ENGAGEMENT AGREEMENT
BETWEEN:
MDB Insight Inc.
-and-
Municipality of Oliver Paipoonge
(the “Client”)
Strategic Economic Development Plan
MDB INSIGHT AND THE CLIENT AGREE AS FOLLOWS:
1. Services. MDB Insight will provide the services contemplated by this Agreement on the terms and conditions set out herein. The services that MDB Insight will provide under this Agreement are described in MDB Insight’s proposal dated October 13, 2015 (attached as Schedule B of this Agreement) with the exception of the following modifications: • a revised timeline based on a later than anticipated start date and the Client’s need to spread the project over two phases • replacing Sarah Lewis, Senior Development Analyst, with Jon Beale, Senior Development Analyst • Jon Beale replacing Paul Blais for the first Stakeholder Engagement (necessary due to previously scheduled vacation) • Changing presentation delivery at back-end of project to accommodate need to meet with both Committee and Council
Collectively, the services are referred to herein as the “Services”.
2. Milestones and Deliveries. MDB Insight agrees to provide the deliverables identified in the proposal attached as Schedule B (as modified by paragraph 1 above) (the “Proposal) by the dates outlined on the timeline indicated in the Proposal (as modified by paragraph 1 above). MDB Insight also agrees to use all commercially reasonable efforts to achieve the “Milestones” set out in the Proposal.
3. Fees and Expenses. MDB Insight agrees to provide the Services for the fees (plus applicable taxes) provided for in the Proposal (the “Fees”). MDB Insight agrees that the Fees will not exceed a total of $36,625 before HST, except as provided for in the Proposal or unless approved by the Client.
4. Invoicing. MDB Insight shall invoice for the Fees and the Expenses as per the following schedule. The Client will remit payment for the Fees and Expenses within thirty (30) days of issuance of the relevant invoice.
Project Launch 25% of total fees Completion of Phases I & II and up to Local Competitive Advantages in Phase III 25% of total fees Remainder of Phase III 25% of total fees Submission of Draft Final Report 15% of total fees Final Report and Presentation to Council 10% of total fees
5. Sub-Contractors. If set forth in the Proposal, MDB Insight will act as project manager and shall engage names of sub-consultants (or such other replacement sub- contractors as MDB Insight deems appropriate) (the “Sub-Contractors”) as sub-consultants to provide certain of the Services. Provided that the Client pays MDB Insight, MDB Insight shall have the obligation to pay the Sub-Contractors for their performance of the Services. The Client shall not, without the written consent of MDB Insight, engage the Sub-Contractors to perform any services directly. The Client shall continue to communicate with MDB Insight exclusively regarding the status and scope of the Services and all financial matters unless MDB Insight agrees otherwise in writing.
6. Reference. Upon satisfactory completion of the Services, the Client will provide a letter of reference for use by MDB Insight in its marketing efforts.
7. Additional Terms and Conditions. The terms and conditions set out in Schedule A attached hereto are hereby incorporated by reference and shall form part of this Agreement. The terms set out in Schedule B attached hereto are incorporated to the extent that they do not conflict with the provisions of Sections 1 through 6, or Schedule A, of this Agreement.
8. Notice. Whenever any notice is required under this Agreement, it shall be given in writing to the following addresses:
To the Client: 4569 Oliver Road, Murillo, ON, P0T 2G0, [email protected] Attention: Peggy Dupuis, CAO/Clerk/Deputy Treasurer
To MDB Insight: 993 Princess Street, Suite 201, Kingston, ON, K7L 1H3, [email protected] Attention Paul Blais, Executive Vice-President
Notice shall be deemed given the day following the day of delivery, if delivered personally, by fax or email, and effective five (5) days after deposit in the mail of a written notice addressed as above and sent by first class mail. Either party may change the address for notice by notifying the other party of such change in accordance with this Section 8.
9. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original but all of which together will constitute one and the same instrument.
Signatures:
MDB Insight Inc.
Per:
Name: Paul Blais
Title: Executive Vice-President
Date of Signature: January 20, 2016
The undersigned hereby agrees to be bound by the terms of this Agreement (including the terms attached hereto in the Schedules) the day of , 201 .
Municipality of Oliver Paipoonge
Per: ______
Name:
Title: I have authority to bind the Client.
SCHEDULE A Standard Terms and Conditions of Engagement
1. Terms to Govern. These Standard Terms and Conditions of Engagement (“Terms”) will govern the terms of your engagement of MDB Insight Inc. unless these Terms are expressly excluded or varied by the terms of the engagement agreement to which these terms are attached (the “Engagement Agreement”). The Engagement Agreement and the Schedules attached thereto (including the Terms) are collectively referred to herein as the “Agreement”.
2. Termination. Unless terminated earlier as provided below, the term of the Agreement will end on the date when the deliverables required under the Proposal (as such term is defined in the Engagement Agreement) are delivered to the Client (as such term is defined in the Engagement Agreement). The Client has the right to terminate the Agreement and the Services by providing thirty (30) days written notice to MDB Insight of its intention to terminate the Agreement. In the event that the Client terminates the Agreement, the Client shall pay MDB Insight full compensation for Fees (as such term is defined in the Engagement Agreement, at the prices provided for in the Proposal) and Expenses (as such term is defined in the Engagement Agreement) incurred by it up to the termination date, as well as for reasonable time and expenses to bring its services (and those of the Sub-Contractors (as such term is defined in the Engagement Agreement) to a close in a prompt and orderly manner. MDB Insight has the right to terminate this Agreement if the Client does not fulfill any of its obligations under the Agreement. Before exercising this right to terminate, MDB Insight will provide the Client with twenty (20) days written notice to remedy such breach. While waiting for the Client to remedy its breach of its obligations, MDB Insight shall have the right to suspend any and all of the Services. If MDB Insight exercises its right to terminate this Agreement, it will not be responsible for any loss, cost or expense resulting from such termination. For certainty, except as expressly provided for in Section 2 of the Engagement Agreement, MDB Insight shall not be required to make any delivery of any deliverable until they have been paid in full for the services rendered.
3. Internet Communication. The Client recognizes and accept the risks associated with communicating by e-mail, including (but without limitation) the lack of security, unreliability of delivery and possible loss of confidentiality. Unless the Client requests in writing that MDB Insight not communicate with the Client by e-mail, MDB Insight accepts no responsibility or liability in respect of risk associated with its use.
4. Basis of Advice. MDB Insight will base its conclusions on the facts and assumptions that the Client provides to it and MDB Insight will not independently verify this information. MDB Insight’s conclusions will not otherwise take into account or anticipate any changes in law or business practices, by way of judicial, governmental or legislative action or interpretation. Unless the Client specifically request otherwise, MDB Insight will not update its advice to take any such changes into account.
5. Client Responsibility. The Client is responsible for providing MDB Insight with timely access to and disclosure of all relevant data, records, systems and information, and for the accuracy and completeness of all data, records and information provided to MDB Insight to perform the Services. The Client will indemnify MDB Insight, its officers, directors, employees, agents and advisors from all such claims, liabilities, costs and expenses (including legal fees and disbursements) that arise out of or in connection with the Client’s act or action, omission, default, misrepresentation or misstatement, including any of the same in respect of or contained in any data, records or information the Client supplied to MDB Insight or the Sub-Contractors or ought to have supplied to MDB Insight or the Sub-Contractors.
6. Confidentiality. MDB Insight will treat as such all confidential business information of the Client that is obtained from the Client in the course of performing the Services and, except as described in this paragraph, will not use such information except in connection with the performance of the Services. MDB Insight will be entitled to include a description of the Services it provided to the Client in marketing, proposal and research materials and disclose such information to third parties; provided that all such information will be rendered anonymous and not subject to association with the Client, the Client’s personnel, or identifiable issues, as the case may be. The restriction in this numbered paragraph 6 will not apply to any confidential information that MDB Insight is required by law or order of any court or regulatory body with jurisdiction to disclose, that is in or subsequently enters the public domain, that is now or subsequently becomes known to MDB Insight without breach of MDB Insight’s confidentiality obligation, or that is independently developed by MDB Insight.
7. Release of Information. The Client acknowledges that it is responsible for obtaining all consents required by law and under any applicable contracts or regulations in order for MDB Insight to receive, use and retain any information required by MDB Insight in connection with this Agreement. The Client represents and warrants that it has obtained all such consents required by law, contract or regulation and further consents to the receipt, use and retention by MDB Insight of any information provided to MDB Insight.
8. Limitation on Liability. MDB Insight’s maximum liability to the client arising from any and all breaches of its obligations under this agreement shall be limited to the amount of fees paid to MDB Insight for the services under this agreement. The client agrees that if the client has a claim against MDB Insight and others, the client may only claim payment from MDB Insight of its proportionate share of the total liability to the client based on MDB Insight’s degree of fault for the harm to the client. In no event shall MDB Insight be liable for consequential, special, indirect, incidental, punitive or exemplary damages, costs, expenses or losses (including, without limitation, lost profits, opportunity costs or failure to recognize anticipated savings). MDB Insight will not be liable in respect of any decisions made by the client based on its reports or other results of its services. For purposes of this paragraph, the term MDB Insight includes its officers, directors, agents, contractors, employees and advisors. This paragraph shall apply regardless of the form of action, damage, claim, liability, cost, expense or loss, whether in contract, statute, tort (including, without limitation, negligence) or otherwise. This limitation does not apply to matters finally determined to have resulted from the fraudulent actions of MDB Insight in performing the services.
9. Legal Proceedings. In the event MDB Insight is required (pursuant to government regulation, subpoena or other legal process) or requested by the Client to produce documents as a witness in relation to its services and MDB Insight is not a party to such proceedings, the Client shall reimburse MDB Insight at standard billing rates for consulting time and expenses, including reasonable legal fees, incurred in responding to such requests.
10. Limitation Period. No action, regardless of form, arising out of or relating to this engagement, the services or this agreement may be brought by either party more than one (1) year after all of the necessary elements for the cause of action have occurred, Except that an action for non-payment may be brought by a party not later than one (1) year following the date of the last payment due to such party hereunder.
11. Independent Contractor. It is understood and agreed that each party is an independent contractor. Nothing in the Engagement Agreement or these terms creates any relationship of principal and agent, partnership, joint venture or any other fiduciary relationship between the parties. Neither party shall act or represent itself, directly or by implication, as an agent of the other or in any manner assume or create any obligation on behalf of, or in the name of, the other party.
12. Force Majeure. MDB Insight shall not be liable for delays in performance resulting from circumstances or causes beyond its reasonable control, including, without limitation, fire or other casualty, act of God, strike or labour dispute, war or other violence, or any law, order or requirement of any governmental agency or authority or professional or other regulatory body with jurisdiction.
13. Survival. Numbered paragraphs 1 to 11 and 13 to 17 shall survive the expiration or termination of this Agreement.
14. Successors and Assigns. The Agreement shall be binding on both parties their respective and heirs, executors, successors and permitted assigns. Neither party may assign, transfer or delegate any of its rights or obligations under this engagement without the prior written consent of the other party.
15. Severability. In the event that any provision of the terms of the Agreement are held to be invalid, void and unenforceable, then the remainder of the terms of the Agreement shall not be affected, impaired or invalidated, and each such provision shall be valid and enforceable to the fullest extent of the law.
16. Entire Agreement. These terms of the Agreement constitute the entire agreement between the parties concerning this engagement and supersede all other oral and written representations, understandings or agreements relating to the subject matter hereof.
17. Governing Law and Jurisdiction. The Agreement shall be subject to and governed by the laws of the Province of Ontario and all disputes arising hereunder or related thereto shall be subject to the jurisdiction of the Courts of the Province of Ontario, sitting in Kingston.
18. Reports. Unless otherwise provided for in the Proposal. The Client acknowledges and agrees that MDB Insight shall retain all right, title and interest in and to its methodologies, techniques and processes for providing the Services, (collectively, the “ ACF Intellectual Property”). “ACF Intellectual Property” includes, without limitation, all rights to copyrights, trademarks, trade names, business names, trading styles, innovations, discoveries, industrial designs, trade secrets, analysis methodology and presentation, and any information of a confidential nature belonging to MDB Insight. Any report delivered by MDB Insight as a deliverable under Section 2 of the Engagement Agreement will be the property of the Client. Notwithstanding the Client’s ownership of the report, unless otherwise provided for in the Proposal, the Client shall not utilize or re-publish any excerpts of the report without obtaining the consent of MDB Insight and properly crediting MDB Insight’s report as the source of the excerpt.
SCHEDULE B
Proposal (Technical Proposal followed by Fees Proposal)
`
Municipality of Oliver Paipoonge: Strategic Economic Development Plan Proposal of Services for RFP 09-2015 October 13, 2015
Contents
1 PROPONENT INFORMATION ...... 1 1.1 PROJECT TEAM 2
2 METHODOLOGY ...... 4 2.1 PROJECT OVERVIEW 5 2.2 PHASE I: PROJECT INITIATION 6 2.3 PHASE II: WHERE ARE WE NOW? 7 2.4 PHASE III: WHERE DO WE WANT TO GO? IS IT FEASIBLE? 11 2.5 PHASE IV: HOW TO GET THERE? 15
3 TENTATIVE SCHEDULE ...... 18
4 PROPOSED PAYMENT SCHEDULE ...... 19
5 REFERENCES ...... 20
6 RESUMES ...... 24
i MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
1 Proponent Information MDB Insight Inc. (known as Millier Dickinson Blais Inc. until September, 2015) is Canada’s largest specialist economic consultancy, with 4 offices located across Canada, and clients across North America. Established in 2007, our 17 expert staff work with public and private sector clients to facilitate strategic planning for economic and business development, investment growth and attraction, and a range of related issues. MDB Insight’s experience in the areas of local and regional economic development strategies, business investment attraction, corporate site location, resource based economic development, and stakeholder consultation provides us with a unique understanding of Oliver Paipoonge’s requirements. Of greatest relevance, perhaps, is our experience in helping many of Canada’s regions and cities retain businesses and attract new investment to support economic diversification. We have completed strategic planning exercises for some of Canada’s largest cities including Winnipeg, Halifax, Ottawa, Mississauga, London, Edmonton, and Calgary (winner of an EDAC award for best strategy in Canada). However, most of our experience is working with rural, semi-remote, and resource dependent communities. Over the last five years this includes projects across western and central Northern Ontario including Dryden, Patricia Region, Nipigon, Red Rock Township, Red Rock Indian Band, Ginoogaming First Nation, Greenstone, Marathon, Manitouwadge, Hearst, Wawa, and Sault Ste. Marie and a number of communities in southern Manitoba. Other relevant accomplishments: . MDB Insight has worked as a site selection consultant for companies including Tiffany & Co. and Greenfield Energy who were looking for investment locations in Northern Ontario – providing us with direct insight into the investor decision making process and the competitiveness of communities across the region. . Our economic development strategic planning for communities in Northern Ontario has given us a tremendous understanding of modern approaches to generating wealth from resource-based sectors such as agriculture, forestry, and mining, but also tourism, entrepreneurship and ‘lone eagle’ attraction, logistics/distribution, and advanced manufacturing. . As shown above, we have led planning and development projects for a host of other communities across Northern Ontario, but have also worked on regional initiatives for Tourism Northern Ontario and Ontario’s North Economic Development Corporation. . The firm has contributed to planning, evaluations, and tool kits associated with sustainable development, such as for the Canadian Federation of Municipalities’ Green Municipal Fund’s life cycle assessment tool kit and methodology.
1 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
1.1 Project Team
Paul Blais, M.A., Ec.D., CEcD, is a co-founder of MDB Insight and will lead this project. Paul has been active in economic development circles for 20 years including positions with the Kingston Economic Development Corporation (leaving as Director of Business Attraction and Retention) and County of Lennox & Addington where he was the Manager of Economic Development for seven years. During this time, he attracted and retained $300 million in new investment that created 600 direct jobs. Over the last 10 years as a consultant, Paul has developed over 100 economic development and investment strategies and action plans for municipal, regional and provincial clients across Canada. He has done a significant share of MDB’s’ work in Northern Ontario including a Pan-Northern Ontario Investment Attraction Strategy and projects in Dryden, Sioux Lookout, Ignace, Wabigoon Lake Ojibway First Nation, Lac Seul First Nation, Pickle Lake, Eagle Lake First Nation, Machin, Marathon, Red Rock, Red Rock Indian Band, Nipigon, Hearst, Manitouwadge, Temiskaming Shores and Sault Ste. Marie. Paul has been involved in interesting work that broadens his corporate understanding of investment. For instance, he was asked by Tiffany & Co. to site a location for a Northern Ontario-based diamond polishing facility and GreenField Energy Solutions to identify distribution points for a new compressed natural gas business in Northern Ontario. Projects like this have strengthened Paul’s ‘demand side’ understanding of economic development and the competitiveness of communities in Northern Ontario. He holds both Bachelor and Master Degrees in Geography from Wilfrid Laurier University and the University of Waterloo and has earned his EcD. CEcD professional certifications. Paul will be responsible for ensuring Oliver Paipoonge receives a product that is comprehensively researched, has sound recommendations and is actionable. His experience with forestry, agriculture, tourism, mining, transportation, green energy and Lone Eagle attraction will be beneficial.
Austin Hracs, MA, is a Senior Consultant at MDB Insight’s Toronto office. Austin has contributed extensive research, data analysis and strategy advice to projects in Ontario, Alberta, Manitoba, and Newfoundland. Most notably, Austin has supported the development of several economic development strategies for smaller communities, each with a ‘target sector’ investment attraction approach. Examples of these strategies include: Dryden, Hearst, Vulcan (AB), West Gwillimbury (ON), Paradise (NL), and Leduc (AB). Austin has also developed strategies for large urban centres including Edmonton, Winnipeg, and London (ON). Austin is one of our firm’s leading analysts with ample experience distilling and synthesizing large volumes of primary data. He is well versed in facilitation and community consultation efforts. Austin regularly leads focus groups and conducts one-on-one
2 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
interviews. Besides qualitative assignments, Austin has a range of quantitative research skills. He is adept at both the assembly and analysis of quantitative data. To this end, Austin routinely examines the competitive economic and market strengths of our municipal clients. His experience working to identify and define the unique value proposition of jurisdictions across Canada will be central to this assignment. Austin completed his Master’s degree in economic geography at Queen’s University and is working towards his Economic Development Professional Certification. Prior to MDB, Austin was a housing analyst where he examined trends in Ontario and southern United States. Austin brings a solid background in business investment as well as skill as a facilitator and engagement specialist. Austin will contribute to the identification and implementation of future opportunities and take a lead role in stakeholder consultations.
Sarah Lewis, BA, is a Senior Development Analyst with MDB Insight. She brings four years of experience as the Economic Development Officer in Nipigon where she was successful in sourcing over a million dollars in project funding. She completed Nipigon’s Wood Supply Evaluation, an investment attraction strategy focused on securing light industrial investment, as well as a number of initiatives aimed at diversifying the tourism and enviro-tech sectors (e.g. Lake Superior National Marine Conservation Area). She also established a great working relationship with neighbouring Red Rock Indian Band which led to a number of key partnerships, including the completion of a joint economic diversification strategy. Sarah has a great deal of experience in economic development across Northern Ontario. She was a director with the Northern Ontario Development Network and volunteered with the Economic Development Council of Ontario on a Regional Economic Development Training Course that was implemented provincially. Sarah has recently worked on several of MDB Insight’s economic development strategic planning projects in Ontario (including Dryden, Manitouwadge, Marathon, and Greenstone), Alberta, British Columbia, and the Yukon including mining sector studies in Northern Ontario. She holds a Bachelor of Arts in Economics from the University of Waterloo and is working towards her Economic Developers Association of Canada Professional Certification. Sarah will be a key researcher and analyst for the project. She was chosen based on her years as a progressive economic developer in Northern Ontario and her experience at diversifying the economy of a traditionally resource-based local economy. Sarah maintains a strong grasp of funding opportunities which will bolster the action plans.
3 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
2 Methodology The Canadian economy is experiencing rapid and far-reaching structural changes and many regions are struggling to Primary outcomes of understand how best to position themselves for success. We envision this project as a means to optimize Oliver Paipoonge’s this project will be economic development capacity by prioritizing business sectors and then supporting them with clear action plans. To maximize action items that effectiveness, the Municipality must prioritize its objectives and marshal its resources accordingly. Primary outcomes of this directly support project will be action items that directly support increased appeal to investors and improving the local business environment so increased appeal to existing businesses can grow in Oliver Paipoonge. investors and Surrounded by the beauty of the boreal forest, the largest waterfall in Northern Ontario, great vistas and productive agricultural improving the local lands, Oliver Paipoonge is a dynamic business location with a stable population and moderately healthy economic base. The business community’s economy is most well-recognized for the commercial activity of Kakabeka Falls and Murillo that serves tourists and environment so locals alike, a diversified agriculture industry that supports hundreds of jobs and a wide ranging base of independent existing businesses entrepreneurs. With available properties clustered near the western border of Thunder Bay (Rubin Park, Rosslyn and Murillo can grow in Oliver primarily), Oliver Paipoonge is positioned for new investment in many sectors including mining services, agriculture services, Paipoonge. agri-food, renewable energy, wood products and construction services. In striving to create a strong, diverse economy, Oliver Paipoonge will need to effectively leverage its local assets. The ability to diversify will also depend on a number of criteria including focused investments in infrastructure, marketing and workforce attraction and retention efforts. Our role is to identify The primary objective of this project is creation of an economic development strategy that provides a vision and direction Oliver Paipoonge’s for sustainably, diversification and complementing the Municipality’s other plans that support land development, marketing most lucrative, yet and community improvement. realistic, From this perspective, the following methodology will provide Oliver Paipoonge with: opportunities for growth and . Solid and factual foundation of analysis to base future judgements and strategic directions development. . Clear, concise and practical recommendations for diversifying and strengthening the economy . Opportunities to pursue in current and emerging industry clusters . Progressive actions, projects, and programs that are firmly supported by the community
4 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
2.1 Project Overview
The following figure provides an overview of a recommended approach that has been derived based on the desired outcomes that are outlined in the RFP. The remainder of this section is devoted to describing these steps in more detail.
5 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
2.2 Phase I: Project Initiation Phase I Outcomes: 2.2.1 Outreach Consultation Plan and Detailed Report Outline The Consultation During this initial phase, we will meet with Oliver Paipoonge’s project team (Economic Development Officer, other municipal Plan identifies which staff, and/or Economic Development Committee) to confirm project scope, reporting schedules, project milestones, contact stakeholders will be points, and staff and consultant responsibilities. contacted, how they We will follow-up the project initiation meeting with a brief written report which will cover the following aspects. will be contacted, the roles of the client and A Consultation Plan will outline the target groups and ways to involve them (e.g. focus groups/workshop, surveys, and one-on- consultant in outreach one interviews). We plan to engage the Economic Development Committee in a discovery session that will pinpoint and the key questions opportunities and challenges to economic growth. With that feedback in hand, we will work with Oliver Paipoonge to reach out to ask to the community to gain perspectives of business leaders from important economic sectors such as agriculture, mining and exploration, forestry, biomass/solar and other renewable energy, warehousing and distribution, construction, manufacturing, . retail, tourism, and agri-food. The Consultation Plan will also identify organizations whose leaders will be able to provide a The Final Report broader perspective on opportunities and challenges (e.g. Confederation College, Northwest Training and Adjustment Board, Outline will show, Soil and Crop Improvement Association, Thunder Bay Ventures, Tourism Northern Ontario, Northwestern Ontario Innovation section by section, the Centre, Province of Ontario). The Project Team will coordinate with Oliver Paipoonge’s team to ensure that those pertinent contents of the final stakeholders are central to the consultation process. report – having the A Detailed Report Outline of the final report will be provided which shows, section by section, its contents. Having this framework of the final completed early will give the Economic Development Committee confidence that relevant information/data will be included in product completed at the resulting work. It also guides the consultation by determining the required information. It is important to note that this this stage is a method outline can still be modified (and almost certainly will be) as the project moves on and new information is collected and/or of ensuring the work is priorities of content change. on track to meet client The Plan and Outline are working documents that will be referred to throughout the monthly progress emails and monthly expectations meetings with the Economic Development Officer. Such guidance will ensure that all steps are taken to ensure maximum participation.
6 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
2.3 Phase II: Where are we now? Phase II Outcomes: 2.3.1 Background Review A precise summary of Oliver Paipoonge’s A comprehensive review of available background literature and studies will update our understanding of Oliver Paipoonge’s competitive edge in economy. The project team’s familiarity with Oliver Paipoonge and experience in Northwestern Ontario will lessen time required the investment for this step. This reconnaissance will identify historic and emerging market conditions impacting the town and competitive marketplace through position within the regional, provincial, national and international economies. This analysis informs our view of the strengths, the eyes of existing weaknesses, opportunities and threats related to the community’s ability to retain, expand and attract new business investment. investors and Particular attention will be given to reports and publications that provide insight into trends that are impacting economic important investment opportunities. This includes any relevant municipal documents, regional and provincial industry sector publications, influencers professional reports, labour market reports, Statistics Canada data (and Census of Agriculture in particular), and other data sources (e.g. the most current Canadian Business Patterns data). We will ensure all documents provided by the Municipality, including studies regarding the impact of Highway 11/17 relocation, Identification of 2001 Strategic Economic Development Plan, and others are thoroughly reviewed. Relevant data, supporting evidence and provincial, regional recommendations from these reports will be incorporated into the Strategy and Action Plans. and local trends in investment attraction and retention and how 2.3.2 Demographic and Labour Force Profile they will help or hinder Oliver Paipoonge Utilizing data available from Statistics Canada, the consulting team will construct a complete demographic profile for Oliver Paipoonge. The profile will comment on demographic trends and their potential implications for economic development in the municipality. Ensuring the project is Given the constraints on labour in certain sectors of the economy, a labour force profile for Oliver Paipoonge will also be informed by and completed. This will allow us to identify key patterns of change and further inform projected future growth and demand. A connected to local detailed analysis and presentation of findings will create a picture of the local supply and serve to inform where gaps in the knowledge, labour force may impede business capacity. experience and realities
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2.3.3 Stakeholder and Investor Engagement
Successful economic development must be firmly grounded in the unique and specific context of an individual community. We will not only work to ensure the project is based on new, innovative and Oliver Paipoonge-specific directions, but that all work is informed by local knowledge, experience, and realities. In part, this will be achieved through a series of stakeholder consultation activities including one-on-one interviews, survey, focus groups and a workshop with the Economic Development Committee. We will work very closely with the Economic Development Officer to ensure that our engagements are focused not only in terms of meeting the right people, but also focused in terms of the length of time we are asking for. It is clear from the wording in the RFP that community engagement is a very important element of the project. With this in mind, we will go beyond the minimum requirements as stated in the RFP. The steps are outlined below. Efforts will be made to guarantee that input is received from all significantly active business sectors as well as those that both the Economic Development Committee and the consulting team deem to be currently under-represented but potentially significant in the future. The engagement is intended to provide insights into the following issues: . Motivations for economic development (e.g. lowering unemployment, improving quality of jobs, population growth, tax assessment increase, cluster growth, etc.) . Opportunities for supply chain development within business sectors (e.g. agriculture, tourism, construction, renewable energy, mining, forestry) . Oliver Paipoonge’s investment readiness (e.g. labour force issues, availability of quality physical infrastructure, business climate as it relates to taxation and regulation, quality of life in relation to housing and recreation) . Strengths and gaps in local economic development services delivery The following is a suggested plan based, at this point, on limited interaction with the community. During the project initiation meeting we will spend time with the Economic Development Committee to ensure the desired target people and groups are participating adequately.
Advanced Survey to Identify Issues and Broader Opportunities In advance of any face-to-face engagement, it will be very useful to update our sense of the community’s economic development objectives and the economic opportunities and challenges it is facing. With that in mind we will work with the
8 MDB Insight: Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
Economic Development Officer to distribute a very short web-based survey to residents and business owners/managers. The aim is to understand three things: . What makes Oliver Paipoonge a great location to live? . What makes Oliver Paipoonge a great location for business? . What are the most significant economic development opportunities to capitalize upon? The aim of the . What is preventing Oliver Paipoonge from capitalizing on economic opportunities? engagement process The responses to these questions not only give us a perspective on local interests, it also gives us some interesting data we is to understand the can use to get the conversations going during interviews and group meetings that follow. We will also assess the data based on dreams and worries of where the responses came from (by village/rural community, by age of the respondent, how business people responded, etc.). as many community This is also an opportunity to ask people if they would like to be engaged more fully in the next steps of the consultation and business leaders process. as possible. Their opinions and ideas will Visioning and Opportunities Focus Groups help to ground-truth the quantitative The proposal includes our facilitation of five, two-hour focus groups broken out as follows. analysis that was 1. Economic Development Committee – an opportunity to dissect the economy as a whole completed in Phase I 2. Agriculture Leaders – the shear importance of this industry sector and the opportunities to further diversify with value- of the project. added products warrants a separate an meaningful discussion 3. Tourism Leaders – also a very important industry in the community but also one that has a different target market than other business sectors so warrants a separate conversation (may also include more general retailers) 4. Invited business and community leaders from a wide range of activities 5. Open invitation to the general public As mentioned earlier in this Phase, it will be important to get participation in these sessions of people who work for related regional organizations. Given the timing of the project, it will be beneficial to complete these in November or early-December, prior to holiday season in December/January. Paul Blais and Austin Hracs will facilitate these session. The nature and composition of these sessions will be discussed in advance. However, the objective will be to dig more deeply into the issues introduced in the survey and fully understand the strengths, weaknesses, opportunities and threats facing Oliver Paipoonge’s economy.
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Interviews with Business Leaders As a follow-up to this workshop and the emerging strengths of the community, one-on-one interviews of 15-20 minutes in length will be conducted with 8-10 business and community leaders who represent opportunity sectors that appear to be particularly promising for economic growth through new entrepreneurship, expansion of existing business, or attraction of new investment. Some specialized discussions will also be needed with experts in labour force, training, infrastructure planning, land use planning, and economic development. We are looking for people who can offer a frank assessment on the positive and negative factors about doing business in Oliver Paipoonge. This will update some of the perspectives gained during the focus groups, but also help us to pinpoint the key selling messages and identify potential testimonials which are always an effective promotional tactic (to be part of the action plan). These interviews will be done by telephone. For the purposes of consistency, an interview guide will be developed and approved by the Economic Development Officer. The slate of people to be interviewed will be determined jointly.
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2.4 Phase III: Where do we want to go? Is it feasible?
Now that we have developed a strong understanding of the present situation we will prioritize the economic development initiatives including target sectors for foreign direct investment.
2.4.1 Chart SWOT Assessment
A SWOT analysis is the basis for the strategic plan. Different elements (strengths, weaknesses and so on) will logically imply different types of strategic actions and initiatives, as shown in the chart below:
How Defined Strategically? Strategic Action
. unique of very strong factors that . protect it Strengths provide current competitive . further develop or capitalize up it advantage . strengthen it . areas of current competitive . reposition it to eliminate the Weaknesses disadvantage relative to weakness (in reality or by creating competition alternative perceptions
. situations that can result in new . feasibility testing Opportunities jobs, tax assessment, investment . action planning readiness, etc.
. situations that can result in lost . risk assessment Threats investment and decline in . contingency planning community strength
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2.4.2 Local Competitive Advantages/Disadvantages
Although a SWOT analysis is an important exercise, there is a need to dig deeper to determine Oliver Paipoonge’s competitive advantages and disadvantages for future investment attraction and retention. Strengths and weaknesses may be common to Oliver Paipoonge and its competitors, while competitive advantages and disadvantages will differentiate Oliver Paipoonge from its competitors. The Municipality has a better chance of continued success if it can target its economic development activities to serve business sectors best able to capitalize on its competitive advantages while not suffering from its competitive disadvantages. Ultimately, the determination of the competitive advantages and disadvantages are a critical aspect to this project. Phase III Outcomes: . Competitive advantages form the nucleus for the area’s unique value proposition – the “wow” factor that will motivate The conclusion will be business people to take a closer look. a definitive listing of . Competitive disadvantages are those elements that the Municipality and its partners will need to help fix (or become less of sector priorities for the an obstacle) if it is critical to the target sectors. Municipality to allocate its human and The project team will place the town’s competitive elements in the following context: financial resources Advantages Disadvantages . Why does this disadvantage exist? . Why does this advantage exist? Value propositions for How did it evolve? How did it evolve? sectors with a high . Can the disadvantage be resolved? . Can the advantage be further return on investment . What would have to happen for a enhanced? satisfactory resolution? . What would have to happen for a . How much money/time will it take and satisfactory resolution? is it worth it the required effort? . How much money/time will it take . What one organization or group of and is it worth the required effort? organizations should be responsible for . What one organization or group of trying to resolve the challenge? organizations should be responsible . What specific steps should be taken? for trying to enhance the advantage? . What specific steps should be taken?
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2.4.3 Selection of Future Directions
During this critical element of the project, we will prioritize the most compelling opportunities for investment. This will be done by assessing how individual sectors stack up against a number of categories, including: . Match to the community’s growth objectives . Fit with existing business assets and resources . Current ability to create “a quick win” . Impact of competitive disadvantages . Long-term contribution to the local economy . Alignment with provincial and regional incentives . Support from business and community leaders . Depth of competition for investment . How “investment ready” Oliver Paipoonge’s infrastructure is . Ease of reaching target market with message
The result will be a definitive listing of sector priorities for the Municipality to allocate its human and financial resources.
We will also synthesize the results of research and data analysis into a Value Proposition for each of the priority initiatives. The Value Proposition is a concise statement of Oliver Paipoonge’s competitive edge – why it is an obvious choice for investment.
2.4.4 Establishing an Economic Development Vision and Mission
Together, Vision and Mission Statements can have the following positive outcomes: . Greatly improved business focus . Everyone has the same corporate / organizational image - no misunderstandings . Enhances the professional perception of the business
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. Fosters a team-oriented environment . Enhances employee morale . Helps attract and retain staff and Committee members Because it is easy to confuse the purpose of Vision Statement, Mission Statement and Marketing Position Statement, it is Phase III Outcomes important to clarify how they have been used in the context of this plan. (continued):
. A vision statement is a picture of the community in the future. While a vision statement doesn’t tell you how you’re going to get there, it provides the inspiration and the framework for all strategic planning. It also has tremendous influence on A measure of the decision making and the way resources are allocated. relative strength of . The mission statement focuses on an organization’s present state – its reason for being. It answers the question of why it industry linkages that is in existence. point to specific and prioritized target The 2001 Strategic Economic Development Plan established the Municipality’s Economic Development Vision as "Oliver markets matching Paipoonge will be the premier community in Northwestern Ontario". While concise, the vision statement lacks specificity Oliver Paipoonge’s and does not define what “premier” means. Our recommendation is to also complete a mission statement to help focus the competitive Economic Development Office’s activities. The workshops and focus groups will help us to uncover key words that are advantages meaningful to the community. These words will form the essence of the statements, which we will provide in draft form to the Economic Development Committee for discussion. Strategies and tactics that can be used to 2.4.5 Interim Report Creation and Presentation to the Committee remove or lessen the As mentioned above, the selection of the priorities is a critical point in time during this process. The choices that are made impact of competitive based on this assessment will guide the development of the Action Plans in the next phase. As such, we propose to present disadvantages the findings to the Economic Development Committee and engage the members in a discussion to elicit feedback on the recommendations. In advance of the meeting the Committee will receive a written report on the recommendations.
2.4.6 Finalize Industry Sectors and Opportunities
A final version of the recommendations, incorporating all elements of the project to date, and making all necessary changes based on feedback and direction from the Economic Development Committee will be developed and delivered.
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2.5 Phase IV: How to get there? 2.5.1 Sector Specific Action Plans (“How” to Market)
The RFP requests a strategy that contains practical tools and tips. As former municipal economic development practitioners we understand the importance of this and it is normal practice for MDB Insight to prepare strategies in this light. The Action Plans will be completed on a sector-by-sector basis up to a maximum of four sectors which emerge from the investigation. In addition, an action plan that deals with the fundamentals of economic development including economic development services excellence, labour force development, and product development will be created. Phase IV Outcomes: For each of these four we will address strategies for allocating Oliver Paipoonge’s resources along the following main topics: Sector Specific . Action Plans will Investment Attraction will identify the degree of importance and resources to be placed on investment attraction for this identify “how” to sector. market including key . Investment Retention will identify the degree of importance and resources to be placed on investment retention for this goals for attraction and sector. retention that provide . Actions to be completed over the short-term (1-2 years) and long-term (2+ years). guidance on the best practices for reaching Beyond the elements identified in the RFP, the Project Team will also complete the following for each sector. high return target markets, including . Product Development will address infrastructure gaps and challenges that Oliver Paipoonge faces in ensuring the specific tactics, investment priorities can become a reality. activities, timeframes . will focus on tactics, such as when to target investment influencers such as realtors and site Marketing and Promotion and specific measures selection consultants, and when it is best to directly target company executives. The following specific tactics will be of success incorporated, but the number may increase as the project progresses. • Web 2.0 including video and social media • Newsletters and collateral materials such as brochures, fact sheets, and print advertising • Presentations and face-to-face meetings plus trade shows and pre-show tactics that generate interest and meetings • Public relations
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. Lead Generation captures the opportunities that result from marketing and promotional activities. . “Top People Oliver Paipoonge Needs to Know” is our way of providing Oliver Paipoonge with key contacts that are valuable to attracting investment. For those sectors that hold this potential, the list will include corporate executives, industry association leaders, site selection influencers and industry consultants. The number will vary from sector to sector but it is easy to envision providing a list of 20 names for each relevant sector. . Prospect Development will provide guidance on how to meet industry standards of service delivery to turn leads into prospects. Phase IV . Client After-Care will outline the processes that should be in place to ensure an investment is retained and/or expanded Outcomes over time. (continued): . Best Practices from other jurisdictions will be provided where they add understanding to the importance of an initiative and describe effective ways of implementation. Aggressive but . Sources of Funding and Partnerships that are possible with senior government and regional agencies who are mandated innovative and to advance innovation, skills and labour force development, entrepreneurship, visitor attraction, and other economic achievable platforms. recommendations for investment Another important aspect of economic development, as was rightly pointed out in the RFP, is that there are many organizations attraction and “playing in the sandbox”. Essentially, this means that the Municipality’s Economic Development Office will be a very important retention that player, but not the only player when it comes to implementation. Business associations such as the Oliver Agricultural Society, highlight significant an association of Kakabeka Falls businesses (as proposed in the highway rerouting impact study and recently discussed at short-term win Economic Development Committee meetings), Tourism Northern Ontario, Thunder Bay Ventures and others could have an opportunities as well important part to play in implementation. As such, these groups (who will have, ideally, already participated in focus groups and as longer-term interviews), will be contacted to discuss opportunities and challenges to implementation. This feedback will be incorporated into guidance on how to the final plans. be fully investment ready for growth in upcoming 2.5.2 Three Year Strategic Economic Development Plan investment sectors
Having confirmed the strategic priorities for future economic prosperity, we will prepare a detailed Strategy and Action Plans that outline an Economic Development Vision for the community and specific recommendations for moving Oliver Paipoonge’s economy ahead. In the belief that the Strategic Economic Development Plan needs to be very action oriented, we will also
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identify roles and responsibilities for achieving specific short and long-term goals and methods for measuring the performance of these strategies.
2.5.3 Presentation of Draft Report to Economic Development Committee
The draft report will be presented to the Economic Development Committee. As needed, this presentation can take the form of a workshop that enables us to gather additional input to further refine and finalize the findings.
2.5.4 Final Report and Presentation to Council
With feedback from the Economic Development Committee, we will adapt the report and provide a final version in addition to supporting files that the Municipality may want to retain for future use. The final Strategic Economic Development Plan will be presented to Municipal Council. A PowerPoint slide deck will be created for the presentation and provided to the Municipality for its future use. One hard copy of the final report will be printed and provided to the Municipality.
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3 Tentative Schedule The project timeline is shown below. It reflects an anticipated start date during the second week of November. We are eager to start the project as soon as possible. The project can be completed by early-March.
Month of November December January February March Step (week of) 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 6 13
Phase I: Project Initiation Outreach Consultation Plan and Detailed Report Outline ^^^ *** ^^^ *** *** *** Phase II: Where are we now? Background Review Demographic and Labour Force Profile Stakeholder and Investor Engagement *** Phase III: Where do we want to go? Is it feasible? Chart SWOT Assessment Local Competitive Advantages/Disadvantages Selection of Future Directions Establishing an Economic Development Vision and Mission Interim Report and Presentation to the Committee *** Finalize Industry Sectors and Opportunities Phase IV: How to get there? Sector Specific Action Plans (“How” to Market) Three Year Economic Development Strategic Plan Presentation of Draft Report to Economic Development Committee *** Final Report and Presentation to Council ***
Represents a key deliverable *** Represents a face-to-face meeting ^^^ Represents a conference call meeting
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4 Proposed Payment Schedule The following proposed payment schedule can be discussed with the Municipality. It is based on an upfront payment which will help offset early costs associated with stakeholder engagement and then aligned with deliverables shown in the above chart. . Project Launch – 30% of total fees . Completion of Engagement – 30% . Submission of Interim Report – 15% . Submission of Three Year Economic Development Strategic Plan – 15% . Submission of Final Report and Presentation to Council – 10%
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5 References Dryden Development Corporation Economic Development Strategic Plan As a regional centre in northwestern Ontario, Dryden has built and maintained a competitive infrastructure to support primary industries, including forestry and mining, along with a robust service sector and emerging knowledge based activities. And yet, the City of Dryden, like so many communities across Ontario, is faced with limited financial resources to directly support the wide array of economic opportunities available to the community. In this context, the Dryden Development Corporation (DDC) retained the services of MDB Insight to examine the city’s economic base and prepare a five year economic development strategy. Economic development in northern Ontario is operating within an increasingly competitive landscape. Communities are battling one another for not only investment, but for the next generation of workers. In recent years, with limited capacity and resources, the DDC has struggled to effectively deliver on its mandate. Moving forward, the DDC must re-tool and re-establish its reputation as a leading economic development organization. In this context, it is recommended the DDC focuses on improving the City’s economic development fundamentals. This includes relationship building with the local business community, workforce development, investment readiness, and leveraging regional partnerships. The action plan offers a Critical Path for the DDC to follow in order to bring its operations and presence in the marketplace back to respectability. Detailed initiatives for the six steps are outlined and include goals, the DDC’s role and roles of partner organizations. Each initiative is also prioritized and aligned with recommended performance metrics. Reference: Nicole Gale, Office Manager, Dryden Development Corporation, (807) 223-4100 x1, [email protected], or, Sandra Boyko, Chair, Dryden Development Corporation, (807) 221-8118, [email protected]
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Hearst Economic Development Strategy & Sector Investment Action Plans Hearst is not a typical town in northern Ontario. Although industry and occupational data tend to focus on the importance of the forestry industry to the economy, the community has unique features such as its strong agricultural sector, proud Francophone character, ambitious spirit, tradition of entrepreneurship, and love of the arts that together create a distinct and powerful culture. This work assessed the opportunities and challenges posed by this uniqueness with an objective of prioritizing the initiatives that Hearst Economic Development Corporation should pursue to maximize the impact that the Corporation’s budget can have on the local economy. This study was based on a review of Statistics Canada and ESMI Analyst data including Census and Business Patterns, as well as Hearst’s existing economic development strategies and community engagement by way of an online survey, two focus groups and more than 20 individual interviews with community leadership and external experts in identified sectors. The initiatives selected for Hearst will bring in new wealth through export or will stem the leakage of consumer and business spending from the community. Furthermore, they were prioritized based on two criteria: the ability for the sector to have a long- term positive economic impact on the community and the ability for the community to influence that growth. For each of the main initiatives Investment Strategies and Action Plans were created. These plans provide Hearst EDC, Town of Hearst, and partner agencies with direct actions to pursue an aggressive and sustainable growth agenda as well as measures to evaluate the town's future economic performance.
Reference: Sylvie Fontaine, General Manager, Hearst Economic Development Corporation, (705) 372-2837, [email protected]
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Patricia Area Community Endeavours Inc. – Regional Strategic Plan Patricia Area Community Endeavours Inc. (PACE) is a Community Futures Development Corporation serving five municipalities and three First Nations communities. PACE retained MDB to assist in creating a Regional Strategic Plan which will identify how PACE and its partners can work together to enhance employment and investment opportunities that will benefit the entire region. The communities in the Patricia Area all have varying amounts of experience and resources for economic development and a cornerstone of this project is to understand the existing assets and potential. By understanding the member communities’ existing economic development assets and strategies, and assisting with the development of economic priorities where no strategies exist, this report identifies priority actions for PACE which support the economic development priorities of the region’s communities. Community consultations were held to understand existing economic development priorities and future goals. A number of outreach tactics were used including one-on-one interviews, group meetings, and broader community Discovery Sessions. Action plans for the top six priorities were developed. These initiatives aimed to build off the core strength of PACE – it is a regional body that has the best interests of its communities in mind when it makes strategic choices. PACE has more experience in Developing strong some of these roles, but they are nevertheless ALL important. The roles include being: entrepreneurs . a supporter for entrepreneurs . a builder of partnerships between First Nations and municipalities . a sharer/disseminator of economic development best practices Engaging in Priority . an intelligence gatherer looking to identify new opportunities strategic loans Projects . a regional brander and marketer Regional through its Leadership “Sweet investment . an advocate and funding application writer Spot” fund Specific ways in which PACE can support these initiatives under their existing funding programs were identified. New initiatives were identified where service gaps existed.
Reference: Brian Miles, General Manager, Patricia Area Community Endeavours Inc., Spearheading targeted (807) 221-3293, [email protected] community development initiatives
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Elgin County Agricultural Inventory, Value Chain Mapping and Farmer Survey Elgin County retained MDB Insight to deconstruct and then geographically map agricultural activities within Elgin County. The project was designed to pinpoint specific agricultural clusters to allow for development of value added operations/businesses. Canada Business Patterns data confirmed the county’s absolute number of agricultural operations, by sub-sector, but the data does not provide geographic or business contact information. This lack of detailed information about each agricultural operation was the primary challenge faced by MDB Insight before the project could be completed. To overcome this challenge, the team approached the local Federation of Agricultural to assist with administering the survey to its members (farmers). As a result of the Federation of Agriculture’s strict privacy policies, a “double blind” engagement methodology was developed to allow for the distribution of the surveys. This approach was successful with a 75% response rate, yielding 275 responses. The results of the survey were analyzed and synthetized in a series GIS maps depicting locations of agricultural activities across the County. Reference: Alan Smith, Deputy Director Community and Cultural Services, County of Elgin, (519) 631-1460, asmith@elgin- county.on.ca
Durham Region Agri-Food Sector Strategy MDB Insight Inc. was retained by the Region of Durham’s Economic Development Office to prepare an agri-food sector strategy with an objective of identifying the best opportunities for new investment. The report provides a thorough overview of agri-food sector trends internationally to locally, assesses the Region’s competitiveness in terms of the availability of property and cost of doing business and examines the Region’s agri-food value chain including all of the companies and institutions that grow food, process food and provide support services to the food industry. With the preceding results, the consulting team selected several specific opportunities in meat products, fresh produce, packaging and logistics/distribution subsectors. In addition, the study point to a convergence of investment opportunities in bio- products, bio-energy, pharmaceuticals/nutraceuticals and waste management. The consulting team identified investment attraction opportunities in the value chain that were a good fit for the Region. In addition, the team identified Durham’s market value proposition for agri-food investment and regional initiatives to contribute towards. A marketing strategy/action plan was prepared that includes product development, business development and investment attraction initiatives. For each initiative marketing techniques were outlined to help implement the strategy. Reference: Marlene Werry, (former Manager of Economic Development, Agriculture & Rural, Regional Municipality of Durham) now independent consultant, (905) 440-5227, [email protected]
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6 Resumes
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Kingston Office 993 Princess Street, Suite 201 Kingston, ON K7L 1H3 tel.: 1.855.367.3535 ext. 241 email: [email protected]
Paul Blais MA, Ec.D., CEcD Profile Paul joined MDB Insight in 2007 as a founding partner and is Executive Vice President at the firm. This followed a 10 year career in municipal economic development.
Professional Experience P.E. Blais & Associates 2005-2007 Principal
Kingston Economic Development Corporation 2004-2005 Director, Business Attraction & Retention
County of Lennox and Addington 1998-2004 Manager, Economic Development
Education . Wilfrid Laurier University/University of Waterloo (1995), Master of Arts . Wilfrid Laurier University (1993), Bachelor of Arts . Economic Developers Association of Canada, Certification in Economic Development . International Economic Development Council, Certified Economic Developer
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Professional Involvement . Recent Conference Speaking Engagements: Business Retention Expansion International, Economic Developers Association of Canada, Economic Developers Council of Ontario, Ontario East Economic Development Commission, University of Waterloo, Federation of Canadian Municipalities . International Involvement: Federation of Canadian Municipalities International: Exchange to Ukraine (one-day workshop delivery and Ukrainian Study Tour) . Current Member of International Economic Development Council (since 2009), Economic Developers Association of Canada (since 1997), Economic Developers Council of Ontario (since 1995), Ontario East Economic Development Commission (since 1996), Economic Developers Alberta (since 2009) . Economic Developers Council of Ontario – Director (2008-2009) Highlighted Consulting Experience Paul has led the development of a significant number of ECONOMIC DEVELOPMENT STRATEGIES for rural and urban municipalities, First Nations and regions across the country. These include:
. Dryden Development Corporation (ON) Economic Development Strategic Plan & Industry Specific Attraction Plan . City of Brockville (ON) Economic Development Strategic Plan Facilitation . Town of Inuvik (NWT) Economic Development Strategy . Town of Paradise (NL) Economic Development Strategy . Loyalist Township (ON) Economic Development Growth Strategy . Sturgeon County (AB) Economic Development Strategy . Town of Torbay (NL) Economic Development Strategic Plan . Town of Hearst (ON) 10-Year Economic Plan . City of Leduc (AB) Economic Development Competitiveness Strategy . Town of Stony Plain (AB) Economic Development Strategy . Regional Municipality of Wood Buffalo (AB) 5 Rural Hamlet Comprehensive Community Economic Development Plans . Regional Municipality of Halton (ON) Economic Development Strategy: 2011-2021
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. Regional Municipality of Durham (ON) Agriculture & Agri-Food Strategy . Capital Region Board (AB) 40 Year Economic Roadmap (Edmonton and 23 municipalities) . Strathcona County (AB) Economic Development & Tourism Strategy: 2010-13 . City of Ottawa (ON) Taking the Lead! Economic Development Strategy . Township of Madawaska Valley (ON) Economic Development Strategic Plan: 2010-14 . City of Port Colborne (ON) Economic Development Strategy and Action Plan: 2010-14 . Regional District of Fraser-Fort George (BC) Robson-Canoe Valleys Economic Opportunities Plan . Town of Stony Plain (AB) Economic Development Strategy . County of Perth, City of Stratford and Town of St. Marys (ON) Regional Economic Development Strategy and Action Plan: 2010-14 & Labour Market Analysis . Municipality of Prince Edward County (ON) Rural Creative Economy Strategy . Township of Red Rock (ON) Sector Identification and Investment Attraction Strategy . Parkland County (AB) Economic Development & Tourism Strategy (2008 and 2014 update) . Township of Nipigon and Red Rock Indian Band (ON) Economic Diversification Strategy . Temagami First Nation (ON) Economic Development Systems Planning Project & Community Development Corporation Planning . Town of Bracebridge (ON) Community-Based Strategic Plan and Community Adjustment Plan . Patricia Area Community Endeavours Inc. (ON) Regional Economic Development Strategy . 1000 Islands Region Workforce Development Board (ON) “Bringing Jobs in Gananoque and Township” Implementation Plan . Municipality of Chatham-Kent (ON) Economic Development and Tourism Strategy . Ontario’s North Economic Development Corporation Pan-Northern Investment Attraction Strategy . Village of Merrickville-Wolford (ON) Economic Development Strategy . County of Hastings (ON) Investment Attraction Strategy Paul’s experience includes the development of a significant number of INDUSTRY SECTOR STRATEGIES and CLUSTER PROFILES on behalf of municipal, regional and provincial clients:
. Invest Medicine Hat (AB) Economic Base Analysis and Strategy . City of Calgary (AB) Providence Area Structure Plan . City of Grande Prairie (AB) Non-Residential Competitiveness Study . Town of Bay Roberts (NL) Harbour Development Study . Quinte Economic Development Commission (ON) Foreign Direct Investment Target Market Study & Organizational Strategic Plan
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. Marathon Economic Development Corporation (ON) Mining Sector Capacity Strategy . Municipal District of Big Lakes (AB) Tourism Strategic Planning & Economic Assessment . Ontario East Economic Development Commission Food Processing Sector Research . Regional Tourism Organization 12 (ON) Destination Development Plan . Regional Municipality of Durham (ON) Agri-Food Foreign Investment Strategy . Regional Municipality of Wood Buffalo (AB) Business Gap Assessment and Attraction Strategy . Town of Oakville (ON) Industry Sector Profiling . Town of Smiths Falls (ON) Hershey Chocolate Factory Alternative Use Study . Town of Aurora (ON) Economic Sector Profiles . Municipality of Chatham-Kent (ON) Advanced Automotive Parts Manufacturing Strategy . Quinte Economic Development Commission (ON) Foreign Company Profiling . Town of Marathon (ON) Business & Residential Attraction Strategy & Action Plan . Prince Edward County (ON) Call Centre Attraction Feasibility Analysis
Other work that Paul has led includes LEAD GENERATION, DEVELOPMENT FEASIBILITY ASSESSMENTS and ORGANIZATIONAL REVIEWS:
. City of Fort Saskatchewan (AB) Industrial Lands Strategy . Parkland County (AB) Employment & Industrial Lands Strategy . Regional Municipality of Wood Buffalo (AB) Industrial Lands Strategy . Town of Greater Napanee (ON) Commercial Investment Attraction . City of Sault Ste. Marie (ON) Services Duplication Review . Wood Buffalo Community Futures Inc. (AB) Analysis of the Wood Buffalo Business Initiative . Province of Nova Scotia Review of Economic Development Assistance Tools . Town of Glovertown (NL) Town Centre Development Study . Regional Municipality of York (ON) Office Space Financial/ Market Analysis & Marketing Plan . County of Hastings (ON) Organizational Review of Tourism Services Delivery . Municipality of Gordon/Barrie Island (ON) Development Feasibility Study . Walton Development & Management (AB) Demand-Side Analysis for Zoning Amendment . Strathcona County (AB) Industrial Lands Strategy
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. Municipality of Brighton (ON) Industrial Park Business Plan . Town of Gananoque (ON) Industrial Park Feasibility Study . City of Prince Albert (SK) Investment Readiness and Lead Generation . GreenField Energy Solutions (ON & QC) Customer Prospecting . City of Calgary (AB) Market Research Report for 2012-2021 Industrial Land Strategy . Township of Southwold (ON) Economic Impact Study on Closure of Ford Talbotville . Regional Municipality of Halton (ON) Investment Readiness and Competitiveness Study . City of St. Albert (AB) Light Industrial Land Use Strategy . Joint Economic Development Initiative (JEDI) (AB) Regional Industrial Growth Strategy for County of Wetaskiwin, City of Wetaskiwin and Town of Millet . Sault Ste. Marie (ON) Economic Development Corporation Executive Recruitment . Tiffany & Company (USA) Diamond Polishing Facility Site Selection Assignment . City of Sault Ste. Marie (ON) Performance Review of the Sault Ste. Marie Economic Development Corporation . County of Hastings (ON) Economic Development Strategy (Organizational Services Review) . Venture Niagara Community Futures Development Corporation (ON) Strategic Plan – Organizational, Community Development & Investment Review . Ontario Ministry of Small Business & Entrepreneurship Eastern Ontario Industrial Land Certification . Municipality of Prince Edward County (ON) Business Park Expansion Analysis
MARKETING STRATEGIES, ACTION PLANS AND CREATING PROMOTIONAL MATERIALS are a part of nearly every Economic Development and Sector Strategy project highlighted above, but this has been the sole focus on several occasions:
. Ontario East Economic Development Commission Communications & Marketing Plan . County of Elgin (ON) Marketing Strategy . Flagstaff County (AB) Marketing & Branding Strategy Competitiveness Assessment . Municipality of East Hants (NS) Website and Online Strategic Plan . Town of Portugal Cove – St. Philip's (NL) Community Profile . Town of Conception Bay South (NL) Main Street Improvement Plan . Regional District of Fraser-Fort George (BC) Robson Valley Region Marketing & Implementation Plan . Marathon Economic Development Corporation (ON) Public Relations Strategy, Website and Community Profile . County of Perth (ON) Investment Attraction Prospectuses for Mitchell and Listowel . City of Port Colborne (ON) Investment Information Fact Sheet
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. City of Quinte West (ON) Commercial Recruitment Strategy . Regional District of Fraser-Fort George (BC) Business Development Guide and Investment Lures . North Hastings (ON) Regional Branding and Positioning Strategy: Competitive Review and Target Sector Selection . Main Street Revitalization Initiative (ON) Branding and Commercial Recruitment Strategies for Madoc, Marmora, Stirling & Tweed . City of Temiskaming Shores (ON) 3 Year Marketing Action Plan & Branding . Township of Nipigon (ON) Envirotech & Tourism Investment Promotional Materials . Town of Whitby Downtown Business Services Report . Ontario East Economic Development Commission Investment Partnership Retainer, Marketing/Communications Strategy, Funding Applications . County of Hastings (ON) Branding Strategy
Paul has led a broad range of STRATEGIC PLANNING assignments that addressed a wide range community and regional economic development issues. These include:
. Norfolk County (ON) Rural Community Improvement Plan . City of Leduc (AB) 10-Year Sport Tourism Strategy Master Plan . Town of Torbay (NL) Town Centre Feasibility Study . Eastern Ontario Trails Alliance 10-Year Strategic Plan and Business Plan . TransCanada Pipelines Limited (AB/ON) Economic Impact of Napanee Generating Station . Hearst Economic Development Corporation (ON) Sport Tourism Strategy . Lanark County Tourism Association (ON) Strategic Plan Facilitation . Town of Conception Bay South (NL) Investment Attraction Strategy . Frontenac CFDC (ON) Feasibility Study: Development of a Multi-tenant Commercial Building . Recruitment Services: Eastern Ontario CFDC Network Inc. Executive Director Search; Marathon Economic Development Corporation (ON) General Manager Search . Kawartha Lakes CFDC (ON) Eastern Ontario Transportation Needs Analysis . Ontario East Economic Development Commission Board of Directors Strategic Planning . Carp Road Corridor Business Improvement Area (ON) Economic Development Strategy & Official Plan Amendments . City of Ottawa (ON) Comprehensive SWOT Analysis . Regional Municipality of Niagara (ON) Alignment of Strategic Investment Priorities . Township of Laurentian Hills (ON) Municipal Strategy: 2010-2014
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. Durham Region Local Training Board (ON) Universal Action Centre Feasibility . City of Kingston (ON) Rural Development Plan . Loyalist College Training and Development Centre (ON) Manufacturing Workforce Development Strategy . 1000 Islands Region Workforce Development Board (ON) Workforce Development Trends, Opportunities and Priorities Scan
Paul has been a guest speaker at several conferences and industry workshops on the merits of BUSINESS RETENTION AND EXPANSION as an important economic development tool. Beyond the 10 projects he led as an economic development practitioner, these organizations have also retained him for project planning, data analysis and strategic outcome planning:
. Town of Perth (ON) Business Incubator Feasibility Study . Town of Greater Napanee (ON) Downtown Investment & Gibbard Factory Redevelopment . Regional Municipality of Wood Buffalo (AB) Corporate Visitation Pilot Project . County of Middlesex (ON) Corporate Visitation Project, Data Analysis & Website . Durham Region Federation of Agriculture (ON) Business Retention & Expansion Visitation Project and Analysis . Business Retention & Expansion Strategic Plans for Town of Georgina (ON), Township of Brock (ON), Town of Cobourg (ON) and County of Frontenac (ON) . Ontario Ministry of Agriculture, Food and Rural Affairs – Business Retention & Expansion Program Final Report and Strategic Program Analysis
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Toronto Office 172 King Street East, 3rd Floor Toronto, ON M5A 1J3
tel.: 1.855.367.3535 ext. 227 email: [email protected]
Austin Hracs MA Profile Austin joined Millier Dickinson Blais in 2011. As a Senior Consultant in the Toronto Office, he brings professional and academic experience from a wide array of industries and subject areas. He has a track record of providing effective research, writing and analysis to a variety of projects for institutional and corporate clients. Prior to joining Millier Dickinson Blais, Austin worked as an analyst in the housing industry where he examined regional economic and housing trends in Ontario and across the southern United States. As a Research Associate at Queen’s University, Austin also examined the North American automotive sector. Austin’s work has since been published in Climate@Work (2013). Carla Lipsig-Mummé (eds.) The Transportation Equipment Industry. In the Labour in Canada Series, Fernwood Publishing Company Ltd. Professional Experience Millier Dickinson Blais Inc. Senior Consultant 2015-present Senior Development Analyst 2013- 2015 Development Analyst 2011-2013 On Target Real Estate Research Analyst 2010-2011 Queen’s University Research Associate 2009-2010 Research Assistant 2008-2009
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Education . Queen’s University (2007-2009): Masters of Arts (Geography, Focus on Urban Planning and Economic Development) . Brock University (2003-2007): Bachelor of Arts (Honors) Political Science and Geography Professional Involvement . Economic Developers Association of Canada (EDAC; 2014-Present) . Economic Developers Association of Ontario (EDCO; 2014-Present) . Economic Development Young Professionals Network (2011-Present)
Highlighted Consulting Experience
Austin has worked on a number of ECONOMIC DEVELOPMENT STRATEGIES for rural and urban municipalities. Examples include: . The Municipal District of Big Lakes, Alberta, Tourism and Economic Development Strategic Plan (2011) . City of Leduc, Alberta, Economic Development Competitiveness Study (2011) . City of Edmonton Economic Development Strategy (2012) . City of Winnipeg Economic Development Strategy (2012) . Vulcan, Alberta, Business Opportunities Assessment (2012) . Torbay, NL - Economic Development Strategy (2013) . Hearst, Ontario - Economic Development Strategy (2013) . Conception Bay South, NL Investment Attraction Strategy (2013) . Prince Edward County, Ontario, Community Development Strategy (2013) . Parkland County, Alberta, Economic Development Strategy (2014) . Paradise, NL - Economic Development Strategy (2015) . Dryden, Ontario - Economic Development Strategy (2015) . High River, Alberta - Economic Development Strategy (2015) . Bradford West Gwillimbury – Economic Development Strategy (2015)
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Austin’s experience with INDUSTRY SECTOR STRATEGIES includes: . York Region, Ontario, Advanced Manufacturing Best Practices Study (2011) . Ontario Association of Certified Engineering Technologists and Technicians Analysis of Demographic Trends & Changes (2013) . London and Middlesex Early Childhood Educator Labour Market Information Study (2013) . Burlington Water Technology Sector Study (2013) . St. Thomas - Elgin Early Childhood Educator Labour Market Information Study (2014) . Ontario Association of Certified Engineering Technologists and Technicians Membership Strategy (2014) . Nova Scotia Department of Economic and Rural Development and Tourism - Disruptive Innovation and Manufacturing Study in Nova Scotia (2015)
Austin’s experience with WORKFORCE STRATEGIES includes: . Simcoe County Labour Market Partnership Initiative Phase I (2013) . Labour Market Group, North Bay, Ontario, Labour Market Study update (2014) . Tourism Northern Ontario (RTO 13), Regional Tourism Workforce and Training Strategy (2014) . Government of Alberta Jobs, Skills and Labour: Labour Market Study of Ontario (2014) . Government of Yukon Labour Market Supply and Migration Study (2014) . Simcoe Muskoka Workforce Development Board Employability Skills Training / Accreditation Framework Project (2014) . Workforce Development Board (Peterborough Area) Labour Market Information Framework Study (2014) . Toronto Region Board of Trade, Labour Market Outlook Study (2014) . Simcoe County Labour Market Partnership Initiative Phase II (2015)
Austin’s experience with INDUSTRIAL LAND STRATEGIES includes: . County of Middlesex, Ontario, Employment Land Needs Study (2012) . Parkland County, Alberta, Industrial Lands Strategy Study (2014) . Innisfil, Ontario, Innisfil Heights Employment Lands Study and Occupational Outlook (2015)
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Austin’s experience with FEASIBILITY STUDIES, ECONOMIC IMPACT ASSESSMENTs and AREA DEVELOPMENT PLANS includes: . City of Greater Sudbury ‘One Stop’ New Comer Welcome Centre Feasibility Study (2013) . Conception Bay South, NL Main Street Development Plan (2013) . Glovertown Centre Development Plan (2014) . Torbay NL, Town Centre Feasibility Study (2014) . Bay Roberts NL, Harbour Development Strategy (2014) . Prescott-Russell Community Development Corporation, On. Economic Impact Assessment of Alfred Campus, EcoLarose, and BIOpole (2015)
Austin’s experience with FACILITATION and Subsequent REPORT DEVELOPMENT includes: . Northeastern Ontario Regional Economic Development Agency Model Development (2012) . Ontario Ministry of Research Innovation Niagara Regional Self Assessment (2013)
Austin has supported municipal CULTURAL PLANNING and CULTURAL MAPPING projects, including: . Dysart et al’s Municipal Cultural Plan (2012) . A Cultural Plan for Hastings County and the Quinte Region (2012) . Town of East Gwillimbury Cultural Master Plan (2012) . Creative Vitality in Detroit: The Detroit Cultural Mapping Project (for the Kresge Foundation; 2012) . A Cultural Plan for the City of Regina (Part of the Design Regina Initiative to update the Official Community Plan; 2013) . Windsor Cultural Mapping Project (2013)
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Calgary Office 600 Crowfoot Crescent N.W., Suite 340 Calgary, AB T3G 0B4 tel.: 1.855.367.3535 ext. 262 email: [email protected]
Sarah Lewis BA Economics
Profile Sarah Lewis launched her career in local economic development during her work with the Township of Nipigon in northern Ontario, where she was the EDO for close to four years. While in Nipigon, Sarah established the first full time economic development office in the community, setting the direction for its programming and managing special projects. When Sarah and her family moved to Calgary, Alberta, she stepped into her current role as a Senior Development Analyst with Millier Dickinson Blais. Sarah decided to transition into consulting to gain a broader understanding of economic development planning and use her experiences as an EDO for the benefit of other communities and regions.
Professional Experience Millier Dickinson Blais (Calgary, Alberta) Senior Development Analyst 2012-Present Township of Nipigon (Nipigon, Ontario) Economic Development Officer 2008-2012 Engineers Without Borders Canada (UER Ghana, West Africa) Senior Fellow 2007-2008 Sun Life Financial (Waterloo, Ontario) Customer Service Representative 2001-2004
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Education . University of Waterloo (2003-2007) Bachelor of Arts in Economics
Professional Involvement . Economic Developers Association of Canada 2008-Present . Economic Developers Alberta 2012-Present . Economic Development Council of Ontario 2008-2012
Highlighted Consulting Experience Sarah has contributed to ECONOMIC DEVELOPMENT STRATEGIES for rural and urban municipalities, as well as regional and provincial/territorial governments. These include the following: . High River (AB) Economic Opportunities Study (2015) . Dryden Development Corporation (ON) Economic Development Strategy (2015) . Ginoogaming First Nation (ON) Comprehensive Community Economic Strategic Plan (2015) . City of Colwood (BC) Economic Development Strategy (2015) . Province of Nova Scotia Review of Economic Assistance Tools (2014) . City of Yellowknife (NT) Economic Development Strategy (2013) . Town of Hearst (ON) Economic Development Strategy (2013) . Vulcan (AB) Business Development Society Opportunity Assessment (2012) . Town of Marathon (ON) Applied Mining Centre Feasibility Study (2012) . Port Stanley Harbour (ON) Economic Development Plan (2012) . Town of Salmon Arm (BC) Economic Development Action Plan (2012)
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Sarah has had the opportunity to complete the following RECREATION AND CULTURAL STRATEGIES with Millier Dickinson Blais: . Town of Hearst (ON) Sport Tourism: Strategies for Successful Development (2014) . District of West Kelowna (BC) Cultural Development Plan (2013)
The following list of INVESTMENT ATTRACTION focused projects summarizes Sarah’s experience: . Invest Medicine Hat (AB) Economic Base Analysis and Strategy (2015) . Ginoogaming First Nation (ON) Economic Development Office Business Protocols Policy (2015) . Township of Manitouwadge (ON) Needs/Gaps Analysis & Marketing Study (2013) . Nova Scotia Business Inc. Competitive Analysis (2012) . Municipality of Brighton (ON) Business Park Business Plan (2012) . REDI Region (AB) Bio-Industrial Marketing Strategy (2012)
Sarah has completed the following PLANNING related projects with Millier Dickinson Blais: . St. Albert (AB) Industrial Expansion Area Market Assessment (2015) . Rocky View County (AB) Industrial Land Strategy (2014) . Township of Gordon/Barrie Island (ON) Business Park Feasibility Study (2014) . Strathcona County (AB) Industrial Land Strategy (2013)
Sarah has completed LABOUR FORCE STRATEGIES, including: . Yukon Skills Table Labour Market Information Needs Study (2014) . Yukon Skills Table Labour Supply and Migration Study (2014) . Regional District of Bulkley-Nechako (BC) Regional Skill Gaps Analysis (2014) . Medicine Hat College (AB) Market Needs Analysis (2013) . Yukon Skills Table: Development of a mission statement, mandate, priorities for action, formal work plan and funding proposals to HRSDC (2012) . Town of Marathon Mining Sector Capacity Development Strategy (2012)
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Sarah has contributed to number of MARKETING STRATEGIES for rural municipalities and regions. These include: . Regional District of Bulkley-Nechako (BC) Regional Profiles (2014) . Regional District of Fraser Fort George (BC) Robson Valley Region Investment Attraction Marketing Strategy (2014) . Municipality of Crowsnest Pass (AB) Community Branding (2013) . Town of Marathon Public Relations Strategy (2012) . Township of Nipigon and Red Rock Indian Band Marketing Action Plan (2009)
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Municipality of Oliver Paipoonge: Strategic Economic Development Plan Fees Proposal for RFP 09-2015 October 13, 2015
1 Project Budget The allocation of professional fees of $36,000 plus HST to complete this project is outlined in the figure on the following page. The price includes anticipated travel, data and other costs. Insurance documentation will be provided should we be the selected consultant. We are prepared to discuss professional fees and scope of work, as appropriate. The workplan includes the following in-person visits: . Paul Blais and Austin Hracs in December for stakeholder engagement including a focus group with the Economic Development Committee . Austin Hracs in January for presentation of the Interim Report to the Economic Development Committee . Paul Blais in February for presentation of the Draft Report to the Economic Development Committee . Paul Blais in March for presentation of the Final Report to Municipal Council
i MDB Insight: Fees Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan
Austin Sarah Paul Blais Hracs Lewis Section Subtotal Daily Rate $ 1,500 $ 1,000 $ 750 Phase & Tasks Phase I: Project Initiation Outreach Consultation Plan and Detailed Report Outline 0.25 0.75 0.25 1.25 Phase II: Where are we now? Background Review 0.25 0.25 0.25 0.75 Demographic and Labour Force Profile 0.75 0.75 1.50 Stakeholder and Investor Engagement 3.5 3.5 0.75 7.75 Phase III: Where do we want to go? Is it feasible? Chart SWOT Assessment 0.25 0.25 0.75 1.25 Local Competitive Advantages/Disadvantages 0.25 0.25 0.75 1.25 Selection of Future Directions 0.75 0.75 0.75 2.25 Establishing an Economic Development Vision and Mission 0.25 0.25 0.25 0.75 Interim Report and Presentation to the Committee 1.5 1 1 3.50 Finalize Industry Sectors and Opportunities 0.5 0.25 0.25 1.00 Phase IV: How to get there? Sector Specific Action Plans (“How” to Market) 0.5 1 0.75 2.25 Three Year Economic Development Strategic Plan 0.5 1 1 2.50 Presentation of Draft Report to Economic Development Committee 1.5 0.25 1.75 Final Report and Presentation to Council 1.5 0.5 2.00 Total Project Hours 11.50 10.75 7.50 29.75 Total Professional Fees $ 17,250 $ 10,750 $ 5,625 $ 33,625 Othe r Costs Travel Estimate $ 3,000 Data Purchase included
TOTAL PROFESSIONAL FEES + DISBURSEMENTS (before 13% HST) $ 36,625
TOTAL PROFESSIONAL FEES + DISBURSEMENTS (including 13% HST) $ 41,386
ii MDB Insight: Fees Proposal for Municipality of Oliver Paipoonge – Strategic Economic Development Plan