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Economic Development Strategic Plan
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South Bruce CFC
1992 1996
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South Bruce CFC
Economic Development Strategic Plan
1992 - 1996
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i n 1. In r c1ion1-.-1 South- Br-W:e-CF-C Background ,;...;;~ 1 :-1
1.2 Economic Strategic Plan Process 1: 2
Section 2.0 SouttLBruce E2.1 Vision for local Economic Development o. 2: 1
2.2 SWOT Analysis 2: 3
2.3 Economic Development Goals and Strategies 2: 8
2.4 Strategic- Plan Implementation 2:14
2.5 Summary of South Bruce Economic Development
Priorities and Goals n n ". 2: 16
Section 3ALBruce PeninsuLiL.Economic Developmen~3.1Vtsinn for locaL Economic Development-nn n " 3: 1
3.2 SWOT Analysis 3: 3
3.3 Economic Development Goals and Strategies 3: 7
3.4 Strategic Plan Implementation 3:14
3.5 Summary of Bruce Peninsula Economic DevelopmentPriorities and Goals 3:16
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South Bruce CFC
Development Strategic PlanEconomic
1992 1996
Table of Contents
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South Bruce CFC
Economic Development Strategic Plan
1992 1996...
Section 1.0 Introduction
(I
J ... _L- Sou. th 1lr.ll CELCEC.:~ llck groond
In the early 1980s, community concerns over economic decline in majoreconomic sectors (furniture manufacturing, agriculture), winding down of theBruce Nuclear Power Development construction, and other economic impacts ledto the formation of a community Industrial Adjustment Service Agreement toassess long term economic impacts in South Bruce. South Bruce EconomicDevelopment Corporation and LEAD Corporation were established to promotediversification of the local economy. and stimulate business investment in SouthBruce. Initially serving the ten Municipalities in South Bruce mostly affected bythe Bruce Nuclear Power Development construction wind down, the geographicboundary was expanded in 1990 to include communities north of Southampton onthe 6ruce Pertinsu1-a-. -P~esent~y! South Bruce EieenormG-DevelG~ment Cor- - - --
poration and LEAD Corporation serve 25 of the 31 Bruce County Municipalities,tviO Native Reserves, and the Township of Keppel in Grey County. A volunteer,community-based CFC/BDC Board of Directors has been changed to reflect thenew geographic areas served. To date more than $2.4 .million in businessinvestments have been made, creating 313 full-time and 166 part-time jobs inSouth Bruce and Bruce Peninsul a.
-1 . 2 E cO1lO.m.iQ.[le-Y.~Qp m e ot .strategi ~.ElliUll~roceB-s
In January, 1-991,. the Minister of Empioyment and Immrgratron Canadaannounced "Second Generation" funding for Community Futures and relatedprogramme elements. One of the requirements 01 the announcementto extend.further funding to Community Futures Committee (CFC) initiatives for another fiveyears was that the Community Futures communities prepare strategic plans toguide and co-ordinate local economic development and employment creation~~C?l"!s_11} ~F~ ~r~~s_. - C;9mlJ1~l)oijy tl4tyres C~mmit1ees-wQuld submittunding - -
requests which outline the CFC'sStrategic Plan based on local economicdevelopment opportunities and priorities identified in the local economic
development strategy.In January, 1992, South Bruce Community Futures Committee contracted with
Communitas Associates Training and Consulting Inc. of Barrie to design andimplement a community-based economic development strategic planning process.Due to the size and diversity of communities and local economies served by theSouth Bruce Community Futures Committee, it was decided that two full planningprocesses would be conducted in South Bruce and on the Bruce Peninsula(communities north of Southampton). A three stage planning process wasdesiqned as follows. .
1.0 Introduction
T ~..1.~-': -- L'
~conom~evelopmen . s.s (cont'd)
.e.hase 1: At the outset of the mini sessions the participants were invited to
generalize the VISIONS for Economic Development during the next five yearperiod. This was followed bya SWOT analysisto assess the Strengths,Weaknesses, Opportunities and Threats in the area for key economic develop-ment factors. These factors included Finances and Capital, GovernmentDecisions, Infrastructure, Location and Markets, People and Skills/Training,Technology, and Business/Community Services.
Input with respect to VISIONS and the SWOT analysis was provided by small- -busins$S -owner-s, M-uAidpal- GGunCH8- and-eceAOrAie development partners -who - -
attended the mini sessions. In addition, Social Services, CECs and theagriculture sector were approached for input. In total 1600 interested partieswere invited to participate in the Phase 1 planning process which included eightmini sessions.
ehase.2: An analysis of the VISION and SWOT information was conducted toidentify major themes and trends. The participants were invited to return toreview the findings and confirm the outcomes. Based on the informationpresented, priorities for local economic planning and development were identified.
eh~EL3:. lmp.lementation will be an ongoing process involving South Bruce.CFC, municipalities and other organizations and agencies involved in localeconomic development. The immediate plan is to present the final document toeach participating group for their review and action. The CFC will facilitate andmonitor implementation strategies adopted by the economic partners.
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1.0 Introduction
Section 2.0 . South Broce Economic Development
South Bruce CFC
Economic Development Strategic Plan1992 - 1996
Strategy
Vision for Local2.1
--- -- n._- ------
2.2 SWOT Analysis
2.2.1 Finances and Capital 2: 3
2.2.2 Government Decisions ~ 2: 4
2.2.3 Infrastructure 2: 5
2.2.4 Location and Markets 2: 5
2.2.5 People and Skills, Training ."."'.""'.."""'."""'" 2: 6
2.2.6 Business and Community Services 2: 7
2.2.7 Technology 2: 7
2.3 Economic Development Goals and Strategies
2.3.1 Economic Development Goals 2: 8
2.3.2 Strategy Recommendations 2:10n__- -
2.4 Strategic Plan Implementation
2.4.1 Bruce County Organizations and Agencies 2:14
2.4.2 South Bruce CFC Strategy Implementation 2:15
2.5 Summary of South Bruce Economic Development
Priorities and Goals ow ow 2: 16
Economic Development Strategy
Section 2.0 South Bruce
Table of Contents
2: 1cenomic DevelopmentE .....................
- -- - - - . - - - -
2.1. Vision for Local Economic DevelopmentThe vision for economic development in South Bruce reflects the hopes and
aspirations of area residents for future development The vision is a guide toeconomic planning and action, based on the values and resources of communi-ties within the area. Future community economic development in South Brucemust build to:
* Support existing business and industry in South Bruce.Discussion: There is a need to expand and diversify the local economic
base. Typically, more than 75% of "new" enterprises and jobs created result from- exlsti t1{f oLisiheSs- atidTnaustry exp-ansloli or - diverslfioation. -~A - diverse l6car - - - - - - -
economy creates business opportunities and linkages to other economic sectors.and regional economies. Local businesses and industries must be competitive intheir products and services and must maintain a customer service focus tocapture and retain payroll dollars in the area. Local business and industry needsto be effective in business strategy and efficient in business operations. Economicsectors can be targeted around which niche market industries are developed
(agricultural processing, technology areas, energy). Tourism and recreationfacilities and attractions in South Bruce can be expanded and diversified. There isa need to plan and effectively manage economic davelopment opportunitiesrelated to expansion at the Bruce Nuclear Power Development. The communityneeds to capture opportunities to expand, diversify and attract new investmentand economic development.
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* Attract new investment to South Bruce.Discussion: Efforts must target growth and niche mark~~<?~R°!1_uniti~s if! _k~y
economic sectors.- Tnearea heeds -toafkacfstcicle new business and industrywilling to make tong term investments and commitments to the area. There is aneed to plan and develop now, the infrastructure to support future economicdevelopment in South Bruce. Co-invest with other communities and Governmentsto invest in infrastructure development. Niche market industries can be developedaround agricultural, energy, tourism and manufacturing sector, thus ensuring adiverse mix of businesses and industries.
2.0 South Bruce
2.1 Vision for Local Economic Development (cont'd)
* Increase competitiveness and productivity.
Discussion: Economic diversification will help reduce "sector dependence".Abundant energy and agricultural resources are available within the area. Weneed to develop area education and training to support technology and businessdevelopment in all sectors, and need to utilize unused or under-used localresources (people, land, finances, etc.).
*- -E-ncoumge-and-SUppoR-partnerships a1- agencies and organizatfoos - . .
involved in economic development.
Discussion: Agencies and organizations in South Bruce must workco-operatively together to strengthen economic planning and development. Thepreservation of unique qualities and identities of communities must be maintainedwhile working together on common concerns and opportunities. Local participa-tion in planning and decision-making at all levels of Governments, and sectors ofthe economy must be promoted. Building effective partnerships will reduceduplication of services and ensure efficient use of area resources (people, time,money, etc.). The area's capacity for "self-help" economic planning anddevelopment will incre-ase as area partnerships develop.
* Promote and market the advantages of South Bruce.
Discussion: Future economic development must protect the environment andnatural resources, and help to preserve the quality of life we enjoy. We need toassess realistic short term initiatives and work co-operatively together to achieveresu~ts: Balancedand-ptcmned tni1tatives -are requirectto $Opport-eb6nomlc
advantages.
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2.0 South Broce
Strengths Weaknesses* Municipalities in good financial shape * GST paperwc
* strong local economic base with * ratio of opera1
capital investment capital investm~
~ tiQht~~ ~~~i~ie~l_b~~~~t~ry _a!1~ - - . - - - -- ~ e~~p!e _s~i~1 ~~financial controls being practised * banks requirir
collateral* duplication of
administration (* Commercial E
decisions made* small busines
by taxes at alii,
~ Threats* develop local investment and business * accounts rece
capital pool (equity and loans) * accounts payi
* educate the- pubHc on the vatue -of - .. -- - - -*illisiness-just
Canadian goods vs. US goods may push them* small business fund to support small * more taxes cc
business in tough times * Municipalities
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2.0 South Bruce
2.2 SWOT Analysis
* GST paperwork time consuming
* ratio of operating costs overriding
capital investment
- .- ~ e~~p!e _s~i~1 ~o~Jt- \Y~~t _tc?~~y _GS~ -
* banks requiring high demands for
collateral* duplication of and excessive
administration costs* Commercial Bank support/
decisions made out of area.* small business feeling squeezed
by taxes at all levels
. Threats* accounts receivables extending out
* accounts payables short
- - -*iJusiness-just holding onJ taxes.
may push them under or South* more taxes coming
* Municipalities struggling to balance
the books* restricted consumer spending
economic uncertaintYJ lack of
confidAnce
Strengths* South Bruce communities now working
together for economic development (lAC)* commitment, support for local
~ nfr-astructure - - - - -. -
O-RP~Uf.) iti es* develop central information bank!
database of programmes/services* reduce red tape, streamline process
* encourage public -participation
* work together to develop/expand local
attractions* Municipalities work together to develop
service plans
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2.0 South Bruce
2.2 SWOT Analysis (cont'd)
Weaknesses* perception that business is okay -no problems* not able to react quickly and
effectively- to -development projects- -* delays and costs in approval
process, duplication of services
Ihre-.ats* US and Global market
protectionism* local Government not supporting
local initiatives designed to general/
economic development activity* lack of Government support for
business development ona local
scale- - - - --
.. not getting information out about
what's available in our area* Municipalities, residents and
agencies not working together
Strengths* most basic services in place
* industrial lands are serviced
* BPND plant and facility established
Opportunities Threats* -n-at-urat gas- servi~to,egtorr by- t993- -- - 4ndustri al I and wrtt-rmt -a-cc-om mod ate - - - -
* need to upgrade transportation the industry we want to attract
access to the region (road, rail, harbour) * urban standard recreationalj cultural
* improve telecommunications facilities activities not developed
* develop Tourist destination projects
Strengths Weaknesses* close to major Canadian, US markets * high energy costs in area
* lower startup and investment costs, * accessibility to urban markets and
skilled labour, etc. markets,access routes not practical* features of area attracting professionals, * lacking senior services in area
retirees and others
Opportunities* promote high quality manufacturing
* develop niche market businesses.
* link agricultural-tourism development
* promote high quality manufacturing,
technology based industry in the area
'"---'- ~- - .
2.0 South Bruce
2.2 SWOT Analysis (cont'd)
We.aImesse.s* planning for transportation and
other inter-Municipal services an
facilities not co-ordinated
and
2.2A-LOCAIl~AN rLMABKEIS
Threats* lacking services for seniors and
retirees inthe area* access to markets, routes congested
Strengths Weaknesses* many skills in the area (retirees, * losing trained staff to Hydro (train
multi-skilled, trades, self-taught, etc.) and they leave)* schools don't support
.. n - - - - - - .. _. - - -- u -- - - - - - - - - - - - - - -- - .eAtrepreneuri a~ -st~Gies - - - - - n - - - -
* displacement of older workers and
workers from plant closures -
nothing available for them* lack management skills for
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business* poor customer service
Opportunities Threats* Hydro supporting spin-off industry * how can small business be
* assess area training needs based on competitive with Hydro wages?
local economic development opportunities * responsibility of trainee to the
* provide local training opportunities in business providing training
business management, trades, * lack attitudes to be competitive
technology, job re-training, customer in global economyservice, hospitality, others * "doom and gloom", business not
willing to spend tor training
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2.0 South Bruce
2.2 SWOT Analysis (cont'd)
2.0 South Bruce
2.2 SWOT Analysis (cont'd)
StLengthS* Chambers and BIAs active in the area
2.2.7 I I:.CHNULUt:iY
Stmngths We..akne..SS.e.s* Canadian Agra - significant private * Ff A hurting furniture plants
capit~1 tnvestment * no natural gas service to the area
* Ontario Hydro BNPD * Rand D investment not enough
* short of production capacity in
service/industrial sectors with
technology related activities
Opportunities Threats* develop niche market opportunities for * limited local Rand D investment
technology research and development in the future
Opportunities.* develop niche market opportunities for
technology research and development* develop a local technology strategy
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2.3 Economic Development Goals and Strategies
2...3.LE~~The following goals should direct future economic planning and development
in South Bruce.
* Goal A: Support and encourage existing business and industry.Discussion:Expand and diversify the mix of business and industry in South Bruce.
--EncauragB- \lallIe added-processing and manufacturinQ--to--com.ptement-exiS-t~9 - ----
production. Diversify energy and enterprise developments related to BNPDexpansion. Provide local training to increase technical and business knowledgeand skills, and to increase efficiencies of businesses and industries in SouthBruce. Target key economic sectors (e.g. agriculture, manufacturing) and developprogrammes and services to stabilize employment and minimize structural
change impacts.
* Goal B: Attract/develop new investment in South Bruce.Discussion:Expansion of the existing Bruce Energy Centre (BEC) infrastructure to include
... . . .. - - . - . . .the provision of natural gas is required for South Bruce to remain competitive ona national level. The availability of natural gas will expand the potential fornew/other high energy users and will allow the introduction of co-generation.
Niche market opportunities can be developed in target economic sectorsincluding farming and agricultural processing,~ ~~eTgy, tourism, small business,manufacturing, commercial and retail, arid community and business services.Spin-off business opportunities can be developed around the existing BNPDinfrastructure and future expansion of facilities. South Bruce needs to developand support a local technology strategy which uses local resources to capture anddevelop technology niche market opportunities.
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2.0 South Bruce
2.3 Economic Development Goals and Strategies
. (cont'd)
- -- - _u-* uOall.;: I:.StaDlIsn ana maintain co-operative partnersnrps Tor economicdevelopment planning in South Bruce.
Discussion:Strengthening of inter-agency and inter-Municipal partnerships is needed to
increase effectiveness of economic strategies in South Bruce, and to increaselocal capacity for economic development planning, decision-making implemen- .
- -- - -- -- - .-- fatiori rntneTuture~ Community I business -and areaum-ar-ketIng -and pro-motions - - -
need to be co-ordinated in promoting South Bruce. Public involvement ineconomic development planning and decision-making will broaden partnerships inSouth Bruce.
* Goal D: Increase competitiveness and productivity of business, industryand communities in South Bruce.
Discussion:
Develop local training and skills development based on local economicdevelopment priorities. Develop technical literacy skills of the South Bruce labourforce. Invest in local infrastructure and capital projects as a basis for futureeconomic development. Encourage and support business and industry to increasetechnology investments and upgrading to maintain competitiveness. Communi~ties, as well as businesses and industries, must remain competitive andresponsive to changes in the local and global economy.
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2.0 South Bruce
2.3 Economic Development Goal Strategy
2..3.2 Strateg .
* Goal A: Support and encourage existing business and industry inSouth Bruce.
Qb1ec1bles:.0 provide local training (flexible and mobile) suited to the local needs of
business and industry; .
. 0 make local and leveraged capital available a~~f!~~dapl~!~~~~~~~_~~erp!~~~_-_.rnvesfm-entanaexpanslon;--- ---------
0 educate financial institutions and investors (local and outside the area) onlocal lending practices, investment opportunities and needs in South Bruce;
0 identify business opportunities for economic expansion and diversification -niche market opportunities, import substitution.
Propos~ort-term lnl1iatives:c;) support future development of the Bruce Energy Centre - communities will
pick-up spin-off business opportunities related to future developments;c;) educate employers on the need and benefits of owner and employee training;Q provide local training related to local market and technology requirements;c;) encourage more young people to enter farming (sponsor co-op agriculture
programmes, provide incentives to students);c;) educate financial institutions and investors on the South Bruce economy -
inform them on the specific differences in our local economy and reasons whythey should invest in South Bruce;
c;) identify value added processing opportunities in agriculture (primaryresources), and manufacturing;
c) diversify energy and related enterprise developments around BNPD;c;) develop strategies for target economic sectors to stabilize employment and
minimize impacts of local restructuring.
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2.0 South Broce
2.3 Economic Development Goal Strategy
~..3.2 5t 'ons (cont'd)
* Goal B: Attract and develop new investment in South Bruce.
~0 support development of Bruce Energy Centre - new business opportunities will
follow expansion of BNPD facilities;- 0 develop South Bruce infrastructure to support future economic development and
- - - - - - - - tAvestmeRt-'. - - -- - - - - - -- - - - -- -- - - - - - - - - - -- -- -- - -- -- - -- -- _.- - - - - - - ---,
0 make local and leveraged capital- available at affordable rates for new enterpriseinvestment and expansion;
0 educate financial institutions and investors on local lending practices, investmentneeds and opportunities in South Bruce;
0 identify new business opportunities in the area (niche market opportunities,Import substitution, and new business and industrial development opportunities).
-Q South Bruce local Governments need to work with Provincial and Federal
Governments to upgrade transportation routes and local infrastructure to supportand attract future investment;
~ encourage private capital pools (area mutual insurance and pension funds toinvest in local economic development);
Q talk to financial institutions and investors to educate them on the South Bruceeconomy (outline needs and differences in our local economy, and reasons whythey should invest);- -
~ co-ordinate planning to realize maximum spin-off opportunities from future BNPD
expansion;c:> prepare a local technology strategy for South Bruce which uses local resources
to capture technology development niche market opportunities related to theBruce Energy Centre;
~ create an atmosphere in communities to attract business and industry to servicedindustrial land - ensure services are available, examine industrial incubators, etc.
to support new industry startup;c:> implement a local training strategy to support technology and economic
development in the future - develop the skills base now to attract future
investment.
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2.0 South Bruce
2.3 Economic Development Goal Strategy
t:.,.~..£ ~Ui:ll~YY MWLUmmenUi:lUUnS tGOnrO)
- -- _I -~ r-~~_LI.~."-- _.1 ~ .- - .or -Va.l _. L...:na.UII~1I allY I II all nail I \lv-vjJclauvc jJaIUICI~llIjJ~ IVI CI,.,VIIUIIII\Idevelopment planning in South Bruce. .
-.. .'\JUj ~lLIli Vt::ii~.
0 build on improved inter-Municipal relationships using lAC (Impact AdvisoryCommittee) as a model for co-operation;
0 ensure timely communications and information to/between communities;. 0 regularly review Official Plans and planning controls every five years to ensure
- - - -:- - - -- - eo-oraln-atlon .of rocaYresourceslPOtTCTes 1osupport economic development;- - -- - - h-
0 provide education and training to local politicians concerning the role of MunicipalGovernments in local economic development;
0 develop/maintain communications, co-ordination between tourist associations;0 integrate and co-ordinate services to reduce costs and increase efficiencies;0 support and encourage opportunities for communities working with other
communities on areas of mutual concern and opportunity;0 communities need to do more for themselves and not rely on Government -
develop a "we can do it!" attitude;0 develop a marketing programme for local (i.e. Bruce) goods and services.
ProposecLShort-term Initiatives:Q show the benefits of. natural gas supply to the area- local Governments can work
together to lobby senior Governments;Q Municipalities need to work together to change legislation to provide incentives for
industry to locate in South Bruce - we need to create a level playing field with
other jurisdictions in Ganada and the United States which provide incentives;c:) "pickup" and implement constructive points from the restructuring report and
determine service boundaries in South Bruce;Q ensure this type of community based planning process continues on an ongoing
basis in the future - get residents involved as "part of the solution";
Q make local decisions on local matters (community and economic planning);Q develop a South Bruce education/information package outlining investment and
business development opportunities in the area;Q establish and support Area Farmer's Markets to promote local goods;Q provide moral and financial support to continue South Bruce EDC;Q work with County planning to promote Bruce area and ensure County policies
support the vision for economic development in South Bruce.
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2.0 South Bruce
2.3 Economic Development Goal Strategy
2...3.2. Strategy Becommendat.ions (cont'd)
* Goal D: Increase competitiveness and productivity of business, industryand communities.UP] aCt. ves:
0 develop local training programmes based on local economic priorities;0 develop the South Bruce infrastructure to support and attract future economic
development;- -- -- --- _QJe~e.?[cb__a..nd_d_e){elop- Dew technology applicaticr'lsJntarget sector.s-= - ---------
agriculture, manufacturing and energy;0 use Social Assistance and Unemployment Insurance Programmes to
encourage retraining in skills investment - better utilize un-used or under-used
skills in the area and ensure skills competitiveness;q ensure expeditious planning approvals which support future economic
development and investment in South Bruce;0 determine employer needs related to technology development and educational!
training requirements.- ... ~ .
~ Municipal Governments need to review and streamline planning approvalprocesses (make South Bruce communities "attractive" for future investment;
~ develop agricultural research projects in farming and processing to determinefeasibility and opportunities for local agricultural investment and development;
~ develop consumer awareness programmes about local products and produce ~
outline the differences and benefits of buying local/Canadian products;c). make serviced industrial lands availaBle at r-easonable prices- South Bruce
communities must be competitive in attracting outside investment;~ sponsor co-op training programmes which focus on long term skilled trades,
technical skills and business management skills related to future economicdevelopment in South Bruce;
c) encourage Chambers to provide training in customer service, service ethics;~ expand apprenticeship and co-op programmes in secondary school curricula;~ promote local research and information concerning technology development
opportunities for business and industry in South Bruce.
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2.0 South Bruce
~ruce County Organizations and AgenciesThe Economic Development Strategic Plan for South Bruce recommends
;pecific objectives and short term initiatives partners in South Bruce can work'Ogether on implementing. Area organizations and agencies (Municipalities,~conomic organizations and groups, labour, Government agencies, business andndustry, residents and others) need to review the Strategic Plan to assessnitiatives and projects which fit with their own mandate, goals and objectives, andretermme where- and-h-ow- they--earTbt:tyffi~rocess---of-toear--econ-omtc- - - -- - -
Jlanning and development. Existing partnerships need to be reviewed andJpdated with respect to revised Terms of Reference which emphasize economicjevelopment planning and co-ordination. Existing partnerships will need to beexpanded and new ones formed to address the challenges and opportunities:>utlined in the Economic Development Strategic Plan.
Success in implementing the Economic Development Plan for South Brucewill depend on the extent to which effective partnerships are formed to implementthe recommendations of the Strategic Plan. Co-operative partnerships will ensureeffectiveness of future strategies, and ensure efficient use of area resources infuture economic planning and development.
2.0 South Bruce
2.4 Strategic Plan Implementation
2.4 Strategic Plan Implementation (cont'd)
2.4.2.. SouttLBruce CECStrategy Lmp.I.errLentation
The Economic Development Strategic Plan for South Bruce identifies anumber of opportunities for future roles South Bruce CFC can carry out withrespect to Strategic Plan recommendations. The CFC can:
0 Act as facilitator/co-ordinator to initiate and assist implementation of therecommendations outlined in the Strategic Plan.
0 Provide/broker information and resources concerning economic development~_model~~f'J.d_~1Lat~~sLIb~GEC~9(lco'7ordin~le a database oj~rea ;
resources, agencies and organizations concerned with economic develop-ment and employment creation. The CFC can continue to build areaeconomic data gathered for Community Profiles to ensure current, availableand accurate economic data for planning and decision-making.
0 Co-invest with partners and lever funds and resources for economic analysis,planning and implementation.
Given the challenges and opportunities identified in the Economic Develop-ment Strategic Plan, South Bruce CFC needs to develop short-term strategiesand a work plan concerning aspects of the Economic Development Strategic Planto be addressed in the next one to two years. Emphasis should be placed on the
. following short-term strategic priorities in the next one to two years:t:) Maintain and expand economic partnerships in South Bruce (lAC, BIAs,
Chambers of Commerce, inter-Municipal groups, senior Governmentagencies, and residents) with respect to implementation of EconomicDevelopment Strategic Plan recommendations.
c) Focus initiatives on opportunities related to-natural.gasservice to the region,and expansion of Bruce Energy Centre facilities (Le. community impacts,labour force impacts, business and industrial development opportunities). ;
~ Determine area training needs related to implementing the EconomicDevelopment Strategic Plan for South Bruce and prepare an area TrainingStrategy related to technical literacy, skills updating, and training investmentin South Bruce.
2.0 South Broce
2.5 Summary of SoutbJ3ruce£conomicJ)evelopment erior.ities- and Goals
The South Bruce Community Futures Committee's Economic Development'Strategic Plan represents a vision and opportunities for local economic develop-ment in the next five years. Based on the cOncerns and opinions expressed bySouth Bruce residents, the Economic Profile identifies challenges and opportunitiesto be met by economic development partners in the area.
. v~ties
. 0 create and support local. efforts to develop.lo.caL jobs for local people;-.- ~ .- - - -- -a-streamTIne- areapfanmng proCess~ enaPfelocarrnvolvement rn- plannlng- ancf --~
. .. . -deci sion-maki ng;
Q make training and education opportunities available in our local communitiesbased on local economic development opportunities;
Q develop and maintain communications and co-ordination between groups,organizations, agencies, and communities involved in economic planning;
Q build on and improve inter-Municipal relationships;Q build on constructive points from County restructuring proposals;0 create an atmosphere to attract, retain business and industry;Q develop niche enterprises to complement existing business and industry;0 promote what we already have -standard of living, natural beauty of area.
. v
Goal A: Support and encourage existing business and industry.Goal B: - . Attract/develop new investment in South Bruce.
Goal C: Establish and maintain co-operative partnershipsfor
economic development planning in South Bruce.
Goal D: Increase competitiveness and productivity ofbusiness,
industry and communities in South Br~ce.
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2.0 South Bruce
Section 3.0 Bruce Peninsula Economic
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-South-Bruee-£-F-- ---
Economic Development Strategic Plan1992 - 1996
Development Strategy
3.1 Vision for local Economic Development ~ 3: 1
3.2 SWOT Analysis .. .
.- - -- ---------3.2.1. Finances and Capital " 3: 33.2.2 Government Decisions 3: 4
3.2.3 Infrastructure 3: 4
3.2.4 Location and Markets 3: 5
3.2.5 People and Skills, Training 3: 5
3.2.6 Technology 3: 6
3.2.7 Business and Community Services 3: 6
3.3 Economic Development Goals and Strategies
3.3.1 Economic Development Goals 3: 7
3.3.2 Strategy Recommendations 3: 9
3.4 Strategic Plan Implementation3.4.1 Bruce County Organizations and Agencies 3:14
3.4.2 South Bruce CFC Strategy Implementation 3:15
3.5 Summary of Bruce Peninsula Economic DevelopmentPriorities and Goals ~ 3:16
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Economic Development Strategy
Section 3:0 Broce Peninsula
Table of Contents
5
3:14..........ation 3:15
3.1 Vision for Local Economic Development""'L_~_" ' '---'--'-- 1___'__- ' --~_.. ILl..'.' '" I
lilt' IUIIUVVI"~ jJ[I(I~I(Jlt'::s dilU VdIU~::S cU~ ::s~~" d::S 1!II(JU!lallllU U!IVIIIY IUlial
economic development planning and implementation on the Bru~ Peninsula.Future economic development in the Bruce Peninsula must build to:
* Expand opportunities for existing business and industry on the BrucePeninsula
Discussion: There is a need to support and encourage existing business andindustry to expand which will promote more stable permanent year-roundemployment in the area. Local businesses and industries must becomecompetitive within the local market. Local and senior Government policies and
-Progr-ammes need .to-be-~i-ewed ~t1d/or developed to---suppGrt. JoGaI ecooomic ---
development priorities. The promotion of "buy local" campaigns and "importsubstitution" (replacing goods and services now purchased outside the area withthose produced within the area) can increase community cash flow circulation andreduce payroll leakage. Specific economic sectors should be targeted forexpansion/diversification (Le agriculture, fisheries, forestry, tourism, smallbusiness, others). Local investments (savings, RASP, pension funds, others)could be invested in local development. There may be regional and niche marketopportunities in the local economy which can be expanded to create economicdiversity and employment stability. .
* Attract and develop new economic investment on Bruce PeninsulaDiscussion: Efforts should be made to target small, non-polluting industry
and entrepreneurial investment, as well as enterprise developments in low energyand energy efficient technologies. Government policies and regulations need toclearly state what new business and industry will be encouraged, and how. Newniche market opportunities can be developed in tourtsm, community and businessservices. New investment is needed to diversify the economic base of the area,and could be capitalized with local and leveraged investments.
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3.0 Bruce Peninsula
Bruce Peninsula - page 3: 1
3.1 Vision for Local Economic Development (cont'd)
* Increase competitiveness of local business and industry
Discussion: Investment in local infrastructure should be priorized to supportexisting facilities (e.g. airport and marinas). Local and leveraged capital couldsupport local enterprise investment. Training and skills investment in businessmanagement skills, customer service, technology, hospitality and other training isrequired to increase the capacity of businesses and industries to compete locallyas well as nationally and globally. Community and business services must bepromoted to support future economic development.
~. Ensure balanced future development
Discussion: There is a need to plan [lQW for future gro'v'l/th to reduce boommd bust cycles, and co-ordinate future economic development planning in the~rea. Bruce Peninsula is an area abundant in natural beauty and naturalesources. Future growth should be directed to existing facilities, thereby)reserving unique natural areas. Local policies and programmes which supportiustainable economic development on the Bruce Peninsula need to be imple-nented to achieve desired results.
Ie Build co-operative partnerships for economic development planninglnd implementation
Discussion: Many organizations and agencies on the Bruce Peninsul a arenvolved in aspects of eoonomicdevelopment and employment creation. Planning~nd implementing economic development initiatives must be co-ordinated to:msure the best use of local resources and reduce duplication of efforts andservices. Partnerships must build on the involvement and co-operation of'esidents, businesses and industries, organizations and agencies.
Bruce Peninsula - page 3:2
3.0 Broce Peninsula
The following is a summary of the SWOT analysis of key factors for economicdevelopment pertaining to the Bruce Peninsula. SWOT analysis (Strengths,Weaknesses, Opportunities, and Ihreats) is a technique to assess critical factorsfor economic development, as a basis for future economic development planningand initiatives. .
. .
,
Strengths Weaknesses.-- w-aooroabTeTandvaluesTorTnvestmenf - - --. yoLfngpeopfeana many----------
businesses can't access bank financing* Business Development Centre as a * many businesses are under
community/small business lender and financedinvestor
Opportun iti.es* flexible small loan financing for
small business start-up and
expansion.* create community capital fund (local
pension funds, private investment)
- - -
3.0 Broce Peninsula
3.2 SWOT Analysis
Threats* loss of consumer confidence
(not spending, capital investments)* strict capital requirements* restricted development capital for
future enterprise startup and
expansion
Bmcc P~ninsula - pag~ 3:3
Strengths Weaknesses* guide development in the next * lack of developed and/or
10 to 15 years coordinated plans* communities recognizing the need * Planning does not address
and opportunity to work together diversity and quality of industry, northe needs of particular regions* present definition of "cottage
industries" limits business
development opportunities- -- -- - ---4 zoning and-ptanning regulations do --
not support new enterprise development* Municipalities limited in ability to
provide incentives for new enterprise~ Threats
* increase involvement by business, * future developments not planned,industry and residents in area * lack of evaluation mechanism to
development planning determine/monitor impacts of proposals* co-ordinate local government planning* reduce red tape, streamline regulations* development policies must balance
quality of life and opportunitiesfor future development
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Strengths Weaknesses* there is good co-operation and sharing * telephone coverage, rates and
of facilities and amenities between system capacity restrict informationcommunities and communications technology* communities have the capacity to * lack of senior housing/services and
react quickly when/if issues arise amenities to attract/keep themOpportunities Threats
* opportunities to expand marina and * heavy seasonal demands on
other tourism facilities and attractions facilities/roads* opportunity to develop joint facilities * municipal sewer limits restrict
and amenities (recreational, year-round, development improvements orhousing, seniors services, others) expansion possibilities/upgrading
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3.0 Bruce Peninsula
3.2 SWOT Analysis (cont'd)
[ r'-I Clnt..1 C-\...(~
Bruce Peninsula - page 3:4
Strengths Weaknesses* Bruce Peninsula is an area of * lack of waste disposal facilities -
tremendous natural and environmental impediment to attracting newbeauty industry* local airport service an asset * tourism industry of a seasonal
nature* unable to attract some professional
groups and services to the Peninsula~~---~ - - - - - -- tackgood highway access1o-----
southern markets and northernOpportunities ThreatsOpportuni1ies
." opportunities to develop local
commercial and sports fishery." develop an area marketing plan -expand and co-ordinate area promotions
Strengths* many skills in the area (retirees,
multi-skilled people, technical, others)* local labour market is flexible, available
and can adapt easily with some training* competitive wage rates
Opportunities* develop opportunities for year-round
jobs to keep youth and other skills in area* develop training and re-training forbusiness, industry, tourism, etc.* develop local training strategy linkedto local economic development priorities
3.0 Broce Peninsula
3.2 SWOT Analysis (cont'd)
* must keep airport* development may affect natural
environment
Weaknesses* only seasonal work opportunities -
youth, other skill groups leavingthe area* poor customer service skills in
busi ness* can't attract committed, skilled
labour* trades and skilled groups will leave
without steady work* lack of commitment by Hydro to
hire locally rather than outsideThreats* Cottage industry entrepreneurs
being threatened by over-regulation
Strengtbs* some investment in technology
(e.g. computers) by Peninsulabusinesses and industries
Opportunities* potential for future small, clean
industry~-GppOOooties in-ffinewable energy aRG-waste management fields* attract technology-based businesses
and industries
Strengths* some services available in area* South Bruce lakeshore Business
Development Centre
QppD-rtu.nities* develop year-round, stable
employment base in the area* support and expand local business!
industry (import substitution, buy locally)* opportunities to attract new business
and industry to the area* opportunities to expand tourism and
recreation developments
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3.0 Bruce Peninsula
3.2 SWOT Analysis (cont'd)
Weaknesses* technology infrastructure (phones)
cannot handle information-basedindustry requirements for expansion
Threats* inadequate infrastructure to attract!
service technology-based industry* high costs-ef-te~-.-_._-------
changeover
Weaknesses* seasonal demand on services
(Police, hospitals, health, others)* weak on marketing what we have
to offer on Bruce Peninsula
Threats* small busi nesses - weak due to lack
of servi cas
Bruce Peninsula - page 3:6
3.3 Economic Development Goals and Strategies
~~ll~opmentGoa~Based on the Vision and priorities for economic development on the Bruce
Peninsula, organizations and agencies must ensure that economic planning anddevelopment achieve the following goals:
* Goal A: Develop partnerships and ensure local involvement and co-ordination of future economic development planning for the Bruce Peninsula.UISCUSSlon: I ne ::>outn tiruce (.;ommunlty rutures (.;ommlttee t:conomlc uevelop-ment Strategy planning process has involved more than 300 residents from business,
- - - -~try--, ~ GGaI-G.overRmerns-~ ~RGmfe -EJe~ HHne-future. The concern and thoughtful input of participants is reflected in this BrucePeninsula Economic Development Strategy. While community involvement ineconomic planning and development may be relatively new, future planning anddevelopment initiatives need to ensure opportunities for area residents to be involved"as part of the solution". Local Governments and other agencies and organizationsinvolved in local economic development planning and implementation need toincrease opportunities for involvement of business, industry and residents in future
development planning.
* Goal B: Expand and diversify the Peninsula's economic base.
Discussion: Future economic development initiatives on the Bruce Peninsula needto focus on the "export" potential of area goods and services. Export revenues canbe earned through the sale of locally produced goods and services outside the regionor by attracting spending into the area. Bruce Peninsula communities need to providethe basic infrastructure to support future economic development. Local investmentcapital can be used to-leverage further capital for enterprise expansion. Importsubstitution (replacing goods and services now purchased outside the area withlocally produced goods and services) can expand and diversify goods and servicesneeded to support economic development on the Peninsula.
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3.0 Bruce Peninsula
Bruce Peninsula - page 3:7
3.0 Broce Peninsula
3.3 Economic Development Goals and Strategies
. --<.iQaLS (cont'd)
* Goal C: Increase productivity and competitiveness of existing businessand industry.
Discussion: Peninsula businesses and industries must be competitive on a regionalbasis, as well as a national and global basis. Economic planning and developmentcan increase competitiveness through investments in training and skills development,and technology development.
* Goal D:-Capture local--and-+egional-m~ortunities _.
Discussion: "Buy local" campaigns and import substitution can reduce payrollleakage from communities on the Bruce Peninsula. Many niche market opportunitiesin the local economy can be developed to expand and diversify the economic andemployment base of the Bruce Peninsula.
* Goal E: Co-operatively promote and market Bruce Peninsula.UISCUSSlon: urgamzanons ana agencies on Tne tjruce t""emnsUia lnVOlvea WlUl
economic development and employment creation need to establish partnerships toensure effective identification and implementation of economic developmentstrategies, and to minimize duplication of services.
~~
Broce Peninsula - page 3:8
3.3 Economic Development Goals and Strategies
~- 2. Strategy B ecommend ati ens
Based on the Bruce Peninsula long term Economic Development Strategyabove, the following obJectives and projects are proposed to implement theEconomic Development Strategic Plan 1992 - 1996.
* Goal A: Develop partnerships and ensure local involvement andco-ordination of future economic development planning for the BrucePeninsula.
-- - -- - - - --~-- -- - -. - u -- n _.:.. ~ n ~-
0 co-ordinate local, County and Provincial planning rules and regulations;0 facilitate efforts to have communities work together when planning for
community economic development.
c) strike a working group to co-ordinate economic development planning andimplementation;
c) co-ordinate local marina development planning (how many?, what locations?,assess marina development impacts on the economy and the environment);
c) review local policies to determine whether they support local economicdevelopment;
c) invite residents and other agencies to the "planning and decision-makingtable".,
c) educate Councils and Administration on planning and economic development;c) work together with other agencies (Niagara Escarpment Commission,
Planning Boards, others) to streamline approval process and planningprocess for economic development;
c) develop a strategy which challenges communities on the Bruce Peninsula tocontinuously improve opportunities for local economic development
c) review existing municipally owned lands to ensure adequate supply ofcommercial and industrial development sites.
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3.0 Bruce Peninsula
BIU~ Peninsula - page 3:9
3.3 Economic Development Goals and Strategies
.3...3.2 Strategy Becommendations (cont'd)
* Goal B: Expand/diversify the Peninsula's economic base.
UDjeCtives:0 plan ahead for the long term (10 years or more) on major infrastructure
programmes (roads, sewers) and ensure appropriate community facilities andservices are in place to match the needs of seniors and others living andworking on the Bruce Peninsula;
O-~~'-!ocal commurnty investment money-available-tor business expaASionT--.0 diversify small business and industry which is environmentally compatible
with the vision for area economic development;a target expansion and diversification in key economic sectors - agriculture,
fisheries, forestry, primary resources, services to business in the community,and retail commercialtrade.
ProposeclShort-term Ln.itiatives:r:) develop and expand eGO-tourism business opportunities on the Peninsula;c.'} bring Municipalities together to plan and forecast 10 year hard and soft
infrastructure requirements, conduct community impact assessment related toarea economic development;
c.'} co-ordinate planning and delivery of community facilities and services to meetneeds of area residents;
r:) support local services and businesses (e.g. bus lines);r:) locally finance seniors condominium development as a basis for community
development investment;t::> support and assist business and industry to develop business plans and
prospectes to secure expansion capital;r:) hold local investment meetings, create interest in the opportunity and
potential for raising local investment capital for expansion and diversification;r:) use local capital to leverage funding from financial institutions and other
capital sources outside the community;r:) catalogue and disseminate information on services and resources to support
business and industrial development and expansion.
Bruce Peninsula - page 3:10
3.0 Bruce Peninsula
3.3 Economic Devel~
3a3.2 Strategy Becommendations (cont'd)
* Goal C: Increase productivity and competitiveness of existing businessand industry.
~0 provide local training for l.oo.al job opportunities;0 work with schools and other training providers to ensure education and
training is relevant to the Peninsula economy;--- -- --0- encot Jr~ge-¥OUth to develop skills in-Ciemaadb¥-1ocaLbusjn.ess,jndLJstr~ -- - --
0 provide training for entrepreneurs and small business owners;0 encourage Municipalities to work together to ensure Municipal policies and
programmes support competitiveness of local businesses and industries.- 'r 'yes.
Q use local contractors, seniors and others as resources in school programmesconcerning entrepreneurship and economic development;
c) lobby School Boards for changes to put emphasis on changing skills requiredin business and industry, co-operative apprenticeships, etc,;
c) develop an area databank of local skills, goods and services;c) develop a Local Economic Trading System (LETS) for Peninsula business
and industry;Q provide training to Municipal representatives and business owners on
economic development (training and corporate structures, social organization,
co-operative entrepreneurism);c) develop a newsletter to business and industry concerning issues and
opportunities about competitiveness and productivity; .
c) provide education and training on community entrepreneurship and economic
development;Q keep local taxes in line to assist business survival and to attract investment;c) provide Municipal incentives to attract investments into the area;c) develop a tourism training strategy for the Bruce Peninsula;c) develop and promote customer service training and focus in all businesses,
industries, and services.
Bruce Peninsula - page 3: 11
and industry.
3.0 Broce Peninsula
Goals and Strategiesopment
3.3 Economic Development Goals and Strategies
3.3~2 Strategy Becommendations (cont'd)
* Goal 0: Capture local and regional market opportunities.-. . -VDJ eGli yes:
0 encourage clean, stable industries to locate/establish in the area;0 link innovative technology developments in energy and waste management to
the unique features of the area;0 assess where expenditures (business and consumer spending) are currently
being made within the area and determine opportunities for import substitu..tion; .
aexpana and cevelop ~nlchemarket opportunities in the locafeconomy.-------.. .
c:) expand and develop a range of tourism opportunities available in the area -eco-tourism, recreation, farm vacations, others;
c:) provide "point of sale" GST exemptions for US and non-resident visitors;c:) encourage recycling and waste management industries to create local jobs;c:) encourage re-manufacture of waste products;c:) communities need to define the "right" industries for the area, and develop
policies and programmes to support development;c:) extend the tourist season with attractions and events to increase visitations in
"shoulder seasons'" ,c:) talk to residents, businesses and industries to determine what they want;c:) complete community cash flow study to determine spending/purchasing
requirements/patterns of residents, businesses, industries and Government;c:) develop an import substitution strategy for Bruce Peninsula;c:) sponsor reverse trade shows to showcase purchasers requirements and
opportunities for local businesses and industries;c:) develop a databank of purchasing requirements and small business
opportunities;c:) develop economic sector strategies for future business development in
primary resources (agriculture, fishing, quarrying); tourism; manufacturingand construction; services (seniors, business services, visitor services, healthand community services); retail and commercial businesses.
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Bruce Peninsula - page 3:12
3.3 Economic Development Goals and Strategies
. (cont'd)
* uoal t:: L;o-operanveIY promote ana marKet tlruce t'enmsula.-- . -UDjeClIves:
0 promote quality of life and natural amenities of the Bruce Peninsula;0 target communities and groups to market Bruce Peninsula to;
. 0 co-ordinate local efforts to promote the natural resources and other features
of the area;d' t M '"in~li ti' """ +J,., C.. 1:) :...",..1 + Lrinn I ""'" 1", '
Q~or Ina e uru~ es...UI-LlLu:LD.Lu~t::IUJ~a~a~lI1g~m ~
developing policies in support of local economic development;0 make co-operative, local decisions to reflect local opportunities and problems;I:) build partnerships in the planning process - create a "we can do it!" attitude;
0 recognize weaknesses and past mistakes, and work together to solve them("take down the walls" promote co-operative approaches to economic
development planning);0 develop a co-operative, professional approach to local economic develop-
ment planning and implementation.0 . - .". " S'
r:.) sponsor community beautification programmes, make towns and communi-ties attractive places to live, work and visit;
r:.) develop a Peninsula tourism marketing plan and tourism promotion strategy;1:). advertise and promote local services (e.g. local bus lines) through tourist
information offices;r:.) "cross-sell" Peninsula. attractions, services and businesses - encourage
visitors to extend their stay and encourage further spending in BrucePeninsula businesses and communities;
r:.) Municipalities and other agencies involved in economic development need toget residents involved in planning, not just reacting to change and opportuni-
ties;r:.) make cost effective improvements to properties and attractions.
~~
Bruce Peninsula - page 3: 13
3.0 Bruce Peninsula
~ruce County Organizations and AgenciesThe Economic Development Strategic Plan for the Bruce Peninsula
recommends specific objectives and short-term initiatives for future development.Area organizations and agencies (Municipalities, economic organizations andgroups, labour, Government agencies, business and industry, residents andothers) need to review the Strategic Plan to assess initiatives and projects whichfit with their own mandate, goals and objectives, and determine where and howthey can buy into the process of local economic planning and development.~stin9~!:!r!ershiEs needJoJ>erevieyved and upd_ated with respecttoJevised --Terms of Reference which emphasize economic development planning andco-ordination. Existing partnerships need to be expanded and new ones formedto address the challenges and opportunities outlined in the Economic Develop-ment Strategic Plan tor the Bruce Peninsula.
Success in implementing the Economic Development Strategic Plan for theBruce Peninsula will depend on the extent to which effective partnerships areformed to implement the recommendations of the Strategic Plan. Co-operativepartnerships will ensure effectiveness of future strategies, and ensure efficientuse of area resources in future economic planning and development.
3.0 Bruce Peninsula
Plan Implementation3.4 Strategic
3.4.2 SouttLBruce CEC Strategy lmpJementation
The Economic Development Strategic Plan for the Bruce Peninsula identifiesa number of opportunities for future roles South Bruce CFG can carry out toimplement the Strategic Plan recommendations. The CFC can:
0 ACT as TaCllnaTor/CO-OralnaLor TO inITIaTe ana aSSISTlmplememaTlon OT Tnerecommendations outlined in the Strategic Plan.
a Provide/broker information and resources concerning economic developmentmodels and strategies.. The CFC can co-ordinate a database of arearesources, agencies and organizations concerned with economic develop-ment and employment creation. The CFC.cancontinue to build on area
,-'- eoooomte-aat-a gathered-for Community Profiles te-ensure-et:ffi"ent,---avaitabJe---and accurate economic data for planning and decision-making.
0 Co-invest with partners, lever funds and resources 10rlocal economicdevelopmentGiven the challenges and opportunities identified in the Economic Develop-
ment Strategic Plan, South Bruce CFC needs to develop short-term strategiesand a work plan concerning aspects of the Economic Development Strategic Planto be addressed in the next one to two years. Emphasis should be placed on thefollowing short-term strategic priorities in the next one to two years:
~ Assist development of an area Economic Development Working Group withrepresentation from local Governments, business, industry, labour and arearesidents.
~ Develop an area Employment Strategy to address the seasonality of jobs onthe Bruce Peninsula. Promote opportunities to expand employmentdevelopment in tourism and other targeted economic sectors.
E:) Prepare an enterprise diversification strategy to expand and diversifybusiness and industrial development opportunities, and to capture nichemarket opportunities in the Bruce Peninsula economy.
Q Co-ordinate area and Municipal planning and policy development for zoningand services which support priorities identified in the Economic DevelopmentStrategic Plan for the Bruce Peninsula.
c;) Determine area training needs related to implementing the EconomicDevelopment Strategic Plan for the Bruce Peninsula and an area TrainingStrategy related to technical literacy, skills updating; and training investment.
3.0 Broce Peninsula
3.5 Summary of Bruce Peninsula Economic Development Prioritiesand Goals
The South Bruce Community Futures Committee Economic DevelopmentStrategic Plan for the Bruce Peninsula represents a vision and opportunities forlocal economic development in the next five years. Based on the concerns andopinions expressed by Bruce Peninsula residents, this Strategic Plan identifieschallenges and opportunities to be met by economic development partners in thearea.
. . . ..~ L_I 00__1 ' ' I !- _I J ~ ~_oo_!~,- -..'-"u oaf ance year rouna ousrness ana economiC aevelopment opportUnities, wnue
preserving the natural environment of the area;0 ensure organizations and groups in the area work co-operatively on. economic
development planning and implementation;0 promote and support existing business and industry in the area;0 attract new business and investment, compatible with the area vision for local
economic development;Q increase competitiveness of business and industry on the Bruce Peninsula;0 expand and diversify key economic sectors - tourism, fishing and agriculture,
small manufacturing, business and community srvices, others;I:) provide local skills training for business and industry.
. t
Goal A: Ensure local involvement and co-ordination of future economicdevelopment planning for Bruce Peninsula.
Goal B: Expand and diversify the Peninsula's economic base.
GoalC: Increase productivity and competitiveness of existing businessand industry.
Goal D:-Capture local and regional market opportunities.
Goal E: Co-operatively promote and market Bruce Peninsula.
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3.0 Bruce Peninsula
".1L'D~M- D_=__.1-
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