EAST HAWKESBURY FINAL REPORT Table of Contents BUSINESS CLIMATE BUSINESS CLIMATE...... 36 General Perception of the Community 03 as a Business Centre ...... 36 A WORD FROM THE MAYOR ...... 4 Change of Business Stakeholders’ Perception INTRODUCTION...... 5 of the Community Over the Last Three Years...... 37 DEFINITION OF “BUSINESS Review of Key Community Business Factors ...... 38 RETENTION AND EXPANSION” ...... 5 Level of Satisfaction for Each Service...... 40 ACKNOWLEDGEMENTS...... 6 Industry Perspective of Community Businesses ...... 42 BUSINESS PROFILE Annual Sales...... 44 Use of Technology by Community Businesses...... 46 BUSINESS PROFILE...... 8 Business Procurement...... 48 Type of Business Ownerships and Operations...... 8 Cooperation Between Businesses ...... 49 01 Core Business Market...... 9 Community Advantages and Disadvantages...... 50 Involvement of Business Owners in Daily Operations...... 10 Major Changes Within the Business Community Forecasted Over the Next Five Years...... 51 Place of Residence of Owners...... 10 Support for the Implementation of Operations...... 52 Number of Years in Business Within the Community...... 11 Business Climate - SWOT...... 53 Number of Years in Business of Current Owners...... 12 Business Plan...... 13 Property Title of Primary Facilities...... 14 Business profile - SWOT...... 15 FUTURE PROJECTS FUTURE PROJECTS ...... 56 WORKFORCE PROFILE Future Business Plans ...... 56 04 Expansion ...... 57 WORKFORCE PROFILE...... 18 Future Plans - SWOT...... 62 Number of Employees per Business, Including Owners...... 18 02 Overview of Permanent and Temporary Jobs...... 19 Change in the Number of Employees Over the Last Three Years ...... 19 Review of Workforce Attributes...... 21 Recruitment Difficulties ...... 23 Recruitment Methods for New Hires ...... 26 MAJOR FINDINGS ACTION Retention of Employees...... 27 Participation of Businesses in Co-op, Internship AND CONCLUSIONS PLAN and Apprenticeship Programs ...... 28 PAGE 64 PAGE 66 Access to Training...... 30 05 06 Workforce - SWOT ...... 33 A WORD FROM THE MAYOR INTRODUCTION

I would like to thank business owners as well as surveyors in for their The Township of East Hawkesbury, in partnership with the Prescott and Russell Economic participation in the “Opportunités Prescott Development and Tourism Department (PREDT), conducted 49 interviews from May 2017 to et/and Russell Opportunities” project. Your March 2018 with business owners in the community specializing in commercial, industrial, efforts in conducting community interviews agricultural and tourism sectors. Of all businesses listed in 2017, 100 of them conducted operations contributed greatly to ensure the project’s in the four above-mentioned sectors. Considering the survey sample size, our level of confidence success, which aims at promoting the retention is 95% and the margin of error is 10%. and expansion of local businesses. A simple random stratified sampling method was used to ensure adequate representation of target The information collected was analyzed in sectors, prorated by the number of community businesses specializing in these areas. Collected the past months, and a final report was drafted data was then analyzed anonymously by the business community as part of a data review exercise. to help us develop and implement concrete The survey’s response rate is 61%, which was calculated based on empirical research. strategies to better support local businesses and foster the development of our community. In this survey, “region” refers to the United Counties of Prescott and Russell (UCPR), as provided for in Statistics ’s census division and “community” refers to geographic boundaries of the Township of East Hawkesbury, as provided for in Statistics Canada’s census subdivision. Robert Kirby, Furthermore, a comparative analysis of regional and local results serves as a point of reference in this survey. Mayor DEFINITION OF “BUSINESS RETENTION AND EXPANSION”

The concept for “Business Retention and Expansion” (BR+E) is a structured community approach for economic development, which is action-oriented to support business development and economic enhancements. This approach promotes business development by helping communities understand local challenges and opportunities that their business community is faced with. The BR+E concept is structured around confidential interviews with business owners. Collected data is then analyzed and action plans in support of retention and expansion of local businesses are developed to highlight not only weaknesses and threats but also strengths and opportunities. The Ministry of Agriculture, Food and Rural Affairs launched the BR+E concept in 1998 and since then, more than 230 retention projects were developed by hundreds of communities

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT in the province.

4 5 ACKNOWLEDGEMENTS

This project was made possible by the generous financial contributions of collaborators below:

This project was successful with the support of community organizations below:

La chambre de commerce BUSINESS de Prescott-Russell inc. The Prescott-Russell Chamber of Commerce Inc. 01 PROFILE EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

We would also like to thank all 563 business owners who participated regionally in this survey for their contribution and dedication.

6 01 CORE BUSINESS MARKET BUSINESS PROFILE (BI9 – 49 responses)

TYPE OF BUSINESS OWNERSHIPS AND OPERATIONS 25%

(BI1 – 49 responses) 20%

100% 15% 86% National 10% 80% East 30% 72% Hawkesbury 5% UCPR 25%

60% 60% 0% 20% 22% 7% International 50% PROFILE BUSINESS 15% East % of businesses Hawkesbury 40% 40% 10% UCPR

% of businesses % of 30% 4.0% 5% 16% Local 3.5% 20% Regional 20% 12% 0% 7% East 3.0% 0% 6% East 24% 29% 2% 10% Hawkesbury Hawkesbury 2.5% UCPR UCPR % of businesses 0% 0% 2.0% Local ownership Local Franchise Regional, national 51% 59% 1.5% and operations ownership and or international % of businesses 1.0% at one operations at more business branch location than one location or division 0.5% 0.0% East Hawkesbury 2% 4% UCPR Type of properties and operations % of businesses OVERVIEW Locally owned and operated businesses with more than one location have, on average, three properties. These businesses have at least two properties and at most six properties from which they conduct operations. Entrepreneurs in East Hawkesbury operate The majority of franchised businesses have a head office located in the community. mainly at the regional level (51%). Compared to the UCPR, businesses in the community OVERVIEW operate slightly less on local and regional markets. In contrast, In East Hawkesbury, most businesses are locally owned, and operations are conducted they are much more present at one location only. However, compared to regional results, there are fewer business at the national level. However, owners in East Hawkesbury who conduct operations at more than one location as only 2% of entrepreneurs in well as franchised businesses. In addition, there is no regional, national or international East Hawkesbury conduct business branch or division within the community. operations internationally, which

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT represents a 2% decrease compared to other Prescott and Russell municipalities.

8 9 01 INVOLVEMENT OF BUSINESS OWNERS IN DAILY OPERATIONS NUMBER OF YEARS IN BUSINESS WITHIN THE COMMUNITY 2% 7% (BI5 – 49 responses) 36% East Hawkesbury 98% UCPR 93% Over 35 years 25% (BI2 – 49 responses) 10% Involved 26 -35 years 28% Not involved 17% 30% 11-25 years

14% 4-10 years Number of years of Number

OVERVIEW 12% 19% PROFILE BUSINESS 1-3 years 98% of business owners in East Hawkesbury are involved in daily business operations. Compared to the UCPR, results in this respect are slightly more positive in 0% 7% East Hawkesbury. Less than one year 2% 0% 5% 10% 15% 20% 25% 30% 35%

PLACE OF RESIDENCE OF OWNERS East Hawkesbury % of businesses UCPR 2% 23% East Hawkesbury 98% UCPR 77%

(BI3 – 49 responses) OVERVIEW In the community Outside the community

In East Hawkesbury, the majority of businesses have been in existence for over 35 years, which is an indicator of success. OVERVIEW It is possible, however, that many entrepreneurs will be planning for In East Hawkesbury, the majority of business owners live in the community. their retirement or their succession In Prescott and Russell, a little over three quarters of entrepreneurs live in the in the near future. In contrast, the community where their business is located, and one quarter of entrepreneurs live number of businesses established elsewhere. Therefore, only a small percentage of business owners live outside in the past one to three years the community. is much higher than in other

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT Prescott and Russell municipalities.

10 11 01 NUMBER OF YEARS IN BUSINESS OF CURRENT OWNERS BUSINESS PLAN (BI6 – 48 responses) 33% Do Companies Have a Business Plan? Over 35 years (BI4-A – 49 responses) 47% East Hawkesbury NO YES 13% 53% UCPR NO YES 13% 26 -35 48% 52% years 17% 29% 32% 11-25 years

15% 0% 20% 40% 60% 80% 100% 4-10 years % of businesses Number of years of Number 10%

24% PROFILE BUSINESS 1-3 years

2% 10% When Was It Last Updated? Less than one year (BI4-B – 24 responses) 13% 3% 0% 5% 10% 15% 20% 25% 30% 33% Over 5 years East Hawkesbury % of businesses 4% UCPR 4-5 years 14% 33% 5% 1-3 years 50% 31%

Number of years of Number Less than OVERVIEW 1 year 50%

0% 10% 20% 30% 40% 50% In East Hawkesbury, 46% of entre- East Hawkesbury % of businesses preneurs will need to begin succes- UCPR sion planning shortly. Compared to the UCPR, fewer entrepreneurs in the community have been in business for 10 years or less. OVERVIEW

In East Hawkesbury, almost half of business owners do not have a business plan. Though this number is worrisome, it is similar to regional results. It should be noted, however, that business owners in the community who have a business plan tend to keep it updated, at least every three years. EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

12 13 01 PROPERTY TITLE OF PRIMARY FACILITIES BUSINESS 4% 25% East Hawkesbury 96% UCPR 75% PROFILE - SWOT

(BD8-A – 49 responses)

Own Lease STRENGTHS

• 98% of business owners are involved in daily business operations. (BI2) • 98% of business owners in East Hawkesbury live in the community. (BI3) • Business owners who have a business plan keep it updated. (BI4) BUSINESS PROFILE BUSINESS OVERVIEW • 36% of businesses in the community have been in existence for over 35 years. (BI5) • 96% of entrepreneurs own their current business location. (BD8)

In East Hawkesbury, 96% of entrepre- neurs own their current business WEAKNESSES location. • A significant share of business owners operate at the regional level. Diversification of their operations on national and international markets would be beneficial. (BI9) • Compared to regional results, East Hawkesbury has no regional, national or international business branch or division. (BI1) • East Hawkesbury has many businesses that operate at one location only. (BI1)

OPPORTUNITIES

• Many entrepreneurs operate mainly at the national level, and only a few operate internationally. (BI9) • 51% of business owners in East Hawkesbury operate mainly at the regional level. (BI9) • There are many young businesses (one to three years in existence) in the community. (BI5)

THREATS EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • 46% of business owners in the community will need to begin succession planning in the coming years, as they have been at the head of their operations for over 26 years. (BI6) • One out of two business owners does not have a business plan. (BI4)

14 15 WORKFORCE 02 PROFILE 02 WORKFORCE PROFILE OVERVIEW OF PERMANENT AND TEMPORARY JOBS 24% 21% East Hawkesbury 64% UCPR 68% NUMBER OF EMPLOYEES PER BUSINESS, INCLUDING OWNERS

15% 8% (BI7 – 48 responses) (BI8)

Number of employees: 1 to 4 Number of employees: 5 to 9 Number of employees: 10 to 19 Number of employees: 20 to 29 Full-time permanent East Hawkesbury East Hawkesbury East Hawkesbury Eas Hawkesbury Part-time permanent UCPR UCPR UCPR UCPR Temporary/seasonal 80% 25% 20% 8%

70% 7% 20% 60% 15% 6%

50% 5% 15%

40% 10% 4%

10% 30% 3% OVERVIEW 20% 5% 2% 5% 10% 1%

0% 0% 0% 0% 64% of jobs in the community are full-time permanent and 21% of jobs are part-time 69% 41% 15% 23% 15% 16% 0% 8% permanent. The percentage of temporary or seasonal jobs (15%) in East Hawkesbury is very high compared to regional results. Furthermore, the community is in a positive Number of employees: 30 to 49 Number of employees: 50 to 99 Number of employees: 100 to 299 situation because its citizens can access many permanent jobs. PROFILE WORKFORCE East Hawkesbury East Hawkesbury East Hawkesbury UCPR UCPR UCPR 6% 4.0% 2.0% % of businesses

3.5% 5% 3.0% 1.5% 4% 2.5% CHANGE IN THE NUMBER OF EMPLOYEES OVER 3% 2.0% 1.0%

1.5% 2% THE LAST THREE YEARS 1.0% 0.5% 1% (WF1-A – 49 responses) 0.5% Increased 0% 0.0% 0.0% Decreased 2% 6% 0% 4% 0% 2% East Hawkesbury UCPR Unchanged 100%

80% OVERVIEW 64% 53% 60% Compared to the UCPR, there are significantly more small employers (between one and four employees) in East Hawkesbury. In contrast, the number of medium-sized 10% 11% businesses (between 5 and 19 employees) is lower than regional results. Similarly, there 40% are very few businesses in the community that have 20 employees or more. Hence, % of employees % of the number of very small businesses represents an important weakness for 26% 36% East Hawkesbury. 20%

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT 0%

18 19 02 Number of Jobs Created and Lost in the Last Three Years REVIEW OF WORKFORCE ATTRIBUTES Availability of Qualified Workers (WF1-A)

33% 40% East Hawkesbury 24% UCPR 27%

19 50 (WF2 – 49 responses)

Good to excellent Fair 18% 24% Number of jobs Number of jobs Poor lost in the last created in the last three years three years

OVERVIEW Reasons for the Loss and Creation of Jobs

Loss of jobs WORKFORCE PROFILE WORKFORCE • Closing 64% of business owners • Lack of succession in East Hawkesbury do not properly assess the availability • Retirement of qualified workers. Of this • Personal reasons percentage, 40% of owners consider the availability of Creation of jobs qualified workers as “poor”. • Expansion Manifestly, the poor availability of qualified workers is similar • Increase in production levels in all Prescott and Russell • Business growth municipalities. However, this • Additions to current product and service offerings problem seems to be rated • Succession is taking over slightly more poorly in East Hawkesbury than in other (WF1-B) parts of the region.

OVERVIEW

In the last three years, 26% of employers in East Hawkesbury hired new employees; 64% made no change to their existing employee base; and 10% shed jobs. Compared to the UCPR, employers in East Hawkesbury created 10% fewer jobs but managed to retain 11% more positions. In summary, job losses and job retentions were driven by

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT business closings, the lack of succession and high number of retirements, as well as personal reasons. The number of jobs created remains positive (50 jobs created against 19 job losses).

20 21 02 Workforce Stability Ability to Retain New Employees

42% 37% 44% 30% East Hawkesbury 38% UCPR 47% East Hawkesbury 32% UCPR 51%

(WF2 – 49 responses) (WF2 – 49 responses)

Good to excellent Good to excellent Fair to poor Fair to poor

OVERVIEW OVERVIEW 42% of employers in East Hawkesbury consider stability in the workforce as unsatisfac- tory. Compared to the UCPR, results in this respect are lower in East Hawkesbury. 44% of employers in East Hawkesbury consider the community’s ability to retain new

employees as “fair to poor” Compared to the UCPR, this percentage is significantly PROFILE WORKFORCE higher, which represents a prominent problem at the local level. Ability to Attract New Employees

54% RECRUITMENT DIFFICULTIES East Hawkesbury 24% UCPR 33% 50% Are Business Owners Currently Experiencing Recruitment Difficulties?

(WF2 – 49 responses) (WF3-A – 47 responses) East Hawkesbury YES NO 34% 66% UCPR YES NO Good to excellent Fair to poor 45% 55%

0% 20% 40% 60% 80% 100%

OVERVIEW % of businesses

54% of employers in East Hawkesbury assess the community’s ability to attract new employees as “fair to poor”. Compared to the UCPR, employers in the community rate their ability to attract new employees in a slightly less positive way. OVERVIEW

In East Hawkesbury, one out of three entrepreneurs is currently experiencing EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT recruitment issues. Compared to the UCPR, employers in the community are manifestly having much fewer difficulties in this respect, which represents a significant strength for East Hawkesbury. We must remember, however, that most businesses in the community have four employees or less.

22 23 02 What Recruitment Difficulties Are Businesses Experiencing? Are Recruitment Difficulties Specifically Related to the Community or Industry? (WF3-B – 29 responses)

50%

41% 65% 57% East Hawkesbury 35% UCPR 43% 40% 32% 31% 31% (WF3-C – 20 responses) 30% 27% 24% Community Industry

20%

% of businesses % of 10% 10% 3% OVERVIEW 0% Insucient Lack of Lack of Other 65% of employers in East Hawkesbury consider recruitment difficulties to be related to

number of training/ relevant PROFILE WORKFORCE candidates appropriate experience the industry, not the community. Compared to the UCPR, this percentage is higher in skills East Hawkesbury.

East Hawkesbury Recruitment diculties UCPR

Difficult Positions to Fill in the Community Other Stream 1 • Lack of community involvement • Labourer – farm worker (conscientious) • Technician (generator mechanic) • Heavy equipment operator OVERVIEW • Professional agrologist • Heavy truck driver In order of importance, difficulties that businesses in East Hawkesbury are having • Skilled trades are as follows: insufficient number of available candidates, lack of relevant experience, • Cook and lack of appropriate skill sets. Some employers have also raised other concerns, including the lack of community involvement. Stream 2 • Farm worker • Producers managing herds • Machinery operator EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • Waiter

(WF3-D)

24 25 02 RECRUITMENT METHODS FOR NEW HIRES OVERVIEW How Do Business Owners in East Hawkesbury Hire New Employees? Employers in East Hawkesbury most often hire employees through recommendations, 2% (WF4 – 91 responses) 3% personal networks and employment centres and websites. In contrast, they rarely hire 3 % new employees through their company website, employment firms and “Now Hiring” East Hawkesbury 4% Recommendations 29% Personal network posters. Compared to the UCPR, results are very similar. 7% Employment centres and websites 7% Unsolicited résumés Local media RETENTION OF EMPLOYEES 7% Social media Other Do Business Owners Have a Difficult Time Keeping Their Employees?

11% 27% Company website Recruitment firms 81% 83% On-site posters East Hawkesbury 19% UCPR 17%

(WF5-A – 47 responses) PROFILE WORKFORCE

Other Yes No • Intern • Social business • Parish Why Are They Having a Difficult Time Keeping Their Employees? How Do Business Owners in the UCPR Hire New Employees? (WF5-B – 16 responses) 4% (WF4) 4% 31% 4% 18% Recommendations UCPR Salary Personal network 7% 6% Employment centres 16% 27% and websites Competition Unsolicited résumés 9% 19% 17% Social media Local media Seasonal 25% 10% Company website 16% Recruitment firms Work 15% environ- 12% On-site posters ment 18% 19% Other Other

Diculties 23% EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT 0% 5% 10% 15% 20% 25% 30% 35%

East Hawkesbury % of businesses UCPR

26 27 02 Workplace (please specify) If so, please specify. • Odours • Co-op programs provided in partnership with local high schools Other • Internship programs at Macdonald College • Internship programs offered at universities • Candidates' lack of interest (generational shift) • Co-op programs at the Cégep de Saint-Jérôme and Collège Lionel-Groulx • Skill shortages (generational shift) • Co-op internship programs with educational institutions located in France • Young people are more likely to become entrepreneurs (student exchange programs) • Course on food safety (EOHU) (WF5-B) • Course on water and well water analysis • Smart Serve training OVERVIEW • Agricultural businesses specializing in crop production

81% of employers in East Hawkesbury indicate that they have no difficulty retaining If Not, Would Business Owners Like to Receive Information on Co-op, their employees. Those who are experiencing issues in this respect say that this is due Internship or Apprenticeship Programs? to salary, workplaces, lack of interest of candidates and skill shortages among young workers. Compared to the UCPR, results are similar. WORKFORCE PROFILE WORKFORCE 73% 69% East Hawkesbury 28% UCPR 31% PARTICIPATION OF BUSINESSES IN CO-OP, INTERNSHIP AND APPRENTICESHIP PROGRAMS (WF6 – 40 responses) Yes No 84% 63% East Hawkesbury 16% UCPR 37%

(WF6 – 49 responses)

Involved Not involved OVERVIEW

Only 16% of business owners in East Hawkesbury use co-op, internship or apprenticeship programs. These programs are offered by local high schools, colleges, and specialized associations. Of all business owners who do not participate in these programs, 73% are not interested in receiving additional information in this respect. Compared to the UCPR, employers in East Hawkesbury are significantly less likely to use co-op, internship or apprenticeship training programs. EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

28 29 02 ACCESS TO TRAINING Barriers to Receiving Required Training

Are Business Owners Currently Participating in External Training Programs? (WF8-B – 24 responses)

30% 28% 25% 24% 73% 50% 50% East Hawkesbury 27% UCPR 25% 21% 20% 18% (WF7 – 49 responses) 17%

Yes 13% No 15% 13% 13% 10% 10% 10% 10%

If so, please specify. 5% • Health and safety training 0%

• Smart Serve training businesses % of Cost Awareness Awareness Availability Impossible Other

• Training for forklift operators to available to training of on-site to release PROFILE WORKFORCE • Training on process optimization training support training sta programs programs • Training on farm financial management • Online training – administration of drugs and provision of care for animals East Hawkesbury Barriers UCPR • Program on crop management and technique development (pneumatic spraying, qualifications for pesticides and environmental plan) • Training provided by the Association of Ontario Chicken Processors OVERVIEW OVERVIEW

27% of business owners in East Hawkesbury are currently participating in an external training program. Compared to the UCPR, employers in the community have a 79% of business owners in East Hawkesbury 23% lower participation rate in this respect. are not faced with barriers to training. Those who are experiencing barriers in this respect (21%) indicate that availability of on-site training represents a major challenge. Are There Any Barriers Preventing Employees or Business Owners from Receiving Required Training?

21% East Hawkesbury 79% UCPR 22% 78%

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT Other (WF8-A – 48 responses) • Distance Yes • Language No • Unavailable computer equipment

30 31 02 Are There Training Programs or Themes That May Be Useful to Business Owners or Their Employees? WORKFORCE - SWOT

East Hawkesbury 32% 68% UCPR 40% 60% STRENGTHS

(WF9 – 47 responses) • 85% of jobs in the community are permanent. (BI8) • In the last three years, 90% of business owners in East Hawkesbury hired Yes No new employees or made no change to their existing employee base. (WF1) • Business owners in East Hawkesbury have no problem with employee retention. (WF5) • Employers in the community are not faced with many challenges in regard to training but they are not inclined to use it. (WF7) If so, please specify. • 66% of employers in the community are not experiencing any recruitment difficulties. Those who are having issues in this respect say that this is because of the industry, • Management in the administration field not the community. (WF3) • Pest prevention and management, and agronomy • Training on laying hens • Sommelier PROFILE WORKFORCE • Innovative field techniques WEAKNESSES • Training on conflict resolution for young individuals • 69% of businesses in the community have between one and four employees. • Workplace Hazardous Materials Information System The majority of businesses are very small. (BI7) • Heavy truck driver, and air brakes • In the last three years, 10% less jobs were created in the community than in other • License renewal for heavy truck operators Prescott and Russell municipalities. (WF1) • Organic production • Employers in the community are not inclined to register to external training because very few courses are available on-site.(WF7)

OVERVIEW OPPORTUNITIES 68% of business owners in East Hawkesbury did not identify any training programs and/or themes that may be useful. 32% of respondents listed (above) training areas that • Employers in East Hawkesbury would benefit from using different recruitment are of interest to them. Compared to the UCPR, business owners in East Hawkesbury methods to attract candidates from outside communities. (WF4) seem to have a bit more difficulty determining which training programs and/or themes • Support local entrepreneurs in hiring new employees. (WF5) may be useful. • Improve the use of co-op, internship and apprenticeship training programs within the community. (WF6)

THREATS EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • Significant skill shortages. (WF2) • Some employers are having a lot of difficulty attracting and retaining new employees. (WF2)

32 33 BUSINESS 03 CLIMATE 03 CHANGE OF BUSINESS STAKEHOLDERS’ PERCEPTION INTRODUCTIONBUSINESS CLIMATE OF THE COMMUNITY OVER THE LAST THREE YEARS

(BC2 – 49 responses) 22% GENERAL PERCEPTION OF THE COMMUNITY More AS A BUSINESS CENTRE positive perception 14% (BC1 – 49 responses) More 19% 27% negative perception 64% East Hawkesbury UCPR Unchanged

0% 18% 4% 22% 54% 0% 10% 20% 30% 40% 50% 60% 70% 80% 19% 26% East Hawkesbury % of businesses UCPR East Hawkesbury UCPR Excellent Excellent Good Good Reasons Explaining the Change in Perception Fair Fair Poor Poor The favourable change in perception 55% CLIMATE BUSINESS 56% • Welcoming community • Rise in traffic • Promotion of local businesses • Nice place to live • Good social involvement

OVERVIEW The unfavourable change in perception • The municipality is localed between two large rural areas 74% of business owners in East Hawkesbury have a good or excellent perception of the community as a business centre. In contrast, 26% of business owners rated their • Discrete support from local citizens perception as fair. Compared to the UCPR, the number of business owners who rated • Lack of resources for small businesses their perception of East Hawkesbury as fair is slightly higher. • Minimum salary increase • Poor cooperation between the stakeholders responsible for economic development • Stagnating local economy • Pool of population fails to support most businesses (BC2) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

36 37 03 OVERVIEW EAST HAWKESBURY UCPR

In the last three years, 64% of business owners maintained the same perception • Support from the • Support from the municipal of the community; 22% of business owners gained a more positive perception; municipal administration administration and 14% gained a more negative perception. Compared to the UCPR, 5% fewer GOOD • Support from • Support from other business owners gained a more positive perception of the community. In addition, other businesses businesses 5% fewer business owners gained a more negative perception of the community than in other Prescott and Russell municipalities. In East Hawkesbury, a significant • Support from residents • Support from residents number of business owners maintained the same perception of the community • Cellphone services • Cellphone services as a business centre. • Water and wastewater • Internet services facilities • Water and wastewater • Availability of appropriate facilities power supply REVIEW OF KEY COMMUNITY BUSINESS FACTORS • Water and sewer charges • Availability of natural gas • Availability of appropriate • Cost of land power supply EAST HAWKESBURY UCPR • Availability of natural gas *Good to excellent • Quality of life • N/A • Cost of natural gas EXCELLENT EAST HAWKESBURY UCPR BUSINESS CLIMATE BUSINESS • Water and sewer • Cost of land EAST HAWKESBURY UCPR charges • Municipal property FAIR taxes • Workforce • Workforce • Availability of developed land • Availability GOOD • Offices available for lease of developed land or purchase • Offices available for EAST HAWKESBURY UCPR • Process for issuing building lease or purchase permits and developing land • Process for issuing • Fees and development building permits and • Internet services • Cost of electricity developing land *See note 1 charges POOR • Municipal property taxes • Fees and development • Availability of natural gas charges *See note 2 • Local streets and roads • Local streets and roads • Cost of electricity • Regional and provincial roads *See note 3 THREAT and highways • Regional and provincial roads ACTION • Proximity of railway and highways T1-p. 68 and airport services

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • Proximity of railway (BC3 – 49 responses) • Availability of medical and airport services and health services • Availability of medical • Availability of suitable and health services housing units • Quality of life • Availability of suitable 38 housing units 39 03 Notes* : EAST HAWKESBURY UCPR 1. Internet services: i. Poor Internet connection. • Elementary and • Elementary and secondary secondary schools schools 2. Availability of natural gas: GOOD i. Unavailability of natural gas; and • Prescott-Russell Employment Services ii. Interest for natural gas. Centre 3. Cost of electricity: i. Cost of electrical connection is very expensive; ii. Limited availability of three-phase power lines; and iii. Fluctuations in electricity rates. Municipal Services

LEVEL OF SATISFACTION FOR EACH SERVICE EAST HAWKESBURY UCPR Community Services • Planning, engineering, • Planning, engineering, zoning and building zoning and building permits EAST HAWKESBURY UCPR GOOD permits *See note 1 • Health services and approvals • Health services and from sanitary units approvals from sanitary • Childcare services • Childcare services • Police services units • Post-secondary education • Post-secondary education • Fire services NO USE • Police services *See note 2

• Training • Eastern Ontario Training • Library services CLIMATE BUSINESS • Fire services Board Board • Recreation facilities • Library services • Hawkesbury and Region • Hawkesbury and Region • Cultural facilities Chamber of Commerce Chamber of Commerce • Recreational facilities • Parks and green spaces • Prescott-Russell Chamber • Prescott-Russell Chamber • Cultural facilities • Streets and roads repair of Commerce of Commerce • Parks and green spaces • Snow removal • Clarence-Rockland • Clarence-Rockland • Streets and roads repair Chamber of Commerce Chamber of Commerce • Waste and recycling • Snow removal *See note 3 • Vankleek Hill Business and • Vankleek Hill Business and collection • Waste and recycling Merchant Association Merchant Association • Economic development collection *See note 4 • Prescott-Russell • Prescott-Russell services • Economic development Community Development Community Development • Public transportation services OPP. Corporation Corporation ACTION • Contak Staffing Solutions • Contak Staffing Solutions O1-p. 66 • Prescott-Russell Employ- • Prescott and Russell ment Services Centre Entrepreneurship Centre EAST HAWKESBURY UCPR • Prescott and Russell • Prescott-Russell Tourism Entrepreneurship Centre • Prescott-Russell • Public transportation • N/A

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • Prescott-Russell Tourism Entrepreneurial Academy • Prescott-Russell • Eastern Ontario Agri-Food POOR Entrepreneurial Academy Network • Eastern Ontario Agri-Food Network (BC4 – 49 responses) 40 41

03 Notes* : Reasons for Growth and Decline Prospects

1. Planning, engineering, zoning and building permits: Growth prospects i. Dissatisfaction with provisions on land division. • Quality product and service offerings 2. Police services: • Creation of products at the regional level i. Waiting times for the arrival of police officers can be problematic. • Growing demand for available products and services 3. Snow removal: • Stable industry i. Snow removal on UCPR and Ministry of Transportation roads is not consistent; • Consumer demand for organic products ii. Recreation facilities should be renovated; and • Equipment improvements and expansion of land • Next generation of farmers 4. Waste and recycling collection: • Increasing demand for local products i. On a holiday, waste collection occurs the following week — too long; ii. It would be useful to add a recycling centre; and • Growing population – stable market iii. Three areas for farmers to recycle plastic in Alexandria — very good. Decline prospects iv. Container services are not adequate. • Stabilization of markets for select products INDUSTRY PERSPECTIVE OF COMMUNITY BUSINESSES • Weather conditions – climate changes • Competition with big box retailers in nearby villages (BD1 – 49 responses) 42% • Uncertain level of debt 50% Growth 4% OVERVIEW BUSINESS CLIMATE BUSINESS Decline 46% 88% of employers in East Hawkesbury are in stable or growing markets. Compared to 5% the UCPR, entrepreneurs in the community seem to be in more stable than growing Stability markets. Market growth is mainly due to the increasing demand for specific products 8% and services. In contrast, the small market decline is mainly due to competition with 35% big box retailers. Uncertainty

10% 0% 10% 20% 30% 40% 50%

East Hawkesbury % of businesses UCPR EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

42 43 03 ANNUAL SALES Reasons for Growth and Decline Prospects (BD2 – 49 responses) 34% Growth prospects $0 to • Increased marketing with word-to-mouth $99,999 6% • Increased product and service offerings 10% 16% $100,000 • Growing market to $249,999 14% • More efficient marketing $250,000 to 10% • New large-scale contracts $499,999 16% • Quality of products and services $500,000 to • Expansion of product lines $999,999 10% 11% • Growth in other markets $1,000,000 to • Good business reputation Annual Sales $4,999,999 • Acquisition 2% 20% $5,000,000 to $9,999,999 Decline prospects 2% 4% • Retirement $10,000,000 + 16% • Work is dependent on weather conditions Prefer 7% not to • Reductions in the purchase price of raw materials answer • The cost of living is increasing 21%

0% 5% 10% 15% 20% 25% 30% 35% CLIMATE BUSINESS OVERVIEW East Hawkesbury % of businesses UCPR In East Hawkesbury, the majority of businesses achieve annual sales of less than $500,000. This demonstrates that the community has more small businesses. Compared to the UCPR, the number of businesses that achieve annual sales of Estimated Annual Sales in the Coming Year $99,000 or less is significantly higher in East Hawkesbury, which reflects the significant concentration of very small businesses. Similarly, 50% of business owners expect sales (BD3 – 49 responses) to remain stable in the next year; 32% expect sales to increase; and 6% expect sales 32% to decrease. Compared to the UCPR, the share of entrepreneurs in the community 45% who are expecting an increase in sales is 13% lower. In contrast, 8% more entrepreneurs Increase in the community are expecting sales to remain stable compared to those in other 6% municipalities of the UCPR. The expected increase in sales is attributable to quality Decrease product and service offerings, growth in other markets and improvement of marketing 50% 4% strategies. In contrast, the expected decrease in sales is attributable to retirements, im- pacts of weather conditions on operations and decline in value of select raw materials. Unchanged

Projections 12% 42% Don’t know EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT 9%

0% 10% 20% 30% 40% 50%

East Hawkesbury % of businesses 44 UCPR 45

03 USE OF TECHNOLOGY BY COMMUNITY BUSINESSES OPP. Other ACTION O2-p. 66 • Prices associated with robotization and automation of work sectors (BD4 – 49 responses) 4% 18% • Cost of technology Very high • Cost of licenses 30% 31% Please explain. High 34% • Environmental standards changed a lot • Very slow Internet connection - unreliable Moderate • Impossible to register to online training because of an unreliable Internet connection 18% 34% • Temperature control, water and food in buildings Low • The Internet tower needs to be improved to ensure better Internet connectivity 11% 14% • Lack of knowledge on social media and websites Use of technology of Use Very low • Rural location 6% • Lack of service providers

0% 5% 10% 15% 20% 25% 30% 35%

East Hawkesbury % of businesses OVERVIEW UCPR In regard to the use of technology, 64% of business owners in East Hawkesbury consider their use of technology as “moderate to high”. Compared to the UCPR, the number of business owners in the community who consider their use as Are Businesses Experiencing Any Barriers to Information Technology “very high” is 14% lower, and significantly higher for those who consider their use CLIMATE BUSINESS Requirements? of technology as “low to very low”. It should be noted, however, that low speed and high cost of the Internet represent a barrier for some entrepreneurs to use certain technologies. Furthermore, 60% of business owners in the community are (BD5 – 77 responses) 23% 29% experiencing issues related to Internet speed (34%), connection (16%) or cost (10%). No barriers presently 34% Internet speed 16% Internet 25% access 10% Internet 12% cost

Barriers 5% 11% Equipment 8% and software support Knowledge 8% and training 4% 10% Other

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT 5%

0% 5% 10% 15% 20% 25% 30% 35%

East Hawkesbury % of businesses UCPR

46 47 03 BUSINESS PROCUREMENT COOPERATION BETWEEN BUSINESSES

Products or Services That Local Businesses Would Like to Purchase Locally Would You Like to Cooperate with Other Businesses of the Community That Are Currently Being Purchased Outside the Region to Implement the Following?

(BD7 – 79 responses) 14% Products and services purchased outside the community Joint 14% purchases • Specialized products of products 15% • Steel 17% OPP. Collective ACTION marketing • Services of an agronomist for new cultures O3-p. 66 • Specialized machinery for new cultures and distinct farming 16% Workers’ • Veterinarian – services on the farm education 16% 19% • Milling – delivery Networking/ • Food and nutrition – follow-up services Information exchange 35% • Essential services – gas, diesel, electricity 25% • Raisins Not interested 3% • Natural gas 21% • Dairy products and cheese Other • Wholesale maintenance products 4% • Farm clothing (boots to protect against germs) 0% 5% 10% 15% 20% 25% 30% 35%

• Rough lumber and cedar logs CLIMATE BUSINESS East Hawkesbury % of businesses • Farming services and equipment UCPR • Specialized shops • Nurseries • Wrapping products, soap, spices • Grains OVERVIEW • Small fruits – apples The majority of business owners in East Hawkesbury would be willing to cooperate with • Fertilizer, services for robots their counterparts in regard to workers’ education, networking/information exchange, • Local computer technician collective marketing and joint purchases of products. It should be noted, however, that • Heavy machinery mechanic the share of entrepreneurs in the community who are not interested in cooperating • Maintenance of conveyors and handling equipment with their counterparts is 14% higher than in other municipalities of the UCPR. EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

48 49 03 COMMUNITY ADVANTAGES AND DISADVANTAGES MAJOR CHANGES WITHIN THE BUSINESS COMMUNITY FORECASTED OVER THE NEXT FIVE YEARS What Are the Community’s Three Main Advantages According 1. Economic development to the Business People? i. Create support measures to help entrepreneurs offer full-time positions ii. Build a new centre for car mechanics in Ste-Anne-de-Prescott 1 2 3 iii. Have numerous commercial businesses — industries iv. Implement economic development initiatives Excellent Quality of living Bilingualism in geographic (affordable cost the community v. Offer support measures for small businesses location of living, tranquility vi. Create programs to help farmers with the high cost of electricity (highway access and and welcoming vii. Reinforce leadership from the UCPR in regard to economic development activities proximity to Montreal community) viii. Increase cooperation efforts with economic development agencies and Ottawa) ix. Promote the region to increase tourism ADVANTAGES x. Provide incentives for small businesses xi. Offer bank services OPP. xii. Build a gas station ACTION O4-p. 66 xiii. Develop a camping site (CD2) xiv. Attract more businesses 2. Community What Are the Community’s Three Main Disadvantages According i. Provide better guidance for citizens in receipt of social assistance to the Business People? ii. Ensure population growth iii. Make East Hawkesbury better known to people from outside the region BUSINESS CLIMATE BUSINESS 1 2 3 iv. Build a seniors’ residence v. Allow four wheelers to access the recreational trail Community is Limited access Challenges to vi. Build a daycare centre inside the elementary school located far from to utilities attract new larger centres (electricity, natural businesses 3. Infrastructure and public services (small community gas, Internet, water (inefficient i. Ensure access to natural gas and drinking water in the village and unavailability of and sewer services) marketing) ii. Improve Internet speed and connection public transportation iii. Reduce the cost of electricity and allow access to a 3-phase power line services) iv. Improve access to the cell phone network

WEAKNESS

DISADVANTAGES 4. Job creation and labour ACTION W1-p. 66 i. Develop a food centre and commercial kitchen ii. Foster job creation (CD3) iii. Implement initiatives to resolve problems related to labour 5. Municipal Council and Municipality i. Improve the Municipality’s communication on various matters (CD4) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

50 51 03 SUPPORT FOR THE IMPLEMENTATION OF OPERATIONS BUSINESS CLIMATE - SWOT

• Workshops on e-commerce, social media and online content • Marketing and group advertising • Succession planning STRENGTHS • Access to information • Recruitment of procurement businesses and related services • 74% of business owners in East Hawkesbury have a good or excellent perception • Workforce planning, training, and recruitment of the community as a business centre. (BC1) • Enhancement of productivity • In the last three years, 64% of business owners maintained the same perception of the community and 22% gained a more positive perception. (BC2) • Business owners consider the quality of living in East Hawkesbury as excellent

MOST HELPFUL MOST SUPPORT and, overall, they consider the business climate as good. (BC3) • 88% of business owners in East Hawkesbury are in growing or stable markets. (BD1) • The three main community advantages are its location, quality of living • Business plan updating and bilingualism. (CD2) • Marketing seminars • Fairs • Business networking worshops • Export development programs and services WEAKNESSES

• The majority of businesses have annual sales of $99,000 or less. (BD2)

• The three main community disadvantages are its distance from larger centres, CLIMATE BUSINESS

LEAST HELPFUL SUPPORT the lack of utilities such as natural gas, Internet services, high cost of electricity, and small number of businesses. (CD3) (CD5 – 123 responses)

Other • Mentorship • Webinar (accounting, business succession, transfer, legislation and bank/credit union) • Assistance with business sales and current workforce retention • Assistance with the marketing of agricultural products • General community awareness to agriculture • Market development and promotion of marketing • Improved access to information on government grants EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

52 53 BUSINESS CLIMATE - SWOT (CONT'D)

OPPORTUNITIES

• Opportunity to establish a chamber of commerce or a partnership with an existing chamber of commerce. (BC4) • Increasing demand for local products and services (organic). (BD1) • 32% of business owners in East Hawkesbury expect sales to increase due to quality product and service offerings and their expansion in other markets. (BD3) • The share of entrepreneurs who consider their use of technology as high is much lower than in the UCPR, and that is because of low-speed Internet connectivity and inadequate services. (BD4) • 61% of business owners in East Hawkesbury are willing to cooperate with their counterparts in regard to joint product purchases, collective marketing and training, and networking/exchange of information. (BD7) • In the next five years, the business community would like to see more economic development activities, continued cooperation between its members and the Municipality, improvements to infrastructure and public services, community development projects, and initiatives to resolve problems related to workforce. (CD4) FUTURE THREATS 04 PROJECTS • The cost of utilities, such as natural gas and Internet, is considered as "poor". (BC3) • The cost of electricity is considered as "poor". (BC4) • 60% of business owners in East Hawkesbury identified issues with Internet speed (34%), connection (16%) or cost (10%). (BD5) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

54 04 PROJETSFUTURE PROJECTS D’AVENIR OVERVIEW

In the next 18 months, 64% of business owners in East Hawkesbury are not expecting FUTURE BUSINESS PLANS to make any changes in terms of size, whereas 30% of business owners are looking to expand. It should be noted that only 2% of business owners are thinking of reducing What Do Businesses Plan on Doing Over the Next 18 Months? their operations and 4% are thinking of selling. Compared to the UCPR, the share of business owners who are not looking to make any changes to their operations (FP1-A – 49 responses) No change Relocate is 10% higher in East Hawkesbury. Similarly, 2% fewer entrepreneurs are looking Expand Sell to expand. Though most of these factors are positive, impacts of the economic situation and slow community development, ageing of the population and high Downsize Close number of planned retirements should be noted. HawkesburyEast Hawkesbury 2% 4% 64% 30% EXPANSION 5 % Main Reasons Prompting Businesses to Expand Their Operations

0% Main reasons for potential expansion within the community are as follows: 54% 32% 3% 0% UCPR 4% • Very good market – high demand for products; • Market niche (organic) – very poor competition; • Increased demand and product and service offerings; 4% • Quality of infrastructure; 3% • Land acquisitions and construction projects; 0% 20% 40% 60% 80% 100% • Succession – incorporation of family business;

• New product development; and FUTURE PROJECTS % of businesses • Access to new markets. (FP11) What Are the Main Reasons Why Businesses Are Not Planning to Make Any Changes? • Market limitations • New regulations – minimum salary • Significant expansion in the last three years • Limited finances • Owner's age – lack of succession • Uncertain future • Planned retirement EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT • Satisfied with the activity level

(FP1-B)

56 57 04 Impacts of Anticipated Expansion Projects Over the Next 18 Months OVERVIEW (FP12 – 49 responses) 22% In the next 18 months, business owners in the community who are looking to expand Increase of workforce expect to create two jobs and expand their floor space by 2,533 sq. ft., on average, per expansion project. As a result, jobs will be created, processes will be improved, new Reduction 0% 23% lines and products will be added, more client services will be provided and workforce of workforce training requirements will increase. Compared to the UCPR, results are similar, except 12% 0% for the increased capacity of planned expansion projects to lead to the expansion of Enhancement floor space. of employee training needs 16% 18% Increased Intention to Request Support from Federal or Provincial Programs floor area and/or Services to Facilitate Expansion Plans 12% 12% 42% Additional 20% products and 58% lines of East Hawkesbury 80% UCPR products 12% 12% Complementary (FP13 – 15 responses) client services Yes 16% 17% No Process improvements

8% 17% Other Support programs and/or services are listed below: 2%

• Growing Forward 2; FUTURE PROJECTS 0% 5% 10% 15% 20% 25% • Federal Business Development Bank; • Incentives for dairy farms; East Hawkesbury % of businesses UCPR • Subsidies for drainage; • Programs available through the Prescott-Russell Community Development Corporation (Eastern Ontario Development Program and Eastern Ontario Development Fund); and EAST HAWKESBURY UCPR • Industrial Research Assistance Program.

Workforce increase in total 24 jobs 583 jobs

Workforce increase in average 2 jobs 5 jobs OVERVIEW

Increase of floor area in total 7,600 sq. ft. 1,2 M sq. ft. 80% of business owners in East Hawkesbury intend on requesting support through federal or provincial programs and/or services for their expansion project. Compared EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT Increase of floor area in average 2,533 sq. ft. 22,006 sq. ft. to the UCPR, this percentage is 22% higher, thus confirming that entrepreneurs in the community further intend on using these resources.

58 59 04 Interest in Receiving Information on Federal and Provincial Programs and/or Can the Community Help in Any Way with Anticipated Services in Support of Expansion Projects Expansion Projects? 15% 20% 47% 60% 80% 85% East Hawkesbury UCPR East Hawkesbury 40% UCPR 53%

(FP14 – 49 responses) (FP16 – 15 responses)

Yes Yes No No

OPP. ACTION O5-p. 68 OVERVIEW What Can the Community Do to Help? • More peer support in the business community 80% of business owners in East Hawkesbury would like to receive information on • Access to training on human resources federal and provincial programs and services offered in support of expansion projects. Compared to the UCPR, results are similar. • Access to a pool of employees • Easier process for the approval of expansion plans • Access to a more affordable cost of electricity Are Community Businesses Having Issues with Their Expansion Projects? • Improvements to the 3-phase power line and Internet services

64% 80% East Hawkesbury 20% UCPR 36% OVERVIEW

40% of business owners in East Hawkesbury indicate that support from the community (FP15 – 15 responses) would facilitate their expansion. The community can help businesses by improving FUTURE PROJECTS FUTURE PROJECTS Yes access to various municipal services and processes, reinforcing the cooperation in No this respect and reducing processing delays, and by finding solutions to increase the reliability of Internet services and to reduce the cost of electricity.

What Expansion Issues Are Businesses Having? • Financial problems

OVERVIEW

Currently, 80% of business owners in East Hawkesbury are not experiencing any issues

EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT planning their expansion projects. Those who are having issues in this respect (20%) indicated that these are mainly attributable to financing. Compared to the UCPR, East Hawkesbury is in a favourable position as the percentage of entrepreneurs who are experiencing difficulties in this respect is 16% lower.

60 61 FUTURE PLANS - SWOT

STRENGTHS

• 94% of entrepreneurs in East Hawkesbury are either not expecting to make any changes to their business or are planning on expanding over the next 18 months. (FP1) • 80% of entrepreneurs in East Hawkesbury are not currently experiencing any difficulties planning their expansion project. (FP15)

WEAKNESS

• 20% of entrepreneurs who are having difficulties planning their expansion identified issues with financing and workforce recruitment. (FP15)

OPPORTUNITIES MAJOR FINDINGS • Entrepreneurs in the community who are looking to expand expect to create, on average, two jobs per expansion project. (FP12) and CONCLUSIONS • Entrepreneurs who are looking to expand expect to increase their floor space 05 by 2,533 sq. ft., on average. (FP12) • 80% of entrepreneurs in East Hawkesbury intend on using federal and/or provincial programs and services in support of their expansion project. (FP13) • 80% of entrepreneurs in East Hawkesbury would like to receive information on federal and/or provincial programs and services in support of their expansion project. (FP14) • 40% of entrepreneurs in East Hawkesbury say that community support would facilitate their expansion project. (FP16) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

62 MAJOR FINDINGS AND CONCLUSIONS

There are a lot of businesses in the community that have been in existence 1 for over 35 years, which is a strong success indicator.

Though it might be difficult for the community to attract new employees, 2 entrepreneurs in East Hawkesbury are able to retain their employees.

Excellent quality of living and good business climate are the community's 3 main assets.

The community has numerous young companies. East Hawkesbury needs 4 to ensure that proper support is given to these businesses.

Entrepreneurs who are looking to expand intend on using federal and/ ACTION 5 or provincial programs and services, and they would like to receive more information in this respect. 06 PLAN Entrepreneurs in the community are not using services from organizations 1 that provide support for businesses and external training programs.

Poor availability of public utility services (natural gas, electricity and Internet) is the largest challenge for business attraction, retention and expansion, and 2 it has a major negative impact on community growth.

3 Skilled-labour shortages seriously impede the operations of certain businesses. EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

Almost one out of two entrepreneurs will need to begin succession planning in the next few years, as they have been at the head of their operations for over 4 26 years.

64 06

Actions Authorities Partners Priority* Deadline SWOT 1 to 3 W1. The three main community disadvantages are its distance from WEAKNESS larger centres, gaps in utilities, such as • Lobby for natural gas, high-speed • East Hawkesbury — • PREDT • 2020 natural gas, the Internet and electricity Internet Director General 1 (high costs), and the small number of businesses. (CD3)

O1. Seek opportunities to establish • East Hawkesbury — a chamber of commerce or a part- • Establish a volunteer Economic Director General • Business community • 2019-2020 OPP. nership with an existing chamber of Development Committee 3 commerce. (BC4)

O2. The percentage of entrepreneurs who consider their use of technology • PREDT as high is much lower than the • East Hawkesbury — • Member of • Lobby for high-speed Internet. • 2020 regional average because of the low Director General Parliament 1 speed and unreliability of Internet services. (BD4)

O3. Establish a network for joint product purchases, collective • Develop a list of businesses • East Hawkesbury — marketing and training, and • IT department • 2019 on the municipal website. Director General networking/exchange of information. 1 (BD7)

O4. In the next five years, the business community would like to see more economic development activities, continued cooperation • Develop a volunteer Economic • Hawkesbury and efforts between its members and Development Committee. • East Hawkesbury — Region Chamber the Municipality, improvements to • Encourage ongoing communication • 2019-2022 Director General of Commerce infrastructure and public services, with the business community. 3 community development projects and implementation of initiatives to PLAN ACTION resolve issues related to the work- force. (CD4) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

66 67 06

Actions Authorities Partners Priority* Deadline SWOT 1 to 3 O5. 80% of business owners in East • PREDT OPP. Hawkesbury would like to receive in- • Ministry of (CONT'D) formation on federal and/or provincial Agriculture, Food • Keep information on the website up programs and services in support of • East Hawkesbury — and Rural Affairs to date on business expansion and • 2019 Director General their expansion project. (FP14) funding programs • Prescott-Russell 2 Community Development Corporation

T1. Public services, such as natural • Continue strong lobbying efforts • East Hawkesbury — gas, the Internet and electricity (high • PREDT • 2019 THREAT for these services. Director General costs) were rated “poor”. (BC3) 1

*Priority levels: 1 – Urgent, 2 – Prioritized, 3 – Less prioritized. ACTION PLAN ACTION EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

68 69 NOTES NOTES (CONT'D) EAST HAWKESBURY TOWNSHIP / EAST HAWKESBURY FINAL REPORT

70 71 Building tomorrow’s businesses

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