TOWN of PENETANGUISHENE DOWNTOWN IMPROVEMENT COMMITTEE AGENDA Wednesday, October 2, 2013 8:30 AM - COMMITTEE ROOM, TOWNHALL Page

TOWN OF PENETANGUISHENE DOWNTOWN IMPROVEMENT COMMITTEE AGENDA Wednesday, October 2, 2013 8:30 AM - COMMITTEE ROOM, TOWNHALL Page

1. CALL TO ORDER

2. DECLARATION OF PECUNIARY INTEREST

3. ADOPTION OF MINUTES

4 - 12 i) Minutes of the Downtown Improvement Committee - Dated August 7, 2013 Recommended Action: THAT the minutes of the August 7, 2013 Downtown Improvement Committee be adopted as presented.

4. BUSINESS ARISING FROM THE MINUTES

i) Verbal Update on the Development of the Downtown Community Plan Recommended Action: For information and follow-up in November.

ii) Envision Tatham - Main Street Redevelopment Public Consultation Public Consultation - October 2 at 7:00 p.m.

13 - 37 iii) Presentations from the DIC Info Session - July 31 - Elmvale BIA (2 attachments) - Southern Georgian Bay Chamber of Commerce (presentation not provided) - TGIF (1 attachment) Recommended Action: For discussion.

5. DOWNTOWN BUSINESS MATTERS

38 i) Request from the Green Block Trading Post re: 30 Minute Parking on Water Street Recommended Action: THAT the Downtown Improvement Committee recommend to the Planning & Development Services Section that no additional 30 minute parking areas be implemented in the Downtown core;

AND THAT existing and additional parking requirements and regulations

Page 1 of 137 Town of Penetanguishene Downtown Improvement Committee Agenda Page

be revisited as part of the Town's Zoning By-law amendments, Urban Design Guideline development and Main Street redevelopment projects.

39 - 68 ii) Small Business Assistance Directory Recommended Action: For discussion and revision.

6. DOWNTOWN REVITALIZATION AND STREETSCAPING

69 - 72 i) Communities in Bloom Recommended Action: THAT the Downtown Improvement Committee recommends to the Planning & Development Services Section and Council, that the Town of Penetanguishene participate in Communities in Bloom (Friends Category) in 2014 at a cost of $225 + HST;

AND THAT the cost of participation be funded from the Community Development 2014 operating budget.

73 ii) Rejuvenate, Refresh Downtown Penetanguishene - Proposed 2014 Program (Draft) Recommended Action: THAT the Downtown Improvement Committee recommend to the Planning & Development Services Section, the creation of the Rejuvenate, Refresh Downtown Penetanguishene Program for 2014.

7. DECORATING WORKING GROUP

74 - 75 i) Update Diva Report Recommended Action: For information.

76 - 77 ii) Seasonal Decorations and/or Lighting Recommended Action: THAT the Downtown Improvement Committee recommends to the Planning & Development Services Section and Council that winter season lighting be purchased for the downtown in the amount of $XX to be funding from the Main Street Enhancement Fund.

8. BUSINESS RETENTION AND EXPANSION

i) Update from North Simcoe Community Futures Development Corporation Recommended Action: For information.

ii) Update from Southern Georgian Bay Chamber of Commerce Recommended Action: For information.

9. HURONIA ECONOMIC ALLIANCE (HEA)

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78 - 111 i) Correspondence from the Huronia Economic Alliance Committee re: Strategic Action Plan Study Recommended Action: For information.

112 - 125 ii) Correspondence from the Huronia Economic Alliance re: County of Simcoe Local Economic Development Fund Recommended Action: For information.

A joint application and request to the County of Simcoe under its Local Economic Development Fund in the total amount of $400,000.00 ($100,000 Penetanguishene) for 2013-2014 to support the ongoing work of the Huronia Economic Alliance (HEA) (hiring of an Economic Development Officer).

10. OTHER BUSINESS

126 - 131 i) County of Simcoe Economic Development Minutes - July 19, 2013 Recommended Action: For information.

132 ii) Huronia Incubator Minutes - August 14th Recommended Action: For information.

133 - 136 iii) Simcoe Muskoka District Health Unit – Healthy Communities Partnership Program re: Urban Design Guidelines Recommended Action: For information.

137 iv) Funding Announcement - Huronia Area Tourism Strategy (HATS) Recommended Action: For information.

11. QUESTIONS & INQUIRIES

12. NEXT MEETING

i) November 6, 2013 at 8:30 am

13. ADJOURNMENT

Page 3 of 137 DOWNTOWN IMPROVEMENT COMMITTEE COMMITTEE ROOM, TOWNHALL, AUGUST 7, 2013, 8:30 AM

MINUTES

Present: Councillor Erin Chapelle Dale Forget, Vice Chair Dorothy Coombs Bonnie McLaren Jim Vaillancourt Steve Robillard

Also Present: H. Bryce, CAO/Town Clerk North Simcoe Community Futures Development Corporation, Lois Irvine

Absent: Southern Georgian Bay Chamber of Commerce, Denise Hayes

1. CALL TO ORDER

2. DECLARATION OF PECUNIARY INTEREST None were declared.

3. ADOPTION OF MINUTES

i) Minutes of the Downtown Improvement Committee - Dated June 5, 2013 Moved by D. Forget and Seconded by B.McLaren

THAT the minutes of the June 5, 2013 Downtown Improvement Committee be adopted as presented.

CARRIED

Minutes of the Downtown Improvement Committee- Dated August ... Page 4 of 137 4. DECORATING WORKING GROUP

i) Update - Seasonal Decorations and/or Lighting

SPRING/SUMMER DECORATIONS – 2013

Main Street Window: The Divas have decorated their Main Street window to coincide with the War of 1812 & The Tall Ships celebration in our Town to be held August 24-25th, 2013 weekend.

Canoes: The three (3) 8ft. Canoes are now in place: Two red canoes--one at the Ship Sign flowerbed and the other at the Main /Poyntz flowerbed; and, the simulated “birch bark” canoe is in the Simcoe Street flowerbed.

Obelisks: As stated at our June 5th DIC meeting, three (3) 6ft white Obelisks with red led lights are now at the following garden locations: Main/Robert, Town Dock and Garden at Trail crossroads in front of Curling Club. And look like miniature lighthouses.

Butterflies: The Wrought Iron Butterflies which were welded onto poles, painted in bright colours are now in two selected gardens in Rotary Park and one at Bob Sullivan’s Parkette on Beck Blvd.

Birdhouses: The birdhouses have been placed on the fences by the Curling Club and at Huronia Park. We would prefer to have them placed on the light standards along the path in Rotary Park in future years as some have been damaged and/or taken.

Leaves & Corn Husks: Our leaves and corn husks will be going up as usual in the fall when the summer decorations come down which is about mid-September.

LIGHTHOUSE PROJECT:

We have had no word from any of the approximately 16 contractors which we had contacted with regard to an interest in building our proposed Lighthouse. Where are we now in terms of going forward with this project; i.e. timing, etc.

It was recommended that the lighthouse project be deferred to the fall in order to provide an opportunity to find a builder.

Minutes of the Downtown Improvement Committee- Dated August ... Page 5 of 137 FUTURE THOUGHTS & IDEAS – For approval: Winter 2013-14:

a) With approval, utilizing the Town’s hanging baskets with greenery and gold balls along with the usual lighted wreaths and ribbon/bows. As well, we would continue with the 14 Town barrels decorated with greenery as per last winter 2012.

Concerns were raised over the weather in the winter and if the baskets would be sustainable over the winter. A few baskets would be kept out as a trial over this winter along with the planters.

b) The Divas have an option to purchase a small-sized “Cutter” made of metal and which was originally built in Quebec for $275. We propose to house it at Main & Robert Streets over the winter season. For the Christmas Holidays, we plan to fill it with colourful boxes to look like gifts. After the Holiday Season, we would change to winter seasonal decorations (skis, toboggan, snowshoes, and simulated people) and which would also encompass Winterama.

The committee discussed the project and it was thought that the corner of Robert and Main was the best location for the cutter.

c) With regard to our Snowmen, they could be placed strategically at eye level throughout the Town--this would be similar to last winter, 2012.

Spring/Summer 2014:

a) The Divas have an option to acquire a large number of bicycles. Our thought was to paint them different colours, add baskets of flowers and set them throughout Town. These bicycles are “free” and when we’re finished with them can be given back to be disposed of so we wouldn’t have to store them.

After discussion, it was agreed that the bicycles would be better suited in Rotary Park. Locations would provide for a few bikes in the park.

b) We do plan on re-using the “small” red canoes with flowers along the dockside for summer 2014. They have made quite a statement especially since this year’s flowers are so beautiful. We’re not sure if the three (3) larger canoes will be placed in the same flower beds for 2014. To be discussed at a later date.

Minutes of the Downtown Improvement Committee- Dated August ... Page 6 of 137 c) We propose to build one (1) larger Obelisk to be housed at the Dock in place of the smaller one which can be placed elsewhere in 2014. If approved we will approach CNCC to build it. Also, we may require a second one to go at Main & Robert Streets which will show up better than the small one.

It was agreed that a larger obelisk should be placed in the garden at Main St and Robert St.

Moved by S. Robillard and Seconded by Councillor E. Chapelle

THAT the Downtown Improvement Committee recommends to the Planning & Development Services Section that the following decorations be incorporated into the Downtown/Rotary Park: - Winter Planters on Main Street; - Winter hanging baskets; - Cutter sleigh at the corner of Robert and Main decorated in a winter theme; - Bicycles in pre-determined gardens in Rotary Park; - Large obelisk in the garden at Robert St and Main St

AND THAT the lighthouse project be deferred to the fall in order to provide an opportunity to find a builder.

CARRIED

5. BUSINESS ARISING FROM THE MINUTES

i) Presentations from the DIC Info Session - July 31 - Elmvale BIA (2 attachments) - Southern Georgian Bay Chamber of Commerce (presentation not provided) - TGIF (1 attachment)

The Committee discussed the next steps in moving forward with a potential BIA. A detailed discussion would take place in September however preliminary comments included: - 2 year trial; - Tie in with the Long Term Downtown Plan; - Merchants Survey.

Action: For information and further discussion at the September DIC meeting.

Minutes of the Downtown Improvement Committee- Dated August ... Page 7 of 137 The Committee discussed the next steps in moving forward with a potential BIA. A detailed discussion would take place in September however preliminary comments included: - 2 year trial; - Tie in with the Long Term Downtown Plan; - Merchants Survey.

ii) Visioning Session - Long Term Plan for the Downtown

The status of the strategic plan was summarized and a draft time line for the downtown plan was agreed upon with discussion at today's meeting, draft plan for discussion in September, final plan in October/November.

Communities in Bloom The program enhances and embraces green space within a community. People, plants and pride growing together involves, community, businesses, schools, residents and the Town. Eight areas are judged upon and compete against communities of similar size. The registration fee is $565 and includes 2 judges to visit in June/July for judging. Friends of Communities in Bloom is a smaller program with a registration fee of $244 which is not formally judged but viewed to offer comments for improvements.

Divas - gather their thoughts As previously noted.

Benjamin Moore Program Preliminary information was shared on the "Main Street Matters" program. The program involves the exterior painting of businesses within a pre-determined block or two. This program spans into the united states so out of the 20 successful applicants, three were in Canada. Benjamin Moore provides the materials, the community provides the labour.

BR+E Reports The regional project involved interviews with 27 businesses within Pentanguishene. The comments were included in the 2009 final report. Public transit, accessibility, parking, parking signage, tourism and directional signage, visual identity of the community, exterior facades of the downtown, window displays, vandalism, unified hours of operation were noted as needing improvement. A lot of the items of concern have been or are being addressed via

Minutes of the Downtown Improvement Committee- Dated August ... Page 8 of 137 the work in cooperation of the DIC and Town. Amenities noted as requiring more of included public washrooms, parking, and trails.

It was suggested that an inventory be completed with the data to determine where we are today and where we need to go. A summary document would be generated for the committee to review in September.

10 Trends The book is geared towards municipal officials and staff. Changing culture, values and trends and going from local to global were addressed in the book. Focusing on the unique aspects of our community as opposed to competing with what everyone has (eg. waterfront). Creating an identity, slogan, tag line. Promoting ourselves, tooting our own horn to draw people to the community.

SC Economic Development Strategic Plan The plan encompasses all county municipalities and is intended to sustain and promote growth. Sectors and areas of interest in our area included tourism, health cares, culture and manufacturing. It was noted that an economic development committee should be established which has been addressed with the HEA. Municipal Infrastructure development needs to support growth and development.

Building Communities The resource outlined the process involved in building a complete community. A community asset inventory should be completed to document the services and assets within the community that we may over look. Reaching out to the community to capture their view of the community would be beneficial by setting up a table at community events were people can joint down their thoughts.

Roger Brooks Signage, public washrooms, branding and parking are key components to a successful downtown. There are free video tips offered via his website that would be beneficial to the committee and downtown businesses. http://www.rogerbrooksinternational.com/rogers-video-tips-tricks/

Minutes of the Downtown Improvement Committee- Dated August ... Page 9 of 137 grow and benefit with economic growth. The planning vision needs to come from the community to be successful and endorsed by Council as opposed to being driven at the Town level.

Envision Tatham & Student Visions Key features from the student visions as well as the vision from the Champlain Committee have been forwarded to Stefan Bollenger to create an overall concept for Rotary Park. Envision Tatham will be presenting a preliminary design concept for the Main Street which will be forwarded to DIC for comment later in August.

Action: For discussion. Members to report on assignments:

Bonnie - Communities in Bloom Divas - gather their thoughts Benjamin Moore Program – Lois BR+E Reports – Lois 10 Trends – Dale SC Economic Development Strategic Plan – Lois Building Communities – Erin Roger Brooks – Holly Cultural Planning – Jim Envision Tatham & Student Visions - Holly to email to all

Divas - gather their thoughts As previously noted.

Minutes of the Downtown Improvement Committee- Dated August ... Page 10 of 137 united states so out of the 20 successful applicants, three were in Canada. Benjamin Moore provides the materials, the community provides the labour.

It was suggested that an inventory be completed with the data to determine where we are today and where we need to go. A summary document would be generated for the committee to review in September.

Minutes of the Downtown Improvement Committee- Dated August ... Page 11 of 137 Roger Brooks Signage, public washrooms, branding and parking are key components to a successful downtown. There are free video tips offered via his website that would be beneficial to the committee and downtown businesses. http://www.rogerbrooksinternational.com/rogers-video-tips-tricks/

Cultural Planning Planning from a different perspective is the focus of the book where creating quality of life and long-term spin off is the focus. Retaining residency via community amenities, employment and a variety of housing options is key to ensuring young professionals stay in the community. Although the book addresses larger communities, the process can be utilized on a smaller scale. Cultural tourism can grow and benefit with economic growth. The planning vision needs to come from the community to be successful and endorsed by Council as opposed to being driven at the Town level.

6. QUESTIONS & INQUIRIES

7. NEXT MEETING

i) September 4, 2013 at 8:30 a.m.

8. ADJOURNMENT The meeting adjourned at 10:44 a.m.

CHAIR

RECORDING SECRETARY

Minutes of the Downtown Improvement Committee- Dated August ... Page 12 of 137 02/08/2013

Elmvale BIA

Annual General Meeting 2013

What is a Business Improvement Area (BIA)

• BIA is a designated geographic area within a municipality. • Each BIA has a board of management which is an organization set up to provide business promotion and improvement functions. • A BIA allows local business people and property owners to join together and with the support of the municipality, organize, finance and carry out physical improvement and promote economic development in their district.

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What is a Business Improvement Area (BIA)

• The local municipality is the body responsible for approving the budget of the BIA. • The Board of Management is responsible for reporting to its members how it has executed its objectives. The AGM is the forum for presenting financial spending to plan and present its strategy.

Mission

The mission statement of the Elmvale Business Improvement Area is to promote Elmvale as a preferred place to shop and do business, while preserving our community heritage as a safe and vibrant place to visit and live.

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Goals As a self-help organization funded by property owners and businesses, the goals of the Elmvale Business Improvement Area are: 1. Promote through special events, attractions, advertising and marketing activities. 2. Work with businesses, local organizations, to make our community a safe and vibrant place to visit, live, shop and do business. 3. Recruit and attract new businesses and assist with the retention of existing businesses.

Accomplishments:

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Branding: Tag line:

Customer Appreciation Day – July 2012

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End of Summer Festival 2013

Elmvale Food Bank

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Fall Fair

2012

Christmas Radio Campaign

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Springwater News Campaign

Christmas in the Village

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Tree Lighting Ceremony

www.elmvalebia.ca

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https://www.facebook.com/ElmvaleBIA#

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https://twitter.com/ElmvaleBIA

BIA RACK CARD

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My Elmvale Photo Contest

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In Elmvale, we’re all about engaging and inspiring our citizens and visitors. e new My Elmvale Photo Contest is a great way to get out and discover all that our Village has to offer. To enter, simply snap and upload a creative photo of yourself, your friends or family enjoying Elmvale places and spaces. en, share it with your friends and ask them to vote for you! HOW TO ENTER From April 19 to July 31, 2013: Upload a photo (to our Facebook site) of yourself, your friends or family enjoying the places and spaces of Elmvale. Be creative! Examples may include time spent at the Maple Syrup Festival, browsing through the unique shops, lunch at one of the many restaurants, checking out the Farmers’ Market or relaxing in the park—the sky is the limit! Be sure to caption the photo by filling in the blank: "I love Elmvale when I’m ______.” August 1 to 30, 2013: Share your photo and encourage everyone you know to vote for you. e more votes you receive, the more likely you are to win. INCREDIBLE PRIZES Win one of three incredible prizes totaling $1000.00 in BIA dollars. $500 Grand Prize in Elmvale • BIA Dollars • $300 Second Prize in Elmvale BIA Dollars • $200 ird Prize in Elmvale BIA Dollars Elmvale BIA Dollars can be spent anywhere within the village of Elmvale, but you can’t win if you don’t enter. HOW THE WINNER IS CHOSEN Elmvale BIA will choose the Grand Prize winner from the top 3 photos that have received the most votes! Enter Now!

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02/08/2013 BANNERS

OPPORTUNITES

[email protected]

Maple Syrup Festival

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Moving Forward:

Digital Advertising

Digital advertising is an expanding marketing medium that has the ability to reach individuals and create awareness beyond our geographic community. Elmvale BIA will be working on a Digital Video Ad over the next few months.

This dynamic, flexible content will be integrated into the BIA website and our social media connections.

The opportunities are endless—with added value it’s a powerful way to promote Elmvale as a great place to live, work and play! Don’t forget to wave—when you see the camera crew!!

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Farmers’ Market-2013

Help promote – Eat Fresh – Buy Local!

Customer Appreciation Day – July 2013

End of Summer Sale – September 2013

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Property Owner's Name INVOICE

Address DATE: Address INVOICE # Phone (705)

BILL TO: FOR: Invoice for membership in BIA Name of Tenant January - June 2013 Operating as: July - December 2013 123 Main Street Elmvale, ON L0L 1P0

DESCRIPTION AMOUNT Interim payment 135.00

Final payment 135.00

SUBTOTAL $ 270.00 TOTAL $ 270.00

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2012 Financials BIA LEVY 2012 $ 21,060.00

Spending in 2012

Promotions $ 294.86 Networking / Communications $ 2,746.68 Beautification / Signage $ 667.08

Total Spending in 2012 $ 3,708.62

Balance from 2012 $ 17,351.38

2013 Financials BIA LEVY 2013 (to date) $ 10,665.00

Spending in 2013

Promotions Networking / Communications $ 4,978.35 Beautification / Signage

Total Spending in 2013 $ 4,978.35

Balance from 2013 $ 5,686.65

Current Balance (2012-2013) $ 23,038.03

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Elmvale BIA Objectives

• Promote through special events, attractions, advertising and marketing activities • Work with businesses, local organizations, to make our community a safe and vibrant place to visit, live, shop and do business • Recruit and attract new businesses and assist with the retention of existing businesses

Elmvale Business Improvement Area - Proposed Budget 2012 - 2013

2012 2013

Administration $ 4,000.00 $ 4,000.00

Promotion 11,000.00 7,000.00

Networking/Communications 2,000.00 3,000.00

Beautification/Signage 2,000.00 4,000.00

Tourism/Events 2,000.00 3,000.00

Total $ 21,000.00 $ 21,000.00

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12000

10000

8000

6000

4000

2000

2012 2013

What is a Business Improvement Area (BIA)

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What is a Business Improvement Area (BIA)

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As a self-help organization funded by property owners and businesses, the goals of the Elmvale Business Improvement Area are: 1. Promote through special events, attractions, advertising and marketing activities. 2. Work with businesses, local organizations, to make our community a safe and vibrant place to visit, live, shop and do business. 3. Recruit and attract new businesses and assist with the retention of existing businesses.

BIA LEVY 2012 Properties in BIA BIA LEVY Amount $ BIA LEVY 2012 78 * $270.00 $ 21,060.00 (78 * $270)

Total $ 21,060.00

BIA LEVY 2013 Properties in BIA BIA LEVY Amount $ BIA LEVY 2013 Half Year 79* $135.00 $ 10,665.00 (79 * $135)

Total $ 10,665.00

Totals Todate $ 31,725.00

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Property Owner's Name INVOICE

Address DATE: Address INVOICE # Phone (705)

BILL TO: FOR: Invoice for membership in BIA Name of Tenant January - June 2013 Operating as: July - December 2013 123 Main Street Elmvale, ON L0L 1P0

DESCRIPTION AMOUNT Interim payment 135.00

Final payment 135.00

SUBTOTAL $ 270.00 TOTAL $ 270.00

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Presentations from the DIC Info Session - July 31- Elmvale B... Page 36 of 137 Thank goodness it’s Friday In Downtown Penetanguishene

The Town of Penetanguishene Downtown Improvement Committee (DIC) is focusing on creating a multi-year community improvement plan for the Town. We are also aware that small concrete acts (successes!) amidst the long term vision are important to building the spirits and hopes of the citizens in our community. The T.G.I.F. (Thank Goodness It’s Friday) idea is one of those simple activities that might unify our downtown core enough to revitalize our merchants’ spirits.

The Concept T.G.I.F. would run each Friday evening from 4 til 6pm throughout the downtown core (from the Angels to the Dock.) Individual business owners partake if they choose to, and they also dictate what their weekly “special” will include. If a business closes for a particular period of time, it just doesn’t participate during those months. T.G.I.F. will succeed if it is kept simple, engaging and offers a variety of shopping opportunities. *Buy 1 get 1 free * Free coffee with any food purchase* *10% off coupon for next shopping visit (Monday to Thursday)* *20% by showing a receipt from another Downtown Business* Membership Joining the T.G.I.F. program is FREE. Each participating member will be given a window decal, with the logo, an introductory welcome letter, and promotion in the Town Page in the Mirror and on the Town’s website. Pending the amount of interest, a T.G.I.F. Facebook and a Twitter page will be established.

Contact Kelly Gignac at [email protected] Sponsored by: or 705-549-7453 to pick up your Town of Penetanguishene FREE package ! Downtown Improvement Committee

Presentations from the DIC Info Session - July 31- Elmvale B... Page 37 of 137 From: mike cadieux

Sent: July 24, 2013 7:36 AM

To: Mayor Gerry Marshall

Subject: parking

I have sent this request twice to Holly Bryce with no response . If you can help getting this issue in front

of Holly so we can have it addressed I would greatly appreciate it if not I will continue to try and fix this

problem. Gerry say's...Please join me in wishing Holly and Julie the best of luck in their new roles! I hope

your not counting on luck to get you through your responsibilities,Gerry might be referring to the next

election we seen what new council has done with old staff..LOL I would like to ask you if we could start

the process of getting the parking in front of my place here on Water,Street similar to that in front of

councillor Debbie Levey's place of business? That would really help The Green Block Trading Post and

L&R Accounting with their parking problems caused by the abundance of restaurants and their lack of

parking.

Request from the Green Block Trading Postre: 30 Minute Park... Page 38 of 137 Town of Penetanguishene Small Business Assistance

Small Business Assistance Information Package

10 Robert Street West, P.O. Box 5009, Penetanguishene ON, L9M 2G2 Tel: 705 549-7453 ○ Fax: 705 549-3743 ○ www.penetanguishene.ca

Small Business Assistance Directory Page 39 of 137 Town of Penetanguishene Small Business Assistance

Table of Contents

The Town of Penetanguishene 3 Before Starting a Business 4 Start your own Business or Buy an Existing Business 5 Determine a Legal Structure 6 Registering for a Business Number (BN) 8 Registering for a Business HST / GST Number 9 Other Registrations 10 North Simcoe Community Futures Development Corporation 11 Permits, Licences and Regulations 12 BizPal 13 Selecting a Site 14 Development Charges 15 Façade Improvement Program 16 Local Commercial Listing Service 19 Huronia Economic Alliance 20 Your Local Marketplace 20 Helpful Contacts 21 Contacts for Tax Information on Starting a Business 27 Contacts for Exporting 29

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Small Business Assistance Directory Page 40 of 137 Town of Penetanguishene Small Business Assistance

Town of Penetanguishene

The Town of Penetanguishene (meaning “the place of the rolling white sands” in Abinaki) is a picturesque bilingual community at the southern tip of peaceful and beautiful Georgian Bay. Penetanguishene has a unique urban form oriented towards the water with rolling hills, woodlands, wetlands and picturesque views.

Incorporated on February 22, 1882, this thriving bilingual community has grown to approximately 10,000 residents offering a unique combination of lifestyle and business opportunities.

Through effective governance and the support of the community, the Town of Penetanguishene is a safe, healthy, and diverse place to live, work and retire. It is well maintained and is proud of its waterfront location on southern Georgian Bay, its history, its bilingual character, its natural environment, and its small town atmosphere, where people are friendly and look after their neighbors.

Council and staff are focused on providing quality services to the public in the most efficient and effective manner possible based on an accepted mission statement, with a realization that Government cannot provide everything and be all things to all people. Services are delivered using alternative methods, including forming partnerships with non-profit agencies and neighboring municipalities, where practical to do so. A good portion of the Town’s Capital budget is spent on maintaining and enhancing the Town’s infrastructure investment.

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Small Business Assistance Directory Page 41 of 137 Town of Penetanguishene Small Business Assistance

Before Starting a Business

You want to start your own business, but have you done your homework? Think about what kind of a business you want, and whether you want to partner with someone. Will you buy an existing business, or build one from the ground up? Do you have a sound business idea and data to back it up? Doing proper research and planning will help you get ready to take the plunge.

Being your own boss can be very rewarding, but it is not for everyone. Before you take the first step, take some time to find out if you are well suited to being an entrepreneur, to understand the benefits of entrepreneurship and to learn about your chances of success.

If you decide to start a new business, you will need to spend some time developing your business idea. One of the greatest advantages of being an entrepreneur is being able to work on something that interests you and that you are passionate about. Unfortunately, passion does not always translate into profits.

Research, research, research! The more information you can gather about the potential demand for your product or service, about your competitors, and about the needs and wants of your prospective customers, the more successful you are likely to be.

Before starting a business, you need to evaluate your idea and determine what your chances are of making a profit from that idea. This document lists some things that you should consider and provides links to additional information to help you assess your idea.

Discover what market research is and how to create an effective market research campaign. You will also find numerous information resources and statistics that you can use to learn more about your industry, your customers and the markets you serve. This information can ultimately help you to make informed decisions that can maximize the potential of your business.

Starting a business from scratch can be overwhelming for first time entrepreneurs. If you have a great business idea and are ready to work hard to build it from the ground up, then you may wish to start your own business. But if you want to hit the ground running and avoid some of the common start-up pitfalls, then buying an existing business or a successful franchise may be a better option for you.

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Small Business Assistance Directory Page 42 of 137 Town of Penetanguishene Small Business Assistance

Start Your Own Business or Buy an Existing Business?

Starting your own business Benefits  Complete freedom to design and manage the business according to your vision.  Not bound by anyone else's rules, history or assets.  Opportunity to carve out a new niche in the market.  Can be less expensive than buying a successful business. Challenges  Can take time to become profitable.  There is no guarantee of business success and a high rate of failure for new businesses.  Can be more difficult to get financing because lenders or investors are taking a risk with your idea.

Buying an existing business or franchise Benefits  Benefit from the work that has already been done on building a brand, developing customer relationships, developing business processes and acquiring assets.  Can start bringing in profits more quickly.  Can be easier to get financing because the business model is proven. Challenges  The upfront investment is often higher than if you were starting your own business.  The previous owner and/or franchisor's business model and way of doing business may not be a perfect match with what you envision.

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Determine a Legal Structure

Now that you have decided to start your own business, you will have to determine what business structure or form of organization suits your needs. The structure of your business will depend on whether you want to run your business yourself or with a partner or associates. There are four types of business structures: sole proprietorships, partnerships, corporations and cooperatives.

Sole proprietorship With this type of business organization, you would be fully responsible for all debts and obligations related to your business and all profits would be yours alone to keep. As a sole owner of the business, a creditor can make a claim against your personal or business assets to pay off any debt. Advantages:  Easy and inexpensive to form a sole proprietorship (you will only need to register your business name provincially, except in Newfoundland and Labrador)  Relatively low cost to start your business  Lowest amount of regulatory burden  Direct control of decision making  Minimal working capital required to start-up  Tax advantages if your business is not doing well, for example, deducting your losses from your personal income, lower tax bracket when profits are low, and so on  All profits will go to you directly Disadvantages:  Unlimited liability (if you have business debts, personal assets would be used to pay off the debt)  Income would be taxable at your personal rate and, if your business is profitable, this may put you in a higher tax bracket  Lack of continuity for your business, if you need to be absent  Difficulty raising capital on your own

Partnerships A partnership is a good business structure if you want to carry on a business with a partner and you do not wish to incorporate your business. With a partnership, you would combine your financial resources with your partner into the business. You can establish the terms of your business with your partner and protect yourself in case of a disagreement or dissolution by drawing up a specific business agreement. As a partner, you would share in the profits of your business according to the terms of your agreement. You may also be interested in a limited liability partnership in the business. This means that you would not take part in the control or management of the business, but would be liable for debts to a specified extent only.

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When establishing a partnership, you should have a partnership agreement drawn up with the assistance of a lawyer, to ensure that:  You are protecting your interests  That you have clearly established the terms of the partnership with regards to issues like profit sharing, dissolving the partnership, and more  That you meet the legal requirements for a limited partnership (if applicable) Advantages:  Easy to start-up a partnership  Start-up costs would be shared equally with you and your partner  Equal share in the management, profits and assets  Tax advantage, if income from the partnership is low or loses money (you and your partner include your share of the partnership in your individual tax return) Disadvantages:  Similar to sole proprietorship, as there is no legal difference between you and your business  Unlimited liability (if you have business debts, personal assets would be used to pay off the debt)  Hard to find a suitable partner  Possible development of conflict between you and your partner  You are held financially responsible for business decisions made by your partner (for example, contracts that are broken)

Corporations Another type of business structure is incorporation. Incorporation can be done at the federal or provincial level. When you incorporate your business, it is considered to be a legal entity that is separate from the owners and shareholders. As a shareholder of a corporation, you will not be personally liable for the debts, obligations or acts of the corporation. When making such decisions, it is always wise to seek legal advice before incorporating. Advantages:  Limited liability  Ownership is transferable  Continuous existence  Separate legal entity  Easier to raise capital  Possible tax advantage as taxes may be lower for an incorporated business Disadvantages:  A corporation is closely regulated  More expensive to incorporate than a partnership or sole proprietorship  Extensive corporate records required, including shareholder and director meetings, and documentation filed annually with the government  Possible conflict between shareholders and directors  Possible problem with residency of directors 7 | Page

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Registering for a Business Number (BN)

Be proactive - take care of all your registration and licensing requirements with your municipal, provincial and federal governments early on in the process. Once you complete these steps, you will have the necessities such as a Business Number, registered business name and a GST/HST account.

Canada Revenue Agency's Business Registration Online is the one-stop-shop for all of your federal business registration requirements. If you operate in the province of Quebec, you will need to register using Revenu Québec's Businesses Portal.

Business Name Search, Registration, and Renewal ServiceOntario’s Integrated Business Services Application allows you to:  Search for business names that have been registered  Register or renew your business name, get a Master Business Licence and, if eligible, apply for additional accounts with different government bodies

To search for, register or renew a business name you will need:  A printer to print the Receipt, Summary Registration, Profile Summary, Master Business Licence and/or the Enhanced Business Name Report  If you are registering online, a valid credit card (VISA, MasterCard, or American Express) is necessary.

Registering in person: Companies and Personal Property Security Branch Ministry of Government and Consumer Services 375 University Avenue, Second Floor Toronto, ON M5G 2M2

Registering by mail: Companies and Personal Property Security Branch Ministry of Government and Consumer Services Suite 200-393 University Avenue Toronto, ON M5G 2M2

Registering Online: www.serviceontario.ca

Forms available at: North Simcoe Community Futures Development Corporation 105 Fourth Street Midland, ON L4R 4K6 8 | Page

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Registering for a Business HST / GST Number

Most persons and organizations engaged in commercial activities in Canada who have worldwide, taxable sales of more than $30,000 over any four or fewer consecutive calendar quarters must register for and collect the Harmonized Sales Tax (HST). All taxi and limousine operators must register for HST, regardless of their revenues.

While it is not mandatory for most businesses to register and collect HST until 29 days following the single calendar quarter or four consecutive calendar quarters in which they first exceed worldwide sales of $30,000, we generally recommend that any business register as soon as possible.

In order to register for a GST / HST Account, you will need the following:  Business or organization structure  The legal name of the business or organization  If the business or organization is incorporated, provide the following information from the certificate: o Corporate name o The Certificate number o The date of incorporation o Who has jurisdiction  The operating, trading, or partnership name of your business or organization. The operating name is the name you use in your day-to-day activities and to advertise your business or organization. You only need to provide your operating name if it is different in any way from your legal name.  The effective date of registration for GST/HST is important because it helps set up your reporting requirements, and it establishes the date that you become both liable to collect GST/HST and eligible to claim input tax credits.  The full name of at least one owner, partner, or director/officer of the business or organization. If you are a sole proprietor (self-employed individual), you have to provide your social insurance number (SIN) when you register for a BN.

Registering in Person: Registering by telephone: Canada Revenue Agency 1-800-959-5525 81 Mulcaster Street Barrie, ON Registering Online: L4M 6T7 www.cra-arc.gc.ca

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Other Registrations

Open a Business Bank Account Contact a local bank to open a business bank account. You will need a copy of your business registration in order to open the bank account.

Local Financial Institutions

Name Address Telephone # Scotiabank 135 Main Street 705-549-7466 Penetanguishene, ON L9M 1L7

TD Canada Trust 2 Poyntz Street 705-549-7485 Penetanguishene, ON L9M 1M2

Meridian Credit Union 7 Poyntz Street 705-549-3192 Penetanguishene, ON L9M 1M3

Retail Sales Tax If you plan to purchase goods for resale, call (800) 668-581 for the Ontario Ministry of Revenue.

Workers Compensation (Workplace Safety and Insurance Board - WSIB) In order to enroll employees, you are required to contact workers compensation and request enrollment call (800) 387-0750

Ministry of Labour Contact the Ministry for an Employment Standards Information Book, call (800) 531-5551

Small Business Information Line For information on Provincial services and the rules and regulations to start your own business call (800) 567-2345

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North Simcoe Community Futures Development Corporation

North Simcoe Community Futures Development Corporation (NSCFDC) is supported by the Government of Canada and is governed by a local volunteer Board of Directors. It is dedicated to:  helping small and medium businesses access services and capital, and  enhancing the community’s economic and employment growth through community-based planning and economic development initiatives.

Services and Programs NSCFDC offers are:

Financing The NSCFDC has assisted over 1000 small businesses in their start-up or expansion phase. The NSCFDC provides customized financing for viable business projects in the start-up, relocation, stabilization or expansion stage. Repayable loans, loan guarantees and equity investments in amounts up to $150,000 are available to new and existing businesses located in North Simcoe region.

Business Counselling  One-on-one consulting with a member of NSCFDC's knowledgeable staff on a fee for service basis, if time permits, or  A referral will be made to another business counselling organization within the community.

Business Planning Appointments with staff can be arranged for business owners requesting guidance in the preparation of a market study and/or business plan. The initial interview is free. Detailed assistance will be referred to other organizations in our community.

Self Employment Benefit Program (SEB) A program that is delivered by NSCFDC in partnership with Employment Ontario is the Self-Employment Benefit (SEB) program. The SEB program is a tool that helps individuals create jobs for themselves by providing them with various types of support for up to a 42-week period of time. Assistance can include business development workshops, business planning sessions, business coaching and financial assistance. Coaching is tailored to individual needs with topics including marketing, customer service, networking and understanding financial statements.

Contact North Simcoe Community Futures Development Corporation 105 Fourth Street, P.O. Box 8 Tel: 705-526-1371 Midland, ON Fax: 705-526-4993 L4R 4K6

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Permits, Licences and Regulations

You are required to contact the Town of Penetanguishene to inquire about or obtain a permit for the following:

Building, Construction, Development and Zoning  Signs, billboards and other advertising  Changing building occupancy or building use  Constructing roads, including road cuts  Constructing, renovating, demolishing or moving buildings  Road and highway access, entrances, allowances  Electrical installations or changes, including electricity transmission  Elevators  Plumbing, water connections, drainage, sewage and septic

The Town of Penetanguishene Planning and Community Development Mike Godin Jessica Klug Chief Building Official Senior Planner 705-549-7453 ext. 206 705-549-7453 ext. 215 [email protected] [email protected]

Roads, Sidewalks and Public Facilities  Closing or obstructing or changing access to a street, road or highway  Municipal or city property use, including public halls and parks  Parking  Owning or operating road vehicles, off-road or farm vehicles

The Town of Penetanguishene Municipal Law Enforcement / Public Works Department Jillian Forbes Bryan Murray Municipal Law Enforcement Officer Director of Public Works 705-549-7453 ext. 220 705-549-7453 ext. 107 [email protected] [email protected]

Business and Professional Services  Gaming, entertainment or recreation, including special events  Passenger transportation services (taxi etc.)

The Town of Penetanguishene Municipal Law Enforcement / Recreation and Community Services Department Jillian Forbes Angèle Proulx Municipal Law Enforcement Officer Recreation and Community Services 705-549-7453 ext. 220 Administrative Support Person [email protected] 705-549-7453 ext. 231 [email protected] 12 | Page

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Natural Resources  Forestry and tree-cutting  Open fires and other burning

The Town of Penetanguishene Municipal Law Enforcement / Fire Department Jillian Forbes Paul Ryan Municipal Law Enforcement Officer Fire Chief 705-549-7453 ext. 220 705-549-7453 ext. 706 [email protected] [email protected]

BizPal

Launched in 2005, BizPaL is jointly managed by a partnership involving governments at the federal, provincial, territorial and municipal level. Provinces, territories and hundreds of municipalities have collaborated together to provide business owners with the permits and licences that may be required to start and grow your business. It allows businesses to search for permits and licences required based on their location, industry, activities and topics. Based on the criteria provided, the directory will provide a listing of the permits and licences required in the specified municipality.

Telephone: TTY: 1-888-456-4444 1-800-457-8466 (for hearing impaired) (9:00am – 5:00pm in every time zone) (8:30am – 6:00pm eastern time)

Fax: Web site: 1-888-417-0442 www.bizpal.ca

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Selecting a Site

Contact the Town of Penetanguishene municipal office to find out about up to date information on vacant commercial properties.

Town of Penetanguishene Planning and Community Development Web site: www.penetanguishene.ca Jess Klug – Senior Planner Mike Godin – Chief Building Official Tel: 705-549-7453 ext. 215 Tel: 705-549-7453 ext. 206

Planning Department Responsibilities  All land use planning functions, including the maintenance and upkeep of the Town’s Official Plan and General Zoning By-law  Processing of commercial and industrial site plan applications  Processing of applications for Plans of Subdivision / Condominiums, including the negotiation and preparation of all related agreements  Processing of site specific applications for amendments to the Official Plan and Zoning By-law, including the preparation and circulation of all required statutory notices and the drafting of related By-laws  Processing applications for Consent and Minor Variance Applications including the preparation and circulation of all required notices  Provides general information to the public in response to telephone, counter, and written inquiries

Building Department Responsibilities  Enforcement of the Ontario Building Code  Processes applications for Building Permits including the examination of plans and specifications and reviewing applications for compliance with the Zoning By-law and Subdivision Agreement conditions  Undertakes field inspections of construction projects including enforcement action, as required, to gain compliance  Provides information to the public in response to telephone, counter and written inquiries

By-law Department Responsibilities The Municipal Law Enforcement Officer issues licenses for taxis, Bed & Breakfast, Hawker and Peddler and other miscellaneous licenses. The Municipal Law Enforcement Officer addresses the requirements of the following Municipal by-laws:  Animal Control  Fence Viewing Act  Dog Licensing  Noise Control  Garbage Collection  Smoking  Property Standards  Signs  Clean Yards

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Development Charges

Development charges are imposed on new development in the Town as a means of funding the necessary infrastructure such as roadways, and water and wastewater capacity, which must be added to support future development.

Development charges assist in financing capital projects required to meet the increased need for services resulting from growth and development.  Development charge funds may only be used for the purpose for which they are collected.  Residential development charges (calculated on the number and type of units) are imposed upon all lands within the County of Simcoe  The development charge is payable in full upon issuance of a building permit

Development charges have been imposed for the following categories of County services in order to pay for the increased capital costs required as a result of increased needs for services arising from development.  Library Services  Paramedic Services  Long Term Care  Social Housing  Public Works  General Government  Roads and Related

Development charges are applied municipally as well as County wide. Commercial development charges are charged by square footage.

Exemptions: General Commercial and Industrial buildings are exempt from development charges in the Town of Penetanguishene

A number of exemptions to the payment of development charges are established under the Development Charges Act, S.O. 1997 and By-law No. 6038. These include hospitals, government agencies, schools, colleges and universities, places of worship, farm building, and certain residential expansions.

Contact the Town of Penetanguishene municipal office to find out more about development charges.

Planning and Community Development Web site: www.penetanguishene.ca Jess Klug – Senior Planner Mike Godin – Chief Building Official Tel: 705-549-7453 ext. 215 Tel: 705-549-7453 ext. 206

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Façade Improvement Program

On July 25, 2007, Town Council approved a Façade Improvement Program for businesses located in the Downtown Improvement Area. The purpose of this program is to encourage and assist our local merchants who wish to make improvements or updates to their storefronts.

Information about the Program By providing financial incentives to business owners and / or business tenants in the Downtown Improvement Area, the Façade Improvement Program seeks to:  Encourage the continued vitality and economic vitality of the commercial core in all seasons;  Make the Town more attractive, inviting and pedestrian-friendly by encouraging consistency in urban design and signage while recognizing the importance of the existing historical architecture and the distinctive character within the community;  Reinforce the commercial core as a focus for the community;  Increase the marketability of the local business area by assisting building owners to attract and retain tenants;  Provide incentives for redevelopment of Main Street as an attractive entrance to the Town; and  Build civic pride among the business community and contribute to the quality of life of residents, workers and visitors in the Town.

Who can Apply Building owners and tenants of buildings who operate a business in the Downtown Improvement Area may apply for grants under the Façade Improvement Program (refer to attached map). Any applicant who does not own the property must provide written authorization from the owner to proceed with the application. It is recommended that any person(s) interested in receiving additional information regarding this program or require assistance in completing this application contact Jessica Klug, Senior Planner at (705) 549-7453 to arrange an appointment to discuss the proposed application. Time is often saved by these preliminary discussions.

How Does the Program Work As part of the Annual Budget process, Council will determine the allocation of funds to the Façade Improvement Program for the current year. The availability of grant money is limited by the total amount of funding that has been allocated to the Façade Improvement Program. Applications will be considered on a first come – first serve basis. However, where there are more applications than funding available, the Planning & Development Section may elect to recommend those applications to Council it believes will produce the greatest benefits for the community.

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Façade Improvement Program grants may be approved for 30% or 50% of the proposed works based on the level of proposed improvements.

Examples of Grant Allocation Project Budget Grant Allocation Over $3,000 50% up to a maximum of $2,000 Under $3,000 30% up to a maximum of $1,000

Business Signage 50% up to a maximum of $1,000

To apply for incentives under the Façade Improvement Program, an applicant is required to fully complete and submit the required application form including supporting documents (ie. designs/drawing, quote or cost estimate, photos) to the Senior Planner. The application will not be accepted unless signed by the applicant. Where the applicant is not the owner of the property, the owner of the property must also sign.

There is no cost to make an application under the Façade Improvement Program.

What Improvements are Eligible for Program Funding Primary consideration will be provided to street level storefront applications which address storefront design, street front transparency, façade enhancement to create “distinct” facades, increase street level uses and visual interest, preservation or enhancement of historical and architectural features, address pedestrian safety and access for the disabled, enhance and update or secure new business signage.

Additional consideration will be provided to upper façade which address the cornice and the fascia that cap the building front, the building’s upper storey’s, windows that give articulation and interest to the upper architecture and the piers that extend to ground level and visually support the façade and frame the storefront. To qualify, all upper façade applications must be in conjunction with storefront façade improvements and/or be part of an overall phased plan. Work eligible under the program may include:

 Aesthetic exterior improvements such as painting or cleaning of the façade exterior, repair or replacement of storefront windows and doors, façade restoration of brickwork, wood, masonry and metal cladding, repair/replacement/ addition of awnings or canopies  Structural/safety replacement and repair for exterior façade (on the commercial side of the street only)

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 Limited permanent interior improvements which improve the view of the retail space from the street and have regard for the functionality of the retail space to the pedestrian environment such as interior window display areas and back lighting  Entranceway modifications including provisions to improve accessibility for people with disabilities and mobility challenges in conjunction with improvements to the storefront façade  Exterior enhancement which create visual interest and variety at the sidewalk level, emphasizing active storefronts, orienting windows and doorways to the street. “Hard” landscaping such as walkways and planters will only be considered as supplementary works in addition to other storefront façade improvements or as part of the application of a phased in plan (subject to encroachment and other approvals).  Heritage enhancements such as removal of exterior materials that cover architectural details or repair of original architectural elements (entablature, eaves, parapets) which form an integral part of the heritage property (excluding designated properties).  Business signage in accordance with the Town of Penetanguishene by- laws and the Ontario Building Code and Regulations

Work Ineligible under the Program may Include:  Interior repairs or enhancements  Murals  Structural work  Improvements to energy efficiency such as insulation  Typical roofing or regular maintenance  Improvements to meet building codes including mechanical or electrical work  Accessory buildings  Rehabilitation or improvements that affect designated properties may qualify for funding under the Town’s Heritage Tax Rebate Program

For More Information: For more information on the Façade Improvement Program or application forms, contact the Town of Penetanguishene Planning and Community Development Department

Town of Penetanguishene Senior Planner Jessica Klug 705-549-7453 ext. 215 [email protected]

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Local Commercial Listing Service – Website: www.cls.ca

How do listings get posted? Every listing on CLS.CA is developed from information provided by a local real estate board or association. The Canadian Real Estate Association does not alter the data in any way. If you have a question about the specific property listing, please refer to the Listing Broker contact information on that specific page. Please also note that CREA is not responsible for the contents of any off- site pages or any other sites linked to this site, including links to PDF or other web- based marketing tools used by the REALTOR.

What’s available online (and what isn’t)? This web site is designed to provide basic marketing information about commercial properties across Canada. The actual content of each property listing is determined by the Listing Broker, or local real estate board. The Listing Broker may have additional details about the property, or may have also developed a unique marketing brochure. These are usually linked to the CLS.CA listing through the “brochure” button on each page.

Local Real Estate Brokers: Name Address Telephone # Sutton Bayside Realty Inc. 362 Balm Beach Road West, 705-361-9283 Brokerage Unit 1 Tiny, ON L0L 2J0 RE / MAX Georgian Bay Realty 833 King Street 705-526-9366 Ltd. – Bob Armstrong P.O. Box 416 Midland, ON L4R 4L1 RE / MAX Georgian Bay Realty 9457 Highway 93 705-527-8977 Ltd. – Don Redmond Midland, ON L4R 4L9 Royal LePage In-Touch Realty Inc. 9226 Highway 93 705-526-4271 P.O. Box 757 Midland, ON L4R P4P Royal LePage In-Touch Realty Inc. 267 King Street 705-526-9770 – Brian Jacques & Joan Therrien Midland, ON L4R 3M4 Royal LePage In-Touch Realty Inc. 462 Aberdeen Boulevard 705-527-9192 – Karen Winlove Smith Midland, ON L4R 5L8 Royal LePage Team Jordan 267 King Street 705-526-9770 Midland, ON

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Huronia Economic Alliance

Economic development is essential for the future of the four municipalities that make up Huronia: Town of Penetanguishene, Town of Midland, Township of Tay, and Township of Tiny. Accordingly, the four mayors have initiated the creation of the Huronia Economic Alliance (HEA) in the pursuit of joint economic development efforts.

The business community in Huronia is growing, with nearly 2,000 companies already located here, supported by the Southern Georgian Bay Chamber of Commerce and the North Simcoe Community Futures Development Corporation.

Huronia is also home to internationally known institutions like the Central North Correctional Centre and the Waypoint Centre for Mental Health Care, not to mention businesses like Raytheon Elcan Optical Technologies, ADM Milling, Kindred Industries Canada, General Mills Canada, Industrial Filter Manufacturing, Techform Products, NEBS Business Products, Weber Manufacturing, and many others.

Huronia Economic Alliance has partnered with an online directory to help collect and maintain local business listings within the area. Using the online form you can add your business to the directory. Once you have added your business to the directory, please allow up to 5 business days to view your business on the interactive map.

To add your business to the local business directory visit: www.investhuronia.ca

Your Local Marketplace (YLM)

Your Local Marketplace (YLM) is a unique online advertising model. It has become the official local community business directory in over 100 Community Directories across Canada. YLM is the official community technology partner powering local business directories in over 100 communities across Canada. YLM’s unique online advertising and fundraising community business directory model that helps thousands of local businesses and associations showcase their products and services on the World Wide Web. YLM directories focus on the buy local premise.

To add your business to the YLM database or to search local businesses visit: www.ylm.ca

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Helpful Contacts

Beausoleil First Nation 1 Ogema Street Christian Island, ON L0K 1C0 Tel: 705-247-2051 Web site: www.chimnissing.ca  The Beausoleil First Nation is committed to supporting local Economic Development through the delivery of the Community Economic Development Program (CEDP) to the members of the First Nation.

Better Business Bureau of Mid-Western Ontario 354 Charles Street East Kitchener, ON N2G 4L5 Tel: 519-579-3080 Web site: www.bbmwo.ca/search.html  Promotes relationships between businesses and the public through consumer and business education and voluntary self-regulation.

Business Development Bank of Canada (BDC) 151 Ferris Lane P.O. Box 876 Barrie, ON L4M 4Y6 Tel: 705-739-0444 Toll Free: 877-232-2269 Web site: www.bdc.ca  Promotes and assists small and medium sized businesses in Canada  Provides loans and loan guarantee, venture capital, and management services

Business Retention and Expansion (BR+E) Tel: 888-466-2372 Web site: www.omafra.gov.on.ca  BR+E is a community based, volunteer-driven tool to encourage the growth and stability of local business in rural Ontario  Improves competitiveness of local businesses by evaluating and addressing needs and concerns

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CALDECH 63, rue Main, C.P. 5099 Penetanguishene, ON L9M 2G3 Tel: 705-671-9983  Promote job creation and reduce under-employment, in particular for women and youth in the community  Assist in creating or expanding local businesses (whether private, cooperative or non-profit)  Ensure greater participation for area francophones in the local economy  Strengthen the local francopone community and its organizations, in particular in the area of financial self-sufficiency  Provide services to the local community, and later, to communities throughout the province (training, consulting, others)  Propose a model that meets our objectives and those of francophones in Ontario, community economic development in Ontario. CALDECH is, to our knowledge, the only francophone economic development corporation (EDC) in Ontario. There are others such as the CCO (Conseil de la Cooperation de l’Ontario / Cooperative counsel of Ontario) who complement our work and with whom we intend to work.

Canadian Association of Management Consultants (CAMC) 401 Bay Street Unit 2004 Toronto, ON M5H 2Y4 Tel : 416-860-1515 Toll Free : 800-268-1148 Web site : www.cmc/canada.com  Supports the development of management consulting as a profession  Promotes excellence in the practice of consulting for the benefits of clients, and other management consultants  Offers a free referral service to businesses

Canadian Consumer Information Gateway Industry Canada 235 Queen Street 6th Floor West Ottawa, ON K1A 0H5 Tel: 613-946-2576 Web site: www.consumerinformation.ca  File a complaint  Consumer challenges & solutions  Know your rights  Consumer policy & research  Resources for businesses

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Canadian Innovation Centre (CIC) 295 Hagey Boulevard, Suite 15 Waterloo, ON N2L 6R5 Tel: 619-885-5870 Web site: www.innovationcentre.ca  Assists in the commercialization of technological innovations that create economic benefits  Education programs  Investor assistant programs  Marketing services  Product engineering services

Canadian Institute for Scientific and Technical Information (CISTI) 1200 Montreal Road, Building M-55 Ottawa, ON K1A 0S2 Tel: 613-998-8544 Toll Free: 800-668-1222 Web site: www.nrc.ca/cisti  World leader in circulating information (scientific / technical/ medical)  New developments in research  On-line catalogue  Web consulting services and training

Canadian Business Ontario (CBO) 151 Yonge Street, 14th Floor Toronto, ON M5C 2W7 Tel: 416-775-3456 Tell Free: 800-567-2345 Business Info Line: 888-745-8888 Web site: www.canadabusiness.ca www.cbo-eco.ca  Federal and Provincial government information  Information on business start-up, financing, management, expansion, exporting and taxation

Canadian Intellectual Property Office – Trademarks Place du Portage 1 50 Victoria Street, Room C-114 Gatineau, Quebec K1A 0C9 Tel: 866-997-1936 Web site: www.cito.gc.ca

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Community Small Business Investment Funds (CSBIF) program Tel: 800-263-7776 Web site: www.rev.gov.on.ca/en/credit /csbif/index.html  CSBIF encourages communities to develop a partnership with local small businesses

Downtown Business Improvement Area (BIA) P.O. Box 69 Midland, ON L4R 4K6 Tel: 705-527-7246  A business Improvement Area (BIA) is an association of property owners, and tenants within a specified district, who join together with official approval of the city, in a self-help program aimed at stimulating business.  Approximately 125 businesses

Alcohol and Gaming Commission of Ontario 90 Sheppard Avenue East Suite 200 Toronto, ON M2N 0A4 Tel: 416-326-8700 Toll Free: 800-522-2876 Web site: www.agco.on.ca  Liquor License Act  Gaming Control Act, 1992  Wine content and labeling Act, 2000  Liquor Control Act (Section 3(1) b, e, f, g and 3 (2) a, b)  Charity Lottery Licensing Order-in-Council 2688/93

Industry Canada Tel: 613-954-5031 Toll Free: 800-328-6189 Web site: www.strategis.ic.gc.ca  Source of contacts for business management advice, skills development, and software tools  Hosts on-line discussion forums  Directory of businesses who can help you develop your business  “How to” guides, small business articles

Industry Research Assistance Program (IRAP) 1200 Montreal Road M-55 Ottawa, ON K1A 0R6 Tel: 613-993-9101 Toll Free: 877-672-2672 Web site: www.nrc-cnrc.gc.ca  Assistance in defining technical needs  Locating and making use of technology from foreign sources  Assists financially in product testing, process design, or development 24 | Page

Small Business Assistance Directory Page 62 of 137 Town of Penetanguishene Small Business Assistance

Industry Partnership Proposal Program Ontario Tourism Marketing Partnership Corporation 10th – 900 Bay Street Toronto, ON M7A 2E1 Tel: 416-325-9823 Toll Free: 888-576-4444 Web site: www.canadabusiness.ca  Ontario Tourism Marketing Partnership supports the creation of new marketing programs and tactics with the help of the Ontario tourism industry

Institute of Certified Management Consultants of Ontario (ICMCO) 401 Bay Street, P.O. Box 20 Suite 2004 Toronto, ON M5H 2Y4 Tel: 416-860-1515 Toll Free: 800-268-1148 Web site: www.cmc-canada.ca  Assists to advance and support the development of management consulting as a profession and to promote excellence in the practice of consulting for the benefits of clients and management consultants  Offers management seminars, professional development, networking, special events and free referral service to businesses

Ministry of Government Service – Central Production and Verification Services Branch 393 University Avenue Suite 200 Toronto, ON M5G 2M2 Tel: 416-314-8880 Toll Free: 800-361-3223 Web site: www.ontario.ca

North Simcoe Community Futures Development Corporation 105 Fourth Street P.O. Box 8 Midland, ON L4R 4K6 Tel: 705-526-1371 Website: www.nscfdc.on.ca  Offers financial assistance  Assists with business start-up  Business resource library

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Small Business Assistance Directory Page 63 of 137 Town of Penetanguishene Small Business Assistance

Ontario Government Information Centre 34 Simcoe Street Barrie, ON L4N 6T4 Tel: 705-737-0823 Toll Free: 800-267-8097 Web site: www.gov.on.ca  Ontario Government publications  Information on business start-up and taxation  Contact information for ministries and agencies

Ontario Ministry and Tourism / Ontario Ministry of Economic Development Trade (MEDT) 2284 Nursery Road Midhurst, ON L0L 1X0 Tel: 705-739-5860 Toll Free: 800-380-3163 Web site: www.ontariocanada.com  Assistance to investors  Export marketing assistance  Small business assistance  Financial assistance

Simcoe Muskoka District Health Unit 15 Sperling Drive Barrie, ON L4M 6K9 Tel: 705-721-7330 Web site: www.simcoemuskokahealth.org  Investigation of food complaints and suspect food poisoning  Implementing food recalls  Providing food safety education and consultation  Enforcement of the Food Premises Regulation

Statistics Canada R.H. Coats Building Holland Avenue Ottawa, ON K1A 0T6 Tel: 613-951-8116 Toll Free: 800-263-1136 Web site: www.statcan.gc.ca  National statistical agency  Collects, complies, analyze, abstract, and publish statistical information  Information available on 2011 census

26 | Page

Small Business Assistance Directory Page 64 of 137 Town of Penetanguishene Small Business Assistance

Contacts for Tax Information on Starting a Business

Canada Customs and Revenue Agency Tel: 800-959-8281 Web site: www.ccra.gc.ca  Both federal and provincial levels of government levy  A tax on income from all sources inside or outside of Canada for individual residents of Ontario  Taxes are payable annually and the Federal Government administers and collects the provincial personal income tax at the same time as the federal tax

Federal Corporation Income Tax – Government of Canada, Department of National Revenue Tel: 80-959-5525 Web site: www.ccra.gc.ca  The Canadian Government levies an income tax on corporations resident in Canada based on income from all sources inside and outside of Canada  These taxes are payable quarterly to the Department of National Revenue in Ottawa

Federal Excise Tax Tel: 800-959-2221 Web site: www.ccra.gc.ca  A federal excise tax is imposed on specific goods, such as jewelry, cigarettes, and alcoholic beverages that are either manufactured in or imported into Canada

Federal Goods and Services Taxes Tel: 800-959-2221 Web site: www.cra.gc.ca  The Federal Goods and Services Tax (GST) of 5% applies to all goods and services, except basic groceries, prescription drugs, and medical devices

Land Transfer Tax – Government of Ontario, Ministry of Revenue Tel: 800-263-7965 Web site: www.fin.gov.on.ca  Acquisitions of land by person or corporation are subject to a land transfer tax

27 | Page

Small Business Assistance Directory Page 65 of 137 Town of Penetanguishene Small Business Assistance

Ontario Sales Tax / Retail Sales Tax Branch – Government of Ontario, Ministry of Finance Tel: 800-263-7965 Web site: www.fin.gov.on.ca  A sales tax is levied by the provincial government on certain goods consumed, used or sold within the province  Retail vendors are required to obtain and license and maintain adequate sales records

Provincial Corporation Income Taxes – Government of Ontario, Ministry of Finance Tel: 800-263-7965 Web site: www.fin.gov.on.ca  Provincial corporation income taxes are calculated on the same basis as the federal tax

Provincial Sales Tax (PST) – Government of Ontario, Ministry of Finance Tel: 800-263-7965 Web site: www.fin.gov.on.ca  8% is added, where applicable, to the retail price before the GST is added

Town of Penetanguishene – Finance Department Tel: 705-549-7453 Web site: www.penetanguishene.ca

Town of Midland – Treasury Department Tel: 705-526-4275 Web site: www.midland.ca

Township of Tay – Treasury Department Tel: 705-534-7248 Web site: www.tay.ca

Township of Tiny – Treasury Department Tel: 705-526-4204 Web site: www.tiny.ca

 Collects property taxes, responsible for local regulations  Property tax is based on assessed value of the real estate owned and is paid for by the property owner

28 | Page

Small Business Assistance Directory Page 66 of 137 Town of Penetanguishene Small Business Assistance

Contacts for Exporting

Canadian Manufacturers and Exporters National Office Corporate Office 1500-1 Nicholas Street 6725 Airport Road, Suite 200 Ottawa, ON K1N 7B7 Mississauga, ON L4V 1V2 Tel: 613-238-8888 Tel: 905-672-3466 Web site: www.cme-mec.ca Toll Free: 800-268-9684  The Canadian Manufacturers and Exporters is a business network working to strengthen the competitiveness of the Canadian industry by delivering timely, and relevant information

Canadian Tourism Commission 600-55 Metcalfe Street Ottawa, ON K1N 6L5 Tel: 613-946-1000 Web site: www.canadatourism.com  Promotes orderly growth of tourism in Canada  Delivers world-class cultural and leisure experiences year around

Department of Foreign Affairs & International Trade (DFAIT) 125 Sussex Drive Ottawa, ON K1A 0G2 Toll Free: 800-267-8376 Web site: www.dfait-maeci.gc.ca  Represents Canada through a network of embassies and offices around the world  Promotes trade and supports jobs and economic activity in Canada

International Financial Network (IFInet) 125 Sussex Drive Ottawa, ON K1A 0G2 Tel: 613-944-4000 Toll Free: 800-267-8376 Web site: www.infoexport.gc.ca/ifinet  Business opportunities related to the projects of seven IFI’s in 18 sectors, such as agriculture, energy and transportation  Business guides for Canadian exporters

International Trade Centres (ITC) Web site: www.itnracen.org  One stop shopping for services to Canadian firms interested in international business  Export counseling and market opportunity information  Assists business in development marketing plans  Supports export awareness initiatives 29 | Page

Small Business Assistance Directory Page 67 of 137 Town of Penetanguishene Small Business Assistance

Ontario Exports INC International Trade Branch 6th Floor, Hearst Block, 900 Bay Street Toronto, ON M7A 2E1 Tel: 416-314-8200 Toll Free: 877-468-7233 Web site: www.sse.gov.ca/medt/ontarioexports  Can help Ontario firms begin to export or expand markets  Can assist foreign buyers to find Ontario suppliers for their purchasing requirements  Create permanent, high quality jobs by strengthening export industries in Ontario

Program for Export Market Development (PEMD) 125 Sussex Drive Ottawa, ON K1A 0G2 Tel: 613-944-4000 Toll Free: 800-267-8376 Web site: www.international.gc.ca  Incentives for Canadian firms to enter or expand foreign markets

The Canadian Trade Commissioner Service 125 Sussex Drive Ottawa, ON K1A 0G2 Tel: 613-944-4946 Toll Free: 800-551-4946 Web site: www.infoexport.gc.ca  Provides individual counseling, market information, and intelligence  Facilitates access to contacts worldwide through the TCS network  Computer database of Canadian exporters and their capabilities

30 | Page

Small Business Assistance Directory Page 68 of 137 Communities in Bloom Enhancing Green Spaces in Communities People, Plants and Pride… Growing Together Communities in Bloom is a Canadian non-profit organization committed to fostering civic pride, environmental responsibility and beautification through community involvement and the challenge of a national program, with focus on enhancing green spaces in communities.

“People, plants and pride… growing together” is our slogan, and it captures the essence of the program.

History. Established with the guidance of Britain in Bloom, Tidy Towns of Ireland and Villes et Villages Fleuris de France, Communities in Bloom held its first edition in 1995 and 29 participating municipalities were honoured at the first awards ceremonies on Parliament Hill. The program now includes hundreds of communities across the country and an international challenge involving communities from the United States, Asia and several European countries allows participants to compete internationally.

Program. The program consists of communities receiving information and being evaluated either provincially or nationally by a volunteer jury of trained professionals on the accomplishments of their entire community (municipal, private, corporate and institutional sectors, citizens) on eight key criteria: Tidiness, Environmental Action, Heritage Conservation, Urban Forestry, Landscape, Turf & Groundcovers, Floral Displays and Community Involvement

Benefits. The pride, sense of community and feeling of accomplishment generated through participation are visible in communities all over Canada. These benefits make Communities in Bloom a program where everyone wins. Participants can benefit financially from the program through community tourism initiatives, business opportunities for the entire community, and other related projects. A valuable information exchange network allows communities to share accomplishments, best practices and projects.

All participants are showcased on the Communities in Bloom website through the “Explore our Communities” section, with a description page and a link to their respective community website. The Communities in Bloom Magazine, published twice a year, also features participants and program results, as well as articles and educational content. Communities in Bloom develops, with its partners and sponsors, initiatives and promotional opportunities such as the Scotts Miracle-Gro Garden Contest, Home Hardware Charity Calendar, and the VIA Rail Canada’s Garden Route. More details to follow.

Communities in Bloom Page 69 of 137 National Symposium on Parks and Grounds. Held in conjunction with the annual national awards ceremonies, this event is a unique opportunity for elected officials, parks and grounds professionals and community volunteers to learn and share about current issues, trends and challenges not only in horticulture and gardening, but in community tourism and projects, environmental awareness, and much more. Workshops and awards ceremonies are also held in all provinces throughout the year.

The Communities in Bloom Foundation, established to support the educational aspect of its activities, is dedicated to funding, developing and disseminating education and awareness to a wide audience on the value, improvement, importance and sustainable development of green spaces and natural environment in Canadian society. The foundation also awards bursaries to students in horticulture / environment programs.

Within the context of climate change and environmental concerns, communities involved in the Communities in Bloom program can be proud of their efforts, which provide real and meaningful environmental solutions and benefit all of society.

Program Benefits

Since 1995, communities have recognized numerous benefits from participating in the program:

Economic benefits

 Best practices and information exchange  Valuable information and feedback from the judges  Economic development and increased property values  Marketing and promotional opportunities  Positive benefits for the tourism, hospitality and retail industries  Decreased vandalism

Social benefits

 Increased civic pride and community involvement  Participation from all ages and walks of life of the community  Mobilization of citizens, groups, organizations, businesses and municipality working together  Year-round projects and continuous improvement for the entire community  Information and cultural exchange within the community and with neighboring, national and international communities  Improved quality of life

Communities in Bloom Page 70 of 137 And, most importantly:

Environmental stewardship through the enhancement of green spaces

 Adaptation to climate change  Offsetting the production of greenhouse gases  Mitigation of heat islands  Reducing soil erosion  Improving air quality  Responsible use of water  Conservation of green spaces

Communities in Bloom Page 71 of 137

2013 ONTARIO EDITION REGISTRATION DEADLINE: APRIL 30 (extension possible upon request)

Community Population Mayor or Head of Council (please indicate if City, Town, Village, etc.)

Name of Community Contact Position / Title

Address Province Postal Code ( ) ( ) ( ) ( ) Phone Fax Cell Phone Evening Phone

E-mail Preferred evaluation date* * will be considered but cannot be guaranteed CATEGORY: Population ( evaluation ) Friends ( non-evaluated)

Population Category (community is evaluated): o jury formed of two volunteer judges visits and evaluates the community to provide a report, mention and bloom rating o evaluation will be planned to be scheduled for one day unless otherwise requested by community o evaluation can be done to learn about the program: community receives a report o community involves the community for evaluation to take place in July or August

Friends Category (community is not evaluated): o community is not evaluated : becomes part of the Communities in Bloom network

Benefits of participation o Communities in Bloom provides access to a reputable information exchange network o Economic, Social and Environmental benefits ( as detailed in program information ) o Promotion of the community in the Ontario Edition and during the Awards Ceremonies (Ottawa, ON October 26)

Registration fees o payment not required at registration as invoice will be sent upon receipt of registration form if not included with registration: Population (evaluated):

Up to 5,000: $ 350 + $ 45.50 HST = $ 395.50 20,001 to 50,000: $ 750 + $ 97.50 HST = $ 847.50 5,001 to 10,000: $ 500 + $ 65.00 HST = $ 565.00 Over 50,000 : $ 850 + $ 110.50 HST = $ 960.50 Note: accommodation may be requested if community 10,001 to 20,000: $ 600 + $ 78.00 HST = $ 678.00 requires evaluation to be done over two days Friends (non-evaluated):

$ 225 + $ 29.25 HST = $ 244.25 Mail, Fax or Email your completed registration form to: Communities in Bloom 112 Terry Fox, Kirkland, Quebec H9H 4M3 Tel: 1-888-991-9319 Fax: 514-694-3725 E-mail: [email protected]

Communities in Bloom Page 72 of 137 REJUVENATE, REFRESH DOWNTOWN PENETANGUISHENE

Building community can be fuelled by tangible projects that can be rallied around by all!

“Making Place” by unifying our downtown with colour and hospitality creates a welcoming venue for visitors, residents and business owners.

Goal

- Beautify downtown with colour, naturalization etc. to provide a welcoming atmosphere. - Create a unified colour scheme for the downtown. - Ensure “best façade” forward approach for all businesses.

Based on the Benjamin Moore Main Street refresh program…

Step 1 Work in cooperation with Heritage Penetanguishene to develop a colour pallet for the downtown that enhances building facades and rejuvenates heritage buildings in the downtown core.

Step2 Secure a sponsoring paint distributor to provide paint and supplies as required at cost.

Step 3 Town to assist with permits, scaffolding etc. as available.

Step 3 Encourage business owners to sign up for the program.

- Commitment to assist with painting other business facades - Purchase paint for their refresh

Step 4 Business owners enrolled in the program will volunteer their time to paint neighbouring business facades. Helping hands helping each other.

Step 5 Through partnerships with CNCC, design and construct window planters for store fronts.

Step 6 Business owners to purchase planters at cost and participate in a Main Street planting evening.

Rejuvenate, Refresh Downtown Penetanguishene- Proposed 2014 ... Page 73 of 137 DIVA’S WORKING GROUP UPDATE DIC MEETING OCTOBER 2, 2013

Fall Decorations – 2013

Main Street Window: The Divas Main Street window has now been decorated to reflect the fall 2013 season.

Leaves & Corn Husks: As of September 25th, our corn husks have now been placed throughout the Town beginning at Thompson and Main Streets and running all the way down to Beck Blvd.

Winter 2013-14

We now have approval to utilize the Town’s hanging baskets and we propose to add natural greenery to them. As well, we will again decorate the 14 Town barrels with natural greenery as per 2012.

The Divas purchased a small-sized “Cutter” made of metal and which was originally built in Quebec for $275. We have approval to house it at Main & Robert Streets over the winter season. For the Holiday season, we plan to fill it with colourful boxes to appear as gifts. After the Holiday Season, we will change to winter seasonal decorations (skis, toboggan, snowshoes, and simulated people) which will also encompass Winterama.

The Divas have had a request from our “Stores on Main Street” re our holiday/winter decorations. They are having their “Annual Customer Appreciation” evening on Thursday, November 21st and have asked if we could have the holiday decorations up for this event. The fall decorations usually come down around the first week of November. Last year our holiday decorations went up around November 30th so they could be in place for the “Festival of Lights”. (Note: 2013 Festival of Lights is December 7th). Is it possible to make this happen for them?

Spring/Summer 2014:

Canoes: The 19 “small” red canoes with flowers and which were placed along the dockside this past summer made quite a statement and we heard many nice compliments about them so we are proposing that they return there for 2014.

Two of the three (3) 8ft. canoes will be placed in the same flower beds for 2014: One red canoe at the Main /Poyntz flowerbed; and the “birch bark” canoe in the Simcoe Street flowerbed. We feel that the second (2nd) large red canoe at the Ship Sign is overpowered by the flowers so we would like to find a better place for it for 2014.

Update Diva Report Page 74 of 137 -2-

Bicycles: The Divas now have approval to acquire a large number of bicycles, paint them different colours, add baskets of flowers and set them throughout Rotary Park.

Obelisks: Three (3) 6ft white Obelisks with red led lights were placed in the following garden locations: Main/Robert, Town Dock and Garden at Trail crossroads in front of Curling Club. We have also been approved to build one (1) larger Obelisk for Main & Robert Streets to replace the smaller one which will be placed elsewhere in 2014. We will approach CNCC to build it in early 2014. Will these be staying out over the winter?

Butterflies: The Wrought Iron Butterflies which are in two selected gardens in Rotary Park and one at Bob Sullivan’s Parkette on Beck Blvd. Will these be staying out over the winter?

Birdhouses: The birdhouses were placed on the fences by the Curling Club and at Huronia Park. In future, if we plan to use them, we would prefer to have them placed on the light standards along the path in Rotary Park as some were damaged.

Lighthouse Project: With regard to our proposed Lighthouse, Irene Miles had contacted one last builder since our August 7th DIC meeting but, unfortunately, he also declined. This makes a total of 17 contractors/builders that have been approached by the Divas re building our proposed lighthouse.

/dc

Update Diva Report Page 75 of 137 TOTAL ORDER OF 5

- Thompsons - Poyntz - Robert - Water - Brock

Seasonal Decorations and/or Lighting Page 76 of 137 TOTAL ORDER OF 12 (2 per block)

- Thompsons/Edward - Edward/Poyntz - Poyntz/Robert

- Robert/Water - Water/Brock

Seasonal Decorations and/or Lighting Page 77 of 137 Correspondence fromtheHuronia Economic Alliance Committeer...

Page 78 of137 Huronia Economic Alliance Economic Development Strategic Action Plan

Presented by Lauren Millier, Principal June 18, 2013 Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Agenda

. Consulting Team

. Anticipated Outcomes

. Proposed Approach

. Moving Forward

. Q+A Page 79 of137

2 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Consulting Team

. Millier Dickinson Blais – Community economic development services – Cultural Planning – Workforce Development . Queen’s Executive Decision Centre – Focus group facilitation Page 80 of137

3 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Anticipated Outcomes

. The Plan must be realistic, feasible and implementable . The Plan will maximize the value of previous economic development studies and strategies . The focus of actions should be clearly within the municipal sphere and jurisdiction and compatible to the strategic areas identified by the HEA . The Plan must be mindful of the County of Simcoe Economic Development Strategic Plan and County EDO function Page 81 of137

4 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Proposed Approach

. Background Review – Relevant reports, studies and research – Economic Development Programming – Statistics Canada data . Economic Analysis – Demographic profile – Business and industry performance – Role and contribution of key sectors to the local economy Page 82 of137 . Stakeholder Consultation – Interviews with elected officials – Economic development stakeholders and select municipal staff

5 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Proposed Approach

. Summary of Key Findings – Synthesis of work and presentation of major themes . Draft Economic Development Strategic Plan – Opportunities to grow existing and emerging economy – Key patterns of change – Key socio-economic indicators that have the greatest impact on economic growth – Discussion of key economic development priorities

Page 83 of137 – Series of flagship initiatives that will establish the core elements of an economic development program for the Huronia area

6 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Proposed Approach

. Economic Development Summit – Facilitated session with local stakeholders and members of the public – Focused on how best to advance the goals and objectives of the strategic action plan – Further refinement of the action plan . Finalize Strategic Action Plan – 5 year plan that will guide the economic development decision making of the HEA Page 84 of137 • GOALS – what do we aspire to accomplish • OBJECTIVES – how this is to be accomplished • and ACTIONS – the steps to be taken over 5 years

7 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Economic Development Strategic Action Plan

Moving Forward

. Simcoe County Workforce Strategy . Simcoe County, Barrie and Orillia Health and Wellness Strategy . Simcoe County Immigration Strategy . Statistics Canada Data – industry, labour force and occupational data . Some shifts in the timing but completion on schedule for end of November 2013 Page 85 of137

8 Millier Dickinson Blais Correspondence fromtheHuronia Economic Alliance Committeer...

Q+A 1. What are the primary issues impacting economic growth in your community, in the region?

2. What assets can we leverage more effectively to drive economic growth across the region?

3. In the next 5-10 years, what 2 or 3 factors will have the most impact on economic prosperity in the Huronia region? Why? Page 86 of137

9 Millier Dickinson Blais Correspondence from the Huronia Economic Alliance Committeer...

Mural in the harbour, depicting the history of Sainte-Marie among the Hurons. Creative Commons Image by Tango7174, Midland, Ontario, Canada.

Page 87 of 137 Huronia Economic Alliance

Request for Proposal Economic Development Strategic Action Plan April 26, 2013

Correspondence from the Huronia Economic Alliance Committeer...

Contents 1 INTRODUCTION ...... 1 2 COMPANY OVERVIEW AND PROJECT TEAM ...... 2 2.1 MILLIER DICKINSON BLAIS INC. 2 2.2 QUEEN’S EXECUTIVE DECISION CENTRE 3 2.3 PROJECT TEAM 4 3 OUR PROPOSED APPROACH ...... 7 3.1 PHASE 1 – BACKGROUND REVIEW AND SYNTHESIS 7 3.1.1 PROJECT INITIATION 7 3.1.2 BACKGROUND REVIEW 7 3.1.3 ECONOMIC ANALYSIS 8 3.1.4 STAKEHOLDER CONSULTATION 8 3.1.5 SUMMARY OF KEY FINDINGS 8 3.2 PHASE 2 – DRAFT HEA ECONOMIC DEVELOPMENT STRATEGIC PLAN 9 3.2.1 DRAFT ECONOMIC DEVELOPMENT STRATEGIC PLAN 9 3.2.2 ECONOMIC DEVELOPMENT SUMMIT 9 3.3 PHASE 3 – FINAL HEA ECONOMIC DEVELOPMENT STRATEGIC PLAN 10 3.3.1 FINAL ECONOMIC DEVELOPMENT STRATEGIC PLAN 10 4 PROFESSIONAL FEES AND TIMING ...... 11 4.1 PROFESSIONAL FEES 11 4.2 PROJECT TIMING 11 Page 88 of 137 5 RESUMES...... 12

Millier Dickinson Blais – Huronia Economic Alliance Economic Development Strategic Action Plan

Correspondence from the Huronia Economic Alliance Committeer...

1 Introduction

Background and Understanding The Huronia Economic Alliance has determined that a comprehensive economic development program is needed for the Huronia area. While progress is being made around select economic development initiatives, there is a desire to better leverage the results and findings of earlier work undertaken in the region, including the efforts of the North Simcoe, Community Futures Development Corporation and the County of Simcoe. An economic development strategic action plan acts as an invisible hand guiding geographically dispersed citizens and businesses to work freely and yet collectively toward realizing the goals of a community. In the case of the Huronia Alliance, this means developing an economic development strategic action plan that guides the region’s transformation to a sustainable rural economy - an economy that harnesses the talents of local citizens, attracts new residents and businesses to a place with authentic cultural experiences, and where entrepreneurship and innovation are rewarded. To this end, Millier Dickinson Blais is pleased to submit this proposal to prepare an economic development strategic action plan for the Huronia Alliance. Our firm has considerable experience working with small urban and rural communities across Ontario and Canada. We are well versed in the economic and industry research, community engagement, creative industries assessment and performance measurement analysis required to develop a plan that not only reflects the uniqueness of opportunity that exists in the Huronia area but will resonate with the communities at large.

Purpose of the Plan In completing the development of an economic development strategic action plan on behalf of the Huronia Alliance the following objectives need to be achieved:

. The action plan must be realistic, feasible and implementable. The actions must be specific, measurable, attainable, relevant and time structured for implementation by the HEA; Page 89 of 137 . The focus of the economic development strategic actions should be on actions that are clearly within the municipal sphere and jurisdiction and are in keeping with and compatible to the strategic areas identified by the HEA;

. The Plan should maximize the value of the previous economic development studies and strategies that have been completed for the area;

. The Plan should be mindful of the County of Simcoe Economic Development Strategic Plan and County EDO function.

1 Millier Dickinson Blais – Huronia Economic Alliance Economic Development Strategic Action Plan

Correspondence from the Huronia Economic Alliance Committeer...

2 Company Overview and Project Team

In response to the Huronia Economic Alliance Request for Proposals, Millier Dickinson Blais has assembled the following project team.

2.1 Millier Dickinson Blais Inc.

Millier Dickinson Blais was established in 2006 out of a desire to build a collaborative team dedicated to helping communities and organizations wrestle with economic development challenges. With the growing evidence of a fundamental shift occurring in both the Canadian and global economies, our approach to our work remains focused on providing innovative and informed solutions to sustainable economic development. This vision has shaped the firm into Canada’s leading economic development consultancy and positioned us at the forefront of industry thought and practice. The firm has offices in Ontario and Alberta. Our 14 professional staff work with both public and private sector clients to facilitate strategic planning for economic and business development opportunities across the country. The firm’s partners are widely recognized as some of Canada’s most effective economic development professionals with experience at the local, national and international level. The firm’s work in strategic planning, economic analysis, and related marketing has received awards from the Economic Developers Council of Ontario (EDCO), the Economic Developers Association of Canada (EDAC) and the International Economic Development Council (IEDC). Our collective experience provides us with an unparalleled understanding of your RFP’s requirements. We have a depth of experience on various projects relating to economic development strategies, industry sector research, target market and business attraction strategies, economic cluster analysis and stakeholder consultation, workforce development and cultural planning and development. The firm’s primary areas of business service include:

. Core Economic Development Services . Community Development Page 90 of 137 . Cultural Planning + Community Asset Mapping . Trade + International Development . Training + Facilitation . Workforce Development

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Correspondence from the Huronia Economic Alliance Committeer...

Of greatest relevance, perhaps, is our experience in helping many of Canada’s leading communities come to terms with rapidly changing roles and opportunities in the new economy. At the same time, the firm has worked extensively with smaller urban communities and regions to confront those same issues. In particular, the firm has undertaken:

. An economic development strategy for the County of Simcoe that sought to identify areas of the economy where the County can have a prominent role in driving economic growth across the region; . an economic development strategy for the City of Orillia that sought to capitalize on the investment and workforce opportunities associated with the growth of Lakehead University; . an economic development strategy for the City of Barrie that reflected the importance of supporting small business and entrepreneurial growth; and . A Creative Economy Study for Eastern Ontario that included an assessment of business and occupational opportunities to drive future growth. In addition to the foregoing, Millier Dickinson Blais has recently been retained to complete a Health and Wellness Industry Sector Strategy on behalf of the County of Simcoe and the cities of Barrie, and Orillia and a Labour Force Strategy for the County of Simcoe.

2.2 Queen’s Executive Decision Centre

Millier Dickinson Blais works with the Queen’s Executive Decision Centre when undertaking any large group facilitation discussions. The Queen's Executive Decision Centre (QEDC), formerly known as the Decision Lab, was set up in the summer of 1987 to facilitate the study of computer-based support for small groups in face-to-face meetings. The Centre is an electronic meeting room containing a large, modular, U-shaped table, a large screen projection system, and a microcomputer network. The Centre is used to support the planning and decision-making tasks of executive teams from both private- and public-sector organizations in Canada. The Centre is also used by Queen's faculty research, teaching, and administrative committees. Some of the services offered by the QEDC Page 91 of 137 . Strategic Planning . Focus Groups Team Building . Group Problem Solving . Business Process Reengineering . Electronic Brainstorming . Portable Executive Decision Centre

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Correspondence from the Huronia Economic Alliance Committeer...

The Portable Decision Centre enables Queen’s to bring facilitators and meeting technology to any meeting location and the fully integrated portable meeting facility allows any group to get better meeting results in less time...anytime, anywhere! With the use of a trained facilitator, all participants contribute their expertise to the meeting. No one is intimidated into silence. Ideas are presented and judged on their own merits. Meeting politics are replaced by frank discussions and positive results.

2.3 Project Team

The following staff will be assigned to the project.

Lauren Millier, MCIP, RPP

Lauren Millier is a Principal with Millier Dickinson Blais with 25 years’ experience with municipal and provincial clients across the country, and has undertaken a wide variety of strategy, investment attraction, cultural planning and visioning assignments that illustrate the linkages between long range planning and effective economic development. She joined Coopers & Lybrand in 1995, rising to the position of Vice- President in the series of corporate mergers that produced PricewaterhouseCoopers. In 2003, she helped spin PwC's successful real estate practice into a new firm, urbanMetrics, which she joined as a partner responsible for the firm’s economic development work. As her work and interests increasingly moved away from traditional urban planning and into the economic development field, Lauren helped launch Millier Dickinson Blais as a vehicle for delivering high-value consulting assistance to communities and organizations wrestling with economic development challenges. For the last 15 years, Lauren has been directly responsible for a wide range of economic development initiatives that incorporate community vision with the notion of sustainable economic development. This has included economic development strategies for a wide range of large urban communities and urban-rural regions across Canada including the City of Calgary, the City of Edmonton, the City of Mississauga, the Calgary Regional Partnership, the Counties of Simcoe, Elgin, Wellington, Hastings and the GTA Countryside Mayors Alliance. In completing these projects consideration is given to a wide range of issues – workforce attraction, skills development, infrastructure capacity, diversity and immigration, fiscal conditions and the impact of a growing creative economy. In addition, Lauren is

Page 92 of 137 also very familiar with region having worked for the County of Simcoe, the Township of Springwater, the South Simcoe Economic Alliance, the Town of Collingwood, as well as the cities of Barrie and Orillia. Lauren’s considerable economic development experience also includes the development of sector based strategies for local, regional and provincial governments in the areas of advanced manufacturing, tourism, plastics, creative industries, contact centres, and health industries. Lauren was responsible for the preparation of the Alberta Health Industries Study, the development of the GTA-Durham Region’s Advanced Manufacturing Study, and is currently leading the Simcoe County Health and Wellness Industries Strategy. She also lead a project team in a review of economic development programming across the GTA on behalf of the recently formed INVEST Toronto.

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Lauren is the Past President of the Economic Developers Council of Ontario.

Project Role: Lauren will be the Project Lead on the assignment and directly involved in all aspects of the work.

Daniel Van Kampen, MAES, MCIP, RPP

Daniel is a Senior Development Analyst with Millier Dickinson Blais with more than 10 years of experience in the economic development field. Having worked in economic development for the Town of Ajax and Municipality of Brockton and serving as a project manager/planner with the firm Malone Given Parsons, he brings a unique perspective to formulating strategies that can be implemented by municipal stakeholders. He has become very familiar with the County of Simcoe and the economic development and planning issues that have shaped communities and neighbouring cities. He was a contributing author to the County of Simcoe’s Economic Development Strategic Plan and Local Immigration Partnership Strategy. He was also directly involved in contributing to the economic development strategies for nearby communities including the Town of East Gwillimbury and District Municipality of Muskoka. In addition to his economic development work, Daniel has also undertaken a wide range of projects for communities across Canada.

Project Role: Dan will have active role in the research and data analysis, interview preparation and report development.

Jason Dias, BURPl

Jason is a Development Analyst in our Toronto office. Since joining Millier Dickinson Blais, Jason has contributed research analysis and public consultation support to a wide range of projects. He understands the importance of sound analysis and community and business stakeholder insight to inform strategies. He has been an influential member of project teams where there is a need to formulate economic development strategic action plans requiring collaboration among multiple stakeholders and communities. Jason has also taken the lead in refining the technical aspects of our asset mapping approach. He has been directly involved in the development of several western Ontario economic development projects ranging from economic development strategies, business acceleration programs, asset mapping, and community and cultural development plans. Recent western Ontario clients included the Town of Hanover Downtown Revitalization Plan, Town of East Gwillimbury Economic Page 93 of 137 Development Strategy, County of Elgin Economic Development Strategy, and County of Simcoe Economic Development Strategy. Jason’s experience in background research, statistical analysis, and community consultation will be an important addition to this project.

Project Role: Jason will support the consulting team in all aspects of the project most notably the background research.

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Erik Lockhart, BComm, MBA – Queen’s Executive Decision Centre

Erik Lockhart is the Associate Director of the Queen's Executive Decision Centre. Mr. Lockhart designs and facilitates meetings using group decision support technology and other more traditional meeting processes. He has led over 1240 sessions for groups undertaking strategic plans, marketing plans, budgets, competitive analysis, stakeholder analysis, organization redesign, and focus groups. Mr. Lockhart has also led sessions on new product development, conflict resolution, team building, and continuous improvement. He has worked with over 400 different organizations in the private, public and not for profit sectors. Some of his clients include: Bell Canada, Bombardier, Canadian National Exhibition, Canada Life, Canada Space Agency, Cancer Centre of South Eastern Ontario, Capitol Theatre (Port Hope), City of Peterborough, Town of Cobourg, City of Port Hope, Town of Deep River, City of Ottawa, Community Futures Development Corporations (Renfrew County, Grenville County, South Lake, Northumberland), Community Health Centres (Merrickville, Portland, North Kingston), Durham Arts Council, Frontenac Arch Biosphere, Kingston General Hospital, Interac, Local Immigration Partnerships (Pembroke), Ministry of Health and Long Term Care (SE LHIN), Municipality of Trent Hills, National Defense (AirForce Base Trenton), National Research Council, Ontario Hospital Association, Ontario Regional Cancer Centres, Public Health Agency of Canada, Senate of Canada, Tay Valley Township, Trenton Family Resource Centre, Workforce Development Boards (1000 Islands, Peterborough), and numerous Ontario Municipal Councils (elected). Mr. Lockhart facilitates in the Queen's Executive and Public Executive Programmes. Prior to joining the Executive Decision Centre, Mr. Lockhart was a management consultant in the Vancouver Office of Andersen Consulting. Mr. Lockhart has degrees from U.B.C. (BComm) and Queen's University (MBA).

Project Role: Erik will assist Lauren in conducting the economic development summit.

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3 Our Proposed Approach

3.1 Phase 1 – Background Review and Synthesis 3.1.1 Project Initiation

During this initial phase, our team will confirm project scope, reporting schedules, deliverables, milestones, meeting dates and presentations, using the work plan in this proposal as a guideline. This will involve a meeting between representatives of the Project Team, the Huronia Economic Alliance and the City of Midland municipal staff. Millier Dickinson Blais recognizes the importance of ensuring representation that is rooted in the diverse interests of the local municipalities, while also reflecting the overarching interests of Huronia Economic Alliance. The participation of the Alliance at project milestones will play an important leadership role in guiding the economic development strategic action plan through the various steps of the project.

3.1.2 Background Review

The Project Team will conduct a review of background literature to inform the creation of the economic development strategic action plan. The background research will include, but not be limited to:

. A review of relevant reports and studies undertaken for the Huronia area to provide context for the preparation of the economic development strategic action plan; . A review of reports and studies considered to have direct bearing on the successful implementation of the Strategic Action Plan including the work underway to develop a Health and Wellness Industries Strategy and Labour Force Strategy, as well as the Martin Prosperity Institute Report: Benchmarking the Creative Rural Economy;

Page 95 of 137 . A review of ongoing regional economic development programming efforts with a particular focus on the County of Simcoe and the North Simcoe Community Futures Development Corporation;

. A review of 2012 Trends, Opportunities and Priorities reports for the Simcoe Muskoka Workforce Development Board; . A review of current Statistics Canada data (including business pattern data).

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3.1.3 Economic Analysis Using the literature and data provided by the Huronia Economic Alliance, in conjunction with data obtained from the recent population census and Canadian business patterns data, as well as other key sources, a current economic and business profile of the Huronia area will be developed. This will allow for key patterns of change and trends to be identified in relation to variables and topics such as:

. Demographics, including historic and forecast population change; . Household and Personal Income; . Labour Force Characteristics, including occupation and industry segmentation; . Business and industry characteristics; and . The role and contribution of the local economy to the development of key sectors such as Agriculture, Tourism, Arts and Culture, Manufacturing and opportunities for value added activities in these sectors.

3.1.4 Stakeholder Consultation

At this stage of the process, we would propose 15-20 stakeholder interviews that further inform our understanding of community economic development efforts and capacity for growth and investment, as well as the challenges and opportunities facing business and investment growth and attraction in the area. The consultation process would include interviews with area Mayors, as well as key economic development stakeholders and municipal staff. These interviews will provide direct input into an assessment, as it relates to the competitive position of the Huronia area to attract and retain new business investment and effectively compete for and sustain economic growth.

3.1.5 Summary of Key Findings

The outcome of this phase will be a synthesis of previous work and strategies within the context of current business and industry trends

Page 96 of 137 and opportunities. These results will be informed by best practices in development of sustainable rural communities in Ontario and provide the framework for the preparation of the economic development strategic action plan.

We would propose to engage the Huronia Economic Alliance in a discussion of the major themes emerging from this first phase of the planning process prior to creation of the economic development strategic action plan.

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3.2 Phase 2 – Draft HEA Economic Development Strategic Action Plan 3.2.1 Draft Economic Development Strategic Plan

Based on the input received from the Huronia Economic Alliance as to the major themes and framework that will inform the economic development strategic action plan, the project team will prepare a draft report that reflects:

. The opportunities for grow existing and emerging sectors of the economy; . Key patterns of change in relation to a range of economic and labour force variables; . The key socio-economic indicators having the greatest impact on economic growth and prosperity; . Current economic development priorities for the Huronia Economic Alliance; and . A preliminary set of flagship initiatives that promote or enhance Huronia area’s key economic strengths. The resulting plan will establish the core elements of an economic development program for the Huronia area, with a focus on building the capacity of the four local communities in the delivering of relevant economic development services and support.

3.2.2 Economic Development Summit

Building on the insight and key themes gathered through the earlier phases of the project, Millier Dickinson Blais will organize an Economic Development Summit in consultation with the Huronia Alliance as a way to engage local stakeholders in the economic development strategic action plan. The summit would comprise a facilitated discussion of the key findings and major themes and get direct input from local stakeholders and members of the public on how the Alliance can advance the primary goals and objectives of the economic development strategic action plan. Summit participants should include, as appropriate, major stakeholder groups, business leaders and municipal representatives. We are proposing to involve the Queen’s Executive Decision Centre in the facilitation of this session. Page 97 of 137

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3.3 Phase 3 – Final HEA Economic Development Strategic Plan 3.3.1 Final Economic Development Strategic Plan

Based on the input received from the economic development summit, the project team will prepare an innovative 5 year Economic Development Strategic Action Plan that will guide economic development decision making of the Huronia Economic Alliance. The strategy will include:

. GOALS –the vision and desired outcomes that emerged from the planning process and a view of the aspirations of the Alliance and local stakeholders

. OBJECTIVES – how these goals are to be achieved and what must be accomplished in the next five years . ACTIONS – direct the Alliance, partners and stakeholders to those essential issues or opportunities that must be addressed over the next five years – short term, medium term and long term. The strategic action plan will also reflect achievable timelines, cost implications and performance measures to ensure effective implementation. A draft final report will be presented to and reviewed with the Huronia Economic Alliance. Subject to the comments and input received, changes will be made to the draft final report. A final Huronia Economic Alliance Economic Development Strategic Action Plan will be delivered. An electronic PDF version of the report will be provided to the Huronia Economic Alliance together with twenty (20) bound hard copies. One electronic PDF version will also be provided on a DVD together with a MS Word version of the report.

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4 Professional Fees and Timing

4.1 Professional Fees

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4.2 Project Timing

The timing for this project has been set out in the Terms of Reference. We are prepared to meet these requirements, subject to a timely initiation of the project. In particular Phase I is due to be completed by August 1, Phase II by September 30, and Phase III by November 30.

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5 Resumes

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12 Millier Dickinson Blais – Huronia Economic Alliance Economic Development Strategic Action Plan

Toronto Office 172 King Street East, 3rd Floor tel.: 1.855.367.3535 ext. 221 | fax.: 416.367.2932 email: [email protected]

Lauren Millier, B.E.S., MCIP, RPP Profile

Lauren joined Millier Dickinson Blais in 2007 as a founding partner and is a principal at the firm. She lives in Toronto and works out of Millier Dickinson Blais’ Toronto office.

Employment Experience

urbanMetrics inc. 2003-2007 Partner PricewaterhouseCoopers 1995-2003 Vice-President Management Board Secretariat 1990-1995 Senior Planner Walker Nott Dragicevic + Associates 1988-1990 Senior Planner McMillan Binch 1986-1988 Senior Planner

Education

. University of Waterloo (1983): Bachelor of Environmental Studies (Joint Honours Urban and Regional Planning + Political Science)

Professional Affiliations

. Member, Canadian Institute of Planners . Member, Ontario Professional Planners Institute . Member, Economic Developers Association of Canada . Past President and Director, Economic Developers Council of Ontario . Past Member, Toronto Board of Trade Economic Development Committee . Member, International Economic Development Council

Correspondence from the Huronia Economic Alliance Committeer... Page 101 of 137

Highlighted Consulting Experience

Lauren has lead on the development of a number of TOURISM RELATED STRATEGIES for municipalities, senior levels of government and tourism organizations. These include: . Cultural Master Plan for the Town of Richmond Hill . City of Regina Culture Master Plan . City of Kawartha Lakes Cultural Asset Mapping Project and Cultural Master Plan . Town of Ajax Economic Development and Tourism Strategy . County of Elgin Tourism Strategy . County of Simcoe Economic Development and Tourism Strategy . Ontario Ministry of Tourism and Culture Investment Attraction Study . RTO 1 Port, Coastal and Riverfront Communities Product Development and Investment Attraction Strategy . RTO 1 Agri-Tourism Development Strategy and Marketing Plan . RTO 4 Regional Tourism Strategic Plan . Port Stanley Harbour Economic Development Plan . 55 West Region Tourism Strategy Lauren has lead on the development of a significant number of ECONOMIC DEVELOPMENT STRATEGIES for urban and rural municipalities across the country. These include: . County of Simcoe Economic Development Strategy . City of Mississauga Economic Development Strategy . Township of Springwater Economic Development Strategy . Town of Ajax Economic Development + Tourism Strategy . City of Calgary, Economic Development Strategy . Calgary Regional Partnership, Economic Development Strategy . City of Barrie, Economic Development Strategy . Town of Richmond Hill, Economic Development Strategy . Town of Markham, Economic Development Strategy . Town of Orangeville, Economic Development Strategy + Marketing Strategy . City of Orillia, Economic Development + Tourism Strategy . City of Owen Sound, Economic Development + Tourism Strategy SWOT Assessment . County of Elgin Economic Development Strategy + Marketing Strategy . Quinte Economic Development Commission, Economic Development + Business Attraction Strategy . Municipality of Chatham-Kent, Economic Development + Tourism Strategy . City of Brantford, Business Attraction Strategy . Pan Northern Investment Attraction Strategy . Town of Hearst, Economic Development Strategy . Town of Blind River Economic Development Strategy . Town of Goderich Marketing Strategy . Town of Bradford West Gwillimbury Marketing Strategy

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Lauren’s experience includes the development of a significant number of INDUSTRY SECTOR STRATEGIES + CLUSTER PROFILES on behalf of municipal and provincial clients. These include: . Regional Tourism Organization 1 (RTO 1), Port, Coastal + Riverfront Communities Development and Investment Plan . Regional Tourism Organization 1 (RTO 1), Agri-tourism Strategic Plan . Regional Tourism Organization 4 (RTO 4), Tourism Development Strategic Plan . Province of Ontario, Ministry of Tourism + Culture, Investment Attraction Strategy . Province of Ontario, Ministry of Economic Development + Trade, E- business Sector Assessment . Province of Ontario, Ministry of Economic Development, Trade + Tourism, Call Centre Strategic Market Study . Province of Ontario, Ministry of Economic Development + Trade, Call Centre Marketing Strategy . Province of Alberta, Ministry of Finance + Enterprise, Health Industry Assessment . Greater Toronto Marketing Alliance, Call Centre Study . Ontario East Economic Development Commission, Creative Industries Strategy . Oakville Economic Development Alliance, Call Centre Strategy . Ontario East Economic Development Commission, Plastics Sector Strategy . Golden Horseshoe BioScience Network, BioScience Industry Profile + Website Development . City of Hamilton, Advanced Manufacturing, Food Manufacturing + Port Related Industries Sector Profiles . Durham Region, Advanced Manufacturing Sector Study + Manufacturers Survey . County of Elgin, Tourism + Marketing Strategy . South Simcoe Economic Alliance, Food Sector Strategy . County of Elgin, Energy + Environment Industry Profile, Agriculture + Agri-business Industry Profile . Bruce County Seniors Needs Assessment and Strategy . Town of Richmond Hill, Industry Cluster Strategy + Implementation Plan

Lauren has participated in a broad range of STRATEGIC PLANNING assignments that have addressed a wide range community and economic development issues. These include: . County of Oxford, Workforce Development Strategy . County of Elgin - City of St.Thomas Workforce Development Strategy . GTA Mayors Countryside Alliance, Economic Base Analysis and Fiscal Assessment . City of Greater Sudbury, Economic Development Strategic Plan for an Aging Population . Town of Orangeville, Community Strategic Plan . Town of St. Marys, Community Based Strategic Plan . City of Guelph, Downtown Investment Plan

Correspondence from the Huronia Economic Alliance Committeer... Page 103 of 137

. City of Guelph, Municipal Incentives Study . City of Airdrie, Investment Attraction Strategy + Marketing Plan . Town of Orangeville, Community Investment Profile + Marketing Plan . City of Kingston, Downtown Kingston North Block Strategy . Town of Caledon, Competitive Analysis . District of Squamish, Technology Based Business Attraction Strategy . City of Burlington, Downtown Merchandising Strategy

In addition to her economic development experience Lauren has also been involved in the development of several EMPLOYMENT LAND STRATEGIES. These include:

. City of Vaughan, Employment Lands Strategy . Town of Collingwood, Industrial Lands Strategy . Okanagan Region, Industrial Lands Strategy . County of Brant, South Paris Employment Needs Study . District of Squamish, Employment Lands Assessment . City of Toronto, Keele Employment Area Study . Town of Aurora, Employment Lands Assessment . County of Brant, Business Park Marketing Strategy

Lauren’s experience also includes CORPORATE SITE SELECTION ASSIGNMENTS. These include: . Bank of Montreal (BMO), Corporate Call Centre Strategy . Bank of Nova Scotia, Call Centre Site Selection . Norwest Mortgage/Wells Fargo, Corporate Call Centre Strategy . CAMI, Site Selection (Woodstock) . Halton Healthcare Services, Hospital Site Selection

ECONOMIC IMPACT ANALYSIS For the Universities of Waterloo, Ottawa and McMaster, Economic Impact Analyses were undertaken to determine both the qualitative and quantitative contribution of the individual Universities to local and provincial economies including the attributed “value” of spinoff companies with links to the University.

Correspondence from the Huronia Economic Alliance Committeer... Page 104 of 137 Toronto Office 172 King Street East, 3rd Floor, Toronto, ON M5A 1J3 tel.: 1.855.367.3535 ext. 226 | fax.: 416.367.2932 email: [email protected]

Daniel Van Kampen, M.A.E.S., M.C.I.P., R.P.P.

Profile A professional economist/development planner with 10 years experience in the private and public sectors. Daniel has demonstrated an ability to collect, assess and present relevant economic and planning information to advise key decision makers. He has created development options and provided solutions for clients, while always ensuring a defendable methodology and thorough analysis.

Professional Experience Millier Dickinson Blais Inc. 2009-2012 Senior Development Analyst Malone Given Parsons Ltd. 2005-2009 Project Manager/ Planner Municipality of Brockton 2002-2005 Economic Development Officer Town of Ajax 2001 Economic Researcher

Education . University of Waterloo (2003), Master of Applied Environmental Studies, Local Economic Development . University of Waterloo (2000), Bachelor of Environmental Studies, Honours Geography with Business Option

Professional Involvement . Economic Developers Council of Ontario– member . Canadian Institute of Planners – full member . Ontario Professional Planners Institute – full member

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Highlighted Consulting Experience Daniel has led the development of a significant number of ECONOMIC DEVELOPMENT STRATEGIES AND OPPORTUNITY STUDIES for rural and urban municipalities across the country. These include: . ECONOMIC DEVELOPMENT COUNCIL SOUTH WEST NOVA – Five-Year Strategic Economic Development Plan (ongoing) . VULCAN COUNTY (ALBERTA) – Business Opportunity Assessment Study . CITY OF LEDUC (ALBERTA) – Economic Development Competitiveness Study . TOWN OF EAST GWILLIMBURY – Economic Development Strategy . CITY OF SUMMERSIDE (PRINCE EDWARD ISLAND) – Economic Development Strategy . COUNTY OF SIMCOE - Economic Development Strategic Plan . CITY OF MISSISSAUGA - Economic Development Strategy . TOWN OF AJAX - Economic Development + Tourism Strategy . REGIONAL DISTRICT OF FRASER-FORT GEORGE (BRITISH COLUMBIA) - Canoe-Robson Valley Economic Opportunities Plan . CITY OF GUELPH - Economic Development & Tourism Strategy . DISTRICT MUNICIPALITY OF MUSKOKA - Economic Strategy . TOWN OF MILTON - Economic Development Service Area Plan Daniel’s experience includes the development of a number of INDUSTRY SECTOR STRATEGIES and CLUSTER PROFILES on behalf of municipal, regional and provincial clients. These include: . MUNICIPALITY OF BROCKTON – Planning Strategy for Water Cluster Investment Opportunities (ongoing) . TOWN OF RICHMOND HILL - Industry Sector Profiles and Value Proposition . REGION OF DURHAM - Agri-Food Industry Development Strategy MARKETING STRATEGIES, ACTION PLANS AND CREATING PROMOTIONAL MATERIALS are a part of nearly every Economic Development and Sector Strategy project highlighted above, but this has been the sole focus on several of Daniel’s projects. These include: . MUNICIPALITY OF BROCKTON – Marketing and Investment Attraction Web-Based Promotional Materials (ongoing) . CITY OF KAWARTHA LAKES – Green Hub Community Improvement Plan Investment and Marketing Plan . VULCAN COUNTY (ALBERTA) – Business Development Guide and Sector Promotional Materials . REGIONAL DISTRICT OF FRASER-FORT GEORGE (BRITISH COLUMBIA) - Business Development Guide . GREY BRUCE REGIONAL ECONOMIC DEVELOPMENT PARTNERSHIP- Economic Development Web Site Development In addition to his economic development experience Daniel has also been involved in the development of several EMPLOYMENT LAND STRATEGIES & STUDIES. These include: . MUNICIPALITY OF BRIGHTON – Industrial Park Business Plan . CITY OF DIEPPE – Industrial Park Best Practices Study . TOWN OF GANANOQUE – Industrial Park Feasibility Study

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. COUNTY OF ELGIN – Employment Land Inventory and Strategy . COUNTY OF BRANT - Brant Business Park Sector Specific Marketing Strategy . CITY OF ST. ALBERT (ALBERTA) – Future Industrial Land Requirements Study . FIRST CAPITAL HOLDINGS TRUST - Employment Area Impact Assessment (Toronto) . LOWE’S COMPANIES CANADA ULC - Comprehensive Review of Employment Lands . MUNICIPALITY OF PORT HOPE - Business Park Feasibility Study Daniel has participated in a broad range of STRATEGIC PLANNING AND OTHER RELATED assignments that have addressed a wide range community and economic development issues. These include: . MUNICIPALITY OF BROCKTON – Technologies Incubator Feasibility Assessment (ongoing) . BRAZEAU COUNTY (ALBERTA) – Skills Gap Assessment and Business Investment Attraction (ongoing) . COUNTY OF PERTH & MEMBER MUNICIPALITIES – Corporate Strategic Plans . COUNTY OF SIMCOE – Local Immigration Partnership Strategy . KINGSTON ECONOMIC DEVELOPMENT CORPORATION – Labour Market Analysis . FRONTENAC COMMUNITY FUTURES DEVELOPMENT CORPORATION (CFDC) – Multi-Tenant Building Feasibility Study . DURHAM REGION LOCAL TRAINING BOARD – Labour Market Development Strategy for Durham’s Construction Sector . TOWNSHIP OF SOUTHWOLD – Talbotville Ford Assembly Plant Closure: Economic Impact and Local Action Plan . COUNTY OF LENNOX & ADDINGTON - Feasibility Study – Small Business Incubator . GREATER TORONTO COUNTRYSIDE MAYORS ALLIANCE - Economic Analysis . MUNICIPALITY OF CHATHAM-KENT - Investigation of the Feasibility of a Composite Materials Applied Research & Commercialization Centre . BROCK UNIVERSITY – Students Union Business Incubator, Program Funding Application Projects . GREATER MONCTON HOMEBUILDERS ASSOCIATION (NEW BRUNSWICK) - Municipal Permitting & Inspection Process Review . HALDIMAND COUNTY - Nanticoke Economic Opportunity Study . ONTARIO MINISTRY OF TOURISM - Competitiveness Study, Tourism Infrastructure Research Paper In addition to his economic development experience, Daniel has also been involved in the development of several RETAIL MARKET IMPACT STUDIES. These include: . FIRST CAPITAL HOLDINGS TRUST - Retail Market & Employment Area Impact Assessment (Toronto) . THE FORECAST GROUP - Retail Market Impact Study (Brantford) . LOWE’S COMPANIES CANADA ULC - Comprehensive Review of Employment Lands & Home Improvement Market Impact Study (Kingston) . SMARTCENTRES INC. – Market Demand and Impact Analysis (Alliston) . COLONNADE DEVELOPMENT INC. – Retail Market Impact Study (Kemptville)

Correspondence from the Huronia Economic Alliance Committeer... Page 107 of 137 Toronto Office 172 King Street East, 3rd Floor, Toronto, ON M5A 1J3 tel.: 416.367.3535 x221 fax: 416.367.2932 e-mail: [email protected]

Jason Dias, BURPl.

Profile Jason Dias is a Development Analyst with Millier Dickinson Blais and holds a degree in Urban and Regional Planning. Since joining Millier Dickinson Blais, Jason has contributed research analysis and public consultation support to a wide range of projects, including the Town of East Gwillimbury Economic Development Strategy, Township of Southwold – Ford Plant Closure Economic Impact and Local Action Plan, Township of Cavan-Monaghan Corporate Strategic Plan, Town of Gananoque Industrial Park Feasibility Study, Town of Drayton Valley Bio-ARCC Incubator Study and Detroit’s Cultural Mapping Project. Prior to Millier Dickinson Blais, Jason worked in profit and non-profit settings contributing to policy and transportation management planning. Jason is a member of the Economic Developers Council of Ontario.

Education . Bachelor of Urban and Regional Planning, Ryerson University (2011)

Employment Experience Creative Urban Projects Freelance Planner . Benchmark Analysis of Transportation Modes within the city of Toronto . City of Rio de Janeiro Cable-propelled Transit Feasibility Study . Rio 2016 Olympic Games Transportation Study

Town of Markham Project Manager, Studio Team . Town of Markham Recommended Growth Alternative for 2031: Monitoring Framework

Recent Consulting Experience Economic and Community Development Strategies . RTO 1 Market Development Strategy Competitive DMO Research (ON) . RTO1 Port, Coastal and Riverfront Development Plan and Investment Strategy (ON) . Town of East Gwillimbury Economic Development Strategy (ON) . Town of Hanover Downtown Revitalization Plan (ON)*

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. Municipality of Central Elgin Port Stanley Harbour Economic Development Plan (ON)* . Golden Area Regional Community Economic Development Assessment, Strategy and Implementation Plan (BC) . Municipal District of Big Lakes Economic Assessment and Tourism Strategic Plan (AB) . Municipal District of Bighorn Economic Development and Tourism Strategy (AB) . Municipality of Wood Buffalo 5 Rural Hamlet Community Development Plans (AB)

Business Plan and Feasibility Studies . Marathon Economic Development Corporation Applied Mining Centre Feasibility and Business Plan (ON) . Municipality of Brighton Industrial Park Business Plan (ON) . Town of Gananoque Industrial Park Feasibility Study (ON) . Town of Drayton Valley Bio-ARCC Business Incubator Feasibility Study (AB) . Vulcan County Business Development Society Business Opportunity Assessment (AB) . Niagara University Tourism Incubator Feasibility Study (NY)*

Cultural Development, Cultural Planning and Cultural Mapping . CARFAC Ontario Professionalizing the Province Report (ON)* . City of Kawartha Lakes Municipal Cultural Mapping and Cultural Plan (ON)* . City of Pembroke and County of Renfrew Cultural Mapping Project (ON) . Hastings County and Quinte Region Cultural Plan (ON) . Municipality of Dysart et al Cultural Plan (ON) . Town of East Gwillimbury Cultural Mapping Project (ON) . Town of East Gwillimbury Cultural Plan (ON) . Town of Mississippi Mills Cultural Mapping Project (ON) . Town of Newmarket Cultural Mapping Project (ON) . Town of Richmond Hill Cultural Plan (ON) . Township of Springwater Municipal Cultural Plan (ON) . City of Regina Cultural Plan (SK)* . Detroit Cultural Vitality Report (MI)

Workforce Development and Corporate Strategic Plans . County of Perth Corporate Strategic Plan (ON) . Municipality of Greenstone Corporate Strategic Plan (ON) . Township of Cavan Monaghan Corporate Strategic Plan (ON) . Township of Southwold Ford Plant Closure Economic Impact and Local Action Plan (ON)

*Ongoing Projects

Correspondence from the Huronia Economic Alliance Committeer... Page 109 of 137 Background on the QEDC

The Executive Decision Centre was established in 1987 to facilitate executive meetings using Group Decision Support Software (GDSS). Basically, this process improves on conventional meetings where people call out ideas and they get recorded on flip charts or whiteboards and then the moderator uses post-it notes and sticky dots to prioritize. Instead, a question gets asked and people enter ideas on laptops, all the ideas get shared on a big screen, and can be merged, themed and moved around as needed. After some discussion about the ideas, the group can go back to the laptops and vote on the top ideas. The system then collects and ranks the results at which point the group can then further discuss, and/or take the top ideas and flesh them out or develop action plans for them (depending on the meeting purpose). The process is extremely fun, accessible and user-friendly: we have used this with virtually every type of group and demographic including corporate teams, theatre groups, seniors associations, Deputy Ministers’, town councils, citizen consultations, and foreign ambassadors.

Over 400 groups in the past five years have used the Centre for the following purposes: • Strategic Direction & Thinking • Policy Formulation • Vision, Mission, Goal Setting • Focus Groups • Team Building • Conflict Resolution • Resource Allocation • Process Improvement • New Product Development • Sales Account Planning • Planning and Review • Employee Satisfaction Surveys • SWOT Analysis • Expert Panels • Training & Development • Action Planning

Client groups using the Centre have found they can quickly and efficiently analyse issues, solve complex problems, resolve conflicts and arrive at high quality solutions in a more timely and cost effective fashion than in a conventional meeting. The research and our experience show that this technology provides a number of important advantages compared to traditional approaches: • Richness: More ideas can be generated and evaluated in a shorter period of time; • Discipline: The meeting is better kept on time and on topic; • Engagement: There is greater and more equal participation by participants; • Everything gets said: Contentious ideas and opinions can be put forward anonymously; • Energized group: It is a fun, innovative, pain-free way to focus a team; • Efficiency: The deliberations and results are automatically captured electronically and immediately available for review.

Furthermore, because of the involvement of all employees in these meetings, participants report more empowered employees and greater commitment to ongoing implementation.

Correspondence from the Huronia Economic Alliance Committeer... Page 110 of 137 Background on Facilitator

Erik Lockhart is the Associate Director of the Queen's Executive Decision Centre. Mr. Lockhart designs and facilitates meetings using group decision support technology and other more traditional meeting processes. He has led over 650 sessions for groups undertaking strategic plans, marketing plans, budgets, competitive analysis, stakeholder analysis, organization redesign, and focus groups. Mr. Lockhart has also led sessions on new product development, conflict resolution, team building, and continuous improvement. He has worked with over 300 different organizations in the private, public and not for profit sectors. Some of his clients include Bell Canada, Bombardier, Bridgepoint Hospital (formerly Riverdale), Canada Lands Company, Canada’s 50 Best Managed Companies Conference, Canada Life, Canada Space Agency, Cancer Care Ontario, Chiquita Brands, City of Brockville, City of Windsor, Community Health Centres (Ontario), DataMirror, DuPont, Golf Association of Ontario, Imperial Oil, Industry Canada, Kingston General Hospital, Interac, McGraw-Hill Ryerson, Ministry of Health and Long Term Care (Ontario), Molson’s Breweries, National Defense, Nortel Networks, Ontario Hospital Association, Ontario Regional Cancer Centres, Public Health Agency of Canada, Public Safety Canada, Several Ontario Municipal Councils (elected), and Technical Standards & Safety Authority. He has also worked with public schools and hearing and sight impaired groups. Mr. Lockhart teaches in the Faculty of Commerce at Queen's University and facilitates in the Queen's Executive and Public Executive Programmes. Prior to joining the Executive Decision Centre, Mr. Lockhart was a management consultant in the Vancouver Office of Andersen Consulting. Mr. Lockhart has degrees from U.B.C. (BComm) and Queen's University (MBA).

Correspondence from the Huronia Economic Alliance Committeer... Page 111 of 137

August 23, 2013

Clerk [email protected] Town of Penetanguishene

Dear Ms. Bryce:

RE: Huronia Economic Alliance report and recommendation County of Simcoe Local Economic Development Fund

Your Huronia Economic Alliance (HEA), being the collaboration of the Town of Midland, Town of Penetanguishene, Township of Tay, and Township of Tiny to enhance the Economic Development aspirations of the area, is pleased to submit to the Council of the Town of Penetanguishene the attached Report and recommendation respecting the County of Simcoe Local Economic Development Fund.

As you are aware, the Council of the County of Simcoe has dedicated funding in 2013 and 2014 to assist local municipalities in the advancement of local economic development initiatives that meet both the local and the county economic development needs. As permitted by the program, the HEA is recommending a joint application from the four municipalities forming the HEA that must be supported and endorsed through a Motion passed by all Councils.

Enclosed is the form of Motion that the HEA has recommended be passed by each Council of the HEA municipalities in support of a joint application to the County under its Local Economic Development Fund, as described in the Report titled “THE POWER OF FOUR – Going Forward Action Plan”.

Yours truly,

HURONIA ECONOMIC ALLIANCE

Wes Crown, MCIP, RPP Director of Planning and Building Services on behalf of the HEA

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THE POWER OF FOUR Going Forward Action Plan

August 2013 (Final)

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TABLE OF CONTENTS

BACKGROUND ...... 1

BASIS AND RATIONALE ...... 4

ACTION PLAN FOR MOVING FORWARD ...... 8

RECOMMENDATIONS ...... 10

Appendicies

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BACKGROUND

On April 10, 2013 the Corporate Services Committee of the County of Simcoe considered Staff Report CS 13‐047 respecting “Economic Development Funding Options”. CS 13‐047 specifically addressed the following motion passed by County Council at its January 22, 2013 meeting:

“THAT staff be requested to prepare a report for the April 10, 2013 meeting of the Corporate Services Committee outlining opportunities, consistent with the County's Economic Development Strategy, to engage local member municipalities in support of and to advance their economic growth and business development undertakings and initiatives;

AND THAT an amount of $50,000 be made available for each member municipality for the years 2013 and 2014 for this initiative;

AND THAT the report provide Council with options to fund this initiative out of the projected surplus for 2012.”

Corporate Services Committee passed the following motion as a recommendation to County Council at its April 10, 2013 meeting:

MOVED BY: Councillor Marshall SECONDED BY: Councillor Lloyd

THAT Option 2 of Item CS 13‐047 be approved as the preferred option for economic development funding, specifically that each municipality be provided with up to $50,000 each for the years 2013 and 2014 from the 2012 budget surplus based upon submission of an approved economic development strategy that helps achieves the goals and objectives of County's 10‐year Economic Development Strategy.

Council of the County of Simcoe, at its April 23, 2013 meeting, approved the recommendation of its Corporate Services Committee with respect to the allocation of $50,000 per municipality for the years 2013 and 2014 for economic development purposes.

County Council, at its June 2013 meeting, approved the Local Economic Development Funding Program including the establishment of a review Task Force and its terms of reference, Funding Program Information Sheet and Program Application Form. The County Council decisions on the program included the following criteria that must be satisfied as a minimum prior to an award of the grant:

 Applications include a detailed budget for each project.

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 Applications supported by appropriate resolutions from respective Council or Councils if a joint application.  A detailed funding request of up to $100,000 to be awarded in 2 payments (one each year) will be considered for a larger scale project spanning the remainder of 2013 and 2014.  The submission of an approved economic development strategy.  The strategy shall help achieve the goals and objectives of County's 10‐year Economic Development Strategy.

The municipalities of the Towns of Midland and Penetanguishene and the Townships of Tay and Tiny, all approved the Huronia Economic Alliance (HEA) Economic Development Strategy Documents Part 1 – Vision and Strategy and Part 2 – Organization Actions Budget in 2011. The HEA economic development strategy, based on the shared vision, mission and values of the four municipalities, is built on the following six pillars:

1. Build an Educated Workforce 2. Assist a Changing Manufacturing Base 3. Develop Four Season Tourism 4. Invest in Healthcare 5. Institutional 6. Agriculture‐Bioscience

Each municipality, based on their specific interests and values, have been leading the discussions with respect to one of four sectors determined to be priority at this time. Midland has lead the discussions respecting the Healthcare sector; Tiny has guided the discussions respecting the Agricultural‐Bioscience economy; Penetanguishene has lead the discussions respecting the Manufacturing economy and Tay Township is guiding the discussion respecting the Tourism sector. A specific action plan for the Healthcare sector, outlining five goals and 16 actions to build and strengthen the local healthcare sector has been prepared and adopted.

Since 2011 the HEA has lead the municipal economic development discussions and efforts in the Huronia area and represents the only approved Economic Development Strategy among the four Huronia municipalities. Moreover in late 2012, the HEA received approval from the Ministry of Economic Development and Innovation (MEDI) for a “Communities in Transition” (CiT) grant to retain a consultant to build on the work of the HEA and develop an area Economic Development Strategic Action Plan. The HEA solicited proposals and selected Millier Dickenson Blais Inc. to complete the study. This work, guided by the HEA, includes a consultation process to augment and build on the work already done by the HEA and the North Simcoe Community Futures Development Corporation around local economic development.

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The HEA Economic Development Strategic Action Plan is intended to create an Action Plan that is realistic, feasible and implementable. The Action Plan is also intended to be a detailed “road map” for economic development efforts in Huronia and will be specific, measurable, attainable, relevant, and time structured for implementation by the HEA municipalities and its partners. The Economic Development Strategic Action Plan is scheduled to be completed by November 2013.

In June 2011 the County of Simcoe adopted its 10 year Economic Development Strategic Plan. The County Economic Development Strategic Plan includes the following eight (8) strategic themes:

1. Create a value proposition for regional economic development cooperation 2. Provide compelling and coordinated marketing and promotion efforts for the County 3. Advocate on behalf of regional priorities 4. Capitalize on post‐secondary institutions to support regional innovation, education and workforce development 5. Provide strategic support to small and medium sized enterprises 6. Foster a health services and medical technologies cluster in the County 7. Foster a green and environmental technologies cluster in the County 8. Support growth in regional tourism, agri‐tourism and cultural development.

It is apparent that there are significant synergies between the approved HEA Economic Strategy and the County Economic Development Strategic Plan. It is also evident that the approved HEA Strategy will assist the County in achieving its Economic Development goals and objectives as set out in its Strategic Plan. The municipalities of Midland, Penetanguishene, Tiny and Tay, as positioned by the HEA, is therefore in a clear position to satisfy the current County conditions for the award of the economic development grants to the HEA for the four municipalities.

Over a two year period, each municipality is eligible for a total of $100,000. Combined, the HEA would be eligible for funding of $400,000 in 2013 and 2014.

Currently, the municipalities of Tiny, Tay and Penetanguishene budget $5,000 annually to economic development projects and activities including those identified by the HEA. Midland has budgeted $50,000 in 2013 to support the work and efforts of the HEA along with other economic development initiatives. Collectively, the four municipalities have budgeted $65,000 for 2013 for economic development efforts.

The purpose of this report is to identify the basis and rationale for a joint application to the County under the HEA umbrella, supported by the four Councils, in respect of the County funding program for economic development and to provide a recommendation to the four Council’s on how best to develop a “Going Forward Action Plan” for an enhanced economic development function for the HEA and for the communities in Huronia.

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BASIS AND RATIONALE

HEA The Mayors of Midland and Penetanguishene began discussions in late 2010 around the concept for an area economic development initiative that would be based on a number of critical principles. The initiative would be action oriented; would be based on past work and studies; would actively engage and use the talents and resources of the private sector and its key individuals living in our communities; and would be focused on pursuing and bringing new businesses to the Huronia area and creating new businesses that provide a clear economic benefit.

Early on in the discussions it was identified that the initiative needed to be broadened in scope to be North Simcoe focused and comprise the four communities of Tay, Tiny, Midland and Penetanguishene. Invitations to the two North Simcoe Townships were extended. Early discussions with members of the Business Community were also undertaken in late 2010 and significant interest in the initiative was expressed.

The Mayors of the four Municipalities and staff met in January 2011 to finalize the concept for the new area economic development initiative to be launched in 2011. The concept was presented to the four Municipal Councils and by the end of January 2011 all four Councils had approved it in principle and the work of the initiative began in earnest.

The general concept of the HEA is to provide a broad framework for an area economic development initiative based on the fundamental principle that the four Municipalities represent a community of shared interests and a single economy and that any initiative will only be truly successful which has the full participation of all four partners. The Huronia Economic Alliance (HEA) is not intended to replace or supersede existing activities or programs of the individual municipalities nor change their fundamental decision making authority. The intention is to augment each municipality’s efforts in those areas for which they have determined as their focus, and support those activities by melding them into a comprehensive area‐wide strategy providing quick actions and a structured economic development effort leading to early successes and long term measurable results.

Since 2011 the HEA has made significant and measureable progress on a number of fronts:

 Approved Strategy in 2011  Organized and held 2 “Prosperity Summits”  Advanced sector work in Healthcare (Midland), Manufacturing (Penetanguishene), Agriculture (Tiny) and Tourism (Tay).

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 Established HEA dedicated economic development website (www.investhuronia.ca) and Business Directory.  Participated in the County of Simcoe area marketing promotion.  Applied for and obtained an MEDI “CiT” funding for upgrades to the HEA website and a new economic development strategic action plan.

While progress has been made, it has been slower than intended. Each municipality supports its economic development efforts in a piecemeal and part‐time basis. The skills and efforts of the four CAO’s, local planning staff (where and when available) and other staff resources have been applied to the HEA efforts over the past 2 years. Governance issues remain outstanding, with approvals from all four municipalities required for each and every decision of the HEA. While some successes have been achieved, there has not been a concerted or concentrated effort in building and supporting the local economy by the four municipalities.

None of the municipalities have dedicated economic development staff and none of the municipalities have been able to reallocate existing staff resources in a consistent manner to local economic development activities lead by the HEA. For one municipality to fully support an economic development function, a minimum annual budget of $185,000‐$210,000 would be required. This level of commitment would permit the hiring of one full‐time EDO and provide some resources to undertake traditional economic development functions.

Four Communities – One Economy While Huronia is divided into 4 municipalities and governed by four elected Councils, the area truly is one economy. Most residents in all four communities travel, on a daily basis, in and among the four municipalities for work, school, shopping, medical, or recreation purposes. We all know those who live in one municipality, send their kids to school in another, and shop and work in a third. While this fact is clear to everyone who has lived in the area for any length of time, that are a number of data sources that support this analysis and contention.

The second busiest County Road in the entire County is not located in south Simcoe providing travel routes to Barrie or the GTA. The second busiest County Road (CR) is County Road 93 between Midland and Penetanguishene, carrying over 18,000 vehicles a day between the two communities and providing a main connecting route to Penetanguishene and to Tiny Township. In addition, CR 25 (Balm Beach Road) carries almost 6,000 vehicles a day between Midland and Tiny, and CR 26 carries 2,500 vehicles a day between Tiny Township and Penetanguishene. Highway 12, while a Provincial highway, acts as a significant connecting route between Tay Township and Midland. While almost 16,000 vehicles a day use Highway 12 between Tay Township and William Street in Midland, only 10,000 vehicles travel Highway 12 between King Street and the intersection of Highway 12 and Hwy/CR93. Significant traffic is therefore travelling into and between Midland and Tay each and every day.1

1 2012 AADT data from County of Simcoe

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Both Tay and Tiny Townships have large agriculture land areas with significant agriculture investments. However, only 3.3% of Tiny’s labour force is employed in the agricultural sector and only 1.2% of Tay’s labour force is employed in agriculture. While Midland has a significant portion of its local tax base in the manufacturing sector, Tay has the highest percentage of its labour force employed in the manufacturing sector at 25.1%. While Midland has 23.5% and Penetanguishene has 21.6% of their labour force working in the manufacturing sector, even Tiny has over 17% of its labour force working in the manufacturing sector. This demonstrates that that those employed in the manufacturing businesses in Midland and Penetanguishene live in all four communities.

Midland and Penetanguishene currently contain the majority of the schools in Huronia, containing all four high schools and many of the elementary schools. However, neither municipality has the highest level of its labour force employed in the Educational Services sector. Tiny Township, at 8.3%, has the highest percentage of its residents employed in educational services with many of those employed in the schools in either Midland or Penetanguishene. The same story can be found in the healthcare sector.

Penetanguishene has the 11th largest employer in Simcoe County in the Waypoint Centre for Mental Health with a total employment of 1196 persons2. And yet, in 2006 Penetanguishene had only 9.1% of its labour force or 390 persons employed in Healthcare occupations. While residing in the Town of Penetanguishene, the economic impact of Waypoint is felt throughout all four communities as its employees live, shop and play in all four of the Huronia communities.

Construction activity in all four municipalities, totalling over $400 million in the past 5 years from 2007 to 2011, supports over 10% of the labour forces in both Tiny and Tay (both at 10.1%)3 and the many businesses that supply this industry are primarily located in Midland and Penetanguishene. New development of all kinds in the four communities benefits businesses and workers throughout the four communities.

It is therefore clear that residents of all four municipalities live, work, learn and play in all four municipalities. Schooling, healthcare, shopping, sports and recreation, arts and culture, business and industry, whatever happens in one community has a direct impact on what happens in all communities. It is this indisputable fact that lead the HEA to the conclusion that for our local municipalities to be successful and sustainable in the long term, an area based economic development effort was required.

The Power of Four A Joint Application to the County for funding has both direct and indirect benefits for the four municipalities and will lead to an enhanced economic development effort locally will support the individual goals and focuses of each municipality and build on the work and partnerships with the North Simcoe CFDC and County EDO.

Access to the full County funding over two years is achievable through a joint application to the County under the HEA umbrella. As noted above, the HEA has an approved Strategy that is fully supportive of the County Economic Development Strategy. While each individual municipality may be able to apply under

2 Huronia Business Times 2012 100 Top Employers 3 All data is 2006 Statistics Canada Census data

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the HEA umbrella, the specific projects may not be eligible. This could result in the County funding being left on the table and not being used to advance economic development activities in the municipality. The combined funding from the County would allow the four municipalities, through the HEA, to establish a full Economic Development program to be undertaken for the area in partnership with each other and in partnership with the North Simcoe CFDC and with the County EDO. While significant efforts have been made under the HEA, a fully expanded economic development program would be in a position to move all its deliverables forward on much faster pace and expand the range and types of the best programs that could be offered to local businesses and industries. In addition, a fully expanded economic development program could significantly expand the business attraction component of the HEA’s operation.

Local decision making autonomy, however, will not be impacted through the establishment of a shared Economic Development Office under the HEA and coordinated through the CFDC. Each municipality will retain its land use planning approval authority and will only approve those projects that fit its overall land use structure and development philosophy.

Through the establishment of a fully functional EDO for the HEA, the existing local economic development programs will be supported and broadened. Continued work on the Healthcare Sector Economy Action Plan, Smart Manufacturing sector, agricultural‐bioscience sector and tourism will be supported through the HEA and its expanded staffing resources and funding. As noted above, the RED program has been renewed and the Southwest Ontario Development Fund has been expanded to include Simcoe County. An expanded EDO function for the HEA would be best positioned to seek funding that supports new and existing economic development activities envisioned by HEA.

The approval of a joint application to the County will provide a foundation for an expanded Economic Development program for the four municipalities of Huronia. The draft budget shows the new HEA Economic Development Office operating through the later part of 2013 and fully in 2014 and 2015 with the County Local Economic Development funding and financial support from the 4 municipalities. This foundation will afford the four municipalities to complete its Economic Development Strategic Action Plan and best determine how to ensure that the HEA Economic Development Office is built on a long‐term sustainable basis.

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ACTION PLAN FOR MOVING FORWARD

The Action Plan to develop an enhanced Economic Development service will be based on the following principles:

 The four municipalities will jointly cooperate in a comprehensive economic development program for Huronia with efforts focused on the interests and strengths of each partner.  The Action Plan will be based on a partnership with the North Simcoe CFDC as the areas long standing community development organization.  A continued commitment of the four Municipalities to the HEA. A broad based economic development program must involve the four municipalities of Huronia and should include the use of common economic development tools and approaches.  Partnering with the broader community, where appropriate, including the involvement of community partners, business sector, and using targeted community stakeholder consultation.  Action and sustainability will be the foundation of the HEA work with clear objectives and with measurable timelines and results.  Long term commitment and resourcing is required to build a healthy, prosperous and sustainable economy in Huronia.  A strategy led economic development program for the area and the regular review of its goals, objectives, actions, targets will improve results in increased investment, jobs and the diversification of the local economy. The Proposed Budget for the HEA, for the balance of 2013, 2014 and 2015 is attached to this report as Appendix “A”. The Proposed Budget is structured on providing an enhanced Economic Development program supported by the County of Simcoe funding and funding by the local municipalities at the 2013 levels. The HEA will focus on the existing economic development strategy approved by the four municipalities in 2011 and, subject to the approval of the four Councils, work on the delivery of the Huronia Economic Development Strategic Action Plan currently underway with Millier Dickenson Blais Inc. The highlights of the Budget and Business Plan are as follows:  Annual funding of $200,000 from the County of Simcoe in 2013 and 2014 and spread over three years including 2015.  Hiring a full time EDO and part‐time administrative staff.  HEA Economic Development Office housed within the North Simcoe CFDC offices and continued partnership with the NSCFDC on economic development activities including providing leadership at the Federal and Provincial level in respect of their economic development programs and service delivery to the Huronia area.

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 Completing the Huronia Economic Development Strategic Action Plan and HEA website improvements under the CiT funding.  Moving forward with the approved sector Action Plans including the Healthcare Economy Action Plan.  Moving forward with the other HEA deliverables including website development and maintenance, Area Opportunities Listings (both online and traditional formats), Area Attraction publications, Local Incubator initiative (including making application to the Rural Economic Development (RED) program funding), and business attraction and business retention programs (including working with local businesses and manufacturers on Southwestern Ontario Development Fund applications).  Greater coordination and participation in County Economic Development Office activities including monthly EDO meetings, Local Immigration Partnership program, marketing and attraction programs.  Continued partnership with NSCFDC on Economic Development activities and providing leadership at the Federal and Provincial level in respect of their economic development programs and service delivery to the Huronia area.

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RECOMMENDATIONS

The four municipalities of Huronia have launched an effort, through the Huronia Economic Alliance, to map out a bright economic future for their resident that is based on the fundamental truth that our communities, our economies and our future are undeniable linked and shared. Through the use of “The Power of Four” our municipalities have a unique opportunity to utilize the available county funding to further strengthen, and make sustainable, the work and efforts of the HEA.

The HEA therefore recommends the passing of the following motion by the Councils of Midland, Penetanguishene, Tiny and Tay in support of an HEA application to the County of Simcoe under its Local Economic Development Fund:

1. That the Council of the (Town/Township) of (Midland/Penetanguishene/Tay/Tiny) hereby approves and endorses a joint application and request to the County of Simcoe under its Local Economic Development Fund in the total amount of $400,000 for 2013‐2014 to support the ongoing work of the Huronia Economic Alliance.

2. That the approved funding be allocated to the HEA (through the North Simcoe CFDC) in accordance with the “HEA – GOING FORWARD ACTION PLAN” dated August 2013.

3. That the HEA Economic Development Strategic Action Plan provide specific recommendations regarding the administration, structure and governance of the HEA as the Economic Development vehicle for the Townships of Tiny and Tay and the Towns of Midland and Penetanguishene.

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Correspondence from the Huronia Economic Alliance re: County... Page 124 of 137 HEA Economic Development Function DRAFT BUDGET Date Updated: August 15, 2013 2013 (3 mos.) 2014 2015 Total Opening Cash Balance$ - $ 158,425 $ 179,125

REVENUE

Simcoe County$ 200,000 $ 200,000 $ - $ 400,000 Midland$ - $ 4,000 $ 4,000 $ 8,000 Penetanguishene$ - $ 4,000 $ 4,000 $ 8,000 Tay Township$ - $ 4,000 $ 4,000 $ 8,000 Tiny Township $ - $ 4,000 $ 4,000 $ 8,000 Other$ - $ - $ - $ -

TOTAL REVENUE $ 200,000 $ 216,000 $ 16,000 $ 432,000

EXPENSES Administration: Financial Accounting $ 600 $ 2,400 $ 2,200 $ 5,200 Audit$ - $ 1,200 $ 500 $ 1,700 $ 600 $ 3,600 $ 2,700 $ 6,900 Overhead Computer$ 1,500 $ - $ - $ 1,500 Professional Development$ - $ 1,500 $ 1,500 $ 3,000 Office Space$ 1,950 $ 7,300 $ 7,800 $ 17,050 Phone / fax / internet$ 675 $ 2,700 $ 2,700 $ 6,075 Printing / Office Supplies$ 75 $ 300 $ 300 $ 675 Project Expenses (see below)$ 10,000 $ 67,400 $ 67,400 $ 144,800 Travel$ 900 $ 3,600 $ 3,600 $ 8,100 $ 15,100 $ 82,800 $ 83,300 $ 181,200 Meetings: Monthly Meetings$ - $ - $ - $ - Annual Reporting$ - $ 3,000 $ 3,000 $ 6,000 $ - $ - $ 3,000 $ 3,000 $ 6,000 Wages Costs: Wages Ec Dev Officer (Full-time)$ 18,000 $ 72,000 $ 72,000 $ 162,000 Wages Administration (Part-time)$ 4,500 $ 18,000 $ 18,000 $ 40,500 Wage Benefits @ 15%$ 3,375 $ 13,500 $ 13,500 $ 30,375 $ 25,875 $ 103,500 $ 103,500 $ 232,875

Website Mainentance$ - $ 2,400 $ 2,400 $ 4,800

TOTAL EXPENSES $ 41,575 $ 195,300 $ 194,900 $ 431,775

NET SURPLUS/(DEFICIT) for the year $ 158,425 $ 20,700 $ (178,900) $ 225 `

Estimated Closing Cash Balance$ 158,425 $ 179,125 $ 225 $ 225

Cummulative Expenses$ 41,575 $236,875 $ 431,775

P:\D02 Economic Development\HEA - Economic Action Initiative\2013\Reports and Memos\Ec Dev Function Draft Budget v3

Correspondence from the Huronia Economic Alliance re: County... Page 125 of 137 County of Simcoe Main Line: (705) 726-9300 Economic Development Toll Free: 1 (866) 893-9300 1110 Highway 26, Fax: (705) 727-9832 Midhurst, Ontario L0L 1X0 simcoe.ca

MINUTES MEETING DATE: 7/19/2013 MEEETING TIME: 9:30am-12:30pm ATTENDANCE: Robert Lamb, County of Simcoe Laura Thompson, City of Orillia Donna Hewitt, Township of Oro-Medonte Dan Landry, City of Orillia Catherine Oosterbaan, County of Simcoe Marilyn Bidgood, OMAFRA Jessica Dolan, OMAFRA Susan Rockey, City of Barrie Michael Disano, Town of Bradford West Gwillimbury Lois Irvine, North Simcoe CFDC Tiffany Thompson, Clearview Township Kelly Linton, Township of Essa Pamela Blackmore, County of Simcoe, Cultural Coordinator Rachel Sullivan, Town of Innisfil Wendy Timpano, Orillia and Area CDC Wes Crown, Town of Midland Kim Wingrove, Town of New Tecumseth Debbie Korolnek, County of Simcoe Susan Nicholson, Collingwood Downtown

Guests: Chris Berni, Centre for Applied Research and Innovation, Georgian College

Regrets: Donna Hewitt, Township of Oro Medonte Robert Furlonger, Chippewas of Rama First Nation Jenny Legget, Town of Wasaga Beach Terri Plaxton Smith, Greater Barrie Business Enterprise Centre Susan Laycock, Simcoe Muskoka Workforce Development Board Jim Hosick, Township of Adjala-Tosorontio Janine Peck, Township of Springwater Colleen Gouldson, Nottawasaga Futures Gillian Fairley, South Georgian Bay Small Business Enterprise Centre

SUBJECT: Regional Economic Development

Item

1. Welcome and Introductions

Debbie Korolnek, the County’s new General Manager of Engineering, Planning, and Environment, welcomed the group and provided a short background on herself.

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2. Georgian College Centre for Applied Research and Innovation

Chris Berni provided an overview of the Centre for Applied Research and Innovation. The PowerPoint that was presented is attached to these minutes. You can contact Chris at [email protected].

Action Item: Rachel suggested that we get a speaker in from the Research Analyst Program at Georgian College at a future meeting.

3. RTO7 Verbal Update

Kim gave an update on RTO7 activities. They are happy with effectiveness of advertising into GTA, as it seems to be generating website traffic. Currently RTO7 has 31 partnership projects. For the next year of funding RTO7 is looking to get the program started earlier (ideally September). RTO7 has established a special working group on festivals and events. This group has met and they are currently examining synergies they can put together for events (marketing, sponsorship..etc.). The RTO7 festivals and events microsite was launched to promote events on. The role of the festival and events committee is capacity building, to be more effective/efficient in working together and establish a better timetable to limit overlap of events. Intent not to duplicate what can best be done at the local level. They are having event on August 21 on declining water levels on the impact that this may have on the tourism industry, as well as mitigation strategies (great speakers lined up).

On a side note, Innisfil is creating a policy governing special events and when the Town should be involved. This will be based on a risk management strategy, and there are 3 identified triggers for the need for a special events permit including: is alcohol involved, will there be over 300 people, and is the event over 6 hours in duration?

Action Item: Rachel to circulate copy of policy to group.

4. OMAFRA Analyst Tool

Marilyn thanked County for hosting Analyst Training. Mike Florio, who is the Analyst lead from OMAFRA, led the training session on July 16. He presented information on what the tool is, how you can use it in terms of strategic planning, as well as how to access the tool. The launch of the tool has been a pilot, and some feedback was sent forward on behalf of this regional group in regards to how to access the information (and the single month licensing of the product). One off requests for access to information from Analyst will go through Marilyn. Please visit http://www.omafra.gov.on.ca/english/rural/edr/edar/index.html for further details on the program, and http://www.omafra.gov.on.ca/english/rural/edr/edar/analyst-inforeq.htm to apply for a license.

5. Economic Development Funding

The economic development funding applications are ready. There will be 3 council members including Doug White, Terry Dowdall, and Linda Collins, as well as Robert Lamb, David Parks, and Kathryn Stephenson, who will sit on this committee. In order to apply for the funding, you will need a Council resolution to support your application. You will also need to demonstrate how this relates to a strategic plan/initiative from your own municipality, as well as the County’s strategic plan. You must have an estimated budget (quotes are not required). The committee will meet to review applications as they come in, then it will go to the following Corporate Services meeting to be approved and ratified by Council. To apply for the 2nd year, you will have to report on the outcomes of the first year to demonstrate accountability. The committee will also look at projects that span over the 2 years, but

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only $50,000 would be dispersed one year at a time, and the project team would have to provide an update after the first year.

Timelines – Probably no one will be able to make the August Committee deadline, but in September the County moves to a new governance structure. The Council and Committees will meet every 2 weeks as opposed to once a month. Must have application in by December 31, 2013 to get the funding approved for this year’s available funding.

6. Future Opportunities to Collaborate

We had great success with the Perspective Publication, which demonstrated the strength of what we can accomplish in partnership. The County will be partaking in Corenet Global in Las Vegas this year. Any municipality that wants to pay for their flight/hotel is welcome to join the booth. Corenet takes place from October 21st-24th in Las Vegas. Corenet Global is the largest collection of corporate real estate and site selection executives in N. America. In terms of trade show materials, Robert would like to take a printout of sites available for sale across the County. If you have property information that we do not have on the website, or updates to properties we have information about, please send them so we can begin to put together the material. The booth will be turnkey – so easier to manage, no set up/take down. Design will be similar to the booth we had in Chicago.

Looking ahead to next year, we have a 1000 sq ft booth reserved for the Global Petroleum Show in Calgary in 2014, in partnership with the City of Barrie. All of the companies that were there in 2012 ended up with new business and opportunities.

Action Items: Wes has requested a separate email about our participation in Corenet Global, so it’s easier to approach Council.

We would like to revisit this collaboration item at another meeting focused exclusively on the topic. Late August was suggested as a potential date but a Doodle poll will circulated.

7. Cultural Mapping and Planning Update

The Cultural Study is progressing. Pamela has all the data and is currently sorting it into the cultural frameworks. Pamela has been meeting with municipalities to get feedback on their experience on culture and what role the County might play, if any. She will be continuing this with all of the municipalities.

Stakeholder meetings are planned to take place at the end of August, into early September. Pamela will be looking for feedback from municipalities as to who to invite.

Following that will be the distribution of an online survey. We will be conducting stakeholder and public focus groups. Pamela would love to hear from you so please get in touch and share information about culture in your local area, what partnerships are existing, what role should County play in culture? Pamela’s contact information is [email protected], 705-726-9300 x 1015.

8. Health and Wellness Study Update

Consultants are wrapping up the research and interview stage. They ran a manufacturing survey that’s now completed. By next meeting we should have a general idea on the trends and direction of the study.

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9. Train in Trades

On October 23, Mayor Jeff Lehman and MPP Rod Jackson organizing a Train in Trades Expo to for skilled trades related businesses to exhibit with interactive, hands on activities related to what they do. There is a focus on letting the participants actually try activities. The morning will be dedicated specifically to students, and both the public and catholic school boards will bring students through. There will be a networking lunch specifically for manufacturers, and the afternoon will be open to the public, Georgian College will bring college students in the afternoon. They are currently exploring activities that would create a draw for the afternoon, such as competitions and other fun events. They are currently in the process of recruiting manufacturers/businesses to exhibit; they have 10 now, and are looking for 50 in total. This event will take place at the Molson Centre. This is a Barrie-led initiative but the event will be open to all regional manufacturers.

10. Labour Study Update

The consultants have been surveying the business community, has heard back from over 200 businesses at this point. They have completed their roundtable sessions and are in the final stages of assembling their data. Next week they will be reviewing a new tool with monthly employment vacancies. In the previous week, the YLM data for the entire County was fed into their tool, so we can then use this tool in conjunction with the other employment website being created by SMWDB. We may have Trudy come and give a presentation to the regional group. Robert will be getting in touch with a number participants from the regional group to start Phase 2 of the study, which will begin to get underway come October and November.

11. Food Distribution Hub Study Update

We have received the first draft of the study and are working with the steering committee to review the draft.

12. New Business

Kim has indicated there will be a throttle down of power across the province, and could impact production. Flyer has been sent around.

13. Community Updates

Orillia – They are working on some smaller regional marketing initiatives. Coming close to completing a report about streamlining development process. Orillia is making preparations for their Business Expo in conjunction with small business week. They are continuing work on the tourism file, as Lake Country is launched a new website. Building a good relationship with Casino Rama and the DMO can now advertise on their TV screens. Looking for creative solutions for employment transportation, to ensure employers are more accessible to those who do not have access to a car.

Bradford West Gwillimbury – South Simcoe police have been retained. Focused on actively marketing CIP in downtown and industrial lands. First success story form the CIP - Array Marketing just broke ground, creating 75 jobs. In regards to the dyke break, they are speaking with OMAFRA and others, and are working on a plan to fix it potentially using fill from the subway lines.

HEA/Midland – The HEA has retained MDB to create an economic development strategic action plan. Midland has retained Authenticity to do cultural plan to the area. The HEA has hired Homecook solutions to expand/improve their economic development website. The HEA will be meeting shortly to discuss the economic development funding and whether they will collaborate or if there will be

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individual applications. Midland have entered into an agreement to purchase the Unimin lands as part of waterfront master plan. There will be a partnership in regards to clean up with Unimin. It will be a mixed use redevelopment plan (office, commercial, institutional, public land, and residential).

Innisfil – Has passed new comprehensive zoning bylaw and are adopting a new special events guide. They are moving forward with tourism wayfinding signage, but have hit some snags in terms of conforming to existing regulations – they need engineered drawings to get building permit, which were not provided by the design firm. Rachel would love to connect with others who have done way finding signage and may have had similar issues. On a similar note, there is a building code review taking place (primarily related to accessibility). They are currently going through a cell tower debate in Innisfil. Businesses cannot get access, but there is some public push back against new towers. Innisfil will be embarking on a huge BRE project and downtown revitalization project for all of Innisfil! – would love to connect with others who have gone through the process. They are also exploring a CIP program across the Town, which may even result in a BIA. If anyone has information Rachel would love to chat with you!

OMAFRA (Jessica) – Completing a GAP analysis of entrepreneurship resources, specifically looking at rural/agricultural services. They are doing surveys with businesses from all over Ontario. Jessica is also developing an excel spreadsheet with all the resources available related to entrepreneurship support. If you have any suggestions please send to Jessica.

OMAFRA (Marilyn) – Have completed a Performance Measurement Training sessions, and horse racing panel consultations. They are now looking to receive input on their draft report from the horse racing panel. The intent of the panel is to make changes within the current regulatory framework. Coming up – OMAFRA will be conducting consultations on the infrastructure program and on the Local Food Act. An agreement has been reached on the Growing Forward program. There will be a component related to food processing and a component related to individual farm businesses. Intake for applications will be related to capacity building. Who’s eligible – businesses that are currently actively engaged in the processing and or transformation of agricultural/food/beverage products, who file taxes as an Ontario business and they have a premises identification number. Marilyn will send the program guides. Food and Agriculture Charter Awards official launch was a great evening, as well as a great opportunity to recognize award winners who are doing good things related to local food and producing food. Savour Simcoe is coming up August 25th.

North Simcoe CFDC – Huronia Food Trail had media launch, which was very successful, and the public launch was July 6/7. Looking for coordinator for Sustainable Severn Sound – deadline is July 25 – over 100 applications already received.

Barrie – Looking into possibly doing another trade mission, they have gone to China in the past, so potentially to somewhere else. They are organizing the Culture Grows Here conference, which is a 2 day event on October 29/30th. HGS is actively hiring at the moment.

Collingwood – They have hired interim CAO, actively searching for a CAO. CAO (John Brown) is getting to know everyone in the municipality. They are looking at more of a regional approach to economic development.

Essa – They are taking part in the first impressions community exchange and they finally have a partner community. The economic development committee will be having Marilyn put together a specific economic development plan for Essa. They are participating in Communities in Bloom. September 21/22 there will be a Salmon Festival.

Orillia and Area CDC – Coaching and lending activity has continued strong throughout the summer. Professional Development series has networking event on Sept 5. They held a really successful WSIB

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County of Simcoe Economic Development Minutes- July 19, 2013 Page 130 of 137

session, and will be holding a follow up in the fall. On September 26, they will be partnering with the Simcoe Muskoka Workforce Development Board for a Lunch N Learn, with speaker Max Valiquette and other speakers taking about outcomes with hard-to-employ groups. In the process of launching façade improvement program.

Clearview – The Walker’s quarry expansion is going forward. They are undergoing branding exercise to rebrand municipality, in process of hiring consultant. In partnership with Georgian College in Collingwood and surrounding municipalities, exploring organizing a meet and greet session with Toronto District Food Network – coming up from Toronto and putting together producers and product developers to find linkages, in particular through Georgian College (late Oct, early Nov target date).

14. County Update

Newsletter came out and featured Lakehead and Polyethics. We will including a small business events listing/article, so please send your events to us.

We have a report going through Corporate Services in August related to development charges. County is recommending that if you have industrial charge abatement, the County will match the abatement, if tied to CIPs in industrial areas.

EDCO – We have launched through the EDCO board, a new partnership to bring the power of IEDC (International Economic Developers Council) into Ontario to update training opportunities. There are existing issues with EDAC. EDCO wants to bridge the gap between the Ec. D designation and the international designation. We need to increase the level of professionalism and the knowledge. Robert will continue to provide updates on this.

Action Items:

1. Send property information for Corenet Global to Robert. 2. We need to prepare a letter about the opportunity to participate in the Corenet Global Show. 3. Rachel and Susan R. connect to discuss wayfinding signage challenges. 4. Request presentation from RAP program at Georgian College.

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County of Simcoe Economic Development Minutes- July 19, 2013 Page 131 of 137 Huronia Incubator

Wednesday Aug 14th – 2:00 pm Midland Town Hall

Minute

Attendees: W. Crown, D. Muenz, H De Jong; G. McKay

Review of Recent Developments

Mike Jaycock presented to Midland Rotary in July and was well received. Subsequent discussion with Britt McKerrow revealed: - Rotary will likely not pursue a signature project - They may consider funding in the area of $30,000 per annum - They want us to have a “Mike Jaycock” in hand before we come back The meeting’s conclusion was that Rotary is no longer interested in significant involvement in the incubator.

Huronia Incubator Go Forward

The meeting reaffirmed its commitment to the importance of the incubator project. Discussion turned to what the “next step” should be – find the right person or find the funding or do both together. The meeting selected the third option.

The meeting agreed on the following actions:

Hank will re-engage Rotary to determine if they are willing to commit to $30k for three years, in principle. Hank will also ask about terms.

Gord will seek funding/support commitments from: - Some of the industries visited earlier for space - Federal funds through Bruce Stanton - Provincial funds through meeting with Minister Hoskins - Private donations, including from the Georgian Angel Network

Debra/Wes will pull together the underlying business plan, specifically with financials and an executive summary. The business plan will be the underlying document to gain support.

All members were asked to recommend who may be the incubator lead and/or where we should look for that person.

Next Meeting – Tuesday September 24th at 2:00 pm, Town of Midland.

Huronia Incubator Minutes- August 14th Page 132 of 137 Simcoe Muskoka District Health Unit – Healthy Communities Partnership Program Project Overview & Application Form

The Healthy Communities Partnership Program of the Simcoe Muskoka District Health Unit has received funding from the Ontario Ministry of Health and Long Term Care Healthy Communities initiative to promote and support physical activity and healthy eating through the adoption of public policy within Simcoe Muskoka.

A portion of those funds have been set aside to support local Healthy Eating, Food Security, and / or Active Transportation projects. The end goal of these investments is to demonstrate that policies addressing Healthy Eating and/or Physical Activity have in fact been moved forward.

Partner Expectations:

 Partner with the health unit through local or assigned public health nurse(s).  Assign someone to serve as contact lead for the partnership  Create and submit a workplan outlining the activities to be accomplished by December 31, 2013 as well as a detailed budget.  Submit an invoice reflecting actual/approved budgetary expenses for reimbursement by December 31, 2013 or within 30 days of the project completion, whichever comes first. [Partnering agencies are asked to pay for purchases/consulting fees, etc. up front, then to submit one invoice payable to the partner to the Health Unit for payment.].  Share outcomes of the approved activities with the health unit prior to December 31, 2013 or within 30 days of the project completion, whichever comes first.

SMDHU/HCP Contributions:

 Limited -funding toward agreed upon projects.  Local or assigned public health staff to work with and support approved activities.  Other resources as available and appropriate, such as printed materials, access to research data, referrals to other teams, etc.

Contact:

For assistance and information any time, you are welcome and encouraged to connect with us:

 Christine Johnston (705)526-9324 or (705)721-7520, ext. 7031. [email protected]

 HCP Program Coordinator, Velma Shewfelt: (1-877)/(705)721-7520, ext. 7527 or [email protected]

Simcoe Muskoka District Health Unit – Healthy Communities Pa... Page 133 of 137 HCP Project Workplan & Application 2013

This is a ☐Healthy Eating/Food Security ☒ Active Transportation ☐Combined project

Municipality or Organization: Town of Penetanguishene

Mailing Address: P.O. Box 5009, 10 Robert Street West, Penetanguishene, ON L9M 2G2

Contact Information:

Name: Nathan Westendorp Title: Town Planning Consultant

Phone: 705-549-7453 Ext.: 223 Email: [email protected]

When do you hope to begin the project? 8/1/2013

When will the project be complete? 12/31/2013

What do you hope to achieve at the conclusion of this project? Community Engagement & Design Workshop that will contribute to the development of Community Design Standards for the Town of Penetanguishene. It should be noted that Council has already planned and budgeted for the completion of Community Design Standards by the end of 2013. Funding received from the Healthy Communities Partnership Program will assist with the costs of facilitating the Community Engagement & Design Workshop.

Review the information attached entitled Status of Policy development.

What is the current status of related policy development at your municipality or organization for Healthy Eating? ☐Need for Policy Identified Physical Activity? ☒Need for Policy Identified ☐Preliminary Development of Policy ☒Preliminary Development of Policy ☐Advanced Policy Development ☐Advanced Policy Development ☐Policy Developed ☐Policy Developed ☐Policy Implemented ☐Policy Implemented What policy development status do you hope to achieve at the conclusion of this project for Healthy Eating? ☐Need for Policy Identified Physical Activity? ☐Need for Policy Identified ☐Preliminary Development of Policy ☐Preliminary Development of Policy ☐Advanced Policy Development ☐Advanced Policy Development ☐Policy Developed ☒Policy Developed ☐Policy Implemented ☐Policy Implemented

Your Workplan: What do you hope to accomplish?

Desired Objective Activities to Target Budget Comments/Notes Accomplish Date Objective Council & Host Downtown October $4,000 - Robert Voigt and/or Dan Community Walking Audit & 2013 Burden to facilitate Walking

Simcoe Muskoka District Health Unit – Healthy Communities Pa... Page 134 of 137 Engagement Design Audit. Charette/Workshop - Rob Voigt to facilitate design over 2 days Workshop

Budget Breakdown: How do you plan to spend the money? (Please provide details)

Budget Category (Definitions on Activity/Item $ Amount Page 4) Professional Services $2500.00 Other Services Accommodations, venue, meals, travel Transportation & $1000.00 Communication Printing, copying, maps $250.00 Supplies Lunch $250.00 Program Materials

Status of Policy Development: The following definitions are intended to clarify the status of policy development. Choose this option… …if any one of these apply Status of Policy: Examples: Need for policy identified • need for policy identified (e.g. as part of a larger strategy, charter, value statements, plan) but development has not yet begun • policy-makers or those that may influence policy development approached

Preliminary development of policy • research is underway (e.g. collecting local data, relevant evidence, literature) to identify policy options that reflect local need and best practices • policy option selected • a process is underway to assess readiness of policy-makers and community for the policy • a process to educate, advocate, gain support, and increase readiness for the policy is underway • partnerships and collaborations are formed • policy-makers are engaged

Advanced policy development • policy-makers are supportive of policy • an action plan is in place • the policy is in the process of being written (e.g. protocols, procedures, etc. being developed) • fiscal measures are in place

Simcoe Muskoka District Health Unit – Healthy Communities Pa... Page 135 of 137 Policy developed • the policy has been written but not yet adopted or implemented • the policy is currently under review

Policy implemented • the final policy and procedures have been approved • the policy and procedures have been implemented • policy is being promoted (e.g. awareness campaigns, education, promotional materials, etc)

Budget Category Guidelines:

Transportation & Other Services Supplies Program Materials Communication Long Distance, Fax & Courier Advertising Office Supplies Other Publications Charges Media Initiatives Books & Maps Project Supplies Postage Charges Translation Photocopying Mileage or car rental Meal allowance Legal Services Accommodations Fee for Service Professional Development

Simcoe Muskoka District Health Unit – Healthy Communities Pa... Page 136 of 137

PRESS RELEASE

Funding Announcement - Huronia Area Tourism Strategy (HATS)

September 16, 2013 - The four North Simcoe municipalities (Town of Midland, Town of Penentanguishene, Township of Tay and Township of Tiny) are pleased to announce the receipt of funding in the amount of $40,000 from the Ministry of Tourism, Culture and Sport through its Tourism Development Fund. The funding will be used to develop a Huronia Area Tourism Strategy.

The Huronia Area Tourism Strategy will focus on a coordinated approach to a tourism destination management plan (not a marketing plan) and will:  Identify opportunities for strategic development between regional and local partner organizations involved in tourism. The goal of a coordinated approach is to alleviate duplication and create efficiencies to benefit the stakeholders in the area;  Identify opportunities to encourage, refresh and enhance current tourism products and services and to develop key and unique visitor experiences;  Present the final report on destination management to include business development, investment readiness, local research, visitor services and market development.

A Steering Committee has been formed to work with local tourism stakeholders. The Tourism Company, a tourism consulting firm, has been selected to assist the Steering Committee in developing the Huronia Area Tourism Strategy.

“We are excited to be working on this timely project and look forward to meeting and listening to a wide range of Huronia Area tourism stakeholders over the next few months as the Strategy takes shape." - D'Arcy McKittrick, the Tourism Company

We would like to thank our resource partners at Tourism Simcoe County, RTO7- Regional Tourism Organization 7 (BruceGreySimcoe) and the Ministry of Tourism, Culture and Sport.

The stakeholder engagement process will be conducted throughout the next few months with the completion of a final report expected by February 2014.

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For more information contact:

Mr. Bryan Peter, Chair Huronia Area Tourism Steering Committee 527 Len Self Blvd, Midland, Ontario Telephone 705-526-4770 ext. 3207 email: [email protected]

Funding Announcement - Huronia Area Tourism Strategy (HATS) Page 137 of 137