Economic Development Task Force Agenda Thursday, March 7, 2019 9:00 Am Elora Library, 144 Geddes Street, Elora Page

Township of Centre Wellington Economic Development Task Force Agenda Thursday, March 7, 2019 9:00 am Elora Library, 144 Geddes Street, Elora Page

1. CALL TO ORDER

2. DISCLOSURE OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

3. TASK FORCE ORIENTATION

4. APPOINTMENT OF CHAIR AND VICE CHAIR

5. APPOINTMENT TO HEALTHY GROWTH ADVISORY COMMITTEE

6. APPROVAL OF AGENDA

7. ACTION ITEMS / NEW BUSINESS

7.1 Economic Development Strategic Action Plan Update 2 - 32 Centre Wellington Economic Development Strategic Action Plan

8. COUNTY ECONOMIC DEVELOPMENT COMMITTEE UPDATE

8.1 Economic Development - Rural Transportation - January 2019 - Report to 33 - 92 Committee County of Wellington Economic Development - 3 Year Plan Jan 18 2019

9. INFORMATION ITEMS

9.1 Next Meeting - April 4, 2018

10. ADJOURN

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Table of Contents

1. INTRODUCTION ...... 1 1.1. Purpose/Call to Action ...... 2 2. PROCESS FOLLOWED ...... 3 3. TOWNSHIP OF CENTRE WELLINGTON’S TOP 10 PRIORITY ACTIONS & TIMELINES ...... 5 4. STAKEHOLDER CONSULTATIONS ...... 6 4.1. Strategic Action Plan Consultation Process ...... 6 4.1.1. Interviews & Online Survey ...... 6 4.1.2. Focus Groups...... 6 4.1.3. Working Session & Open House ...... 7 5. A SNAPSHOT OF CENTRE WELLINGTON ...... 9 5.1. Executive Summary of the Situational Analysis ...... 12 6. STRENGTHS, CHALLENGES, OPPORTUNITIES, ASPIRATIONS AND RESULTS (SCOARTM) ...... 15 7. TOWNSHIP OF CENTRE WELLINGTON’S STRATEGIC ECONOMIC DEVELOPMENT ACTION PLAN ...... 18 7.1. Theme #1 – Creating a Competitive Climate for Business Retention and Expansion...... 20 7.2. Theme #2 – Becoming More Investment Ready ...... 21 7.3. Theme #3 – Continue Planning for Sustainable, Distinct Downtown Cores ...... 23 7.4. Theme #4 – Conveying a Clear Message Through Strategic Communications and Creating Partnerships ...... 24 7.5. Theme #5 – Building Tourism and Arts, History and Culture as a Main Economic Driver ...... 25 7.6. Theme #6 – Continue Growing Innovative Agriculture and Agri-Business ...... 27 7.7. Other Areas of Focus but Not Specific Actions ...... 28

January 2019

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1. INTRODUCTION

The Township of Centre Wellington is a municipal government located in Wellington County, in south-central Ontario. Although predominantly rural with 342 active farms, it includes two urban settlement areas: Fergus and Elora, both located on the Grand River. There are a number of small villages and hamlets scattered throughout the Township including Belwood, Ennotville, Inverhaugh, Oustic, Ponsonby, Salem and Speedside. Based on the Province of Ontario’s Places to Grow requirements this growing Township of close to 30,000 residents is expected to receive 50% of all growth within the Wellington County and 48% of all its employment growth. Centre Wellington is strategically located near the Toronto Waterloo Tech Corridor (Kitchener-Waterloo, Guelph and Toronto) linking 15,000 tech companies and the GO Transit Commuter Rail Line (Toronto-Guelph-Kitchener).

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1.1. Purpose/Call to Action

As one of the fastest growing communities in Ontario, Centre Wellington is now facing and will continue to face residential and employment growth pressures as residents and businesses from nearby communities such as Guelph, Kitchener-Waterloo, Cambridge and Halton and Peel Region, seek more affordable (and available) areas to live, work and conduct business. Centre Wellington is now taking a step forward to help balance its inevitable residential growth with commercial and industrial employment growth, guided by a long-term strategy for attracting investment, new jobs, non-residential assessment, and increased economic investment into the Township. Centre Wellington has had an economic development strategy in place since 2003, Updated in 2011, it has been effectively guiding economic growth in the Township over the past 15 years. This new 2019 Economic Development Strategic Action Plan will continue to provide a roadmap for sustainable employment growth for Centre Wellington by focusing on the growth of specific target sectors/industries, supporting the vital local agriculture sector and identifying opportunities for small business start-ups. Centre Wellington will understand the key points of its value proposition to attract targeted industries and will understand the target markets from which investment will be attracted and how to attract those investments to the Township. The value proposition will also provide the foundation to develop a clear and distinct positioning of Centre Wellington within its broader market context.

The 2019 Economic Development Strategic Action Plan will continue to provide a roadmap for sustainable employment growth for Centre Wellington.

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2. PROCESS FOLLOWED

The process followed to create the Township of Centre Wellington Economic Development Strategic Action Plan was comprised of a document review, statistical analysis and thorough and comprehensive community and economic development partner consultation. The study began with a document review, followed by a statistical analysis of the Township’s economy and demographics that yielded a current situational analysis report, community tour of the Township of Centre Wellington, after which a thorough consultation process was followed that included:  A series of one-on-one interviews with businesses and economic development stakeholders;  Focus group sessions with representation from the Chamber, BIA, Senior Township staff, Economic Development Task Force, Tourism, Arts Culture Heritage, Agriculture, and Business;  An online survey; and  A working session with key stakeholders.

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This process led to the creation of a set of detailed realistic and doable immediate, short and long-term action items for the next five years with an aim of:  Supporting and retaining existing businesses and jobs in the Township.  Encouraging greater investment and job growth in the Township.  Attracting new businesses and industries to the Township.  Identifying business sectors that will complement and support existing businesses that the Township should work to attract and identify target sectors/industry cluster investment opportunities.  Helping the Township achieve long-term employment growth.  Provide solutions to overcome any investment readiness or development challenges, and to maintain and improve the Township’s overall competitive business environment for the benefit of all firms large and small.

The Economic Development Strategic Action Plan is based on a comprehensive understanding of the Township, its economy, businesses and stakeholders, as well as their collective aspirations.

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3. TOWNSHIP OF CENTRE WELLINGTON’S TOP 10 PRIORITY ACTIONS & TIMELINES

Experience indicates that presenting a small number of key strategic actions for communities to focus on is far more effective than an extensive list of items that seem impossible to implement. While the remainder of this strategy and the implementation plan will elaborate on these priorities, below are the Top 10 Priority Actions, focused on providing initiatives which are necessary to be carried out first and are the foundational actions required to realise the Township of Centre Wellington’s economic vision. These initiatives are aimed at strengthening both the community and economy.

SUGGESTED TOP 10 ACTIONS LEAD / SUPPORT TIMING

1. Identify all staffing resources and include defined roles and responsibilities for staff. Have in place adequate resources, both human and financial resources, allocated to Immediate CAO Economic Development in order to accomplish the actions. CAO, Planning and 2. Continue the process to acquire and develop industrial lands so that Centre Immediate Development, Finance, Wellington has a supply of ‘shovel ready’ land to market; Economic Development 3. Continue to undertake a comprehensive business visitation program which includes Immediate a tracking process to capture the results (issues, gaps or opportunities) of the Economic Development and On-going discussions. 4. Create an Investment Readiness Action Plan to include the development of a Immediate Economic Development complete suite of investment ready information. 5. Under the direction of the CAO, continue to work towards being a business-friendly Immediate CAO, Planning and community, by improving efficiency, shortening overall response times and and On-going Development reinforcing a seamless building application process.

6. Undertake ‘due diligence’ to determine the possibility and practicality of establishing an Economic Development Corporation with stable funding, resources Immediate CAO, Clerks and a dedicated budget with an aim of better implementing Centre Wellington’s economic development program.

7. Continue to work through the Downtown Fergus Action Plan, as recommended by On-going Economic Development Roger Brooks 8. To help engage all stakeholders as part of the Centre Wellington economic Communications, development program, develop a communications strategy targeting the business Immediate Economic Development community 9. Continue to work on a collaborative approach to tourism, heritage, culture and the Immediate arts establishing shared goals between Township departments and the local Economic Development and On-going organizations, i.e. BIAs, etc. and support and promote them in a coordinated manner.

10. Create an Agriculture Advisory Committee that advocates for, and provides advice and guidance, on agricultural issues and is liaison between Centre Wellington and Immediate Economic Development its farming community.

Immediate = 2019-2020 | Short term = before the end of 2021 | Long term = before the end of 2023

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4. STAKEHOLDER CONSULTATIONS

4.1. Strategic Action Plan Consultation Process

Approximately 300 stakeholders were consulted throughout this process. The consultations consisted of confidential one-on-one interviews, an online survey open to the public, eight focus groups based on key stakeholder groups and a working session with targeted community leaders and economic development stakeholders.

4.1.1. Interviews & Online Survey One-on-one interviews were undertaken with economic development stakeholders including members of the Economic Development Task Force, senior Township staff, Regional partners, the Mayor and Council, and key businesses. As well, there was an online survey posted for the general public to provide input. The same six open-ended questions were used to guide both the interviews and the on-line surveys. These questions probed into the major strengths and challenges of doing business in the Township and looked forward to help define future opportunities, aspirations and results. All participants provided feedback on these questions, contributing to a statistically significant result.

4.1.2. Focus Groups Eight focus groups were held with representation from: the Economic Development Task Force; Senior Township staff; Tourism; Heritage, Arts and Culture; Agriculture; Business; Centre Wellington Chamber of Commerce Executive; and the two Business Improvement Areas – Elora and Fergus.

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4.1.3. Working Session & Open House The Working Session was held November 7, 2018 and was attended by approximately 40 participants including representation from the Mayor and Council, the business community, the agricultural community, Township staff, strategic partners, the Economic Development Task Force and other key community stakeholders.

The purpose of the Working Session was to bring together economic development, community and business leaders to review the project findings, to get confirmation on the themes that were derived from the research, and to begin strategizing and crafting action items for each of those themes that emerged from the consultation process. Working groups identified actions that would address the challenges and opportunities under each theme.

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The themes brought forward to the Working Session and validated were:

Creating a Competitive Planning for Becoming More Climate for Sustainable, Ready for Business Distinct Investment Retention and Downtown Cores Expansion

Strategic Building Tourism Communications, and Arts, History Supporting Connecting and Culture as Agriculture and Partners and Main Economic Agri-Business Conveying a Drivers Clear Message

In the evening of November 7th, after the Working Sessions were completed, an Open House was held presenting the results from the Working Session, as well as providing an opportunity for the community to add their input.

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5. A SNAPSHOT OF CENTRE WELLINGTON

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5.1. Executive Summary of the Situational Analysis

POPULATION: An overview of Centre Wellington’s demographics found that the population is growing slightly faster than Ontario (8.2 % growth over the past 2 census periods compared to 4.6% growth in the province). Centre Wellington’s population growth is driven primarily by a mature adult population (ages 50 and over), however, there has also been growth, to a lesser extent, in young adults moving to the community (ages 25-35). It is important to keep in mind that these two adult groups require very distinct housing and recreational programming.

Population by Age, Centre Wellington, 2006-2018

2,500

2,000

1,500

1,000

500

2006 2011 2016 2018*

Source: McSweeney & Associates from Statistics Canada Census data 2006, 2011 and 2016, and Manifold Data Mining Inc. SuperDemographics 2018

PROSPEROUS ECONOMY: Overall the community boasts a prosperous community where residents have a median employment income 13% higher than that of the province. This is partly due to a well-educated resident base, where more than half (54%) of the residents ages 25 to 64 attained education at the college level or above. Male and female residents have distinct education backgrounds; males primarily hold degrees or diplomas in the fields of ‘Architecture, engineering and related technologies’, while women primarily hold degrees or diplomas in ‘Health and related fields’ or ‘Business/management and public administration’.

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WORKFORCE: The local workforce also boasts higher participation and lower unemployment rates compared to Ontario. When examining the local labour force by age and gender, men ages 15 to 24 where found to have, by far, the highest unemployment and lowest participation rates. This group of men remains an underutilized labour group likely because they are still in school, as indicated by the low participation rate; however, the high unemployment rate (relative to women in the same age group) indicates that men in this age group are looking for work but remain unemployed. Another underutilized labour group is women ages 24 and over. This group has a participation rate significantly lower than men in the same age group.

LABOUR FORCE: Educational Services, Construction, and Retail sectors have the largest labour surpluses; that is, workers with the skills needed to work in these sectors leave to work in other communities. These sectors which could be further attracted into the local economy as they can be well supported by the local workforce. On the other hand, the municipality has large labour gaps in the manufacturing and health care and social assistance sectors, which presents an opportunity to attract these workers to live in the community. In total, the local economy supports approximately 13,643 jobs. The secondary labour force area sustains approximately 374,107 jobs. This figure grew by 9% over the past five years (2013 -2018). The following are a subset of the key occupations identified in the primary and secondary labour shed (those that are growing, emerging, and concentrated), which can be leveraged for labour-based investment attraction:  Managers in agriculture, horticulture and aquaculture  Mechanical, electrical and electronics assemblers  Supply chain logistics, tracking and scheduling co-ordination occupations  Auditors, accountants and investment professionals  Longshore workers and material handlers  Creative designers and crafts persons

CURRENT EMPLOYMENT BASE: Based on employment and exports sales, farming and manufacturing of machines, metals, motor vehicle parts remain important economic drivers/sectors. Ventilation, heating, air-conditioning and commercial refrigeration equipment manufacturing is an emerging industry downstream from manufacturing, with concentrated employment levels relative to the province. This industry is the 3rd largest employer after farms and motor vehicle part manufacturing and had 17% employment growth between 2013-2018.

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POTENTIAL AREAS OF INTEREST: The Centre Wellington economy also has a potential wood product cluster in the works, as the local economy has seen significant growth in Household and institutional furniture and kitchen cabinet manufacturing, and Lumber, millwork, hardware and other building supplies merchant wholesalers. These two industries are also concentrated in terms of employment in the community, relative to the rest of the province. Lastly, Architectural, engineering and related services and Utility systems construction are also industries of interest for Centre Wellington, as they are well supported by the labour force and existing industries. The local economy has also seen a surge in small businesses related to management, scientific and technical consulting services to support these industries.

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6. STRENGTHS, CHALLENGES, OPPORTUNITIES, ASPIRATIONS AND RESULTS (SCOARTM)

The following comprehensive SCOARTM (Strengths, Challenges, Opportunities, Aspirations, Results) Analysis was prepared by analyzing the current statistics and data, a document review plus the feedback from elected officials, staff, community stakeholders, and residents engaged in the consultation.

 Strong agricultural base  Tourism through the natural heritage, cultural heritage, and cultural industries  Diverse, vibrant mix of industrial, commercial and rural businesses  Quality of place  Two strong urban cores of Fergus and Elora  People and community  Competitive geographic location  Township commitment to supporting economic development

 Lack of availability of lands and buildings for business  Perceptions and misconceptions about Centre Wellington  Challenges for the agricultural and farming community  Workforce and business development challenges  Urban cores suffering from success of area  Infrastructure restraints  Tourism, heritage, arts, culture issues due to underappreciated value of this sector  Lacking a business focused Township able to handle the demands of growth  Community constraints affecting the Township

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 Agriculture and agri-business  Have an inventory of shovel ready lands and buildings available with infrastructure to support it  Tourism, Heritage, Arts and Culture as a significant economic driver  Better communications to get the word out about the realities of the Township  To enhance downtown cores  To build on business development and entrepreneurship

 To attract and retain investors to Centre Wellington.  To have a supportive township that communicates effectively, connects partners and conveys a clear message to the businesses and residents.  To have two strong urban cores – Elora and Fergus – working together to strengthen the urban centres of Centre Wellington.  The Township will be well resourced to support economic development.  Building a strong tourism, arts, and culture as a main economic driver for Centre Wellington.  Having a diverse, young workforce to support local industry.  To continue to support a strong sustainable agricultural sector and grow the sector by encouraging on farm businesses.

 To attract and retain investors to Centre Wellington. ▪ There will be an inventory of shovel ready employment lands and commercial/industrial space for new businesses interested in locating to Centre Wellington. ▪ Businesses will be a priority for the Township

 To have a supportive township that communicates effectively, connects partners and conveys a clear message to the businesses and residents. ▪ Businesses and residents will have a clear understanding of what is happening in Centre Wellington

 To have two strong urban cores – Elora and Fergus – each with their own uniqueness working together to strengthen the urban centres of Centre Wellington. ▪ Coordinated programing for Elora and Fergus to capitalize on their uniqueness and benefit from their close proximity to each other

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 The Township will be well resourced to support economic development. ▪ There will be an annual economic development budget that supports the economic development program. ▪ Staff in the Township office, including Mayor and Council, will have a greater understanding of economic development and its importance ▪ There will be a strong relationship between the businesses in the Township and the Economic Development staff

 Building a strong tourism, arts, and culture as a main economic driver for Centre Wellington. ▪ Centre Wellington will be a destination for the arts and culture ▪ Centre Wellington will have increased the number of people visiting the Township, both day visits and overnight stays

 Attracting and building on a diverse, young workforce to support local industry ▪ There will be a younger demographic population of skilled workforce living and working in the community.

 To continue to support a strong sustainable agricultural sector and grow the sector by encouraging on farm businesses. ▪ The Township will continue to see agriculture as a leading sector in the Township with a strong younger demographic population

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7. TOWNSHIP OF CENTRE WELLINGTON’S STRATEGIC ECONOMIC DEVELOPMENT ACTION PLAN

The following action areas have been derived through a rigorous process that included a thorough study of the Township’s economic base analysis, a target sector review, a full consultation and stakeholder engagement exercise and the Township of Centre Wellington SCOARTM. These strategic areas of focus are where the Township of Centre Wellington should centre their economic development resources.

Creating a Competitive Climate for Becoming More Business Retention and Expansion Investment Ready

Conveying a Clear Message Through Continue Planning for Sustainable, Strategic Communications and Distinct Downtowns Creating Partnerships

Building Tourism and Arts, History Continue Growing Innovative and Culture as a Main Economic Agriculture and Agri-Business Driver

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Strategic Actions

Priority #1

To ensure the most effective and efficient strategic plan implementation, the Township would benefit from identifying all staffing resources and including defined roles and responsibilities for staff. And to have in place adequate resources, both human and financial resources, allocated to Economic Development in order to accomplish the actions.

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7.1. Theme #1 – Creating a Competitive Climate for Business Retention and Expansion

The majority of investment and business development opportunities that occur in any community will come from existing businesses already operating in the community. Creating a competitive climate is a process of forming a secure and cost-effective environment for existing businesses and entrepreneurs to remain in or expand their business in Centre Wellington. For the Township of Centre Wellington, this means understanding the existing business community needs while ensuring the base economic development and community foundations are in place to allow existing businesses the opportunity to keep or expand their business in the Township.

1. Continue to undertake a comprehensive business visitation program which includes a tracking process to capture and follow up on the results (issues, gaps or opportunities) of the discussions.

2. Celebrate local business by: ✓ continuing to support the Chamber of Commerce’s Business Excellence Awards program, and ✓ communicating a series of good news stories about local business successes.

3. Develop a program to attract a young, skilled workforce to move to Centre Wellington to support the local business labour shortages by: ✓ exploring options to providing access to transit and transportation mobility options for workforce to access local job opportunities i.e. on-demand, uber, public transit; and ✓ working with Wellington County to develop a housing strategy to attract developers with an aim of building an attainable and diverse mix of housing.

4. Continue to support the success of the Centre Wellington Small Business Centre located in Fergus, while maintaining annual funding, expanding its role for providing seminars and helping to promote its business services within the local business community.

5. Build on the expertise that is found in the new hospital to plan and work with the County to develop a regional medical hub around the new hospital.

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7.2. Theme #2 – Becoming More Investment Ready

Investment readiness is about a community’s ability and preparedness to attract and secure investment. It is a process of creating an environment for any investor to expand, start or relocate a business in or to Centre Wellington. Being investment ready - able to provide the appropriate information about business climate and infrastructure - will greatly impact the Town’s ability to successfully retain and attract investment to the community. Becoming more ‘ready for investment’ could mean engaging in any or all of the following: investment readiness assessments, ensuring the Township has an inventory of places for business to do business, has the needed municipal services (hard and soft) to service the business community, community profile, value proposition, and a website with a breadth of information for investors.

1. To increase the available industrial land: ✓ Continue the process to acquire and develop industrial lands (serviced and dry) so that Centre Wellington has a supply of ‘shovel ready’ land to market; ✓ Promote existing dry industrial zoned lands and establish development timelines for these lands; ✓ Continue to support and promote financial incentives for industrial properties including the Tax Increment Equivalent Grant Program and Brownfield Financial Tax Assistance Program to increase the availability of industrial lands in the Township; and ✓ Aim to have at a minimum, one ‘certified’ site listed with the Ontario’ Investment Ready Certified Site Program. 2. Undertake an Investment Readiness Assessment to: ✓ Create an Investment Readiness Action Plan to include the development of a complete suite of investment ready information including: ✓ a comprehensive economic development website with current data and information ✓ a community profile and quick facts ✓ investment marketing plan ✓ a full suite of marketing collateral (based on the marketing plan) ✓ real time inventory of available properties including land and buildings, serviced industrial lands and industrial/commercial properties ✓ a formal process in place to service leads and respond to investment attraction and expansion requests (RFPs)

3. Create a database of commercial and industrial space available to connect opportunities with land/buildings (similar to Wellington County’s ‘farm-link’).

4. Continue to support SWIFT and Wellington County to provide broadband throughout the Township.

5. To be aware of and be able to communicate the priority infrastructure projects (i.e. Bridges, municipal services upgrades, increased water and waste water treatment, roads, municipal facilities, telecommunications upgrades, improvements to the electrical grid, etc.) to ensure existing and potential investors clearly understand where the Township and local/provincial utilities are investing in Centre Wellington’s community infrastructure.

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6. Under the direction of the CAO, continue to work towards being a business-friendly community, by improving efficiency, shortening overall response times and reinforcing a seamless building application process.

7. Develop a ‘development approvals process’ card for all non-residential developers to help them better understand the development approvals process in Centre Wellington.

8. Undertake ‘due diligence’ to determine the possibility and practicality of establishing an Economic Development Corporation with stable funding, resources and a dedicated budget with an aim of better implementing Centre Wellington’s economic development program.

9. To ensure the most effective and efficient strategic plan implementation, the Township would benefit from identifying all staffing resources and including defined roles and responsibilities for staff to ensure successful implementation of the economic development program.

10. Continue to engage and support an effective Economic Development Task Force that would provide advice and recommendations to the Mayor and Council and economic development staff on economic development and business development issues.

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7.3. Theme #3 – Continue Planning for Sustainable, Distinct Downtown Cores

Main Streets are often the centres of the community acting as public meeting spaces and commercial centres of activity. Economically vibrant main streets that are the heart and soul of the community, often providing an identity for the area and demonstrating pride in the community. Centre Wellington’s unique urban centres are in varying states of growth, retail mix and vibrancy.

1. Continue to work through the Downtown Fergus Action Plan, as recommended by Roger Brooks, including: ✓ Creating district gateways into downtown Fergus; ✓ Creating and implementing a vehicular and pedestrian wayfinding signage program and implementing it; ✓ Undertaking a Retail Mix Study and, if needed, developing a retail recruitment program to improve mix of businesses in downtown; and ✓ Encouraging downtown businesses to extend hours to best support their clients needs.

2. Work with the appropriate departments in the Township and County to help improve flow of traffic through the downtowns through traffic calming and reduction and where possible re- routing of truck traffic.

3. Undertake a parking strategy (as per the CIP program) to help improve parking in the downtowns while looking at innovative solutions to resolve the limited parking availability.

4. Undertake a review of zoning bylaws pertaining to the downtowns to ensure that ground floor commercial spaces are used for intended commercial purposes only.

5. Undertake a housing strategy for urban centres in conjunction with Wellington County to ensure securing a diversity of attainable housing options.

6. Work with the Fergus BIA to assist in the hiring of a full time Manager/Director.

7. Continue to support the Community Improvement Plans initiated and implemented by the County to support the BIAs.

8. Reinvigorate the ‘shop local’ program and continue to take the lead for the program.

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7.4. Theme #4 – Conveying a Clear Message Through Strategic Communications and Creating Partnerships

Communications involves creating dialogue between the Township and other levels of government, local business and residents. Conveying a clear message ensures that stakeholders are aware of what is really taking place in the Township and what economic development work is underway as well as the investment opportunities that currently exist. To continue growing the Township’s economy, it is important that the Township’s business and residential communities be unified and provide a stronger message about how great Centre Wellington is as a community to live and do business.

1. To help engage all stakeholders as part of the Centre Wellington economic development program, develop a communications strategy targeting the business community to: ✓ Leverage the Chamber of Commerce and other community organizations to help to spread the word about Centre Wellington’s business success stories; ✓ Clarify roles and responsibilities of the Township vs the County and communicate the differences; ✓ Develop and implement cross industry forums to discuss industry concerns; ✓ Provide greater opportunity for input and education from residents and businesses through various means of effective communications, and ✓ Communicate the CIP program to the business community, residents and council as to the importance and the results.

2. Create and deliver an ongoing training and education program to help Township council, Township staff and/or the community to better understand: ✓ The value and necessity of working together to support the local businesses in Centre Wellington; ✓ The value of farming as not just a ‘way of life’ but also its relevance as innovative, commercial businesses in the Township; and ✓ The value of economic development what sustainable growth means to the community and stakeholder roles and actions.

3. Continue to develop and implement a comprehensive Centre Wellington signage program throughout the Township.

4. Continue to strengthen the relationships between the County and Township economic development offices through projects that will instill collaboration, communication and participation in the Wellington County Economic Development Group.

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7.5. Theme #5 – Building Tourism and Arts, History and Culture as a Main Economic Driver

Centre Wellington has a rich arts and culture scene, complemented by the Township’s storied history. Arts, history and cultural assets help shape the community into what it is today. Tourism is about attracting people to enjoy Centre Wellington. This includes attracting business and leisure travellers, hosting sporting events, eco-tourism activities, etc. This is also about enticing local residents to spend their leisure time enjoying what Centre Wellington has to offer. Arts, history and culture, as a part of the Tourism sector, are important to consider not only as an economic driver, but also a community building block.

1. Continue to work on a collaborative approach to tourism, heritage, culture and the arts establishing shared goals between Township departments and the local organizations, i.e. BIAs, etc. and support and promote them in a coordinated manner.

2. Undertake a sports tourism feasibility study to determine the community requirements needed to attract more sports events and to maximize the recreation assets of Centre Wellington.

3. Increase the volunteer base in Centre Wellington by: ✓ connecting with the local businesses and engaging their employees; incentivizing volunteerism; ✓ creating a volunteer recognition program; and ✓ developing an inventory of volunteers to draw from when required.

4. Enhance the tourism experience in Centre Wellington for those attending events by providing: ✓ tourism information (hard copy and on-line); ✓ easily accessible parking; ✓ public washrooms; ✓ wayfinding signage; ✓ an event shuttle service; ✓ consistent store openings; and ✓ an enhanced waste collection program.

5. Complete an accommodations study to determine if there is a need for more and varied accommodations to support and increase overnight stays in Centre Wellington.

6. Work with the Elora Centre for the Arts to help them to develop a sustainable model to maintain its viability as a key asset for the arts, culture and heritage of the area.

7. Work with the local tourism organizations to provide training for the local businesses and tourism providers to help them become more confident in using technology to connect with their customers.

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8. Continue to partner with and support the RTO4’s ‘Heritage Destination Development – Elora and Fergus’ project.

9. Continue to support Centre Wellington’s Cultural Action Plan 2013 including: ✓ Identify, budget for and provide municipal space for arts and cultural groups to utilize including: shared office, rehearsal space, studio, storage, services, equipment, etc.; and ✓ Acknowledge the value of heritage by better protection of heritage assets and promoting heritage properties by coordinating heritage tours, information on heritage properties.

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7.6. Theme #6 – Continue Growing Innovative Agriculture and Agri- Business

Centre Wellington has a strong agricultural sector. This sector consists of 342 farms and 972 businesses (highest number of businesses in the Township), is strategically located within an agri-food hub around the City of Guelph. With several modern high-tech dairy farms and a strong Mennonite community, the Township has a vibrant, healthy, yet broad agriculture base.

1. Continue to work with the County to capitalize on the agritourism opportunities and expand the sector to include the promotion and development of activities such as rural weddings, on-farm events, farm tours, local food movement, breweries, markets and connect with the urban areas of Elora and Fergus. Promote events and activities beyond the farming community.

2. Be inclusive and encourage collaboration and engagement with the local Mennonites to enhance Centre Wellington’s agricultural community.

3. Ensure zoning bylaws are up to date to allow for adequate on-farm housing for on-farm employees.

4. Create an Agriculture Advisory Committee that advocates for, and provides advice and guidance, on agricultural issues and is a liaison between the Township of Centre Wellington and its farming community.

5. Work with the Agriculture Advisory Committee to develop relationships with the Ontario Federation of Agriculture to provide a database with municipal, county, provincial, federal regulations and processes that affect agricultural operations.

6. Connect with the University of Guelph research facilities located in Centre Wellington and work with them to determine how the Township of Centre Wellington can best benefit from the research and development and satellite agricultural programs that takes place at the research facilities.

7. Develop an online inventory of industries and businesses in Centre Wellington that provide support and services to the agricultural sector.

8. Work with Wellington County and the Upper Grand District School Board to help create an education program aimed at educating students on careers in agriculture. Promote the careers that can be found in rural Centre Wellington (i.e. Career Cards from Perth County).

9. Complete a business case/feasibility study, with Wellington County to determine if there is a need to establish an Ontario Agri-Food Venture Centre of Excellence similar to Norfolk County’s not-for-profit, small-batch food-processing facility that supports and advances a sustainable regional local-food economy.

10. Support grassroots local food production through the promotion of the 4 community kitchens and by establishing programs focused on using the kitchens.

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7.7. Other Areas of Focus but Not Specific Actions Organizational Changes to Centre Wellington Economic Development and Tourism 1. Role clarity for economic development, tourism and planning & development and better define the jobs, responsibilities, etc. to ensure there efficient and effective delivery of economic development program and reduction of duplication. 2. Need buy in on economic development from all departments in the Township. 3. Educating council on economic development by getting in front of council frequently so that they are aware of the status of economic development initiatives.

Clarify Roles and Responsibilities of The Township and The County Economic Development Departments 1. In order to continue to build a collaborative partnership between the Township of Centre Wellington and Wellington County there is a need to identify, clarify and map out the roles and responsibilities “who needs to do what” for each level of government in the following specific areas: ✓ Downtown Elora and Fergus ✓ Land use development process and create a brochure ✓ Investment attraction

2. Continue to participate in the Wellington County Municipal Economic Development Group and work cohesively to support and not duplicate the County’s initiatives including: ✓ Diversifying the economy by supporting municipal business retention and attraction efforts. ✓ Marketing the region for investment and worker attraction. ✓ Developing rural transit. ✓ Assisting in downtown development. ✓ Providing data analysis and research for regional and local decision making. ✓ Exploring alternative housing solutions (County as lead, facilitate conversations i.e. developers) ✓ Acting as a voice for regional and industry issues. ✓ Growing the Taste Real programme. ✓ Celebrating our businesses and their achievements. ✓ Making connections with industry, Province, Feds. ✓ Working with the member municipalities to develop strategies (i.e. develop and market 401 corridor) ✓ County tourism promotion providing linkages to primary focus areas.

External Projects If the project is a win, the ‘Smart Cities Challenge’, spearhead by the City of Guelph, Wellington County and the University of Guelph. should be leveraged to support and grow Centre Wellington’s agri-food sector.

| 28 January 2019

Page 32 of 92 + COMMITTEE REPORT

To: Chair and Members of the Economic Development Committee From: Jana Burns, Director of Economic Development Date: Tuesday, January 15, 2019 Subject: Rural Transportation in Wellington County

Background In 2015, the Rural Ontario Institute led a Trillium funded Rural Transportation Study in Wellington County with County Economic Development and Social Services departments’ support. The findings showed that trips provided by existing transportation providers were primarily for medical purposes and that the demand for work trips, youth trips and social travel were not satisfied.

In 2016, the two respective departments continued identifying trip demand, speaking with employers and surveying the community. Within five days of having developed and posted an online survey, County staff received 639 completed resident surveys, where 89% supported a transportation system in rural Wellington. Staff then hosted a public transportation forum for transportation providers, municipalities, businesses and supporting agencies. The purpose of the forum was to understand existing modes of transport for seniors and those with limited mobility. It also explored how to broaden the transportation options for bringing workers to employers, getting people into the downtowns and creating economic/social connections presently absent.

In 2017, the County utilized this supporting research to successfully obtain a Provincial Community Transportation Grant, providing $499,550 in funding for a five year pilot. The proposed model is a demand based rideshare programme where ridership is optimized by a cloud based software.

Over the course of 2018, staff have worked with expert consultants to develop an easy to book ride sharing system that provides countywide coverage and an opportunity for employers to participate through subsidizing extra drivers. An additional community consultation forum was held in 2018 to explore potential community partnerships. Stakeholders included community care agencies as well as the taxi industry who could act as casual drivers, should they wish.

To date, and although the County received a favorable response to the grant submission, the current government has yet to solidify funding through the necessary Transfer Payment Agreement. Staff do not anticipate receiving this funding. In line with this, staff are seeking support from Committee to pursue next steps towards implementing the ride sharing system regardless of provincial funding. Next steps would include working on a service delivery model and financial plan to be presented to a future meeting.

Social Services staff are currently organizing a meeting with the Province to discuss Gas Tax eligibility, which is a formula based on population and ridership, which would offset the municipal contribution required.

Page 33 of 92 Recommendation: That in lieu of the Provincial Community Transportation Grant, the Economic Development Committee support County staff to investigate the financial plan and corresponding model for local rural transportation.

Respectfully submitted,

Jana Burns Director of Economic Development

Page 34 of 92

WELLINGTON COUNTY ECONOMIC DEVELOPMENT THREE YEAR PLAN (2019-2021)

County of Wellington 74 Woolwich Street, Guelph, ON N1H 3T9 [email protected] www.wellington.ca

Page 35 of 92 Contents 1.0 County Economic Development Division ...... 4 2.0 Wellington County Socio Economic Profile ...... 8 2.2 DEMOGRAPHIC OVERVIEW ...... 9 2.3 LOCAL ECONOMY ...... 12 3.0 Purpose of Economic Development Plan 2019-2021 ...... 15 4.0 Process for the Economic Development Plan 2019-2021: ...... 16 4.1 MEMBER MUNICIPAL SURVEY ...... 17 4.2 BUSINESS SURVEY ...... 19 5.0 Priorities and Action Plans ...... 21 5.1 GROWING KEY INDUSTRIES ...... 21 5.1.1 Agriculture ...... 21 5.1.2 Manufacturing ...... 23 5.1.3 Health Care ...... 24 5.1.4 Creative Professional Services ...... 24 5.1.5 Supporting Key Industry Export Growth ...... 25 5.2 ATTRACTING TALENT ...... 26 5.2.2 Marketing Wellington County to Future Workers ...... 30 5.3 SUPPORTING BUSINESS ...... 30 5.3.1 Wellington County’s Travelling Business Advisor ...... 31 5.3.2 The Community Futures Development Corporations ...... 32 5.3.3 Innovation Guelph ...... 33 5.3.4 Invest Well – Wellington County Community Improvement Programme (CIP) ...... 33 5.3.5 Growing Local Food and Agriculture - Taste Real Programme ...... 34 5.3.6 Hillsburgh Library ...... 38 5.4 PLANNING FOR THE FUTURE ...... 39 5.4.1 Employment Land Assessment and Intensification Study ...... 39 5.4.2 Downtown Development ...... 39 5.4.3 Housing for the labour force – An Exploration ...... 44 5.4.4 Commuter Profile – Can we keep skills local? ...... 46 5.4.5 Engaging Youth ...... 46 5.4.6 Rural Transportation ...... 47 5.4.7 High Speed Internet in Wellington County ...... 48 5.4.8 Smart Cities Challenge: Circular Food Economy in Guelph Wellington ...... 50

Page 36 of 92 5.5 PROMOTING WELLINGTON COUNTY ...... 51 5.5.1 Destination Development and Regional Marketing ...... 51 5.5.2 Marketing and Promotion of Wellington County ...... 52 5.5.3 Countywide Signage ...... 52 6.0 Data Collection And Metrics ...... 54 6.1 DATA ...... 54 6.2 ECONOMIC DEVELOPMENT METRICS...... 56 6.3 ENQUIRY PROCESS ...... 57

Page 37 of 92 1.0 County Economic Development Division The Director of Economic Development reports to the Chief Administrative Officer (CAO) and works to facilitate the growth of the local economy. To meet these objectives the division manages local economic information, provides business support services and conducts countywide economic planning and project implementation on behalf of and in conjunction with member municipalities.

PRINCIPAL RESPONSIBILITIES Under the leadership of the CAO and the direction of the Economic Development Committee, the Economic Development division is responsible for:

 Leading and reporting on the implementation of the Economic Development Implementation Plan.  Conducting research for the purpose of development/sourcing information and resources for industry specific initiatives and for clients/prospects by collecting and analyzing data on local market conditions and recommending directions targeting various business sectors.  Meeting with business owners/senior executives/developers to present and promote Wellington County for investment purposes, providing assistance with sourcing, financing, identifying available space, facilitating business support contacts, accessing government assistance programmes, etc.  Planning, coordinating, promoting and delivering economic development related events, preparing communication material and representing the County in media interviews.  Coordinating economic development initiatives through identifying and producing materials such as business directories, market information packages, community profiles, employer support resources and website materials.  Leading projects and initiatives that directly benefit the communities within the county, including Taste Real events and the Festivals and Events Guide.  Developing and sustaining relationships with local organizations, industry, local school boards and post- secondary institutions and representatives of government with the aim of creating new economic opportunities and promoting jobs in the community.  Assisting the County in securing funding to leverage economic development activities.  Attending trade shows and industry events as the County’s representative, developing and delivering presentations on economic data and initiatives. ANCILLARY FUNCTIONS Representing the County as a Board member of the Ontario Food Cluster and the Wellington Waterloo Community Futures Development Corporation and as a working group member of the Western Ontario Wardens Caucus Economic Development group.

Ensuring effective communication between the County, member municipalities and partner agencies, the Director chairs monthly meetings with the Wellington Municipal Economic Development Group, which includes provincial and federal government representation.

Assisting the annual Credit Review process, including a formal presentation on the local economy, demonstrating strengths and year over year changes in development, employers and sectors as well as municipal efforts to support economic challenges and minimize local vulnerabilities.

Providing support with individual projects as required, including the Safe Communities designation, International Plowing Match, Hillsburgh Commercial Kitchen programme or the Western Ontario Workforce Development Forum.

Page 38 of 92 EMERGING ISSUES/FUTURE CHALLENGES IN WELLINGTON COUNTY Wellington County is a phenomenal place. It boasts an abundance of green space, charming downtowns, industry, proximity to urban centres and post-secondary institutions, all with the Grand River running through it. It is no surprise that people who can, move here.

Wellington County is home to 98,400 residents, 3,418 businesses and 45,726 jobs. Our main economic sectors are manufacturing, agriculture, health care and creative professional services. In terms of employment, we have 9,700 trades and transport jobs, 19,911 service, management and business jobs, 4,379 manufacturing and 2,706 health care related jobs.

Although this economic landscape appears healthy, there are less apparent realities that, while not unique to Wellington County, are concerning. While our 4.2% unemployment rate is quite positive, more than 50% of local employers face difficulties finding workers. Most of our businesses are small in Wellington County, where 89% have less than 19 employees and 99% have less than 100 employees. Contrary to big companies of the past, today’s economy is increasingly dependent on small employers as significant GDP contributors and as exporters (86% of all Canadian exports are derived from small business). Of note when we speak with our small businesses is that a large portion of these owners plan on retiring within the next five years without a plan in place for succession that would ensure continuity of the business. To offset some of these challenges the County is investing in newcomer attraction by working with provincial and national contacts, but these efforts are complicated by a lack of affordable housing, rental options, and transit systems. Our downtowns are picturesque and the heart and hub of our communities, yet they face infrastructure challenges and gaps such as high-speed internet and natural gas. These challenges will be subjects of focus in our upcoming three year Economic Development Plan.

Through the research and knowledge collected the past five years since inception, the division is aware of the following top economic priorities for Wellington County:

 Diversification of the local economy  Develop the downtowns into economic hubs  Establish alternative housing options  Explore rural transportation options  Attract talent for current and future labour force needs  Develop the successful Taste Real programme to grow the food and beverage sector  Identify and develop the county’s “bests” to attract visitors  Build Wellington County’s international profile to assist business via export and attraction

To attract and retain businesses we meet with local businesses and promote our advantages abroad. We look forward to implementing our recently developed Community Improvement Programme (CIP) to provide incentives to investors meeting countywide investment priorities. We are supporting our downtowns with our 1,250 commercial district interviews over this past summer and by working with local stakeholders to apply recommendations from a recent countywide assessment. We continue to grow our Taste Real Local Food programme and offer business support services to those looking to call Wellington County their home or those who already call it home. We increase the profile of Wellington County and see consistency in signage with our countywide signage programme, this year including a new tourism signage programme. Finally, County economic development will fill the gap where member municipalities do not have the funds to participate in certain initiatives, do not have the staff or expertise or where the projects are better suited at a regional level.

Page 39 of 92 The County has been recognized for being proactive in assisting its business community and are proud of the partnership with the local municipalities in helping achieve positive change. Without a healthy economy and vibrant communities, there are no taxpayers. We want to be known for being open for business and ready for change.

We feel privileged to work in such a beautiful community, one that all of us are so familiar with and love. RECOGNITION  Ontario Culinary Tourism Event of the Year and Ontario Sustainable Tourism Award – Local Food Fest (2,000 attendees, workshops, music, food and only two garbage bags)  International Business Retention and Attraction Award (two awards) – 417 official business interviews, winner of outstanding multi-community business interview programme and impact award.  Economic Developers Council of Ontario Award - Taste Real Strategic Plan and finalist for Sector Investment Profiles  Economic Development Association of Canada Award – Taste Real Brand Identity GRANTS $75,000 County Economic Development Strategy (Provincial Ministry of Economic Development) $95,000 Business Retention and Expansion Programme, Investment Attraction Strategy (ON Min. of ED) $11,910 Taste Real business programming and promotional videos (Ministry of Agriculture) $35,000 Signage (Provincial Ministry of Rural Affairs) $63,500 Promoting Youth Inclusion in Rural Labour Markets (Ontario 150) $98,574 Economic Integration of Immigrants and Students to Rural Labour Markets (ON Min. Citizenship) $35,000 Ease into Canada: A Manufacturing Toolkit (ON Min. of Citizenship) $499,550 Rural Transit (Provincial Ministry of Transportation) MEMBERSHIP  Economic Developers Council of Ontario  Economic Development Association of Canada  International Economic Development Council  Ontario Food Cluster  Smart Cities Guelph Wellington finalist DEPARTMENT ORGANIZATION The Economic Development Division consists of the following six individuals.

Jana Burns, Director of Economic Development  Design, lead and report on the Economic Development Plan (2019 to 2021)  Plan and implement economic policy  Lead the division, prepare the budget, monitor the programmes and report to Council

Crystal Ellis, Senior Economic Development Officer  Site Selection Services  Investment Attraction  Design and execution of new initiatives (ie: Ontario Ag Forum 2018, Hillsburgh Commercial Kitchen, Destination Development)

Mark Mycyk, Economic Development Officer  Business Retention and Expansion/Downtown Development 6

Page 40 of 92  Signage Plan Implementation  Countywide Incentives Programme

Tom Lusis, Certified Immigration Specialist  Talent Attraction Programme  Employer Immigration Liaison  Newcomer and Post-Secondary Education Initiatives

Christina Mann, Taste Real Coordinator (Part-time)  Taste Real Programme  Food Tourism development  Food and beverage business consulting

Heather Vasey, Administrative Assistant  Division Support  Enquiry Response  Website, Newsletter and Business Directory maintenance

Page 41 of 92 VISION The Economic Development Division exists to lead and participate in activities that grow and develop Wellington County.

How do we align with member municipal objectives?

 Our perspective is regional and beyond, we look beyond municipal borders to align goals and understand countywide priorities (CIP)  We elevate the work undertaken in the individual municipalities to levels they are not able to obtain (international investment attraction)  We collaborate to identify a suite of services not provided at the member municipal level  We keep communication open to leverage larger opportunities (Taste Real, Housing alternatives)

County economic development will fill the gap where member municipalities do not have the funds to participate in certain initiatives, do not have the staff or expertise or where the projects are better suited at a regional level.

2.0 Wellington County Socio Economic Profile

Wellington County Quick Facts 7 municipalities 2,600km² 98,400 residents 34,050 households 3,418 businesses 45,726 jobs 57,381 workforce 8.7% job growth 2011 to 2017 3.8% Unemployment

GEOGRAPHY Wellington County is located in Southwestern Ontario just over 100 kilometers west of Toronto. Four renowned post-secondary institutions surround the County including the University of Guelph, University of Waterloo, Wilfrid Laurier University, and Conestoga College. The County of Wellington has a vibrant economy and an active economic development office that promotes the dynamic industries of the County. The key industries in Wellington are manufacturing, agriculture, health care and the creative economy. Proximity to vital transportation corridors and urban centres, as well as high speed broadband coverage and excellent green space make Wellington County an attractive place to both work and live.

Page 42 of 92 2.2 DEMOGRAPHIC OVERVIEW POPULATION At the end of 2017, the County of Wellington had 34,050 households and a population (adjusted for net Census undercount) of 98,400 with the population projected to grow to 140,000 by 2041.

Page 43 of 92 IMMIGRATION The Economic Development division collaborates with the Guelph Wellington Local Immigration Partnership, Immigrant Services Guelph-Wellington, Wellington County Settlement Services in addition to Economic Development division activities to encourage talent attraction in Wellington County. This is a network of agencies and community members, which focuses on employment, English language training, and community inclusion. Immigrants born outside of Canada represent 21% of the resident Wellington County community and stem predominantly from Europe and Asia. 66% of recent immigrants to Wellington County came from Asia including China, India, Korea, Pakistan, the Philippines and Sri Lanka. Almost half of recent immigrants sought admission as economic class immigrants and selected/admitted due to their potential to contribute to the Canadian economy, 32% were sponsored by family and 19% immigrated as refugees. Many immigrants have roots in Canada, 61% immigrants in Wellington County are third generation or more, 20% are second generation and 19% first generation.

Page 44 of 92 QUALITY OF LIFE When it comes to quality of life, Wellington County is in a league of its own. Wellington County offers a modest cost of living, temperate climate, excellent schools, short commute times and an abundance of housing options available within its charming communities.

EDUCATION Wellington County is part of the Upper Grand District School Board and the Wellington Catholic School Board. Both have excellent elementary and secondary institutions. The County also has options for those interested in Montessori, outdoor, faith-based, French Immersion schools, and early childhood education. The presence of the University of Guelph and Conestoga College, and access to other post-secondary Institutions in the region, such as Wilfrid Laurier University and University of Waterloo, is an enormous asset to the current and future training and workforce needs of Wellington County The University of Guelph is ranked one of Canada's top comprehensive universities because of its commitment to student learning and innovative research. The University community also shares a sense of social responsibility, an obligation to address global issues and a concern for international development. Conestoga College is Ontario's fastest growing college and a leader in polytechnic education. The college's project based learning model provides students with hands-on experience to prepare them for success in careers including business and hospitality, skilled trades, engineering and information technology, health and life sciences, community services, media and design. There are a considerable number of highly regarded post-secondary institutions in the Greater Golden Horseshoe feeding the available labour force, including:

· University of Guelph · Livestock Research and Innovation · University of Toronto Centre · McMaster University · University of Waterloo · Ryerson University · Wilfrid Laurier University · Brock University · Georgian College · Humber College · Conestoga College 11

Page 45 of 92 HOUSEHOLD INCOMES The County of Wellington has an average household income of $113,270 with the average household income in the member municipalities ranging from $80,905 in the Town of Minto to $153,836 in the Township of Puslinch. Wellington County has higher average household incomes in comparison to Ontario as a whole, as well as its comparative regional economic group of Dufferin, Perth and Grey County.

Average Household Income in Wellington County Municipality 2016 2017 Centre Wellington $106,922 $111,686 Erin $137,021 $141,183 Guelph Eramosa $130,247 $134,036 Mapleton $94,714 $96,544 Minto $78,452 $80,905 *Source: Manifold Data Mining. For more accurate comparisons, urban centres have been removed for Halton Puslinch $149,079 $153,836 Region (excludes Oakville and Burlington) and Waterloo Wellington North $79,186 $82,446 Region (excludes Kitchener, Cambridge and Waterloo). Wellington County $109,201 $113,270

2.3 LOCAL ECONOMY RESIDENT LABOUR FORCE The total labour force for the County of Wellington stands at 57,381 people. Most of these resident workers are employed in the following sectors: manufacturing, construction, health care, business services and agriculture. From 2016 to 2017 Wellington County has increased in labour force by 6.53% (3,518).

Wellington County Labour Force (2017) Municipality Labour Force % of Labour Force Centre Wellington 17,211 29.99% Erin 7,862 13.70% Guelph/Eramosa 8,686 15.14% Mapleton 6,446 11.23% Minto 5,239 9.13% Puslinch 4,961 8.65% Wellington North 6,976 12.16% County of Wellington 57,381 100% Source: Manifold Data Mining

Page 46 of 92 Job Growth 2011 - 2017 Wellington Grey Dufferin Perth Halton Waterloo Region County County County County Region Excluding Kitchener, Excluding: Oakville, Waterloo, Cambridge Burlington 2011 39,601 43,907 22,680 46,617 57,396 34,660 2017 43,065 45,659 24,803 49,897 65,356 38,588 Increase +8.7% +4.0% +9.4% +7.0% +13.9% +11.3%

EMPLOYMENT BY INDUSTRY AND MAJOR SECTORS Wellington County consists of 45,726 local jobs. Manufacturing continues to be the leading sector, representing 16% or 7,362 jobs of all local employment within Wellington County.

Wellington County – Sectors of Employment 2017 % of Total Jobs Employment (2017) Manufacturing 7,362 16.0 Construction 5,168 11.3 Agriculture, forestry, fishing and hunting 4,090 8.6 Health care and social assistance 4,063 9.0 Transportation and warehousing 3,597 8.0 Retail trade 3,251 7.1 Wholesale trade 2,805 6.2 Professional, scientific and technical services 2,369 5.2 Accommodation and food services 2,171 4.8 Other services (except public administration) 2,161 4.7 Administrative and support, waste management and remediation services 1,979 4.3 Educational services 1,769 3.9 Public administration 1,079 2.4 Arts, entertainment and recreation 878 1.9 Information and cultural industries 799 1.8 Finance and insurance 732 1.6 Real estate and rental and leasing 688 1.5 Unclassified 553 1.2 Utilities 149 0.3 Mining, quarrying, and oil and gas extraction 58 0.1 Management of companies and enterprises <10 45,726 100.0

Page 47 of 92 DYNAMIC GROWTH SECTORS Over the past several years, Wellington has been experiencing significant growth in the number of jobs in certain sectors. These sectors include agriculture, manufacturing, health care and creative professional services. The growth represents an excellent indication of the very strong, stable and expanding economy found in Wellington.

BUSINESS SIZE BREAKDOWN Small and medium-sized enterprises (SMEs) in Canada employ 90.3% of workers in the private sector, play a proportionally large role in job creation and produce approximately 30% of Canada’s gross domestic product. Locally, SMEs with less than 50 employees represent 96% of all Wellington County businesses.

Size Of Business (By Number Of Employees) COMMUNITY 1-4 5-9 10-19 20-49 50-99 100-199 200-499 500 + Total Centre Wellington 446 206 102 61 12 7 2 2 838 Erin 245 67 44 23 9 2 390 Guelph Eramosa 350 113 65 64 10 5 3 610 Mapleton 166 50 29 14 6 2 267 Minto 125 58 30 17 7 1 1 239 Puslinch 125 47 32 22 11 4 5 1 247 Wellington North 251 115 64 32 11 6 1 1 481 WELLINGTON COUNTY 1708 656 366 233 66 26 12 5 3072

Top Employers Although a significant portion of employers in the County of Wellington are small businesses, there is still a strong amount of large employers in the area.

The following is a list of some of the top employers in the County:  Musashi Auto Parts  Canada Inc. (450+)  TG Minto (600)  Jefferson Elora Corporation (500+)  DANA Holding Corporation (300+)  MAMMOET Crane (400)  Walinga (200+)  Nestle Waters Canada (300+)  Nexans – Energy Division NA (200 – 250)  Wallenstein Feed and Supply (200+)  Schneider National (300+)  Hammond Power Solutions (250+)  Groves Memorial Community Hospital/ North Wellington Healthcare Alliance (300)

Page 48 of 92 Top 20 Corporate Taxpayers In 2017

BUSINESS MUNICIPALITY NESTLE CANADA Puslinch MORGUARD BROCK MCLEAN LIMITED Puslinch JEFFERSON ELORA CORPORATION Centre Wellington TG MINTO CORPORATION Minto WALLENSTEIN FEED & SUPPLY LTD Mapleton MUSASHI AUTO PARTS & 1236757 ONTARIO INC Wellington North RMM FERGUS PROPERTY INC Centre Wellington ROYAL CANIN CANADA COMPANY Puslinch CON-CAST PIPE LIMITED Puslinch NEXANS CANADA INC. Centre Wellington COLDPOINT PROPERTIES LTD Guelph Eramosa 2354084 ONTARIO LIMITED (MAMMOET CRANE) Puslinch RIOKIM HOLDINGS (ONTARIO II) Centre Wellington RIOCAN HOLDINGS INC Centre Wellington DARLING INTERNATIONAL CANADA INC Mapleton SLIGO ROAD LIMITED Wellington North 1056469 ONTARIO INC (PENTALIFT) Puslinch RUSSEL METALS INC TRUSTEE Puslinch GOLDEN VALLEY FARMS INC Wellington North VINTEX INC Wellington North

3.0 Purpose of Economic Development Plan 2019-2021:

 Act as a guiding document for County economic development activities.  A reference document for initiating regular communication on the needs, priorities and current initiatives in Wellington County.  Provide structure for how County ED activities align with projects led by County departments, member municipalities and partner agencies.  To provide advanced notice to agencies regarding projects that are being undertaken to support their efforts.

Page 49 of 92 4.0 Process for the Economic Development Plan 2019-2021: This plan is an “action plan” as opposed to the “strategic plan” which was developed in 2012. This is our to do list complete with goals, objectives and leverage opportunities.

As part of the annual credit review and the annual budget book, the County collects construction and economic data for a snapshot of Wellington County. Material herein was collected for the 2017 review. In addition, the County and the member municipalities meet monthly to discuss economic development items. Members of this Wellington Municipal Economic Development Group consist of the following:

George Bridge, Wellington County Economic Ian Roger, Guelph Eramosa Township Development Committee Chair Jenna Morris, Wellington-Waterloo Community Jana Burns, County of Wellington Futures Development Corporation Rose Austin, Saugeen Economic Development Crystal Ellis, County of Wellington Corporation Carol Simpson, Waterloo Wellington Dufferin Mark Mycyk, County of Wellington Workforce Planning Board

Tom Lusis, County of Wellington Leen Al- Habash, Local Immigration Partnership

Pat Rutter, Township of Centre Wellington Janet Harrop, Wellington Federation of Agriculture

Robyn Mulder, Town of Erin Kristel Manes, Business Centre Guelph Wellington

Belinda Wick-Graham, Town of Minto Linda Horowitz, Innovation Guelph Stephen Smith, Ministry of Economic Development Trish Wake, Township of Mapleton and Growth, Ministry of Research, Innovation and Science Gerry Horst, Ontario Ministry of Agriculture, Food Karen Landry, Township of Puslinch and Rural Affairs

Dale Small, Township of Wellington North

The Plan was developed in consideration of the division’s mandate to support the activities of the member municipalities while aligning countywide priorities for larger, regional projects. As we work collaboratively with members of the Group on shared opportunities and new initiatives to benefit the region, member municipal input was important.

Members of the Group were provided a survey to identify current needs and priorities, which informed this Plan. Similar information was collected from the private sector via the Business Retention and Expansion interviews (2014: manufacturing, agriculture, health care, professional services, 2016: downtown, foreign owned) which has also been incorporated into this Plan.

Page 50 of 92 4.1 MEMBER MUNICIPAL SURVEY There was agreement amongst the municipalities of the sentiment Centre Wellington provided in their survey response, namely that “the municipalities and County need to continue to work together to initiate coordinated action to increase jobs and investment.” There was widespread support for the County to continue to act as a resource and provide countywide research and direction. Successful projects mentioned were the Community Improvement Programme, Taste Real and Business Retention and Attraction.

Member municipalities were asked to provide their projects of focus for the next two years and due to our regular communication, these projects work in parallel with County planned activities. Municipalities were also asked to share their restrictions to growth in their community. Four noted lack of budget to purchase and/or service industrial lands, Puslinch and Erin mentioned lack of municipal services and all municipalities mentioned workforce and housing as the greatest restriction to growth. The level of involvement and leadership for Guelph Eramosa and Puslinch is significantly hindered by their lack of economic development staff.

When asked what the preferred focus is for County economic development activities over the next three years, the answers were as follows:

 Diversify the economy by supporting municipal business retention and attraction efforts.  Market the region for investment and worker attraction.  Develop rural transit.  Assist in downtown development.  Provide data analysis and research for regional and local decision making.  Explore alternative housing solutions (County as lead, facilitate conversations ie: developers)  Act as a voice for regional and industry issues.  Grow the Taste Real programme.  Celebrate our businesses and their achievements.  Make connections with industry, Province, Feds.  Work with the member municipalities to develop strategies (ie: develop and market 401 corridor)  County tourism promotion should provide linkages to primary focus areas.

What is the greatest untapped opportunity?

 Plenty of jobs, not enough workers.  Lack of hi-speed internet.  We are the Cottage Country of southwestern Ontario.  Enhancing municipal infrastructure to enable investment.  Engaging youth and building entrepreneurial spirit.  Partnering with our neighbours and leveraging relationships (ie: SBEC).  Redistribute our employment lands to municipalities that have a shortfall.  Transit and housing.

County Fund for Municipal BR+E Activities: It was unanimous that the member municipalities benefit from the funding to deliver projects that would otherwise be unattainable. It was also unanimous that the funding programme not change. However, one municipality felt that if a community did not recognize economic development as a key priority and not dedicate staff, that they should not benefit from the fund.

What kind of support would you like in the next three years?

 Current support is great. 17

Page 51 of 92  Housing and transit as businesses are suffering.  Important role for County to advocate and quarterback discussions with federal, provincial and member groups via AMO, FCM etc.  Great relationship, thanks to everyone around the WMEDG table.  Keep doing countywide initiatives (ie: Downtown Development, CIP, signage)  SWIFT  Heavier focus on talent attraction.  Develop and maintain available development lands list with respective features.  Work with municipalities to identify lands for future development and facilitate official plan and zoning by-law changes.  Continue with investment attraction programmes and Invest Well  Stop doing Festivals Guide and focus on experiencewellington.ca  Keep partnering on local initiatives (ie: Saugeen Connects, youth engagement)

What type of housing is needed in your community?

Townhouses, apartments and senior living options.

How can we support your municipal talent attraction and labour force development initiatives?

 Provide transit service.  We get a lot of flack in rural for encouraging immigration, educate our residents on the need.  Keep Tom’s role, we have great research, need to get out there more (market, work with employers).  Analyze Employer One survey.  Fund Tom’s position and make him a member of Saugeen Connects.  Diverse housing required.

What kind of relationships would you like to see the County have that currently do not exist?

 Once a year visit the local member municipal Ec Dev Committee to advise of County projects  Society of Industrial and Office Realtors  Regional network with Guelph/KW/Dufferin/Grey  Work with planning staff and municipalities to identify lands for future development

What are the advantages of being part of the WMEDG?

 Being part of a network of professional individuals who are like minded with a common goal  Sharing of information and ideas.  Collaboration on projects. Improving one community, improves the County as well.  Learning what works in other municipalities.  Learning about what the County is working on and how we can be involved and benefit.  Would be ok with quarterly meetings, half-day, no elected officials or partner representatives.

Page 52 of 92 4.2 BUSINESS SURVEY Since the initial BR+E survey in 2014, the County and member municipalities have interviewed 417 businesses. A summary of the challenges and resulting action items are as follows:

Challenges identified:

 Availability of an appropriately skilled workforce continues to be a key priority for both large and small businesses  Access to rural transportation is essential - for large employers getting access to employees and for small businesses bringing consumers to our downtowns  Access to reliable, affordable and high capacity broadband infrastructure is crucial  Availability of affordable housing options is a critical issue facing the business community, both from a rental and ownership perspective  Access to financing and capital is a major challenge identified by many small and medium sized businesses  The majority of small and medium sized business do not have a succession plan in place

Immediate Action Items:

 Encourage workforce attraction and retention  Encourage the development of multi-unit dwellings  Discuss opportunities for encouraging residential/commercial mix in the downtown core  Research transportation need and best practices  Greater communication of available business supports  Create a Community Improvement Programme at the County level  Support the creation of enhanced online community profiles  Implement a directional tourism signage programme  Advocate for business at the provincial and federal levels regarding hydro costs and access to internet  Purchase memberships in a downtown association for municipalities, Chambers and BIAs to better support the business community  Advocate and communicate BR+E results with various ministries  Offer and cross-promote training workshops across wellington

Page 53 of 92 5 Priorities and Actions

 Growing Key Industries Wellington Means  Attracting Talent Business

 Live and Supporting Business Work Wellington  Planning for the Future

Experience  Promoting Wellington Wellington County Taste Real Local Food

The following section is dedicated to the priorities and actions identified from the previous needs analysis. Certain actions are described in greater detail than others due to established knowledge and new areas of interest. The document was purposely written in house and is intended to be a guiding document that is flexible, actionable and regularly reviewed.

Page 54 of 92 5.0 Priorities and Action Plans 5.1 GROWING KEY INDUSTRIES In 2015, the County completed an Investment Attraction Strategy that recognized key opportunities for industries within Wellington County. Key sectors identified were agriculture, manufacturing, health care and the creative professional sector. Since this time, the County has implemented several strategy recommendations, including its participation in the Ontario Food Cluster activities and events such as the Taste Real Rural Romp bus tour for newcomers. 5.1.1 Agriculture Agriculture in Wellington County is a strong and diverse sector. Main industries include dairy, poultry, hog and grain. Food crops grown are primarily sweet corn, potatoes, apples and green peas. The sector represents 4,090 jobs and 2,431 agriculture and food businesses. 2017 represented the highest agricultural building permits, with $81.3M in construction, double the previous year, with activity ranging from $4.2M for a new poultry barn to a $1M addition to the new University of Guelph Beef Research Station in Elora. The average age on the farm is 55 years and the trend for farming, according to the Ontario Federation of Agriculture, is double the number of organic farms, more direct farm sales and four times the number of greenhouses.

Opportunities:

1) Know who we are and communicate the benefits to the world: In 2018, the County participated in two economic missions as part of the Ontario Food Cluster (OFC). The OFC is a cost-sharing partnership of government and economic development organizations in southern Ontario that pool their resources to attract agri-food company investment to the participating Ontario communities. As part of these missions, the County meets with a list of pre-identified businesses interested in making a connection in Ontario. We also pre-identify Wellington County businesses who may benefit from meeting with new customers or suppliers and enable them the opportunity to participate in the mission, at their own cost, but with us assisting them. We also walk the trade show floor to strike conversations with additional businesses where there may be a fit for Wellington County specifically. Through these missions we realized we would benefit from better understanding our own food and beverage industry in Wellington, our unique offerings, what problems local food businesses are needing solved and how we can help. Over the summer of 2018 we engaged Mallot Creek Strategies to assist us in identifying our food and beverage companies and conducting a survey of 37 businesses to understand their business and define their current challenges. In February 2019 we will be hosting a Food and Beverage Processor’s Roundtable to establish a rapport with the 85 businesses invited and share the results of the survey and resources available relative to their identified needs. A further objective of the Roundtable is to find short-term opportunities and collectively inform a business development strategy for the Wellington County food and beverage processing industry. Phase two activities encourage the development of agri-food start-ups while later in Phase three a marketing plan is established with recommendations to strategically position Wellington County, both domestically and globally, for food and beverage production. 2) Continue participating in Ontario Food Cluster activities. Comprehensive Economic Development Trade Agreement with Europe. Understand and develop. 3) Spread the knowledge: The County has the opportunity to learn a lot from attending food shows, seeing industry trends. For example, consumers are becoming more mindful with respect to making conscious food choices with ethical and sustainability standards. They care about both their health and the

Page 55 of 92 environment. Most businesses are too busy working on their own business to have the time or resources to educate themselves. However, by checking in with local food and beverage businesses, we can educate our own producers to for example, consider marine products as a salt substitute, beetroot and turmeric as food colouring or the variety of packaging and marketing options. We most recently experienced this when consulting Pilling Foods and successfully connecting them with well.ca to sell online rather than from their own website, which had less traction and less resources to gain traction. 4) Develop Farmlink.net: Despite farm consolidations, OMAFRA still claims Wellington County as the “King of the diversified farm.” This is confirmed with the strength of the Taste Real programme and the number of niche producers in our region. We recognize that for many young professionals and newcomers, purchasing a small property in Wellington County on which to grow a commercial product is often difficult to find, if not unattainable financially. To mitigate this problem, the County is the first county to create a regional profile on Farmlink.net, a national matchmaking platform to connect farm seekers with farm opportunities. We have been working with the municipalities to help promote local farmland registration on the site and promotion of the programme and see this as an opportunity to track the success of Farmlink. A further opportunity is to approach existing international firms regarding a possible research/pilot plot interested. 5) Encourage existing farmers and attract new farmers to explore new crops, world foods and new value- ad varieties. Encourage farmers to look at growing techniques such as hydroponics, vertical farming, purpose grown crops to reduce carbon loss or bio-digesters on site. This aligns with workforce attraction efforts described later.

Page 56 of 92 5.1.2 Manufacturing Manufacturing represents 7,395 jobs and saw a growth of 16% over 2018. The top manufacturing sub-sectors in Wellington County are in the transportation and agri-food clusters, motor vehicle parts, plastic products, agricultural machinery and food and animal food manufacturing. The prospects of incremental automotive original economic manufacturing investment in Ontario are low, meaning there are limited prospects at best of new auto parts investment. The Ontario website shows that across the province production of cars has decreased by only 8% over 2017, which puts us in a better situation than the US average. This can be attributed to “a high-quality workforce, strategic access to the North American market, a dynamic environment for R&D and a culture of high-quality, award-winning manufacturing.” Given the importance and strength of the automotive manufacturing industry locally, the County will complete an industry development initiative following the food and beverage initiative.

Opportunities:

1) Learn of the most effective methods for supporting and growing our existing automotive manufacturing base. This will include meeting with them directly, understanding who in the company makes local decisions, seeing whether we should be participating in industry associations, asking other counties of their strategies, meeting with post-secondary institutions and the Province. 2) Wellington County has established beef, poultry, pork and sheep production. We are reported as being the largest poultry producing jurisdiction in Ontario. Existing processing plants are moderately-sized, specialized meat and poultry operations. Shovel-ready serviced land with sufficient water/waste water capacity is typically required. Availability of inputs for new facilities needs to be assessed. 3) Connect county plastics manufacturers with University of Guelph Bioproducts Discovery and Development Centre. 4) We have begun and will place more emphasis on building stronger ties with the Ontario Ministry of Economic Development, Job Creation and Trade, Department of Foreign Affairs and Trade, Ontario Ministry of Agriculture and Food, trade commissioners and counselors and Society of Industrial and Office Realtors to present Wellington County investment advantages and readiness. 5) Enquiries show there are calls we receive from GTA businesses unable to expand where they are. 6) 60% of food innovation comes from SMEs, who contribute 25% of exports. With cannabis legal in October 2018 and de-alcoholized drinks with added THC as the next thing, there may be an opportunity to support innovative entrepreneurs in their ventures locally.

Page 57 of 92 5.1.3 Health Care Health Care is part of the broader Heath Care and Social Assistance sector which is about half the size of the manufacturing sector in terms of jobs. The sector is estimated to have 4,137 jobs and a job growth rate that is roughly 9% higher than the provincial average.

Opportunities:

1) The principal opportunities are personal health care services such as wellness clinics, alternative medicine and spas, which identify with Wellington County's smaller-town and rural charm, along with the cost structure and lifestyle advantages. 2) Working with existing agencies such as Public Health to attract new health care workers and developing healthy communities/subdivisions. 3) Opportunities to develop Wellington Place based on the Concept Plan. 4) What do our demographics look like in the next twenty years, what types of health care businesses and labour do we need to be attracting? How best do we integrate old and young people? 5.1.4 Creative Professional Services Creative professionals are those engaged in marketing, scientific, engineering, design or product development, for example. A rapidly increasing number of creative professionals can work from anywhere and for such people Wellington County is an appealing alternative to working and living in the city. In our Investment Attraction Study we discovered that the professional creative sector occupations are under-represented in Wellington County and are predominantly made up of Educational Services, Information and Cultural industries and Professional, Scientific and Technical Services.

When we studied this category, we discovered that the creative professional living in Wellington County is “People who want to make a difference, who relate to nature, who put a priority on living in a place that meets their lifestyle objectives and allows them to freely pursue their passions.”

A key segment of the creative professional services sector is linked to the agriculture sector where there are significantly higher concentrations above the provincial average for agricultural representatives, consultants and specialists; agricultural inspectors; horticultural technicians and specialists; and veterinary and animal health technologists and technicians.

Opportunities:

1) Great downtowns and high-speed internet will attract creative professionals. 2) Encourage more spaces like a hub with a shared admin, boardroom, printing where our resources can offer guidance and coaching, where creative professionals can naturally network. 3) Use the lure guide to attract creative pros, lay fibre, promote our creative spaces where creative pros look (ie: old heritage buildings) 4) Use SWIFT survey results to understand how many people are telecommuting (working from home) 5) Undertake a study with the Workforce Planning Board and WWCFDC to understand who is leaving the community, with what skills, for what income and would they consider working locally if a space as proposed by the WWCFDC was available.

Page 58 of 92 5.1.5 Supporting Key Industry Export Growth Increased sales, reduced risk, economies of scale and overcoming low growth in the home market are all benefits to exporting. Exporting is about knowing yourself, your product, your industry and having the financial capacity and long term commitment. To assist local companies in their growth path, we would like to partner with the Province to host a “Launch your Export Action Plan” workshop in Wellington County.

Project Objective Deliverable Timeline Supporting 1. Establish better understanding of 1. Create a business inventory 2020 key industries foreign owned enterprises in of locally operated foreign Wellington County. owned enterprises. 2. Act as a contributing member of 2. Attend one OFC event per the Ontario Food Cluster (OFC). annum, participate in 3. Investigate participation in the business introductory automobile sector as indicated in meetings, prepare meeting the Global Investment Strategy notes and follow up on 4. Create relationships with foreign investment opportunities representatives and promote and research requirements. Wellington County internationally. 3. Utilize Business Gap Analysis 5. Utilize Business Gap Analysis and and Moneris data to create Moneris to develop targeted industry specific business business attraction. attraction “sell sheets.” 6. Key sector development: Health care: wellness/spa (opportunistically contact and support prospects, including link to tourism promo and activities) ie: Scandinave in southern Wellington. Auto: connect county plastics manufacturers with UG Bioproducts Discovery and Development Centre. Reach out to MEDG, DFADT, realtors and foreign reps in Canada with presentation of serviced, shovel-ready sites and labour force availability. Ag: track Farmlink success. Approach existing international firms regarding possible research/pilot plot interested. Creative professionals: Use the lure guide to attract creative pros, lay fibre, promote our creative spaces where creative pros look (ie: old heritage buildings)

Page 59 of 92 5.2 ATTRACTING TALENT When businesses are tasked with the decision to locate or relocate, they factor market size, the workforce, utility quality and cost, infrastructure capacities, availability of economic incentives, operating costs and living standards for their employees. However, consultant’s insights have shown that the presence of workforce and talent is always top of list.

Talent Attraction was implemented to help businesses navigate newcomer attraction programmes, changing labour expectations and environments and to work with educational institutions to understand local work opportunities. It should be stressed that the definition of newcomer is anyone new to Wellington County. Wellington County has a tight labour market, enabling the County to be innovative and a municipal leader in this field.

Why do we need it? There are statistics on shrinking labour numbers and growing demand for immigrants and a need for businesses to establish retention programmes. Many students do not venture on to post-secondary, those entering the labour force are valuable components to local business success. Research conducted in 2018 by the Talent Attraction Lead shows the world of the workforce is changing but employers are not recognizing or responding to this change. On average, 82% of rural Canadians believe immigrants have a positive influence on the country and 65% believe we need new immigrants for jobs and diversity. 17% of the population in Canada is rural and the number of immigrants moving from their first landing point in cities to rural areas is increasing (Dr. Ryan Gibson at workforce summit). It is vital that rural areas be proactive and prepared to support newcomers, employers and the community in establishing a welcoming and ready environment.

Talent Attraction work established the following results in 2018, which form the basis of the next three years worth of activities:

1. Employers – educating employers about immigration programmes and the changing nature of today’s workforce (i.e. Millennials) and the importance of technology such as social media. 2. Schools/universities – raising awareness of employment opportunities in Wellington County and employer expectations to help students be more marketable. 3. Consultations – meeting with employers to identify possible solutions to labour force needs. 4. Roundtables – identifying key sectoral challenges and local stakeholders interested in working collaboratively to addresses these issues. 5. Workforce forum – sharing information about employment related best practices developed in Wellington County. 6. Political discussions – highlighting the need for political leadership in the County to be involved in activities such advocacy for the reform of immigration programmes to suit rural needs, and fostering a welcoming community for newcomers and immigrants. 7. Worker recruitment – developing materials and strategies to promote employment opportunities in the County to different stakeholders in the labour force (i.e. Millennials, immigrants).

To begin in 2019, the County plans to undertake a similar initiative undertaken in Brandon, Manitoba where important stakeholders are brought together to discuss the need for talent attraction. Thereafter begins the process of assessing the current state of welcoming, followed by building knowledge sharing systems of identifying who does what in the world of newcomer supports. Then, organized discussions will take place to understand the things we do not yet know. For example, documenting which organizations have settlement or language supports, or provide business start up financing will allow us to determine if a voice is missing at the table. Throughout the process it will be important to engage with a wide variety of stakeholders including, recent newcomers, youth, single parents, and representatives from different faith-based communities. Once this 26

Page 60 of 92 process is completed, we will gather the stakeholders again and decide how best to create a future together, be leaders, and share the information discovered to date. The goal of this exercise is to identify and help break down the barriers and increase civic participation. Below is a list of ingredients deemed as necessary for creating welcoming communities, shared by Citizenship and Immigration Canada and originally by Essas et. al 2010.i

• Employment opportunities • Municipal features and services sensitive • Fostering social capital to the presence and needs of newcomers • Affordable and suitable housing • Educational opportunities • Positive attitudes towards immigrants, • Social engagement opportunities cultural diversity and the presence of • Political participation opportunities newcomers in the community • Positive relationships with the police and • Presence of newcomer-serving agencies the justice system that can successfully meet the needs of • Safety newcomers • Opportunities for use of public space and • Links between main actors working recreational facilities towards welcoming communities • Favorable media coverage and • Presence of diverse religious organizations representation • Welcoming communities

This process will begin with a Newcomer Summit in February 2019. The purpose of the summit is to hold an event that includes immigrant entrepreneurs, employers, economic development practitioners, the settlement sectors and the local business community to highlight economic importance of immigration to Wellington County. The goal of the summit will be to:

- Educate employers about the best practices related to the attraction and retention of immigrant workers. - Market Wellington County as a place of live and work to newcomer communities. - Highlight immigrant entrepreneurship in the region. - Create a venue to advocate to representatives from the federal and provincial governments about the reality that current immigration programmes do not meet needs of rural communities.

As such, we hope that our municipal, provincial and federal political representatives will be able to attend the event. Their attendance will acknowledge how Wellington County taking a lead on important issues identified at a recent workforce forum, more specifically advocating for a Provincial Nominee Programme specifically designed for rural communities to fill employment gaps. In addition, the summit will act a starting point for identifying organizations and individuals in the County who are interested in immigration issues and who could participate in the planned

community consultations.

Page 61 of 92 Project Objective Deliverable Timeline Talent 1. Newcomer Summit: Organize 1. Complete funding requirements for 2019 Attraction an event that includes 2016 Ministry of Citizenship and and immigrant entrepreneurs, Immigration grant including; organize Development employers, economic immigration summit and complete development practitioners, final reporting/ministry requirements. the local business community to highlight economic importance of immigration to Wellington County. 2. Complete funding requirements for 2019 2. Employer Toolkit: Develop an 2017 Ministry of Citizenship and employer toolkit for County Immigration grant including; develop, businesses to attract/retain print and distribute the toolkit, raise immigrant workers. Show awareness/present about the toolkit, case current best practices and complete final reporting/ministry used by employers in Guelph- requirements. Wellington 3. Wellington Advertiser 3. Publish a series of 3-4 articles in the 2019-2020 “immigration” series”. Write Advertiser. Use articles as marketing a series of articles about materials for external stakeholders immigrant entrepreneurs in such as the Peel Newcomer Centre Wellington County to that have immigrant business highlight 1) their economic programs. Promote Succession contributions to the region Matching project. and 2) business opportunities for immigrant entrepreneurs in the region. 4. Advocacy. Immigration 4. Organize a meeting with employers 2019 programmes do not meet the and political leadership and submit a economic needs of rural formal position paper (?) to the communities. Employers federal government about the need to have concerns but do not change immigration programmes. know who to contact or what actions can be taken to let Citizenship and Immigration Canada and political leadership in the County aware of these realities and how they impact local 5. Organize meetings for the main 2019-2020 economies. economic sectors in the County 5. Employer networking including manufacturing, agriculture, meetings. Sectoral meetings and transportation/logistics. to discuss the critical issues currently facing employers and determine how we can provide assistance, resources, updates on labour force trends and housing. 28

Page 62 of 92 6. Employer immigration 6. Develop recommendations for 10 2019-2021 support. Work with employers. Provide full support to 6 employers who are currently employers who are willing to requesting immigration commit/use immigration programmes advice. Pursue companies to help them bring workers to the that have expressed an County interest but have not reached 7. Develop a sustainable partnership out yet. with 1-2 schools. Connect with 7. Upper Grand District School guidance counselors, participate in 2019-2021 Board partnership. Promoting resource days, speak to students on a employment opportunities in regular basis, survey stakeholders to Wellington County to high determine their awareness of job school students. openings in the local community. 8. Develop a housing plan to 8. Develop a plan that outlines: explore how to encourage - Strategies to encourage building of the development of homes values less than $400,000.00. accessible housing. Data is - Strategies to increase the rental stock needed to highlight how in the County to ensure lower-wage 2019 housing connects to the workers, students and newcomers to broader economic health of the community have housing options. the region. - Recommendations for short- 9. Promote entrepreneurial term/immediate solutions for opportunities in Wellington employers who need to house County, encourage new workers. 2020

talent to become - Recommendations for working with entrepreneurs. Partner with multiple stakeholders

agencies such as the Peel 9. Develop marketing campaign to Newcomer Centre (PNC). educate, positively influence and 2020-2021 10. Connect immigrants in change the mindset of employers to Guelph with Wellington understand the new labour market. County Producers, to Clear marketing of how Wellington showcase local buying County can assist with talent options (e.g. Taste Real attraction.

partners). 10. Raise the profile of business 2021 11. Employers understand and opportunities in Wellington County use new mediums to attract and assist with introductions.

and retain labour (use social 11. Develop some type of innovative media in a meaningful way, mechanism to connect IS-GW clients provide intergenerational to businesses in a training). sustainable/accessible way.

12. Monitor the metrics of the 12. Develop an assessment template to 2019-2021 live and work programme. document/track number of employer visits, worker inquires, website hits etc.

Page 63 of 92 5.2.2 Marketing Wellington County to Future Workers

Project Objective Deliverable Timeline 1. International recruitment 1. Find 5-10 workers who would qualify 2019 “pilot”. Use social media and for immigration programs and connect print ads to promote local them with employers in Wellington employment opportunities in County. Guide employers through the American. Goal is to find immigration process. workers willing to immigrant for employment in hard to fill sectors. 2. Organize stakeholder roundtable 2. “Brandon Manitoba” project. discussions. Develop a system to share 2019-2021 Gauge the how “welcome” resources and immigration related communities in Wellington information. Create a mini community County are to newcomers. assessment on the readiness and invitingness of newcomers.

3. Develop ways to make it 3. Create Information packages for new easier for newcomers to talent (living/working). move to Wellington County, 2021 find employment and engage with entrepreneurial opportunities.

4. Awareness to business and 4. Develop workshops for employers in community of changing the area of social media, labour market and future immigration programmes and 2020 talent. intergenerational training.

5.3 SUPPORTING BUSINESS Establishing a rapport and delivering good customer service is essential for further valuable engagement. Together with the municipalities, the County has conducted several Business Retention and Expansion (BR+E) programmes, interviewing businesses and using the data to inform its economic development initiatives. BR+E is a community-based economic development programme that focuses on supporting existing businesses.

BR+E is responsible for shaping present and future activities, including signage, incentives through the County Community Improvement Plan, downtown business mix analysis and downtown events.

Downtowns are the heart of our community and having a healthy heart is essential to having a strong place to call home, to visit or to set up shop. The 2016 BR+E downtown and retail survey as well as the Roger Brooks International Assessment identified Business Attraction as a key activity for the County to pursue. Downtown Development is the process of improving the economic, physical and social well-being of a community's traditional town centre by:

 Strengthening local business and encouraging investment from building and property owners;  Creating enjoyable public streets and spaces animated by a variety of creative and civic activities; and

Page 64 of 92  Providing work and living opportunities that respond to people's needs across a spectrum of ages and interests.

Economic Development staff will follow the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) Downtown Revitalization Programme (DR) as it suggests key activities and best practices. 5.3.1 Wellington County’s Travelling Business Advisor The Business Centre Guelph-Wellington (BCGW) is one of 56 Small Business Enterprise Centres across the province with the mission to be the gateway to business ownership through experiential and practical supports by business owners. We believe in providing practical advice, coaching and training to those seeking to start and grow businesses, from experienced business owners. In short, “We Build Entrepreneurs.”

As a Business Enterprise Centre, we are seeking additional ways to deliver service to people in communities outside of the main urban area of Wellington County. To meet our objective, we are asking to partner with the Economic Development office of County of Wellington, to provide community specific advice, coaching and training to the members of the community who wish to start and/or grow their own business. The Business Advisor is Residence Program is comprised of three elements: one-on-one consultations; coaching and training; and, events and information sharing.

1. Providing the services of a Business Advisor to all of Wellington County, rotating township offices on as needed basis (for example, Mount Forest and Hillsburgh and Rockwood) for a minimum of 1 day per month for a 12 month period. The advisor will be available to provide consultations to anyone from the community with questions about business start-up or growth. BCGW will take the administrative responsibility of booking appointments for each township by means of our central office in Guelph. ($400/day x 3 rotating townships x 12 months = $14,400 value) 2. Provide a suite of essential Business Development seminars and workshops in rotating communities to guide/support entrepreneurs from the idea stage into implementation with the goals of becoming a viable and sustainable business; ultimately contributing to the economic development of Wellington County. These workshops were designed to build upon each other and include the following sequence: a. Stepping into Business – a full day seminar that covers an overview of the steps involved with starting and running a business in Ontario. ($800/trainer x 3 sessions = $2400 value) b. Start to Success – This five week programs participants a series of workshops that breaks down the process of creating a business and building a business plan into six well defined stages. At the completion of this series participants will have the knowledge needed to develop a business plan. One session in Wellington North and a second session in Wellington South ($1600 x 2 =$3200) 3. Provide printed materials for an Information kiosk in each community. 4. Total value is equal to the $20,000 investment made by County of Wellington.

In addition and in support of a countywide drive to support continued economic development in the region, the Township of Centre Wellington and BCGW have partnered to create a small business centre location in Fergus to provide advisory services including local access to the various programs that support and grow entrepreneurs. The office will be located in the former tourist information office at 160 Provost Lane. The space will be staffed from 10:00 am to 4:00 pm from Monday to Friday beginning on May 7th, 2018 and is accessible to all of County of Wellington residents by appointment.

For a Business Advisor in Residence program to be effective, BCGW asks the County of Wellington to make available the following: 31

Page 65 of 92  Suitable office space within the township locations to allow for confidential discussions with clients.  Access to larger boardrooms for training/workshop purposes  Internet access for the Business Advisor while in town providing service to the community.  Administrative/logistical support (if needed) for when advisor is in the township offices.

REPORTING To ensure the return on investment for County of Wellington, BCGW will submit a report of the activities and outcomes of the Business Advisor in Residence, to the Director of Economic Development, Jana Burns, on a semi- annual basis. The metrics reported will include:

 Number of consultations during the period  Industries/sectors representation  Number and type of referrals made  Number of new business starts/expansions  Data in regards to gender/age stats  Projected/Actuals in Business revenues  Potential/ Actual for job creation

In closing, we value the investment that County of Wellington has made in BCGW to date and look forward to enhancing our partnership by finding new ways to build and strengthen the entrepreneurship ecosystem in the region. 5.3.2 The Community Futures Development Corporations The County of Wellington continues to support the efforts of its local Community Futures Development Corporations. The Saugeen Economic Development Corporation is mandated to provide services to Minto and Wellington North while the Wellington Waterloo Community Futures provides coverage to the remaining five municipalities in Wellington County. Meetings were held with both Executive Directors to determine how the County and the organizations could support each other now and in the future. The results are below:

Saugeen Economic Development Corporation Wellington County will support the Saugeen Connects programme, which involves support from the two northern Wellington townships and has the Corporation as its lead. This programme includes business support services to women, youth, immigrants and businesses seeking support with succession planning. Saugeen was successful in receiving $34,000 to develop its youth and succession projects. The County has committed $5,000 to support training for business plan development and marketing support for women of minority, low income, single parent and women with limited mobility. The Corporation is working with the County’s Talent Attraction Lead, organizing two bus tours in 2018 to aid newcomers in investing and purchasing a local business and developing the local labour force. The Corporation will provide fast fact sheets for the tour and is involved in the Succession Matching programme.

Wellington Waterloo Community Futures The WWCF provides minutes for all municipal economic development group meetings and supports the following projects:

Western Ontario Wardens’ Caucus – Southwestern Economic Development Strategy input and the development of a $2M Federal funding application which provides $1.2M distributed via the Community Futures network across southwestern Ontario and $800,000 in regional WOWC project funding.

Page 66 of 92 Business Gaps in Wellington County – providing dedicated staff to conduct merchant and customer interviews in Wellington’s downtowns. Also providing data analysis support and a seat on the project management table.

Business support services to Wellington County businesses – given the close relationship between the County and the WWCF, when the County consults with a new investor or existing business looking to expand, the County will recommend the services of the WWCF. These services include one on one coaching, training workshops and networking opportunities. 5.3.3 Innovation Guelph Innovation Guelph (IG) provides mentorship and business support programmes and services that help innovative enterprises start, grow and thrive. The organization works with local businesses generating more than $1M in revenue ($500,000 considered) in the food, manufacturing, software and processing industries. IG has a no charge Gear Up programme for start-ups that provides two hours of mentoring to scalable companies. Should they not have a business case, they would be referred to the Guelph Wellington Business Enterprise Centre. A further programme, Supercharger, is available to coachable clients who, upon a successful pitch, are provided ten hours of mentoring.

Since 2016, the County contributes $20,000 in funding to subsidize the Fast Lane programme. This programme provides up to 15 hours of business coaching at the place of business and 50% fund matching of suggested strategies, typically to do with efficiencies, revenue growth and hiring strategies. The County funding is required as expert coaches are often having to drive significant distance to meet with the entrepreneurs. The County funding also helps with the visibility of the organization in rural Wellington, for example, with the SWAP Talk programme. The County has worked with IG to host its Taste Real workshops, referred clients to IG and spoken to the Board about the BR+E results in Wellington County.

As part of this Plan, the County met with IG’s Anne Toner Fung, Executive Director, to discuss a closer working partnership based on each other’s needs. Innovation Guelph hosts regional meetings at 8:30am on the last Wednesday of each month and the minutes are of great value to learn of local and provincial initiatives and business support services. The organization also works closely with the Great Triangle Angel Network (GTAN) where angel investors and venture capitalists in Waterloo and Mississauga visit IG and have expressed interest to see more women and more businesses outside of the IT sector. This presents an opportunity that the County and IG would like to pursue over this Plan’s period. Former Deputy Minister of Agriculture, Deb Stark, also working with the County on the Smart Cities initiative, is now on the Board of IG.

Another opportunity for closer interaction is with the Reverse Collision programme of IG. When new companies locate in Wellington County, IG can assist by coordinating a trade show of local suppliers and other potential business partners to the company, in an effort to assist both the company in their procurement and the local economy. 5.3.4 Invest Well – Wellington County Community Improvement Programme (CIP) Governments offer public funds to help incent proposed private economic development projects in order to strengthen the community’s economic viability. Incentives can take a variety of forms such as tax breaks, building supporting infrastructure, grants or marketing. The County, similar to other jurisdictions, use these incentives to pursue economic goals of industry diversification, job creation, housing stock growth and business retention and expansion. As recommended by the Government Finance Officers Association, the County developed a policy that focuses on broader decision making criteria and processes, rather than specific details for assessing project proposals. This plan was supported by the many municipal and business consultations and eventually led to the creation of a unique incentives programme that addresses countywide priorities. The Ministry of Municipal

Page 67 of 92 Affairs stated that the County developed “a well-planned document that effectively puts the impetus with the member municipalities to achieve countywide objectives while at the same time supporting member municipal priorities and contexts.” Companies expect to have their business far outlive economic incentives provided to them. And often, as experienced in Wellington County, incentives are the catalyst for expansions or building improvements that would not have happened, or not to the degree, without the incentives. The Ministry noted that the additional Community Futures loan is innovative and that our CIP encourages this type of coordination, contributing loans to supplement outside of the max contribution by the County.

Similar to other CIPs but unique because it is at the regional level, Wellington’s Invest Well Programme is a planning tool, a framework that sets out tools and strategies for the physical revitalization and beautification of defined areas of a municipality. Through Invest Well, the County is able to provide financial incentives to private landowners and help fund improvements to certain types of buildings and properties. To create a successful programme, steps will be taken in 2019 to develop a marketing strategy, monitoring programme and actions to celebrate the investment and success of participating businesses. Project Objective Deliverable Timeline

CIP 1. Clear and easy to use programme based on 1. A Countywide Implementation established countywide priorities. CIP that is in in 2019 2. An efficiently marketed and monitored CIP. synch with 3. A CIP that assists with housing and infrastructure gaps. member 4. An innovative approach that will attract and retain municipal CIPs. business. 2. A dedicated 5. Encourages the development of underutilized and established employment lands. County CIP 6. Incentives align with our Downtown Development fund. goals. 3. A measurable 7. Green build incentives. marketing and 8. Bonus loan fund from Community Futures to offset monitoring cash flow shortages. plan.

5.3.5 Growing Local Food and Agriculture - Taste Real Programme Guelph Wellington is a region deeply rooted in agriculture, with a long tradition in food preparation and processing. The Taste Real programme helps to build connections within the region to make it easy for residents and visitors to access local food and local food experiences. As of January 2019, the programme has 155 local partners, including farms, farmers’ markets, retailers, restaurants, wholesalers, caterers, organizations and supporters.

Over the years, the programme has played a crucial role in developing a thriving local food sector in Guelph Wellington. Taste Real has been recognized for its leadership and various initiatives on a provincial and federal level.

The programme is thriving to provide applicable and valuable support to local farm and food entrepreneurs in order to increase opportunities for residents/visitors to engage with local businesses.

Taste Real’s initiatives include activities on the business-to-business side, as well as public education. This means creating connections in between consumers and producers, educating about local agriculture and, with increasing demand, connecting the public to opportunities to increase food skills (food preparation, preserving and growing). 34

Page 68 of 92 The programme has implemented significant changes in 2018 based on the outcomes of the Wellington County Food Tourism Strategy, Roger Brooks International Destination Development Assessment and feedback collected from partner businesses. We further plan to implement these recommendations as reflected in the proposed 3 year action plan.

Business Support

Taste Real aims to support food and farm businesses of all sizes and budgets while ensuring to keep the brand authentic and tied to Wellington’s unique local food and drink landscape. While some business support can be generic to the local food sector, we understand that different groups within the partner base benefit for a more targeted approach, in line with their unique audience or business model.

Network Building

Based on best practices and experiences, a key role of the programme is to provide a platform to foster more collaborations and connections of businesses along the value chain. This results in a stronger county-wide local food network as well as the development of unique Wellington tastes, products and experiences.

Promoting Wellington County

A key component of the programme is showcasing Wellington County as an excellent place for local food experiences, for visitors and locals alike. In an ever-changing marketing and communications landscape, it is imperative to use a variety of effective, contemporary channels and tools to engage with the audience and drive more business to local farm and food locations.

Events and Engagement

In addition to established annual public Taste Real events, we are looking for further exciting opportunities and events to celebrate Wellington County food and our taste makers, as well as to increase engagement and brand recognition on a local level.

Page 69 of 92 Project Objective Deliverable Timeline Taste Real 1. Maintain an 1. Streamline application process to become a Taste 2019 to Programme accessible, Real Partner (no fee) to increase partnership base 2021 inclusive and support businesses of all sizes. programme with 2. Host networking and educational clear participation workshops/events. requirements 3. Survey businesses to create opportunities that pertaining local match needs. food to maintain 4. Create Resource Section on Taste Real website authenticity. with Business/Food resources, such as a list of 2. Provide applicable commercial rental kitchens. and targeted 5. Consult with applicable businesses and assist in support to food expanding their market. and farm 6. Support similar businesses within the Taste Real businesses. Network (i.e. CSA farms) through targeted 3. Facilitate network initiatives and tools. building, foster 7. Publish Taste Real Local Food Map (biennial). collaborations and 8. Maintain Taste Real Website as hub for easily the development accessible information for all things local food. of new food 9. Create a food tourism publication ‘Best of Local tourism product. Food Guide’. 4. Market Taste Real 10. Develop local food itineraries and ‘best of’ lists for programme visitors and residents to explore effectively utilizing (seasonal/themed). new tools and 11. Optimize marketing and communications channels to initiatives. Utilize effective tools and channels (i.e. creatively influencers, Instagram) with a focus on story promote local telling and video. food. 12. Create an image library to better support 5. Showcase and individual businesses. celebrate local 13. Continue hosting established Local Food Events: food through Spring and Fall Rural Romps, Local Food Fest and events. develop further event opportunities, that 6. Build Taste Real showcase, celebrate and educate about local brand recognition food. through increased 14. Increase implementation of sustainability presence and initiatives at events and activities. branded materials. 15. Host marketing /awareness campaigns such as: 7. Provide Eat Up Your February, Holiday Food and gift guide opportunity for 16. Increase presence through print materials, collaborations branded merchandise and booths/kiosks at with farmers’ markets and events. regional/provincial 17. Work closely with municipalities and local partners and initiatives to compliment local programming: programmes Butter Tarts and Buggies, DMOs. County Library, WCMA, Local festivals and events, local organizations. 18. Increase Taste Real business participation in Wellington Signage Programme.

Page 70 of 92 19. Collaborate with regional and provincial partners to provide value to partners such as: Foodlink Waterloo Region, culinary Toursim Alliance, RTO4, Innovation Guelph, OFA, OMAFRA, Headwaters Tourism, Greater Golden Horseshoe Food and Farming Alliance, Greenbest, WWCFDC, 20. Market opportunities through Farmlink, succession matching etc.

Page 71 of 92 5.3.6 Hillsburgh Library The Hillsburgh Library project has allowed the integration of economic development opportunities in a new County space. The Hillsburgh Library Kitchen is outfitted with commercial equipment and adjacent to a meeting space and outdoor space, allowing for business and community programming. Rentals are managed by Hillsburgh Library staff and support is provided by Economic Development to help grow the use of the facility. Rentals will be tracked and monitored to help with marketing and programmed development.

The next steps for the kitchen space include marketing, building awareness with local groups about the rental space, engaging local food businesses to utilize the space and encourage the development of small/medium scale events on the grounds. Hosting County meetings and events to showcase the space. Where appropriate, Taste Real could partner with local groups/organizations to host food business workshops.

Project Objective Deliverable Timeline Hillsburgh 1. Create an open and accessible 1. Commerical kitchen and meeting Kitchen Library Project space for community space. available engagement and business 2. Programming for rent development 3. Coordinate a local business advisor 2018 2. Provide a usable space 1x/month with set hour 3. Active the community to engage the space. 4. Tie in Taste Real 5. Innovative programming

Page 72 of 92 5.4 PLANNING FOR THE FUTURE 5.4.1 Employment Land Assessment and Intensification Study The County Official Plan provides the overall vision and policies for managing growth, protecting resources and promoting economic development. It is a comprehensive planning document with a long term vision that directs and guides the County in land use policy and physical planning. It establishes an upper tier policy framework that provides guidance to local municipalities in land use planning decisions and in the preparation of local official plans. The Growth Plan requirements include conformity of the County Official Plan with the Growth Plan by 2022. This necessitates the County and all Greater Golden Horseshoe municipalities, to undertake a Municipal Comprehensive Review (MCR), as part of Section 26 of the Planning Act. In preparation for the County’s Official Plan conformity exercise, under the 2017 Growth Plan, the Planning department and Economic Development division will undertake an employment land assessment and intensification study as part of the Review. This study would act as a guidance document in understanding our employment land conditions, incorporating future needs and preparing the main intensification areas for growth.

In August, the new Provincial government placed a pause on activities and the Ministry of Municipal Affairs commenced working sessions. A summary of their findings and recommendations are to be reported to all Greater Golden Horseshoe municipalities in early 2019. While there is no guarantee from the Ministry that there would be changes to the Growth Plan, they were keenly interested in the municipal and stakeholder comments. As shared with the Planning Committee in January 2019, it is unclear if and what the overall changes will be to guidance material, new regulations or through actual policy revisions to the Growth Plan.

In WMEDG discussions, over a number of years, there has arisen a need for reviewing vacant industrial land across the county and assessing the reallocation potential of such properties within the county. There have also been discussions on whether lands outside the urban boundary that may be appropriate to deal with future growth. For example, Centre Wellington is running low inventories of available industrial/commercial properties. While the township has such designated land for future expansions, road allowances, etc. many are not conducive for industrial land development. With respect to looking at any boundary changes or employment land redesignations, the Growth Plan requires undergoing a Municipal Comprehensive Review. As part of the County’s MCR, a County Planner could participate in a WMEDG meeting to explain the MCR process and the need for creating sustaining a balance of employment and residential land across the entire county.

The following are areas of preliminary interest for the land assessment and intensification study:

1. What employment land do we have and with what features? 2. What employment land will we need in the future and with what features? What by-law and Official Plan changes need to be considered to encourage development of the lands? 3. How are we encouraging the types of businesses we want? Ie: local food restaurants instead of chains, industry clusters where a business has what they need close by and we are less vulnerable as an economy. Use custom origin survey. 4. How we know which businesses are planning on retiring? How do we track those? How do we help them? How do we attract new investors? 5. How do we find new farmers? Whereas a Dutch immigrant seeking a farm has the support of the existing Dutch community in Wellington County, how do new immigrants do it? Hipster farming? 5.4.2 Downtown Development In 2014 and 2017 the County completed three Business Retention and Expansion (BR+E) initiatives. This included almost 400 business surveys from various sectors and areas of the county. The County subsequently won two international BR+E awards for its initiatives. Part of the BR+E results suggested the need to survey the 39

Page 73 of 92 downtowns specifically and commit to re-establishing downtowns as the centre of communities. This work was initialized in 2018 with the County hiring Roger Brooks International, who completed a thorough assessment of each of Wellington County’s downtowns followed by a suggestions report and several presentations of the results. The information was extremely well received, with business improvement areas, chambers and municipalities having made further investments to continue the implementation work. The County continues to cover the cost of the Destination Development subscription to online resources for its communities. It is not the County’s intent to tell the municipalities how their downtowns should look. Rather, we are here as a support, providing research, perspective and incentives for property owners.

In 2018 the County also led a series of custom origin surveys in the downtowns, partnering with the municipalities and the WWCFDC. With a total of 1,600 surveys and the assistance of OMAFRA’s software, the County is privy to a large collection of data to aid in understanding why people travel downtown, where they’re coming from, what’s missing and what their impression was. This work is part of phase one of the County’s downtown development research to enable local economic developers to understand business gaps and inform investment attraction efforts. With a combination of first-hand data collection and the use of data sources such as Environics, the County will be able to produce a map of the trade area for each downtown core, demographic information on residents, as well as consumer purchasing habits.

PHASE ONE - Data Collection

 Customer Origin Survey  Business Mix Analysis  Trade Area Analysis  Business Visits

Customer Origin Survey - a technique used to determine where consumers live, thereby identifying the size of the community trade area as well as the geographic area not being served by local business. In order to collect an accurate trade area, consumer data must come from a representative sample of consumers.

Business Mix Analysis - identifies current functions, commercial structure and potential business opportunities. Conducting a Business Mix Analysis provides a useful snapshot of the number and types of businesses located in a community as well as any vacancies. It will also identify gaps in available services or businesses, allowing for targeted business attraction. The County will commence this work in 2019.

Trade Area Analysis - a geographic area that points to where the majority of consumers reside (75-80%). Trade areas and municipal boundaries do not usually align because the trade area is based on consumer behaviour. This means that demographic information based on the municipal boundaries may not accurately represent the characteristic of consumers. Within any trade area, businesses can be classified based on consumer behavior, the three types are convenience shopping, comparison-shopping, and destination shopping. The County will commence this work in 2019.

PHASE TWO – Market Report

The Market Area Report and Market Threshold Analysis will allow economic development to identify gaps, strengths and opportunities as well as recognize the size of market necessary for a business to survive. Through this work, the County will have a better understanding of our consumers, residents and visitors further supporting the retention, expansion and attraction of business in our community.

Market Area Report identifies the trade area, providing demographic information on current and potential customers for the downtown retail and service industries. Information includes daytime population, household 40

Page 74 of 92 demographics, age distribution, income distribution, family structure and marital status, educational attainment, purchasing habits and job occupations.

Market Threshold Analysis examines business opportunities in terms of number of businesses the market could bear, total sales and square feet of occupied business space.

It makes strategic sense to direct our attention to our downtowns. As the heart of our communities and the centre of a lot of economic exchanges, it is worth examining what can be done to encourage their strength. The County’s development of a Community Improvement Programme, providing incentives to property owners in the downtowns further emphasizes this support.

How do we measure our success?  Follow up on DDA use  Incent via CIP and WWCFDC downtown loan  Brand awareness (Fergus Scottish)  Hits on experiencewellington.ca  Signage (new tourism signs, new blade signs)  County and EDO downtown walkthrough with checklist (ie: Is the “bad” being corrected - posters in storefronts)  Downtown ratios - New business is filling business gap (ie: Minto restaurants)  Tripadvisor  Anecdotal  Downtown events and attendance  Brochure holders

Page 75 of 92 Project Objective Deliverable Timeline Business 1. Better understanding of 1. Modified BR+E regular 2018 Retention local economic conditions business visit programme Roger Brooks and and business plans for both or walking programme. International: Expansion County and Municipal 2. Quarterly updates about  Wellington County (BR+E) partners. Where is the local development activity Community growth in Wellington (new business, housing Assessment and County, what industries are data, and Presentation experiences a downward commercial/industrial  Suggestions and pressure on hiring and activity). Findings Report why? 3. 18 month follow up phone  Action Plan 2. Business inventory, number calls to BR+E businesses of employees, size of (FDI, downtown/retail). Business Attraction Data business (sq footage) 4. Vacant land and buildings Collection: acreage. listing (how successful has  Business Mix 3. What do businesses in the site been? Analysis Wellington County need 5. Employment area business  Customer Origin that they don’t have or survey and employment Survey cannot currently find? density review.  Trade Area Analysis 4. A follow up process for 6. Wellington County Profile  Business Visit County and Municipal that can be promoted to Programme business enquires for businesses and groups, information, concerns and profile can be provided to Invest Well Community expansion help. new-to-Wellington Improvement Plan: 5. Highlight and celebrate the companies and employees,  Invest Ready successes of local either general or tailored Incentive Package businesses. to company.  Invest More Grant

6. Working with the 7. Go out to our industrial Programme WWCFDC, local parks with 10 questions municipalities, chambers, survey including density 2019 BIAs etc to develop actions questions for Planning Business Attraction Data

tied to the BR+E findings. 8. Customer orientation Collection: 7. Roger Brooks assessment survey  Resident Satisfaction 8. An updated inventory of 9. Resident satisfaction Survey available lands and 10. Roger Brooks downtown  Business Visit buildings, review of strategy and action plan Programme website impact. for the County and

9. Understanding of Foreign individual downtowns Business Attraction Direct Investment and large Marketing: employer impacts.  Downtown Marketing Strategy o Targeted Business Attraction o Market Threshold Analysis

Page 76 of 92 Business Gap 1. Gain knowledge as to 1. Business Gap Analysis for 2020 Analysis which businesses are Wellington County missing locally coordinated by County 2. Understand natural and WWCFDC. business turnover vs. 2. More complete severe business gaps and understanding of what is opportunities for growth missing in Wellington and investment. Which County. (use Analyst) businesses are a concern 3. County and municipalities for long term economic create sell sheets to stability? attract gap businesses. 3. Think big picture and be 4. Customer origin data and strategic about filling supply chain info within gaps and attracting the Business Gap Analysis. sector specific 5. Determine approach businesses, County and 6. Results we want?? municipalities are prepared to discuss gap business investment opportunities. 4. County uses the Analysis to think big picture - what would we love to have in Wellington that would fit with existing conditions (ie: A spa/health retreat centre in the countryside of Wellington County). 5. Provide support that is more efficient to small and medium sized manufacturers. 6. Integrate customer origin data and supply chain information within the Business Gap Analysis.

Page 77 of 92 5.4.3 Housing for the labour force – An Exploration County Economic Development works to facilitate the growth of the local economy. Part of this job involves talent attraction. This job is hampered by a lack of housing, relative to median incomes, and by a lack of rental stock in Wellington County.

In 2017, 551 new homes were built across the county. While the number of units actually decreased, the construction values increased – hence bigger, more expensive homes. A national trend, existing home values have also increased substantially. According to 2016 Canadian Census data, the average cost of housing in Wellington County is $453,244. The current cost of housing in Wellington County makes homeownership unaffordable for many residents.

The median after tax household income in Wellington County (including the City of Guelph) is $70,728. A household is considered to be affordably housed if they spend less than 30% of their income on shelter. A median after tax household in the County can afford to spend $1,768 per month or $21,218 per year on shelter. Assuming current mortgage regulations of a 5% down payment and in the context of an average house price in the County, a household would need to have a down payment of approximately $24,117. The mortgage payments, at a 4% interest rate with a 25-year amortization, are approximately $33,260 per year or $2,771 per month. Based on these calculations, the current the cost of housing – excluding related expenses such as home insurance, taxes, utilities etc. a household would have to earn at least $110,855 (with access to savings/down payment) to afford home ownership in the County. Based on these calculations, the current the cost of housing – excluding related expenses such as home insurance, taxes, utilities etc. is approximately 34% higher than the recommended threshold of 30% of household income.

While this situation persists in many parts of the province, it is exacerbated in Wellington County by the proximity to the Greater Toronto Area and the Kitchener-Waterloo region. GTA residents are selling their properties in the city and purchasing locally, further increasing the demand and values locally. In a similar vein, the price of housing in Kitchener-Waterloo is considerably higher than in Wellington County making real estate in our area extremely attractive. Developers of new homes in Wellington County are building what makes business sense. Based on preliminary discussions with local developers, there currently is no business case for developing homes at a value less than $400,000.

The rental market in Wellington County faces similar pressures. The current vacancy rate for rental units is 1%, a figure considerably lower than the recommended 3% rate identified as necessary for a healthy market. Approximately 16% of the housing market is rental stock in Wellington County, but when examined by municipality some areas are as low as 7%. Due to the increasing house prices, property owners are seeing the opportunity of financial gain and selling their properties, displacing the renters currently living in them and further decreasing the rental supply.

While this situation could be left to the market, there is a significant underlying risk attached to this course of action. The high price of housing has displaced a portion of the labour force that can no longer afford to live in Wellington County. For example, a July 2018 CBC article called “Renaissance of Elora, Ont. puts housing pressure on long time locals” documents how some residents have been detrimentally affected by the rising real-estate costs, and are unsure if they can afford to stay in the place they have always called home. This issue is compounded by the region’s low vacancy rate and lack of rental stock. In effect, people cannot afford to buy a home and there are very limited opportunities to rent.

The risk revolves around labour and industry. Workers, whether young professionals, families, students, or immigrants, cannot find a place to live locally. By extension, industry and businesses cannot find workers. This

Page 78 of 92 creates incredible vulnerability for a community, especially one that has significant traditional sectors such as manufacturing and agriculture, and a growing service/tourism sector.

Objective – to establish what, as a leading regional municipality, we can do to encourage the development of homes priced at less than $482,345.00. To increase the rental stock in the County to ensure workers, students and newcomers to the community have housing options, and there is a short-term/immediate solution for employers who need to house workers. We also need data to build an economic development case for available housing to highlight how it connects to the broader economic health of the region, and strategies/recommendations for working with developers, municipalities, Community Futures, Credit Unions and others to implement an economic development solution or option to this dilemma.

Current activities to support the initiative/study:

 Secondary/Accessory units (granny flats)  Community Improvement Plans  Vacancy tax rebate  A Place to Call Home: A 10-year Housing and Homelessness Plan for Guelph-Wellington (2018)  Land Assessment and Intensification Study (2019)

Page 79 of 92 Project Objective Deliverable Timeline Housing 1. Provide housing options for the 1. Work with employers to create 2019- Options local population and employers smaller living units for professionals, 2020 (rental units, starter homes) first time home buyers and seniors to 2. Be able to attract new talent to invest in our communities. the community and have 2. County to encourage land owners and places for them to reside. developers to build affordable 3. Meet workforce needs and housing. provide the option to both live 3. County to involve realty industry as and work in the community. they have the most to gain. 4. Understand the incentives and per sf cost of developing alternative housing (Quality Developments Inc.) 5. Housing strategy (Planning as seen in WN Growth Strat)

5.4.4 Commuter Profile – Can we keep skills local? In 2001, approximately 4.8 million individuals, or one-third of the Canadian workforce, crossed a municipal boundary in their travel to work.ii Rural and small town workers are not major contributors to jobs in larger urban centres. However, commuting, to a large extent, is no longer just an urban phenomenon. Economic realities have required that The WWCFDC and the County have for years been watching commuting patterns in Wellington County, specifically, the increase in the number of workers leaving the county daily for work. We would like to look at the profile and skills of commuters leaving the county daily for work. The purpose of this research would be to understand what portion of the commuters could actually not have to commute by offering solutions such as shared spaces and using technology. This would be a problem posed to the private sector to solve. Building up a database of the skills and educational qualifications of Wellington County commuters has the potential to enhance our efforts to attract business to the county. Undertake a commuter survey. Labour force commuting patterns? What skills are leaving and where are they going? Would they stay if there was a communal economic space? 5.4.5 Engaging Youth If we want to know what the future of Wellington County should look like, we should direct our attention to our youth. This means listening to and recognizing the value of youth in our communities. A few municipalities are inviting young voices to influence their programming. The County would like to further encourage municipalities to have youth provide their ideas and innovations by providing tools to explore how to gain this input. The County could, for example, create an entrepreneurial fund for youth organizations in the community. This may be a youth council, a BIA, Rockwood’s game club or a 4H club, for example. The objective is to create spaces to engage in the community, opportunities for youth to get involved, build mentorship opportunities and encourage youth to be entrepreneurial. Flexibility and ease of access so youth can participate, learn and make it their own. While the structures are different in each community, this is fine. Youth in Northern Wellington feel their local youth action council gives them more fulfillment and connection with their community than their school board. On the one hand the strain of developing community events are typically on a segment of local volunteers and it often does not change hands to the youth of tomorrow. Opportunity for the County and member municipalities to have longevity in our programming and in our opportunities. Part one is engagement, part two is an offering.

A rural youth engagement coordinator to enhance our programmes to rural youth. 46

Page 80 of 92 Role: 1. Where are youth currently interacting in our communities? 2. How entrepreneurial are they? Are they 3. Ask the school board how to engage young people to provide input to our programming or to our events? 4. Taste Real? 5. Find ways to engage with youth Volunteers are getting more difficult to find and young people could be better engaged in their own community. Get engaged! Go to high schools and talk about Taste Real, specific festivals that need volunteers. Talk about local job opportunities. 6. Provide a welcome and intro to the community of newcomers’ children. 7. Engage kids in discussions that are relevant to them (what are your passions and how could we integrate them to make the community better, healthy lifestyles, mental health, the community, events).

What is the County’s role with respect to youth? Do we empower the municipalities to begin the engagement with you? Do we provide seed funding?

5.4.6 Rural Transportation Rural transportation options are needed to help making Wellington County accessible for residents and to ease workforce transportation challenges. Existing mobility options in the County are limited. Community care agencies (Fergus Elora Senior Trans, VON, East Wellington Community Services, etc.) provide services using a combination of paid and volunteer drivers, however, these services do not meet the current demand and they are focused on seniors and persons with disabilities. These agencies provide approximately 35,000 trips per year which are primarily focused on health-care related transportation needs and the social service needs of low income seniors. Most trips are delivered by volunteer drivers using their own vehicles. Agencies are experiencing challenges finding additional volunteers to provide services and/or finding additional funds to meet the growing demand. The County currently funds community care agencies for the administration of the transportation programme as well as mileage for volunteer drivers.

Focus areas: 1. Access to employment 2. Access to medical appointments and services 3. Access to education 4. Inter-regional connectivity 5. Access to downtown cores 6. Newcomers

Objectives:  Provide mobility to residents of Wellington County to access employment, education, services and medical needs  Address the labour force needs of employers in the County by providing connections to key industries  Better understand how many people are interested in working but are limited by lack of transit.  Attract newcomers considering moving to Wellington but either unable to purchase a vehicle, pay the high costs of taxis or ride a bicycle to their place of employment or study.  Promote additional connections to employment, services and specialist medical appointments in Guelph  Provide existing community care agencies with access to a mobile app to improve the effectiveness of existing resources. 47

Page 81 of 92 To accomplish the above noted objectives, the County of Wellington will enter into a partnership with RideCo to develop a customized mobile app to more effectively provide demand responsive transportation for all members of the community in the County. The partnership with RideCo will allow the County to provide cost effective mobility in a large rural area where it is not feasible to implement a fixed route transit bus.

The mobile app would be downloaded to a driver’s smartphone, and the driver would receive real-time information on their pick-up and drop-off times and locations. The app works with a back-end platform which constantly takes in trip requests made by customers and recalculates in real-time the most effective vehicle to deliver the service. The mobile app is programed to facilitate ridesharing, and will prioritize trips to customers at times where they can be accommodated by near-by vehicles. The app will also constantly recalculate, in real- time, the driver’s manifest, adding in last minute trip requests or moving existing trip requests to more cost effective vehicles. The goal would be to make the best use of the vehicle’s capacity by increasing the number of passengers per trip, while maintaining a good level of service for customers. Unlike other TMC services, the RideCo App has been designed to promote sharing of rides in low density areas. It does this by allowing the County to set the parameters in which service is received. As an example, a parameter may be set that requires clients to book their trip with at least a half hour to an hours’ notice of their preferred travel time. The RideCo app will then calculate the most cost effective vehicle to deliver the service and any passengers that can also be picked up using the same vehicle. The customer may need to travel a little longer or leave a little sooner than expected to accommodate the sharing of rides. The customer will also be provided a pick-up window to allow RideCo to schedule other trips using the same vehicle. The pick-up window would narrow and become more accurate the closer customer is to their desired pick up time, eventually reporting the vehicle’s location and arrival in real-time.

The RideCo mobile app can be used by both paid drivers that operate on a schedule and ‘casual’ drivers that use their own vehicles and operate on their own schedule. This includes residents using their private vehicles, taxi cabs, public transit buses, vehicles used by community care agencies and community care volunteer drivers.

The County applied to the Ontario Ministry of Transportation, requesting $499,550 to provide the above service, but has not received notification of the request status. Several recent meetings with the County’s largest employers emphasized the urgency in testing this form of transportation, as many employers are having difficulty attracting and retaining workers due to this issue. It should be noted that employers have taken other measures to ensure competitive salaries, flexible work shifts and additional perks. While this issue is not limited to Wellington County, we exhibit a high number of large employers with large staff and high turnovers and could invest in transportation to analyze the cost benefit after each year of service. Council will need to decide whether to provide the service in lieu of receiving the grant. To offset the municipal contribution, provincial Gas Tax Funding is available to municipalities that provide transportation services. A report will be provided in January Committee.

5.4.7 High Speed Internet in Wellington County Reliable internet access is an important aspect to attracting and retaining business and residents to Wellington County. Wellington County is a contributing member to the Southwestern Integrated Fibre Technology (SWIFT) Network, whose objective it is to build a high-speed fibre optic network across the southwestern Ontario region.

Page 82 of 92 In parallel to the SWIFT objective to procure infrastructure in summer 2019, the County would like to be proactive in securing other financial or partnership opportunities to enable internet coverage across Wellington County. These activities include:

1. The Director of IT and Director of Economic Development have met with local telecommunication companies (TelCos) to understand their business strategy, areas next on their list for buildout and to learn of challenges they face in their process. Companies met with in 2018 are Mornington Communications, XplorNet, Wightman Communications, Standard Broadband, Bell Canada, Eh! Tel and Packetworks). Notes from the meeting will next be summarized and reviewed. 2. In line with the Smart Cities Challenge, the County would like to better understand what restrictions farmers face from using technology in their operations. The specific needs may differ for farm classification, but farms and farm technology options are immense. The County would also like to speak with the rural community to discuss open access and backhaul. To ensure the strength of the sector locally, the County plans to host an agricultural roundtable and initiate this discussion. 3. Explore a possible pilot project where a technology, offered by the private sector and a telecommunications carrier partner to test specific solutions on site. This may result in opportunities such as proving the need for 5G.

Project Objective Deliverable Timeline

High Speed 1. Develop a reliable internet 1. Active member in SWIFT project 2019 Internet in infrastructure in Wellington 2. CIRO survey to identify current onwards. Wellington County. internet connectivity speeds County 2. Meet the current and future 3. Meet with Telcos to understand their needs of business. business and how we can make their 3. Better internet service to business easier in Wellington County. residences for resident 4. Identify whether and how retention and attraction. opportunities beyond SWIFT internet 4. Where is there an buildout are possible. opportunity to lay conduit or give municipal right of way, we do so, to facilitate the backhaul.

Page 83 of 92 5.4.8 Smart Cities Challenge: Circular Food Economy in Guelph Wellington Challenging communities across Canada to use technology and data to improve lives and solve problems, Infrastructure Canada began the Smart Cities Challenge. The County of Wellington and the City of Guelph proposed a project that used community collaborations, the use of data, technology, and local expertise, to work towards making Guelph-Wellington Canada’s first circular food economy.

In June 2018, Guelph-Wellington was named a finalist in the challenge and was awarded $250,000 toward the development of the final bid and chance to win one of two $10 million prizes. With the final application and in- person pitch due on March 5, 2019, Guelph-Wellington is well on its way to implementing and encouraging circular food practices in the region. The final winners will be announced spring 2019.

The project is branded as “Our Food Future, Guelph-Wellington – Canada’s first food smart community”. The project vision includes three goals by 2025:

• 50% increase in access to affordable, nutritious food. • 50 new circular businesses and collaboration opportunities; and • 50% increase in economic revenues by reducing or transforming food waste.

Smart Cities activities have included numerous departments at both the County and the City, stakeholders including the university, school boards, business support agencies, community organizations and a variety of local businesses. The project has been promoted locally and there are opportunities to promote the project on international stages.

Page 84 of 92 5.5 PROMOTING WELLINGTON COUNTY 5.5.1 Destination Development and Regional Marketing Establishing Wellington County as a destination will assist in attracting visitors, new residents and businesses. The overall goal of Experience Wellington is to build an attractive and genuine resource for those looking for information about Wellington County. The current online presence at www.experiencewellington.ca is focused on the annual guide and online calendar. Redevelopment of experiencewellington.ca website will build upon what is currently offered and expand information regarding events, accommodations, shopping opportunities, activities, established trails and things to do. The site will allow users to connect with programmes like Butter Tarts and Buggies, Taste Real, Fergus Elora Tourism and Grand River Conservation Authority and provide visitors/residents with the tools needed to enjoy their time in Wellington County. With a strong website we will be able to build a social media plan to promote reasons to visit the area and create opportunities for local businesses to generate revenue.

Building a marketing strategy around signature experiences and assisting businesses with product development will strengthen local offerings and attractiveness of the region. The annual Festival and Events guide will continue as a printed marketing piece and other printed materials will be explored to best reach new markets. These marketing pieces will be enhanced with social media campaigns. Food and culinary experiences offers a chance to highlight local food and strengthen the agricultural and food strength of the region.

Area host for FPT Summer 2020, a video will be developed for the Quebec conference in 2019 showcasing Wellington County for the 2020 conference. This is an opportunity to showcase the area, promote activities, events, day trips and things to do outside of Downtown Guelph.

Project Objective Deliverable Timeline Destination 1. Awareness of signature experiences 1. Website maintenance and review. Beginning Development in Wellington County. 2. Tourism operators workshop to in 2019 and Regional 2. Awareness of businesses/products develop programming, show Marketing that need development. inventory, market the region and 3. Awareness of what means we figure out how to work together. should use to market Wellington 3. Pop-up tourism kiosk – what to do County. while you’re here (at arenas 4. What does Guelph/Wellington look during tournaments) like as a destination? How can we 4. Stand alone tourism/ecdev leverage our proximity and displays resources? 5. Festival and Events Guide shifts to 5. How does the Elora Mill further an Experience Wellington develop our market, how can we promotion piece. help promote and support primary 6. Tracking – local businesses ask and secondary businesses patron whether they are here for 6. How could we use our lure piece to tourney and provide points for attract creative professionals? visiting. Include libraries and 7. Get involved more with Fergus Elora museums. Tourism/RTO/Destination Next 7. Invest in search engine 8. How do we encourage eat shop optimization (SEO) to increate stay? website visibility. 9. Elevate accommodations in the area

Page 85 of 92 5.5.2 Marketing and Promotion of Wellington County

Project Objective Deliverable Timeline Promotion of 1. Promoting Wellington as an 1. Festivals and Events Guide Wellington attractive place to live 2. Increased social media presence. County 2. Highlighting local events and 3. Attendance at events. activities. 4. Most instagramable spots in 3. Showcasing businesses and Wellington County. community to an outside audience. 5. Best of Taste Real publication. 4. Building recognition of Wellington County Brand 5. Build on culinary tourism, development, storytelling, highlighting leaders, CIP to attract new investment, we need more and better 6. Elora/Fergus as the anchor – build on that outwardly for daytrips and promotion 7. Map out our best things to do, what are we currently telling people and what are we missing

5.5.3 Countywide Signage Wellington County has many sites and activities that draw visitors and residents to and throughout our expansive geographic area. There are over 300 festivals and events annually and tourism generates much in visitor spending and is vital to the health of a county and its member municipalities. Visiting Wellington is not solely about the individual destinations one may visit, but about the overall experience one has and the places one remembers. The 2012 Wellington Economic Development Strategy identified the need for a coordinated signage system in the county as well as the need for entrance, directional and highway signage within the county. Further, the 2014 Countywide Business Retention and Expansion project resulted in 50% of businesses total (278) identifying signage as the focus activity for the County to be addressed within 5 years. The 2015 development of an overall signage philosophy and graphic standard provided valuable information and communicated the need for a signage programme that met the following goals:

1. Differentiates Wellington County from neighbouring municipalities 2. Highlights the experiences and destinations in the community 3. Instills a sense of pride for residents 4. Safely and effectively directs people to their destination The signage strategy, titled This Way to Wellington, identified the following four areas of signage to meet the above goals:

1. Primary Gateway (limestone feature entrance signs, not yet installed, similar to 401 signs, planned for 11 entrance locations such as CR 124 west of Guelph) 2. Gateway (majority county entrance signs installed 2018) 3. Community (ie: Harriston 2km to the right) 52

Page 86 of 92 4. Tourism (ie: Highland Pines Campground 5km to the left) County Economic Development staff have been working in the first two areas, such that 31 total 9’ by 5’ gateway signs have been installed in addition to the replacement of two 15’ by 8’ provincial highway 401 signs. Due to Economic Development staff shortage, there has been a delay in the planning and installation of the primary gateway signs, scheduled to resume in 2019. Since having soft launched the County tourism signage programme last year, the County has 5 participating 2018 businesses and 10 requests as of January 2019. Tourism signage generates revenue only to offset manufacturing, install and maintenance costs. Tourism signage costs a business $250 per sign per year (3 year contract) and costs the County $1,900 for manufacturing and install. Community signage planning will also begin in 2019.

Project Objective Deliverable Timeline

Countywide 1. Business Retention and 1. Countywide signage 2017 Signage Expansion project resulted plan Signage Strategy Programme in 50% of businesses 2. Tourism directional identifying signage as the signage programme.  Implementation of the focus activity for the 3. Marketing of Signage Programme County to be addressed programme.  Marketing and within the next 5 years. 4. Design and build communication of the Follow up on response to plan primary Signage Programme signage in next BR+E. gateway signage. 2018 and 2019 2. A programme that covers 5. Monitoring of Installation begins all of Wellington County. programme. 3. A process to highlight  Gateway Signs destinations in the  401 Gateway Signs County.  Tourism Signs 19 with 26 4. Continually monitor panels uptake and cost. Marketing 5. Resident survey or  Actively market and anecdotal feedback. promote the Tourism Sign 6. Market/advertise the Programme signage brand to build  Work with the Taste Real awareness via social Programme to ensure media, cross Authentic Regional Food communication with CIP Experiences are promoted marketing. Installation 7. RTO4 and RTO6 tourism direction signage input.  MTO Primary Gateway Signs (4)  Upgrade existing Gateway signs to Primary Gateway Signs  Tourism Signs Marketing

 Actively promote and market the tourism Sign Programme

Page 87 of 92 6.0 Data Collection And Metrics 6.1 DATA For informed decision-making. Project Objective Deliverable Timeline Data 1. Online has been cleaned up on the 1. Data sources premise that less is more, including 2. CRM system facts, data, anecdotes and 3. Programme metrics imagery/video. 4. Share data with 2. Informed decision making municipalities and Wellington 3. Reliable and consistent data departments 4. Organized, sharable overview of enquiries with follow-up capability

Wellington County Network (beyond the municipalities): Wellington Waterloo CFCD, Saugeen CFDC, Business Centre Guelph Wellington, Innovation Guelph, OMAFRA, University of Guelph, City of Guelph – how do we engage, work together and support one another, and show metrics for those interactions?

In 2018, the County invested in socio economic data to better understand our communities. Since inception, we have been collecting and analyzing data, which we supplement with the conversations we have to make qualified decisions on initiatives. The data is also shared with our member municipalities and agencies. In the municipal surveys Centre Wellington remarked that “accurate and timely data, research and analysis is critical to all partner municipalities and that the County is well-positioned to provide this cross-county work.”

The County has access to the following data sources:

EMSI ANALYST Analyst is an online tool that pools data from a range of sources to provide information on regional economies and workforces. It helps you better understand your region so you can make informed decisions, including:

 find out what industries set your region apart or make it more competitive  track the flow of money within a geographical area  see trends like hiring patterns or sales increases in a particular industry  find labour force and wage comparison  benchmark your community against other regions  predict the effects of changes in a regional economy

Source of Data:

 Canadian Business Patterns (CBP)Census Data  National Household Survey (NHS)  Survey of Employment, Payroll and Hours (SEPH)  Labour Force Surveys (LFS)  Canadian Occupational Projection System (COPS)  CANSIM demographics  Postsecondary Student Information System Education Data (PSIS)

ENVIRONICS ANALYTICS

Page 88 of 92 Data that is available for every six-digit postal code in Canada (about 800,000 areas), plus aggregations for all census geographies (dissemination areas, census tracts, census subdivisions, census divisions, census metropolitan areas, provinces and national). The data can easily be aggregated and expressed for any custom geography and all databases are updated annually.

Source of Data:

 Demostats  Envision  DaytimePop  HouseholdSpend  CensusPlus  FoodSpend  Social Values  BusinessProfile  Vividata

TOWNFOLIO A community profile network used by municipalities and businesses to access hard-to-find public data and discover local opportunities across the country.

Source of Data:

 Census (1996, 2001, 2006, 2011, 2016)  Ontario Stats  Alberta Municipal Census  Saskatchewan Health  Manitoba Health  Companies  Taxation  3rd Party Providers (2016)  Jobs Bank Canada  Transportation  Incentives  Utilities  Housing  Education  Quality of Life

Page 89 of 92 6.2 ECONOMIC DEVELOPMENT METRICS The following is a list of metrics to be considered when reporting and evaluating Economic Development programmes and activities.

Advocacy Opportunities Job Board Engagement Applications Received (approved/rejected) Job Created Part Time Assessment Growth Job Creations Assistance Follow-up Job Development Average Family Income Job Growth Average Household Income Job Numbers Average Salary/Wage Jobs Created full time Building Permit Numbers Jobs Maintained Building Permit Numbers - Agricultural Local Labour Market Data Building Permit Numbers - Commercial Marketing Outreach Building Permit Numbers - Industrial Marketing Reach Building Permit Numbers - Institutional Marketing Reach Building Permit Numbers - Residential Municipal Tax Building Permit Value New Apprenticeships Building Permit Value - Agricultural New Business Building Permit Value - Commercial New Business Investment Attracted Building Permit Value - Industrial New Development - internet lines, towers Building Permit Value - Institutional New Development Agriculture Building Permit Value - Residential New Development Commercial Business Closures New Development Industrial Business Directory Changes New Development Institutional Business Engagement New Developments Residential Business Expansion New Residential Permits Business Improvements New Strategy Development Business Market Expansions New Transportation Options Business Product Development Number of Opportunities Business Visits Online Engagement Collaborations Online Tracking Commercial Vacancy Rates Outreach Numbers Distribution Numbers Population Economic Impacts in Key Industries Programme Participants Economic Value of Development Programme Uptake Economic Value of Expansion Real Estate Reports Employee Counts Retail Vacancy Rates Employment Land Availability Revenue Generated Employment Land Sales Service Improvements Enquiries Social Media Engagement Enquiries received Student Jobs Enquiry matches Succession Numbers Event Participants Support Agency Metrics 56

Page 90 of 92 Funding Applications Received Survey Results Funding Disbursed Target Industry Development Funding Granted Tax Assessment Funding Leveraged Tax Base Impacts Households Trade Show Activity - meetings Housing New Builds Trade Show Activity - network development Housing Prices Transportation Revenue Housing Rental Rates Transportation Ridership Housing Rental Vacancy Rates Types of Assistance Housing Stock Development Unemployment Rate Infrastructure Improvements Value of membership (i.e. OFC) Infrastructure Investment Workforce Internet Access Youth Engagement Internet Improved Service

6.3 ENQUIRY PROCESS County of Wellington Economic Development receives enquiries on a daily basis via direct contact, through municipal partners or referring organizations. When an enquiry is received, their information is input into an excel sheet. The following information is gathered:

 Date of enquiry  Name  Organization  Municipality  Contact (email, phone)  The reason they have reached out  Who followed up and what the resolution was  And the category (ex. business support)

On average, the County receives 23 enquiries a month. To date we have not seen a reason to invest in a client record management (CRM) system.

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i Esses, Victoria M., Leah K. Hamilton, Caroline Bennett-AbuAyyash and Meyer Burstein 2010 “Characteristics of a Welcoming Community” report prepared for Integration Branch, Citizenship and Immigration Canada. ii Rural Commuting: Its Relevance to Rural and Urban Labour Markets Spencer Harris, Alessandro Alasia and Ray D. Bollman, Statistics Canada. Rural and Small Town Canada Analysis Bulletin. Catalogue no. 21-006-X. Vol. 7, No. 6 (September 2008).

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