A Future Full of Potential An Economic Development Action Plan for Hastings County

Transcription

1 A Future Full of Potential An Economic Development Action Plan for Hastings County

2 Message from the Warden am pleased to present our County s Economic Development I Action Plan 2009 to It provides an assessment of our local economy and a greater understanding of the requirements for increasing our County s prosperity. It defines a roadmap for economic development and marketing to achieve success in both the short- and long-term. Developing this plan was no easy task. It was produced in-house by County staff and is the result of countless hours of data analysis, consultations and interviews involving more than 130 stakeholders who represent the private and public sectors contributing their time to help us generate priorities. With a future full of potential, this document will guide our County s economic development actions and provide a framework for success. Sincerely, Ron Emond Warden Hastings County Economic Development Action Plan

3 Acknowledgements Hastings County would like to thank all the individuals who gave their time and ideas in the development of this plan. In particular, we would like to acknowledge the time, commitment and contribution made by the members of the Economic Development Advisory Committee. These individuals are: Warden Ron Emond County of Hastings George Offshack Limerick Lake Lodge Simon Chapelle Bell Aliant Kelly Welch Marmora Valu-Mart Dale Ketcheson Agriculture Representative Hastings Federation of Agriculture Dan McCaw Reeve of the Township of Wollaston (Member 2007/08) Dianne Spencer Loyalist College Bob Sager Committee Chair Reeve of the Township of Madoc Tom Deline Past Committee Chair (2007/08) Reeve of the Municipality of Centre Hastings June Osawabine CIBC, Tweed Larry McTaggart Forestry Representative Jan Woodlands Norm Clark Mayor, Town of Deseronto County of Hastings Staff Andrew Redden M.Sc.Pl, MCIP, RPP, Ec.D. Economic Development Manager Brian McComb B.E.S., MCIP, RPP Director of Planning & Development 15 Victoria Avenue Box 2, 2nd Floor Belleville, ON K8N 1Z5 Tel: ext Toll Free: Fax: Web: Hastings County acknowledges the support of the Rural Development Division of the Ontario Ministry of Agriculture, Food & Rural Affairs for their tremendous help with the collection of the community competitive analysis for this report along with staff at the Community Futures Development Corporation of North & Central Hastings and South Algonquin for assisting with some of the Community Profile data collection and research. Hastings County Economic Development Action Plan

4 Table of Contents Executive Summary 1 Positioning Future Economic Growth in Hastings 3 Current Situation 4 A Brief Look at the Hastings Economy 5 Employment Profile 5 Employment Growth: Labour Force 6 An Economic Vision for Hastings County 7 In Person Interviews 7 Focus Groups 7 The Stakeholder Summit 8 Targeting our Growth Key Sectors for Retention, Expansion and Attraction 9 The Action Plan - Key Priorities for Hastings 14 Performance Measurement 17 Moving Forward 17 Appendix A Additional Priorities 18 Appendix B: Situation Analysis 20 Hastings County Economic Development Action Plan

5 1. Executive Summary Introduction In an increasingly competitive global market it has never been so important for local governments to prepare and implement effective economic development strategies. Sustainable economic growth at a local level is vital to generate ongoing business growth and employment opportunities and to support improvements in infrastructure and community services. This Economic Development Action Plan is one of the strategic documents identified in the 2007 Hastings County Economic Development Strategy as required to establish direction and guide decision making in the County. It charts the economic course ahead over the next three years and allows the County to become more aware of the local economic climate and situation. It helps to highlight what the options for growth are. A healthy and prosperous economic future can be obtained through the priority recommendations and action items contained within. Accompanying this Plan is the Hastings County Economic Development Situation Analysis providing a 56-page comprehensive statistical analysis of the economic situation in the County using the most recent data available. It highlights the competitive strengths and outlines the core proactive sectors for attraction, retention and expansion efforts. Nonetheless, completing this plan is not the end it is a starting point of a process that will increase prosperity in Hastings County and its position in Ontario and Canada. While Hastings County initiated this new plan, to acquire a solid understanding of the local economy, more than 130 stakeholders participated including those in manufacturing, agriculture, forestry, tourism, retail, municipal government, education, health care, and even our youth participated. This opportunity for input was provided through personal interviews, focus groups and a Stakeholder Summit on September 22, As well, the County s Economic Development Advisory Committee helped to shape the Strategy by reviewing and fine tuning the input from stakeholders. The competitive strengths of Hastings County and the Key Theme Areas that emerged for discussion include: AgriVentures Natural Resources Creative Industries Tourism Manufacturing Commerce In addition to serving as a guide for the County, this plan is intended to enable all those promoting the County s economic development to coordinate their efforts and focus their resources on the same priorities. It is hoped that member municipalities, Chambers of Commerce, Business Improvement Area Associations and other business service and economic development organizations in Hastings will align their activities with this overall plan. Hastings County Economic Development Action Plan 1

6 1. Executive Summary Strategic Key Themes Action Items 1. AgriVentures Expand AgriTourism by helping people discover where to purchase at the farm gate Market niche opportunities Investigate the feasibility of distribution and processing facilities 2. Natural Resources Promote the production and export of forest biomass products Determine the prospects for value-added processing and opportunities to generate more revenue Assist the forestry and mining industries by creating greater awareness of their work and history in the County 3. Commerce Expand access to broadband and cell phone services Develop a comprehensive listing of financial resources/services to assist new business start-up Implement and finance cash incentive programs Community Improvement Plans Stay in touch with young adults who migrate out of Hastings County keep them aware of local employment and investment opportunities 4. Manufacturing Develop a targeted investment marketing strategy Ensure financial and other incentives for manufacturers are easily identifiable and marketed Attract a manufacturer of equipment and supplies for eco-adventure activities 5. Tourism Inventory and analyze Hastings County s tourism amenities and attractions Premier Ranked Destinations Framework Implement a Hastings County focused branding strategy Expand promotions about natural/outdoor recreation opportunities 6. Creative Industries Develop a Hastings County Cultural Strategic Plan Focus business attraction and expansion on creative industries Inventory local artists and map their locations within a Hastings County Art s Guide Hastings County Economic Development Action Plan 2

7 2. Positioning Future Economic Growth in Hastings Economic development is a new function at Hastings County established in the summer of Through the help of consultant Paul Blais, a public consultation process and community analysis was conducted with the objective of making recommendations on the priorities for future Hastings County economic development services. In January, 2007 a formal Economic Development Strategy was received for the development of an economic development office, hiring of staff and a One Year Action Plan. Following the approval by County Council of a budget for economic development, the County hired an Economic Development Manager in August, The original strategy recommended that Hastings County take on a core responsibility in a few areas meaning the County become proactive in identifying challenges and opportunities, developing projects that lead to growth/diversification, finding partners needed to make it successful and implementing the ideas. These proactive responsibilities include: Agriculture Natural Resources (Forestry & Mining) Downtown Revitalization Investment Attraction Business Retention & Expansion Other proactive responsibilities (other County Departments) include: Infrastructure and Planning Physician Recruitment Where it is recommended that Hastings not take on a core responsibility it is meant that the County would be reactive to opportunities that come its way. These projects would be developed by other organizations that look to the County for support in a variety of ways including financial, advisory and as a symbolic partner. These non-core/ reactive responsibilities include: Visitor marketing Tourism Product Development (incl. Events & Festivals) Small Business Assistance Labour Force Development The County adds value in a number of ways including: Filling gaps by taking responsibility for core services that are not being provided effectively or at all; Providing professional support to local municipalities to retain and attract businesses in an effort to grow their employment and tax base; Supporting the efforts of local organizations that are involved in visitor marketing and tourism product development. These groups are characterized by strong grassroots support and good ideas, but due to inadequate funding suffer from an inability to implement their plans; Creating a central office where investors can receive professional advice and assistance in establishing their businesses anywhere in Hastings; Ensuring the long-term sustainability of programs such as the Main Streets Revitalization Initiatives; Delivering a strong program that concentrates on the similar needs of communities in the north and south despite their geographic separation; Looking outside of Hastings County to partner with other Counties and regional development organizations to attract inward investment; Pooling resources with local organizations to leverage dollars and show committed partnerships in an effort to secure funding from senior levels of government. As indicated in the Economic Development Strategy, it is necessary to prioritize a variety of actions that will guide the activities of Hastings County in economic development over the next few years. This Action Plan emerged from a comprehensive, broad based planning process. This included consultation with stakeholders and a detailed review of the County s economy. While there are a vast number of actions and opportunities that were identified through consultation, there are more opportunities to pursue than resources will allow. To be successful, the County has strategically selected a few initiatives, with stakeholder input, and recruited a broad base of community support to pursue them. Hastings County Economic Development Action Plan 3

8 3. Current Situation Hastings County commands a unique and enviable position in the Eastern Ontario region. You can find yourself just seconds to work and minutes to the cottage. A sound industrial/commercial base, revitalized downtowns and the legacy of a strong work force has made Hastings County the healthy and viable County that it is today. The communities of Hastings offer various amenities and opportunities, both urban and rural. In an era when access to broadband and communications breaks down the barriers, no longer do large cities have the advantage over the small regional community. With the area of 1,473,861 acres served by Canada s largest toll-free Highway 401, the Trans Canada Highway #7 and Provincial Highways 62, 37 & 28, the County offers excellent road accessibility. Hastings County offers a low cost of living and marvelous educational facilities. Loyalist College (Canada s outstanding small college) provides numerous training programs in support of local businesses and industries. As well, both Trent (Peterborough) and Queen s (Kingston) Universities are within commuting distance. There are many opportunities for Hastings County to capitalize on, including: development of the arts and cultural community, enhancing tourism, supporting and expanding the existing manufacturing base in a low cost environment, and greater marketing of Hastings outside of the region. A labour flow analysis also demonstrates that Hastings is a net exporter of jobs in several sectors and industries meaning opportunities abound for potential local job creation with a ready set base of skilled talent. Hastings also benefits from the grassroots volunteer spirit. The willingness for people to get involved is one of the County s strongest characteristics. The Main Street Revitalization Initiatives across Hastings, the ComfortCountry Planning Group and the North Hastings Economic Development Committee are good examples. Involving the local community by taking into consideration local needs and desires and incorporating them into ongoing decision making and activities creates effective economic development initiatives. Hastings County does, however, have weaknesses including: a lack of access to cell service and broadband infrastructure in many areas, a lack of serviced and shovel ready industrial land, shortages of some workers in skilled trades, insufficient accommodations and fine dining establishments, aging population, and young adults who leave and never return. The County also faces a number of threats including: a U.S. and global economic downturn hurting manufacturing, tourism and forestry businesses new regulatory measures enticing existing operations to consider relocating to available serviced lands in the cities the threat that not all areas of Hastings will have broadband and cell services due to physical land features and economies of scale Hastings County Economic Development Action Plan 4

9 4. A Brief Look at the Hastings Economy Hastings County is situated in the middle of the golden triangle which is the area between Toronto, Ottawa and Montreal. It is the second largest County in Ontario stretching from the shores of the Bay of Quinte and the 401 highway to Algonquin Park in the Hastings Highlands. It is bordered by Lennox & Addington and Renfrew Counties to the east, and Northumberland, Peterborough and Haliburton Counties to the west. It is comprised of several rural and small urban centres. While both the City of Belleville and City of Quinte West are recognized as being within Hastings County, and are included in some County functions such as Social Services, they are separated cities and have their own Planning and Economic Development Departments and do not have a seat at County Council. Minus the two cities, the County on its own has a population of 38,960 while combined with the two cities is home to 130,475 persons. Hastings also has an aging population compared to the Ontario average. Employment Profile Hastings enjoyed a 3.92% increase in the number of jobs located in the County between 2001 and It has a fairly diversified economy with strengths in agriculture, forestry and mining. Retail trade is by far of greatest importance to Hastings with 1,795 local jobs followed by health care and social assistance with 1,010 local jobs. In the accommodation and food services sector, Hastings has 900 jobs while in agriculture, forestry, fishing and hunting there are 840 jobs and in manufacturing 810. Those industries that showed significant employment growth between the 2001 and 2006 census years include businesses involved in the manufacturing of textile products with 155% growth while jobs in arts, entertainment and recreation increased 57% and accommodation and food services enjoyed a 55% increase in jobs. Agriculture, forestry and mining in Hastings are significantly concentrated in comparison to Ontario as a whole. There also is a significant concentration of jobs in construction, in retail trade and in accommodation and food services and arts, entertainment and recreation compared to Ontario. Those sectors that are less well developed in Hastings (but to be expected in a largely rural area) or had a lower percentage of workers in comparison to Ontario include: Utilities (high employment generators such as power generation facilities tend to be located outside the area and not all areas have water, sewer or natural gas); Wholesale trade (Hastings is strongest in agricultural supplies, lumber supplies and farm, lawn and garden machinery wholesalers and not others); Professional Services (while this has a low location quotient (LQ), employment in this area grew 18% between 2001 and 2006); Information and Cultural Industries (although this has a low LQ, this sector grew 13% between 2001 and Radio and television broadcasting as well as recording industries tend not to be in smaller rural areas but in the cities); Finance and Insurance (tend to be centred in Canada s cities like Toronto); Manufacturing (while having an LQ just under.75, prospects overall are limited in this sector due to external factors). Hastings County Economic Development Action Plan 5

10 4. A Brief Look at the Hastings Economy Employment Growth: A review of the changes in Census employment data in Hastings by Sector indicates a net job gain of 370 jobs or 3.82% between 2001 and 2006 while Ontario enjoyed a 7% increase for the same period. The largest employment gains by Sector were in accommodation and food services (320 jobs), arts, entertainment and recreation (100 jobs), construction (140) and retail trade (105). Those that decreased significantly between 2001 and 2006 include agriculture, forestry, fishing and hunting (-250 jobs), manufacturing (-100), transportation and warehousing (-90), utilities (-75) and educational services (-65). There are a number of industry groups within the major sectors that are considered driving sectors of the Hastings economy whereby a high percentage of employment growth was experienced along with a high concentration of employment compared to Ontario. Some examples include: Support activities for farms; Automotive parts, accessories and tire stores; Home furnishings stores; Florists; Offices of real estate agents and brokers; Accounting, tax preparation, bookkeeping & payroll services; Vocational rehabilitation services; Arts, entertainment & recreation; Independent artists, writers and performers; Accommodation and food services; Traveler accommodation; Labour Force Regarding the labour force of Hastings County, some highlights include: A lower participation and employment rate and a slightly higher unemployment rate than the Province of Ontario; Hastings has a higher percentage of its population with less than a university certificate, diploma or degree; Among residents, a greater proportion and percentage are employed in the natural resources, manufacturing, construction, wholesale and retail trade sectors as compared to all of Ontario; Hastings County exports workers, being a net exporter of 7,765 employees. Those sectors for which Hastings exports a large number of workers includes construction (1,145 workers), manufacturing (1,285 workers) and wholesale trade (420 workers). Hastings County Economic Development Action Plan 6

11 5. An Economic Vision for Hastings County Prior to developing an economic development strategy, a good understanding of the local economy is a must. The approach to the creation of this 3-year strategic economic development plan has included several key components: A background and literature review A Situation Analysis Competitive Advantage Analysis Labour Flow Analysis Community Consultation in the form of focus groups and stakeholder interviews; The identification of Key Theme Areas, and A Stakeholder Summit involving close to 80 stakeholders from across Hastings County to review the Key Theme Areas and develop Opportunities for economic growth. In Person Interviews Personal interviews were conducted with 25 stakeholders from across Hastings County. They were asked to describe the strengths, weaknesses, opportunities and threats for economic development and business in Hastings. Table 1 identifies the interviewees and their affiliations. Table 1: Interviewees Name Caroline Smith Janis Whitehead Julie & Brad Wilkinson Kim Stephens Cliff Irwin Elisha Maguire Rob Price Keith Menzies Golda Lafferty Maureen Piercy Saskia Cunnian Norm Grant Peter Stevenson Lorne Traves Bruce Loughton Robinson Lee Mike Healey Irene Usher Blaine Shannick Paul Pazt Brad Nichol Bruce Kingston Karen Smith & Craig Horton Steve Wilder Gord MacDonald Organization/Affiliation Stirling Festival Theatre (Then) President of the Bancroft & District Chamber of Commerce Leon s Young Adult Irwin Cabinet Works Economic Development Officer, Township of Stirling-Rawdon Chair, ComfortCountry Thomco Pallet & Box Manager, TD Canada Trust, Marmora President, Loyalist College The Hideaway Bar & Grill Bridgeline Ropes Enchanted Woods Fine Furniture Madoc Food Town CEO, Quinte Health Care Best Western Eldorado Cheese Factory Towns Edge Bed & Breakfast Universal Seal IKO Innovated Control Systems Ivanhoe Cheese Bancroft Flying Club Grano Vita Community Care North Hastings Focus Groups In addition to the personal interviews, a series of focus groups were held with groups of stakeholders representing key sectors of the Hastings County economy. The following sectors/ organizations were included: Agriculture / Farmers Forestry Bancroft Area Forest Industry Association (BAFIA) Tourism (Businesses in North Hastings) Tourism (Businesses in Central and South Hastings) Business Services (Community Futures / Trenval BDC, Enterprise Centre, BIAs, Chambers of Commerce) Youth Hastings County Economic Development Action Plan 7

12 5. An Economic Vision for Hastings County A Manufacturing focus group was planned. However, as it was challenging finding a time when manufacturers could all be together for a focus group, nine personal interviews were arranged with those selected to participate instead. In these sessions, a preliminary SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) took place. The results were used to complement the competitive advantage analysis and labour flow analysis and to identify Key Theme Areas for discussion at the broader Stakeholder Summit. Through the Situation Analysis, several industrial and business concentrations emerged and are understood as having the best potential to attract new business investment or could represent the existing and future export base of Hastings County. They are listed below and are grouped into two sections; those that should be core proactive sectors within a new investment marketing strategy, and those that are non-core proactive sectors: Core Proactive Sectors for Attraction, Retention and Expansion Efforts Agriculture & related activities Forestry & related activities Mining Tourism (e.g. Accommodations, Attractions, Restaurants) Small Business (e.g. Retail) Creative Industries (e.g. Arts, Culture, Entertainment) Manufacturing (e.g. Dairy product & Wood product manufacturing) Non-Core Proactive Sectors for Attraction, Retention and Expansion Efforts Construction Health Care Education The Stakeholder Summit Following the completion of the Situation Analysis, a Stakeholder Summit was organized. Stakeholders from across the County were invited to attend this one day summit to hear the results of the Situation Analysis and to participate in the review of six Key Theme Areas and develop Opportunities under each. The Summit was held on September 22, 2008 at the Madoc Township Offices and Community Centre and was attended by 80 stakeholders representing a broad cross section of interests. There was considerable and lively discussion on a variety of points. The morning was devoted to presenting an overview of the core proactive responsibilities of Hastings County in economic development and highlighting a number of actions completed to-date. This preceded a presentation of the Situation Analysis including input received from the stakeholder interviews. The six Key Theme Areas were discussed in the afternoon when Summit participants moved into groups. The groups were provided with the results of the focus group sessions and the personal interviews and asked to develop Opportunities for action under each Key Theme Area. Once the discussions were finished, each group reported back to the Summit at large on the results of the discussion. A number of Opportunities for action were identified and recorded. Nonetheless, to be successful, the County needed to strategically select the top three Opportunities under each Key Theme Area to complete in the short term. Due to time constraints at the Summit, all of the Opportunities were placed within an online survey and on September 23 stakeholders who attended were invited to complete the online survey by selecting their top three choices for the County to focus priority attention on. Stakeholders were permitted until October 1, 2008 to complete the survey. The results of the survey were tabulated and shared with the Hastings County Economic Development Advisory Committee for further input and discussion. Opportunities that did not make it into the top 3 are still included in this new Strategic Plan in Appendix A and considered in the medium to long-term. Hastings County Economic Development Action Plan 8

13 6. Targeting our Growth Key Sectors for Retention, Expansion and Attraction To secure our economic future, it is essential that Hastings County build its business retention and attraction efforts around key sectors that capitalize on its strengths and best demonstrate the capacity of the County to attract and retain investment. While this will require a continued focus on the needs of the County s existing sectors, as well as greater levels of support and development of our growth industries, it also requires us to look to the future in shaping our industries for continued success. The action plan and key priorities for Hastings under Section 7 on page 14 of this Plan provide a strong level of support for this effort, as they are based on the input of stakeholders who responded to statistics within a competitive advantage and labour flow analysis. The following sectors will play a key role in the future of our County: Agriculture & Related Activities In contrast to the entire Province, in terms of total employment, Hastings County has a high proportion of employment in agriculture and related activities. Although agriculture is a major part of the Hastings economy, it should be highlighted that the 2006 Census of Agriculture reported that there were 1,146 total farms in Hastings County, 44 fewer total farms than was reported during the 2001 census. Regarding land use, in 2006 the total area of land use in hectares was 121,886 which is a drop of close to 2,000 hectares. Nonetheless, while the trend has been fewer farms, those that remain are getting larger. According to the 2006 Census of Agriculture, the number of larger farms across Canada, with gross farm receipts of $250,000 or more have increased 13.8% since As farm numbers drop, the average size of the Canadian farm has increased from 676 acres to 728 acres. Mechanization of farming is a factor. Despite a reduction in the amount of jobs in agriculture, they are still showing a high degree of concentration in Hastings County. Nonetheless, they need some attention from the County to see if there is anything that can be done to help avoid further losses. Some suggestions are provided by local representatives of the Agriculture community by means of a focus group that was conducted. Some of the points include: better promotions of the importance of agriculture on our local economy; farm-gate marketing such as through HarvestHastings.ca; and there is encouragement for exploring new crops on vast marginal land such as switchgrass (to be harvested, pelletized and burned for space heating or used in cellulose ethanol production) and hemp crops which can be used to make bio-masonry, bio-plastic products as well as food supplements and textiles. 1 Forestry & Related Activities Forestry is a major employer in Hastings County and brings in new money with its exports. Forestry is the second largest manufacturing sector in Ontario with sales of about $18 billion per year and exports of about $9 billion 2. However, according to the Forest Products Association of Canada, the challenge to the Canadian forest products industry is unprecedented. They state: 3 Overseas competitors with lower costs and the latest technology are becoming important players in our traditional markets. Canada s strong dollar has put the industry at a competitive disadvantage visà-vis U.S. producers. Reinforcing our global competitiveness will entail embracing fundamental structural change as well as product innovations and transformative technologies to break the hammerlock of high costs and create non-traditional revenue streams such as generating and selling more renewable energy. Despite losses of jobs, and the 1. Bill Tremblay. Hemp: the new choice for farmers and it s legal. The Community Press. August 22, Ontario Ministry of Natural Resources 3. Forest Products Association of Canada 2006 Annual Review Hastings County Economic Development Action Plan 9

14 6. Targeting our Growth Key Sectors for Retention, Expansion and Attraction fear of losing more in forestry, they are still showing a high degree of concentration. Likewise, while environmental, political and economic forces are reshaping the forestry industry, it is recommended that the industry consider the new opportunities that arise as a result of major changes. For instance: 4 Demand for goods and services from sustainably managed forests is growing. Forests can provide products beyond paper and wood (e.g. energy from biomass); There is a competitive advantage as the forest products industry is one of the least carbon-intensive manufacturing sectors; Biological productivity of forests and supply of forest resources will increase as a result of climate change; Restrictions placed on some forests will intensify demand for new, sustainably managed forests; Industry can benefit from improving consumer and government relations by promoting climate change solutions such as sustainable forest products. If anything, perhaps hope comes in the form of encouraging statements made by Forest Products Association of Canada president Avrim Lazar who recently said, we see a horizon which is actually quite golden alluding to a time when lumber prices are tied to the price of oil. 5 Mining This sector enjoyed a 32% increase in employment between 2001 and 2006 and a high concentration of jobs overall compared to Ontario. The Ontario employment increase in this sector was 18%. With significant mining activity already taking place in Hastings County, and inquiries and explorations taking place currently, the potential for this to be an Attraction and Expansion Target is immense. According to the Mining Association of Canada, the mining industry is enjoying a prosperous period with global metal prices at or near historic highs. 6 This is attributed to economic growth in China and India, and the fact that the metals intensity in these economies remains below that found in the West, suggests that this demand and price situation will continue well into the future. The federal government is also paying attention such as announcing that it will provide $147,000 for a new project to highlight the variety of jobs in the sector to draw more workers and reduce the looming shortage of tens of thousands of mining employees. 7 Tourism & Creative Industries: Arts, Entertainment & Recreation and Accommodation & Food Services The number of jobs located within Hastings County in the arts, entertainment & recreation sector is quite high compared to Ontario and employment increased by 57% between 2001 & 2006 while increasing just 13% Ontariowide. As well, the number of Hastings County jobs within the accommodation & food services sector is high and employment in this sector increased 55% while increasing just 6% Ontario-wide. Such increases should not be taken for granted however. The Tourism Industry Association of Canada has warned Canada s tourism sector is on the brink of a crisis due in part to a 41% drop in U.S. visitors since 2000, new passport requirements and surging gas prices. 8 To encourage the attraction and expansion of new investment in the tourism sector, there is a new workbook to help. The Ontario 4. Saskatoon Star Phoenix. Forestry may benefit from creative destruction. September 2, Nathan VanderKlippe, Sector losses expected to worsen. The National Post. May 9, p. FP4 6. The Mining Association of Canada. News Release Message to Mines Ministers: Take Action to Sustain Booming Mining Sector. September 24, The Vancouver Province. Mining Industry Making jobs attractive. August 24, p. A45 8. CanWest News Service. Canada s tourism sector nearing crisis, agency says. Monday, June 2, Hastings County Economic Development Action Plan 10

15 6. Targeting our Growth Key Sectors for Retention, Expansion and Attraction East Economic Development Commission, with the help of Hastings County s Economic Development Manager, has produced a new award-winning Tourism Investment Pre-Feasibility Assessment Workbook. This is a great tool to be utilized when determining the feasibility of new tourism investment opportunities for Hastings. While the tourism sector can be deemed a Business Attraction Target, it should be considered a retention target as well. Good news, although a bit dated, is that a 2004 Statistics Canada Canadian Travel and International Travel Survey listed Hastings County as being in the top 15 visited Ontario places among a list of There also is a buzz about a new concept known as the Creative Rural Economy whereby communities turn to municipal cultural planning as a tool for building local economies through creativity, culture and quality of place. 10 Hastings could undertake a project of mapping its cultural assets to assist the Tourism Investment/Development industry supplemented by targeted investment attraction efforts to draw creative class entrepreneurs. Several people are employed in the Arts in Hastings County and a recent study shows there are communities within the County that have a high concentration of artists. 11 Retail Hastings County has a high concentration of jobs in the Retail sector compared to Ontario and employs 1,795 people. Employment increased 6.21% between 2001 and 2006 which was slightly higher than the Ontario increase in jobs in retail of 5.62%. According to the Retail Council of Canada, Annual Retail Sales for Ontario (as of April, 2008) was over $12 million, a 35.7% increase from the previous year. 12 But as always, keeping tabs on market trends is a must considering higher fuel prices are reportedly causing people to cut luxury items from their shopping lists. 13 A solid investment marketing plan should be tailored around market threshold analysis (what the gaps are) and let local businesses know what is missing, and also market the opportunities to potential new investors. This combined with the downtown revitalization efforts across Hastings should spell continued success and job growth in the retail sector. Manufacturing Although manufacturing does not appear to be a Hastings County strength, there is still more than 800 jobs in manufacturing located in Hastings County. It is therefore still important. It is also a Sector that greatly supports the tax base. Despite employment growth of 6% across all Sectors, manufacturing did not keep pace. Employment in the Ontario manufacturing industry dropped by 9% while in Hastings it dropped 11%. Sales in the manufacturing sector also dropped 12% between March 2007 and March Manufacturing is important to retain since it: 15 Is the single largest business sector in Canada; Generates $3.05 in total economy activity for every $1 of manufacturing output; Employs 2 million Canadians with wage levels 25% above national average While most aspects of the industry in terms of sales dropped, Food Products are a sector of manufacturing that rose by 6% in Ontario. 16 In Hastings County, Industry Groups that are listed as High Priority Retention Targets include: Other wood product manufacturing (lost 25 jobs); Household & institutional furniture & kitchen 9. Ontario Tourism Competitiveness Study, p Greg Baeker. Building a Creative Rural Economy. Municipal World. September, p Hill Strategies Research Inc. Artists in Small and Rural Municipalities in Canada. Statistical highlights on the arts, Vol. 4 No Retail Council of Canada. Canadian Annual Retail Sales CBC News. Canadians scaling back groceries, holidays because of rising costs. June 17, Jason Myers, President, Canadian Manufacturers & Exporters. Presentation at Ontario East Economic Development Meeting in Peterborough, June 13, Ibid 16. Ibid Hastings County Economic Development Action Plan 11

16 6. Targeting our Growth Key Sectors for Retention, Expansion and Attraction cabinet manufacturing (lost 15 jobs); The Industry Groups within Manufacturing that grew locally but declined provincially (limited by external trends) include: Grain & oilseed milling; Dairy product manufacturing; Other textile product mills; Clothing knitting mills; Other leather & allied product manufacturing; Sawmills & wood preservation; Petroleum & coal products manufacturing; Coating, engraving, heat treating & allied activities; Other miscellaneous manufacturing. It is worth paying attention to determine if there may be some local economic development actions which may be of assistance to support job retention. The manufacturing industries with positive growth also warrant attention to determine if there are some economic development actions that could further assist in the future growth of their industries such as in dairy product manufacturing (butter, cheese), textile mills (rope manufacturing) and wood product manufacturing (such as furniture and cabinets). Construction Hastings County has a large number of jobs in construction which grew 29% between 2001 and The County also employs another 1,145 employees in construction who leave the County for their work. This sector plays an important role in the Hastings County economy and should not be overlooked. A strong Ontario market has resulted in construction employment rising by 150 per cent over the last 10 years and it is forecasted that Ontario will see an average annual growth of three per cent in the residential sector and two per cent in the non-residential sector leading up to Plenty of opportunity abounds for construction and related businesses. Take for instance new housing starts in Belleville. Despite a weakening Ontario economy over the past few months, there has actually been a 54% increase in new housing starts for the period January to June, 2008 compared to the same time period in Another opportunity for local construction jobs falls under the wings of Canadian Forces Base Trenton. Recent reports have indicated construction projects at CFB 8 Wing Trenton between 2007 and 2011 could hit $669 million. 19 Evidence suggests a great deal of construction work is available in the Hastings region despite statistics and media reports showing a slowing economy. HealthCare It has been stated that the Health sector is often overlooked in economic development programs despite the fact that hospitals are among the largest employers in a community. This should be considered a Retention Target. The Health Sector employs 1,695 residents of Hastings and within the County there are 1,010 jobs in HealthCare. Despite employment provincially in this sector growing 14% between 2001 and 2006, it was stagnant in Hastings. While it is acknowledged that health spending is determined by provincial policies and there is not much local control, local officials can still offer support to hospital management in financial petitions to the province and Hastings can continue such successful programs as its physician recruitment/tuition rebate initiative. 17. Vince Versace. Ontario construction industry drives Canadian job growth. Daily Commercial News and Construction Record. March 14, Ontario Home Builders Association. homesontario.com 19. Bill Tremblay. CFB Trenton a Beehive of $669 million activity. The Community Press. August 19, 2008 Hastings County Economic Development Action Plan 12

17 6. Targeting our Growth Key Sectors for Retention, Expansion and Attraction Education Due to the presence of a community college satellite campus, and several elementary and secondary school systems, Hastings hosts 690 jobs in this sector. Although enrollment in the elementary and secondary school systems is dictated by population levels, post-secondary institutions attract students from outside the area and therefore are considered Basic Industries. They could be considered as an Expansion Target in Hastings economic development programs. Perhaps working with Loyalist College closely in an exploration of potential new courses and offerings at the Bancroft campus should take place as part of an economic development strategy. Hastings County Economic Development Action Plan 13

18 7. The Action Plan - Key Priorities for Hastings The following outlines the six strategic Key Theme areas supported by extensive research and includes the top priority actions as identified and selected by stakeholders who participated in the Economic Development Summit on September 22, Key Theme 1: AgriVentures 1. Expand AgriTourism by helping people discover where to purchase at the farm gate. Lead: Local Stewardship Councils Harvest Hastings Partners: Hastings County, Hastings Federation of Agriculture, City of Quinte West/Belleville, OMAFRA Deadline to Accomplish: Ongoing 2. Market niche opportunities switch grass, hemp, organic farming, biofibres and bioenergy. Lead: Hastings Federation of Agriculture Partners: Hastings County, Eastern Lake Ontario Regional Innovation Network (ELORIN), Hastings Stewardship Councils, OMAFRA Deadline to Accomplish: Ongoing 3. Investigate the feasibility of distribution & processing facilities for Local Food. Partners: Hastings Federation of Agriculture, Stewardship Councils, OMAFRA Deadline to Accomplish: Fall, 2009 Key Theme 2: Natural Resources 1. Assist the forestry sector develop a plan to promote the production and export of forest biomass products. Partners: Bancroft and Area Forest Industry Association (BAFIA), Stewardship Councils, Bancroft Minden Forest Company, Eastern Lake Ontario Regional Innovation Network (ELORIN) Deadline to Accomplish: Winter, Assist the forestry sector develop a plan to determine the prospects for value-added processing and opportunities to generate more revenue and promote to the industry if feasible. Partners: Bancroft and Area Forest Industry Association (BAFIA), Bancroft Minden Forest Company Deadline to Accomplish: Winter, Assist the forestry and mining industries create greater awareness of their work and history such as through participation in plans to establish education/tourist centre(s) (e.g. Mineral Museum, Logging Museum.) Partners: Bancroft and Area Forest Industry Association (BAFIA), Stewardship Councils, Chambers of Commerce, ComfortCountry, local municipalities, Bancroft Mineral Club Deadline to Accomplish: Ongoing Hastings County Economic Development Action Plan 14

19 7. The Action Plan - Key Priorities for Hastings Key Theme 3: Commerce 1. Expand broadband and cell phone services to all areas of Hastings County Partners: Local municipalities, OMAFRA, Community Futures Development Corporation, Trenval Business Development Corporation Deadline to Accomplish: Ongoing 2. Develop a comprehensive listing of financial resources/services available to assist with new business start-up and communicate to the business community on where to access them Partners: Community Futures Development Corporation, Trenval Business Development Corporation, Small Business Centre Deadline to Accomplish: Spring, Implement and finance cash incentive programs Community Improvement Plans Partners: Planning & Development Department (planning staff), Community Futures Development Corporations, Trenval Business Development Corporations Deadline to Accomplish: Fall, Explore and implement proven methods of staying in touch with young adults who migrate out of Hastings County and let them know about local employment and investment opportunities Partners: Loyalist College, Small Business Centre, Community Futures Development Corporation, Trenval Business Development Corporation, local municipalities, local high schools Deadline to Accomplish: Fall, 2009 Key Theme 4: Manufacturing 1. Develop a targeted investment marketing strategy to attract those industries that best fit the Hastings economy, and promote available commercial and industrial lands. Partners: Local municipalities, Ontario East Economic Development Commission, local Real Estate Boards Deadline to Accomplish: Summer, Ensure financial and other incentives for manufacturers are easily identifiable and marketed. Partners: Community Futures Development Corporation, Trenval Business Development Corporation, OMAFRA, local municipalities, Ministry of Economic Development, Ontario East Economic Development Commission Deadline to Accomplish: Summer, Target market / attract a manufacturer of equipment and supplies needed for eco-adventure activities. Partners: Ontario East Economic Development Commission, local municipalities Deadline to Accomplish: Ongoing Hastings County Economic Development Action Plan 15

20 7. The Action Plan - Key Priorities for Hastings Key Theme 5: Tourism 1. Premier Ranked Tourist Destinations Framework - commence an inventory and analysis of Hastings County s tourism amenities and attractions and identify opportunities for tourism investment and development. Partners: Ministry of Tourism, Chambers of Commerce, ComfortCountry, local municipalities Deadline to Accomplish: final report due Summer, Implement a Hastings County focused branding strategy that promotes Hastings County as a tourist destination and develop a marketing package including themed tourism opportunities such as logging tours, mining tours, agriculture / cheese route tours, driving tours etc. Partners: Ministry of Tourism, ComfortCountry, Chambers of Commerce, Harvest Hastings Deadline to Accomplish: Fall, Promote four-season destination developments. Use the new Ontario East Tourism Workbook to complete feasibility studies. Partners: Ontario East Economic Development Commission, Chambers of Commerce, ComfortCountry Deadline to Accomplish: Ongoing 4. Expand promotions about our natural / outdoor recreation opportunities. Lead: ComfortCountry & the Bancroft & District Chamber of Commerce Partners: Hastings County, Ministry of Tourism, Ministry of Natural Resources Deadline to Accomplish: Spring, 2009 Key Theme 6: Creative Industries 1. Commence development of a Hastings County Cultural Strategic Plan which would help direct successful arts and culture promotions. Partners: ComfortCountry, Chambers of Commerce, Arts Councils, Municipal Cultural Planning Partnership, Mohawk Territory Band Council Deadline to Accomplish: Summer, 2010 (complement Premier Ranked Tourist Destinations Project) 2. Focus business attraction and expansion efforts on creative industries. Partners: Community Futures Development Corporation, Trenval Business Development Corporation, local municipalities, Chambers of Commerce, ComfortCountry Deadline to Accomplish: Spring, Inventory local artists and map their locations within a Hastings County Art s Guide Partners: ComfortCountry, Bancroft & District Chamber of Commerce, Arts Councils Deadline to Accomplish: Winter, 2010 Hastings County Economic Development Action Plan 16

21 8. Performance Measurement To measure and track the economic performance under each strategic Key Theme, economic development staff within the County s Planning & Development Department will prepare an annual report containing quantitative and qualitative indicators. An annual report will not necessarily determine the success of this plan due to many factors beyond the County s control. Nonetheless, the priorities identified within this plan include general timelines in terms of deliverables. Through regularly reporting to the Economic Development Advisory Committee, the Planning Committee and ultimately County Council and other related organizations, Hastings County will keep a close watch on its performance in relation to each priority identified under each Theme. 9. Moving Forward The preceding priorities represent a call to action not only for Hastings County, but for all stakeholders from across the County. Nonetheless, Hastings County will act as leader, facilitator and partner while working to align the intentions and vigor of all stakeholders to seize opportunities for economic growth and development in order to deliver a brighter future for all. Hastings County Economic Development Action Plan 17

22 Appendix A Additional Priorities This section contains additional recommendations/actions developed for each Key Theme Area and are meant to complement and support the development of each theme. The highest priority recommendations for each Theme may be found in the body of the strategy under section seven and are meant to be undertaken in the short term the next three years. The actions below represent those that should begin in the medium to long term. AgriVentures Develop promotional materials to showcase the importance of agriculture; Municipalities in Hastings County should work to make roads more farm friendly (i.e. safer for farm vehicles and Amish residents); Support Eco-friendly farms; Produce a How to guide for people who want to learn how to grow and market local food foster a better understanding of issues and regulations related to agriculture and rural development in Hastings; Regular information exchange and consultation sessions for farm owners should occur; The County should establish a program to help Ontario Works clients find work on local farms; Explore feasibility of promoting investment in a recycling/composting buiness. Natural Resources Develop promotional materials to showcase the importance of our forestry and mining sectors; Create a catalogue of minerals available in Hastings County; Identify lands in the County that can be expanded for forestry and/or mining; Produce a How to manual for people who want to learn how to establish a business in natural resources; There should be training in our local school systems to introduce students to careers in the natural resources (e.g. forestry); Utilize cleared areas (e.g. expand trails system). Commerce Explore the feasibility of a County-wide public transit service; Regular education and training needed for businesses and their employees (e.g. customer service, interior store design, business plan development/expansion, mentoring, marketing etc.); Hastings County provide a clearinghouse of information on business services, programs and grants available; Regular information exchange and consultation sessions for businesses needed to help facilitate the sharing of best practices, news and announcements Hastings County Economic Development Action Plan 18

23 Appendix A Additional Priorities Manufacturing Attract light/dry manufacturing due to limited serviced lands for development; Tax rates for commercial and industrial lands should be lowered; Simplify and streamline the land use planning process when approvals are necessary as well as information on permits and licences; Support and promote manufacturing that uses local recycled plastics/styrofoam etc.; Promote sustainable manufacturing such as buildings made from hemp/natural products. Tourism Replace old blue MTO highway signs with new attractive signs promoting, and welcoming motorists to, Hastings County along major routes including the 401; Explore sources of funding to support improvements to tourist attractions/assets in need of repair; Establish incentives to encourage and promote tourism investment in Hastings; Research the feasibility of establishing a conference centre to host small conventions, seminars, meetings and family receptions use Ontario East Economic Development Commission s new Tourism Investment Workbook; Target market the investment in quality accommodations in Hastings County; Our trails system is a major asset and needs to be expanded and existing routes should be repaired and maintained; Explore reopening parkettes along traveled routes to provide places for tourists to stop; All tourist centres in Hastings County should provide WiFi access; Link municipal and tourist websites across Hastings to increase better communications consider using the same web designer to create a consistent look. Creative Industries Promote and celebrate environmental buildings (e.g. made from Hemp) located in Hastings County; Attract more artists to our area who would appreciate the abundance of artists already here promote Hastings County as an artisan cluster; All County buildings should provide display space for local artists. Hastings County Economic Development Action Plan 19

24 Appendix B: Situation Analysis Please refer to the separate document accompanying this Plan titled Hastings County Economic Development Situation Analysis: A Background Report to the County s Economic Development Strategic Plan Hastings County Economic Development Action Plan 20