The Ontario Ministry of Agriculture, Food and Rural Affairs oversees the province's Business Retention and Expansion (BR+E) program. The BR+E program takes a community-based approach to conducting confidential business surveys and developing action plans to address priorities. Program components include provincial staff advisors, business surveys, and coordinator training. The program underwent a review in 2013 which identified successes like acting on survey results and challenges like improving data analysis. An updated four-stage process and new coordinator manual were created with a focus on strategic planning, performance measures, and data analysis. Case studies demonstrate the program's success in developing food processing facilities and economic strategies in local communities.
International Food Policy Research Institute (IFPRI) organized a three days Training Workshop on ‘Monitoring and Evaluation Methods’ on 10-12 March 2014 in New Delhi, India. The workshop is part of an IFAD grant to IFPRI to partner in the Monitoring and Evaluation component of the ongoing projects in the region. The three day workshop is intended to be a collaborative affair between project directors, M & E leaders and M & E experts. As part of the workshop, detailed interaction will take place on the evaluation routines involving sampling, questionnaire development, data collection and management techniques and production of an evaluation report. The workshop is designed to better understand the M & E needs of various projects that are at different stages of implementation. Both the generic issues involved in M & E programs as well as project specific needs will be addressed in the workshop. The objective of the workshop is to come up with a work plan for M & E domains in the IFAD projects and determine the possibilities of collaboration between IFPRI and project leaders.
This document summarizes the results of business retention and expansion (BR+E) surveys conducted in communities across the province between January 2015 and June 2016. Some key findings include:
- 1,213 surveys were completed from 19 BR+E projects.
- Most businesses surveyed were locally owned and operated with one location (77%).
- Over half of businesses plan to expand or remain the same size in the next 18 months.
- Workforce availability and costs were rated as fair to good factors for doing business, while taxes and development costs received mixed reviews.
- Most businesses saw the community as a good or excellent place to do business and were satisfied with community services.
The document summarizes a presentation given at the Ontario East Municipal Conference about updates to Ontario's Business Retention and Expansion (BR+E) Program. Key points include:
- The BR+E program helps communities support and retain existing businesses through confidential interviews and action planning to address issues. Over 230 communities have participated.
- Recent program reviews led to changes like revising the survey, improving data analysis and reporting, and emphasizing project design and performance measures.
- Survey results from 16 BR+E projects in Eastern Ontario between 2011-2015 show most businesses plan to expand or remain the same, though availability of workers and business support from municipalities are areas for improvement.
- Success stories like a
The document discusses Ontario's Business Retention and Expansion (BR+E) program. It notes that the BR+E program was introduced in 1998 and has involved over 230 communities and 10,000 businesses. The goal of Ontario's BR+E program is to increase the capacity of rural communities to identify economic development opportunities using an informed decision making process. The BR+E model uses a structured and action-oriented approach involving trained volunteers conducting confidential business interviews to help communities identify priorities and develop action plans. The program provides resources like manuals, surveys, and regional advisors to support communities through a four stage and twelve step process.
The document outlines Ontario's Business Retention and Expansion program, a community-based approach where volunteers conduct confidential interviews with local businesses to identify challenges and opportunities, and then develop action plans to address priorities. It discusses the 4 stage process, from preparation to implementation and monitoring, and provides examples of successes from previous BR+E projects in Northumberland and Wellington counties.
The document provides an overview of economic analysis tools and support available from Economic Development Services to support local economic development planning. It discusses tools such as First Impressions Community Exchange, Business Retention and Expansion, Downtown Revitalization Services, and Community Economic Analysis. The tools are designed to help communities develop strategies through consultation, research, and analysis of the local economy. Communities can access the tools and support through Regional Offices.
This document summarizes a presentation on the economic value of planning. It discusses how planning can shape markets by increasing certainty, reducing risk, and encouraging development that meets policy goals. Specific strategies mentioned include developing plans and visions, reforming property rights, and undertaking strategic market transformations. The document also discusses how planning can regulate markets through both discretionary and predefined development management approaches.
The Ontario Ministry of Agriculture, Food and Rural Affairs oversees the province's Business Retention and Expansion (BR+E) program. The BR+E program takes a community-based approach to conducting confidential business surveys and developing action plans to address priorities. Program components include provincial staff advisors, business surveys, and coordinator training. The program underwent a review in 2013 which identified successes like acting on survey results and challenges like improving data analysis. An updated four-stage process and new coordinator manual were created with a focus on strategic planning, performance measures, and data analysis. Case studies demonstrate the program's success in developing food processing facilities and economic strategies in local communities.
International Food Policy Research Institute (IFPRI) organized a three days Training Workshop on ‘Monitoring and Evaluation Methods’ on 10-12 March 2014 in New Delhi, India. The workshop is part of an IFAD grant to IFPRI to partner in the Monitoring and Evaluation component of the ongoing projects in the region. The three day workshop is intended to be a collaborative affair between project directors, M & E leaders and M & E experts. As part of the workshop, detailed interaction will take place on the evaluation routines involving sampling, questionnaire development, data collection and management techniques and production of an evaluation report. The workshop is designed to better understand the M & E needs of various projects that are at different stages of implementation. Both the generic issues involved in M & E programs as well as project specific needs will be addressed in the workshop. The objective of the workshop is to come up with a work plan for M & E domains in the IFAD projects and determine the possibilities of collaboration between IFPRI and project leaders.
This document summarizes the results of business retention and expansion (BR+E) surveys conducted in communities across the province between January 2015 and June 2016. Some key findings include:
- 1,213 surveys were completed from 19 BR+E projects.
- Most businesses surveyed were locally owned and operated with one location (77%).
- Over half of businesses plan to expand or remain the same size in the next 18 months.
- Workforce availability and costs were rated as fair to good factors for doing business, while taxes and development costs received mixed reviews.
- Most businesses saw the community as a good or excellent place to do business and were satisfied with community services.
The document summarizes a presentation given at the Ontario East Municipal Conference about updates to Ontario's Business Retention and Expansion (BR+E) Program. Key points include:
- The BR+E program helps communities support and retain existing businesses through confidential interviews and action planning to address issues. Over 230 communities have participated.
- Recent program reviews led to changes like revising the survey, improving data analysis and reporting, and emphasizing project design and performance measures.
- Survey results from 16 BR+E projects in Eastern Ontario between 2011-2015 show most businesses plan to expand or remain the same, though availability of workers and business support from municipalities are areas for improvement.
- Success stories like a
The document discusses Ontario's Business Retention and Expansion (BR+E) program. It notes that the BR+E program was introduced in 1998 and has involved over 230 communities and 10,000 businesses. The goal of Ontario's BR+E program is to increase the capacity of rural communities to identify economic development opportunities using an informed decision making process. The BR+E model uses a structured and action-oriented approach involving trained volunteers conducting confidential business interviews to help communities identify priorities and develop action plans. The program provides resources like manuals, surveys, and regional advisors to support communities through a four stage and twelve step process.
The document outlines Ontario's Business Retention and Expansion program, a community-based approach where volunteers conduct confidential interviews with local businesses to identify challenges and opportunities, and then develop action plans to address priorities. It discusses the 4 stage process, from preparation to implementation and monitoring, and provides examples of successes from previous BR+E projects in Northumberland and Wellington counties.
The document provides an overview of economic analysis tools and support available from Economic Development Services to support local economic development planning. It discusses tools such as First Impressions Community Exchange, Business Retention and Expansion, Downtown Revitalization Services, and Community Economic Analysis. The tools are designed to help communities develop strategies through consultation, research, and analysis of the local economy. Communities can access the tools and support through Regional Offices.
This document summarizes a presentation on the economic value of planning. It discusses how planning can shape markets by increasing certainty, reducing risk, and encouraging development that meets policy goals. Specific strategies mentioned include developing plans and visions, reforming property rights, and undertaking strategic market transformations. The document also discusses how planning can regulate markets through both discretionary and predefined development management approaches.
The document summarizes information from the Ontario Association of Community Future Development Corporations Annual Conference session on business retention and expansion (BRE) projects. Key points include:
- BRE focuses on supporting existing businesses in a community and is seen as an important part of economic development. Communities are encouraged to make it part of their ongoing strategy.
- The BRE process involves conducting confidential interviews with local businesses, analyzing the data to identify issues and opportunities, and developing action plans to address priorities.
- Several CFDC examples of recent BRE projects are provided, highlighting lessons learned and successes. Challenges included volunteer recruitment and funding restrictions. Successes included identifying issues to address and improving business support.
- T
Town of Lincoln Centre of Excellence for Agriculture - Municipal Agriculture ...Carolyn Puterbough
Using Planning Tools to Support Farm Viability – Panel Session
Bill Hodgson, Regional Councillor, Town of Lincoln, Niagara - Centre of Excellence for Agriculture
Counties Play an Important Role in Economic DevelopmentMBEDC, LLC
County government plays an important role in economic development, in Ohio and the nation. This presentation to new County Commissioners in Ohio on 02/10/2015 outlines current economic trends, how economic development is changing, and the role of Counties.
The document summarizes the proceedings of a Technical Assistance Forum held on September 19th, 2017. It provides updates on technical assistance projects, skills support opportunities through partnerships, and findings from an ESF consultation. Participants engaged in a workshop on collaboration and partnership building. Presentations were given on leadership and management skills projects run by the LLEP to support workforce development through funded training. Key areas to consider for future ESF open calls include support for NEET youth, BME groups, rural access to services, and health as a growing issue.
This document outlines a workshop on goal setting and performance measurement for city departments. It begins with an introduction and overview of the process. Citywide goals are set by the mayor and council to reflect strategic priorities and are tracked by the city manager. Departments then set goals tied to the citywide goals to provide a foundation for division objectives. Divisions set objectives approved by department heads tied to goals. Performance measures are quantified metrics tied to objectives to report on annually. The document provides examples of citywide goals and values set in 2011. It discusses SMART goal setting and components of performance measures.
This document provides an overview and agenda for an Illinois integrated regional planning project meeting. It discusses the passage of the Workforce Innovation and Opportunity Act (WIOA) and opportunity to enhance alignment among workforce development, economic development, and education. Key activities for the project include supporting regional planning, providing technical assistance to regions, and helping regions identify industry targets and partnerships. Participating groups in the project are listed. The agenda covers regional planning, team development, and upcoming regional meetings.
1 bigideas 2devine - Valley Heartland CFDCREDB_East
This document discusses a business retention and expansion (BR+E) project in Lanark County. It identifies BR+E as a priority for economic development. The project involves trained volunteers conducting interviews and surveys of local businesses to gather market data and address issues. The data is then analyzed to identify priorities for retaining and expanding businesses. Project goals include visiting 95-110 businesses with 15 project team members and 50 volunteers. Effective community and business engagement identifies and engages partners, uses best practices, and communicates regularly. The results are a collaborative network that supports local businesses and increases engagement.
This document outlines a workshop on goal setting and performance measurement for city departments. It introduces the process which cascades from citywide goals set by elected leaders down to division objectives and performance measures. Citywide goals are strategic priorities that departments must align their goals to. Divisions then set objectives tied to department goals. Performance measures are metrics that quantify progress on objectives. The workshop teaches SMART goal setting techniques and practices setting department goals, division objectives, and performance measures aligned with citywide goals.
TIF Making The Best Economic Development Decisions For Your CommunityVierbicher
This presentation provides a history and basics of tax incremental financing in Wisconsin,Greater Economic Development Efforts, Assistance Packages, TIF Assistance Request, Case Study, Important Considerations, Municipal Funding Assistance and Best Practices.
The Theory of a Compassionate Smart Business CityElvis Mella
The document outlines a proposal for transforming local government in Riviera Beach, FL into a "compassionate smart business city" through systems thinking. It describes implementing business analysis of city departments, an enterprise resource planning system, geographic information systems, and public education programs. The goal is to break down department silos, foster collaboration, increase transparency and engage citizens as the city is reimagined according to private sector business principles and a holistic, systems-oriented approach.
Staying Competitive in Economic DevelopmentMBEDC, LLC
The challenge of keeping communities competitive is changing because of the nature of the economic recovery. This presentation to the Inland Northwest Partners provides some practical approaches to growing your town.
This document summarizes a conference on economic development. It discusses several presentations: Mark Waterhouse discussed economic development principles for planners, focusing on site selection criteria and streamlining permitting; Scott Gibbs discussed the corporate perspective and building a pro-investment culture; and Bruce Hughes discussed the role of regional planning agencies in attracting economic development through infrastructure planning assistance. Contact information was provided for the presenters.
Lori Irwin has over 20 years of experience in financial planning and administration. She holds an MBA with an emphasis in finance and is a Certified Financial Planner. Currently she works as a Financial Empowerment Coordinator implementing a financial education program for 500 families in Virginia Beach. Previously she was the Director of Financial Stability for United Way South Hampton Roads, where she developed a regional financial stability program. She has also worked as a financial planner and in operations and human resources roles for financial services firms.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Richard Odonkor is seeking a career opportunity in accounting and finance. He has over 10 years of experience in accounting, finance, and public relations roles. He holds a Master of Business Administration in Finance and Bachelor of Business Administration in Accounting. Currently, he works as a Public Relations Officer at the National Health Insurance Authority and has held several acting manager positions there as well.
In 2013, the City of Swift Current engaged Onagon International to conduct an industry gap and impact
assessment for the city and rural municipality of Swift Current.
This work encompasses two key phases:
Phase 1: Understand the Economy- Focusing on first understanding the city and region’s economy.
Phase 2: Create Connectedness- Focusing on creating greater connectedness within the local economy.
This document outlines the research work coming out of that report.
This document discusses recommendations from the Greater Ohio Policy Center to help restore prosperity to Springfield, Ohio by transitioning to the next economy. It identifies Springfield's strengths in areas like education, infrastructure, and quality places. Recommendations include building on assets like innovation, human capital, and infrastructure through policies around advanced manufacturing, workforce training, and transportation funding. Governance reforms aim to encourage regionalism and collaboration. Engaging the federal government could help Ohio cities compete for funds and shape policy to support transitioning communities. Pilot projects and partnerships will help implement the recommendations.
The document provides guidance on applying for funding from Ontario's Rural Economic Development (RED) program, which supports projects that create strong rural communities and open doors to rural economic development. It outlines the application process, including articulating the project need, understanding program requirements, refining the concept, writing the application, and administering the project if funded. Eligible projects must be located in rural Ontario and fall under two funding streams - economic diversification or strategic economic infrastructure. The application requires describing how the project will address barriers to economic development and RED program outcomes.
This document provides guidance on applying for funding from Ontario's Rural Economic Development (RED) program. It outlines the program objectives, eligible projects and applicants, funding details, application process and tips for writing a successful application. Key points include explaining the program supports rural economic development and job creation; eligible projects fall under economic diversification or strategic infrastructure streams; the maximum funding is $150,000 or $250,000 depending on the stream; and a successful application clearly articulates project needs, impacts and alignment with the program goals.
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- BRE focuses on supporting existing businesses in a community and is seen as an important part of economic development. Communities are encouraged to make it part of their ongoing strategy.
- The BRE process involves conducting confidential interviews with local businesses, analyzing the data to identify issues and opportunities, and developing action plans to address priorities.
- Several CFDC examples of recent BRE projects are provided, highlighting lessons learned and successes. Challenges included volunteer recruitment and funding restrictions. Successes included identifying issues to address and improving business support.
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The document summarizes the proceedings of a Technical Assistance Forum held on September 19th, 2017. It provides updates on technical assistance projects, skills support opportunities through partnerships, and findings from an ESF consultation. Participants engaged in a workshop on collaboration and partnership building. Presentations were given on leadership and management skills projects run by the LLEP to support workforce development through funded training. Key areas to consider for future ESF open calls include support for NEET youth, BME groups, rural access to services, and health as a growing issue.
This document outlines a workshop on goal setting and performance measurement for city departments. It begins with an introduction and overview of the process. Citywide goals are set by the mayor and council to reflect strategic priorities and are tracked by the city manager. Departments then set goals tied to the citywide goals to provide a foundation for division objectives. Divisions set objectives approved by department heads tied to goals. Performance measures are quantified metrics tied to objectives to report on annually. The document provides examples of citywide goals and values set in 2011. It discusses SMART goal setting and components of performance measures.
This document provides an overview and agenda for an Illinois integrated regional planning project meeting. It discusses the passage of the Workforce Innovation and Opportunity Act (WIOA) and opportunity to enhance alignment among workforce development, economic development, and education. Key activities for the project include supporting regional planning, providing technical assistance to regions, and helping regions identify industry targets and partnerships. Participating groups in the project are listed. The agenda covers regional planning, team development, and upcoming regional meetings.
1 bigideas 2devine - Valley Heartland CFDCREDB_East
This document discusses a business retention and expansion (BR+E) project in Lanark County. It identifies BR+E as a priority for economic development. The project involves trained volunteers conducting interviews and surveys of local businesses to gather market data and address issues. The data is then analyzed to identify priorities for retaining and expanding businesses. Project goals include visiting 95-110 businesses with 15 project team members and 50 volunteers. Effective community and business engagement identifies and engages partners, uses best practices, and communicates regularly. The results are a collaborative network that supports local businesses and increases engagement.
This document outlines a workshop on goal setting and performance measurement for city departments. It introduces the process which cascades from citywide goals set by elected leaders down to division objectives and performance measures. Citywide goals are strategic priorities that departments must align their goals to. Divisions then set objectives tied to department goals. Performance measures are metrics that quantify progress on objectives. The workshop teaches SMART goal setting techniques and practices setting department goals, division objectives, and performance measures aligned with citywide goals.
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The document outlines a proposal for transforming local government in Riviera Beach, FL into a "compassionate smart business city" through systems thinking. It describes implementing business analysis of city departments, an enterprise resource planning system, geographic information systems, and public education programs. The goal is to break down department silos, foster collaboration, increase transparency and engage citizens as the city is reimagined according to private sector business principles and a holistic, systems-oriented approach.
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The challenge of keeping communities competitive is changing because of the nature of the economic recovery. This presentation to the Inland Northwest Partners provides some practical approaches to growing your town.
This document summarizes a conference on economic development. It discusses several presentations: Mark Waterhouse discussed economic development principles for planners, focusing on site selection criteria and streamlining permitting; Scott Gibbs discussed the corporate perspective and building a pro-investment culture; and Bruce Hughes discussed the role of regional planning agencies in attracting economic development through infrastructure planning assistance. Contact information was provided for the presenters.
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This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
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In 2013, the City of Swift Current engaged Onagon International to conduct an industry gap and impact
assessment for the city and rural municipality of Swift Current.
This work encompasses two key phases:
Phase 1: Understand the Economy- Focusing on first understanding the city and region’s economy.
Phase 2: Create Connectedness- Focusing on creating greater connectedness within the local economy.
This document outlines the research work coming out of that report.
This document discusses recommendations from the Greater Ohio Policy Center to help restore prosperity to Springfield, Ohio by transitioning to the next economy. It identifies Springfield's strengths in areas like education, infrastructure, and quality places. Recommendations include building on assets like innovation, human capital, and infrastructure through policies around advanced manufacturing, workforce training, and transportation funding. Governance reforms aim to encourage regionalism and collaboration. Engaging the federal government could help Ohio cities compete for funds and shape policy to support transitioning communities. Pilot projects and partnerships will help implement the recommendations.
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- Conducting surveys of 114 local businesses across multiple sectors to understand challenges and opportunities.
- Developing an action plan from the findings to support entrepreneurship, celebrate local identity, grow the workforce, and improve infrastructure.
- The importance of stakeholder engagement and project management for future BR+E projects.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Business Retention and Expansion BR+E Ontario Update
1. Stephen Morris, M.A.E.S, Ec.D.
Economic Development Specialist
Regional Economic Development Branch
Ontario Ministry of Food, Agriculture and Rural Affairs
Next Generation of
Business Retention + Expansion
2. 38%of businesses plan to expand within
the next 18 months.
Source: 2009-2014 Provincial BR+E Roll-up Report
3. What is BR+E
Business Retention +
Expansion (BR+E) is a
structured action-oriented
and community-based
approach to business
and economic
development.
3
4. Our Program Goal:
To have the leading and
most comprehensive
……. program for
communities and regions
in North America.
4
6. Contributors to the Review
• County of Perth
• County of Northumberland
• County of Wellington
• City of Guelph
• City of Kawartha Lakes
• Municipality of Huron East
• Rural Oxford BR+E
• Region of Durham
• Town of Bluewater
• Town of Minto
• Town of New Tecumseth
• Town of St. Marys
• Town of Whitchurch-Stouffville
• Township of Centre Wellington
• Township of Mapleton
• Township of Wellington North
• Greenstone Community Futures Development
Corporation
• Nottawasaga Community Futures Development
Corporation
• Eastern Ontario Economic Development
Commission
• Ontario Tourism Marketing Partnership
• Dryden Chamber of Commerce
• Ministry of Agriculture, Food and Rural Affairs
• Ministry of Northern Development and Mines
• Ministry of Culture, Tourism and Sport
• Ministry of Economic Development, Employment
and Infrastructure
6
7. Review Findings
Successes to Build on:
• Acting on Results
• Monitoring outcomes
of their action plans
• Training
• Staff support
Challenges to Address:
• Survey
• Database system
• Data Analysis &
Reporting
7
9. Is right
for your Community?
9
New Seven Community Assessment Questions
10. New Coordinator Manual
Step-by-step process with a
greater emphasis on:
• Project design
• Performance measures
• Data analysis
• Priority setting
DRAFT
11. BR+E Survey Review
Question review principles:
• Assist with strategic planning
• Identify specific business
growth or retention
opportunities
• Provide general business
information
110
65 66
50
60
70
80
90
100
110
120
2008 2011 2015
Number of questions
in the retention survey
12. Update Retention Survey
A comprehensive survey
Business Information
Business Climate
Future Plans
Business Development
Workforce
Community Development
17. Executive Pulse Overview Sessions
Free - webinar sessions on the Executive Pulse
system
• Thursday, February 26th 1-2 pm
• Thursday, March 26th 1-2pm
• Thursday, April 23rd 1-2pm
• Thursday, May 28th 1-2pm
• Thursday, June 18th 1-2pm
17
18. New Provincial BR+E Survey Results
Purpose
• To support communities undertaking BR+E
projects with their data analysis
• To provide context and benchmarking for
communities compared to their local results
21. Coordinator Training
Updated two-part training program
• Part 1 – Preparing,
Interviewing and Addressing
Immediate opportunities and
concerns (1.5 Days)
• Part 2– Data Analysis,
Reporting and Implementing
(1 Day)
22. Program Components
Provincial Staff Advisors
Coordinator’s Manual
Surveys
Executive Pulse System
Coordinator Training
Provincial BR+E Survey Results
22
23. For more Information
Visit our website to request a
copy of the BR+E
Coordinator’s Manual or to
register for training.
http://ontario.ca/b34h
Talk to your Regional Advisor
23
Editor's Notes
Formed April 2013
Business Retention and Expansion is an approach to economic development that focuses on nurturing existing businesses as key drivers of ongoing economic health and vitality in a community.
Collected
Now consistent wording compared to our other programs
Now approximately 50 pages in length
Some previous appendices now integrated into the manual
The main survey has 66 questions which are grouped into the following six sections:
Business Information – business structure and number of employees
Business Climate – Impressions of the community and factors for doing business
Future Plans – the plans for the business over the next 18 months (e.g. remain the same, expand)
Business Development – Industry outlook, use of technology, potential of import replacement
Workforce – workforce and training
Community Development – Community advantages/disadvantages, business supports.
Maximum number of question any one business will answer is 56 and the minimum number is 38.
40% of the questions in the survey are of an open ended nature, to hopefully gain more insight and have a dialogue with the business.
Sign up for these sessions will be thru the OMAFRA website.
The form will be uploaded by Feb 12th
Southern training after May due to CED 101 presentations