The Greater Sussex -Hampton Region Economic Development Strategy February 15 2017 NuFocus Strategic Group Table of Contents Disclaimer ................................................................................................................... 4 1. Executive Summary ............................................................................................. 5 2. Background ......................................................................................................... 6 3. Process Overview ................................................................................................ 7 4. Strategic Priorities ............................................................................................... 8 4.1. Priority 1: Tourism and Arts & Culture ....................................................................9 Tourism ................................................................................................................................... 9 4.1.1. Tourism background .............................................................................................. 9 4.1.2. Tourism 5-year vision .......................................................................................... 10 4.1.3. Tourism strategy .................................................................................................. 11 Arts & Culture ....................................................................................................................... 12 4.1.4. Arts & Culture background .................................................................................. 12 4.1.5. Arts & Culture 5-year vision ................................................................................ 12 4.1.6. Arts & Culture strategy ........................................................................................ 13 4.1.7. Tourism and Arts & Culture implementation plan (Full size in appendix F) ....... 14 Priority 2: Geothermal Energy Development ..................................................................... 14 4.1.8. Background .......................................................................................................... 14 4.1.9. 5-year vision ........................................................................................................ 14 4.1.10. Strategy ............................................................................................................... 15 4.1.11. Geothermal energy development implementation plan (Full size in appendix F) 15 4.2. Priority 3: Food Production and Processing ........................................................... 16 4.2.1. Background .......................................................................................................... 16 4.2.2. Strategy ............................................................................................................... 16 4.2.3. Food Production and Processing implementation plan (Full size in appendix F) 17 4.3. Priority 4: Low-Cost Energy (from existing natural gas sources) ............................. 18 4.3.1. High-level strategy ............................................................................................... 18 4.3.2. High-level action steps ........................................................................................ 18 4.4. Priority 5: Warehousing/Distribution .................................................................... 18 4.4.1. High-level strategy ............................................................................................... 18 4.4.2. High-level action steps ........................................................................................ 19 4.5. Priority 6: Targeted and Aligned Retail Development ............................................ 19 4.5.1. High-level strategy ............................................................................................... 19 4.5.2. High-level action steps ........................................................................................ 19 4.6. Priority 7: Targeted and Aligned Training/Education ............................................. 20 4.6.1. High-level strategy ............................................................................................... 20 4.6.2. High-level action steps ........................................................................................ 20 4.7. Priority 4-7 implementation plans (Full size in appendix G) .................................... 21 5. Conclusion ......................................................................................................... 22 APPENDIX A – Chamber of Commerce Brainstorm Compilation ................................. 23 2 APPENDIX B – SWOT Assessment Notes .................................................................... 24 APPENDIX C – Opportunity Assessment Matrix.......................................................... 25 APPENDIX D – Assessment Details and Notes ............................................................ 26 APPENDIX E – Baseline Comparison and Ranking of Opportunities ............................ 27 APPENDIX F – GANTT chart for Priority 1, 2, & 3 ........................................................ 28 APPENDIX G – GANTT chart for Priority 4 – 7 ............................................................. 29 3 Disclaimer This report has been prepared by NuFocus Strategic Group on a best-effort basis and reflects the conditions prevailing at the time of our analysis, which was completed in January 2017. The projections, recommendations and conclusions contained herein are based upon opinions and assumptions that are subject to change, depending upon events. Therefore, we cannot represent them as results that will necessarily be achieved, but only as those that could be attained. This report may not be referred to, or quoted, in any public communication or release. In the permitted uses, this report may be presented only in its entirety; any partial presentation and/or reproduction by any means are strictly prohibited. NuFocus Strategic Group 4 1. Executive Summary Following the Potash Corporation of Saskatchewan Inc. (PotashCorp) announcement that the company was indefinitely suspending its Picadilly, New Brunswick potash operations, the Town of Sussex and region have clearly demonstrated that they are not the type to wait around and just watch things happen. Led by the Sussex and District Chamber of Commerce the community was engaged in strategic brainstorming sessions to initiate the process of identifying a new economic prosperity path. That work constituted an initial foundation for the development and completion of this mandate. The enclosed analysis clearly demonstrates that there are great opportunities within the region’s reach to not only mitigate the negative impact of the Picadilly operations suspension, but to reposition the region on a more robust and sustainable economic path. Following a thorough and exhaustive analysis process, a senior working group identified seven priority areas of focus and ranked them in order of importance, with the top three being the immediate focal point. In all, however, these priorities touch the seven pillars of economic activity, as defined by the Chamber of Commerce process, and as such enable a balanced medium term approach. The top three priorities, which will be the focus of immediate attention are as follows: Unified Tourism and Arts & Culture Geothermal Energy Food Production and Processing While the priorities are identified individually, it is the inherent synergies between them that truly defines the strategic value of this Economic Development Strategic plan. Each priority is interconnected to one or more other priorities in some manner. For example, the theme of offering “unique experience” throughout the region transcends the region’s Tourism, Art & Culture, Retail, as well as Education and Training pillars. Similarly, the Geothermal Energy development is synergistically connected to Food Production & Processing, as well as Warehousing/distribution. Furthermore, a comprehensive communication strategy and plan will be instrumental in bringing these synergies to life. It is now in the capable hands of the Greater Sussex Hampton Region leaders to ensure that each priority has the right champions in place to shift into action for the successful implementation of its economic development action plan. 5 This is just the beginning. The real work is ahead of us and will require tremendous efforts, courage and sustained commitment. 2. Background On January 19, 2016 Potash Corporation of Saskatchewan Inc. (PotashCorp) announced the suspension of its Picadilly mine near Sussex. The closure put about 430 people in the Greater Sussex-Hampton Region out of work. It was the Sussex area’s largest employer. To manage the economic impact of this event, the Town of Sussex issued RFP No. 2016- 01EDC to procure the services of an Economic Development Coordinator. NuFocus Strategic group was hired as part of the economic development team in August 2016, following the contract award. Under the guidance of a steering committee, NuFocus Strategic group used a broad- reaching data gathering and analysis process, which included stakeholder consultations, to identify strategic priorities. This process built on the work undertaken by the Sussex and District Chamber of Commerce, led by Blair Hyslop, President of Mrs. Dunster’s in identifying key sectors and examining opportunities within each sector. The comprehensive research