The Town of Espanola Economic Strategy

Transcription

1 The Town of Espanola Economic Strategy Prepared by With Input from Interested Stakeholders of Espanola and the surrounding area June 25, 2010 Special Thanks to Funding Partners:

2 Background Overview of Since the fall of 2008 when an investment readiness assessment was completed, Espanola has actively been improving its investment readiness by preparing an asset inventory, profile, needs/gap analysis, maps, and market study. Espanola has also wisely chosen to invest in opportunities to diversify its local economy and reduce its dependence on the paper industry. As such, Espanola is embarking on a significant challenge which calls for community cooperation in a project to develop and put in place an economic strategy aimed at growing, strengthening and diversifying its local economy. This Strategy has evolved as a result of extensive research coupled with public input and consultation with Espanola s residential and business communities. Through the use of one-on-one consultations, focus groups sessions, open houses and individual surveys, the people working, living and investing in Espanola have played a significant role in drafting this new Strategy. Although the Strategy has been drafted for the Town of Espanola, it will take the efforts and cooperation of the entire community to ensure it is implemented and the maximum economic benefits are achieved. 1

3 Espanola s Economic Strategy Prepared by McSweeney & Associates with Input from Interested Stakeholders of the town of Espanola 2

4 Introduction The underlying concept driving the development of Espanola s new Economic Strategy is the need for the community to diversify. This diversity pertains not only to the industries and businesses that chose to invest and do business in Espanola, but also to the developments that are occurring in Espanola and the people who chose to call Espanola home. Although this is not a Community and Economic Strategy, several of the strategies and actions that make up this Economic Strategy are aimed at strengthening the fundamental building blocks of the community (i.e.. community services, government services, housing, recreation, etc.). As such, the success of the strategy will rely on strong community leadership from Town Council, municipal staff, as well as local community and business leaders alike. This needs to be a partnership where the entire community is committed to making Espanola the best possible community where businesses thrive and people of all ages chose to live. Very strong themes that arose from the community analysis as well as during the consultation process were: Building on Espanola s Strength as a Regional Hub The need to assist the existing business community Using Espanola s existing assets to promote residential growth and industrial development The need to work with others to realize Espanola s vision and potential. This new strategy addresses these themes and suggests actions aimed at helping Espanola achieve a more well-rounded and diverse economy and community. 3

5 Long-Term Vision Espanola will set the standard as the full service community providing diversity in both economic opportunities and outstanding quality of place. To achieve this vision, Espanola will focus their efforts on 4 key areas/strategies: 1. Espanola as a Regional Service Hub 2. Support for the Local Business Community 3. Expansion and Enhancement of Quality of Place 4. Being a Leader in Regional Collaboration & Outreach 4

6 The success of is greatly dependant on the interaction between all strategies. Regional Service Hub Health Care Government Services Professional & Business Services Quality of Place Community Infrastructure & Programming Housing Recreation Access to Natural Environment Downtown Regeneration Arts, Culture & Heritage Opportunities Cost of Living - Taxes Success Local Business Community Business & Industrial Development Internal Business Retention & Expansion Tourism Regional Collaboration & Outreach Community & Residential Marketing Regional Partnerships & Outreach Investment Attraction 5

7 Strategy 1 Espanola as a Regional Service Hub Community Goal: To expand and promote those regional services that are in demand by all area residents and businesses, ensuring Espanola remains the community of choice for residents and businesses alike. 6

8 Strategy 1 Espanola as a Regional Service Hub Actions to Achieve Goal: 1. Health Care a) Partner with local Health Care Providers in organizing a Health Care Task Force to develop and implement an action plan to further build Espanola s health services as a hub for the region. 2. Government Services a) Develop a partnership with Service Ontario and Service Canada to create a Government Services Centre as a model to follow for one-stop fully integrated government services. b) The proposed location for the new Government Services Centre should be in the downtown core of Espanola immediately on Highway 6 (Centre Street). 7

9 Strategy 1 Espanola as a Regional Service Hub Actions to Achieve Goal: 3. Professional and Business Services a) Conduct an on-going business visitation program (customized Business Retention and Expansion) to determine: a) what business services may be lacking and could be attracted to Espanola b) where opportunities might exist for local businesses to share services and/or service costs. Businesses to include all private and public sector enterprises that contribute to Espanola s economy. This may uncover business opportunities to provide goods or services that are currently being imported into Espanola. 8

10 Strategy 2 Support for the Local Business Community Community Goal: To ensure Espanola becomes a community where a diverse range of businesses and industries exist and choose to locate, expand and invest in other business opportunities. Actions to Achieve Goal: 1. Business & Industrial Development a) Partner with Domtar and any other local industry to determine what types of business supports or contracted services they may require and, particularly those which could be purchased from local providers. b) Develop an inventory of local contractors and service providers to supply local industries. Include any gaps/opportunities that exist in the service supply chain that could be filled through the attraction or creation of new local businesses/suppliers. 9

11 Strategy 2 Support for the Local Business Community Actions to Achieve Goal: 2. Internal Business Retention & Expansion a) Conduct a business visitation exercise (customized Business Retention and Expansion) to understand the existing business climate in Espanola (hurdles/roadblocks to maintaining or expanding a business) and to build a strong partnership /relationship between the Town of Espanola and the local business community. b) Facilitate collaboration and partnerships between local retailers, restaurants and any other interested businesses to undertake joint promotions and marketing campaigns to attract customers from outside the Espanola area while keeping local shoppers in Espanola. 10

12 Actions to Achieve Goal: 3. Tourism The Town of Espanola: 2010 Economic Strategy Strategy 2 Support for the Local Business Community a) Support the development of a regional tourism and visitor strategy which would include the following steps: i. Create an inventory of tourism assets ii. Investigate partnership development and investment opportunities iii. Develop tourism products iv. Branding of the area as a tourism destination v. Creation and rollout of a marketing campaign b) Partner with recreation facilities, local and regional community groups or independent service providers to develop and promote community sporting events/tournaments aimed at using local recreation facilities to attract tourists to Espanola. Examples could include: i. Rec Centre for hockey tournaments, swim meets or soccer tournaments ii. Ball diamonds for ball tournaments iii. Golf course for Nine & Dines, tournaments and twilight events iv. Ski Hill for Ski & Shop, Ski & Dine or Ski & Stay activities 11

13 Actions to Achieve Goal: 3. Tourism (continued) The Town of Espanola: 2010 Economic Strategy Strategy 2 Support for the Local Business Community c) Work with local and regional partners (both public and private) to develop a trails usage strategy focusing on: i. Public trail development and points of interest ii. Development of access to public trails (including public access and staging points) iii. Creation of trail signage and mapping iv. Trail promotion and marketing d) Partner with the Espanola Mall, Canadian Tire, Giant Tiger, Winkel's Your Independent Grocer, Tim Hortons or any other major stopping point in Espanola to set up small tourist information displays highlighting tourists attractions in the region. e) Make all material developed for the residential attraction marketing campaign available to all tourists and visitors to Espanola as they are potential residents. f) As a first step towards the development of Espanola s Arts, Cultural & Heritage assets, undertake a cultural mapping exercise to identify and inventory cultural assets and experiences. 12

14 Strategy 3 Expansion & Enhancement of Quality of Place Community Goal: To enhance Espanola in order to become that unique sought after place that brings together all the best qualities of the built and natural environments. Actions to Achieve Goal: 1. Community Infrastructure and Programming a) Set up an working group with all local boards of education as well as Provincial MTCU staff and local MPP s to ensure open lines of communication between school boards and the Town of Espanola. Use this working group to: i. Establish and promote joint activities and partnerships between the schools and the Town such as amateur sporting events, cultural activities, young entrepreneurship forums, etc. ii. Ensure that the full range of existing educational opportunities remain in Espanola through the development of partnership opportunities and sharing of resources. 13

15 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal 1. Community Infrastructure and Programming (continued) b) Reunite community volunteers, groups and service clubs through a Communities in Bloom or Winter Lights Celebrations National Competition. Use the results as part of an on-going community beautification and overall community marketing program. c) Partner with the volunteer organizations, service clubs, charity groups and the local business sector to: i. Recognize the importance, and celebrate the efforts of, the volunteer community within Espanola. ii. Attract more, and strengthen the existing base of, volunteers by offering any desired training (ie. marketing, book keeping, event planning, etc.). iii. Promote the concept of a welcome wagon to help integrate new Espanola residents and businesses into the community and to help them feel accepted. 14

16 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal 1. Community Infrastructure and Programming (continued) b) Reunite community volunteers, groups and service clubs through a Communities in Bloom or Winter Lights Celebrations National Competition. Use the results as part of an on-going community beautification and overall community marketing program. c) Partner with the volunteer organizations, service clubs, charity groups and the local business sector to: i. Recognize the importance, and celebrate the efforts of, the volunteer community within Espanola. ii. Attract more, and strengthen the existing base of, volunteers by offering any desired training (ie. marketing, book keeping, etc.). iii. Promote the concept of a welcome wagon to help integrate new Espanola residents and businesses into the community and to help them feel accepted. 15

17 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal: 2. Housing a) Conduct a housing needs survey targeting residents in Espanola and those communities where Espanola is focusing its marketing efforts to determine the types of housing needed immediately and desired in future years. b) Based on stakeholder feedback (SWOT Analysis) the Town should undertake a review of the development approvals and related decision making process. c) Hold a housing development forum with local and out of town developers to highlight residential development opportunities, and outlining the Town s approvals process. Attendees to the forum should include any developer interested in taking advantage of the development opportunities in Espanola or those developers who build a product identified in the above survey. 16

18 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal: 3. Recreation a) Develop a partnership with regional stakeholders, the Recreation Complex, Ski Hill, Golf Course, Tennis Club, Bowling Alley and any other local recreation venues to help promote and cross promote the full recreation experience in Espanola (i.e.. purchase a family swim package at the Recreation Complex and get 10% off a lift ticket and daily ski rentals at Boogie Mountain). Use these cross promotions in all material being used to market Espanola to tourists and potential residents. b) Develop a trails usage strategy refer to previous action referencing trail development. 17

19 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal: 3. Recreation (continued) c) Partner with community and regional organizations as well as private service providers to maximize usage of the Town s recreation facilities. Offer reduced rental rates to community facilities in return for the development, marketing, promotion, programming and delivery of special events and tournaments that will attract participants from within and outside of Espanola. The Town could also look at a cost sharing model that would see any revenues from the events shared between the organizers and the Town. The activities generated would also result in additional marketing and tourism opportunities. 18

20 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal: 4. Access to Natural Environment a) Improve public boat access to designated lakes within Espanola. b) Develop a trails usage strategy refer to previous action referencing trail development. 19

21 Actions to Achieve Goal: 5. Downtown Regeneration The Town of Espanola: 2010 Economic Strategy Strategy 3 Expansion & Enhancement of Quality of Place a) Create a new look to Espanola s Downtown and Main Street Plan for a regeneration of the Downtown and Centre Street to include a new themed look and feel for both existing and new buildings as well as the overall main streetscape. Items to be considered in the overall design and revitalization plan to include: i. Downtown themed façade design guidelines ii. Centre Street Streetscape themed design including: Landscaping, planters and greened boulevards Street lighting Pavers and surface improvements Waste receptacles, benches and other street furniture Signage and marketing material Improved accessibility and uniformity in curbs and pedestrian crossings/intersections iii. Tree lined boulevards along Centre Street from the Spanish River to McCulloch Drive 20

22 Actions to Achieve Goal: 5. Downtown Regeneration (continued) The Town of Espanola: 2010 Economic Strategy Strategy 3 Expansion & Enhancement of Quality of Place b) Encourage the implementation of this new regeneration plan with: i. Design guidelines ii. Façade improvement policies, and iii. Support programs permitted through a Community Improvement Plan designation. c) Partner with the community volunteers, groups and service clubs participating in the Communities in Bloom and Winter Lights Celebrations National Competition to assist with the plantings and maintenance of Espanola s Downtown and Main Street (Centre Street). 21

23 Strategy 3 Expansion & Enhancement of Quality of Place Actions to Achieve Goal: 6. Arts, Culture & Heritage a) As a first step towards understanding the potential and opportunities within the Arts, Cultural & Heritage sectors, undertake a cultural mapping exercise to identify and inventory cultural assets and experiences. Partner with the Provincial Ministry of Tourism & Culture and other local and regional stakeholders to undertake this exercise. b) Partner with the local Historical Society and other stakeholders (both public and private) to: i. Properly catalogue, restore and store existing pieces and artefacts ii. Consider the establishment of a location to properly display Espanola s history. c) Partner with local Community Theatre groups and other stakeholders (public and private) to secure adequate space to accommodate a community theatre (could use the black box example). 22

24 Actions to Achieve Goal: 7. Cost of Living - Taxes The Town of Espanola: 2010 Economic Strategy Strategy 3 Expansion & Enhancement of Quality of Place a) Undertake a comparative exercise benchmarking Espanola s current and historic taxes (total actual rates, levies, property values, actual tax revenue collected and municipal services provided) against other competing, similar sized municipalities. i. If taxes are higher than comparable municipalities, then it is recommended that the Town of Espanola complete a municipal service delivery review to determine how they can become competitive in terms of services offered and level of ii. iii. taxation. If taxes are comparable or lower than benchmarked municipalities, then it is recommended the Town of Espanola communicate this to the residents of Espanola. If taxes are comparable or lower than benchmarked municipalities, then it is recommended that this message (lower cost of living and doing business) be built into any residential and/or investment attraction marketing and communications material. 23

25 Strategy 4 Being the Leader in Regional Collaboration and Outreach Community Goal: For Espanola to be looked upon as the model community where success is based on cooperation, partnerships and openness. Actions to Achieve Goal: 1. Investment Attraction a) Develop a marketing and signage program for all municipal properties for sale (residential, commercial and/or industrial). b) Clear some of the municipal industrial land that is currently for sale to make the land more presentable to investors. Do not clear all the land as some investors may wish to keep the natural landscaping for screening, visual appeal and/or for environmental purposes. c) Design and develop a new municipal website for Espanola to use as a community based tool and for resident attraction. 24

26 Strategy 4 Being the Leader in Regional Collaboration and Outreach 1. Investment Attraction (continued) d) Design and develop a new Economic Development website to use as a marketing platform to attract new business investment. e) Implement and enforce property standards bylaws to ensure all areas of the Town are well kept and presentable to all investors (residential and industrial). f) Create a templated RFP response for investment inquiries so that responses can be provided quickly and professionally. g) Espanola should monitor the development of mining resources in the area. Should business opportunities in this sector (i.e.. drilling equipment, underground equipment and vehicles, radio remote controlled systems, underground telecommunications, geophysical surveys, etc.) arise then Espanola should actively seek to become the mining support hub for the region. h) Espanola should monitor the Provincial Wood Supply Competitive Process. Once the outcome is known with respect to availability and uses of wood supply, Espanola could work to attract opportunities to make use of the fibre allocated in the region. 25

27 Strategy 4 Being the Leader in Regional Collaboration and Outreach 1. Investment Attraction (continued) i) Ensure the highest quality municipal infrastructure (ie. Water, sewer, roads, etc.) exists to service Espanola s current residential and business community, while maintaining capacity to supply any potential new developments within the town. 26

28 Strategy 4 Being the Leader in Regional Collaboration and Outreach Actions to Achieve Goal: 2. Community & Residential Marketing a) When other recommendations related to housing, cultural diversity, business and industrial development, taxes, etc. are completed, re-brand and market Espanola to reflect the current diversity in the local natural, cultural and industrial environments. 27

29 Strategy 4 Being the Leader in Regional Collaboration and Outreach Actions to Achieve Goal: 3. Regional Partnerships and Outreach a) Reconstitute the CEDAC to include additional business sectors and partners in economic development. Additional members should include sector representatives from: i. Health Care ii. Arts Community iii. Heritage Community iv. Retail Sector v. Development Community vi. Professional Services Sector vii. Tourism Sector 28

30 Actions to Achieve Goal: 3. Regional Partnerships and Outreach The Town of Espanola: 2010 Economic Strategy Strategy 4 Being the Leader in Regional Collaboration and Outreach b) Establish an informal regional economic development working group to discuss regional product development opportunities (i.e.. tourism packages, industrial development, etc.) as well as joint marketing opportunities. Espanola needs to be the leader in promoting and encouraging regional partnerships, but should not drag unwilling partners along. Only work with those stakeholders willing to take advantage of regional opportunities. c) To be successful, the Corporation of the Town of Espanola needs to set the example in terms of implementing a cohesive team approach to economic development: i. Internally, within the corporation (administration/all departments); and ii. Externally, with all local and Regional Partners, which include town residents, governments, businesses and community groups. 29