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Uwo Urban Economic Development

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A presentation to the University of Western Ontario Urban Economic Development Program

A presentation to the University of Western Ontario Urban Economic Development Program

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  • This slide is from the Site Selectors retained perspective.
  • Talking points: Scores ranged between199 and 273. The Southwest and Golden Horseshoe Regions seemed to score the highest in this exercise. Northwest Region presented many challenges.
  • Talking points: What we were looking for: Up to date and forward looking Regional approach to coordinating marketing and attraction efforts Provide professional assistance – present themselves professionally and are honest, punctual, and thorough in all dealings Data Rich – lots of available and up-to-date data! Know themselves – communities that keep themselves up to date (maps, etc), recognize their strengths and weaknesses Involve real estate community – brokers, property owners, developers are part of the ‘team’ Educated stakeholders – involve board members, politicians, government officials, business community as part of the ‘team” Support local business – take visitors to local restaurants as opposed to national chains
  • Communities visited and those who responded to the RFP exercise, frequently could not demonstrate a supply of serviced “ready to go” or “shovel ready” industrial sites and buildings; • Frequently, communities lacked an up-to-date economic development strategy that identified strengths and appropriate industry targets for investment attraction/retention; • The information in many community profiles was not of quantity or quality to sufficiently inform site selection decisions; • Most economic development web sites provided limited information and a limited level of functionality. • Weak linkages were observed between economic development and labour force development activities. Local training and adjustment boards were not consistently linked into economic development efforts. Technical training resources and course offerings at local post secondary educational institutions were not aligned with the requirements of local employers. • Site selectors felt that development fees and land costs are potentially prohibitive to many new investments, especially for projects that are considering both U.S. and Canadian communities – this is now being further exacerbated by the high value of the Canadian dollar vis a vis the U.S. dollar. • Local elected representatives and senior administrators were not always aware of the benefits of community preparedness for investment, and what it involves in terms of time, effort and expense; • In comparison to U.S. and European jurisdictions, inter-municipal cooperation on a regional basis is underdeveloped and underutilized There is substantial room for improvement in terms of: local/regional collaborative and cooperative economic development actions; greater connectivity and cooperation between lower tier, upper tier, and Provincial levels of government with regard to economic development
  • Communities visited and those who responded to the RFP exercise, frequently could not demonstrate a supply of serviced “ready to go” or “shovel ready” industrial sites and buildings; • Frequently, communities lacked an up-to-date economic development strategy that identified strengths and appropriate industry targets for investment attraction/retention; • The information in many community profiles was not of quantity or quality to sufficiently inform site selection decisions; • Most economic development web sites provided limited information and a limited level of functionality. • Weak linkages were observed between economic development and labour force development activities. Local training and adjustment boards were not consistently linked into economic development efforts. Technical training resources and course offerings at local post secondary educational institutions were not aligned with the requirements of local employers. • Site selectors felt that development fees and land costs are potentially prohibitive to many new investments, especially for projects that are considering both U.S. and Canadian communities – this is now being further exacerbated by the high value of the Canadian dollar vis a vis the U.S. dollar. • Local elected representatives and senior administrators were not always aware of the benefits of community preparedness for investment, and what it involves in terms of time, effort and expense; • In comparison to U.S. and European jurisdictions, inter-municipal cooperation on a regional basis is underdeveloped and underutilized There is substantial room for improvement in terms of: local/regional collaborative and cooperative economic development actions; greater connectivity and cooperation between lower tier, upper tier, and Provincial levels of government with regard to economic development
  • Great demand for more community visits and evaluations by site selectors – evident at Regional Seminars Municipal councils need to understand what economic development is and how to create an investment friendly climate Spread the message about economic development and the LETI initiative.
  • It is important to communicate to communities that they should participate in this program for consistency purposes.

Uwo Urban Economic Development Uwo Urban Economic Development Presentation Transcript

  • An Introduction to the Economic Developer’s Council of Ontario University of Western Ontario Urban Economic Development November 2009
  •  
  • Presentation Outline
    • Overview of EDCO
    • EDCO’s Local Economies in Transition Initiative
    • Challenges in Economic Development
  • Background
      • Aileen Murray Ec.D. (F)
      • President EDCO
      • Manager of Economic Development, Middlesex County
      • Principal Mellor Murray Consulting
      • Previously 10 years Chatham-Kent Economic Development
      • DMA, Alpha Services, Cadillac Fairview, Carlton Cards
  • Economic Developers Council of Ontario (EDCO)
    • Largest provincial economic development association in Canada with just under 600 members representing 175 communities across the province.
    • Independent, non-profit incorporated association of persons engaged in economic development for over 50 years.
    • Members include:
      • Municipal, provincial, federal governments
      • Community Futures Development Corporations
      • Workforce Development Organizations e.g. Training Boards, Industry Education Councils, Educational Institutions
      • Industrial, commercial realtors and land developers.
  • Vision & Mission
    • Vision: Enhance and develop an economically viable and environmentally responsible Ontario
    • Mission: EDCO will provide a forum to enhance the professional development of its members; advance economic development as a profession and promote, assist and foster economic prosperity within our municipalities in the province of Ontario
  • Our History
  • EDCO Roles
    • Focus is on professional development for the membership
    • Not an advocacy organization
    • Liaison between province, economic developers, and business community
    • Disseminating information and raising awareness
  • Local Economies in Transition 2007
    • Initiative in partnership with the Ministry of Economic Development in 2007
    • Project activities & outputs:
      • Engagement of site selectors
      • Mock site selection exercise, involving an RFP and site visit
  • What was involved?
    • Project activities & outputs:
      • Series of 6 one day “roundtables” to present investment readiness best practices and results of mock exercise. 150 + attended.
      • Created project web site that was heavily visited and is still an actively used resource.
      • On-line investment readiness assessment
    • Supporting the Economic Development Mission
      • EDCO is one of the better Economic Development organizations by industry standards
      • There is a high level of Provincial involvement in economic development
      • Generally good Provincial level data resources
    • Regional Branding / Attraction Strategies
      • Notable success stories
        • Ontario East Economic Development Commission
        • Canada’s Technology Triangle
        • GTMA
      • A handful of communities have developed and articulated an economic development strategy
      • Most communities are poorly represented at this macro level
    #1 – Are Ontario Communities Getting on the Radar Screen?
  • #2 – Are “Development Ready” Ontario Communities Passing the Test?
    • The LETI Site Selector initiative involved two levels of community assessment:
      • Response to site selector project RFP
      • Site selector community visit – “Readiness Assessment”
  • Site Selector Visits 1. Rainy River/Ft Frances 2. Thunder Bay 3. Greenstone/Geraldton 4. Sault Ste. Marie 5. Sudbury 6. Pembroke 7. Hamilton 8. Orangeville 9. Brockville 10. Gananoque 11. Mississauga 12. Oakville 13. Collingwood 14. Meaford 15. Minto 16. Goderich 17. Tillsonburg 18. London 19. Chatham 20. Leamington 1 3 4 6 9 11 15 18 19 16 10 20 13 2 5 17 14 12 8 7
  • “ Investment Ready ” - More than Just Sites What Does It Mean?
    • Successful industry retention program
    • Fast-track permitting for new investment
    • Well versed on federal, provincial, and local incentive programs
    • Incentives tailored to meet the needs of individual businesses
    • Local business participates in community organizations, events
    • Active community programs include festivals, public art, recreation
    • Community is in good condition including roads, public buildings, schools, parks
    • Stakeholder Buy-In
  • What Site Consultants Look for in Communities
    • Up-to-date and Forward Looking – communities that frequently assess strengths and weakness and adjust strategies accordingly
    • Regional Approach – communities that take a regional approach to coordinate marketing and attraction efforts
    • Provide Professional Assistance – communities that follow a high standard when working with site consultants and company prospects
    • Data Rich – communities that invest in robust data resources
  • What Site Consultants Look for in Communities
    • Know Themselves – communities that keep site, city and regional maps up-to-date (on top of growth)
    • Involve the Real Estate Community – communities that make brokers, property owners and developers part of the team
    • Educated Stakeholders – communities that involve board members, politicians, government officials, business community
    • Professional – communities that are responsive, punctual, honest, thorough in all dealings
    • Good Restaurants – ED professional who prefers a local dive to Applebee’s and isn’t afraid to admit it
  • Community Visit - Readiness Scoring 2007 Scoring Category Possible Score Community Reception 35 Labour 50 Transportation 35 Utilities 35 Community Appearance 35 Sites/Buildings 60 Schedule 15 Community Stability 20 Intangibles 15 TOTAL 300
  • Community Visit Outline
    • Community Orientation – overview of community and business environment
    • Labour Interview – meeting with local employer
    • Meet with Utility Representatives – utility service details related to available site, estimated monthly bill, rates & fees
    • Industrial Park / Site Visit – tour available site(s)
    • Technical School Visit – overview of school as training resource
    • Employment Services – local workforce information
    • Community Tour
    • Taxes – property tax rates and information
    • Development Incentives – discussion and overview of available incentive programs
  • Community Visits – The Good Developable land offered at reasonable cost and development fees Attractive, thriving downtown Good Utility Infrastructure Local improvements underway Proven connection between training resources and industry
  • Community Visits – The Bad Site not cleared for development, low power lines straddle future entrance High cost of land and development fees Lack of connection between industry and local training resources Utility infrastructure not in place and/or capacity not available for new industry
  • Community Visits – The Ugly Long abandoned hospital is testimony to a breakdown in local leadership Brownfield site is far from being ready for development Existing building not ready for a new tenant Lax rules for outside storage makes industrial parks less desirable
  • #3 – “Closing the Deal” Do Ontario Communities Appear Ready and Able to ‘Close the Deal?’
      • Communities do not seem to have the financial ability to ‘close the deal’ on proposed projects (i.e. infrastructure improvements, training funds, etc)
      • A prolonged decision on funding or planning approvals* could drive a proposed project to another location that has the ability to work faster
      • * Particularly for communities without delegated Ministerial approvals for Official Plan amendments
  • Key Finding: Low Level of Community Preparedness
    • Limited number of “shovel ready” industrial sites and buildings
    • Many communities lacked an up-to-date economic development strategy with industry targets
    • Community profiles were not of quality to sufficiently inform site selection decisions
    • Most economic development web sites provided insufficient information and functionality
    • Weak linkages between economic development and labour force development activities
    • Development fees and land costs are potentially prohibitive to many new investments, especially for projects that are considering both U.S. and Canadian
    • Many local elected representatives and senior administrators are not aware of the importance of community preparedness for investment
    • In comparison to U.S. and European jurisdictions, inter-municipal cooperation on a regional basis is underdeveloped and underutilized
    Key Finding: Low Level of Community Preparedness (continued)
  • Key Recommendations
    • Education
    • Website
    • Certification Program
  • Key Recommendations
    • Education
    • Expand education and awareness of “Communities in Transition Initiative”
      • continued Investment Readiness Site Selection community visits & evaluations
      • education component for municipal councils
      • outreach to different organizations
  • Key Recommendations
    • Website
    • Enhancement of EDCO website to provide tools for EDO’s such as self-assessment tools, guides, workbooks, ready-to-use slide decks for presentations to local Councils - Completed in 2008 LETI Initiative
    • Provision of consistent, relevant and current data to local municipalities through EDCO website
    • Best Practice examples: Victor Valley, California, Cincinnati, Ohio
  •  
  • Key Recommendations
    • Certification Program
    • Establish Best Practices, Standards/Norms, Certification that support benchmarking, regional collaboration
      • Create working group to further develop education and certification program
    • Best Practice examples: New York State, Charlotte Region, Oklahoma , Oregon
  • Next Steps
    • EDCO working with Ontario Government/Federal Government to continue to deliver best practices to the Economic Development Professionals in the Ontario
    • EDCO website revamp to accommodate resources for excellence in investment readiness.
  • 2008 Local Economies in Transition
    • Continuation of Community Visitation Program by US Based Site Selectors
    • Results consistent with 2007 report – US site selectors determined most communities would not warrant a community visit based on written submissions
    • Community visits rated better than written responses
  • Recent Initiatives
    • Professional Development Listings
    • June 19, 2009 – Advanced Workshop: Data and Analysis for Economic Development – Waterloo, Ontario
    • Fall 2009 - EDCO Tourism Investment Readiness Seminars
    • Fall 2009 – EDCO Regional Seminars
    • February 2010 EDCO Annual Conference – Toronto, Ontario
  • LETI Phase 3
    • Community Web Site Assessment
    • Web site template development & implementation
    • Webinar professional development
    • Outreach program to targeted associations, AMO, SIOR, OSUM, OCC, EMC
  • Economic Development Challenges Facing Ontario Municipalities
    • Transformation of Manufacturing (particularly automotive)
    • Global Economic Pressures
    • Dependence on US economy
    • Energy – cost, supply, alternative energy opportunities
    • Population decline (rural areas)
    • Brownfield, Downtowns
    • Talent
    • Focus
  • Response at the Municipal Level
    • Updated Economic Development Strategy, Marketing Strategy, Branding
    • More emphasis on Business Retention & Attraction
    • Workforce Development
    • Tourism – Product Development
    • Creative Economy Programs
    • Entrepreneurship
  • Provincial Programs
    • OMAFRA – RED Grants, data analysis REDDI site, First Impressions, Business Consultants
    • MEDT – AMIS, NGJF, CIT, Business Enterprise Centre, Business Advisors, Export Ontario
    • MMAH – CIPs Downtown, Brownfield
    • MTOUR – Marketing, DMO, DMMOs, Investment Attraction
  • LinksGovernment of Ontario Website2ontario.com - Ontario Government website for comparative investment data, real estate and community informationOntario Exports - www.OntarioExports.comOntario Ministry of Economic Development - www.InvestinOntario.comOntario Ministry of Municipal Affairs and Housing (MAH)Ontario Ministry of Northern Development and Mines (MNDM)Ontario Ministry of Public Infrastructure Renewal (PIR)Places to Grow - Growth Plan for the Greater Golden HorseshoeOntario Ministry of Tourism (MTR)Ontario's Tourism Regional Economic Impact Model (TREIM)Ministry of Tourism Investment Development OfficeOntario Ministry of Agriculture, Food and Rural Affairs (OMAFRA)Ontario Rural Plan - Growing Strong Rural CommunitiesRural Economic Development Data and Intelligence (REDDI) - REDDI can help with your local economic development planning from strategic planning to downtown revitalization and project financingEDCO-LETI (Local Economies in Transition) - Community Investment Readiness Self-Assessment ToolAssociation of Municipalities of Ontario - www.amo.on.caOntario Association of Community Futures Development Corporations



  • Federal Programs
    • CFDC – small business loans, Community Economic Development, Mainstreets Ontario, delivering SODF loans
    • DFAIT - Trade Commissioners Service, Consulates, Embassies, Invest Canada Communities Initiative (ICCI)
    • Fed Dev Ontario – everything not covered by FedNor – SODF grants
  •  
  • FedDev Ontario
  • THANK YOU!
    • VISIT www.edco.on.ca for further details