niagara economic growth strategy 2009-2012
DESCRIPTION
Niagara Economic Growth Strategy 2009-2012TRANSCRIPT
niagara’s economic growth
strategY
As chairman of the Regional
Municipality of Niagara,
I am proud to present the revised
NAVIGATING OUR FUTURE: Niagara’s Economic Growth Strategy 2009-2012.
The original strategy, completed in 2005, helped
focus our collective efforts. This revised strategy
helps us stay the course while also recognizing new
opportunities and the changing circumstances facing
Niagara’s economy. The document will assist many
different stakeholders, together with the Region, in
strengthening, expanding and further developing
Niagara’s economy.
I would like to thank everyone who participated
in the strategy development process. A variety of
stakeholders, representing the private and public
sectors, took time to discuss and fine tune the
original strategies and action plans. The participants
at the 2008 Niagara Economic Forum, along with
the Niagara Economic Development Corporation,
demonstrate what public/private-sector collaboration
can achieve.
Niagara is being challenged to remain relevant and
competitive in a global marketplace. Quality economic
growth is more important than ever for Niagara. I look
forward to continuing to implement the economic
growth strategy with all levels of government,
business and community leaders who are committed
to ensuring that Niagara has a strong economic
foundation and a bright future.
By working together, Niagara will continue to lead
and prosper.
Peter Partington Regional Chairman, Niagara Region
NAVIGATING OUR FUTURE: AT A GLANCE
WHAT:An economic growth strategy for Niagara.
WHY:Niagara needs a plan to retain business as well as
stimulate additional economic growth.
HOW IT WILL HELP:By providing direction for decision-makers who
affect Niagara’s economic future.
WHO PREPARED IT:In 2005 a 12 member steering committee appointed
by Regional Council, with input from some 200
public and private sector stakeholders. In April
2008 the strategy was reviewed and updated based
on feedback from 200 stakeholders at the Niagara
Economic Forum.
WHEN IT WAS COMPLETED:First released April 2005, with a five-year
implementation timeline and annual review; updated
in 2008.
WHO WILL IMPLEMENT IT:Regional Council along with other business,
government and community leaders who choose
to take a pro-active role in fostering Niagara’s
economic growth.
WHO WILL BENEFIT:All of Niagara and its 12 communities.
WHERE TO FIND OUT MORE:www.niagaracanada.com or www.niagararegion.ca
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Navigating our Future: Niagara’s Economic Growth
Strategy 2009-2012 is the updated version of
Niagara’s economic growth strategy.
The first strategy was developed in 2004/2005
through consultation with individuals, businesses
and community organizations. A public participation
strategy, led by an Economic Growth Strategy
Steering Committee, identified the economic
realities, constraints, and opportunities that faced
Niagara. Since the release of Navigating our Future:
Niagara’s Economic Growth Strategy in 2005, a
concerted effort has been made to re-affirm the
priorities and directions outlined in the strategy
document. The revised strategy is a result of
further community consultations, especially from
stakeholder input at the Niagara Economic Forum in
April 2008.
The evolution of the strategy is inspired by an
economic vision for Niagara that reflects our goals,
aspirations and directions for the future. Motivated
by a strong sense of collective ownership, civic
leaders and area citizens have contributed important
shared ideals and values that are the foundation of
Niagara’s vision for the future.
The Economic Strategy is not, however, a static
document. It must reflect changing circumstances
and new opportunities that can help Niagara
navigate with more focus and enhance our
understanding of what is needed to ensure success.
Dominant themes have been identified as part of
the emerging requirements of a new, energetic
Niagara. Discussions led to consensus on important
directions for the regional economy and a belief that
partnerships and linkages between stakeholders
are important in order to achieve results. Priority
initiatives and action plans to spur economic activity
and strengthen our competitive advantages were
identified.
The resulting strategy offers insightful, practical and
manageable directions, built on six strategic action
plans which provide a blueprint for Niagara’s future.
Strategic Action Plans
•BuildaStrongerCollectiveVoice
•CreateaCompetitiveBusinessEnvironment
• TargetStrategicEmployers
• ImproveTransportationandRelated
Infrastructure
•MarketingtheNiagaraBrand
•DevelopNiagara’sTalentPool
The strategy provides a context for local decisions
and serves as a tool for local leaders and decision-
makers to bring about positive change. It also
provides a framework for residents, businesses and
community leaders to understand the fundamental
link between economic prosperity and quality of
life, which together create a healthy, sustainable
community.
Follow-up consultations with key community leaders
have endorsed the strategy’s overall action plan
framework and related initiatives. The Economic
Strategy continues to give Niagara direction to
address its unique issues and develop solutions to
the challenges of economic growth.
(continued on page 5)
INTRODUCTION
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Focusing the Niagara Economic Growth Strategy
on the Future
Since the release of the Economic Strategy in 2005,
new developments in the wider Niagara economy
have required that some changes be reflected in this
revised document.
The revised Niagara Economic Growth Strategy
2009-2012 embodies a commitment to pursue new
directions for Niagara’s industrial base and emerging
industries. For example, new economic clusters are
helping transform and rejuvenate local economies
and creating new industries and employment.
The strategy has also identified the importance of
Niagara’s small and medium sized enterprises as a
critical component of Niagara’s future economy.
The development, growth and success of current
and emerging industries are being helped by
increasingly closer links with high schools, colleges
and universities. The relationship between Niagara’s
growth, economic development and the availability
of an educated, flexible workforce has come into
sharper focus. The strategy reaffirms the importance
of our educational infrastructure and specialized
research institutions as a major asset and a primary
source of local talent pool development. It calls
for the strengthening and leveraging of unique
expertise, resources and partnerships especially from
Brock University and Niagara College.
Marketing Niagara’s unique assets and its
competitive business environment has taken on
a new level of urgency. International competition
for both new businesses and investment achieved
through business retention and expansion initiatives
has intensified. The strategy also places increasing
importance on branding Niagara’s unique and
original characteristics, developing more intensive
domestic and international investment marketing
activities, and maintaining strong relationships with
governments and the business community.
Summary
As a result of consultations based around
the April 2008 Niagara Economic Forum and
additional economic analysis, the basic directions
of the regional economic strategy envisioned by
community stakeholders back in 2005 have been
affirmed.
Emerging provincial planning priorities, industry
trends and international events continue to provide
a wider context for assessing regional challenges
and new opportunities for growth.
New information, gathered from a number of
sources in the interim years, has been integrated
into the specific sections for each of the six
Strategic Action Plans that are the foundation of
Niagara’s economic strategy going forward to 2012.
INTRODUCTION
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Below are six strategic directions and the
suPPorting action Plans that will helP
steer niagara into a more ProsPerous
future:
1.0 BUILD A STRONGER COLLECTIVE VOICE.
For Niagara to emerge as an economic leader,
business, government and the not-for-profit sector
must rally around the common cause of Niagara’s
economic future. Shared focus on this common goal
will create stronger working relationships, leverage
resources and strengthen regional stewardship
initiatives. It will also foster a powerful and
persuasive “common voice” in relation to specific
economic development issues that affect Niagara.
1.1 develop a cohesive niagara voice, providing
investors and governments with confidence and
clarity about the region’s position on key issues.
• PresentacohesiveNiagaraagendaandensure
a united front when approaching the provincial
and federal governments in relation to their
policies, programs, and investments that affect
the region.
• Establishacomprehensiveandcollaborative
research agenda for Niagara that is robust and
supports the cohesive Niagara collective voice
agenda.
•Hostanannualsummittoidentifyand
strengthen core regional directions, values and
achievements that directly impact Niagara’s
future prosperity.
2.0 CREATE A COMPETITIVE BUSINESS ENVIRONMENT.
In order to retain and attract new investment,
Niagara must make it appealing for investors to
do business here. Niagara’s economic strategy is
focused on how best to compete and win new
business in order to realize its growth potential.
2.1 foster competitiveness, efficiency, and
innovation in niagara’s government and business
sectors.
•Developasystematicapproachfor
benchmarking and assessing the cost
competitiveness of the Region of Niagara’s
services to business.
•Developeffectiveandcomprehensive
support services to help drive innovation
and entrepreneurship in targeted areas (e.g.
incubators, venture capital) in order to foster
SME growth in Niagara.
• Encourageandsupporttheexpansionofpure
and applied research and innovation both in the
private sector and post-secondary institutions
(e.g. Silicon Knights, Norgen Biotek, Brock
University,NiagaraCollege,andVineland
Research and Innovation Centre).
•Developandpromote“bestofclass”examples
in Niagara’s private and public sectors.
• EstablishanannualNiagaraEconomicScorecard
tracking the region’s economic progress based
on key indicators.
STRATEGIC ACTION PLANS
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2.2 Keep niagara’s overall business cost competitive.
•Reduceindustrialandcommercialtaxesin
Niagara.
• ImplementafullrangeofSmartGrowth/
Brownfield redevelopment initiatives including
community improvement programs and
incentives.
2.3 develop an efficient and seamless process for
businesses seeking development permits and
related approvals.
•Workco-operativelywithlocalmunicipalities
to create a timely and integrated mechanism
for receiving and reviewing development
permit applications. Incorporate an economic
development perspective as an integral part of
the evaluation of major applications.
2.4 Promote continuous two-way communication
between niagara business and government.
•Nurtureanddevelopastrongerrelationship
between the Region of Niagara and the local
business community.
•Developanewprogressivepartnershipagenda
with the Niagara business community.
• Seekformalbusinesscommunityinputintothe
Region of Niagara’s infrastructure development
and business development programs.
STRATEGIC ACTION PLANS
3.0 TARGET STRATEGIC EMPLOYERS.
It is critical for Niagara to build on existing strengths
and make them growth priorities, rather than
pursuing economic growth on all fronts at once.
The initial directions envisioned by the Economic
Growth Strategy Steering Committee, and the
recommendations of community leaders from
economic forums, have identified a set of priority
growth sectors, including manufacturing that
provide significant business development and
investment opportunities over medium and longer
term.
3.1 explore and pursue opportunities for growth and
new investment in both current and emerging
strategic industry clusters:
current industry clusters
• Transportation,automotiveandrelated
manufacturing;
• Tourism,hospitalityandrecreationalservices;
•Businessservices;
•Value-addedagricultureprocessing;
•Culture.
emerging industry clusters
•Nichebio-productmanufacturing;
•Digitalmediaandsoftwaredevelopment;
•Environmental,energyandother“green”
technologies;
•Healthandwellness,andlifesciences.
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3.2 work closely with local municipalities and
economic development partners to advance
the economic priorities of niagara’s growth
management strategy and ontario’s growth
Plan.
3.3 enhance the vibrancy of niagara’s diverse
economic base, with economic growth
distributed throughout the region.
• Encouragethedevelopmentofnewvalue-added
manufacturing processes (e.g., wine industry
model and Port Colborne’s “carbohydrate valley”
bio-products industry).
• Supportinfrastructuredevelopments(e.g.,
water and sewer, transportation, energy and the
creation of employment lands) that encourage
industrial growth in Niagara, especially above
the Niagara Escarpment.
•Developaplantocreateandimplementthe
Niagara Gateway Economic Zone and the
Niagara Gateway Economic Centre to stimulate
investment, new industrial development and
employment growth within the region.
3.4 Build on niagara’s historic business strengths to
develop new strategic growth areas.
•Continuetoimplementtherecommendationsof
the Regional Chair’s Agricultural Task Force.
•DevelopNiagara’spublicandprivateresearch
capacity to increase innovation and the
competitiveness of key economic sectors.
• Encouragethedevelopmentofnewsmalland
medium-sized enterprises (SME) in all emerging
and targeted business sectors in Niagara.
• ExpandandenhanceNiagara’scommunications
and financial services cluster through the
development and attraction of data centres and
data warehouses.
• StrengthenNiagara’stransportationand
distribution services cluster, building upon
border security, warehousing, and logistics
services.
3.5 capitalize on niagara’s comparative advantages,
in particular its natural and historic features,
which make it attractive to a wide range of
lifestyle-related investors.
• Implementthemajordirectionsoutlinedinthe
Niagara Tourism Destination Development Plan.
•Diversifyandexpandthescopeofactivities
and experiences for both tourists and residents
by identifying, facilitating, packaging, cultural
and tourism development opportunities across
Niagara.
• TargetNiagaratourismmarketinginitiatives
towards higher value and overnight visitors.
• Fosterthecreationofco-operativemarketing
consortia in tourism industries to ensure a
year-round, quality Niagara tourism experience.
•Diversifythetourismleisuresegmentthrougha
stronger meetings and conventions market for
Niagara.
STRATEGIC ACTION PLANS
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4.0 IMPROVE TRANSPORTATION AND RELATED INFRASTRUCTURE.
Niagara’s transportation system is a priority concern
among businesses, government agencies and
residents. Transportation inadequacies are limiting
local economic growth. This strategy advocates
consistent and rigorous pursuit of Niagara’s short-
and long-term transportation goals.
4.1 work toward the achievement of an effective,
multi-modal transportation network for niagara.
•AccelerateimplementationoftheNiagara
Region Transportation Strategy and adequately
fund its key strategic directions. Key projects to
be advanced include:
-ExpansionofHighway406toWelland/Port
Colborne;
- Development of an intra-regional
transportation system to ensure that citizens,
workers, students, and visitors are able to
move easily throughout the region;
-ConstructionoftheSouthNiagaraEast-West
Arterial Corridor;
- Development of improved multi-modal
transportation hubs and cross border
infrastructure;
- Construction of a multi-modal Niagara-GTA
corridor;
- Integrate Niagara’s transportation strategy
into a larger transportation strategy for the
“GoldenHorseshoe”regionofOntarioandinto
the bi-national transportation strategy under
development for the Niagara Frontier.
• IntegrateNiagara’smarine,rail,air,andtrucking
transportation systems at strategic locations.
5.0 MARKETING THE NIAGARA BRAND.
The word “Niagara” has brand equity around the
world thanks to the region’s majestic waterfall. Yet
the dominance of this natural icon keeps potential
investors from seeing more. To truly prosper, Niagara
must be perceived for what it is: a diversified business
community and multi-faceted tourism and cultural
destination. This strategy lays the groundwork for
Niagara to “brand” itself as an innovative business
location and tourism destination in the minds of
investors, tourists and the general public.
5.1 create and execute the “niagara original”
branding program.
•Createa“TeamofChampions”toexecutethe
new Niagara brand.
5.2 Position niagara as a diversified, attractive, and
progressive business community.
• Increasetheprofile/involvementofNiagara
business leaders in external business
organizations and associations.
•Generatetargetedspeakingengagementsfor
Niagara business leaders external to the region.
•Developmedia/publicrelationsprogramsthat
increase third-party business coverage of Niagara.
• Implementasystematicpublic/private
“ambassador calling program” with targeted
federal/provincial trade commissioners.
5.3 Position niagara as a multi-faceted, four-season
overnight destination.
•Createamedia/publicrelationsprogramfor
Niagara targeting travel media and writers.
STRATEGIC ACTION PLANS
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6.0 DEVELOP NIAGARA’S TALENT POOL.
Niagara has an experienced labour force of more
than 200,000 people, including a high proportion
of technically skilled workers that is attractive to
employers.
The direct correlation between educational
achievement and positive economic development
is well documented. It is clear that Niagara’s future
prosperity depends on the strength of its people
and on its capacity to produce and attract skilled
graduates and versatile workers. The Integrated
local Labour Market Plan (ILLMP) currently being
completedbytheNiagaraWorkforcePlanningBoard
will provide important leadership in the continuing
development of Niagara’s overall labour market.
6.1 encourage collaboration between, secondary
and post-secondary institutions to create the
most highly qualified individuals in order to
provide the labour force for the future economic
growth of niagara in all sectors of the economy.
•Recognizeandbuilduponthestrengthof
current educational infrastructure, community
involvement and other innovative forms of
education in Niagara.
•Developacollaborativeprogrampromoting
secondary and post-secondary school
co-op and work placements among Niagara
employers.
•Continuetheprocessofcollaborative
partnerships between Niagara College, Brock
University, and other educational institutions.
• EncourageNiagaraeducationalinstitutionsto
create programs that help provide a qualified
supply of skilled labour for the regional
economy.
•Broadenthebaseofapprenticeshipprogramsto
support skilled trades.
6.2 maximize the skills of niagara’s existing labour
force within a transitioning economy.
• Increaseourcapacitytoeffectivelymatch
people to jobs based on skills and competencies,
not credentials alone.
•BuildawarenessamongNiagaraemployers
about available education and training initiatives.
•AttractcompaniesthatcanutilizeNiagara’s
existing talent base and develop training and
re-training programs in growth industries.
• Supporttheskillsdevelopmentneedsof
displaced workers to facilitate their return to
Niagara’s labour force.
•Createshort-term,intensiveandskillstraining
programs that meet specific employee
upgrading needs, and help initiate workforce
skills to jobs action plans.
• Exploreopportunitiesforrepatriationofworkers
who have left Niagara, as specialized labour
shortages intensify.
•BuildonNiagara’ssignificantcompetitive
advantage with respect to trade, college and
diploma certificates to help retain highly skilled
STRATEGIC ACTION PLANS
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individuals to support the growth and success of
Niagara’s economy.
6.3 encourage niagara employers to proactively
participate in building a learning culture.
• Fosteremployercommitmenttostafftraining
and lifelong learning and highlight Niagara-
based “best practices.”
•Assistsmallandmedium-sizedemployersto
build human resource capacity, including the
assessment of education/training needs and
workforce development programs, and applied
research capabilities.
6.4 attract immigrants and actively integrate them
into the niagara community and economy.
• ProviderelevantinformationonNiagara’ssocial
and economic opportunities to immigrants
entering Canada.
Niagara College, Maid of the Mist Campus
•WorkwithNiagara-basedimmigrantsupport
services to encourage the retention and
relocation of immigrants to Niagara.
6.5 improve niagara’s overall educational attainment
levels.
• Encouragestrongerlinksbetweenlocal
employers and Niagara’s educational institutions,
with a specific focus on improving the overall
level of educational attainment by residents.
•Createbi-nationaleducationalpartnershipsin
strategic employment fields (e.g., international
trade, tourism, border security).
• Supportthedevelopmentofapplieddegrees
that meet the needs of the local economy.
Brock University, Main Tower
STRATEGIC ACTION PLANS
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Navigating Our Future: Niagara’s Economic Growth
Strategy 2005-2010, was the result of extensive
stakeholder discussions over a seven-month period
in 2004.
The original Niagara strategy had a five-year time
horizon and was intended as a dynamic plan that
would be revisited on a regular basis in order to
address changing circumstances that affect the
region’s economic performance and potential.
This revised economic growth strategy 2009 –
2012, is an updated plan based on a review and
assessment of recent economic changes and related
opportunities that are considered important to the
regional economy.
There are many important tasks identified in the
strategy that require identified lead agencies,
along with timelines for delivery and anticipated
performance measures of success. Lead partners
and other stakeholders need to be engaged to help
implement the overall strategy and identify relevant
performance measurements so that an annual
progress review can be undertaken.
The Niagara Economic Development Corporation
and the Niagara Region will continue to provide
leadership in the implementation of the strategy,
as well as identify other lead community partners
and stakeholders who can be accountable in the
implementation of specific action plans and report
back based on established performance measures.
Overall,Niagarawillcontinuetobenchmark
itself against other Census Metropolitan Areas
(St. Catharines-Niagara CMA) as it pursues its
strategic directions. Performance measurement
indicators to be used at the CMA level include
per capita GDP growth, population growth and
composition, employment growth, industry cluster
concentration and income levels. This will help to
document our relative growth, competitiveness, and
market positioning as a regional economy.
Withgenuinecollaborationbetweentheregion’s
business, government and community organizations,
Niagara can steer itself into a more prosperous
future!
ECONOMIC GROWTH STRATEGY
BENCHMARKING THE STRATEGY
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For further information on Niagara’s Economic
Growth Strategy, visit the Niagara Economic
Development Corporation website at
www.niagaracanada.com or the Region of Niagara
website at www.niagararegion.ca.
The revised Economic Strategy 2009–2012 has
been based on input from over 200 participants at
the 2008 Niagara Economic Forum and ongoing
consultations with stakeholders.
CONTACT US:
P.O.Box1042
Thorold,ONCANADAL2V4T7
Tel.905.685.1308
E-mail: [email protected]
www.niagaracanada.com
2201 St. David’s Road
P.O.Box1042
Thorold,ONCANADAL2V4T7
Tel.905.685.1571or1.800.263.7215
E-mail: [email protected]
www.niagararegion.ca
FOR MORE INFORMATION
notes:
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