City of Kenora

Transcription

City of Kenora

City of Kenora
Prepared by:
Lake of the Woods Development Commission • June 2009
60 Fourteenth St. North • Kenora, ON P9N 4M9 • www.kenora.ca
City of Kenora Economic Development Plan • 1
City of Kenora Economic Development Plan
C O N T E N T S
2
Message from the Chair
4
1.0
INTRODUCTION
6
2.0
BACKGROUND
8
3.0
PRIME GOALS OF THE PLAN
11
4.0
3.1
Job Retention & Creation
3.2
Increased Assessment
3.2
Increased Population Growth
STRATEGIC INITIATIVES
4.1
Business Retention, Expansion & Attraction
4.2
Tourism Development & Marketing
4.3
Downtown Revitalization
4.4
Education & Training
4.5
First Nation Partnerships
4.6
Health & Social Infrastructure
4.7
Economic & Tourism Infrastructure
4.8
Communication
21
5.0
GOVERNANCE AND MANAGEMENT
22
6.0
IMMEDIATE PRIORITIES
Lake of the Woods Development Commission
Message from the
Lake of the Woods Development Commission Chair
The Lake of the Woods Economic Development Commission has commenced
Partnerships are
with implementation of the tourism, business attraction and training and postsecondary plans developed over the past two years. We have tourism strategies
critical to our
underway, we are seeking new business investment and we are establishing
additional opportunities for training and post-secondary education. Much progress
has been made by the Commission, its working committees and partners.
Partnerships are critical to our success as we move ahead. Whether it is working
success as we
move ahead ... the
Commission
with Grand Council Treaty #3 and area First Nations on the Tunnel Island project
and business development, or developing and
A Bold New Vision…
implementing plans with the hospitality, retail sector
and other governments in tourism, the Commission
recognizes that the
adage “in unity
recognizes that the adage “in unity there is strength” holds true.
there is strength”
Getting the basics right has been fundamental to the Commission’s work. Good
holds true.
plans and strong partnerships are critical to success.
Dennis Wallace, chair
Kenora City Council has had the courage and commitment to fund economic
infrastructure projects recommended by the Commission. These projects will
provide the basis for the private sector to invest and create jobs. The Federal
Government and Province of Ontario are responding favourably with additional
funding.
Kenora must be a tourist destination. To achieve this we need quality
accommodation, a revitalized downtown and waterfront and attractions that make
us stand out. We must also market ourselves across Canada and beyond. This is
underway. Luckily, we are blessed with thousands of years of history and beautiful
surroundings that only need to be rediscovered, interpreted respectfully and
shared.
Business development will be marked by more small to medium size business
investments than by the attraction of a large firm. We have a strategy to pursue
identified opportunities and are in the process of doing so. The forest sector is
transforming itself in a way that will benefit area First Nations and Kenora. We will
capture these opportunities as they emerge further.
The Commission’s
successes are the
In fact, our First Nations partners are becoming economic engines for the regional
result of the efforts
economy including Kenora. We are seeing new First Nation businesses
of community
appearing, including some in the city, that benefit us all.
The economic infrastructure work needed for investment readiness is underway.
Highway twinning begins next year. Paving of the highway coming into Kenora on
volunteers from
business labour
both sides will begin shortly. Norman Park will have an important new role as a
community park, transportation centre and tourism welcome point. Downtown
and First Nations,
revitalization will continue. All of these projects stimulate our economy now, create
jobs and make our community more attractive to investors. There will be more to
come shortly.
City Council and
senior
The Commission’s successes are the result of the efforts of community volunteers
governments.
from business labour and First Nations, City Council and senior governments. We
have excellent City staff and other partners that make ideas happen.
We are positioned to diversify and build our economy, to make Kenora a better
place to live and to give our children a chance to remain in the community that we
love. Let’s keep up the pace.
1.0 Introduction
The first City of Kenora Economic Development Plan was adopted by Mayor and
Council in August 2006. Since that time, many of the activities identified within that
Plan have been completed. In addition, new information, plans and strategies
have been developed by the Commission’s Committees. The current major global
economic downturn is impacting government policy, trends and opportunities. The
Commission recognized that the Plan needed to be updated to reflect this new
The Economic
Development Plan
(2006) was
developed as a
environment.
result of many
The Economic Development Plan (2006) was developed as a result of many years
years of hard work
of hard work on a wide range of planning studies, economic development projects
and research initiatives. This information was supplemented by an extensive public
and stakeholder consultation process.
on a wide range of
planning studies,
New information, plans and strategies have been developed by the
Commission.
This report builds on the results of the following reports and studies and synthe-
economic
development
sizes all of the previous economic development work:
projects and
1.
Abitibi Action Plan dated July 27, 2005
2.
The City of Kenora Strategic Plan, Vision 2009 (Oct 2005)
3.
Kenora Economic Development Workshop, November 2005
4.
The Downtown Revitalization Plan, September 2004
5.
The Common Ground Report, March 15, 2006
6.
The Performing Arts Centre Study, November 2002
7.
Lake of the Woods District Property Owners’ Economic Impact Study, 2003
8.
Performing Arts and Convention Centre and Downtown Opportunity
research initiatives.
Assessment, Grant Thornton, September 2007
9.
Community Improvement Plan ( 2007)
10. Tourism Strategy (2008)
11. Economic Recovery and Diversification Strategy (2008)
12. Waterfront Development Guidelines (2009)
13. Business and Industry Strategic Market Analysis (2009)
14. The Kenora Community Strategy (April 2009)
The utilization of these previous development projects, reports and studies as a
base for the development of an economic development plan builds on the work of
many organizations, stakeholders and First Nations partners. It also takes advantage of the public consultation process that was a cornerstone of each of these initiatives, and ensures the opinions comments and views of the community-at-large
are embedded in this plan.
Further, on November 4 and 6, 2005, the community was invited to attend a community economic development planning workshop designed to discuss and
debate the economic future of the community. The strengths, weaknesses, opportunities and threats to the community were recorded, and prioritized. More than
sixty (60) community members attended each of the weekend community economic development planning sessions. The workshop results were incorporated
into the formulation of the prime goals, and corresponding strategic initiatives, of
the plan.
In June, 2006, the Economic Development Committee participated in a planning
session to review and prioritize all of the community economic development projects underway and synthesize them into a single comprehensive plan. The City of
Kenora Economic Development Plan was adopted by Mayor and Council in
The utilization of
August 2006.
these previous
This updated plan now includes the work from the Tourism Strategy (2008)
and the Economic Recovery & diversification Strategy.
development
projects, reports
Since that time, the Economic Development Committee and, subsequently, the
and studies as a
Lake of the Woods Development Commission have used the Economic
base for the
Development Plan as their implementation strategy.
development of an
In 2008, the Commission adopted the Tourism Strategy which was developed by
the Tourism Committee. The Tourism Strategy is a comprehensive plan which
economic
defines the necessary steps to turn the Kenora area into a world class tourism
development plan
destination.
builds on the work
In December 2008, the Lake of the Woods Development Commission adopted the
of many
Economic Recovery and Diversification Strategy, which identified the major
tourism and economic development infrastructure projects which will complete
Kenora’s transition from a pulp and paper mill town to a destination, lifestyle and
tourist destination community.
organizations,
stakeholders and
First Nations
In April 2009, the Lake of the Woods Development Commission and members of
partners.
its three standing committees from Business Attraction, Tourism and Education &
Training, attended a ½ day workshop to update the Economic Development Plan.
This updated Plan now includes the work from the Tourism Strategy (2008) and
the Economic Recovery & Diversification Strategy.
2.0 Background
In 2005, the City of Kenora faced the most significant economic challenge of this
The City of Kenora
generation. The local pulp and paper mill, which had been the stalwart of the
Kenora economy for over 100 years, closed its doors. The mill closure resulted in
the loss of 361 jobs, and a potential $61 million loss to the local economy. The City
and the Lake of the
Woods Development
of Kenora alone lost over $2 million in property taxes and user fees.
Commission have
The City responded to this situation by hiring an Economic Development Officer
now renewed the
and creating an Economic Development Committee to create a plan to diversify
and revitalize the local and area economy. In August 2006, City Council adopted
the City of Kenora Economic Development Plan.
Economic
Development Plan to
The Plan outlined a bold new vision for Kenora and the Lake of the Woods area
reflect the current
to build on the natural resources of the area, but take the City in a new direction.
The Plan needed to build on the traditional strengths of the area such as forestry
and tourism, while charting a course more in keeping with emerging demograph-
economic and global
realities.
ic trends and the global economy. In more practical terms, the Plan communicated the future direction of the City in terms of its economic health and well being.
The Economic Development Committee and, more recently, the Lake of the
Woods Development Commission have used the Plan for the development
of an annual work plan.
The Plan became a blueprint for City Council to convey to the public how the
municipality would pursue opportunities for growth and development and provided City Council with a policy document for making strategic decisions on the allocation of limited financial and human resources.
The Plan has also been used to disseminate information about Kenora’s direction
and priorities to potential investors and senior levels of government.
The Economic Development Committee and, more recently, the Lake of the
Woods Development Commission have used the Plan for the development of an
annual work plan.
The City of Kenora and the Lake of the Woods Development Commission have
now renewed the Economic Development Plan to reflect the current economic
and global realities. Many initiatives identified in the Plan of 2006 have now been
completed. For these reasons, it was determined that the Economic Development
Plan needed an update.
GINA BELL
3.0 Prime Goals of the Plan
The success of a good plan can be measured by the degree to which it achieves
desired results. The loss of the paper mill in the community has resulted in the loss
of jobs, a significant drop in property tax assessment and potential out-migration
The prime goals of
this plan are to
of workers to find employment elsewhere.
directly address the
The prime goals of this plan are to directly address the negative impact of the mill
negative impact of
closure on the economy. New jobs need to be created to replace the jobs lost at
the mill and the woodlands. New investment is required to make up for the decline
in assessment, and corresponding lost tax revenue to the municipality. The popu-
the mill closure on
the economy. New
lation base of the City needs to be retained, and increased, in order to support the
existing municipal infrastructure and economic base required for a healthy and
jobs need to be
vibrant community.
created to replace
The following is an overview of the prime goals of the plan in terms of tracking the
implementation of the plan, and monitoring the corresponding economic development program, in the years to come.
the jobs lost at the
mill and the
woodlands.
3.1
Job Retention & Creation
Kenora has lost more than 650 jobs in the forestry sector since 2005. These job
losses have had a serious impact on the local economy. The losses began with
the closure of Devlin Timber and Abitibi in 2005 and continued with layoffs at the
i-Level Weyerhaeuser timberstrand plant in 2007 and the shut down of Kenora
Forest Products sawmill operation in 2008. Finally, in July 2008, Abitibi Bowater
announced that it would no longer be logging in the Kenora and Whiskey Jack
Forests.
It is hoped that many of these laid off workers will remain in Kenora. However, it
is clear that these full time, permanent, higher paid jobs will be eliminated from
the Kenora economy and not be available to the future workforce.
Exacerbating this situation is the fact that the Federal and Provincial governments
Job creation in the
industrial,
have systematically reduced their workforce in the City of Kenora over the past
decade. This has resulted in the loss of a significant number of professional positions in the community, which coupled with the job loss in the industrial sector, has
created a smaller job pool in the community.
retail/commercial,
professional and
public service is a
It is one of the prime objectives of the City of Kenora to increase the number of
jobs available, both in the short term and the long term. However, if the City is to
prime objective of
have a healthy local economy, it must make up for the net jobs lost in the industrial and government service sectors. Job creation in the industrial, retail/commercial, professional and public service is a prime objective of this plan in order to
prevent any further economic decline, and eventually stimulate future growth and
development.
this plan in order to
prevent any further
economic decline,
and eventually
3.2
Increased Assessment
stimulate future
With the closure of the Abitibi Consolidated Paper mill, the City of Kenora lost
growth and
35% of the assessed value of the mill property due to vacancy rebates in 2006.
This translated into approximately $1.2 million in lost tax revenue.
development.
The net impact was a 14% reduction in the City’s assessment base. This is particularly acute due to the fact that the assessed value of the mill property is taxed
at the large industrial tax rate, which is the highest of the various tax classes in
the City. As an example, its takes about three times the residential assessment to
generate the same tax dollar as the large industrial rate.
In addition, the lost utility revenues totaled an additional $625,000 in 2006. This
has a direct impact on the City water and sewer and solid waste departments, as
well as utilities such as the Kenora Municipal Telephone Service and Kenora
Hydro.
A prime objective of this plan is to attract investment in order to claw back the
assessment lost due to the closure of the paper mill. This objective goes even further to include increasing the assessment base beyond the pre-Abitibi closure in
order also to keep pace with inflation, and maintain the existing levels of services
to residents of the City.
3.3
Population Retention & Attraction
It stands to reason that the loss of over 650 direct jobs in the forestry sector, and
job loss in the public sector over the past decade, will eventually translate into a
loss of population. Unless the City Kenora takes aggressive steps to address the
job losses, and potential population decline, the local economy will weaken due
to a reduction in economic activity and lack of investment.
It is a prime objective of this plan to increase the population of the City of Kenora.
This can be achieved through the creation of new jobs and new businesses as
stated earlier, or by offering the opportunity for “lifestyle choices” for those individuals not tied to a specific job or career path. An example of this type of individual
would be a retiree, or self employed business person. Individuals such as these
WILLIAM MAJOR
have the resources and flexibility to reside in a community of their choosing. The
City has been identified as one of the best places to live in Canada and has many
of the key attributes required for people to make this move on a permanent, or
seasonal basis.
It is a prime
objective of this
plan to increase the
population of the
City of Kenora. This
can be achieved
through the
creation of new
jobs and new
businesses … or by
offering the
opportunity for
“lifestyle choices”.
4.0 Strategic Initiatives
DONNA LEE STILES
This section of the plan will outline the specific activities to be undertaken with
respect to the diversification and revitalization of the local economy. Each strategic initiative is accompanied by a series of actions required for implementation.
Project leads are also identified in order to assign responsibility for tracking and
implementation.
There are eight (8) key areas for the City of Kenora to strategically invest its financial and human resources in order to achieve the prime goals set out in the previous section. They are:
1. Business Investment & Attraction
2. Tourism Development & Marketing
3. Education & Training
4. Downtown Revitalization
5. First Nation Partnerships
6. Health & Social Infrastructure
7. Economic & Tourism Infrastructure
8. Communication
Each of these initiatives has one or more projects or programs designed to
accomplish the strategic objective. They are outlined below, along with the specific actions and leads required to monitor and evaluate plan implementation.
4.1
Business Investment & Attraction
4.1.1 Destination Kenora
Develop and implement marketing strategies to attract new residents to Kenora, such as business owners, early retirees and youth, based on Kenora’s attraction as a lifestyle, destination
community.
Develop and implement the key economic infrastructure projects identified in Kenora’s
Economic Recovery & Diversification Strategy (2008) which will transition Kenora into a
lifestyle, destination community.
Actions:
•
Re-develop the Office @ the Lake campaign.
•
Rejuvenate the Choose Kenora youth attraction campaign.
•
Develop & implement a Retiree Attraction campaign.
•
Complete an asset inventory including quality of life amenities/infrastructure and services
available and needed to attract & retain business and residents & develop a relocation
guide based on this information.
•
Lobby governments to continue the Highway 17 west twinning project from the Manitoba
border to Kenora.
•
develop and
Work with the Kenora Airport Commission to maximize use and opportunities at the airport Workshop.
Lead Committee:
•
Destination Kenora:
implement
marketing
Business Attraction
strategies to attract
4.1.2 Develop & Implement a Business/Industry/Government Attraction Strategy
The purpose of this initiative is to develop and implement a strategy based on the recommendations in the Business and Industry Strategic Market Analysis (2009). The objective is to build
business and industry networks from Manitoba and western Canada.
new residents to
Kenora ... based on
Kenora’s attraction
Actions:
•
Identify industry/business sectors specific businesses for a targeted marketing approach.
•
Develop a marketing package to attract targeted business/industry.
•
Complete an inventory of available lands and buildings for use in community marketing
as a lifestyle,
destination
and prospectus development.
•
Update Community Profile & Business Directory.
•
Update Economic Development Website.
•
Use existing marketing materials and identify additional materials to be developed.
community.
Lead Committee:
•
Business Attraction
4.1.3 Development of Value Added Forestry Businesses
Actions:
•
Work with Kenora Forest Products to facilitate the re-opening and expansion of their
operation, creating 40-60 new jobs.
•
Work with existing and emerging value added businesses to eliminate barriers to their
growth and development.
•
Assist the private sector in obtaining funding subsidies as available.
•
Explore partnership opportunities between potential businesses and other local partners
including First Nations.
Lead Committee:
•
Business Attraction
4.1.4 Retrain and support Kenora Forest Product workers
Actions:
•
Support Lake of the Woods Labour Action Centre for affected workers.
•
Track movements of affected workers.
•
Work with community partners to ensure community support for affected workers is
available.
Lead Committee:
•
Business Attraction
4.1.5 Fibre Allocation
Actions:
•
Support fibre allocation alternatives which ensure that fibre is available for community
economic development purposes.
Lead Committee:
•
Business Attraction
4.1.6 Mining
Actions:
•
Identify mining opportunities in the surrounding area
•
Develop a strategy to maximize mining opportunities for Kenora
Lead Committee:
•
Business Attraction
4.1.7 Local Business Retention & Expansion Strategy
Local businesses create 80% business and job growth. These businesses must be supported in their growth and development.
Actions:.
•
Develop a strategic B R & E program
•
Work in partnership with business support organizations.
•
Implement new business welcome project.
•
Implement Shop Local campaign.
Lead Committee:
•
Business Attraction
4.1.8 Mill Property Re-development
Facilitate the adaptive re-use of the former mill site and other lands.
Actions:
•
Work with purchaser to facilitate development plans for the sites.
•
Brownfield Re-Development regional workshop held in Kenora.
•
Work with City of Kenora to develop brownfield policies.
Lead Committee:
•
Business Attraction
4.1.9 Common Ground / Tunnel Island / First Nations Partnership
This project is a partnership between three area First Nations, the City of Kenora and Grand
Council Treaty #3 and has been developed to protect Tunnel Island, respect First Nation interests and history, illustrate European history and continue current community and First
Nations’ use of the property.
Stakeholders in the partnership have formed a corporation to manage the Tunnel Island property, undertake studies to seek historic site status, engage elders, and engage respective
communities in guiding and shaping a shared land use plan.
Actions:
•
Support the Rat Portage Common Ground Conservation Organization.
•
Assist the corporation in the development of a work plan.
•
Assist the corporation with funding applications.
•
Work with the Community University Research Alliance project team to develop research
projects for the community.
Lead Committee:
•
Business Attraction
4.2
Tourism Development & Marketing
The Tourism Strategy will turn Kenora and the Lake of the Woods area into a world class tourist
destination. The four goals within the strategy outline the steps that must be taken to become
that destination.
4.2.1 Four Season Marketing Plan
Increase the number of visitors to the Lake of the Woods area, including overnight stays, with
a special emphasis during the shoulder and off seasons (October – May).
Actions:
•
Analyze the Lake of the Woods area internal and external tourism environment.
•
Conduct market research.
•
Establish a tourism research program.
•
Develop a four season advertising plan including web based, print, radio and television
media.
•
Create one detailed calendar of events and activities.
•
Create a cooperative advertising campaign.
•
Source & leverage marketing funding from senior levels of government.
•
Implement a media relations program.
•
Develop packages and itineraries for events, tournaments & conferences.
•
Create an up to date, high quality image and video library.
•
Increase internal communication between stakeholders and partners.
•
Determine appropriate location(s), hours of operation and service levels for Visitor
Information Centre(s).
•
Support area First Nations Tourism Development Projects.
•
Encourage and Monitor use of the brand and logo.
Lead Committee:
•
Tourism
4.2.2 Infrastructure & Product Development
Strengthen and expand the Lake of the Woods area attractions and activities for leisure and
business visitors, while continually investing in basic tourism infrastructure.
Actions:
•
Assist with implementation of Kenora’s Downtown Revitalization Plan.
•
Develop an investment plan for trails.
•
Develop and promote public amenities for tourists and residents.
•
Encourage the development of a public arts space.
•
Support the development of First Nation tourism products.
•
Support the development of the heritage sector.
•
Identify current and potential magnet attractions.
•
Support the development and expansion of sports venues.
•
Encourage repairs to Coney Island infrastructure.
•
Support highway twinning.
Lead Committee:
•
Tourism
... create a civic
4.2.3 Training & Hospitality
Create a civic environment through education and training that welcomes, respects and shows
environment
gratitude towards visitors, summer residents and local residents.
through education
Actions:
•
Develop a customer service strategy.
and training that
•
Create a program to develop an informed community.
welcomes, respects
•
Develop a Home Town Tourism familiarization tour strategy.
•
Develop an Ambassador program.
and shows
•
Coordinate, identify and fill gaps in visitor information materials.
gratitude towards
•
Improve levels of visitor satisfaction.
•
Generate goodwill and understanding of tourism and its benefits.
visitors, summer
•
Support an increased presence of tourism curriculum in high schools and college
residents and local
campuses.
residents.
Lead Committee:
•
Tourism
4.2.4 Events
Unite the human and financial resources and stakeholders of the Lake of the Woods area to
coordinate the development and expansion of events for residents and visitors.
Actions:
•
Provide one-stop assistance to groups and organizations involved in community events,
conferences and conventions.
•
Utilization of special events infrastructure.
•
Create “grab bags” for community organizations, events, conferences and conventions to
encourage visitors to explore the community.
•
Work with hotels, resorts, attractions, recreation providers and restaurants to create packages and itineraries.
Leads:
•
Tourism
4.3
Downtown Revitalization
The goal of the downtown revitalization project is to turn Kenora’s harbourfront and downtown
into a destination for residents, seasonal residents, and tourists. In the development of the
Downtown Revitalization Plan, these key principles were agreed upon:
The downtown will be:
•
interesting and stimulating
•
a good place to invest
•
attractive to locals, seasonal residents and visitors
•
memorable
•
easy to identify and find
•
clean and safe
•
universally accessible
•
engaged with the lake and authentically Kenora
•
as nice in winter as summer & a refuge on rainy days
The Downtown Revitalization Plan was completed in September 2004. Phase I works will be
completed during the summer of 2009. Applications have been submitted for Phase II works.
4.3.1 Implementation of the Downtown Revitalization Plan – Phases II-IV
Actions:
•
Prepare funding applications.
•
Develop conceptual plans.
•
Complete design drawings & tender packages.
•
Construction.
Lead:
•
City of Kenora
4.3.2 Façade Improvement Program and Sign Replacement Program
Actions:
•
Market the Façade Improvement Program within the Community Improvement Plan to
encourage private sector investment.
Lead:
•
City of Kenora
4.3.3 Protect and enhance heritage buildings in the downtown
Kenora’s downtown currently exhibits numerous examples of turn of the century commercial
and civic structures, some of which remain very close to their original appearance and struc-
ture. However, there are also examples of buildings which have undergone numerous changes
until very little of their original exterior remains.
Actions:
•
Work with Heritage Kenora to identify heritage buildings and landscapes.
•
Work with Heritage Kenora to develop a set of guidelines to assist building owners and
designers to make choices appropriate for the building/streetscape.
•
Work with Heritage Kenora to encourage the development of authentic rather than
themed approaches to building improvements with consideration of prevailing patterns
such as awnings, recessed entryways, full height/width glazing and front lit signage
bands on the cornices dividing the first and second floors.
•
ROB CRANDALL
Work with Heritage Kenora to develop and administer the Façade Improvement Program.
Leads:
•
City of Kenora — Heritage Kenora Committee
4.3.4 Support the development of a Performing Arts Conference/Convention Centre
Actions:
•
Identify a venue or site for a performing arts centre.
•
Develop a capital plan for the construction of the facility.
•
Develop a business pan for the development of the new facility.
Lead:
•
City of Kenora — Performing Arts Centre Committee
4.3.5 Sign By-Law
The City of Kenora is preparing a sign by-law which will include strict design guidelines for the
heritage signage in the downtown core.
VICTORIA LAMBERT
Actions:
•
Revise sign by-law to include design provisions for CIP area.
Leads:
•
City of Kenora
4.3.6 Enhanced Special Events
Phase II Downtown Revitalization includes the development of semi-permanent events infrastructure to accommodate major events on the harbourfront. Phase II also includes the development of a smaller events venue. Enhanced special events infrastructure will help fulfill the
Downtown Revitalization Plan’s goal of bringing more people to the harbourfront and downtown
area.
Enhanced events coordination and the addition of new events have also been identified within
the Tourism Strategy.
4.4
Education & Training
Increase the presence of training and post secondary education institutions and opportunities
in the Kenora area
Actions:
•
Hire an Education and Training Analyst
•
Complete an Inventory and Opportunity Analysis
•
Identify key projects and partnerships
Lead Committee:
•
Education and Training Commitee
4.5
First Nations Partnership Initiatives
Work with area First Nation communities and Grand Council Treaty #3 to identify economic
development and relationship based opportunities which will strengthen the area.
Actions:
•
Support area First Nations’ Economic Development Projects.
•
Create a regional staff-based Economic Development Network.
•
Economic Development and Relationship Building Conference.
•
Support Casino Development with W.Onigum.
•
Identify joint infrastructure and venues to attract visitors.
•
Consider development of joint marketing strategy.
Lead:
•
4.6
Health & Social Infrastructure
Community economic development efforts do not occur in isolation of other sectors of society.
It is well documented that Kenora, and Northern Ontario as a whole, experience a range of
chronic social and health related problems at a higher rate than Ontario and Canada. It is recognized that more resources are required to adequately address social and health related
issues, and the LOWDC will lend support and assistance as resources permit.
Actions:
•
Work with the Making Kenora Home housing and programming committees.
•
More resources are required.
•
Lobby the Kenora District Services Board, and senior levels of government, for additional
social housing units in Kenora.
•
Provide support to health care partners in enhancing health care services in the City of
Kenora and surrounding region.
Leads:
•
It is well
documented that
Kenora, and
4.7
Economic Infrastructure
Northern Ontario as
There are a number of key economic and tourism infrastructure projects identified in the Economic
Recovery & Diversification Strategy. These projects are also embedded within both the Business
Attraction and Tourism Strategies. Without these major capital investments, the Economic
Development Plan and Kenora’s plans for recovery and diversification will not succeed.
Actions:
•
Downtown Revitalization and Waterfront Development
•
Hennepen Lane Heritage Project
•
Keewatin Waterfront Development
•
Beaches, Parks & Trails
•
Tunnel Island Legacy Project – Common Ground
•
Norman Park Heritage Transportation Centre
•
Snowmobiling
•
Performing Arts Centre
•
Training & Education Centre of Excellence
•
Industrial Park Servicing Upgrade
•
Twinning Trans-Canada Highway from Manitoba to Kenora
•
Golden Eagle Casino
a whole, experience
a range of chronic
social and health
related problems at
a higher rate than
Ontario and
Canada.
•
Venue Attractions
•
Hotel Upgrades and Attractions
•
Abitibi Site Re-Development
Lead:
•
4.8
Communication Strategy
Develop a communication strategy to keep Mayor and Council, key stakeholder groups and
organizations and the community at large informed.
Gather feedback about the direction and initiatives within the Plan and revise and refresh the
Plan.
Actions:
•
Quarterly reporting to Mayor and Council
•
Stakeholder and partner meetings
•
Public and targeted speaking opportunities
•
Identify other methods for community information exchange
Lead:
•
5.0 Governance &
Management
TAYLOR NICKLE
The Lake of the Woods Development Commission is a not for profit community
development corporation which was established by the City of Kenora pursuant to
The Commission’s
Section 203 of the Municipal Act.
mandate is to:
The Commission has a 12 member Board of Directors comprised of business and
“Promote, facilitate
industry leaders, appointed partner organization representatives and elected officials. The Board of Directors is appointed by City Council.
and develop a
The Commission’s mandate is to: “Promote, facilitate and develop a strong, unified
strong, unified
community economic development presence for the city of Kenora and the
community
surrounding Lake of the Woods Region.”
Representatives from the Government of Canada, Province of Ontario and partner
agencies support the work of the Board in an ex-officio capacity. The work of the
Board is supported by staff and financial resources from the City. Additional funding
is provided by senior levels of government on a project by project basis.
The Lake of the Woods Development Commission is wholly owned by the City of
Kenora, but operates at arm’s length from the City. The Commission’s Board of
Directors provides overall guidance and direction, with support from three standing
committees. The Commission also utilizes the resources of the Northwest Business
Centre in carrying out its mandate. The key functional areas of service delivery are:
•
Economic Development – Business Investment Committee
•
Tourism Development – Tourism Committee
•
Education & Training – Education and Training Committee
•
Business Development – Northwest Business Centre
economic
development
presence for the
city of Kenora and
the surrounding
Lake of the Woods
Region.”
The City of Kenora has set forth strong policy direction for the delivery of planning
and development services in the Economic Development Plan, Tourism Strategy
and Economic Recovery & Diversification Strategy. These policy documents, and
associated tasks and activities, form the basis for the delivery of services by the
Lake of the Woods Development Commission.
6.0 2009/2010 Priorities
The scope of the Economic Development Plan for the City of Kenora as set out in
Section 4 is extensive, and involves a wide range of projects and over 25 strategic
The City will be
seeking financial
initiatives.
assistance from
The City is committed to the Plan, but has limited financial and human resources
for the implementation of the Plan. The City will be seeking financial assistance
from senior levels of government on a project by project basis in order to expedite
plan implementation. The City and the Commission will be collaborating with multiple stakeholders and partners on these strategic initiatives.
The City and
senior levels of
government on a
project by project
Commission will be lead on some initiatives, and play more of a support role in oth-
basis in order to
ers.
Therefore, it is necessary for the City and the Commission to develop an annual
list of priorities. The Lake of the Woods Development Commission and its standing
expedite plan
implementation.
committees have identified the following project priorities for 2009/2010:
Business Investment & Attraction:
•
Mill property redevelopment
•
Kenora Forest Products Start Up
•
Tunnel Island/Common Ground
•
Economic Development & Relationship Building Conference 2010
•
New Web presence
•
Twinning Trans-Canada Highway Advocacy
•
Airport Opportunities
•
Performing Arts Conference/Convention Centre
Tourism Development & Marketing:
•
Marketing and Advertising Campaign: 2009/10
•
New Web presence
•
Beaches Parks and Trails
•
Venue Development
•
Special Events Enhancement
Within the context
of the many
strategic initiatives,
the top priorities in
Education & Training:
•
Identification of Education & Training Opportunities
terms of human and
Economic & Tourism Infrastructure:
•
Downtown Revitalization: Phase II
•
Lake of the Woods Discovery Centre
financial resources
will be targeted in
these areas.
Social Infrastructure and Partnership Initiatives:
•
MOU with Sioux Narrows-Nestor Falls & Grand Council Treaty #3
•
Homelessness/Vagrancy – Making Kenora Home
These projects will be the focus of the efforts of the City and Lake of the Woods
Development Commission for 2009/2010. Within the context of the many strategic
initiatives, the top priorities in terms of human and financial resources will be targeted in these areas. Monitoring and reporting will occur on a monthly basis to the
Lake of the Woods Development Commission to ensure adequate follow up and
progress is being made in these areas.
The Economic Development Plan (2009) will be reviewed and updated on a regular basis.

City of Kenora

Transcription

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