed to Members of County Council October 17, 2014]
c) RULAC, LSR and Other Updates Minutes of Meeting held October 6, 2014 [Distributed to Members of County Council November 7, 2014]
Page 7 of 340
Page 13. REPORTS FROM EXTERNAL BOARDS AND COMMITTEES
d) Algonquin Land Claim Update - Councillor Inglis
e) Frontenac County Youth Justice Advisory Committee Update - Councillor Davison
f) Housing and Homelessness Committee Update - Councillor McDougall
g) Rideau Corridor Landscape Steering Committee Update - Councillor Jones
h) Eastern Ontario Warden’s Caucus Update - Warden & CAO
- REPORTS FROM ADVISORY COMMITTEES OF COUNTY COUNCIL
a) Sustainability Advisory Committee Minutes of Meeting held November 6, 2014. [Distributed to Members of County Council November 14, 2014]
- ACCOUNTS 325-332
a) Posted Cheque Listing: For the Period of: October 10, 2014 - November 12, 2014
- MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN
- GIVING NOTICE OF MOTION
- COMMUNICATIONS
That Council consent to the following communications of interest to Council listed below be received and filed: a) From AECOM advising of the County of Lennox and Addington Transportation Master Plan Notice of Completion. [Distributed to Members of County Council October 17, 2014]
Page 8 of 340
Page 18. COMMUNICATIONS
That Council consent to the following communications of interest to Council listed below be received and filed: b) Invitation to the Independent Living Centre Kingston Pie Social United Way fundraiser 2014 [Distributed to Members of County Council October 17, 2014]
c) From the Eastern Ontario Warden’s Caucus (EOWC) providing an updated Briefing Note for EOWC Eastern Ontario Municipalities 3500 Spectrum Oct 15 2014 [Distributed to Members of County Council October 17, 2014]
d) From Ken Hall, Enbridge Pipelines Inc. regarding Enbridge Pipelines Inc. Line 9 Reversal - Update on NEB Condition 16 - Intelligent Valve Placement [Distributed to Members of County Council October 24, 2014]
e) From the Municipality of Wawa and it’s letter to the Premier of Ontario regarding the Power Dam Special Payment Program [Distributed to Members of County Council October 24, 2014]
f) Letter to the National Energy Board from Enbridge Pipelines Inc providing an updated Submission from Enbridge - Condition 16 [Distributed to Members of County Council October 24, 2014]
g) From Jannette Amini, Manager of Legislative Services-Clerk advising County Council that it is now subject to the restricted acts set ou in Section 275(2) of the Municipal Act regarding [Distributed to Members of County Council October 31, 2014]
h) From the Association of Municipalities of Ontario, administrator of the federal Gas Tax Fund, sharing its 2013 Annual Expenditure Report
Page 9 of 340
Page 18. COMMUNICATIONS [Distributed to Members of County Council October 31, 2014]
i) From the Minister of State acknowledging County Council Resolution that supports FCM’s Housing Campaign, Fixing Canada’s Housing Crunch [Distributed to Members of County Council October 31, 2014]
j)
From the Ministry of Citizenship and Immigration calling for nominations for the June Callwood Outstanding Achievement Award for Volunteerism in Ontario [Distributed to Members of County Council October 31, 2014]
k) From the Ministry of the Environment & Climate Change acknowledging receipt of Council’s resolution regarding concerns over Enbridge Line 9B Reversal [Distributed to Members of County Council October 31, 2014]
l)
From the Ontario Good Roads Association calling for nominations to its Board of Directors [Distributed to Members of County Council October 31, 2014]
m) From the Kingston Frontenac Housing Corporation providing its Board Meeting Agenda for October 20 2014 [Distributed to Members of County Council October 31, 2014]
n) From the Kingston Frontenac Housing Corporation providing its Board Minutes of Meeting held September 23, 2014 [Distributed to Members of County Council October 31, 2014]
o) From the Kingston Frontenac Housing Corporation providing its Board Minutes of Meeting held September 29, 2014
Page 10 of 340
Page 18. COMMUNICATIONS [Distributed to Members of County Council October 31, 2014]
p) From the Kingston Frontenac Housing Corporation providing its Proposed Capital Budget 2015 [Distributed to Members of County Council October 31, 2014]
q) From Kingston Frontenac Housing Corporation providing its Summary Report October 2014 [Distributed to Members of County Council October 31, 2014]
r) From the Ministry of the Environment and Climate Change thanking the County for its letter expressing concerns over the Enbridge Line 9B Expansion Project [Distributed to Members of County Council November 7, 2014]
s) From Ernie Hardeman, M.P.P. Oxford advising of his letter to Premier Kathleen Wynne with respect to the Power Dams Special Payment Program [Distributed to Members of County Council on November 14, 2014]
t) From Matt Mertins, Mazinaw-Lanark Forest Inc. providing comments on the County of Frontenac Official Plan [Distributed to Members of County Council on November 14, 2014]
u) From the Kingston Coalition for Active Transportation providing comments on the County of Frontenac Official Plan [Distributed to Members of County Council November 14, 2014]
v) From the Kingston, Frontenac, and Lennox & Addington Health Unit providing The Cost of Eating Healthy 2014
Page 11 of 340
Page 18. COMMUNICATIONS [Distributed to Members of County Council November 14, 2014]
w) From the Ontario Good Roads Association (OGRA) advising that the deadline for submitting nominations to the 2015-16 Board of Directors of the Ontario Good Roads Association has been extended [Distributed to Members of County Council November 14, 2014]
- OTHER BUSINESS
- PUBLIC QUESTION PERIOD
- BY-LAWS – GENERAL BY-LAWS AND CONFIRMATORY BY-LAW
a) First and Second Reading RESOLVED THAT leave be given the mover to introduce by-laws b) through d) that have been circulated to all Members of County Council and that by-laws b) through d) be read a first and second time. b) Third Reading RESOLVED THAT by-laws a) through d) be read a third time, signed, sealed and finally passed. By-Laws 333-334
a)
To Declare Lands Surplus for the Purposing of Granting a Right of Way Over the K&P Trail [Third Reading - Proposed Number 2014-0045]
335-337
b)
To Establish 2015 HI Ferry Fees and Fares [Three Readings Proposed Number 2014-0049]
338
c)
To Authorize Transfer of any Surplus or Deficit from 2014 Budget to Reserve for Working Funds [Three Readings Proposed Number 2014-0050]
339-340
d)
Confirmation of Actions and Proceedings [Three Readings Proposed Number 2014-0051]
Page 12 of 340
Page 22. ADJOURNMENT
Page 13 of 340
AgendaItem#5a)
MINUTES OF THE REGULAR MEETING OF COUNCIL October 15, 2014 A regular meeting of the Council of the County of Frontenac was held in the Frontenac Room of the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, October 15, 2014 at 1:06 p.m. PRESENT:
Warden Denis Doyle, Deputy Warden Gary Davison, Councillors David Jones, John Purdon, John McDougall, Janet Gutowski, John Inglis and Fred Perry
ALSO PRESENT:
County: Kelly Pender, Chief Administrative Officer Marian VanBruinessen, Director of Corporate Services/Treasurer Jannette Amini, Manager of Legislative Services/Clerk Joe Gallivan, Manager of Sustainability Planning Anne Marie Young, Manager of Economic Development Media: Jeff Green, The Frontenac News, Elliot Ferguson, The Kingston Whig Standard and Craig Backay, Frontenac EMC
CALL TO ORDER
Warden Doyle called the meeting to order at 1:06 p.m. 2.
ADOPTION OF AGENDA
Motion #: 209-14
Moved By: Seconded By:
Councillor Jones Councillor Purdon
RESOLVED THAT the agenda for the October 15, 2014 meeting of the Council of the County of Frontenac be adopted as circulated. CARRIED 3.
DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF
The Warden requested the Clerk to record that in accordance with the Municipal Conflict of Interest Act no disclosures of pecuniary interest were declared.
Minutes of Meeting held October 15, 2014
Page 14 of 340
AgendaItem#5a)
ADOPTION OF MINUTES a)
Minutes of Meeting held September 17, 2014
Motion #: 210-14
Moved By: Seconded By:
Councillor Gutowski Deputy Warden Davison
THAT the minutes of the regular Council meeting held September 17, 2014 be adopted as circulated. CARRIED b)
Minutes of Public Meeting Held September 22, 2014
Motion #: 211-14
Moved By: Seconded By:
Councillor Inglis Councillor McDougall
THAT the minutes of the Public Meeting held September 22, 2014 be adopted as circulated. CARRIED 5.
DEPUTATIONS AND/OR PRESENTATIONS a)
Mr. Don Amos, Frontenac Transportation Services, provided County Council with a PowerPoint presentation of the yearend review of the Frontenac Transportation Services. A copy of the presentation is attached to the record in the Clerk’s Office. As part of the presentation, Mr. Amos advised Council of the ongoing dialogue with the LHINs and that subsidy for rides is based on scale of income, with 99% of the rides being for medical appointments. He did note that social rides are provided if there are sufficient drivers and that volunteer drivers are continually being sought.
b)
Ms. Patricia Enright, Kingston Frontenac Public Library, provided County Council with a PowerPoint presentation of the yearend review of the Kingston Frontenac Public Library. A copy of the presentation is attached to the record in the Clerk’s Office. As part of the presentation, Ms. Enright responded to questions and noted that all used CD’s and books the libraries no longer require are sent to Better World books to be sold online and those not sold are sent to developing countries.
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 2 of 13
Page 15 of 340
AgendaItem#5a)
PROCLAMATIONS a)
Canadian Diabetes Association Diabetes Awareness Month - November
Motion #: 212-14
Moved By: Seconded By:
Councillor Purdon Councillor Jones
WHEREAS Diabetes is a serious condition affecting more than 382 million people worldwide; and, WHEREAS more than nine million Canadians live with diabetes or pre-diabetes; and, WHEREAS this means one in four Canadians either has diabetes or pre-diabetes; and, WHEREAS 1.46 million Ontarians currently live with diabetes; and, WHEREAS the cost of diabetes in Canada is approximately $13.5 billion and is expected to rise to $17 billion by 2024; and, WHEREAS the cost of diabetes in Ontario is approximately $5.8 billion and is expected to rise to $7.6 billion by 2024; and, WHEREAS there is a great need to raise funds for research into better methods of treatment, and ultimately a cure; and, WHEREAS the Canadian Diabetes Association is leading the fight against diabetes by helping people with diabetes live healthy lives while working to find a cure; and, WHEREAS maintaining positive health and wellness can in many cases lead to the prevention of pre-diabetes and type 2 diabetes as well as better diabetes management; and, WHEREAS this year, the Diabetes Awareness Month campaign focuses on prevention and early detection of pre-diabetes and type 2 diabetes and people across Canada are being encouraged to take the CANRISK test at DontBeRisky.ca; and, WHEREAS the Canadian Diabetes Association encourages governmental and nongovernmental organizations to observe Diabetes Awareness Month and recognize World Diabetes Day in order to raise public awareness of diabetes and its related complications: THEREFORE BE IT RESOLVED THAT the Council of the County of Frontenac hereby proclaims the month of November 2014 as Diabetes Awareness Month and November Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 3 of 13
Page 16 of 340
AgendaItem#5a)
14th, 2014 as World Diabetes Day in the Province of Ontario and calls upon all citizens to combat this disease and its life-threatening complications by familiarizing themselves with the diabetes warning signs, making healthy lifestyle choices and by accessing the best quality of care that Ontario provides to its citizens with diabetes. CARRIED 7.
BRIEFINGS
UNFINISHED BUSINESS
RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER a)
2014-149 Corporate Services Request to Enter into Partnership Agreement for K&P Trail Development
Motion #: 213-14
Moved By: Seconded By:
Deputy Warden Davison Councillor Gutowski
THAT the Council of the County of Frontenac support the successful application of the Eastern Ontario Trails Alliance to the Frontenac Community Futures Corporation for development of the Frontenac K&P Trail; AND FURTHER THAT the Council of the County of Frontenac authorize staff to take the necessary steps to enter into an agreement with the Eastern Ontario Trails Alliance which would utilize the funding approved and the County’s allocation of $360,000 of Federal Gas Tax funds to support its commitment to the K&P Trail funding application. CARRIED b)
2014-152 Corporate Services Request to Declare Lands as Surplus for the Purpose of Frontenac K&P Trail Rights-of-Way
Motion #: 214-14
Moved By: Seconded By:
Councillor Perry Councillor McDougall
RESOLVED THAT the Council of the County of Frontenac receive the Corporate Services – Request to Declare Lands as Surplus for the Purpose of Frontenac K&P Trail Rights-of-Way report;
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 4 of 13
Page 17 of 340
AgendaItem#5a)
AND FURTHER THAT in accordance with By-law 17-1995 the Council of the County of Frontenac pass a by-law later in the meeting to declare lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R18801 surplus for the purpose of granting a right-of-way over part of the former K&P right of way to Mr. Ron Moore; AND FURTHER THAT Council of the County of Frontenac authorize staff to execute the necessary legal agreements and planning applications to provide the above-noted legal Right-of-Way to the adjacent landowner subject to the following conditions: a) b)
All No Trespassing signs placed on County property by the landowner be removed by the landowner; All surveying and legal fees be borne by the landowner;
AND FURTHER THAT Council of the County of Frontenac waive the $250 fee that is associated with a right-of-way request; AND FURTHER THAT the Clerk be directed to give public notice of Council’s intention in accordance with By-law No. 17-1995. CARRIED c)
Staff Briefing: Mr. Joe Gallivan, Manager of Sustainability Planning briefed County Council with respect to item (d) County of Frontenac Official Plan. A copy of the presentation provided by Mr. Gallivan is attached to the record in the Clerk’s Office. Mr. Gallivan also responded to questions around the written submission by Weston Consulting which was received earlier today. He did advise that if Council is to defer the adoption of the Official Plan in order to facilitate one last meeting between Township and County CAO’s, that a representative of the Ministry of Municipal Affairs and Housing should be in attendance as some of the requests being made by the Township of South Frontenac could affect Provincial interests and may not be supported by the Ministry of Municipal Affairs and Housing.
d)
2014-153 Corporate Services – Adoption of the County of Frontenac Official Plan
Motion #: 215-14
Moved By: Seconded By:
Councillor Gutowski Councillor Inglis
RESOLVED THAT the Council of the County of Frontenac receive the Corporate Services –Adoption of the County of Frontenac Official Plan report, including the Final Draft of the County Official Plan dated October 2014;
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 5 of 13
Page 18 of 340
AgendaItem#5a)
AND FURTHER THAT Council pass a by-law later in the meeting to adopt the County of Frontenac Official Plan attached to this report as Appendix C; AND FURTHER THAT Council direct the Manager of Legislative Services/Clerk to forward the adopted plan to the Ministry of Municipal Affairs and Housing for approval. DEFERRED (See motion to Defer below which was CARRIED) Motion #: 216-14
Moved By: Seconded By:
Councillor McDougall Deputy Warden Davison
BE IT RESOLVED THAT Report 2014-153, Adoption of the County of Frontenac Official Plan, be deferred to a Special Council Meeting on October 29, 2014 to allow an additional meeting between Township and County CAO’s, staff and representatives from the Ministry of Municipal Affairs and Housing. CARRIED 10.
INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER a)
2014-150 Corporate Services – Quarterly Attendance Management Report Card
b)
2014-151 Corporate Services Monthly Absenteeism Report Card - SEPTEMBER
c)
2014-154 Fairmount Home Additions and Alterations to Fairmount Home Auditorium Construction Progress Report # 9
ADOPTION OF REPORT OF THE COMMITTEE OF THE WHOLE COUNCIL
REPORTS FROM EXTERNAL BOARDS AND COMMITTEES a)
Kingston Frontenac Library Board Update - Councillor Purdon
Councillor Purdon noted that the City of Kingston has delegated to the Library Board the management of its buildings. As such, the Board has been focusing on two projects, those being the $7M upgrades to the Central Branch and some upgrades to the Turner Branch. The Board also passed its Constitution and By-laws.
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 6 of 13
Page 19 of 340
AgendaItem#5a)
The City of Kingston has advised the Library Board that budgets submitted to City Council should see increases no greater than 2.5% for operating and 1% for capital. b)
KFL&A Public Health Board Update - Councillor Gutowski
Councillor Gutowski noted that the Board of Health has had its budget meeting and those recommendation will come forward at the next meeting. c)
RULAC, LSR and Other Updates
A meeting was held on October 6th and the agenda was distributed to Members of County Council. d)
Algonquin Land Claim Update - Councillor Inglis
The process continues with no further updates. e)
Frontenac County Youth Justice Advisory Committee Update Councillor Davison
No Report. f)
Housing and Homelessness Committee Update - Councillor McDougall
Councillor McDougall noted the recommendations that came forward from City staff that now will see two (2) new full time positions allotted to the County for homelessness. g)
Rideau Corridor Landscape Steering Committee Update - Councillor Jones
No Report. h)
Eastern Ontario Warden’s Caucus Update - Warden & CAO
A meeting is scheduled for Friday, October 17th. 13.
REPORTS FROM ADVISORY COMMITTEES OF COUNTY COUNCIL a)
Trails Advisory Committee Minutes of Meeting held October 2, 2014
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 7 of 13
Page 20 of 340
AgendaItem#5a)
b)
Trails Advisory Committee Report to Council
Motion #: 217-14
Moved By: Seconded By:
Councillor Purdon Councillor Jones
THAT the Report received from the Trails Advisory Committee be received and adopted. Report of the Trails Advisory Committee a)
K&P Trail Gate Protocol THAT the Council of the County of Frontenac adopt the County of Frontenac K&P Trail Gate Protocol as presented to the Trails Advisory Committee at its meeting held October 2, 2014.
b)
Ownership and Recognition of Portions of County of Frontenac K&P Trail THAT the Council of the County of Frontenac receive the Resolution brought forward from Mr. Giroux as information; AND FURTHER THAT staff be directed to investigate the formal ownership and maintenance of the 16 kilometer portion of the K&P Trail as a result of it being recognized as part of the County of Frontenac K&P Trail and report back to the Trails Advisory Committee. CARRIED (With Agreed to Amendments) c)
150th Anniversary Planning Advisory Committee Minutes of Meeting held October 8, 2014
d)
150th Anniversary Planning Advisory Committee Report to Council
Motion #: 218-14
Moved By: Seconded By:
Councillor McDougall Deputy Warden Davison
THAT the Report received from the 150th Anniversary Planning Advisory Committee be received and adopted.
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 8 of 13
Page 21 of 340
AgendaItem#5a)
Report of the 150th Anniversary Planning Advisory Committee a)
Celebrate Ontario Funding THAT the Council of the County of Frontenac authorize staff to submit an application to the Celebrate Ontario Fund for a multi-year County-wide geocaching program to be, if successful, overseen in the first year by the 150 th Anniversary Planning Advisory Committee, including programming, content creation and promotion, culminating with a Frontenac County prize(s) awarded to the winner at the 150th Showcase Event.
b)
Rotation of County Council Meetings in Support of Launching the 150th Anniversary Celebrations THAT County Council supports its regular meetings being rotated through the four Townships in the first five months in 2015 to help promote the County of Frontenac’s 150th Anniversary. CARRIED
ACCOUNTS a)
Posted Cheque Listing for the Period of: September 12, 2014 to October 9, 2014 MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN
Warden Doyle requested that Deputy Warden Davison assumed the Chair a)
Development and Delivery of Mental Health Program Frontenac Paramedic Services
Motion #: 219-14
Moved By: Seconded By:
Warden Doyle Councillor McDougall
WHEREAS the Council of the County of Frontenac recognizes that paramedics work in stressful environments and are often exposed to operational stress injuries, including cumulative stress, depression and Post Traumatic Stress Disorder; AND WHEREAS it is in the best interest of paramedics and the County for paramedics to have access to early prevention, recognition and treatment; AND WHEREAS Frontenac Paramedic Services has been proactive: • in the establishment of and initial training of a Peer Support Team; • in the ongoing education of the Peer Support Team members in training in the M.A.N.E.R.S. program by the Tema Conter Trust; Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 9 of 13
Page 22 of 340
AgendaItem#5a)
o Minimizing Exposure o Acknowledging the Event o Normalizing the Event/Feelings o Educate o Restore and/or Refer o Self-Care in the training of each paramedic at CME by the Tema Conter Trust in “Critical Incident Stress Awareness”; in the training of paramedics at CME in “Confrontation Management”.
• •
AND WHEREAS the County is interested in exploring options for the development of a more robust program that will provide baseline testing, resilience training, timely access to professionals, intervention where necessary and the development of a supportive work environment: NOW THEREFORE County Council direct staff to work with the union and employees to investigate options for the development and delivery of a program aimed at improving the mental health of paramedics and to report back to Council in February 2015. CARRIED (With Agreed to Amendments) Warden Doyle took back the Chair 16.
GIVING NOTICE OF MOTION
COMMUNICATIONS Council consented to the following communications of interest to Council being received and filed: a)
From Eastern Synod regarding letter to Prime Minister Harper to address Homelessness and Affordable Housing Strategies. [Distributed to Members of County Council September 26, 2014]
b)
From the Child and Youth Justice Committee regarding invitation from Sophie Kiwala MPP to attend the town hall meeting on Federal Crime Legislation the Impact on Ontario. [Distributed to Members of County Council September 26, 2014]
c)
From the City of Kingston providing the 2014 FCM Report to Council Summary of the Meeting of the Board of Directors. [Distributed to Members of County Council September 26, 2014]
d)
From the Ontario Hockey Federation asking municipalities to support OHF members by providing sporting facilities to local youth. [Distributed to Members of County Council September 26, 2014]
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 10 of 13
Page 23 of 340
AgendaItem#5a)
e)
From the Township of Greater Madawaska advising of Council resolution regarding Protection of Public Participation Act, 2014 (Bill 83). [Distributed to Members of County Council September 26, 2014]
f)
From the Township of North Frontenac advising of an alternate appointment to County Council. [Distributed to Members of County Council September 26, 2014]
g)
From Quinte Conservation providing its Municipal Update Publication [Distributed to Members of County Council October 3, 2014]
h)
From the Canadian Diabetes Association requesting that November be proclaimed Diabetes Month [Distributed to Members of County Council October 3, 2014]
i)
From the University Hospitals Kingston Foundation inviting County Council to the new Providence Care Hospital Open House [Distributed to Members of County Council October 3, 2014]
j)
From Enbridge regarding the Final Report to Summarize Line 9B Field Assessment (Integrity Dig) Program, including the Enbridge Summary for the County of Frontenac. [Distributed to Members of County Council October 10, 2014]
k)
From the Ministry of Municipal Affairs and Housing offering condolences over the passing of Warden Clayton. [Distributed to Members of County Council October 10, 2014]
l)
From Weston Consulting regarding the County of Frontenac Official Plan [Distributed to Members of County Council October 15, 2014] OTHER BUSINESS
Motion #: 220-14
Moved By: Seconded By:
Councillor Gutowski Councillor McDougall
BE IT RESOLVED THAT Procedural By-law 2013-0020 be waived to permit a Motion of which no notice has been provided to be considered. CARRIED (a 2/3 vote was received) Motion #: 221-14
Moved By: Seconded By:
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Deputy Warden Davison Councillor Jones
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AgendaItem#5a)
BE IT RESOLVED THAT staff be directed to bring forward a report on the grievance submitted by OPSEU Local 462 regarding Fire Response to medical calls. CARRIED 19.
PUBLIC QUESTION PERIOD
BY-LAWS – GENERAL BY-LAWS AND CONFIRMATORY BY-LAW a)
By-Law To Amend By-Law 2013-0010 (User Fees and Charges for Services) Three Readings Proposed No. 2014-0044
b)
By-Law To Declare Lands Surplus for the Purposing of Granting a Right of Way Over the K&P Trail First and Second Reading Proposed No. 2014-0045
c)
By-Law To Adopt the County of Frontenac Official Plan [See Appendix C to Report 2014-153, Corporate Services – Adoption of the County of Frontenac Official Plan] Withdrawn Proposed No. 2014-0046
d)
By-Law To Confirm Actions and Proceedings Three Readings
Motion #: 222-14
Moved By: Seconded By:
Proposed No. 2014-0047
Councillor McDougall Councillor Jones
RESOLVED THAT leave be given the mover to introduce by-laws a), b), and d) that have been circulated to all Members of County Council and that by-laws a), b) and d) be read a first and second time. CARRIED Motion #: 223-14
Moved By: Seconded By:
Councillor Jones Councillor McDougall
RESOLVED THAT by-laws a) and d) be read a third time, signed, sealed and finally passed. CARRIED
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Page 12 of 13
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AgendaItem#5a)
ADJOURNMENT
Motion #: 224-14
Moved By: Seconded By:
Councillor Inglis Councillor Perry
RESOLVED THAT the meeting hereby adjourn at 3:29 p.m. CARRIED
Denis Doyle, Warden
Regular Meeting of Council Minutes October 15, 2014
Minutes of Meeting held October 15, 2014
Jannette Amini, Clerk
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AgendaItem#5b)
MINUTES OF THE SPECIAL MEETING OF COUNCIL October 29, 2014 A special meeting of the Council of the County of Frontenac was held in the Fairmount Home Kingston Frontenac Rotary Auditorium, 2069 Battersea Road, Glenburnie on Wednesday, October 29, 2014 at 9:03 AM PRESENT:
Warden Denis Doyle, Deputy Warden Gary Davison, Councillors Janet Gutowski, John Purdon, John McDougall, Bud Clayton and John Inglis
REGRETS:
Councillor David Jones
ALSO PRESENT:
County: Kelly Pender, Chief Administrative Officer Marian VanBruinessen, Director of Corporate Services/Treasurer Jannette Amini, Manager of Legislative Services/Clerk Joe Gallivan, Manager of Sustainability Planning Anne Marie Young, Manager of Economic Development Peter Young, Community Planner Media: Jeff Green, The Frontenac News, Elliot Ferguson, The Kingston Whig and Craig Backay, Frontenac EMC
CALL TO ORDER
Warden Doyle called the meeting to order at 9:03 a.m. 2.
ADOPTION OF THE AGENDA
Motion #: 225-14
Moved By: Seconded By:
Councillor Purdon Councillor Inglis
RESOLVED THAT the agenda for the October 29, 2014 special meeting of the Council of the County of Frontenac be adopted as circulated. CARRIED 3.
DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF
Minutes of Special Meeting held October 29, 2014
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AgendaItem#5b)
ADOPTION OF MINUTES
DEPUTATIONS AND/OR PRESENTATIONS
PROCLAMATIONS
BRIEFINGS
UNFINISHED BUSINESS
REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER a)
Staff Briefing: Mr. Kelly Pender, Chief Administrative Officer and Mr. Joe Gallivan, Manager of Sustainability Planning briefed County Council with respect to item (b) County Official Plan Meeting with Township staff and Ministry of Municipal Affairs and Housing Staff. Mr. Pender thanked the Township of South Frontenacs Chief Administrative Officer, Wayne Orr, and Planner, Lyndsay Mills for identifying the Townships five (5) main concerns. The report represents a consensus of those who were in attendance at the meeting. Mr. Gallivan added that the Ministry of Municipal Affairs and Housing understands that the vision of County Council is clear.
b)
2014-156 Corporate Services County of Frontenac Official Plan – Meeting with Staff from Townships and Ministry of Municipal Affairs and Housing
This report was for information purposes only.
Special Meeting of Council Minutes October 29, 2014
Minutes of Special Meeting held October 29, 2014
Page 2 of 4
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AgendaItem#5b)
c)
2014-153 Corporate Services Adoption of the County of Frontenac Official Plan [Deferred from the October 15, 4014 County Council meeting]
Motion #: 226-14
Moved By: Seconded By:
Councillor Gutowski Councillor Perry
RESOLVED THAT the Council of the County of Frontenac receive the Corporate Services – Adoption of the County of Frontenac Official Plan report, including the Final Draft of the County Official Plan dated October 2014; AND FURTHER THAT Council pass a by-law later in the meeting to adopt the County of Frontenac Official Plan attached to this report as Appendix C; AND FURTHER THAT Council direct the Manager of Legislative Services/Clerk to forward the adopted plan to the Ministry of Municipal Affairs and Housing for approval. CARRIED 10.
MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN
INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER
GIVING NOTICE OF MOTION
OTHER BUSINESS
PUBLIC QUESTION PERIOD BY-LAWS – GENERAL BY-LAWS AND CONFIRMATORY BY-LAW
a)
To Adopt an Official Plan for the County of Frontenac Three Readings [Proposed Number 2014-0047]
b)
To confirm all actions and proceedings of County Council Three Readings [Proposed Number 2014-0048]
Special Meeting of Council Minutes October 29, 2014
Minutes of Special Meeting held October 29, 2014
Page 3 of 4
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AgendaItem#5b)
Motion #: 227-14
Moved By: Seconded By:
Deputy Warden Davison Councillor McDougall
RESOLVED THAT leave be given the mover to introduce by-laws a) and b) that have been circulated to all Members of County Council and that by-laws a) and b) be read a first and second time. CARRIED Motion #: 228-14
Moved By: Seconded By:
Councillor Inglis Councillor Purdon
RESOLVED THAT by-laws a) and b) be read a third time, signed, sealed and finally passed. CARRIED 16.
ADJOURNMENT
Motion #: 229-14
Moved By: Seconded By:
Councillor Perry Councillor Gutowski
RESOLVED THAT the meeting hereby adjourn at 9:11 a.m. CARRIED
Denis Doyle, Warden
Special Meeting of Council Minutes October 29, 2014
Minutes of Special Meeting held October 29, 2014
Jannette Amini, Clerk
Page 4 of 4
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AgendaItem#8b)
Eastern Ontario’s Economic Development Strategy
February 2014
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 31 of 340
AgendaItem#8b)
Acknowledgements Funding for this project has been provided by the Eastern Ontario Wardens’ Caucus, Eastern Ontario Mayors’ Committee, the Government of Canada’s Eastern Ontario Community Futures Development Corporation Network, and the Province of Ontario’s Ministry of Economic Development and Innovation’s Communities in Transition Program.
We acknowledge the direct contributions to the Eastern Ontario Economic Development Strategy from the Guiding Coalition members who provided support and strategic input throughout the development of the project. Tim Simpson, CAO United Counties of Stormont, Dundas and Glengarry (Chair); Craig Kelley, President, Ontario East Economic Development Commission; Bob Casselman, City Manager, City of Brockville; Jim Hutton, CAO, County of Renfrew; Andy Brown, CAO, United Counties of Leeds Grenville; Heather Lawless, Executive Director, Eastern Ontario Community Futures Development Corporation. Photographs throughout the report have been provided by Ontario East Economic Development Commission.
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Contents OPPORTUNITIES AND CHALLENGES AHEAD FOR EASTERN ONTARIO ………………………………… 1 1 BACKGROUND …………………………………………………………………………………………………………………. 4 2 THE STRATEGY DEVELOPMENT PROCESS ………………………………………………………………………. 5 3 MAPPING THE TERRAIN …………………………………………………………………………………………………… 8 ONTARIO’S COMPETITIVE POSITION IS SLIPPING
8
THE REALITY OF THE EASTERN ONTARIO ECONOMY
9
4 SHAPING THE FUTURE: A MAKE OR BREAK IMPERATIVE ……………………………………………….. 16 PERCEPTIONS OF EASTERN ONTARIO’S FUTURE IN 2013
16
SEVEN MAJOR THEMES EMERGE FROM THE CONSULTATION PROCESSES
17
5 STRATEGIC PRIORITIES …………………………………………………………………………………………………. 24 VISION 2024
24
TAKING ACTION
25
PRIORITY: WORKFORCE DEVELOPMENT AND DEPLOYMENT
25
PRIORITY: TECHNOLOGY INTEGRATION AND INNOVATION
27
PRIORITY: ENHANCED TRANSPORTATION SYSTEMS
30
6 ACCELERATING THE CHANGE ……………………………………………………………………………………….. 34 A NEW REGIONAL ECONOMIC GOVERNANCE MODEL
34
EFFECTIVE LEVERAGING OF BUSINESS INFRASTRUCTURE
35
7 IMPLEMENTATION ………………………………………………………………………………………………………….. 37
APPENDICES APPENDIX A – REGIONAL PROFILE APPENDIX B – CONSULTATION RESULTS
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Opportunities and Challenges ahead for Eastern Ontario Building on a Strong Foundation of Support The Eastern Ontario Wardens’ Caucus (EOWC) has long appreciated the contributions that economic development makes to the sustainability of the region and its constituent municipalities. With that objective in mind, it has worked to garner support and substantial levels of funding that has helped to build a stronger local and regional economy. Its successes include the Eastern Ontario Regional Network (EORN), Eastern Ontario Development Fund (EODF) and Eastern Ontario Development Program (EODP). In particular, the EORN is a strong indicator of the success that can be achieved through regional collaboration. Having recognized the importance of broadband connectivity, EOWC undertook to understand and capitalize on the economic, social and other gains that would result in extending broadband access to the residents, businesses and institutions of Eastern Ontario. It then structured an
1
action plan that built the partnerships and resources required to overcome the regulatory, technological and financial barriers that were impeding access to broadband. The result was a multi-year $170 million commitment by the Local, Provincial and Federal Governments and the private sector to build a rural broadband network across Eastern Ontario. The preparation of an Economic Development Strategy for Eastern Ontario has followed a similar formula – determining an overall vision of economic growth in Eastern Ontario and the specific opportunities that will realize on this vision; assessing the regional impact of these opportunities; and setting out an action plan that identifies the required partnerships and resources for moving forward. While the EORN project was in pursuit of a singular goal, the economic development strategy is broader in scope, identifying the strategic priorities considered essential to advancing the growth of the regional economy and contributing to the improvement of the underlying conditions for economic development across the region.
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
With the changing and competitive nature of economic development, achieving these objectives will require a different approach, orientation and definition of regional economic development in Eastern Ontario; one that understands that the nature of work is changing and that the skills and infrastructure needed to support this shift are also changing; and that the traditional forms of inward investment is declining in favour of small and medium sized enterprises and entrepreneurs. By necessity the strategy stresses the importance of a cross-sectoral and regional approach to dealing with the implications of a transforming economy and focuses on identifying cross cutting regional economic development opportunities that have implications for all sectors of Eastern Ontario’s economy. It goes beyond both political and administrative boundaries and strives to effectively leverage the investment and economic development efforts of key stakeholders and our business community. It is anticipated that this strategy will become a foundational document that informs and advises key stakeholders on the central priorities for economic development in Eastern Ontario and lays out a path by which they can act on these priorities. The strategy is also intended to play a key role in the coordination of various economic development initiatives being undertaken by local governments, the private sector, Ontario East Economic Development Commission, Eastern Ontario CFDC Network Inc. and the Provincial and the Federal Governments. Lastly, it is hoped that this strategy will be used to support and inform, but not displace the economic development efforts of local and regional municipalities.
A New Approach to Economic Development
from what has gone before. Long term challenges of an aging society, market globalization, increasing energy costs, and changes in technology, promise to create ongoing issues for the region. This is coupled with evidence of heightened levels of investment by peer communities and regions looking to improve their level of service to existing and potential businesses. This reality affirms the need for a timely and collective regional approach that gives consideration to new approaches and new tools that recognize the systemic issues and challenges that are impacting our economic performance. Where historically economic development has been driven by a competitive tax structure, the availability of serviced land, buildings, and an educated workforce, today’s economic development efforts are adding new elements to the traditional approach that require more comprehensive and collaborative strategies. These include: Supporting innovation and productivity within the business community; Development and deployment of workforce that is responsive to the existing and emerging needs of business; Leveraging cultural diversity to create linkages to emerging markets; and Deploying a broader regional view of sectors, markets, infrastructure and workforce to reflect the reality of business, industry supply chains and trade. Eastern Ontario must rethink the way it engages with its economy and with the opportunities it presents. To accomplish this, it must look beyond its past experience and envision the world as it will be – and as it could be if it is able to channel efforts and ideas in constructive, innovative and productive directions.
Eastern Ontario continues to be impacted by a dramatically and radically transforming economy
2
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Background and Strategy Development Process
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AgendaItem#8b)
1 Background 1
Purpose While economic development at the local and regional level in Ontario provides a wide range of programs and services for purposes of attracting and retaining business investment, the Eastern Ontario Wardens’ Caucus together with the Eastern Ontario Mayors Committee, the Eastern Ontario CFDC Network and Ontario East Economic Development Commission (“the partners”) recognize the need for a more regional approach to resolving some of the Eastern Ontario’s more challenging economic development concerns. This includes programs and initiatives that will foster workforce development, entrepreneurship, risk financing, technology innovation and product commercialization, immigrant attraction, and the use of information and communications technology for economic development.
Outcomes The Eastern Ontario Wardens’ Caucus and its partners have been clear in their expectations and outcomes for this economic development strategy. Identify opportunities to advance the economy of Eastern Ontario; and
Ontario . The resulting economic development strategy is intended to generate opportunities and implement actions at the regional level which will support the creation of high quality jobs, as well as wealth and investment across the region.
A Collaborative Approach to Implementation The vision for this plan is far-reaching and will take some time to complete. Short term and longer term actions are required to achieve the strategic priorities set out in this Plan. Some actions can be moved forward immediately, while other matters will require further study and planning, and further dialogue with stakeholders, communities and government agencies. Private businesses and associations, municipalities, community stakeholders, government and government agencies will all have a role to play in the implementation of the Plan. Effective implementation will also require region-wide collaboration across business, industry, institutions, associations and networks and economic development professionals. These partners will need to work together over the long term if the Plan is to achieve the vision of economic growth in Eastern Ontario.
Improve the underlying conditions for economic development throughout the region. This will be accomplished in part, by effectively leveraging the ongoing efforts of the EOWC including recent research completed in conjunction with its economic development partners to advance a sustainable economic growth agenda in Eastern
4
1 Includes A Report on the Financial Sustainability of Local Government in Eastern Ontario 2012; Municipal Infrastructure, White Paper V5, August 2013; Municipal Affordability White Paper V5, August 2013
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
2 The Strategy Development Process FIGURE 1: STRATEGIC DEVELOPMENT PROCESS
about the opportunities and challenges facing the Eastern Ontario economy, and the opportunities to enhance the region’s value proposition for the attraction, retention and expansion of business, investment and residents to the region. A summary report is presented in Appendix A.
Stakeholder Consultation
Regional Economic Performance The starting point for the Eastern Ontario Economic Development Strategy was a comprehensive analysis of the regional economy. The Regional Profile updates the 2007 Regional Data Profile and provides a current assessment of the region’s recent economic performance against a select range of demographic and economic indicators considered relevant to the development of the economic development plan combined with an analysis of current and emerging business and industry sector trends. Consideration has been given to reports, studies, and economic development strategies that were seen as having a direct impact on the overall direction of the strategy.
Ensuring that an Eastern Ontario Economic Development Strategy reflects the realities of the region and the need to secure broad-based support, an extensive consultation process was essential. One-on-one interviews and small group discussions were conducted between June and August 2013 that included representatives from business, economic development professionals, funders, educational institutions and representatives from senior levels of government. These discussions provided further insight into the perceived economic growth potential of the region including the sectors/subsectors that may offer the greatest economic development potential; the type of physical and non-physical infrastructure considered essential to the future prosperity; and the quality of the regional workforce. Eight focus group discussions geared to securing feedback on the emerging themes for the Economic Development Strategy were hosted in September 2013; two electronic surveys directed at the region’s economic development and business communities were also administered in cooperation with the EOWC, the EOMC, the Eastern Ontario CFDC Network, and several of the region’s economic development partners.
The results of this assessment have been used to inform the subsequent stakeholder discussions
5
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
As of October 2013, input has been obtained from more than 750 business and community stakeholders. The approach to stakeholder engagement for the Eastern Ontario Economic Development Strategy included: Strategic planning sessions with both the Eastern Ontario Wardens’ Caucus and the Eastern Ontario Mayors’ Committee to seek input on the priorities for the strategy
• •
June 2013 September 2013
One-on-one and small group interviews with 120+ community and business leaders
•
From June 2013 to August 2013
Two online questionnaires geared to the region’s economic development and business community – 500+ participants
•
July 2013 to September 2013
Focus group discussions – 140+ participants
•
6
Eight sessions conducted in September were held in Peterborough, Bancroft, Kingston, Brockville, Perth, Kemptville, and Hawkesbury
The engagement process yielded important insights into Eastern Ontario’s business community and overall economy. In general terms, it is clear that the culture and character of the regional economy is characterized by tens of thousands of small businesses and that these same businesses rank the region’s quality of life (e.g. cultural services, affordable housing, recreational pursuits and natural environment) as one of the prime attributes that give businesses in Eastern Ontario a competitive advantage in today’s marketplace. These businesses also suggest that access to capital and innovation services that will stimulate development of new businesses, products or services are among the top priorities for economic development in the region. The consultation also reflected the need for Eastern Ontario’s post-secondary institutions to become more engaged in economic development initiatives and more responsive to the current and emerging needs of local business, particularly as it relates to skills development and training. Entrepreneurial support including the development of a peer network of firms from across the region was also seen as a significant opportunity to foster economic growth. Section 4 expands further on the primary themes that emerged from the consultation process. A detailed summary is provided in Appendix B of this report
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Mapping the Terrain
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AgendaItem#8b)
3 Mapping the Terrain Changes in the provincial and indeed global economy are having a direct impact on the growth of Eastern Ontario’s cities, towns and regions. Hope for things to return to ‘normal’ after the near collapse of the global financial systems has faded. In its place is a growing demand for businesses and government to develop a new model for economic growth – one that is focused on technology development, network-based innovation, and 2 collaborative leadership . The following discussion reflects on some of the challenges that are seen to be impeding economic growth in Eastern Ontario and the province more generally.
Ontario’s competitive edge is slipping. The 2013 issue of the Institute for Competitiveness and Prosperity Annual Report on Competitiveness, Productivity and Economic Progress in Ontario concluded that Ontario’s productivity growth, levels of investment in sectors and innovation through research and development are not at the level required to drive competition or business growth. The report also acknowledges that public transportation, roads, and railways are not moving goods and people effectively after decades of underinvestment and that high youth unemployment 6
- 16.9% in 2012 - is a signal that our youth lack the skills needed to excel in today’s workforce.
Ontario’s Competitive Position is slipping
Ontario’s business leaders recognize the importance of investment, innovation and skilled workers in improving their productivity and gaining a competitive edge, but they fail to follow through on 7 these activities . New research by Deloitte shows that 72% of Canadian companies are under the impression that they are investing more than their competitors, but in reality are investing below the median for their size and sector when compared to 8 its peer states .
In recent polling conducted for the Mowat Centre’s Emerging Stronger: A Transformative Agenda for Ontario – a study that captures Ontario businesses’ confidence levels - less than half of Ontario businesses believe the economy is heading in the 3 right direction . In 2012, Ontario’s GDP per capita ranked fourteenth among sixteen North American peers including the State of Michigan and Ohio 4 similar manufacturing-dependent states . From 2011-2012, Ontario added $150 to its GDP per capita, but despite the growth, Ontario was still lower than the North American peer median by 5 more than $750 GDP per capita .
There is no question that in today’s knowledge economy a talented, well skilled labour force can be the Province’s and by extension, Eastern Ontario’s most important asset. Re-tooling the workforce through investments in education, skills development for trades, stronger school to work pathways and greater access to a post-secondary education – on-site and online - is essential to building a more productive workforce and enhancing the region’s prosperity.
2 Ed Morrison, Reimagining the Economic Development Profession: What would it look like if.,2013 3 Mowat Centre and Ontario Chamber of Commerce, Emerging Stronger: A Transformative Agenda for Ontario, 2013. 4 Institute for Competitiveness & Prosperity, Course Correction: Charting a New Road Map for Ontario, 2013. 5 Ibid.
8
6 Ibid. 7 Ibid. 8 Bill Currie and Lawrence W. Scott, The Future of Productivity: A Wake-up Call for Canadian Companies, Deloitte LLP, 2013.
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AgendaItem#8b)
Despite the challenges facing the manufacturing sector, the Province’s economic fundamentals remain strong. The economy continues to grow and create new jobs in the face of a challenging global environment and Ontario is seen as having a strong industrial base from which to create a competitive economy. The province is home to strong clusters throughout its metropolitan areas and trade corridors and has a higher share of employment in 9 traded clusters than many North American states . The 2013 Ontario Economic Outlook and Fiscal Review revealed that Ontario has recovered all of the jobs lost during the recession and employment is now above the pre-recession peak. More than 475,000 jobs have been created since the recessionary low in June 2009 and there are currently over 200,000 more jobs since the prerecession peak. Job creation in Ontario has outpaced that of the rest of Canada, the United 10 States and all of the Great Lake States . However, as a result of the underinvestment in manufacturing throughout the previous decade coupled with the high value of the Canadian dollar, Ontario’s has experienced the greatest loss of employment and output in manufacturing when compared to its North American peers. More must done to encourage a shift in manufacturing output towards high value-added investment through machinery and equipment and ICT investment that enhances productivity growth and to develop highlyskilled workforce that will sustain and expand Ontario’s economy. The annual report by the Institute for Competiveness & Prosperity also points to opportunities in the Province’s Agri-Food sector and attributes the growth in real gross value-added in
9
the agricultural sector to recent large scale 11 productivity improvements in farming methods . Here again however, it is clear that agriculture and agri-food producers need to continue to scale up and invest in new technologies and capital to 12 expand their output . Ontario’s food and beverage sector in particular, is seen as having the greatest potential to jumpstart the province’s agricultural sector and drive exports with high value added products particularly if attention is directed to developing overseas markets such as China, Brazil and Europe. This in turn could have a very significant impact on Ontario’s rural economy and 13 the province as a whole .
The Reality of the Eastern Ontario Economy Eastern Ontario possesses a wealth of natural resources, offers excellent access to both domestic and international markets, hosts a dozen postsecondary education institutions and has a strong culture of community and entrepreneurism that is evident in municipalities across the region. This should provide the region with enormous opportunity, but the reality is that Eastern Ontario is experiencing low population growth over large areas, the steady out-migration of rural youth into urban markets often outside of the region, an aging workforce, and a shift away from manufacturing to a service based economy dominated by public sector employment.
9 Institute for Competitiveness & Prosperity, Course Correction: Charting a New Road Map for Ontario, 2013
11 Institute for Competitiveness & Prosperity, Course Correction: Charting a New Road Map for Ontario, 2013
10 The Government of Ontario, 2013 Ontario Economic Outlook and Fiscal Review, 2013
12 Ibid. 13 Ibid.
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AgendaItem#8b)
Slow Population Growth The 2011 National Household Survey reports that Eastern Ontario is home to over 2 million people representing 16% of Ontario’s total population in 2011. Of the total population, 726,270 live within the eleven counties and two upper tier municipalities. An additional 395,627 live within the separated cities within Eastern Ontario. The City of Ottawa comprises less than half the total population 14 (883,391) . The fastest growing regions include Hastings County, the United Counties of Prescott Russell, County of Haliburton, County Renfrew and the County of Lanark.
While growth rates in the urban and rural areas are comparable over the period 2001 to 2011, 6.09% and 6.33% respectively, there is evidence that population growth is slowing, or in fact declining in some areas. From 2006 to 2011 Eastern Ontario’s population - excluding Ottawa – has only increased by only 2.62%. It should also be noted that Eastern Ontario is growing at half the rate as the rest of the 15 province - 6.2% compared to 12.6% raising questions as to the long term sustainability of the region’s workforce as the population reaches retirement. The map below illustrates population change across Eastern Ontario from 2006-2011.
MAP 1: EASTERN ONTARIO’S POPULATION GROWTH 2006-2011
14 Statistics Canada, 2011 National Household Survey, Census Profiles
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15 Statistics Canada, 2011 National Household Survey and 2006 Community Profile, Census Profiles
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AgendaItem#8b)
An Aging Population Much like the rest of North America, Eastern Ontario’s population is aging; over 19% of the population is currently over the age of 65 with an additional 32% between the ages of 45 and 64. The aging of the region’s population will have repercussions over time on the delivery of social services, housing, recreation, health care and the nature of the local business community. It also raises concerns about labour force replacement, and the potential for skill shortages over the next 20 years. As immigration is expected to drive Ontario’s net labour force growth to an even greater degree on the coming years, reinforcing the importance of programs to attract newcomers to Eastern Ontario and promote effective economic integration will be essential.
An Economy Dominated by Small Business and Entrepreneurs Although Eastern Ontario has a number of major employers, the majority of business activity is driven 16 by small business operations and entrepreneurs. This has implications for economic development business support activities and programming, as well as land use and infrastructure planning across the region. Business pattern data reveals that approximately 98% of all Eastern Ontario’s businesses are considered to be Small Businesses – 51% of these are classified as self-employed or sole proprietor operations. Based on 2012 information Small Businesses activity is concentrated in construction, retail and wholesale trade, professional, scientific and technical services and agriculture.
FIGURE 2: SMALL BUSINESSES ACTIVITY BY INDUSTRY, 2012
Source: Business Patterns December 2012 Note: Figure does not include industries with lower than 2% of the total small business activity in Eastern Ontario
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16 The Canadian Council of Ministers of the Environment defines business size according to the number of employees. Small businesses has less than 50 employees
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AgendaItem#8b)
Stakeholder consultation highlighted the importance of small business to the Eastern Ontario economy and confirmed the need for more business support services that were geared to the needs of these enterprises. This included access to innovation services support, access to capital and education and training. The number of small business in the region, also make it essential to understand their site location decisions. Small businesses are more likely to rent space rather than build new, and are often seeking affordable rental space that will be convenient and attractive to their customers.
Employment Growth Driven by Public Sector and Service Economy As has been the trend across the province, Eastern
Ontario has experienced a significant loss of employment in its manufacturing sector. From 2006-2011, Eastern Ontario’s manufacturing sector lost over thirteen thousand labourers. In contrast, the region’s public administration increased by over twelve thousand workers. Other sectors to see significant employment losses include: Accommodation and Food Services (-3,025), Agriculture, Forestry, Fishing and Hunting (-1,950), and Administrative and Support, Waste Management and Remediation Services (-1,890). Industry sectors that experienced significant growth in employment include: Public Administration (12,385), Educational Services (5,190), and Health Care and Social Assistance (4,870). Overall Eastern Ontario added a net gain of 4,310 workers; 1% growth from 2006 compared to a 3% increase provincially.
FIGURE 3: EASTERN ONTARIO EMPLOYMENT NET GROWTH BY INDUSTRY (2006-2011)
Source: Statistics Canada, Community Profiles and National Household Survey, 2006, 2011
12
Positive Growth Negative Growth
Eastern Ontario’s Economic Development Strategy
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An Integrated Transportation Infrastructure Considered Vital to Future Economic Prosperity Eastern Ontario’s air, marine, rail and road transportation infrastructure plays a key role in connecting the region to business opportunities in the Greater Golden Horseshoe, and connecting the Province to Quebec, New York and overseas markets. In an increasingly competitive and time sensitive global market, the ability to increase the speed at which goods, people and ideas move through an integrated network of transportation options can be a significant determinant of business and economic development success. The recently completed Eastern Ontario Transportation Needs Analysis provides observations on the opportunities and challenges as it relates to the region’s transportation infrastructure. Not surprisingly, given the geography of Eastern Ontario, the quality of infrastructure varies greatly across the region, as does the level of financial support to maintain it. The report also observes that the level of underinvestment in infrastructure by all levels of government is discouraging private sector investment at the very time when it is needed, economically. Securing government investment in the upgrade and maintenance of major regional road corridors has emerged as a top priority for Eastern Canada. There is also recognition that transportation infrastructure planning requires a more regional approach to ensure that goods moving through the region do so seamlessly, incorporating and leveraging all aspects of a multi modal transportation network. The capacity of the region’s municipalities to respond to infrastructure growth and revitalization demands is also identified as a key consideration in any long term transportation and infrastructure planning.
Long Term Financial Sustainability Remains a Challenge The 2012, Financial Sustainability of Local Government in Eastern Ontario report prepared for EOWC paints a sobering picture of the road ahead for the local governments in the region and adds a sense of urgency to future economic development budget and policy deliberations at the local, provincial and federal government level. The implications of a limited population base from which to pay for local services; an over reliance on residential tax assessment; increases in local government debt; and policy and program design conditions that limit participation of many smaller communities present major challenges to local governments’ ability to generate sufficient revenues to sustain services and often to deliver those services in a cost-effective manner 17. A limited commercial and industrial tax assessment base means that Eastern Ontario relies almost exclusively on residential tax assessment as its primary source of revenue. This means that individual households are carrying almost all the cost of paying for local services, including services which are provided to provincial facilities and assets. Since 2000, municipal debt has grown by 216% in Eastern Ontario - from $688 million to $2.1 billion. That equates to roughly $1,400 per household. By comparison, reserves are approximately $900 per household. Municipalities in rural Eastern Ontario are also being hampered in their ability to pay the costs of delivering services by design of policy and 18 programs that limit options for participating . As such rural Eastern Ontario is carrying most of the responsibility for the region’s infrastructure – estimated at approximately $3.5 billion.
17 Eastern Ontario Wardens’ Caucus, A Report on the Financial Sustainability of Local Government in Eastern Ontario, 2012. 18 Ibid.
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These challenges will make it difficult to sustain local government services in the years ahead and further hamper economic growth. The situation requires policies and financial strategies which recognize the limitations of the assessment base and enable local governments to better manage costs of service delivery, and create more 19 prosperous municipalities in a volatile economy .
19 Eastern Ontario Wardens’ Caucus, A Report on the Financial Sustainability of Local Government in Eastern Ontario, 2012.
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Shaping the Future: A Make or Break Imperative
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4 Shaping the Future: A Make or Break Imperative The following discussion provides further insight into the perceived gaps and opportunities for Eastern Ontario based on input derived from an extensive consultation process that included business and community stakeholders, elected officials, educators, government officials and economic development professionals. The results inform the understanding of the region’s competitive position and the direction of the Economic Development Strategy.
Perceptions of Eastern Ontario’s Future in 2013 While there was significant optimism across the region on the prospects for business or economic success in many sectors, businesses and communities, respondents to online surveys and participants in one-on-one/small group interviews did not perceive the region as having been successful in promoting economic opportunity or in advocating for changes through which the region could capitalize on these opportunities. The figure following summarizes these findings.
Note that there is a margin of error associated with selfadministered surveys and this cannot be quantified because we do not know how closely the sample of respondents matches the total population of either businesses or economic development officials. As a result, the statistics above should be taken as ‘order-of-magnitude’ expressions of perceptions rather than precise point estimates. We do note that responses from the business community came from more than 20 sectors, ranging from agriculture and forestry to ICT and scientific/technical services. More than half (58%) of private sector respondents were owners of the businesses they represented in the survey.
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FIGURE 4: PERCEPTIONS OF EASTERN ONTARIO
Factor
Business Community
Economic Development Community
Strength of own sector?
52% “flat” or “modest growth”
Not applicable
Strength of Eastern Ontario as a whole? Overall optimism for region’s future?
52% “flat” or “modest growth” 66% “somewhat or very” optimistic
60% “flat” or “modest growth” 77% “somewhat or very” optimistic
Optimism for your own sector?
70% “somewhat or very” optimistic
Not applicable
Optimism for your own community?
Not applicable
83% “somewhat or very” optimistic
Optimism for your own business
79% “somewhat or very” optimistic
Not applicable
Eastern Ontario as a place to grow a business?
60% “good to excellent”
68% “good to excellent”
Promoting Eastern Ontario as place to start/grow a business?
27% “good to excellent”
53% “good to excellent”
Advocating for improvements for Eastern Ontario?
38% “good to excellent”
53% “good to excellent”
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In addition to the perception of the state of the Eastern Ontario economy, business survey respondents also flagged financial, innovation and labour force issues as the top priorities for the Eastern Ontario Economic Development Strategy. FIGURE 5: PERCEPTIONS OF EASTERN ONTARIO’S ISSUES
Priority (based on online survey results)
Business Community
Economic Development Community
Access to capital/financing
33%
23%
The strategy’s consultation processes yielded seven major themes to which stakeholders believe that economic development leaders in the region must respond. These include:
Innovation Services (to stimulate development of new businesses, products or services)
32%
Youth attraction and retention
31%
26%
Introducing a new regional approach to economic development;
Broadband/highspeed internet
29%
27%
Delivering innovation services;
Workforce – improve skill levels or education
23%
25%
Redoubling our efforts on workforce development and attraction;
Business networking (to encourage informationsharing, partnerships, joint bids/tenders)
23%
Advocacy with upper levels of government on business issues
20%
24%
Transportation infrastructure
20%
31%
Regional marketing programs
20%
11%
35%
Providing the right infrastructure for business; Creating a stable and predictable business environment;
Re-inventing traditional sectors of the economy; and
9%
Accelerating the adoption of new technologies.
- Providing the Right Infrastructure for Business
Note: respondents were invited to choose as many as three priorities.
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Seven Major Themes Emerge from the Consultation Processes
Ranked as a top priority in seven of nine focus groups, this theme focuses on the need to ensure that infrastructure required for businesses to thrive is in place across the region. There was a sense that appropriate infrastructure is lacking or inadequate in many communities and underutilized in others. There was some support for thinking of infrastructure regionally, based on concepts of growth corridors and nodes, as well as cross-
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boundary collaborations to maintain market and fully utilize infrastructure capacity. While municipal infrastructure attracted significant attention, there were also suggestions that infrastructure provided by others – especially in the training and labour force development field – also need attention. Some stakeholders noted that the infrastructure needs and supply chains of larger (often manufacturing) firms are quite different than those of smaller businesses using locally available resources and labour force. Particularly, business/employer retention was viewed as being as important as attraction. At the time of consultations, rollout of the EORN project was not yet complete. There were still significant numbers of small businesses and institutions that were calling for improvements to Information Communications Technology (ICT) services such as broadband and cellular services. The need for integrating technology into the region’s economic sectors was raised by some as part of this theme (e.g. technology integration in education, manufacturing, agriculture, healthcare, tourism and retailing). Quality of life was seen by many as being strong, but others noted that the concept needs redefinition in Eastern Ontario to include career development opportunities, transportation system improvements for commuters, spousal employment, and sociocultural supports. Many stakeholders see that there are underutilized infrastructure assets across the region (e.g. vacant land, buildings, water and sewer capacity) that could be leveraged to meet business needs. Further, there was a
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call for consideration of a regional approach to common services. There was a sense that supply chain development includes more than trade and movement of materials, goods and services; some stakeholders believe that this includes human resource requirements and labour force mobility as well as infrastructure such as transportation services and logistics. Respondents suggested that there is a need for an integrated regional transportation network including Hwy 7, Hwy 407 extension, Hwy 35/115, Hwy 416, and Hwy 417. Education service providers noted that this concept also applied to their sector, mentioning multiple locations along Hwy 7 at which training and education services could be delivered. Multiple stakeholders called for further advocacy with the province for a funding model that would address the municipal infrastructure deficit (roads, bridges, water and sewer etc.).
- Creating a Stable and Predictable Business Environment Ranked as a top priority in eight of nine focus groups, this theme focuses on actions which would bring greater stability and predictability to the regional business environment. Many businesses called for a greater interest in economic and business development at the local level, as well as working with the business community on issues that diminish business competitiveness. A number of stakeholders cited local attitudes toward business as a concern (e.g. some businesses reported lack of interest at the municipal level even when existing businesses – especially large ones – have the opportunity to move to other corporate locations). Others questioned the attitudes
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of some local businesses, suggesting that there is a lack of urgency in the region’s business sector and limited interest in/fear of “going global”. Stakeholders are seeking a business environment that helps organizations retain employees (especially highly-qualified personnel). There was a call for greater stability and certainty associated with transportation services, including local and regional resilience in the face of weather disruptions (e.g. energy backups and redundancy to keep business functioning). For some, this resilience and emergency response capacity was seen as a potential regional competitive advantage. Electricity pricing in Ontario and the stability of the electricity grid was identified as a major concern by many businesses and other organizations with significant energy requirements. Some stakeholders called for the development of a regional strategy to secure more business through procurement policy directed at the region’s MUSH sector.
- Introducing a New Regional Approach to Economic Development Ranked as a top priority in six of nine focus groups, this theme focuses on actions which would better utilize assets in the service of economic development, deliver related services more costeffectively, and garner greater attention from upper levels of government. Both the EOWC and the EOMC are seeking greater information-sharing and collaboration among municipalities, most often related to planning for and the provision of vital infrastructure.
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Through a new regional approach, Eastern Ontario is expected to be able to attract the attention of the provincial government and be better able to advocate for the region’s needs (example: stable, secure, pricecompetitive electricity supply; infrastructure funding). Stakeholders recognized that upper levels of government are seeking investment opportunities for large, pan-regional economic development rather than small, local initiatives; there is an accompanying expectation of financial partnerships and collaborative regional relationships, as well as Return on Investment (ROI)-focused performance measurement. For some stakeholders, there is a perceived need to pool resources devoted to marketing and promotion of the region.
- Delivering Innovation Services Ranked as a top priority in five of nine focus groups, this theme focuses on actions which will generate business and economic activity from the ground up, by supporting local entrepreneurs and enhancing linkages to innovation services to help businesses grow. There was a strong sense of greater need for entrepreneurship training and supports (e.g. mentors, advisory services). Some stakeholders noted opportunities for incubation services – particularly targeted toward start-ups and SMEs in specific sectors. This view was often accompanied by comments about the need to establish a business case for any incubator. Otherwise these facilities are not sustainable over the medium or longer term. Many concerns were raised about access to capital. It is not clear that stakeholders understand how to use new revenue
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generation tools (example: crowd funding) or how to be investment-ready for angel investors, venture capitalists or perhaps even conventional lenders. Some sector-based innovations are already taking place (e.g. regionally-branded products) and these are seen as good models or case studies that could benefit others moving in the same direction. Multiple stakeholders referred to the benefits of development and/or introduction of technology in most of the sectors of the regional economy – from new (digital) applications for online business to technologies embedded in other equipment (e.g. sensors, GIS etc.). There was a sense that there may be sectors in which Eastern Ontario could provide leadership and create economic development opportunities. There was a sense that the supply chains for specific industries/sub-sectors are not wellunderstood across the region. In particular, larger firms may not know about suppliers outside of their own municipality and smaller firms may not know about opportunities to become part of large firm supply chains – even those quite close to home. The use of technology to improve supply chain management and utilization of regional suppliers was seen as being worthy of pursuit.
- Redoubling Our Efforts on Workforce Development and Attraction Ranked as a top priority in five of nine focus groups, this theme focuses on actions which would expand and develop the regional labour force. There was a strong sense that there is insufficient, current data to use as the basis for developing an integrated regional labour force or even to help employers articulate their needs and find qualified candidates.
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Many stakeholders – including traditional service providers – suggested that the region lacks timely, accurate, highgranularity data by which to understand employer and workforce training needs. The region is seen as needing better competitive intelligence on this front, specially related to the integration of technology into the workplace. There is a sense that employers are challenged to find workers with the right ‘fit’ – moving beyond skills and education to understanding business vision and strategy, fitting into the organizational “culture” and (sometimes) possessing the necessary work ethic. Stakeholders identified four (4) sub-sets of the labour force for particular attention: a) highly-qualified personnel (e.g. engineers, health care professionals and skilled trades), b) second-career workers, c) youth and d) immigrants. Particularly in one-on-one interviews, stakeholders called for more attention to the attraction of immigrants – especially those with investment resources – as well as addressing their socio-cultural needs. There is a sense that the world of training, labour force development and education is changing quickly and that the region’s service providers have not capitalized on the opportunities embedded in these changes (e.g. Sense that there are major changes to the provision of these services, including internet-based programs and social media (e.g. Massively Open Online Courses – MOOCs, webinars). The in-region availability of skills upgrading and training services was viewed as important and currently inadequate; some
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stakeholders noted that employers now expect on-site and on-line training services to supplement “bricks and mortar” institutional alternatives.
Despite the view that tourism is a major part of the Eastern Ontario economy – and of interest to most communities – it is not the engine of the regional economy that some might think. Tourism accounts for 7.7% percent of regional employment and 6.6% of all businesses. This is far lower than healthcare or manufacturing for instance.
In some sectors such as forestry, there is a sense that those workers laid off during the economic downturn have “moved on” and are now unavailable as markets improve in related sectors. There is also evidence that skilled trades workers in Eastern Ontario are being recruited for relocation to regions of Canada where demand is higher (e.g. Alberta).
While tourism can and should remain a key part of the regional economy, it cannot be expected to shoulder the entire responsibility for generating investment, jobs and tax assessment that would increase Eastern Ontario’s prosperity.
- Re-inventing Traditional Sectors of the Economy Ranked as a top priority in four of nine focus groups, this theme focuses on actions which would encourage and support adaptation to the “new economy” which is characterized by a shift to business and professional services, pervasive use of technology, and the ability of firms of any size to enter global markets (which also means firms in other jurisdictions can enter Eastern Ontario markets). Overall, there is a sense across the region that the pace of economic change has accelerated and many of our businesses and institutions are challenged to adapt to new circumstances. Stakeholders identified a need – and a desire – to capitalize on niche opportunities in traditional sectors (e.g. creation of a technology-enabled regional food network, stimulating uptake of new technologies in manufacturing and its supply chains, support for value added products emerging from the forestry sector, addressing the redevelopment and reinvestment needs of the tourism sector).
Despite the challenges which have beset manufacturing – and ongoing structural shifts that have led to dramatic business and job losses across the region, there is a sense of opportunity in this sector, especially if new technologies are deployed swiftly and wisely. Industry associations understand these opportunities and are working to capitalize on them. FIGURE 6: PERCENTAGE SEEING A ‘MAJOR OPPORTUNITY FOR EASTERN ONTARIO’
Sector
Business
Economic Development
Tourism and Hosp.
69%
85%
Agriculture
60%
75%
Healthcare
53%
63%
Energy – Renewable
50%
49%
Cleantech
48%
41%
Construction
46%
47%
Arts & Culture
45%
N/A
Education
45%
51%
Transportation
41%
62%
Recreation
40%
44%
ICT
<40%
42%
All other sectors have percentages 40% or less
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• 7) Accelerating the Adoption of New Technologies Ranked as a top priority in one of nine focus groups, this theme focuses on actions which would link together regional businesses, institutions and other stakeholders, as well as increasing economic transactions and trade. For many stakeholders, adoption of new technologies was focused on either availability of generic services (broadband, mobile communications) or related to a specific sector. Many stakeholders commented on the continuing need for better broadband and cellular services. However, many also acknowledged that the Eastern Ontario Regional Network was in mid-rollout and so availability might need to be reviewed after that process is complete at the end of 2014. Stakeholders also noted that capitalizing on the Network’s existence is required to deliver an economic development ROI from the investment in EORN.
Stakeholders recognized that there a shift to online sales channels in the retail sector that is both a threat to “bricks and mortar” retail operations and an opportunity (if local retailers understand how to market and sell online).
There is a view that Eastern Ontario has sectoral expertise in one part of the region that could be leveraged – via broadband – to the benefit of other parts of the region (e.g. manufacturing, ICT/digital apps, local food etc.). Some stakeholders suggested that there is an opportunity to differentiate Eastern Ontario based on the concept of a “smart” region (rather than an individual community) and technologies. The focus of most comments was on actually becoming and marketing the attributes of a smart region rather than seeking any particular external designation as such.
There was a sense in online survey results, as well as one-on-one/small group discussions that there are opportunities for economic growth by capitalizing on technology, including:
• •
•
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Application of industrial robotics and digital fabrication (e.g. 3-D printing); Delivery of business education including entrepreneurship programs, online marketing or advanced manufacturing concepts (e.g. LEAN, JIT, supply chain management); Some industry associations /networks see opportunity to leverage technology to build a regional food network (traceability, online ordering, transportation and logistics, farmers’ markets); and
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Strategic Priorities
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5 Strategic Priorities Economic development is a dynamic landscape. No matter the community or region, there are always many forces and organizations involved. This is easy to understand when consideration is given to the scope and variety of programs and services considered to be “economic development”. As noted previously, the Eastern Ontario Wardens’ Caucus and its partners have been clear in their expectations and outcomes for this economic development strategy. Identify opportunities to advance the economy of Eastern Ontario; and Improve the underlying conditions for economic development throughout the region. The strategic priorities contained in this report reflect the necessary elements to achieve these outcomes and the actions required for realizing business and community stakeholders’ expectations over the long term
Vision 2024 In 2003, the Eastern Ontario Smart Growth Panel prepared a vision statement that described Eastern Ontario in 2035. Many of the expectations articulated at that time also emerged through the consultation process undertaken to prepare the Eastern Ontario Economic Development Strategy. For the purposes of this strategy, a 10 year vision has been adapted as follows:
“Eastern Ontario promotes business growth as the backbone of a sustainable regional economy. Our municipalities and counties use best practices to support this growth,
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and our region has earned a reputation as being progressive and innovative in our collaborations with the business community. We have built a culture of partnerships with business, institutions and organizations to support the growth and development of our workforce, business communities and entrepreneurs. Eastern Ontario will be known for its highly skilled workforce and strong work ethic combined with a strong and diverse regional economy. People of all ages will have economic opportunity and choices for exciting work and lifelong learning. The region’s economy is fuelled by its worldclass educational institutions and diverse and innovative business community supported by an integrated and intelligent transportation system that enables the effective and efficient movement of goods, people and ideas across the region. Eastern Ontario will be a dynamic and prosperous place to live, work and play in harmony with the natural environment. The region’s vibrant rural and urban communities, steeped in tradition and rich in history, will continue to attract people and visitors seeking a high quality of place experience. Growth of the region’s communities will respect and incorporate the area’s natural assets, ensuring a positive legacy for future generations. 20”
20 Eastern Ontario Smart Growth Panel: Shape the Future, Discussion Paper, 2003
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Taking Action Based on the input derived through the Strategy’s consultation phase together with the need for a cross-sectoral and regional approach to dealing with the implications of a transforming economy, the Eastern Ontario Economic Development Strategy is underpinned by three strategic priorities centred on cross cutting regional economic development opportunities that have implications for all sectors of Eastern Ontario’s economy. FIGURE 7: STRATEGIC PRIORITIES FOR EASTERN ONTARIO
The associated actions serve to advance activities around each the three priorities and are provided and prioritized as SHORT TERM (2-3years), and LONG TERM (3-5 years).It is anticipated that near term efforts will be directed to establishing an appropriate governance model for the delivery of the strategy and the development of detailed implementation plans It should be noted that prioritization of these recommendations is intended to reflect a logical sequence of activities, with long term efforts building on the work and results of the short term actions. As noted, more detailed implementation plans will be required to address needed resources and detailed timing of each action.
Priority: Workforce Development and Deployment A recent report completed by McKinsey Global Institute warns that the forces that have caused imbalances in advanced economies in recent years will grow stronger and that similar mismatches between the skills those workers can offer and what employers seek will appear in developing economies. The result will be that far too few workers will have advanced skills needed to drive a high-productivity economy and there will be far too few job opportunities for low skill workers in 21 developing economies . While Ontario has enjoyed a period of labour force attraction, the province and by extension Eastern Ontario is now facing increased competition for talent, particularly from Canada’s western provinces, and internationally. Higher unemployment rates in Eastern Ontario compared to the high growth provinces raises concerns for people in many communities across Ontario. These trends suggest that there are fewer young people available in the labour force to replace those who are leaving, resulting in a greater percentage exiting the labour force than entering the labour force through to 2021. While the significance of these trends may vary by community or industry, competitive positioning and economic sustainability will be significantly influenced by the ability of the region’s businesses to access talent when it is needed. A region’s competitive advantage is influenced by access to a skilled and talented labour pool that is poised and positioned to respond to changing economic conditions. Results from the strategy’s consultation process indicate that Eastern Ontario employers
21 McKinsey Global Institute, The World at Work: Jobs, Pay and Skills for 3.5 Billion People, , June 2012
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recognize the challenge of finding employees who are a good “fit” with the organizational culture, and are equipped with the skills and knowledge required. These two issues, along with the absence of valid, timely local labour market information are significant issues for Eastern Ontario’s municipalities and require a proactive response to labour force concerns.
Workforce Development + Deployment Recommendations Recommendations
Suggested Partners
Short Term Actions Objective: Strengthen the access and quality of labour market intelligence to address the needs of business and individuals
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- Strengthen local labour market intelligence through a validated local job demand vacancy reporting system that is further informed through the region’s Employer One survey results. The job vacancy reporting system captures near real time labour market demand by such criteria as industry activity, occupational demand, education, wages, municipality and/or county and/or Eastern Ontario.
EORN;
- Create an Aggregated Job Posting Service which builds on but does not replicate existing services (e.g. http://ca.jobrapido.com/; EasternOntarioJobShop.com). This site would aggregate all job postings across Eastern Ontario as a means of informing job seekers, and demonstrating the depth of opportunities; such information offers significant value to those looking to relocate to an area.
EORN;
Workforce Training Boards; Academic Researchers/ PostSecondary Education Institutions; Contracted Consulting Services
Suggested Partners
Recommendations 3. Conduct a comprehensive labour force gap analysis that validates labour supply and demand at the municipal and regional level. Utilizing this intelligence to develop an evidence-based labour force strategy will ensure a collaborative approach to creating a skilled, resilient labour force that is poised to meet local employer demand, now and looking forward to 2025, and more effectively leverage the workforce planning efforts of community partners and the Province.
Workforce Training Boards;
- Create an “Eastern Ontario Online Training Network”; a portal for suppliers of education and training services in Eastern Ontario to showcase their course offerings and assist with youth retention and re-attraction. Enable users to search by key word or topic and ensure provider responsibility for updating content. Include links to Massively Open Online Courses (MOOCs) and employment agencies, home-based business association; and links to innovation services and entrepreneurship.
EORN;
Academic Researchers/ PostSecondary Education Institutions; Contracted Consulting Services
Workforce Training Boards; Consortia Of Public Sector PostSecondary Education Institutions
Workforce Training Boards; PostSecondary Education Institutions; Contracted Consulting Services
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Recommendations
Suggested Partners
Long Term Actions Objective: Create opportunities to bring together business and education to increase dialogue focused on strengthening alignment between business needs and education programming and curriculum 5. Build collaborative relationships between Economic Development and educational institutions in support of experiential learning opportunities or student to business connectivity. Information may flow from an on-site business visitation program whereby interest in experiential learning (co-op, internship, etc.) may be identified
Economic Development Organizations;
- Similar to a Rapid Response Team, create a Strategic Workforce Opportunities Team (SWOT) to inform ongoing strategic thinking on regional workforce issues and alignment of programming that advances employment growth and job retention across Eastern Ontario. Solicit participation from upper and single tier municipalities and external agencies and organizations that are actively engaged in site location decisions, business development and workforce planning.
Upper and Single Tier Municipalities;
Sector Based Organizations (Manufacturing, Agriculture, Construction etc.)
- Explore opportunities to increase immigrant attraction and retention. One option is to explore collaboration with The Association of Canadian Community Colleges (ACCC), through the Canadian Immigrant Integration Program. CIIP prepares newcomers for economic integration while still in their country of origin. CIIP helps immigrants prepare for economic success by providing information, planning and online support through partners in Canada. CIIP offices are located in China, India, Philippines and the United Kingdom and services are available in additional service delivery locations. www.newcomersuccess.ca
EO Network Inc. OEEDC Consortium Of PostSecondary Education Institutions
Chamber of Commerce; Workforce Boards; Industry Associations
Objective: Strengthen an Innovative Economy through Diversity 7. Educate local businesses on programs and supports to increase cultural knowledge and workplace diversity. Promote cultural diversity by utilizing such resources as Career Edge Organization, Canadian Immigrant Integration Program (CIIP), leedsgrenville.com/en/invest/our unique advantage/immigration.asp, to more effectively
Suggested Partners
Recommendations
Manufacturing Associations Contracted Consulting Services
Priority: Technology Integration and Innovation Economically disruptive technologies—like the printing press in the Renaissance, or steam power in the Industrial Revolution or the semiconductor microchip and the Internet in today’s economy,— have transformed the way we live and work, enabled new business models, and provided an opening for new players to upset the established order. In a 2013 report, McKinsey Global Institute identified 22 12 potentially disruptive technologies whose direct impact is near enough (10 years) to warrant consideration in the preparation of any economic
22 McKinsey Global Institute, Disruptive Technologies: Advances that will transform life, business and global economy, May 2013
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development strategy. McKinsey has defined these as: Mobile Internet – mobile computing devices and Internet connectivity Automation of Knowledge Work – intelligent software systems The Internet of Things – network of low costs sensors and actuators for data collection, monitoring, process optimization Cloud Technology – use of computer hardware and software resources delivered over a network or Internet Advanced Robotics – capable robots with enhanced senses, dexterity and intelligence 3D Printing – an additive manufacturing technique to create objects by printing layers of material based on digital models Advanced Materials – material designed with superior characteristics Autonomous and near Autonomous Vehicles – vehicles that can navigate and operate with reduced or no human intervention Next Generation Genomics – fast, low cost gene sequencing, advanced analytics Energy Storage – devices or systems that store energy for later use
agriculture, retail to healthcare. There can be no doubt that technology and innovation will continue to shape the global economy and society as a whole over the coming decade. The only question is how and to what extent this shift will affect Eastern Ontario’s comparative advantage to attract and retain investment and talent in key sectors and the ability to grow and expand the region’s economy as a whole. It is also crucial to recognize that important technologies can come in any field or emerge from any scientific discipline. What they have in common is their ability to drive a high rate of change and the potential for disruptive economic impact – including the loss of existing jobs. The decline of the Province’s and by extension Eastern Ontario’s manufacturing sector is illustrative of the impact that technology is having on the economy. While the sector has been greatly impacted by trade liberalization and an appreciating dollar, it is also well documented that Ontario manufacturers lag the peer states in machinery and equipment investment by a significant margin. This in turn has contributed to low productivity growth and rates of innovation, as reflected by spending in research and development. The result is an eroding of our competitive positioning and significant job losses across the sector. While business leaders recognize the importance of investment and innovation in improving productivity and gaining a competitive edge, they have failed to follow through on these activities.
Advanced Oil and Gas Exploration and Recovery – techniques to make extraction of unconventional oil and gas economical Renewable Energy – generation of electricity from renewable resources with reduced harmful effect The rapid rate of integration of these technologies promises to further disrupt and transform the economy of Eastern Ontario from manufacturing to
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Technology Integration and Innovation Recommendations Recommendations
Suggested Partners
Short Term Actions Objective: Assemble competitive intelligence that will foster incubation, research and testing, peer-to-peer networking, and information sharing among regional businesses, organizations, and institutions 9. Map and profile Eastern Ontario’s Innovation Ecosystem to better understand the breadth of innovation services (local, provincial and federal), collaborative supports and local assets that can contribute to establishing a competitive advantage for the attraction of businesses and investors, contribute to the retention and expansion of existing businesses and assist with stimulate business start-ups. Include network of innovation sites, incubators, research partnering between universities and businesses, investment capital networks, and relevant workforce development programs.
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Academic Researcher/ PostSecondary Education Institution e.g. Queen’s Entrepreneurs Group or 1125 Carleton; Contracted Consulting Services
9.1. Identify and address gaps in innovation ecosystem
As above
9.2. Work with ecosystem partners to develop an online client/business pathways tool
As above
9.3. Leverage the programming and support of the Ontario Network of Entrepreneurs www.onebusiness.ca and the Industrial Research Assistance Program (IRAP)
OEEDC
Suggested Partners
Recommendations 10. Host a ‘Meeting of the Minds’ gathering on the impact and opportunities for digital fabrication and additive manufacturing in Eastern Ontario, bringing together key leaders from industry, academia and the investment community to explore ways in which emerging technologies may be piloted and commercialized in the region. This should include specific exploration of the possibility of creating a network of prototyping fabrication labs and maker spaces across Eastern Ontario.
Manufacturing Associations;
- Obtain Eastern Ontario business performance data from Statistics Canada including assets, liabilities, equity, investment, and other financial indicators by industry sector to improve understanding of how the regional economy is performing, its contribution to the larger provincial economy and the level of investment and innovation that is underway across the region.
Academic Researcher/ PostSecondary Education Institution;
- Encourage existing industry associations to coordinate the creation of a regional manufacturing innovation network that brings together key institutional players and private sector business interests to identify research and joint venture opportunities.
OEEDC
QMA; OEEDC
Contracted Consulting Services
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Recommendations
Suggested Partners
Long Term Actions Objective: Promote and expand the availability of traditional and non-traditional investment supports, and ensure accessibility for a wide range of local businesses and organizations 13. In partnership with the region’s RTOs, develop an Eastern Ontario Tourism E-Kit to advance use of the internet/mobile internet/cloud computing to promote and enhance the contribution of tourism in the region. Provide the tools necessary to assist small and medium sized tourism businesses to more effectively market and manage their businesses online thereby enhancing the long term profitability and viability of tourism in Eastern Ontario.
EORN;
- Develop new business models to bring agricultural producers and processors together with researchers, manufacturers, marketers and funding sources. Establish a working committee to identify opportunities to participate in research and product development, formation of joint venture enterprises to move innovation into the commercial marketplace and build on and off farm businesses that process / manufacture food and non-food products.
OEEDC;
14.1 Provide financial and technical support to build a regional food network portal.
EO RTOs
EO Network Inc.
EORN
Priority: Enhanced Transportation Systems Eastern Ontario is at the centre of an air, marine, rail, and road transportation network that plays a role in linking the Windsor-Quebec City corridor, one of the largest and most productive economic regions in the world. With economic opportunities focused on a global marketplace, it is paramount that this network offers the mobility and flexibility that enables goods to move in and out of the region at maximum speed. Investment in the expansion, improvement and maintenance of this transportation network is critical to Eastern Ontario and by extension the Province’s economic growth. The forthcoming Canada EU Free Trade Agreement (CETA) provides further opportunity in this regard. The quality of Eastern Ontario’s infrastructure varies across the region and deficiencies in existing infrastructure are discouraging investment. Traffic rerouted off 401 cannot be handled adequately by secondary roads along detour routes, as they have not been designed or constructed to meet the standard of truck traffic; and of the more than 2,000 km of provincial roads and bridges downloaded to the region’s municipalities, a significant portion is nearing the end of its life expectancy. With trucking expected to remain the predominant mode of transportation for goods movement in Eastern Ontario, transportation planning and economic development planning needs to reflect a more regional approach. This will allow the region to leverage available resources more effectively and recognize the pan regional nature of commuter traffic, shipment of goods and the region’s position in a competitive market place. While knowledge based employment and the service sector are expected to drive moderate employment
30
Eastern Ontario’s Economic Development Strategy
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growth in Eastern Ontario, the comparative performance of the region in sectors such as construction, transportation and warehousing, trade and agriculture suggests a notable portion of employment growth will be within sectors of the economy that rely on and demand efficient transportation systems. This includes investment in intermodal infrastructure that leverages all types of transport at key nodes in the region and border crossing infrastructure improvement and development that will enable greater levels of international trade.
Enhanced Transportation Systems Recommendations Recommendations
Suggested Partners
Short Term Actions Objective: Build the regional transportation infrastructure that improves Eastern Ontario’s access to major domestic and international markets 15. Develop an integrated transportation network that supports efficient, cost effective movement of goods and people within the region and connects Eastern Ontario to key domestic and international markets 15.1. Leverage the forthcoming Canada EU Comprehensive Economic and Trade Agreement as the means to enhance Eastern Ontario’s vital transportation connections, intermodal infrastructure and bridge crossings.
31
EO Network Inc.; EO Transportation Study Steering Committee; Manufacturing Associations
Suggested Partners
Recommendations 15.2 Optimize multimodal transportation infrastructure in Eastern Ontario through the development of new intermodal facilities in conjunction/identification of strategic hubs
Contracted Consulting Services
15.3. Explore feasibility of nontraditional and innovative infrastructure including intraregional marine, shared storage, long combination vehicles, and intelligent transportation systems and dedicated trucking infrastructure.
Contracted Consulting Services
- Pursue a moratorium on the decommissioning of Eastern Ontario’s ports infrastructure and the removal of rail infrastructure.
EOWC; EOMC
16.1 Investigate the feasibility of constructing new and revitalized deep water port facilities in select locations across the region and opportunities to modernize and expand the region’s existing rail network through the northern areas of Eastern Ontario.
EOWC;
- Advocate for provincial and federal investment in regionally beneficial transportation infrastructure including the upgrading and maintaining of major regional road corridors, MTO downloaded roadways and the widening of Highway 401 between Cobourg and the Quebec border.
EOWC;
EOMC
MTO
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Recommendations
Suggested Partners
Long Term Actions Objective: Provide enhanced regional transportation services to area business and residents
32
- Develop a strategy to create a “smart” overlay for the region’s transportation network that leverages the region’s broadband investment to ensure that travel across the region is as efficient and safe as possible.
EORN;
- Pursue a strategy to develop and operate ‘non-traditional’ transit systems over existing roads to support the commuting patterns of a regional workforce. This should include:
EOWC;
19.1. Opportunities for private/NFP operated shuttles in core hours, car pool lots, transfers nodes between transit and other forms of transportation, and more extensive networks of bike lanes and trails.
EOWC;
- Advocate for the creation of an infrastructure investment fund to support upgrading, revitalization and expansion of regional airports including runway extensions, terminal expansion and customs services.
EOMC;
EOMC
EOMC
EOMC Private Transportation Firms
EOWC; OEEDC
Eastern Ontario’s Economic Development Strategy
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AgendaItem#8b)
Accelerating the Change
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6 Accelerating the Change A new Regional Economic Governance Model One of the primary challenges for derailed or delayed implementation of any economic development strategy is the lack of financial resources and the reliance on volunteers who often don’t have the expertise or the time needed to lead a regional economic development initiative. While in kind support from partner organizations can be explored, this too can present challenges in the face of shifting mandates and competing priorities. This is further complicated when trying to take action at a regional level where there may be deeply rooted jurisdictional and programmatic fragmentation. The level of effort and coordination required to successfully implement the Eastern Ontario Economic Development Strategy will be significant. For this reason, it is essential that consideration be given to the appropriate governance structure through which business and community stakeholders, civic leaders and elected officials from across Eastern Ontario can regularly come together to make well informed, strategic and regional contributions to economic development. It is recommended that an arm’s length Economic Development Secretariat be created in the near term (12-18 months) to oversee the implementation of the Eastern Ontario Economic Development Strategy. The Secretariat would function as a forum for thinking and acting regionally; enable decisionmaking and effective collaboration between various agencies and organizations; and provide a focal point for the implementation and monitoring of the long term regional economic development strategy.
34
This group should be comprised of civic leaders, senior decision makers from government, organizations and institutions and representatives from the business community. The Secretariat would be responsible for: Overseeing the creation and efforts of any related working groups; Serving as a conduit for information and policy positions with stakeholders; Tracking and reporting on the performance of the Eastern Ontario economy, as it relates to the strategic priorities of the Economic Development Strategy; Tracking and reporting on the overall progress of the implementation of the Strategy using agreed upon metrics; Undertaking advocacy on key issues as necessary; and Providing input on the approach to EODF/EODP programming and recommend resource allocation priorities based on the Eastern Ontario Economic Development Strategy The Economic Development Secretariat should be comprised of 10-member Board of Directors based on the following representation: Two directors from EOWC, appointed annually; One director from the EO Network Inc. designated annually; One director from EODF’s regional office (MEDTE) designated annually;
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One director from the separated cities, appointed annually by the EOMC;
from the implementation of the Economic Development Strategy; and
Two directors from the private sector; candidates to be identified and appointed annually by the Secretariat; and
Oversight for and stimulation of pathways and linkages between entrepreneurs and innovators and available business support services – research, business planning, initial financing, commercialization etc.
Two at large directors that reflects the changing mix of stakeholders based on the priorities in the Strategy; candidates to be identified and appointed annually by the preceding years Secretariat. Administrative and logistical support for the Secretariat and the implementation of the Economic Development Strategy will be essential. During the consultation phase of the strategy’s development, a significant number of stakeholders commented on the need for branding the region and a more intensive marketing effort. Ontario East Economic Development Commission has a long history of focusing on this work, including the operation of (voluntary) sectoral teams and significant outbound marketing through trade events and lead generation efforts. The focus of this strategy is on strengthening the offerings on which regional branding and related marketing efforts could be based. Any restructured regional economic development governance model would need to be supported by: Improved competitive intelligence, sector expertise and regional supply chain knowledge - provided to Secretariat and shared with municipalities and stakeholder organizations; Ongoing and timely analysis of the regional economy including business performance data, workforce demand etc. - provided to Secretariat and shared with municipalities and stakeholder organizations; Project management oversight as it relates to regionally significant initiatives; emerging
35
In consideration of this effort, it is recommended that the operation of the Secretariat be supported financially by both the upper and single tier municipalities. There are opportunities to contract out some of the needed services to a stakeholder or outside organization (e.g. Ontario East Economic Development Commission, Eastern Ontario Regional Network); however, this would need to be done in consideration of the longer term sustainable funding that will be required to ensure the effective implementation of the Eastern Ontario Economic Development Strategy.
Effective Leveraging of Business Infrastructure At the end of 2011, the 103 municipalities in rural Eastern Ontario held $8.7 billion in capital assets required to deliver the full range of services for 23 which local governments are mandated . In the rural areas, these assets range from water/waste water systems, roads, bridges and libraries, recreational facilities, to homes for the aged, and fire stations. Transportation and environmental services in particular, require the largest financial commitment, both from the perspective of the initial investment and the associated ongoing maintenance. The quality of these assets also contributes to a municipality’s ability to attract and retain business investment.
23 Natural Capital Resources Inc., Municipal Infrastructure: Financial Sustainability of Local Governments in Eastern Ontario, August 2013
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Shared Service Agreements Throughout the strategy development process, there was a consistent theme that municipalities in Eastern Ontario needed to consider more regional or sub-regional opportunities for the management of common services and infrastructure. This includes fostering the use of shared or common service agreements between municipalities – examples of which are evident in Alberta, Manitoba and parts of Ontario. Shared service arrangements create opportunities for local governments the ability to offer a more complete range of economic development services than they may be able to do on their own, while at the same time reducing overall costs. Such arrangements also often enable local governments to better see and act on regional challenges and opportunities through shared decision making and service delivery structures – water/waste water capacity and systems, recreational facilities, libraries etc. This in turn could benefit landowners and developers and foster additional private sector investment or assist with development in a neighbouring community. The advantage of shared services is that they allow local governments the independence to act on local matters alongside cost and coordination advantages on the issues that transcend municipal boundaries. It will be important to identify and thoroughly understand the existing barriers to a shared service approach in Eastern Ontario, as many municipalities may have little or no experience in this regard. A feasibility study should be completed in the near term that explores the use of shared service agreements may be an appropriate first step in determining if service agreements are an appropriate method for service provision.
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Identifying best practice approaches from across Ontario, Manitoba, Alberta and elsewhere will provide further support for this approach, as many of the service agreements can be templated and leveraged by the region’s municipalities at the local and upper tier level. The results of this investigation could be compiled in a tool-kit that includes: sample by-laws, dispute resolution, best practice inventory etc. Underutilized Assets Stakeholders further suggested that underutilized or vacant municipal and provincial assets infrastructure (i.e. land and buildings) could be more effectively leveraged to meet the immediate needs of businesses and entrepreneurs across the region. This could be further expanded to include vacant and underutilized private sector assets or time. To accomplish this, consideration should be given to the following over the near term (12-18 months): Cataloguing of underutilized and vacant regional assets (i.e. municipal land and buildings) as serviced or un-serviced; Development of an Request for Interest (RFI) process to invite adaptive re-use strategies for and actionable implementation plans that maximize the long term value of these underutilized assets; and Development of regional municipal land and building site selection tool to enable the effective marketing of these properties going forward.
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7 Implementation The Eastern Ontario Economic Development Strategy sets out a strategic roadmap for economic development in the region. An implementation framework and series of operational plans will be critical to its execution if the Eastern Ontario Wardens` Caucus and its economic development partners are to achieve and successfully deliver on the strategy’s recommendations. Effective implementation will also require regionwide collaboration across business, industry, institutions, associations and networks and economic development professionals. These partners will need to work together over the long term to achieve the vision of economic growth in Eastern Ontario
ensure the adequate resourcing of the
strategy;
Work closely with the Provincial and Federal
Governments to articulate and facilitate
regional economic development activities
that are mutually beneficial and meet with
Eastern Ontarios needs; and Promote the intent and objectives of the Plan to business and community stakeholders to ensure an ongoing level of engagement and commitment to the Plans
implementation.
While there was significant optimism across the
region on the prospects for business or economic
success in many sectors, businesses and
communities, respondents to online surveys and
participants in one-on-one/small group interviews
did not perceive the region as having been
successful in promoting economic opportunity or in
advocating for changes through which the region
could capitalize on these opportunities.
While many stakeholders are looking to the Eastern
Ontario Wardens Caucus for leadership on the major issues impacting the regions economy, it is
worth pointing out that the EOWC is only one of
many players that will need to be involved in the
implementation of the Eastern Ontario Economic
Development Strategy. In particular the EOWC and
its partners will need to:
Collaborate with all regional stakeholders
partners, and their related agencies
associated with economic development to
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Eastern Ontario’s Economic Development Strategy
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Eastern Ontario’s Economic Development Strategy Appendix A Regional Profile February 2014
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Contents APPENDIX A: REGIONAL PROFILE ………………………………………………………………………………………. 1 REGIONAL ECONOMY
1
DEMOGRAPHIC CHARACTERISTICS LABOUR FORCE AND EMPLOYMENT PROFILE
1 8
INDUSTRY PROFILES
20
LOCATION QUOTIENTS BUSINESS PATTERNS ASSESSMENT
20 22
EASTERN ONTARIO’S SECTOR PROFILES
24
AGRICULTURE AND AGRI-BUSINESS EDUCATION ENERGY FORESTRY (NATURAL RESOURCE DEVELOPMENT) HEALTHCARE INFORMATION AND COMMUNICATION TECHNOLOGY LOGISTICS AND TRANSPORTATION MANUFACTURING TOURISM AND HOSPITALITY, RURAL CREATIVE ECONOMY
25 27 29 31 33 34 36 38 40
List of Tables and Figures Table 1: Population And The Rate Of Population Change In Eastern Ontario (2001-2011) ………………………1 Table 2: Net Increase Of Population In Eastern Ontario (2001-2011) …………………………………………………….2 Table 3: Percentages Of Individuals’ Income In 2010, Eastern Ontario Counties And Cities (2011) …………..6 Table 4: Eastern Ontario’s Labour Force Characteristics (Summary) …………………………………………………….9 Table 5: Eastern Ontario’s Labour Force Characteristics (Full) ……………………………………………………………10 Table 6: Eastern Ontario’s Net Labour Force Growth by Industry (2006-2011) ……………………………………..14 Table 7: Eastern Ontario’s Net Labour Force Growth by Occupation (2006-2011) …………………………………17 Table 8: Eastern Ontario’s Employment by Industry (2011) ………………………………………………………………..19 Table 9: Eastern Ontario’s Labour Force Location Quotient (2006 and 2011) ……………………………………….21 Table 10: Eastern Ontario’s Number of Business Establishments by Industry (2008, 2012) ……………………23 Table 11: Eastern Ontario’s Number of Business Establishments by Industry and Employment Size (2012) ……………………………………………………………………………………………………………………………………………………23 Table 12: Eastern Ontario’s Agricultural Sector …………………………………………………………………………………26 Table 13: Total Agricultural Sector Businesses by Eastern Ontario Counties ………………………………………..26 Table 14: Eastern Ontario’s Education Sector …………………………………………………………………………………..28 Table 15: Total Education Sector Businesses by Eastern Ontario Counties ………………………………………….28 Table 16: Eastern Ontario’s Energy Sector ……………………………………………………………………………………….29 Table 17: Total Energy Sector Businesses by Eastern Ontario Counties………………………………………………30 Table 18: Eastern Ontario’s Natural Resources Sector ………………………………………………………………………32
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Table 19: Total Natural Resource Sector Businesses by Eastern Ontario Counties ……………………………….32 Table 20: Eastern Ontario’s Health and Wellness Sector ……………………………………………………………………33 Table 21: Total Health and Wellness Sector Businesses by Eastern Ontario Counties …………………………..34 Table 22: Eastern Ontario’s ICT Sector ……………………………………………………………………………………………35 Table 23: Total ICT Sector Businesses by Eastern Ontario Counties …………………………………………………..36 Table 24: Eastern Ontario’s Logistics Sector …………………………………………………………………………………….37 Table 25: Total Logistics Sector Businesses by Eastern Ontario Counties ……………………………………………37 Table 26: Eastern Ontario’s Manufacturing Sector …………………………………………………………………………….38 Table 27: Total Manufacturing Sector Businesses by Eastern Ontario Counties ……………………………………39 Table 28: Eastern Ontario’s Tourism Sector ……………………………………………………………………………………..40 Table 29: Total Tourism Sector Businesses by Eastern Ontario Counties …………………………………………….40 Table 30: Eastern Ontario’s Cultural Sector ………………………………………………………………………………………42 Table 31: Total For-Profit Cultural Sector Businesses by Eastern Ontario Counties ………………………………42 Figure 1: Distribution Of Population By Age, Eastern Ontario (Excluding Ottawa And Reserves) (2011) ……3 Figure 2: Distribution Of Population By Age, Eastern Ontario Counties (2011) ……………………………………….4 Figure 3: Populations By Educational Attainment, Eastern Ontario (2011) ……………………………………………..5 Figure 4: Populations By Educational Attainment, Eastern Ontario Counties (2011) ………………………………..5 Figure 5: Post-Secondary Fields Of Study By Age Cohort, Eastern Ontario Counties (2011) ……………………6 Figure 6: Percentages Of Individuals’ Income In 2010, Eastern Ontario Counties And Cities (2011) ………….7 Figure 7: TOTAL Number Of Migrants Aged 20-29 That Moved Into Eastern Ontario Cities ……………………..8 Figure 8: Eastern Ontario’s Counties and Separated Cities Unemployment Rates (2011) ………………………10 Figure 9: Proportion of Total Labour Force by Industry (NAICS) (2011) ……………………………………………….13 Figure 10: Proportion of Total Labour Force by Occupations (NOCS) (2011) ………………………………………..17 Figure 11: Place of Work Status in Eastern Ontario’s Counties and Separated Cities (2011) ………………….20
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Appendix A: Regional Profile Regional Economy Demographic Characteristics Population In 2011, Eastern Ontario was home to over two million people. Of the total population, the City of Ottawa accounts for just under half (883,391). Nearly as many people (726,270) live in the eleven counties and two upper tier municipalities. An additional 395,627 live in the separated cities within Eastern Ontario. Eastern Ontario represented 16% of Ontario’s total population in 2011 (2,005,288). TABLE 1: POPULATION AND THE RATE OF POPULATION CHANGE IN EASTERN ONTARIO (2001-2011)
Geographic Area
Population 2011
Population 2006
Population 2001
Pop. Change 2006-2011 (%)
Pop. Change 2001-2006 (%)
Pop. Change 2001-2011 (%)
Counties of Eastern Ontario (not incl. any separated cities)
726,270
708,636
684,611
2.49%
3.51%
6.09%
Separated cities (all except Ottawa)
395,627
384,611
372,069
2.86%
3.37%
6.33%
Counties plus separated cities (excluding Ottawa)
1,121,897
1,093,247
1,056,680
2.62%
3.46%
6.17%
City of Ottawa
883,391
812,129
774,072
8.77%
4.92%
14.1%
Reserves
4340*
2455*
2043*
Total Eastern Ontario Region
2,005,288*
1,905,376*
1,830,752*
5.24%
4.08%
9.53%
Ontario
12,851,821
12,160,282
11,410,046
5.69%
6.58%
12.64%
Source: Statistics Canada. Census of Population, 2001, 2006, 2011 *Eastern Ontario Reserve Population does not include all reserves. Due to statistical limitations with Statistics Canada several Reserve populations had data either suppressed or not available throughout the 2001, 2006 and 2011 Census. As such the total reserve populations figures presented here were not accounted in the final Eastern Ontario Region population count.
Since 2006, Eastern Ontario has grown over five percent (5.24%), with Ottawa leading the way with a tremendous growth of 8.77% in the five year span. In order of rate of population increase, the fast growing counties (not including separated cities) in Eastern Ontario were: Hastings (8.83%), Prescott and Russell (6.48%), Haliburton (5.44%), Renfrew (4.01%), Lanark (3.78%), Lennox and Addington (3.16%), Peterborough (2.86%), Northumberland (1.44%), Stormont, Dundas and Glengarry (0.61%) and Leeds and Grenville (0.10%). Only three counties (not including separated cities) witnessed net declines in population: Prince Edward (-0.93%), Frontenac (-1.06%) (Note that in Frontenac population growth was over nine percent from 2001-2006 – highest at the time), and Kawartha Lakes (-1.81%).
1
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Eastern Ontario’s separated cities (not including Ottawa) also witnessed a fair amount of growth. In order of rate of population increase, the fast growing separated cities in Eastern Ontario were: Kingston (5.25%), Peterborough (4.37%), Pembroke (3.09%), Prescott (2.49%), Belleville (1.30%), Quinte West (0.91%), and Cornwall (0.82%). Three separated cities posted net declines in population: Brockville (-0.40%), Gananoque (1.72%) and Smiths Falls (-2.02%). It should be noted that while Eastern Ontario (excluding Ottawa) continues to grow, it is not growing at the same pace as it did from 2001-2006. Table 2, provides a comparison breakdown of the Counties and Separated cities net increases in the two five year periods (2001-2006 / 2006-2011). It can be seen that counties such as Frontenac and Kawartha Lakes each posted negative increases after posting large increases five years prior. This can be a result of Kingston and Peterborough’s continued efforts at attracting new residents (both cities posted the largest increases from 2006-2011). TABLE 2: NET INCREASE OF POPULATION IN EASTERN ONTARIO (2001-2011)
Geographic Area (Counties)
Net Increase 2006-2011
Net Increase 2001-2006
Geographic Area (Cities)
Net Increase 2006-2011
Net Increase 2001-2006
Frontenac
-283
2,247
Belleville
633
2,792
Haliburton
879
1,062
Brockville
-87
582
Hastings
3,438
436
Cornwall
375
325
Kawartha Lakes
-1347
5,382
Gananoque
-91
118
Lanark
2,067
1,267
Kingston
6,156
3,012
Leeds and Grenville
87
1,948
Pembroke
430
440
Lennox and Addington
1,282
1,081
Peterborough
3,292
3,432
Northumberland
1,163
3,466
Prescott
104
-48
Peterborough
1,561
284
Quinte West
389
1,331
Prescott and Russell
5,197
3,738
Smiths Falls
-185
-363
Prince Edward
-238
595
Separated Cities w/o Ott
11,016
11,621
Renfrew
3,351
1,967
Ottawa
71,262
38,057
Stormont, Dundas and Glen.
390
552
Total Separated Cities
82,278
49,678
Total Counties
17,634
24,025
EO Reserve Population
-215*
412*
Eastern Ontario w/o Ott.
28,650
35,646
Total Eastern Ontario
99,912
73,703
Source: Statistics Canada. Census of Population, 2001, 2006, 2011
- Eastern Ontario Reserve Population does not include all reserves. Due to statistical limitations with Statistics Canada several Reserve populations had data either suppressed or not available throughout the 2001, 2006 and 2011 Census. As such the total reserve net increase figures presented here were not accounted in the final Eastern Ontario Region net increase count.
2
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Age Like most regions in Ontario, the population of Eastern Ontario is becoming progressively older. Eastern Ontario is also aging faster in relation to the Province as a whole. In all age categories 45 years old or older, Eastern Ontario has a higher relative percentage of its population in these groups than the Province (Figure 1). The most likely reasons are youth out-migration, coupled with the increasing age of the ‘babyboomers’ demographic, and in-migration of retirees. FIGURE 1: DISTRIBUTION OF POPULATION BY AGE, EASTERN ONTARIO (EXCLUDING OTTAWA AND RESERVES) (2011)
Source: Statistics Canada. Census of Population, 2011
All the counties (with the exception of Frontenac) have over 30% of their population in the waning years of their working lifetime. This poses challenges for the future as the counties will face pressures in terms of service delivery and access in allowing seniors to ‘age in place’ - in some counties (Haliburton and Prince Edward) the average age is well above 50. Figure 2 also illustrates that Eastern Ontario’s counties have significantly lower population distributions amongst their young workforce. Presumably this occurs because their population aged 20-24 is either pursuing higher education or employment outside of Eastern Ontario and not returning to Eastern Ontario upon completion of their studies.
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FIGURE 2: DISTRIBUTION OF POPULATION BY AGE, EASTERN ONTARIO COUNTIES (2011)
Source: Statistics Canada, Census of Population, 2011
Educational Attainment and Field of Study Educational attainment is one of the most important socio-economic indicators to consider when evaluating a community’s economic growth potential, as it speaks directly to its ability to staff new and existing businesses. As of 2011, Eastern Ontario had a smaller proportion of its population with post-secondary education (50.07%), when compared to the province (54.58%). Accordingly, the region had a greater proportion of its population with no certificate, diploma or degree compared to the provincial average. Figure 4 provides a closer look at individual counties and reveals that only Frontenac County in Eastern Ontario is above the provincial average for post-secondary education. Frontenac has the greatest access to post-secondary education due to its conglomerate of post-secondary institutions that call Kingston home (Queens University, Royal Military College, and St. Lawrence College). Several other counties are close or near the provincial average (Lanark, Leeds and Grenville, Prince Edward, Peterborough, Northumberland, and Haliburton). Likewise, a few counties fall well below the provincial average (Lennox and Addington, Hastings, Renfrew, Stormont, Dundas and Glengarry, Prescott and Russell, and Kawartha Lakes). Figure 5 illustrates the major fields of study of Eastern Ontario residents with post-secondary qualifications. Based on data from 2011’s National Household Survey, the predominant fields by number of graduates aged (25-64) were: Architecture, Engineering, and Related Technologies (21.25%), Health and Related Fields (17.70%), and Business, Management, and Public Administration (17.67%). These three fields of study comprise over half the post-secondary degrees held in Eastern Ontario. These results have significant bearing on the kinds of businesses and enterprises that are located in Eastern Ontario, the labour pool that can support the attraction of new industry, and the kinds of services and training programs required to meet labour force needs. Graduates and students aged 20-24 in Eastern Ontario are also traditionally rooted within the three predominant fields of study, interestingly however, they are also entering non-traditional fields such as
4
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Social and Behavioural Sciences and Law, Humanities, Visual and Performing Arts, and Communications Technology. FIGURE 3: POPULATIONS BY EDUCATIONAL ATTAINMENT, EASTERN ONTARIO (2011)
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X201147, 2011
FIGURE 4: POPULATIONS BY EDUCATIONAL ATTAINMENT, EASTERN ONTARIO COUNTIES (2011)
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X201147, 2011
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FIGURE 5: POST-SECONDARY FIELDS OF STUDY BY AGE COHORT, EASTERN ONTARIO COUNTIES (2011)
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X201147, 2011
Personal Income A community’s socio-economic composition is also determined by the income of its population. Table 3 provide census information on individual income for Eastern Ontario’s counties, separated cities, Ottawa and the province in 2010. Eastern Ontario has a greater percentage of individuals making income between $20,000 - $39,999 on average when compared to Ottawa and Ontario (Table 3). This might be attributed to the number of high quality jobs available in the region (see Business Patterns Assessment). TABLE 3: PERCENTAGES OF INDIVIDUALS’ INCOME IN 2010, EASTERN ONTARIO COUNTIES AND CITIES (2011) Geography
Und. $5000
$5K9999
$10K– 14999
$15K– 19999
$20K– 29999
$30K– 39999
$40K– 49999
$50K– 59999
$60K– 69999
$70K– 79999
$80K– 99999
$100K –125K
Over $125K
Total EO Counties
8.9%
7.0%
9.2%
9.1%
15.0%
12.9%
11.0%
7.9%
9.9%
5.1%
8.9%
2.3%
1.8%
Total EO Cities
9.0%
7.4%
10.0%
9.5%
17.0%
12.9%
10.4%
7.1%
8.6%
4.3%
9.0%
2.1%
1.9%
Ottawa
9.4%
6.4%
7.7%
7.0%
10.4%
9.5%
9.3%
8.8%
12.7%
8.7%
9.4%
5.1%
5.0%
Ontario
10.7%
7.2%
8.8%
8.8%
13.7%
11.5%
9.9%
7.5%
9.7%
5.8%
10.7%
3.0%
3.3%
Source: Statistics Canada. National Household Survey Community Profile, 2011, Percentage of Individuals over the age of 15
In addition to an overview of the region’s income levels, these figures can reveal insights into the social and economic issues facing a region. A high average income suggests high levels of disposable income, and the distribution of individuals across the income groups can indicate income inequality in the region. Figure 6 showcases the average and median income of Eastern Ontario counties and separated cities, along with Ottawa and Ontario’s averages. The median income in Eastern Ontario’s counties ($29,813) differs slightly than their separated cities counterparts ($27,062). This can be attributed to a number of factors including the concentration of social services provided by traditional urban centres and the diversity of housing options available in these centres (more affordable housing). Interestingly, Eastern Ontario (both the counties and separated cities) are behind the provincial average income rate ($42,264). This suggests that other parts of Ontario are receiving a greater share of high-
6
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AgendaItem#8b)
paying jobs in comparison to Eastern Ontario. Indicative of this trend can be found in Eastern Ontario communities such as Kingston and Ottawa who both have large institutional presences that often attract high paying knowledge based jobs. Prince Edward and Prescott and Russell counties also demonstrated higher averages in income than other Eastern Ontario communities. This may be a result of an established older population moving into the areas that have carried over into senior positions across several businesses. FIGURE 6: PERCENTAGES OF INDIVIDUALS’ INCOME IN 2010, EASTERN ONTARIO COUNTIES AND CITIES (2011)
Source: Statistics Canada. National Household Survey Community Profile, 2011, Percentage of Individuals over the age of 15 *EOC = Eastern Ontario Counties, EOS = Eastern Ontario Separated Cities
Young Adult Migration Young adult migration occurs predominantly within Eastern Ontario’s Separated Cities compared to their County counterparts. This may be attributable to the presence of many college and university campuses in those communities. Figure 10 provides a closer look at intraprovincial, interprovincial and external migrants between the ages 20-29 that have moved into Eastern Ontario’s separated cities from 2006-2011. Kingston, Belleville, and Peterborough, demonstrated the largest number of young migrants to enter their city borders. These three cities are known for their post-secondary institutions which gather a significant portion of their student base from surrounding rural communities. Queens University’s international acclaim can also be attributed to Kingston’s ability to attract several young out of country migrants. A healthy young migration of new residents is a good indicator of a strong community able to attract young talent from outside their borders.
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Page 81 of 340
AgendaItem#8b)
FIGURE 7: TOTAL NUMBER OF MIGRANTS AGED 20-29 THAT MOVED INTO EASTERN ONTARIO CITIES
Source: Statistics Canada. National Household Survey, Community Profiles, 2011
Labour Force and Employment Profile Statistics Canada collects both labour force and employment data for the Canadian population aged 15 and over; or those considered part of the labour force based on capabilities. Labour force data is concerned with the employed and unemployed resident population of a community, regardless of the community in which the individual is employed. Employment, on the other hand, is concerned with the number of individuals employed within a certain community irrespective of where they live. While not a direct representation of the number of jobs in a community, employment data offers a better estimate of the total number of jobs contained in a community. The following section provides an overview of the characteristics of the labour force, the labour force by industry (North American Industrial Classification Standard - NAICS) and Occupation (National Occupational Classification - NOC), and the employment by industry (NAICS). For most variables and geographies, the most recent data is based on the 2011 National Household Survey.
Labour Force Characteristics The total labour force in Eastern Ontario (excluding Ottawa) grew by approximately 1.5% from 2006 to 2011. This number is even lower when discounting the separated cities in Eastern Ontario (1.2%). Eastern Ontario’s separated cities (excluding Ottawa) fared slightly better with a growth of 2.1% in the five year span. The City of Ottawa saw a tremendous growth in their labour force, a jump of 9.2% from 2006 levels. Comparatively, the province experienced a growth of 4.2%, double the levels witnessed by the separated cities and nearly quadruple that of the counties. While growth in the total labour force in Eastern Ontario (outside of Ottawa) is quite stagnant, it is their ratio of new workers replacing those that are leaving the workforce that is most concerning. Table 4 and Figure 8
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 82 of 340
AgendaItem#8b)
showcases labour characteristics for Eastern Ontario’s counties and separated cities. Eastern Ontario’s counties are experiencing a ratio of 1:4 for every new labourer to retiree; while Eastern Ontario’s separated cities have a slightly better ratio of 1:2 for every new labourer to retiree. Although low ratio levels are common across the province (province’s ratio is 1:4), Eastern Ontario’s counties are at a critical point to lose a significant amount of workforce in the next ten years as the population continues to age. A tight labour force market will reduce the availability of a workforce that meets the demands of business – limiting future business growth in Eastern Ontario. TABLE 4: EASTERN ONTARIO’S LABOUR FORCE CHARACTERISTICS (SUMMARY)
Geographic Area
Total Population 15 Years and Over
In the Labour Force
Employed
Unemployed
Not in the Labour Force
Participation Rate (%)
Unemployment Rate (%)
Self Employed
Self Employed (%)
49065
13.0%
Counties of Eastern Ontario (not incl. any separated cities) 2011
605030
376400
348765
27455
228655
62.2%
7.3%
2006
585145
371990
350940
21025
213165
47.9%
5.7%
Change
19885
4410
-2175
6430
15490
~ Ratio - 1 Entered Workforce : 4 Left Workforce
Separated cities (all except Ottawa) 2011
321450
195140
178135
17190
126280
60.7%
8.8%
2006
310540
191125
177500
13625
119415
61.5%
7.1%
Change
10910
4015
635
3565
6865
~ Ratio – 1 Entered Workforce : 2 Left Workforce
2011
718960
498370
463625
34745
220590
69.3%
7.0%
2006
658495
456480
429575
26905
202020
69.3%
5.9%
Change
60465
41890
34050
7840
18570
~ Ratio – 3 Entered Workforce : 1 Left Workforce
2011
10473670
6864990
6297005
567985
3608685
65.5%
8.3%
2006
9819420
6587580
6164245
423335
3231840
67.1%
6.4%
Change
654250
277410
132760
144650
376845
~ Ratio – 1 Entered Workforce : 4 Left Workforce
15450
7.9%
City of Ottawa 45345
9.1%
Ontario 706425
10.3%
Source: Statistics Canada. National Household Survey, Community Profiles, 2011 Note: Town of Prescott National Household Survey Community Profile is not available at the time of study due to statistical suppression from a low gross response rate that is required to meet Statistics Canada’s standards of validity. The Town’s numbers have been included within the Leeds and Grenville calculations
The unemployment rate of a community’s population can be affected by a number of factors. One of the most central factors influencing an individual’s ability to obtain and sustain employment is educational attainment. In other words, those individuals with more education will typically have lower rates of unemployment than those individuals with less education. With this in mind, Table 4 and Figure 8 provide unemployment rates for Eastern Ontario. Despite Eastern Ontario’s counties having a low growth in labour
9
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Page 83 of 340
AgendaItem#8b)
force growth they combine for a 7.3% unemployment rate - a lower figure than both Eastern Ontario’s separated cities (8.8%) and Ontario (8.3%). The counties with a higher (or equal) unemployment rate than the Ontario average are: Haliburton (9.3%), Hastings (8.8%), Kawartha Lakes (8.4%), Prince Edward (8.4%), and Northumberland (8.3%). These counties (minus Hastings) suffer from a larger unemployment rate because unlike the other counties they do not contain separated cities (which act as the other counties’ primary employment centres). FIGURE 8: EASTERN ONTARIO’S COUNTIES AND SEPARATED CITIES UNEMPLOYMENT RATES (2011)
Source: Statistics Canada. National Household Survey, Community Profiles, 2011
Eastern Ontario’s counties demonstrate a high level of self-employed workers in the labour force (13%). Counties such as Peterborough, Prince Edward and Haliburton each showcased self-employed levels greater than 15%. The strong self-employed labour force is a good indication of a durable entrepreneurial support system set in place. Table 5 provides a breakdown of labour force characteristics by county, separated city and Ontario TABLE 5: EASTERN ONTARIO’S LABOUR FORCE CHARACTERISTICS (FULL) Total Population 15 Years and Over
In the Labour Force
Employed
Unemployed
Not in the Labour Force
Participation Rate (%)
Unemployment Rate (%)
Self Employed
Self Employed (%)
2011
21985
13920
13050
695
8065
63.3%
5.0%
1950
14.0%
2006
22095
13970
13215
750
8135
63.2%
5.4%
2011
14940
7580
6870
705
7360
50.7%
9.3%
1205
15.9%
2006
13980
7620
7045
570
6360
54.5%
7.5%
Geographic Area Frontenac
Haliburton
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Page 84 of 340
AgendaItem#8b)
Total Population 15 Years and Over
In the Labour Force
Employed
Unemployed
Not in the Labour Force
Participation Rate (%)
Unemployment Rate (%)
Self Employed
Self Employed (%)
2011
35235
19835
18085
1750
15430
56.3%
8.8%
2590
13.1%
2006
32085
18675
17500
1165
13405
58.2%
6.2%
2011
61245
36130
33065
3065
25115
59.0%
8.5%
5025
13.9%
2006
61460
37775
35420
2355
23685
61.5%
6.2%
2011
46965
30670
28420
2255
16285
65.3%
7.4%
4030
13.1%
2006
44640
29575
27925
1655
15060
66.3%
5.6% 4855
12.7%
2155
10.4%
5860
14.2%
Geographic Area Hastings
Kawartha Lakes
Lanark
Leeds and Grenville (includes Town of Prescott*) 2011
59865
38220
35605
2615
21645
63.8%
6.8%
2006
58240
38260
36340
1920
19985
65.7%
5.0%
2011
33655
20815
19175
1640
12840
61.8%
7.9%
2006
32445
20415
19370
1040
12030
62.9%
5.1%
2011
68120
41365
37925
3440
26755
60.7%
8.3%
2006
66105
40575
38135
2440
25535
61.4%
6.0%
2011
47760
28605
26530
2075
19150
59.9%
7.3%
4620
16.2%
2006
48645
30520
28690
1830
18115
62.7%
6.0%
0
0.0%
2011
69075
47930
45390
2540
21150
69.4%
5.3%
5270
11.0%
2006
63785
44045
42180
1865
19745
69.1%
4.2%
2011
21605
11890
10885
1000
9720
55.0%
8.4%
1860
15.6%
2006
212315
12570
11810
760
8745
5.9%
6.0%
2011
71160
44820
41310
3515
26340
63.0%
7.8%
4935
11.0%
2006
68145
43500
40595
2900
24645
63.8%
6.7% 4710
13.6%
49065
13.0%
2100
8.4%
905
8.6%
Lennox and Addington
Northumberland
Peterborough
Prescott and Russell
Prince Edward
Renfrew
Stormont, Dundas, and Glengarry 2011
53420
34620
32455
2160
18800
64.8%
6.2%
2006
52205
34490
32715
1775
17720
66.1%
5.1%
Total Eastern Ontario Counties (without Separated Cities) 2011
605030
376400
348765
27455
228655
62.2%
7.3%
2006
776145
371990
350940
21025
213165
47.9%
5.7%
2011
40530
24875
22905
1965
15655
61.4%
7.9%
2006
39925
25340
23695
1650
14590
63.5%
6.5%
2011
18595
10490
9620
870
8105
56.4%
8.3%
2006
18310
10465
9665
795
7845
57.2%
7.6%
Belleville
Brockville
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Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 85 of 340
AgendaItem#8b)
Total Population 15 Years and Over
In the Labour Force
Employed
Unemployed
Not in the Labour Force
Participation Rate (%)
Unemployment Rate (%)
Self Employed
Self Employed (%)
2011
37745
20850
18570
2285
16895
55.2%
11.0%
1430
6.9%
2006
37115
20755
19175
1575
16360
55.9%
7.6%
2011
4305
2480
2365
115
1825
57.6%
4.6%
200
8.1%
2006
4375
2790
2575
220
1580
63.8%
7.9%
2011
100835
64935
59470
5645
35895
64.4%
8.7%
5110
7.9%
2006
95520
61235
56940
4300
34280
64.1%
7.0%
2011
11560
6965
6460
505
4595
60.3%
7.3%
545
7.8%
2006
11290
6150
5750
400
5140
54.5%
6.5%
2011
64950
38840
35035
3805
26110
59.8%
9.8%
3165
8.1%
2006
62355
38350
35260
3090
24010
61.5%
8.1%
2011
35505
21620
20010
1615
13855
60.9%
7.5%
1660
7.7%
2006
34570
21975
20780
1195
12590
63.6%
5.4%
2011
7425
4085
3700
385
3345
55.0%
9.4%
335
8.2%
2006
7080
4065
3660
400
3020
57.4%
9.8% 15450
7.9%
64515
11.3%
45345
9.1%
109860
10.3%
Geographic Area Cornwall
Gananoque
Kingston
Pembroke
Peterborough (City)
Quinte West
Smiths Falls
Total Separated Cities without Ottawa 2011
321450
195140
178135
17190
126280
60.7%
8.8%
2006
310540
191125
177500
13625
119415
61.5%
7.1%
Total Eastern Ontario without Ottawa 2011
926480
571540
526900
44645
354935
61.7%
7.8%
2006
1086685
563115
528440
34650
332580
51.8%
6.2%
2011
718960
498370
463625
34745
220590
69.3%
7.0%
2006
658495
456480
429575
26905
202020
69.3%
5.9%
2011
1645440
1069910
990525
79390
575525
65.0%
7.4%
2006
1745180
1019595
958015
61555
534600
58.4%
6.0%
Ottawa
Total Eastern Ontario
Source: Statistics Canada. National Household Survey, Community Profiles, 2011 Note: Town of Prescott National Household Survey Community Profile is not available at the time of study due to statistical suppression from a low gross response rate that is required to meet Statistics Canada’s standards of validity. The Town’s numbers have been included within the Leeds and Grenville calculations
Labour Force by Industry An understanding of the skills of the resident labour force by industry can provide an indication of the areas in which a community or jurisdiction can provide support to investment attraction and retention initiatives based on the industry-related skills of its labour force. Figure 9 illustrates the 2011 labour force composition
12
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 86 of 340
AgendaItem#8b)
of Eastern Ontario’s counties, separated cities, Ottawa and Ontario by major industry sector as defined by NAICS. Eastern Ontario’s counties had a total labour force of 369,590 in 2011, concentrated predominantly in the following three industries: Retail Trade (12.55%), Healthcare and Social Assistance (11.83%), and Public Administration (10.53%). Two of these sectors (Retail and Health) account for the highest proportions of labour force across the province as well, but at comparatively lower proportions than in Eastern Ontario’s counties. Eastern Ontario’s counties held a greater proportion of labour force in Agriculture, Forestry, Fishing and Hunting (3.92%) when compared to the separated cities (0.59%) and the province (1.52%), indicating that a great deal of primary industry activity still occurs in Eastern Ontario’s rural side. Eastern Ontario’s separated cities (minus Ottawa) had a total labour force of 190,100 in 2011, concentrated predominantly in the following three industries: Healthcare and Social Assistance (13.54%), Retail Trade (13.10%), and Public Administration (10.42%). While the predominant industries are the same between the counties and separated cities, it should be noted that separated cities had a larger proportion of labour force dedicated to these industries. Eastern Ontario’s separated cities also held a significantly greater proportion of labour force in Educational Services (10.29%), when compared to the counties (7.10%) and Ontario (7.48%). This may be correlated back to the several educational institutions that house campuses within Eastern Ontario’s separated cities. Information and Cultural Industries in Eastern Ontario’s counties and separated cities are proportionally lower (1.46% and 1.67% respectively) than both Ottawa (2.82%) and Ontario (2.68%) FIGURE 9: PROPORTION OF TOTAL LABOUR FORCE BY INDUSTRY (NAICS) (2011)
Source: Statistics Canada. National Household Survey, Community Profiles, 2011
13
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 87 of 340
AgendaItem#8b)
Table 6 provides a summary of total net growth in labour force by industry from 2006-2011. As is the case with the rest of the province, the largest industry to lose labour force was manufacturing. During the five year span, Eastern Ontario (excluding Ottawa)’s manufacturing sector lost over thirteen thousand labourers. On the flip side, Eastern Ontario’s public administration sector gained over twelve thousand labourers. Other sectors to see significant loses were: Agriculture, Forestry, Fishing and Hunting (-1950), Administrative and Support, Waste Management and Remediation Services (-1890), and Other Services (except Public Administration) (-1860). Industries with significant growth include: the aforementioned Public Administration (12,385), Educational Services (5190), and Health Care and Social Assistance (4870). Interestingly, the Construction industry saw a healthy growth in Eastern Ontario’s counties. This could be attributable to Canada’s Action Plan towards infrastructure projects in rural communities and corridors. TABLE 6: EASTERN ONTARIO’S NET LABOUR FORCE GROWTH BY INDUSTRY (2006-2011) Eastern Ontario Counties without Separated Cities Industry (NAICS)
Front.
Hali.
S.D.G
Total
All Ind.
-65
-65
990
-1995
910
-165
135
330
-2290
3740
-770
11
35
-25
-450
35
-205
-75
-185
140
-190
35
-35
1115
140
2010
-295
-470
21
5
-10
-15
-90
-65
40
-25
-10
-45
10
0
-1685
95
70
22
10
-5
150
-15
-55
65
60
-145
105
70
-40
-5
60
-35
23
-70
-270
445
-185
505
295
250
330
-60
260
910
105
240
385
31-33
-60
-140
-310
-1755
-350
-815
-215
-1510
2880
-805
-755
-410
-1355
-1090
41
-75
-70
-130
225
-55
330
75
-9570
-170
-45
-35
-135
-115
140
44-45
80
55
125
20
15
530
-60
290
140
-50
395
90
500
695
48-49
120
35
-85
-30
-75
2885
-305
-65
25
-300
-240
-95
-310
-105
51
-15
20
-10
-75
-1430
-65
-55
-155
-40
-55
-80
5
135
-25
52
-85
50
105
-415
175
135
35
80
-45
15
165
-105
5
140
53
25
-85
670
-10
-180
95
-60
30
-20
-1020
85
15
75
0
54
220
-1050
25
-5
-105
180
95
30
190
245
70
-120
270
115
55
1210
15
-10
0
0
-20
-20
5
-20
-35
-30
0
0
10
-105
56
-190
-60
-5
-540
185
-190
-100
-105
-65
-190
-75
60
-80
-1355
61
105
55
440
530
30
-5
5
725
-15
905
-245
100
-240
2390
62
135
255
580
-180
925
-95
-30
665
-220
645
105
260
435
3480
71
-80
-20
15
-135
85
-120
-65
160
-65
280
-50
-30
-85
-110
72
-360
-25
-280
-155
-215
-485
-170
-495
-825
-55
-85
-150
-390
-3690
81
25
-100
-10
-180
-385
-130
-40
-190
-155
-250
25
-480
10
-1860
91
105
265
455
650
520
815
355
705
285
1835
240
2045
655
8930
14
Hast.
K.L.
Lana.
L&G
L&A
NorH.
Pete.
P&R
PE
Ren.
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 88 of 340
AgendaItem#8b)
Eastern Ontario Separated Cities with Ottawa Industry (NAICS)
Bell.
Broc.
Corn.
Gan.
King.
Pem.
Pete.
Q.W
S.F
Total
Total EO
Ott
All Ind.
-690
25
-250
-295
3380
790
-125
-595
60
2300
4310
39380
11
-95
60
70
-20
-100
-30
-70
-55
-25
-265
-1950
-135
21
-30
-15
0
-10
-10
-30
15
-25
0
-105
-145
-65
22
-20
-20
15
-25
30
20
-155
-85
15
-225
35
180
23
205
150
65
-75
285
-10
-80
-145
135
530
3410
3135
31-33
-985
-330
-645
-70
-250
-275
-790
-810
-150
-4305
-13875
-3630
41
70
-80
0
85
85
-40
110
145
-30
345
285
1645
44-45
-175
290
-280
35
-220
85
-135
-600
170
-830
2055
2355
48-49
-145
50
110
-35
-45
35
-105
0
-55
-190
-1620
-400
51
175
-45
-75
-50
-5
-5
-80
-220
0
-305
-720
-1115
52
-155
95
10
10
210
135
190
110
-40
565
1235
2110
53
-155
10
35
-40
-50
-65
-90
-10
20
-345
-1395
345
54
-275
145
-180
-10
90
115
-370
-145
40
-590
620
-1645
55
25
-20
20
0
-10
0
15
0
0
30
-75
-5
56
-240
-230
-50
10
-95
260
0
-220
30
-535
-1890
-2760
61
135
90
-170
55
1870
25
265
415
115
2800
5190
6035
62
95
-180
355
-55
230
215
465
375
-110
1390
4870
6605
71
40
30
55
45
65
10
30
-10
5
270
160
-605
72
-75
-120
110
-25
780
85
-145
-15
70
665
-3025
2575
81
130
-50
50
-90
-390
25
340
100
-115
0
-1860
1040
91
775
220
280
-60
910
235
480
610
5
3455
12385
23720
Source: Statistics Canada. National Household Survey, Community Profiles, 2011 and Census of Population, 2006 NAIC Categories: 11 - Agriculture, Forestry, Fishing and Hunting, 21 - Mining, Quarrying, and Oil and Gas Extraction, 22 – Utilities, 23 – Construction, 31-33 – Manufacturing, 41 - Wholesale Trade. 44-45 - Retail Trade, 48-49 - Transportation and Warehousing, 51 - Information and Cultural Industries, 52 - Finance and Insurance, 53- Real Estate and Rental and Leasing, 54 - Professional, Scientific and Technical Services, 55 - Management of Companies and Enterprises, 56 - Administrative and Support, Waste Management and Remediation Services, 61 - Educational Services, 62 - Health Care and Social Assistance, 71 - Arts, Entertainment and Recreation, 72 - Accommodation and Food Services, 81 - Other Services (except Public Administration), 91 -Public Administration
Overall, labour force growth has been showing positive growth in Eastern Ontario over the last five years, particularly in the public administration sector, and industries with social implications for the overall health of quality of life such as educational services and health care services. From an investment attraction perspective, the growth of labour in the educational and health care sectors speaks to the greater opportunities for development of spin-offs from these sectors, and put Eastern Ontario at the forefront of health care and education in Canada.
Labour Force by Occupation In order to get a more complete picture of the labour force capabilities for a particular area, it is necessary to examine the labour force by occupation, that is, by the core activities associated with an individual’s employment. This is in contrast to the previous section, which outlines the labour force by the industry in which the individual is employed. Examining the labour force by occupation provides a more detailed look at the individual specializations which may not be as evident through industry-based statistics and provide more of an indication of the extent of knowledge workers that may be present in a local economy.
15
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 89 of 340
AgendaItem#8b)
Sales and service occupations accounted for the largest proportional shares of labour force across Ontario, Eastern Ontario counties and separated cities, as well as the City of Ottawa in 2011. Across Eastern Ontario, proportional shares of labour force by occupation differed between counties and separated cities. Eastern Ontario’s counties had a larger proportional share of labour force in Trades, Transport and Equipment Operators and Related Occupations (18%) while their counterparts the cities had (12%). Other significant occupations included Business, Finance and Administration (14%), however when compared to the province (17%) it was proportionally lower. Eastern Ontario’s separated cities (excluding Ottawa) had a 16% proportional share of labour force dedicated to occupations in education, law and social, community and government services. Along with occupations in health care, these two occupational classes were well above the province’s proportional share further supporting the growth that was witnessed in the two industries of Educational Services and Health Care and Social Assistance. Figure 10 provides a further breakdown of proportions of labour force by occupations in Eastern Ontario, Ontario and Ottawa. Table 7 provides a summary of total net growth in labour force by occupation from 2006-2011. The largest occupation classes to lose labour force were those in the service, working and farm, forestry and fishing class (Business, finance and administrative occupations, Sales and service occupations, Trades, transport and equipment operators and related occupations, occupations unique to processing, manufacturing and utilities, and occupations unique to primary industry). During the five year span, Eastern Ontario (excluding Ottawa)’s lost over forty thousand occupations related to the three classes. 10 thousand of those came from working in the primary industry. Comparatively, Eastern Ontario saw a growth of over fifty thousand new labourers in knowledge based occupations. Over twenty-five thousand of those were new labours occupying professions in teaching, law, social support, and policy and program officers. Interestingly, there is one class within the knowledge based sector that is struggling in Eastern Ontario. Occupations in art, culture, recreation and sport saw a decrease of 515 labours across the counties and separated cities, additionally the City of Ottawa also saw a decrease of 1775 labourers in this occupational class. Comparatively, the province added over five thousand labourers in the same occupational class. It has been noted that Art and Culture occupations tend to capture opportunities in response to consumer demands for local place-based products and services such as art trails, natural amenities and tourism experiences. Eastern Ontario’s decline in this occupational class might be in response to art and cultural occupations finding better opportunities elsewhere in the province.
16
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 90 of 340
AgendaItem#8b)
FIGURE 10: PROPORTION OF TOTAL LABOUR FORCE BY OCCUPATIONS (NOCS) (2011)
Source: Statistics Canada. National Household Survey, Community Profiles, 2011
TABLE 7: EASTERN ONTARIO’S NET LABOUR FORCE GROWTH BY OCCUPATION (2006-2011) Eastern Ontario Counties without Separated Cities Occup. (NOCS)
Front.
Hali.
Hast.
K.L.
Lana.
L&G
L&A
NorH.
Pete.
P&R
PE
Ren.
S.D.G
Total
All Occup.
-65
-65
985
-1995
905
-170
135
325
-2290
3750
-770
1110
140
1995
A
410
160
910
1035
670
695
435
1265
375
2005
385
1185
1435
10965
B
-15
-145
35
-355
240
-200
-155
-290
-130
665
-335
-375
-190
-1250
C
215
80
15
75
85
430
40
-15
35
510
-30
135
215
1790
D
60
120
215
185
455
215
-15
100
195
110
-10
340
125
2095
E
720
350
1045
1765
1065
1240
1110
2085
825
2235
170
4765
1300
18675
F
-120
-40
230
-60
5
-125
-30
65
-130
-30
-50
15
-140
-410
G
-830
-355
-870
-2070
-555
-855
-655
-875
-1455
-535
-310
-2575
-20
-11960
H
-15
-155
505
-600
-40
-585
25
-555
-770
195
145
-750
-220
-2820
I
-435
-85
-770
-775
-690
-515
-490
-660
-870
-1055
-555
-1010
-1660
-9570
J
-60
0
-330
-1175
-340
-460
-125
-805
-375
-340
-190
-610
-695
-5505
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Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 91 of 340
AgendaItem#8b)
Eastern Ontario Separated Cities with Ottawa Occup. (NOCS)
Bell.
Broc.
Corn.
Gan.
King.
Pem.
Pete.
Q.W
S.F
Total
Total EO
Ott
All Occup.
-685
30
A
190
-30
-250
-295
3385
795
-125
-590
60
2325
4320
39380
-70
55
835
55
55
485
90
1665
12630
B
-1045
7850
50
-1385
-135
-1275
-115
-1045
-800
125
-5625
-6875
C
1560
-415
75
-195
-30
-50
60
290
-45
-20
-330
1460
2725
D
-30
-35
310
-15
445
115
385
390
-25
1540
3635
4715
E
1210
225
660
140
4570
670
1555
2110
-40
11100
29775
22795
F
5
55
-155
-20
45
-145
75
10
15
-115
-525
-1775
G
-140
135
520
-155
-880
445
-275
-1265
90
-1525
-13485
2990
H
240
-125
100
-230
150
-155
-500
-500
5
-1015
-3835
725
I
-130
-15
55
75
-170
5
-105
-345
-55
-685
-10255
-1405
J
-575
-300
-95
25
-290
-140
-550
-630
-120
-2675
-8180
-800
Source: Statistics Canada. National Household Survey, Community Profiles, 2011 and Census of Population, 2006 NOC Categories: A - Management occupations, B - Business, finance and administrative occupations, C - Natural and applied sciences and related occupations, D - Health occupations, E - Occupations in social science, education, government service and religion, F - Occupations in art, culture, recreation and sport, G - Sales and service occupations, H Trades, transport and equipment operators and related occupations, I - Occupations unique to primary industry, J Occupations unique to processing, manufacturing and utilities.
Employment by Industry In contrast to the labour force, employment in a given community accounts for the individuals who work in that community, regardless of whether or not they live in that community. Due to data limitations at this time, this section will only reflect employment data at the county level. In 2011, the industries that accounted for the largest proportion of total employment in Eastern Ontario included: Health Care and Social Assistance (12.7%), Retail Trade (12.7%), Public Administration (10.8%), Manufacturing (9.1%), Educational Services (8.3%) and Construction (7.7%). When compared to Ontario, Eastern Ontario has a greater proportion of total employment in Agriculture (2.8% compared to 1.5%), Construction, Retail Trade, Educational Services, Health Care and Social Assistance, and Public Administration. In 2011, Eastern Ontario had a significantly lower proportional of labourers employed in the FIRE industries (Finance, Information, Real Estate) and Professional, Scientific and Technical Services when compared to Ontario. Table 8 provides a breakdown of employment by industry at a county level. Both the Retail Trade and Health Care sectors represent the largest proportions of employment across all counties. Counties with educational institutions and large urban centres (Frontenac and Peterborough) had a greater proportion of Educational Services, while rural dominant counties such as Prince Edward and Northumberland had a much higher proportion of employment within the Agricultural industry.
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 92 of 340
AgendaItem#8b)
TABLE 8: EASTERN ONTARIO’S EMPLOYMENT BY INDUSTRY (2011) Eastern Ontario Counties (Top 3 Industries Shaded) Industry (NAICS)
Front.
Hali.
Hast.
K.L.
Lana.
L&G
L&A
NorH.
Pete.
P&R
PE
Ren.
S.D.G
EO
11
0.9%
1.4%
1.9%
4.4%
2.1%
3.0%
2.8%
4.1%
1.9%
3.9%
7.3%
3.0%
4.3%
2.8%
21
0.1%
0.0%
0.2%
0.3%
0.3%
0.2%
0.1%
0.4%
0.6%
0.2%
0.1%
0.4%
0.2%
0.3%
22
0.6%
1.5%
0.9%
1.4%
0.9%
0.5%
1.4%
2.4%
1.4%
0.4%
1.1%
1.6%
0.7%
1.1%
23
5.9%
14.0%
7.1%
9.0%
9.7%
7.6%
9.4%
8.0%
6.9%
10.2%
7.5%
6.7%
7.5%
7.7%
31-33
4.5%
3.9%
11.1%
8.5%
9.6%
11.0%
9.6%
13.4%
8.7%
7.1%
8.7%
8.0%
11.7%
9.1%
41
2.3%
1.7%
3.1%
4.6%
3.5%
4.1%
2.6%
2.6%
3.9%
3.2%
2.1%
2.1%
4.1%
3.2%
44-45
10.9%
15.6%
14.5%
13.9%
13.4%
13.5%
13.7%
11.8%
13.0%
11.2%
12.2%
12.4%
11.9%
12.7%
48-49
3.2%
4.9%
5.2%
4.2%
3.5%
4.7%
4.3%
3.8%
3.6%
4.5%
3.9%
2.3%
7.1%
4.2%
51
1.6%
2.3%
1.5%
1.0%
1.8%
1.3%
1.1%
1.5%
1.8%
1.5%
1.8%
1.7%
1.4%
1.6%
52
3.0%
2.5%
2.1%
3.3%
2.2%
2.2%
2.6%
2.2%
3.2%
2.9%
1.4%
1.9%
2.8%
2.6%
53
1.9%
3.3%
1.5%
1.2%
1.7%
1.4%
1.7%
1.3%
1.7%
1.5%
2.7%
1.2%
1.5%
1.6%
54
4.8%
4.7%
3.5%
4.3%
6.7%
5.0%
3.7%
5.1%
4.8%
4.5%
4.7%
7.5%
3.8%
4.9%
55
0.1%
0.0%
0.1%
0.0%
0.0%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
56
4.2%
3.8%
5.0%
3.3%
4.4%
4.7%
3.7%
4.6%
4.8%
3.1%
4.7%
3.9%
5.5%
4.4%
61
15.1%
6.3%
7.3%
8.1%
5.9%
6.3%
7.0%
8.2%
9.0%
8.6%
5.6%
6.2%
6.1%
8.3%
62
14.6%
12.7%
11.7%
11.7%
13.9%
12.4%
13.4%
11.9%
13.7%
11.3%
14.7%
12.2%
12.3%
12.7%
71
1.6%
2.2%
1.4%
2.4%
2.1%
2.6%
1.3%
2.3%
2.7%
1.8%
2.0%
1.2%
1.5%
1.9%
72
7.8%
8.2%
6.0%
5.4%
5.1%
5.8%
5.2%
5.2%
6.5%
3.5%
7.2%
5.3%
5.1%
5.8%
81
3.7%
3.8%
4.6%
5.2%
3.6%
4.3%
4.7%
4.8%
5.1%
4.0%
4.6%
3.3%
4.6%
4.3%
91
13.2%
6.9%
11.4%
8.0%
9.7%
9.1%
11.8%
6.6%
6.5%
16.5%
7.6%
18.7%
7.5%
10.8%
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X2011052, 2011. NAIC Categories: 11 - Agriculture, Forestry, Fishing and Hunting, 21 - Mining, Quarrying, and Oil and Gas Extraction, 22 – Utilities, 23 – Construction, 31-33 – Manufacturing, 41 - Wholesale Trade. 44-45 - Retail Trade, 48-49 - Transportation and Warehousing, 51 - Information and Cultural Industries, 52 - Finance and Insurance, 53- Real Estate and Rental and Leasing, 54 - Professional, Scientific and Technical Services, 55 - Management of Companies and Enterprises, 56 - Administrative and Support, Waste Management and Remediation Services, 61 - Educational Services, 62 - Health Care and Social Assistance, 71 - Arts, Entertainment and Recreation, 72 - Accommodation and Food Services, 81 - Other Services (except Public Administration), 91 -Public Administration
Place of Work Figure 11 illustrates the proportion of workers within Eastern Ontario’s counties and separated cities, in 2011, by their place of work. The place of work of the counties’ labour force is generally reflective of their separated cities, while there are some notable differences. The county has a much larger proportion of its labour force that works at home when compared to the separated cities. This may be a result of the counties’ high rates of self-employed farmers along with home based businesses involved in professional and scientific services. Furthermore, the county has a larger proportion of its labour force that has no fixed place of work. This may be attributed to the counties’ share of construction workers and trades contractors.
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Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 93 of 340
AgendaItem#8b)
FIGURE 11: PLACE OF WORK STATUS IN EASTERN ONTARIO’S COUNTIES AND SEPARATED CITIES (2011)
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X2011049, 2011
Industry Profiles Location Quotients In order to determine the level and degree of industrial specialization that has developed in Eastern Ontario, and thus the diversity of the regional economy, location quotients (LQs) have been calculated to measure the relative concentration of industry/business activity by major industry sector. Location Quotients are a commonly used tool in regional economic analysis. They assess the concentration of economic activities within a smaller area relative to the overarching region in which it resides. Understanding that the Eastern Ontario is within a highly competitive provincial economy, LQs have been calculated to compare the Eastern Ontario’s labour force concentrations relative to the Province of Ontario, to provide an understanding of the areas in which Eastern Ontario imposes a competitive advantage over the rest of the province. Similarly, LQs have also been calculated to compare the counties and separated cities relative to Eastern Ontario to provide an understanding of the areas in which specific communities specialize in. Given the Eastern Ontario is one of Canada’s largest metropolitan areas, LQs have also been calculated relative to Canada as well to provide an indication of areas where the Eastern Ontario can compete on a national scale. A location quotient greater than 1.0 for a given sector indicates a local concentration of economic activity as compared to the overarching region (either Ontario or any other region) and may be an indication of competitive advantage with respect to the attraction of that industry sector. Location Quotients equal to 1.0 for a given sector suggest that the study area has the same concentration of economic activity as the overarching comparator. Finally, a location quotient of less than 1.0 suggests that the region does not have a strong competitive advantage in that sector. In theory, an industrial or business concentration that is greater than the overarching average may also represent the export base of the participating region (both in terms of products or services). Businesses that make up this export base may have chosen to locate in the community due to certain local or regional
20
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 94 of 340
AgendaItem#8b)
competitive advantages. These competitive advantages can be used to attract additional investment, in the same or complimentary industries. As expected, Eastern Ontario’s counties (excluding separated cities) have a higher concentration of resident labour force in the Agricultural, Forestry and Forestry sector in 2011, reflective of the counties’ rural character. Public Administration also had a very high concentration of resident labour force, reflectively of the significant growth in the sector since 2006. Inevitably, they also experience a very low concentration of finance and insurance labour force typically found predominantly in urban financial centres (i.e. Eastern Ontario’s separated cities). The counties exhibited higher than average concentrations of labour force in a number of other sectors including: Utilities and Construction. This may be a result of Eastern Ontario’s recent infrastructure improvements including the Eastern Ontario Regional Network initiative. Eastern Ontario’s separated cities have a higher concentration of resident labour force in the Public Administration sector in 2011, reflective of the cities being the seat of the provincial government, and home to a number of federal and provincial agencies and departments. Inevitably, they also experience a very low concentration of primary industry sectors, utilities and construction as they already have a fundamental infrastructure network in place. The cities exhibited higher than average concentrations of labour force in a number of other sectors including: Accommodation and Food Services, Health Care and Social Assistance, and Educational Services, reflective of their urban character and role as economic centers within their respective counties. This is further confirmed when comparing the counties and cities against each other. The cities have a larger concentration of labour force in educational services, management, accommodations and administrative support, while the counties have a larger concentration of labour force in agricultural, forestry and fishing, and utilities positions. Table 9 provides a breakdown of Eastern Ontario’s labour force by industry. TABLE 9: EASTERN ONTARIO’S LABOUR FORCE LOCATION QUOTIENT (2006 AND 2011) Eastern Ontario Counties without Separated Cities Industry (NAICS)
% Change 20062011
LQ Against Ontario
Eastern Ontario Separated Cities
LQ Against EO
2006 LQ
2011 LQ
LQ Level (2011)
2006 LQ
2011 LQ
LQ Level (2011)
% Change 20062011
LQ Against Ontario
LQ Against EO
2006 LQ
2011 LQ
LQ Level (2011)
2006 LQ
2011 LQ
LQ Level (2011)
11
-10.4%
2.91
2.59
V High
1.39
1.41
High
-19.1%
0.49
0.39
V Low
0.23
0.21
V Low
21
-2.8%
0.87
0.83
Mid
1.27
1.35
High
-38.2%
0.33
0.20
V Low
0.48
0.32
V Low
22
5.9%
1.36
1.47
High
1.16
1.22
High
-16.8%
0.81
0.69
Low
0.69
0.57
Low
23
8.9%
1.46
1.53
High
1.16
1.17
High
5.4%
0.86
0.87
Mid
0.69
0.67
Low
31-33
-21.5%
1.16
0.91
Mid
1.04
1.04
Mid
-21.2%
1.03
0.80
Mid
0.92
0.92
Mid
41
-0.5%
0.72
0.72
Mid
1.06
1.04
Mid
6.6%
0.60
0.64
Low
0.88
0.92
Mid
44-45
6.6%
1.06
1.12
Mid
0.95
0.99
Mid
-3.2%
1.23
1.17
Mid
1.10
1.03
Mid
48-49
-8.4%
1.00
0.92
Mid
1.04
1.02
Mid
-2.5%
0.88
0.86
Mid
0.92
0.96
Mid
51
-7.1%
0.59
0.55
Low
0.94
0.95
Mid
-8.8%
0.69
0.63
Low
1.11
1.09
Mid
52
8.0%
0.40
0.45
V Low
0.98
0.97
Mid
12.4%
0.43
0.49
V Low
1.04
1.07
Mid
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Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 95 of 340
AgendaItem#8b)
Eastern Ontario Counties without Separated Cities Industry (NAICS)
% Change 20062011
LQ Against Ontario
Eastern Ontario Separated Cities
LQ Against EO
2006 LQ
2011 LQ
LQ Level (2011)
2006 LQ
2011 LQ
LQ Level (2011)
% Change 20062011
LQ Against Ontario
LQ Against EO
2006 LQ
2011 LQ
LQ Level (2011)
2006 LQ
2011 LQ
LQ Level (2011) Mid
53
-18.8%
0.75
0.61
Low
0.93
0.89
Mid
-9.8%
0.92
0.83
Mid
1.14
1.21
54
6.8%
0.63
0.67
Low
1.03
1.08
Mid
-7.1%
0.57
0.53
Low
0.94
0.85
Mid
55
-55.3%
0.52
0.24
V Low
0.97
0.59
Low
28.6%
0.57
0.73
Low
1.05
1.81
V High
56
-8.5%
0.98
0.85
Mid
0.88
0.86
Mid
-4.6%
1.39
1.25
High
1.24
1.27
High
61
10.0%
0.86
0.95
Mid
0.89
0.87
Mid
16.7%
1.19
1.38
High
1.22
1.26
High
62
8.6%
1.03
1.14
Mid
0.94
0.95
Mid
5.7%
1.22
1.31
High
1.12
1.09
Mid
71
-1.4%
1.04
0.97
Mid
1.04
1.01
Mid
7.6%
0.93
0.93
Mid
0.92
0.97
Mid
72
-16.7%
1.00
0.79
Mid
0.89
0.81
Mid
4.4%
1.35
1.33
High
1.21
1.36
High
81
-10.3%
1.11
0.99
Mid
1.04
1.00
Mid
0.0%
0.99
0.98
Mid
0.93
0.99
Mid
91
29.8%
1.16
1.53
V High
0.98
1.00
Mid
21.1%
1.24
1.52
V High
1.04
0.99
Mid
Source: Statistics Canada. National Household Survey, Catalogue Number 99-012-X2011052, 2011. NAIC Categories: 11 - Agriculture, Forestry, Fishing and Hunting, 21 - Mining, Quarrying, and Oil and Gas Extraction, 22 – Utilities, 23 – Construction, 31-33 – Manufacturing, 41 - Wholesale Trade. 44-45 - Retail Trade, 48-49 - Transportation and Warehousing, 51 - Information and Cultural Industries, 52 - Finance and Insurance, 53- Real Estate and Rental and Leasing, 54 - Professional, Scientific and Technical Services, 55 - Management of Companies and Enterprises, 56 - Administrative and Support, Waste Management and Remediation Services, 61 - Educational Services, 62 - Health Care and Social Assistance, 71 - Arts, Entertainment and Recreation, 72 - Accommodation and Food Services, 81 - Other Services (except Public Administration), 91 -Public Administration
Business Patterns Assessment Statistics Canada’s Canadian Business Patterns Data provides a record of business establishments by industry and size. This data is collected from the Canada Revenue Agency (CRA). The business data collected for Eastern Ontario includes all businesses that meet at least one of the three criteria: Have an employee workforce for which they submit payroll remittances to the CRA; or Have a minimum of $30,000 in annual sales revenue; or Are incorporated under a federal or provincial act and have filed a federal corporate income tax form within the past three years. The Canadian Business Patterns Data records business counts by “Total”, “Indeterminate” and “Subtotal” categories. The establishments in the “Indeterminate” category include the self-employed (i.e. those who do not maintain an employee payroll, but may have a workforce consisting of contracted workers, family 1 members or business owners) . Tables 10 and 11 provide a snapshot of Eastern Ontario’s Business Patterns Assessment.
1
It should be noted that the Canadian Business Patterns Data uses the CRA as a primary resource in establishment counts; therefore, businesses without a business number or indicated annual sales less than $30,000 are not included. The population of these small, unincorporated businesses is thought to be in the range of 600,000 in all of Canada.
22
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 96 of 340
AgendaItem#8b)
TABLE 10: EASTERN ONTARIO’S NUMBER OF BUSINESS ESTABLISHMENTS BY INDUSTRY (2008, 2012) 2012 Industry (NAICS)
2008
% Change (2008-2012)
Total
Indeterminat e
Subtotal
Total
Indeterminat e
Subtotal
Total
Indeterminat e
Subtotal
11
5336
3800
1536
4797
3517
1280
11%
8%
20%
21
120
31
89
132
43
89
-9%
-28%
0%
22
93
40
53
88
27
61
6%
48%
-13%
23
9535
4742
4793
9081
4587
4494
5%
3%
7%
31-33
2130
745
1385
2357
882
1475
-10%
-16%
-6%
41
2313
973
1340
2567
1113
1454
-10%
-13%
-8%
44-45
7698
2503
5195
7931
2,697
5234
-3%
-7%
-1%
48-49
2790
1656
1134
3172
2000
1172
-12%
-17%
-3%
51
628
295
333
619
312
307
1%
-5%
8%
52
3074
1844
1230
2959
1792
1167
4%
3%
5%
53
5910
4799
1111
4902
3864
1038
21%
24%
7%
54
6523
3976
2547
6408
3917
2491
2%
2%
2%
55
1585
1340
245
1754
1520
234
-10%
-12%
5%
56
2659
1234
1425
2640
1276
1364
1%
-3%
4%
61
631
347
284
624
317
307
1%
9%
-7%
62
3905
805
3100
3365
492
2873
16%
64%
8%
71
1130
581
549
1152
604
548
-2%
-4%
0%
72
3178
835
2343
3172
879
2293
0%
-5%
2%
81
5591
2188
3403
5465
2084
3381
2%
5%
1%
91
165
5
160
160
7
153
3%
-29%
5%
Total
64994
32739
32255
63345
31930
31415
3%
3%
3%
Source: Canadian Business Patterns. December 2012, December 2008 NAIC Categories: 11 - Agriculture, Forestry, Fishing and Hunting, 21 - Mining, Quarrying, and Oil and Gas Extraction, 22 – Utilities, 23 – Construction, 31-33 – Manufacturing, 41 - Wholesale Trade. 44-45 - Retail Trade, 48-49 - Transportation and Warehousing, 51 - Information and Cultural Industries, 52 - Finance and Insurance, 53- Real Estate and Rental and Leasing, 54 - Professional, Scientific and Technical Services, 55 - Management of Companies and Enterprises, 56 - Administrative and Support, Waste Management and Remediation Services, 61 - Educational Services, 62 - Health Care and Social Assistance, 71 - Arts, Entertainment and Recreation, 72 - Accommodation and Food Services, 81 - Other Services (except Public Administration), 91 -Public Administration
TABLE 11: EASTERN ONTARIO’S NUMBER OF BUSINESS ESTABLISHMENTS BY INDUSTRY AND EMPLOYMENT SIZE (2012) Industry (NAICS)
1-4 Employees
11
1142
235
109
40
8
1
1
0
21
23
16
36
7
6
1
0
0
22
17
8
16
6
3
3
0
0
23
2961
1081
487
210
39
12
3
0
31-33
477
290
233
185
102
49
41
8
23
5-9 Employees
10-19 Employees
20-49 Employees
50-99 Employees
100-199 Employees
200-499 Employees
500+ Employees
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 97 of 340
AgendaItem#8b)
Industry (NAICS)
1-4 Employees
5-9 Employees
10-19 Employees
20-49 Employees
50-99 Employees
100-199 Employees
200-499 Employees
500+ Employees
41
613
330
236
119
31
9
1
1
44-45
2017
1509
923
467
170
86
22
1
48-49
617
213
120
103
59
14
8
0
51
124
70
89
27
22
1
0
0
52
595
196
130
282
16
6
5
0
53
772
197
87
40
11
2
1
1
54
1870
366
223
65
15
6
2
0
55
163
37
18
18
4
3
1
1
56
800
330
158
84
23
20
6
4
61
128
61
43
19
4
9
4
16
62
1615
653
439
205
77
70
31
10
71
241
130
74
82
16
5
1
0
72
635
583
543
419
135
25
3
0
81
2299
710
285
76
23
5
4
1
91
7
7
29
52
26
15
14
10
Total
17116
7022
4278
2506
790
342
148
53
Source: Canadian Business Patterns. December 2012, December 2008 NAIC Categories: 11 - Agriculture, Forestry, Fishing and Hunting, 21 - Mining, Quarrying, and Oil and Gas Extraction, 22 – Utilities, 23 – Construction, 31-33 – Manufacturing, 41 - Wholesale Trade. 44-45 - Retail Trade, 48-49 - Transportation and Warehousing, 51 - Information and Cultural Industries, 52 - Finance and Insurance, 53- Real Estate and Rental and Leasing, 54 - Professional, Scientific and Technical Services, 55 - Management of Companies and Enterprises, 56 - Administrative and Support, Waste Management and Remediation Services, 61 - Educational Services, 62 - Health Care and Social Assistance, 71 - Arts, Entertainment and Recreation, 72 - Accommodation and Food Services, 81 - Other Services (except Public Administration), 91 -Public Administration
Eastern Ontario’s Sector Profiles The assessment that follows provides a detailed perspective of the local economy at a subsector level along with an understanding of industry trends and outlook. Based on this work, select industries are considered through the lens of input – output chain of activities and the broader support system and value chain in place to develop local industries. These include:
24
Agricultural and Agri-Business Education Energy Forestry (Natural Resources Development) Healthcare ICT Logistics and Transportation Manufacturing
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 98 of 340
AgendaItem#8b)
Tourism, Hospitality and Culture
In developing an economic development strategy for Eastern Ontario it will be essential to focus on those sectors and subsectors that present the highest potential for growth in both the short and longer term. The following discussion further aligns the findings of the demographic and labour force characteristics with location quotients, business patterns and industry trends to establish the primary sectors of interest for Eastern Ontario.
Agriculture and Agri-Business Agriculture and agribusiness including food processing have been an important component of Eastern Ontario’s economy since the region was settled. Of the 23 municipalities in Eastern Ontario that have identified key sector targets, 11 have identified agriculture and agribusiness as a key economic driver in their community. Work has been done to develop value-added opportunities in agriculture across Eastern Ontario including agritourism, food-processing and bioproducts. In a 2004 food processing sector study commissioned by Ontario East Economic Development Commission identified that food processing would continue to be a relatively stable employer, although there has been challenges to the food processing industry due to the 2008 recession, the Canadian dollar’s strength and increasing input costs, it still remains an important 2 subsector of the agricultural sector . In addition to the typical agribusiness and food processing businesses, Eastern Ontario’s rural communities have also been developing innovative ways to capitalize on this traditional sector. Innovations in this sector are quite divergent with one capitalizing on the ‘art of the rural’ through small value-added operations, terroir branding and agritourism and the other focusing on the latest scientific advancements to utilize agricultural products as alternatives for petrochemicals.
‘Art of Rural’ A number of communities across Eastern Ontario are taking advantage of the rural creative economy and local food as a method of economic development, population attraction and tourism. The resurgence of artisan cheese in Eastern Ontario along with the growth of local food stands, wineries, farm tours and gourmet chutney/jam/jelly makers. Value-added agricultural experiences and products have been utilized to increase the income of small family farms across Eastern Ontario and have been packaged as experiences for tourists and residents alike. Building on Eastern Ontario’s strong agricultural heritage these initiatives have been relatively successful in growing small business in agriculture.
Bioproducts Initiatives to develop the local bio-processing have also been highlighted as a potential growth industry in a number of communities across Eastern Ontario. Most notably, the Stormont, Dundas and Glengarry Community Futures Development Corporation commissioned a situational analysis and preliminary implementation plan discussing the feasibility of a bio-processing industrial alliance in the County. The alliance would create a network of industries (both large and small businesses) as well as public sector research facilities and educational institutions to develop 2
25
WCM Consulting Inc. (2004). Eastern Ontario Food-Processing Sector Competitiveness Study. Prepared for Ontario East Economic Development Commission.
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 99 of 340
AgendaItem#8b)
When taking a look at the number of businesses in the agriculture sector it can be seen that outside of food processing (food & beverage manufacturing) and wholesale distributors, agricultural activity grew substantially. Farm businesses grew 21% since 2008, while support businesses grew 31.1%. This is reflective of Ontario’s recent growth in the sector. When comparing Eastern Ontario’s agricultural sector to the Province’s total agricultural sector we see that despite the growth in farms and their support businesses, Eastern Ontario’s agricultural is on par with other areas of Ontario. As mentioned earlier, Eastern Ontario’s food and beverage manufacturing were not poised to significantly grow and survive the recession. As a result, Eastern Ontario is considered to not have a strong competitive advantage in that sector at this time. However, with efforts placed forward by communities (such as the Stormont, Dundas and Glengarry CFDC’s study on bio-processing) and the region’s healthy agricultural base to draw from, Eastern Ontario can improve their food manufacturing prospects. TABLE 12: EASTERN ONTARIO’S AGRICULTURAL SECTOR
Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Farms
5150
4256
21.0%
34329
1.10
Mid
Support Activities for Farms
308
235
31.1%
1943
1.16
High
Food & Beverage Manufacturing
228
253
-9.9%
2803
0.59
Low
Farm Product Wholesaler Distributors
71
68
4.4%
682
0.76
Mid
Food, Beverage and Tobacco WholesalerDistributors
211
271
-22.1%
3885
0.40
Very Low
Total
5968
5083
17.4%
43642
Source: Canadian Business Patterns. December 2012, December 2008.
It is also important to note which areas of Eastern Ontario are better positioned to improve the region’s competitive advantage as an agricultural economy. Using the location quotient formula stated earlier, it can be found that three counties have shown considerable growth and concentration of businesses in this sector. Stormont, Dundas & Glengarry, Prince Edward, and Prescott and Russell counties each demonstrated high concentrations of agricultural activity. Together these counties added over 250 businesses to the region. This can be correlated with the recent efforts put on by these counties, such as Prince Edward County’s improved wine region and taste trail, Stormont, Dundas, & Glengarry’s existing cluster of food processing companies such as Kraft Foods, and Prescott and Russell’s Agricultural Advisory Committee which works in close consultation with several key players in order to support the agricultural and agri-food sectors. TABLE 13: TOTAL AGRICULTURAL SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
251
4.2%
0.33
V. Low
217
34
15.7%
Haliburton
19
0.3%
0.22
V. Low
16
3
18.8%
26
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 100 of 340
AgendaItem#8b)
Hastings
496
8.3%
0.73
Low
432
64
14.8%
Kawartha Lakes
565
9.5%
1.27
High
486
79
16.3%
Lanark
300
5.0%
0.80
Mid
238
62
26.1%
Leeds and Grenville
513
8.6%
0.95
Mid
406
107
26.4%
Lennox and Addington
204
3.4%
1.17
High
175
29
16.6%
Northumberland
523
8.8%
1.08
Mid
415
108
26.0%
Peterborough
427
7.2%
0.60
Low
403
24
6.0%
Prescott and Russell
760
12.7%
1.53
V. High
685
75
10.9%
Prince Edward
272
4.6%
1.70
V. High
190
82
43.2%
Renfrew
487
8.2%
1.04
Mid
396
91
23.0%
Stormont, Dundas & Glen.
1151
19.3%
1.96
V. High
1024
127
12.4%
Total Eastern Ontario
5968
5083
885
17.4%
Source: Canadian Business Patterns. December 2012, December 2008.
Education Eastern Ontario has 9 highly regarded educational institutions across the region these include: the University of Ottawa, Carleton University, Algonquin College, Cite Collegiate, St. Lawrence College, Queens University, Fleming College, Trent University, Loyalist College, and the University of Guelph Kemptville Campus. Each of these educational institutions has mandates to engage with the local community and have developed partnerships with industry across the region to develop research and training programming. Specialized training is developed in conjunction with industry partners at all of the colleges in the region and the Universities are actively involved in industry-specific research. For example, Queens University students and staff have been involved in the development of bio-processing in the forestry sector and the Monieson Centre at Queens University has focused on research on the rural economies. The University of Ottawa is heavily involved in the life sciences cluster in Ottawa and Carleton University has been heavily involved in Ottawa’s IT sector cluster. Many of the college’s in Eastern Ontario also have satellite campuses across the region. For example, Algonquin College (based in Ottawa) has campuses in Perth and Pembroke and St. Lawrence College (based in Kingston) has campuses in Cornwall and Brockville. The post-secondary institutions in the region are some of Eastern Ontario’s most valuable assets. These organizations need to be continually engaged by local municipalities to ensure that economic development spinoffs continue to occur. When taking a look at the number of businesses in the education sector it can be seen that the sector has decreased significantly in Eastern Ontario. From 2008 to 2012 the sector lost over 12.1% of their businesses. Of those loses included 7 private post-secondary institutions and nearly 20% of education support services (i.e. educational counselling).
27
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 101 of 340
AgendaItem#8b)
When comparing Eastern Ontario’s education sector to the Province’s total educational sector we see that despite the decrease, Eastern Ontario’s educational sector is on par with other areas of Ontario. As mentioned earlier, Eastern Ontario’s educational sector is one of their largest assets (particularly the post-secondary institutions). As a result, Eastern Ontario is considered to still have a competitive advantage in that sector at this time. However, the region will need to continue with their current efforts towards securing a strong educational sector. TABLE 14: EASTERN ONTARIO’S EDUCATION SECTOR Total Bus. 2012
Industry
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Educational Support Services
59
73
-19.2%
936
1.00
Mid
Colleges and Universities
28
35
-20.0%
389
1.14
Mid
Business and Trade Schools
139
159
-12.6%
2001
1.10
Mid
All Other Schools of Instruction
291
324
-10.2%
4866
0.95
Mid
Elementary and Secondary Schools
51
55
-7.3%
839
0.97
Mid
Total
568
646
-12.1%
9031
Source: Canadian Business Patterns. December 2012, December 2008.
The area of Eastern Ontario excluding Ottawa that is best positioned to improve the region’s competitive advantage as an educational economy is Frontenac (more specifically, Kingston). Frontenac (Kingston) demonstrated the highest concentration of educational activity. As stated earlier this is due to their large concentration of post-secondary institutions. In total 78 businesses based in the educational sector closed from 2008 to 2012. Hastings and Frontenac both saw a combined loss of 34 businesses (43% of the total loss in educational businesses in Eastern Ontario). TABLE 15: TOTAL EDUCATION SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
110
19.4%
1.53
V. High
126
-16
-12.7%
Haliburton
7
1.2%
0.84
Mid
7
0
0.0%
Hastings
68
12.0%
1.05
Mid
86
-18
-20.9%
Kawartha Lakes
32
5.6%
0.75
Mid
38
-6
-15.8%
Lanark
43
7.6%
1.20
High
46
-3
-6.5%
Leeds and Grenville
43
7.6%
0.84
Mid
55
-12
-21.8%
Lennox and Addington
18
3.2%
1.08
Mid
17
1
5.9%
Northumberland
43
7.6%
0.93
Mid
45
-2
-4.4%
Peterborough
78
13.7%
1.14
Mid
82
-4
-4.9%
Prescott and Russell
47
8.3%
1.00
Mid
49
-2
-4.1%
28
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 102 of 340
AgendaItem#8b)
Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Prince Edward
13
2.3%
0.85
Mid
12
1
8.3%
Renfrew
29
5.1%
0.65
Low
36
-7
-19.4%
Stormont, Dundas and Glengarry
37
6.5%
0.66
Low
47
-10
-21.3%
Total Eastern Ontario
568
646
-78
-12.1%
Source: Canadian Business Patterns. December 2012, December 2008.
Energy
The energy generation and distribution sector consists of coal mining, electric power generation,
transmission and distribution, natural gas distribution, oil and gas, petroleum manufacturing and pipeline
transportation. In 2012, there were over 90 of these businesses in Eastern Ontario. Much of the sector is
composed of a concentration of electric power companies (80 businesses). There has been very strong
growth in this industry from 2008 to 2012, which is likely a result of economic opportunities created as part
of the Green Energy Act, 2009 and specifically the Feed-in Tariff (FIT) program. Although the province is
reviewing the FIT program, the provincial government remains committed to energy generation that focuses
3
on efficient, localized generation from smaller, cleaner sources of electricity. This sector of the economy is
poised for further growth and prosperity. With Ontarios population and household formation expected to growth coupled with the Province of Ontarios push to take coal-burning energy generation off the power
grid, there is expected to be an increase in demand for more energy generation sources in Ontario. Table
16 supports that statement as the electric power generation industry grew 37.9% from 2008-2012.
TABLE 16: EASTERN ONTARIO’S ENERGY SECTOR
Industry
Total Bus. 2012
Total Bus. 2008
Coal Mining
2
0
Electric Power Generation, Transmission and Distribution
80
58
% Change
37.9%
Total ON Bus. 2012
LQ
Classification
19
1.12
Mid
631
1.35
High
Natural Gas Distribution
7
7
0.0%
142
0.52
Low
Oil and Gas
4
9
-55.6%
187
0.23
Very Low
Petroleum and Coal Products Manufacturing
3
5
-40.0%
43
0.74
Low
Pipeline Transportation
4
3
33.3%
41
1.04
Mid
Total
100
82
22.0%
1063
Source: Canadian Business Patterns. December 2012, December 2008.
3
29
Ontario`s Long-Term Energy Plan, Ministry of Energy, http://www.energy.gov.on.ca/en/ltep/overview/, last modified April 13th, 2012, viewed on May 6th, 2013.
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 103 of 340
AgendaItem#8b)
Dividends from the Eastern Ontario Development Fund has begun to surface as places such as Hastings, Leeds and Grenville and Renfrew counties each have seen large growth in the energy sector (Table 17). 4 Clean energy investment created 42 new jobs in Ottawa Valley (Renfrew County) in 2011 . Partnering with local business was a key component of the 2011 Ontario Budget - Turning the Corner, to create and support 10,000 new and existing jobs and Ontario’s Long-Term Energy Plan to help keep costs 5 down for families today, while building a clean, modern and reliable electricity system for tomorrow . Leeds and Grenville supported the Burritts Rapids Renewable Energy Association in 2012 to assist in determining 6 the feasibility of a hydro-generation project in Burritts Rapids . Hastings County’s Economic Development Action Plan indicated that they were interested in capitalizing on 7 market niche opportunities around sustainable energy . In 2012, 5 businesses were dedicated to solar, geothermal, biomass, and wind alternatives to energy generation. TABLE 17: TOTAL ENERGY SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
7
7.0%
0.55
Low
7
0
0.0%
Haliburton
0
0.0%
0.00
V. Low
1
-1
-100.0%
Hastings
13
13.0%
1.14
Mid
10
3
30.0%
Kawartha Lakes
5
5.0%
0.67
Low
2
3
150.0%
Lanark
6
6.0%
0.95
Mid
4
2
50.0%
Leeds and Grenville
13
13.0%
1.44
High
12
1
8.3%
Lennox and Addington
5
5.0%
1.71
V. High
2
3
150.0%
Northumberland
10
10.0%
1.23
Mid
10
0
0.0%
Peterborough
11
11.0%
0.92
Mid
10
1
10.0%
Prescott and Russell
9
9.0%
1.08
Mid
8
1
12.5%
Prince Edward
2
2.0%
0.74
Low
0
2
200.0%
Renfrew
12
12.0%
1.54
V. High
9
3
33.3%
Stormont, Dundas and Glen.
7
7.0%
0.71
Low
7
0
0.0%
Total Eastern Ontario
100
82
18
22.0%
Source: Canadian Business Patterns. December 2012, December 2008.
4
Ministry of Economic Development, Trade and Employment, Province of Ontario: http://www.ontariocanada.com/ontcan/1medt/en/news_2011_05_27_en.jsp
5
Ibid
6
Eastern Ontario Network http://www.easternontarionetwork.com/index.php/news/local-news/northgrenville/8457-burritts-rapids-renewable-energy-associationreceives-support-from-the-eastern-ontario-development-program 7
30
Hastings County Economic Development Action Plan 2009-2012
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 104 of 340
AgendaItem#8b)
Forestry (Natural Resource Development) In South and Eastern Ontario the forestry industry is 2% of the GDP and sustains 42,000 jobs. Lumber prices have tripled over the past four years and recruitment campaigns across Canada are searching for skilled workers in the forestry sector. Eastern Ontario is in the center of North America’s most significant hard wood forest region. The Eastern Ontario Model Forest network has been active in the region for over 20 years and has developed partnerships with over 600 private businesses and public organizations. A number of counties across Eastern Ontario have a significant resource of forestry products including Prescott and Russell, Stormont, Dundas & Glengarry, Leeds and Grenville, Lanark County and Renfrew County. In the Ottawa Valley there is over 1 million metric tonnes of pulp wood available, in Renfrew County along, the natural forestry stock could represent $294,000,000 in business.
Bioproducts Like agriculture, there has been significant focus on developing bioproducts products within the forestry sector. Processing wood products’ into biochemical can increase the value of products by six fold. Similar to the work being conducted in Stormont, Dundas & Glengarry related to bioproducts and agriculture, the Ontario East Wood Centre (OEWC) and Eco-Industrial Park located in Spencerville in Leeds and Grenville is currently working to grow and attract eco-industrial activity in Eastern Ontario. Currently business plans are being piloted and developed into full-fledged commercial operations. OEWC works with existing prospects and encourages entrepreneurs and innovators to locate in the business park. The mission of OEWC and the Eco-Industrial Park include:
The development of forest and biomass based and innovation-inspired clusters of industrial, business and demonstration projects in an ecologically sound environment. A platform for scientific collaboration, business development, demonstration, piloting, commercialization, exporting and marketing of a wide array of innovative value-added wood and biomass products, including but not limited to: solid wood building components, biochemical and bioenergy Assistance to the forest industry in creating uses for underutilized, lower value wood in Eastern Ontario and the region and Participation in the restructuring of the forest industry of the Great Lakes/St. Lawrence forest for the benefit of rural communities and in partnership with a variety of other organizations, academic institutions, individuals and agencies with compatible goals.
As mentioned earlier, Forestry and Logging are Eastern Ontario’s main strongholds in the province. As Table 18 showcases, Forestry and Logging businesses have a higher concentration in Eastern Ontario than the rest of the province. However, it is important to note that the industry is also quickly losing ground. From 2008-2012 Forestry and Logging operations were down by a quarter of their 2008 levels. Interestingly, support activities for forestry have seen a dramatic spike (42.6%) in activity.
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Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 105 of 340
AgendaItem#8b)
TABLE 18: EASTERN ONTARIO’S NATURAL RESOURCES SECTOR Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Basic Chemical Manufacturing
15
21
-28.6%
138
0.87
Mid
Forestry and Logging
264
352
-25.0%
1337
1.58
Very High
Mining and Quarrying (except oil and gas)
98
101
-3.0%
537
1.46
High
Oil and Gas Extraction
4
9
-55.6%
187
0.17
Very Low
Paper Manufacturing
4
6
-33.3%
66
0.49
Very Low
Primary Metal Manufacturing
29
32
-9.4%
351
0.66
Low
Support Activities for Forestry
77
54
42.6%
465
1.33
High
Support Activities for Mining, and Oil and Gas
29
21
38.1%
820
0.28
Very Low
Wood Product Manufacturing
133
154
-13.6%
1326
0.80
Mid
Total
653
750
-12.9%
5227
Source: Canadian Business Patterns. December 2012, December 2008.
Table 19 shows that within Eastern Ontario the largest concentrations of natural resource activity are within Hastings and Renfrew. Over 140 businesses are located within these counties accounting for 44% of the total natural resource businesses in Eastern Ontario. TABLE 19: TOTAL NATURAL RESOURCE SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
33
5.1%
0.40
V. Low
47
-14
-29.8%
Haliburton
18
2.8%
1.88
V. High
34
-16
-47.1%
Hastings
141
21.6%
1.89
V. High
144
-3
-2.1%
Kawartha Lakes
35
5.4%
0.72
Low
38
-3
-7.9%
Lanark
40
6.1%
0.97
Mid
45
-5
-11.1%
Leeds and Grenville
38
5.8%
0.64
Low
43
-5
-11.6%
Lennox and Addington
35
5.4%
1.83
V. High
29
6
20.7%
Northumberland
34
5.2%
0.64
Low
40
-6
-15.0%
Peterborough
53
8.1%
0.68
Low
58
-5
-8.6%
Prescott and Russell
27
4.1%
0.50
V. Low
31
-4
-12.9%
Prince Edward
10
1.5%
0.57
Low
15
-5
-33.3%
Renfrew
148
22.7%
2.90
V. High
179
-31
-17.3%
Stormont, Dundas and Glen.
41
6.3%
0.64
Low
47
-6
-12.8%
32
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 106 of 340
AgendaItem#8b)
Geographic Area (Counties)
Businesses 2012
Total Eastern Ontario
653
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
750
-97
-12.9%
Source: Canadian Business Patterns. December 2012, December 2008.
Healthcare Health care is an important sector across Eastern Ontario. The healthcare sector in the region can be seen through distinct sector forms: the first is health care services. Many rural hubs, like Pembroke, for example, act as health care service hubs for a number of smaller, remote, rural communities across their region. These service hubs provide family care, emergency services, surgical and diagnostic care. Eastern Ontario’s ageing population will ensure the continued importance of medical service hubs across the region and potentially innovative activities associated with homecare and elder care. The second, type of health care cluster seen in Eastern Ontario is the research and development intensive life sciences clusters in Ottawa and Kingston that are primarily generated through spinoffs from the medical and life sciences programs at the University of Ottawa and Queens University and affiliated hospitals in the cities. In 2011, the Queen’s University’s Business School’s Monieson Centre launched a new research theme: Business Research in Healthcare. This theme examines how traditional business disciplines including strategy, finance, accounting, marketing and organizational behaviour impact the unique challenges facing the healthcare sector. It also addresses issues related to for-profit healthcare businesses including insurance firms, pharmaceutical companies, and retailers. Table 20 provides a great reflection on the impact of for-profit healthcare businesses (i.e. acupuncturists, dental hygienists, dieticians, kinesiologists, midwives, nutritionists, orthotics, podiatrists, registered nurse offices, and speciality hospitals). Over 300 new businesses opened up in Eastern Ontario providing forprofit healthcare options. TABLE 20: EASTERN ONTARIO’S HEALTH AND WELLNESS SECTOR Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Alternative And Complementary Health
533
154
246.1%
7236
0.92
Mid
Behavioural And Mental Health
124
92
34.8%
1496
1.04
Mid
Fitness, Exercise And Sport
590
642
-8.1%
5140
1.44
High
Medical And Pharmaceutical Manufacturing
82
100
-18.0%
1359
0.76
Mid
Food, Nutrition And Health Stores
1054
972
8.4%
13455
0.98
Mid
Personal Care
1038
893
16.2%
13196
0.99
Mid
Pet Wellness
361
342
5.6%
2823
1.60
Very High
Physical Medicine And Rehabilitation
3285
3124
5.2%
41117
1.00
Mid
Research And Development
453
374
21.1%
8442
0.67
Low
Total
7520
6693
12.4%
94264
Source: Canadian Business Patterns. December 2012, December 2008.
33
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 107 of 340
AgendaItem#8b)
Frontenac County is home to the highest concentration of health industries in Eastern Ontario (Table 21). This is a direct response from the strength of healthcare research and development that takes place in Kingston through the post-secondary institutions. Interestingly, Prince Edward has seen an increase in for-profit healthcare businesses as their population continues to age into one of the eldest in Ontario. On the flip side, Haliburton was the only county to see negative growth in their health based industries. In 2011, Haliburton participated in the Healthy Communities Partnership Project which provided the County 8 with some strategic directions on where and how they can improve the county’s overall healthcare sector . Many residents were found to either move or consider moving to access a greater number of healthcare options. TABLE 21: TOTAL HEALTH AND WELLNESS SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
1287
17.1%
1.36
High
1129
158
14.0%
Haliburton
95
1.3%
0.86
Mid
110
-15
-13.6%
Hastings
883
11.7%
1.03
Mid
778
105
13.5%
Kawartha Lakes
443
5.9%
0.79
Mid
388
55
14.2%
Lanark
445
5.9%
0.94
Mid
397
48
12.1%
Leeds and Grenville
658
8.8%
0.97
Mid
555
103
18.6%
Lennox and Addington
198
2.6%
0.90
Mid
190
8
4.2%
Northumberland
556
7.4%
0.91
Mid
472
84
17.8%
Peterborough
1033
13.7%
1.14
Mid
928
105
11.3%
Prescott and Russell
537
7.1%
0.86
Mid
461
76
16.5%
Prince Edward
183
2.4%
0.91
Mid
138
45
32.6%
Renfrew
568
7.6%
0.97
Mid
548
20
3.6%
Stormont, Dundas and Glen.
634
8.4%
0.86
Mid
599
35
5.8%
Total Eastern Ontario
7520
6693
827
12.4%
Source: Canadian Business Patterns. December 2012, December 2008.
Information and Communication Technology The information and communications technology (ICT) sector has become increasingly important; as it has forever changed the way we do business, learn, communicate, access services and live. In order to 8
Haliburton County Community Picture 2011, Health Communities Partnership Project 2011, http://www.hkpr.on.ca/Portals/0/PDF%20Files%20%20CDIP/Haliburton%20County%20Community%20Picture.pdf
34
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 108 of 340
AgendaItem#8b)
advance the Canadian Digital Economy, continued ICT integration and innovation will be required. The Digital Economy Consultation paper suggests that Canada lacks a culture of innovation with respect to ICT adoption and that underinvestment in ICT has been linked to Canada’s slower productivity growth. Research will be necessary to encourage innovation and adoption of ICT across all industries. Small and Medium Enterprises (SMEs) will need clear incentives to invest in ICT as they are often slow to adopt. Research can lead to innovation if it is done properly. Once research has been completed it is vital that an action plan be developed based on the findings. In recent years, the Canadian government has recognized the importance of ICT infrastructure, application and adoption. Industry Canada’s recent Broadband Canada: Connecting Rural Canadians initiative is an example of the Government’s commitment. Millions of dollars have been invested into Canada’s ICT infrastructure and programs to encourage growth, adoption, application and innovation. More investment is needed and must be accompanied with a comprehensive strategy that addresses the cost of upgrading equipment and networks, the rugged Canadian landscape and the challenges of serving rural and remote areas. In response to the ever growing and changing ICT sector, Eastern Ontario Wardens’ Caucus has created the Eastern Ontario Regional Network (EORN). EORN’s mission is to provide higher speeds and bandwidth to at least 95% of homes and businesses in Eastern Ontario. This involves a 5,500 km network of new and existing fibre optic cable, with 160 new access points for Internet Service Providers. Table 22 has shown an increase in information industries (i.e. software publishers, wired telecommunications carriers, cable distribution, satellite telecommunications, data processing and hosting services) which is a direct response to the newly available service and market access. ICT manufacturing businesses (i.e. computer equipment, wireless communication equipment) also have begun to show a slight increase in Eastern Ontario. TABLE 22: EASTERN ONTARIO’S ICT SECTOR Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
ICT - Information Industries
191
149
28.2%
3969
1.46
High
ICT - Manufacturing
62
58
6.9%
891
2.11
Very High
ICT - Other Services
86
100
-14.0%
1558
1.68
Very High
ICT - Professional, Scientific and Technical Services
957
1013
-5.5%
33071
0.88
Mid
ICT - Wholesale Trade
73
97
-24.7%
2066
1.07
Mid
Total
1369
1417
-3.4%
41555
Source: Canadian Business Patterns. December 2012, December 2008.
Leeds and Grenville and Lanark County have the highest concentrations of ICT businesses in Eastern Ontario. Both counties have joined forces with the Valley Heartland Community Futures Development Corporation to access the Eastern Ontario Development Program and focus on Innovation and Information Communication Technology in their part of Eastern Ontario. The Innovation and Information Communication Technology Fund will support innovation and technology initiatives which enhance business development opportunities in the counties’ knowledge based economies. Activities included research and development that enhances technology, improve efficiencies and productivity and is leading edge, providing competitive advantages for local business and organizations.
35
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 109 of 340
AgendaItem#8b)
TABLE 23: TOTAL ICT SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
197
14.4%
1.14
Mid
222
-25
-11.3%
Haliburton
13
0.9%
0.65
Low
23
-10
-43.5%
Hastings
109
8.0%
0.70
Low
110
-1
-0.9%
Kawartha Lakes
74
5.4%
0.72
Low
78
-4
-5.1%
Lanark
165
12.1%
1.91
V. High
177
-12
-6.8%
Leeds and Grenville
171
12.5%
1.38
High
170
1
0.6%
Lennox and Addington
24
1.8%
0.60
Low
24
0
0.0%
Northumberland
96
7.0%
0.87
Mid
93
3
3.2%
Peterborough
162
11.8%
0.99
Mid
142
20
14.1%
Prescott and Russell
151
11.0%
1.33
High
159
-8
-5.0%
Prince Edward
30
2.2%
0.82
Mid
31
-1
-3.2%
Renfrew
82
6.0%
0.77
Mid
96
-14
-14.6%
Stormont, Dundas and Glen.
95
6.9%
0.71
Low
92
3
3.3%
Total Eastern Ontario
1369
1417
-48
-3.4%
Source: Canadian Business Patterns. December 2012, December 2008.
Logistics and Transportation The logistics sector is prevalent among the major transportation corridor across the southern band of Eastern Ontario, mainly Highway 401. This sector is defined as: air, rail and water transportation; truck transportation; pipeline transportation; support activities for transportation; postal, courier and messenger services; and warehousing and storage. There were approximately 350 fewer companies in Eastern Ontario over the four year period from 2008 to 2012 (Table 24). Much of the decline was driven by businesses in the ‘indeterminate’ (i.e. self-employed) and small business categories (i.e. fewer than 20 employees). There has been comparatively strong growth among medium sized logistics companies (e.g. companies with 50-99 employees had a net increase of 12 businesses, or 27%) and large companies (50%). The findings indicate that although the sector declined in number of companies, there is strong and growing presence of larger logistics companies expanding in Eastern Ontario. These large companies are taking advantage of the proximity to three large urban markets and the access to transportation networks and border crossings.
36
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 110 of 340
AgendaItem#8b)
TABLE 24: EASTERN ONTARIO’S LOGISTICS SECTOR Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Air & Rail Transportation
39
44
-11.4%
462
1.40
High
Truck Transportation
1716
2039
-15.8%
28617
1.00
Mid
Pipeline Transportation
4
3
33.3%
41
1.62
Very High
Support Activities for Transportation
213
244
-12.7%
4475
0.79
Mid
Postal, Couriers and Messenger Services
253
215
17.7%
3704
1.13
Mid
1.34
High
Warehousing and Storage
88
95
-7.4%
1089
Total
2313
2640
-12.4%
38388
Source: Canadian Business Patterns. December 2012, December 2008.
Areas of significant transportation and storage jobs were observed in the united counties of Stormont, Dundas and Glengarry, Leeds and Grenville County, and Hastings County and Peterborough County. One city that has built up a strong logistics sector is the city of Cornwall. Key location advantages such as the proximity to Montreal, Ottawa and Toronto has resulted in a logistics sector that includes over 150 businesses. TABLE 25: TOTAL LOGISTICS SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
174
7.5%
0.60
Low
198
-24
-12.1%
Haliburton
25
1.1%
0.74
Low
47
-22
-46.8%
Hastings
359
15.5%
1.36
High
421
-62
-14.7%
Kawartha Lakes
219
9.5%
1.27
High
241
-22
-9.1%
Lanark
108
4.7%
0.74
Low
115
-7
-6.1%
Leeds and Grenville
227
9.8%
1.09
Mid
243
-16
-6.6%
Lennox and Addington
94
4.1%
1.39
High
98
-4
-4.1%
Northumberland
207
8.9%
1.11
Mid
214
-7
-3.3%
Peterborough
271
11.7%
0.98
Mid
301
-30
-10.0%
Prescott and Russell
141
6.1%
0.73
Low
162
-21
-13.0%
Prince Edward
65
2.8%
1.05
Mid
60
5
8.3%
Renfrew
139
6.0%
0.77
Mid
194
-55
-28.4%
Stormont, Dundas and Glen.
284
12.3%
1.25
High
346
-62
-17.9%
Total Eastern Ontario
2313
2640
-327
-12.4%
Source: Canadian Business Patterns. December 2012, December 2008.
37
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 111 of 340
AgendaItem#8b)
Manufacturing Much of the research that has been conducted on Eastern Ontario’s manufacturing sector was developed before the 2008-2009 recession. Extensive restructuring in the manufacturing sector has taken place across North America since the beginning of the recession and Eastern Ontario has not been immune to these challenges. The decline in manufacturing, however, has been a long-term trend in the economy of Eastern Ontario for the past two decades and has been exasperated by the dollars near parity exchange rate with the U.S. dollar and the restructuring that has taken place over the past five years. With that being said, manufacturing is still an important sector of Eastern Ontario’s economy and there are segments of the manufacturing sector that have historically been strong. Large multi-national manufacturers are located in Eastern Ontario (i.e. DuPont and 3M) and are responsible for thousands of Eastern Ontario jobs. Table 26 showcases that manufacturing businesses declined by 13.3% in the past four years. TABLE 26: EASTERN ONTARIO’S MANUFACTURING SECTOR Industry
Total Bus. 2012
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Beverage and Tobacco Product Manufacturing
37
37
0.0%
438
1.27
High
Chemical Manufacturing
78
95
-17.9%
1165
1.01
Mid
Clothing Manufacturing
34
49
-30.6%
982
0.52
Low
Computer and Electronic Product Manufacturing
100
100
0.0%
1378
1.09
Mid
Electrical Equipment and Component Manufacturing
42
44
-4.5%
773
0.82
Mid
Fabricated Metal Product Manufacturing
283
307
-7.8%
4833
0.88
Mid
Food Manufacturing
196
216
-9.3%
2519
1.17
High
Furniture and Related Product Manufacturing
149
176
-15.3%
2208
1.01
Mid
Leather and Allied Product Manufacturing
17
13
30.8%
197
1.30
High
Machinery Manufacturing
169
209
-19.1%
3407
0.75
Low
Miscellaneous Manufacturing
258
288
-10.4%
3513
1.10
Mid
Non-Metallic Mineral Product Manufacturing
99
125
-20.8%
1161
1.28
High
Paper and Printing Manufacturing
154
178
-13.5%
3357
0.69
Low
Petroleum and Coal Product Manufacturing
18
21
-14.3%
142
1.90
Very High
Plastics and Rubber Products Manufacturing
84
93
-9.7%
1258
1.00
Mid
Primary Metal Manufacturing
29
32
-9.4%
351
1.24
High
Textile Product Mills
51
64
-20.3%
653
1.17
High
Transportation Equipment Manufacturing
85
116
-26.7%
1263
1.01
Mid
Wood Product Manufacturing
190
228
-16.7%
1543
1.85
Very High
Total
2073
2391
-13.3%
31141
Source: Canadian Business Patterns. December 2012, December 2008.
38
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 112 of 340
AgendaItem#8b)
A number of projects have been piloted throughout Eastern Ontario to ensure that the manufacturing sector remains stable in the future and grows. Quinte Economic Development Commission, for example, piloted a Productivity and Innovation program. The program consisted selecting manufacturers in the area and developing an assessment of their operations including productivity, delivery, costs, quality, safety and morale. The businesses were presented an interim report and Quinte Business Development Centre would develop a strategy looking at potential financial and incentive programs and other resources that could support the company to develop improved processes. A key recommendation that came out of the report was the funding for the Manufacturing Resource Centre as a regional coordinating body supporting manufacturing productivity and innovation activities as well as for workplace learning and performance activities. Table 27 reflects the strength of the program in Hastings County. The County has the largest amount of manufacturing businesses in Eastern Ontario and saw some of the lowest declines in manufacturing productivity compared to other counties in Eastern Ontario. Interestingly, Prince Edward County saw an increase of five manufacturing companies particularly around Beverage Manufacturing which includes wineries. TABLE 27: TOTAL MANUFACTURING SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
197
9.5%
0.75
Low
226
-29
-12.8%
Haliburton
34
1.6%
1.12
Mid
45
-11
-24.4%
Hastings
261
12.6%
1.10
Mid
305
-44
-14.4%
Kawartha Lakes
165
8.0%
1.06
Mid
186
-21
-11.3%
Lanark
135
6.5%
1.03
Mid
161
-26
-16.1%
Leeds and Grenville
186
9.0%
0.99
Mid
208
-22
-10.6%
Lennox and Addington
57
2.7%
0.94
Mid
55
2
3.6%
Northumberland
185
8.9%
1.10
Mid
222
-37
-16.7%
Peterborough
246
11.9%
0.99
Mid
297
-51
-17.2%
Prescott and Russell
148
7.1%
0.86
Mid
172
-24
-14.0%
Prince Edward
57
2.7%
1.02
Mid
52
5
9.6%
Renfrew
178
8.6%
1.10
Mid
215
-37
-17.2%
Stormont, Dundas and Glen.
224
10.8%
1.10
Mid
247
-23
-9.3%
Total Eastern Ontario
2073
2391
-318
-13.3%
Source: Canadian Business Patterns. December 2012, December 2008.
39
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 113 of 340
AgendaItem#8b)
Tourism and Hospitality, Rural Creative Economy Tourism is an extremely important sector across Eastern Ontario with 15 out of the 23 municipalities in Eastern Ontario highlighting its significance. Currently, Eastern Ontario is comprised of three provinciallyfunded RTOs (Regional Tourism Organizations) including: RTO 9: The Great Waterway (St. Lawrence Seaway), RTO 10: Ottawa: Canada’s Capital (City of Ottawa), RTO 11: Ontario’s Highlands Tourism Organization (Renfrew, Algonquin, and Haliburton Highlands) Much of the tourism products being marketed across the region are based on the natural assets of Eastern Ontario. The St. Lawrence Seaway, the Rideau Canal, the Ottawa River, Algonquin Park, fishing, water sports, hiking and cycling are all being marketed in specific areas across the region. Cottaging and recreational opportunities are signature aspects of many municipalities’ tourism strategies. From 2008 to 2012, tourism related businesses increased by 1.6%. The largest growth was in retail and food and drink establishments. In comparison to Ontario, Eastern Ontario has a high concentration of accommodation services. As stated above, this is a direct result of having several tourism products spread out across Eastern Ontario from the southern lake communities to the natural experiences in rivers and parks to the north. TABLE 28: EASTERN ONTARIO’S TOURISM SECTOR Total Bus. 2012
Industry
Total Bus. 2008
% Change
Total ON Bus. 2012
LQ
Classification
Mid
Entertainment And Recreation
1044
1054
-0.9%
11747
0.99
Retail
293
281
4.3%
2405
1.36
High
Transportation
17
17
0.0%
158
1.20
High
Travel Services
135
148
-8.8%
2905
0.52
Low
Accommodations
815
809
0.7%
4791
1.90
Very High
Food And Drink
2457
2377
3.4%
31091
0.88
Mid
Total
4761
4686
1.6%
53097
Source: Canadian Business Patterns. December 2012, December 2008.
As the gateway to the Algonquin highlands and Provincial Park, Haliburton is one of Eastern Ontario’s main tourism destinations. However, the recent economic depression has taken its toll on Haliburton’s tourism economy. Over 20 % of Haliburton’s tourism based businesses either closed or moved from the area from 2008 to 2012. On the flip side, down south, Prince Edward County saw an increase in tourism based businesses. Prince Edward County saw a tremendous growth in the sector (up 34.6% since 2008). This is a reflection of their improved tourism experiences (art trail, taste trail) and their commitment to preserving tourism experiences and products (attracting wineries and their support industries). TABLE 29: TOTAL TOURISM SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
614
12.9%
1.02
Mid
653
-39
-6.0%
Haliburton
110
2.3%
1.58
V. High
139
-29
-20.9%
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Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Hastings
562
11.8%
1.03
Mid
533
29
5.4%
Kawartha Lakes
337
7.1%
0.95
Mid
322
15
4.7%
Lanark
307
6.4%
1.02
Mid
283
24
8.5%
Leeds and Grenville
464
9.7%
1.08
Mid
443
21
4.7%
Lennox and Addington
146
3.1%
1.05
Mid
132
14
10.6%
Northumberland
353
7.4%
0.92
Mid
332
21
6.3%
Peterborough
609
12.8%
1.07
Mid
643
-34
-5.3%
Prescott and Russell
271
5.7%
0.68
Low
253
18
7.1%
Prince Edward
175
3.7%
1.37
High
130
45
34.6%
Renfrew
416
8.7%
1.12
Mid
432
-16
-3.7%
Stormont, Dundas and Glengarry
397
8.3%
0.85
Mid
391
6
1.5%
Total Eastern Ontario
4761
4686
75
1.6%
Source: Canadian Business Patterns. December 2012, December 2008.
Cultural industries are an important contributor to regional economies, and can contribute significantly to both economic diversification and enhancing quality of place. This can in turn be important for attracting talented workers and new investment to Huronia. Thus, cultural industries comprise an important segment of a broader creative economy, though they remain specifically focused on creative artistic and aesthetic activity. Eastern Ontario has a strong base of cultural activity from which to attract new cultural workers and businesses, particularly in Prince Edward County, where they are supported by a growing active tourist market. In some places, efforts to qualify and quantify this industry are robust; Prince Edward County, Hastings, Haliburton, and Lennox and Addington have been particularly successful in developing the rural creative economy through efforts such as cultural mapping and planning. Hastings County has undergone its first Cultural Plan that acts as a catalyst for future growth in Cultural Industries not only within the borders of their main cities but as a regional initiative. It should be noted that the large French and Aboriginal populations in the area present opportunities for further growth in the cultural sector. Furthermore, educational programs such as Fleming College’s School of the Arts in Haliburton are equipping the cultural sector with skilled workers adept in new creative technologies and forms of production. To better capture the impact of the cultural sector in Eastern Ontario, the Statistics Canada’s Framework for Cultural Statistics (Table 30), which describes in detail those industries contributing to the creation, production, distribution, manufacturing and provision of support services for the culture sector – referred to as the ‘creative chain’ was used. From this framework, cultural industries are deemed to include the following sectors:
41
Eastern Ontario Economic Development Strategy: Appendix A – Regional Profile
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AgendaItem#8b)
Audio-Visual and Interactive Media – Includes motion picture exhibitions, production, and distribution, as well as, website design, and video game development Education and Training – Includes instructional institutions of arts, crafts, visual media, music and dance Governance, Funding and Professional Support – Includes government organizations with a cultural development mandate Heritage and Libraries – Includes for-profit museums, libraries and archives Live Performance – Includes performing art venues and companies Sound Recording – Includes music production and recording studios Specialized Beverages and Food with Live Entertainment – Includes wineries, and other culinary experiences, as well as, restaurants that exhibit cultural activities (music, art, dance, comedy) Visual and Applied Arts – Includes for-profit art galleries and art dealers Written and Published Works – Includes for-profit printers, publishers and book stores
TABLE 30: EASTERN ONTARIO’S CULTURAL SECTOR Industry
Total Bus. 2012
Total Bus. 2008
Audio-Visual and Interactive Media
327
340
-3.8%
9864
0.71
Low
Education and Training
43
52
-17.3%
781
1.18
High
Governance, Funding and Professional Support
27
14
92.9%
608
0.95
Mid
% Change
Total ON Bus. 2012
LQ
Classification
Heritage and Libraries
108
109
-0.9%
734
3.16
Very High
Live Performance
182
151
20.5%
3953
0.99
Mid
Sound Recording
169
224
-24.6%
4133
0.88
Mid
Specialized Beverages and Food with Live Entertainment
1114
1104
0.9%
13711
1.74
Very High
Visual and Applied Arts
1901
1971
-3.6%
52242
0.78
Mid
Written and Published Works
448
497
-9.9%
6617
1.45
High
Total
4319
4462
-3.2%
92643
Source: Canadian Business Patterns. December 2012, December 2008.
TABLE 31: TOTAL FOR-PROFIT CULTURAL SECTOR BUSINESSES BY EASTERN ONTARIO COUNTIES Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Frontenac
587
13.6%
1.08
Mid
621
-34
-5.5%
Haliburton
81
1.9%
1.28
High
106
-25
-23.6%
Hastings
438
10.1%
0.89
Mid
464
-26
-5.6%
Kawartha Lakes
257
6.0%
0.80
Mid
259
-2
-0.8%
Lanark
369
8.5%
1.36
High
392
-23
-5.9%
Leeds and Grenville
381
8.8%
0.98
Mid
396
-15
-3.8%
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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Geographic Area (Counties)
Businesses 2012
Proportion of Total
LQ Eastern Ontario
Class
Businesses 2008
Net Increase 2008-2012
% Change 2008-2012
Lennox and Addington
116
2.7%
0.92
Mid
116
0
0.0%
Northumberland
409
9.5%
1.17
High
394
15
3.8%
Peterborough
586
13.6%
1.13
Mid
603
-17
-2.8%
Prescott and Russell
335
7.8%
0.93
Mid
355
-20
-5.6%
Prince Edward
167
3.9%
1.44
High
137
30
21.9%
Renfrew
275
6.4%
0.81
Mid
296
-21
-7.1%
Stormont, Dundas and Glengarry
318
7.4%
0.75
Mid
323
-5
-1.5%
Total Eastern Ontario
4319
4462
-143
-3.2%
Source: Canadian Business Patterns. December 2012, December 2008.
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Eastern Ontario’s Economic Development Strategy Appendix B Consultation Results February 2014 Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 118 of 340
AgendaItem#8b)
Contents APPENDIX B: CONSULTATION RESULTS …………………………………………………………………………….. 1 6T
6T
BUSINESS COMMUNITY SURVEY 6T
1
6T
BUSINESS COMMUNITY SURVEY FULL RESPONSES 6T
20
6T
ECONOMIC DEVELOPERS SURVEY 6T
51
6T
ECONOMIC DEVELOPERS SURVEY FULL RESPONSES 6T
FOCUS GROUP SUMMARY 6T
68
6T
88 6T
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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AgendaItem#8b)
Appendix B: Consultation Results Business Community Survey Question 1. What sector do you consider to be the PRIMARY SECTOR of focus for the BUSINESS YOU ARE REPRESENTING while completing this survey? Response
1
Chart
Percentage
Count
Agriculture or value-add agricultural products
6%
11
Biotechnology
1%
2
Cleantech (Environmental Technologies)
1%
2
Education and Training (private sector)
1%
2
Energy - Conventional (oil & gas, nuclear)
0%
1
Energy - Renewable (solar, wind, biomass, hydroelectric)
2%
3
Forestry or value-add wood products
4%
9
Healthcare, Health and Wellness (private sector)
4%
8
Business Services (examples: legal, accounting, insurance, finance)
11%
22
Manufacturing, Processing and Fabrication
6%
12
Transportation and Logistics
2%
5
Tourism and Hospitality
12%
25
Recreation and Sports
3%
6
Information and Communications Technologies (ICT)
3%
6
Mining, Aggregates or Oil & Gas Extraction
0%
1
Utilities
1%
2
Retail Trade
12%
25
Wholesale Trade
2%
4
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response
Chart
Percentage
Count
Arts, Culture and Entertainment
2%
5
Public services (example: government, institutions)
4%
7
Scientific and Technical Services (architectural, engineering, laboratories)
1%
2
Construction
8%
15
Other, please specify…
12%
25
Total Responses
200
Question 1. What sector do you consider to be the PRIMARY SECTOR of focus for the BUSINESS YOU ARE REPRESENTING while completing this survey? (Other, please specify…)
2
Response
Finance
Real Estate
waterfront property owners seasonal and permanent
boarding kennel
Sewage treatment and septic system designs
Real estate commercial and residential
Marketing and Communications
PET SERVICES
media
Rental and Maintenance Management for Cottage Owners
Travel Agency and travel clothing
marketing
any innovative project
CFDC
Repairs to farm and construction equipment
Marine Mechanic
Video communications
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Chamber of Commerce
arborists
real estate development
Finance
Graphic and Web Design
Furniture Restoration
Chamber of Commerce
Revitalization mixed use heritage bldg.
Question 2. How would you describe the ECONOMIC STRENGTH of the PRIMARY SECTOR in which your business operates? Response
Chart
Percentage
Count
Sector is showing strong yearover-year growth
7%
13
Sector is showing modest but steady growth
33%
58
Sector is volatile, declining one year and growing the next
21%
37
Sector is flat/no real year-overyear growth
20%
35
Sector is in decline
13%
23
Other, please specify…
2%
3
Don’t know/can’t say
4%
7
Total Responses
176
Question 2. How would you describe the ECONOMIC STRENGTH of the PRIMARY SECTOR in which your business operates? (Other, please specify…)
3
Response
clients from Eastern Ontario
very slight positive growth each year
Our volume comes from out of town mostly
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 122 of 340
AgendaItem#8b)
Question 3. How would you describe the ECONOMIC STRENGTH of the EASTERN ONTARIO ECONOMY as a whole? Response
Chart
Percentage
Count
Regional economy is showing strong year-over-year growth
2%
3
Regional economy is showing modest but steady growth
22%
39
Regional economy is volatile, declining one year and growing the next
16%
29
Regional economy is flat/no real year-over-year growth
30%
53
Regional economy is in decline
22%
38
Other, please specify…
0%
0
Don’t know/can’t say
8%
14
Total Responses
176
Question 4. How optimistic are you that EASTERN ONTARIO’S ECONOMY will be stronger in the future — the next 3 to 5 years — than it is today? Response
Chart
Percentage
Count
Very optimistic
10%
16
Somewhat optimistic
56%
94
Somewhat pessimistic
24%
40
Very pessimistic
5%
8
Don’t know/can’t say
5%
8
Other, please specify…
1%
2
Total Responses
168
Question 4. How optimistic are you that EASTERN ONTARIO’S ECONOMY will be stronger in the future — the next 3 to 5 years — than it is today? (Other, please specify…)
4
Response
Needs leadership and cooperation
municipal and provincial governments need to get on board and start working and promoting this area
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 123 of 340
AgendaItem#8b)
Question 5. How optimistic are you that YOUR SECTOR will be stronger in the next 3 to 5 years than it is today? Response
Chart
Percentage
Count
Very optimistic
21%
35
Somewhat optimistic
49%
82
Somewhat pessimistic
23%
38
Very pessimistic
5%
8
Don’t know/can’t say
2%
4
Other, please specify…
1%
1
Total Responses
168
Question 5. How optimistic are you that YOUR SECTOR will be stronger in the next 3 to 5 years than it is today? (Other, please specify…)
Response
hopeful
Question 6. How optimistic are you that YOUR BUSINESS will be stronger in the next 3 to 5 years than it is today? Response
Chart
Percentage
Count
Very optimistic
28%
46
Somewhat optimistic
51%
84
Somewhat pessimistic
11%
18
Very pessimistic
5%
9
Don’t know/can’t say
4%
7
Don’t know/can’t say
0%
0
Other, please specify…
1%
2
Total Responses
5
166
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 124 of 340
AgendaItem#8b)
Question 6. How optimistic are you that YOUR BUSINESS will be stronger in the next 3 to 5 years than it is today? (Other, please specify…)
Response
will be retired
hopeful
Question 7. Which, if any, of the following REGIONAL ATTRIBUTES do you believe give BUSINESSES in Eastern Ontario an ADVANTAGE in today’s marketplace? Response
6
Chart
Percentage
Count
Skilled and semi-skilled work force
29%
45
Transportation systems (road, rail, air, water)
35%
54
Quality of life (includes cultural services, affordable housing, recreation, natural environment)
73%
111
Natural resources (land, forest, water, wildlife)
42%
65
Access to financing/Financial institutions and public funding programs
27%
41
Emergency services (fire, police, ambulance)
22%
33
Public services such as health care or education
29%
44
Broadband/high speed internet
34%
52
Advocacy groups or regional champions
12%
19
Regional marketing organizations
15%
23
Municipal infrastructure (serviced land, water & sewer, incubators, business parks)
17%
26
Business service organizations (legal, accounting, insurance)
14%
22
Scientific and technical service organizations (architectural, engineering, laboratories)
8%
12
Development processes (for planning, permits etc.)
8%
12
Not-for-profit organizations
16%
25
Education and training services
21%
32
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AgendaItem#8b)
Response
Chart
Percentage
Count
Competitively priced raw materials or energy inputs
12%
18
Innovation services (R&D, commercialization, networks/groups)
15%
23
Economic development services (includes incubators and business parks)
18%
27
Other, please specify…
10%
15
Total Responses
153
Question 7. Which, if any, of the following REGIONAL ATTRIBUTES do you believe give BUSINESSES in Eastern Ontario an ADVANTAGE in today’s marketplace? (Other, please specify…)
7
Response
Available labour
See note below
Not a lot
Biosphere Reserve
none of the above
see below
I don’t see any advantage
Make-up of the soils make many niche products possible.
Ottawa
Active Economic development ambassadors
strength of real estate market
Proximity to major urban markets
All of these are available elsewhere
no better than anywhere else
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Question 8. Which, if any, of the following REGIONAL ATTRIBUTES do you believe put BUSINESSES in Eastern Ontario at a DISADVANTAGE in today’s marketplace? Response
8
Chart
Percentage
Count
Skilled and semi-skilled work force
29%
43
Transportation systems (road, rail, air, water)
27%
41
Quality of life (includes cultural services, affordable housing, recreation, natural environment)
5%
7
Natural resources (land, forest, water, wildlife)
3%
5
Access to financing/Financial institutions and public funding programs
23%
35
Emergency services (fire, police, ambulance)
4%
6
Public services such as health care or education
11%
17
Broadband/high speed internet
32%
48
Advocacy groups or regional champions
13%
20
Regional marketing organizations
17%
25
Municipal infrastructure (serviced land, water & sewer, energy)
34%
51
Business services (legal, accounting, insurance)
4%
6
Development process (for planning approvals, permits etc.)
39%
59
Not for Profit organizations
3%
4
Education and training services
17%
26
Competitively priced raw materials or energy inputs
19%
29
Innovation services (R&D, commercialization, networks/groups)
26%
39
Economic development services (includes incubators, business parks)
22%
33
Scientific and technical service organizations (architectural, engineering, laboratories)
14%
21
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 127 of 340
AgendaItem#8b)
Response
Chart
Other, please specify…
Percentage
Count
17%
26
Total Responses
150
Question 8. Which, if any, of the following REGIONAL ATTRIBUTES do you believe put BUSINESSES in Eastern Ontario at a DISADVANTAGE in today’s marketplace? (Other, please specify…)
9
Response
Absence of robust urban economies and or access to same
Decline in forestry and government sector jobs
all of the above checked reflect the lack of
limited local population with any meaningful disposable income
lack of forward thinking
small population
low density
see below
government cuts
sustainable business plan
don’t know not sure
Hydro in rural areas
Manufacturing
population base
lack of private industry
narrow competition
I have no idea
The lure of urban life is very appealing to our young
Poor highway system
Over regulated
I don’t know can’t answer question
lack of government support
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 128 of 340
AgendaItem#8b)
Response
Provincial Hydro One Poor
lack of discovery
Businesses with overlapping specialties that support each other’s goals
Methadone Clinics
Question 9. How would you RATE Eastern Ontario as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
6%
9
Very good
21%
30
Good
33%
48
Fair
28%
41
Poor
11%
16
Don’t know/can’t say
1%
2
Total Responses
146
Question 10. How would you RATE Eastern Ontario’s performance on PROMOTING the REGION as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
1%
2
Very good
7%
10
Good
19%
28
Fair
42%
62
Poor
25%
36
Don’t know/can’t say
5%
8
Total Responses
10
146
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Question 11. How would you RATE Eastern Ontario’s performance on ADVOCATING for IMPROVEMENTS that make the region more ATTRACTIVE as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
1%
2
Very good
5%
7
Good
32%
46
Fair
39%
57
Poor
18%
26
Don’t know/can’t say
5%
8
Total Responses
146
Question 12. What would be your TOP THREE PRIORITIES for economic development in Eastern Ontario? Response
11
Chart
Percentage
Count
Broadband/high-speed internet
29%
41
Mobile/cell phone services
12%
17
Advocacy with upper levels of government on business issues
20%
28
Transportation infrastructure (road, rail, air, water)
20%
28
Access to capital/financing
33%
47
Work force - expand the pool
8%
12
Work force - improve skill levels or education
23%
32
Municipal infrastructure - serviced land, utilities such as water and sewer, energy
18%
25
Community amenities (recreation, culture)
8%
12
Facilities for start-ups/incubators
13%
19
Supply chain development
8%
12
Innovation services (to stimulate development of new businesses, products or services)
32%
45
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 130 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Business networking (to encourage information-sharing, partnerships, joint bids/tenders)
23%
32
Regional marketing programs
20%
29
Sector-based marketing programs
19%
27
Youth attraction and retention
31%
44
Total Responses
142
Question 14. Which, if any, of the following WORK FORCE issues are a CONCERN in your BUSINESS or your SECTOR?
12
Concern in my business
Concern in my sector/industry
Not applicable/Don’t know
Total Responses
Finding workers with skills we need
58 (48%)
42 (35%)
30 (25%)
120
Accessing training for existing employees or local labour force
24 (23%)
43 (42%)
41 (40%)
103
Accessing higher education for employees or local labour force
20 (19%)
37 (35%)
53 (50%)
106
Accessing workers in the skilled trades
29 (27%)
37 (34%)
50 (46%)
109
Finding temporary/short-term workers
28 (26%)
23 (21%)
62 (58%)
107
Labour laws and regulations
25 (23%)
47 (43%)
45 (41%)
109
Finding workers at competitive wages
36 (33%)
36 (33%)
44 (40%)
109
Workforce health and safety
19 (19%)
34 (33%)
57 (56%)
102
Improve productivity of workforce
30 (29%)
34 (32%)
46 (44%)
105
Finding workers who are a ‘good fit’ with our organization
67 (55%)
36 (30%)
26 (21%)
121
Strategies to attract immigrants
7 (7%)
23 (23%)
72 (71%)
102
Strategies to attract and/or retain youth
37 (33%)
57 (50%)
30 (27%)
113
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 131 of 340
AgendaItem#8b)
Question 15. Which, if any, of the following DECISIONS have been made in YOUR BUSINESS in the past 18 months (since the start of 2012)? Response
Chart
Percentage
Count
Reduced number of people employed
17%
23
Hired new people or expanded hours for existing employees
42%
56
Closed an operation/office
8%
10
Opened/expanded an operation/office
20%
27
Introduced a new product or service
41%
54
Eliminated a product or service
16%
21
Invested in research and development (internally or using outside services)
14%
19
Purchased major assets such as land, equipment, buildings
28%
37
Sold major assets such as land, equipment, buildings
6%
8
Increased production or service delivery
29%
39
Reduced production or service delivery
11%
14
Launched new marketing programs/campaigns or increased sales efforts
50%
67
No major changes… just carrying on as we have for years
17%
22
Decided to move outside of the region
2%
2
Other, please specify…
4%
5
Total Responses
133
Question 15. Which, if any, of the following DECISIONS have been made in YOUR BUSINESS in the past 18 months (since the start of 2012)? (Other, please specify…)
13
Response
merger
sold my business
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 132 of 340
AgendaItem#8b)
Response
China
decided to move outside the region means we now operate in more provinces
Continued reinvestment into upgrading our facilities
Question 16A. Which of the following SECTORS do you see MAJOR BUSINESS OPPORTUNITIES for Eastern Ontario?
14
Major Opportunity for Eastern Ontario
Minor or No Opportunity
Don’t know/can’t say
Total Responses
Agriculture or value-add agricultural products
66 (60%)
19 (17%)
25 (23%)
110
Forestry or value-add wood products
33 (34%)
37 (38%)
28 (29%)
98
Business Services (legal, accounting, insurance, finance)
9 (10%)
52 (55%)
33 (35%)
94
Manufacturing , Processing or Fabrication
38 (37%)
39 (38%)
26 (25%)
103
Energy - Conventional (Oil, gas, nuclear)
12 (13%)
35 (38%)
46 (49%)
93
Energy - Renewable (Wind, Solar, Biomass, Hydroelectric)
51 (50%)
33 (32%)
19 (18%)
103
Biotechnology including biomedical and industrial biotech
34 (35%)
22 (23%)
41 (42%)
97
Transportation and Logistics
40 (41%)
30 (31%)
28 (29%)
98
Cleantech (Environmental Technologies)
50 (48%)
26 (25%)
28 (27%)
104
Education and training (classroom-based or online)
44 (45%)
29 (30%)
25 (26%)
98
Health care/health and wellness
55 (53%)
34 (33%)
15 (15%)
103
Tourism and Hospitality
79 (69%)
29 (25%)
8 (7%)
115
Recreation and Sports
43 (40%)
46 (43%)
19 (18%)
108
Information and Communications Technology (ICT)
35 (35%)
38 (38%)
26 (26%)
99
Scientific and Technical Services (architectural, engineering, laboratories)
18 (19%)
45 (47%)
33 (35%)
95
Mining, Aggregates or Oil & Gas Extraction
8 (9%)
43 (46%)
43 (46%)
94
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 133 of 340
AgendaItem#8b)
Major Opportunity for Eastern Ontario
Minor or No Opportunity
Don’t know/can’t say
Total Responses
Utilities
15 (16%)
43 (47%)
34 (37%)
92
Retail Trade
28 (28%)
59 (59%)
13 (13%)
100
Wholesale Trade
20 (20%)
44 (44%)
35 (35%)
99
Arts, Culture and Entertainment
49 (45%)
37 (34%)
22 (20%)
108
Construction
49 (46%)
41 (39%)
16 (15%)
106
Question 17. What TYPE of business you are representing in completing this survey? Response
Chart
Percentage
Count
Sole proprietorship
30%
40
Partnership
11%
15
Privately-Owned Corporation
40%
54
Publicly-Traded Corporation
5%
7
Represent a public sector or notfor-profit organization
10%
13
Other, please specify…
4%
5
Total Responses
134
Question 17. What TYPE of business you are representing in completing this survey? (Other, please specify…)
Response
600 private partners in forest related activity
Publicly Owned Utility
owned by municipality
South Grenville Chamber of Commerce
Question 18. HOW LONG has your business operated in Eastern Ontario? Response Less than two years
15
Chart
Percentage
Count
6%
8
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 134 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Two to five years
8%
10
Six to 10 years
12%
16
More than 10 years
65%
87
Other, please specify…
9%
12
Total Responses
133
Question 18. HOW LONG has your business operated in Eastern Ontario? (Other, please specify…)
Response
67
100
35 years
30 years
18 years
30 years
30 plus
95 years
21 years
120 Years
35 years
21 years
Question 19. Is your BUSINESS LOCATION in Eastern Ontario the HEAD OFFICE of the business? Response
Chart
Percentage
Count
Yes
84%
112
No
16%
22
Total Responses
16
134
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 135 of 340
AgendaItem#8b)
Question 21. What was the APPROXIMATE REVENUE for your business in 2012? Response
Chart
Percentage
Count
Less than $250,000
33%
44
$250,000 to $500,000
12%
16
$500,000 to $750,000
3%
4
$750,000 to $1 million
5%
6
$1 million to $5 million
23%
30
$5 million to $10 million
6%
8
$10 million to $20 million
3%
4
$20 million to $40 million
1%
1
More than $40 million
3%
4
Not applicable/Not a business
3%
4
Don’t know/can’t say
5%
6
Other, please specify…
5%
6
Total Responses
133
Question 21. What was the APPROXIMATE REVENUE for your business in 2012? (Other, please specify…)
Response
not your business
budget of $20,000
Not just one business but many
fees and fundraising cover operating cost as we are not for profit swim club
No Revenue
Question 22. Which, if any, of the following MARKETS are you in? Response
17
Chart
Percentage
Count
Local/our own community
81%
109
Major cities nearby (Toronto, Ottawa, Montreal)
38%
51
Other parts of Ontario
43%
58
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 136 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Other provinces (outside Ontario)
29%
39
United States
27%
36
Europe
13%
17
United Kingdom and Ireland
8%
11
China
10%
13
India
4%
5
Japan
4%
6
South America
4%
6
Other, please specify…
5%
7
Total Responses
134
Question 22. Which, if any, of the following MARKETS are you in? (Other, please specify…)
Response
Asia New Zealand Australia
AU NZ SG
Nigeria
South Grenville region
All of Canada
Australia
Open Market
Question 23. Which is YOUR ROLE in the organization you are representing? Response
18
Chart
Percentage
Count
Owner
58%
78
Manager/Operator of a business
18%
24
Employee of a business
10%
13
Director/Board Member
6%
8
Executive for a public sector organization
1%
2
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 137 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Executive for a not for profit organization
4%
5
Employee of a public or not for profit organization
3%
4
Total Responses
134
Question 24. In what PART OF EASTERN ONTARIO is your BUSINESS located? Response
19
Chart
Percentage
Count
Haliburton County
5%
7
City of Kawartha Lakes
1%
1
Northumberland County
4%
5
Peterborough County
3%
4
City of Peterborough
1%
1
Hastings County
10%
13
City of Belleville
2%
3
Lennox and Addington County
1%
2
Frontenac County
22%
29
City of Kingston
4%
5
Leeds and Grenville County
6%
8
City of Brockville
1%
2
Town of Gananoque
6%
8
Town of Prescott
3%
4
Lanark County
1%
1
Town of Smiths Falls
1%
1
Stormont, Dundas and Glengarry County
12%
16
City of Cornwall
2%
3
Prescott-Russell County
1%
1
Renfrew County
4%
6
City of Ottawa
1%
2
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 138 of 340
AgendaItem#8b)
Response
Chart
Other, please specify…
Percentage
Count
9%
12
Total Responses
134
Question 24. In what PART OF EASTERN ONTARIO is your BUSINESS located? (Other, please specify…)
Response
across the region
Ontario
Madawaska Valley
Arnprior
Lancaster
LEEDS AND THOUSAND ISLANDS
Gananoque
Laurentian Valley Township
Port Hope
City of Pembroke
extensive forested areas
Brockville and Kingston
Business Community Survey Full Responses Question 6A. (Optional) If you would like to elaborate on your response to question 6, please use the text box below |
20
Response
We are allowing all of our skilled trades to go west or east for work opportunities. We have exported all of our manufacturing jobs out of the country and this it the economic base for the economy. Obama has it right…. Bring the jobs back home— and we are in crisis—- to keep the people we have, to bring Ontarians home, and keep our children’s opportunities open in Ontario. Stop allowing political slaughtering and put the proper accountability into the political arena so we have the integrity re-established to do business in Ontario. My clients cry when they have to leave Ontario! And they are taking the extended families with them. We want to be proud to be an Ontario resident and Ontario business owner!
Agriculture appears to continue to grow in Renfrew County. One of the biggest contributors to strengthening my business is the increased price of farm land year over year.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 139 of 340
AgendaItem#8b)
21
Response
U.S Lumber is being sold by the millions of Feet into Ontario with no duty? Ontario Pine producers cannot ship into the U.S? Home hardware who proudly say we are Canadian owned and operated by U.S Pine!
We have taken advantage of government programs to update our machinery and digital structure.
The Federation of Ontario Cottagers’ Associations (FOCA) is a not-for-profit, voluntary organization representing over 500 waterfront property owners’ associations with a combined membership of 50,000 rural Ontario households. Since its inception in 1963, FOCA has been a leader in advocating for environmental sustainability and stewardship, community leadership and public safety on the part of Ontario’s 250,000 waterfront property owners. FOCA represents a diverse and geographically dispersed population, including 382 community associations representing over 38,000 families in central and eastern Ontario. FOCA serves these volunteer groups and landowners, facilitating access to important information, contacts and resources relating to living in their rural neighbourhoods. Education and outreach are key to informed choices and positive action, and FOCA maintains a vibrant network and resource centre (see also www.foca.on.ca ) on topics including volunteerism, sustainable rural environments, robust land use planning, and public safety. The property owners served through our organization have a significant impact on the economic and social underpinnings of the rural economy through Central and Eastern Ontario. It is also a thriving and lucrative sector, both from the obvious direct economic (consumer) activity, but also as a source of entrepreneurial talent, energy and capital. FOCA’s Mission Statement is: To provide representation, assistance and leadership to and for cottagers’ associations on issues affecting their interests, and to encourage environmental stewardship on the part of every cottager. In addition to the paying membership that supports our work, FOCA’s information, representation and leadership is available to all stakeholders in this region. Municipal, Regional and Provincial Partners include: The Lakeland Alliance, Ontario Ministry of Natural Resources (MNR), the Ontario Ministry of the Environment (MOE), the Department of Fisheries & Oceans Canada, and most of Ontario’s provincial ENGO’s that work in rural Ontario. FOCA is active in the following committees and organizations: the Stewardship Network of Ontario, the Ontario Biodiversity Council, Hydro One’s Customer Advisory Board, the Ministers Mining Act Advisory Committee, the MMAH PPS Rural Working Group and the Trent Conservation Coalition, among others. Waterfront property owners, both seasonal and permanent, are a significant force in Ontario. “Cottage”-related household expenditures in Ontario (excluding real estate) may be as much as $8 billion annually. The property taxes on the estimated $75 billion of privately-owned residential cottage real estate is over $600 million, directly supporting local governance, programs, and infrastructure in more than 280 rural Ontario municipalities. Ontario has over 50,000 hectares of waterfront lands and over 15,000 kilometres of lake and river shorelines under private “cottage” ownership. Despite this significant footprint, there has never been a comprehensive review of this sector, nor any strategic planning related to the servicing of this sector, the impacts on rural businesses, municipal and other government services, infrastructure, emergency services and health care. Understanding the economy of Eastern Ontario will not be complete without a meaningful picture of this important sector, for the use both of the municipal and business sectors that serve the constituency and the community groups implicated in serving this part of rural Ontario. Despite significant effort to quantify the transient or “tourism” impacts in this region, the fundamental underpinnings related to the rural resident population are poorly understood. By better defining the demographic, the communities in this region will be in a better position to plan for the future in terms of capitalizing on economic and business opportunities, planning for infrastructure, and also be better prepared to provide the financial means to fund the needs and interests of their communities. This information can be used by all stakeholders in the region and will inform more robust community, social, and economic planning tools.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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AgendaItem#8b)
22
Response
During the next 3 to 5 years I shall probably retire from this business
I deal with septic systems. There are lots of problems out with faulty septic systems. One of the problems is families not able to get loans to update their septic systems. To me the municipality should have money available to those families at low interest that could be payable on their tax bill for whatever amount of years they need to repay that amount of money. It would help the property owners, resolve faulty septic to the environment and also make work for the area.
lack of high quality IT communications in the area plus the lack of understanding by the business community is discouraging continued growth in the ICT area within Frontenac County
we are primarily a lending and support arm for industry Canada. projects and communities yearly
While our sector is down, our business is up. We believe that is due to having a better product than the competition, our local focus and effort.
Love to comment but the business strategy is built on what I would have to say here.
I have been here for 25 years and have a strong base and reputation.
As our business is in the 4th year of operations we have yet to see sales plateau. We have however had months that were far below the previous year’s month’s sales while others have been above which year over year has given us our continued increase. As we move into our 5th year our expectation is that our sales will remain flat and that we will have peaked. Continued increases from that point will not be optimistic. What continues to drive us in our business is that the potential is there but even with our continued hard work there are other outside influences that change the potential from occurring.
Gains will hopefully be made from revenue sources outside of the County.
We have been working very hard over the past 18 months to make it through this tough time. We are changing how we do business and unfortunately we, the owners, are working more so that less is being paid in our wages, in order to make ends meet.
The retail trade has definitely been on a decline the last 3 years. Dropping 20% each year. I do however believe that we are catering to a specific clientele that appreciates exceptional customer service, quality of product, diversity and creativity. Gradually more and more of this type of customer are learning about our business. We have only been in business for 3 years. Gananoque is slowly attracting more and more of this demographic so we are very hopeful. We offer something very unique which is the key to success. We offer an experience for multiple generations. Design and collectibles shop, clothing, coffee and art, restaurant and patio and under one roof. It’s open concept where you can wander through one room to the next. This makes us a destination.
Government continues to ignore that barriers to business include the regulations they promote such as the red tape involved in having P/engineers sign off on all mechanical changes in fab plants. This does not add value and adds another layer of bureaucracy.
I work in all parts of Ontario not just in the east
Growth in the local food sector depends on the definition of “Local” and a plan for co-op harvesting equipment and climate controlled storage. There needs to be a survey completed to understand where the needs and possible solutions lie. This should be a solution over Eastern Ontario and not just one county.
With the Rideau Canal hours cut the way they were this year, I can that many business will be in
we distribute EODF funds to
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response trouble, along with mine
23
We will grow by expanding our services and through small acquisitions.
E-health, billions spent on solar and wind while supplying Ontario with less than 1/4 of one present of energy our needs. Project Orange, all while we are in a global slouch has made Ontario a have not province. Access Ontario is another wet blanket to business. Business =jobs, Jobs=growth. Growth pays the public’s bills. We need to promote all business form the Wal-Mart’s to the mom and pop shops. At the township level things are fine, few mistakes, but the major share of our tax dollar is, and has been very mismanaged at the provincial level.
Our business is in the mining and construction sectors as a steel supplier and the present state of growth in the BRIC countries has slowed and shows some danger of tipping into negative growth as regional economic policies change and major infrastructure growth slows.
I believe in the service and value I provide clients - so despite the economic climate, I believe people need goo financial advice.
-after 10 years in this business, steadily rising profits from 10% to 23% annually, plus extra advertising & reputation have improved the bottom line & lead to us being able to employ people…which allows us to handle more business etc….
We lend to innovative firms, so as Venture Capital and Angel money becomes more available, the demand for our loans decreases. But, there will always be a need for risk-based financing and more than is available in Canada.
A qualifier is in order, that being I am established with steady regular clients I have had over two decades.
We are somewhat optimistic; right now it all depends on our own personal input and drive. We receive very little if any municipal support.
We have worked hard to establish a regular clientele for ballroom /Latin dance classes. The appeal predominates in the mid-life to retirees in the area. Families / younger couples often find it too hard to attend regularly due to the added cost of babysitters. The Seniors Associations are also looking to add this activity to their outreach programs and have recently advertised for volunteers to teach their programs. Because they use volunteers to teach the classes, we cannot compete with their pricing. Our morning line dance program started strong but we had numbers dropped dramatically once subsidized programs began in the area and we could not afford to keep it going.
Sugar Woods Experimental Vineyards has shown some promise on Wolfe Island,
The agricultural sector is declining and construction sector is hurting.
Business plans put in place 3 years ago are proceeding on schedule & will be completely in place in the next few years making us very financially comfortable.
Eastern Ontario (I believe) is a net GDP drain on the national economy as most of the large service providers are government. Additionally, the large corporate presences are almost all branch plants or offices of larger, mostly international companies. There is little entrepreneurial activity beyond servicing regional organizations, which while important, is still mostly recycling dollars within the region. There is a dearth of externally focused businesses that bring net revenue into the region from other parts of the country, or more importantly, internationally. 76% of Canada’s exports have no value added to them - they’re mostly raw materials. Eastern Ontario is very much in line with that and that needs to change significantly to sustain us in the long term as governments continue to lose their leverage.
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
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Response
I see my firm outperforming the Eastern Ontario economy on the basis that our sales to overseas markets will grow much faster than our sales into Eastern Ontario.
The model of manufacturing technology we use is more sustainable economically and environmentally and is designed to counter the negative impacts of current manufacturing and distribution practices. The industry response is extremely positive and hence the optimism.
We are in the Land of Lakes! Boating and fishing awesome .winter time we have snowmobiling.
It is my assumption that construction will not continue to be in recession.
Our business, private mortgage lending, was established 30 years ago. As of July 1st 2013, we have had 366 months of positive returns. We now limit our intake of new funds to $15 million per year. We are on target with both new intake and return. We see no reason at the moment to expect severe changes in the economic situation for Eastern Ontario. The same comment would not be said if we were operating in Toronto or Vancouver.
Our business is dependent on the facilities available to host conferences.
With the financial backing of Prescott/Augusta/Edwardsburgh-Cardinal municipal councils the South Grenville Chamber of Commerce can & will accomplish great things in the next 5 years. The enthusiasm the members have shown toward economic development is encouraging & as I am a member believe strongly in a more positive response within the South Grenville region will be achieved.
The overall number of tourism based operators in our area is in decline and has been for a number of years. The operators lack the financial resources to make required capital improvements to their properties and most of the operations are too small to be economically viable. A strategy for allowing growth in existing operations that wishes to and is financially able to expand needs to be addressed. The attraction of new capital depends on this as well.
We are operating a nationally registered advisory firm and after 30 years we feel strongly that we have a good base that will remain successful and grow.
Rural retail will be challenged even more by online shopping, discount and big box stores.
there is a lot of collaboration currently at the community level; little or no leadership at the county, provincial or federal level
We are in organic value added food and feed products. This is the fastest growing sector in agriculture and food, growing at a rate of 10-15% per year. Our business is growing at the same or faster rate.
My business refurbishes used equipment used in Biotechnology. I am pessimistic because of over regulation in this industry. That is why we are focusing on sales to the US and not Canada.
We are businesses IT department. Outsourced IT to small and medium business.
We are using a vertically, integration approach to our Business that seem to be the key of our success. Preventing unfair competition coming from offshore import. This also provides us the ability to create and control our product development.
Our product offering is tied to growth in the food industry. Any significant economic slowdown could affect our volumes significantly.
As President of the Northumberland Aquatic Club (NORAC) our swim school and competitive team has grown steadily over the last decade. It is dependent on a strong economy as the fees are paid by the swimmer’s family. While we pay to rent space in a pool, managed by the
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response municipality, we receive no government support for our operating expenses for the club.
Margins in our industry have been on the decline for the past 5 years with the increase of utilities, labour and product it has made it very difficult to make ends meet. We are hopeful that with some new industry and tourist attractions that there may be an upswing in numbers of clients.
Our business will be stronger because we will be doing business outside of the region. We have gone global and it is the only reason why we remain in business and optimistic for the future.
Our company is a Kingston based start-up that is quickly growing and is already surpassing its business targets for the following year.
The core of my business is personal income tax, the remaining small business accounting & taxation provides the gravy. It is that sector that maintains me for the remaining 9 months of the year. Therefore the growth and success of small business is directly related to my growth.
Provided employment stability remains the likelihood of economic growth will continue.
Question 7A. (Optional) If you wish to elaborate on your answers to question 7, please use the text box below. |
25
Response
The region has an uphill battle when it comes to proximity to markets, access to infrastructure, and critical mass for supply networks. It does have unique lifestyle and cost of living advantages, however.
Geographic proximity to large urban centers (Ottawa & Montreal) as well as Quebecers looking to leave the province but not their jobs.
Quality of life is the only natural advantage we have but it is a strong one. We need broadband everywhere, and an economic development strategy that includes our local schools and businesses to ensure an engaged and relevant workforce.
I don’t believe there are any regional attributes that give businesses in Eastern Ontario an advantage.
The best attribute we have is our location on the hwy between Montreal, Toronto and Ottawa
no
Our waterways and forests are the basis of our wealth here. The pockets of earth have varied soils and are ideal for multiple varieties of foods which should grow into more wine grapes, ethnic foods and staples especially root vegetables in great demand in winter such as sweet potatoes. Farmers are good stewards of the land and streams and need to know
if don’t see nor hear a coordinated voice representing advantages as a region
perfect location for business *on border with the USA * 1 hour from Montreal and Quebec cheap power * 1 hour from Ottawa (a booming town) *Affordable housing
There are governmental and educational entities employing steady workers making high and consistent income, thus providing a paying base for services such as my profession.
Ottawa as a city can be a driver, as large cities normally are. leaving Quebec will be small but important.
The real estate market is not as volatile as other regions because of the influence of public service jobs and institutions such as Queens, CFB Kingston, St Lawrence College, Federal prison
Also, the next wave of firms
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response system.
Roads are in better shape to bring in people to enjoy this area
Big city lifestyle has challenges such as commute time, cost of housing, and cost of living.
All the items listed are positive factors in the broader economic picture, at different levels on different days. The loss of any one of them would be felt by someone somewhere.
I did not mark competitive priced raw materials & energy inputs as I believe there is a void especially when it comes to Hydro Infrastructure. Their rates for new business are out of control & their infrastructure is antiquated & not up to standards required in this marketplace.
sector is fragmented currently but a lot of effort going into collaboration
Proximity to large urban markets - Ottawa, Montreal, Toronto. Proximity to USA with bridges in Cornwall, Prescott, Gananoque, and access in Quebec. Bilingual work force available locally to serve markets in Quebec. Cost of farm land somewhat lower than in SW Ontario. Proximity to container movements by rail and ocean in Montreal.
Utilities Kingston provides electricity, water, wastewater, gas distribution, broadband fiber optic networks, appliance rental, street lighting, and electricity and water conservation services to its customers. This mulit-service model allows for better customer service and lower cost utility services to customers in Kingston - this is a competitive advantage for businesses developing or operating in Utilities Kingston’s service territory.
Why would you live and commute to work every day when you can drive to work in 5 min., own a house, be on a boat or golf course in 15min. Owners of businesses can waste 10 hour their lives in car per week. Costs less to set up shop here.
I have answered this specific to the swim club and not generally speaking.
Question 8A. (Optional) If you wish to elaborate on your answers to question 8, please use the text box below. |
26
Response
All of the checked in 8 reflect ’the lack of".
We are not connected with adequate broadband and fibre in most areas - even though we have been working towards it. Access to funding is restrictive in terms of process to complete, report and deal with the local levels of administration - funding parameters are often prohibitive too small to mid-sized industry which is the sustainable market and will keep the area growing, not the big bang businesses which when they leave devastate the economy and the social fibre of an area. Competitively prices raw materials and energy inputs -we are constantly hearing about how our area’s rates are so much higher than in the more urban centres, however, we are the area that produces much of the energy to begin with so there is a marked unbalanced relationship. In terms of transportation, with the loss of rail, and a single lane highway the shipment of materials is often more costly than in those areas that have alternative sources. We are not positioned to take advantage of the waterways for material distribution and focus predominately on using this resource for recreation development only.
Indicators are a “Lack of” in the Frontenac area
Small metro areas, so limited local market.
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AgendaItem#8b)
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Response
We are at a disadvantage in Haliburton County due to the “never change anything” mentality of the local establishment. They are happy to have people in poverty as long as nothing changes. These so called champions are not at all good for economic development. They are a bunch of old fogeys who hate change and do not have a clue how to assess their environment or keep it healthy. Everyone is somehow related here and they hate cottagers….go figure…that is where the summer money comes from. Even the retailers here are rude to anyone they didn’t go to high school with. I have no clue how this part of the east can possible get anywhere until these leaders are gone.
We have poor access to high speed internet. Fire and Police costs are too high and driving taxes too high. Fore fire we need more part time and more volunteers
These are a disadvantage because they don’t exist in this area of Eastern Ontario.
High paid Toronto centric bureaucracy that pull all the budgeting / funding decisions not the bureaucracy of these government bodies while leaving all the responsibilities in the local region
no
not everyone has high speed internet
See previous note. VON also offers Seniors Fitness programs at very low costs.
Although there are skilled people coming into the work force for us it is the trades people that want to do hard labour work. Business services, the cost of insurance for everything can sometimes put the little company’s right out of business.
Thin population base, distance to markets.
The area desperately needs private investment to create jobs. DuPont has carried the load as a large employer for too long.
Big cities tend to have many companies will to bid on project work, small communities have limited trades that leave vulnerability to price fixing.
Please see 8A. We have over 30 highly skilled employees, mostly local and we are usually overwhelmed with applications when we advertise for a position. Most of our business is done via email and our local Broadband service is quite sufficient. I am not familiar enough with the quality level of most of those items to judge where more is needed.
most banks only what to keep you in the adolescent stage and don’t really what to help you grow
In my business it is much easier to sell to the US then to sell in Eastern Ontario. The government has put up too many barriers here.
Electricity is high, for company like us that used a large amount of electricity, lack of small and medium manufacturing sector which provide local business in a volume that could be handle locally.
With respect to the pool facilities used by the swim club, the Jack Burger facility needs some significant upgrades to modernise and repair the facility, so investment in this would greatly enhance the sports programs currently offered at this dated facility. We are hopeful that there will be infrastructure money invested to follow through on the plans to renovate.
Hydro One Infrastructure is poor & needs upgrading immediately. High Hydro rates in the St Lawrence River corridor make it hard to compete with our neighbours in the USA who offer incentives that we cannot offer due to regulations.
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AgendaItem#8b)
Response
I think that our education system needs to implement radical changes in what and how we are teaching the next generation. And I think that transparency is crucial. Who is actually making profits from methadone clinics that are feeding off the misery of our people? I know that there are now 11 methadone clinics in Peterborough; isn’t that insane? A population of 75,000 has that many methadone clinics? Wow! I remember working at Whitepath Consulting when the owner was asked advice before the clinics came and she said NO… as they are only a band aid solution. We need to get to the root of the problem in our society… addictions is a great place to start. There are now scientifically proven effective and successful programs to overcome addictions by getting to the root of the problems (Dr. Parker, Emotion and Health Lab, Trent University) SO WHAT IS GOING ON; WHY ARE THERE SO MANY METHADONE CLINICS. Obviously a pet peeve of mine and it should be absolutely unacceptable to everyone, to even have one. Again, who is profiting from this?
Question 12A. (Optional) If you would like to elaborate on any of your answers above or on a priority that is not on the list, please use the text box below. |
28
Response
Developing a tourism destination for Eastern Ontario is an easy fit based on the land and water resources. It is also a generator of business infrastructure that fits a small to mid-sized market (restaurants, accommodations, outfitters, guiding services etc.) Access to high speed networks and infrastructure support access to information and the changing social drivers and facilitate all tourism and commercial business development in terms of opportunity to be connected and have reach in a wider market. Just because you live rural Ontario doesn’t mean your market can’t be elsewhere. In terms of Innovation services to stimulate new business, products or services this may go hand in hand with incubators, where a group of businesses can share common resources such as reception, accounting etc. However, in the long term we forget a key resource in our small business development or in our growth potential if we do not consider the “seasoned” population. We have a great volume of very educated and early retired population in eastern Ontario who have the skills to create new products, see gaps in services and are willing to invest themselves and their time, however, there is a financial risk that could be mitigated or offset through an incubator process or some other creative sourcing opportunity. We often speak to the youth, and no doubt they are the future but we do not provide opportunity for the “aged” and they often have much left to share.
The workforce potentially contains many underemployed/recently semi-retired residents with business experience and ongoing business interests that could be fostered though an informed and active outreach program to regular visitors, seasonal residents.
there is an outflow of youth for education and work opportunities
It would help if governments didn’t change their strategies every few years. What we need is simple: population. There are not enough people to sustain this economy, and there are not enough people because (a) there isn’t the infrastructure for them and (b) we do nothing to actively attract them.
Kill the underground cash economy.
Have to get basic costs down: property tax, water, sewer, electrical rates.
My 4th pick would be recreational opportunities, specifically developing the abandoned rail corridors into revenue generating multi-use trails.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 147 of 340
AgendaItem#8b)
Response
Attraction and retention of new people (youth, new Canadians) are key to economic development in this region. We need people who not only work and have the skills to fill labour needs but also families who energize the economy - as users and consumers and even better investors.
Need work force training directly related to industry and trades
health care availability
no
Some parts of eastern Ontario does not have broadband/high speed internet and in some cases antiquated junction boxes make internet services very unreliable or slow. In some cases the timeline for upgrade has been delayed many times over and is crucial to expedite. The transportation infrastructure is acceptable but need enhancement.
Attracting manufacturing type large employers would be key to development.
Municipal development planning did not appear on the list, but would be my third top priority in place of work force development.
We have to market and promote new business to this area. We have to promote a skilled work force and we need a good transportation system; system is old and industries are stagnant and flat. We need to develop and re generate our business for the future and work with all groups to attract new industry and find spin off opportunities for our existing industries.
most focus on cities - rural development is fragmented
Port Hope starter the Idea Hub which is an incubator, in 2010. They now have 15 businesses started. 1440 other communities in North America have figured it out. Don’t reinvent the wheel, copy success.
Promote the Buy Local / Manufacture Local need to be part of the development strategy to sustain a community. Stay away from mono directional development, trying to bring larger company that help creating smaller opportunity for the local small and medium enterprise.
There is concern by local group that the type of business you attract will have ripple effect on many other businesses. For example, encouraging a business to operate in Port Hope to burn garbage from other communities up to 100km away is not helping the area’s image of a great place to live or of a primary agricultural community. Encouraging clean industry would enable encourage other cleaner businesses to set up here.
lower dollar
Question 13. What would YOU say is the SINGLE MOST IMPORTANT REGIONAL INITIATIVE that could be undertaken to STRENGTHEN THE ECONOMY of Eastern Ontario?
29
Response
Act as a region.
decrease the cost of doing business
Encourage retail, manufacturing and tourism in the area
Attracting new business. industry, commerce
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 148 of 340
AgendaItem#8b)
30
Response
Fill the vacant business buildings with viable businesses and give them the incentives so that we are the only choice after they evaluate the options.
Municipal infrastructure
Training of skilled labour, and improving educational system.
Do not know!
new business start ups
Don’t feel able to comment.
Transportation Infrastructure
Sector based marketing programs
Communication and access to communication in all sectors and across all generations.
Attract manufacturing facilities in our area. We DON’T pay our people enough to stay in the area.
Innovation Services to promote the region
Setting up regional business groups to attract and retain business assets in the community. An example is the Wine, Artisan Cheese and Craft Brewery initiative undertaken by the Hastings Prince Edward and Lanark Counties another is the survey done to establish a listing of small business types like in Northumberland County of the small farm businesses. An investment in a search engine type website with business listings and descriptions like Harvest Hastings would also help feed into the rural economy by being a quick way to find out where to find what consumers are looking for.
Promote the advantages of owning and operating a business in Eastern Ontario vs. metropolis regions
We need government to encourage business not pay up road blocks.
Low cost capital to upgrade machinery, plants and business processes. Also increased working capital
Foster and retain existing economic activity and talent from the known and existing talent pool.
Some sort of work force preferably with some sort of education
Population growth.
Creating work to encourage our youth to seek jobs in our area.
property taxes are very high for business
We need manufacturing
looking behind the boundaries
Accountability for all government employee’s
Enable Knowledge base businesses with physical infrastructure upgrades through the whole
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 149 of 340
AgendaItem#8b)
Response region.
31
Create a “school/business” to teach and show entrepreneurship to young people so they will stay in the region. Make them develop a business plan and if viable give them seed money for start-up which years later they need to re-pay with interest to be used for the next person(s)
We need leadership with actual tangible goals. No single community is big enough to succeed on its own, yet there is no individual or group that shows the ingenuity or independence to be able to impact actual economic change in our region.
Assistance to small enterprise to capture opportunities, whether they are govt funding, B2B networks, sales and promo, or product innovation. Stretched small businesses need help to cover these, as when there aren’t enough hours in the day they are often neglected.
The local jurisdictions must quit competing and start co-operating. Models of success need to be explored. It is frustrating to watch two steps forward and three steps back. Branding exercises need to be at the county level but need to identify community long range goals before embarking on any branding process.
economic inventory of businesses and growth potential
Go out a market this area for small satellite industries and businesses, using our quality of life here. Target the young with ideas and help them with our economic development personal.
STIMULATE DEVELOPMENT OF NEW BUSINESSES
Start in the schools. Connect every student from the age of 12 with mentor(s) from the business, trade and professional communities. Provide intensive training in school for things like computer programming and trades so that students can form networks of expertise and eventually go out to start businesses. Stop telling them they have to get a BA (i.e. a lifetime of debt) and provide them with practical training. Instil in them pride for who they are and where they live, to counteract the poisonous values streaming at them from mass media. Please - no more sector/regional marketing programs… it’s a waste of time and money. It would be so refreshing for once to see a government that understood that strategy = choice (read Michael Porter). Being all things to all people means being nothing to everyone.
Attract retirees and promote municipal infrastructure programs that would be directly beneficial to that cause. Simply put we need more people in order to have an economy.
Attracting high Tech manufacturing to ease the commercial tax burden.
Youth retention
Attracting big business to the area
Reducing energy and water costs in the region.
Marketing
High Speed Internet
Being recognized as equal with the rest of the Ontario province. It would seem that Eastern Ontario has taken a back seat to the rest of Ontario and have not been treated the same as the rest of the province.
My initial response was capital/financing needs for start-up and small businesses but really once that is in place you still need a draw to bring people to the area. This is what is missing. While
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 150 of 340
AgendaItem#8b)
Response we have many mediocre attractions we need something large to draw in tourists with money to spend that are going to stay in our area for longer than a day trip or 1 overnight stay. This is the single most important regional initiative. This wills not only employee large amounts of permanent residents but it will also bolster other business to thrive and others to start.
32
4 lanes on Hwy 17
Get rid of local development offices in favour of competently staffed and adequately financed regional office. Petty local attitudes by staff whose main concern is making they look good are a huge obstacle to the needed cooperation.
Access to Economic Development strategies, studies and help.
Innovation services
Easier to navigate provincial and municipal regulations
x
Larger pools of funds for regional development programs. I.e. so that programs run out of funds later, or not at all.
Attraction to the region as an amazing place to vacation, travels, live, and opens a business.
Listen to business leaders and take advantage of the local strengths
?
Regional government buy in; strategic plan on attraction and retention of families who come to the region for work, study, business or just to raise a family. Promote the region as a preferred community of destination for newcomers (from within or outside Canada, born in Canada, aboriginal or new Canadians)
infrastructure - we more, better roads and vastly improved train service
see above
tourism
Promote Eastern Ontario as a place to relocate to and to bring mew production companies into the area
We need to build the infrastructures for new business at the municipal levels.
Encourage light manufacturing, assembly businesses that employ people and not focus so much on tourism
improved medical services & education (better schools) to attract & keep families
Use of low quality forest biomass for electrical generation, pellets, …
Greater alignment of government, business and not for profit organizations involved in economic development. Marshalling the many resources currently in place towards a common set of outcomes would be more efficient and effective.
Not sure I think developing an entrepreneurial spirit/start your own business movement, to change the cultural perception that “I can’t do something like that” among people.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 151 of 340
AgendaItem#8b)
33
Response
don’t know, too complex
United message promoting benefits for FDI.
Broadband/high-speed internet
hire local
municipal support
Access to capital/financing
support local business
Cut back on duplications of inspectors, look at minimum wage for students, and help out small business more, instead of being on their backs all the time.
high speed internet
Regional strategies to market local business
Transportation
retaining and training youth
Attractions, nothing here for tourist to do, nothing for young people to do
Less municipal taxing, red tape & fees
Marketing campaign outlying the benefits of working and living here. Low crime rate, cheap labor, affordable housing (outside of Ottawa).
Retirement living
Stop lying off the government sector that gives a chain reaction that other companies have to lay off and that is where everything slows up and people stop buying.
Less red tape with hiring employees in small businesses.
This is a national problem in my sector, but the skills shortage is acute and can only be solved through increased immigration of skilled workers into the region - both young and more experienced.
I cannot declare a single issue that should be named the single most important initiative?
Skills
Town hall brainstorming sessions, get the business people who are running their own business together and tell the positions what they need to do to help them in the day to day operations
Need a Government/business initiative to promote attracting complimentary businesses to relocate to the region and to promote local businesses globally. The initiative has to be business led and services provided by the government on identified results oriented action items.
Attracting solid manufacturing companies by providing facilities they need (infrastructure) and certain tax advantages.
Secure manufacturing.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 152 of 340
AgendaItem#8b)
34
Response
Innovation services
Greater promotion of local products and services. Sell what we have and what we do rather than always trying to bring in from the outside.
A program to ensure that businesses and incoming businesses have all of the tools they need to compete with the best in their field - internet, work force, financing, infrastructure, etc.
pay business to start and stay here
Instead of installing a pipeline in Quebec & New Brunswick use existing already in the ground pipes to send west crude east & build a refinery on land owned by the Province (10,000 acres in the Edwardsburgh Land Bank). This would be an enormous economic development project for Eastern Ontario, with direct & indirect employment. Government support in building a green house facility so as to put to use co2 which is now being sent into the atmosphere by Greenfield Ethanol. This is currently being done at the Chatham Ethanol plant.
See answer to 12A above. The local townships do not have good processes in place to deal with expansion or development. This may be a function of lack of local expertise in these areas with local municipal staff and a lack of acceptance of this as important by local leadership.
Skills Training for young and older people to remain in the region and Enhanced ICT
The railway trails
Development of initiatives for new businesses, products, services.
To attract a new employer and to create opportunities for our youth to stay in this area. We need to have a proper highway infrastructure system. Once this can be established the other factors will look after itself
Clustering of innovative industries and locating them where the odds of success are greatest
Encourage shopping local…not just in the super stores…but rather continue in promoting the small business owners, who really do struggle on a regular basis to keep business booming!
Regional capital pools.
Removal of ridiculous government regulations. Far too many “hoops” to jump through to do business here.
We need jobs that pay more than minimum, and last longer than the season.
Attract more people to live here (immigrants f.i.)
The more we support local businesses serving local needs (supplier relationships between commercial enterprises, making a concerted effort to support local businesses, eliminating property tax breaks for owners of vacant commercial properties, lowering start-up costs for retail businesses, etc.), the better off our region will be. Many businesses and individuals look outside the region to supply services and goods. Economic development activity should seek to strengthen ties between local businesses so that more products and services required by businesses and individuals can be produced and/or sourced locally.
Incubators
Development strategy based on an opportunity filter that bring larger player in the community base on their ability to attract and generate local supplier/manufacturer in a very diverse way,
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 153 of 340
AgendaItem#8b)
Response preventing industries decline that provide large lay off.
35
Advocacy with government on business issues
Promotion of the rural environment as a place to live and recreate.
Supporting existing businesses with rebates and incentives to continue to grow and prosper in the area. Most often, incentives are given to new start-ups which may or may not remain viable whereas established enterprises are the backbone of many communities but are not incentivized to remain and grow.
the growth of skilled labour
Strategize as to how growth can be achieved in a far less industrialized state
A strong economy developed around the production and processing of agricultural products in the region…if this is our largest employer why not capitalise on what we know and do it well…..why try to bring in industry that negatively (burning garbage) competes with this image. We have amazing terrain for sports development…cycling, running, swimming, hiking…we could be a destination for training camps that so many sports teams could access…build hotel near sports centres, bring in coaches and athletes. Healthy food, healthy lifestyle…. I would prefer this initiative over initiatives to truck hundreds of garbage from Toronto and surroundings to our community.
manufacturing development
government advocacy
Have no idea.
Less red tape for permits etc.
Building of a refinery to accept crude oil from the west to east pipeline. Finance a greenhouse complex adjacent to Greenfield Ethanol to capture co2 that now is going out the stack at that plant.
I have no idea as it hasn’t happened yet.
Encouraging innovation and entrepreneurship from recent college and university graduates. Encouraging students to think about problems they can solve and problems they can build here in Eastern Ontario to support current businesses and create new opportunities.
Create well paid jobs for younger educated workers
Free Wi-Fi Enables communication, increases research capabilities to understand where and how communication services are used, tracks demographics of users.
Remove municipal government red tape and bickering
Advocacy with upper levels of government on business issues
Hire & train Youth.
Support of all levels of government but more importantly starting at the municipal level in terms of building services, providing incentives that are material in nature, such as tax abatement.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 154 of 340
AgendaItem#8b)
Response
Hard top country roads. Tourists from the city dislike getting their cars dirty and/or damaged by gravel roads.
Provide tax incentives to business to relocate to Eastern ON
Access to funding for start-ups and expansion of existing businesses
provide realistic optimism to the upcoming workforce members
Inspiring the population by creating exciting jobs that involve individual’s a chance to use creative expression. We are here to create; if everyone loves what they are doing, we are a successful society.
investment in innovation and R&D.
Marketing programs
Question 14A (optional) If you wish to elaborate on your answers to question 14, please use the text box below. |
36
Response
most of the communities in Hastings county have high unemployment and few opportunities for work
“Workers” in my case would be volunteers.
A concern for my business is minimum wage. With the last increase to minimum wage we let 3 students go and now they are talking another increase. That would mean as the owners we would work more hours or close our business in order to avoid that increased cost.
I work in the employment sector so see these issues are across the board with employers we meet
Too much red tape, and useless infringement on business by incompetent bureaucracies
Attracting immigration mean population growth - good for small communities. Keeping youth from moving to the big cities for work - good for small communities.
If “concern” means “relevance” then there would be no marks in the 3rd column. My responses interpreted “concern” as meaning “problem” Definitions please!
Attracting/retaining workers is difficult due to the seasonal nature of our operations (and most existing operations in the area). Recent changes to EI regulations have not helped.
We have built a great swim team and have some great coaches….we have been able to retain them, but hard to find replacements quickly if need to in future. We hope the community has enough to offer to attract more qualified coaches to keep program running.
We continue to bring in foreign workers from all parts of the world when we have the skilled workers to complete jobs required. There is a need to fill these vacant job opportunities, but they need to be listed & advertised.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 155 of 340
AgendaItem#8b)
Question 16. (Optional) Please describe any OPPORTUNITIES you see in NEW/EMERGING sectors or in any NICHES in traditional sectors.
37
Response
Sorry…can’t comment.
Self-employment Entrepreneurship Solar Power replacing traditional electricity
The Port of Johnstown/Prescott could be better leveraged. There is an expectation that new quarries are opening up to service Toronto, and it is well primed to move aggregates. Beyond that, with the new wharf there will be new logistical opportunities for entrepreneurs. The problem is the Port itself will not be fostering the new business, just waiting for it to come. Our tourism sector could be better fostered, but most marketing is done at such a local (at best regional) level, that we can’t get the exposure we need elsewhere to build a bigger brand. And there are so many organisations in Eastern Ontario all marketing their own little piece of the pie that we end up competing against ourselves in a crowded market. Many consultants and contractors move out here and work remotely. Is there anyway a.) To bring those people together to foster a services sector, b.) Attract more such people to the region as they tend to also get involved in community and drive non-profit initiatives, and c.) Support them in some way?
Bio composite materials for construction, consumer products. Health foods, non-traditional crops and food products
Retirement communities (and following from that, healthcare, trades, construction, etc.).
Sustainable Tourism is identified by UNEP Report of 2012 as the major growth opportunity of next 2 decades by tourism organizations are failing to address the opportunity. Growth in traditional tourism is declining
Culinary tourism - farm to table, cooking schools, organic farms etc. Education - online, skills based training - more post-secondary education facilities - specialized nuclear training facilities R&D surrounding our energy sector
Would like to offer summer introductory dance programs that may appeal to vacationers in the area. Dance is also an excellent form of any wellness programming as part of an ongoing resource in the area.
Water sports and recreation coupled with tourism. Funding for existing summer/winter sports and recreation attractions for all ages for upgrades, complimentary services and marketing can help rejuvenate the local economy. Assisting in local businesses achieving global markets is another opportunity to help retain existing businesses, increase employment and attract new businesses.
Tourism and amenity attraction is important.
Eastern Ontario has the natural and man-made venues desired by the film/TV industry but no strategy or facility to attract the film/TV industry. Eastern Ontario has lost the opportunity for upwards of $50-million in spending by major studios in the past year alone. Eastern Ontario will continue to lose such numbers to places like Niagara, Toronto, and Central Ontario for the simple lack of a co-ordinated effort headed by one individual to address the needs of the industry. The film/TV industry has no lack of places to choose. Eastern Ontario must be proactive and tell the right people they are wanted here. No film/TV executive will come to us. We must seek out and attract them.
biotechnology; value-added wood; development of first Nation housing model; greenhouse operation using waste heat; tourism based on theatre, heritage, boating, sport and fishing
River Turbines, E-waste technology, incubators
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 156 of 340
AgendaItem#8b)
As stated above we should build on the strengths of this community…any new industries should engage the desires of the broader community not just the ones captured by your survey….too many decisions are made at bureaucratic and municipal level without listening to what the public wants and what advice they can offer,
Oil Refinery Greenhouse Wood Products Port Utilization
Construction of or greening of homes/businesses/people
Question 20. What is the TOTAL EMPLOYMENT in your organization across all Eastern Ontario locations, as of today? | Full-time
38
Response
2
140
7
6
15
2
1
8
1
2
20
20
69
65
5
250
35
27
3
2
200
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AgendaItem#8b)
39
Response
40
1
17
30
2
17
2
3
6
5
six
1
6
2
3
2
2
20
1
20
4
1
1
45
1
2
24
4
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AgendaItem#8b)
40
Response
3
5
1000
1
6
1
12
5
170
1
5
3
9
47
17
1
3
1
2
2
1
0
1
1
5
2
10
2
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AgendaItem#8b)
41
Response
40
8
2
9
30
600
26
16
3
2
1
35
5000
2
12
2
1
2
220
22
30
8
1
430
1
1
1
11
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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Page 160 of 340
AgendaItem#8b)
Response
1
1
25
2
2
1
3
1
20
3
1
2
19
10
Question 20. What is the TOTAL EMPLOYMENT in your organization across all Eastern Ontario locations, as of today? | Regular Part-time
42
Response
10
1
4
4
6
1
12
0
15
1
5
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AgendaItem#8b)
43
Response
1
5
1
1
12
2
1
4
1
5
3
10
3
2
1
0
10
500
1
0
4
0
1
2
1
9
0
2
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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AgendaItem#8b)
Response
4
5
1
1
10
1
1
3
2
1
4
2
5
2
1
2
0
0
0
12
Question 20. What is the TOTAL EMPLOYMENT in your organization across all Eastern Ontario locations, as of today? | Seasonal, Contract or Temporary
44
Response
7
6
2
1
6
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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AgendaItem#8b)
45
Response
2
25
12
13
5
30
2
1
1
4
1
1
4
1
1
1
4
4
3
7
2
60 volunteers
5
10
1
2
1
2
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AgendaItem#8b)
46
Response
0
5
1
6
5
1-6
0
1
2
2
10
2
0
6
1
1
2
1
2
4000
3
1
2
2
1
2
30
1
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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AgendaItem#8b)
Response
15
25
14
2
5
6
17
0
1
2
2
22
2
0
Question 20. What is the TOTAL EMPLOYMENT in your organization across all Eastern Ontario locations, as of today? | Total
47
Response
10
146
13
11
15
8
1
2
4
45
44
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AgendaItem#8b)
48
Response
82
80
11
285
38
32
4
3
2
200
56
1
17
30
19
5
10
7
6
2
6
7
2
2
20
4
27
4
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AgendaItem#8b)
49
Response
61
60
4
2
5
4
15
1500
2
2
8
5
170
1
4
10
3
10
47
23
10
2
3
10
0
1
2
2
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AgendaItem#8b)
50
Response
5
6
20
45
14
3
10
28
16
3
2
37
5
9000
5
15
4
4
2
220
22
30
9
460
2
1
18
41
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response
3
39
8
20
1
4
3
22
25
3
2
19
22
Economic Developers Survey Question 1. How would you describe the ECONOMIC STRENGTH of the EASTERN ONTARIO ECONOMY as a whole? Response
51
Chart
Percentage
Count
Regional economy is showing strong year-over-year growth
1%
2
Regional economy is showing modest but steady growth
35%
63
Regional economy is volatile, declining one year and growing the next
22%
39
Regional economy is flat/no real year-over-year growth
25%
44
Regional economy is in decline
13%
24
Other (please describe)
2%
3
Don’t know/can’t say
2%
3
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response
Chart
Percentage
Total Responses
Count 178
Question 1. How would you describe the ECONOMIC STRENGTH of the EASTERN ONTARIO ECONOMY as a whole? (Other (please describe))
Response
growth is limited and varies across the region with some areas in decline
economy is slowing
North Hastings is unique in its depth of poverty and lack of job opportunities
Question 2. How would you RATE Eastern Ontario as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
7%
13
Very good
31%
55
Good
30%
53
Fair
24%
42
Poor
6%
10
Don’t know/can’t say
3%
5
Total Responses
178
Question 3. How would you RATE Eastern Ontario’s performance on PROMOTING the REGION as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
2%
3
Very good
18%
32
Good
33%
58
Fair
27%
48
Poor
15%
26
Don’t know/can’t say
6%
10
Total Responses
52
177
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 171 of 340
AgendaItem#8b)
Question 4. How would you RATE Eastern Ontario’s performance on ADVOCATING for IMPROVEMENTS that make the region more ATTRACTIVE as a place to START OR GROW a BUSINESS? Response
Chart
Percentage
Count
Excellent
5%
8
Very good
15%
27
Good
33%
58
Fair
30%
53
Poor
12%
21
Don’t know/can’t say
6%
10
Total Responses
177
Question 5. Does your organization have a recent STRATEGY OR PLAN for how you will stimulate economic development in the COMMUNITY YOU SERVE you serve? (‘Recent’ would be a strategy/plan completed in the past two years). Response
Chart
Percentage
Count
Yes
69%
110
No
18%
28
Don’t know/can’t say
7%
11
Other, please specify…
6%
10
Total Responses
159
Question 5. Does your organization have a recent STRATEGY OR PLAN for how you will stimulate economic development in the COMMUNITY YOU SERVE you serve? (‘Recent’ would be a strategy/plan completed in the past two years). (Other, please specify…)
53
Response
Preparing one now
working on one
In process
trying to look at development opportunities
strategy on sustainable development which includes the economy
In the process of developing an economic strategy
in process of developing
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 172 of 340
AgendaItem#8b)
Response
In the process
Transportation
Currently in development
Question 6. In WHAT AREAS OF ECONOMIC DEVELOPMENT does your organization work? Response
54
Chart
Percentage
Count
Business attraction (outbound marketing, hosting tours/visits)
47%
71
Business retention (helping existing businesses solve problems/fill gaps)
56%
85
Business expansion (helping existing businesses capitalize on market opportunities and grow their businesses)
48%
73
Providing or helping business access capital/financing or public funding
43%
65
Helping business with municipal or other development processes
50%
76
Market research or sector analysis to identify economic development opportunities
34%
52
Assisting with workforce research or development of labour market strategies
25%
37
Networking local companies or other stakeholders for supply chain development
34%
52
Helping businesses carry out R&D or commercialization activities
13%
20
Identifying and developing plans to address infrastructure gaps
26%
39
Providing entrepreneurship support (access to information, training, mentorship, low-cost facilities for start-ups
46%
69
Developing, sourcing or delivering work force education or skills training
23%
34
Other, please specify…
18%
27
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 173 of 340
AgendaItem#8b)
Response
Chart
Percentage
Total Responses
Count 151
Question 6. In WHAT AREAS OF ECONOMIC DEVELOPMENT does your organization work? (Other, please specify…)
55
Response
Tourism Development
business advocacy
Destination development
training
Municipal Government
0
Employment Services
Adult Education
tourism development
GIS Services
Immigrant and newcomer services
Not for profit environmental membership organization
Municipal govt
Tourism product development
Stimulating nontraditional economic actors
improving amenities and life style appeal within community
builder
see below
Tourism Destination
Selling fire equipment
Municipal
Tourism Marketing and Development Healthcare Sector Development People Attraction
1
Chamber of Commerce
education and training
Hire people
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 174 of 340
AgendaItem#8b)
Response
land mgmt and sale coordinate destination marketing development incentives
Question 8. Please choose the TOP THREE SECTORS that you believe to be the STRONGEST ECONOMIC SECTORS in the COMMUNITY YOU SERVE — those sectors that make the largest contribution to the economic health of the community. Next, choose the TOP THREE SECTORS for the EASTERN ONTARIO REGION as a whole.
56
Strongest in the community I serve
Strongest across Eastern Ontario as a whole
Total Responses
Agriculture or value-add agricultural products
61 (73%)
53 (63%)
84
Biotechnology
5 (100%)
2 (40%)
5
Cleantech (Environmental Technologies)
4 (80%)
2 (40%)
5
Education and Training (public or private sector)
19 (56%)
20 (59%)
34
Energy - Conventional (oil & gas, nuclear)
5 (71%)
2 (29%)
7
Energy - Renewable (solar, wind, biomass, hydroelectric)
9 (53%)
11 (65%)
17
Forestry or value-add wood products
16 (70%)
11 (48%)
23
Healthcare, Health and Wellness (public or private sector)
36 (84%)
20 (47%)
43
Scientific and Technical Services (architectural, engineering, laboratories)
5 (71%)
4 (57%)
7
Business Services (legal, accounting, insurance, finance)
7 (50%)
8 (57%)
14
Manufacturing, Processing or Fabrication
36 (78%)
27 (59%)
46
Transportation and Logistics
20 (47%)
29 (67%)
43
Tourism and Hospitality
79 (77%)
74 (72%)
103
Recreation and Sports
18 (75%)
10 (42%)
24
Information and Communications Technologies (ICT)
8 (67%)
6 (50%)
12
Mining, Aggregates or Oil & Gas Extraction
5 (83%)
2 (33%)
6
Utilities
2 (100%)
0 (0%)
2
Retail Trade
24 (71%)
19 (56%)
34
Wholesale Trade
2 (67%)
1 (33%)
3
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 175 of 340
AgendaItem#8b)
Strongest in the community I serve
Strongest across Eastern Ontario as a whole
Total Responses
Arts, Culture and Entertainment
18 (72%)
12 (48%)
25
Public services (example: government, institutions)
24 (53%)
35 (78%)
45
Construction
27 (84%)
12 (38%)
32
Other
3 (75%)
1 (25%)
4
Question 9. Which, if any, of the following REGIONAL ATTRIBUTES do you believe give BUSINESSES in Eastern Ontario an ADVANTAGE in today’s marketplace? Response
57
Chart
Percentage
Count
Skilled and semi-skilled work force
39%
52
Transportation systems (road, rail, air, water)
45%
61
Quality of life (includes cultural services, affordable housing, recreation, natural environment)
81%
109
Natural resources (land, forest, water, wildlife)
47%
64
Financial institutions and public funding programs
21%
29
Emergency services (fire, police, ambulance)
16%
21
Public services such as health care or education
34%
46
Broadband/high-speed internet
38%
51
Advocacy groups or regional champions
16%
21
Regional marketing organizations
19%
26
Municipal infrastructure (serviced land, water & sewer, energy)
21%
29
Business service organizations (legal, accounting, insurance)
12%
16
Development processes (for planning approvals, permits etc.)
16%
22
Not-for-profit organizations
19%
25
Education and training services
30%
41
Competitively priced raw materials or energy inputs
11%
15
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 176 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Innovation services (R&D, commercialization, networks/groups)
14%
19
Economic development services (includes incubators, business parks)
28%
38
Scientific and technical service organizations (architectural, engineering, laboratories)
10%
13
Other
3%
4
Total Responses
135
Question 9. Which, if any, of the following REGIONAL ATTRIBUTES do you believe give BUSINESSES in Eastern Ontario an ADVANTAGE in today’s marketplace? (Other)
Response
Location is an advantage since Ottawa and Toronto are so close
Access to US markets
Community Futures Corporations
I just like it here
Question 10. Which, if any, of the following REGIONAL ATTRIBUTES do you believe put BUSINESSES in Eastern Ontario at a DISADVANTAGE in today’s marketplace? Response
58
Chart
Percentage
Count
Skilled and semi-skilled work force
31%
42
Transportation systems (road, rail, air, water)
38%
51
Quality of life (includes cultural services, affordable housing, recreation, natural environment)
2%
3
Natural resources (land, forest, water, wildlife)
4%
5
Financial institutions and public funding programs
17%
23
Emergency services (fire, police, ambulance)
3%
4
Public services such as health care or education
6%
8
Broadband/high-speed internet
28%
37
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 177 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Advocacy groups or regional champions
17%
23
Regional marketing organizations
16%
21
Municipal infrastructure (serviced land, water & sewer, energy)
41%
55
Business service organizations (legal, accounting, insurance, finance)
4%
6
Scientific and technical service organizations (architectural, engineering, laboratories)
22%
29
Development processes (for planning approvals, permits etc.)
30%
40
Not-for-profit organizations
2%
3
Education and training services
11%
15
Competitively priced raw materials or energy inputs
23%
31
Innovation services (R&D, commercialization, networks/groups)
35%
47
Economic development services (includes incubators and business parks)
23%
31
Other, please specify…
7%
10
Total Responses
134
Question 10. Which, if any, of the following REGIONAL ATTRIBUTES do you believe put BUSINESSES in Eastern Ontario at a DISADVANTAGE in today’s marketplace? (Other, please specify…)
59
Response
Governments
Lack of entrepreneurial startup incubators and accelerators
Grid capacity
Low American Dollar and Economy
Regulations
see below
large geographic area
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 178 of 340
AgendaItem#8b)
impossible to answer
political partisanship
Provincial permits
Question 11. How optimistic are you that EASTERN ONTARIO’S ECONOMY will be STRONGER in the future —- the next 3 to 5 years — than it is today? Response
Chart
Percentage
Count
Very optimistic
13%
18
Somewhat optimistic
64%
86
Somewhat pessimistic
16%
22
Very pessimistic
4%
6
Don’t know/can’t say
1%
2
Other, please specify…
0%
0
Total Responses
134
Question 12. How optimistic are you that YOUR COMMUNITY’S ECONOMY will be STRONGER in the next 3 to 5 years than it is today? Response
Chart
Percentage
Count
Very optimistic
22%
29
Somewhat optimistic
61%
82
Somewhat pessimistic
12%
16
Very pessimistic
3%
4
Don’t know/can’t say
1%
2
Other, please specify…
1%
1
Total Responses
134
Question 12. How optimistic are you that YOUR COMMUNITY’S ECONOMY will be STRONGER in the next 3 to 5 years than it is today? (Other, please specify…)
60
Response
guardedly optimistic
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 179 of 340
AgendaItem#8b)
Question 13. Which of the following SECTORS do you think are MAJOR ECONOMIC DEVELOPMENT OPPORTUNITIES for Eastern Ontario? Which sectors do you think are MINOR ECONOMIC DEVELOPMENT OPPORTUNITIES for the region?
61
Major Opportunity for Eastern Ontario
Minor Opportunity for Eastern Ontario
Don’t know/Can’t say
Total Responses
Agriculture or value-add agricultural products
86 (75%)
26 (23%)
3 (3%)
114
Forestry or value-add wood products
29 (29%)
55 (54%)
17 (17%)
101
Business Services (legal, accounting, insurance, finance)
18 (18%)
72 (73%)
9 (9%)
98
Manufacturing or Processing
42 (37%)
64 (57%)
8 (7%)
113
Energy - Conventional (Oil, gas, nuclear)
19 (20%)
40 (42%)
36 (38%)
95
Energy - Renewable (Wind, Solar, Biomass, Hydroelectric)
54 (49%)
49 (44%)
9 (8%)
111
Biotechnology including biomedical and industrial biotech
31 (30%)
55 (53%)
18 (17%)
103
Transportation and Logistics
66 (62%)
33 (31%)
8 (7%)
107
Cleantech (Environmental Technologies)
43 (41%)
49 (47%)
12 (12%)
104
Education and Training (classroom-based or online)
54 (51%)
42 (40%)
10 (9%)
106
Health care/health and wellness
68 (63%)
38 (35%)
5 (5%)
108
Tourism and Hospitality
106 (85%)
20 (16%)
0 (0%)
124
Recreation and Sports
49 (44%)
48 (43%)
15 (14%)
111
Information and Communications Technology
45 (42%)
54 (50%)
8 (7%)
107
Scientific and Technical Services (architectural, engineering)
29 (28%)
57 (55%)
18 (17%)
103
Mining, aggregates or Oil & Gas Extraction
13 (14%)
53 (56%)
30 (32%)
95
Utilities
10 (11%)
50 (56%)
30 (33%)
90
Retail Trade
29 (31%)
57 (61%)
8 (9%)
93
Wholesale Trade
19 (21%)
46 (51%)
26 (29%)
91
Construction
47 (47%)
41 (41%)
14 (14%)
101
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 180 of 340
AgendaItem#8b)
Question 15. What would be your TOP THREE PRIORITIES for economic development in Eastern Ontario? Response
Chart
Percentage
Count
Broadband/high-speed internet
23%
31
Mobile/cell phone services
5%
6
Advocacy with upper levels of government on business issues
16%
21
Transportation infrastructure (road, rail, air, water)
30%
40
Access to capital/financing
33%
43
Workforce - expand the pool
12%
16
Workforce - improve skill levels or education
25%
33
Business infrastructure - serviced land, utilities such as water and sewer, energy
29%
38
Community amenities (recreation, culture)
6%
8
Facilities for start-ups/incubators
11%
15
Supply chain development
12%
16
Innovation services to stimulate development of new businesses, products or services
33%
44
Business networking (to encourage information-sharing, partnerships, joint bids/tenders)
11%
14
Regional marketing programs
14%
18
Sector-based marketing programs
12%
16
Attraction and/or Retention of Youth (under 30 years)
39%
51
Total Responses
132
Question 16. Which, if any, of the following WORKFORCE issues is a CONCERN in your COMMUNITY? To the best of your knowledge, which of these issues is a CONCERN across EASTERN ONTARIO as a whole?
Finding workers with skills
62
Concern in our community
Concern across Eastern Ontario
Not an issue at all
Don’t know/can’t say
Total Responses
61 (54%)
75 (66%)
16 (14%)
10 (9%)
113
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 181 of 340
AgendaItem#8b)
Concern in our community
Concern across Eastern Ontario
Not an issue at all
Don’t know/can’t say
Total Responses
Accessing training for existing employees
39 (39%)
43 (43%)
29 (29%)
17 (17%)
101
Accessing higher education for employees or local labour force
41 (41%)
34 (34%)
33 (33%)
16 (16%)
101
Accessing workers in the skilled trades
62 (56%)
70 (64%)
17 (15%)
9 (8%)
110
Finding temporary/shortterm workers
26 (26%)
23 (23%)
40 (40%)
24 (24%)
99
Labour laws and regulations
22 (21%)
29 (28%)
40 (38%)
29 (28%)
104
Finding workers at competitive wages
35 (33%)
42 (40%)
40 (38%)
15 (14%)
105
Workforce health and safety
17 (16%)
17 (16%)
57 (55%)
25 (24%)
104
Workforce productivity
34 (34%)
32 (32%)
30 (30%)
28 (28%)
101
Finding workers who are ‘good fit’ with our organization
50 (45%)
49 (44%)
32 (29%)
16 (14%)
111
Strategies to attract immigrants
34 (31%)
43 (39%)
31 (28%)
23 (21%)
109
Strategies to attract and/or retain youth
92 (76%)
91 (75%)
2 (2%)
3 (2%)
121
Encouraging greater participation in the labour force
34 (34%)
44 (44%)
25 (25%)
24 (24%)
101
we need
Question 17. Which of the following DECISIONS have you observed in BUSINESSES IN YOUR COMMUNITY over the past 18 months (since the start of 2012)?
63
Many businesses in our community
A few businesses in our community
No businesses in our community
Don’t know/can’t say
Total Responses
Reductions in numbers of employees
11 (10%)
74 (68%)
8 (7%)
18 (17%)
109
New hiring or expanded hours for existing employees
12 (11%)
62 (57%)
21 (19%)
14 (13%)
109
Closure of operation/office
10 (9%)
81 (73%)
10 (9%)
11 (10%)
111
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 182 of 340
AgendaItem#8b)
Many businesses in our community
A few businesses in our community
No businesses in our community
Don’t know/can’t say
Total Responses
Opened/expanded operation/office
12 (11%)
70 (64%)
17 (16%)
10 (9%)
109
New product/service introduction
8 (7%)
70 (65%)
16 (15%)
14 (13%)
108
Elimination of product or service
6 (6%)
52 (50%)
16 (15%)
30 (29%)
104
Investment in research and development (inside or outside the business)
11 (10%)
34 (31%)
22 (20%)
41 (38%)
108
Purchase of major assets (land, buildings, equipment)
12 (12%)
63 (61%)
23 (22%)
7 (7%)
104
Sale of major assets such as land, buildings, equipment
8 (8%)
45 (45%)
24 (24%)
22 (22%)
99
Increased production or service delivery
8 (8%)
50 (50%)
20 (20%)
23 (23%)
101
Reduced production or service delivery
6 (6%)
58 (55%)
17 (16%)
24 (23%)
105
Launched new marketing programs/campaigns or increased sales efforts
14 (13%)
56 (52%)
21 (20%)
16 (15%)
107
Question 18. What would be your TOP THREE PRIORITIES for economic development in EASTERN ONTARIO? Response
64
Chart
Percentage
Count
Broadband/high-speed internet
27%
34
Mobile/cell phone services
9%
11
Advocacy with upper levels of government on business issues
24%
31
Transportation infrastructure (road, rail, air, water)
31%
39
Access to capital/financing
23%
29
Work force - expand the pool
9%
12
Work force - improve skill levels or education
25%
32
Business infrastructure - serviced land, utilities such as water and sewer, energy
30%
38
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 183 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
Community amenities (recreation, culture)
7%
9
Facilities for start-ups/incubators
13%
16
Supply chain development
10%
13
Innovation services to stimulate development of new businesses, products or services
35%
45
Business networking (to encourage information-sharing, partnerships, joint bids/tenders)
9%
12
Regional marketing programs
11%
14
Sector-based marketing programs
13%
16
Strategies for attracting and/or retaining youth (under 30 years)
26%
33
Total Responses
127
Question 20. What is YOUR ROLE in the organization you represent in completing this survey? Response
Chart
Percentage
Count
Member of Executive Team for a public sector organization
8%
10
Economic Development Officer for a municipality
24%
30
Member of Executive Team for a not-for-profit organization
12%
15
Employee of a public sector organization or not-for-profit
20%
24
Director/Board Member
15%
19
Other, please specify…
20%
25
Total Responses
123
Question 20. What is YOUR ROLE in the organization you represent in completing this survey? (Other, please specify…)
65
Response
Executive Director
CAO/Clerk
Executive Director for a not-for-profit
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 184 of 340
AgendaItem#8b)
Response
Director of a BIA and Project Facilitator for a regional Economic Development Committee
Municipal Clerk
EDA
Volunteer
CAO
Professor, School of Business
Manager, Development
Mayor
municipal councilor
Director of Economic Development
Municipal Council
retired
company president
Executive Director
Municipal Economic Development Committee
Mayor
Elected Official
Manager
Program Leader Skills Training and Technology
Planner/Economic Development Officer
Question 21. In what PART OF EASTERN ONTARIO do you WORK most often? Response
66
Chart
Percentage
Count
Haliburton County
3%
4
City of Kawartha Lakes
2%
3
Northumberland County
3%
4
Peterborough County
2%
2
City of Peterborough
2%
2
Prince Edward County
2%
3
Hastings County
7%
9
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 185 of 340
AgendaItem#8b)
Response
Chart
Percentage
Count
City of Belleville
4%
5
City of Quinte West
1%
1
Lennox and Addington County
5%
6
Frontenac County
2%
2
City of Kingston
8%
10
Leeds and Grenville County
17%
21
Town of Gananoque
2%
3
Town of Prescott
1%
1
Lanark County
3%
4
Town of Smiths Falls
1%
1
Stormont, Dundas and Glengarry County
10%
12
City of Cornwall
2%
2
Prescott-Russell County
2%
3
Renfrew County
10%
12
City of Ottawa
2%
2
Other, please specify…
8%
10
Total Responses
122
Question 21. In what PART OF EASTERN ONTARIO do you WORK most often? (Other, please specify…)
67
Response
Our territory includes SDG and PR counties
Stirling-Rawdon
North Hastings
North Renfrew (Deep River/Chalk River corridor)
Leeds and Frontenac
Durham Region
Throughout eastern Ontario and beyond
North Hastings County
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 186 of 340
AgendaItem#8b)
Economic Developers Survey Full Responses Question 6A. (Optional) If you wish to elaborate on your answers to question 6, please use the text box below. |
68
Response
nn
We are also highly involved with creating better collaborations between post-secondary education institutions and communities and businesses
Our community in Eastern Ontario is largely rural with several small towns and villages throughout. We are targeting “Lone Eagles” - people who are currently living in larger metropolitan areas who wish to escape the city life and bring their transferable skills and talents to a rural setting. To help do this, and make our community more attractive, we have commenced the implementation of our new Cultural Plan, we continue to implement our Premier-ranked Tourism Master Plan and we showcase creative entrepreneurs already working and living here through a series of networking/promotional events held quarterly throughout the year.
As a small municipality of less than 20,000 we do not have the resources to carry out a lot of business attraction. We concentrate most of our efforts on business retention and expansion and partner with the upper tier municipal government as well as Ontario East Economic Development Commission to help us with business attraction.
we are in the process of create a strong team locally, to work together and leverage our efforts across our region
Our volunteer organization, Comfort Country, initiates strategic partnerships to promote and market the four villages and five municipalities in Comfort Country. Our target is both within Comfort Country and surrounding areas.
Helping agriculture gain a profile and promoting local food and agricultural products to a variety of sectors i.e.: chefs/restaurants, schools/colleges, tourism industry, and consumer groups.
At the Chamber we offer services that work with existing businesses to help them manage their day to day operations. We also help them by promoting their business and by encouraging them to develop their networks through events and other opportunities.
Completion of community-based projects to help local business overcome challenges
The Township of Whitewater Region is taking a more active role in facilitating entrepreneurship training for the local business community.
Municipality with upper tier Econ Dev. Primary roles: 1) facilitate local development inquiries and support proponents in making connections with Econ Dev and CFDCs; 2)provide for development review; 3)long term planning to support a flexible and responsive policy framework (progressive planning, Official Plan, zoning, CIPs etc.)
Economic Development activities are a local municipal responsibility while the County focuses on the tourism sector. The Community GIS is a service that assists businesses and tourists in finding their way in the County. It should be noted that many of the current GPS programmes that are available to the public contain outdated and incomplete mapping information. As a result, there is a greater reliance on the information contained in the County’s Community GIS Platform for delivery services and the travelling public.
IMO…Business locates in a COMMUNITY which is receptive and supportive…I do not believe that REGIONAL INITIATIVES would be COST EFFECTIVE OR COST EFFICIENT…
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 187 of 340
AgendaItem#8b)
69
Response
I am NOT convinced that REGIONAL INITIATIVES are an EFFECTIVE OR AN EFFICIENT EXPENDITURE OF DOLLARS…
FOCA represents thousands of waterfront property owners in more than 80 lake associations in eastern Ontario. Lake associations work to strengthen the local community and environment, and waterfront property owners are a rural Ontario group that make significant economic contributions, both to the municipal tax base and through expenditures in rural communities in eastern Ontario. FOCA advocates to supporting infrastructure and policy making that encourages healthy and sustainable waterfronts.
Municipality
Networking businesses in both our area and neighbouring jurisdictions in an effort to promote innovation and collaboration in business development and attraction in knowledge economy.
The County currently is too hung up on seeking traditional forms of economic activity, i.e. manufacturing, etc. While it has supported tourism development, it has not addressed a number of non-traditional activities such as the arts, recreation, local food, etc. Moreover, it refuses to recognize/support organizations that provide economic development in these latter areas.
we have a comprehensive economic revitalization scheme for our village that focuses on some basic infrastructure improvements (road/sidewalks), addition of assets (parkland), creation of focal points for visual appeal and accessibility, water quality initiatives, tourism product development and marketing/branding initiatives
As a destination marketing organization, all of our economic development initiatives are tourism related or impact the tourism industry directly.
Too much work to be done and not enough manpower and resources to do it. Providing postsecondary Co-op opportunities would satisfy several areas of economic development.
Establish a " Business Group " that will focus on innovation centre ( incubate ) , youth business development , and business services ( plans , mentoring , market research )
We publish a guide of tourism attractions and local food, arts, heritage sites, trails, etc.
I am in the retail sector. Growth is very limited. The influx of tourism is greatly needed to keep small retailers open in this area.
As a Chamber of Commerce we support businesses in our community in many ways. We provide some promotional opportunities, marketing, affinity programs, business-to-business discounts, networking and advocacy
We are a municipality in the process of pulling together and economic development plan and strategy.
The City of Toronto has developed an active strategy to work with education providers to help attract international students to the city. They see them as adding tremendous economic value while they are in school and as a source of highly skilled immigrants once they graduate. Our region doesn’t seem to want to pursue similar goals in any concerted way.
Instead of each of the areas competing against each other there should be combined business shows done at such places as Upper Canada Village and NavCan
Our group, a citizen committee in Haliburton County called the “County Swimming Pool Initiative”, is trying to convince our County and municipal councils that a recreation centre with an indoor pool would help attract consumers to our business hubs rather than lose these consumers to other regions which have such facilities. It would also help retain the seniors within the County when they move off the lakes because they are unable to maintain their lake properties.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 188 of 340
AgendaItem#8b)
Response
We are one of the local School Boards
LAND AQUISITION AND PUT TOGETHER STRATEGIC ALLIANCES IN ORDER TO BRING INDUSTRY TO THE AREA
Our organization is currently developing an business attraction/retention plan for North Hastings.
We are a BIA with a focused mandate on economic development in the downtown core.
We operate three businesses in Eastern Ontario and we hire people to work at these. Sometimes I feel we are too heavy on government agencies and that the wages and benefits that these agencies pay make it difficult for private companies to compete.
As a small municipality with limited staff resources, much of the role involves maintaining and creating a network of contacts and then trying to connect business with the right other private sector or government sector contacts that collaboratively assist the municipality with the delivery of economic development services.
Question 7. Please describe any SPECIAL INITIATIVES your organization is working on that could help to IDENTIFY OR CAPITALIZE on economic opportunity, either in your community or across the region. |
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Response
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We have created a new staff position (Innovation Officer) to help drive increased technology use in businesses. We are developing a private-public model for early stage equity investment in high growth potential firms (ICT and media). We are developing new partnerships with DEFAIT and Canadian Consulates in the US to improve access to US markets and new investment in eastern Ontario. We are continuing to build community/business and university relationships through innovative projects that engage students and faculty- i.e. Queen’s Innovation Connector
Tourism Development has begun this year to attract Ottawa Markets to our community, day tripping
Our municipality is in the process of development and economic strategic plan to establish goals and actions for future economic growth in the municipality that will in turn support economic growth goals throughout the region.
As mentioned in the answer to 6a, we are implementing our 10-year Cultural Plan, we continue to implement our Premier-ranked Tourism Master Plan, and we hold a series of creative networking events to showcase creative workers and businesses already operating here. The presentations at our creative events are recorded on video and posted on our YouTube channel. Then we blog about them and link the videos to our Facebook and Twitter accounts. Ideally this helps promote our “Place”. What we find here is that we’re not “selling land”, but rather “selling place”. Telling “the story” is key.
We carried out a labour force survey to identify what occupations employers will be seeking in the next 18 months and are now working with our local community college to line up courses needed. We are also finalizing a downtown revitalization project.
in process of preparing a Strategic Plan
Locally working on a Bio/Ag document refresh to capture opportunity for supply chain and valueadd complementary business opportunity. Regionally assisting with farmers promotion of goods through marketing efforts, ie. print/web/email for local consumption.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 189 of 340
AgendaItem#8b)
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Response
Through our portfolio of Loan Clients, we are building a “virtual” community of innovative companies that can share information, resources and support.
International tourism
Community Improvement Program - offering financial assistance to storefront improvements
A North Hastings Regional Profile is being developed to be added to the northhastings.com website as a one stop resource for potential entrepreneurs, investors and new residents. The goal is to transform the website into an economic development tool. Professional videos are being developed to target new entrepreneurs/residents and new investors in North Hastings. A Seasonal Residents Survey is underway in partnership with Hastings County to learn more about the habits, interests and intentions of this group that occupies 41% of permanent dwellings in North Hastings. In addition, personal visits with presentations are being made to a number of Cottage Association AGMs this summer to inform them of the survey and to “sell” North Hastings as a place to relocate, open a business you have always wanted to have or invest. The Bancroft BIA is working in cooperation with the Town to develop the downtown as a marketable destination in the region.
Horton Township offers to bring together a company searching for property with a property owner who has previously identified that their property is available for commercial/industrial development. The Township has pre-zoned commercial and light industrial property located on the east and west sides of Renfrew. This strategy has brought two commercial businesses to the Township - RONA and Jackson Toyota.
Nothing new is being developed at this time, but area maps and information booklet for the area continue to be produced and are well received.
For Napanee area opportunity to develop tourism around future development of microbrewery, current chocolate store, vineyard, honey maker in area, similar to Picton area. What ways can different levels of government make it easier to say yes to potential businesses interested in moving to this area? What businesses can we attract to the eastern Ontario area to draw people to the area and make it a destination? Examples might be a Cabelas, Gander Mountain; another example would be a waterpark.
Labour force adjustment and collaboration forums with industry and labour agencies Immigration Attraction Tourism attraction and product development Supply chain procurement initiative at varied times Regional economic development governance and customized approach to this initiative Investment attraction through OEEDC sector teams Industrial/Business Park development for future capacity
Creating networking opportunities among farmers and farm related businesses, as well as helping to find connections to health related agencies and educational facilities for food and agricultural products.
Municipality has purchased industrial lands that will be serviced and sold to developers. An Industrial Park business plan has been completed to look at market demand and land supply, as well as an action plan for marketing and promotions.
Working with local entrepreneurs to help them fill the existing gaps in products/services being provided.
We have the following special initiatives: Make-Way-for-Youth is a project aiming to: - prevent youth out-migration - promote the integration of bilingual young post-secondary graduates in the region - respond to our businesses’ needs for skilled labour. Groups of graduates are invited to discover our region, its employers and resources. Employers have the chance to meet with qualified labor and explore job opportunities. La Bonne Affaire: a project aiming to sensitize
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 190 of 340
AgendaItem#8b)
Response businesses on the advantages of hiring new comers to the area. Training workshops on entrepreneurship and employability for newcomers. Naturallia: Naturallia 2013 is a global business-to-business matchmaking event. Involving 200 companies from across Canada and around the world. Réseau M: A network providing training modules targeted to entrepreneurs in Ontario.
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Creation of a niche processing facility to support second source farm income, attract potential new investment and create a supply source/hub for local food. Significant investment in immigration attraction strategies along with coordinating the necessary infrastructure to support this investment. Workforce research/development to determine where the jobs will be within the next 18-24 months in the hopes of coordinating post-secondary institutional direction.
The Township hopes to host an OHTO Tourism Workshop in the coming months.
Eastern Ontario Development Program
Economic potential study of rivers Ecology centre Entrepreneurship academy Local food hub special agri-tourism projects Cultural Plan Social media initiatives Corporate and regional branding Development of cycling initiatives as well as a strategic plan Development of partnerships with Québec neighbours Business attraction to improve accommodation in the region
5 year master plan, offering documents in English/mandarin/French, branding and pushing out our area to general public
Tourism development in supporting ongoing feasibility analysis and marketing/promotion of a Natural History Museum in Quinte West. Youth retention through partnership with the Canadian Youth Business Foundation and the development/funding of young entrepreneurs as well as directing grant capital to employers as incentives to hire Loyalist College graduates as well as funding skills competitions for high school students with bursaries to Loyalist as rewards.
Regional tourism plan
Support to Local Food Knowledge based economy Youth retention Community capacity building projects Transportation Tourism initiatives
Later in 2013 and into 2014, the County will be developing a Growth Plan and will start the five year review of the County Official Plan. In 2013, the County completed a detailed Housing Analysis for the region. The information provided in the background study will be used by the County as a starting point for growth management policies. In addition, the development community has been and continues to access this information as a basis of current supportable evidence on which to build business cases.
The Township of Edwardsburgh/Cardinal is owner of the Port of Johnstown which is currently undergoing a $35M wharf expansion. The Port General Manager, under the direction of Council and with the assistance of a consultant with extensive experience in Port operations, is developing a new business plan that will identify opportunities for increased commodity handling and will provide a strategy to pursue those opportunities. It is expected that this will lead to significant economic growth in the area.
We work very closely with our business partners to promote our portion of the region to develop employment opportunities and job retention for the benefit of all partners. Much of this work involves specific joint initiatives such as business recognition, and promotion.
Our Committee has conducted an Economic Development Strategy. As part of the things we were told to do as a result of it, developing a business plan for the township’s port was one. Through it, we are looking at new business opportunities for the region. Beyond that, we are determining what businesses and people we would like to attract to the area - and hopefully, how to go about
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 191 of 340
AgendaItem#8b)
Response attracting them in the future. With some focus on what we need to attract, we can narrow down our search and promotion can be more effective.
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DEVELOPMENT AND EXPANSION OF THE PORT OF PRESCOTT….
EXPANSION & DEVELOPMENT of the PORT OF PRESCOTT
Smiths Falls has a Sister-City Agreement in place (2010) that provides for collaboration between our community and Xiangyang, Hubei Province, China. Agreements were signed while we were in China in 2010 covering tourism investment, industry, arts and culture, research and development, commerce, new technology, education. We have participated in the world’s largest business investment trade show in Cannes, France in both 2011 and 2012 as part of the Ontario Ministry of Tourism’s Investment Team (6 communities from across Ontario).
Much effort is given to the wellbeing of Calypso Water Park, which created mor3e than 500 student jobs every summer.
Water Research and Innovation Network (WRAIN) Providing commercialization services to businesses involved in the water sector. Providing demonstration site opportunities for companies seeking to prove their technologies. Leading Livestock Genetics. Export opportunities for livestock genetics, especially in Asia, with accompanying after-care opportunities, such as feedstocks, health-related opportunities, etc…
The Frontenac Arch Biosphere Network has a ten-year history of successful promotion of sustainable economic development but has a difficult time being recognized as a major player in the region. Its local food programme is one of the biggest in Canada. Its FAB Experiences programme will be unique in North America.
The Frontenac Arch Biosphere Network has active programs in local food, arts, trails, education, heritage and conservation. These programs network both businesses and organizations, to build local economies, through the lens of sustainability (the four pillar model), according to our UNESCO mandate. A new initiative to build regional itinerary programs, FAB Experiences, is one program that interconnects all networks, and is designed to bring a sustainable tourism focus into the other programs. These programs operate across Kingston, Frontenac County, LeedsGrenville, and southern Lanark County.
Working to network with neighbouring communities to support businesses in those communities.
see above; initiative is called ‘Seeley’s Bay Steps Up’, we are focusing on our location on the Rideau (including lobbying to ‘save’ the Rideau canal which is a desperately important issue here), and our proximity to Hwy 15, Kingston, etc. with an eco-friendly, rural lifestyle brand
-Dragons Den Program in the schools -Workshops for businesses -Working to establish a business park -Targeted Marketing
Tourism product development initiatives to further develop the motorcycle and cycling touring markets.
-small business incubator or resource office -better website -business facilitator (new role) -
Establish a business incubator to make available affordable space and support.
We are working much closer with the township and other business oriented committees. Future plans are being developed.
-We are currently leading a regional research and analysis project that is assessing the future needs of the Eastern Ontario Transportation infrastructure, with a focus on the movement of commercial goods. It is based on the basic premise of the EO Broadband GAP Analysis project we led almost 9 years ago and has resulted in tremendous investments in technology across the
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 192 of 340
AgendaItem#8b)
Response region. - We are also engaged in a number of regional and local efforts inclusive of Business Attraction, animal genetics, water and water certification and waste water treatment(s), and an overall economic development strategy for Eastern Ontario
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Implementing a waterfront plan that seeks development in underutilized areas and an emphasis on public green space. Working with the school on a Dragons Den Program. Working on new investment attraction material and plan. Implementing a cultural plan that builds on community and entrepreneurship.
Rural Business Incubator;
Not that I know of
We are very involved in the Renfrew and Area Health Services Village, an organization that is aggressively recruiting physicians to our area. The investment of time, energy and monetary contributions towards this initiative will produce a boost to economic development in our area and make our area more appealing to businesses, tourism and development.
Supporting destination, tourism, and seasonal visitors.
We have been working on Social Enterprise models to help fund some of our initiatives.
Hired a consultant to pull together an inventory of assets, opportunities and businesses within the municipality. This information will help set the foundation for the economic development strategy.
Investment Support program for local businesses Sector-specific International Trade Missions Community Applicant Tracking System and Recruitment Portal Conference Centre Feasibility & Development study
Official Plan Amendment/Zoning to provide for employment lands strategically located and easily serviced.
We are trying to grow our out-of-area student body, including international students; to help offset the demographic decline of our region and to encourage our graduates to remain in the area upon graduating.
A new younger executive has been elected–they have stores or other types of smaller businesses. This change is expected to bring about major changes in how the business community functions
We have commissioned a Market Demand Feasibility Study to find out the potential membership, fee, and location of a recreational facility within the County. It has just been completed.
We are developing a trails program as well as working on developing a plan that will see us managing approximately 3000 acres of Crown land, and developing a recreational area there.
Tourist Destination development in partnership with appropriate government organizations.
We work with the local economic development corporations, Chamber of Commerce, Technology Councils, and Home Builders to name a few on youth retention as well as youth apprenticeship strategies.
In process of developing an economic development strategy and branding
Developing a Road Map for business. ID sources of info and assistance for starting or growing your business Collaboration on business seminars Facilitate information flow
CONFIDENTIAL
Hosting an international conference Creating a self-sustaining regional tourism itinerary web tool Proposing an international institute for rural sustainability
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 193 of 340
AgendaItem#8b)
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Response
We are concentrating on developing a web-site that can be used not only for information but as an economic development tool for the goal of attraction/retention of new residents/businesses/visitors to North Hastings with increased visibility. We are mid-way through a funded project employing a part-time staff person and subcontracted web design assistance.
Pop up business opportunities, capital project initiative involving partnerships that builds on our natural assets, marketing and promotional material and marketing strategy, target group promotional packages, organization rebuild of focus based on economic development
Developing a monthly bulletin that not only emphasizes accomplishments but business opportunities. We are developing a more comprehensive database and will be informing business about local agencies such as CFDC. Loyalist, County that have assistance programs.
Prince Edward County’s ‘Age in Place’ development is aimed at capitalizing on our aging population and growing popularity as a retirement destination by meeting the growing demand for seniors housing and attracting developers of assisted living, ancillary medical and other associated facilities. This development meets housing needs, bolsters health care services and creates numerous well-paying, full time jobs. PEC Council has recently approved a 50% reduction in development charges for the next 3 years to stimulate development. In 2012 PEC Council established a Community Development Commission (municipal Board) and Community Development Dpt. with staff and financial resources aimed at addressing a number of economic development and community building initiatives including land management, business facilitation, grant management, CIP recommendations, local training workshops, guide destination marketing, leverage heritage as an economic driver and streamline the municipal development process. As part of this mandate, the PEC Community Development Commission has undertaken a community branding exercise and Community Development Strategic Planning process aimed at establishing a high quality and consistent brand for the County built on its existing strengths and growing tourism attraction and to establish clear and quantifiable goals and objectives for economic and community dev’pt for the Municipality moving forward including performance measures, timelines, assignments, priorities and critical paths, respectively.
Increasing internet access to all residents and trying to provide alternative heating options to a rural location.
The organization is working along with other government and private sector interests to try and assist a manufacturing plant in the municipality to restart now that American markets are returning. This would return a large number of jobs to the area and would create spin-off opportunities. One of the key issues challenging the restart is that the cost of electricity in Ontario is becoming a challenge/impediment. Other areas of the province receive credits in a system that provides some industry with reduced electricity rates and portions of eastern Ontario should also be able to access that credit as other areas that receive the credit already have other locational advantages making it a flawed process. To avoid loss of plants like this to the US or even Quebec, and to be able to capitalize on opportunities like this there needs to be a focussed effort to achieve competitive electricity rates for the area. Another special initiative relates to a cultural asset planning exercise which as a spin-off is developing a toolkit for entrepreneurs to start their business. There may be other opportunities as a result of the initiative to use other cultural assets identified through the process as a catalyst for other economic development.
Incubation space, entrepreneurship training for students, re-tooling of PARTEQ tech transfer office
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 194 of 340
AgendaItem#8b)
Question 9A. (Optional) If you wish to elaborate on your answers to question 9, please use the text box below. |
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Response
Question does not allow more than one answer My picks are ED Services Business Service Organizations Development Processes Municipal Infrastructure
I feel we are quickly losing our skilled workforce to those retiring and youth are leaving our communities to go to larger urban centres. I also think we are weak in the area of R&D and commercialization although we seem to be improving. Queen’s University is a value added for Eastern Ontario. Although our community has excellent infrastructure and we have an excellent transportation corridor, some of the smaller, more rural communities struggle with infrastructure.
We are situated in a key area for transportation purposes, just need the border crossing infrastructure improvement completed. Also good opportunity to capitalize on port opportunity in future.
Eastern Ontario cannot compete with central and western Ontario when it comes to big business and industry, but there is so much to promote when it comes to farm products and tourism. Look at how Prince Edward County turned its’ fortunes around in the 1980s by finding alternatives to canning factories and orchards - it is now a wine region to be very proud of and tourism pays the bills all summer. The whole of eastern Ontario can do the same.
I believe all of the above give us an advantage, but is difficult to answer not knowing specifically what other regions are offering and/or who is doing what better.
Youth outmigration continues to be a major problem in rural eastern Ontario. our small villages and hamlets are becoming enclaves of retirees - you can see gas stations and cafes going under
- seniors do not spend $ - young people have to leave to seek job opportunities with potential for future growth
Competitively prices land, lower cost of living, lower cost semi-skilled labour force
It depends on what is meant by “an ADVANTAGE in today’s marketplace”. The question is far to general when talking about “marketplace”. Are we talking about the for-profit or not for profit marketplace? If it’s the renewable energy marketplace we are talking, then it’s not too bad. If it’s the transportation manufacturing marketplace it’s not good at all. If it’s working for the public sector “market” (all three levels of government)… it’s great.
Assuming, of course, a sustainable approach to the use of these resources, else we will soon lose the natural and human resources we have.
On a regional scale, this question is difficult. For example, some areas may have the necessary infrastructure while others may not.
The difficulty with answering some of these questions is the disparity of services/attributes across Eastern Ontario. Some pockets of the region are ‘rich’ in resources of all kinds - and on the contrary, some of the more rural and remote areas are sorely lacking. To me, this disparity issue will be difficult to address in any ‘all-encompassing’ Eastern Ontario economic development strategy.
This question becomes difficult for such a diverse region. For example, transportation systems are an advantage along the 401, but in the northern communities transportation infrastructure is lacking. Similar difficulties arise with items such as development processes, access to public serves and other items. These will change and vary with each community.
There is no advantage living here The costs are higher always heading west
This question, in our opinion was not clear. We feel almost all of the foregoing attributes will give businesses an advantage however we are not confident that all of these attributes exist.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response
If we had the municipal infrastructure – by which I mean the recreational infrastructure – in Haliburton County, we could improve the health of our residents. Many people cannot exercise outdoors, especially in winter; and there’s not a single public recreation facility with an indoor pool in the County of Haliburton!
The advantages we have are underutilized at best.
CHEAP LAND ANND TRANSPORTATION HUBS
My answers refer to North Hastings, not Eastern Ontario as a whole.
Question 10A. (Optional) If you wish to elaborate on your answers to question 10, please use the text box below.
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Response
I think there is great inconsistency across the region at the municipal level in terms of infrastructure, process (development and ecdev.)and services. There is also a lack of coordination between government, business and education when it comes to ecdev.
Innovation Services Broadband Education and training services transportation
By selecting advocacy groups and regional champions I mean elected officials opposed to economic development in general are a disadvantage and by advocacy groups I mean there are often too many committees and citizens groups all attempting to do economic development when that patchwork of efforts could be better streamlined an channeled.
We used to be able to boast about the best energy prices but now energy costs have gone through the roof for our industries.
Broadband is being made available, thanks to EORN, but is still rolling out and not available throughout the area–playing a bit of catch-up at this time. more improvement on transportation systems, I believe, are required, the existing is good; however improvements are necessary to increase opportunity for movement of goods Processes at the local levels for planning and zone changes and the availability of serviced land needs to be improved/increased
In question 9A these were listed as advantages, however not all areas are on equal footing when it comes to these attributes
Governments, both provincial and federal, are only concerned with getting votes out of eastern Ontario. For the rest, they’d rather not hear from us. Eastern Ontario has always been the poor cousin of Toronto and western Ontario. Big business and industry wants to be where the action is and eastern Ontario cannot compete with the larger centres. Only northern Ontario is ignored more, yet both regions have a lot more to offer than Toronto and Ottawa want to believe.
These are items I below our region (and likely others) can improve on - both services and awareness of services.
Yes, I have transportation as advantage and disadvantage - much more could be done to improve
- i.e. intermodal transport, improvements to rail lines, public transit
complete lack of youth retention for the area in SDG
The global economy plays significantly in our manufacturing base dollars. A slow economy in the US has a ripple affect here. Also our energy prices in Ontario are not competitive to Quebec, other than Cornwall who is pulling off the Quebec grid. Energy outages is a significant concern
Need regional rail transportation network for Ottawa (hub and spoke); limited draws for
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 196 of 340
AgendaItem#8b)
Response professional workforce; limited connections between educational intuitions and region (urban to rural) and inter-regional (urban to urban); need dynamic/innovative (technology) and flexible (regulatory) servicing solutions for rural areas (on-site services for higher order development).
The region is disadvantaged by its geography and always will be - low population density; large distances between population centres (all of which are small except for the National Capital Region; weak transportation infrastructure (unless you are located along the 401 or the rail lines), especially for intra-regional air services; and very poor access to high speed internet service. We have lost significant business potential because of poor high speed internet service in our area.
Similar to the response for question 9 where the disadvantages are site specific within the region.
We are at a distinct disadvantage as there are no focus groups discussions being held within the County of Renfrew
The complicated and over-regulated land use planning and permitting process is inhibiting businesses from developing in eastern Ontario. Local governments are overly concerned with regulations and unable to respond to initiatives. Provincial Policy puts the area at a disadvantage. Work force is depleted because youth have left the area to seek opportunities elsewhere,
Advocacy groups and regional champions tend to favour one municipality over another.
see question 9A above.
Lack of public transit puts the population who do not drive at a great disadvantage.
Eastern Ontario is geographically a great place to live but there has to be more than that to attract or retain young creative talent to the area.
LACK OF POPULATION AND INABILITY TO PUT TOGETHER LARGE TRACTS OF LAND.
Non-profits have contributed hugely to quality of life, but hard to say whether they’re an advantage or disadvantage to the $ side of economic development. On one hand, many of their services would not exist if $ profits are required by shareholders. On the other, they may be competing unnecessarily with struggling businesses. On balance, given a level playing field in terms of public help, they’re an advantage, keeping for-profits strong.
Some items are both advantages and disadvantages depending on what part of the larger region that you are located in. Regarding incubators and business parks, it is a disadvantage in that there are not enough areas for start-ups and generally speaking not enough development ready land that is serviced or pre-approved for development. Natural resources are only a disadvantage when it is a situation of conflict with the Endangered Species Act, resulting in long delays or permits. The length of time for processing Environmental Compliance permits can also be a disadvantage and links back in to the ESA permits too.
Question 14. (Optional) Please describe any OPPORTUNITIES you see in NEW/EMERGING sectors or in any NICHES in traditional sectors.
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Response
While ICT is an all-encompassing category, I might separate out media as a distinct sector. I think there is considerable opportunity in this sector.
Bio Technology and Agri Value /Supply Chain, Processing etc.
Non-traditional forest products (biomass, food and personal products, Christmas trees/holiday products) Youth entrepreneurial/innovation centre Tourism Accreditation programs (to raise level of service jobs) Expanded full service community college programs in rural communities tied to
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Response local opportunities Regional product and experience branding
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There are many new and unique food production opportunities in this region where agriculture has played a key role for many generations. The existing products are also being recognized for their high quality.
There are non-traditional opportunities in agriculture and forestry which require promoting. Tourism is one, and growing ethnic foods is another. There are emerging opportunities in forestry which require background work.
Now that high speed service is being upgraded, there is a lot of potential for creative economy jobs - but we have to market ourselves to the large urban centres. there are thousands of people living in Toronto who have no idea the kind of lifestyle they might be able to create for themselves in eastern Ontario
Focus is on aggregates not on oil and gas
E-commerce should be better supported, by continuing the work of making sure high-speed internet is available to all areas of Eastern Ontario. The existing transportation network should support this.
The problem is that every economic region in Ontario (not considering the other provinces) is looking for the same opportunities… in the same sectors. We all need and want more employment and revenue generation opportunities to build, develop and improve our communities for our citizens. I’ve seen the same issues and questions raised in northern Ontario as are being raised in this survey. I don’t know what the answer is, but what I do know is that we need to start focusing on those parts of eastern Ontario’s economy we are very good at and have the greatest opportunity for promoting and expanding… everything else we want can be made to follow. We need cash which means we have to export. If we are not producing an increasing level of goods and services that are in demand and sold to markets outside the eastern Ontario region, we are doomed to continue along an economic path of mediocrity - which is where we sit right now and into the foreseeable future.
Focus should be in health/wellness/recreational services directed at incoming boomers with accompanying infrastructure and housing for those who live here 6-8 months and travel 4-6 months. That would attract retirees from Ottawa, Toronto, and Montreal; create good paying service jobs in health, construction and other services.
Public housing, senior’s accommodation, alternate energies
Water technologies/advanced manufacturing Digital Media
The area is depressed. Regulations and policies limit development initiatives. There is a need to develop sustainable industries and businesses. There are very few examples of successful development initiatives. The Broadband initiative is good, but it is overshadowed by other regulations and limitations. The province sees rural areas as a liability and this limits opportunities.
Residential. Adult living communities
Eastern Ontario has an opportunity to develop itself as a centre for low-overhead on-shoring of niche business and financial services firms due to the attractiveness of the low cost of living to sector professionals combined with the access to technologies and the (hopefully) growing ease of travel (maybe even high-speed rail) along the Ottawa-Montreal-Toronto-(and New York) corridor.
Cultural Tourism is growing fast. Need to capitalize on this
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 198 of 340
AgendaItem#8b)
Response
Emerging sectors are Medical Technologies, Wellness, Information Technologies, Digital Marketing, Processing and controls automations, local crafted food products, agribusiness
OPURTUNITIES WILL COME WHEN WE RETURN TO OUR BASE INDUSTRIES AND GROW AND VALUE ADD THEM. WITH LOW POPULATION DENSITY AND AN ABUNDANCE OF LAND AND TRANSPORTAION OPTIONS. THESE ARE NOT NICHE MARKETS BUT THE REAL DRIVERS OF THE ECONOMY
custom manufacturing with clean 3D printing change from being a psych ward of the country to being the most mentally healthy protection, celebration of British heritage
Growth in home or pc based small businesses, or support to large businesses from a homebased provider.
Retirement market and aging population is one. ‘Higher end’ tourism development Biomass if Prov. can get it together
Question 15A. (Optional) If you would like to elaborate on any of your answers above or on a priority that is not on the list, please use the text box below.
80
Response
Better coordination and connection between government, business and education and the various groups within each silo.
We already have a regional marketing group and sector based marketing programs with Ontario East and they do a wonderful job, EOWC should partner with them instead of trying to duplicate any of the programming/services that Ontario East currently provides.
Provincial and federal governments need to provide access to funding for projects in eastern Ontario. Municipal governments are for the most part doing their best but some cities are still hoping for one big industry to come to town to save them. Not likely to happen. The low hanging fruit has already been picked and now it’s time to roll up the shirtsleeves and start doing the hard work.
Had to provide 5, could not pick 3
improvements made to regulatory process - less burdensome and more cost and time effective for business
Micro business start-ups/ rural economy
The low cost of living / high quality of life for young professionals could make the region a major draw IF a regional transportation network in place (for daily or as needed commuting). Needs to reach ’tipping point’ / cluster. Need to overcome regional bias (perception) towards ‘boomers’ as foundations for future - i.e. youth feel out of place/unwelcome in places. Market advantages of region directly to those coming out of school.
Focus on our natural assets not for exploitation but for attraction of good retired income earners requiring services. Look at services for specific sectors devoted to this clientele (health, wellness, recreation, support services, etc.)
Several others are also fundamentally needed.
Tourism Infrastructure Development (new/enhanced product)
Enable business start-ups to succeed through reduced bureaucracy, The costs of establishing a business, especially when neighbours or politicians are not in favour kills most opportunities for grass roots initiatives. Emphasis is placed on the wrong thing. People have ideas and are willing
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 199 of 340
AgendaItem#8b)
Response to invest but cannot afford the cost of permitting and regulations and the excessive time it takes to get approvals. This costs huge amounts of money and cripples many emerging businesses.
The creation of innovation and new company start up may be realized with the focus of adult living communities.
We chose retention of youth over skilled workforce as, the youth will be skilled.
Retention and Re-attraction of skilled Youth immediately assists in developing a skilled workforce. Outreach to PSI-attending EO youth and the development of an innovative business culture, as well as meaningful summer employment opportunities for students in non-STEM, leadershiporiented university programs, would do a great deal to close this gap.
Ensuring competitive cost of key inputs (energy, labour, and education/training). Especially energy relative to competing jurisdictions.
Youth Retention is needed to offset the decline in the birth rates and the increase in age demographics in Eastern Ontario
THERE ARE COMPANIES LOOKING AT OUR AREA BUT THE INABILITY TO PUT TOGETHER 500-1000 ACRES IN ONE AREA AND SERVICE IT IS NEARLY IMMPOSSIBLE. THE PROLIFERATION OF SEVERED SINGLE FAMILY RESIDENCES MAKES PURCHASING PROPERTY AND HAVING THE REQUIRED SETBACKS FOR THE INDUSTRY VERY DIFFICULT. THERE IS 10,000 ACRES IN GRENVILLE COUNTY THAT IS HELD BY GOVERNMENT. MONEY IS PUT INTO THE PORT BUT MAJOR INDUSTRY CANNOT SET UP AS THE LAND IS LAND BANKED. IT IS MUCH EASIER TO SET UP IN WESTERN ONTARIO AS THE LAND, SERVICES AND INFRASTRUCTURE IS AVAILABLE.
Need a mechanism to look at new business opportunities - out of the box type of thinking as economy re-invents itself. Support of regional business organizations and local initiatives
Question 16A. (Optional). If you wish to elaborate on your answers to question 10, please use the text box below. |
81
Response
We need creative ideas to gain attention, innovations that are measured by tangible goals. We are not thinking creatively enough in Eastern Ontario, and we are not taking risks.
In this community there are plenty of people who want to work; many ‘affordable’ labour sources in low skilled and semi-skilled, and proximity to Kingston means access to training and higher skilled labour force. I don’t perceive labour force issues to be a key element of the ‘weaknesses’ of Eastern Ontario’s economy (and I have 20 yrs. bkgd as a labour market specialist)
There aren’t many jobs
One concern for our work force is under employment. Not enough good paying jobs in the area.
The skills gap between what potential employees or current employees have and what employers need is problematic. Growth is limited in part by productivity but more importantly creativity.
The North Hastings area has no shortage of workers; the shortage is in jobs, specifically jobs that pay more than minimum wage. Accessing skilled workers is a seasonal issue. Difficult to find in the summer and too many looking for work in the winter.
One of our biggest challenges in Prince Edward County is our massive seasonal labour requirements (associated with traditional and value-added agriculture; tourism/wineries, etc.) and our lack of temporary accommodations and transportation for those workers.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 200 of 340
AgendaItem#8b)
Question 18A. (Optional) If you would like to elaborate on any of your answers above or on a priority that is not on the list, please use the text box below. |
Response
Again, Ontario East does an excellent job with marketing Eastern Ontario and the sector teams. There is no need to duplicate these two items.
We need to innovate to grow. We also need to diversify from the status quo. While tourism has a major economic impact and is very visible, we need to go beyond that to strengthen our communities and region. We should focus on developing new innovative products and services, ones that can be delivered in small rural communities through the internet or other means that does not require increased community infrastructure.
does Eastern Ontario have the grid capacity
Don’t limit choice to three priorities only, because this suggests that surveyor considers the choices to be discrete and independent which they are not.
Enhanced road connections north of highway 401, such as enhanced highway 7 to at least 2 lanes.
Broadband is a critical priority; however it has not been selected as that project is well underway and the next step is to use that as leverage for marketing programs.
The lack of serviced land is a real issue .Many settlement areas have no available serviced capacity and/or the provincial policy limits the potential growth. There is no money available to expand services.
Question 19. What would YOU say is the SINGLE MOST IMPORTANT REGIONAL INITIATIVE that could be undertaken to STRENGTHEN THE ECONOMY of Eastern Ontario?
82
Response
nnnnnnn
Fewer studies and advocacy and more action. I think eastern Ontario has done a great job advocating with government but knows need to act.
Greater support in the form of financing/access to capital and infrastructure for small-medium business start-ups, retention & expansion initiatives
Follow the www.sirolli.com method of business coaching
Innovation services to stimulate development of new businesses, products or services
Attraction of a skilled labour force through sector based marketing.
Supply chain development
Attract new business
Supply Chain Development across the region
Provide education for youth in trades and construction industry. Provide incentives for businesses to locate within Eastern Ontario.
Regional approach to infrastructure investment: transportation hub and serviced lands poised for growth
Increase emphasis on services for entrepreneurs, particularly in the professional services (marketing, engineering etc.) and small businesses (under 20 people). This was the biggest
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 201 of 340
AgendaItem#8b)
Response increase in employment that we saw. A lot of retired and/or laid off people have started their own business, often in the knowledge economy. Because the internet has made it so they can locate anywhere, often these people will seek out the quality of life in a smaller more rural area.
83
The grand opening of the Akwesasne/Cornwall/SD&G University
Infrastructure funding
decrease regulations
Innovative services to stimulate development
Innovation services to stimulate development of new businesses, products or services
Further improve broadband service beyond what is already being done. The current Seasonal Residents Survey being conducted by Hastings County and the North Hastings Economic Development Committee indicates that seasonal residents are still very dissatisfied with their broadband service. Our potential is in attracting innovative people who can work from home or open a business, enjoy the quality of life and contribute to their community. For this to happen we need a continued focus on broadband improvements.
Transportation
High speed internet
Improved transportation. The rail line is gone.
Immigration and Youth attraction
Access to infrastructure funding
We need a drawing card that will make people decide to make our area a destination….People decide to go to Watertown on weekends why can’t they come to Kingston or Belleville or Brockville instead.
Supporting small businesses and creating sustainable employment for residents.
Stimulate the development of new business and entrepreneurial opportunities
Introduce a post-secondary learning facility in more remote communities to attract talent and investment and stimulate local economy.
Get more provincial and federal funding.
Increase Broadband access to areas that still do not have it available.
We need initiatives that are made for rural regions. The made for and made in Toronto initiatives do not necessarily work in our small and rural municipalities. Put a stop to decisions being made without adequate consultation (and I don’t mean a reference to a document on a website, which many of us do not have access to), I am talking about meaningful consultation with the people who are affected by government decisions and policies. Enough of policy that is dictated by special interest groups who have the “ear” of the government, and plenty of money to ensure the success of their own agenda. They are devastating the resource sector and the livelihood of rural Ontario.
marketing
.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 202 of 340
AgendaItem#8b)
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Response
More jobs that pay a living wage.
Work with small (micro) existing businesses and find ways to help them grown or expand their products or the services they offer. This could create just as many jobs as trying to start up new businesses all the time. Get young entrepreneurs to mentor with older business people that are trying to retire and are looking to sell their business. The young entrepreneur could then buy the business instead of having to start from scratch. They could mentor for a year of two, learn the business and then come up with a plan on what they are going to do to improve/grow the operation once they take it over.
Innovation services to stimulate development of new businesses, products or services/ Access to capital/financing
Facilitate the successful startup of innovative high tech local businesses with global growth opportunity
Programs to support the development of new businesses (funding, new opportunities, innovative services)
attraction of skilled labour (both technical skills, and adaptable/soft skills)
Matching skilled workforce, (youth retention) to the jobs in demand for our region. That would permit businesses to develop and advance into supply chain markets and new markets.
The creation of an Eastern Ontario Economic Development Strategy which can then be used as a framework for infrastructure development and investment, sectoral marketing and more targeted decision making on the part of the region as a whole.
We need business development - too many of our communities are becoming retirement villages
- retired people tend to be watching their spending very carefully and do not stimulate the economy - they’re not buying cars and clothes and have limited disposable income - we need a better balance and a stronger workforce
Better promotion of what is already here and better support to businesses already here.
not sure
Building infrastructure to accommodate new commercial and industrial development.
Innovation Services
access to capital/financing
More youth retention and better education training brought in
Better infrastructure for hydro
Regional international airport.
Addressing skills shortages / skills alignment
Firm growth boundary around Ottawa (leapfrogging greenbelt should not be supported), hub and spoke regional rail network, grow communities on network with sustainable access to water/sanitation.
Serviced land
Finish off the current broadband connectivity project and then start to expand and upgrade the network infrastructure to accommodate new technology and applications
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 203 of 340
AgendaItem#8b)
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Response
Ensuring the availability of reliable infrastructure services.
Marketing and branding. When I thought about moving my company operations to the region, my baseline site selection criteria was very clear and simple: Can I make money here and over what period of time? Will the business benefit?; Will the business be harmed? Bottom line… if the business can’t make the money I want it to make in the region, I’m not coming.
Cooperation and trust between municipalities
Economic development programs that are based on the identification of specific business, with the aim of actually attracting those organisations or entrepreneurs to the region who can then develop that sector here.
off shore outreach
Create an environment that allows business to do business easily. Already the broadband/highspeed internet is making the area more appealing as a business destination.
Innovation services to stimulate development of new businesses, products or services
recognition and responsible development of the region as a recreation destination for visitors as well as seasonal property owners
capital
Updating ALL technology infrastructures.
Focus on innovation with a global market place perspective
reducing the cost of doing business - energy costs and excessive regulations
Cooperation amongst all players in the region including all levels of government, industry associations, and ngos.
Active support of the non-profit sector, which often leads the way in innovation in communities.
Small business startups
Financial incentives for business and the promotion of quality of life.
Some aggressive wooing/incentives to the extent they are permitted, by a TEAM of senior elected officials, eg. EOWC and some staff. One or two big additions in central areas can have a positive impact on all of us. I also think that focusing on ‘sustainable’ development is key, i.e. not exploiting local natural resources without thought for the future…celebrate the natural assets we have because this, and low taxes and attractive workforce costs are what can attract niche employers to this area.
Unknown
Probably advocacy to upper levels of government Research and development assistance Partnerships with Colleges and Universities
Attracting innovative biotechnology/agri-product industries with educated entrepreneurs and employees who will then come to live with their families in Eastern Ontario
Regional marketing programs
Market the area as a place to live a healthy long life in semi or full retirement with good access to transportation, recreation, health services, etc.
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 204 of 340
AgendaItem#8b)
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Response
retaining our you people
Providing good employment opportunities for our youth. There are already lots of jobs available at minimum salary. My definition of a good job is one that provides a worker with security and a fair benefit/salary package relative to one’s education.
Formulate a collaborative action plan ( business ,research & educational , government ) around becoming the innovation centre for developing and providing technology / products / solutions to the global problems we are facing from water scarcity / waste management / green energy / adapting to climate change . If we don’t others will.
Better coordination amongst levels of government to provide access to capital for start-ups. Example: Gananoque Brewing Company cannot find capital dollars to open a brewery in the centre of town, which would be a major tourism attraction and job creator.
Business infrastructure and support services–inclusive of access to capital
Innovation services to stimulate development of new businesses, products or services
Fund Ontario East Economic Development Commission properly/sufficiently - combine efforts with Eastern Ontario Warden’s Caucus and create a strong marketing/advocacy organization that is respected and listened to by all levels of government and business in Eastern Ontario.
Investment Attraction
Strategies for attracting/retaining youth
Transportation Infrastructure
Enterprise Facilitation
Transportation - improving infrastructure and providing an economical and efficient means of transportation
Support small business start-ups, and get rid of provincial policies which inhibit growth in rural areas. This is a misguided policy of the GTA based bureaucracy which does not understand rural eastern Ontario at all.
Skills development
location
attracting youth into skilled trades
Focus on business, growth and development which include rural communities that do not have the “Business infrastructure”. We need to welcome many smaller clean businesses which can grow in the area.
Lead generation
Capital investment.
transportation and logistics hub for intermodal transportation
Youth Retention & Attraction, especially university-educated youth.
retention of youth/entrepreneurs
Ensure that education programs are aligned with the needs of businesses. Skills mismatch is such that youth unemployment is approaching 20%, but companies still can’t find qualified
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 205 of 340
AgendaItem#8b)
Response labour.
87
Creating options for attraction and retention of young people. The region has a number of educational institutions which attract students at all levels but they have no local/regional job/entrepreneurial opportunities to stay in the region
South Korea in the 1950’s was the poorest country in the world, with a GDP person half of North Korea. It is now in the G20 group of countries. Poland has weathered the economic storm in Europe better than most. Other examples abound, but the common thread is that these countries focused on education as the road to economic development. We have much to offer but we are fragmented and perhaps take the sector for granted as a driver of innovation and skills development.
Increase support for manufacturing
promote and buy local
Recreation Infrastructure
Broadband to support regional/community innovation
improving transportation links
No comment
Broadband and Cell Phone Coverage’s
Downtown revitalization
Regional Tourism Destination Development. Currently being done in a very piecemeal manner.
Youth retention and innovation services to stimulate new ideas, new entrepreneurs and new sectors to the economy.
Develop a well serviced, well placed land base for locating business development close to transportation routes. Ensure competitive job market with salary and benefits to match.
high speed internet
HAVING ONE GOOD POINT PERSON THAT COULD WORK BETWEEN THE MUNICIPAL GOVERNMENTS IN THE AREA AND INDUSTRY.WE NEED A CONIDENTIAL PERSON THAT CAN GET THINGS DONE WHEN INDUSTRY COMES KNOCKING AND THERE SHOULD NOT BE MEDIA FANFARE UNTIL THE CONCRETE STARTS FLOWING.
One economic development office to bring all the competing small silos together.
Get scheduled air transportation to the area to expand the possibilities of the region.
Marketing.
Recognizing the vast differences between the various economies within Eastern Ontario ( eg. north/south ) and developing specific strategies for each
Entrepreneurship/Business Incubators & Hi-Speed infrastructure.
Attracting and retaining youth.
Securing access to fair energy rates for industry in Eastern Ontario.
Marketing the area to businesses, offering incentives and reasons for them to want to locate
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
Page 206 of 340
AgendaItem#8b)
Response here.
Getting a coordinated effort/vision on innovation services
Faster route to the GTA
Focus Group Summary The following chart summarizes the results of the 9 focus group sessions held September 4 -10, 2013 and the number of participants in each session. A record of who attended is also available. Each session was presented with the purpose of the project and the findings from the community consultation effort summarized as major themes. The themes included:
Redoubling our efforts on workforce development and attraction Delivering innovation services Reinventing traditional sectors Providing the ‘right’ infrastructure for business Adopting new technologies Focusing on Eastern Ontario’s energy sector Creating a stable and predictable environment to do business Introducing a new regional approach to economic development
Each session had an initial open discussion as to whether the audience felt these were the right themes. Erik Lockhart then facilitated a discussion as to which themes were seen as the most important for advancing economic growth and development in Eastern Ontario. Having prioritized the themes, the participants focused on the top 4 themes and explored possible actions, projects or initiatives that could be undertaken at a regional level. The audience was also asked to provide direction on who should lead or participate in these efforts. The ranking of themes is as follows: Ranking Themes
Peter 16
Ban 30
King1 7
King2 18
Bro1 17
Bro2 16
Per 10
Kem 17
Haw 17
Total 148
Workforce development & attraction
Δ 12
9
Δ 3
Δ 10
Δ 8
6
Δ 7
7
6
68
8
6
Δ 7
Δ 7
Δ 9
Δ 10
74
Delivering innovation services
8
13
Δ 6
Reinventing traditional sectors
6
Δ 16
Δ 3
7
Δ 9
4
3
Δ 9
5
62
Δ 13
Δ 21
2
Δ 12
7
Δ 8
Δ 5
Δ 12
Δ 9
89
Providing the ‘right’ infrastructure for business
88
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Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#8b)
Ranking Themes
Peter 16
Ban 30
King1 7
King2 18
Bro1 17
Bro2 16
Per 10
Kem 17
Haw 17
Total 148
Deploying new technology
7
8
2
8
3
5
Δ 5
5
3
46
Focusing on Eastern Ontario’s energy sector
4
7
2
2
3
4
1
6
2
31
Creating a stable and predictable environment to do business
Δ 11
Δ 16
Δ 4
Δ 12
Δ 8
Δ 9
4
Δ 9
Δ 10
83
Introducing new regional organizational approaches to economic development
Δ 11
Δ 18
2
Δ 9
Δ 8
Δ 7
4
7
Δ 13
79
Δ = top four themes in each session Note: individuals selected his/her top four themes Based on this effort the following four themes emerged as the priorities for an Eastern Ontario Economic Development Strategy:
- Providing the right infrastructure for business
- Creating a stable and predictable environment to do business
- Introducing a new regional organizational approach to economic development
- Delivering innovation services A tenth focus group session was conducted with the Eastern Ontario Mayors Committee. This session was conducted in a similar fashion to the strategic planning session conducted with the Wardens Caucus in June. The audience was presented with the approach to the strategy’s development and the desired outcomes of the project. Erik Lockhart then facilitated a discussion that focus on the following questions:
- What do you see as the primary issues impacting economic growth in Eastern Ontario?
- What 2 or 3 sectors of the economy do you think hold the greatest potential for Eastern Ontario?
- What assets can we leverage more effectively to drive economic growth across the region?
- In the next 5-10 years, what are the next 2 or 3 big opportunities that will have the most impact on economic prosperity in Eastern Ontario? In response to Question 1 the Mayors Committee suggested the following primary issues:
- Aging infrastructure
- Lack of effective regional economic development organization
- Messy and complex municipal jurisdictions - inhibiting infrastructure investment
- Senior government regulations - bogs down development
- Highway infrastructure and rail transportation
- Servicing vast rural areas with low density- water/sewer etc
89
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
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Page 208 of 340
AgendaItem#8b)
- Trust and the need for a coordinated approach
- Provincial legislation/regulation that is created with GTA issues in mind
- Energy costs: higher than other parts of the province, reliability is being questioned - electrical supply issue In response to question 4 the Mayors Committee suggested the following big opportunities:
- Amalgamation of neighbouring municipalities - allowing urban municipalities more ability to annex parts of neighbouring rural municipalities to better encourage growth
- Significant Immigration program (targeting the world and subtly Quebec)
- Greater regional cooperation / pooling of resources with better economic development, promotion and marketing
- Province wakes up and starts funding infrastructure deficit …Need sustainable, sensible infrastructure funding model from province …new funding formula such as northern Ontario has
- The quantity of land/vacant bldgs. - focus on specific sector growth such as institutional/food processing sectors that leverage assets in place
90
Eastern Ontario Economic Development Strategy: Appendix B – Consultation Results
Ms. Kathy Wood, Natural Capital Resources, will brief County Council
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AgendaItem#10a)
REPORT 2014-159 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Marian VanBruinessen Director of Corporate Services/Treasurer
Date Prepared:
October 23, 2014
Date of Meeting:
November 19, 2014
Re:
Corporate Services – 2014 Year-End Transfer of Excess Funds into Reserve
Recommendation RESOLVED THAT Council of the County of Frontenac receive this Corporate Services – 2014 Year-End Transfer of Excess Funds into Reserve report; AND FURTHER, Council direct that a by-law be introduced later in the meeting to authorize the transfer of any surplus/deficit funds at the end of 2014 to the Reserve for Capital Replacement.
Background The 2014 revenues and expenditures continue to be monitored to ensure that these are within budget to the greatest extent possible. An opportunity is provided in the Municipal Act for municipalities to pass a by-law or resolution prior to year-end authorizing any year-end surplus or deficit to be added to or subtracted from reserves. In September 2014 County Council received Report 2014-141 Corporate Services – Long Range Financial Plan – Capital Asset Planning. At that time Council agreed to recommend to the next Council a dedicated .65% levy increase annually to address the shortfall identified in the Capital Asset Management Plan, presented in April 2014.
Recommend Report Corporate Services – 2014 Year-End Transfer of Excess Funds into Reserve November 19, 2014
2014-159 Corporate Services
Page 1 of 2
Page 210 of 340
AgendaItem#10a)
Comment The September report outlined the balance between the accumulation of reserves and incurring debt for the replacement of assets. Given that even with a dedicated levy it has been identified that a deficit exists, Council might consider moving any possible surplus into the Capital replacement reserve annually. Sustainability Implications Within Directions for Our Future, the vision statement associated with Capacity Building and Governance states that “Government decision-making processes are clear, forward thinking and focused on the longer term”. Working funds are utilized to appropriately sustain County operations.
Recommend Report Corporate Services – 2014 Year-End Transfer of Excess Funds into Reserve November 19, 2014
2014-159 Corporate Services
Page 2 of 2
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AgendaItem#10b)
REPORT 2014-160 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Marian VanBruinessen Director of Corporate Services/Treasurer
Date prepared:
October 23, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Interim Approval of 2015 Expenditures
Recommendation RESOLVED THAT Council of the County of Frontenac receive the Corporate Services – Interim Approval of 2015 Expenditures report; AND FURTHER, Council direct the Treasurer to continue to pay 2015 accounts and payroll in accordance with amounts approved for the 2014 budget until such time as the 2015 budget has been adopted.
Background Under the Municipal Act, 2001, S.O. 2001, CHAPTER 25, as amended, Section 289(1) states an upper-tier municipality shall in each year prepare and adopt a budget including estimates of all sums required during the year for the purposes of the uppertier municipality.
Comment Given that the 2015 budget process will not be completed before the year begins, it is reasonable to request authorization from Council to continue to pay salaries and general operating expenses in the same manner that these were budgeted for in 2014 Recommend Report Corporate Services – Interim Approval of 2015 Expenditures November 19, 2014
2014-160 Corporate Services
Page 1 of 2
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AgendaItem#10b)
until such time as the 2015 budget is passed, in addition to the expenses associated with approved activities and projects.
Sustainability Implications Within Directions for Our Future, the vision statement associated with Capacity Building and Governance states that “Government decision-making processes are clear, forward thinking and focused on the longer term”. Authority needs to be provided to continue to pay salaries and operating expenses in 2015. At the same time, this information is being shared publicly.
Organizations, Departments and Individuals Consulted and/or Affected Director of Corporate Services/Treasurer
Recommend Report Corporate Services – Interim Approval of 2015 Expenditures November 19, 2014
2014-160 Corporate Services
Page 2 of 2
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AgendaItem#10c)
Report 2014-161 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Marian VanBruinessen, Director of Corporate Services/Treasurer Paul Charbonneau, Director of Emergency and Transportation Services
Date Prepared:
November 6, 2014
Date of Meeting:
November 19, 2014
Re:
Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule
Recommendation RESOLVED THAT Council of the County of Frontenac accept the Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule report; AND FURTHER that a by-law be introduced later in the meeting to adopt the 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule.
Background The County of Frontenac establishes its fees and fares schedule for the FrontenacHowe Islander Ferry operation annually. The ferry links the west end of Howe Island with the mainland at Kingston. The County has, in past discussions, indicated that the operation of the ferry should not be a financial burden to the County. Within this philosophical framework, there are a number of ways to realize the municipal funding through different fees and fares scenarios. The agreement between the County of Frontenac and the Ministry of Transportation allows for a ferry revenue reserve to be maintained up to 5% of the current operating expenditures. Recommend Report Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule November 19, 2014
2014-161 Corporate Services
Page 1 of 3
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AgendaItem#10c)
A new structure for fees and fares was instated beginning in 2005 which standardized the rates charged for both the Township Ferry and the Frontenac-Howe Islander Ferry and created a common revenue account. At that time, the pass price was reduced and the ticket price increased. Having utilized this formula since 2005, it appears to meet the required contributions of both the Township and the County to the ferry operations.
Comment The 2015 pass is again proposed to provide access to both the County and the Township ferries and the common fee structure for the Township and the County ferries is also proposed to continue. 2015 Fees and Fares Staff proposes that fees should only be collected when vehicles are coming on to Howe Island from either ferry. The ticket fee was last increased to $5.00 in 2011. In 2013 an exemption was provided for all vehicles identified as undertaking business for the Township of Frontenac Islands. No other major change is suggested in the overall principles currently in place for the fees and fares. The County and the Township will continue to make available temporary passes to provide for short term requirements, which can be arranged at the Frontenac-Howe Islander Ferry office or the Township of Frontenac Islands’ municipal office on Howe Island. The discounted tickets to provide to visiting friends and family will be continued in 2015. One book of 10 tickets will be sold per pass holder for a price of $45.00 to accommodate this requirement. It is suggested that the cost of the pass and the fees be amended as follows: Annual pass for a single vehicle One additional annual pass for a single vehicle per household ** Two way trip for single vehicle Two way trip for single vehicle with trailer in tow Additional charges for annual pass holder with trailer in tow Two way trip for any heavy vehicle Replacement fee per annual pass (Charged for every replacement)
- $245.00
- $62.00 $6.00 $12.00 $6.00 $15.00 $25.00
Definitions Single Vehicle Single vehicle will include a car, motorcycle, van, SUV, or pickup truck Heavy Vehicle Recommend Report Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule November 19, 2014
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AgendaItem#10c)
Any vehicle greater than 6000 kgs and/or 7 metres (23 feet)
- These fees will be discounted by 10% for applicants who can show documentation indicating they are 65 years of age or older during 2014 ** A second pass for $62 will only be available if the second vehicle involved is registered to: • The same individual who purchased the first full-price 2015 annual pass • An individual who is married to or is in a common-law relationship with the full-price 2015 annual pass purchaser • The dependent child of a full-price 2015 annual pass purchaser or the fullprice pass purchaser’s married or common-law spouse who is under the age of 18 • The dependent child of a full-price 2015 annual pass purchaser or the fullprice pass purchaser’s married or common-law spouse who is over the age of 18 only if the dependent child has both the same permanent address as the full-price 2015 annual pass purchaser and is attending school full-time Documentation must be provided that satisfies the staff person issuing the passes. A third pass at a reduced rate is not available. •
Township of Frontenac Islands’ vehicles and vehicles which, through previous notification, the Township of Frontenac Islands identifies as undertaking Township business are exempted.
A memorandum of understanding addressing the details of this arrangement has been executed to address the sharing of revenues between the County and the Township. The Council of the Township of Frontenac Islands considered this schedule of fees and fares at its meeting in November 2015 and approved the direction recommended.
Financial Implications Under its agreement with the Ministry of Transportation the County can reserve up to 5% of operating expense in a reserve to mitigate ferry revenue fluctuations. This reserve was depleted in 2013. The proposed increase is expected to generate approximately $30,000 in additional revenue for the operation of Ferry service on Howe Island. This additional revenue is required to offset increasing budget pressures in the operation of both services.
Organizations, Departments and Individuals Consulted and/or Affected D. Plumley, CAO, Township of Frontenac Islands C. Dwyre, Deputy Treasurer, Township of Frontenac Islands Recommend Report Corporate Services – 2015 Frontenac-Howe Islander Ferry Fees and Fares Schedule November 19, 2014
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Report 2014-162 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Susan Brant Deputy Treasurer
Date prepared:
November 1, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Sustainability Planning Vehicle
Recommendation RESOLVED THAT the Council of the County of Frontenac accept the Corporate Services – Sustainability Planning Vehicle report; AND FURTHER THAT the Council of the County of Frontenac direct staff to purchase a Planning Services vehicle as purchasing has been identified as the most cost effective option.
Background During budget discussions in 2014, Council directed the County to own only two vehicles and lease a Planning Services’ vehicle. Upon further discussion, the County was advised to retain the surplus EMS vehicle for Planning Services use. From the Friday, February 7th, 2014 Committee of the Whole budget meeting. Motion #: COW35-14 Moved By: Councillor Davison Seconded By: Warden Clayton THAT the County of Frontenac retain a third vehicle (from the FPS fleet) on a year to year basis governed by needs. CARRIED
Recommend Report Corporate Services – Sustainability Planning Vehicle November 19, 2014
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Comment The following table provides detailed information on the purchase and lease options for the Sustainability Planning vehicle. The average lease, financing and purchasing values were obtained by analyzing the costs of three comparable sport utility vehicles including the Chevrolet Tahoe LS, Toyota Sequoia Limited and Ford Expedition XLT.
Sustainability Planning Vehicle
Term 3 Yrs
Annually
Leasing Vehicle Average Future Value Lease Payments Wear & Tear Payment Estimated Repair & Maintenance Excess Kms Costs Lease Costs excluding EOL repairs
47,571 900 14,770 6,150 69,391
15,857 900 4,923 2,050 23,730
Financing Purchase of New Vehicle Average Future Value Financing Payments Estimated Repair & Maintenance Less: Average Resale Price Financing Costs after Resale
59,361 14,770 (19,500) 54,631
19,787 4,923 (6,500) 18,210
Purchasing New Vehicle Average Future Value of Purchase Price Estimated Repair & Maintenance Less: Average Resale Price Total Purchase Cost
39,748 14,770 (19,500) 35,018
13,249 4,923 (6,500) 11,672
2014
2015
2016
6,973 7,500 14,473
6,973 8,250 15,223
6,973 9,075 16,048
52,992
17,664
Retaining Current Planning Vehicle Vehicle Purchase ‐ $20,920 ‐ Maintenance Expense Total Estimated Annual Costs Use of Employee Personal Vehicle Mileage 36,800 kms annually
The Sustainability Planning vehicle will be primarily used by three departments in the County: planning, economic development, GIS and special events such as ICSP Workshops, ICSP Breakfast, K&P Trail Openings, Community Events. Planning will use it for County planning business (which will increase once the County Official Plan is approved in 2015), site inspections and pre-consultation, and Township meeting attendance. Economic development will use the vehicle for work related to the K&P Trail, Community Improvement Plans, partnership meetings, and meetings with business owners. GIS will use the vehicle for data collection for both the County and the Townships (road addressing, asset management) and will use the vehicle constantly through the summer months when a GIS summer student is employed to do field work. Recommend Report Corporate Services – Sustainability Planning Vehicle November 19, 2014
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If leasing a Sustainability Planning vehicle, the following factors should be considered: • Leased vehicles are owned by the lessor for the term of the lease so the vehicle will not be an asset of the County. • The lease payments are to compensate the lessor for the value of the depreciation caused to the vehicle. • Maintenance and repairs on the leased vehicle that are not covered by the car manufacturer’s warranty are the responsibility of the County. • A Wear & Tear fee of $900 as shown above is payable upon lease, which will cover up to $3,500 in repairs to the leased vehicle. When the leased vehicle is returned, the vehicle must meet a repair standard and repair costs in excess of $3,500 will be the responsibility of the County. A Sustainability Planning vehicle will be utilized to drive through rough, rural terrain, including work on the K&P Trail, which may cause substantial wear on the vehicle. • Leased vehicles are allowed only 24,000 kms annually before additional fees are charged. It is estimated that a Sustainability Planning vehicle will be driven approximately 36,800 kms annually, therefore an annual fee of $2,050 as show above will be charged for the excess kilometres driven. • Costs to remove vehicle customizations such as the installation of vehicle lighting and County of Frontenac logos will be incurred upon return of the leased vehicle. • If the lease is terminated early, early-termination fees will be payable. If financing or purchasing a Sustainability Planning vehicle, the following factors should be considered: • The depreciation costs of the vehicle will be borne by the County as the vehicle depreciates in value. • Maintenance and repairs on the financed or purchased vehicle that are not covered by the car manufacturers warranty will be the responsibility of the County. • Provides for the flexibility to determine when to replace or dispose of the vehicle. • A fleet discount rate was quoted for the vehicle. • An opportunity cost equivalent to the interest rate earned on short term investments has been included in the purchase price of the vehicle. • When purchasing, the full cost of the vehicle will reduce the cash flow available for other purposes. If retaining the current Sustainability Planning vehicle, the following factors should be considered: • Asset management policies have established a 6 year useful life for corporate vehicles. The current Planning Services vehicle would be scheduled for replacement in 2016 as required by the policy. • Based on historical records, it is anticipated that the maintenance and repairs on the current Planning Services vehicle will increase by 10% annually as the vehicle ages. Sustainability Implications Regular review of replacement schedules ensures the County is managing its fleet assets by controlling both capital investments and maintenance expenses. Recommend Report Corporate Services – Sustainability Planning Vehicle November 19, 2014
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Financial Implications If Council decided the Sustainability Planning vehicle is to become a permanent County vehicle, it would be recommended that an amount of $6,254 be allocated annually over the six year useful life to a replacement reserve for the vehicle. Organizations, Departments and Individuals Consulted and/or Affected Marian VanBruinessen, Director of Corporate Services, Treasurer Joe Gallivan, Manager of Sustainability Planning Anne Marie Young, Manager of Economic Development David Gemmill, Deputy Chief - Operations
Recommend Report Corporate Services – Sustainability Planning Vehicle November 19, 2014
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Report 2014-169 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Joe Gallivan Manager of Sustainability Planning
Date prepared:
November 12, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Request to Enter into Partnership Agreement for Source Protection Municipal Implementation Fund Grant Expenditure
Recommendation THAT the Council of the County of Frontenac authorize staff to take the necessary steps to enter into a partnership agreement with one or more appropriate parties to allow for the expenditure of the grant received by the County of Frontenac through the Source Protection Municipal Implementation Fund; AND FURTHER THAT the grant of up to $61,426, of which $15,000 is collaboration incentive funding, be utilized for the implementation of the Source Water Protection Plan as it relates to the County of Frontenac.
Background The Province of Ontario, through the Ministry of Environment and Climate Change (MOECC), has made available $13.5 million to work in partnership with small, rural municipalities to protect the quality and quantity of their drinking water supply sources. The Source Protection Municipal Implementation Fund provides one-time funding to offset a portion of the costs for small, rural municipalities in preparing to implement and implementing source protection plans.
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Comment On December 13, 2013, an agreement between the County of Frontenac and the Ontario Ministry of Environment was signed to award the County funding for implementation of the Source Protection Plans. The County was awarded $46,426, with the opportunity to obtain an additional $15,000 through collaboration with one or more municipalities. South Frontenac Township also received a $64,445 grant to implement source water protection planning with a particular focus on protection of Sydenham Lake, which is the Village of Sydenham’s drinking water source. Eligible activities that can be funded by this program include: development and implementation of land use policies to formally recognize a source protection plan; education and outreach to ensure the public are informed of the planning program; and establishing processes for information sharing among municipalities and source protection authorities. At this time the County is eligible to claim some of the staff hours needed to create policies in the adopted County Official Plan specific to source water protection. According to the Provincial contract, the County will have up until December 11, 2015, to use these funds for any of the eligible funding activities. To receive the maximum grant amount which includes the collaboration incentive funding, the County must enter into a partnership agreement with one or more municipalities or organizations. The Cataraqui Region Conservation Authority (CRCA) has proposed a partnership with the County which would also include collaborating with the Township of South Frontenac. County staff are currently working with the CRCA to finalize a partnership with the Authority and other municipalities before the December 12th, 2014 deadline to submit to the Ministry of Environment and Climate Change (MOECC). The costs associated with staff time to carry out this partnership are included as eligible costs and cover activities such as expenses for preparing, printing and sharing information, attending meetings and workshops, and making changes to land use policies. Sustainability Implications Utilizing the grant received to promote and implement the source water protection plans supports the environmental pillar of Directions for Our Future. Financial Implications This represents a $61,426 funding source to help implement the Source Water Protection Plan. An agreement would allow for the expenditure of $15,000 in grant money in addition to the $46,426 that the County itself can utilize towards Source Protection Municipal Implementation initiatives. Organizations, Departments and Individuals Consulted and/or Affected Cataraqui Region Conservation Authority Township of South Frontenac Ontario Ministry of Environment Recommend Report Corporate Services – Request to Enter into Partnership Agreement for Source Protection Municipal Implementation Fund Grant Expenditure November 19, 2014 Page 2 of 2
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Report 2014-171 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Joe Gallivan Manager of Sustainability Planning Peter Young Community Planner
Date prepared:
November 14, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Applewood Draft Plan of Vacant Land Condominium – County File #10T-2014/001
Recommendation RESOLVED THAT the Council of the County of Frontenac approve the draft plan of vacant land condominium submitted by FOTENN Consultants on behalf of 1324789 Ontario Limited, being part of Lots 20 & 21, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac, County File No. 10T-2014/001: subject to the Conditions of Draft Approval contained in the County Planning Report dated November 14, 2014 noted as Appendix B to this report; AND FINALLY THAT the Clerk be authorized to issue draft approval by signing the required documents and making any technical corrections to the conditions as needed. Background The subject property consist of 40.4 hectares (100 acres) of land located at Applewood Lane off of Keir Road, with water frontage on the east basin of Loughborough Lake, north of the Village of Inverary just east of the Perth Road bridge, in the Township of Recommend Report Corporate Services - Applewood Draft Plan of Vacant Land Condominium – County File #10T-2014/001 November 19, 2014
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South Frontenac. The application is for the creation of a residential vacant land condominium consisting of 22 single detached units; one unit for an existing solar panel; a common waterfront park block including a pavilion and 22 boat docking slips; parking, private roadway, easement and walking trail blocks; and blocks for garbage and a mailbox. Comment County Planning staff has completed a comprehensive report for draft plan approval of the condominium (see attached Appendix A) and is satisfied that this development: (i) is consistent with the Provincial Policy Statement; (ii) meets the tests of the Planning Act; and (iii) complies with policies of the Township of South Frontenac’s Official Plan.
Financial Implications The required fees to process draft approval of the plan of condominium and for processing the revised plan have been paid to the County by the proponent and all funds owed have been paid to the Township. Should the plan of condominium be application be appealed, funding could be drawn from the Ontario Municipal Board reserve to cover the cost of legal fees.
Sustainability Implications One of the key focus areas of Directions for Our Future, the County’s Sustainability Plan, is Land Use Planning and Management. From a sustainability perspective, this involves an approach that ensures a clean and healthy environment, a strong economy, and long term viability. Draft approval of the plan of condominium will promote a clean and healthy environment and long term viability by promoting rural-based residential development while preserving the significant natural features of the land.
Organizations, Departments and Individuals Consulted and/or Affected Township of South Frontenac Commenting Agencies
Recommend Report Corporate Services - Applewood Draft Plan of Vacant Land Condominium – County File #10T-2014/001 November 19, 2014
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APPENDIX A TO RECOMMEND REPORT 2014-171
PLANNING REPORT To:
Warden and Members of County Council
From:
Joe Gallivan Manager of Sustainability Planning Peter Young Community Planner
Date Prepared:
November 14, 2014
Date of Meeting:
November 19, 2014
Re:
Application for Draft Plan of Condominium – Applewood Township of South Frontenac – County File #10T-2014/001
Recommendations and Conditions: It is recommended that County Council give draft approval to the plan of vacant land condominium for Applewood Lane Development based on the attached conditions of approval detailed in Appendix B. The application is consistent with the Provincial Policy Statement (2014). It conforms to the Township of South Frontenac Official Plan, has been submitted along with an appropriate implementing Zoning By-law, and has had regard for the criteria of Section 51 (24) of the Planning Act. Background: An application was submitted by FOTENN Consultants on behalf of 1324789 Ontario Limited for draft approval of a plan of vacant land condominium on Applewood Lane, with water frontage on Loughborough Lake, in the Township of South Frontenac. Site Location: The subject property consist of 40.4 hectares (100 acres) of land located in part of lots 20 and 21, Concession 5, formerly municipal Township of Storrington, Township of South Frontenac. The property is located on the east basin of Loughborough Lake, north of the village of Inverary just east of the Perth Road bridge, and is accessed through Keir Road. The lands are characterized by wooded area and are predominantly recognized as a Provincially Significant Wetland. There is an existing private lane Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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(Applewood Lane) leading to detached waterfront dwellings. The surrounding area contains mostly rural single detached lots, wooded area, and agriculture lands. Maps of the subject site are attached as Appendix C. Overview of Proposal and Background: The application is for the creation of a residential vacant land condominium consisting of: • 22 single detached units, ranging from 0.67 hectares to 18.47 hectares (1.7 acres to 45.6 acres) • One unit for an existing solar panel • One common element garbage receptacle block and one mailbox block to be located at the entrance of the development • A proposed easement block which will provide access to the private properties to the northeast of the subject lands • Four blocks related to a private waterfront park, including blocks for access and a parking lot. The waterfront park will include a pavilion with locker storage and 22 existing boat docking slips • Two roads comprised of three common element private condominium road blocks will provide access to the proposed units The plan was deemed complete in May 2014. The version of the plan proposed for draft approval is generally similar to the original plan, with some adjustments after agency circulation and legal review. The property has existing approvals for a resort development with 44 tourist homes/cabins through a site plan agreement with the Township. Discussion and Analysis: Provincial Policy Statement (2014) The 2014 Provincial Policy Statement (PPS) provides direction on matters of Provincial interest related to land use planning and development. It promotes efficient land use and development patterns that support strong, liveable and healthy communities, protect the environment and public health and safety, and facilitate economic growth. Section 1.1.5.2 b) and c) of the PPS permits resource-based recreational uses and limited residential development in rural lands in Ontario municipalities and in 1.1.5.4 promotes development that is compatible with the rural landscape and can be sustained by rural service levels. This vacant land condominium represents a limited residential development as it is retaining the existing natural heritage features and is proposing 22 new lots relatively large in size and frontages which will maintain the rural character of the land. The additional dwelling units can be sustained by current rural service levels for the area, and will have a reduced impact on the municipality compared to most subdivisions due to private interior servicing. The development will also have fewer units than the approved site plan on the property. Section 2.1.8 states that development and site alteration shall not be permitted on adjacent lands to the natural heritage features unless the ecological function of the adjacent lands has been evaluated and it has been demonstrated that there will be no Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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negative impacts on the natural features or on their ecological functions. The proposed lot configurations are suitable to accommodate the necessary setbacks in order to protect the ecological integrity of the Provincially Significant Wetland which occupies the low-lying land between the waterfront park and residential development lands. Township of South Frontenac Official Plan The subject property is currently designated as Rural and Provincially Significant Wetland in the Township Official Plan. The amount and type of development in rural areas shall maintain the rural, natural heritage, and cultural landscape features in the township. Limited service residential development is a permitted use in the rural area and is subject to Section 5.7.7 of the plan (although some of these policies are aimed at consent development). The majority of proposed units do not meet the provisions of 1 hectare (2.5 acres) minimum lot area and 76 metre (250 feet) minimum frontage on a private road, however these policies are directed towards lots created through consent. Condominium development is also subject to the policies in Section 7.3 of the Plan. The lands are compatible with the scale of development in the area. They have appropriate lot area and frontages and have had a peer reviewed hydrogeological study submitted in support of the application. A satisfactory preliminary stormwater management plan has been prepared and the roads will be developed at a standard acceptable to the Township. Appropriate buffering has been secured for environmental features, specifically setbacks from the Provincially Significant Wetland and the high water mark of Loughborough Lake. The developer will enter into a condominium agreement to ensure conditions of approval are fulfilled. Section 7.3 d) states that new condominium units shall comply with the minimum lot areas and frontages outlined in section 5.7.7 (ii) of this Plan, however reductions to these general requirements may be considered provided they are justified through the condominium approval process and provided they are based on good land use planning principles. The proposed lots have been supported by studies that have justified sufficient area to support private water and septic systems in accordance with Section 6.10.2 of the Plan. The Official Plan states that condominiums shall be appropriately served by existing levels of municipal services such as fire protection, police protection and school facilities. The additional units would not require substantial upgrading to the existing municipals services. The Plan goes on to state that additional services shall be provided by the corporation including communal garbage facilities at the public road, which are proposed as one of the conditions of draft approval. Zoning By-law The current zoning in effect for the subject property is Recreational Resort Commercial (RRC-2) Zone and Environmental Protection (EP) Zone, with part of the lands having a specific Limited Service Residential – Waterfront Zones (RLSW-71) zone that applies to an area used for car parking and boat mooring for the exclusive use of a water access lot on the adjacent peninsula lot. The property is proposed to be rezoned to Site Specific Limited Service Residential – Waterfront Zone (RLSW) Zone for units fronting on Loughborough Lake, and Limited Service Residential Zone (RLS) for the remaining units. An Environmental Protection (EP) Zone would cover the wetland areas. The proposed rezoning would be a condition of draft approval. The development would have certain special provisions such as Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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reduced minimum road frontage from the 76 metre requirement and site-specific setbacks to implement the environmental impact study. The lots are generously sized and several studies have supported the configuration of the lots as being suitable for the provision of private servicing with appropriate separation between adjacent dwellings. Servicing The applicant is proposing private wells and septic systems to support the development. The supporting studies have been reviewed by the County’s peer reviewer Malroz Engineering and the Health Unit. The original servicing plan for the resort development was also approved by the Ministry of the Environment and Climate Change. Draft conditions have been included to ensure their recommendations will be implemented. Stormwater A stormwater management report was submitted in support of the application. Generally stormwater would be managed at the lot level through buffer strips, lot grading, swales, and other landscaping features to promote stormwater infiltration and/or bioretention. The preliminary stormwater plan has been reviewed by the Cataraqui Region Conservation Authority and Township, and conditions of draft approval will ensure the proper implementation of the detailed design of stormwater measures. Natural Hazards The subject lands are located adjacent to Loughborough Lake which presents a risk for flooding and erosion. The maximum recorded water level for Loughborough Lake is 125.05 metres geodetic, and the subject lands are well above this elevation therefore flooding is not a concern with this development. A setback of 30 metres from the top bank of a watercourse is required to any proposed development. Floodproofing setbacks and standards are required (e.g. ensuring basements would be above the flood elevation) and will be reviewed as part of the detailed design process. Environment An environmental impact statement was submitted in support of the application and was reviewed by the CRCA. The Provincially Significant Wetland on the property will be protected from development. A 40 metre setback for buildings is proposed from the high water mark and the wetland edge, with 30 metres adjacent to the wetland being maintained as a “no-cut buffer within which there is no disturbance to the soil mantle or vegetation cover.” The conditions of draft approval will ensure that major environmental features of the property will be preserved. Prior to the application being deemed complete, the Ministry of Natural Resources modified the adjacent Provincially Significant Wetland boundary through aerial photo interpretation. There was some modification of the unit boundaries after this, including a proposed purchase of an adjacent road allowance to give more land to certain units. During the review process it was determined that Unit 22 (original plan) was unable to meet this 40 metre setback. The revised Draft Plan has consolidated this unit and an adjacent unit into one Unit 20 that can meet the setback. Should the applicant want to re-create this unit, additional environmental work on the wetland would need to be completed.
Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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Additionally the provincially significant wetland was originally proposed as one common element block, but has now been merged with an adjacent residential lot (Unit 11). Archaeology, Culture, and Heritage The applicant provided Stages 1-4 Archaeological Assessments of the subject property. The reports indicates an archaeological site was found on the subject property. A Stage 3 investigation was subsequently undertaken, and items from a pre-contact temporary camp site were found and have been excavated and documented. The reports recommend that these areas should be considered free of archaeological concerns. The final recommendations will need to be cleared by the Ministry of Tourism, Culture and Sport as a condition of draft approval. A number of standard conditions relating to discovery of previously unknown or unassessed archaeological resources during construction have also been included as conditions of draft approval. Transportation Residents will have access to the units via two private lanes which will be part of the common elements of the plan of condominium. Applewood Lane is an existing private lane which will provide access to several of the units, and some units will also front on a cul-de-sac branching from this main access lane. The second access will be constructed over an existing road base. The condominium agreement with the Township will ensure the private lanes and associated cul-de-sacs are completed to emergency service access standards. Several other existing lots which are not part of the Condominium Plan also have existing access through Applewood Lane. One of the proposed conditions of approval is that a joint use agreement be drafted to ensure these owners will share maintenance costs with the condominium corporation. Parkland The applicant is required to dedicate parkland or provide up to 5% cash-in-lieu of parkland as part of the vacant land condominium process in the Township of South Frontenac, which has been included as a condition of draft approval. The waterfront park to be included in the development does not qualify for parkland dedication as it will only be used by the property owners. Other Issues/Agency Comments The Battersea Loughborough Lake Association provided written comments to the County of Frontenac dated June 23, 2014. The letter supports the required 40 metre setback from the Provincially Significant Wetland and strongly urges that Units 21 and 22 of the original Draft Plan meet this requirement to protect the lake. The alternative septic system location in Unit 21 has been moved to meet the 40 metre setback. Unit 22 has now been consolidated into one unit in order to meet the setbacks recommended in the environmental impact statement. Additional comments were made to the Township regarding environmental concerns and setbacks from the wetland. The development will have 40 metre setbacks, greater than the regular setbacks required by the Township, and the conclusions of the environmental impact statement have been supported by the CRCA. An increase in boat traffic was raised as an issue, however the docks have already been constructed, existing approvals provide for 44 units, and Loughborough Lake is one of the larger Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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lakes in the Township. The CRCA did not raise boat traffic as an issue during the review process. Other comments received were in favour of the proposed development. Other commenting agencies such as Bell Canada, Hydro One, and the school boards provided either no concerns/comments or included a list of standard conditions. Public Consultation: A formal public meeting for the development was held on September 2, 2014. Several members of the public spoke and asked questions about the proposal. Some of the concerns noted at the meeting were the building envelopes for some of the proposed units and the closing of the road allowance. The detailed design process will ensure the condominium units each have a buildable envelope in accordance with the submitted studies and any further studies required as a condition of draft approval. The applicant has demonstrated that the development is appropriate for the purposes of draft approval, and individual units may be adjusted during the detailed design process prior to final approval. Additionally the road usage and maintenance requirements will be part of a joint use agreement and the condominium declaration. The road allowance purchase requested has been reduced to not affect the property owner who raised the concern at the public meeting. Other concerns identified have been addressed through technical reports and agency review. Summary The draft condominium represents appropriate rural development and has addressed issues raised during the circulation process. Commenting agencies have reviewed the condominium plan extensively and provided conditions of draft approval, and the plan has been endorsed by South Frontenac Township Council. Overall, the proposal is of a size and scale that is appropriate for the lands and for development on the lakefront and adjacent to the Provincially Significant Wetland. The condominium also represents and improvement over the existing approved site plan on the property, as the application has gone through more extensive studies and additional wetland areas are being protected.
Appendix B: Proposed Conditions to Approval Appendix C: Maps of Subject Site Appendix D: Public Comments
Appendix A to Report 2014-171 Planning Report – County File #10T-2014/001 November 19, 2014
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Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
CONDITIONS TO APPROVAL The conditions of approval for the draft plan of condominium are as follows:
- Approved Draft Plan: That this conditional approval applies to the Draft Plan of Vacant Land Condominium, dated October 27, 2014, prepared WESA and certified by Ronald Clancy, Ontario Land Surveyor which shows the following: • Twenty-two (22) units for single detached dwellings (Units 1-22); • One common element block for garbage receptacles (Block 23) • One common element block for mailboxes (Block 24) • Three common element road blocks (Blocks 25, 26, and 33) • One waterfront park access block (Block 27) • One waterfront park access, parking, and open space block (Block 28) • One waterfront park access bridge (Block 29) • One unit for an existing solar panel (Unit 30) • One waterfront park block (Block 31) • One easement block (Block 32) • Proposed addition of adjacent road allowance.
- Condominium Agreement: That the owners of the subject land enter into a plan of vacant land condominium agreement with the municipality, prepared to the satisfaction of the municipality, to be registered on title of the subject land.
- Financial Requirements: A. That the owner agree in writing to satisfy all the requirements, financial and otherwise of the municipality concerning the provision of private lanes and upgrading of roads, installation of services and drainage, in accordance with the municipality’s standards and procedures. B. That the Owner shall reimburse the Township of South Frontenac and County of Frontenac for all legal, engineering, planning, administrative expenses and permit fees including the cost of any peer review that the Township of South Frontenac or County of Frontenac may require in relation to the condominium.
- Access A. That the road allowances included in this draft plan identified as Blocks 26 and 33 shall be shown and constructed to Township standards for new private lanes. B. That traffic counts be undertaken at Duff Road and Keir Road and that Keir Road be upgraded to the Township`s satisfaction from the entrance at the subject land to Duff Road - a distance of approximately 639 metres. Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
C. That the new lane identified as ‘Block 26 Common Element’ be named to the satisfaction of the municipality. D. That a 0.3 metre reserve be identified by survey along the road allowance of Keir Road where it abuts proposed Unit 22 to be conveyed to and held in trust by the municipality for the purpose of denying additional access onto Keir Road. E. That, prior to final approval, street signage shall be installed according to Township standards and to the satisfaction of the municipality. F. That, prior to final approval, the portion of the unopened road allowance of Keir Road, identified on the Plan dated October 27, 2014 as ‘other lands to be purchased by applicant’, be closed and the ownership transferred to the owner of the subject land. G. That the condominium agreement include a clause stating that 911 civic addressing and locations of all entrances to the units including the construction and locations of any entrance culverts shall be shown on a plan prepared to the Township’s satisfaction prior to any development of the property. 5. Declaration, Easements and Joint Use Agreement A. That any applicable easements in effect or being created through the condominium are reflected in the description and declaration to the satisfaction of the Township B. That the laneways be subject to a joint use agreement (or other similar legal agreement), to be registered on title, between the condominium corporation/declarant and any other properties with access to the lanes to the satisfaction of the Township. C. That legal access to proposed Unit 21 be obtained over the abutting portion of Applewood Lane that is on other private lands and that the condominium agreement contain wording to permit this access. This wording must also acknowledge that the existing residential lots’ access over Applewood Lane will be maintained. D. That the condominium agreement include a provision to recognize that the existing easement identified at Block 32 on the Plan dated October 27, 2014, shall have legal access over the common elements identified as Blocks 25 and 33 (Applewood Lane) for the purpose of maintaining the access to the point of land to the northeast of the subject land 6. On-Site Sewage Disposal and Water Systems: A. That the recommendations outlined in the letter dated August 20, 2014 from KFL&A Public Health to the County of Frontenac, be addressed to the satisfaction of the municipality and KFL&A Public Health B. That all requirements and recommendations specified in the Hydrogeology, Terrain Analysis and Nitrate Impact Assessment Report, revised dated Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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AgendaItem#10f)
Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
May,2014 from WESA, and all associated drawings and peer review recommendations be complied with. C. That any existing wells and or septic systems that may be present on the site and are not to be used as part of the plan of condominium be decommissioned as per applicable regulations. 7. Environment A. That all conditions outlined in the letter dated October 30, 2014 from the Cataraqui Region Conservation Authority to the County of Frontenac, be addressed to the satisfaction of the municipality. B. That the recommendations of the Environmental Impact Statement (EIS) dated June 27, 2013 prepared by Ecological Services, be updated to reflect the present development proposal ie., a ‘plan of condominium’ and that it be implemented including the requirement that all development be set back a minimum of 40 metres from the highwater mark of any waterbody or wetland. C. That the condominium agreement contain wording applying to all of the proposed units setting out the municipality’s limited service policies to recognize that there is no commitment or requirement by the municipality to assume responsibility for ownership or maintenance of the private lanes within the plan. In addition, the condominium agreement applying to units adjacent to the Provincially Significant Wetland shall set out the municipality’s environmental protection policies requiring that the area within 30 metres of the highwater mark of a waterbody or wetland be maintained in a natural state for soil and vegetation D. That appropriate signage is placed at the high water mark / PSW wetland boundary on each of the interior lots fronting onto the PSW that clearly identifies the wetland edge / property line. E. That the Condominium Agreement include wording to reflect a provision prohibiting development within 40 metres of the PSW edge / high water mark of Loughborough Lake and the PSW, and that the lands within 30 metres of the high water mark of Loughborough Lake / PSW will be maintained as a no-cut buffer, within which there be no disturbance of the soil mantle or vegetation cover. F. That the Condominium Agreement include wording to reflect a provision prohibiting the construction of docks, marine facilities, and shoreline alteration within the PSW. G. That notice be provided to future purchasers advising them of the applicable CRCA regulations, and any particular environmental restrictions on individual lots, in wording and in a manner to the satisfaction of CRCA and the Township 8. Stormwater A. That a lot grading and drainage plan and a sediment and erosion control plan be completed and approved to the satisfaction of the Township of South Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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AgendaItem#10f)
Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
Frontenac and the Cataraqui Region Conservation Authority (‘CRCA’), and be included in the Condominium Agreement between the Owner and the Township. B. That a detailed stormwater management plan be prepared by a qualified Professional Engineer and approved to the satisfaction of the Township and the CRCA, and that appropriate text to implement its findings be included in the Condominium Agreement. C. That, prior to final approval, the Township shall be satisfied that all servicing issues are resolved such as private lane construction; upgrades to Keir Road; stormwater drainage, design, and maintenance; and the construction and design of ditches and culverts. 9. Parkland Dedication: That the owner convey up to five percent of the land included in the plan to the municipality for park purposes. Alternatively, the municipality may require cashin-lieu for all or a portion of the conveyance 10. Human Remains: The condominium agreement shall contain a clause providing that any Owner(s) be advised, and also that a notice be placed in the purchase and sale agreement alerting any prospective purchasers that in the event that human remains are discovered during construction or site development of a lot, that the property owner shall immediately contact the OPP, the Ministry of Tourism, Culture and Sport and the Registrar or Deputy Registrar of the Cemeteries Unit of the Ministry of Consumer Services (or the applicable agencies at the time of final approval). 11. Archaeological Resources: A. That all recommendations of the Archaeological Assessment (Stage 1-4) Report by Abacus Archaeological Services be implemented to the satisfaction of the Township. B. That the applicant provide clearance letters for the Stage 1-4 Archaeological Assessments from the Ministry of Tourism, Culture, and Sport C. That if during the process of development any archaeological resources or human remains of Aboriginal interest are encountered, the Algonquins of Ontario Consultation Office will be contacted immediately at: Algonquins of Ontario Consultation Office 31 Riverside Drive, Suite 101 Pembroke, Ontario K8A 8R6 Telephone: (613) 735-3759 Fax: (613) 735-6307 email: algonquins@nrtco.net Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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AgendaItem#10f)
Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
- Utilities and On-Site Works A. That, prior to final approval a garbage collection facility be installed at the entrance to the development at Keir Road on Block 23 or other location to the satisfaction of the Township B. That, prior to final approval any required Canada Post box be installed at Block 24 near the entrance to the development at Keir Road. Any modification of this location shall be subject to the requirements of Canada Post and the satisfaction of the Township. C. That, prior to final approval, street lighting shall be installed to the Township’s satisfaction at the location for the Canada Post boxes and garbage collection area. D. That prior to final approval, the Owner satisfy the Township that public utilities, including without limitation Bell Canada, Hydro One, etc., are adequate to service the proposed development.
- Revisions to Draft Plan: A. That Prior to Final Condominium Approval, the Owner shall submit a revised Block Plan, if required, to reflect any significant alterations caused from this Draft Plan Approval. B. That where final engineering design(s) result in minor variations to the Plan (e.g., in the configuration of lots, etc.), these may be reflected in the Final Plan subject to the satisfaction of the Township of South Frontenac and the County of Frontenac.
- General conditions: A. That when requesting final Approval from the County of Frontenac, the Owner shall accompany such request with the required number of originals and copies of the Final Plan, together with a surveyor’s certificate stating that the units/blocks thereon conform to the frontage and area requirements of the Zoning By-Law. B. That prior to final approval, the County of Frontenac is to be advised by the municipality that this proposed condominium conforms to the Zoning By-law in effect of the Township of South Frontenac including that the zoning is satisfactory to the Cataraqui Region Conservation Authority. C. That the Owner submit a draft Vacant Land Condominium Declaration for approval by the Township and County to ensure all conditions of approval will be satisfied D. That the final agreement provide a mechanism to revoke the existing site plan approval and Environmental Compliance Approval or modify these approvals to reflect the vacant land condominium plan, or that these approvals be revoked or modified prior to final approval.
Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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AgendaItem#10f)
Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
- Clearance Letters: A. That Prior to Final Condominium Approval, the County of Frontenac shall be advised that all Conditions of Draft Plan Approval have been satisfied; the clearance memorandum shall include a brief statement detailing how each Condition has been met. B. That Prior to Final Condominium Approval, the County is to be advised in writing by the Township of South Frontenac the method by which conditions 1 to 14 have been satisfied. C. That Prior to Final Condominium Approval, the County is to be advised in writing by KFL&A Public Health the method by which condition 6A has been satisfied. D. That Prior to Final Condominium Approval, the County is to be advised in writing by the Cataraqui Region Conservation Authority the method by which conditions 7 and 8 have been satisfied.
- Lapsing Provisions: A. That pursuant to Section 51(32) of the Planning Act, this Draft Plan Approval shall lapse at the expiration of three (3) years from the date of issuance of Draft Plan Approval if final approval has not been given, unless an extension is requested by the Owner and, subject to review, granted by the approval authority. B. That pursuant to Section 51(33) of the Planning Act, the Owner may submit a request to the approval authority for an extension of the Draft Plan Approval. The extension period shall be for a maximum of three (3) years and must be submitted prior to the lapsing of Draft Plan Approval. Further extensions may be considered at the discretion of the Township and the County.
Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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AgendaItem#10f)
Applicant: FOTENN Consultants Date of Decision: November 19, 2014 File No.: 10T-2014/001 Date of Notice: Subject Lands: Applewood Condominium Part of lots 20 & 21 of Plan 13R-4043, Concession 5, Geographic Township of Loughborough, former Municipal Township of Storrington, Township of South Frontenac, County of Frontenac
NOTES TO DRAFT APPROVAL
- It is the applicant’s responsibility to fulfill the foregoing Conditions of Draft Plan Approval and to ensure that the required clearance letters are forwarded by the appropriate agencies to the County of Frontenac.
- When requesting Final Approval, the applicant will submit an account of how each Condition of Draft Approval has been satisfied along with the appropriate clearance letter from the Agency, Ministry or body requesting the condition.
- Prior to Final Condominium Approval, the applicant shall submit to the County of Frontenac for review draft digital copies of all applicable Reference Plans, Surveys and, the Vacant Land Condominium Plan.
- When requesting final approval, such a request must be directed to the Clerk, and be accompanied with: • Five (5) mylars and five (5) paper prints of the completed Final Vacant Land Condominium Plan; • Four (4) copies of all Reference Plans and (4) copies of all Conveyance Documents for all easements and lands being conveyed to the Municipality; • A copy of the condominium agreement and the condominium declaration • A Surveyor’s Certificate to the effect that the lots and blocks on the Plan conform to the Zoning By-Law with respect to lot area and lot frontage; • A digital file in AutoCad format; and, • An application fee in accordance with the County’s applicable fee by-law.
- All measurements in condominium final plans must be presented in metric units.
- The Final Plan approved by the County of Frontenac must be registered within thirty (30) days or the County of Frontenac may, under Subsection 51(59) of the Planning Act, withdraw it approval.
- Clearances are required from the following agencies: • • •
Township of South Frontenac KFL&A Public Health Cataraqui Region Conservation Authority
Appendix B to Report 2014-171 Conditions to Approval – County File #10T-2014/001 November 19, 2014
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2014-171 Corporate Services
APPLEWOOD CONDOMINIUM
±
Inset Map: Nor t h d R Shore
South Frontenac Block 32 - Private Easement
Loughborough Lake Unit 18 Unit 17
Unit 13
Unit 14
Unit 16
Unit 15
S h N or o r th eC r
City of Kingston
Applewo od
Unit 19
Ln
Waterfront Trail (Block 27)
Unit 30 Unit 21
Unit 20 Unit 11
8-
r Pa
m om
on
ts
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Blo
2 ck
kA
C ss cce
n me E le
Unit 10
Unit 9
Unit 8 Block 29 - Walking Bridge to Waterfront Park (Private Easement)
Unit 12
Unit 7
PROVINCIALLY SIGNIFICANT WETLAND
Unit 3
Unit 6 Unit 2
Block 31 Waterfront Park
Unit 22
Block 23 Block 24
Unit 5 Unit 1 Unit 4
Keir Rd
TO BE LEFT UN-OPENED
P e rt
h Rd
il Ln O ‘N e Data Source: OGDE, MPAC & The County of Frontenac. Created: Nov 7th, 2014 Reference: Produced by the County of Frontenac with data supplied under license by members of the Ontario Geospatial Data Exchange. The County of Frontenac disclaims all responsibility for errors, omissions or inaccuracies in this publication.
0
50
100 Metres
200
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AgendaItem#10g)
Report 2014-172 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Mary Lake Director of Resident Care/Acting Administrator of Fairmount
Date Prepared:
November 7, 2014
Date of Meeting:
November 19, 2014
Re:
Fairmount Home – Governance Roadmap Accreditation 2015
Quality
Performance
Recommendation RESOLVED THAT Council of the County of Frontenac receive the Fairmount Home – Governance Quality Performance Roadmap Accreditation 2015 for information; AND FURTHER TO THAT the Council of the County of Frontenac confirm the performance measures on which to be reported to Council by the Administrator; AND FINALLY THAT the Council of the County of Frontenac consider a plan to formally evaluate their performance on a regular basis.
Background Accreditation Canada’s Governance Standards focus on four key areas related to board functioning as set out below:
- Membership and structure
- Roles and responsibilities
- Meetings and decision-making processes
- Process of evaluation
Recommend Report Fairmount Home –Governance Quality Performance Roadmap November 19, 2014
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One method used to gauge County Council’s understanding of how it operates within these functions is the Accreditation Canada Governance Functioning Tool. As requested at the July Council meeting, all members of Council completed the survey resulting in 14 “red flags”, 11 “yellow flags” and 12 “green flags”.
Comment Red flags serve as serious alerts to an organization while yellow flags indicate areas where some improvement may be required. With both red and yellow flags the organization must review the relevant Accreditation Canada standards to learn more about the full standards requirements and identify gap areas. We must then prioritize improvements, develop an action plan and submit the evidence of action taken to Accreditation Canada. Green flags indicate areas that do not require improvement. These Accreditation standards are used for all surveys across Canada and cover all models of governance including private, not-for-profit and municipal homes. This can create difficulty in interpretation of the standards related to municipal homes. We feel that this interpretation may be a factor in the large number of red flags identified in the results. Attached as Appendix I you will find the list of red and yellow flags along with the Accreditation standards which apply to each. You will also notice that Accreditation Canada has assigned a priority level to each flag. Our next step is to submit “evidence” to Accreditation Canada on how Council meets or plans to meet all of the standards in each priority area. You will see that we have provided you with some explanations as to how we feel Council currently meets all or some of the standards. We have also taken the liberty of providing some recommendations, from the perspective of the management staff at the home, which we feel would aid Council and Fairmount in fully meeting the standards. Currently Council receives regular financial updates, the results of Ministry of Health & Long-Term Care inspections, quarterly general activity updates and Quality Improvement updates. The quarterly Consolidated Statistic Report you receive includes results of our quality improvement indicators and includes adverse events, near misses, hazards, etc. to ensure we meet both the requirements of the Long-Term Care Homes Act as well as the Accreditation standards. We will be required to submit Quality Improvement Plans (QIP’s) to Health Quality Ontario (HQO) annually starting April 1, 2015. We now have a council member sitting on our Quality Assurance and Assessment Committee (QAAC). We suggest that this can be an opportunity for Council to assess the information we are providing and make recommendations to the committee on what performance measures you would like reported to Council. We recognize there is now a change in Council membership but we would appreciate feedback from Council in the coming month to ensure that what we submit to Accreditation Canada about how Council meets the standards is reflective of Council’s understanding, as the Warden of the County will be expected to speak to the surveyors Recommend Report Fairmount Home –Governance Quality Performance Roadmap November 19, 2014
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about the Governance Functioning Tool and its findings during the on-site accreditation survey in January.
Sustainability Implications Achieving our accreditation will help us to continue to ensure that we provide high quality programs and services to our residents.
Financial Implications Achieving our accreditation will allow the home to continue to receive accreditation funding from the Ministry of Health and Long-Term Care in the amount of $15,418 per year.
Organizations, Departments and Individuals Consulted and/or Affected Accreditation Canada Fairmount Home Management Team
Recommend Report Fairmount Home –Governance Quality Performance Roadmap November 19, 2014
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Flag Color Red
Action Item & Standards
We have sub-committees that have clearlydefined roles and responsibilities.
Accreditation Canada Priority High
Red
Individual members are actively involved in policy-making and strategic planning.
High
Council has clearly defined roles. Warden Doyle is a member of the Quality Assessment and Advisory Committee (QAAC )
Fairmount’s 5 year strategic plan was completed in 2010 and was aligned with the vision and strategic priorities identified by Council. The plan was approved by Council.
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In general, the governing body’s responsibilities are strategic and focused on decisions that affect the organization’s long-term sustainability. For example, the governing body is usually responsible for overseeing its own membership; selecting and evaluating the CEO; overseeing the strategic planning process; approving the organization’s capital and operating budgets and providing overall financial oversight; approving the organization’s corporate policies and ensuring the policies are followed; working with the organization to identify and manage risks and identify strategic opportunities for improvement; monitoring the organization’s performance including the achievement of the strategic goals and objectives; approving major transactions such as capital investments or major equipment purchases; ensuring the organization meets legal and regulatory requirements as well as reporting, monitoring, and accountability obligations; ensuring codes or frameworks for ethical behaviour are in place; ensuring appropriate communications plans and strategies are in place; and governing appropriately and effectively through regular meetings, sub-committees, task forces, and work groups.
Evidence & Preliminary Recommendations
2014-172 Fairmount Home
Red
The composition of our governing body contributes to high governance and leadership performance.
High
Our governing body is the municipal council whose composition is mandated by the Municipal Act and Restructuring Order of 1998.
Where the organization’s governing body is appointed by government, identifying the required membership mix may be the responsibility of government, but the governing body may have input into the required competencies and background. The governing body may use a competency matrix to identify competency gaps in the background, experience, and skills of its members, and recruits members to fill these gaps. The particular competencies sought may vary depending on an organization’s mandate and the skills needed to complement its leadership team, and will change over time as the organization evolves in response to changes in its operating environment. To optimize its engagement in quality and safety processes, the governing body recruits members who have competencies in quality and safety.
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In addition to specific competencies, members possess appropriate personal attributes, including integrity and high ethical standards, sound judgment, strong interpersonal skills, and a high level of commitment to the organization and its success.
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Red
We formally evaluate our own performance on a regular basis.
High
The process to evaluate performance may include using defined standards for evaluation; seeking feedback from its members or the CEO; evaluating processes to make sure they make the best use of members’ time and skills; and reviewing achievements and results relative to the strategic plan, goals, and objectives.
It is our understanding that previous councils did not regularly evaluate their performance. Perhaps there is an opportunity to discuss this with the new council moves forward. Recommendation: Council consider discussing a plan for formally evaluating their governance performance on a regular basis.
An assessment of the governing body’s effectiveness includes whether the governing body has fulfilled its responsibilities relative to key functions such as strategic planning; budgeting; CEO evaluation; risk management; the adequacy of governing body operations and decision-making processes; monitoring the governing body’s culture; and the effectiveness of the governing body’s communications with the organization. The process may also include mechanisms to review research and leading practices in governance and to compare itself with the governing bodies of other similar organizations, i.e., benchmarking.
The governing body regularly reviews the contribution of individual members and provides
High
This could be included with the discussions outlined above.
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Red
The governing body defines what “regularly” means and adheres to that schedule. Contributions of individual members are reviewed regularly.
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feedback to them. The governing body defines what “regularly” means and adheres to that schedule. The review includes whether the member attends, is prepared for, and actively participates in meetings; the member’s knowledge about the organization, its strategic direction, and its operational environment; adherence to the values and ethics framework of the organization and governing body; and whether the member follows through on obligations between meetings, e.g. participation in committee work. Red
As a team, we regularly review how we function together and how our governance processes could be improved.
High
Council approved a Code of Conduct during its previous term and streamlined the reporting process. The Service Delivery and Organizational Review (SDOR) was designed to improve organizational effectiveness and changes were implemented in February 2014.
High
Council’s Code of Conduct. Recently appointed an Integrity Commissioner which is new for the Council.
The governing body identifies and addresses opportunities for improvement in how it functions. Opportunities for improvement include developing procedures to ensure smooth functioning such as monitoring the length of meetings, managing agendas to reduce time on reporting items, and improving the way the governing body operates as a team. There is a process for improving individual effectiveness when nonperformance is an issue.
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Red
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Red
As individual members, we receive adequate feedback about our contribution to the governing body.
High
The Administrator attends Council meetings and provides feedback to Council members. Council representative on QAAC Committee reports back to Council.
Red
Our chair has clear roles and responsibilities and runs the governing body effectively.
High
Governed by the Municipal Act, Municipal Conflict of Interest Act, Procedural By-law and Code of Conduct.
High
The Strategic Plan was approved in 2010 as a five year plan. Council will be involved as we move forward in 2015 to update it.
The chair of the governing body is responsible for managing governing body affairs, including setting meeting agendas, running meetings effectively, controlling discussions among members, managing dissent, and working toward consensus; evaluating the governing body, committees, and members; managing conflicts of interest; building and maintaining a sound working relationship with the CEO and government representatives; working with the organization’s leaders; serving as the governing body’s spokesperson; and establishing a culture of active involvement and engagement among members of the governing body.
Red
As a governing body, we oversee the development of the organization’s strategic plan.
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When government is responsible for setting out the roles and responsibilities of the chair, the governing body remains aware of these roles and responsibilities.
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The governing body oversees the strategic planning process and provides guidance to the organization’s leaders as they develop and update the organization’s vision and strategic plan. The process is used to identify the organization’s long-term vision and strategy for achieving the vision. The frequency and formality of the strategic planning process may differ according to the size and type of organization.
Red
In some jurisdictions development of the organization’s vision and strategic plan may be the responsibility of government. As a governing body, we hear stories about clients that experienced harm during care.
High
The governing body regularly reviews the frequency and severity of adverse events and near misses and uses this information to understand trends, client and staff safety issues in the organization, and opportunities for improvement. Information about adverse events and near misses is provided to the governing body in aggregate reports.
All critical incidents are reviewed at the QAAC Committee. Council receives a quarterly QI statistical report that includes stats related to identified hazards, resident incidents, etc. Now that Council has a representative on the committee, we see it as an opportunity for the in-coming council to assess the information they currently receive and recommend what performance measures they want reported to Council. Recommendation: Council recommend performance measures to be reported.
The governing body defines what “regularly” means and adheres to that schedule. We actively recruit, recommend and/or select new members based on needs for particular skills, background, and experience.
Low
Red
Our renewal cycle is appropriately managed to
High
Mandated by Municipal Act. A Council member was selected to attend educational programs to gain skills to bring back to Council. Recent examples include HQO’s session on QIP’s and an OANHSS sponsored Governance session. Mandated by Municipal Act.
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Red
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ensure continuity on the governing body. Red
Yellow Yellow Yellow Yellow Yellow
Yellow
High
In the past, Council did identify a need to have more members to be able to more fully understand their various roles and increased members from four to eight.
Where the organization’s governing body is appointed by government, assessing the governing body’s structure may be the responsibility of government. The governing body participates in this process and provides input on the assessment of the structure and how the structure contributes to the governing body’s overall effectiveness. Disagreements are viewed as a search for solutions rather than a “win/lose”. Our meetings are held frequently enough to make sure we are able to make timely decisions. Members come to meetings prepared to engage in meaningful discussion and thoughtful decision-making. Our governance processes make sure that everyone participates in decision-making. Our governing body’s dynamics enable group dialogue and discussion. Individual members ask for and listen to one another’s ideas and input. Working relationships among individual members and committees are positive. We benchmark our performance against other similar organizations and/or national standards. The process to evaluate performance may include
Recent SDOR.
Process for handling disagreements are managed by the procedural by-law and code of conduct. Integrity Commissioner recently appointed. Meetings are held monthly or at call of the chair. Special emergency meetings have been called. High
Members receive all information electronically a minimum of five days in advance of meetings.
Low
The procedural by-law ensures everyone has an opportunity to speak and an opportunity for a recorded vote. The Committee of the Whole was implemented to facilitate greater interaction, discussion, questions and input. The Code of Conduct was implemented to aid in this.
High
Participate in OANHSS benchmarking process and receive an annual report. SDOR also provided data.
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Yellow
We review our own structure, including size and sub-committee structure.
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using defined standards for evaluation; seeking feedback from its members or the CEO; evaluating processes to make sure they make the best use of members’ time and skills; and reviewing achievements and results relative to the strategic plan, goals, and objectives. An assessment of the governing body’s effectiveness includes whether the governing body has fulfilled its responsibilities relative to key functions such as strategic planning; budgeting; CEO evaluation; risk management; the adequacy of governing body operations and decision-making processes; monitoring the governing body’s culture; and the effectiveness of the governing body’s communications with the organization. The process may also include mechanisms to review research and leading practices in governance and to compare itself with the governing bodies of other similar organizations, i.e., benchmarking.
We regularly identify areas for improvement and engage in our own quality improvement.
High
Yellow
As a governing body, we annually release a formal statement of our achievements that is shared with the organization’s staff as well as external partners and the community.
Low
Yellow
We receive ongoing education on how to interpret information on quality and patient
Low
Recent SDOR. Orientation for new council members. Educational opportunities through OANHSS and AMO. Monthly County newsletter is posted on the website. Regular news releases prepared by the Communications Officer. Council reports and meeting minutes are uploaded to the website. Administrator reports results of council meetings to staff. Council member participated in QIP education sessions. Council received education on QI LEAN methods and
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Yellow
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safety performance.
Yellow
The composition of our governing body allows us to meet stakeholder and community needs.
High
supports annual LEAN projects. The most recent one at Fairmount was the Dietary workflow project. It is planned for the maintenance department for 2015. Council receives quarterly QI statistical reports. All meetings are open to the public and always attended by the media. There is opportunity for resident/family/staff delegations.
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AgendaItem#10h)
REPORT 2014-174 RECOMMEND REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Tom Mercer Manager of Environmental Services, Fairmount Home
Date prepared:
November 10, 2014
Date of meeting:
November 19, 2014
Re:
Fairmount Home – EXSM230C 65lb Washers - Replacement
Recommendation RESOLVED THAT the Council of the County of Frontenac accept the Fairmount Home – EXSM230C 65lb Washers - Replacement report; AND FURTHER THAT the Council of the County of Frontenac direct staff to replace both 65lb EXSM230C washing machines this year (2014) to take advantage of the Electrolux rebate program, approval required prior to December 10, 2014.
Background Ontario Laundry Systems has indicated that the manufacturer responsible for making new inverters for these machines has gone out of business. Due to this replacement inverters are no longer available for these washing machines. The current washers were invoiced to Fairmount on 07/05/03 and have been in service for 11 years with an estimated useful life cycle of 10-12 years under normal usage conditions. 2003 per unit price was $11,360.00. The Ministry of Health & Long Term Care mandates the cleaning and sanitation of resident clothing and linen in section 89 of the regulations; 89. (1) As part of the organized program of laundry services under clause 15 (1) (b) of the Act, every licensee of a long-term care home shall ensure that, (a) procedures are developed and implemented to ensure that, Recommend Report Fairmount Home – EXSM230C 65lb Washers - Replacement Page 1 of 3
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(i) residents’ linens are changed at least once a week and more often as needed, (ii) residents’ personal items and clothing are labelled in a dignified manner within 48 hours of admission and of acquiring, in the case of new clothing, (iii) residents’ soiled clothes are collected, sorted, cleaned and delivered to the resident, and (iv) there is a process to report and locate residents’ lost clothing and personal items; (b) a sufficient supply of clean linen, face cloths and bath towels are always available in the home for use by residents; (c) linen, face cloths and bath towels are kept clean and sanitary and are maintained in a good state of repair, free from stains and odours; and (d) industrial washers and dryers are used for the washing and drying of all laundry. (2) Despite clause (1) (d), the licensee may provide residential washers and dryers within the home that are, (a) accessible to residents and family members; and (b) available to address the laundry needs arising from programs if industrial sanitation is not necessary to meet those needs. The two EXSM230C machines currently account for between 60 and 70% of Fairmount’s washing capacity processing approximately 650lbs of linens daily. Electrolux is offering a rebate on the purchase of replacement washers for EXSM series. According to the policy outlined in the rebate program Fairmount would be eligible to receive a $2500.00 incentive per machine provided we have met the submission criteria by the Dec. 21, 2014 expiration date.
Comment Current pricing for replacements before rebates is quoted at $13,370 per unit. Factoring in the rebate of $2500.00 per machine the actual per unit price is $10,870 or $490.00 less than the original purchase cost in 2003. As noted in the background portion of this report LTC homes are mandated to meet legislative requirements for industrial washing and level of linen supply. Prolonged downtime of any one of the washers adversely impacts the Homes ability to meet these requirements. All costs shown are before taxes and any applicable installation or labour charges.
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Sustainability and Strategic Implications As a part of Fairmount’s commitment to sustainability the homes strategic plan contains the following: Our Sustainability Fairmount will strive to become a sustainable organization by seeking out opportunities and resources that will allow us to reduce our financial and environmental impact upon our community. The identified replacement unit is an Electrolux Professional W4280X which is advertised to perform the same work with a 30% savings on water usage. Ecolab provided me with a metric based on per wash usage for a 50lb industrial washer which they indicate as 100 gallons on a normal wash setting. Assuming the stated 30% water savings Fairmount should realize a daily reduction in the water taking of approximately 300 gallons (10 combined loads at 100 gallons of water per load). Lower water taking by the washers equates to less overall stress placed on the building infrastructure with regards to; decreased run time for well pumps, reduced need for the boilers to produce hot water and lower softening requirements resulting in lower energy and consumables usage for Fairmount Home.
Financial Implications Increased labour in laundry to accommodate the linen and clothing requirements in the event of prolonged washer downtime. Per unit cost is quoted at $13,370 less rebate of $2500.00 equals $10,870 plus taxes and installation. This cost would be covered by a transfer from the equipment replacement reserve. Organizations, Departments and Individuals Consulted and/or Affected Warren Gibson, Ontario Laundry Systems Inc. Gordon Bristow, Ecolab Service Representative Fairmount Home Laundry Staff
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Report 2014-163 INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Jannette Amini Manager of Legislative Services/Clerk
Date prepared:
November 1, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – 2014 3rd Quarter Activity Update
Recommendation This report is for information only.
Background This report is presented to Council to provide an update on the various new and ongoing activities and special projects undertaken during July, August and September, 2014.
Comment Ongoing Activities •
Council Meetings - supported by Corporate Services staff at all levels through contributions to the content and preparation of agendas Regular meetings: July 16 and September 17 Committee of the Whole meetings:
September 3
Special Council meetings:
August 21 and September 22
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•
Council’s Advisory Committees (CAO, Manager of Legislative Services/Clerk, Communications Officer, Manager of Economic Development and other staff, as needed) Sustainability: August 11 Trails: August 26 150th Anniversary: August 27 Accessibility: August 15 Seniors Housing Task Force: August 14 – Wolfe Island
•
RULAC and Joint Management RULAC October 6 (City of Kingston)
•
Eastern Ontario Wardens’ Caucus (EOWC) Wardens’ Caucus August 7 (County), August 17 (London- AMO Conference) CAOs: July 18 (United Counties of Prescott and Russell)
•
Eastern Ontario Regional Network (EORN) Board (Councillor Gary Davison): No meetings in July and August, September (County) Conferences, Training and Seminars
- The Manager of Sustainability Planning, the Manager of Economic Development presented at the Eastern Ontario Municipal Conference held in Kingston September 9-11. The topics presented were on the County’s Natural Heritage Study and the County’s Community Improvement Plan process. The Community Planner also attended the Conference.
- CAO attended the AMO Conference in London, Ontario – EOWC Meetings August 17 Committee Activities
KFL&A Children and Youth Services Planning Committee: Manager of Legislative Services/Clerk (Member) – September 12 (Kingston) Rideau Corridor Landscape Strategy Steering Committee: A Planners group meeting was held September 24, however Staff were unable to attend due to prior commitments. Shared Data Consortium: Treasurer (no meetings 3rd quarter)
Special Events, Projects and Key Activities
The 2014 Integrated Community Sustainability Planning (ICSP) Workshop organized by Sustainable Advisory Committee and supported by a team of Corporate Services staff was held on September 18 at the Circle Square Ranch in Arden Coordination and planning of the 2014 Warden’s Reception in October Frontenac K&P Trail, Manager of Economic Development:
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- The bridge at White Lake Creek was completed in July.
- The construction of approximately 9 km of the K&P Trail was awarded to Crains Construction Limited in July. The project was completed by midSeptember.
- Signage has been installed at all road crossings
Representing the County
- Manager of Legislative Services/Clerk attends the KFL&A Children & Youth Services Planning Committee Meetings
- Executive Assistant attends Aboriginal Services Working Group (Specific Populations Committee - KFL&A Children & Youth Services Planning Committee)
- Manager of Economic Development continues to sit as a member of the funding panels for the Province’s Rural Economic Development and Local Food fund programs
- Manager of Economic Development sits as a member of the KFL&A Food Council, the Land O’ Lakes Tourist Association, Frontenac Stewardship Foundation and exofficio on the Board of Frontenac CFDC.
Updates from Corporate Services Management & Staff Director of Corporate Services/Treasurer Deputy Treasurer and Finance staff
LEAN Six Sigma Procurement Process Review and Implementation Budget software contract and commence implementation Long Range Financial Plan – Capital asset management plan INFO HR - ongoing testing integration with GP financial software RFP- RFQ processed – White Creek Bridge on K&P Trail, Financial Budget Software, Air Conditioning in Administration Building and Supply & Install Engineered Granite at Fairmount Completion of Fairmount Annual Report for 2013 and 2014 Long-Term Care Home Revenue/Occupancy Report for the period between Jan 1, 2014 to Sep 30, 2014 to the Ministry of Health and Long-Term Care Contract service to Frontenac Islands: monthly financials, payroll, processed tax certificates, supplementary and omitted tax assessment and ownership changes; preparation of interim audit information Conferences, Training and Development:
The Treasurer and Deputy Treasurer attended the MFOA Annual Conference held in Niagara Falls on September 25-26. Some topics presented included Canada’s Economic Outlook by Nancy Horsman, Senior Economic Advisor at Deliotte, PSAB Update by Tim Beauchamp, CPA, CMA, Director, Public Sector Accounting, Case Studies on Determining the Right Municipal Tax Rate, Asset Management Tool and Templates. MFOA webinar on Asset Management Webinar Series: Rounding Up Asset Management Tools - New & Existing Part 1: Tools, Tips and Next Steps attended by the Deputy Treasurer on August 4, 2014
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MFOA Asset Management Webinar Series: Rounding Up Asset Management Tools
- New & Existing Part 2: Tips & Case Studies attended by the Deputy Treasurer on August 12, 2014
Manager of Economic Development
- Attended the July regular meeting of the Community Futures Development Corporation
- Attended the KFL&A Food Council meeting in July and September as a member of the Board and an additional 6 meetings as a member of a sub-committee to plan a Food Summit for October 18, 2014
- Manned a booth at the First Responders Day in Cloyne, on Saturday, July 26 to promote the County’s 150th Anniversary Celebrations
- Manned a booth at the Cattail Festival in Verona, on Saturday, August 9 to promote the County’s ICSP environmental pillar as well as the K&P Trail.
- Organized, with the Communications Officer and the CAO, the official opening of the second phase of the K&P Trail in Verona. Over 70 people attended.
- Manned a booth at Community Day in Cloyne on Saturday, September 6 to inform attendees of projects and programs supported by the County.
- Team lead for the ICSP Workshop held on September 18 in Arden.
Manager of Information Systems and IS Staff
- Assisted FPS with defibrillator trials
- Assisted finance staff with FMW (budget tool) software.
- Deployed Electronic Medication Administration Record and Scheduling (eMARS) at Fairmount Home
- Provided in-house Microsoft Outlook training
- IS Manager attended Panasonic Technology Forum – Grey County
- Server Virtualization Software project initiated.
- Help Desk Analyst Started work on September 22, 2014
- Work orders #s: July 125 August 139 September 158 GIS Specialist
- Frontenac Maps Website Improvements
- Featured Applications Section (accessible on any device):
- K&P Trail Virtual Picture Tour Updated
- Parcel Fabric/MPAC Updates
- Ownership parcels added to sites
- Updated within the file geodatabase
- Updates to interactive mapping sites (x6)
- Shapefiles/Feature classes provided to townships
- Updated/Improved address point file
- Road Network/Addressing Improvements (Ongoing)
- Updates in all 4 townships
- Resolved boundary issues with L&A County
- Zoning
- NF: Completed
- CF: Completed Information Report to Council Corporate Services – 2014 3rd Quarter Activity Update November 19, 2014
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FI: Howe Island Zoning: Completed Wolfe Island Zoning: Completed SF: Review stage with Township Staff
FPS • •
Robertsville Base floor-plan map Urban Ambulance Station Study
- Kingston urban area call volume and density mapping
- Wolfe and Howe Island call volumes
- Calculated averages and percentages • Administration Parking Maps Planning and Sustainability • Trails Concept Plan Data and Mapping • K&P Trail Right-of-Way Mapping • Directional Maps: K&P Trail Opening, ICSP Workshop, Warden’s Reception • County OP Map Updates – At Capacity Lakes, Bedrock, Sand & Gravel • FI unopened road allowance analysis • Planning Application Maps (Sites and Subdivision) Data Collection
- SF Cemeteries – Harrowsmith, Murvale, Sydenham, Verona
- FI Cemeteries – Christ Church, St. Lawrence, St. Philomena, Walker Custom Mapping/Analysis – 2 Requests Meetings and Webinars: • Trails Concept Plan Meeting (July 25) • Wolfe Island Zoning – Public Meeting (August 14) • Howe Island Zoning – Public Meeting (August 21) • Marking Data Accessible with ArcGIS Online Open Data (Webinar: August 7) • GIS and Computer Aided Dispatch Meeting – City of Kingston (September 4) • Open Web Mapping from Start to Finish (Webinar: September 4) • Bell Canada – GIS Mapping Discussion (September 17) • Kingston CACC Meeting (September 30)
Manager of Legislative Services/Clerk & Clerk’s office staff
- Reviewed Local Service Realignment reports provided by City of Kingston Community Services.
- Continues to work with the Townships to ensure staff and Council training on the new Integrated Accessibility Standards Regulation (IASR) Policy which is now required under the AODA.
- Participated in policy development working groups.
- Responded to two (2) appeals made under the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and continue to process documentation. Information Report to Council Corporate Services – 2014 3rd Quarter Activity Update November 19, 2014
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- Organized teleconference and meeting with the Townships of North, Central and Frontenac Islands regarding the use of the County’s iCompass electronic meeting management system at no charge to the Townships. Currently, Central Frontenac has taken advantage of this and staff will follow up with Frontenac Islands.
- Met on 2 occasions with Queen’s University Archivist regarding County of Frontenac Archival records housed at Queen’s University and County of Frontenac Archival records housed at the County Administrative Building. A report on this matter will be presented to County Council in October.
- Participated in a 2 day Lean6Sigma training exercise
- Month of August and September was spent with County Executive Assistants for the clean-up, labelling and destruction of County records pursuant to the County’s Records Retention Schedule.
- Supported the Planning Department regarding sub-division meetings and document distribution.
- Support for all Council, Committees, Land Use Planning and staff meetings Communications Officer Council/Committees
- Supported the Sustainability Advisory Committee and staff with the planning and implementation of the Annual ICSP Workshop in September.
- Worked in conjunction with the Corporate Services Executive Assistant to plan the 2014 Warden’s Reception in October.
- Supported the 150th Anniversary Planning Advisory Committee and the Sustainability Advisory Committee as required • Prepared Workplan Update Reports • Attended meetings as Recording Secretary • Supported SAC’s Pipeline 9 submission to County Council • Worked with 150th Committee and Manager of Economic Development to secure event planning services for the 150th Celebrations • Met with Frontenac & Wolfe Island Plowmen’s Association regarding the 150th Plowing Match • Managed 150th Quilt Design Contest Fairmount:
- Supported committee to plan the Auditorium Grand Opening
- Compile 2014 Resident/Family Survey Responses FPS:
- Supported the planning and execution of the Robertsville Ambulance Station Grand Opening
- Communications to Howe Island Residents regarding MTO bubbler system repair work
- Support to Chief on drafting of sensitive correspondence Corporate Services:
- Member of the EOWC Communications Staff Team to develop communications strategy for the AMO Conference
- Supported the Manager of Economic Development in the planning and execution of the Official Opening of Phase 2 of the K&P Trail in August Information Report to Council Corporate Services – 2014 3rd Quarter Activity Update November 19, 2014
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Managed ordering of signage and promotional items for K&P Trail Member of the Strategic Goals Implementation Team Member of the Psychological Safety Standard Work Team Member of Wellness Team Supported IS Manager with delivery of Outlook Training Supported HR with drafting of staffing announcements Supported Finance with preliminary 2015 budget preparations, RFP/RFQ advertisement templates Drafted Core Competencies Survey for internal use Supported Planning & GIS with alterations to electronic documents Continued to draft Social Media Policy Managed placement of advertisements for Official Plan notices and 2014 Access Award
External Media
- Issued approved media releases/advisories
- Drafted County articles for The Scoop – August and October/November issues
- Arranged media interviews and supported staff who participated
- Sent out approved monthly e-newsletters “Frontenac County Bytes”: July (896 contacts), August (897 contacts), September (892 Contacts) providing updates on activities at the County and at the Townships
- Posted timely updates to corporate social media accounts • Twitter: 810 Followers and 434 Tweets since launch • Facebook: 190 “likes”
- Monitored local media coverage of Frontenac County
- Provided support to all departments in posting materials to the County website Townships
- Assisted with Frontenac Islands August newsletter
- Provided photo editing services to North Frontenac for the preparation of memorial plaques and framed photos of late Mayor Clayton
- Drafted and distributed media release on Township Candidate Information Workshop Manager of Human Resources / Human Resources Staff Staff Announcements: • Brad Lackey joined the Information Systems Department of the County Corporate Services in the role of Service Desk Analyst on September 22, 2014 • Kayla Blakely has returned to the Economic Development Department for a second four (4) month student cooperative position Recruitment: • 22 successful hires (13 internal and 9 external) Fairmount Home • 2 successful hires in Corporate Services (2 external) • 11 successful hires for Emergency & Transportation Services (10 internal, 1 external) Training and Development: Information Report to Council Corporate Services – 2014 3rd Quarter Activity Update November 19, 2014
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• • • • • • •
Microsoft Outlook training was provided to all Frontenac Paramedic Services Supervisors CPR training for Corporate Services staff had to be postponed INFO HR training continues through on-line webinars Training was provided to Frontenac Paramedic Services Supervisors on the HR/Payroll Action form and an introduction to the Mark Norman Way of Thinking (training to follow for all FPS staff) Occupational Health Nurse – Mandatory Ministry of Labour Supervisor & Worker training for Marine Services Health and Safety orientation for all new recruits to Corporate Services Hand hygiene education for Support Services, Fairmount
Policies/Programs: • Human Resources staff continue to work on the Corporate Disability Management Program for 2015 introduction. • Pay Equity has completed Stage One of the Process, Stage 2 (points evaluation) to be conducted November 3, 2014 by Joint Pay Equity Committee. • Organizational Competencies are being introduced to Corporate Services Staff. • Changes to the Employment Standards Act with regards to increased types of job protected leaves are being added to our Human Resources policies to reflect new changes. Townships: • Occupational Health Nurse coordinated Certification Part 2 for townships, Conducted Physical Risk Assessments for South Frontenac and MOL training for Frontenac Islands • Occupational Health continues to chair the County/Township Safety Group on a regular basis • Human Resources assists townships on an as need basis for human resource support. Projects: • • • • • •
Occupational Health has developed the working group for the Psychological Safety Standard Research Project. The baseline survey has been conducted and completed. Occupational Health prepared report on employee injuries related to use of manual stretchers Occupational Health has coordinated the completion of the 2nd physical demands analysis for Fairmount Home Occupational Health completed 4 ergonomic consults, 13 WSIB claims, 10 occupational injury return to work plans and 2 non occupational injury return to work plans 27 clinic appointments INFO HR – Human Resource Management System – implemented employee change action form. This will ensure consistency and communication for all employee changes between Payroll, Human
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•
Resources and operational departments for effective electronic record keeping. The Human Resources office ceiling was repaired with updated fire alarms and lighting.
Labour Relations: • Our three Labour Management Committees (CUPE 109, CUPE 2290 & OPSEU 462) continue to discuss and resolve items related to employees and management. •
CUPE 109 – Marine Services, Scheduling Committee (union and management) worked to develop new procedures to take effect December 2014.
•
CUPE 2290 Fairmount Home and Corporate Services, Management met July 16th, 2014 and arrived at an agreement through Arbitration on a work force matter.
•
Interest Arbitration is scheduled for October 28, 2014 with CUPE 2290 to arrive at a new collective agreement.
•
OPSEU 462 and Management will meet at the Ontario Labour Relations Board on October 15th, 2014 to discuss the Essential Ambulance Services Agreement, upon this settlement; the parties will commence collective bargaining.
•
OPSEU and Management continue to work through grievance settlement procedures to resolve several grievances.
•
Information Services realignment is complete. Union and Management met to establish the perimeters in a Letter of Understanding in July of 2014. This means all Information Service employees will service all County departments as opposed to Technicians servicing selected departments pending union affiliation. The initiative will allow the County’s IS department to seek better efficiencies in service delivery.
•
Human Resources continue to oversee Absenteeism as per County policies. The Disability Management Program has been developed in draft and will be forwarded to Senior Leadership and Council this year for approval and implementation in 2015. Program will be introduced to Labour Management Committees during Committee meetings late 2014 and early 2015.
Manager of Sustainability Planning and Community Planner
- Land Use Planning:
- Central Frontenac
- Community Planner and Manager of Sustainability Planning held a number of meetings with citizens to discuss possible severances and variances and attended site visits.
- Planning staff prepared reports and attended Committee of Adjustment meetings on July 10, August 14, and September 18. Information Report to Council Corporate Services – 2014 3rd Quarter Activity Update November 19, 2014
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- Community Planner attended August 12 meeting for Arden Court Official Plan Amendment and Zoning By-law public meeting
- Manager of Sustainability Planning attended Township Council on September 9 for Arden Court final report
- Frontenac Islands Several planning applications were reviewed and meetings were held with property owners. Community Planner attended July 14 and September 8 Council meetings. Work continues on the mapping updates for the Frontenac Islands zoning by-law and three public meetings took place in August and September. Several Marysville community improvement plan applications were reviewed.
- North Frontenac
- Consent applications have been reviewed, site visits undertaken, as well as pre-consultation meetings with applicants.
- A Township initiated zoning amendment for the Lavant public works yard was approved
- North Frontenac CIP brought to Council
- Community Planner attended North Frontenac Committee of Adjustment on August 21
- Ardoch Lake public meeting was held in August. Ongoing review and further discussions with the applicant have taken place.
- South Frontenac
- Applications for the Hartington, Johnston Point, and Applewood developments continue to be reviewed. Applications for Cranberry Cove, Sandstone Shores, and Willowbrook Estates were approved. A public meeting for the Applewood development took place on September 2. One preconsultation meeting took place. • •
Population Projections report was updated for 2034 projections to respond to MMAH comments on the Official Plan. The Manager of Sustainability Planning attended a meeting held by the Ministry of Transportation (MTO) on September 29th with regard to transportation improvements to the Wolfe Island ferry service.
Organizations, Departments and Individuals Consulted and/or Affected Corporate Services Management
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Report 2014-165
INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Colleen Hickey Manager of Human Resources
Date prepared:
November 4, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Disability Management Program Report
Recommendation This report is for information only. Background In March 2014, staff presented County Council Report # 2014-027 Corporate Services Disability Management Audit report which provided Council with the following six recommendations from the Acclaim Ability Management Audit. The report did note that the staff are committed to conducting a full review of the County’s policies and procedures to address the recommendations that were presented by the Acclaim Disability Management Audit.
- Setting Objectives
- Documented policies, process and plan design
- Clearly defined accountabilities
- Data collection and reporting
- Third party adjudication
- WSIB – potential cost relief
Information Report to Council Corporate Services – Disability Management Program November 3, 2014
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Comment Human Resource is meeting the timelines set out and moving to the next phase in which the Senior Leadership Team will be reviewing the policies. Upon approval by the Senior Leadership Team the Disability Management Program will be communicated with an implementation date in 2015. Sustainability Implications Long term and ongoing absenteeism cannot be sustained as it is a significant cost to the County. Management are confident that the implementation of the Disability Management Program can improve attendance, employee morale and productivity which can impact the overall working environment. Financial Implications It is the expectation that the new Program will assist in decreasing absenteeism costs and the current impact on the County’s budget and staffing levels. With the new roles and responsibilities laid out in the Disability Management Program, it is the expectation the County will continuously improve employee attendance which will mitigate these financial costs as noted above. Organizations, Departments and Individuals Consulted and/or Affected Corporate Services Fairmount Home Emergency & Transportation Services
Information Report to Council Corporate Services – Disability Management Program November 3, 2014
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AgendaItem#11c)
Report 2014-166 INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared By:
Colleen Hickey Manager of Human Resources
Date prepared:
October 31, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Monthly Absenteeism Report Card - OCTOBER
Recommendation This report is for information only. Background For the purpose of this report Absenteeism is defined as sick time. All job protected leaves covered under the Employment Standards Act such as emergency, maternity, parental and compassionate leave are not recorded in this report. Council directed that management provide a monthly report indicating the following information:
- The efforts management staff is taking to ensure employee absenteeism due to illness is managed.
- Hours of absenteeism due to illness for Emergency and Transportation Services, Fairmount Home and Corporate Services.
- Cost of paid absenteeism for Emergency and Transportation Services, Fairmount Home and Corporate Services.
Information Report to Council Corporate Services – Monthly Attendance Report Card to Council November 19, 2014
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Comment The report reflects the financial data to show the replacement cost when an employee is to be replaced albeit through collective agreement language or needs of the Corporation. Management continues to monitor employee absenteeism on a daily basis and works within legislation, County policies, procedures and collective agreements.
- Total Hours of Absenteeism for 2012, 2013 & 2014. (100%, 75% and Unpaid Sick Time) A. Total Hours of Absenteeism for Fairmount Home Month January February March April May June July August September October November December Annual Total
2012 2013 1620.50 1273.50 1599.83 772.02 1648.59 531.75 1396.47 358.25 1141.00 398.19 1016.25 808.25 847.50 1402.84 677.25 1618.33 1243.50 1266.75 1488.42 1031.08 1052.50 1079.90 1068.33 978.40 14800.14 11519.26
2014 998.58 832.00 716.22 859.20 1035.34 1956.25 1925.50 1543.00 1817.50 1657.42
B. Total Hours of Absenteeism for Emergency & Transportation Services Month January February March April May June July August September October Nov Dec Annual Total
2012 2013 1253.50 1484.42 1562.12 1168.11 1378.83 1309.87 923.00 1980.88 1512.83 1754.05 1848.67 1789.37 1685.13 1607.87 1489.00 1839.00 1689.22 2019.85 2167.25 2250.75 2276.70 2485.85 1866.28 2223.17 19652.53 21913.19
Information Report to Council Corporate Services – Monthly Attendance Report Card to Council November 19, 2014
2014-166 Corporate Services
2014 2150.50 1574.25 1207.41 1432.59 1245.22 1433.25 1137.00 1467.43 1824.14 1653.50
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C. Total Hours of Absenteeism for Corporate Services Month Jan Feb March April May June July Aug Sept Oct Nov Dec Annual Total
2012 67.00 37.00 22.50 21.50 90.75 29.50 30.00 37.50 25.00 59.50 31.50 29.50 481.25
2013 63.25 22.50 82.00 44.50 195.50 160.50 183.75 136.50 22.58 21.50 15.00 29.50 977.08
2014 16.87 94.00 7.50 22.50 37.50 93.25 11.00 3.50 34.92 26.00
- Operational cost of paid sick leave for Emergency & Transportation Services, Fairmount Home and Corporate Services A.
2012 2013 2014 accumulated January February March April May June July August September October
Emergency & Corporate Transportation Services Services $ $ 16,999.13 608,289.23 23,142.00 654,142.96 8,714.00 471,872.36 503.70 2,782.45 228.23 490.89 793.15 2,064.59 447.56 68.64 735.38 599.41
66,818.75 42,704.38 26,556.51 44,460.64 40,097.99 48,701.82 38,037.14 51,383.36 59,249.02 53,862.75
Information Report to Council Corporate Services – Monthly Attendance Report Card to Council November 19, 2014
2014-166 Corporate Services
Fairmount $ 309,617.67 203,232.24 244,887.80 13,919.04 12,410.92 12,645.12 16,575.55 24,250.93 40,281.72 36,825.26 27,899.63 33,099.90 26,979.73
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AgendaItem#11c)
Replacement cost (for positions that require replacement) for Emergency & Transportation Services, Fairmount Home and Corporate Services B. Emergency & Corporate Transportation 2014 Services Services Fairmount $ $ $ May 0 40,879.56 16,556.05 June 0 47,959.99 25,357.35 July 0 37,446.74 23,012.41 August 0 34,798.60 16,005.80 September 0 56,038.01 22,892.93 October 0 48,656.36 20,059.50
Sustainability Implications Working together to identify and reduce absenteeism and maintain key policies and best practices consistently will create a renewed awareness in the overall improvement required in this area. Financial Implications Using consistent policies and practices will assist to create awareness in the need to minimize the impact on high absenteeism and associated cost. Absenteeism is a significant cost to the Employer and must be managed to ensure fiscal responsibility. Organizations, Departments and Individuals Consulted and/or Affected Sherry Corneil, Human Resources Generalist Susan Brant, Deputy Treasurer
Information Report to Council Corporate Services – Monthly Attendance Report Card to Council November 19, 2014
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AgendaItem#11d)
REPORT 2014-167 INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Marian VanBruinessen Director of Corporate Services/Treasurer
Date prepared:
November 1, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – 2014 3rd Quarter Financial Summary
Recommendation This report is for information only. Background The County of Frontenac Financial Summary for the 3rd Quarter of 2014 is attached. Comment Most variances are primarily due to timing with additional comments provided below:
Revenue Requisition on Municipalities: Amounts will be reconciled at year end. Federal and Provincial Transfers: Land Ambulance anticipated funding for Offload Nursing has not yet been received in full. Provincial funding for Fairmount Home will be reconciled with resident revenue at year end. Provincial funding in the amount of $442,050 for the Ferry was received in October and will be reflected on the 4th quarter financial summary, but revenue will be reconciled at year end. Fees and Service Charges: Fairmount resident revenues are under budget, but are reconciled at year end against Provincial revenue so that the total amount received from the Province and the residents is within the prescribed Ministry of Health funding for Fairmount Home. Provincial Offences net revenue is higher than budget. Information Report Corporate Services – 2014 3rd Quarter Financial Summary November 19, 2014
2014-167 Corporate Services
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AgendaItem#11d) Other Income: TransCanada Trail funding and one-time funding for Fairmount staff training and development. City of Kingston Contribution: City of Kingston contributions will be reconciled at year end.
Expenses General Government: Utility cost increases have exceeded budget amounts to date. Legal and professional fees have exceeded budget amounts to date. Ambulance Services: Utility cost increases for the bases have exceeded budgeted amounts to date. Building maintenance expenses have exceeded budget amounts to date primarily due to snow removal, salting and sanding in the first quarter of 2014. Other areas are under budget due to timing. Fairmount Home: The Fairmount auditorium has been completed. Utility cost increases have exceeded budget amounts to date. Salaries are over budget primarily due to sick leave and overtime in the nursing department. Benefits and other areas are under budget due to timing of the expense. Social & Family Services: The City invoices based on its budget but amounts will be reconciled at year end. Social Housing: The City invoices based on its budget but amounts will be reconciled at year end. Planning and Development: Budgeted expenses related to CIPs have not all been expended in 2014, but the related Federal Gas Tax funding has not be recognized, so there is no net impact. Other Expenditures: Includes federal grants which have not yet been released. Sustainability Implications Within Directions for Our Future, the vision statement associated with Capacity Building and Governance states that “Government decision-making processes are clear, forward thinking and focused on the longer term”. By reviewing quarterly financial statements, Council can assure itself that the direction given through the 2014 budget is being carried out. At the same time, this information is being shared publicly. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team
Information Report Corporate Services – 2014 3rd Quarter Financial Summary November 19, 2014
2014-167 Corporate Services
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AgendaItem#11d)
COUNTY OF FRONTENAC 2014 Variance to September 30, 2014
Summary of Revenue and Expenditure 2014 Budget $
to date Budget $
to date Actual $
Variance $
Recoveries
8,401,929 14,331,600 140,000 3,300,009 294,171 9,980,584 144,776
6,203,187 10,706,780 105,000 2,475,007 71,953 7,447,379 92,970
6,204,598 10,237,245 131,090 2,515,097 378,272 7,591,488 75,218
1,411 -469,535 26,090 40,090 306,319 144,109 -17,752
73.85% 71.43% 93.64% 76.21% 128.59% 76.06% 51.95%
Subtotal Revenue before Requisition
28,191,140
20,899,089
20,928,410
29,321
74.24%
Subtotal Revenue With Requisition
36,593,069
27,102,276
27,133,008
30,732
74.15%
Transfer From Reserves/Reserve Funds
4,025,318
1,387,921
1,442,935
55,014
35.85%
Total Revenue and Reserve Transfers
40,618,387
28,490,197
28,575,943
85,746
70.35%
Planning and Development Other Expenditures
2,735,225 -267,070 2,468,155 34,600 934,112 17,031,405 -679,229 16,352,176 703,517 13,648,404 -509,152 13,139,252 1,531,350 1,210,805 851,086 909,113 -42,716 866,397 1,612,938 913,999
1,734,389 -200,303 1,534,086 33,250 689,058 12,445,018 -509,421 11,935,597 527,638 9,955,062 -381,864 9,573,198 1,148,511 890,531 619,565 597,078 -32,037 565,041 915,311 150,300
1,722,272 -188,092 1,534,180 26,917 682,469 12,173,398 -409,302 11,764,096 527,638 10,061,520 -366,896 9,694,624 1,115,043 890,530 609,309 597,457 -34,463 562,994 791,593 96,400
-12,117 12,211 94 -6,333 -6,589 -271,620 100,119 -171,501 0 106,458 14,968 121,426 -33,468 -1 -10,256 379 -2,426 -2,047 -123,718 -53,900
62.97% 70.43% 62.16% 77.79% 73.06% 71.48% 60.26% 71.94% 75.00% 73.72% 72.06% 73.78% 72.81% 73.55% 71.59% 65.72% 80.68% 64.98% 49.08% 10.55%
Total Expense
40,618,387
28,582,086
28,295,793
-286,293
69.66%
0
-91,889
280,150
372,039
0.00%
REVENUE Requisition on Municipalities Federal and Provincial Transfers Investment Income Fees and Service Charges Other Revenue City of Kingston Contribution
EXPENSE General Government Less: Non-Cash Items Net: General Government Protection to Persons and Property Transportation Services Land Ambulance Less: Non-Cash Items Net: Land Ambulance Health Services Fairmount Home Less: Non-Cash Items Net: Fairmount Home Fairmount Home Debenture Social and Family Services Social Housing Recreation and Cultural Services Less: Non-Cash Items Net: Recreation and Cultural Services
Accumulated Net Revenue (Deficit)
Information Report Corporate Services – 2014 3rd Quarter Financial Summary November 19, 2014
2014-167 Corporate Services
% Total Annual Budget
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AgendaItem#11d) COUNTY OF FRONTENAC 2014 Variance to September 30, 2014
Summary Of Revenue and Expenditure 2014 Budget $
to date Budget $
to date Actual $
Variance $
% Total Annual Budget
LAND AMBULANCE SERVICES Provincial Funding Special Projects Revenue Sale of Vehicle & Equipment Recoveries Other Total Revenue
7,750,633
5,812,975
5,730,714
-82,261
73.94%
0 0
0 0
0 0
0 0
0.00% 0.00%
0 0
0 0
570 6,288
570 6,288
0.00% 0.00%
7,750,633
5,812,975
5,737,572
-75,403
74.03%
Salaries Benefits Office Supplies and Repair Medical Supplies and Repair Equipment Supplies and Repair Public Relations Travel, Training, Conference fees Professional, Contracted Service, Insurance Building Maintenance Communications Supplies, Service and Equipment Vehicle Service and Supplies Rentals, Leases, Penalties and Interest Utility Costs External Transfers Gain/Loss on Sale of Fixed Asset Other Depreciation Current Expenditures Subtotal Less: Non Cash Items Net: Service Delivery Projects Reserve for Vehicle, Equip, Replacement & Other Total Direct Service Expense
9,327,028 2,964,498 89,601 325,000 85,675 8,750 72,162 203,243 159,251 257,547 524,214 221,786 96,600 233,854 0 273,462 679,229 15,521,900 -679,229 14,842,671 0 628,668 15,471,339
6,995,273 2,162,268 73,601 243,750 64,881 6,563 54,135 190,993 119,313 193,160 393,383 166,340 72,450 175,390 0 205,096 509,421 11,626,017 -509,421 11,116,596 0 0 11,116,596
6,963,779 2,154,280 55,082 248,496 41,941 2,606 49,831 191,367 126,695 172,960 352,490 153,207 76,097 175,390 -67,382 148,739 476,685 11,322,263 -409,302 10,912,961 0 0 10,912,961
-31,494 -7,988 -18,519 4,746 -22,940 -3,957 -4,304 374 7,382 -20,200 -40,893 -13,133 3,647 0 -67,382 -56,357 -32,736 -303,754 100,119 -203,635 0 0 -203,635
74.66% 72.67% 61.47% 76.46% 48.95% 29.78% 69.05% 94.16% 79.56% 67.16% 67.24% 69.08% 78.78% 75.00% 0.00% 54.39% 70.18% 72.94% 60.26% 73.52% 0.00% 0.00% 70.54%
Capital Revenue City of Kingston Contribution From Reserves Total revenue and reserve transfers
0 880,837 880,837
0 819,000 819,000
0 851,136 851,136
0 32,136 32,136
0.00% 96.63% 96.63%
Capital Expense Vehicle New Vehicle Replacement Equipment New Equipment Replacement Prior Year Capital Building Total Capital Expenditure
0 369,000 0 61,837 0 450,000 880,837
0 369,000 0 0 0 450,000 819,000
0 429,305 0 0 0 421,831 851,136
0 60,305 0 0 0 -28,169 32,136
0.00% 116.34% 0.00% 0.00% 0.00% 93.74% 96.63%
Total Ambulance Expenditure
16,352,176
11,935,596
11,764,097
-171,499
71.94%
Net Operating Expense Net Capital Expense Total Expense
7,720,706 0 7,720,706
5,303,621 0 5,303,621
5,175,389 0 5,175,389
-128,232 0 -128,232
67.03% 0.00% 67.03%
City of Kingston Frontenac
6,107,935 1,612,771
4,195,753 1,107,868
4,094,307 1,081,082
-101,446 -26,786
67.03% 67.03%
Information Report Corporate Services – 2014 3rd Quarter Financial Summary November 19, 2014
2014-167 Corporate Services
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AgendaItem#11d)
COUNTY OF FRONTENAC 2014 Variance to September 30, 2014
Summary Of Revenue and Expenditure
FAIRMOUNT HOME FOR THE AGED Revenue Provincial/Federal Funding Residents - Accommodation Fees Other Revenue Recoveries Revenue Subtotal Before Municipal Contribution Transfers - Reserves/Reserve Funds Total Revenue and Reserve Transfer Salaries Benefits Office Supplies and Repair Supplies and Repair Equipment Supplies and Repair Public Relations Travel, Training, Conference fees Professional, Contracted Service, Insurance Building Maintenance
Total Annual Budget %
2014 Budget $
Variance Budget $
Actual $
5,180,084
3,889,213
3,965,431
76,218
2,907,324
2,180,493
2,142,852
-37,641
73.71%
1,000
750
803
53
80.30%
$
76.55%
99,768
74,826
49,211
-25,615
49.33%
8,188,176
6,145,282
6,158,297
13,015
75.21%
108,837
74,128
0
-74,128
0.00%
8,297,013
6,219,410
6,158,297
-61,113
74.22%
6,460,816
4,861,571
4,945,697
84,126
76.55%
1,985,037
1,455,027
1,403,492
-51,535
70.70%
24,500
18,375
14,976
-3,399
61.13%
661,338
496,229
465,866
-30,363
70.44%
246,681
195,523
151,931
-43,592
61.59%
6,500
4,875
4,903
28
75.43%
47,020
35,815
26,348
-9,467
56.04%
586,649
467,345
400,493
-66,852
68.27% 71.78%
247,500
186,375
177,649
-8,726
Communications Supplies, Service and Equipment
68,339
65,305
49,379
-15,926
72.26%
Vehicle Service and Supplies Rentals, Leases, Penalties and Interest Utility Costs Internal Transfers Gain/Loss on Sale of Fixed Asset Other Depreciation Current Expenditures Subtotal Less: Non Cash Items Net: Service Delivery Reserve transfer Operating Expense Subtotal
4,200
3,150
5,096
1,946
121.33%
10,500
7,875
7,863
-12
74.89%
240,292
180,219
191,503
11,284
79.70%
0
0
0
0
0.00%
0
0
5,190
5,190
0.00% 62.60%
174,442
77,455
109,193
31,738
509,152
381,864
361,706
-20,158
71.04%
11,272,966
8,437,003
8,321,285
-115,718
73.82%
-509,152
-381,864
-366,896
14,968
72.06%
10,763,814
8,055,139
7,954,389
-100,750
73.90%
39,000
0
0
0
0.00%
10,802,814
8,055,139
7,954,389
-100,750
73.63%
City Contribution to Capital Capital Donations City Contributions to Capital - Prior Year Reserve transfer Total revenue and reserve transfers
1,538,032
1,153,524
1,128,568
-24,956
73.38%
200,000
0
0
0
0.00%
50,746
0
0
0
0.00%
542,776
434,793
561,271
126,478
103.41%
2,331,554
1,588,317
1,689,839
101,522
72.48%
Total Capital Expenditure
2,336,439
1,518,059
1,740,236
222,177
74.48%
Total Expense and Reserve transfer
13,139,253
9,573,198
9,694,625
121,427
73.78%
Municipal Contribution City of Kingston Share County of Frontenac Share
2,510,686
1,765,471
1,846,489
81,018
73.55%
1,680,746
1,200,520
1,255,613
55,092
74.71%
829,940
564,951
590,876
25,926
71.20%
Fairmount Capital
Information Report Corporate Services – 2014 3rd Quarter Financial Summary November 19, 2014
2014-167 Corporate Services
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AgendaItem#11e)
Report 2014-168 INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Paul J. Charbonneau Director of Emergency & Transportation Services/Chief of Paramedic Services
Date prepared:
October 30, 2014
Date of meeting:
November 19, 2014
Re:
Emergency and Transportation Services - 2014 3rd Quarter Activity Update
Recommendation This report is for information only. Background This report is presented to Council to provide an update on the various ongoing activities and special projects during the 3rd quarter of 2014.
Comment Meetings Attended County Council – Regular Meeting County Council – Special Meeting County Council – Committee of the Whole County Council – Joint Council Joint Management and RULAC County Emergency Management Program Committee City of Kingston Emergency Management Program CACC Advisory Regional Paramedic Program of Eastern Ontario Information Report to Council rd Emergency and Transportation Services – 2014 3 Quarter Activity Update November 19, 2014
2014-168 Emergency and Transportation
Dates July 16 and September 17
August 27 September 11 September 10 Page 1 of 6
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AgendaItem#11e)
(RPPEO) OPSEU Local 462 Labour Management Committee CUPE Local 109 Labour Management Committee County Health & Safety Committee EMO Loyalist Sector Meeting
September 16
Committee Activities
- Ontario Association of Paramedic Chiefs (OAPC) Executive (Teleconference): Weekly on Tuesday morning
- Ontario Association of Paramedic Chiefs (OAPC) Board: September 23rd
- EHSB/OAPC Quarterly Meeting: None
- OAPC - Eastern Ontario Chiefs: September 11th and 12th
- Paramedic Chiefs of Canada (PCC) (via teleconference): a. Executive: July 7th, August 11th and September 8th (face to face in Halifax) b. Board of Directors: July 14th, August 18th and September 9th and 10th (face-toface in Halifax) Special Projects/Other Activities
- Robertsville Station Grand Opening Following the first ever County Council meeting in the Township of North Frontenac during this Council’s term, Warden Bud Clayton officially cut the ribbon with Shauna Dunn, President of OPSEU Local 462 and Paul Charbonneau, Chief of Paramedic Services, to open the Robertsville Station. The opening was the culmination of over eight (8) years of studies, discussions and briefing to place this station in the best strategic location to serve the citizens in the north area of the County of Frontenac.
Information Report to Council rd Emergency and Transportation Services – 2014 3 Quarter Activity Update November 19, 2014
2014-168 Emergency and Transportation
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AgendaItem#11e)
- 2014 OAPC Awards Gala On Thursday September 25th CAO Kelly Pender, Shauna Dunn, President of OPSEU Local 462, Colleen Hickey, Manager of Human Resources join FPS Senior officers and staff at the annual OAPC Awards Gala. Two (2) of our paramedics received the Governor General’s Exemplary Service Medal; Mark Lawler for thirty (30) years and Richard Russell for twenty (2) years of exemplary service.
For the first time in FPS history, one of our paramedics, Joseph Ferguson received the Dr. N.H. McNally Award of Bravery for his heroic actions on December 4, 2013: “On December 4, 2013, Joe Ferguson attended a call where a car went into the side of a house. The car went approximately one hundred and ten feet off the road, through two fences, across a back yard and collided with the house at the natural gas meter. The car stopped resting on the gas meter thus causing a major gas leak which could be smelled one hundred feet away and could be heard from a distance of seventy five feet away from the meter. Gas leaking at a high rate and a long time has the potential to explode as the three factors necessary were in place - 1) fuel - the gas 2) oxygen and 3) ignition , the hot engine, the hot muffler and the car battery still connected. There was a patient in the driver’s seat but the driver’s door was against a fence. Joe pulled the patient over the stick shift, out the passenger door and dragged him twenty feet to safety and proceeded to work on him as he was vital signs absent.”
Information Report to Council rd Emergency and Transportation Services – 2014 3 Quarter Activity Update November 19, 2014
2014-168 Emergency and Transportation
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AgendaItem#11e)
Q Performance Standards - Ke Q3 ey Performance Indic cators (KPII)
C County of Frontenac c Legislated Respons se Time Sttandard (RT TS)
ndar year of o 2014 from m January 1 to Decem mber 31, Co ouncil set th he following For the calen sttandards: i. Des signated De elivery Agen nt (DDA) - SUDDEN S C CARDIAC A ARREST 48% percent p of the t time, wiithin 6 minu utes from th he time amb bulance dis spatch conv veys the ca all informatiion to the paramedic, p t County the y of Fronten nac will endeavour to have h a resp ponder equ uipped and ready to us se an AED at the locattion of a patient determ mined to be e in sudden n cardiac arrrest.
Infformation Repo ort to Council Em mergency and Transportation n Services – 20 014 3rd Quarterr Activity Updatte No ovember 19, 20 014
2014-168 Emergency and Transportation
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AgendaItem#11e)
ii. EM MS Designatted Delivery y Agent - CTAS C 1 68% percent p of the t time, wiithin 8 minu utes from th he time amb bulance dis spatch conv veys the ca all informatiion to the paramedic, p t County the y of Fronten nac will endeavour to have h a PAR RAMEDIC as a defined by the Amb bulance Actt and duly equipped e att the locatio on of a patient determined to be CTAS 1. iii. EM MS Designa ated Deliverry Agent - CTAS C 2, 3, 4, 5 The County C of Frontenac will w endeavo our to have a PARAME EDIC as de efined by the e Ambu ulance Act and a duly eq quipped at the t location n of a patien nt determin ned to be CT TAS 2, 3, 4, 4 5 within a period of time determ mined apprropriate by the t DDA an nd noted be elow in Tab ble 1, or as resources permit (lev vel of effort)): 3 4, 5 EMS S Delivery Agent A Com mmitment CTAS 2, 3, CTA AS 2 3 4 5
Targe et Time from m Paramedic Received d Until on Scene S 10 minutes 10 minutes 10 minutes 10 minutes
Target 65% 65% 65% 65%
The im mage below w speaks to o the fact th hat 99.07% of our resp ponses during the 3rd quarte er of 2014 were w deem med emerge ency ambula ance respo onses comp pared to 66% % in 2000.. Non-urge ent transfers s have beco ome a very y small perc centage (0.8 83%) of ourr worklo oad compa ared to 33% % in 2000. This T was ou ur goal whe en we estab blished Minim mum Emerg gency Cove erage (MEC C) in the earrly 2000s.
The im mage (belo ow) illustrate es the type of emergen ncy calls we responde ed to during g the 3rd qu uarter.
Infformation Repo ort to Council Em mergency and Transportation n Services – 20 014 3rd Quarterr Activity Updatte No ovember 19, 20 014
2014-168 Emergency and Transportation
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AgendaItem#11e)
Q Respirato Q3 ory Distress s (113 calls—70% clinical improvement)
Q Operatio Q3 ons - Key Pe erformance e Indicators (KPI) The report below, b extra acted from the t software e, shows on ne ambulan nce’s performance (Un nit RUN softwarre. 4184) within the ECOR The four sha aded boxes s show the total t saving gs for the fle eet of fifteen ambulanc ces for the 3rd qu uarter of 20 014.
Th he system m has saved th he County of Frontenac F EMS S $530.61 in fu uel costs from m July to Sept,, 2014 ba ased on $1.38//litre.
Infformation Repo ort to Council Em mergency and Transportation n Services – 20 014 3rd Quarterr Activity Updatte No ovember 19, 20 014
2014-168 Emergency and Transportation
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AgendaItem#11f)
Report 2014-170 INFORMATION REPORT TO COUNCIL To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender Chief Administrative Officer
Prepared by:
Joe Gallivan Manager, Sustainability Planning
Date prepared:
November 12, 2014
Date of meeting:
November 19, 2014
Re:
Corporate Services – Sustainability Planning Services Work Allocation 2014
Recommendation This report is for information only.
Background Previous Council Direction The idea of the County providing land use planning services to the Townships was first raised by Council during the 2011 budget discussions. Subsequently, staff provided two reports to Council that reviewed planning services provided by other Counties in Eastern Ontario and a proposal to use a cost recovery approach to review all privately initiated applications. The County is currently providing land use planning services to three Townships: Frontenac Islands since October, 2011; Central Frontenac since January, 2014; and North Frontenac since May, 2014. At County Council’s request, a planning services cost recovery report (Report 2014008) was prepared by staff as part of the 2014 budget discussions. At the meeting held January 29th, 2014, further direction was provided by Council: Information Report Corporate Services – Planning Services Work Allocation 2014 November 19, 2014
2014-170 Corporate Services
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AgendaItem#11f)
Motion #2014-008 Corporate Services Cost Recovery for Planning Services RESOLVED THAT the County of Frontenac continue with the current billing practice until the end of 2014 when more quantitative evidence will be available with regard to the time spent by the County working on Township-specific planning projects. Current Billing Model The County has been using a ‘community benefit model’ in providing planning services to the Townships. This model is used by other County planning departments in Eastern Ontario. It recognizes that a regional government has the ability to overcome disparities based on geography and/or tax base and tax assessment in order to provide equitable services. This is particularly relevant to Frontenac County which has a large physical area with limited fiscal and human resources in local government. This model also recognizes that providing County planning to the Townships is a direct service that benefits all County residents, similar to economic development and follows the ‘one taxpayer’ approach. Other organizations that deal with large rural areas, such as the Conservation Authorities and the Frontenac Lennox & Addington Health Unit, have recognized this geographical inequity and do not charge for site visits or other Township-related trips. Using this model, planning services and billing has been as follows: •
Day to Day Planning Work – no charge to the Townships, citizens, and developers on day-to-day planning issues, including Township meeting attendance, consultation, and telephone inquiries.
•
Planning Applications – All privately-initiated applications (e.g., minor variance, severance, rezoning) are charged for the time involved in the preparation of planning reports and any additional peer review work that may to be completed.
•
Land Use Policy – no charge for policy planning work for the Township such as Official Plan and Zoning By-law updates and major planning studies (e.g., growth management, agricultural assessment, municipal capital facilities by-law). These projects are considered to be in the public interest and benefit the community as a whole.
Information Report Corporate Services – Planning Services Work Allocation 2014 November 19, 2014
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AgendaItem#11f)
anning Worrk Allocation 2014 Pla Based on o Council Motion M #2014-008, the e County ac cquired time e-tracking software s in February y, 2014 to account a forr all staff tim me related to t land use planning, both b for Cou unty and Tow wnship-relatted work. Three ch harts have been prepa ared to illus strate the tim me spent on dealing with w plannin ng issues re elated to County plann ning and pla anning serv vices for Frrontenac Isllands, Centtral Frontena ac, and North Fronten nac. The thre ee charts illu ustrate: (1) The T allocatio on of all of the t plannin ng work perfformed for the County y and three T Townships; (2) A breakdown of time in nvolved with h respect to o the major planning in nitiatives forr the S Sustainabilit ty Planning departmen nt in 2014; and a (3) The T percenttage of time e allocated to subdivision planning, by Town nship. The brea akdown is as a follows: 1 Total Land Use Planning P Tiime
Plan nning Tim me
7% 15 5%
21 1%
Central Frontenac County of Fron ntenac Frontenac Islan nds North Frontenaac
57%
The majjority of the planning work w done in n 2014 (57% %) has bee en County-rrelated. This includes s projects such as worrk on the draft County Official Plan, populatio on projectio ons, Community Improv vement Plan ns, and sub bdivision ap pprovals. Information n Report Corporate Services – Pla anning Services s Work Allocation 2014 November 19, 2014
2014-170 Corporate Services
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AgendaItem#11f)
2 Majorr Planning Projects P
Plannin ng Initiatives Township Policcy T Work 8%
Township Planning P Applications % 19%
Townsh hip General Pla anning 16%
Countty Policy Workk 17%
County General nning Plan 7% %
Coun nty Subdivision ns 20%
County Offficial Plan Preparration 13% %
This cha art illustrate es the alloca ation of planning hours s in 2014. The T work sp pent on subdivis sion approvals has the e largest allo ocation, as the County y was involv ved the rev view of a tota al of eight (8 8) subdivisio on plans, some of whiich have be een comple ex and time consuming. Time allocated a to complete the t draft Co ounty Officia al Plan was s also significa ant in 2014 as two additional draftts were pre epared priorr to Councill adoption. Other planning poliicy work forr the Countty – seniors s housing, updated u pop pulation projectio ons, sustain nability plan n – also inv volved subs stantial time e commitme ent. Additional policy work w was als so done forr Central Fro ontenac an nd Frontena ac Islands, such s as: planning g tools to su upport small scale farm ming; redes sign of Fron ntenac Islan nds Zoning Map to improve acc curacy; policies for sale or use off Township unopened road ce; and a re eview of mu unicipal liab bilities for unassumed roads in a plan of allowanc subdivis sion. Work that t was sp pecific to the e review of Township planning ap pprovals represen nted approx ximately on ne fifth of th he total.
Information n Report Corporate Services – Pla anning Services s Work Allocation 2014 November 19, 2014
2014-170 Corporate Services
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AgendaItem#11f)
3 Subdiivision Plan nning Projec cts
Subdivvision Hours
3% Central Fron ntenac
38%
South Fronte enac Frontenac Isslands
59% 0%
North Fronte enac
Almost all a of the tim me spent on n subdivisio on planning g and appro ovals in 2014 have bee en divided between b No orth Fronte enac and So outh Fronte enac Towns ships. It is expected e th hat this perc centage wo ould change e in the futu ure with the majority off the time being spent on planning g reviews off South Fro ontenac sub bdivisions, due d in part to housing demand near Kingston n and also because the two subd division plan ns in North Frontenac are comple ex in nature and a have involved considerable staff s time. Provisos s While th he information provided d in this rep port provide es some qu uantitative analysis a on the breakdo own of plann ning hours, and is a siignificant ad dvance in understandi u ing how sta aff’s time is used, u there are still a number n of qualifiers: q • Eight E Month Review Pe eriod – The e time track king began in mid-Febrruary of this s year and forr the purpos ses of this report r conc cluded at the e end of Oc ctober. In other o w words, this work w allocation covers s only 2/3 off the year. It I is difficultt to establis sh a trrend in workload using g this relativ vely short time period; • Spring/Sum S mer Period – since the e time perio od includes s all planning hours during th he Spring and a Summe er months, the t amountt of time committed to developme ent re eview is like ely higher than averag ge over an annual a period as the number n of planning app plications is s usually the highest during d this time; • Learning Cu urve - staff is constantly learning to t use the software s mo ore effectiv vely.. S Staff is confident that fo or 2015 the ere will be a standard template t in place whic ch w lead to more will m accura ate reportin ng; and • Planning P wo ork is cyclica al and to a degree dep pendent on n the economy on whe ether th he workload d trends tow wards policy or develo opment review and it should s also be re ecognized that t the typ pe of work done d in any y year – poliicy vs. deve elopment, C County vs. Township T – will fluctua ate based on o demand.
Information n Report Corporate Services – Pla anning Services s Work Allocation 2014 November 19, 2014
2014-170 Corporate Services
Page 5 of 6
Page 291 of 340
AgendaItem#11f)
Sustainability Implications The proposal for the Frontenac County planners to provide professional planning services to the three of the Townships can result in cost savings and efficiencies for the municipal planning application process. It also supports the economic and environmental pillars of Directions for Our Future, and will more closely align economic development with land use planning across the region. It will also promote collaboration between the Townships and the County.
Financial Implications Planning services revenue to date in 2014 is $3,640.60, and is less than that anticipated in the 2014 budget estimate of $12,400. Organizations, Departments and Individuals Consulted and/or Affected Marian VanBruinessen, Director of Corporate Services/ Treasurer All Townships
Information Report Corporate Services – Planning Services Work Allocation 2014 November 19, 2014
2014-170 Corporate Services
Page 6 of 6
Page 292 of 340
AgendaItem#11g)
Report 2014-173 ADMINISTRATIVE REPORT To:
WARDEN AND COUNCIL OF THE COUNTY OF FRONTENAC
From:
Kelly Pender CAO
Prepared by:
Mary Lake Director of Resident Care/Administrator of Fairmount
Date Prepared:
November 7, 2014
Date of Meeting:
November 19, 2014
Re:
Fairmount Home – 2014 3rd Quarter Consolidated Statistical Update
Recommendation That Council of the County of Frontenac receive the Fairmount Home – 2014 3rd Quarter Consolidated Statistical Update report for information only.
Background As the “licensee” of the home under the Long-Term Care Homes Act and as a requirement for Accreditation, Council needs to be aware of the performance measures that are being collected at Fairmount, the results of those measures and any action plans that may be developed as a result. The home also has a responsibility under the Quality Improvement section of the Act to report our quality improvement activities to our residents, staff, volunteers and family members. Fairmount’s Quality Assurance and Assessment Committee (QAAC) developed a Quality Improvement Consolidated Statistical Report (Appendix A). This report contains information on all of the performance measures that were being collected in the home in the first three quarters of 2014 and includes information such as goals (if established) and comments about the information collected.
Administrative Report Fairmount Home – 2014 3rd Quarter Consolidated Statistical Update November 19, 2014
2014-173 Fairmount Home
Page 1 of 3
Page 293 of 340
AgendaItem#11g)
Comment The new electronic documentation system is now fully implemented. Although it is meeting most of our documentation needs, it is not designed to adequately capture resident programming. We have now purchased Activity Pro which should enable us to better track the residents’ participation and engagement in therapeutic programs. This will also help to better capture the therapy minutes to enhance the quality of the quarterly MDS assessments. The electronic documentation system does not have a specific incident reporting module (it is under development). In the meantime we are tracking incidents through electronic notes. We are capturing falls and near-misses in the quarterly statistical report. There is ongoing discussion on other types of incidents that should be reported and how best to track them. Our restraint and falls numbers continue to be high. We are presently working with the provider of our physiotherapy services, to conduct a restraint and falls audit which will be completed later in November and early December. We continue to track all complaints/concerns. To date this year, we have received one written and 27 verbal complaints. Eight of them were related to resident care and six received from staff about other staff. All complaints were addressed. All reported hazards are tracked and investigated. There were a few incidents of wet floors again on 1 North again this year related to humidity. The air balancing was completed and it was determined that this is not contributing to the problem. We did not have a lot of humidity this past summer. The contractors that were consulted report that they cannot assess this further except during times of high humidity. The high risk verification audit is conducted to ensure that staff understands the resident identification processes and other checking systems for high-risk activities. When a staff member is not absolutely sure of the identification of a resident and is carrying out a high risk activity, two identifiers shall be used. This will be the resident picture on the medication administration record (MAR) and/or resident data sheet AND verification with another staff member who knows the resident. High risk activities include: ordering and receiving results of critical tests; administering invasive procedures; diagnostic testing; administering medication; using restraints; dealing with clients who have cognitive disorders; overseeing recreational activities; and outings. Our resident and family survey was issued in the second quarter. We received 62 responses (compared to 21in 2013) with an overall 90% satisfaction rate. It is now a requirement to provide the survey results to Accreditation Canada. To meet Accreditation requirements, we had to significantly increase the number of surveys completed. A volunteer met with competent residents who wished to participate but were unable to complete it on their own. There was one common theme from the respondents. There were many comments related to reduced nursing staffing levels and how busy and rushed the staff are. Administrative Report Fairmount Home – 2014 3rd Quarter Consolidated Statistical Update November 19, 2014
2014-173 Fairmount Home
Page 2 of 3
Page 294 of 340
AgendaItem#11g)
These results have been shared with the Residents’ Council, family and staff.
Sustainability Implications Measuring performance is essential to providing a high quality service. It allows an organization to identify areas where improvement is needed and triggers discussion as to how this can be done.
Financial Implications Measuring performance is a part of the home’s risk management and compliance processes. Failure to manage risk and assess compliance can lead to financial implications.
Organizations, Departments and Individuals Consulted and/or Affected Fairmount Management Team Staff Residents Volunteers
Administrative Report Fairmount Home – 2014 3rd Quarter Consolidated Statistical Update November 19, 2014
2014-173 Fairmount Home
Page 3 of 3
Page 295 of 340
2014-173 Fairmount Home FAIRMOUNT HOME QUALITY ASSURANCE & ASSESSMENT COMMITTEE (QAAC)
Quality Improvement (QI) Consolidated Statistical Report 2014
AgendaItem#11g)
Page 296 of 340
2014-173 Fairmount Home
PROGRAMMING Statistic / Audit
Measurement
Program Attendance: First floor
residents
attending at least one program
Goal
1st Quarter Results
2nd Quarter Results
3rd Quarter Results
Jan
Apr
Jul
Feb
Mar
May
Jun
Aug
Sep
(monthly) / # total residents Program Attendance: Second floor
4th Quarter Results Oct
Nov
Dec
Comments Not tracking for 2014 – looking at process to more accurately document refusals & track # MDS minutes Not tracking for 2014
residents
attending at least one program
(monthly) / # total residents Activity Calendar (monthly)
1st floor
programs & # 2nd floor programs
31/37
25/32
30/29
27/29
28/27
33/27
33/37
30/30
29/32
(to ensure equitable) Activity Calendar
weekend
programs in the quarter
39/12
43/13
36/13
13/13
14/13
7/13
/ # total weekends
/ # weeks in the quarter QAAC – QI Consolidated Statistical Report 2014 Page | 1
3rd quarter low r/t Jul & Aug vacations for staff & volunteers
AgendaItem#11g)
Page 297 of 340
evening
programs in the quarter
2014-173 Fairmount Home
Program Descriptions
completed
program descriptions
100%
N/A
Completed – looking at policy re program development
/total # programs Documentation for 1:1’s
Documented progress notes
100%
Now documented in enotes. Looking at feasibility of purchasing Activity Pro (purchased Oct/14)
/total # 1:1’s facilitated by Recreationists NEW - Large group activity evaluations
large group
activity evaluations completed
100%
N/A
100%
100%
On hold during auditorium construction
/total # large group activities NEW - To ensure volunteers running programs have all the necessary supplies prior to the start of the program
concerns from
volunteers relating to program supplies
100%
100%
/total # volunteerled programs
AgendaItem#11g)
Page 298 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 2
2014-173 Fairmount Home VOLUNTEERS Measurement
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
Volunteer Hours
volunteer hours
6500
1122.5
1508.75
1637.5
Volunteer Survey (annual)
of surveys
returned
Statistic/Audit
35% return rate
st
4th Quarter Results
Comments
Due Nov.
/ # surveys issued
of satisfied
volunteers
95% satisfaction rate
/ #of volunteers surveyed
AgendaItem#11g)
Page 299 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 3
2014-173 Fairmount Home
Volunteer Program Review
of programs
reviewed
4 programs / 12+ programs
Issues r/t position that leads this program. Temporary in position until October. Now permanent. Will look at a plan to start evaluation of the individual programs for 2015.
/ # of volunteer assisted programs 100% of volunteer suggestions to improve programs considered
Quarterly enewsletter
volunteer enewsletters
distributed
4 e-newsletters per year
1
1
1
Volunteer appreciation event in April Esthetician students gave beauty break manicures in May
Youth BBQ Aug 18
2/11
1/9
/4 quarters
methods used to
ensure communication of volunteer contributions each quarter
NEW – Volunteer Education
of in-services
held for volunteers/
of volunteers
attended
1 per quarter / 8 attendees
QAAC – QI Consolidated Statistical Report 2014 Page | 4
Palliative Care training (a request from volunteers interested in sitting with palliative residents) in May.
AgendaItem#11g)
Page 300 of 340
Recognition of volunteer contributions
2014-173 Fairmount Home
Esthetician class from St. Lawrence presented nail care for beauty break volunteers (request from volunteer for education on nail care) in May. Dementia inservice Sep (request from last survey)
AgendaItem#11g)
Page 301 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 5
2014-173 Fairmount Home
DIETARY Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
Daily Food Temperature Audit
Weekly audit of individual meals where food temperature was taken and documented
100%
96%
97%
97%
Daily Café Fridge and Freezer Temperature Audit
Monthly audit of days temperatures were taken and documented
100%
83%
76%
77%
Weekly BBQ Food Temperature Audit
Weekly audit of individual BBQs where food temperature was taken and documented
100%
N/A
100%
100%
Refrigerator & Freezer Temperature Log
Monthly audit of days temperatures were taken and documented
100%
79%
78%
83%
Daily Warewashing Sanitation Logs
Monthly audit of days sanitation logs information was documented
100%
69%
75%
78%
Dietary referrals
dietary referrals
completed as
100%
100%
100%
100%
QAAC – QI Consolidated Statistical Report 2014 Page | 6
4th Quarter Results
Comments
AgendaItem#11g)
Page 302 of 340
Measurement
Statistic/Audit
st
2014-173 Fairmount Home
legislated. NEW – Quality initiatives
new quality
initiatives undertaken
3
TBA
TBA
TBA
75%
TBA
38%
41%
0
0
0
1
New serving process Oct/Nov
(annual) % of dietary staff rating their shifts as a good or great day (recorded every six weeks)
shifts rated as a
good or great day
Food complaints
repeat food
complaints
/# shifts in the recording period
AgendaItem#11g)
Page 303 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 7
Cranberry juice too watery – machine calibrated and no further issues
2014-173 Fairmount Home
HOUSEKEEPING Statistic/Audit Goldcheck
Routine Cleaning Audit
NEW – New products & processes testing
st
Measurement
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
Weekly audits, monthly and quarterly reports indicating % of perceived cleanliness
90%
Not available
1N – 88% 1S – 87% 2N – 92% 2S – 91%
Not available
Routine cleaning of resident rooms as recorded by staff. % calculated on number of opportunities vs. completed
92%
new product &
processes tested
100%
4th Quarter Results
Comments
Avg. – 89.5%
/total number of new products & processes implemented
2S – 97% 2N – 95% 1S – 91% 1N – 95%
2S – 96% 2N – 96% 1S – 85% 1N – 86%
Avg. 96%
Avg. 94%
Avg. 91%
No new products or processes this quarter
Back pack Vac, rejected due to H&S concerns
Disinfectant testing program developed and implemented for Nov. 1/14 – Accreditation ROP no testing conducted
Tested – 1 Implemented - 0
AgendaItem#11g)
Page 304 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 8
1S – 92% 2S – 98% 1N – 94% 2S – 98%
2014-173 Fairmount Home
LAUNDRY Statistic/Audit
Measurement
Laundry Poundage
Measured daily compiled monthly
Lost Clothing
lost clothing
found
Goal
90%
1st Quarter Results
2nd Quarter Results
3rd Quarter Results
64000 lbs
64000lbs
64000lbs
No reports of lost clothing
No reports of lost clothing this quarter
No reports of lost clothing this quarter
Par stock increase for w/c and h/t to units. Address the reports of chronic shortages.
Rewrote lost clothing P&P RE: responsibilities for handing out lost and found forms
New process for lost clothing reviewed and implemented for Nov. 1/14
4th Quarter Results
Comments
4th Quarter Results
Comments
/total # lost clothing forms submitted Quality initiatives
new quality
initiatives undertaken
2
MAINTENANCE Statistic/Audit Work Orders
Measurement
completed
1st Quarter Results
2nd Quarter Results
3rd Quarter Results
100%
1230 issued 1177 completed 95.7%
1298 issued 1232 completed 95%
1256 issued 1151 completed 92%
100%
8 of 8, 100%
/total # work orders
Page 305 of 340
Electrical Inspection Admission
of inspections
completed / # of new inspections
QAAC – QI Consolidated Statistical Report 2014 Page | 9
2 of 2, 100%
AgendaItem#11g)
Goal
2014-173 Fairmount Home
Regulatory Testing
regulatory
testing completed
100%
100% fire panel and device inspections
100%, fire panel and device inspections, TSSA elevator
ESA, propane generator (County)
/total # regulatory testing scheduled
AgendaItem#11g)
Page 306 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 10
2014-173 Fairmount Home
NURSING Statistic/Audit Restraint Use (monthly)
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
Average # of restraints used (excluding bedrails)
17
15
15
17
20
18
20
20
21
21
Average # of restraints used (including bedrails)
27
24
25
25
32
27
30
29
34
34
of residents
using a restraint
21
19
23
22
27
25
27
25
30
30
100%
100 %
100%
100%
0/1 = 0%
0/2 = 0%
23/26
88%
1/3 = 33%
1/1 = 100%
2/2 = 100%
N/A – no new restr aints
May - Email to RNs re restraint referral process x2 One floor RNs have difficulty – education given again
Flow Sheet documentation# resident charts complete/#charts audited
RN – 100%
N/A
N/A
N/A
6/6= 100 6/6= 100 0/6= 0%
3/5= 60% 3/5= 60% 3/7= 42%
0/2 = 0% 2/4= 50% 0/12= 0%
5/13 38% 5/13 38% 0/8= 0%
1/8 12% 1/8 12% 2/8 25%
8/10= 80% 8/10= 80% 6/10= 60%
3/6 = 50% 3/6= 50% 1/6= 16%
July – 46 email done to individual staff re their lack of documentation ( done 1-2 times per week) Aug – done except 2-3 times per week
residents entries
100%
90%
92%
No
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Measurement
Restraint Referral# residents with complete restraint documentation
Goal
st
Restraint audit to be completed by Lifespan Health Wellness Company Nov/Dec
/ # resident charts audited
RPN – 100%
QAAC – QI Consolidated Statistical Report 2014 Page | 11
N/A
N/A
Mar – 4 staff given
AgendaItem#11g)
Page 307 of 340
PSW – 100%
Comments
2014-173 Fairmount Home
data
with complete flow sheet documentation
feedback that they had not completed restraint documentation – not sure how to count entries audited with new software
/ # resident entries audited
100%
PostAdmission Audit
Personal products – 83% MRSA/VRE sent 100%; 83% in computer 1st Mantoux – 100%; 2nd Mantoux – 80%
Personal products – 53% MRSA/VRE sent 100%; 57% in computer 1st Mantoux – 100%; 2nd Mantoux – 66%
Personal Care products – 60% done
100%
100%
100%
MRSA/VRE – 100% done Mantoux – 100% done
of time
admission meds are reconciled/# of admissions
100%
Medication Sign-off (MDSRAI audits)
% assessments with all meds signed in 7days
100%
78%
92%
97%
Do Not Use List (MDS-RAI audits)
% assessments with acceptable abbreviations
100%
100%
98%
100%
N/A
N/A
MSSA (completed annually)
QAAC – QI Consolidated Statistical Report 2014 Page | 12
Completed in Oct (Results to be reviewed at PAC meeting in Dec)
AgendaItem#11g)
Page 308 of 340
Medication Reconciliation Verified
2014-173 Fairmount Home
Medication Incidents
medication
incidents
0
7
19
10
medication
incidents resulting in harm to resident
0
0
0
0
discrepancies in
count of narcotic & controlled drugs
0
0
0
0
0
0
0
0
completed
41
51
72
charts lacking
f/u progress notes
29%
27%
28%
15%
35%
44%
Last report in goldcare Nov/13 – Jan/14
See Comment
1st-42% self report 2nd-10% self report New grad RPN 3rd-40%self report
/ # time counted
adverse drug
reactions Chart Audits
/# chart audits completed
charts lacking
progress notes in general
Resident Incident Reports
Quarterly reports for trending
QAAC – QI Consolidated Statistical Report 2014 Page | 13
Reassessing what needs to be included in this since medecare – falls/near-misses
AgendaItem#11g)
Page 309 of 340
/# chart audits completed
2014-173 Fairmount Home
already tracked. Palliative Care
Number of residents with PPS 30% or less monthly
Jan 0
Feb 1
Mar 0
Apr 0
May 0
Jun 0
Jul 1
Aug 0
Sep 2
Oct
Nov
Dec
of compliments,
donations and deaths from Memory Book quarterly
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
No data
0/0/8
0/0/2
0/1/1
2/3/5
0/0/0
0/0/0
0/0/0
4/4/6
% admission assessments & labeling completed on time
90%
83%
53%
45%
Incidence of Decline in all ADLs
Decline in ADLs
Below 32%
41.2
n/a
n/a
n/a
This measure has been changed to the MED e-care reports more timely measures
Improved Locomotion on Unit
Locomotion
Above 10%
5.8
n/a
n/a
n/a
A/A
Restorative Care Improved Locomotion on Unit
Improved locomotion (QI 9)
Above 1
1
1.3
.73
QAAC – QI Consolidated Statistical Report 2014 Page | 14
Email sent to RNs to solicit ideas to improve
New measure
AgendaItem#11g)
Page 310 of 340
Resident Personal Items Labeling
2014-173 Fairmount Home
Restorative Care – improved early loss ADLs
Dressing
Above .02
.38
.41
.20
A/A
Restorative Care – improved early loss ADLs
Personal Care
Above .1
.33
.38
.67
A/A
AgendaItem#11g)
Page 311 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 15
2014-173 Fairmount Home
INFECTION PREVENTION & CONTROL Statistic/Audit Symptoms
Measurement
Goal
residents
displaying symptoms resulting in an infection
st
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
7 (Enteric Outbreak)
4 (1 MRSA wound in Apr-not nosocomial; 2 Enteric-Outbreak 2N; 1 C-diff)
3 (1 respiratory 2 MRSA)
0
1 C-diff (2N)
1 MRSA urine (2N) & 1 MRSA wound (2N) in July
4th Quarter Results
Comments
/ 128
nosocomial
infections
0
Wheelchair Cleaning
wheelchairs
cleaned
100%
(monthly)
/ # scheduled
Hand Hygiene (JCYH audits x2/yr)
compliant/total
opportunities observed
Hand Hygiene (Bi-weekly Nursing Audit)
compliant/total
opportunities observed
65%
QAAC – QI Consolidated Statistical Report 2014 Page | 16
332/ 493
67%
326/ 493
66%
365/ 493 = 54%
399/ 524= 76%
MayJune 100%
100%
N/A
Will be completed in July
58% 1N=54% 1S=69% 2N=56% 2S=52%
90% 1N = 75% 2S = 100% (no reported opportunities 1S or 2N)
75% 1N = 50% 2N = 100% 2S = 100% 1S = 50%
83% 1N=100% 2N=100% 1S = 0
Change in process – included with biweekly nursing audits calculated quarterly starting 3rd quarter 40% 1N-=46% 1S=39% 2N=38% 2S=35%
AgendaItem#11g)
Page 312 of 340
MRSA/Cdif
2014-173 Fairmount Home
Hand Hygiene (Modified Worker Audits)
Handling Dirty Linen
carts on unit/#
staff assignments
100%
64% 1S = 64%
N/A
89%
96%
72%
AgendaItem#11g)
Page 313 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 17
72% 1S = 87% 2S = 57%
2014-173 Fairmount Home
FALLS Statistic/Audit Falls
Measurement
of falls
st
Goal
1 Quarter Results
30
Jan
Feb
36
33
25
15
2
(monthly)
residents who
have fallen
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
Apr
May
Jun
Jul
Aug
Sep
Oct
40
46
55
74
35
45
38
11
24
22
26
26
18
32
22
1
1
0
1
3
0
1
2
3
0
No data
0
0
2
0
2
2
5
2
New computer program
4/5
5/5
4/4
2/2
5/5
7/7
4/4
4/4
3/3
3/3
Jan – 1 resident deterioration very rapid and died
Mar 18
Nov
Dec
Comments Falls audit to be completed by Lifespan Health Wellness Nov/Dec
/ 128 Severity of falls
1
of near miss
falls
of residents
who have fallen 2 or more times in a week on whom falls round were conducted
100%
AgendaItem#11g)
Page 314 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 18
July - 1 resident fell 19 times this month. NP, RNs and POA are working with the medical specialist to determine physical issues and if anything
2014-173 Fairmount Home
/ # of residents who have fallen 2 or mores times in a week where falls rounds were not conducted
At least once per year to each group
QAAC – QI Consolidated Statistical Report 2014 Page | 19
0
0
0
0
0
0
0
0
0
0
0
0
0
1 to Resident Council
0
0
0
2 to residents, family and staff
0
AgendaItem#11g)
Page 315 of 340
falls prevention
education opportunities offered to staff, residents & family members
1
can be done – very specific and uncommon disease process Aug – same resident fell 10 times – waiting for specialist to be able to get a new medication
2014-173 Fairmount Home
INCONTINENT & BOWEL MANAGEMENT st
Statistic/Audit
Measurement
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
Voiding record
residents with
completed 3d voiding record on admission
100%
100%
86%
100%
4th Quarter Results
Comments
Comments
/ #admissions
SKIN & WOUND MANAGEMENT st
Statistic/Audit
Measurement
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
Pressure Ulcer Prevalence
of residents with
pressure ulcers
5%
4.7%
N/A
N/A
N/A
of residents with
new pressure ulcers
5%
(annually) Pressure Ulcer Incidence (monthly)
7%
4.7%
3.9%
2.3%
1.5%
3.9%
2.3%
5.3%
7% Feb/14 - 2 palliative, 1 new admission 3.9% increased July 14 – 2/5 were hospital acquired, 3/5 are now resolved
AgendaItem#11g)
Page 316 of 340
QAAC – QI Consolidated Statistical Report 2014 Page | 20
4.7
2014-173 Fairmount Home
HEALTH & SAFETY / RISK MANAGEMENT Statistic/Audit Fire Drill Attendance (annually)
st
Measurement
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
staff attending at
least one fire drill per year
100%
N/A
N/A
N/A
11 staff identified to catch for Nov/Dec drills
100%
33% (One member off sick and schedule was not adjusted)
33%
67%
Issue identified with scheduling dedicated time for worker members to complete inspections – resolved for last quarter
100%
75% (All completed – Jan done Feb. 2)
100%
100%
0
0/9
9/19
6/23
100%
100%
n/a
100%
100%
93%
68%
Comments
/ total # of staff Employee Workplace Inspections
inspections
completed on time / # of inspections scheduled
Management Workplace Inspections
inspections
completed on time / # of inspections scheduled
lost time injuries
High Risk Activity Verification Process
staff knowing 1
identifier
/ # of total injuries
/ # staff knowing 2 identifiers
QAAC – QI Consolidated Statistical Report 2014 Page | 21
73%
13 PSWs audited – higher percentage than previous audits
AgendaItem#11g)
Page 317 of 340
Employee Incident Reports (from OHN quarterly updates)
2014-173 Fairmount Home
Hazards
Quarterly hazard reports for trending
Floor to Ceiling Poles
compliant/#
rooms checked
Unlabeled food in activity room fridge
100%
2/9 loading dock propped open; 2 r/t water (1 weather related/1 plumbing) – rest were one-off’s and no trends
81%
87%
Non-compliance mainly r/t 1 resident who insists on moving his bed – alternatives suggested and refused. Discussions with family, etc. r/t risk2
AgendaItem#11g)
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QAAC – QI Consolidated Statistical Report 2014 Page | 22
100%
3/8 wet floors 1N r/t humidity; 2 hot water coming out of cold water taps; 1 bees nest; 1 mat lifted activity room; 1 water running in janitor room, flooding into hallway
2014-173 Fairmount Home EDUCATION &TRAINING Statistic/Audit
Measurement
Inservice Attendance
staff in
attendance at all inservices
Inservice Evaluations
inservices
evaluated
Goal
st
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
221
127
88
86%
33%
81%
75%
4th Quarter Results
Comments
/ # inservices offered Topics
100%
of staff attended
100%
QAAC – QI Consolidated Statistical Report 2014 Page | 23
n/a
n/a
101
n/a
127
88
AgendaItem#11g)
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(annual)
of educational
needs addressed / # of educational needs identified (annual in December)
2014-173 Fairmount Home
sessions on mandatory topics
AgendaItem#11g)
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QAAC – QI Consolidated Statistical Report 2014 Page | 24
2014-173 Fairmount Home
GENERAL Statistic/Audit Family/Resident Satisfaction Survey (annual)
Staff Satisfaction Survey (annual)
Measurement
respondents
satisfied
st
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
Comments
90%
N/A
Issued in June – deadline to submit is July 15
90%
N/A
62 completed surveys (7 on-line) – RN student helped residents complete (21 responses 2013) Main common concern was r/t to staffing ratios and how busy and rushed the staff are.
80%
N/A
N/A
N/A
N/A
Workplace Pulse Survey done in 2013 – will not repeat this year
/ total # respondents
respondents
satisfied / total #respondents
Staff Absenteeism Rate
sick days taken
Staff Turnover
staff leaving
employment
3%
Average 522 shifts/3918 hrs per week Now tracked and reported by HR
/average # shifts scheduled
Tracked and reported by HR
Complaints
verbal
complaints
(trended QAAC – QI Consolidated Statistical Report 2014 Page | 25
0
6
11 (5 r/t care; 4 staff c/o’s re other staff)
9 (3 r/t care; 2 staff c/o re other staff)
AgendaItem#11g)
Page 321 of 340
/total # staff
2014-173 Fairmount Home
quarterly)
written
complaints
Bed Occupancy
days bed
actually occupied
0
0
1
0
98%
98.9%
99.3%
99.5%
Wife not happy with ostomy care (lack of communication)
/ total number of days Program Evaluations
program goals &
measures updated
100%
Each required program is to be reviewed annually
/total # scheduled
AgendaItem#11g)
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QAAC – QI Consolidated Statistical Report 2014 Page | 26
2014-173 Fairmount Home PAIN & SYMPTOM MANAGEMENT
Statistic/Audit Admission pain screen done
Measurement
Goal
1st Quarter Results
2nd Quarter Results
of admission
residents with pain screen completed
100%
100%
100%
3rd Quarter Results
4th Quarter Results
Comments
100%
/# of admissions
AgendaItem#11g)
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QAAC – QI Consolidated Statistical Report 2014 Page | 27
2014-173 Fairmount Home
RELIGIOUS & SPIRITUAL CARE Statistic/Audit Pastoral Visiting
(monthly) Multi-faith Services provided
Measurement
resident
receiving a pastoral visit
st
Goal
1 Quarter Results
2nd Quarter Results
3rd Quarter Results
4th Quarter Results
90%
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
99%
99%
99%
99%
99%
99%
100%
100%
100%
Nov
Dec
Comments 1 resident not interested in visit until July when palliative.
/ total # respondents
weeks with at
least one multifaith service provided
80%
100%
92%
100%
/ total # weeks
AgendaItem#11g)
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QAAC – QI Consolidated Statistical Report 2014 Page | 28
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 325 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 326 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 327 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 328 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 329 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 330 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 331 of 340
AgendaItem#15a)
Posted Cheque Listing: For the Period of: October 10,
Page 332 of 340
AgendaItem#21a)
BY-LAW NO. 2014-0045 OF THE CORPORATION OF THE COUNTY OF FRONTENAC Being a by-law to declare lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R-18801 surplus for the purpose of granting a right-of-way over part of the former K&P right of way WHEREAS pursuant to County of Frontenac By-law No. 17-1995 which establishes procedures governing the sale of real property; AND WHEREAS Section 2(a) requires that prior to the sale of any real property Council shall pass a by-law or resolution at a meeting open to the public to declare the real property to be surplus; AND WHEREAS Section 3(a) requires that notice to the public of a proposed sale of real property shall be given prior to the date of sale by publication in a newspaper that is, in the Clerk’s opinion, of sufficiently general paid or unpaid circulation within the municipality to give the public reasonable notice of the sale; AND WHEREAS the Council for the Corporation of the County of Frontenac considers it desirable and expedient to declare lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R18801 surplus for the purpose of granting a right-of-way over part of the former K&P right of way to Mr. Ron Moore subject to the following conditions: ¾ All No Trespassing signs placed on County property by the landowner be removed by the landowner; ¾ All surveying and legal fees be borne by the landowner NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the County of Frontenac does hereby declares the following: 1.
THAT lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R-18801 be declared surplus for the purpose of granting a right-of-way over part of the former K&P right of way to Mr. Ron Moore subject to the following conditions: ¾ All No Trespassing signs placed on County property by the landowner be removed by the landowner; ¾ All surveying and legal fees be borne by the landowner;
By-law No. 2014-0045 – To declare lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R-18801 surplus for the purpose of granting a right-of-way over part of the former K&P right of way October 15, 2014
To Declare Lands Surplus for the Purposing of Granting a
Page 333 of 340
AgendaItem#21a)
THAT pursuant to By-law No. 17-1995, third reading of this by-law be given at the November 19, 2014 County Council meeting to accommodate public notice requirements;
THAT this by-law shall come into force and take effect upon the date of final passing.
Read a first and second time this 15th day of October, 2014. Read a third time, signed, sealed and finally passed this 19th day of November, 2014.
The Corporation of the County of Frontenac
Denis Doyle, Warden
Jannette Amini, Clerk
By-law No. 2014-0045 – To declare lands legally described as Part Lot 10 Concession 2 Geographic Township of Hinchinbrooke being Part 6 on RP 13R-18801 surplus for the purpose of granting a right-of-way over part of the former K&P right of way October 15, 2014
To Declare Lands Surplus for the Purposing of Granting a
Page 334 of 340
AgendaItem#21b)
BY-LAW NO. 2014-0049 OF THE CORPORATION OF THE COUNTY OF FRONTENAC being a by-law to establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2015 WHEREAS Section 391 of the Municipal Act, 2001, S.O. 2001, c.25, as amended authorizes a municipality to impose fees or charges on persons: (a) (b) (c)
for services or activities provided or done by or on behalf of it; for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and for the use of its property including property under its control.
AND WHEREAS the Corporation of the County of Frontenac operates a ferry to and from Howe Island known as the Frontenac-Howe Islander Ferry; AND WHEREAS the Council of the County of Frontenac deems it expedient to adopt the following fees and fares in relation to the Frontenac-Howe Islander Ferry operation for the year 2015; NOW THEREFORE the Council of the County of Frontenac hereby adopts the following fees and fares structure in relation to the Frontenac-Howe Islander Ferry operation for the year 2015:
- Definitions: (i) Single Vehicle: Single vehicle will include a car, motorcycle, van, SUV, or pickup truck. (ii) Heavy Vehicle: Heavy vehicle will include any vehicle greater than 6,000 kgs and/or 7 metres (23 feet).
- The 2015 pass shall provide access to both the County and Township operated ferries.
- A common fee structure shall apply for both the County and Township operated ferries.
- Fees shall only be collected when vehicles are coming onto Howe Island from either the County or Township operated ferry.
By-law No. 2014-0049 – To Establish Frontenac Howe Islander Ferry Fees and Fares for 2015 November 19, 2014
To Establish 2015 HI Ferry Fees and Fares
Page 1 of 3
Page 335 of 340
AgendaItem#21b)
- Annual pass for a single vehicle
- $245.00 One additional annual pass for a single vehicle per household ** * $62.00 One book of 10 tickets per pass holder annually $45.00 Two way trip for single vehicle $6.00 Two way trip for single vehicle with trailer in tow $12.00 Additional charges for annual pass holder with trailer in tow $6.00 Two way trip for any heavy vehicle $15.00 Replacement fee per annual pass (Charged for every replacement) $25.00 Definitions Single Vehicle Single vehicle will include a car, motorcycle, van, SUV, or pickup truck Heavy Vehicle Any vehicle greater than 6000 kgs and/or 7 metres (23 feet)
These fees will be discounted by 10% for applicants who can show documentation indicating they are 65 years of age or older during 2015 ** A second pass for $62 will only be available if the second vehicle involved is registered to: • The same individual who purchased the first full-price 2015 annual pass • An individual who is married to or is in a common-law relationship with the full-price 2015 annual pass purchaser • The dependent child of a full-price 2015 annual pass purchaser or the fullprice pass purchaser’s married or common-law spouse who is under the age of 18 • The dependent child of a full-price 2015 annual pass purchaser or the fullprice pass purchaser’s married or common-law spouse who is over the age of 18 only if the dependent child has both the same permanent address as the full-price 2015 annual pass purchaser and is attending school full-time 6. Documentation must be provided that satisfies the staff person issuing the passes. 7. A third pass at a reduced rate is not available. 8. Township of Frontenac Islands’ vehicles and vehicles which, through previous notification, the Township of Frontenac Islands identifies as undertaking Township business are exempted. 9. A Memorandum of Understanding addressing the details of this arrangement has been executed to address the sharing of revenues between the County of Frontenac and the Township of Frontenac Islands. 10. That this by-law shall come into force and take effect on the date of final passing. By-law No. 2014-0049 – To Establish Frontenac Howe Islander Ferry Fees and Fares for 2015 November 19, 2014
To Establish 2015 HI Ferry Fees and Fares
Page 2 of 3
Page 336 of 340
AgendaItem#21b)
Read a first and second time this 19th day of November, 2014. Read a third time and finally passed this 19th day of November, 2014.
The Corporation of the County of Frontenac
Denis Doyle, Warden
Jannette Amini, Clerk
By-law No. 2014-0049 – To Establish Frontenac Howe Islander Ferry Fees and Fares for 2015 November 19, 2014
To Establish 2015 HI Ferry Fees and Fares
Page 3 of 3
Page 337 of 340
AgendaItem#21c)
BY-LAW NO. 2014-0050 OF THE CORPORATION OF THE COUNTY OF FRONTENAC being a by-law to authorize the transfer of any surplus or deficit from the 2014 budget to the Reserve for Capital Replacement WHEREAS Sections 5 of the Municipal Act, 2001, as amended (hereinafter the Act) provides that a municipal power, including a municipality’s capacity, rights, powers and privileges, shall be exercised by its council by by-law, unless the municipality is specifically authorized to do otherwise; AND WHEREAS Section 11 of the Act provides that an upper-tier municipality may pass by-laws respecting the financial management of the municipality; AND WHEREAS Section 289 of the Act provides that in preparing the budget for a year, the upper tier municipality shall treat any operating surplus of any previous year as revenue that will be available during the year and shall provide for any operating deficit of any previous year; NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE COUNTY OF FRONTENAC deems it expedient to enact as follows: 1.
That any surplus or deficit from the 2014 budget accumulated at year end shall be transferred to the Reserve for Capital Replacement.
That this by-law shall come into force and take effect as of the date of final passing. Read a first and second time this 19th day of November, 2014. Read a third time, signed, sealed and finally passed this 19th day of November, 2014.
The Corporation of the County of Frontenac
Denis Doyle, Warden
Jannette Amini, Clerk
By-law No. 2014-0050 – To Authorize the transfer of any surplus or deficit from the 2014 budget to the Reserve for Capital Replacement November 19, 2014 Page 1 of 1
To Authorize Transfer of any Surplus or Deficit from 2014
Page 338 of 340
AgendaItem#21d)
BY-LAW NO. 2014-0051 OF THE CORPORATION OF THE COUNTY OF FRONTENAC being a by-law to confirm all actions and proceedings of County Council on November 19, 2014 WHEREAS Section 8 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act; and; WHEREAS Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to Subsection 2 subject to certain provisions, and; WHEREAS Section 5 of the Municipal Act, S.O. 2001, c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise; and; WHEREAS the Council of the County of Frontenac deems it expedient to confirm its actions and proceedings; NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the County of Frontenac hereby enacts as follows:
- THAT all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on November 19, 2014 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
- THAT all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on November 19, 2014 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
- THAT all actions and proceedings of the Council of the Corporation of the County of Frontenac taken at its regular meeting held on November 19, 2014 except those taken by by-law and those required by by-law to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this by-law. By-law No. 2014-0051–To Confirm all Actions and Proceedings of County Council on November 19, 2014 Page 1 of 2
Confirmation of Actions and Proceedings
Page 339 of 340
AgendaItem#21d)
- THAT this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 19th day of November 2014. Read a Third Time and Finally Passed, Signed and Sealed this 19th day of November
The Corporation of the County of Frontenac
Denis Doyle, Warden
Jannette Amini, Clerk
By-law No. 2014-0051–To Confirm all Actions and Proceedings of County Council on November 19, 2014 Page 2 of 2
Confirmation of Actions and Proceedings
Page 340 of 340
