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District of Mackenzie, BC Economic Development Strategic Plan

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District of Mackenzie Economic Development Strategic Plan DDiissttrriicctt ooff MMaacckkeennzziiee,, BBCC EEccoonnoommiicc DDeevveellooppmmeenntt SSttrraatteeggiicc PPllaann Prepared by S y n e r g y M a n a g e m e n t G r o u p L t d. Business and Economic Development Consultants www.synergy1.ca 1 800 838 4808, or 1 250 758 6399 Fax 1 250 751 8640 E-mail: [email protected] Nanaimo : 201 Selby, V9R 2R2 Victoria : 1027 Pandora Ave., V8V 3P6 Vancouver : 708 – 1155 W. Pender St., V6E 2P4 Associate Offices : U.S., China Page: 1 District of Mackenzie Economic Development Strategic Plan Table of Contents Chapter / Section Page Executive Summary 1 4 Tourism 5 Mackenzie Economic Development Plan Highlights of Recommended Strategies and 5 Recommendations (Opportunities) General Strategies 6 Diversification 6 First Nations 6 Economic Development Tools 6 Marketing Mackenzie 7 Prospecting 7 Funding 7 Learning from Others 8 Advanced Education 8 Sector Specific Strategies 8 Forestry 8 Mining and Oil and Gas 8 Renewable Energy 8 Transportation and Infrastructure 8 Advanced Education 9 Retail and Services 9 Economic Development Opportunities by Sector 9 Mining 9 Renewable Energy 10 Transportation and Infrastructure 10 Advanced Education 10 Retail and Services 10 Short-Term (1-3 Years) and Medium-Term Opportunities (3-5 Years) 11 Forestry 11 Mining, Oil and Gas 11 Renewable Energy 11 Transportation and Infrastructure 12 Advanced Education 12 Retail and Services 12 Long-Term (5+ Years) Opportunities 12 Forestry 12 Mining, Oil and Gas 12 Renewable Energy 13 Transportation and Infrastructure 13 Advanced Education 13 Retail and Services 13 Action Plan for Each Key Sector 14 Branding 16 Logos, Taglines, Graphics, Messages 17 Representation to Government 20 The Net Wealth Balance Sheet Model 20 Strategic Planning Methodology : An Economic Development Tool 22 Previous Mackenzie Reports : Review Summary 24 Community Overview 26 Community Profile 29 1 Designed as a Stand Alone Document for Distribution Page: 2 District of Mackenzie Economic Development Strategic Plan Chapter / Section Page Economic Development Strategies 49 Analysis of Top Opportunities 51 The Ratings Model 51 Sixteen Business Case Features Utilized 51 Forestry 52 Mining, Oil and Gas 52 Renewable Energy 53 Transportation / Infrastructure 53 Advanced Education 54 Retail and Services 54 Scoring the Opportunities, by Sector 55 Highest Priority Opportunities, by Sector 56 Forestry 56 Mining, Oil and Gas 56 Renewable Energy 57 Transportation / Infrastructure 58 Advanced Education 58 Retail and Services 59 Short-term (1-3 Years) and Medium-term Opportunities (3-5 Years) 59 Long-term (5+ Years) Opportunities 60 Action Plan for Each Key Sector 62 Role Modelling 66 Tumbler Ridge 66 Gold River 68 What Does This Mean? 69 Branding : Delivering a Message and Image 70 Funding 78 Representation to Government 78 Community Investment Support Program (CISP) 78 Corporations 78 AbitibiBowater 78 Funding the Economic Development Function 79 Other Corporate Contributors 79 China : An Opportunity to Source Outside Investors / Corporations 80 Appendices Appendix 1: Stakeholder Interviews Summary 81 Appendix 2: Community Survey 89 Appendix 3 : Review of Past Reports / Efforts 90 Prepared for the District of Mackenzie, BC 2 January, 2008 2 Synergy would like to acknowledge the support, input and enthusiasm exhibited by Mayor Killam, Council, Carla Seguin (Economic Development Officer), and all stakeholders who participated in the focus group, and interviews. Funding for this project has been provided by Service Canada, the BC Ministry of Community Services, and the BC Ministry of Economic Development. Page: 3 District of Mackenzie Economic Development Strategic Plan Executive Summary At the time of writing this strategy, AbitibiBowater announced November 29, 2007 that it would be closing its Mackenzie Pulp and Paper Mill and associated sawmills indefinitely, amongst others (see http://www.forbes.com/feeds/ap/2007/11/29/ap4389102.html ). This came as a complete surprise to the District of Mackenzie and AbitibiBowater workers. Additionally, Canfor announced that same week that it would be reducing its workforce to two shifts instead of three at its Mackenzie mill. This also was unexpected. In total this affects 550 direct jobs at AbitibiBowater and an unknown number of contracting jobs, and 70 direct jobs at Canfor. This is a significant impact to the District of Mackenzie. In turn these job losses may manifest an outward migration of individuals and families and in turn a decline in the retail and service sector. As it is, the retail and service sector has to compete with consumer leakage to Prince George, only 2 hours away. Additionally, decreases experienced in healthcare and schooling, add another challenge to keeping the community with the baseline requirement of amenities to attract new residents. A number of activities are currently underway in Mackenzie to mitigate the damage that can occur with such severe changes in the economy and the limitations of a one-resource community. Events such as this make the development of an economic development strategy that much more significant. The challenge is in realizing viable on-the-ground activities that can take place to build a new economic foundation less vulnerable to a single resource or large corporation. This takes time. The District of Mackenzie will likely experience a period of decline before new efforts start to be realized. As the economy shifts from relying solely on forestry, to diversifying potentially into tourism and mining, the population may go through a transition in its demographic. The key will be to remain focused on those efforts that will be realized and seek to meet the main intent of the economic development strategy, i.e. diversification. Helping the community understand what is happening will be important. Patience is part of the process. Examples such as Tumbler Ridge and Gold River show that with time, change and opportunities do come. There are, however, a number of positive activities that currently are being acted upon, and conditions amenable for positive economic development. They include, but are not limited to the following:- • Presence of an Economic Development Officer • Presence of a Tourism Marketing Coordinator • New Mayor and Council with new ideas and fresh energy • Mackenzie’s involvement in Community of Practice • Existence of significant industry-ready infrastructure (power, internet, land, support services) • Existence of a solid transportation infrastructure (road, rail, air, water) • Development of an economic development strategy to provide direction and focus • Affordable housing in a province of out of reach real estate • Safe community • Willingness and desire of a core community that will remain to see Mackenzie through its difficult transition Page: 4 District of Mackenzie Economic Development Strategic Plan Tourism The District of Mackenzie employs both an Economic Development Officer and a Tourism Marketing Coordinator. The request for an economic development strategy, being undertaken herein, recognizes the importance of tourism as a strong opportunity for development. However, simultaneous to the development of this strategy, the District of Mackenzie is currently working on a number of initiatives to enhance tourism development and planning. They are involved with the Community Tourism Foundations (CTF) Program, through Tourism BC, to develop a tourism strategic plan. The plan will be completed in March 2008, and at this time there is the opportunity to source cooperative implementation dollars over a three-year period through the implementation component of the CTF program. Currently the District of Mackenzie and McLeod Lake Indian Band are in the preliminary stages for building a log structure visitor information centre to replace the caboose at the junction of Hwy 97 and Hwy 39. The Tourism Advisory Committee (TAC) is discussing options for replacing the canoe sign at the junction with a new wooden structure sign. The TAC is also investigating signage on Hwy 97 that would market the attractions of Mackenzie to the potential visitor. The District of Mackenzie has recently produced a new Snowmobile Guide and Visitor Brochure, and is working on a presentation folder that will be used for recruitment purposes for the Chamber of Commerce, Northern Health, industry and the District.3 Given all these activities, aside from the recognition and mention of tourism and its place in economic development for the District of Mackenzie, strategies and opportunities in tourism are not covered in this report. Mackenzie Economic Development Plan Highlights of Recommended Strategies and Recommendations (Opportunities) Synergy is always somewhat apprehensive about listing strategies and opportunities within the Executive Summary, for two reasons. 1. The Economic Plan itself contains far greater, in-depth detail of most of the options and avenues listed herein. Therefore, this Executive Summary is simply that, a very brief overview of what the Plan, in its totality, puts forward. 2. Readers too often begin and end their review of a report with the Executive Overview. It is highly recommended that Readers do not assume that this Executive Overview is fully representative of the total Economic Development Plan. We strongly suggest that the entire Plan be reviewed. That having been said, the overview below represents The Mackenzie Economic Development Plan, divided into four main categories. 1. Strategies : Identifies
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