Strategic Plan for the Community of Hornepayne July 22, Strategic Plan for the Community of Hornepayne ( July 2011)

Transcription

1 Strategic Plan for the Community of Hornepayne ( July 2011) 1

2 Prepared for: The Township of Hornepayne Municipal Council Sponsored by the Ministry of Training Colleges & Universities 2

3 STRATEGIC PLAN FOR THE COMMUNITY OF HORNEPAYNE Table of Contents 1. INTRODUCTION a. Background b. Approach 2. HORNEPAYNE & AREA ECONOMY 3. ECONOMIC FACTORS INFLUENCING DEVELOPMENT 4. FORESTRY FACTORS 5. TOURISM FACTORS a. Community focus groups b. Lack of entrepreneurial champions c. Operators remain in opposition to forest industry & access d. Distance is not necessarily the drawback it is perceived e. Beyond a single attraction 6. RETAIL & SMALL BUSINESS FACTORS 7. THE STRATEGIC PLAN (VISION & MISSION) a. Common values b. Economic goals & objectives c. Strategy targets d. Strategy balance e. Council leadership & organizational focus 8. STRATEGIES & OBJECTIVES a. Focus Council s processes & assets b. Provide clear planning & guidance c. Mandate of Hornepayne Economic Development Corporation d. Communicate plan & create a pride campaign e. Deploy Council assets to support specific economic development activities f. Collaborating by forging partnerships at regional & provincial level g. Establish accountability measures to evaluate success & performance of provincial & federal small business initiatives in Hornepayne area h. Contribute to a coherent regional economic development strategy i. Develop solid infrastructure & services to support the economic strategy j. Nuclear waste storage site 3

4 k. Supporting target business sector l. Support primary forest industry m. Foster development of value added forest manufacturing industry n. Support the development of tourism o. Encourage retail enterprises & small service businesses p. Develop social infrastructures & a high quality of life q. Provide leadership and vision r. Provide appropriate community facilities s. Develop a sustainable community t. Youth involvement u. The Golden Years Seniors services v. Facilitate the growth & maintenance of the community sector 9. LOCAL DEMOGRAPHIC PROFILE (2006 Census from Statistics Canada) a. Population comparisons b. Age comparisons c. Education comparisons d. Labour force indicators e. Labour force by occupation comparisons f. Income 10. APPENDICES a. Hornepayne Strategic Planning Session December 7 th, 2011 b. Hornepayne Strategic Planning Session February 9 th,

5 1. INTRODUCTION a. Background Hornepayne is a small community of some 1200 people located in Northern Ontario, roughly halfway between the cities of Toronto and Winnipeg. Hornepayne is located along Provincial Highway 631, which links the local municipality to the Town of Hearst and to the city of Timmins via Highway 11, and links the local Municipality to Wawa and to the city of Sault Ste Marie via Highway 17 in the south. Hornepayne was established in 1913 and grew largely due to its location along the Northern Ontario Railway s main line between Montreal and Port Arthur. The Town s most dynamic period of economic growth and change occurred during the 1970s and 1980s with the completion of Highway 631 to White River (1973), the construction of a new water waste disposal system (1976) and the construction of the airport (1977). Rail transportation was the original economic engine and primary employer of the town. However, Hornepayne s rail dependant economic base has been in decline since the 1990s as CN Rail has reduced its work force by 50% since The importance of CN Rail is however still reflected in the most recent economic data. According to the 2001 Census, the total experienced labour force in Hornepayne was 690 of which 215 or 31% worked in the category of Trades, Transport and Equipment Operators. The total number was down from 285 in The next largest occupational group was Sales and Services, which accounted for 23% of Hornepayne s total labour force in The forest industry is also an important local industry and has helped off-set employment losses at CN Rail. The Olav Haavalsdrud Timber Company operation near the town was established in 1953 after it purchased an existing mill from the Quebec and Ontario Paper Company. The Timber Company has shifted its focus of operations over the years and has undergone modernization of its facility after it was seriously damaged by fire in With financial assistance from the Provincial Government, the Company has invested about $17 million in 2007 and 2008 in the modernization of the mill. The Company employed about 100 people in In June of 2011, The Ministry of Northern Development Mines and Forestry has provided an additional forest resource allocation of 220,000 cubic meters. This announcement was followed by the approval of a cogeneration facility to produce electricity from wood waste from the mill and unused biomass from the forest. This latest development will produce approximately 40 full-time jobs. 5

6 Tourism represents an additional albeit modest economic driver in the local area. The Hornepayne area includes an abundance of natural resources and is a well-known destination for fishermen, hunters and outdoor enthusiasts. This is aided by the fact that the community is positioned at the junction of major Trans-Ontario snowmobile trails with connections south to Wawa and Sault Ste Marie, east to Hearst and Cochrane and West to Manitouwadge. The Town also hosts numerous events and tournaments which also attract non-residents. The community also boasts modern facilities with a modern Hospital, a new OPP detachment, an airport, and several schools. The Municipality has suffered a major economic setback with the closure of the Hornepayne Town Center. Built between 1978 and 1980, the Town Center was a multi-use building consisting of one, two, three and four story sections utilizing varying structural systems. The total area of the facility was approximately 13,470 square meters and incorporated different occupancy types ranging from a public high school, a shopping center, individual apartments and government services. The loss of jobs related to store, bank, hotel and restaurant closures is estimated at over 60. b. Approach The challenge of developing innovative and entrepreneurial communities is in ensuring that the communities have a clear picture of where they are and where they want to go. This enables a better match of the tools available with both the capacity of the community and the anticipated goal. While strategic planning may work for some communities, the planning process may also lead to frustration and failure in other communities that do not have the necessary trust, social capital or capacity. The Centre for Innovative & Entrepreneurial Leadership has created a Community Life Cycle Matrix which presents a developmental guide for Communities. This guide provides insight on where a community is situated on a growth scale following a dramatic event, how to use it, expected outcomes and most importantly to use the matrix to establish and support a strategic plan. The following document has been structured for the community to self-administer the incremental steps that can be taken and the resources needed by the community to reach the goals they will set for themselves. This document will relate to those matters where Hornepayne Town Council can add value and where it is proper for local government to contribute. It applies to the local government of Hornepayne; represents the interest of local stakeholders as presented by and through the community consultation process; works alongside regional, provincial and federal economic development initiatives; builds on work already being conducted locally and within the region. This document gives clarity to the specific roles that Council can play; is informed and acknowledges the mandates and efforts of lead agencies such as Nord-Aski, MNDMF, FedNor. It will be a living document that is supported by an action plan and accountability measures. 6

7 2. THE HORNEPAYNE AND AREA ECONOMY Hornepayne has chosen to define itself for the future by championing new value added sectors in forestry, expanding tourism significance, exploring diversification with the exploration of nuclear waste storage and increasing the services sector of the economy. To ensure growth through external revenues, it will be necessary to encourage tourism investment in both accommodations and supporting services. Catalysts which can be created through public and private partnerships to achieve projects such as the construction of a new hotel, restaurant or department store are essential to promote investment, job creation and the expansion of the Town s tax base will become a priority. It will be necessary to ensure that new economic activity is environmentally sustainable and congruent with the interests of the forestry industry, possible mining ventures and that unused idle previously occupied land is rehabilitated and recycled for use (e.g.; former Town Center site). Renewed infrastructure to replace decommissioned resources will need to be evaluated. 3. ECONOMIC FACTORS INFLUENCING DEVELOPMENT The long term trends demonstrate a marked shift in the population makeup of the community. There are lower levels of enrolment in local schools. Recreational facilities will need to reorient activities and events to serve a mature client base and community marketing campaigns will need to attract not just health professionals but also skilled workers to the community. The regrouping of federal and provincial services to larger centres does have a direct negative impact on the Northern regions. Examples exist where Hornepayne Interests have been and are marginalized by central delivery agencies. The challenge exists to participate in discussions, meetings and direct dialogue with such agencies under a cost effective method. The added distance creates an inequality of participation as elevated travel costs limit participation. 4. FORESTRY FACTORS The secure forest allocation provided to the Olav Haavaldsrud Timber Company will provide stability and will also allow them to successfully operate the sawmill and co-generation facilities which will now form an integral part of their business plan. The co-generation facility has recently been approved and should come on line over the next two years. This new technology will create a requirement for trained labour in a field not normally associated with the labour pool in Hornepayne. This will produce good paying jobs for the future and should help retain youth and provide incentives for them to return to Hornepayne once they complete their education. 7

8 The large inventories of jack pine fibre in the region also offer a strong possibility to explore value added projects as a means of creating additional wealth opportunities for the area. A new segment of diversification also available for the area will be a greenhouse site which could be attached to the co-generation facility. The generation of new sources of employment from this type of business investment would help provide secondary jobs as well as fresh produce for the community. The North Superior Community Forest should be approached to help with this project. 5. TOURISM FACTORS a. Snowmobile market There still exists a strong snowmobile market, mostly related to the inter community travel network provided by the Ontario Federation of Snowmobile Clubs. Hornepayne has maintained a good reputation as a well-organized club. They have recently been approved to change their geographical affiliation with the communities along the highway 11 corridor. This re-alignment is a better fit for partnerships. Strategically located along the Top A trail, Hornepayne provides a necessary link between the South and North. To maintain this strategic niche, the loss of overnight accommodations and reduction in restaurant facilities will need to be addressed. The Economic Development Corporation has made this item one of their priorities. b. Lack of entrepreneurial champions The unavailability of local champions to undertake risk base developments is a significant issue to the economic development process. Although funding gaps may be addressed to some degree, the lack of operators and the need to import entrepreneurs increases the risk to the implementation and eventual effectiveness of any strategic plan. c. Operators remain in opposition to the forest industry and access Local and regional tourism operators believe that forest harvesting operations and road based recreation have the greatest likelihood of negatively impacting their business in the immediate and foreseeable future. These concerns are greatest for remote and water based operators. It has been determined and documented that increased involvement of the tourism operators in the forest management process will not increase the satisfaction of the operators. d. Distance is not necessarily the draw back it is perceived Specific segments of the travel market view long distances as enhancements of the travel experience. The case is particularly true of trail riders and bus tour operators. Specific comfort requirements must be met to ensure that the travel experience is enhanced from point of departure to point of destination. The travel mode as an experience in itself must be factored into the overall tourism product. 8

9 e. Beyond a single attraction Notwithstanding a unified vision, Hornepayne must expand and grow its tourism base. In general, opportunities for the area need to be built on the basis of the natural and cultural resources that can be packaged to suit the specific niche markets identified in future market trends. The vast expanse of natural wilderness around Hornepayne and the aboriginal, forestry heritage form the foundation for any strategy to be developed. By matching various products and services to the specific needs of the target markets, the area can benefit from the growth of tourism. For success, product development needs to be matched by reliable services, well focused promotion and competitive pricing in the target market. Support for the tourism strategy from area residents and commercial enterprises are essential to the success of any strategy. Marketing efforts must include an internal community approach as well as external approach to the target audience. 6. RETAIL AND SMALL BUSINESS FACTORS The retail market in Hornepayne is under serviced since the closure of the Northern Store and subsequent loss of the Center Mall. One of the major businesses in the community has changed hands and this has brought about a rejuvenation of this business. Approaches to major general discount stores showed great support two years ago but due to a lack of access to rental premises, these stores did not open a franchise in the community. The market supported the former Northern Store and would support a new similar venture. Good commercial land is not currently available and is also proving to be a problem to overcome for businesses wishing to establish themselves in the community. A complete study of the availability of land as well as what municipal services are available to these lots must be undertaken to present possible options to potential investors. The people of the community are currently doing the majority of their shopping out of town due to very limited purchasing opportunities within the community. There will always be a segment of the market that will shop out of town but when there are very limited options within the municipality, most of the people will shop out of town and this will in turn hurt the current existing retail market even more. 7. THE STRATEGIC PLAN 9

10 VISION: To position Hornepayne to take advantage of business opportunities and promote the successful growth of those endeavours while providing the best possible care and services to the citizens of Hornepayne. MISSION STATEMENT: To ensure the survival and growth of our community, and to bolster commitment to the entrepreneurs, volunteers and citizens that live in our community. a. Common values The development of the Hornepayne economic development strategy and its game plan is structured on a platform of common values shared by individuals, agencies and businesses in the Community of Hornepayne. These values are: i. Public safety supersedes all economic needs; ii. Municipal revenues are public funds for the betterment of municipal services that are applied to the greater community good and delivered in an open and accountable fashion; iii. Quality of life extends beyond economic returns and includes quality education, health and social services, safe and free public space, access to affordable leisure and recreational facilities; iv. Private sector initiatives are at the core of the Hornepayne economic structure and competitiveness is defined and achieved through standard market conditions without government interference; v. The natural resource based industries including forestry, tourism and transportation are the economic foundations on which Hornepayne has been developed and are the heritage that will ensure prosperity and a stable future; vi. All sectors must work harmoniously to preserve existing businesses and facilitate the development of new businesses; vii. Environmental sustainability and effective management of natural resources are critical elements of a long term and prosperous future; viii. The cultural diversity of the local population is an integral part of the Hornepayne Community and its future. b. Economic goals and objectives The underlying target of economic development is job growth. To grow more jobs and to offer a wider choice of jobs and employment opportunities, it is necessary to expand Hornepayne s economic share of the tourism market. While it is the role and investment of private sector business that will grow the economic market share, local government in concert with regional stakeholders, can contribute to the development of an environment that is conducive to such investment. Growth is often a slow and complex process which benefits from the vision, governance and resources of government. The strategic plan 10

11 incorporates goals and objectives to ensure that a prosperous community is present for the current and future generations of Hornepayne residents. These goals and objectives are: 11

12 i. Support the economic competitiveness of Hornepayne and area businesses through the efficient provision of municipal services and through and equitable tax levy; ii. Establish Hornepayne as a year round tourist destination, structured on the community s cultural heritage and outdoor adventure assets; iii. Achieve controlled economic diversification without compromise to the core elements of the existing economic structure; iv. Create development catalysts to encourage private sector investment and job creation; v. Ensure adequate infrastructure is available to support growth and development; vi. Assist and work through local economic development agencies to avoid duplication in sponsoring growth and development; vii. Achieve long term sustainable growth without compromise to the common values shared by all residents of the Town of Hornepayne; viii. Increase participation of the First Nation community in the developing economic plan; c. Strategy targets In Hornepayne, expanding the economic market share requires strategies aimed at the following: i. Sustaining local businesses, jobs and reinvestment; ii. Growing local businesses, jobs and opportunities; iii. Attracting external businesses and investments; iv. Developing existing tourism assets. d. Strategy balance Balance is a cornerstone of sustainable development. The lesson learned from the recent past is that Hornepayne needs to avoid the pitfall of putting all its eggs in the same basket. A diverse and balanced portfolio, which recognizes the importance of each of the following components is necessary. i. Investment anchor jobs; ii. Small business creates additional new jobs; iii. Globally competing industry is the foundation of the Hornepayne economy; iv. Small home based and micro enterprises generate wealth; v. Public sector financial risk is unacceptable; vi. Economic strategies are long term investments; vii. Stakeholder participation is essential; viii. Critical success is the recognition of the public sector bottom line and the importance of balancing social, environmental and economic considerations over the long term. 12

13 e. Council leadership and organizational focus As an organization, the Hornepayne Town Council has an important role in helping to create an environment that is conducive to investment and job creation. The task of delivering economic development strategies requires an unanimous approach and the empowerment of Council s economic development tools, namely its Economic Development Corporation and Council s influence on local associations and agencies to act in concert with Council towards common goals and objectives. Central to this concerted effort by Council is a consistent message and strategy, based on the principles of: i. Action ii. Communication iii. Continuous improvement iv. Team work v. Accountability f. Hornepayne economic development strategy To achieve its economic development goals and objectives, the Council will support the economic development strategy. The first strategy revolves around focusing on Council s processes and assets to support the growth of the Town and the regional economy by delivering customer oriented, outcome driven works and services. This section of the strategy recognizes that effective and efficient local government gives an economy a competitive edge. The second strategy entails collaborating with other stakeholders to deliver outcomes beyond the individual capability and resources of local institutions, by forging partnerships at a regional and provincial level. This recognizes that economies transcend immediate municipal boundaries and that regional collaboration achieves more than individual efforts. The third strategy is concerned with supporting and encouraging the development of select business sectors, such as forest value added manufacturing, tourism, local retail, nuclear waste storage site, and others, to build and strengthen clusters by providing appropriate planning, facilitation and support. This recognizes that competitive economies need strong drivers and diverse sectors. The fourth strategy focuses on developing social capital and high quality of life (including quality environmental, recreational and public space) to facilitate and support economic development by providing leadership, planning and governance. This recognizes that a healthy, educated and mobile workforce is a critical ingredient of a competitive economy. 8. STRATEGIES & OBJECTIVES 13

14 a. Focus Council s processes and assets The first element of the strategy involves directing Council s resources, assets and processes to support economic development and investment. b. Provide clear planning and guidance It is critical that there be long term perspective for leadership in economic development in Hornepayne, to ensure that there is sufficient space, services and infrastructure for future economic development and that there are clear development controls and appropriately designed physical environment to support growth. Plan requirements: i. Ensure the strategic plan is evaluated annually and updated as needed; ii. Ensure the community meets or exceeds the MNDMF investment readiness model; iii. Appoint and maintain Council representation on community development organizations; iv. Update the Town s web site and employ this vehicle to promote economic development; v. Promote and communicate Council s Economic Development Strategy c. Mandate of Hornepayne Economic Development Corporation The establishment of the Hornepayne Economic Development Corporation is a tangible vehicle to execute Council s strategic plan. The Hornepayne EDC can be used as a vehicle to leverage external government funding and in partnership with other economic partners; it can realize unique programming on behalf of Council. Plan requirements: i. Ensure board community representation and economic sector participation on the Hornepayne EDC; ii. Maintain and publish a regular state of the local economy press communiqué for local distribution to the media; iii. Create investment response protocols; iv. Appoint a representative to regional development organizations including LCC, Nord-Aski R.E.D.C., NSFC and other opportunities as they present themselves. 14

15 d. Communicate the plan and create a pride campaign The need to create awareness of Council s strategic planning initiative is instrumental to the plan being adopted by related agencies and like minded organizations. In addition, community pride and awareness of the importance individual economic sectors enhance the quality of life of Hornepayne residents and are often the best means of ensuring the long term participation of residents and the success of the overall strategic plan. Plan requirements: i. Develop and test community pride campaign; ii. Publish regular newsletters on tourism and economic development functions; iii. Market Hornepayne through media exposure and editorials; iv. Develop marketing and impact awareness strategies for specific economic sectors: Forestry, Tourism, Retail, Transportation, etc.; v. Develop annual tracking and survey structure to assess local participation and resident satisfaction. e. Deploy council assets to support specific economic development activities When used in an optimal and judicious fashion, the resources and assets that Council has at its command can often be used to unlock forms of economic activity and investment that would not have been otherwise attained. The potential is particularly evident in relation to cultural and recreational facilities and assets under Council s control. Plan requirements: i. Actively seek out to host regional and provincial events such as Science Fairs, sports tournaments, regional political meetings, etc.; ii. Support cultural development activities and events that utilize and revitalize council assets; iii. Create partnership for development of multi-use trails in the Town of Hornepayne and to other communities; iv. Support the development of cultural based local heritage organizations. f. Collaborating by forging partnerships at regional and provincial levels The second element of the strategy is focused on collaborating with local and regional stakeholders to deliver outcomes that are beyond the individual capabilities of local institutions. 15

16 g. Establish accountability measures to evaluate success and performance of Provincial and Federal Small Business Initiatives in Hornepayne Area Through a variety of programs, the provincial and federal government undertake the establishment of initiatives to support grass root economic development. However, such programs are often delivered by individuals and or agencies located outside of the Hornepayne community. In order to determine their effectiveness, it is essential to understand the presence of and specific mandate of these initiatives and to develop accountability measures to assure proper delivery to Hornepayne stakeholders. Plan requirements: i. Define delivery frameworks applicable to Hornepayne through FedNor/Industry Canada, OMAFRA, Trillium, HRDC, NOHFC, MNDMF, BDC, REDD, etc.; ii. Streamline and facilitate application processes on behalf of Hornepayne stakeholders to relevant programs; iii. Maintain database and participate in annual program review processes undertaken by supporting agencies. h. Contribute to a coherent regional economic development strategy Insofar as economies transcend local government boundaries, Hornepayne s economic future hinges in part upon the successful development of the region. A coherent regional economic strategy and action plan is a key instrument in the process of attracting investment. It is necessary to ensure that Hornepayne s approach to development is carefully aligned with other municipalities along Highways 11 and 17 in proximity to the community. Plan requirements: i. Use FONOM to ensure that the role of local government and Hornepayne in particular is recognized in regional and provincial activities; ii. Launch the Hornepayne Economic Strategy by September 2011; iii. Take a lead role in guiding the development of the North Superior Community Forest and emphasize Hornepayne s needs; iv. Solicit provincial and federal political support for the launch of the strategic plan. 16

17 i. Develop solid infrastructure and services to support the economic strategy Although not sufficient in themselves, a sound infrastructure base and a cohesive society are key pre-conditions for investment. One of the main arenas of local government activity is to ensure that infrastructure is in place to support a competitive economy. The role of local government is also to provide adequate planning, consultation and support for infrastructure development, and to contribute to its funding, management and promotion in appropriate ways. In view of the importance of forestry, tourism and transportation to the area, investment in road and rail access, green space, public parks and tourism catalysts is essential. Plan requirements: i. Become proactive in the solicitation of priority projects for infrastructure development by specific industry; ii. Employ planning tools and by-laws to provide common theme and development elements for tourism branding; iii. Undertake the development of an ecological park within Town limits to be used as a catalyst for tourism development opportunities; iv. Encourage local arts programs for streetscape highlights and focus on a cultural heritage theme; v. Assess signage programs within Hornepayne and draw points on Highway 11 and Highway 17, specifically at the junctions with Highway 631; vi. Work with the CN to facilitate passenger disembarkation; vii. Support efforts by Nord Aski R.E.D.C., NSFC, Hornepayne EDC and other development agencies. j. Nuclear Waste Storage Site The Nuclear Waste Management Organization (NWM0) is currently researching for a potential site to safely and securely store used nuclear fuel. As of July 2011, Hornepayne is one of eight communities that have publicly expressed an interest in being considered as a site to host a deep geological repository for Canada s used nuclear fuel. Plan requirements: i. Investigate possible used nuclear fuel storage site; ii. Inform the community to build understanding of the project and the steps in the process; iii. Engage the community in a study of health, safety, environment, social, economic and cultural effects of the project; iv. Communicate with the people of Hornepayne and the surrounding communities during the site selection process. 17

18 k. Supporting target business sectors The third element of the strategy is concerned with providing specialized support for select business sectors. It is clear that Hornepayne s long term prosperity rests with its ability to balance economic activity amongst multiple sectors and to move away from an overbearing reliance on the forestry sector. Value added manufacturing, tourism, health, education and regional industrial support services are among the sectors that have performed the strongest in terms of employment creation. In addition, there are several other important sectors that build on existing capacity, bring new skills and investment to the community and that have strong potential with projects being actively planned. The co-generation plant currently under construction is a perfect example. The possibility of agricultural production year round with greenhouses heated by energy surpluses from this plant could very easily create over 20 full time positions. l. Support primary forest industry The forest industry remains the key economic driver for the Hornepayne area s economy. It is critical that core support be given to existing companies operating in the sector. Advancing competitiveness of these enterprises will assure that the industry remains viable and continues to support the community. Plan requirements: i. Ensure representation of the main local employers on the Economic Development Corporation; ii. Actively solicit companies comments on their needs and requirements; iii. Lobby provincial and federal political institutions on the benefits of the industry and the importance of the industry s global competitiveness; iv. Maintain active communication between the major industry and its supporting economic sectors and facilitate, where possible, conflict resolution negotiations; v. Actively participate in planning exercises of MNR and Sustainable Forest Management Plans; vi. Support energy generation options with provincial authorities and private sector companies to increase local competitiveness. m. Foster development of value added forest manufacturing industry The local assets found in the community, in terms of skills, knowledge and ability lend themselves to the creation of natural placement of a second tier manufacturing industry. Encourage entrepreneurs through a specific development and awareness campaign, employing related educational and support services aids to offset development risks for such entrepreneurs. 18

19 Plan requirements: i. Undertake, with the help of Northern Ontario Value Added Initiative NOVA, a feasibility analysis for the development of an entrepreneurial incubator center, dedicated to secondary manufacturing opportunities resulting from primary products generated by the sawmill; ii. Work with MNDMF, through their economic development mandate, to identify significant and low risk market entry products; iii. Complete an assessment of similar communities in other areas, which have advanced secondary manufacturing industries, and analyze local gaps that are identified; iv. Develop, in partnership with NOVA and Nord-Aski R.E.D.C., business templates on known products in the secondary manufacturing industry; v. Encourage Nord-Aski R.E.D.C. to seek funds from provincial or federal agencies for creating a state of the art reference and resource library to encourage entrepreneurial research; vi. Review strategy with industry participation and support; vii. Carry out local marketing and awareness campaign of known opportunities for and by existing companies; viii. Request NOVA to make a presentation in the community oriented specifically to the development of initiatives relating to secondary manufacturing industry n. Support the development of tourism The tourism sector is regarded as probably the largest and fastest growing employment sector in the world. In Hornepayne s context, the elements of a world class destination centre are present and could play an important role in diversifying the local economy. Hornepayne must harness and focus the contribution of local, regional, provincial and federal agencies and the private sector to develop tourism products and market the area. Tourism should be a priority sector for Council and the subject of specific detailed marketing strategies and undertakings. Plan requirements: i. Encourage partnerships between First Nations, private sector and the Hornepayne Economic Development Corporation for the specific purpose of an in-town welcome centre; ii. Establish a reservation service for area accommodation providers; iii. Explore and encourage development opportunities for new accommodations inventory in the community; iv. Focus marketing campaign and orient municipal signage infrastructure towards a tourism destination branding. 19

20 o. Encourage retail enterprises and small service businesses Hornepayne is home to a limited mix of specialty shops, restaurant and local services. Small business accounts for the largest percentage of employment and internal economic trade nationally. Growth in this sector is important to the overall well-being of the economy and in particular, to support broad initiatives in tourism where the merchandise inventory and services of small unique retailers is an essential ingredient to the success of these initiatives. Plan requirements: i. Officially recognize the validity, importance and benefits of small business to the community s economic structure; ii. Provide a forum for dialogue between the retail commercial businesses in the community; iii. Encourage Nord-Aski R.E.D.C. to undertake a service delivery awareness campaign of its benefits to this sector; iv. Look into an aid program to encourage owners to update and modernize business facades; v. Actively pursue a department store to initiate an installation of a store in the community; vi. Work with all merchants to create tourism links; vii. Undertake to review the willingness and potential benefits of employing common themes based on an overall tourism marketing strategy adopted by the community; viii. Review the opportunities to promote home based businesses in the electronic age. p. Develop social infrastructures and a high quality of life The fourth element of the strategy involves building up Hornepayne s social capital, that is to say, its people, their skills and social facilities, in addition to developing a high quality of life through leadership, planning and good governance. This strategy has several objectives which are set out below. q. Provide leadership and vision Community and business confidence can be strongly influenced by the leadership and direction set by elected Council and the professionalism of the Council s organization. As a lead agency, it is incumbent on Council to provide clear strategic direction for the community, its residents and its many organizations. 20

21 Plan requirements: i. Implement Hornepayne Council s strategic vision and priority objectives; ii. Monitor community attitudes towards performance of the strategic plan; iii. Develop clear strategic direction statements and management plans; iv. Forge community partnerships around key economic events and business sectors; v. Represent Hornepayne s residential and business citizens to provincial and federal governments; vi. Hold open and regular dialogue with business leaders; vii. Investigate potential economic, cultural and social benefits of promoting Hornepayne as a vibrant Northern community. r. Provide appropriate community facilities The provision of economic infrastructure is a core responsibility of Council. A key requirement for economic development is a high quality living environment that supplements an attractive business climate. Plan requirements: i. Ensure community services and facilities are relevant to Hornepayne needs and standards; ii. Manage the inventory of community facilities and maintain them at appropriate service levels; iii. Periodically investigate the satisfaction of the business community towards community services and facilities s. Develop a sustainable community Sustainability is about ensuring adequate consideration of social, environmental and economic matters during decision making, so that the long-term interests of future generations of the community are protected. Sustainability is fundamental to maintaining a high quality living and working environment. Through its policies, assets and services, Council is able to establish appropriate standards, regulations and monitoring mechanisms to ensure that the way of life for Hornepayne residents and businesses is capable of being sustained on an inter-generational basis. Plan requirements: i. Target initiatives which provide potential training and employment for the long term unemployed such as YECC Youth Employment Counselling Centre initiatives; ii. Actively encourage the retention of Hornepayne s youth by promoting new developments and future job requirements; iii. Educate local and regional businesses on Council s vision of sustainability and the key elements of Hornepayne s common values; iv. Explore opportunities for long term development. 21

22 t. Youth involvement Youth retention is a relevant subject for most small rural communities. The attraction of expanded social events and job opportunities continue to drain our Northern communities. A vibrant community and job opportunities are two of the main drivers to retain our youth. Mechanization in the forestry industry and reduced personnel on CN trains has reduced the possibility of employment in Hornepayne. Parents who have worked in the forestry related fields have contributed to the education of their children in the hope that they will not have to work in this industry. There currently is and will continue to be an expansion in the need for forestry workers. The Baby Boomer generation is retiring and there are not enough young people to take their place. There will be added opportunities with the technological opportunities offered with the cogeneration project of Olav Haavaldsrud Timber Company. A huge employment potential could also be derived from the Nuclear Waste Storage Site being studied. Council must take into consideration the aspirations of the young people in the community and have regular discussions on their implication and needs. Plan requirements: i. Work with the High School counsellors to help advise Hornepayne youth on the job opportunities within the community; ii. Undertake a labour force review using Far North East Training Board data as a base to establish positions to be filled in the community and establish approximate retirement data for people currently employed; iii. Support current EDC projects for youth involvement in summer jobs and activities; iv. Establish dates for bi-annual meetings with the youth of the community to implicate them and communicate with them; v. Evaluate the possibility of re-establishing the youth center. u. The Golden Years Seniors services The latest census data shows the population of the community of Hornepayne is getting older. There exists a paradox where the youth population as a segment of the total population is in decline. This creates a change in direction required to service the needs of this growing segment of the total population. Governments and the health sector are currently embarked on a social revision of special services standards to help this population shift to provide for relief by helping individuals age at home. This implies a managed approach in the community to support this group to remain more active and participate in helping Hornepayne remain a vibrant supportive community to all social groups. 22

23 Plan requirements i. Ensure that recreational opportunities exist for the aging population; ii. Provide social and physical needs with the help of the health sector for aging at home services to reduce the health requirements of an aging population on the health sector; iii. Provide social and meeting spaces for the seniors to create pride, involvement and the cooperation of seniors in plans to keep them actively involved in community events and activities; iv. Explore funding opportunities available from various government agencies to support activities and social needs for seniors; v. Involve seniors in the decision making process to ensure buy-in from the group; vi. Engage seniors participation in projects which will benefit their membership; v. Facilitate the growth and maintenance of the community sector Quality public places and adequate infrastructure are catalysts for community economic development. In order to maximize the economic and social development benefits of public places and infrastructure, it is necessary to manage them as though they are economic, social and environmental assets. The objective should be to optimize the overall return on public investment. Part of this involves encouraging community ownership of Hornepayne s public places and assets, to increase usage rates. Developing and maintaining a sense of place, a community of concern and an environment of community responsibility are fundamental to Hornepayne, in order to attract investment and jobs to encourage its retiring residents to remain. The provision of a range of community support services, in addition to providing significant opportunities for training and employment, contributes to the quality lifestyle enjoyed by residents. Access to services (ranging from children s services through to elderly care and support of families, youth and people with disabilities) is also a contributing factor for influencing decisions of organizations to relocate to the area. As well as providing significant employment opportunities covering a range of skills for individuals, a strong community sector is also an important indicator of the health and depth of a community s social infrastructure. 23

24 9. LOCAL DEMOGRAPHIC PROFILE (2006 Census from Statistics Canada) a. Population comparisons 2001 Census 1, Census 1,209 % of Change % District of Algoma 117,461 Total Private Dwellings 539 Population Density per km² 5.9 Land Area (Square km) b. Age comparisons Age Total Male Female Total population 1,

25 c. Education comparisons Educational attainment Total Male Female Total population, 15 years and over No certificate, diploma or degree High School certificate or equivalent Apprenticeship or trades certificate or diploma College, CEGEP or other non-university certificate or diploma University certificate or diploma below the bachelor level University certificate, diploma or degree Total population aged 15 to No certificate, diploma or degree High School certificate or equivalent Apprenticeship or trades certificate or diploma College, CEGEP or other non-university certificate or diploma University certificate or diploma below the bachelor level University certificate, diploma or degree Total population aged 25 to No certificate, diploma or degree High School certificate or equivalent Apprenticeship or trades certificate or diploma College, CEGEP or other non-university certificate or diploma University certificate or diploma below the bachelor level University certificate, diploma or degree Total population aged 35 to No certificate, diploma or degree High School certificate or equivalent Apprenticeship or trades certificate or diploma College, CEGEP or other non-university certificate or diploma University certificate or diploma below the bachelor level University certificate, diploma or degree d. Labour force indicators Total Male Female Total population 15 years and over In the labour force Employed Unemployed Not in the labour force Participation rate Employment rate Unemployment rate

26 e. Labour force by occupation comparisons Occupation Total Male Female Total experienced labour force 15 years and over A Management occupations B Business, finance and administration occupations C Natural and applied sciences and related occupations D Health occupations E Occupations in social science, education, government service & religion F Occupations in art, culture, recreation and sport G Sales and service occupations H Trades, transport and equipment operators and related occupations I Occupations unique to primary industry J Occupations unique to processing, manufacturing and utilities f. Income INDIVIDUAL INCOME Average employment income $40, Male $51, Female $23, Average full time income $61, Male $69, Female $40, FAMILIES & HOUSEHOLDS Average Family Income $71, Average Household Income $58,

27 APPENDICES 27

28 Addition: Add an Appendix to explain all the abbreviations in this document. Appendix A Hornepayne Strategic Planning Session December 7 th, 2010 Participants at the strategic planning session were asked to come up with potential project ideas that would answer the present needs of the community. They are the following: 1. Overpass / Underpass railway 2. Youth / Teen Centre 3. Library 4. New Municipal Office 5. Marketing Plan Inventory of what's available and opportunities 6. Recreational Complex i.e swimming pool / Community Centre 7. Professional Services Centre i.e. centre for bookkeeping, legal and medical services (optometrist/dentist) 8. Restaurant 9. Department Store 10. Urban Infrastructure i.e road paving, sewage 11. Handicap Accessibility 12. Recruitment Committee for professionals 13.Social Gathering Place 14. Horticultural Society i.e. Community garden, Fall Fair 15. Employment Opportunities for Youth 16. Economic Development Officer 17. Arts, Drama & Music 18. Seniors Complex 19. Community Access to Schools The participants were then asked to choose 5 projects that are important and that can be accomplished on a short term basis. The participants listed the details of the project, funding and would be the leaders of the specific project. They are the following: Hornepayne Top 5 Projects 1. Gathering Places (Restaurant): -Canteen at the Arena, Downtown Drop In Centre at United Church -Community garden could be integrated with gathering place, gazebo -Library -Youth -Access to Schools and Churches Cost $: Funding $: Self-financed, donations, in-kind contribution from specific organisation where drop in/gathering place will be. 28

29 Project Leaders: Sunshine Club, Churches, Recreation Committee, Pentacostal church has youth centre in basement but they might potentially build a Youth Centre. Will do a follow-up of youth and senior centres. Municipal government will communicate with schools for access. 2. Marketing Plan: Funding $: Trillium Foundation, FedNor and NOHFC, NCIR, potential LIC from Nord-Aski R.E.D.C. Project Leader: EDC or Municipal government can apply, Nord-Aski R.E.D.C. can act as a resource 3. Economic Development Officer: - Additional costs for EDO (travelling $1,000/monthly) Funding $: Project driven-red and Trillium Foundation (90% over three years) Where does the 10% come from Office space, laptop, cell, internet access Project Leader: Hornepayne EDC, Nord-Aski R.E.D.C. can act as a resource 4. Community Complex (Recreation Centre): move weight room (Make a business proposal out of it, privatize it) There are funds available for entrepreneurs through NOHFC, if previously unemployed could access OSEB Program. Funding $: Trillium and NOHFC for repairs - Project Leader: Municipal govt. 5. Professional Services Centre & Recruitment Committee: The Professional Services Centre should be a private enterprise. Joint private and social enterprise partnership. Services offered: dentist, optometrist, lawyer, bookkeeper, MTO and other Services Ontario programs. Funding $: Project Leader: For recruitment-hospital, Municipality, EDO Municipal Infrastructure: pipes (Long-term project) 29