This document provides information to help small and medium sized municipalities in southern Ontario attract economic development and investment. It discusses the key challenges municipalities face, trends in industrial investment, sectors of focus like automotive and high tech, and what investors look for in terms of land, human resources, community profile, and planning policies. It encourages municipalities to identify niche market opportunities, complete a self-assessment, and develop an inventory of available industrial land to demonstrate their readiness for investment opportunities.
Eastern Ontario is in the heart of the largest economy in Canada, the 5th largest in North America and 12th largest in the world.* This geographic position presents tremendous mega-region trading opportunities in the new creative economy.
Did you know that Argentina is one of the best three places in the world to look for ideas and one of the three best to produce them, according to The Gunn Report?
This publication will help you understand the creative industries in Argentina, a growing economic sector in the country due to its talented human resources and competitive costs.
This document was produced by ProsperAr, Argentina´s Investment Development Agency.
If you need further assistance contact us at info@prosperar.gov.ar or use our website www.prosperar.gov.ar
Creating and sustaining the places where jobs grow, essentially job infrastructure, is an important part of economic development strategy at both the community and asset level.
Eastern Ontario is in the heart of the largest economy in Canada, the 5th largest in North America and 12th largest in the world.* This geographic position presents tremendous mega-region trading opportunities in the new creative economy.
Did you know that Argentina is one of the best three places in the world to look for ideas and one of the three best to produce them, according to The Gunn Report?
This publication will help you understand the creative industries in Argentina, a growing economic sector in the country due to its talented human resources and competitive costs.
This document was produced by ProsperAr, Argentina´s Investment Development Agency.
If you need further assistance contact us at info@prosperar.gov.ar or use our website www.prosperar.gov.ar
Creating and sustaining the places where jobs grow, essentially job infrastructure, is an important part of economic development strategy at both the community and asset level.
Sponsor municipal sponsorship_namingrights_june-2015Bernie Colterman
Municipal sponsorship continues to grow as more municipalities look for alternate sources of non-tax revenue to off-set operations and fund new facilities.
Municipal Open Gov Framework - Work in ProgressJury Konga
Introduces concept of OpenData.CA in the cloud and emphasized the need to Collaborate Now!. Presentation provides a current state of Gov 2.0 and describes considerations related to the components of a framework: Collaboration, Open Data, Organizational culture, policies and standards and technology.
All cities remain unique and distinct. No two cities are similar. Each city has its strength , weakness , threats and opportunities. Each city has a different and distinct gene, fabric and social structure. Cities are manmade entities, always evolving and devolving, never defined never finite. They are anti-thesis to nature and natural environment. Rapid urbanizations remain the greatest threat to environment and ecology. From the narratives given, it can be visualized that making cities great places to live and work, remains both complex, difficult and daunting task, requiring out of box thinking, adopting multiple` approaches and innovating state of art options for planning , development and management of cities. Rapid pace and massive influx of population in the urban areas offers enormous opportunities and challenges to innovate, experiment, evolve and devolve to the planners, architects, engineers, professionals, developers, administrators, politicians, urban local bodies, parastatal agencies, private sector and other stakeholders to make cities great entities and best place for living and working; meeting all basic human needs; promoting ease of doing business; promoting sharing; creating enabling environment and spaces for all human operations. How effectively and efficiently we meet these challenges and make best use of opportunities offered in the urban domain, shall hold the key to the sustainability, growth and development of the communities and nations. All cities can be made great places to live and work, depending upon how residents, local communities and all stakeholders commit, involve, innovate and experiment to achieve the objective. Planners hold the key to make cities sustainable but they need to empower themselves , innovate and find out of box solutions and work with people/stakeholders based on the prevailing ground realities. Planning and designing cities and villages will require working on the same platform, synergizing their potential and marching in the same direction. Without involving and planning villages, cities will have little chance to become livable and productive for all.
Akinkunmi Akindiji is a property investor, technology consultant, and avid F1 fan, Kunmi has a diverse range of interests and expertise. With a background in delivering projects across a variety of industries, including insurance, banking, telecoms, and automotive, Kunmi has a wealth of experience supporting enterprise scale digital transformation projects.
Smart Cities: why they're not working for us yetRick Robinson
This is my January 2016 presentation to the United Nations Commission on Science and Technology for Development as part of their preparation of a report on Smart Cities. The idea of a “Smart City” (or town, or region, or community) is 20 years old; but it has so far achieved comparatively little. The vast majority of Smart City initiatives to date are pilot projects funded by research and innovation grants: there are very, very few sustainable, repeatable solutions yet. This is partly because Smart Cities is usually discussed as a technology trend not an economic and political imperative; and so it has not won the support of the highest level of political leadership, and the widest level of community and citizen engagement. In a few cases where that level of leadership and engagement does exist, however, some cities have shown that existing policy tools and spending streams - such as procurement practises, planning frameworks and property investment - can be been used to create sustainable projects and programmes that can deliver real change.
LED in the urban context for Mayors Institute - EnglishNachman Shelef
Presented to the Israeli Mayors Institute on City Renewal Sep 2011
Abstract: After more than 50 years of massive investment in Local Economic Development (LED) worldwide, what has been learned regarding what works and what does not? If in the past economic development was focused on employment generation, today the accepted definitions of LED are much more intricate – they define the purpose of LED as achieving “quality of life for all” and the process as a collective effort of “public, business and non-governmental sector partners“. This sober view has developed over decades of huge but mostly fruitless investments in LED worldwide, in three waves, that where kicked off by the success of the Marshal Plan.
Have the lessons of the past been learned or do we keep investing in approaches that have failed in the past? Unfortunately not, we still see; Top down efforts by central government to lead LED programs, instead of a participatory approach, including all stakeholders and sectors, led by local government. A focus on outside big business transplant, instead of support of innovation, entrepreneurship and policies focused on the success of local businesses. Attempts to jumpstart and support LED over entire regions, instead of focusing on cities as the true engines of economic growth.
Why have the leading LED practitioners worldwide focused on cities and urban economic development over the last decade? Urbanization matters - economic growth and urbanization are bi-directionally causally connected - “no country in the industrial age has ever achieved significant economic growth without urbanization.”. 1.2 billion people living in the 40 mega-metro regions worldwide produce around 70% of world output and 85% of all innovations. 5 billion people living in 191 countries produce the rest. A resident of a mega-metro is 8 times as productive in goods, and 24 times as productive in innovations. Cities are engines of economic growth, they manufacture wealth. Why is this so?
Cities have natural economic advantages that include internal scale economies and external agglomeration economies. But poor city design can undermine these advantages and create barriers to economic development, whereas good city design can enhance these advantages. How can we leverage the natural economic advantages of cities with good city design? Compact mixed-use development that focuses on pedestrian and public transport access is key.
How does the urban economy develop? How can we jumpstart economic development, when it is missing, in Israeli cities? Viewing economic development in the context of a network of interrelated towns and cities clarifies that different types of towns and cities, within the network, require different approaches to LED. Great cities that generate more wealth than they consume require one approach for continued development. Towns and cities within the region of a great city require a second approach. Towns that are outside the region of a
Sponsor municipal sponsorship_namingrights_june-2015Bernie Colterman
Municipal sponsorship continues to grow as more municipalities look for alternate sources of non-tax revenue to off-set operations and fund new facilities.
Municipal Open Gov Framework - Work in ProgressJury Konga
Introduces concept of OpenData.CA in the cloud and emphasized the need to Collaborate Now!. Presentation provides a current state of Gov 2.0 and describes considerations related to the components of a framework: Collaboration, Open Data, Organizational culture, policies and standards and technology.
All cities remain unique and distinct. No two cities are similar. Each city has its strength , weakness , threats and opportunities. Each city has a different and distinct gene, fabric and social structure. Cities are manmade entities, always evolving and devolving, never defined never finite. They are anti-thesis to nature and natural environment. Rapid urbanizations remain the greatest threat to environment and ecology. From the narratives given, it can be visualized that making cities great places to live and work, remains both complex, difficult and daunting task, requiring out of box thinking, adopting multiple` approaches and innovating state of art options for planning , development and management of cities. Rapid pace and massive influx of population in the urban areas offers enormous opportunities and challenges to innovate, experiment, evolve and devolve to the planners, architects, engineers, professionals, developers, administrators, politicians, urban local bodies, parastatal agencies, private sector and other stakeholders to make cities great entities and best place for living and working; meeting all basic human needs; promoting ease of doing business; promoting sharing; creating enabling environment and spaces for all human operations. How effectively and efficiently we meet these challenges and make best use of opportunities offered in the urban domain, shall hold the key to the sustainability, growth and development of the communities and nations. All cities can be made great places to live and work, depending upon how residents, local communities and all stakeholders commit, involve, innovate and experiment to achieve the objective. Planners hold the key to make cities sustainable but they need to empower themselves , innovate and find out of box solutions and work with people/stakeholders based on the prevailing ground realities. Planning and designing cities and villages will require working on the same platform, synergizing their potential and marching in the same direction. Without involving and planning villages, cities will have little chance to become livable and productive for all.
Akinkunmi Akindiji is a property investor, technology consultant, and avid F1 fan, Kunmi has a diverse range of interests and expertise. With a background in delivering projects across a variety of industries, including insurance, banking, telecoms, and automotive, Kunmi has a wealth of experience supporting enterprise scale digital transformation projects.
Smart Cities: why they're not working for us yetRick Robinson
This is my January 2016 presentation to the United Nations Commission on Science and Technology for Development as part of their preparation of a report on Smart Cities. The idea of a “Smart City” (or town, or region, or community) is 20 years old; but it has so far achieved comparatively little. The vast majority of Smart City initiatives to date are pilot projects funded by research and innovation grants: there are very, very few sustainable, repeatable solutions yet. This is partly because Smart Cities is usually discussed as a technology trend not an economic and political imperative; and so it has not won the support of the highest level of political leadership, and the widest level of community and citizen engagement. In a few cases where that level of leadership and engagement does exist, however, some cities have shown that existing policy tools and spending streams - such as procurement practises, planning frameworks and property investment - can be been used to create sustainable projects and programmes that can deliver real change.
LED in the urban context for Mayors Institute - EnglishNachman Shelef
Presented to the Israeli Mayors Institute on City Renewal Sep 2011
Abstract: After more than 50 years of massive investment in Local Economic Development (LED) worldwide, what has been learned regarding what works and what does not? If in the past economic development was focused on employment generation, today the accepted definitions of LED are much more intricate – they define the purpose of LED as achieving “quality of life for all” and the process as a collective effort of “public, business and non-governmental sector partners“. This sober view has developed over decades of huge but mostly fruitless investments in LED worldwide, in three waves, that where kicked off by the success of the Marshal Plan.
Have the lessons of the past been learned or do we keep investing in approaches that have failed in the past? Unfortunately not, we still see; Top down efforts by central government to lead LED programs, instead of a participatory approach, including all stakeholders and sectors, led by local government. A focus on outside big business transplant, instead of support of innovation, entrepreneurship and policies focused on the success of local businesses. Attempts to jumpstart and support LED over entire regions, instead of focusing on cities as the true engines of economic growth.
Why have the leading LED practitioners worldwide focused on cities and urban economic development over the last decade? Urbanization matters - economic growth and urbanization are bi-directionally causally connected - “no country in the industrial age has ever achieved significant economic growth without urbanization.”. 1.2 billion people living in the 40 mega-metro regions worldwide produce around 70% of world output and 85% of all innovations. 5 billion people living in 191 countries produce the rest. A resident of a mega-metro is 8 times as productive in goods, and 24 times as productive in innovations. Cities are engines of economic growth, they manufacture wealth. Why is this so?
Cities have natural economic advantages that include internal scale economies and external agglomeration economies. But poor city design can undermine these advantages and create barriers to economic development, whereas good city design can enhance these advantages. How can we leverage the natural economic advantages of cities with good city design? Compact mixed-use development that focuses on pedestrian and public transport access is key.
How does the urban economy develop? How can we jumpstart economic development, when it is missing, in Israeli cities? Viewing economic development in the context of a network of interrelated towns and cities clarifies that different types of towns and cities, within the network, require different approaches to LED. Great cities that generate more wealth than they consume require one approach for continued development. Towns and cities within the region of a great city require a second approach. Towns that are outside the region of a
8 C's for Nagpur’s Path to being a Global City by Akash Bhavsar_Skyquest_27-1...Akash Bhavsar
Skyquest presentation of a broad framework for developing Nagpur as a smart global city. The presentation covers
i) Essential Components for Global cities
ii) Importance of soft aspects for city development - specifically - Human Capital
iii) Culture/Leisure Capital - Building city brand
iv) Intellectual & Social Capital
v) Technical Capital
vi) Nagpur - the growth nucleus of India
vii) Nagpur - the Global Orange City
viii) 8 Doses of Vitamin C - a set of parameters defining Nagpur as a future Global City
ix) New Ideas - Nagpur Municipal Incubator
x) Building Ownership - Citizen motivation & mobilisation
xi) After looking at global examples - time to delve deeper into Indian examples
xii) The Idea of Community Development - One Brick - One Rupee - by Great Maharaja Agrasen
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Contents !
st
Municipal challenges in the 21 century
! Investment trends in southern Ontario
! Key sectors
! What investors look for
! Are you ready? Take the Test!
Ministry of Municipal
Affairs and Housing
3. Municipal Municipalities, like businesses, are faced with many challenges in the new
millennium: competing in the global economy; accommodating changing
challenges
demographics; and implementing a fundamental shift in the provincial-
municipal relationship. Many are seeking ways to capitalize on their
st advantages, maintain their quality of life, and strengthen their communities
in the 21 century in a rapidly changing environment.
This booklet is designed for small and medium sized municipalities. It
provides useful information on industrial development trends in southern
Ontario, ways to attract development to your municipality, and a self-
assessment questionnaire for municipalities to determine their economic
readiness.
Municipal Economic Readiness is designed to assist small and medium
sized southern Ontario municipalities to:
, identify the changing needs of business;
, assess individual planning and development systems; and
, identify opportunities for improvement and for attracting new
development.
To arrange for an economic
readiness workshop in your area,
refer to page at end of booklet.
1
4. Investment Trends Ontario’ small and medium sized communities have between 80 and 120
s
million square feet of industrial space. According to Statistics Canada,
in small and medium sized communities make up about 10 percent of the total
industrial and commercial investment in Ontario.
Southern Ontario Smaller centre opportunities:
Communities that want to be ready for investment when the opportunity
arises are encouraged to identify ‘
niche markets’for themselves and their
unique community identities, and to consider investments other than
traditional manufacturing and commercial venues.
Smaller centre competitiveness factors:
The quality of life in smaller rural and urban municipalities is attractive to
many potential investors. This can often counter the appeal of larger
markets.
, A less costly location for firms that relocate means a brand new
facility built to individual specifications.
, Inexpensive land in congestion-free locations is increasingly
valuable to companies with ‘just-in-time’delivery systems.
, A good supply of lots between two and four acres will meet most
needs. Site searches in small and medium sized communities are
primarily for parcels less than 10 acres.
, Lightly traveled, major local arterial roads can successfully attract
industrial investment if other investor requirements can be met
(e.g. appropriate labour force).
2
5. Key Sectors Your community can benefit from identifying niche opportunities in five key
industrial market sectors located in southern Ontario. They are: automotive
parts, high tech, call centres, food industry, and tourism.
Automotive Concentrated in southwestern Ontario and the Greater Toronto (GTA)
along the 401 corridor, the automotive sector includes auto parts and the
manufacture of subcomponents. Key determinants in site selection for
manufacturers serving these companies are distance from the main plant
and characteristics of the labour force.
High Tech The high tech market sector is focused in three areas: the GTA; the
“technology triangle” of Kitchener-Waterloo, Guelph, and Cambridge; and
the Ottawa-Carleton region. This industry is constrained by the need to
attract engineers and other specialized workers. High tech firms looking for
a new location for expansion tend to gravitate to areas with a concentration
of other high tech firms.
Call Centres Call centre business represents a growing sector of the economy focused in
the GTA, Sarnia-Lambton, Niagara, Kingston, Sudbury and North Bay.
Infrastructure, such as digital long distance lines and fibre optics and a
well-educated work force are key locational needs.
Food Industry The food processing and agriculture sector is one of the largest and most
diversified in North America. There is a large, competitive service-driven
network of packaging, bottling, canning, processing, equipment, and raw
input suppliers.
Tourism Across Ontario, tourism flourishes in areas such as Toronto, Niagara Falls,
Eastern Ontario, Festival Country (Kitchener-Waterloo to Niagara), Niagara
Wine Region, Trent Severn waterway system, Huronia (Barrie to
Collingwood), and the National Capital Region. These tourism markets
represent a significant share of Ontario’ economy – approximately $9.5
s
billion.
3
6. What investors There are four key items potential investors consider in choosing a
community: land; human resources; community profile; and planning
look for policies. Allotting time and resources to address them can mean the
difference between attracting new investment and holding vacant land.
Land The ability of a municipality to respond quickly to potential investors’and
developers’questions is key. Front line staff must be able to answer queries
about: availability and size of sites; land use designation, zoning, and
servicing; sale and leasing potential; and land ownership. Where an upper
tier municipality such as a county exists, this may prove the most effective
scale for developing an industrial land inventory to address these
investment land-based queries. Completing the ‘ test’at the back of this
booklet provides a good starting point for developing such an inventory.
Human Resources The global economy is a knowledge economy. Knowing the skill range and
learning capacity of your community’ labour force is key. Look beyond
s
municipal boundaries when examining the labour force. By using a larger
catchment area, including local colleges and universities, the potential
labour force available to a prospective investor is greatly expanded.
4
7. Community Profile Your community profile is your community’ calling card. It provides
s
potential investors with insight into the quality of life enjoyed by the people
who live and work in your municipality. A community profile combines data
with qualitative and quantitative information, thus presenting a compelling
set of arguments for locating in your community. A profile sets out the
current status and provides an opportunity to highlight your community’ s
long-term vision.
Traditionally packaged as a brochure, community profiles are now being
posted on the Internet as well as kept in preformatted hard copy that can be
easily and quickly customized for investors. A good Internet profile is the
eastern Ontario community of Cornwall (http:www.city.cornwall.on.ca).
Planning and Development Your municipality’ official plan is its key planning document. The power of
s
the official plan is that it drives planning and development decisions in a
community. The official plan outlines potential opportunities for investment
in the context of your community’ overall land use planning and
s
development goals.
Local municipal official plans and zoning by-laws may not reflect the fact
that business needs have changed. The local planning approval process
and associated planning documents may inadvertently create barriers to
investors.
Investors want simple, easy to understand planning documents that are
clearly illustrated and are sensitive to the current and rapidly changing
needs of investors. A process flow chart, as well as flexible official plan
designations in the right locations, sends a positive message to potential
investors and developers.
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8. Is your community Investors want to talk to municipal representatives who are knowledgeable,
accessible and authorized to make decisions.
investment ready? Investment readiness means capitalizing on your community’ resources –
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its land, people, unique characteristics and planning system - and
communicating their strengths effectively.
Are you ready? Understanding these resources and working to ensure they are well known
and valued ensures they’ put to the best use. To take full advantage of
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existing resources, a municipality needs to evaluate its potential and make
decisions about its future development. The questionnaire on the following
pages will assist your municipality in determining its level of investment
readiness. Remember to look beyond municipal boundaries to the market
area of an employer.
Take the Test! The following questionnaire is designed for municipal officials and staff as a
tool to quickly and easily determine your community’ investment
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readiness. It deals with key municipal contacts for information, land use
planning, industrial land inventory data, marketing, and other local
resources that can be tapped. Questions are divided into three sections:
people, resources, and communication.
There are three steps:
, Work through the questionnaire
, Total your answers
, Analyze your municipality’ results
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9. Readiness Test
PART I: PEOPLE
MUNICIPAL CONTACTS YES NO
1. Does your municipality have a person designated as the key or main contact on economic development-related matters in your community by
outside parties?
2. When the initial contact is the Mayor, Chief Administrative Officer (CAO) or the Clerk, does he/she have quick and easy access to technical
information related to available industrial/commercial sites in your community?
3. If the contact person is an economic development professional, is that person familiar with the land use planning, development approvals, and
building permit process in your community?
4. Does he/she have an up-to-date copy of the local official plan and zoning by-law and know council's policies on new development proposals?
5. Does your municipality have a person designated as the key contact on land use planning and development matters in your community?
6. If the contact is a planning professional, is he/she able to respond to economic development and business queries (e.g. industrial site availability,
work force data) from a potential investor?
7. Have potential investors ended up locating elsewhere in the past?
8. Has your municipality taken action to prevent this from happening again?
TOTAL FOR MUNICIPAL CONTACTS
Out of 8
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10. LAND USE PLANNING YES NO
9. Does the local official plan have one, general designation for each of the basic land use categories such as residential, commercial, industrial,
institutional, open space, rural, and environmentally sensitive?
10. Does your municipality list the policy intention, regulations and permitted uses in each land use designation?
11. Does your municipality have an effective information system that you use to provide official plan and zoning information to prospective
investors/developers (e.g. air photos, series of neighbourhood charts, or wall maps )?
12. In your experience, are the policies and/or designations in the local official plan general enough so an official plan amendment is not required to
accommodate most development proposals in your community?
13. Is your zoning by-law flexible enough to allow desired development in your community?
14. Is the establishment of new "home occupations" allowed in most areas of the community, without the need for an official plan amendment and/or
zoning by-law change?
15. Where they are allowed, are a wide range of businesses permitted, as well as outdoor signage/advertising and on-site customer parking?
16. Is your key municipal contact person knowledgeable about the upper-tier official plan as well as neighbouring municipalities’plans, and how these
policies and land use designations may affect proposed development in your community?
17. Are your community’ official plan and zoning bylaws kept up to date (i.e. updated every five years)?
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18. Is economic development addressed/included in the official plan’ policies?
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Continued on next page...
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11. 19. Does your municipality have a flow chart outlining the steps in the land use planning and development approvals process in your community?
20. In cases where planning and development approvals are not handled locally, do you know which level of government has the responsibility (e.g.
upper-tier, province) and who your contact is?
21. Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved?
22. Do you have a list of all the application fees and other associated charges and imposts or levies that an applicant/developer would be required to
pay in connection with processing a planning/development proposal in your community?
23. Do you know the name and number of the contact person for minor variances to the zoning by-law (eg. Committee of Adjustment)?
24. In cases where special, technical studies are required in connection with land use planning or development proposals (e.g. noise impacts,
hydrogeologic assessments), is your municipality able to advise prospective applicants and developers about the nature, scope, timing, and
potential cost of such studies in advance?
25. Do you know if there are land use planning or economic development consultants who are familiar with and have worked on development projects
in your community?
26. Do your municipal planning staff discuss/coordinate their work with economic development staff?
27. Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’ language how development
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approvals and land use planning work, as well as time guidelines and costs in your municipality (e.g. flow charts)?
28. Does your municipality have a designated individual to guide the proponent through the approvals process?
29. When a development application has been successfully completed, is there a review of the process with the proponent as part of your
customer service program?
TOTAL LAND USE PLANNING
Out of 21
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12. LIAISING WITH EXISTING BUSINESSES IN YOUR COMMUNITY YES NO
30. Does any senior member of your organization monitor/evaluate your community’ track record on liaising with existing investors?
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31. Do your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a
regular basis to talk about their business needs and future plans (e.g. once every six months for a breakfast meeting)?
32. Does your municipality liaise with the local chamber of commerce about economic development issues?
33. Does your municipality have a Business Improvement Area (BIA)?
34. Do you meet with the BIA’ Board of Directors regularly to talk about local business and economic development matters?
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35. Is a contact list maintained in your municipality of key individuals in the public and private sector who can act as "problem solvers" or providers of
technical or pricing information not available in-house (e.g. real estate brokers)?
TOTAL FOR LIASING WITH EXISITNG BUSINESSES IN YOUR COMMUNITY
Out of 6
INFORMATION SOURCES YES NO
36. Can you reach utilities’representatives in your area with a single phone call to answer technical or pricing questions?
37. Has your municipality recently contacted any of the following provincial/federal agencies to learn about new policies, programs, information or
issues/trends (e.g. Ministry of Agriculture, Food and Rural Affairs, Ministry of Municipal Affairs and Housing)?
TOTAL FOR INFORMATION SOURCES
Out of 2
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13. PART II: RESOURCES
INDUSTRIAL LAND INVENTORY YES NO
38. Does your municipality have an industrial land inventory?
39. Is the information up-dated regularly? An inventory should be updated quarterly, at the least.
40. Does the inventory provide potential investors/developers with relevant economic development information such as availability and cost of
industrial properties, site servicing, transportation access, ownership, location, size, etc?
41. Does the inventory include both publicly and privately owned land?
42. If you have a website, is the inventory posted?
43. Have you contacted a web service about having your municipality’ industrial land inventory posted on its web site? A web service (e.g.
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www.sitesontario.com) provides a comprehensive listing of municipal community profiles and industrial land inventories.
TOTAL FOR INDUSTRIAL LAND INVENTORY
Out of 6
MARKETING INDUSTRIAL PROPERTIES YES NO
44. Does your community market local industrial properties?
45. Have you contacted a real estate/Industrial Commercial Investment (ICI) broker to discuss potential marketing techniques?
46. Does your municipality work cooperatively with adjacent communities to pool resources and information and to jointly market industrial sites in your
area?
47. Does your municipality use available media as a resource for marketing its industrial properties (e.g. radio, local newspaper, other creative
techniques)
TOTAL FOR MARKETING INDUSTRIAL PROPERTIES
Out of 4
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14. JOINT VENTURES YES NO
48. Do you partner with independent business groups, the local chamber of commerce or tourism board to jointly market your community as a business
location or tourist destination?
49. Is your municipality pooling resources with neighbouring communities to jointly fund a competitiveness study or economic development strategy?
The pay off can be surprisingly extensive. In addition to the facts and figures generated by the study, this sends a positive message to the
business community contacted as part of the study that your municipality is proactive.
50. Does your municipality jointly fund economic development initiatives/programs with companies (e.g. tourism strategy)?
TOTAL FOR JOINT VENTURES
Out of 3
ECONOMIC DEVELOPMENT ISSUES YES NO
51. Has your community established an economic development committee?
52. Does your municipality employ full or part-time professional planners and/or economic development staff to deal specifically with economic
development and land use planning matters?
53. Is there a budget for economic development activity in your municipality?
54. Does your municipality use private sector economic development or land-use planning consultants?
TOTAL FOR ECONOMIC DEVELOPMENT ISSUES
Out of 4
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15. PART III: COMMUNICATIONS
COMMUNITY PROFILE YES No
55. Does your municipality have a community profile?
56. Is it up-dated on a regular basis (e.g. every six months)?
57. Does it include your community’ vision statement?
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58. Does the community profile include the following elements:
I. News on recent business expansions and new businesses locating in your community?
II. Local municipal and volunteer services as well as partnerships with local businesses?
III. References to local business groups?
IV. List of local services?
V. List of facilities?
VI. List of attractions?
VII. Use of photos or other graphics to support the written information?
TOTAL FOR COMMUNITY PROFILE
Out of 10
OTHER COMMUNICATION CONSIDERATIONS YES NO
59. Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents?
60. Is your community on the Internet? Some of the most effective websites are those established by smaller communities.
61. Does the community newspaper in your area feature stories on local business?
62. Do you maintain regular contact with media representatives?
TOTAL FOR OTHER COMMUNICATIONS CONSIDERATIONS
Out of 4
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16. MUNICIPAL ECONOMIC READINESS COMPONENT YES TOTALS NO TOTALS
PART I: PEOPLE
· Municipal Contacts
· Land Use Planning
· Liaising with Existing Businesses in your Community
· Information Sources
Sub-Total
PART II: RESOURCES
· Industrial Land Inventory
· Marketing Industrial Properties
· Joint Ventures
Sub-Total
PART III: COMMUNICATIONS
· Community Profile
· Other Communication Considerations
Sub-Total
YOUR MUNICIPALTIY’ TOTAL
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HOW YOU SCORED:
There are 62 questions. For each "yes" answer, score 1 point.
At the end of test, total your number of "yes" answers.
• A score greater than 50: Congratulations! Your municipality is VERY READY!
• A score of 31 to 50: you’ READY and can still improve.
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• A score of 21 to 30: you’ close to being READY but have some work to do and changes to make.
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• A score of less than 20: there are lots of opportunities for your municipality.
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17. For more Information Also available through MAH Municipal Services Offices is the economic
readiness workshop kit. The kit elaborates on material contained in this
booklet, providing more detailed information on:
, What investors want and need to know
, How to develop an industrial land inventory
, Municipal Land Use Planning considerations
, Case studies across southern Ontario
, Ontario business and investment trends
Please contact the Ministry of Other related programs include:
Municipal Affairs and Housing to
obtain more information on arranging Business Retention and Expansion -
a full day workshop or to discuss any Ontario Ministry of Agriculture and
item in this booklet. Rural Affairs
Agriculture and Rural Development
Municipal Services Offices:
Guelph
Southwest - London (519) 825-4080
(519) 873-4020
Toll-free 1-800-265-4736 International Trade Centre – Industry
Canada
Central - Toronto David Gillett
(416) 585-6226 www.dfait-maeci.gc.ca
Toll-free 1-800-668-0230 (416) 973-5052
East - Kingston Sites Ontario
(613) 548-4304 Gladys Schmidt
Toll-free 1-800-267-9438
www.sitesontario.com
Northeast - Sudbury (519) 787-2513
(705) 564-0120
1-800-461-1193
Northwest – Thunder Bay
(807) 475-1651
1-800-465-5027
Provincial Planning and
Environmental Services Branch
Toronto
(416) 585-6014
1-800-935-0696
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