Municipality of Bluewater Business Retention + Expansion Report Village of Hensall & Village of Zurich FINAL: Zurich-Hensall BR+E Report: July 2012
Table of Contents Executive Summary Page 2 Acknowledgements... Page 2 The Study Candidates & Process... Page 3 What is BR+E?... Page 4 Goals & Objectives of BR+E.. Page 5 Short-Term Objectives.... Page 5 Long-Term Objectives..... Page 5 Local Community Temperature Hensall-Zurich... Page 6 Factors Receiving High Satisfaction Level.... Page 6 Factors Receiving Lower Satisfaction Level.. Page 6 General Needs Expressed During BR+E Process.. Page 8 Scope of Project... Page 9 Business Climate... Page 10 New Concepts & Positive Steps... Page 11 Think Sustainable.. Page 12 Show Them The Money.. Page 14 Utilize Speaker s Network... Page 15 Main Street Marketing Strategy.... Page 16 Wind Matters..... Page 18 VR2020 Application... Page 19 Hensall: Moving Forward.. Page 20 Hensall: Harvest The Future.. Page 21 Zurich; Believing In Itself. Page 22 Zurich: Not Just History... Page 23 Good Timing.... Page 24 Summary.. Page 25 One Vision Page 26 FINAL: Zurich-Hensall BR+E Report: July 2012 1
Executive Summary In recent times, OMAFRA s Business Retention and Expansion (BR+E) process has been conducted in various urban and rural municipalities in Huron County by community stakeholders and volunteers serving as the project leaders, task force and interview participants. The new Bluewater BR+E task force team determined that this project would explore businesses located in the adjacent villages of Hensall and Zurich in Q2 of 2012. The first phase of the project was spent compiling an RFP to seek a qualified consultant and compiling a business database of companies in both communities. In mid-april, businesses received a letter of invitation to participate in the BR+E project, along with a copy of the OMAFRA survey. Numerous in-person interviews began on April 18 April and were completed during the month of May. [This preliminary report was presented to the Bluewater task force team on May 29 for review and discussion.] Several priority issues identifying actions that should commence within the next year are included by the consultant in this 1 st Draft. Upcoming steps include a public forum to solicit feedback. the timing of this open forum meeting is to be determined by the Bluewater BR+E task force leaders. OBJECTIVE: This important study will help the municipality gain a better understanding of the issues that affect local businesses and the communities themselves. I trust the findings and my recommended action steps will clearly identify opportunities to develop strategies that will improve the business climate, help eliminate existing barriers to retention and expansion, and strengthen communication and relationships with all community partners. It is a guideline for results that will benefit every citizen of Zurich-Hensall. Acknowledgements The Business Retention and Expansion Project (BR+E) is the result of the work of community leaders. It was overseen by a volunteer Business Retention and Expansion task force and leadership team: Douglas Barill Business Development Coordinator, Huron County Charlene Overholt Deputy Clerk, Municipality of Bluewater Stephen McAuley Chief Administration Officer/Clerk, Municipality of Bluewater John Gillespie Hay West Ward Councillor, Municipality of Bluewater Kay Wise Hensall Ward Councillor, Municipality of Bluewater Janisse Zimmerman Zurich Ward Councillor, Municipality of Bluewater Al Venner Owner, Hensall Automotive (Hensall) Steve Haberer President, Haberer Concrete Products (Zurich) A special thank you is extended to the staff of the Bluewater Municipal office for their assistance throughout the Business Retention and Expansion Project. Help with many visits to the office for directions, information, copies of letters and questionnaires is much appreciated. Thank you so much. J. Dickson, Project Consultant FINAL: Zurich-Hensall BR+E Report: July 2012 2
Study Candidates & Process This Business Retention and Expansion project was initiated by a mailing on April 11, 2012 to some 60 businesses in Zurich and Hensall. This comprised a letter detailing the purpose of the study and the standard 27-page OMFRA questionnaire. From April 17 to May 17 numerous personal visits to all listed businesses, and some additional sites, were conducted by the BR+E consultant John Dickson. These one-onone fact gathering sessions were also supplemented by Four Ancillary Questions (see below) not found in the OMAFRA questionnaire: What do you think of when you think of the Village of Hensall/Zurich? What exactly can the Municipality of Bluewater do right now for Hensall and Zurich? How do you see things developing in these two adjacent communities in the future? Where do you see Zurich and Hensall in 10 years? The overall conclusions of these ½ to 2-hour confidential meetings in both communities are summarized in this report. The conclusions may surprise some readers; however, without understanding the need for change, progress cannot take place. The consultant has also incorporated a supplementary list of recommended actions for immediate (12 months), mid-term (2-3 year) and long-view (3-6 years) consideration. This additional information has been compiled to assist the Bluewater team in developing ventures not connected to the past, but rather, focused on a new future for the twin villages that comprise the heart on this BR+E project. FINAL: Zurich-Hensall BR+E Report: July 2012 3
What is Business Retention and Expansion (BR+E)? Business Retention and Expansion is a community-based, often a volunteer-driven economic development tool used to encourage growth and stability of local business. The objective is to improve the ongoing viability (i.e., competitiveness) of local businesses by evaluating and addressing their needs and concerns. This is crucial to the sustainability of communities, since businesses that stay competitive are more likely to remain and expand in their community. This specific Business Retention and Expansion project also recognizes the need to focus on business needs as a key element in the prosperity of the communities of Zurich and Hensall both centres being under stress in recent years. Understanding and acting on the issues identified in this report will help keep existing businesses, remove barriers to expansion, and also encourage new enterprises to locate in/near these historic villages. Addressing the concerns identified herein is vital to building more vibrant economies in both Hensall and Zurich. Making the future better for both villages is the obvious goal, but this must be done together in partnership with the both administration teams of Bluewater and Huron County. The time is now to address immediate concerns, not next year or five years into the future, John Dickson [DC :: DicksonConsulting Sarnia-London] Building Bridges There are many ways. FINAL: Zurich-Hensall BR+E Report: July 2012 4
General Goals and Objectives of the BR+E Process The purpose of this Business Retention and Expansion study is: To identify actions to assist local businesses in the expansion, retention and creation of jobs To help in the diversification of the local economic base To implement clearly defined actions to improve the local business climate Short-Term Objectives: Build better relationships with existing businesses Demonstrate and provide municipal support for local businesses Address urgent business concerns and issues Improve communication between the community, government and local businesses Retention of businesses and jobs where there is a risk of downsizing/departure Long-Term Objectives: Increase the competitiveness of local businesses New business development and enterprise attraction Establish and implement strategic actions for local, long-term economic development Develop a strong, diversified, local economy job creation Lead, not follow, into the future Whatever made you successful in the past WON T in the future.... L. Platt, Former CEO, Hewlett-Packard. FINAL: Zurich-Hensall BR+E Report: July 2012 5
Local Community Temperature Hensall and Zurich Businesses were asked to discuss certain factors in doing business in these communities, both positive and negative. Items with an * indicate 10+ comments. Factors (random order) receiving the highest levels of satisfaction were: Quality of life in small communities and safe environment * Full availability of high speed internet* Good access to basic health care services Good access to affordable housing Ready access to lakeside recreation Fair access to some markets/customers/clients Good access to local agriculture suppliers/producers* Historical interest high; this should be explored through events/attractions* Known support for local Chamber of Commerce initiatives should continue Factors (random order) at lower end of the satisfaction scale were: Council s indecision on vital matters* (e.g., Admin. Building must remain in-situ) Availability of skilled labor and management skills is an ongoing issue Council staff must illustrate they care about both villages* (i.e., not just a job ) Risk of further decay exists if the advantage of shared services aren t explored* Why can t we tear down the empty By-Gone site & build a library there Lack of trust and partnering between both villages* (i.e., historic rivalry) Some core buildings in both villages should be demolished: mold, rot, unsafe* Few signs of improvement without local support, closures will continue* FINAL Zurich-Hens all BR+E Report: July 2012 6
(continued) No known promotions/incentives to help attract new businesses to the villages* Both downtown areas are a shambles & getting worse (tear down worst sites)* Economic Development action is non-existent (i.e., hire an EDO asap) Nothing for the youth to do year-round (e.g., a skate park, creative programs) Why are main street stores utilized as residences (i.e., bylaws not enforced) Council does not listen to the people when acting on recommendations* Availability of properly zoned land for new businesses (forgo taxes 1-2 years) Council must develop a policy re. crumbling main street buildings in villages* Many qualified local suppliers are not utilized by local businesses Cost of construction high (new/expansion) due to lack of co-operation* Both downtown areas must be cleaned up add benches, gardens Stop rumored plans to move the Admin. Office to Varna, or elsewhere* Improve the uncooperative (combative) local building permit process* Rental rates at arenas, etc. need to be lowered for service clubs (promo) School closing pits one village against the other, as does the arena issue* Municipal Council lacking visible direction (e.g., not listening to citizens) Municipal by-laws must be developed to help refurbish all storefronts Some Councillors use undue influence on elected reps. from neighboring village No incentives exist for people to improve homes, gardens, business signage* Size of local market appears to discourages new business openings Lack of information regarding access to research and training FINAL: Zurich-Hensall BR+E Report: July 2012 7
General Needs Expressed During the BR+E Process Businesses were asked how community leaders and/or economic development staff could assist their business sector. Some survey participants felt the following could be beneficial to their business: Offer marketing seminars Access to capital seminars Rural business networking sessions Community promotional advertising & marketing Employee training & attraction Municipal/community website development Attract supply & services businesses E-marketing to support growth Bring more jobs to help keep our youth here Develop a strategic plan for our community FINAL: Zurich-Hensall BR+E Report: July 2012 8
Scope of Project The number of businesses surveyed can also be categorized by company size (i.e., number of employees). For the purpose of this snapshot BR+E study, the following small, medium and large businesses in Hensall and Zurich were included in the study: Small 63 % ( 1 9 employees ) Medium 27 % ( 10 50 employees ) Large 10 % ( 50 + employees ) Sectors surveyed included: Manufacturing, Agriculture, Retail, Health, Dental, Social Services, Communication, Veterinary Services, Home Appliances, Libraries, Vacation Home Manufacturing, Banking Services, Industrial Automation, Pharmacy, Automotive, Food Production, Catering, Plumbing & Electrical, Printing Services, Landscaping Design, Spa Therapy, LCBO, Extended Care, Internment Services, Thrift Clothing, Home Building/Renovation Supplies, Insurance Providers, Schools, Financial Services, Tourism-Retail, and Specialty Meat Producers. FINAL: Zurich-Hensall BR+E Report: July 2012 9
Current Business Climate Survey participants were asked what their general impression was of their village as a place in which to do business. Overall, the responses indicated doing business in both centres is not easy for the majority of small-medium enterprises. Some verbal comments follow! Diversify bring in different types of employment opportunities. We need more than the agricultural industry here. Have a dedicated economic development office independent of political influence (as far as that is possible) that represents Bluewater communities and treats our villages as important components of our municipality. Change attitudes take the approach that we want businesses here and will work to help them achieve instead of stifling new and innovative ideas. Must have new industries move in. Little to keep young people in the area. County and municipal leaders should be more proactive in seeking businesses. The building/reno permit process could be streamlined. Ref.: Other counties. Target growth and implement a more diverse development program. Be very open minded regarding new trends (energy, etc.) and creative enterprises. Use infrastructure funds for the benefit of citizens, not to make political points. Eliminate government red tape speed up processes. Reduce costs for licensing and other stuff to help small-medium-large businesses (i.e., new and established). Be a supportive Council, especially related to encouraging future partnerships (e.g., tourism promo, an alternative energy ed centre). More education opportunities in the area. Why not lobby for a training facility/ Aggressively promote the villages to help attract people to the area, plus provide low tax incentives for new enterprises locating here (1st 3-5 years). FINAL: Zurich-Hensall BR+E Report: July 2012 10
What is Next? New Concepts & Positive Steps No question, I ve grown to appreciate the people that call the communities studied in this BR+E project home. Both Hensall and Zurich have a proud heritage that everyone in Bluewater should support in these economic times. Before making direct comments regarding specific recommendations and best practices that could improve the well being of both communities, I want to present the following SIX BUSINESS IDEAS. By doing so, my intent is to encourage co-operative discussion between both villages and, hopefully, to help plant some new thinking seeds to foster a mutually positive future. These six innovation-based sections are titled: 1. Sustainability. 2. Funding. 3, Expertise. 4. Main Street. 5. Wind Matters. 6. Our App FINAL: Zurich-Hensall BR+E Report: July 2012 11
Business IDEA ONE SUSTAINABILITY Think Sustainable Together The economic, social and environmental systems that make up the community provide a healthy, productive, meaningful life for all community residents, present and future. Most communities also acknowledge that there are limits to the natural, social and built systems upon which we depend. Some view a community as three concentric circles: the economy exists within society, and both the Economy and Society exist within the Environment. Sustainability indicators attempt to measure the extent to which these boundaries are respected. In addition to social, economic, and environmental health, sustainable communities are about the participation of all elements of society in decisionmaking processes. Local governments can help their communities to become more sustainable, but they cannot do it without a mandate from, and the participation of the local community leaders. Sustainability must be community-led and consensus-based because the central issue is will, not expertise! Only a community-based process can overcome the political, bureaucratic and psychological barriers to change. But citizen-led processes must be complemented by top-down government support because it is still only governments that have the regulatory powers to secure the transition to sustainable development. Key #1: Make a Commitment, Form a Team, Hire a sustainability coordinator to run the show. Many hands will touch a sustainability plan and many voices weigh in, but one person must be the quarterback, and in countless communities that s a sustainability coordinator. The villages could designate an Economic Development individual as project manager to coordinate the planning process either on a full-time or part-time basis. Key #2: Obtain buy-in from a big wig. Buy-in from an elected official is essential. That official will play a critical role in communicating key messages to the public and ensuring the commitment and participation of government departments. A strong, visible position is needed to drive the creation of SPLAN-Z-H (A Sustainable Plan for Zurich & Hensall). FINAL: Zurich-Hensall BR+E Report: July 2012 12
Business IDEA ONE (Continued) Key #3: Form teams that build bridges across Bluewater s municipal departments and to Huron s other 8 regions. Bringing together the right people is an essential first step in the planning process. Developing a sustainability plan requires participation and commitment from a variety of departments that should be represented on an interdepartmental team. To shape this plan, local government also needs to draw on a diversity of outside experts and community leaders knowledgeable in a range of fields. THE GOAL: This advisory-planning board, comprised of elected officials, and others, has one overarching goal make both villages more sustainable places to live and work. In the end, other municipalities in Bluewater may also follow this leadership example. Lead, don t follow! SIGN UP TODAY: Once you ve brainstormed and decided on the individual strategies or measures to achieve your major goals, you ll need to develop implementation plans for each one. These mini-plans can include the implementation timeline, responsible person/ department/organization, key milestones for each measure, and available funding. (Explore grants from multiple sources.) FINAL: Zurich-Hensall BR+E Report: July 2012 13
Business IDEA TWO SEEK FUNDING Show Them the Money (SOFII) On June 15, 2012 the Federal Economic Development Agency for Southern Ontario (FedDev Ontario) will announce that $20 million in NEW loans for private sector small and medium sized enterprises (SMEs). The purpose of the Southern Ontario Fund for Innovation & Investment (SOFII) is to create jobs in both rural and urban Southern Ontario communities by providing existing business with a source of financing to undertake new projects. The SOFII loan fund will act as a catalyst for increased investment in and support for innovation, job creation, and marketplace leadership. It will be one element in the emerging climate of support for innovation and competitiveness in Southern Ontario. SOFII will encourage high-growth, SMEs in rural and urban communities by offering loans of $150,000 to $500,000 to support all aspects of growth challenges facing them, with particular emphasis on knowledge-based industry SMEs. The fund targets innovative enterprises with priority given to: Businesses in communities that are facing long-term vulnerabilities due to structural and socio-economic factors; SMEs facing continued innovation funding challenges, including those located in rural areas; Financing will be made available to qualified SME s so that can address growth challenges including: late stage commercialization; new product or service development; new applications or markets; and development or implementation of new processes or technologies. Businesses will be reviewed on a case-by-case basis in consideration of the opportunity they present to attract people and investment; stimulate business development and create jobs for their communities and the area as a whole. YOUR CONTACT IS: Rory Ring Director, WOCFDCA at rory@wocfdca.com. FINAL: Zurich-Hensall BR+E Report: July 2012 14
Business IDEA THREE EXPERTISE Utilize a Speaker s Network Ontario s Steps to Leadership Speakers Network was created to provide rural and agricultural community organizations in Ontario with financial support to access speakers on various leadership topics and contemporary issues for local, workshops or conferences. Topics that are covered by the speakers include (but are not limited to): Leadership basics Youth engagement Group dynamics and conflict resolution Change management Coaching & mentoring inspiring others Contemporary issues This rural-focused network (www.stepstoleadership.ca) can provide community organizations with up to $1000.00 to cover most of the costs associated with the speaker (including speaker fees, transportation, and accommodation). Funding is provided to organizations on a first-come, first-served basis. - Exploring Education, Focused on New Ideas and Growth, is Everyone s Responsibility FINAL: Zurich-Hensall BR+E Report: July 2012 15
Business IDEA FOUR MAIN STREET ISSUES Develop a Main Street Marketing Strategy Nothing reveals a community s determination to be economically competitive more than a thriving Main Street. Both villages have issues in this regard, through no fault of any one factor except the post-2008 economy. Achieving success in making changes on main street is a strong signal that the entire municipality has found a shared economic direction. People must enjoy working together. That s one of the core requirements for any successful marketing strategy. No question, a healthy core area is a symbol of community pride and can boost economic health and quality of life for miles around. If the main street environment attracts people, this feeds retail businesses that in turn attract more people, creating a positive spiral of growth and economic sustainability. Main street renewal can be viewed as a signpost to the future, especially in the creative economy. Obviously, this puts a premium on marketing the general attractiveness of your community s economic core. But marketing is just one aspect. Infrastructure, beautification, public spaces, public art, and shops all contribute to a successful main street. But once these things are in place, marketing is critical in order to create accurate messaging, advertising, branding and promotion, increasing foot traffic (so necessary). Hensall and Zurich should consider working together in determining what viable steps could be taken to bring new life to both core areas. Possibilities include forming a Zurich-Hensall BIA or another organization. Either way, the group should draw upon the expertise of others in Huron County and others including those in the public sector. FINAL: Zurich-Hensall BR+E Report: July 2012 16
Business IDEA FOUR (continued) Multi-Year Strategy Think Long-View All main street marketing strategies must have staying power, and the people behind them must have patience and plenty of people skills. As an area newcomer I feel it may take time to develop goodwill between the two villages before they can work toward a common goal. Building a trusting community consensus is absolutely essential and should be the first phase of any marketing strategy in the two villages that comprise this proposed study. o Not surprisingly, funding also requires constant attention over long periods. A variety of funding sources should be cultivated, and at least some funding commitments should be in place before any media announcements of initiatives are made. Communities that announce grand plans in the hope that financial supporters will eagerly step forward risk losing their credibility. Another reason for emphasizing a long-view strategy is that main street renewal requires lots of time for research. For example, each downtown has its own unique cultural traditions, heritage, human talents and other assets to build on. The strategy must be based on knowledge, such as: What commercial space your downtown has available, or could have; The current needs, VISION and ideas of business owners; What residents think of the downtown and its functions; Where you draw shoppers from and what their buying habits are. TAKE NOTE: A shared marketing strategy based on the above knowledge should be accompanied by an implementation plan that extends over several years. The plan should encompass initiatives for each target audience and should include not only a guide to implementing the new marketing strategy and recommendations, but also a means to accurately measure and evaluate success. This will not happen overnight! In a world of change, either you make history or you are history.... D. Atkin, FINAL: Zurich-Hensall BR+E Report: July 2012 17
Business IDEA FIVE WINDS UP Google is increasing its investment into California s Alta Wind Energy Center (AWEC) by $102 million, bringing its total investment in the renewable energy facility to $157 million. WIND MATTERS There may always be mix of issues about the merits and negatives regarding the large Bluewater and Goshen wind turbine projects planned by NextEra. It is not my intention to vote either yes-or-no in this report. Nevertheless, I want to share an abridged version of the May 30th e-mail I sent to Joselin Hernandez, Sr. Communications Rep. of NextEra Energy. My request goes far beyond the annual, multi-year environment/ recreation community vibrancy fund" rumored to be a component of the contract with Zurich. Essentially my request calls for the establishment of Ontario s 1 st ever Winds-Up Education Centre in the village that would bring young/university-level students, tourists and alternative energy entrepreneurs to Huron County. While the possibility this taking place may be small, I trust Bluewater leaders will take-up-the-torch in this early attempt to turn a negative-to-a-positive. The proposed centre could also trigger the establishment of other green energy-focused enterprises here! Hello Josie, It was good meeting you at NextEra's public open-house event yesterday in Exeter. As you will recall, I'm very interested in including a positive 'wind farm' component within my upcoming, final 'Business Retention & Expansion Report' for the Municipality of Bluewater that I've been contracted to provide by June 21, 2012. Briefly, I am hopeful that NextEra Energy, LLC would fully support the possibility of building an 'alternative energy education' site in Zurich that would be a draw for students (Province-wide) and others interested the science and/or in pursuing a career in wind technology. This new 'Winds-Up Centre' would include student 'design projects', 'equipment outlines', etc. and information on the world-wide impact of new energy sources for visitors, including the tourism sector. [Possibly, the Government of Ontario would willingly contribute to the development of this education centre, given Premier Dalton McGuinty's very strong green energy policy the most generous in North America.] If supported by your senior management, this idea would undoubtedly be good PR for your Florida-based company and the international media, but also for the community itself. Credo: Big picture thinking! Brought to life by NextEra - a large US company - to a small village in Ontario. FINAL: Zurich-Hensall BR+E Report: July 2012 18
Business IDEA SIX Bluewater APP SMART PHONES ARE KEY TO MARKETING LOCAL FEATURES. So, why not our own APP?. 90% of all purchase decisions begin on the Internet and 75% of us research online before we buy offline. Social media rules! The VR2020 Application: This easy to use virtual tour software platform allows you to build and manage dynamic, map-based interactive virtual tours of any localized geographical area while generating ongoing revenue stream. You can add panoramic photographs, video, still photos and/or 360 degree QuickTime (QTVR) movies or Flash immersive photography pinpointed on an interactive map, floor plan, street map or Google Maps. VR2020 s unique 360 Virtual Tour software provides an opportunity to market our geographic location and generate money for a company, organization or municipality, while helping to stimulate local economic growth. Visitors can be called to action when they enter the tour and interact and view business descriptions, supporting photos and files, visit associated web-links and share our virtual tours with their friends, or on Facebook and twitter. Visitors can even connect with each virtual tour 'Hotspots' (businesses) via Instant Messaging) or ask questions or leave comments with a built-in forum. Virtual Reality Tours created with VR2020's easy to use virtual tour software can also be used and published on any website. In summary the VR2020 smart phone application: Delivers interactive & engaging content through a simple intuitive interface Helps stimulate economic growth for local retail, business, & attractions Is easy to manage and update with no coding or programming required. FINAL: Zurich-Hensall BR+E Report: July 2012 19
HENSALL: NOW Top 6 Priorities HENSALL: MOVING FORWARD This Bluewater village has a number of assets that should help the overall business environment continue on its current path. While strong agricultural assets are Hensall s economic core, the interviews conducted in this BR+E exercise raised a number of business needs and concerns, which included both the agri sector and main street retail merchants. To help the Council and other decision makers, I have identified 7 priorities for action! [Also refer to pages 11-19 for mutual Zurich-Hensall incentives.] Priority: Develop a main street Façade Grant Policy program (ref. Central Huron). Owner(s):.. Priority: Promote assistance to businesses dealing with expansion approval processes. Owner(s):.. Priority: Increase diversification of industry via opportunities/support (OACDC). Owner(s):.. Priority: Develop the new park/food market on main street, after safety is assured. Owner(s):.. Priority: Study the establishment of a BIA to help re-populate vacant retail shops. Owner(s):.. Priority: Help make more commercial land available for expanding firms (P&H Inc.). Owner(s):.. Priority: Back concept of a dedicated Business Development resource in Bluewater. Owner(s):.. FINAL: Zurich-Hensall BR+E Report: July 2012 20
HENSALL: FUTURE Top 6 Priorities HENSALL: HARVEST THE FUTURE The village has the potential to continue leading in the agricultural products industry, based on retention of the major established firms existing in 2012. However, Hensall s core economic assets should not be the only avenue of exploration. Complementary enterprises should be part of the village s thrust for diversification, going forward. A number of new steps and business initiatives for consideration are outlined below all could be part of a formal 5-year growth plan for Hensall. Priority: Open the doors of communication between stakeholders and citizens in both villages to address development charges, taxes, signage, plans, etc. Priority: Help create an Economic Development Plan for both Hensall and Zurich with common agreed-to objectives. Involve stakeholders in the new process. Priority: Through relationship building with the Prov./Fed. Governments, pursue the possibility of establishing a stand-alone Agri-Food Tech Centre in Hensall. Priority: Develop the 2 nd floor of the Hensall Library building as a heritage assert for the Village. Potential uses: History Museum, Summer Theatre, Youth Training. Priority: Explore ways and means that Hensall could become more than a Farm-to- Table food centre. For example, attract product development companies.. Music is the 4 th great material want, 1 st food, then clothes, then shelter, then music! Johnny Cash FINAL: Zurich-Hensall BR+E Report: July 2012 21
ZURICH: NOW Top 6 Priorities ZURICH: BELIEVING IN ITSELF The village of Zurich has a proud heritage and tradition that its Swiss-German founders instilled in the early population. While the current environment may not reflect the past glory of the community since its founding in 1856 by F. Kell, the spirit of the village is vibrant and awaiting renewal. During the BR+E interview process, business individuals freely offered opinions regarding the economy of the village, including comments tabulated earlier in this report. To help Bluewater decision makers, the following 6 priorities points should be considered important to renewal actions. [Also refer to pages 11-19 for mutual Hensall-Zurich incentives.] Priority: Encourage main street retail through ease of entry and tax incentives. Owner(s):.. Priority: Lead community in opening a new Business Incubator (entrepreneurs). Owner(s):.. Priority: Develop a main street Façade Grant Policy program (ref. Central Huron). Owner(s):.. Priority: Assist businesses dealing with an unwieldy building approval process. Owner(s):.. Priority: Encourage the heritage assoc. to develop a clock tower tourism event. Owner(s):.. Priority: Attend trade shows (i.e., business location) events with Hensall partners. Owner(s):.. FINAL: Zurich-Hensall BR+E Report: July 2012 22
ZURICH: FUTURE Top 6 Priorities ZURICH: NOT JUST HISTORY There is an expressed fear in the village that Zurich may simple not have a meaningful future. Based on the enterprise of the local business community, I trust that mood will not prevail and, in fact, the opposite will prove to be true over the next five years. and longer. Encouraging new enterprises is vital to village s health; this may help bring more newcomers to Canada here, as well as an aged demographic. Any attempt at exploring diversification and a retirement sector must be focused on long-term thinking and, if that new Vision is investigated, it should be part of Zurich s 5-year plan. Priority: Accent Zurich s near-shoreline location as an ideal place to retire and promote that theme to the correct demographic in major, nearby cites. Priority: Work closely with the Zurich Chamber of Commerce to help bring a twin- village approach to all new business thrusts, Present case to County Council. Priority: Open the doors of communication between stakeholders and citizens in both villages to discuss development charges, taxes, green energy plans, etc. Priority: Create a new Economic Development Plan for both Hensall and Zurich with common agreed-to marketing objectives. Keep stakeholders in the process. Priority: Collaborate with employers and Provincial education institutes to enhance training opportunities in Bluewater to reduce youth outmigration. FINAL: Zurich-Hensall BR+E Report: July 2012 23
Consultant Notes GOOD TIMING This snapshot study of 60+ businesses in Hensall and Zurich has helped evolve a number of overarching priorities. While it may not be possible to implement all business development plans, some top priority actions are presented below for consideration and further discussion. Both villages are worth every effort. o DEVELOP a dynamic 5-year Strategic Plan that encompasses the key directions addressed in this BR+E report. (Refer to the Think Sustainable and Main Street Marketing components in this report.) Comments: o PROMOTE the merits of both villages at a targeted location-centred Trade Shows, media (business site/magazine ads), events, SWEA, etc. Build a unique Trade Show Display highlighting the twin villages and fund active usage. Comments: o ADDRESS THE CORE agri-based strengths of Hensall and develop a plan that entices new companies and retailers to open in this farm-to-fork centre. Plan to attract new agricultural firms and home-food shops and product firms. Comments: o SELL THE LIFESTYLE advantages of Zurich as a site attractive to the growing Boomer-Zoomer market. This could include finding investors to build retirementcentred homes (condos/town homes). Target the GTA and newcomers. Comments: o A BUSINESS INCUBATOR should be pursued for both villages to support young entrepreneurs with new tech/agri based enterprise ideas, Refer to website of The Canadian Association of Business Incubation (CABI.ca) dedicated to creating employment and economic activity through enterprises supported by the business incubation industry. Comments: o WOW FACTOR thinking may be required to retain existing businesses and attract new investors. Can these two villages work as one to bring successes to both centres? With the support of County Council the answer is yes. FINAL: Zurich-Hensall BR+E Report: July 2012 24
Comment - The Beginning of Something New - SUMMARY The completion and presentation of this BR+E Report is only a first step. Developing a long-term strategy to retain and expand existing businesses and attract new businesses to both villages will result in a stronger and sustainable community. Collaboration and commitment by all Hensall and Zurich community partners and stakeholders is essential to implement the recommended actions outlined herein. Leadership will be needed to ensure that selected actions are being further developed and implemented and, equally important, a process is in place to monitor progress and report back to the community. Implementation and completion of recommended actions is necessary for the BR+E project to be considered a success. Otherwise, this report will have limited use. No question, parallel economic development projects may be needed beyond the scope of this BR+E report. Such initiatives could include, for example, a Huron County Economic Competitive Analysis Project, or a similar study that addresses items identified as vital in this Municipality of Bluewater BR+E report for both Zurich and Hensall. I would like to thank all of the businesses for participating in the Business Retention and Expansion process. Without their honest input and open cooperation, this report would not be possible. Their dedication, wisdom and expressed interest made the study process much easier in every way. Thanks to all. John Dickson DC :: DicksonConsulting Vision I Logic I Direction cell: 519-381-6577 e-mail: jdickson@dicksonconsulting.ca FINAL: Zurich-Hensall BR+E Report: July 2012 25
Future Tense - Forward Thinking- ONE VISION Our two Bluewater villages are committed to retaining their heritage, rural lifestyle and continued economic progress to the benefit of every resident and business enterprise. Both together and separate, Hensall and Zurich have become distinctive places to discover and enjoy.. The great force of history comes from the fact that we carry it within us, are unconsciously controlled by it in many ways, and history is literally present in all that we do. James A Baldwin END NOTES:................. FINAL: Zurich-Hensall BR+E Report: July 2012 26