Prince George economic development model for Delta?

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Tim McEwan, President and CEO of Initiatives Prince George Economic Development Corporation, explains how that area has attracted hundreds of millions of dollars in economic development and how Delta might consider some options for its own community.

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Prince George economic development model for Delta?

  1. 1. Prince George: A Sustainable, Knowledge Based, Resource Economy, Connected to the World Presented to the Delta Chamber of Commerce Tim McEwan, President & Chief Executive Officer Wednesday April 20, 2011
  2. 2. Initiatives Prince George – Overview <ul><li>Prince George’s Economic Development Authority </li></ul><ul><li>Private Sector Board, City of Prince George sole shareholder </li></ul><ul><li>Six FTE professional staff </li></ul><ul><li>3 year strategic planning cycle </li></ul><ul><li>Presentation to Follow: </li></ul><ul><ul><li>Where We’ve Been </li></ul></ul><ul><ul><li>Where We’re Going </li></ul></ul><ul><ul><li>The Prince George Advantage </li></ul></ul><ul><ul><li>Thoughts for Delta </li></ul></ul><ul><ul><li>Concluding Quotes </li></ul></ul>
  3. 3. Where We’ve Been 2008-2010 Review of Activities Towards Objectives
  4. 4. Goal: 2008 – 2010 Strategic Plan <ul><li>Initiatives Prince George aims to be the creative energizing force that makes Prince George an integrated and sustainable manufacturing, transportation, supply and service centre; and the inland gateway to Asia and North America. </li></ul>City of Prince George
  5. 5. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>Integrated marketing program logistics and transportation; sales and marketing; create a logistics park tied to road, rail, air </li></ul><ul><ul><li>Air Logistics Park Task Force (with property owner, CPG, PGAA, engineers) </li></ul></ul><ul><ul><li>Global Prince George program </li></ul></ul><ul><ul><li>IPG works with shippers (CN, COSCO and others) to build usage of Prince George trans-load and intermodal facility - now operating near capacity after opening 3 years ago </li></ul></ul><ul><li>Establish a Heavy industrial presence outside the airshed </li></ul><ul><ul><li>Industrial Lands Partnership with Regional District of Fraser-Fort George </li></ul></ul><ul><li>To have Prince George’s brand known and understood by top 1,000 businesses </li></ul><ul><ul><li>Worked with community partners to develop the statement positioning Prince George as a “knowledge-based, resource economy connected to the world” </li></ul></ul><ul><ul><li>Made brand known and understood by top 1,000 businesses by consistently including this brand statement within all communications material and monitoring and measuring its impact </li></ul></ul><ul><ul><li>“ On the Move” Newsletter, Economic Update Report, Business Investment Guide, External Media </li></ul></ul>
  6. 6. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives
  7. 7. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>To have 10 formal economic partnerships, at least one with First Nations </li></ul>
  8. 8. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>5. To leverage the value of our investment 5x as measured by new investment in transportation, logistics, manufacturing and industrial development </li></ul><ul><ul><li>Boundary Road $28.0 M </li></ul></ul><ul><ul><li>PG Airport Expansion $36.0 M </li></ul></ul><ul><ul><li>Terasen Gas $5.0 M </li></ul></ul><ul><ul><li>CN Intermodal and Transload $20.0 M </li></ul></ul><ul><ul><li>CNC Trades Centre $14.0 M </li></ul></ul><ul><ul><li>North West Transmission Line $440.0 M </li></ul></ul><ul><ul><li>Corridor Improvements to Date $240.0 M (est) </li></ul></ul><ul><ul><li>Pine Pass $40.0 M (more to come) </li></ul></ul><ul><ul><li>Total $823.0 M </li></ul></ul><ul><ul><li>CPG 3 year investment $3.7 * Attribution diffuse; strong IPG advocacy role and </li></ul></ul><ul><ul><li>Leverage 222.43x partnered efforts! </li></ul></ul>
  9. 9. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>6. Grow population by 1% to 2012 </li></ul><ul><li>7. Grow jobs by at least 1,000 by 2012 </li></ul><ul><li>Throughout global economic recession over 2008/09 and recovery in 2010, Prince George has remained relatively resilient with more diversified economy </li></ul>2007 2008 2009 2010 Population 73,346 73,896 74,644 75,568 1.0% growth annually averaged over last three years People employed 48,400 47,900 44,000 48,800 2010 highest level since before 1996 Jobs created 2,200 -500 -3,900 4,800 Net job creation over last three years
  10. 10. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>Attract manufacturing and export volumes of $1B to the region </li></ul><ul><ul><li>Regional origin of exports difficult to determine as statistics reported at provincial level </li></ul></ul><ul><ul><li>Total BC exports fell from $7.1B to $4.1B with global economy and U.S. housing crisis </li></ul></ul><ul><ul><li>Dramatic increase in exports to China (in 2010), especially in forest products, minerals, and coal. </li></ul></ul><ul><li>To be a leading force, voice and advocate in key areas driving economic growth </li></ul><ul><ul><li>Competitive business climate: taxes and licenses; KPMG Competitive Alternatives Report 2010 </li></ul></ul><ul><ul><li>Dangerous goods and corridor upgrades: Boundary Road; advocacy for infrastructure investment through provincial and federal government submissions; Cariboo Connector; Pine Pass </li></ul></ul><ul><ul><li>Air quality: Air quality improvement through industrial lands development outside Prince George airshed </li></ul></ul><ul><ul><li>Regional collaboration: regional collaboration and leadership in economic development; 16/97 Alliance; RDFFG partnerships; senior government briefings and submissions </li></ul></ul><ul><ul><li>Increase skilled workforce and attract skilled immigrants: Welcoming Communities, Skilled workforce development </li></ul></ul><ul><ul><li>Downtown development: Downtown Partnership and marketing prospectus; Let's Get Started; Amenities and quality of life - Performing Arts Centre Society, Wood Innovation Centre </li></ul></ul><ul><ul><li>Being a globally connected community: Global Prince George; twinning cities; trade missions; infrastructure investment; partnerships with PRPA, PGAA, CN intermodal, international shippers </li></ul></ul>
  11. 11. Where We’ve Been - 2008-2010 Review of Activities Towards Objectives <ul><li>Facilitate growth of revenues into mining, oil and gas sectors for at least 100 businesses </li></ul><ul><ul><li>More local businesses diversifying from forestry service and supply to mining, oil and gas service and supply </li></ul></ul><ul><ul><li>Partnerships with Canadian Manufacturers and Exporters, Minerals North and Resources Forum conferences, Terrane Metals etc. have increased awareness of local capacity to deliver goods and services to regional mining operations </li></ul></ul><ul><ul><li>Prince George well-positioned to be a supply and service centre for mining industry </li></ul></ul><ul><ul><ul><li>Mt. Milligan (Community Sustainability Committee) </li></ul></ul></ul>
  12. 12. Where We’re Going 2011-2013 Strategic Plan
  13. 13. Where We’re Going - 2011-2013 Strategic Plan <ul><li>Inclusive Strategic Planning Process: </li></ul><ul><li>Prince George City Council </li></ul><ul><li>Progress Prince George </li></ul><ul><li>IPG Board (2-day Strategic Planning) </li></ul><ul><li>Ratified Unanimously </li></ul><ul><ul><li>IPG Board </li></ul></ul><ul><ul><li>Progress Prince George Board </li></ul></ul><ul><ul><li>City Council </li></ul></ul>
  14. 14. Where We’re Going - 2011-2013 Strategic Plan <ul><li>IPG Strategic Plan Overarching Goal: </li></ul><ul><li>To be the catalyst that enhances Prince George as the sustainable, knowledge based, resource economy, connected to the world. </li></ul><ul><li>  </li></ul><ul><li>Our strategy has 5 key thrusts: </li></ul><ul><li>Strategic leadership, partnerships and marketing </li></ul><ul><li>Downtown development </li></ul><ul><li>Sustainably connected to the world </li></ul><ul><li>Sustainable resource-based economy </li></ul><ul><li>Sustainable knowledge-based economy </li></ul>
  15. 16. Strategic Thrust #1. Strategic leadership, partnerships and marketing Objective Timeframe 1. To be a strong voice and advocate for a competitive business climate that supports sustainable development within a region serviced by a vibrant urban city Ongoing 2. Leverage the Canada Winter Games 2015 opportunity in support of our vision and objectives Ongoing 3. To reposition the perception of Prince George as a sustainable, knowledge-based, resource economy connected to the world – within Prince George, within the Province of BC, across Canada and North America, to the world Ongoing 4. To ensure our key stakeholders and partners are informed of, aligned with and advocates for the direction, deliverables, outcomes and role of IPG (especially as it relates to policy positions and advocacy) without restricting the organization from delivering on its approved plan and mandate Ongoing 5. To have a protocol to communicate IPG’s policy and position on issues with the City of Prince George and to understand the city’s position December 2010 6. To have the top 1,000 organizations who could/would link to our vision see and know Prince George as: an international city; a place for/of knowledge based activity, people and business; a diversified resource economy; a green, low carbon economy; and a place of opportunity and quality of life. Ongoing; specifically target the top 100 organizations in the next 3 years
  16. 17. Strategic Thrust #2. Downtown Development Objective Timeframe 7. To develop and implement the marketing plan for business development in the downtown 2011-2013 8. To co-lead on the implementation of the recommendations from the Mayor’s Taskforce for a Better Downtown 2011-2013 9. To be a leading force and advocate for the Wood Innovation and Design Centre and a Performing Arts Centre in the downtown 2011-2013
  17. 18. Strategic Thrust #3. Sustainably Connected to the World Objective Timeframe <ul><li>10. Through our leadership in advocacy and marketing, corporately and with senior government: </li></ul><ul><ul><li>a. To foster the growth and utilization of Canada’s Northern Pacific Gateway as the most efficient and carbon-friendly transportation corridor in North America, with Prince George as a major hub </li></ul></ul><ul><ul><li>b. To have the expansion of the Port of Prince Rupert decided and the plan being implemented </li></ul></ul><ul><ul><li>c. To have all infrastructure items still required inside the fence at Prince George Airport complete </li></ul></ul><ul><ul><li>d. To ensure the infrastructure exists to more than double container volumes through the inland port </li></ul></ul><ul><ul><li>e. To ‘de-bottleneck’ Pine Pass (hwy 97N); Cariboo Connector Fast-tracking (Hwy 97S); Hwy 16 four-laning well underway </li></ul></ul><ul><ul><li>f. To ensure we have a redundant fibre optic line in place to support development of data centres in Prince George </li></ul></ul><ul><ul><li>g. To have a plan in motion re: cellular coverage along the corridor </li></ul></ul><ul><ul><li>h. To create the capacity to double the export volume of goods moving through the hub of Prince George </li></ul></ul>Ongoing 11. To have 10 logistics related tenants ready to move into the Logistics Park through programs delivered in partnership with PGAA, CPG and land owners 2013
  18. 19. Strategic Thrust #4. Sustainable Resource-based Economy Kemess Mine Pacific BioEnergy Objective Timeframe 12. To be a leading advocate for resource development projects that are deemed to provide economic development, environmental sustainability, and First Nations Consultation & Accommodation Ongoing 13. To have an inventory of 200 to 500 hectares of industrial land market ready for intermediate to heavy industrial projects as part of the Regional District Industrial Land Strategy 2012 14. To facilitate growth of revenues for more than 100 growth-oriented Prince George businesses selling into forestry, mining, oil & gas, and energy sectors Ongoing 15. To support the retention of growth-oriented businesses that are core to our vision within Prince George 2011-2013
  19. 20. Strategic Thrust #5. Sustainable Knowledge-based Economy CNC UNBC Objective Timeframe <ul><li>16. Through our leadership in advocacy with our stakeholders, corporately and with senior government: </li></ul><ul><ul><li>a. To have a broadly based engineering program at UNBC </li></ul></ul><ul><ul><li>b. To have a major trades and technology center at CNC </li></ul></ul><ul><ul><li>c. To address, in partnership, skilled worker needs </li></ul></ul>2011-2013 17. By working with partners, lead the development of integrated innovation and entrepreneurship programs in order to grow the knowledge-based economy of Prince George 2011-2013 18. Support development of Northern Bioenergy Partnership Society as catalyst to a world-class bioenergy sector in Northern BC 2011-2013
  20. 21. The Prince George Advantage Live, Work, Play, Invest
  21. 22. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Average Age </li></ul>Median age, 2006 Census: note, the Census provides this data at the city level Prince George 36.8 Vancouver 39.1 BC 41.5 Source: Statistics Canada Median Age, 2009: note, BC Stats projections are more current but only have info at the RD level Fraser-Fort George RD 38.2 Greater Vancouver RD 39.1 BC 40.7 Source: BC Stats Note: Neither the Census or the BC Stats population model provides an average age of the population.
  22. 23. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Average Wage, 2008 </li></ul>Labour Force Income Employment Income Income from Wages/Salaries/Commissions Prince George $41,149 $41,136 $40,519 Prince George region $40,540 $40,529 $39,857 Vancouver $45,206 $45,198 $44,775 Vancouver region $42,489 $42,481 $42,503 BC $39,575 $39,565 $39,490
  23. 24. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Average Residential Housing Price, 2010 </li></ul>Source: BC Northern Real Estate Board, BC Real Estate Board, Real Estate Board of Greater Vancouver Prince George $240,667 Vancouver East $554,920 (Attached) $770,070 (Detached) Vancouver West $873,806 (Attached) $1,978,777 (Detached) BC $505,178
  24. 25. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Average Apartment Rental Price, 2010 </li></ul>Prince George CA $666 Vancouver CMA $995 BC $911 Source: Canada Mortgage and Housing Corporation, Fall 2010
  25. 26. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Unemployment Rates </li></ul>2010 Annual Average Feb 2011, 3 Month Moving Average Prince George 7.9% 5.7% Vancouver 7.5% 8.0% BC 7.6% 8.3% Source: Statistics Canada Labour Force Survey
  26. 27. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Population </li></ul>% Change from Previous Year Population Density (per square km) Prince George 75,568 1.2% 234.2 Vancouver 642,843 2.3% 5,537.0 BC 4,530,960 1.6% 4.8 Source: BC Stats
  27. 28. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Average Commute Times </li></ul>One Way Round Trip Prince George 10 minutes 20 minutes Vancouver 30 minutes 60 minutes
  28. 29. The Prince George Advantage – Live, Work, Play, Invest <ul><li>KPMG Competitive Alternatives Study 2010 ranks Prince George #1 among 13 locations surveyed in the US/Canada Pacific Category for overall competitiveness </li></ul><ul><li>Abundant low cost light and heavy industrial land – market ready </li></ul><ul><li>Road/Rail/Air/Marine Connectivity </li></ul><ul><ul><li>Hwy 16/97 </li></ul></ul><ul><ul><li>CN </li></ul></ul><ul><ul><li>3 rd Longest Commercial Runway </li></ul></ul><ul><ul><li>Port of Prince Rupert/Port Metro Vancouver </li></ul></ul>
  29. 30. The Prince George Advantage – Live, Work, Play, Invest <ul><li>Full Urban Amenities </li></ul><ul><ul><li>Retail Services </li></ul></ul><ul><ul><li>Top-notch sports and recreational facilities </li></ul></ul><ul><ul><li>Cultural organizations – New Performing Arts Centre in planning stages </li></ul></ul><ul><ul><li>Wilderness at your doorstep! </li></ul></ul>City of Prince George City of Prince George City of Prince George
  30. 31. Thoughts for Delta
  31. 32. Some Thoughts for Delta <ul><li>Define S.W.O.T </li></ul><ul><li>Tailor Economic Development Model to local circumstances and interests…But… </li></ul><ul><ul><li>Base on Best Practices Approach </li></ul></ul><ul><ul><li>Leadership is Key </li></ul></ul><ul><ul><ul><li>Board – Private Sector </li></ul></ul></ul><ul><ul><ul><li>CEO </li></ul></ul></ul><ul><ul><li>Partnerships are Essential </li></ul></ul><ul><ul><ul><li>Within Community and Externally </li></ul></ul></ul><ul><ul><ul><li>“ No One Can Do It Alone!” </li></ul></ul></ul><ul><ul><li>Running Room is Critical </li></ul></ul><ul><ul><ul><li>Creativity </li></ul></ul></ul><ul><ul><ul><li>Reduce/Remove Politics </li></ul></ul></ul><ul><ul><ul><li>Accountability </li></ul></ul></ul><ul><ul><ul><ul><li>Regular and meaningful interface with shareholder (i.e. every 2 weeks) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>City Council (informal quarterly/formal semi-annual) </li></ul></ul></ul></ul>
  32. 33. Concluding Quotes
  33. 34. Concluding Quotes <ul><li>“ We must have Vision, Faith, and Will…the vision to see the future, the faith to see the vision, and the will to carry on.” </li></ul><ul><ul><li>Harold Moffat, Mayor of Prince George, 1969 – 1979 </li></ul></ul><ul><li>“ To the near limitless resources of British Columbia must be added, as a matter of deliberate policy, the additional resources of capital and people if the province is to develop as it should.” </li></ul><ul><ul><li>WAC Bennett, Premier of British Columbia, 1952 – 1972 </li></ul></ul>
  34. 35. Tim McEwan President & Chief Executive Officer [email_address] Thank you!

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