Town of Iroquois Falls

Economic Development Strategic Plan

Prepared by

in partnership with

June 28, 2017

This project is funded by the Governments of Canada and Ontario.

Ce projet est finance par les governements du Canada et Ontario.

Town of Iroquois Falls – Economic Development Strategic Plan

Table of Contents

Executive Summary ...... 1 1. Introduction and Context ...... 5 2. Approach ...... 6 Phase 1 – Situational Analysis ...... 6 Phase 2 – Stakeholder Consultation ...... 6 Phase 3 – Building the Strategic Plan ...... 6 3. Report Organization ...... 7 4. What the Numbers Say...... 7 5. SWOT Analysis Key Findings ...... 9 6. Economic Development Strategy ...... 13 6.1 Vision ...... 13 6.2 Mission ...... 13 6.3 Guiding Principles ...... 13 6.4 Strategy – the ‘Big Picture’ ...... 13 6.5 Goals, Objectives, Actions, and Implementation Plan ...... 14 6.5.1 Goal: Strengthen Municipal Economic Development Capacity ...... 14 6.5.2 Goal: Support Redeveloping the Former Paper Mill Site ...... 17 6.5.3 Goal: Maximize Investment Readiness ...... 19 6.5.4 Goal: Increase Usage of Airport ...... 22 6.5.5 Goal: Support and Foster Growth in the Agricultural Sector ...... 24 6.5.6 Goal: Support and Advance the Tourism Sector ...... 28 6.5.7 Goal: Assess and Act on Opportunities in Other Sectors ...... 31 6.5.8 Goal: Business Retention and Expansion ...... 32 6.5.9 Goal: Encourage and Promote Entrepreneurship ...... 34 6.5.10 Goal: Attract, Retain, Increase Population/Labour Force ...... 35 6.5.11 Goal: Enhance Regional, Provincial and Federal Partnerships ...... 38 7. Performance Measurement Overview ...... 40

Appendix

Demographic and Labour Force Analysis Economic Base Analysis Stakeholder Consultation and Community Survey Results Detailed SWOT Analysis

i

Town of Iroquois Falls – Economic Development Strategic Plan

Executive Summary

The Town of Iroquois Falls engaged EDP Consulting and its partner for this study, Precision Management, to prepare an Economic Development Strategic Plan for the community. The preparation of a new Economic Development Strategic Plan was timely given that the last strategic plan was prepared in 2000 and substantial changes have occurred in the community since that time. Most significantly, Iroquois Falls lost its major employer in December 2014 when the Resolute Forest Products paper mill closed.

The study took place between January and June of 2017, and involved extensive background analyses including demographic and labour force analysis, and economic base analysis; stakeholder consultation consisting of 70 interviews and an on-line community survey with 41 individuals participating; a detailed assessment of strengths, weaknesses, opportunities, and threats (SWOT Analysis); and development of an Economic Development Strategic Plan.

The main elements of the Economic Development Strategic Plan are shown below.

Exhibit 1: Overview of Economic Development Strategic Plan TOWN of IROQUOIS FALLS

Innovative. Diverse. Welcoming. “Iroquois Falls is a welcoming and progressive community with a Vision diversified economy that embraces change, innovation, prosperity, and balanced healthy lifestyle.”

“Iroquois Falls will welcome economic growth by providing a supportive Mission environment, fostering diversified creative economic activity in collaboration with community and regional partners.”

Strengthen economic Support redeveloping Maximize investment development capacity the former paper mill site readiness

Increase usage Support/foster growth Support and advance of airport in agricultural sector the tourism sector Goals Assess and act on Business retention Encourage and promote opportunities in and expansion entrepreneurship other sectors

Attract, retain, and increase Enhance regional, provincial, population and labour force and federal partnerships

1

Town of Iroquois Falls – Economic Development Strategic Plan

The overall strategy is to build Iroquois Falls’ economy and grow its population base by increasing its economic development capacity through creating an economic development officer position and supporting economic development committee; by addressing investment readiness and attraction deficiencies; by supporting future growth prospects in strategic properties and sectors (former paper mill site redevelopment, increased airport use, fostering opportunities in ‘traded sectors’ and potential growth sectors such as tourism and agriculture; and proactively pursuing other opportunities that arise); and by supporting existing businesses and talent with programs and information; while also creating a quality of place that will attract future residents, businesses, and tourists to Iroquois Falls.

An overview of the rationale for the economic development goals follows.

Strengthen Municipal Economic Development Capacity. Municipal economic development is a long-term investment in improving a community’s economy through policies and initiatives that support business and job growth, sector diversification, quality of place improvements, and increase the municipal tax base. Council currently lacks such a staff member or any other guiding body to help with economic development decisions. This puts Iroquois Falls at a competitive disadvantage compared to many other municipalities in Northeastern Ontario. Given the loss of Iroquois Falls’ major employer in 2014 and the development of this new Economic Development Strategic Plan, it is now timely to increase the economic development capacity at the Town through an Economic Development Committee, Economic Development Officer on staff and working more closely with the Iroquois Falls and District Chamber of Commerce.

Support Redeveloping the Former Paper Mill Site: For over 100 years, the community of Iroquois Falls was supported by a pulp and paper company at the former paper mill site. It is now over two years since the Resolute Forest Products company closed its operations and left behind the valuable assets of land, buildings, rail service, Trestle bridge, and an abundant source of water. The site is currently owned and managed by Riversedge Developments, a restorative development company specializing in integrated revitalization of distressed industrial properties. It is in the Town’s best interests to actively work alongside the company to ensure the site is developed in a timely manner that best suits the Town, and results in the greatest economic benefits for Iroquois Falls as a whole. This strategic plan includes objectives for working closely with the representatives of the former paper mill site to identify potential business opportunities for the site and assist in attracting and supporting new businesses.

Maximize Investment Readiness: There is significant competition for inward investment across communities in Northeastern Ontario and elsewhere. To increase the community’s competitiveness in attracting and retaining investment, it is critical that gaps in investment readiness in Iroquois Falls are identified and thoroughly addressed. Lack of investment readiness results in lost opportunities. Other communities are increasing their investment readiness, so to be competitive, Iroquois Falls must be equally prepared and responsive to retain and attract new investment. To meet this goal, it will be necessary for the Town to address inadequacies in investment readiness - develop a new Official Plan and Zoning Bylaw; ensure an adequate supply of industrial and commercial land; assess the supply and demand for industrial land; and support increased access to high-speed broadband, etc.

2

Town of Iroquois Falls – Economic Development Strategic Plan

Increase Usage of Airport: The Iroquois Falls Municipal Airport is managed by the Town and used for health-care transport, air cadet squadrons, and handling private and recreational aviation operations. The airport has some limitations such as lack of a fueling service; however, if the limitations can be rectified, the airport has the potential to actively contribute to the local economy by attracting, servicing, and supporting various industries. The airport is an important asset – one which relatively few small communities possess. It will be important for the Town to determine the technical feasibility of providing a fuelling service, updating the recording system, creation and rental of aircraft hangars, and other development aspects, and to undertake a cost- benefit assessment of these improvements.

Support and Foster Growth in the Agricultural Sector: Agriculture is an emerging growth industry in the Claybelt area and other parts of Northern Ontario. The area has warmed over the last 30 years and is ideal for growing crops and supporting livestock with its longer summer days. In addition, Northern Ontario has become more appealing over the last number of years to southern Ontario farmers who are moving north to find more affordable farmland. Iroquois Falls needs to tap into this opportunity. Iroquois Falls has land suitable for agriculture at the former paper mill site, at various other locations in the community, and potential access for farming on Crown land. While Iroquois Falls presently has relatively few agricultural operations and associated jobs in the agriculture sector in comparison with Cochrane District overall and nearby communities, some farming operations have expanded significantly in the past year. There is strong potential to further develop and grow this sector. OMAFRA is developing a Northern Ontario Agricultural Strategy for release in the summer or fall of 2017. The Town should implement recommendations from that Strategy, as appropriate, providing a supportive policy environment and implementing measures to help grow the sector.

Support and Advance the Tourism Sector: Tourism is an important sector that has the potential for further growth in Iroquois Falls and the broader region. While the broader Iroquois Falls area already appeals to tourists for a variety of activities, Iroquois Falls lacks a focused tourism sector strategy to further develop this sector. The 1995 tourism strategy is significantly outdated. Additionally, Iroquois Falls has a number of gaps in its tourism infrastructure - a low supply of accommodations and a lack of businesses where tourists are typically interested in spending money such as crafts stores, attractions, restaurants, cafes, and small specialty retail stores. Objectives and actions are outlined in this Economic Development Strategic Plan to support and grow the tourism sector, including updating the 1995 Tourism Strategy, and building on the work completed by the informal tourism committee.

Assess and Act on Opportunities in Other Sectors: While it is important to focus on some main sectors, it is also important to be proactive with opportunities in other sectors. Iroquois Falls has long lacked diversity of economic sectors and now must work harder to develop a diversified economic base. It is important that other viable opportunities beyond sectors of focus are supported and new opportunities are identified, assessed, and put into action. Objectives for this goal include being responsive to opportunities in other sectors such as mining supply and support services, mineral processing, film, cold-weather testing, and specific investment development interests that are put forward by potential investors.

3

Town of Iroquois Falls – Economic Development Strategic Plan

Business Retention and Expansion: The retention and expansion of existing businesses is an important part of economic development programs, and tends to be less costly in terms of time and funds to retain and grow the existing economic base than to attract new investment. Supporting retention of existing businesses by ensuring that local issues are addressed could enable businesses to remain as viable enterprises in the community and expand operations. Doing so will help maintain and grow the local tax base. Key objectives for this goal relate to a structured Business, Retention and Expansion (BR&E) program, providing a supportive policy environment for businesses, encouraging residents to ‘buy locally’, and ensuring businesses are aware of available training and funding programs.

Encourage and Promote Entrepreneurship: Entrepreneurship involves creating a business idea and turning that idea into a real business – creating new goods and services based on new technologies, innovative ideas, or simply unsatisfied market demand. As Iroquois Falls has transitioned from primarily a one-company town, supporting entrepreneurship will be a key part of its economic development and critical to the development of a vibrant and creative local economy. In supporting entrepreneurship, it will be important that entrepreneurs are connected with existing regional entrepreneurship development, funding, and training programs.

Attract, Retain, Increase Population/Labour Force: Some businesses such as retail and service commercial enterprises will only be attracted to Iroquois Falls once the residential base has been further developed. While existing residents would like more amenities and Council would like a bigger business tax base, this is unlikely to occur in the retail and service commercial sectors until demand for services increases. Accordingly, attracting more residents is a logical step in helping to expand the local economy. Increasing the population base will also likely result in a larger and more diversified labour force that can service existing and future businesses. Creating a vibrant downtown and improving its attractiveness will be instrumental in attracting more residents, as will improving property standards, and marketing the community as a safe, affordable alternative to Timmins, with easy access to outdoor recreational and nature opportunities.

Enhance regional, provincial and federal partnerships: Every community is part of a larger region, and as such, it is important for Iroquois Falls to work with its broader neighbouring region and provincial and federal organizations, as well as educational and labour organizations. This will help to ensure that Iroquois Falls benefits from broader initiatives and maximizes cross- promotion. It will also increase the Town’s exposure to investment prospects, funders, and other target audiences. To achieve this goal, it will be important to build relationships with potential partners, stakeholders, and agencies to help foster investment in Iroquois Falls.

Specific actions are outlined in the Economic Development Strategic Plan to meet the objectives identified for each goal, with a priority level, timing and lead/partner responsibility identified (as shown in Chapter 6 of this report).

The Economic Development Strategic Plan is intended to be a ‘Living Document’ with on-going monitoring of progress being made toward achieving goals and objectives, and tweaking or fine-tuning as needed during implementation rather than just at the end of the five-year plan time-frame.

4

Town of Iroquois Falls – Economic Development Strategic Plan

1. Introduction and Context

The Town of Iroquois Falls engaged EDP Consulting and its partner for this study, Precision Management, to prepare an Economic Development Strategic Plan for the community under the direction of the project Steering Committee that included the following individuals:

Mayor Michael Shea, Clerk-Administrator Linda McLean, Councillor Betty Lou Purdon, Stephanie Delaurier, Shelley Jessup, Todd Pretsell, and Lee Ann St. Jacques. The resource members for the Steering Committee were: Carole Boucher (Ministry of Northern Development and Mines), Lise Beaulne (MP/MPP office), and Zoé Kavanagh (Northeast Community Network).

The development of the Economic Development Strategic Plan took place between January and June of 2017, and involved extensive background analyses, stakeholder interviews, and a community on-line survey. The resulting Economic Development Strategic Plan will guide Iroquois Falls’ decision-making about its area economic development over the next five years.

Iroquois Falls needed a new Economic Development Strategic Plan given that the last strategic plan was prepared in 2000 and substantial changes have occurred in the community since that time. Most significantly, Iroquois Falls lost its major employer in December 2014 when the Resolute Forest Products paper mill closed, resulting in a loss of 180 direct jobs at the mill as well as many other indirect jobs in logging and supplier services. The paper mill was an important part of the community identity and its largest employer since 1912. At its peak in the 1960’s, around 1,000 people were employed on-site, and a substantial number of other people were employed in logging and supplier businesses. The paper mill management was active in many aspects of life in Iroquois Falls, and the loss of this employer had ripple effects across the community in social as well as economic areas. Since the closure of the paper mill, the Town has been working to re-vitalize the community, improve its economic outlook, and to help create jobs. This has included working with owners of the former paper mill site in strategizing on how to bring new investment to the site.

Development of the Economic Development Strategic Plan has been an important initiative of the Town to position the community for future economic development. Overall, the Town of Iroquois Falls has worked to create a realistic plan that will provide a framework for guiding efforts to address impediments to economic growth, put in place the economic building blocks to make the community investment ready, and tap opportunities for economic growth. Implementation of the Economic Development Strategic Plan will help ensure a thriving community – a place that attracts and retains investment and residents.

5

Town of Iroquois Falls – Economic Development Strategic Plan

2. Approach

The study was undertaken in three phases:

Phase 1 – Situational Analysis

 Phase 1 involved an extensive background review, individual meetings with Steering Committee and Council members, developing a Communications and Stakeholder Consultation Plan, and several analyses – demographic and labour force, economic base and preliminary SWOT analysis - and preparing a preliminary Situational Analysis report.

 Two meetings were held with the Steering Committee during Phase 1 and one meeting with Council at the study start-up.

Phase 2 – Stakeholder Consultation

 The Stakeholder consultation included 57 interviews with stakeholders identified by the Steering Committee (including Phase 1 interviews, 70 interviews were completed in this study). An on-line community survey was also part of this phase with 41 individuals participating. The results of the Stakeholder Consultation and Survey were used to inform the study team on key issues, and perceived strengths, weaknesses, opportunities, and threats (SWOT). The results of the Stakeholder Consultation and the detailed SWOT based on the Phase 1 and Phase 2 work are available in the Appendix under separate cover.

 Work with the Steering Committee included preparing the Vision and Mission for the Economic Development Strategic Plan during this phase, followed by developing Goals and Objectives.

 Phase 2 included a Steering Committee working meeting, followed by a presentation to Council of the Economic Development Vision, Mission, Goals, and Objectives.

 The Council-approved Vision, Mission, Goals, and Objectives were then posted on the Town of Iroquois Falls’ web site to provide opportunities for review and comment from stakeholders and local citizens.

Phase 3 – Building the Strategic Plan

 Phase 3 consisted of building on Phase 1 and 2 work and drilling down on strategies and actions needed to achieve the Vision, Goals, and Objectives.

 A detailed implementation plan was developed, serving as an integrated ‘road map’ for implementing the plan’s recommendations, including actions that are measurable, achievable, and realistic. The plan includes priority, timing, lead/partners’ responsibilities, and performance metrics.

 Phase 3 included two meetings with the Steering Committee to refine the Action Plan and study report, and concluded with a presentation to Council upon completing the final report.

6

Town of Iroquois Falls – Economic Development Strategic Plan

3. Report Organization

The remainder of this report is organized as follows:

 Chapter 4: Summary of key findings of the demographic, labour force, and economic base analyses;

 Chapter 5: Summary of key findings of the SWOT – Strength, Weaknesses, Opportunities and Threats;

 Chapter 6: Detailed Economic Development Strategic Plan with specific performance metrics per recommended actions; and

 Chapter 7: Strategic direction on measuring performance and results of implemented actions.

 Appendix under separate cover: The background analyses consist of: Demographic and Labour Force Analysis; Economic Base Analysis; Stakeholder Consultation and Community Survey Results; and Detailed SWOT Analysis.

4. What the Numbers Say

Population Decrease

 Despite losing a major employer at the end of 2014, the Iroquois Falls’ population only decreased marginally between 2011 and 2016 – the 2016 population level was 4,537 – a 1.3 percent decrease from 2011, compared to a 1.8 percent population decrease in Cochrane District.

 Like other communities in Northern Ontario, Iroquois Falls’ population level has decreased over time. The community has lost 1,177 residents – about 21 percent of its population since 1996.

 Iroquois Falls accounts for 5.7 percent of the Cochrane District population.

Aging Population

 Average age of the Iroquois Falls’ population in 2016 was 45.8 years, compared to 41.6 years in Cochrane District and 41.0 years in Ontario.

 23.3 percent of the Iroquois Falls’ population in 2016 were 65 years and over, compared to 20.2 percent in 2011.

Educational Attainment

 The educational attainment level of the population aged 25 to 64 years in Iroquois Falls and Cochrane District was lower than Ontario. The area, however, has a relatively high portion of population with college, CEGEP, and non-university degrees or diplomas.

7

Town of Iroquois Falls – Economic Development Strategic Plan

Labour Force1

 Based on the 2011 Census, a relatively high portion of the labour force residing in Iroquois Falls worked in the manufacturing sector (14.7 percent); however, this is likely lower now due to the paper mill closure, assuming that the majority of the resident labour force employed in manufacturing worked in Iroquois Falls rather than commuting. Data on labour force from the 2016 Census will be available in November 2017.

 In 2011, about 31 percent of the Iroquois Falls resident labour force commuted to jobs outside of the community. The level of out-commuters may be higher now due to the closure of the paper mill.

 Bilingual resident labour force – 52 percent are bilingual.

Jobs

 Iroquois Falls has a low number of jobs – estimated at 1,372 in 2016. This is equivalent to only enough jobs to allow an opportunity for about 67 percent1 of the resident labour force to work in the community.

 The largest job sectors in Iroquois Falls are population-serving sectors such as, in no particular order, retail trade, educational services, health care and social services, and public administration.

Enterprises

Excluding the indeterminate category (enterprises with no employees or only contracted workers), there were 88 enterprises in Iroquois Falls in 2016, based on the Canada Business Patterns database, which reports data for businesses with annual revenue of $30,000 or more. Over half (46) were very small, with 1 to 4 employees, and 22 had only 5 to 9 employees. Only one enterprise, the hospital, had 100 or more employees.

Additional Data

Additional data on the economic base is available in the report Appendix.

1 Based on labour force size of 2,045 reported from the 2011 Census; labour force data from the Census will be available in November 2017 and will provide a more accurate picture of labour force to jobs ratio. 8

Town of Iroquois Falls – Economic Development Strategic Plan

5. SWOT Analysis Key Findings

SWOT is internal ‘S’trengths, ‘W’eaknesses, internal and external ‘O’pportunities, external ‘T’hreats.

In an economic development SWOT analysis, we examine what directly affects strategy development – strengths, weaknesses, opportunities, and threats in the community and broader region that impact economic growth. We consider locational attributes, labour force, business environment, infrastructure, as well as factors relevant to business, talent attraction, and retention for key sectors. We base the SWOT analysis on factual information and data rather than perceptions. However, we also do consider perceptions because sometimes there can be a significant disconnect between a reality and perception, which needs to be addressed.

A summary of the SWOT Analysis key findings follows. The detailed SWOT Analysis is in the Appendix.

Strengths  Proximity to Timmins (80 kilometers) makes Iroquois Falls an attractive residential location for people who want to work in Timmins and access regional-centre services but who live in a more affordable small-town environment with easy access to nature and outdoor recreation.  The owners of the former paper mill site are now remediating the site, concept planning, and starting to implement plans to create new economic opportunities beneficial to the Town.

 Highway access: Iroquois Falls’ town centre is within about 10.5 kilometers of Highway 11 (at Porquis Junction), and the Town owns vacant lands along Highway 11 with industrial or commercial development potential.

 The Town owns a municipal airport along Highway 11, which has the potential to become a significant economic development asset.  Railway line runs through Iroquois Falls, with direct access to the former paper mill site.

 Excellent electrical infrastructure could potentially be available.  Recent interest in further developing the Iroquois Falls’ farming sector, with a farm business purchasing unused farmland and preparing it for cultivation. An untapped supply of land with high potential for agriculture exists with the former paper mill land and Crown land. The cost of agricultural land in Iroquois Falls is significantly lower than in southern Ontario.  Proximity to mines, including those in Timmins (Kidd Operations, Tahoe Resources, GoWest Gold Ltd., Imerys Talc Canada Inc. and Goldcorp Inc.’s Porcupine Gold Mines), Cochrane (Detour Gold Corp.), and Matheson (Primero Mining Corp., and Kirkland Lake Gold Ltd.).  Access to nature and outdoor recreation in broader region: natural large unspoiled wilderness, Abitibi River, other rivers/lakes, varied landscaping, wildlife viewing, and hunting/fishing.

 Good supply of recreational facilities in Iroquois Falls, including large arena/sports complex.  Bilingual resident labour force – 52 percent are bilingual.

9

Town of Iroquois Falls – Economic Development Strategic Plan

 Access to regional labour force and long-term supply of trained labour through Northern College, College Boreal, Collège Universitaire, and campus of Université de Hearst.

 Town’s web site includes some information relevant to economic development – community profile and Mining Supply and Services promotional brochure.  Council is committed to economic development with this Economic Development Strategic Plan. Weaknesses  The Town lacks an economic development officer, putting Iroquois Falls at a competitive disadvantage compared to many other municipalities in Northeastern Ontario. Area businesses consider lack of economic development capacity a weakness, with 43 percent of respondents in the 2017 BR&E Survey undertaken by the Chamber of Commerce rating economic development services as fair or poor, with another 16 percent of them rating services as “N/A”.

 The number of jobs in Iroquois Falls is significantly lower than prior to 2014 when it lost 180 jobs with the paper mill closure, the major employer in the community since the early 1900’s. The mill closure also resulted in job losses in other industries such as logging and suppliers.

 Iroquois Falls lost about 19 percent of its jobs between 2011 and 2016; it had about 1,372 jobs in 2016 – an insufficient number for all the resident labour force to work in the community.  Most jobs in the town serve the population, such as health care and social services, education, retail, and public administration, with very few in ‘traded sectors’2 that bring in new money, such as manufacturing, tourism, and agriculture.  Like other communities in Northern Ontario, Iroquois Falls’ population level has been decreasing over time. The population was 4,537 in 2016, 4,729 in 2006, and 5,714 in 1996.

 Aging population – 23.3 percent of the Iroquois Falls’ population in 2016 were 65 years old and over (compared to 20.2 percent in 2011) and compared to 16.9 percent for Ontario’s population in 2016.  Relatively low education levels – only 51 percent of the town’s population aged 25 to 64 years have a post-secondary certificate, degree or diploma, compared to 65 percent of Ontario’s population.  Availability of qualified workers may be a problem for local businesses with 49 percent of respondents to the 2017 BR&E Survey undertaken by the Chambers of Commerce rating the availability of qualified workers as fair or poor. Thirty percent of respondents rated workforce stability as fair or poor, and 35 percent rated the ability to attract new employees as fair or poor.

 Low investment readiness level – Official Plan and Zoning Bylaw are very dated; no inventory of vacant lands designated/zoned for industrial/commercial uses, limited supply of vacant serviced, designated, zoned land for same; no developed value propositions, and limited place-marketing materials.

2 Sectors can be classified as ‘traded’ and ‘local’, with traded sectors being the most important for economic growth. Traded sector businesses are companies of all sizes including one-person firms that sell all or a portion of their products and services outside their region. Examples include most manufacturing companies and some professional and business service companies (or a portion of the output of those companies) and most agricultural operations. Tourism is considered a traded sector in that it brings new money into a local economy. Businesses in traded sectors are concentrated in regions that have specific competitive advantages for such sectors. In contrast, local sectors are those that sell products and services primarily for the local market. Examples include grocery stores, doctors’ offices, and schools. 10

Town of Iroquois Falls – Economic Development Strategic Plan

 Town of Iroquois Falls’ web site lacks an economic development tab, and very little information is provided on the site to interest potential investors and new businesses.

 Perceived as being unfriendly to new businesses.  Distance from Highway 11 (10.5 kilometers to town centre from Porquis Junction) and limited signage may deter tourists and travellers from stopping in town to spend money at restaurants and services.

 Airport is underused, lacks fuelling capacity and Airport Management Plan to address inadequacies.  High-speed broadband deficiencies in terms of cost and availability. In the 2017 BR&E Survey undertaken by the Chamber of Commerce, 42 percent of respondents rated Internet service as fair or poor. Additionally, when asked about barriers related to information technology, 21 percent noted Internet speed, 14 percent noted Internet cost, and nine percent noted Internet access as barriers.  In the 2017 BR&E Survey, 46 percent of respondents rated cellular phone service as fair or poor.

 Downtown is visually unappealing and has limited shopping opportunities and amenities.  Tourism branding; limited in-town tourist amenities and attractions; and limited supply and range of accommodations.  Recent purchase of many large tracts of high-quality agricultural land (approximately 4,500 acres throughout Iroquois Falls in the last year), ownership by one company, may limit opportunities for young farmers to purchase agricultural land/develop new farms in the community. Opportunities  Work with former paper mill site owners to aid site redevelopment, and new business/job creation.  Support growth of the agricultural sector through supportive policy environment, and providing information to farmers on opportunities and funding, and providing other supportive measures.  Grow the tourism sector by providing strategic direction through an updated Tourism Strategy, tapping specific tourism opportunities and improvements identified in the strategy, improving attractiveness of Iroquois Falls for visitors, and increased signage.

 Develop a Community Improvement Plan and implement recommendations to increase the attractiveness of Iroquois Falls for residents, visitors, and businesses.

 Support growth of existing businesses through a Business Expansion and Retention program, and by providing a supportive policy environment.  Proactively respond to potential investors and new investment prospects in other sectors.

 Assess airport opportunities, including fuelling services, other upgrades, and market potential.  Link entrepreneurs to funding programs and training to support entrepreneurship.

 Attract more residents to Iroquois Falls by improving the town’s attractiveness and promoting it as an affordable option to Timmins, with easy access to nature and outdoor opportunities.  Support commercial, industrial, and agricultural development via repair or upgrades of area bridges.

11

Town of Iroquois Falls – Economic Development Strategic Plan

Threats  Competition from small Northeastern Ontario communities with full-time economic development officers, which are more investment-ready and perceived to be friendlier to new business.

 Larger communities such as Timmins with vacant, shovel-ready industrial and commercial lands and a critical labour and business mass may be more attractive for new investment.  Competition from other communities such as Cochrane that can offer similar small-town lifestyle attributes and affordability relative to Timmins to attract new residents.  Tourism competition from other communities in Cochrane District with more higher quality tourism infrastructure and attractions, and more advanced tourism planning and marketing.

 Other Claybelt communities with a stronger agricultural sector and available high quality agricultural land may be seen as more attractive for new agricultural operations than Iroquois Falls.

12

Town of Iroquois Falls – Economic Development Strategic Plan

6. Economic Development Strategic Plan

6.1 Vision “Iroquois Falls is a welcoming and progressive community with a diversified economy that embraces change, innovation, prosperity, and balanced healthy lifestyle.”

6.2 Mission

“Iroquois Falls will welcome economic growth by providing a supporting environment, fostering diversified creative economic activity in collaboration with community and regional partners.”

6.3 Guiding Principles

In acting on the Economic Development Strategic Plan, the Town of Iroquois Falls shall adhere to the following Guiding Principles.

 Welcome new businesses that fit with the Vision and Mission – strive to be inclusive and supportive of new businesses and embrace change and diversification;  Open communication and accountability – communicate openly and effectively; and, provide timely and accurate information to businesses, decision makers, and others as needed;  Integrity – operate with the highest ethical standards in a manner that builds trust and long-term relationships;  Cooperative – collaborate both within the town and beyond its borders to address issues of mutual interest; and promote teamwork with all parties;  Continuous improvement – aspire to advance the economic well-being and ‘quality of place’ of Iroquois Falls through on-going improvements for businesses, residents and visitors;  Action-oriented – ensure processes move along at a steady pace to create enthusiasm and momentum.

6.4 Strategy – the ‘Big Picture’

The overall strategy is to build Iroquois Falls’ economy and grow its population base by increasing its economic development capacity by creating an economic development officer position and supporting economic development committee; by addressing investment readiness and attraction deficiencies; by supporting future growth prospects in strategic properties and sectors (former paper mill site redevelopment, increased airport use, fostering opportunities in ‘traded sectors’ and potential growth sectors such as tourism and agriculture; and proactively pursuing other opportunities that arise); and by supporting existing businesses and talent with programs and information; while also creating a quality of place that will attract future residents, businesses, and tourists to Iroquois Falls.

13

Town of Iroquois Falls – Economic Development Strategic Plan

6.5 Goals, Objectives, Actions, and Implementation Plan

An overview of the goals and objectives and specific actions for the Economic Development Strategic Plan is provided on the following pages. Each action is assigned a priority level, timing, as well as lead and partners for implementation. The following legend is used in identifying the lead and partners:

CA = Clerk Administrator Council = Councillors and Mayor EDC = Economic Development Committee EDO = Economic Development Officer MO = Marketing Outreach Coordinator OFMS = Owners of Former Paper Mill Site OMAFRA = ON Ministry of Agriculture and Food and Rural Affairs

6.5.1 Goal: Strengthen Municipal Economic Development Capacity Rationale:

Municipal economic development is a long-term investment in improving a community’s economy through policies and initiatives that support business and job growth, sector diversification, quality of place improvements, and increasing the municipal tax base. Iroquois Falls had an economic development officer in the past to support and implement economic development strategies; however, there has been no economic development officer on staff since 2008. Council currently lacks such a staff member or any other guiding body to help with economic-development decisions. This puts Iroquois Falls at a competitive disadvantage compared to many other municipalities in Northeastern Ontario. Given the loss of Iroquois Falls’ major employer in 2014 and the development of this new Economic Development Strategic Plan, it is now timely to increase the Town’s economic development capacity.

Exhibit 2: Objectives and Actions for Goal: Strengthen Municipal Economic Development Capacity

Objectives and Actions Priority Timing Lead & Partners Objective: 1. Create an Economic Development Officer position. Actions: Summer, a) Finalize the job description. H 2017 CA b) Obtain Council approval to create the position. H Summer, CA, Council 2017 Objective: 2. Create an Economic Development Committee. This committee will have a key role in working with the Economic Development Officer to advance the economic development strategic goals and objectives. Actions: a) Develop terms of reference for the economic H Summer, CA development committee to describe the committee’s 2017 purpose, scope, authority, and composition, ensuring members have private sector/business experience. 14

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners b) Create a job posting, advertise the position, and H Summer, CA interview candidates with economic development 2017 education, experience, and excellent references. c) Develop a business plan for the economic H Summer, CA development function, including budget allocation 2017 and priorities. d) Undertake a member-selection process, and obtain Council approval to create the committee. H Fall, 2017 CA, Council Objective: 3. Hire an experienced Economic Development Officer (EDO). Actions: a) Obtain Council approval for this position, with or H Summer, CA, Council without funding. 2017 b) Create a job posting, advertise the position, and H Fall, 2017 CA interview candidates with excellent references. c) Choose a candidate with a track record of experience H Fall/ CA, Council and success in economic development, the ability to Winter, work with minimal direction, and excellent verbal and 2017 written communication, networking, marketing, and business development skills. d) With or without funding, hire for this position as soon H Fall/ Council as a candidate has been selected. Winter, 2017 e) Support EDO’s professional development through H Year 1 + Council paid membership in professional associations such as the Economic Developers Council of Ontario and Economic Development Association of Canada and attendance at relevant conferences and training seminars. Objective: 4. Work more closely with the Iroquois Falls and District Chamber of Commerce. Encourage capacity building and increase coordination with them. Actions: a) Meet with Chamber of Commerce representatives to H Year 1 EDO, EDC discuss the Economic Development Strategic Plan and member how the Chamber and EDO can work together to achieve specific goals and objectives, work together on the Business Retention and Expansion program that the Chamber initiated in 2017 and other important initiatives, and avoid overlap in efforts and funding applications. b) Also meet as required to discuss specific initiatives. M – H Ongoing EDO Funding: FedNor for EDO position

15

Town of Iroquois Falls – Economic Development Strategic Plan

Performance Metrics: 1. EDC created in 2017 2. Full-time EDO position created 3. EDO membership attained in Economic Development Association of Canada and Economic Developers Council of Ontario 4. Number of meetings and process developed for increased coordination with the Iroquois Falls and District Chamber of Commerce

16

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.2 Goal: Support Redeveloping the Former Paper Mill Site Rationale:

For over 100 years, the community of Iroquois Falls was supported by a pulp and paper company at the former paper mill site. It is now over two years since the company has closed its operations and left behind the valuable assets of land, buildings, rail service, Trestle bridge, and an abundant source of water. The site is ideal for industrial uses in a wide range of sectors including agriculture and natural resources. The site is currently owned and managed by Riversedge Developments, a restorative development company specializing in integrated revitalization of distressed industrial properties. It is in the Town’s best interests to actively work alongside the company to ensure that the site is developed in a timely manner that best suits the Town, and results in the greatest economic benefits for Iroquois Falls as a whole.

Exhibit 3: Objectives and Actions for Goal: Support Redeveloping the Former Paper Mill Site

Objectives and Actions Priority Timing Lead & Partners Objective: 1. While the former paper mill site owners are still in the concept and business development stages for redeveloping the property, meet regularly with their representatives, such as twice a month. Discuss new opportunities and determine what the Town can do to help attract and support new businesses. Actions: a) Arrange specific dates to meet the site owners’ H Ongoing EDO, EDC, OFMS representatives in person, and schedule conference calls when in-person meetings are not possible. b) Create an agenda, discuss progress since the last H Ongoing EDO, EDC, OFMS meeting, allow time for brainstorming and exchange, and ensure all parties have clearly defined deliverables with mutually agreed-upon due dates. c) Work with the company to engage interested parties H Ongoing EDO, EDC, OFMS who can help develop business opportunities for the site, provide input, or provide resources – such as real estate agents, industry representatives, funders, business owners, and potential entrepreneurs. Objective: 2. Research funding opportunities. Work with the company to complete possible funding applications. Actions: a) Liaise with the company representatives to keep H Year 1, EDO, OFMS current on new prospects and their funding needs. Ongoing

17

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners b) Research programs and grants that best suit those H Year 1, EDO, OFMS new prospects, such the Northern Ontario Heritage Ongoing Fund for Starting New Business (up to $200,000 is available); Ministry of Natural Resources for tile drainage and land clearing funding; and Ontario Network of Entrepreneurs funding and collateral-free loans, amongst many others. c) Assist prospects in completing appropriate funding H Year 1, EDO, OFMS applications. Ongoing Objective: 3. Encourage residents to support redevelopment opportunities at the former paper mill site. Actions: a) Using FaceBook, The Enterprise, and the Town’s web M Year 2, EDO, MO site, educate residents about the importance of Ongoing welcoming new businesses and initiatives. Messaging and marketing materials should focus on Iroquois Falls’ helpful community spirit that already exists, asking residents to build on that energy to welcome new residents and businesses. b) Work with local journalists to publish stories and M Year 2, EDO, MO articles in The Enterprise, FaceBook, the Town’s web Ongoing site, and other social media to initiate dialogue about re-directing the one-company-town mindset to one of embracing change and new beginnings. Objective: 4. Keep the local labour force, entrepreneurs, and businesses informed. Inform them about businesses planned for the former paper mill site, and any associated business opportunities, including labour skills needed. Actions: a) Liaise with the Iroquois Falls and District Chamber of M Year 2, EDO, EDC Commerce to use their networks to get messages out Ongoing to their members. b) Use FaceBook, The Enterprise, and the Town’s web M Year 2, EDO, MO site to post notices and advise business owners and Ongoing prospective entrepreneurs about business opportunities. Funding: OMAFRA, ONE, NOHFC, FedNor Performance Metrics: 1. Number of businesses by sector developed at the former paper mill site 2. Number of employees at businesses at former paper mill site 3. Number of stories and articles on Town’s web site on new businesses and opportunities at former paper mill site

18

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.3 Goal: Maximize Investment Readiness Rationale:

There is significant competition for inward investment across communities in Northeastern Ontario and elsewhere. To increase the community’s competitiveness in attracting and retaining investment, it is critical that gaps in investment readiness in Iroquois Falls are identified and thoroughly addressed. Lack of investment readiness results in lost opportunities. Other communities are increasing their investment readiness, so to be competitive, Iroquois Falls must be equally prepared and responsive to retain and attract new investment.

Exhibit 4: Objectives and Actions for Goal: Maximize Investment Readiness Objectives and Actions Priority Timing Lead & Partners Objective: 1. Assess Iroquois Falls’ level of investment readiness. Use the Investment Readiness Test – A Self-Assessment Tool for Northern Communities. Actions: a) Access H Year 1 EDO, EDC http://www.mndm.gov.on.ca/sites/default/files/investm ent_readiness_test.pdf for Investment Readiness Test. Complete the test for each topic, and identify the deficiencies (those where the answer is ‘No’.) Objective: 2. Address inadequacies of the Investment Readiness Test categories and results, and other improvements noted below. Actions: a) Update the Community Profile – update the on-line H Year 1 MO, EDO version of the existing Community Profile to include the Town’s Vision statement, EDO contact information, relevant data from the 2016 Census on age, education, labour force, and provide data for any other deficiencies as per the results for “Section A: Community Profile” of the Investment Readiness Test. b) Prepare industrial and commercial land inventory – H Year 1, EDO prepare and update, as needed, an inventory of Ongoing vacant industrial and commercial land in Iroquois Falls including lands designated and zoned for industrial or commercial uses by location. Update inventory as per criteria in “Section B: Industrial and Commercial Land Inventory” of the Investment Readiness Test.

19

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners c) Ensure that new Official Plan and Zoning Bylaw have H Year 1 CA, Planning been prepared by 2017/18 – address other items in Consultants, Chief “Section D: Land Use Planning” of the Investment Building Official Readiness Test at the same time. This work should also assess the need and locations for additional land to be designated and zoned for industrial and commercial uses. d) Investment marketing – ensure that most relevant H Year 2 EDO, EDC, MO items in “Section C: Investment Marketing” of the Investment Readiness Test are addressed. Create value propositions for marketing Iroquois Falls as an ideal location for new business investment. Ensure the Town’s web site has a clearly identified economic development tab with appropriate materials. e) Economic development – address all items in “Section H Year 1 EDO, EDC E: Economic Development” of the Investment Readiness Test. f) Site selectors and monitoring investment inquiries – H Year 2 EDO, EDC address all items. Objective: 3. Support increased access to high-speed broadband throughout Iroquois Falls. Actions: a) Advocate with Innovation, Science and Economic H Ongoing EDO, CA Development Canada for its “Connect to Innovate” program and North Eastern Ontario Communications Network Inc. (NEOnet), funded by FedNor, for improved broadband services to Iroquois Falls and the surrounding area. b) Work with Internet services providers such as Ontera H Ongoing EDO, CA and Vianet to continue advocating for high-speed Internet, expanded fibre, and enhanced infrastructure to expand services. Objective: 4. Assess Iroquois Falls’ employment lands supply and demand. Consider the quality of land supply, competition, market trends, and land absorption in the broader region in

this assessment.

Actions: H Year 2 CA, EDO a) Review supply of vacant land zoned or designated for industrial or commercial development or intended to be rezoned or designated in future for these uses as part of the new Official Plan or Zoning Bylaw, once completed.

20

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners b) Assess market demand considering past demand for H Year 2 EDO, EDC, industrial and commercial land in Iroquois Falls and Consultant land absorption in the broader region, expected market demand for industrial sectors in the broader region and Iroquois Falls’ attractiveness for these sectors and competitive supply including in Cochrane and Timmins (particularly the Porcupine area). c) Revisit the 2013 Industrial Park Market Research H Year 2 EDO, EDC, Study and determine the need for a Municipal Consultant Industrial Park based on the results of the analyses undertaken for the above actions, the employment lands analyses done as part of preparing the new Official Plan, and comments from the Business Retention and Expansion (BR&E) interviews with industrial businesses. Funding: NEOnet, OMAFRA, FedNor, NCIR program Performance Metrics: 1. Completion of Investment Readiness Assessment 2. Community Profile updated 3. Industrial and commercial land inventory prepared and updated on a regular basis 4. New Official Plan 5. New Zoning Bylaw 6. Completed employment lands supply/demand assessment 7. Addressed Investment Readiness actions by end of year noted 8. Outcome of efforts to increase access to high-speed broadband

21

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.4 Goal: Increase Usage of Airport Rationale:

The Iroquois Falls Municipal Airport, located along Highway 11, is managed by the Town and used for health-care transportation, air cadet squadrons, and handling private and recreational aviation operations. The airport has some limitations such as lack of a fueling service; however, if the limitations can be rectified, the airport has the potential to actively contribute to the local economy by attracting, servicing, and supporting various industries. The airport is an important asset – one which relatively few small communities possess.

Exhibit 5: Objectives and Actions for Goal: Increase Usage of Airport

Objectives and Actions Priority Timing Lead & Partners Objectives 1. Create formal airport committee to review airport status. Actions: a) Prepare terms of reference for airport committee. H Year 1 CA b) Undertake the selection process, ensuring the H Year 1 EDO, CA, Council committee has a balance of members with private sector business skills and knowledge of aviation. Formalize the committee with Council approval. c) Airport committee to review existing airport reports, H Year 1 Airport Committee and develop terms of reference to engage an aviation consulting firm to assess the technical feasibility of providing a fuelling service, updating the recording system, creation and rental of aircraft hangars, and other development aspects. Objective: 2. Identify opportunities, attract, and facilitate recreational and commercial airport business opportunities and clients. Actions: a) Review the approaches used by small municipal airports elsewhere to increase revenue generation H Year 1 EDO, Airport and business opportunities and assess the Committee, CA appropriateness of these for Iroquois Falls. b) To increase airport exposure to the aviation M Year 1 CA community, ensure the airport is listed on Nav Canada’s Aeronautical Product’s web site to encourage fly-ins of small aircraft operators to the Iroquois Falls’ airport, as pilots frequently consult this site during flight planning and operations. c) Research and determine the feasibility of value-added M Year 1 EDO, Airport activities that can be hosted at the airport, such as Committee, CA drag races, air shows, and cold-weather testing. d) Prepare value propositions that could be used in H Year 2+ EDO, Airport marketing the community and airport. Committee 22

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners e) Develop and implement a marketing plan to result in H Year 2+ EDO, MO greater exposure and usage of the airport. f) Attend aviation-related events where appropriate and M Year 2+ EDO assess benefits of membership in specific associations such as Canadian Business Aviation Association. Objective: 3. Contract airport study to qualified aviation consulting specialists. Actions: a) Commit to funding part of an airport study and apply H Year 2 CA, for funding from FedNor and the Northern Ontario Council Heritage Funding Corporation. b) Prepare Request for Proposals for airport study. H Year 2 CA, Airport Committee c) Undertake consulting firm selection process, and hire H Year 2 Airport a consultant. Committee, CA d) Build on existing airport study and update to create a H Year 2 Airport Consultant current airport study to determine airport development, land use plan, and a business case for investment. The business case should quantify the cost and economic impact of developing the airport, especially if fuelling services are added, and assist in securing government funding for capital investments to help attract private investment. The plan should indicate how to progressively develop airport facilities based on current and forecasted demand over 25 years. e) Follow the recommendations for development and/or H Year 2 + EDO, EDC, CA maintenance of the airport. Funding: FedNor, NOHFC Performance Metrics: 1. Airport Committee created 2. Background research completed 3. Terms of Reference for Airport Study developed and consultant hired 4. Study completed and number of recommendations implemented 5. Value propositions created, marketing plan developed, marketing materials created and disseminated 6. Level of increased usage of airport – number of flights

23

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.5 Goal: Support and Foster Growth in the Agricultural Sector Rationale:

Northern Ontario is suitable for a variety of agricultural businesses. The area has warmed over the last 30 years and is ideal for growing crops and supporting livestock with its longer summer days. In addition, Northern Ontario has become more appealing over the last number of years to southern Ontario farmers who are moving north to find more affordable farmland. A Northern Ontario Agricultural Strategy is being developed by OMAFRA and is to be released in the summer or fall of 2017.

Iroquois Falls has land suitable for agriculture at the former paper mill site, at various other locations in the community, and potential access for farming on Crown land. While Iroquois Falls presently has relatively few agricultural operations and associated jobs in the agriculture sector in comparison with Cochrane District overall and nearby communities, some farming operations have expanded significantly in the past year. There is strong potential to further develop and grow this sector.

Exhibit 6: Objectives and Actions for Goal: Support and Foster Growth in the Agricultural Sector Objectives and Actions Priority Timing Lead & Partners Objective: 1. Maintain a supportive policy environment for farming and agri-businesses. Actions: a) When developing the new Official Plan and Zoning By- H Year 1 -2 CA, Council law, consider an amendment to permit hobby farms on smaller rural lots than is currently allowed. b) Meet with existing farmers to discuss assistance the M Year 2+ EDO, CA Town can provide in addressing other regulatory policies and requirements that adversely impact the viability of farm businesses. c) On the Town’s web site, promote availability of M Year 2+ MO, CA assistance in interpreting by-laws, regulations, and requirements and process for rezoning applications. Objective: 2. Attract and retain agricultural operations. Actions: a) Promote Iroquois Falls agricultural enterprises, farms, M Year 2, MO, EDO and initiatives on web sites that appropriately reflect Ongoing the Town’s agricultural sector, such as www.farmnorth.com under organizations, businesses, communities, and activities, www.ontag.farms.com network for Ontario agriculture, www.milk.org for Ontario dairy farmers, www.ontariobeef.com for Ontario beef farmers, www.beefnorth.com for Claybelt area, www.ontariofarmfresh.com with a searchable database of farms, for Ontario farmers www.getcracking.ca, and with a database of Ontario dairies www.ecbw.ca/ontario_dairies. 24

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners b) Create value propositions for Iroquois Falls’ M - H Year 1 EDO, EDC agriculture sector. c) Network with agricultural associations and groups to M Ongoing EDO, EDC promote Iroquois Falls’ assets for the agricultural sector. d) Review and implement recommendations that are M - H Year 1 EDO, EDC appropriate for Iroquois Falls from the 2017 Northern Ontario Agricultural Strategy. e) Keep updated on funding available to new and M - H Ongoing EDO, EDC existing agricultural businesses because agricultural business owners may not always know where to find funding, services, and support that is relevant to them – or how to successfully access them. A non- exhaustive list includes:  Career Focus Program by Agriculture and Agri-Food Canada to hire recent graduates in agriculture, agri- food science and veterinary medicine for four to 12 months.  Business Development Consultant service through the Ministry of Agriculture, Food and Rural Affairs to help develop food and beverage processing businesses.  Growing Forward 2’s funding programs such as AgriRisk Initiatives cost-share funding up to $500,000 offers help to increase profits, expand markets, and manage risks.  Agricultural Youth Green Jobs Initiative by Agriculture and Agri-Food Canada for high school students and post-secondary graduate internships on and off farms for activities that benefit the environment.  Advance Payments Program by Agriculture and Agri- Food Canada provides cash advances up to $400,000 yearly based on agricultural product and repaid as product is sold.  AgriInsurance by Agriculture and Agri-Food Canada provides cost-shared insurance to minimize losses caused by natural hazards.  AgriStability by Agriculture and Agri-Food Canada provides producers with income support when their current year margin falls below 70 percent of their reference margin.  Canada Brand offers members free tools to raise the profile of and differentiate producers of Canadian food products from the competition.  Canadian Agricultural Loans Act Program provides financial loan guarantees to help farms establish, improve, and develop farms.

25

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners  Regional Land Clearing and Tile Drainage Projects via Northern Ontario Heritage Funding Corporation for 50-percent funding up to $500 an acre and 100 per cent of project management/administration fees. Objective: 3. Facilitate agricultural business start-ups and expansion. Actions: a) Research funding as above, including Northern M Ongoing EDO, EDC Ontario Heritage Funding Corporation’s Northern Business Opportunity Program – Small Business Start- Up Stream and Business Expansion Stream funding. b) Assist start-ups and agricultural companies interested M Ongoing EDO, EDC in expanding by assisting in completion of appropriate applications to various funders. Objective: 4. Promote outreach and education. Actions: a) Promote and support the farmers’ Mill Market by M Ongoing MA, EDO ensuring a variety of vendors participate. Promote and support existing farms and agricultural businesses on the municipal’s web site, FaceBook, and The Enterprise. b) Link producers with stores, restaurants, and M Ongoing MO, EDO organizers of local events to raise the profile of local products. c) Support youth programs and education. Link M Ongoing MO, EDO elementary and secondary school students with farmers and agri-business proprietors to create and deliver school educational programs such as “Where Food Comes From” on-site, incorporating hands-on learning such as incubating eggs and fencing. Tour students through agricultural operations to create enthusiasm for the industry. Objective: 5. Support innovation, diversification, and development of new opportunities in agriculture and agri-business. Actions: a) Tap into the local Mennonites vast farming H Year 1 EDO, OFMS experience – meet in person to discuss the most suitable crops, livestock, and farming for the area. Meet with potential producers to determine the best matches of agricultural types with agricultural production to create a synergistic agricultural hub.

26

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners Objective: 6. Foster communication and cooperation with agriculture organizations and agencies. Actions: a) Network with the Town of Kapuskasing team at the M Year 1 EDO, OFMS Demonstration Farm. b) Maintain a close relationship with OMAFRA advisor H Ongoing EDO, CA, OFMS and Northeast Community Network advisor, both in Kapuskasing, on a regular basis to garner up-to-date information on funding, services, and initiatives. c) Meet with Area One Farms, local Mennonites, and H Ongoing EDO, OFMA Claymeer Farms to share information and determine areas requiring support. d) Attend agricultural symposiums, such as the one held M - H Ongoing EDO, CA, OFMA in 2017 in Kapuskasing. Funding: OMAFRA, FedNor, NOHFC, Canadian Agricultural Loans Act Program Performance Metrics: 1. Change in the number of farms and farm operators 2. Number of farms by size 3. Number and types of new agri-businesses 4. Number of acres of large parcels of inactive Crown land made available for agriculture 5. Number of meetings with network contacts 6. Number of meetings with agricultural stakeholders 7. Number of other outreach and education activities completed 8. Promotional materials created, distributed, and posted on the Town’s and other web sites

27

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.6 Goal: Support and Advance the Tourism Sector Rationale:

Tourism is an important sector that has the potential for further growth in Iroquois Falls and the broader region. While the broader Iroquois Falls area already appeals to tourists for a variety of activities, Iroquois Falls lacks a focused tourism sector strategy to further develop this sector. The 1995 tourism strategy is significantly outdated. Additionally, Iroquois Falls has a number of gaps in its tourism infrastructure - a low supply of accommodations and a lack of businesses where tourists are typically interested in spending money such as crafts stores, attractions, restaurants, cafes, and small specialty retail stores.

Exhibit 7: Objectives and Actions for Goal: Support and Advance the Tourism Sector

Objectives and Actions Priority Timing Lead & Partners Objective: 1. Establish a single community Tourism Development Committee. Use the committee to facilitate research, training, facility needs, festival/event scheduling, and marketing. Actions: a) Develop terms of reference for the Tourism H Summer/ CA Development Committee to describe the committee’s Fall 2017 purpose, scope, authority, and composition ensuring adequate representation from private sector tourist operators. b) Undertake the member-selection process, and obtain H Summer/ EDC, CA, Council Council approval to create the committee. Fall 2017 c) Tourism Development Committee to designate a M Ongoing Tourism Tourism Coordinator for scheduling events – to Committee and ensure local events do not compete with each other Chamber or surrounding communities for resources or attendees. Post all local and regional events on the Town’s web site for easy access for committee members and for public promotion. Objective: 2. Prepare an Update to the 1995 Tourism Development Strategy. Include sports tourism, eco-tourism, hospitality, accommodations, etc. Actions: a) Prepare terms of reference for an update to the 1995 H Year 1 CA, Tourism Tourism Development Strategy. Committee b) Commit to funding part of a Tourism Development H Ongoing Council Strategy update study and apply for funding from FedNor and the Northern Ontario Heritage Funding Corporation. c) Prepare Request for Proposals. H Year 1 CA 28

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners d) Undertake consulting firm selection process and hire H Year 1 CA, EDC Tourism Consultant. Objective: 3. Work with regional tourism groups and committees. Address regional tourism issues and promote Iroquois Falls as a destination and stopover location for visitors. Actions: a) Work with the regional committee of Northeast H Ongoing EDO, Tourism Community Tourism Network. Track the level and Committee characteristics of local tourism by creating a consistent data collection system. b) Review the 2017 five-year strategy of the M Year 1 EDO, Tourism Northeastern Ontario Snowmobile Destination plan Committee commissioned by North East Snowmobile Tourism to broaden the snowmobile tourism ecosystem to increase visitation with longer stays, and adopt elements of that plan’s initiatives that align with the Iroquois Falls vision, and updated Tourism Strategy. c) Review the 2017 ad hoc tourism group’s proposed M Year 1 EDO, Tourism Tourism Development Plan to increase visitation and Committee provide for accommodation. Objective: 4. Support opportunities to create a vibrant downtown and improve its attractiveness. Actions: a) Develop a terms of reference for a consultant to H Year 2 CA create a Community Improvement Program for the downtown to increase its attractiveness for residents, visitors, and businesses. b) Apply for funding and undertake a consultant- H Year 2 EDO, CA, Tourism selection process, and obtain Council approval to hire Committee the consultant. c) Develop the Community Improvement Program. H Fall, 2017 Consultant d) Implement the Community Improvement Plan H Year 2 + EDO, CA recommendations. Objective: 5. Increase community awareness, understanding, and support of tourism. Promote the sector’s potential economic benefits and needs. Actions: a) Prepare a one-page document for the Town’s web H Year 2 EDO, MO site, identifying and quantifying based on available sources, the economic benefits of tourism to Iroquois Falls. Disseminate this document at the Mill Market via vendor stands.

29

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners b) Encourage stores and restaurants to remain open M Year 2 Tourism longer hours, particularly during the high tourist Coordinator season and on weekends. Objective: 6. Implement the updated Tourism Strategy, when completed. Actions: a) Implement the recommendations of the updated H Year 2 EDO, Tourism Tourism Strategy in order of importance to expand Committee and strengthen the local tourism sector. b) Upgrade the Town’s web site to be attractive to H Year 1 MO, EDO target tourist segments and outside businesses and promote events and assets such as the Trestle Bridge, access to Abitibi Lake/River and park, and access by four-wheelers to Town streets, snowmobile trails, arena and sports complex, golf course, and other amenities. Review webs sites of other communities for ideas such as the Town of Kapuskasing’s web site www.kapuskasing.ca and District Municipality of Muskoka’s at www.muskoka.on.ca. Promote tourism experiences, such as snowshoeing, cross-country skiing, snowmobiling, hunting, fishing, ATVing, golfing, camping, hunting, fishing, camping, blueberry picking, guided bird-watching tours, river walks, guided tours for trails/fishing, and snowmobile tours. Ensure there is a tourism tab on the Town’s web site. Funding: NOHFC, FedNor Performance Metrics: 1. Tourism Development Committee created 2. Completion of of an updated Tourism Strategy 3. Number of study recommendations implemented 4. Number of meetings with local tourist businesses and regional groups 5. Occupancy rates of motel, campgrounds, cottages 6. Percentage increases/decreases from baseline attendance at town facilities and attractions, e.g., arena 7. Identified marketing-related actions completed

30

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.7 Goal: Assess and Act on Opportunities in Other Sectors Rationale:

While it is important to focus on some main sectors, it is also important to be proactive on opportunities in other sectors. Iroquois Falls has long lacked diversity of economic sectors and now must work harder to develop a diversified economic base. It is important that other viable opportunities beyond sectors of focus are supported and new opportunities are identified, assessed, and put into action.

Exhibit 8: Objectives and Actions for Goal: Assess and Act on Opportunities in Other Sectors Objectives and Actions Priority Timing Lead & Partners Objective: 1. Be responsive to opportunities in other sectors. Examples include mining supply and support services, mineral processing, film, and cold-weather testing, and specific investment development interests being put forward. Actions: a) Respond proactively to investment inquiries from H Ongoing EDO, CA businesses, site selectors, and investors across all sectors. b) Monitor the levels of inquiries across sectors and H Ongoing EDO, CA specific segments and assess the potential and value propositions of Iroquois Falls for the specific sectors or segments. c) Develop approach to support and attract more H Ongoing EDO, EDC investment in the specific sector or segment. d) Monitor information and research on opportunities in H Ongoing EDO, CA other sectors in Northern Ontario; assess the suitability of Iroquois Falls for such opportunities; develop value propositions and approach to target such opportunities. Funding: FedNor, NOHFC Performance Metrics: 1. Number of meetings with prospective business owners 2. Number of conferences and symposiums attended in different sectors, and number of meetings with business prospects at these events 3. Development of value propositions for different sectors 4. Change in number of businesses and number of employees in specific sectors and subsectors

31

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.8 Goal: Business Retention and Expansion Rationale:

The retention and expansion of existing businesses is an important part of economic development programs, and tends to be less costly in terms of time and funds to retain and grow the existing economic base than attract new investment. Supporting retention of existing businesses by ensuring that local issues are addressed could enable businesses to remain as viable enterprises in the community and expand operations. Doing so will help maintain and grow the local tax base.

Exhibit 9: Objectives and Actions for Goal: Business Retention and Expansion Objectives and Actions Priority Timing Lead & Partners Objective: 1. Develop and implement a structured Business Retention and Expansion Program. Actions: a) Consult with the Iroquois Falls and District Chamber H Year 1 EDO, Chamber of Commerce on its Business Retention and Expansion and (BR&E) program initiated in 2017, and determine how Ongoing the Chamber and Town can best work together on future Business Retention and Expansion programs. b) Tap into existing programs and resources and training H Ongoing EDO, Chamber to ensure the most effective delivery of the BR&E program, such as those offered by OMAFRA. c) Develop approach and outline of issues/topics for H Ongoing EDO, Chamber discussion at in-person meetings with key employers in the community (beyond just a BR&E survey). Objective: 2. Provide a supportive environment for existing and new businesses. Actions: a) Determine how to address issues, to the extent H Ongoing EDO, EDC, reasonable and appropriate, that businesses identify Chamber in the BR&E program survey and interviews about impediments to business growth in Iroquois Falls. b) Work with the Iroquois Falls and District Chamber of M Year 1 EDO, MO, Commerce to create a ‘Welcome Kit’ to distribute to Chamber new businesses, providing information on key contacts at the Town, and information on funding and training programs.

32

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners Objective: 3. Encourage residents to buy locally. Actions: a) Create a “Shop Locally” campaign to capture dollars M Year 1 EDO, MO, that would be spent at communities outside of Chamber Iroquois Falls, such as in Timmins and Cochrane. b) Work with the Chamber of Commerce to identify gaps M Year 1 EDO, Chamber, in local retail and service commercial offerings and Council Member make this information available to local business people and entrepreneurs to encourage them to create businesses to fill these gaps. Objective: 4. Ensure that businesses have access to funding/labour training programs. Actions: a) On the Town’s and Chamber of Commerce’s web H Year 1 EDO, CA, sites, list with links funding and training programs Chamber available in Northeastern Ontario by sector. Funding: not applicable Performance Metrics: 1. Business expansion and retention program developed 2. Number of meetings and interviews 3. Number of businesses by sector added or lost from previous year 4. Number of jobs added or lost by sector 5. ‘Buy Locally’ program developed and implemented

33

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.9 Goal: Encourage and Promote Entrepreneurship Rationale:

Entrepreneurship involves creating a business idea and turning that idea into a real business - creating new goods and services based on new technologies, innovative ideas, or simply unsatisfied market demand. As Iroquois Falls has transitioned from primarily a one-company town, supporting entrepreneurship will be a key part of its economic development and critical to the development of a vibrant and creative local economy.

Exhibit 10: Goal, Objectives and Actions for Goal: Encourage and Promote Entrepreneurship Objectives and Actions Priority Timing Lead & Partners Objective: 1. Connect entrepreneurs with existing regional entrepreneurship development, funding, and training programs. Actions: a) Educate entrepreneurs about the Northern Ontario H Year 1 EDO, MO, Heritage Fund, which provides funding up to Chamber $200,000 towards starting a new business, without age limit to start a business, and funds from NOHFC for business expansion. Ontario Network of Entrepreneurs also has a variety of programs and access to funding. Promote this type of information and support on the Town’s web site. b) Access information on existing entrepreneurship H Year 1 EDO, Chamber development programs in surrounding regions to help provide potential entrepreneurs with training and technical assistance they need to start and grow their businesses. Provide links on the Town’s web site. c) Connect with Business Enterprise Centre in Timmins H Year 1 EDO, Chamber to assist new entrepreneurs with starting, planning, and funding their businesses and to deliver information locally via “Sip and Learns” – business socials organized by the Iroquois Falls and District Chamber of Commerce. Funding: NOHFC, ONE, FedNor Performance Metrics: 1. Information on programs and training provided on web site 2. Number of meetings with potential new entrepreneurs interested in starting businesses 3. Number and types of new businesses developed

34

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.10 Goal: Attract, Retain, Increase Population/Labour Force Rationale:

Some businesses such as retail and service commercial enterprises will only be attracted to Iroquois Falls once the residential base has been further developed. While existing residents would like more amenities and Council would like a bigger business tax base, this is unlikely to occur in the retail and service commercial sectors until demand for services increases. Accordingly, attracting more residents is a logical step in helping to expand the local economy. Increasing the population base will also likely result in a larger and more diversified labour force that can service existing and future businesses.

Exhibit 11: Goal, Objectives and Actions for Goal: Attract, Retain, and Increase Population and Labour Force

Objectives and Actions Priority Timing Lead & Partners Objective: 1. Support opportunities to create a vibrant downtown and improve its attractiveness. Actions: a) Develop a terms of reference for a consultant to H Year 2 CA create a Community Improvement Program to increase downtown’s attractiveness for residents, visitors, and businesses. b) Apply for funding, undertake consultant-selection H Year 2 EDC, CA, Council process, obtain Council approval to hire consultant. c) Develop the Community Improvement Plan. H Fall/ Consultant Winter 2017 d) Implement the Community Improvement Plan H Year 2 + EDO, CA recommendations. Objective: 2. Market Iroquois Falls as a great place to live. Promote the town to people who want easy access to Timmins, while living in a small-town environment with low housing costs. Actions: a) Develop value propositions on Iroquois Falls as a H Year 1 EDO, EDC place to live. b) Network with local and regional realtors to promote H Ongoing EDO, OFMS Iroquois Falls.

35

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners c) Use the municipal’s web site to create a great H Year 1 + EDO, MO impression to outsiders. Update it, using the Town of Kapuskasing’s and District Municipality of Muskoka’s web sites as examples of how to create a web site that is simple, easy to navigate, and refreshing to view. Update content regularly, and create a photo gallery to entice viewers. Include maps and directions to places that prospective new residents, tourists, and business owners would find of interest. For local residents and business owners, also include a community calendar of events so local residents can check regularly to connect with the community. Ensure there is a lifestyle opportunities section for young families and housing affordability versus Timmins. List organized and unorganized recreational activities and outdoor sports and lifestyle opportunities in and around Iroquois Falls. Also, clearly post the Economic Development Officer contact information on the web site and all written materials to encourage potential residents to call for enquiries. Ensure the Town’s web site has a clearly identified economic development tab with appropriate materials. d) Create highway signage to direct travellers into H Year 2 EDO, CA Iroquois Falls, and create in-town signage to direct visitors to places of interest. Objective: 3. Promote Iroquois Falls as a safe and affordable community. Actions: a) Develop accurate data on the community’s housing M Year 2 EDO costs relative to other communities in the region using reputable third-party sources. b) On the Town’s web site and FaceBook page, detail M Year 2 EDO, MO lower housing prices, and describe the quiet small- town charm and safety. c) Identify other relevant publications in which to post M Year 3 EDO, MO this type of promotion.

36

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners Objective: 4. Increase the standard of property maintenance. Encourage property and business owners to ensure a high standard of property maintenance, enforcing property standards and maintenance by-laws. Actions: a) Ensure By-law Officers visit residential and M Ongoing By-law commercial sites regularly and send notification Enforcement letters detailing work required, imposing penalties Officer, CA and enforcing as required. b) Building on recommendations and funding sources M Ongoing CA, EDO identified in the Community Improvement Plan (CIP), provide businesses with funding information to improve building facades, landscaping, consistent with the CIP. Funding: OMAFRA Rural Economic Development (RED) Program Performance Metrics: 1. Community Improvement Plan (CIP) developed 2. Number and types of recommended improvements made 3. Marketing materials developed and included on Town web site 4. Number of new housing units per year 5. Population level and change 6. Number of Property Bylaw enforcements

37

Town of Iroquois Falls – Economic Development Strategic Plan

6.5.11 Goal: Enhance Regional, Provincial and Federal Partnerships Rationale:

Every community is part of a larger region, and as such, it is important for Iroquois Falls to work with its broader neighbouring region and provincial and federal organizations. This will help to ensure that Iroquois Falls benefits from initiatives regionally, provincially, and federally to maximize cross- promotion, increase the Town’s exposure to investment prospects, funders, and other target audiences, and to learn about new opportunities.

Exhibit 12: Objectives and Actions for Goal: Enhance Regional, Provincial and Federal Partnerships Objectives and Actions Priority Timing Lead & Partners Objective: 1. Identify and build relationships with potential partners, stakeholders, and agencies to help foster investment in Iroquois Falls. Actions: a) Develop a contact management database, including M Ongoing EDO, EDC site selectors, Iroquois Falls and District Chamber of Commerce, North Claybelt Community Futures Development Corporation, Ministry of Northern Development and Mines, FedNor, Northern Ontario Heritage Funding Corporation, business developers and investors, sector associations, private sector contacts, Ontario Ministry of Agriculture, Food, and Rural Affairs, and others. Establish appropriate communication schedules for each. b) Collaborate with Northern College and Labour Market H Ongoing EDO, EDC Group on skills development annually and also on an as-needed basis as new skills needs arise. Objective: 2. Network with neighbouring First Nations groups. Identify and work on economic development opportunities together. Actions: a) Meet regularly with Wahgoshig First Nation, M Ongoing EDO, EDC Mushkegowuk First Nation, and Wabun First Nation Tribal Councils and their economic development teams or officers to brainstorm about and develop mutually beneficial initiatives, through direct partnerships and also through projects that are complementary. For example Wahgoshig First Nation has been meeting with local Mennonites to develop an agricultural initiative – plan a meeting to discuss where synergies can be developed.

38

Town of Iroquois Falls – Economic Development Strategic Plan

Objectives and Actions Priority Timing Lead & Partners Objective: 3. Cooperate/ collaborate with regional committees and organizations. Assist with programs, services, and economic development opportunities that strengthen Northeastern Ontario and benefit Iroquois Falls. Actions: a) Meet twice yearly with members of adjacent H Ongoing EDO, EDC communities, regional committees, and groups such the Northeast Community Network to learn about their projects, programs, and services. b) Network through attending symposiums, business M Ongoing EDO, EDC socials, and trade conferences. Funding: not applicable Performance Metrics: 1. Number of organizations contacted and met 2. Number of meetings 3. Outcome - initiatives identified and accomplished

39

Town of Iroquois Falls – Economic Development Strategic Plan

7. Performance Measurement Overview

Performance measurement in economic development is the process of assessing the effectiveness of an economic development strategy, program, or initiative.

Performance measurement is important in economic development because it allows economic development staff, the Economic Development Committee, Council, and stakeholders to understand the progress being made toward achieving goals and objectives of an Economic Development Strategic Plan. It also shows what aspects of a strategy may need to be tweaked or fine-tuned, allowing a needed course correction.

Performance metrics at the end of the Goal and Objectives tables in the previous pages were provided as examples of the metrics that could be used to measure progress in meeting the specified actions for each of the goals and objectives. This is intended as a starting point. The Economic Development Officer will need to work with the Economic Development Committee to develop a realistic performance measurement plan, deciding what metrics to use, the frequency of performance measurement, the data sources, and how the results are to be shared with Council and stakeholders.

Measurement needs to use SMART metrics, taking into account the inputs needed such as funding, the activities, outputs and outcomes.

Specific – Measurable – Achievable – Relevant – Time-Based

Activities Outputs Outcomes

. Funding . BR&E . Leads . Jobs . . . . Staff Investment BR&E calls New businesses . Travel attraction . Media coverage . Expansions

. Facilities . Marketing . New Residents

Measurement should focus on outcome metrics that show progress toward achieving strategy objectives (such as job growth), while also recording selected activity metrics (actions such as marketing to achieve results) and output metrics (such as amount of services created or number of clients assisted).

Ultimately, while it is important to objectively assess progress in meeting key strategic goals and objectives of the Economic Development Strategic Plan, it is unrealistic to measure progress for every action item – measurement would be too onerous, consuming time and resources. Rather, it is critical to measure the progress in completing actions that are the most important in achieving the key goals and objectives of the Economic Development Strategic Plan.

40

Town of Iroquois Falls

APPENDIX For Economic Development Strategic Plan

Prepared by

in partnership with

June 28, 2017

This project is funded by the Governments of Canada and Ontario.

Ce projet est finance par les governements du Canada et Ontario. Table of Contents

1. Demographic and Labour Force Analysis ...... 1 1.1 Population and Age Characteristics ...... 1 1.2. Education Levels ...... 2 1.3 Labour Force by Sector ...... 2 1.4 Commuting Trends ...... 4 2. Economic Base Analysis ...... 5 2.1 Approach and Data Sources ...... 5 2.2 Overview of Job Growth and Concentrations in Cochrane District ...... 5 3.3 Key Findings by Sector ...... 9 3. Stakeholder Consultation and Community Survey Results ...... 12 Interviews Summary - 70 Stakeholders ...... 12 Survey Summary - 41 Respondents ...... 17 4. Detailed SWOT Analysis ...... 21 4.1 Labour Force ...... 21 4.2 Tourism Industry ...... 22 4.3 Agriculture and Resource Based Industries ...... 24 4.4 Transportation, Market Access, Employment Lands ...... 25 4.5 Business Environment ...... 27 4.6 Community Attractiveness to New Residents ...... 29

1. Demographic and Labour Force Analysis

1.1 Population and Age Characteristics Iroquois Falls’ 2016 population was 4,537 – a 1.3 percent decrease from 2011. This decrease was lower than Cochrane District overall (with a 1.8 percent population decrease) and many other communities in Cochrane and Timiskaming Districts. Despite losing a major employer at the end of 2014, Iroquois Falls’ population only decreased marginally between 2011 and 2016, which is very positive. During this period, Ontario’s population increased 4.6 percent. Like other communities in Northern Ontario, Iroquois Falls’ population level has decreased – 4,537 in 2016, 4,729 in 2006, and 5,714 in 1996.

Exhibit 1: Communities with Population of 1,000+, Cochrane and Timiskaming Districts Municipality 2011 2016 Change % Change Cochrane District 81,122 79,682 -1,440 -1.8% Timmins 43,165 41,788 -1,377 -3.2% Timiskaming District 32,634 32,251 -383 -1.2% Temiskaming Shores 10,400 9,920 -480 -4.6% Kirkland Lake 8,493 7,981 -512 -6.0% Kapuskasing 8,196 8,292 96 1.2% Cochrane 5,340 5,321 -19 -0.4% Hearst 5,090 5,070 -20 -0.4% Iroquois Falls 4,595 4,537 -58 -1.3% Black River-Matheson 2,410 2,438 28 1.2% Moosonee 1,725 1,481 -244 -14.1% Englehart 1,519 1,479 -40 -2.6% Smooth Rock Falls 1,376 1,330 -46 -3.3% Armstrong 1,216 1,166 -50 -4.1% Cobalt 1,133 1,128 -5 -0.4% Moonbeam 1,101 1,231 130 11.8% Source: Statistics Canada, Census 2016

Iroquois Falls’ population is older than Cochrane District and Ontario, averaging 45.8 years old in 2016, compared to 41.6 years in Cochrane District and 41.0 in Ontario. Iroquois Falls’ population aged 65 and over in 2016 was 23.3 percent, compared to Cochrane District’s 17.2 percent and Ontario’s 16.9 percent. Exhibit 2: Iroquois Falls Population by Age Group (2016) Age Group Number Percentage 0 to 4 years 235 5.2% 5 to 9 years 200 4.4% 10 to 14 years 195 4.3% 15 to 19 years 225 5.0% 20 to 24 years 235 5.2% 25 to 29 years 215 4.7% 30 to 34 years 235 5.2% 35 to 39 years 230 5.1% 40 to 44 years 230 5.1% 45 to 49 years 285 6.3% 50 to 54 years 370 8.2% 55 to 59 years 440 9.7% 60 to 64 years 375 8.3% 65 to 69 years 340 7.5% 70 to 74 years 235 5.2% 75 to 79 years 165 3.6% 80 to 84 years 145 3.2% 85 years and over 165 3.6% Total 4,535 * Source: Statistics Canada, 2016 Census * rounded by Statistics Canada

1 1.2. Education Levels Data on educational attainment from the 2016 Census is scheduled for release by Statistics Canada in November 2017, which is beyond the time frame of this study. However, data from the 2011 Census is provided for some insight on educational attainment in Iroquois Falls compared to Cochrane District overall and Ontario. Educational attainment estimates through Manifold Data Mining Inc. were also reviewed.

As shown below, the educational attainment level of the population aged 25 to 64 years in Iroquois Falls and Cochrane District was lower than Ontario. The area, however, has a relatively high portion of population with college, CEGEP and non-university degrees or diplomas and the educational attainment distribution is very close across each data set as shown in Exhibit 3.

Exhibit 3: Highest Educational Attainment by Type – Aged 25-64 Years, 2011 Iroquois Iroquois Iroquois Cochrane Ontario Highest Educational Attainment Falls #* Falls** Falls* District* * No certificate; diploma or degree 525 20.3% 20.6% 19.7% 11.0% High school diploma or equivalent 720 28.5% 28.3% 24.4% 24.3% Postsecondary certificate; diploma or degree 1,300 51.2% 51.1% 55.9% 64.8% Apprenticeship or trades certificate or diploma 275 11.4% 10.8% 13.7% 7.8% College; CEGEP or other non-university certificate or diploma 775 30.2% 30.5% 28.9% 23.6% University certificate or diploma below bachelor level 35 1.0% 1.4% 2.1% 4.5% University certificate; diploma/degree bachelor level or above 220 8.6% 8.6% 11.3% 28.9% Bachelor's degree 120 5.4% 4.7% 7.4% 17.7% University certificate; diploma/degree above bachelor level 100 3.2% 3.9% 3.9% 11.2% Total population aged 25 to 64 years 2,545 100.0% 100.0% 100.0% 100.0% Source: * Statistics Canada, National Household Survey - and * 2011 Manifold Data Mining Inc.

1.3 Labour Force by Sector Statistics Canada will release labour force data from the 2016 Census in November 2017, beyond the time frame of this study. However, 2011 Census data is noted on the following page for insight on Iroquois Falls’ labour force compared to Cochrane District and Ontario, pertaining to the labour force living in the community, including those who commute elsewhere for work. In 2011, a relatively high portion of the labour force was employed in manufacturing – this portion is likely now closer to the percentage for Cochrane District, given the paper mill closure. Compared to the Ontario average, a significantly smaller portion of the labour force residing in Iroquois Falls and Cochrane District were employed in professional, scientific, and technical services and finance and insurance sectors. A higher percentage was employed in the retail sector and public sector jobs such as in education and health care services.

Data was also reviewed from Manifold Data Mining Inc. (also included in the Iroquois Falls Community Profile) on estimated labour force by industry. This data is based on an estimated labour force of 2,242, which is higher than the 2011 Census number. However, we can draw some insights by comparing the percentage distribution using the two data sets. The labour force distribution is very close across the two data sets as shown In Exhibit 5 on the following page.

2 Exhibit 4: Labour Force by Sector in 2011 (aged 15+) Iroquois Iroquois Cochrane Sector Ontario Falls # Falls District 11 Agriculture; forestry; fishing and hunting 40 2.0% 2.7% 1.5% 21 Mining; quarrying; and oil and gas extraction 155 7.6% 10.1% 0.4% 22 Utilities 35 1.7% 1.4% 0.8% 23 Construction 110 5.4% 7.7% 6.1% 31-33 Manufacturing 300 14.7% 5.7% 10.2% 41 Wholesale trade 45 2.2% 2.0% 4.4% 44-45 Retail trade 300 14.7% 12.5% 10.9% 48-49 Transportation and warehousing 100 4.9% 5.3% 4.5% 51 Information and cultural industries 15 0.7% 1.3% 2.6% 52 Finance and insurance 0 0.0% 1.9% 5.3% 53 Real estate and rental and leasing 30 1.5% 1.0% 2.0% 54 Professional; scientific and technical services 60 2.9% 3.1% 7.4% 55 Management of companies and enterprises 0 0.0% 0.0% 0.1% 56 Administrative/support; waste management/remediation services 40 2.0% 3.7% 4.5% 61 Educational services 270 13.2% 8.3% 7.3% 62 Health care and social assistance 255 12.5% 13.4% 10.1% 71 Arts; entertainment and recreation 20 1.0% 1.0% 2.1% 72 Accommodation and food services 105 5.1% 6.3% 6.1% 81 Other services (except public administration) 35 1.7% 4.2% 4.3% 91 Public administration 110 5.4% 7.0% 6.7% Industry - not applicable 15 0.7% 1.3% 2.8% Total labour force population aged 15 years and over 2,045 100.0% 100.0% 100.0% Source: Statistics Canada; 2011 National Household Survey

Exhibit 5: Labour Force by Sector (aged 15+) Sector Iroquois Falls * Iroquois Falls ** 11 Agriculture; forestry; fishing and hunting 2.0% 2.0% 21 Mining; quarrying; and oil and gas extraction 7.5% 7.6% 22 Utilities 1.7% 1.7% 23 Construction 5.5% 5.4% 31-33 Manufacturing 14.7% 14.7% 41 Wholesale trade 2.2% 2.2% 44-45 Retail trade 14.7% 14.7% 48-49 Transportation and warehousing 4.9% 4.9% 51 Information and cultural industries 0.7% 0.7% 52 Finance and insurance 0.0% 0.0% 53 Real estate and rental and leasing 1.5% 1.5% 54 Professional; scientific and technical services 3.0% 2.9% 55 Management of companies and enterprises 0.0% 0.0% 56 Administrative and support; waste management/remediation services 1.9% 2.0% 61 Educational services 13.4% 13.2% 62 Health care and social assistance 12.7% 12.5% 71 Arts; entertainment and recreation 1.0% 1.0% 72 Accommodation and food services 5.1% 5.1% 81 Other services (except public administration) 1.8% 1.7% 91 Public administration 5.5% 5.4% Industry - not applicable 1.0% 0.7% Total labour force population aged 15 years and over 100.0% 100.0% Source: * Manifold Data Mining Inc. 2016,** Statistics Canada; 2011 National Household Survey

As shown in Exhibit 6, a higher portion of the labour force in both Iroquois Falls and Cochrane District compared to Ontario were classified as being in trades, transport, and equipment and related occupations. A significantly smaller portion compared to Ontario was classified as management and business, finance, and administration occupations in 2011.

3 Exhibit 6: Labour Force by Occupation (Aged 15+) Iroquois Iroquois Cochrane Occupation Ontario Falls # Falls District Management occupations 130 6.4% 8.0% 11.2% Business, finance and administration occupations 260 12.7% 13.1% 16.6% Natural and applied sciences and related occupations 110 5.4% 5.1% 7.2% Health occupations 120 5.9% 6.9% 5.7% Education, law, and social, and community and government services 270 13.2% 12.1% 11.7% Art, culture, recreation and sport 55 2.7% 1.5% 3.0% Sales and service occupations 455 22.2% 22.5% 22.6% Trades, transport, and equipment operators and related occupations 370 18.1% 19.2% 12.7% Natural resources, agriculture and related production occupations 110 5.4% 5.8% 1.6% Manufacturing and utilities 155 7.6% 4.6% 5.1% Occupation – not applicable 15 0.5% 1.3% 2.7% Total labour force population aged 15 years and over 2,045 100% 100% 100% Source: Statistics Canada; 2011 National Household Survey

The Census data for labour force by occupation was also compared to the Manifold Data Mining estimates. The percentage of labour by occupation was the same or very close for both data sets.

Exhibit 7: Labour Force by Occupation (Aged 15+) Occupation Iroquois Falls * Iroquois Falls ** Management occupations 6.4% 6.4% Business, finance and administration occupations 12.8% 12.7% Natural and applied sciences and related occupations 5.4% 5.4% Health occupations 5.9% 5.9% Education, law, and social, and community and government services 13.3% 13.2% Art, culture, recreation and sport 2.7% 2.7% Sales and service occupations 22.3% 22.2% Trades, transport, and equipment operators and related occupations 18.1% 18.1% Natural resources, agriculture and related production occupations 5.3% 5.4% Manufacturing and utilities 7.6% 7.6% Occupation – not applicable 0.1% 0.5% Total labour force population aged 15 years and over 100.0% 100% Source: * Manifold Data Mining Inc. 2016,** Statistics Canada; 2011 National Household Survey

1.4 Commuting Trends Statistics Canada is scheduling commuting flows data for release in November 2017, beyond this study’s time frame. However, we reviewed data from the 2011 National Household Survey for insight on past commuting patterns in Iroquois Falls. While there were 2,045 persons in the Iroquois Falls resident labour force in 2011, the employed portion was 1,870. The commuting flow data of 1,645 persons is based on the portion of labour that worked at a usual place of work, which excludes those working at home (90) and those with no fixed place of work (130). The resident labour force that worked in Iroquois Falls data was 1,135 persons, about 69 percent of the Iroquois Falls’ labour force that worked at usual places of work in 2011. Data was unavailable for the total labour force as only commuter flows of 20 or more persons were reported. Based on this data, it appears that about 31 percent of the resident labour force worked outside of Iroquois Falls, with substantial flows to Timmins (340), Black River-Matheson (90), and Cochrane (35). This confirms that Iroquois Falls is a viable residential location for those who work in nearby communities. Iroquois Falls was also the source of commuting inflow for work in 2011; although, the level would likely be much lower now given the paper mill closure. In 2011, there were significant labour inflows from Timmins (125), Black River-Matheson (120) and the unorganized north part of Cochrane District (55).

4 2. Economic Base Analysis

2.1 Approach and Data Sources

This chapter provides an overview of Iroquois Falls’ economic base, including a review of number of jobs and enterprises by sector and job growth, comparing Iroquois Falls with Cochrane District and Ontario.

EMSI Analyst program 2016.3 is the prime statistical source for the sector analysis. The Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) provided Iroquois Falls with access to the program on a complimentary basis. EMSI combines employment data from the Statistics Canada Survey of Employment, Payrolls and Hours with data from the Labour Force Survey, Census, and Canadian Business Patterns to form geographic estimates of employment.

The EMSI Analyst program has the advantage of offering the most current and comprehensive data available and enables comparison of a community with other communities and regions. There are limitations of this program – its data are estimates and not as reliable for small communities as for larger ones. Additionally, estimates may not reflect recent changes that have occurred in a community because updates to the EMSI job data occur only twice yearly. There also appears to be a time lag in updating job estimates with the most recent Canada Business Patterns database numbers. The Canada Business Patterns database, also included in the EMSI program, enables a more accurate picture of the economic base of small communities, although data is only reported for those enterprises with revenues over $30,000, and therefore excludes some businesses such as part-time and very small operations with lower revenues. The Canada Business Patterns database includes data on number of enterprises by sector and ranges for number of employees by sector.

There were also specific limitations of EMSI data used in this study. The 2016 job data for Iroquois Falls had not been updated in the EMSI program to reflect manufacturing sector job losses that resulted from the paper mill closure in December 2014. Therefore, we adjusted the manufacturing job estimate for 2016 by subtracting the reported paper manufacturing jobs from the total number of jobs reported for the manufacturing sector in Iroquois Falls. In June 2017, near study completion, we were able to access the EMSI 2017.1 data version. This version also incorrectly included a job figure for paper manufacturing in Iroquois Falls1.

We note that the paper mill closure was taken into account in the data on business locations by sector in the Canada Business Patterns database.

2.2 Overview of Job Growth and Concentrations in Cochrane District To understand the economic opportunities for Iroquois Falls, it is firstly important to understand job and sector growth trends in the broader region, as the community shares many of the economic conditions and locational factors of the broader region. Cochrane District’s estimated number of jobs in 2016 was 42,642, a growth of 2,496 or 6.2 percent from 2011, close to Ontario’s job growth rate over this period (6.6 percent). Cochrane District’s job growth is very positive given that the job loss in the area between 2006 and 2011 was 1,145 jobs or 2.8 percent of jobs.

1 215 jobs in paper manufacturing were reported for 2016 in the EMSI 2016.3 version and 148 were reported in the EMSI 2017.1 version. 5 Data on the number of jobs and percentage changes by sector in Cochrane District between 2011 and 2016 is provided in Exhibit 1. We also compare the percentage changes by sector in Ontario and provide the location quotient for Cochrane District by sector.

Location quotient analysis compares the relative concentration of each sector in a community to a reference area (in this case Ontario). The comparison uses a simple ratio of sector employment to total employment. The provincial average for each sector has a location quotient of 1. A location quotient higher than 1 indicates a higher employment concentration in that sector. Greater location quotient variances mean higher or lower employment concentrations than provincial averages. In essence, location quotients allow us to identify which sectors are over or under-represented relative to the province as a whole. The higher the location quotient is, the greater the level of concentration and attractiveness of the community for that sector.

As noted in Exhibit 1, the mining, quarrying, and oil and gas extraction sector is the strongest sector in Cochrane District by location quotient. This sector has a location quotient (LQ) of 6.79 – about seven times the job concentration of this sector in Ontario. The two relevant sub-sectors in this sector are mining and quarrying (LQ of 17.01, 2,544 jobs in 2016 and seven percent growth from 2011) and support services for mining (LQ of 4.46, 1,041 jobs in 2016 and a one percent decrease from 2011).

The agriculture, forestry, fishing, and hunting sector is strong in Cochrane District in terms of location quotient and job growth. The location quotient is 1.69; 2016 job level was 1,487, and the job growth between 2011 and 2016 was 17.5 percent, compared to an 5.8 percent decrease for jobs in this sector in Ontario. Most of the jobs in this sector in Cochrane District are in the logging subsector, with 624 jobs and another 548 jobs in forestry support activities. The farms subsector is relatively small at 272 jobs in 2016; however, it has grown significantly by 101 jobs or 59 percent job growth between 2011 and 2016. Support activities for farms had 17 jobs. The farms subsector is an emerging sector, not one of significant job strength in Cochrane District at this time – its location quotient is only 0.38, significantly below the provincial average.

The sectors of utilities, construction, and health care and social services have location quotients between 1.30 and 2.00.

Notably, there has been significant job loss in Cochrane District’s manufacturing sector, with close to 18 percent of jobs lost in this sector between 2011 and 2016, compared to a job growth of 0.9 percent for this sector in Ontario.

A sector currently under represented with a location quotient of 0.88 but with high growth (24 percent increase between 2011 and 2016, compared to a 6.0 percent increase in Ontario) is the administrative and support, waste management, and remediation services sector. This sector has two distinct subsectors. The administrative and support services subsector includes industry segments such as office administrative services, facilities support services, employment services, and business support services, etc. The largest industry segments that also have had the highest growth are employment services and investigation and security services. The waste management and remediation services subsector includes waste treatment, disposal, and remediation services, which is a very small part of the overall sector. Data by sector in Cochrane District is provided next in Exhibit 8.

6 Exhibit 8: Job Growth by Sector in Cochrane District NAICS Description 2011 2016 2011-16 2011-16 % 2011-16 ON 2016 Jobs Jobs Change Change % Change Location Quotient 62 Health care and social assistance 5,892 6,395 503 8.5% 9.5% 1.34 44-45 Retail trade 4,861 5,091 231 4.7% 6.9% 1.06 23 Construction 3,846 4,370 524 13.6% 11.2% 1.41 21 Mining, quarrying, oil/gas extraction 3,426 3,587 162 4.7% 4.6% 6.79 61 Educational services 3,064 3,478 414 13.5% 8.8% 1.18 91 Public administration 2,940 2,854 -86 -2.9% -2.4% 1.11 72 Accommodation and food services 2,311 2,805 494 21.4% 16.1% 0.98 48-49 Transportation and warehousing 1,951 2,045 94 4.8% 13.2% 1.01 56 Administrative and support, waste 1,537 1,906 369 24.0% 6.0% 0.88 81 Othermanagement services, remediation(except public services admin. ) 1,826 1,768 -57 -3.1% -0.3% 0.89 31-33 Manufacturing 1,916 1,578 -337 -17.6% 0.9% 0.44 11 Agriculture, forestry, fishing, hunting 1,266 1,487 221 17.5% -5.8% 1.69 54 Professional, scientific, technical services 1,256 1,268 12 1.0% 10.4% 0.43 41 Wholesale trade 1,000 968 -32 -3.2% 6.0% 0.49 52 Finance and insurance 672 695 22 3.3% 8.1% 0.39 53 Real estate and rental and leasing 487 588 101 20.7% 17.7% 0.63 X0 Unclassified 698 580 -119 -17.0% -15.8% 0.97 22 Utilities 474 519 45 9.4% -9.1% 1.98 51 Information and cultural industries 424 361 -63 -15.0% 7.5% 0.44 71 Arts, entertainment and recreation 257 255 -2 -0.8% 11.8% 0.30 55 Management companies/enterprises 43 44 1 2.4% -12.2% 0.18 Total 40,146 42,642 2,496 6.2% 6.6% Source: EMSI 2016:3

Iroquois Falls accounts for about 3.2 percent of the jobs in Cochrane District, slightly lower than its portion of the District’s population (5.7 percent). Sectors where Iroquois Falls has a relatively high portion include retail trade (8.1 percent), information and cultural industries (7.3 percent), educational services (8.8 percent) and arts, entertainment, and recreation (14.6 percent). See Exhibit 9.

Exhibit 9: Iroquois Falls by Sector as a Portion of Jobs in Cochrane District NAICS Description Iroquois Falls % Jobs Cochrane District 11 Agriculture, forestry, fishing and hunting <10 NA 21 Mining, quarrying, and oil and gas extraction <10 NA 22 Utilities 15 3.0% 23 Construction 28 0.6% 31-33 Manufacturing 8 0.5% 41 Wholesale trade 16 1.7% 44-45 Retail trade 412 8.1% 48-49 Transportation and warehousing 77 3.8% 51 Information and cultural industries 26 7.3% 52 Finance and insurance 10 1.5% 53 Real estate and rental and leasing 18 3.0% 54 Professional, scientific and technical services 20 1.6% 55 Management of companies and enterprises <10 NA 56 Administrative and support, waste management, remediation services 37 2.0% 61 Educational services 307 8.8% 62 Health care and social assistance 148 2.3% 71 Arts, entertainment and recreation 37 14.6% 72 Accommodation and food services <10 NA 81 Other services (except public administration) 43 2.4% 91 Public administration 115 4.0% X0 Unclassified 24 4.1% All All Industries 1,372 3.2% Source: EMSI 2016:3, note: number of jobs for Manufacturing and Total adjusted to take into account paper mill closure

7 From a big-picture perspective, there have been job losses across many Iroquois Falls’ sectors – the largest being in manufacturing with the Resolute Forest Products paper mill closure. There has been job growth in some population-serving sectors such as retail trade. Exhibit 10 details sector level job data.

Exhibit 10: Jobs by Sector in Iroquois Falls NAICS Description 2011 - 2016 2011 - 2016 Location 2011 Jobs 2016 Jobs Change % Change Quotient 44-45 Retail trade 357 412 55 15.4% 2.76 61 Educational services 265 307 42 15.8% 3.24 62 Health care and social assistance 203 148 -55 -27.1% 1.02 91 Public administration 157 115 -42 -26.8% 1.42 48-49 Transportation and warehousing 92 77 -15 -16.3% 1.24 31-33 Manufacturing 269 8 -261 -97.0% 0.06 81 Other services (except public admin) 75 43 -32 -42.7% NA 56 Administrative and support, waste 29 37 8 27.6% 0.47 71 Arts,management entertainment, remediation and recreation services 33 37 4 12.1% 1.32 23 Construction 12 28 16 133.3% 0.31 51 Information and cultural industries 29 26 -3 -10.3% 0.87 X0 Unclassified 32 24 -8 -25.0% NA 54 Professional, scientific and technical 20 20 0 0.0% 0.19 53 Realservices estate and rental and leasing 20 18 -2 -10.0% 0.53 41 Wholesale trade 16 16 0 0.0% 0.23 22 Utilities 26 15 -11 -42.3% 1.82 52 Finance and insurance 21 10 -11 -52.4% 0.15 55 Management of companies, <10 <10 Insf. Data Insf. Data Insf. Data 72 Accommodationenterprises and food services <10 <10 Insf. Data Insf. Data Insf. Data 11 Agriculture, forestry, fishing and 14 <10 Insf. Data Insf. Data Insf. Data 21 Mining,hunting quarrying, oil/gas extraction 15 <10 Insf. Data Insf. Data Insf. Data 95 Total 1,693 1,372 -321 -19.0% Source: EMSI Q3 2016; Note: adjustments made to 2016 total jobs, manufacturing jobs, and location quotients taking into account paper mill closure

To better understand the economic base, consider data on number of enterprises by sector. Excluding the indeterminate category (enterprises without workers – mainly owner-operated businesses or having with contracted workers), there were 88 enterprises with revenues over $30,000 in Iroquois Falls in June 2016, compared to 95 in December 2014. An earlier-years comparison cannot be done due to Statistics Canada significant methodology changes in business counts in 2014. The majority of Iroquois Falls’ enterprises are very small. As shown in Exhibit 11, over half (52 percent) of enterprises are micro- enterprises, with one to four workers, and another 25 percent employed five to nine workers. Only one enterprise, the hospital, employed over 100 workers. There were four enterprises with 50 to 99 workers - two in retail (grocery store, hardware store), and bank and municipal government services.

Exhibit 11: Number of Enterprises in Iroquois Falls, 2016 # of Employees Number Percent Percent Ontario 1-4 46 52.3% 57.5% 5-9 22 25.0% 17.8% 10-19 8 9.1% 11.6% 20-49 7 8.0% 8.2% 50-99 4 4.5% 2.7% 100-199 1 1.1% 1.2% 200+ 0 0.0% 1.0% Total, excluding Indeterminate 88 100.0% 100.0% Source: EMSI Q3 2016

8 There were 133 indeterminate enterprises in Iroquois Falls in 2016. Likely, the majority of these are one- person owner-operated enterprises (rather than those with contracted workers), working out of home properties and perhaps serving broader areas than just Iroquois Falls. Many of these are likely part-time operations. The largest number was in the real estate sector. A breakdown of number of enterprises by sector by two-digit NAIC code level is shown in Exhibit 12, and a discussion of some key sectors drilling down on more detailed data is provided on the following pages.

Exhibit 12: Number Iroquois Falls’ Business Locations by Sector, Number Employees - June 2016 10 20 50 100 200 * NAICS Description 1-4 5-9 Total -19 -49 -99 -199 + Ind 11 Agriculture, forestry, fishing, hunting 4 0 0 0 0 0 0 11 15 21 Mining, quarrying, oil/gas extraction 0 0 0 0 0 0 0 0 0 22 Utilities 2 0 0 0 0 0 0 1 3 23 Construction 3 0 0 1 0 0 0 11 15 31-33 Manufacturing 0 1 0 0 0 0 0 4 5 41 Wholesale trade 0 0 0 0 0 0 0 0 0 44-45 Retail trade 7 5 3 1 2 0 0 8 26 48-49 Transportation and warehousing 3 1 0 0 0 0 0 6 10 51 Information and cultural industries 2 1 1 0 0 0 0 0 4 52 Finance and insurance 0 1 0 1 1 0 0 2 5 53 Real estate and rental and leasing 1 0 0 0 0 0 0 35 36 54 Professional, scientific, tech. services 5 0 0 0 0 0 0 5 10 55 Management companies/enterprises 0 0 0 0 0 0 0 2 2 56 Administrative/support, waste 0 1 0 1 0 0 0 4 6 61 Educationalmanagement/remediation services services 0 2 0 0 0 0 0 0 2 62 Health care and social assistance 3 1 3 1 0 1 0 11 20 71 Arts, entertainment and recreation 2 2 0 0 0 0 0 3 7 72 Accommodation and food services 2 4 1 2 0 0 0 10 19 81 Other services (except public admin.) 9 2 0 0 0 0 0 12 23 91 Public administration 0 0 0 0 1 0 0 0 1 X0 Unclassified 3 1 0 0 0 0 0 8 12 Totals 46 22 8 7 4 1 0 133 221

Source: EMSI, 2016:3 * is Indeterminate

3.3 Key Findings by Sector

NAIC 11: Agriculture, Forestry, Fishing and Hunting

There were 15 enterprises in the agriculture, forestry, fishing, and hunting sector in Iroquois Falls in 2016 including four farms, five logging businesses, three hunting and trapping enterprises, one business involved in support activities for farms, and two in support activities for forestry. As noted previously, due to methodology changes, it is only possible to compare this data as far back as 2014. From reviewing the 2014 data, it appears that that there has been an increase of one farm in Iroquois Falls between 2014 and 2016, also in the indeterminate category.

Exhibit 13: Number of Enterprises in the Agriculture, Forestry, Fishing and Hunting Sector, 2016 NAICS Description 1-4 5+ Employees Indeterminate Total 1110 Farms Employees0 0 4 4 1133 Logging 3 0 2 5 1142 Hunting and trapping 0 0 3 3 1150 Support activities for farms 0 0 1 1 1153 Support activities for forestry 1 0 1 2 Source: EMSI Q3 2016

9 Of the four farms, one is categorized as hay farming, and three are categorized as beef cattle ranching and farming, including feedlots. Based on the job estimates provided earlier in Exhibit 10, it appears that there are less than 10 jobs in the agriculture, forestry, fishing, and hunting sector in Iroquois Falls, down from over 100 in 2006; however, the majority of sector jobs in 2006 were in forestry. The number of farming jobs in 2006 was estimated by EMSI to be under 10, same as in 2016. The number of farming jobs in Cochrane District, however, increased from 169 to 272 between 2006 and 2016. The number of farming jobs in the nearby community of Black River-Matheson over this period increased from 34 to 81. We note that the number of farming jobs in Iroquois Falls may be understated, as they do not include migrant workers; however, that would also be the case for other communities.

No data for Iroquois Falls’ agriculture sector was available from the 2016 Census of Agriculture, as data was not reported for the town due to confidentiality given the small number of farms.

NAIC 21: Mining, Quarrying, Oil and Gas Extraction

At present, this is an insignificant sector in Iroquois Falls. Based on the EMSI data, there are less than 10 jobs and no enterprises in the sector, including none in support activities for mining. In 2014, there was one business in this sector in Iroquois Falls, classified as being in the non-metallic mineral mining and quarrying segment with five to nine employees.

NAIC 31-33: Manufacturing

Resolute Forest Products (formerly Abitibi Power and Paper Company) was the major employer in Iroquois Falls, dating back to 1912. The paper mill had very high employment levels in the 1960s with around 1,000 people at the mill and a substantial number in logging. At the time of its closure in December 2014, there were about 180 jobs at the mill.

Paper manufacturing has been a declining industry in northern Ontario and elsewhere in Canada. The number of jobs in this manufacturing subsector decreased in Cochrane District from around 4,200 in 2001 to less than 200 in 2016.

As noted earlier, the paper mill closure was not reflected in the EMSI data for Iroquois Falls. We adjusted the number of jobs in this report for the manufacturing sector to reflect the paper mill job loss. The only other manufacturing subsectors listed as having jobs in Iroquois Falls were transportation equipment manufacturing and furniture and related product manufacturing – both listed with less than 10 jobs.

Reviewing data from the Canada Business Patterns database, from the EMSI program, there are five small manufacturing businesses in Iroquois Falls:

 Meat processing (indeterminate category)  Sawmill (indeterminate category)  Wood manufacturing (indeterminate category)  Basic chemical manufacturing (5-9 employees)  Gypsum product manufacturing (indeterminate category)

These operations were also listed for 2014, as well as a paper industry machinery manufacturing business listed as indeterminate. The manufacturing sector in Cochrane lost about 60 percent of sector jobs between 2006 and 2016, declining from 3,981 jobs to less than 1,578 (the paper mill closure is not reflected in this number). With the exception of small growth in five manufacturing subsectors in Cochrane District (increase of between 1 to 24 jobs per subsector between 2011 and 2016), there have been job decreases or no growth across most manufacturing subsectors. Cochrane District manufacturing sector’s location quotient is 0.44 – less than half of Ontario’s sector job concentration. 10 NAIC 44-45: Retail Trade

The retail sector has shown job growth in Iroquois Falls. The estimated number of jobs in 2016 was 412 – a growth of 55 jobs or about 15 percent from 2011, in three subsectors: building material and garden equipment and supplies dealers; food and beverage stores; and health and personal care stores.

NAIC 61: Educational Services

The number of jobs increased in Iroquois Falls’ educational services sector by 42 jobs or about 16 percent from 2011 to 2016, in the elementary and secondary schools segment. The sector’s location quotient is about three times the provincial average.

NAIC 62: Health Care and Social Assistance Services

It appears that the health care and social assistance services sector in Iroquois Falls between 2011 and 2016 lost 55 jobs or 27 percent of sector jobs over that period. There were losses in all subsectors including ambulatory health care services, hospitals, nursing, residential care facilities, and social assistance. These losses contrast against relatively high growth for this sector in both Cochrane District and Ontario – with job increases of 8.5 percent and 10 percent respectively between 2011 and 2016.

NAIC 71: Arts, Entertainment and Recreation

The arts, entertainment, and recreation sector in Iroquois Falls was reported by EMSI as having 37 jobs in 2016, four more jobs than 2011. For 2016, Canada Business Patterns data identify these Iroquois Falls’ enterprises as including:

 Museum (1-4 employees)  Golf Course (5-9 employees)  Skiing Facility (indeterminate number of employees)  Bowling Alley (5-9 employees)  Other Amusement facilities (one with 1-4 employees and two classified as indeterminate)

The arts, entertainment, and recreation sector is part of a broader tourism sector (not categorized under the North American Industry Classification system), and serves both local residents and visitors.

NAIC 72: Accommodation and Food Services

EMSI reported less than 10 jobs in accommodation and food services in Iroquois Falls for 2016, the same as for 2011, but this appears understated considering 2016 Canada Business Patterns data, as follows:

 Bed and breakfast facilities (one with 5-9 employees, one classified as Indeterminate)  RV parks and campgrounds (one with 1-4 employees and two classified as Indeterminate)  Food service contractors (one with 1-4 employees)  Food catering (two classified as indeterminate)  Mobile food service (one classified as indeterminate)  Full service restaurants (one with 5-9, one with 10-19 employees, three indeterminate).

No motels were identified; though, this may have been classified under the bed and breakfast category. The accommodation and food services sector is part of the tourism sector, serving residents and visitors.

NAIC 91: Public Administration

The two subsectors are: provincial and territorial public administration, with 60 jobs, and local, municipal and regional public administration, with 54 jobs. EMSI estimated that the Iroquois Falls’ public administration sector lost 42 percent of sector jobs between 2011 and 2016. In this sector, Monteith Correctional Complex is a major facility that can accommodate 232 inmates.

11 3. Stakeholder Consultation and Community Survey Results Interviews Summary – 70 Stakeholders

We summarized the responses of all those provided and provided the degree of popularity of suggestions. Numbers do not equal the totals in the summaries because some respondents had more than one response and some had none.

1. What differentiates Iroquois Falls from other communities in the Timmins region – from an economic development perspective? In other words, what are its key strengths and weaknesses?

Out of the 70 interviews, all 70 interviewees thought of differences, although some could not think of both strengths and weaknesses.

Strengths (24) Low cost of housing, land, buildings (24) Small town, serene, safe, off highway, quality of life (22) Good recreation/facilities – arena, pool, gym, curling, tennis, golf course, snowmobiling (17) Rail line access (13) Friendly / community spirit / people help each other e.g., volunteers built arena/theatre (13) Available land (10) River, hydro dam, power plant (9) Airport (8) Mill site buildings, land, biomass, water access, and remediation (5) More amenities than other small communities in region, e.g., grocery stores, schools, hospital (4) Commercial buildings in addition to former paper mill site (4) Employers: hospital, Manor, Monteith Correctional Facility, Northland Power (3) Trestle bridge open

Weaknesses (27) Not on Highway 11, limited access/desolate entry (18) Sense of entitlement, risk adverse, not welcoming to business, divided (13) Town lacks sense of urgency/manpower to pursue initiatives (13) Lack of business diversity – compared to Cochrane, no big industry (8) Unattractive and old looking, Paul Bunion and finger, desolate entry (7) Airport lacks fuel, needs upgrade – underutilized, does not charge hospital fees (6) Lack of retail / need to shop in Timmins (6) Lack of highway signage (4) Lower cost of housing attracts unemployed, retirees (3) Limited restaurants, close too early (3) Lack of networking, communication (3) Lack of community promotion (2) Trestle bridge five-ton limit, toll (2) Not that different from other towns (2) Monteith bridge closed (2) Tourism building just washroom-stop

Quote: “Strengths: The people who live here, great community spirit, for example – they are very good with fundraising activities. Weaknesses: The location, off Highway 11 puts us at a disadvantage with communities on the highway.”

12 2. Do you know any untapped special feature here with strong potential for economic development?

Out of the 70 interviews, 46 suggested one or more special features. 24 suggested that there were either no special features or had no opinion on this question. (9) Former paper mill site (7) River (3) Arena/recreational facilities (3) Mining (3) Airport (3) Trestle bridge (4) Agriculture (3) Crown land (2) Snowmobile and hiking trails (2) Wood products/forestry (2) Retail opportunities (1) Waterfront with municipality and Riversedge (1) Cogeneration plant – Northland Power

Quote: “There is the potential to do something with the old mill, but it would need major investment. There is always the possibility of the discovery of a new local mine – that would definitely be beneficial to the community.”

3. What are the opportunities related to Iroquois Falls’ natural landscape or location? Specify location or landscape.

Out of the 70 interviews, 42 had suggestions and 28 did not. (11) River, for walks/tours, park benches, airboats, bird watching, helicopter tours (5) Surrounding lakes (5) Fishing, hunting, camping – package or promote (3) Crown land - investigate access for cottages, agriculture (3) Surrounding forests (3) Local small mountain (1) Reese bridge – open to encourage agricultural sector

Quote: “The Mayor has the right idea to try to beautify the town. We have a nice waterway but it has a clay bottom and looks muddy so people prefer the clear waters you can find in other places. But the river is underutilized, especially there is a rapids section that might be used more if there was better access.”

4. Are there opportunities here in tourist, cottage, and seasonal-resident markets?

Out of the 70 interviews, 43 mentioned opportunities with tourist, cottage and seasonal residence markets, while 27 said that they did not have suggestions. (11) Promote cottages, fishing, and campgrounds (10) Utilize local lakes, petition Ministry Natural Resources to open crown lots for cottages (4) Increase accommodations (2) Camping (3) River tours, airboats (2) Nature trails/bicycle trails (2) Sustain tourism year round (2) Bring back the tugboat (2) Offer more winter recreation 13 (2) Sorting plastics (1) Promote Trestle bridge access to Abitibi Lake/River and park (1) Encourage outfitter for hunting (1) Plastic recycling plan

Quote: “Oh my gosh, yes. There are untapped opportunities from the perspectives of bringing people in – Nelly Lake is a tremendous opportunity, but it is kind of hidden. And they need to advertise better – they need to have a message.”

5. What realistic and sustainable opportunities do you envision for the mill site?

Out of the 70 interviews, 44 had suggestion for utilization of the mill site, while 25 could not think of any. (13) Crops, livestock, fertilizer plan, greenhouse, food processing, food distribution (11) Wood by-product processing such as wood pellets/fertilizer - sawmill (8) Warehousing or manufacturing that uses rail (6) Medical marijuana grow facility (6) Mining equipment/supplies/ supporting Ring of Fire (2) Internet/server facility (2) Ethanol/biofuel production (1) Mining supply business (1) Distillery (1) Cheese factory (1) Beef research facility similar to one in Kapuskasing (1) Mini convention centre

Quote: “Something that utilizes our wood, like a pellet plant, processing plant for agriculture, or manufacturing opportunity related to the Ring of Fire. I doubt we will see anything that employs as many people as Resolute did though.”

6. What do you see as the key opportunities for further expansion and investment attraction in your sector in Iroquois Falls? What can be done to facilitate expansion and investment in the sector?

Out of the 70 interviews, 65 provided suggestions for sector focus, while 5 did not. (15) Mining supply – competitive pricing, quality, welding, machine shop, build trailers (12) Agriculture – get crown land, work regionally, funding for experimental farm (6) Tourism – RV park, highway coffee shop, motels, highway/trail signs (5) Wood processing, forestry – e.g., use biomass (4) Manufacturing – products from recycling – add fuel at airport (4) Retirement community (4) Upgrade airport to support new business (3) Energy, sustainable (2) Retail – promote “shop locally” campaign

Quote: “Mining is so prevalent just an hour away from us in every direction I would think there has to be some kind of opportunity here – we are all in the same band of rocks. Either mining itself or mining support services because we are strategically positioned to service that sector.”

7. What key economic development areas and issues should be addressed in the strategic plan?

Out of the 70 interviews, 57 had suggestions, while 13 did not have any. (14) Diversify, attract industry and businesses (12) Hire economic development officer 14 (11) Promote the town, assets, and a new image (9) Support and promote entrepreneurship – welcome new businesses (9) Partner and network regionally and locally (9) Upgrade airport, get fuel, work with ad hoc airport committee, get funding for staff (7) Beautify the town, make it more attractive (5) Focus on agriculture, niche agricultural products/marketing such as organic (5) Give tax breaks or incentives (5) Signage - highway, entrance to town, in town, airport (4) Create small businesses at highway entrance (4) Explore crown land opportunities (4) Focus on tourism, sporting events, agri-tourism (4) Focus on attracting youth, young families (3) Create a niche focus/slogan to differentiate from neighbouring communities (2) Re-open closed bridge, Reese Road (2) Update Zoning Bylaw to encourage business (2) Attend industry events (2) Ensure mill site brownfield remediated well – beautify (paint over rust) (2) Create “shop locally” campaign (1) Create transition house with Ministry of Housing funding (1) Create inventory of available land, public and private (1) Engage someone to coordinate timing of events within town and region

Quote: “Get more than one industry or business to come to town – need to diversify. Seems like some places open up just long enough to get government money and then they leave.”

8. What core values would you like to see Iroquois Falls embody?

Out of the 70 interviews, 45 mentioned specific values, while 15 did not mention any. (14) Open to new ideas, innovative, positive, eager to respond (13) Sense of community/positive support for each other (12) Nice place to live/raise kids/quality of life (9) Friendly, welcoming (7) Diversity of business (6) Environmentally respectful/clean (3) Affordable (2) Collaborating/partnering regionally and business-to-business (2) United

Quote: “Our way of life. We have all of the recreational infrastructure, a golf course, hospital, clinics, and schools. You can live here and walk to anywhere. We are a small, close-knit community. We are friendly.”

9. Marketing the region: What images would you use if you made a TV commercial or print advertising for Iroquois Falls?

Out of the 70 interviews, 55 had either general or specific ideas for images, and 15 had no suggestion. (19) Outdoor recreation e.g., snowshoeing, cross-country skiing, hiking, cycling (11) Arena/sports complex (9) Lakes, river, water, campgrounds, boating, canoeing (8) Fishing, camping, hunting (8) Golfing at course (5) Snowmobiling, ATV’ing (4) Friendly people, families 15 (3) Trestle bridge (3) Historical landmarks/buildings/land use (3) Hunting (2) Farming, healthy eating (2) Street scenes, retail, tree-lined street (2) Ariel view of town (1) Dance studio/yoga (1) Map of region highlighting town location

Quote: “I would have to go back to especially outdoor recreation. In the winter, we have snowmobiling, ice fishing, skiing, and cross-country skiing. In the summer, we have hunting, fishing and camping.”

Additional Realtor Questions – 2 Respondents 10. What is the current/expected demand for housing in Iroquois Falls?

(1) Moderate, lots of inventory (1) Low, more listings than buyers

Quote: “Taxes are higher than Timmins now (assessed value is lower), so that may affect Iroquois Falls in the long run and sales relocations could slow down.”

11. What could be done to improve the community to make it more attractive to buyers?

(1) Increase curb appeal with incentive, or tax breaks to maintain houses (2) Enforce by-law to eliminate junk, derelict vehicles in yards (1) Improve roads, sidewalks (1) Increase taxes on houses requiring work (1) Give financial incentives to plant flower - community gardens

12. What is the average selling price of the typical 3-bedroom home in Iroquois Falls compared to a similar home in Cochrane and also Timmins?

(1) No value given (1) Iroquois Falls $105,000, Cochrane $144,000 Timmins $173,000, Matheson $129,000

13. What, if any, interest is there in commercial/industrial development in Iroquois Falls?

(1) None (1) Minimal

Quote: “There is very little interest or demand for investment/income due to financing and the paper mill closure.”

16 Survey Summary – 41 Respondents

The community survey was comprised primarily of open-ended questions rather than multiple-choice questions to allow the most candid responses from survey respondents. The survey was posted on the Town’s web site on March 6, 2017, and results were collected until April 6, 2017. We summarized responses, and provided the degree of popularity of suggestions. Numbers do not equal the summary totals because some respondents had more than one response, while others had no answers.

1. Residency in Iroquois Falls 39 residents 2 non-residents

2. Length of residency 13 0-10 years 3 11-20 years 8 21-30 years 7 31-40 years 9 40+ years

3. Work status 9 retired 15 working 16 do not work

4. Work type The 15 working respondents worked in the following areas:

3 government, health, social services 3 education 3 business/management 2 industrial 1 arts 1 service 1 retail 1 no answer

5. Core community values to embrace 15 balanced lifestyle between work and play - rural lifestyle outdoor life/activities in and outdoors 14 community support, friendly 8 small town feel and pace, family focus and activities 4 prosperity, economic development, progressive 2 honesty 1 safe community 1 history 1 business diversity

6. Vision for Iroquois Falls 15 increase jobs and services 6 retirement living 4 infrastructure improved - repaired rough roads and abandoned houses 3 agricultural growth – food network 4 tourism, festivals 3 open to new ideas and businesses, including mill site 17 3 healthy living, nature 2 preservation 2 focused and committed 1 reduced retirement living focus 2 strong entrepreneurial spirit 1 forward thinking 1 industrial park

7. Iroquois Falls' strengths 16 sports complex, arena 15 friendly, welcoming people, volunteers 15 outdoor activities year round, nature 5 bedroom community close to Timmins 5 safe, small community 4 skilled workforce 3 railway 3 lots of land for business or agriculture 2 airport 2 trestle bridge 2 schools up to secondary 1 Mill Market 1 French and English culture 1 healthcare 1 gateway to Lake Abitibi 1 proximity to Boreal forest

8. How strengths could be used 6 create more events at sports complex and events in outdoors (e.g., fishing derbies) 8 promote tourism – including for sports and agriculture 4 rebrand with healthy balanced lifestyle – and outdoor destination for all seasons 3 promote town overall 2 develop hiking/walking trails and improve access 2 prioritize road maintenance 2 promote business property reasonable prices 1 hire an economic development officer 1 attract a hotel, bar, upscale restaurant 1 keep bridge open 1 promote the former paper mill site to businesses 1 engage with specialized groups such as OFSC, OFAH, OFMF, NOTO 1 improve Internet speed and costs 1 create an industrial park or incubator space 1 promote the area for cold testing 1 promote community engagement 1 build attractions along the highway or at airport

9. Iroquois Falls' weakness 12 lack of economic development focus or guidance from staff/council 9 off Highway 11 9 residents’ negative attitudes 8 lack of businesses and jobs since mill closed, lack of business retention and expansion 6 poor road conditions 5 small population, increasing average age 2 lack of good customer service 2 poor Internet connections 2 demolishing mill industrial property 18 2 high cost of gas, food 2 lack of bar or sports lounge for evenings, lack of larger restaurant 2 lack of cultural activities/movies/plays/concerts/shopping 1 lack of accommodations 1 town looks run down and tired, including restaurants 1 cold weather

10. How weaknesses should be overcome 6 paint downtown facades, fix/maintain roads - even if taxes need to be raised 3 commit to marketing 2 hire an economic development officer 2 create common vision, create short list of projects and implement quickly 2 encourage small and micro businesses 2 promote shopping locally 2 change town slogan – not a garden town 2 help owners of former paper mill site attract new businesses 1 open a bar, serve beer at Golf Club House 1 encourage festivals and events 1 offer businesses incentives or lower taxes 1 engage community ambassadors/ trainers to work with general public and business 1 work with Business Enterprise Centre to focus on business development 1 engage in discussions with Internet srvice provider in area about service/costs 1 grow agricultural industry

11. How Iroquois Falls is different from other communities near Timmins 7 lower cost of housing 7 better sense of community – people help each other more 7 less accessible, off highway, farther from Timmins’ mines 4 less jobs since mill closure 4 less shopping, no bars/nightlife, restaurants have odd hours, lack of accommodations 3 less responsive in attracting business 2 better sports complex 1 rail access to industrial area 1 better snowmobile trails 1 all necessary amenities 1 it is not different

12. Realistic economic development projects 13 tourism – glamorous camping, hiking trails, corn maze, giant chess/checkers, sports/events, event site 3 attract business that can use mill site biomass, (e.g., wood pellet mill, greenhouse) 2 encourage farming opportunities 2 attract a Costco or other bigger shopping company 2 maintain airport and promote rail serve 2 farmland development, food network, farmers’ market expansion, crop research, make bags from corn 1 hire economic development office to attract new business 1 change branding images – focus on recreation, tourism, outdoors, people 1 small business incubator 1 crafters boutique to sell with coffee service 1 create official welcome routine/package for new businesses 1 create a splash pad 1 forestry cellulose development and extraction 1 create recycling plant 1 develop waterfront 1 advertise as retirement community 1 use Trestle bridge to promote tourism 19 1 create industrial park on highway 1 rebrand as telecommuting community

13. Opportunity areas 15 tourism (e.g., sports, snowmobiling, hunting, fishing, hiking, corn maze, large checker games) 12 agriculture, agri-businesses (e.g., expand Mill Market, partner Mennonites, Abattoir, promote) 11 manufacturing (e.g., recyclable items such as corn bags, pellet plant, forestry by-product 8 mining services/support (e.g., office space, warehousing) 7 environmental (e.g., ecotourism, recycling, research, solar power, decomposing caskets) 7 arts, entertainment, recreation (e.g., festivals, concerts, competitions, hockey tournaments) 6 retail (e.g., clothing, gifts, shared space for crafters) 4 real estate (e.g., encourage house flipping, promote as cost effective) 4 education (e.g., PSW training, remote college campus 4 health Care (e.g., senior outreach, education, rehabilitation centre, hospice) 2 other (e.g., expand accommodations, upgrade airport, business incubator, cold-weather testing)

14. Economic development goals or opportunities 7 tourism 5 agricultural businesses, including greenhouse, seeds, crop development 3 forestry-related businesses (e.g., fabric) 3 mining supply businesses 6 diversify with multiple small businesses – promote industrial space, promote entrepreneurship 2 attract one big business (e.g., call centre, manufacturer) 2 create infrastructure to support tourism 2 invest in road maintenance 2 recycle and “up-cycle” 1 hire an economic development officer 1 promote town on-line 1 attract retirees 1 attract professionals 1 address Internet speed – need faster connection 1 research about being test site for ultra HD Internet like Chapleau

15. Additional Comments

“Monteith entrance does not make a good impression.”

“Tourism is not a viable option for Iroquois Falls. Make it more appealing to live here.”

“We have a strong Council, but we need something big to happen to this town if it will stand a chance for the future. Easier said than done, but there are so many opportunities out there we just need one!”

20 4. Detailed SWOT Analysis

SWOT is internal ‘S’trengths, ‘W’eaknesses, internal and external ‘O’pportunities, external ‘T’hreats.

In a SWOT analysis in economic development, we examine what directly affects strategy development – strengths, weaknesses, opportunities, and threats in the community and broader region that impact economic growth. We consider locational attributes, labour force, business environment, infrastructure, and factors relevant to business and talent attraction and retention for key sectors. We base the SWOT analysis on factual information and data rather than perceptions. However, we also do consider perceptions because sometimes there can be a significant disconnect between a reality and perception, which needs to be addressed.

4.1 Labour Force

Strengths 1. Good access to regional labour force with diversified skills – the regional labour pool (Cochrane District) is 44,140 people; the labour force in Timmins is close to 25,000 people. Labour force has some skilled early retirees due to the paper mill closure. 2. Bilingual work force: 52 percent of the Iroquois resident labour force is bilingual; Timmins’ labour force is similarly bilingual. 3. Strong labour force education in trades and technical programs locally and regionally: 10.8 percent and 13.9 percent of the population aged 25 to 65 in Iroquois Falls and Cochrane District respectively in 2016 had apprenticeship or trades certificates. This is much higher than for Ontario overall at 7.8 percent. 4. Access to long-term supply of labour through regional colleges and universities particularly those in Timmins such as Algoma University, Northern College, College Boreal, Collège Universitaire, and campus of Université de Hearst. Weaknesses 1. Small resident labour force in Iroquois Falls: 2,045 in 2016. The resident labour force size is too small to be attractive on its own. Outflow of local labour results from limited local employment opportunities. 2. Lower education levels: about 28 percent of Iroquois Falls’ population aged 25 to 64 years in 2011 had no high school diploma, lower than Cochrane District‘s 19.7 percent and Ontario’s 11.0 percent. 3. Given high wages that were paid at the paper mill, some workforce wage expectations may be unrealistic. 4. Lack of local post-secondary educational facility. 5. Lack of jobs for spouses of residents already employed in town. Opportunities 1. Work with Timmins and District Labour Council to determine labour force skill needs for growing sectors in the regional economy and how the local labour force skill base in Iroquois Falls can be upgraded as needed to ensure that the local labour force is competitive. 2. Consult with Riversedge on skills and training needed for positions in their targeted potential

21 business operations that could be staffed by Iroquois Falls’ labour force – ensure the local labour force is aware of these skill needs. 3. Educate the local labour force and entrepreneurs about regional and provincial skills training and entrepreneurship development programs by government organizations such as Northern Ontario Heritage Fund, Ontario Network of Entrepreneurs (ONE), and the Ontario Ministry of Northern Development and Mines. Threats 1. Employment opportunities in Timmins and Cochrane may be more attractive to Iroquois Falls’ resident labour force than at existing or new businesses, particularly if the local pay is lower. 2. Competition for labour regionally from new investment in larger communities in Cochrane District.

4.2 Tourism Industry

Strengths 1. Natural large unspoiled beauty and wilderness, rivers and lakes, varied landscapes, small lakes, Abitibi River, and opportunities for wildlife viewing and hunting/fishing. People can camp and stay for free in broader region on Crown land for 21 days at a time. The town has access to Abitibi DeTroyes Provincial Park that includes winding Lake Abitibi, parts of the Abitibi and Black rivers, and a 12-kilometre peninsula extending into Lake Abitibi. 2. Recreational facilities for visitors and local residents include golf course, baseball diamond, bowling alley, large arena/rink with 360-degree 1,500 seats with sports complex – five-meter indoor swimming pool, whirl pool, saunas, weight lifting and cardio room, squash court, tennis court, volleyball court, baseball diamond, curling rink, guest lounge, community hall, and multi- purpose room. People can drive ATV’s on the roads in town. Winter recreational includes snowmobiling with trails, cross-country skiing, downhill skiing, snowshoeing. Hockey admission fees reasonable – quality games of Junior A 16-20 draw many people in from out of town. 3. Private marina and some accommodation facilities including cabins, fishing lodges, and camps. 4. Trestle bridge provides toll-bridge access to Abitibi Lake/River and parks, and recreation. 5. Festivals and fairs such as March carnival, summer music festival, and fall fair. 6. Ambridge Antiques, Yarns Etc., and the Mill Market draw in shoppers from out of town. Weaknesses 1. Lack of tourism infrastructure including lack of motels and other accommodation facilities, upscale restaurant, place for steak, lack of food at golf course, lack of bar, lack of upscale coffee shop. 2. Highway welcome signage is lacking e.g., driving into Iroquois Falls from Toronto. Lack of signage for tourists in town directing people to parks, arena, library, or any area of interest is non-existent in town. 3. Commercial areas generally unattractive for tourists in terms of services and appearance. 4. Lack of tourism promotion and branding for area in general – low awareness level in region. Limited information for tourists on the Town’s web site. Web site is used primarily as a community communication tool rather than encompassing it as a way to communicate with people from outside the community as well. 22 5. Lack of scheduling events coordination locally and with region – sometimes events overlap, reducing attendance and increasing accommodation issues. 6. Non-residents are sometimes made to feel unwelcome using land and lakes by some residents. Threats 1. Competition from other areas with more advanced tourism planning, marketing, and infrastructure and with scheduled events that overlap the Town’s events.

Opportunities 1. Establish a local tourism committee with members from sporting and events groups to also work with the regional tourism committee through NeCN. Track the level and characteristics of local tourism by creating a consistent data-collection system. Centralize scheduling of events to avoid overlaps within community and within region. Update the Tourism Strategy. 2. Improve attractiveness of downtown areas: streetscaping improvements throughout the entire length of Main Street and surrounding streets in Iroquois Falls; enhance aesthetics by improving business frontages and landscaping such as installing benches, waste bins, and landscaping. Eliminate/buy/fix derelict buildings. 3. Create highway signage to direct travellers into town and create signage in town to direct visitors to recreation amenities, features, and tourist attractions. 4. Assess the demand for additional accommodation facilities in Iroquois Falls from small motel to bed and breakfasts as part of the update to the Tourism Strategy. Consider analysis of Park’n’Play event site proposed to link to festivals. Include input from existing accommodations suppliers such as motel and campground owners. 5. Help private sector develop tourist services and amenities in commercial areas. Educate tourism start-ups and outfitters about government programs/funding. Encourage local residents to start bed and breakfasts, upscale coffee shop and/or restaurant. 6. Review the 2017 five-year strategy of the Northeastern Ontario Snowmobile Destination Plan commissioned by Northeastern Ontario Tourism to broaden the snowmobile tourism ecosystem to increase visitation with longer stays, and adopt initiatives within that plan that align with Iroquois Falls vision. 7. Promote and offer authentic tourism experiences – or offer packages: a. Winter and summer activities: snowshoeing, cross-country skiing, snowmobiling, hunting, fishing, ATVing, camping, hunting, fishing, camping, blueberry picking, guided bird-watching tours, river walks, guided tours for trails/fishing, snowmobile tours using main trail right through town and putting sign on Oil Tank Road – package tours with accommodations. 8. Create festival around some type of food tourism – similar to Barrie’s Butter Tart Festival. 9. Build on Mill Market as central gathering place with special events. Create “Shop Locally” campaign to capture dollars now spent in Timmins. Encourage stores to open better hours – some closed until 1 p.m. 10. Upgrade the Town’s web site or create a web site dedicated to target tourists and outside businesses. Promote open trestle bridge, access to Abitibi Lake/River and park, and that four- wheelers allowed on town streets. 11. Use the Tourism Excellence North– a tourism development program for Northern Ontario, both as a community and for tourism operators.

23 4.3 Agriculture and Resource Based Industries

Strengths 1. Supply of agricultural land with Riversedge property of 3,000 acres of land for sale or lease with potential for livestock or cash crops. Northland Power’s current ability to provide steam for greenhouse or heat (until contract finishes in four years.) Availability of other agricultural land in town and existence of Crown land. 2. Existing farmers’ market called the Mill Market and Iroquois Falls Horticultural Society that meets twice yearly. 3. Agriculture symposiums such as “Cultivating the Great Claybelt” March 30 and 31, 2017 Agriculture Symposium Highlights - New farming technology: A panel discussion - Programs, Financing and Support - Beef herd expansion - Land Inventory, Crown Land and Land Assessments - Climate change in the Great Claybelt. 4. Cost of agricultural land lower than Southern Ontario (approximately $1,000 per acre compared to Southern Ontario at $20,000 to 30,000 per acre, according to Mennonite interview.) Weaknesses 1. Short growing season and harsh winter, like elsewhere in Northern Ontario, limits the types of crops that can be successfully grown outdoors. 2. Lack of available large parcels of agricultural land outside of the former paper mill site acreage. 3. Few farming jobs in agriculture in town contrast with a rise in farming jobs in Cochrane District and Black River Matheson. Using the Canada Business Patterns data, only four farms are listed for Iroquois Falls and these are listed as having either no employees or only contracted workers. One is hay farming, and three are beef cattle ranching and farming. Opportunities 1. Promote former paper mill site potential for indoor and outdoor agricultural businesses. Work with Mennonites and Claymeer Farms that now provides 18 jobs in Iroquois Falls and expects to have 5,000 acres by year end to work with Riversedge on businesses such as the following:  Greenhouse - steam access for heat/power, 20-year supply of biomass approved for agricultural use (residents buy a lot of produce from the U.S and Southern Ontario)  Compost supplier  Food distribution centre  Food supply to mine sites and/or coastal communities  Distillery (uses only part of oats barley rest can be used to feed animals)  Crops, e.g., haskaps (honeyberries), potatoes, organic, and more  Livestock, e.g., beef, hogs, lamb, goats  Cheese factory  Connect above operations with Mill Market

2. Educate existing and new farmers about funding and opportunities:  Northern Ontario Heritage Fund Corporation 50-percent funding for land clearing and/or tile drainage contractor costs to a maximum of $500 per acre and 100 per cent of the project management/administration fees, calculated as 10 per cent of contractor costs to a maximum $100 per acre.  Financial benefits of growing specialty high-value crops, such as garlic, herbs, asparagus, landscaping trees and shrubs, gourmet mushrooms such as oyster and shitake that can be grown indoors. 24  Growing Forward 2 Ontario government grants program through Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) for processors in the agri-industry up to 35 to 50 percent of project costs with a $350,000 funding cap over five years. 3. Help farming businesses partner together to increase funding opportunities. Work with new OMAFRA advisor in Kapuskasing. 4. Provide schools with education program “Where food comes from” to introduce children to agriculture with hands on component such as incubating eggs and fencing. 5. Get funding to create an agriculture plan to build an agriculture community to determine feasibility of ideas such as getting farmland into operation and selling turnkey to new farmers, summer chicken rentals for backyard farming, etc., utilizing biomass from land clearing, food security, town purchase of Crown land at Monteith Correctional Complex to create a community pasture for rent to farmers, crop type experimentation (oat and barley proven,) niche markets targeting healthy lifestyles, source suppliers such as for fertilizer, building fences with posts made from recycled plastics. Threats 1. Increasing government regulatory environment, particularly regulations related to livestock, may impact costs and decrease the financial viability of some operations.

4.4 Transportation, Market Access, Employment Lands

Strengths 1. Town Hall located 10.5 kilometers from Porquis Junction on Highway 11, part of the Trans Canada Highway, connecting with routes extending into Minnesota through Thunder Bay, and Highway 17 to Michigan. Located 72 kilometres to Timmins via Highway 101. 2. Good access to major Northeast Ontario economic centres – Timmins 72 kilometres, Greater Sudbury 396 kilometres, North Bay 331 kilometres, Toronto 670 kilometres, Ottawa 686 kilometres – and to western Quebec, including Rouyn Noranda 144 kilometers. 3. Railway line runs through Iroquois Falls, with direct access to the former paper mill site into commercial building with loading docks (Timmins does not have). 4. Commercial trestle bridge allows five-ton vehicles. 5. Iroquois Falls Municipal Airport is a general aviation facility catering mainly to light fixed-wing piston and turbine-engine aircraft, used as a base for private aircraft for visiting business and commercial aviation and for government and emergency services. It has an airstrip length almost 4,000 feet, with three runways and year-round maintenance. There is a larger airport access at Timmins Airport – 86 kilometres away, just over an hour drive and a convenient gateway to Toronto and northern communities with a main runway of 6,000 feet and secondary runway of 4,900 feet, a flight service station, precision landing aids, a 24-hour weather reporting operation, and Esso fuelling stations for full aviation and aircraft servicing requirements – and with Customs and Immigration clearance available upon request. 6. Water access for business operations is available at the former paper mill site located on the bank of the Abitibi River (requires Ministry water intake licence) and water access for drainage after water is treated. 7. Two of the closest mines are Kidd Mines and Goldcorp’s Porcupine Gold Mines, both in Timmins. There are 12 operating mines and 9 under development in the region of Ontario’s Golden North,

25 which is at the heart of the Abitibi greenstone belt, containing some of the world’s largest deposits of gold, silver, copper, zinc, platinum group metals, and industrial minerals. There are more than 40 other mines currently in operation or under development can be reached within a four-hour drive from Iroquois Falls. 8. An Industrial Park study was completed for lands along Highway 11, immediately adjacent to the airport. Weaknesses 1. The distance from Highway 11 in Porquis Junction to Town Hall is 10.5 kilometers. Highway access is an important factor for a wide range of business types. Since manufacturers generally prefer locations within 15 kilometers of an interchange with a major highway, the town is at a borderline location – and the 10.5-kilometer route lacks development, so it appears more remote. 2. No assessment of the supply or demand for employment lands and lack of assessment of competitive supply and absorption in the broader region. The May 2013 Industrial Research Market Study only considered development scenarios and cost estimates for specific lands near airport – there was no market assessment of demand or competition. 3. Poor signage from Highway 11 to direct travellers to Iroquois Falls. 4. Airport lacks fuelling capacity, lacks hangars, attracts gulls because it is close to the town dump, difficult to see from the air with few buildings, needs upgrade and new recording system, and does not have restaurant, food service, or hotel accommodations nearby and no customs or immigration clearance capacity. 5. Trestle bridge is a toll bridge with a five-ton limit and cannot support heavier commercial vehicles. 6. Much of Highway 11 has just two lanes, with few passing areas, which increases travel time for inward and outward shipments. 7. Having Town Hall 10.5 kilometers away from Highway 11 at Porquis Junction makes the community centre less easily accessed and therefore less attractive than some competitor communities in the broader region such as Cochrane and Timmins that are on a highway. 8. No port in proximity to the region. 9. Limited supply of vacant, designated and zoning (shovel ready) industrial and commercial land. 10. Both the Official Plan and Zoning Bylaw are very outdated. Opportunities 1. Create a formal airport committee and perform an airport study to address requirements and feasibility of:  recording system upgrades required  fuelling service addition  dirigible heavy lifts, e.g., whole house to First Nations on coast and inland communities  creating and renting aircraft hangars  zoning  fees and staff  market demand and promotion 2. Abitibi River trestle bridge – research feasibility of upgrading from five-ton limit to increase commercial traffic. Offer river tours, airboats, and helicopter tours, fishing, and bird watching on the other side of the trestle bridge.

26 3. Engage economic development officer to work with Riversedge, Chamber of Commerce, real estate agents, government, industry, and local and regional groups to attract businesses to commercial buildings: interlock building, building on Highway 11, large structure beside airport with power, tourism building, mill property buildings – including 20,000 square feet office space, and space with potential for multiple business types, such as greenhouse with steam by-product from Northland Power’s co-generation plant (contract finishes in 2021) and available steam to power other business, commercial space for mining contractors, and centre for local food distribution. Riversedge has been using Stewart Realty to promote buildings and land. 4. Prepare new Official Plan, Zoning Bylaw, and Community Improvement Plan. 5. Research the benefits and costs associated with re-opening Monteith and/or Reese Road bridges. Threats 1. Larger communities in the broader region, such as Timmins, with vacant and shovel-ready employment lands and a critical mass of labour and businesses may be more immediately attractive for new investment.

4.5 Business Environment

Strengths 1. Iroquois Falls has made the commitment to strengthen its economic base and plan for economic development through this Economic Development Strategic Plan process. 2. The former paper mill site: Riversedge is remediating land; and the property includes 20,000 square feet of office space, commercial buildings, large amount of acreage, and waterfront land. 3. Abundant water access and two dams within six miles. 4. Excellent source of power with the Iroquois Falls Generating Station a 12-unit hydroelectric station on the Abitibi River, co-generation plant. Northland Power is willing to discuss selling steam to heat and provide hydro for businesses, and the hydro dam is green source of energy. 5. Low cost to start business – buildings, land, and heat and power as above. 6. Low cost residential / commercial properties (lower than Cochrane, higher on Nellie Lake.) 7. Large volume biomass 4,000 cubic yards at old mill site approved for agriculture (to make pellets, fertilizer, peat moss etc.) with an estimated life span of 20 years of use. 8. Bilingual services in majority of businesses – population is 56 percent bilingual. 9. Connected to three major First Nations groups. Weaknesses 1. There is no Economic Development Officer (EDO) to lead economic development activities in town, placing the community at a competitive disadvantage compared to other small communities in the region, with EDO’s who source external funds for various initiatives, network with industry organizations, governments, Chamber of Commerce, and others. 2. Major industrial employer closed. The economic base lacks a concentration of jobs in ‘traded sectors’ that bring new money into the local economy such as manufacturing, tourism, and agriculture. Most jobs are in population-serving sectors. The business areas offer limited commercial services and facilities with poor aesthetics, limited number and type of retail

27 businesses, and lacks signage to direct visitors to specific areas of interest or commerce. 3. Residents afraid of risk and change and spend disposable income in Timmins rather than in town. Business owners report that it is difficult to get established and supported by local residents. It is not currently perceived as open for business, and Iroquois Falls has very divided communities (e.g., French-English, Catholic-Protestant.) 4. Relatively low property tax base limits the funds available for economic development. 5. Chamber of Commerce has not had a strong connection to the town due to limited staff resources and lack of an EDO. 6. High-speed broadband deficiencies in terms of cost and availability. Opportunities 1. Create a clear vision and goals for improving the business environment through current Economic Development Strategic Plan. Create an EDO position at the Town, and consider applying for and using government programs to help fund that position for the first year. 2. Work with Riversedge to promote clean, newly remediated, industrial site. Consult Riversedge on the potential supply-chain supporting services for new operations that could be provided by existing or new businesses in Iroquois Falls. Encourage micro, small and medium-sized businesses, in diversified sectors, particularly at the former paper mill site such as:  Recycling plastic to make fence posts  Sorting plastics (rail site)  Mining processing mill, warehousing and shipping hub, or mining supply operations  40 to 45 waterfront properties development with provincial approval – with model home on golf course or by water for visibility.  Agriculture – food processor or supplier to mine sites and/or coastal communities 3. Work with the Chamber of Commerce to support entrepreneurship development, growth, education, and networks. Support/programs for entrepreneurs and small businesses by directing local entrepreneurs to ONE and other sources mentioned previously. NOHFC, FedNor small business funding for start-ups at $200,000 each. Consider “Sip and Learns” and other ways to engage entrepreneurs. 4. Attract young people to start small, seasonal businesses in the summer through funding partners with youth cooperatives such as FedNor. 5. Engage and fully utilize the Cochrane Board of Trade as a regional partner. 6. Promote water access and two dams within six miles to mining-supply companies and steam for agri-business such as greenhouse. 7. As part of the upcoming Official Plan study, assess the needs and benefits associated with annexing the unorganized property north end of Nellie Lake to increase the tax base. 8. Encourage building from the highway into town to draw travellers in (e.g., coffee shop at highway entrance encourages travellers to stop.) 9. Help encourage micro and small businesses targeting aging population – seniors’ services such as personal, nursing, housekeeping, lawn care, and snow removal. 10. Welcome new businesses formally with Council member or Mayor with events, advertising, and visits. Create “Shop Locally” campaign. 11. Campaign to change mentality of company town to one of open for business (e.g., use Facebook for younger residents and newspaper for older ones – have reports write stories.) Create town 28 slogan not necessarily bold, but one that is creative, catchy, and offers a rhythm whether read or spoken to remain memorable. (“Open for Business” is one slogan many cities are now changing from as they view it as canned and being seen as desperate. “Garden Town” is another slogan overused in Northern Ontario.) We can work with you to develop one right for Iroquois Falls. 12. Have Mayor or designate with EDO attend mining and agricultural conferences and symposiums to create business leads. 13. Work with Internet service providers and government programs for improved broadband services. Threats 1. Competition from other small communities in the broader Cochrane region that have full-time EDO’s to lead economic development activities and access government funding for projects and infrastructure.

4.6 Community Attractiveness to New Residents

Strengths 1. Lower housing prices and rental costs than Cochrane and Timmins. Small safe-town atmosphere with strong community support, yet close to Timmins. Water, sewer, and hydro are on the municipal grid. 2. Lots of amenities: sporting facilities and outdoor sports, park, schools, hospital, home for aged (new Manor is being built), primary and secondary education in both English and French (new French high school being built), distance learning available through Contact North service, Internet access and support, vehicle repair and maintenance – all within walking distance of homes – no need for public transportation except parabus. 3. Cottages to rent. 4. Mennonites in area create demand for business services such as livery and crops work. Veterinary clinic services both small and large animals – serves residents and farmers. 5. Monteith Correctional Complex employs about 80 guards, nurses, and administrative staff. Weaknesses 1. Lacks culture for young families with very small and limited range of entertainment outside sports, limited cultural options, limited restaurants that close very early, and limited access to shopping. Downtown is visually unappealing, plus the winter climate is harsh. There is also a lack of quality housing. Also, the town has a tired look in need of beautification. 2. Limited motel accommodations – which limits visits to scope out new opportunities. 3. Aging population and youth outmigration – similar trend across Northern Ontario. 4. Attracts unemployed people due to lower cost of housing. 5. Shopping mentality is that it is better in Timmins – not good for existing and new retail business. Local residents do not embrace change. French/English and Catholic/Protestant divided within community. 6. Town services restricted with low tax base due to small population – similar to other small communities. 7. Town not well branded or marketed.

29 Opportunities 1. Promote the town as an affordable option to Timmins – 40 kilometres away from Porcupine District with lower housing/rental costs and amenities all within walking distance of homes. 2. Consider potential to use underutilized library as multi-purpose site and hub. 3. Create fresh branding and slogan (and new photos) to attract new residents to indicate the community is eager, vibrant, embraces change, and is ready to respond to new residents and businesses – and to also unite existing residents. Promote welcoming, safe, friendly, and beautiful community – a place where people want to live and young aspiring entrepreneurs want to come and work. 4. Increase the town’s attractiveness to new residents and business owners through a Community Improvement Plan and downtown revitalization and beautification plan. Enforce existing Building Standards Bylaw. Threats 1. Competition from other small communities in the broader Cochrane region that offer more services or are more attractive.

30