Sunshine Coast Regional Economic Development “CAO” Report – July 2011
Prepared on behalf of the:
District of Sechelt Sechelt Indian Band / Sechelt Indian Government District Sunshine Coast Regional District Town of Gibsons
Presented on: July 20, 2011
Sunshine Coast Regional Economic Development “CAO” Report – July 2011
TABLE OF CONTENTS Page
1. Introduction 3
2. Sunshine Coast Economic Development Backgrounder 6
2.1 History of Economic Development in the Sunshine Coast 6
2.2 Inventory of Economic Development Agencies and Partners Available 8 to Support Sunshine Coast Economic Development Efforts
3. Interviews with the 2010 Coast Wide Initiative and Community Futures 11 Sunshine Coast
3.1 Coast Wide 2010 Initiative 11
3.2 Community Futures Sunshine Coast 12
4. Research & Interview Results from Select Economic Development 13 Programs in BC
4.1 Internal Department Models 14
4.1.1 Central Okanagan Economic Development Commission (COEDC) 16
4.1.2 City of Langley 17
4.2 External Department Models 18
4.2.1 Best Coast Initiatives 19
4.2.2 Salmon Arm Economic Development Society 20
4.2.3 Chilliwack Economic Partners Corporation 20
4.2.4 Powell River Regional Economic Development Society 22
4.3 Pros, Cons, Challenges and Words of Wisdom 23
5. Recommendations and Steps in Developing the Framework for the 26 “Sunshine Coast Economic Development Alliance”
Appendix 1. List of Survey Respondents 32 Appendix 2. Selected Inventory of Reports 33
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1. Introduction “Economic development is a collaborative process between all levels of government and non- government organizations that builds up the economic and social capacity of an area to improve its economic future and overall quality of life.” (Adapted from World Bank 2010)
“Economic development” for the Sunshine Coast Region is currently undertaken, and has in the past been undertaken, through a number of organizational structures and funding delivery models led by the municipalities, the regional district and band council, and as well by the various business associations and development agencies.
As history shows us, economic opportunities and challenges of a region are neither constant nor insulated from global events and marketplace forces, and that economic development has come a long way in the last 30 years. “Once the bastion of smoke stack chasers, it is now a more sophisticated practice that includes place branding, creative community engineering, and unique value positioning.”1
Regardless of the name of it, or the stewarding organization that is at the helm, it is clear that this region’s community leadership is deeply committed to “their” Sunshine Coast – an exceptional place to live, work, play and invest. The difficulty in sustaining the implementation of economic development through volunteer organizations or off the side of key staff’s desks has led Sunshine Coast elected officials and business leaders to seek out a more effective and transformative way to configure and support a regional economic development strategy in 2011.
Why this report?
This report catalogues past learning, recent discussions and strategic research by professional staff to reframe and propose the framework for the new era of economic development strategy for the Lower Sunshine Coast of British Columbia.
1. In November 2010, Best Coast Initiatives brought together a Task Force to present a business case and proposal for Economic Development Services for the entire Lower Sunshine Coast to be coordinated by (possibly) a new/different non-profit delivery agent (proposed cost of $200,000), and for the purposes of this report herein referred to “Coast Wide 2010 Initiative.” Following the presentation, the Sunshine Coast Regional District requested that the Coast Wide 2010 Initiative provide additional community support and the reason for not including elected officials in the governance framework.
1 Blais, P. and A. Redden, “Investing in Economic Development,” Municipal World, February 2009.
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2. On April 18th (2011) an Economic Development Workshop was attended by all of the elected representatives from the Sunshine Coast Regional District (SCRD), Town of Gibsons (ToG), District of Sechelt (DoS), Sechelt Indian Band (SIB)/Sechelt Indian Government District (SIGD), and the Chair of School District 46. As well as sharing economic development priorities, the workshop allowed communities to review current priorities, views on economic development, and to co-develop guiding principles to ground further discussions and research an action plan. 3. The 2011 Task Force was to undertake key research and critical analysis of the provincial Economic Development landscape by the following terms of reference (from page 12 of April 18, 2011 Workshop Findings). The CAO Task Force members are: Rob Bremner, CAO – District of Sechelt Paul Fenwick, General Manager, Community Services Department, Sunshine Coast Regional District John France, CAO – Sunshine Coast Regional District Cheryl McLay, Regional Manager -Vancouver Island/Coast Region Rural Secretariat (Ministry of Jobs, Tourism & Innovation) Wendy Rockafellow, CEO – Tsain-Ko Development Corporation (Sechelt Indian Band) Warren Waycheshen, CAO – Town of Gibsons
Table 1. Task Force Methodology
Collaborators Research Activity Contributors
Examine local experience, previous Business community and local Section 2 economic development on the Sunshine experts, advocates Coast, what has worked/not worked Jim Cleghorn (President, Sechelt & District Chamber of Commerce) Analyze “Coast Wide 2010 Initiative”: Michael McLaughlin, (EDO Best Section 3 pros/cons and conduct a joint meeting with Coast Initiatives) leaders of the initiative Michele Platje-Devlin (President, Gibsons Chamber) Examine other economic development programs: model, pros/cons, impacts, Section 4 Interviews with other communities successes, best practices, accountability and metrics utilized
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On the basis of the workshop findings, research and task force recommendations, Section 5 CAO Task Force Members propose a rationale for the new economic development model Produce this report for local government July 20 officials as framework for continued Meeting of four local governments dialogues about next steps.
The CAO Task Force would like to express their sincere thanks to the elected officials, regional stakeholders, economic development professionals and community leaders that shared their experiences and knowledge with us. There is no shortage of support, resources, best practices, advisors and advocates from which the Sunshine Coast can draw economic development strategy recommendations from in the forward-looking planning stages.
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2. Sunshine Coast Economic Development Backgrounder
Capturing the history of economic development in the Sunshine Coast was an important element of this research process. Also this section provides some detail on the scope of resources currently available and studied, and those that are at the ready for future program development.
2.1 History of Economic Development in the Sunshine Coast
Table 2. Sunshine Coast, BC: History Economic Development Summary PARTICIPANTS/ KEY PROJECTS YEAR INITIATIVE FUNDING SOURCE STATUS PARTNERS COMPLETED Funding no longer provided, except for SCRD – professional staff Local economic selected programs worked on projects (see 1979-1986 development funded by BC Government within the below for participants at BC Government Provincial and various times Federal Governments. Sunshine Coast Village of Gibsons, Village of Regional District – Sechelt, Electoral Areas B, C, Hillside Industrial Park Area A was added 1981-1982 SCRD Economic Development D, E, F (Letters Patent 1981, feasibility in 1982 Commission Bylaws 228 and 228.1) Sechelt Indian Band Self-funded and Contributes to Hillside On-going initiatives Sechelt Indian Band/Sechelt 1986 achieve self- various commercial Industrial Park and led by Chief and Indian Government District government partners Tourism/DMO Council Economic Development District of Sechelt Strategy EcDev part of 1986 Joint with SCRD until 1988 Self-funded formed *Community Forest Planning Dept. (2007-present) WED core funding; Sustainable *Loans to SME’s in the additional income Community Community Futures Board of Directors – regional region 1987 created internally Economic Sunshine Coast representation *Support regional or through special Development business development projects Committee Various projects and Could not be Economic Development Areas A, B, C, D, E, F (Bylaws initiatives e.g. fish Provincial maintained once 1988-1996 Commission – Bylaw 316 and 326 established farms, forestry, internet Government/Local provincial funding 316 and 326 participants as noted) access and Hillside was lost Industrial Park. ToG, partners, Gibsons Harbour Gibsons Economic Gibsons Landing Business Became Gibsons private capital, Winegarden Park 1998 Development Association, Gibsons Chamber Community some senior Website Partnership of Commerce Initiatives/Now BCI. government Business summit Pender Harbour Growth & 1998 Informal governance Electoral Area Madeira Park Marina No longer exists. Development Partnership Partially funded by District of Sechelt Econ Chamber of Commerce District of Sechelt 1999 Development Downtown Business Seaside Centre No longer exists. Some senior Partnership Association government Table continued.
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PARTICIPANTS/ KEY PROJECTS YEAR INITIATIVE FUNDING SOURCE STATUS PARTNERS COMPLETED *Gibsons Economic *Wood Feasibility Development Partnership Innovation Centre *Pender Harbour Growth & (2002) Sunshine Coast Dev. Partnership *Dakota Ridge Community Economic *Sechelt Economic Dev. development/start-up This region-wide Development 2000-2001 Partnership Federal funding *2002 Sunshine Coast entity no longer Partnership (SCCEDP) *Community Futures Community Economic exists.
*Sunshine Coast Credit Union Development Strategy a.k.a. “Coast Wide” *Madison Publishing Report (Lions Gate *HSPP Consulting Inc.) *Three local govt's Seed money from Sunshine Coast All local governments, senior government, Absorbed by Organization Reporting Community Futures, and partners small SCORE web site (data 2003-2007 Gibsons Community on the Economy originally private sector— funding or base updated annually) Initiatives. (SCORE) informal governance assistance in kind e.g. SCRD web site Ongoing: The Areas now have Areas E and F fund BCI. Electoral Areas Areas A, E, F, later B and D their own individual Various third parties (2011) tax 2003-2012 SCRD other History (Bylaws1050, then 1063 and economic and projects funded considerably below then 1068) development e.g. Tourist the maximum function Information. allowed under the bylaw limits. *Website *2009 Gap Analysis: Shopping Behaviour on the Sunshine Coast *Ferry Commuter project Gibsons Community Contract service model held Private sector / *Intelligence Cluster Agreement in place 2004-2012 Initiatives > Best Coast by ToG and SCRD public (ToG, SCRD work until 2012 Initiatives independently Area E & F) funding * ED Task Force * Hillside Ocean Strategy * Howe Sound Business Case * SCORE update
What worked? What didn’t work? Previous champions and leaders of the Sunshine Coast economic development movement and strategies, projects and community initiatives evaluated these economic development efforts and provided the following rationales for why things “didn’t work.”
Programs could not be run without provincial funding The Commission experienced conflicts with local government administration and leadership Economic development projects were either too big or too forward-looking
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General lack of support to commit core funding to the economic development function for the region
The UBMC Report on Economic Development identifies key success factors for economic development delivery models in the table below:
Eight Criteria Influencing the Effectiveness of Economic Development Delivery Models
Amount of staff Support of Council/Board Quality of staff Support of community Financial commitment Evidence of partnerships Contact with stakeholders Presence of a regional approach
Source: UBCM Economic Report (2010), p. 19.
The 2002 Sunshine Coast Community Economic Development Strategy (p. 8) came to the following conclusions from their research about the barriers to a coordinated economic development approach beyond the lack of properly resourced staff: The confidence in the ability of the community to effect significant change is swamped by the overwhelming forces of change that are external to the Sunshine Coast: Too much previous planning has resulted in not enough doing; The lack of a dedicated economic office divides efforts throughout the region; and There is a chronic failure of economic development strategic planning that roles and responsibilities for key initiatives are assigned to organizations that have not taken ownership of the plan.
2.2 Inventory of Economic Development Agencies and Partners Available to Support Sunshine Coast Economic Development Efforts
Networking is the essence of economic development. In an ad hoc manner, the supporting actors in economic development have been working together for many years, and are listed below. This inventory would not be complete without including the provincial and national players that can leverage Sunshine Coast economic development efforts throughout the world with their direct or indirect support of Canadian economic development, trade, investment, infrastructure, human resource recruitment and innovation. Tapping into these resources is often project, situation, context or relationship based. At the end of the day, economic development is about people – working together to build a better future for their communities and families.
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Sunshine Coast Economic Development Partners and Advocates
Agricultural Advisory Committee Sechelt Downtown Business Capilano University Association www.capilanou.ca www.secheltdowntown.com Coast Community Builders Sechelt Indian Band/Sechelt Indian Association Government District www.coastbuilders.ca www.secheltnation.ca Community Futures Sunshine Coast Sunshine Coast Community www.communityfutures.org Foundation District of Sechelt http://sccfoundation.com www.districtofsechelt.ca Sunshine Coast Credit Union Gibsons Chamber of Commerce www.sunshineccu.com www.gibsonschamber.com Sunshine Coast Employment Centre Gibsons Landing Business www.scces.ca Association Sunshine Coast Regional District www.gibsonslandingbc.com www.scrd.bc.ca Pender Harbour & Egmont Chamber Sunshine Coast Tourism of Commerce www.sunshinecoastcanada.com www.penderharbour.ca Town of Gibsons Sechelt Chamber of Commerce www.gibsons.ca www.secheltchamber.bc.ca VOICE on the Coast www.facebook.com/voicesunshinecoast
According to the UBCM Report (chart below from p. 37) the size of the consultation effort is reflective of the size of the strategy – which can be as extensive and far reaching as the sector of the economy it covers. For a smaller community this level of consultation may or may not be realistic or appropriate. Identifying and selecting the appropriate approach to consultation is an essential first step in the development of a successful economic development plan.
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Provincial and Federal Economic Development Support Network & Partnership Agencies
Aboriginal Affairs and Northern Invest in Canada-Community Development Canada Initiative (DFAIT) www.ainc-inac.gc.ca/ecd www.international.gc.ca Agriculture and Agri-Food Canada LINX BC www.agr.gc.ca www.linxbc.com BC Innovation Centre Real Estate Foundation of BC www.bcic.ca www.realestatefoundation.com Business Council of British Columbia Rural BC Secretariat – Ministry of www.bcbc.com Jobs, Tourism and Innovation Business Development Bank www.ruralbc.gov.bc.ca www.bdc.ca Service Canada Canada’s Pacific Gateway www.servicecanada.gc.ca www.th.gov.bc.ca/pacificgateway Small Business BC Canadian Manufacturers and www.smallbusinessbc.ca Exporters Trade British Columbia www.cme-mec.ca www.tradebritishcolumbia.ca Economic Developers Association of Union of BC Municipalities Canada www.ubcm.ca www.edac.ca Vancouver Foundation Economic Development Association www.vancouverfoundation.ca of BC Vancouver Island Coast Economic www.edabc.ca Developer’s Association (VICEDA) Export Development Corp. www.vieda.net www.edc.ca Western Economic Diversification Island Coastal Economic Trust Canada www.islandcoastaltrust.ca www.wd.gc.ca
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3. Interviews with the 2010 Coast Wide Initiative and Community Futures Sunshine Coast
3.1 Coast Wide 2010 Initiative
INTRODUCTION – In November 2010 a number of regional business associations and leaders came together under the leadership of Best Coast Initiatives to present a Lower Sunshine Coast proposal for arms-length (external) Economic Development services. Best Coast Initiatives would be dissolved in favour of the new regional entity (a non- profit society or commission). The impetus for the initiative is: (1) sunset on funding for BCI in 2012; (2) BCI’s interest in a coast-wide economic development model, (3) supporters interest in coast-wide vs. municipal-only economic development function. VISION: ‘Regional cooperation creates value for money” JOINT PRESENTERS/SUPPORTERS: Agriculture Advisory Committee Best Coast Initiatives Capilano University Chambers of Commerce (Gibsons, Sechelt, Pender Harbour & Egmont) Coast Botanical Garden Society Coast Community Builder’s Association Community Futures Sunshine Coast Sechelt Community Forest Sechelt Downtown Business Association Sunshine Coast Community Foundation Sunshine Coast Employment Centre Sunshine Coast Tourism VOICE GOVERNANCE – Non-profit society contracting to local government governed by a board of approximately nine (9) directors representing local business and related agencies (local government representation suggested to be non-voting, but this was not unanimous). PROJECT PRIORITIES – Criteria for projects undertaken would include those that create (1) measurable return on investment; (2) jobs; (3) an increase in the tax base; (4) regional benefit; and (5) mutual benefit across all local government jurisdictions.
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FUNDING – The model identified a minimum funding level of $200,000 by local governments that is according to a cost sharing model from sources that could include: government taxation, business license fees and possibly user fees. STAFFING – 1.75 FTE for a total of $135,000 OPPORTUNITIES IDENTIFIED – 1. Tourism – product development, hotel/convention centre, Dakota Ridge enhancements, cultural tourism products, harbours and marina expansions 2. Sechelt Airport expansion 3. Industrial land investment attraction 4. Forestry sector (value-added) 5. Agricultural capacity development 6. Knowledge-based sector and labour training
3.2 Community Futures Sunshine Coast
Since 1987, Community Futures Sunshine Coast has operated as a non-profit, federally and provincially funded organization focused on developing the economic and entrepreneurial capacity of the Sunshine Coast. Community Futures Development Corporation of the Sunshine Coast (CFSC) supports new and existing business development through business counseling and assistance, loans, and business planning. The Board of Directors of Community Futures (14 directors) are selected on the basis of their knowledge of community economic development principles and their community involvement in their particular service region throughout the Sunshine Coast.
Western Economic Diversification Canada (WD) contributes approximately 75% of the operating budget that totals just over $400,000. CFSC is supportive of recommendations that come forward from this regional economic development review, and commits to their independent analysis in crafting complementary services for any coast-wide economic development model. In addition, the organization will invest in building a business case for taking on the contract services of a coast wide economic development program.
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4. RESEARCH & INTERVIEW RESULTS FROM SELECT ECONOMIC DEVELOPMENT PROGRAMS IN BC
The economic development strategy for the Sunshine Coast has yet to be fully developed, but the purpose of this section of the report is to study different delivery models for economic development throughout the province that provide examples of either an internal department or an external body. Research done by Millier Dickinson Blais in 2008 on economic development forms/structures shows that there is no clear cut “winner” in terms of economic delivery model - both approaches are utilized equally and can succeed and fail, according to the research.
The “internal or in-house” model is where an economic development function is established within the local government. The City of Langley information quoted below was obtained from their website, and an interview was conducted with the Central Okanagan Economic Development Commission (COEDC).
The other option is an external body that reports to a board of directors composed of members of council, but also members the private sector. The following organizations with this structure were interviewed: (1) Salmon Arm Economic Development Society; (2) Chilliwack Economic Partners; and (3) Powell River Regional Economic Development Society. (Chart below: UBCM Report p . 14)
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Additionally, the research was to highlight economic development agencies that worked closely or formally with First Nations communities in other regions of BC. Where this information could be verified it was incorporated. Many First Nation communities undertake their economic development in one of two ways: (1) by supporting their band members in individual entrepreneurial pursuits; or, (2) by developing nation-owned or partnered businesses and joint ventures.i These development strategies are being undertaken by the Sechelt Nation, one of the only First Nations in the province to have registered land, in both the land and marine environments. The CAO Task Force did undertake an interview with the Powell River Regional Economic Development Society which works closely with the Tla’Amin Nation.
The research group was tasked with inquiring about pros, cons, challenges of their particular community economic development model, and as well to offer words of experience and advice for the newly proposed regional Sunshine Coast economic development organization. The interviewees were sincerely candid and frank with their encouragement and advice, and therefore due to their concerns of being mistaken to be overtly critical of their own programs, the results from this part of the interview were aggregated in Section 4.4.
4.1 Internal Department Models
An “in-house model” is where an economic development function is established within the local government. This may be a single individual with sole responsibility for economic development, a multi-person department, or an individual or department that handles economic development in addition to other responsibilities.
According to the UBCM report (2010) – approximately one third of local governments employ an EDO, making it the most commonly identified delivery model. Of those that do employ an EDO, the majority of these positions tend to be full-time (75%). As well, as significant proportion of local governments (21%) continue to rely on other staff – namely CAO’s, planners, finance directors, clerks – to deliver an economic development function “off the side of their desks” in addition to their core responsibilities.
The Central Okanagan Economic Development Commission (COEDC) and the City of Langley economic development programs are described below.
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Source: UBCM Report p. 26.
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4.1.1 Central Okanagan Economic Development Commission (COEDC) www.investkelowna.com
INTRODUCTION – COEDC is a Regional District of Central Okanagan function co-funded by: the City of Kelowna, District of Peachland, District of Lake Country. West First Nation is involved with COEDC but does not contribute financially. COEDC serves a population of 200,000 to enhance existing business, attract new business and perform economic development facilitation. COEDC MANDATE - VISION: A prosperous region, where smart growth complements its natural resources and amenities embracing new global economic and social change. MISSION: Working in partnership to facilitate a healthy, dynamic and sustainable community economy by supporting existing businesses and encouraging appropriate new business investment. VALUES: The COEDC takes an objective and informed approach to research and evaluation while recognizing the relationship between economy, society, culture and environment. The Commission strives to work in the public interest and with all levels of government regardless of political affiliation. GOVERNANCE – COEDC’s advisory board is made up of 38 appointees (2011) that include: 10 from local government, one from the Westbank First Nation, four from local Chambers of Commerce, five from key sector partners (airport, Okanagan College, UBC- Okanagan, Community Futures, Accelerate Okanagan), and 18 representing local businesses and finance. Six members from the Advisory Board are nominated to form the Executive Committee, each taking director positions, and they lead the strategic direction and planning on an annual basis. SERVICES – COEDC focuses 60% of their efforts on business retention and expansion, another 20% is focused on business attraction including export development and foreign direct investments, and 20% of organizational efforts are spent on economic development facilitation. FUNDING – The COEDC budget is $700,000 (per capita $4.03) with 30% of the budget coming from government grants and private-sector sponsorships. STAFF –Three full-time staff equivalents: Economic Development Officer (1), Research and Market Assistants (2); Administrative Assistant (1). In addition consultants are retained to support: (1) Foreign Skilled Workers Program, (2) Arts, Culture and Tourism portfolio; (3) Agriculture Support Office, (4) Export Development business and International Marketing support. PERFORMANCE INDICATORS –Measurements of contacts (inquiries, website and social media hits, tactics) are tabulated. Annual program plans are rationalized with clear objectives and timelines set, along with unique partners, for the activities that set enable the program.
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4.1.2 City of Langley www.city.langley.bc.ca/economic_development.htm
INTRODUCTION – Our mission at the City of Langley is to help our existing businesses flourish and to invite new businesses to join our thriving community. (This community was not interviewed). GOVERNANCE – The Economic Development Advisory Committee is appointed by Council and provides policy and strategic advice to Council.. SERVICES and PROGRAMS- Business Set-up and Development: We can coordinate communications with city hall officials, provincial and federal agencies, and local service providers to get you set- up. Real Estate: We can help you identify hot opportunities for development and redevelopment, and connect you with area real estate specialists. Government Support Programs: We can help you find government funding and/or support programs to aid in your human resources, training or marketing efforts. Financing: We can support your financing efforts through connecting you with the right financial partners and support programs. FUNDING – Development services budget is $900,000; economic development is sub- set of this budget line. STAFF– Two staff with development and economic development titles.
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4.2 EXTERNAL DEPARTMENT MODELS
The arms-length model is where the local government provides funding, usually through a fee-for-service arrangement, to an arms-length organization. This can be a dedicated economic development entity (such as a non-profit society or development corporation), or an organization like a Chamber of Commerce or Community Futures Development Corporation.
(Source: UBCM Report p. 27)
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4.2.1 BEST COAST INITIATIVES www.bestcoast.org
INTRODUCTION - Best Coast Initiatives (BCI), originally incorporated in 2005 as the Gibsons Community Initiatives Association, operating under its new name Best Coast Initiatives since 2009, is a non-profit society with a mandate to lead and coordinate economic change in Gibsons and surrounding Areas Elphinstone and West Howe Sound of the Sunshine Coast Regional District. GOVERNANCE - Best Coast Initiatives is governed by a volunteer board made up of member of the business community. The Town of Gibsons provides annual funding to BCI and appoints a Councilor as liaison with BCI (Councillor Bob Curry in 2010), and Area E and F directors are ex-officio. Areas E and F provide funding by agreement until 2012. SERVICES - BCI offers full selection services to firms interested in relocating or investing in Gibsons and the surrounding areas. BCI assists new and existing businesses by providing strategic information, networking opportunities and advocating for business- friendly policies and local government procedures. The Town of Gibsons and the SCRD contract independently of each other on their own key initiatives. FUNDING – The Town of Gibsons, SCRD Area’s E and F contribute $25,000 each annually. Private sector contributions total $30,000. Core funding of $77,000 has been committed to March 2012 (per capita $7.71). Special project funding in excess of core funding has been committed in the past. STAFF –One part-time equivalent Economic Development Officer is budgeted for four (4) days/week, dependant on project load. SUCCESSES TO DATE – Sunshine Coast Investment Attraction website provides baseline socioeconomic data, maps of the region and highlights key industrial investments opportunities, including Hillside Industrial Site and Gibson’s Light Industrial area, and Sunshine Coast Intelligence Services Cluster Development (2009 and 2010). PROPOSED MODEL – Coast-wide economic development managed by an arms-length non-profit society solely funded by government; cross-organizational board of directors (9 or more); core budget proposed to be $200,000 (per capita $7.41). KEY INITIATIVES IDENTIFIED – (1) Hillside Industrial Park (land sales, leasing, investor matching services); (2) Intelligence Cluster Sector; (3) Dakota Ridge Business Case.
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4.2.2. SALMON ARM ECONOMIC DEVELOPMENT SOCIETY www.saeds.ca
INTRODUCTION – In 1997 the City received a one year grant for a position within the municipal structure. From that point onward the decision was to form a non-profit society model. The SAEDS was formed in 1998 with funding assistance from HRDC. SERVICES -- The Salmon Arm Economic Development Society provides Community Economic Development services to the City of Salmon Arm. These services include but are not limited to the following: (1) Supporting and providing services to existing businesses; (2) Attracting new business and industry to the community; (3) Assist in developing strategies and programs to foster economic development and prosperity in the community. GOVERNANCE – SAEDS is governed by a 14-member volunteer board of directors that represent local economic sectors including: forestry, agriculture, tourism, education, health care, manufacturing; two non-voting directors from the City and one non-voting director from the Regional District sit on the board. FUNDING – The Society is funded by the City of Salmon Arm (95%) with additional funds accessed through Federal and Provincial sources for specific projects (5%). Annual budget -$250,000 (per capita $15.42). STAFF –Two full-time staff equivalents: Economic Development Officer (1), Non-Profit Assistant (1). The EDO liaises with the City Planning Department and neighboring First Nation community. PERFORMANCE INDICATORS - Website metrics (visits hits, page views) are tabulated. Website offers a self-posting listing of commercial, industrial properties as well as businesses for sale. This is a new initiative that should demonstrate clear metrics. Investment in new business is measured and celebrated. The new Business Retention and Expansion (BR&E) program, BC Business Counts with Economic Development Association of BC (EDABC), has software to assist with metrics of program management and reporting.
4.2.3 CHILLIWACK ECONOMIC PARTNERS CORPORATION www.chilliwackeconomicpartners.com
INTRODUCTION –Chilliwack Economic Partners Corporation (CEPCO) evolved from informal cooperation between City of Chilliwack, the Downtown Chilliwack Business Improvement Association and the Chamber of Commerce. In 1998, the City was
20 Sunshine Coast Regional Economic Development “CAO” Report – July 2011 interested in purchasing land in order to facilitate investment and enable a company to be sited in Chilliwack. The corporate model enables the partnership to act like any corporation, including providing the ability to borrow money with the City acting as a preferred guarantor (at lower interest rates).
SERVICES – CEPCO oversees and manages three committees made up of business leaders and community members: (1) Chilliwack Agriculture Commission; (2) Chilliwack Film Commission, (3) Chilliwack Aerospace and Aviation Committee. Three core services are offered by CEPCO: (1) Business and Investment Attraction: CEPCO acts as a liaison between the business community and the City of Chilliwack, providing contacts and information on areas of interest such as zoning, building permits, development cost charges, engineering and infrastructure. (2) Business Retention and Expansion: CEPCO implemented the Chilliwack Business Link program as an innovative and successful labour market partnership, and was the recipient of the 2007 Business Retention and Expansion International (BREI) award for cities with a population over 50,000. This innovative program provides a structured mechanism to combine the resourcefulness and productivity of the small and medium-size enterprises with the strength and expertise of the public sector community. The outcome of this partnership is sector-focused strategies that strengthen Chilliwack’s labour market conditions and assist businesses by improving their capacity to grow, enhance productivity, and maintain and create jobs. (3) Employment and Training: A number of programs are available from provincial and federal organizations for training eligible employees. CEPCO will work with the client to facilitate access to all training programs that the company may wish to access. In addition, once the company has identified specific job opportunities, CEPCO will search out other potential funding programs that the company may wish to access for employment and training. In addition, due to the fact that it is a stand-alone corporation, CEPCO purchases land assets to further investments (public or private), e.g. CEPCO recently purchased 130 acres to build Canada Education Park with University Campus, new RCMP and Canada Border Service Agency (CBSA) offices. GOVERNANCE –The 17-member board includes: the Mayor, one councilor, the City CAO, and representatives from the Chamber of Commerce, College, Downtown Business Improvement Association, and key business and industry sectors identified as: agriculture, aviation & aerospace, education, film, food processing, healthcare, manufacturing, professional services, real estate, retail/wholesale trade, technology and tourism.
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FUNDING – Initially CEPCO had a funding formula based on percentage of growth in commercial and industrial lands.The Corporation receives a $500,000 grant each year and an additional $125,000 from the City in leased space from a P3 project. In return the Corporation generates $2.3M in income from its various projects. The per capita cost of economic development is $7.56. The corporation generates return on investment at a ratio of $3.68 to $1. STAFFING –Five full-time staff equivalents: three professional positions and two administrative positions. PERFORMANCE INDICATORS – Strategic planning develops targets which are reported on a quarterly/annual basis. In 2010: building permits totaled $95M - $12M (in commercial), $77M (in residential), and $6M (in agriculture).
4.2.4 POWELL RIVER REGIONAL ECONOMIC DEVELOPMENT SOCIETY www.prreds.com
INTRODUCTION – Founded in 2001 after in-depth community consultation, the Powell River Regional Economic Development Society’s (PRREDS) mandate is to diversify the local economy through new investment attraction, as well as support and strengthen existing businesses and industries. SERVICES – PRREDS offers full site selection services to those interested in relocating or investing in the region. It also stands at the ready to help any industry or business that needs advice or assistance in expanding or strengthening their market or product. The key initiatives for 2011 are: capacity building, investment attraction, business retention and expansion, retirement market service expansion, expansion of food production industry. GOVERNANCE –The Powell River Regional Economic Development Society is a non- profit organization composed of volunteers from many different sectors of the community who devote countless hours to the operating of the Society and its many committees. The Board of Directors are elected by the membership of the Society. PRREDS also has 4 Ex-Officio members representing the Tla’Amin First Nation, City of Powell River, the Powell River Regional District and the Powell River Community Futures Development Corporation. PARTNERSHIPS: Tourism Powell River, Powell River Community Futures, Career Link, Vancouver Island University, School District #47, Powell River Chamber of Commerce, Powell River Farmers Institute, Powell River Agricultural Association, Model Community Project for Persons with Disabilities, Powell River Parks &Wilderness Society, Private
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Sector, Department of Foreign Affairs and International Trade, Economic Development Association of BC, The Rural Secretariat/Ministry of Jobs, Technology and Innovation. FUNDING – The Society receives core funding in the amount of $170,000 from the City of Powell River, with additional funds from the Regional District and special project funding for a total budget of $250,000 to $300,000 per year (per capita $11.36-$13.63). STAFFING –One full-time staff equivalent: Economic Development Officer. Hiring a Project Manager in 2011. PERFORMANCE INDICATORS – Performance is measured in terms of direct investment, direct and indirect jobs and GDP for each sector identified as a priority.
4.3 PROS, CONS, CHALLENGES & WORDS OF WISDOM
There is no shortage of support, resources, best practices, advisors and advocates for the Sunshine Coast as it develops its own unique economic development strategy. All were unanimous in the importance of strong linkages to elected/public officials and the administration departments in order to affect a well-communicated economic development vision, goals and results to their publics.
PROS Arms-length model gives staff freedom to make quick decisions as they are not handcuffed by policy and procedures of local governments. Volunteer boards represented by business leaders want the organization to respond at the speed of business and to see responsiveness. An arms-length model allows for this. Society is perceived to be more approachable than local government, and to be better at serving the best interests of the private sector and business growth. Positive response from businesses that deal with regional economic development office instead of running around to deal with multiple community offices. Regional model is flexible and allows resources to be used to promote/support new opportunities as they arise. CONS External model creates the potential for the organization to miss out on government funding that could align with economic development priorities. Communications and information sharing protocols are important. Non-profit society not as highly recognized as municipality/regional district with provincial and federal levels of government.
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Strong alignment between community capital planning, budgeting and economic development priorities necessary, as there is no internal staff to raise awareness of economic development priorities (for example servicing to an industrial site) and opportunities. Keeping board members spread out over large geographical area informed can be challenging. A separate legal entity can create potential accountability and communication conflicts with local governments (particularly when they provide the core funding). CHALLENGES Staffing to meet demand for projects and resources Hearing issues from the business sector that relate to issues with local government service/performance Finding staff with the right qualifications – economics, project management, finance, previous business ownership, business management Local government designates participate on the economic development board, and yet not all of elected officials receive the information Communications – board and council need to be on the same page ADVICE Ensure that proper staff are available to meet demand for projects and resources Hearing issues from the business sector that relate to issues with local government service/performance creates conflict for the economic development agency Collaboration is a key aspect of joining into bigger regional and provincial efforts and therefore the Sunshine Coast Regional District, Town of Gibsons, District of Sechelt and the Sechelt Indian Band/Sechelt Indian Government District need to work together and develop a workable model that can be linked to from outside the region. Think outside the box. Tourism and industry can co-exist. All partners in regional collaboration must get a piece of the pie and see a return on their investment. Ensure processes and reporting are transparent. Try to find free or low cost office space. Be visible and at the street level. Human resources minimum – three staff. Agree to work together, as partnerships are a key success factor in economic development Ensure that political representation/participation on the Board so that they can witness the decision making process, and see value for money. There has to be political willingness to provide support to a regional model, and that expectations are clear.
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Politicians must be able to speak to their constituents about direct benefits from the regional model, and their expectations must be clear. New companies and industries focus on a region, not on a specific municipality. It is not about “dots on the map” but about the region as a whole. Expectations for the regional economic development function must be achievable; funding model sustainable. A “quick win” economic development project would get a new entity off to a good start.
In Summary: Local Government Economic Development Priorities in BC
On page 31 of the UBCM report, the results of their survey show that there was little differentiation by population category [of communities surveyed] with respect to economic development priorities. The survey results suggest that all local governments, regardless of size, generally share the same top three priorities: • Retaining and expanding local business (70%); • Attracting external industry, businesses and resources (57%); and • Investing in hard strategic infrastructure (40%).
Source - UBCM Report (p. 31)
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5. RECOMMENDATIONS and STEPS in DEVELOPING THE FRAMEWORK FOR THE “SUNSHINE COAST ECONOMIC DEVELOPMENT ALLIANCE”
The CAO Task Force is recommending that the local governments of the Sunshine Coast form a regional economic development alliance that is at arm’s length and core funded by government. The four local governments have the legislated authority to enter into an agreement for the purposes of sharing resources, expertise, risks and benefits, associated with coordinating regional cooperation efforts on behalf of their respective communities.
The CAO Task Force outlines the steps in creating this regional effort/alliance based April 18th, input from elected officials, various roundtable findings, and the research undertaken and outlined in this report.
The steps to undertake the alliance are not an end to the work ahead, but rather the beginning. Additional “meat” must be put on the bones of the proposed framework in order to drive the vision, strategic planning and results in the name of regional, sustained economic development for the Sunshine Coast of B.C.
1. STEP ONE: FUNCTION BEFORE FORM – CREATE A MEMORANDUM OF UNDERSTANDING BETWEEN THE LOCAL GOVERNMENTS IN THE REGION FOR THE “Sunshine Coast Economic Development Alliance”
On April 18, 2011 the representatives from all of the local governments committed to a vision and guiding principles in the next steps of the regional economic development alliance process. These principles will form the basis for an MOU to be signed by all parties to establish the Economic Development Alliance. The MOU should allow five years for the Alliance to be funded and to prove itself and would underpin its success.
Vision: We believe that by working together in a strategic way, healthier, more economically vibrant communities will be created in the Sunshine Coast.
Guiding Principles - The new regional economic development alliance of the Sunshine Coast will respect and operate by the following guiding principles. Our organization will:
Be based in the spirit of cooperation, respect and trust. Build on the strength of the local partners. Leverage resources and avoid duplication.
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Promote the region as open for sustainable investment. Be welcoming and open to new business investment in the Sunshine Coast. Be action oriented. Determine the best use of resources and maximize their impacts. Be equitable to all funders. Ensure a meaningful role for all stakeholders. Provide timely and effective communications to all stakeholders. Record and report regularly on its performance.
On April 18, 2011 the representatives from all of the local governments committed to a vision and guiding principles in the next steps of the regional approach.
Memorandum of Understanding –
The general categories included in an MOU would include the following:
State the finalized the vision and mission of the alliance General priorities for the first year Defined governance structure Effective communications plan and implementation Shared and equitable access to services Projects/activities that are topical to trends and opportunities Structured process to pursue specific areas of development Utilize a consensus process to address issues arising Identify general conditions to guide cooperation efforts Level of funding and related provisions
Funding - According to the UBCM survey (2004), 75% of local governments have a budget for economic development and 97% of local governments expect their funding to remain the same or increase. Some additional observations can be made about funding based on the research: An increasing number of communities are leveraging local government investment in economic development by sharing overhead costs with other organizations or by pooling funds with adjacent jurisdictions. Nearly all core funding for economic development is derived from local government. Some municipalities have dedicated business license revenues to fund economic development.
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Cost sharing for economic development organizations covering multiple jurisdictions is usually based on each area’s share of total property assessment, although a per capita funding formula can also be used. Arms-length organizations are able to access a wider range of core funding sources. These include income from rent and land development, selling of professional services and corporate sponsorships. Project funding is available from various government agencies. Some programs are long-standing, with a regular application and award cycle, while others require local governments to respond quickly as funding opportunities become available. The CAO Task Force is in general agreement with community representation that suggests annual core funding of at least $200,000 is required for this alliance. More funding would be needed if co-location cannot be arranged, and special project funding was not to be leveraged.
2. STEP TWO: EXECUTIVE COMMITTEE NOMINATES THE BOARD OF DIRECTORS
Several versions of the ideal board for the proposed Sunshine Coast regional economic development efforts have been proposed in the past. The CAO Task Force recommends that an Executive Committee (a subset of the Board for the alliance) be made of up five (5) local government representatives, and that is the key driving force to select the additional members of the alliance board of directors based on an agreed upon selection criteria, hire the economic development officer and provide context for the functionality and operational requirements of the office/meeting spaces.
The Executive Committee, made up of solely local government representatives, could be revised after the groundwork is done and the alliance has operated for approximately one year. Elected officials should always be the majority of the Executive Committee since they pay the core funding.
The whole Board of Directors (see diagram below) would be made of a total of 15 government, community and industry representatives as follows:
Local governments– District of Sechelt (1), Town of Gibsons (1), Sechelt Indian Band (1), Sunshine Coast Regional District Electoral Areas(2) Chambers of Commerce (3 directors) Sunshine Coast Tourism (1 director)
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Resource sector or major industry (1 directors) Education (1 director) Health (1 director) Finance (1 director) Builders/development sector (1 director) Technology (IT/knowledge) sector (1 sector)
Local District of Sechelt Governments Sechelt Indian Band and/or Sechelt Indian Government District, $ / Lead Sunshine Coast Regional District Town of Gibsons
------
Chambers of Commerce (3) Executive Committee Gibsons, Sechelt, 5-7 Representatives from Local Governments Pender Harbour/ Egmont Economic Development Officer Tourism, Board of Directors Consulting-Project Teams Finance, 15(+/-) members in total Education, Health Arts & Culture (5) Resource, Builders & Technology Coordination w/ Strategic Community Profile, Sectors infrastructure & sustainability Planning Networking, Deal Making (3) planning
Advisory Board, Task Force, Round Table Ambassadors struck from time-to-time - dependent on project type/ funders requirements
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3. STEP THREE: HIRE AN ECONOMIC DEVELOPMENT OFFICER
The Executive Committee would be the interview panel for the ED officer. Staff from local governments could assist.
4. STEP FOUR: THE EXECUTIVE COMMITTEE DEVELOPS A REQUEST FOR PROPOSAL (RFP) FOR THE CO-LOCATION OF THE OFFICE.
Maximizing resources spent on delivery of economic development actions and outcomes will be the priority. Some of the most successful economic development initiatives are small in scale, following a clearly laid out strategic and operational plan. Having said that most, if not all, participants in our interviews recommended that a visible office, preferably at a reduced cost by contributing partnerships, is integral to a sustained effort. An RFP could be used to solicit interest in providing a co-located, or other, effective solution for the regional Economic Development effort. A “main street” location somewhere in the Sunshine Coast is the goal.
5. STEP FIVE: DEVELOP THE LARGER STRATEGY THROUGH INPUT FROM A COMMUNITY ADVISORY BOARD/ROUND TABLE
The UBCM results support what broader academic research suggests: local governments have the opportunity to facilitate a coordinated effort to economic development and to create a favourable environment for economic growth and community transition. Local governments choosing to invest in, or to expand, an economic development function must focus on establishing a structure that encourages and supports the efforts of existing community-based organizations, rather than ignores them. This must be kept in mind when developing a coherent, a well- researched and well-intentioned strategy/operating plan. Corporate and sustainability plans of the local governments could feed into this strategy to have consistency and empathy to established community goals.
6. STEP SIX: GET TO WORK AND MEASURE YOUR PROGRESS Develop a professional industry-standard community profile, become investor ready and develop investor packages and materials, chase partnerships, membership in key economic development associations, promotional kit, design and build website that represents all the communities, take a road trip.
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Research note the tactics of the program may create direct or indirect impacts, or a combination of both. Utilizing baseline data and quantifying the measurable (that are easily understood and reported) require a skilled practitioner; solid research and timely reporting from busy people. Each program or initiative may have its own metrics. Furthermore, the leading and lagging indicators used by provincial and federal economists may have little meaning for your local constituents. The crafting of your reporting structure is a blend of hard data and human interest stories. Some examples of metrics are: Net jobs and taxes created Improved perception of downtown as a gathering place X% of business people understanding the role of the EDO and how it can help them and their peers An up-to-date, centralized online database available to search properties and information related to vacant industrial and commercial property EDO $ investment per lead, prospect and success Fulfilling all the criteria of your partnering funders
The CAO Task Force notes that Economic Development organizations face potential criticism if they cannot demonstrate and document tangible benefits by frequent reporting out to both the public and political leaders. “Economic development promotion is a difficult role to master. Effectiveness is often in question.” (UBCM, p.38.)
7. STEP SEVEN: BUILD YOUR AMBASSADOR PROGRAM
The idea behind an ambassador program is simple: in a world of too much information a message delivered by a trusted source is the most effective. These programs recruit leaders from business, government, community, as well as past citizens living elsewhere; to formally promote the community via is consistent set of tools and events. The unified voice is the goal of the ambassador programs. They marry pride in the community with tangible investment results. Ambassadors bring a new level of credibility to your economic development efforts, and logically will come from the Advisory Board or Round Table. The strategic plan should include building this element.
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Appendix 1. List of Survey Respondents
Name Title Organization Community Futures Sunshine Barrie Wilbee Chair/Director Coast/Sunshine Coast Regional District Sunshine Coast Community Development Don Basham Past Chair Economic Partnership (SCCDEP) Gerry Tretick Past Chair Gibsons Economic Development Program Jim Cleghorn President Sechelt Chamber of Commerce Chilliwack Economic Partners John Jansen President Corporation Economic Salmon Arm Economic Development Lana Fitt Development Manager Society Michael Gibsons Community Initiatives EDO McLaughlin Association Best Coast Initiatives Michele Platje President Gibsons Chamber of Commerce Devlin Powell River Regional Economic Scott Randolph Manager Development Society Sharon General Manager Community Futures Sunshine Coast Anderchek
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Appendix 2. Selected Inventory of Reports Section 1: Sunshine Coast Reports
Best Coast Initiatives: Michael McLaughlin. Draft Proposal for Sunshine Coast Economic Development Services, September 2010.
CGT Research International. Sunshine Coast Regional District Regional Growth Planning Study, February 2002.
Camozzie and Company. Sechelt Economic Development Focused Profile, January 1996.
Clover Point Cartographics Ltd. and Geoscape Environmental Planners. Commercial and Public Recreation Study for the Sunshine Coast Forest District, 2002.
Community Futures Sunshine Coast. Business on the Sunshine Coast Shop Local Report, November 1996.
Community Futures Sunshine Coast. Situational Analysis on the Sunshine Coast Sectoral Overview, August 1995.
Community Marine Resource Transition Committee. Charting Our Course, undated.
District of Sechelt. Economic Round Table Meeting Proceedings and Notes, May 1999.
District of Sechelt. Milpo Report – An Overview Study of Sechelt Airport with Recommendations, 1999.
Ference Weicker & Company. Sunshine Coast Labour Market Research Project, Employment and Immigration Canada, May 1993 .
Ispos Reid, Lower Sunshine Coast Gap Analysis Research, March 2009. www.bestcoast.org/increasesales.htm
Lions Gate Consulting Inc. Community Economic Development Strategic Plan: Lower Sunshine Coast, September 2002.
McLaughlin, Michael. 2009 Gap Analysis: Shopping Behaviour on the Sunshine Coast, B.C., December 2009.
Sechelt and District Chamber of Commerce. 1992 Sunshine Coast Regional Visitor Survey, January 1993.
Sunshine Coast Community Futures. The Creation of a Centre for Excellence for the Arts on the Sunshine Coast, April 1992.
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Sunshine Coast Economic Development Commission. Sunshine Coast Economic Profile, undated. www.score.scrd.ca
Sunshine Coast Regional District. Regional Issues Assessment Findings and Discussions, Planning and Development Committee, 2002.
Synergy Management Group Ltd. Sunshine Coast Regional District Forest Sector Strategic Plan, June 1998.
Talbot, John. SCEDP Strategic Planning Session Summary, December 2001.
Site Economics Ltd. Gibson’s Park Place Retail Development Study, February 2010.
Site Economics Ltd. Retail Development Overview District of Sechelt, BC, August 2009.
Sunshine Coast Regional District & Best Coast Initiatives. Hillside Industrial Park VIDEO on YouTube: http://www.youtube.com/watch?v=oZgrvyhl6bY
Urban Forum Associates. DPL Consulting and ISL Engineering and Land Services, Sunshine Coast Regional District Integrated Transportation Study, Stakeholder Workshop #2, March 2010. www.scrd.ca/files/File/Community/Planning/ITS/1%20Stakeholder%20Presentation.pdf
Urban Systems. Sechelt Industrial Land and Marketing Study, September 1999.
Section 2: Other Select Reports Related to Economic Development Strategy Implementation
Blais, Paul and Andrew Redden. Investing in Economic Development: Important Key Indicators Municipalities Should Assess, Municipal World, February 2009.
District of Squamish. Economic Development Recommendations, Prepared by Restraint Consulting, July 2010. http://www.businesssquamish.com/files/documents/ Draft_Economic_Development_Recommendations.pdf.
Economic Development Association of British Columbia. Structuring an Economic Development Organization: Available through EDABC membership only, 2009.
First Nations Leadership Council and Province of BC: Ministry of Economic Development. Journey to Economic Independence: B.C. First Nation’s Perspectives, February 2008. http://www.tted.gov.bc.ca/Publications/Documents/FNReportPrintMeg.pdf.
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Union of British Columbia Municipalities. “Evaluating the Economic Development Role of BC Local Governments: A Snapshot of Community Effort and Opportunity,” April 2010. http://ubcm.ca/assets/Library/Policy~Topics/Community~Economic~Development/UB CM%20ED%20REPORT%204-14.pdf.
VannStruth Consulting Group. Regional Economic Analysis Vancouver Island and Central/Sunshine Coast: Final Report, February 2009. http://www.campbellriverchamber.ca/attachments/lmp-report/FINAL-REPORT-TO- CRDCC033111-SECTION-8.pdf.
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