ONTARIO CANADA BUSINESS RETENTION EXPANSIQ -----CTIO

--- ONTARIO CANADA BUSINESS RETENTION EXPANSIQ -----CTIO

Business Retention & Expansion (BR+E) V 1.0 September 2018 Copyright 2018 All Rights Reserved. Acknowledgements The BR+E was made possible thanks to 35 local business owners and operators who took the time and effort to provide us with their valuable insight. This project was envisioned by the Economic Development and Tourism Committee and supported by Town Council with the goal of providing a targeted focus for economic and community development. The project goal was to articulate a strategic BR+E Action Plan to assist local industry leaders to retain and create jobs while identifying business enhancement opportunities to elevate our local economy. The project would not have been possible without the support, guidance and insight from our partnering organization the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA). These participants included: Karen Fischer, Agriculture and Rural Economic Development Advisor Harry Bishop, Project Analyst Rian Omollo, Economic Development Specialist BR+E Leadership Team The BR+E Leadership Team provided invaluable leadership, time and effort to the BR+E Project. The members are: Councillor Arlene Jamieson Andy Boldt Andrea Labelle Camilo Sebastian Kaitlynd Topham Victoria Thomas, BR+E Coordinator Thanks also to: Dean Batstone Mel Blimkie Andy Boldt Ron Brazeau, Renfrew Industrial Commission Clerk Kim Bulmer Deputy Clerk Jennifer Charkavi Mayor Don Eady Reeve Peter Emon Laura Garbuio Darlene Heaslip Jean Hughes Cath Hunt, Ontrac Employment Services Gail Laird JP Leclerc Ro Nwosu Jenny Sui Julie Villamere David Wybou, County of Renfrew Content: Victoria Thomas, BR+E Coordinator Design & Layout: Christine Farquharson, McSweeney & Associates 127 Raglan Street South, Renfrew, Ontario K7V 1P8 Telephone: (613) 432-4848 Fax: (613) 432-7245 Email: Website: info@renfrew.ca www.renfrew.ca

Historic Roots. Dynamic Future. TABLE of CONTENTS TOWN OF RENFREW QUICK FACTS...1 RENFREW BR+E...3 Introduction & Background...3 Short & Long Term Objectives...4 Renfrew s BR+E Timeline...5 Methodology...6 BUSINESS INFORMATION...7 Participant Profile...7 SUMMARY OF RESULTS...11 BR+E Survey...11 Business Climate....12 Business Development... 15 Workforce...18 Community Development...21 CONCLUSION...22 ADDITIONAL INFORMATION APPENDIX 1: Renfrew BR+E Action Plan Matrix 2018-2021 APPENDIX 2: Renfrew Community Profile APPENDIX 3: Renfrew BR+E Survey Results 2018

Historic Roots. Dynamic Future. QUICK FACTS Named the Most Welcoming Town 2017 by The Wedge, The, was founded on the forestry industry and with the success of the lumber barons of the 1800s, made it a booming municipality in eastern Ontario. Over the years, the Town has moved from a resource-based economy to a diversified regional economy. With an established, vibrant downtown offering a good mix of retail and services; a manufacturing base and a regional health centre Renfrew is building for the future. Renfrew s quality of life is exceptional for a community with a population of 8,553. The Town offers well rounded educational opportunities with 4 elementary schools and 2 high schools located in Renfrew. Health care in Renfrew is excellent. The municipality is home to the Renfrew and Area Health Village a multi-service regional health care community. The Health Village is comprised of a hospital supporting 450 staff with state-of-the-art equipment; a variety of specialty clinics; a hospice; 2 longterm care centres; and a retirement residence. Within easy access to Canada s capital, Renfrew is also close to recreational amenities including: Algonquin Park, Ottawa River, white water rafting, skiing, multi-use trails, a motorsports park with the longest race track in Canada and 16 community parks. 1. 2. 3. 4. 5 THE TOP REASONS TO INVEST IN RENFREW Strategic Location Rural Living with Urban Proximity. Highway 417 provides easy access to large industry in the Ottawa Valley and to the Ottawa job market. Competitive Cost for Business Owners and Residents. Competitive land prices, development charges and tax rates. Diverse Economy. Healthcare, retail trade, manufacturing, educational services, public administration, tourism. Capacity for New Development. Water treatment and wastewater treatment plants have substantial reserve capacity to accommodate growth in residential, commercial and industrial ventures. 5. Investment for the Future! Approximately $30 million to be invested in Renfrew s public infrastructure over the next 2 years including the complete revitalization of the downtown core; upgrades of 2 educational institutions and recreational facilities. LOCATION & MARKET ACCESS At the crossroads of Highway 17, 60 and 132, Renfrew provides easy access to northern Ontario and Ottawa. The closest US border crossing is 157 kilometers southeast at Ogdensburg- Prescott. URBAN CENTER KMS MILES Ottawa 95 58 Kingston 177 110 Montreal 290 180 Toronto 381 237 Sudbury 394 244 On average, 7,500 vehicles pass through Renfrew per day. EASY ACCESS TO OTTAWA, BY HIGHWAY 417 (EXPANDING TO 4 LANES FROM ARNPRIOR TO RENFREW) GOOD HIGHWAY CONNECTIONS BOTH EASTWARD AND NORTHWARD VERY REASONABLE LAND COSTS WITH LOW DEVELOPMENT CHARGES 3 AIRPORTS WITHIN 1-HOUR DRIVE OTTAWA INTERNATIONAL, ARNPRIOR (4,000 FT RUNWAY), PEMBROKE (5,000 FT RUNWAY) EXCELLENT REGIONAL HEALTH CARE CENTRE IN A SAFE COMMUNITY SURROUNDED BY NATURE MUCH LOWER AVERAGE DWELLING VALUE ($214,769) THAN OTTAWA ($444,589) OR ONTARIO ($506,409) HIGHLY CONNECTED WITH BROADBAND AND HIGH-SPEED INTERNET

Demographics & Labour Force Total Population Renfrew 8,553 Ontario Average Individual Income In Labour Force Employment Rate Unemployment Rate $37,646 3,787 46% 12% 14,125,924 $49,938 7,801,243 61% 7% 5% population growth since 2006 Top 5 Industries in Renfrew 15% Health Care Top 5 Occupations in Renfrew Sales & Service 14% 12% 9% 9% Retail Trade Trades, Transport & Equipment Operators Manufacturing Education, Law, Social, Community & Govt Services Construction Business, Finance & Administration Public Administration 26% 17% 12% 12% 8% Quality Education In Renfrew St. Thomas the Apostle Elementary School was rated a perfect 10 putting it in the top tier of elementary schools within Ontario by The Fraser Institute. Health-related Quality Health Care In Renfrew The Renfrew Victoria Hospital has received the Accreditation with Exemplary Standing from Accreditation Canada s Qmentum Program the highest award an organization can receive from the group. 60% are between 15 & 64 years of age $214,769 average dwelling cost 4,049 total # of private households 53% have post-secondary education 58% non-residents working in Renfrew 12% of all jobs in Renfrew County 3rd highest: 5,387 (Town) 44,221 (County) 37% of residents leave Renfrew for work Economic Development The is open for business. By working to retain current businesses and creating a climate that supports business expansion and development of new industries, the community continues to progress economically. Renfrew works collectively to provide the best quality of life for its community as well as growth opportunities for its business sector. Contact us today! Contact: Victoria Thomas Economic Development Officer 127 Raglan Street South Renfrew, Ontario K7V 1P8 Canada Phone: (613) 432-4848 Email: ed@renfrew.ca Web: www.renfrew.ca

Introduction & Background BR+E Project Business Retention & Expansion (BR+E) is an economic development tool used by the Ontario Ministry of Agriculture, Food & Rural Affairs (OMAFRA) to assist communities to identify the strengths and weaknesses in their business climates. Through funding made available by the Rural Economic Development Fund (RED), the BR+E program commenced in November 2017. Data was collected through a structured business survey and compiled to identify strengths, weaknesses, opportunities for business and community development. The project also included dialogue with business owners/managers and community stakeholders at a BR+E Retreat. Data from the surveys was combined with strategic discussions and used to design an Economic Development Action Plan. The Plan is carefully designed to propel meaningful community-based economic development initiatives that will directly impact local small to medium enterprises. Rationale for Study The BR+E program is an internationally recognized process undertaken to collect local business data and enhance the business climate in a municipality/region by identifying barriers to economic growth. Throughout its current term, Renfrew Town Council has championed economic development efforts to sustain a diverse and prosperous community. During 2016-2017, the municipality contracted external parties to conduct research and produce two reports; The Economic Development Action Plan Recommendations report, followed by The Resident Attraction Marketing Plan. In order to build upon the knowledge of the completed studies and provide directives for future economic development, the Economic Development and Tourism Committee identified the implementation of a BR+E study as a key priority for the Town. This priority also aligns directly with the #1 priority (Business Retention & Expansion) as laid out in the County of Renfrew s Economic Development Strategic Plan: 2018-2023. An award-winning Community Profile 1 was completed as a component of the Renfrew BR+E project. The Profile provides relative Town data and promotes Renfrew to potential investors refer to Appendix 2 Renfrew Community Profile. 1. Economic Developers Association of Canada 2018 Award Single Publication, 4 or more pages 3

Purpose According to Statistics Canada (2015), Ontario Small to Medium enterprises employ 87% 2 of total private sector employment. The Renfrew BR+E project was initiated to assess the Town s current business climate through the collection of local data from business owners/operators. Data collected will establish a baseline from which municipal decision makers and community stakeholders can use to measure the success of economic development initiatives put forth by this Action Plan. 2. Key Small Business Statistics, Innovation, Science and Economic Development Canada, June 2016 https://www.ic.gc.ca/eic/site/061.nsf/vwapj/ksbs-psrpe_june-juin_2016_ eng-v2.pdf/$file/ksbs-psrpe_june-juin_2016_eng-v2.pdf What is an SME? SME = Small and Medium-Sized Enterprise A small business is defined as having 1-99 paid employees A medium-sized business has 100-499 paid employees BR+E Short & Long-Term Objectives Short-Term Objectives Build relationships with existing businesses Demonstrate and provide tailored Municipal support for local businesses Address urgent business concerns and issues Increase competitiveness of local businesses Job creation and new business development Long-Term Objectives Establish and implement strategic actions for local economic development 4

Renfrew s BR+E Timeline November December 2017 BR+E Coordinator starts position and designs Renfrew BR+E project and Leadership Team is created to help guide the project. Community Profile Request for Proposals completed and distributed to local and regional economic development consulting firms. Leadership Team approves the project plan and creates a list of target businesses to approach for BR+E survey interviews. Potential volunteers are identified and approached to participate in BR+E survey process and data collection. RFP for Community Profile awarded with a March completion date. January 2018 February March 2018 Training for volunteers completed. Target businesses contacted for BR+E survey interviews. Community Profile completed and printed. BR+E Retreat date and time solidified in June 2018. Community Profile presented to Council at Public meeting with media coverage on profile and BR+E project. Comprehensive BR+E surveys completed with 35 employers from Renfrew s top 5 industries. Follow-up was completed on urgent business issues, opportunities and requests for information. June 2018 Preparation of final BR+E report, development of communications plan and public presentation. April May 2018 Data reviewed by staff & advisory team and a summary of analysis prepared in the form of a preliminary report. BR+E Retreat was held facilitated in part by an OMAFRA representative. Attendees included business owners/managers, municipal staff, economic development committee members, County representatives & members of the BR+E Leadership team. Key findings from the preliminary report were presented and discussed. BR+E Priorities were agreed upon along with potential actions/partnerships to help realize the outlined goals. July August 2018 September 2018 Public presentation of final report and Action Plan at Town of Renfrew Council meeting. Implementation of Plan commenced. Progress on actions and goals will be monitored and tracked for reporting in 2019. 5 5

Methodology StepsTaken 1. OMAFRA BR+E GUIDELINES As indicated by the OMAFRA BR+E guidelines, a minimum number of responses should be collected to ensure that the survey accurately reflects the opinions of the business community. The BR+E guidelines provided by OMAFRA state that a 95% confidence level with at least a + 15% margin of error for a BR+E project. BR+E 2. BUSINESS SELECTION The Leadership team determined a number of local businesses representing companies from Town of Renfrew s top 5 industries would need to be surveyed. 3. BUSINESS SAMPLING Since the had never completed a BR+E, the Team determined the scope of the project would be a broad-based overview for the Town s businesses. The Leadership Team devised a random sampling method for selecting survey participants that guaranteed inclusion of particular subgroups of interest within the business community. Part of this process involved using the two-digit North American Industry Classification System (NAICS) business sector coding to ensure adequate representation of businesses randomly chosen from each sector of the local economy. Health Care & Social Assistance Accommodation & Food Services Manufacturing Construction Retail Trade Other 4. PROJECT SCOPE/BUSINESSES SURVEYED A total of 35 of 55 targeted businesses were surveyed, achieving the degree of accuracy required by OMAFRA guidelines for data. All businesses that completed a survey opted to be included in future BR+E project updates and communications. 5. CHALLENGES ENCOUNTERED In general, the Community Task Force struggled to engage the targeted number of businesses in the interview process. In a number of cases, there was no response received to the invitations to participate. Businesses who declined to participate stated that the survey was too long and they did not have enough time. 6. INTERVIEW/SURVEY FORMAT Businesses that agreed to participate in the BR+E survey were first offered the option of being interviewed in person by a staff member and volunteer. In person interviews lasted approximately an hour with a staff member posing questions and volunteer recording answers when possible. 7. INTERVIEW/SURVEY PROCESS Each business received electronic copies of the survey in advance. In response to receiving several requests from business owners, an electronic copy of the survey was made available that could be completed individually. Approximately half of the businesses approached preferred the electronic self-directed method as they could complete it on their own time and pace. The BR+E survey included a Skip-It rule if there was a question that a business owner preferred not to answer, it was simply passed over no questions asked. 6

Business Information Participant Profile Renfrew s BR+E project targeted businesses from the Town s Top 5 industries. The diagram below represents a percentage breakdown and NAICS 3 code of all surveyed businesses. The Leadership Team concluded that the main focus of the Renfrew BR+E project was to collect the opinions of local entrepreneurs and privately-run companies who could directly benefit from the Action Plan. Therefore, the Leadership Team identified the Accommodation and Food Services sector as significant to the Renfrew BR+E project, as it directly supports one of the region s largest industries Tourism. Additionally, the Team opted to take a random selection of businesses outside of the Top 5 Industries. It should also be noted that businesses could request to complete the interview/survey. NAICS 62 NAICS 44-45 NAICS 31-33 NAICS 32-33 NAICS 72 NAICS Health Care & Social Services Retail Trade Manufacturing Construction Accommodation/ Food Services Other 13% 24% 9% 4% 9% 4% } Renfrew s BR+E Survey Participant Breakdown Note: Renfrew s fifth highest ranked industry is Public Administration at 9% (as indicated on the Quick Facts Sheet p. 2), an industry largely funded by Federal/ Provincial Government bodies. 3 North American Industry Classification System https://www.statcan.gc.ca/eng/subjects/standard/naics/2012/introduction 7

Participant Profile 72% 100% of businesses surveyed rated Renfrew as a GOOD or EXCELLENT place to do business of businesses surveyed reported that at least 1 owner is involved in daily operations 75% 71% of business owners are a resident of the community of businesses have a business plan 40% of the businesses interviewed describe their industry as growing The Primary Market of your business is: Local 53% Regional 38% National 3% International 6% 8

Participant Profile How long has your business been in operation in the community? 35+ Years 32% 10% 10% 13% 13% 22% 26-35 Yrs 11-25 Yrs 4-10 Yrs 1-3 Yrs Less than 1 year Including the Owner(s), how many employees work at this business? 300+ 100-299 50-99 20-49 10-19 5-9 15% 3% 6% 9% 12% 3% 52% 1-4 9

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Summary of Results BR+E Survey The BR+E survey was organized into 6 key areas. 1. Business Information 2. Business Climate 3. Business Development 4. Workforce 5. Future Plans 6. Community Development Participants were asked to complete all sections of the BR+E survey in confidence, skipping any questions they preferred not to answer. For the complete data set, refer to Appendix 3 Renfrew BR+E Survey Results 2018. Each business was asked to score a variety of factors in doing business using the following scale: 4 Excellent 3 Good 2 Fair Participants were also given the option to indicate not applicable, or no response. At the end of each section, businesses were also able to add any open ended comments. 1 Poor 11

Business Climate Business climate questions relate to the overall impression of the community as a place to do business as well as the level of satisfaction with various community-based services and local government offerings. Impression of Renfrew as a place to do business 22% Excellent 50% Good 28% Fair The overall business climate in Renfrew was viewed as positive, with 72% of business owners rating the Town as a good or excellent place to do business. of business rate 69% 97% Local Roads as Poor or Fair Condition of businesses did not respond OR rated Public Transit as Poor 68% of businesses rate Municipal Support as Good or Excellent No response was a common answer when asking to rate: Chamber of Commerce Business Improvement Area (BIA) Community Futures & Development Corporation (CFDC) Economic Development In the past 3 years, has your attitude about doing business in Renfrew changed? 29% more positive 31% no change 6% more negative 12

Reasons for Positive Changes in Attitude I feel like the Town is getting more involved with businesses. Friendly business owners - have everything needed locally, growing community. I have gained more business in, and around the community. I am still learning about Renfrew as a community but very impressed with the community spirit and support of our business. Being involved in the business culture and being part of the decision process for the future direction. I have seen and felt the support from other local, complimentary businesses that want to see me succeed. Reasons for Negative Changes in Attitude Ontario Government has introduced Bill 148 which has greatly impacted my business in a negative way. The lack of local jobs have forced people to work in Ottawa so they shop there. There is minimal local assistance in getting a business up and running. photos by thewedge.live 13

Top Factors for Doing Business in Renfrew Businesses were surveyed on a number of factors of doing business in Renfrew. The TOP 5 Factors for doing business in the Community ranked as Good/Excellent were: quality of life; availability of adequate electricity and natural gas; availability of health and medical services; support from local residents; and internet service. The mostly commonly identified negative factors for doing business in Renfrew included municipal property taxes, workforce, local roads and cost of electricity. Poor /Fair (or no response) Business Climate Factor Good / Excellent 11% Quality of Life 89% 20% Availability of Natural Gas 80% 26% Availability of Health & Medical Services 74% 31% Support from Local Residents 69% 31% Internet Service 69% 34% Support from Municipality 66% 37% Cell Phone Service 63% 37% Local/Regional Roads & Highways 63% 53% Workforce 47% 77% Municipal Taxes 23% Community Service Impressions 59% rated elementary / secondary schools as good or excellent 60% 57% 52% rated the Chamber of Commerce as good or excellent rated the Renfrew Business Improvement Area (BIA) as good or excellent rated Police Services as good or excellent 57% 49% 69% rated Fire Services as good or excellent rated Parks & Open Spaces as good or excellent rated local roads as Poor/Fair Condition No response was a common answer when asking to rate: Child Care Services Economic Development Services Cultural Facilities Community Futures & Development Corporation (CFDC) 14

Business Development Industry Outlook 40% of Renfrew businesses interviewed describe their industry as growing. Unsure Declining Stable Growing Employment Growth 3% 13% 43% 40% Businesses were surveyed regarding the number of employees at their establishment over the last 3 years. The business development section of the BR+E survey requested feedback on each participant s industry outlook, projected sales, use of technology and barriers to accessing information technology. The business development portion of the survey also explored participant s interest in utilizing a collaborative approach to business issues. As the chart demonstrates, an almost even mix of businesses identified their industry as growing (40%) or stable (43%), with only a small percentage (3%) indicating a decline. 71% of businesses projected increased sales within the next year and 26% of businesses expected no change in sales within the next year. Reasons for anticipated industry and business growth included: increased consumer demand; diversified markets; enhanced productivity through investment in equipment; the lower Canadian dollar. 15

Projected Sales Range Use of Technology The majority of business owners/ managers surveyed rated their use of technology as moderate (37%) to high (49%). Subsequently, 68% of participants stated that they do not experience any challenges in accessing technology. How would you rate your business related to the use of technology? Moderate Very High Low High 16

Future Plans Participants were asked about their future operational plans, including expansion or downsizing expectations, federal or provincial services that could support their endeavours, and any concerns related to their plans. When surveyed, the majority of Renfrew business owners project to remain the same over the next 18 months. Challenges surrounding the availability of skilled labour, youth retention and marketing opportunities to support future business plans was a commonly identified concern. Suggestions from manufacturers on community support that could assist with their expansion plans included the provision of joint training and marketing programs, streamlined municipal economic development communications, and an effort to increase the skilled workforce locally. Within the next 18 months, which do you plan on? 33% 6% 61% Interest was expressed in the following co-operative opportunities: Network/Info Sharing... Joint Marketing... Joint Training... Joint Purchasing... 35% 26% 18% 15% 60% Relocating Expanding Remain the Same of expanding businesses intend to access Federal and/or Provincial Programs & Services Expansion Results Increased Workforce Additional Product Lines Process Improvements New Programming Increased Company Capacity 17

Workforce A workforce able to meet the needs of business is necessary for a strong local economy. The Workforce Development survey questions considered current and future workforce needs of local businesses. Business owners did express concern over the shortage of qualified skilled workers and available youth to fill an aging workforce. It was identified that surveyed businesses largely do not currently participate in co-op programs but are open to learning about opportunities to become involved. Most businesses appear to have a positive view of the overall local business climate with just over half of businesses (55%) reporting their employee counts as remaining the same over the past 3 years. In regards to expansion of local businesses in the past 3 years, approximately 99 new local jobs have been created. Methods of Recruitment 18

Workforce 33% of business owners rate the availability of qualified workers as fair 39% 51% of business owners rate the stability of the workforce as good of business owners rate their ability to retain employees as good 68% 65% 55% 18% of businesses do not participate in co-op programs of businesses requested information on co-op programs of businesses utilize external training of businesses are interested in joint training opportunities Businesses identified the following training programs as helpful to their employees: 43% of business owners described applicants as lacking appropriate skills/training First Aid Sales Tactics Equipment Training Defensive Driving Safety at Heights Crisis Prevention Over Head Crane Preventative Maintenance of businesses have trouble hiring 40% 30% 15% of business owners stated there were too few applicants for vacant positions Business Owners have Difficulty Hiring: Skilled Labourers Technicians Hospitality Staff Registered Nurses of businesses stated applicants lack relevant experience Business Owners Would Like to Purchase these Supplies Locally: Office Supplies More local food Advanced Equipment Repair Giftware/Décor Athletic & Outdoor Gear Business Support Deemed Helpful 13% Joint Marketing 11% E-Marketing & Online Content Workshops 9% Business Networking Sessions 6% Access to Capital Information or Seminars 19

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Community Development The Community Development survey questions touched on the types of assistance or opportunities businesses would find helpful to support their companies. As the graph below displays, joint advertising and marketing, e-marketing and social media workshops, workforce planning and employee training and attraction were among several areas identified for assistance. WORKFORCE PLANNING 7 SOCIAL MEDIA & ONLINE CONTENT WORKSHOPS 9 EMPLOYEE TRAINING & ATTRACTION 7 E - MARKETING 9 OTHER (SPECIFY) 2 PRODUCTIVITY IMPROVEMENT WORKSHOPS ATTRACTION OF RELATED SUPPLY & SERVICE BUSINESSES JOINT ADVERTISING & MARKETING 3 7 10 EXPORT DEVELOPMENT PROGRAMS & SERVICES 1 BUSINESS NETWORKING SESSIONS 7 TRADE SHOWS 3 ACCESS TO CAPITAL INFORMATION OR SEMINARS 5 MARKETING SEMINARS 6 SUCCESSION PLANNING 1 UPDATING BUSINESS PLAN 3 ADVANTAGES THE COMMUNITY DISADVANTAGES 21

Conclusion The s Business Retention and Expansion (BR+E) process was a success in its first phase due to the support of the business community and from the volunteers involved in the process. During the BR+E Retreat session, it was evident that Renfrew business leaders and community stakeholders are invested in the success of industry of Renfrew, and are willing to work together to achieve results. For details on the BR+E Economic Development Action Plan, please refer to Appendix 1 BR+E Action Plan. BR+E Highlights The Renfrew BR+E Project identified a need to: Next Steps 22

Coming together is the beginning; keeping together is progress; working together is success. Henry Ford 23

Town of _NFREW ONTARIO CANADA www.renfrew.ca

APPENDIX 1 Renfrew BR+E Action Plan Snap Shot Identified Priorities Create a Positive Environment for Economic Development Strengthen Renfrew s Workforce Support & Develop Local Business Market Renfrew Strategy 1 Create an Environment for Economic Growth Goals and Strategies Strategy 2 Strengthen Renfrew s Workforce Goal: Elevate Renfrew s business climate by providing centralized municipal economic development leadership and resources. Actions: 1.1 Centralize Renfrew Economic Development 1.2 Streamline Communication Pathway for Local Economic Development 1.3 Increase Economic Development Communications & Resources 1.4 Create More Opportunities for Local Business Owners to Connect Strategy 3 Support & Develop Local Businesses Goal: Collaborate with community stakeholders to strengthen local workforce by increasing employment training opportunities. Actions: 2.1 Assess Renfrew Workforce Gaps 2.2 Promote Local Workforce Opportunities 2.3 Attract & Retain Youth in local Workforce 2.4 Establish a satellite skills office in Renfrew Strategy 4 Market Renfrew Goal: Work with community partners to create integrated Municipal business development opportunities. Actions: 3.1 Welcome & Encourage New Business 3.2 Promote Local Businesses 3.3 Fill Vacant Commercial & Industrial Properties 3.4 Provide Resources for Small Business Development Resources 3.5 Connect Local Manufacturers Goal: Build s brand through innovative cross-sector promotional material. Actions: 4.1 Promote Renfrew as a Destination 4.2 Build on current social media content to promote Renfrew as a whole 4.3 Market Vacant Commercial Space Note: Priorities as identified through consultation with a sampling of businesses in Renfrew at a Community Stakeholder Retreat in June 2018. As the BR+E Project progresses, so will the priorities and deliverables.

APPENDIX 1 BR+E Action Plan Matrix Strategy 1 Timeline- Completed By Task Lead(s) Deliverables Create an Environment for Economic 2018 2019 2020 2021 2022- *R&A = Renfrew & Area Growth 2026 Actions 1.1 Centralize Economic Development Jan. 1.1.1 Hire permanent municipal economic development staff to; streamline communications by serving as initial point of contact for all economic development inquiries, provide resources to support/develop local business 1.2 Streamline Communication Pathway for local Economic Development Jan- Feb. 1.2.1 Design and implement a Concierge approach for local Economic Development. Outline details on a one page document and share with local businesses and on website 1.3 Increase Economic Development Communications & Resources Mar. 1.3.1 Refresh and enhance the current economic development page to include relevant economic development material and resources for new and current local business owners 1.4 Create More Opportunities for Local Business Owners to Connect Oct. Renfrew BIA R&A Chamber of Commerce Renfrew Industrial Commission 1.4.1 Create a closed (invite only) Facebook group for Renfrew business owners to serve as an ongoing informal business roundtable discussion to provide business owners to connect, share information and resources, pose questions and answers to one another. Feb, May, Nov. Renfrew BIA R&A Chamber of Commerce County of Renfrew Renfrew Industrial Commission 1.4.2 Work with community partners to commit to hosting 3 networking events each year in Renfrew (winter, spring, fall)

BR+E Action Plan Matrix Strategy 2 Timeline Completed By Task Lead(s) Deliverables 2018 2019 2020 2021 *R&A = Renfrew & Area Strengthen Renfrew s Workforce - 2026 Actions 2.1 Assess Renfrew Workforce Gaps Nov. Ontrac-Renfrew R&A Chamber of Commerce Renfrew BIA Renfrew Industrial Commission 2.1.1 Create a cross-sector inventory of most needed employment positions in Renfrew and the associated training required to fill position. 2.2 Promote Local Workforce Opportunities Apr. 2.2.1 Work with business leaders to create a one page marketing sheet to highlight their respective industries and provide overview of positions available. Include contact information needed to send a resume/obtain more information on workforce opportunities Apr.- May 2.2.2 Share the completed industry promotion resources with County of Renfrew, local co-op coordinators, and regional post-secondary institutions (where relevant) 2.3 Oct- Nov. St. Joseph s High School Renfrew Collegiate Institution 2.3.1 Municipal staff -meet with secondary school co-op coordinators to become educated on program structure and offerings. Attract & Retain Youth in local Workforce Feb. Ontrac-Renfrew 2.3.2 Meet with Ontrac staff to review current secondary school co-op program details and crossreference current workforce gaps identify any opportunities Ontrac employment service programs can complement co-op structure and encourage more local employers to participate Create a report on findings and share with community stakeholders Mar. 2.3.3 Share findings with local secondary school co-op coordinators and regional post-secondary co-op coordinators to promote co-op opportunities for youth in Renfrew. 2.4 Establish a Satellite Skills Office in Renfrew Jan- Dec May- Jun. Jan- Dec Ontrac - Renfrew 2.3.4 Where relevant attend post-secondary job fairs to promote employment opportunities to youth 2.4.1 Explore the feasibility of establishing a satellite skills office for residents to obtain postsecondary credits in Renfrew. Create a preliminary report on findings.

BR+E Action Plan Matrix Strategy 3 Timeline Completed By Task Lead(s) Deliverables 2018 2019 2020 2021 *R&A = Renfrew & Area Support & Develop Local Business - 2026 Actions 3.1 3.1.1 Create a Quick Start Guide for new and potential business owners Welcome & Encourage New May Business R&A Chamber of Commerce Renfrew BIA Renfrew Industrial Commission County of Renfrew 3.1.2 Create Welcome package for Businesses (grand opening certificate, marketing consultation, promotional story, personal welcome from Mayor etc.) 3.2 3.3 3.4 Promote Local Business Fill Vacant Commercial & Industrial Properties Provide Resources for Small Business Development Apr. Sept. July June R&A Chamber of Commerce Renfrew BIA Renfrew Industrial Committee County of Renfrew Renfrew BIA R&A Chamber of Commerce 3.2.1 Establish a Business of the Month series to highlight one Renfrew business each month (feature on website, social media etc.) 3.2.2 Create a comprehensive list of vacant industrial properties and their details. Share with County of Renfrew Economic Development staff to promote throughout their networks and at relevant events 3.3.1 Investigate working with community partners and stakeholders to design a Win This Space competition to encourage new business to fill a vacant downtown storefront 3.3.2 Apply to have vacant municipal industrial properties Investment Ready certified 3.4.1 Provide a comprehensive list of small business development resources and post on website. Update list as new resources become available July 3.4.2 Provide templates on the Economic Development website for (but not limited to) the following resources: Business Plan, Succession Planning, Marketing, Social Media Strategies 3.5 Connect Local Manufacturers Apr. Renfrew Industrial Commission County of Renfrew 3.4.3 Work with Community partners to provide 3 workshops in Renfrew targeted at small business owners 3.4.4 Work with community stakeholders to host a Manufacturer Day in Renfrew to provide local Manufacturers with opportunities to connect and be provided with resources to enhance their operations

4.1 Promote Renfrew as a Destination BR+E Action Plan Matrix Strategy 4 Timeline- Completed By Task Lead(s) Deliverables 2018 2019 2020 2021 *R&A = Renfrew & Area Market Renfrew - 2026 Actions Jan- Dec Renfrew BIA 4.1.1 Work with community partners to build upon current annual events to bring more people to Renfrew by having local businesses participate in events by providing services or sales tailored to event type R&A Chamber of Commerce Jun 4.1.2 Investigate having a digital media board placed along a highway entrance to Town of Renfrew to promote events and Town initiatives. 4.2 Build on current social media content to promote Renfrew as a whole Jan 4.2.2 Develop a schedule to promote as a whole content to be shared on Town s social media outlets 4.3 Market Vacant Commercial Space Mar. Renfrew Industrial Commission County of Renfrew Renfrew BIA 4.3.1 Provide listing and details of available commercial space on Town website, and at other relevant opportunities such as trade shows and conferences. Provide a link on the Town website to relator.ca to show up to date listing and details of vacant commercial properties in Renfrew