ANNUAL 20 REPORT AND 2017 16 BUDGET PLAN

ANNUAL 20 REPORT AND 2017 16 BUDGET PLAN

THE FE: EDTC’s 7 STRATEGIC

RESPONSIBILITIES & PLAN

The Fort Erie Economic Development & Tourism Corporation’s strategic plan has seven (7) goals:

1)Grow and Retain Business

2) Grow and Retain Job Opportunities

3)Attract New Investment Opportunities

4) Capacity Building

5) Promote and Build Fort Erie’s Profile Outside the Community

6) Support Developers and Investors Through the Build Process

7) Administration

The following chart and graphic demonstrate those tactics employed in the FE: EDTC Strategic Plan and select examples over time (foundational efforts), in the past year (2016), and what priorities the FE: EDTC will focus on and undertake in the new budget year (2017).

“With the help of the Fort Erie Economic Development & Tourism

Corporation and the Town of Fort Erie, we were able to purchase four

acres of adjacent land to our property. We are ready to develop this

property and offer our residents and industry fleets a means to lessen

their carbon footprint with cleaner emissions.”

Richard Bacon

Truk-King Logistics (2016)

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

Zavcor (Driving Academy) To provide assistance with media & promo launch.

Truk King Helped facilitate Pettit Road land sale. Plans to support corporate expansion plans.

Black Creek Metals 2016 land sale & planning. Support to Stevensville build in 2017.

Durez Canada Global Brake Piston R&D Centre (2016) .Ongoing development support.

Airbus Helicopters Support & Services department. Continued support at Federal, Provincial and Municipal levels and with support expansion potential.

Peninsula Plastics Acquisitions. Support new expansion potential.

Peninsula Alloy Expansion. Assist with new facility expansion.

Barbican Acquisition and expansion. Support expansion efforts.

Canna Cure (Pharmetics) Support government approvals and build out.

Fleet Canada Continued support with business and scholarship awards. SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

Fort Erie Live Racing Consortium Governance, Administration, Archaeological study, Government Lobbying, Support property development. Increase market share and financial performance and support gaming development. Record breaking performance year.

Metcor Sold and secured new facility owner. To support upgrades new development expansion.

Fort Erie Labour Workforce Strategy Conducted Labour Workforce sessions. Develop grant application for electronic service site that will act as mapping tool for employees and employers.

NPC Miller Creek Marina Advocacy and support for RFP process, information and engagement. Town/Region Priority Team and member of current procurement team.

CMP Properties 1 Ltd. Support development of non-mission critical lands. 112 +20 acres at Thompson Road and QEW.

Fort Erie Race Track Lands Support new investment with CMP Properties 1 Ltd.

GE Canada (Team Niagara). Ongoing Supply Chain.

Greenstone Structural Solutions Sold 5 acres. Facilitate Eagle Street temporary site and support Commerce Parkway planning and development site. SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

County Fair Mall Facilitate owners priorities with Town partners. Support demolition and new build project.

CMI Heavy Industries Eagle and Winger Street – former DMI facility. Full scale operations.

Industrial Land Development Study Submit to Region of Niagara, Municipal Comprehensive Review through Town and promote and defend findings.

Team Niagara / NDCPi / FTZ Locate / house FTZ store front and staff.

Fort Erie Economic Preparedness Strategy (Deloitte Canada) Help business determine markets and new growth potentials. Help residents determine new job opportunities and prepare to compete. To prepare residents for change.

Niagara Region Waterfront Investment Grant for Bay Beach Managed the contract with DJB and developed $7 million strategy for access to region’s waterfront funding program. ($850,000). Continue providing support as needed in marketing and business development.

SIOR/GHTA FAM Tours Support Society of Industrial and Office Realtor’s annual meetings.

Niagara Business Cost Competitiveness Study Integrate as data for Fort Erie value proposition.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

Niagara Gateway Economic Zone & Centre Community Improvement Plan (Incentive Programs). Promote the Niagara Gateway Economic Zone and Centre Community Improvement Plan.

Fort Erie Gaming Industry Marketing Campaign Leveraged $30,000 investment against Government and partnership contributions to $156,273 media buy. Manage Gaming Industry Marketing committee and the 2017 application to the Ontario Tourism Marketing Partnership Corporation.

Market Funds to Bridgeburg Business Improvement Area (BIA) Assist BIA’s and continue to source relevant Provincial/Federal programs and funding support initiatives.

Niagara Sports Commission (McKenzie PGA Tour Canada). Explore annual Niagara PGA Tour event.

Habitat for Humanity 2016 completed build on Crescent Road; 2017 complete second build.

Industrial, Leaders Forum; Developers Roundtable; Labour Roundtable; Tourism Roundtable Coordinate 2017 Roundtables and analysis.

Niagara Entrepreneur of the Year Awards Support initiative as a Nominations Committee member.

SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

Niagara College Walker Advanced Manufacturing Centre Support and contribute as member of Advisory Committee.

Fort Erie Visitors Guide Produce 2017 edition and distribute to 80 Toronto locations, 61 southwestern Ontario locations; all Ontario Travel Information Centres, and USA locations (118 in Rochester, NY; 42 in Erie, PA; 55 in Buffalo-Niagara). Distribution cost $45,000.

Fort Erie Gazette Created 16-page news publication to provide positive stories and updates to the community and potential investors. Next publication date TBD.

Fort Erie EDTC Website www.forteriecanada.com – Maintain and update Fort Erie EDTC website.

Fort Erie Resident Relocation and Business Start-Up Kits Continue to produce and distribute relocation and business start-up kits.

CTODS Signage on QEW and Hwy #3, Ridgeway/ Crystal Beach.

Fort Erie Tourist Toll Free Line Maintain and manager Tourism Toll Free Line.

Networking & Promotion Representing and promoting Fort Erie to key decision makers and senior option leaders. Continue engagement and briefings with key option leaders to support positive image and familiarly with Fort Erie issues.

SUMMARY OF KEY 2016 ACTION HIGHLIGHTS

Capacity Building Work closely with senior town management on issues identification and management. Provide support for clients at Federal/Provincial and Regional government levels.

FE: EDTC Administrative Highlights & Priorities Maintain effective and ongoing operation and administration of the FE: EDTC and satisfy the Corporation’s annual administrative/legal requirements including: Recruitment of new Economic Development Officer. Phone system upgrade. New FE: EDTC lease agreement/sold tenancy. FELRC lease negotiations. EDO Certification through University of Waterloo. Water damage renovations. Recruit Executive Assistant for Maternity leave (2017).

Fort Erie EDTC Tourism Strategic Focus

Product Tourism Development Marketing & (Tourism “Attractors”) Promotions Fort Erie Visitors Guide Canadian Motor Speedway www.forteriecanada.com Niagara Parks Marina Development 1-888-270-9151 Tourism Info Toll Free Development at Fort Erie Race Track Fort Erie’s Official DMO

Support of FELRC’s operation of Special Marketing & Promo Initiatives Fort Erie Race Track Tourism Map

Industry Engagement Service Local Festivals and BIA’s Excellence Tourism Roundtable & Networking Fort Erie’s Official DMO Regional engagement

Photo by Michael Burns Photography

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION FORT ERIE ECONOMIC2016 DEVELOPMENT ANNUAL REPORT & TOURISM & 2017 CORPORATION BUDGET PLAN 2016 ANNUAL REPORT & 2017 BUDGET PLAN 33

Operationalizing the Tourism Strategy - 2017

Produce and strategically distribute 85,000 copies of the Fort Erie Visitors Guide to local media outlets, Toronto hotels and attractions; over 60 southwestern Ontario tourism operators; Ontario Travel Information Centres (OTICs); Ontario community information centres; to over 200 Rochester, N.Y., Erie, P.A., and Buffalo-Niagara locations. ($45,000)

Manage and participate in lobbying efforts related to securing Provincial funding and support for large-scale tourism development opportunities (i.e. Canadian Motor Speedway, Miller Creek Marina, Fort Erie Race Track) and support proponents in their development and planning due diligence and business case development.

Continue to lead and participate in efforts to support the Fort Erie Live Racing Consortium and their operation of the Fort Erie Race Track. 2017 will mark the 120th year of live racing at the Fort Erie Race Track.

Represent Fort Erie as its official Destination Marketing Organization (DMO).

Facilitate and manage the Fort Erie Gaming Industry Marketing Campaign, leveraging FE: EDTC dollars in partnership with Ontario Tourism Marketing Partnership Corporation (Ministry of Tourism) and local gaming stakeholders including the FELRC, the Ontario HBPA, the OLG, the Ontario Racing Association and others. Over the past 16 years, the FE: EDTC has leveraged support funding to a total spend of over $3 million to promote Fort Erie as an international gaming destination. ($30,000)

Manage Toll Free Line – 1-888-270-9151. The FE: EDTC received over 475 tourism related calls during the months of July and August in 2016. Nearly 80% of all calls came from Canada.

Maintain a profile on all Ontario Explore Boards (which are found in 9 Ontario Travel Information Centres).

Represent Fort Erie interests at the tourism, industry level.

Work with the Tourism Partnership of Niagara (TPN) to ensure marketing messages and efforts are complimentary to Fort Erie’s efforts and tourism value proposition. Attend meetings and submits Fort Erie events to the TPN on a quarterly basis.

Maintain a tourism profile for Fort Erie on www.ettractions.com /other advertising and promotions. ($10,000)

Attend annual Niagara Cycling Tourism meetings.

Maintain a profile and include signature events to be included in the Niagara Map (over 100,000 copies printed and distributed). ($2,500)

Distribute Fort Erie Tourist Information Kits (over 150 kits distributed in 2016).

Manage the Fort Erie Tourism Information Resource Centre located at 660 Garrison Road and distribute tourism related information.

Manage www.forteriecanada.com to ensure relevant tourist information, events and photos are uploaded to the site on a regular basis. ($7,000)

Provide financial and in-kind support for local BIA and community group initiatives specific to marketing and promoting community based tourism initiatives. ($15,000)

Work with Enjoying Niagara to promote Fort Erie to its readership. This tourism booklet is distributed regionally to boutique hotels and Bed and Breakfast’s (over 420 locations).

Organize and facilitate a Tourism Industry Stakeholder Roundtable in 2017. ($2,000)

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN ECONOMIC PREPAREDNESS STRATEGY

Deloitte Canada has been retained by the Fort Erie Economic Development & Tourism Corporation’s (FE: EDTC) to develop an Economic Preparedness Strategy to facilitate the Town and local business with their future planning to ensure they are positioned to take maximum advantage of the potential economic benefits arising from one or all of the three major projects, the Canadian Motor Speedway, Niagara Parks Commission Miller Creek Marina and Fort Erie Race Track Properties.

Deloitte’s work will be completed in two phases; phase 1 is a preliminary economic impact assessment and phase 2 will recommend strategies for improving Fort Erie’s capture rate of potential economic benefits.

The FE: EDTC understands the necessity of leveraging new opportunities and embracing new direction in order to support the advancement of Fort Erie. The Economic Preparedness Strategy will be presented to Council in early 2017.

Deloitte Canada will present the results from the Economic Preparedness Strategy to Fort Erie Town Council on Monday, February 13, 2017

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN Summary of Projected Economic Impacts

At peak capacity the Projects could bring in equivalent to double the 1 current population of Fort Erie.

Together, the CMS and MCM could have an annual GDP impact between 2 $67.5 million and $230.4 million. Between 1,262 and 4,714 jobs could be supported.

The greatest opportunities for local businesses in Fort Erie would come 3 from the additional tourism spending. Our estimates suggest total annual spending could range from $126.5 million to $441.8 million.

The successful completion of the Projects could have a significant economic impact to the Fort Erie and regional economy, primarily driven by tourism spending. FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

INDUSTRIAL LAND

DEVELOPMENT STRATEGY

The availability of shovel-ready industrial land is imperative to the future growth of the Town of Fort Erie. The Fort Erie Economic Development & Tourism Corporation (FE: EDTC) and the Town

of Fort Erie have embarked on an ambitious Industrial Land Development Strategy to identify current land inventory and to map and analyze lands outside the urban service

boundary which can potentially be converted to competitively priced, serviced, shovel-ready industrial land for interested investors.

RCI Consulting has been awarded the contact by the FE: EDTC to conduct the study and strategy which is expected to be complete

by early 2017. Ultimately, the findings will be presented by Town Council for consideration in the Region of Niagara, Municipal Comprehensive Review – a Regional plan for forecasted growth to 2041 in Niagara at which time, area boundary adjustments can be sanctioned to increase our inventory of industrial lands.

FORT ERIE LABOUR WORKFORCE STRATEGY

There are jobs in Fort Erie -- and with close to $1 billion worth of development opportunities on the table (Miller’s Creek Marina, Canadian Motor Speedway, Fort Erie Race Track Properties), there will be even more opportunities coming! The Fort Erie Economic Development & Tourism Corporation (FE: EDTC) has spearheaded a unique initiative to analyze the market and capitalize on local business expansion opportunities and sustainable employment.

Working with industry colleagues including the Niagara Region, Job Gym/ John Howard Society, Employment Professionals Canada, Fort Erie Native Friendship Centre, Niagara Falls Small Business Enterprise Centre, Business Education Council, Niagara Workforce Planning Board, and District School Board Niagara, a steering committee was formed to probe Fort Erie’s current labour market’s demand, availability, shortfalls, skills gaps, and education opportunities.

Hosting three workshops (May, July, and October) the FE: EDTC facilitated information sharing that identified partner organizations’ capacities, challenges, activities, and services, with an objective to map an accurate, up-to-date, and easily accessible source of data on programs, grants, seminars and training for Fort Erie employees and employers.

The mapping capacity will be used to assist the FE: EDTC in preparing a formal document for its Economic Preparedness Strategy and for use within the Niagara Region. It will also form the base for an application to the appropriate funding body to fully digitize the analysis and mapping to provide widespread accessibility to an even wider range of Ontario employees employers, post-secondary institutions, training organizations, employment agencies, school boards, and levels of government as a means to significantly improve the labour workforce needs of their businesses, communities, and citizens.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN Candidate Analysis / Streaming

Have a job Have a job now for living now but... Skilled & No Job Now money... Marketable but... but...

Skilled Did one type of work & (but no experience) have retention skills, Interim but dated Seasonal, Part-time, Mismatched to Educated Intermittent Opportunity (but no experience) Out of work but marketable Skilled Under Employed (but no education) No retention skills (Skills mismatch)

Any of Above Social Challenges (but MOBILE) (Literacy, Socialization)

Other Reputation •Physical Health • (Bad Work History) Mental Health

Education

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

NIAGARA DEVELOPMENT CORRIDOR

PARTNERSHIP INCORPORATED AND TEAM NIAGARA

The Niagara Region is making gains through the efforts of economic development professionals from Fort Erie, Port Colborne, Niagara Falls, St. Catharines and Welland working together in a collaborative partnership.

The Niagara Development Corridor Partnership (NDCPi) was established in 2005 and incorporated in 2012 as

a streamlined approach to attracting business and manufacturing opportunities to the five communities with full-time economic development professionals. Intended to leverage the experience and skill sets of staff and resources to the benefit of the member communities, business constituents and community development

stakeholders, the partnership broadened in 2014 to include the restructured Niagara Economic Development office.

Representing over 430,000 residents and an experienced labour force of 200,000 the Corridor is a hub for the advanced manufacturing industry. The NDCPi partners and professionals are responsible in large part for the following in 2016:

1. Attracting General Electric Canada (GE) to build a brand new state-of-the-art facility in Welland which will employ 220 highly skilled workers to start. Beginning in 2018, the new plant will build reciprocating

gas engines used in power generation, as well as components that can be used in power generation, as well as components that can be used in diesel engines for locomotives.

“Any gain to the Region is a gain to all the residents of Niagara” says Alan Caslin, Regional Chair.

Continued on next page.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

2.Paving the way for Niagara to be designated an official Foreign Trade Zone point (FTZ) – a status that allows companies to take advantage of incentives designed to make it easier and less expensive to import and export products. The Niagara FTZ Point will serve to promote Niagara as a hub for international trade, help businesses integrate into foreign markets and global value chains, and provide streamlined information on the Government of Canada’s tax and tariff export-related programs, while attracting foreign and domestic investments. “The Niagara FTZ Point is an integral part of a greater strategy for economic prosperity in this region, intended to grow employment, boost the local economy and increase opportunities for export” says Vance Badawey, Member of Parliament for Niagara Centre.

3. SIOR/GTHA Realtor FAM tours

4. Foreign Investors Delegations: Czech Republic, China, USA site selectors.

Niagara is the seventh area in Canada to be designated as an FTZ and the first in Ontario. It’s also the first to be located on an international border, directly across the Niagara River from a foreign trade zone in Buffalo. A task force of federal and provincial, and municipal representatives will meet regularly with regional industry exporters.

Pictured left to right: Brian York, St. Catharines; David Oakes, Niagara Region; Karen Audet, Fort Erie; Dan Degazio, Welland; Caralee Grummett, Fort Erie; Jim Thibert, Fort Erie; Lina DeChellis, Welland; Adam Joon, Niagara Region; Evan Acs, Port Colborne; Serge Felicetti, Niagara Falls. FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

FORT ERIE LIVE

FORT ERIE RACE TRACK RACING CONSORTIUM

As a not-for-profit corporation running the Fort Erie Race Track, the Fort Erie Live Racing Consortium (FELRC) exceeded performance figures— drawing record crowds and record wagering at the end of its 119th

season.

What is important to note is the FELRC is doing more with less and demonstrating a remarkable performance achievement based on continued operational efficiencies and teamwork. In fact, the 2016 Prince of Wales event broke all records with the first ever $2-million day and the highest wagering of all time.

To the end of the 2016 Season, Fort Erie’s wagering per purse is equal to or better than any track in Canada.

Wagering per raced has risen steadily (87%) since 2011 despite a decline in race days and nearly 50% decline

in the number of horses racing per year, indicating a strong acceptance of Fort Erie’s product in the export market.

Live Thoroughbred racing will commence its 120th year on Tuesday, May 30, 2017 through Tuesday, October 17,

2017.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN

FORT ERIE FACTS 2016

59

Days on the Market

All-time record setting 25% increase in residential building activity

O for the Town of Fort Erie 120-Year RECORD BREAKING $40 billion in trade crosses the $

Million2 Day in Wagering at the Peace Bridge every year 81st Prince of Prince of Wales 2,073,901 AUTOMOBILES INTO FORT ERIE Stakes Race at the Fort Erie Race Track 597,811 TRUCKS INTO FORT ERIE R MIC Time of Use Electricity Prices Off-Peak Mid-Peak On-Peak Canadian Interest Rate 20.0 16%

18.0

16.0 12%

14.0

12.0 8% O kWh 10.0 per

s t 8.0 4% en c 6.0

4.0 0%

R 2.0

0.0

May Nov May Nov May Nov May Nov May Nov May Nov - 11 - 11 - 12 - 12 - 13 - 13 - 14 - 14 - 15 - 15 - 16 - 16 Off-Peak 5.9 6.2 6.5 6.3 6.7 7.2 7.5 7.7 8 8.3 8.7 8.7 ·More competitive in manufacturing and exports Mid-Peak 8.9 9.2 10 9.9 10.4 10.9 11.2 11.4 12.2 12.8 13.2 13.2 On-Peak 10.7 10.8 11.7 11.8 12.4 12.9 13.5 14 16.1 17.5 18 18 ·Better tourism value

C Source: Ontario Energy Board A

M Dollar vs. Dollar

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN THE ECONOMIC DEVELOPMENT CONTINUUM OF SERVICE “Keep what we have, build from within and grow through attraction”

BUSINESS RETENTION

LOBBYING & CAPACITY PARTNERSHIP ADVOCACY BUILDING SUPPORT

NDCPi, NED, Province, Trade Organizations (network, support) BUSINESS EXPANSION Develop and maintain Refine and Better environment conductive to Promote Fort Erie’s business prosperity Value Prosposition (policy, delivery) (competitiveness) Marketing and Promoting Fort Erie as an Investment Destination NIAGARA ECONOMIC DEVELOPMENT (NED)

BUSINESS ATTRACTION

DUE DILIGENCE FORT SITE DESIGN BUILD ONGOING AND BUSINESS CASE ERIE SELECTION AND CONSTRUCTION BUSINESS SUPPORT SUPPORT OPERATION EDTC PROCESS

TOWN DEVELOPMENT OF Zoning / Re-Zoning APPROVALS FORT Site Plan PROCESS ERIE Pre-Application Process Development / Approval

Enviromental Land Use Assessment Process Approvals

Appeals Cultural Heritage Processing Review Public Consultation

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN 2016 ANNUAL ROUNDTABLES FEEDBACK (SELECT HIGHLIGHTS)

In order to obtain a deeper understanding of the state of Fort Erie’s local economy, the Fort Erie Economic Development & Tourism Corporation’s (FE: EDTC) facilitates annual roundtables with Fort Erie industrial leaders, commercial and residential developers and tourism leaders. From the leaders who attend these roundtable sessions, we are provided first-hand information on major residential and commercial developments, various industries, as well as local tourism offerings and future initiatives. Each of these sectors assist the FE: EDTC in assessing the local economy including the employment market, the state of Fort Erie’s industrial health, development hurdles, expansion plans and current as well as future initiatives. Furthermore, the annual roundtables provide an opportunity for communication and relationship building between key industrial influencers, developers and tourism professionals and the Town of Fort Erie and FE: EDTC staff. Fifteen consecutive years of issues identification and resolutions improve the FE: EDTC and the Town focus on business issues and facilitation. The 2016 forums are noted below:

15th Annual Developers Roundtable

DATE: September 7, 2016 LOCATION: Bridgewater Country Club FEEDBACK •There has been a positive shift at Niagara Region with excellent collaboration between local EDO’s via NDCPi and Team Niagara. “Any gain to the Region is a gain to all the residents of Niagara”.

•“TOFE and FE: EDTC staff has adopted a “make it happen” approach to development and investment opportunities. This is what differentiates Fort Erie from other municipalities”. • “Fort Erie - keep the momentum going!” • New Council is “awesome.”

• “Have seen positive changes with Town of Fort Erie staff; less hassle, pleasure to deal with and much easier to get things done.” •“The USD and the influx of residents from the GTA relocating to Fort Erie has radically increased sales, 2016 has been a very busy and exciting year for housing development in our town”

15th Annual Industrial Leaders Forum

DATE: September 14, 2016 LOCATION: Bridgewater Country Club FEEDBACK •There is a significantly improved outlook on conducting business in the town of Fort Erie, with the FE: EDTC, Town and Region all working together to accelerate progress and growth. • A number of Fort Erie industrial businesses are expanding and continue to increase their employee base.

• Employers continue to experience difficulty locating and hiring, qualified and competent employees. “Hire 3 to keep 1”. • “Currently Fort Erie is busiest municipality for growth and expansion in all of Niagara.”

1st Tourism Roundtable DATE: October 12, 2016 LOCATION: Buffalo Canoe Club

FEEDBACK •Tourism operators have seen an influx of tourists from overseas this year, although the majority of tourists still come from within the Golden Horseshoe. •There is excitement and anticipation of the positive outcomes that will be generated when the CMS and NPC Miller Creek Marina developments begin. The potential significant impacts have current tourism providers planning to capture the impacts and many have plans for expansion.

•There is a significant need for signage to properly direct tourists to the downtown cores and areas of interest throughout Fort Erie, specifically in Ridgeway. Business owners and tourism providers observe that it would significantly impact the exposure, foot traffic and return visitation from visiting travelers. • There is also a significant need for an architectural welcome sign on the QEW.

• Lack of public transportation and taxi services continues to be a hinderance to tourism in Fort Erie. • Tourism operators efforts need to focus on year round offerings not just the summer season.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION

2016 ANNUAL REPORT & 2017 BUDGET PLAN 2017 FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION BUDGET PLAN

2017 2018 2019 EDTC Budget EDTC Budget EDTC Budget

THE FE: EDTC’S SEVEN STRATEGIC RESPONSIBILITIES

1. GROWN & RETAIN BUSINESS 47,500 47,500 47,500 Issue Management & Support Feasibility & Market Studies, Environmental Assessments Business Branding Programs/Advertising Internal Leads Generation & Lobbying Marketing/Promotions 2. GROW & RETAIN JOB OPPORTUNITIES 25,000 25,000 25,000

Research & Analysis Stakeholder Engagement Fort Erie Live Racing Consortium Business District Support & Engagement 3. ATTRACT NEW INVESTMENT OPPORTUNITIES 45,250 45,250 45,250

Familiarization Tours External Leads Generation & Lobbying Business Recruitment Activities Team Niagara Trade Mission/Strategy Niagara Development Corridor Partnership Advertising/Marketing/Promotions 4. CAPACITY BUILDING 15,000 15,000 15,000

Annual Roundtables (Industrial, Developers, Labour, Tourism) Stakeholder Workshops/Seminars CTODS Directional Signage Advertising/Marketing/Promotions 5. PROMOTE & BUILD FORT ERIE’S PROFILE OUTSIDE THE COMMUNITY 42,000 42,000 42,000

www.forteriecanada.com Fort Erie Visitors Guide Membership/Participation in South Coast Tourism Assoc. Fort Erie Gaming Industry Marketing Campaign EDOC/EDAC Advertising/Marketing/Promotions 6. SUPPORT DEVELOPERS AND INVESTORS THROUGH THE BUILD PROCESS 10,527 10,527 10,527

Stakeholder Engagement Local/Regional Lobbying Efforts FE: EDTC Staff Support/Presentations

Programs Sub-Total 185,277 185,277 185,277

7. ADMINISTRATION (DETAILED ADMIN BUDGET ATTACHED) 471,881 478,959 486,143 Tota Wages & Benefits Corporate Administration Equipment Office/Premises Telephone/Telecommunications

TOTAL 2016 BUDGET REQUEST 657,158 664,236 671,420

NOTE: Cost centers in each category are examples not the full financial journal entries.

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN 2017 FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION SUPPLEMENTAL BUDGET REQUEST

2016 COUNCIL APPROVED BUDGET 2016 SPECIAL PROJECTS 385,782

Economic Preparedness Strategy 115,000 Industrial Land Development Strategy (RCI Consulting) 60,000 *$20,000 Peer Review in 2015, plus $60,000 for ILDS PGA Canada - Mackenzie Tour Sponsorship 10,000 NPC Miller Creek Marina RFP (Advertising) 10,000 Labour Force Roundtable 10,000 Sponsorship to Fleet Canada 5,000 Bridgeburg BIA Marketing Support 5,000 Phone System Upgrade 5,000 Tourism Roundtable 2,500 Niagara Business Cost Competitiveness Seminar 1,500

Total Special Project Expense 224,000

In 2016, the EDTC undertook several special projects and these projects were paid for from the EDTC reserves with Board approval. The EDTC is requesting that the Town of Fort Erie replenish the EDTC reserves in the amount of $100,000. On emergency occasions, speed of approval is critically important and to the extent possible, these reserves ensure that the EDTC does not have to impact Council’s annual budget in mid-year unexpectedly or to engage in a process that takes weeks. Total Special Project Request 100,000

2017 WHY FORT ERIE MAGAZINES

The first Why Fort Erie Marketing Campaign was laucnhed in 2009. The campaign included 25,000 copies of a high gloss magazine and a video. The total cost of the campaign was $85,000. The magazine was heavily used by Fort Erie’s industrial leaders, developers, financial leaders, realtors, investors and residents. The publication is now outdated and it has been requested by particpants at the Tourism and Developers Roundtables and many business clients that the EDTC produce an updated version of the Why Fort Erie magazine. Therefore, the EDTC is requesting $50,000 in order to do so in 2017. The magazine has a self life of approximately 5 years.

Total Why Fort Erie Magazine Request 50,000

TOTAL SUPPLEMENTAL BUDGET REQUEST 150,000

FORT ERIE ECONOMIC DEVELOPMENT & TOURISM CORPORATION 2016 ANNUAL REPORT & 2017 BUDGET PLAN - 2017 - 25 years of serving the Town and businesses of Fort Erie