Niagara Economic Growth Strategy 2009-2012 by Niagara Economic Development Corporation

NIAGARA’S ECONOMIC GROWTH STRATEGY

NAVIGATING OUR FUTURE: AT A GLANCE As chairman of the Regional Municipality of Niagara, I am proud to present the revised NAVIGATING OUR FUTURE: Niagara’s Economic Growth Strategy 2009-2012. The original strategy, completed in 2005, helped focus our collective efforts. This revised strategy helps us stay the course while also recognizing new opportunities and the changing circumstances facing Niagara’s economy. The document will assist many different stakeholders, together with the Region, in strengthening, expanding and further developing Niagara’s economy. I would like to thank everyone who participated in the strategy development process. A variety of stakeholders, representing the private and public sectors, took time to discuss and fine tune the original strategies and action plans. The participants at the 2008 Niagara Economic Forum, along with the Niagara Economic Development Corporation, demonstrate what public/private-sector collaboration can achieve. Niagara is being challenged to remain relevant and competitive in a global marketplace. Quality economic growth is more important than ever for Niagara. I look forward to continuing to implement the economic growth strategy with all levels of government, business and community leaders who are committed to ensuring that Niagara has a strong economic foundation and a bright future. By working together, Niagara will continue to lead and prosper. Peter Partington Regional Chairman, Niagara Region 1

WHAT: An economic growth strategy for Niagara.

WHY: Niagara needs a plan to retain business as well as stimulate additional economic growth.

HOW IT WILL HELP: By providing direction for decision-makers who affect Niagara’s economic future.

WHO PREPARED IT: In 2005 a 12 member steering committee appointed by Regional Council, with input from some 200 public and private sector stakeholders. In April 2008 the strategy was reviewed and updated based on feedback from 200 stakeholders at the Niagara Economic Forum.

WHEN IT WAS COMPLETED: First released April 2005, with a five-year implementation timeline and annual review; updated in 2008.

WHO WILL IMPLEMENT IT: Regional Council along with other business, government and community leaders who choose to take a pro-active role in fostering Niagara’s economic growth.

WHO WILL BENEFIT: All of Niagara and its 12 communities.

WHERE TO FIND OUT MORE: www.niagaracanada.com or www.niagararegion.ca 2

INTRODUCTION Navigating our Future: Niagara’s Economic Growth Strategy 2009-2012 is the updated version of Niagara’s economic growth strategy. The first strategy was developed in 2004/2005 through consultation with individuals, businesses and community organizations. A public participation strategy, led by an Economic Growth Strategy Steering Committee, identified the economic realities, constraints, and opportunities that faced Niagara. Since the release of Navigating our Future: Niagara’s Economic Growth Strategy in 2005, a concerted effort has been made to re-affirm the priorities and directions outlined in the strategy document. The revised strategy is a result of further community consultations, especially from stakeholder input at the Niagara Economic Forum in April 2008. The evolution of the strategy is inspired by an economic vision for Niagara that reflects our goals, aspirations and directions for the future. Motivated by a strong sense of collective ownership, civic leaders and area citizens have contributed important shared ideals and values that are the foundation of Niagara’s vision for the future. The Economic Strategy is not, however, a static document. It must reflect changing circumstances and new opportunities that can help Niagara navigate with more focus and enhance our understanding of what is needed to ensure success. Dominant themes have been identified as part of the emerging requirements of a new, energetic Niagara. Discussions led to consensus on important

directions for the regional economy and a belief that partnerships and linkages between stakeholders are important in order to achieve results. Priority initiatives and action plans to spur economic activity and strengthen our competitive advantages were identified. The resulting strategy offers insightful, practical and manageable directions, built on six strategic action plans which provide a blueprint for Niagara’s future. Strategic Action Plans

• Build a Stronger Collective Voice • Create a Competitive Business Environment • Target Strategic Employers • Improve Transportation and Related Infrastructure • Marketing the Niagara Brand • Develop Niagara’s Talent Pool

The strategy provides a context for local decisions and serves as a tool for local leaders and decisionmakers to bring about positive change. It also provides a framework for residents, businesses and community leaders to understand the fundamental link between economic prosperity and quality of life, which together create a healthy, sustainable community. Follow-up consultations with key community leaders have endorsed the strategy’s overall action plan framework and related initiatives. The Economic Strategy continues to give Niagara direction to address its unique issues and develop solutions to the challenges of economic growth. (continued on page 5)

INTRODUCTION Focusing the Niagara Economic Growth Strategy on the Future Since the release of the Economic Strategy in 2005, new developments in the wider Niagara economy have required that some changes be reflected in this revised document. The revised Niagara Economic Growth Strategy 2009-2012 embodies a commitment to pursue new directions for Niagara’s industrial base and emerging industries. For example, new economic clusters are helping transform and rejuvenate local economies and creating new industries and employment. The strategy has also identified the importance of Niagara’s small and medium sized enterprises as a critical component of Niagara’s future economy. The development, growth and success of current and emerging industries are being helped by increasingly closer links with high schools, colleges and universities. The relationship between Niagara’s growth, economic development and the availability of an educated, flexible workforce has come into sharper focus. The strategy reaffirms the importance of our educational infrastructure and specialized research institutions as a major asset and a primary source of local talent pool development. It calls for the strengthening and leveraging of unique expertise, resources and partnerships especially from Brock University and Niagara College.

has intensified. The strategy also places increasing importance on branding Niagara’s unique and original characteristics, developing more intensive domestic and international investment marketing activities, and maintaining strong relationships with governments and the business community. Summary As a result of consultations based around the April 2008 Niagara Economic Forum and additional economic analysis, the basic directions of the regional economic strategy envisioned by community stakeholders back in 2005 have been affirmed. Emerging provincial planning priorities, industry trends and international events continue to provide a wider context for assessing regional challenges and new opportunities for growth. New information, gathered from a number of sources in the interim years, has been integrated into the specific sections for each of the six Strategic Action Plans that are the foundation of Niagara’s economic strategy going forward to 2012.

Marketing Niagara’s unique assets and its competitive business environment has taken on a new level of urgency. International competition for both new businesses and investment achieved through business retention and expansion initiatives 5

STRATEGIC ACTION PLANS Below are six strategic directions and the supporting action plans that will help steer Niagara into a more prosperous future:

1.0 BUILD A STRONGER COLLECTIVE VOICE. For Niagara to emerge as an economic leader, business, government and the not-for-profit sector must rally around the common cause of Niagara’s economic future. Shared focus on this common goal will create stronger working relationships, leverage resources and strengthen regional stewardship initiatives. It will also foster a powerful and persuasive “common voice” in relation to specific economic development issues that affect Niagara. 1.1 Develop a cohesive Niagara voice, providing investors and governments with confidence and clarity about the region’s position on key issues.

• Present a cohesive Niagara agenda and ensure a united front when approaching the provincial and federal governments in relation to their policies, programs, and investments that affect the region. • Establish a comprehensive and collaborative research agenda for Niagara that is robust and supports the cohesive Niagara collective voice agenda. • Host an annual summit to identify and strengthen core regional directions, values and achievements that directly impact Niagara’s future prosperity.

2.0 CREATE A COMPETITIVE BUSINESS ENVIRONMENT. In order to retain and attract new investment, Niagara must make it appealing for investors to do business here. Niagara’s economic strategy is focused on how best to compete and win new business in order to realize its growth potential. 2.1 Foster competitiveness, efficiency, and innovation in Niagara’s government and business sectors.

• Develop a systematic approach for benchmarking and assessing the cost competitiveness of the Region of Niagara’s services to business.

• Develop effective and comprehensive support services to help drive innovation and entrepreneurship in targeted areas (e.g. incubators, venture capital) in order to foster SME growth in Niagara.

• Encourage and support the expansion of pure and applied research and innovation both in the private sector and post-secondary institutions (e.g. Silicon Knights, Norgen Biotek, Brock University, Niagara College, and Vineland Research and Innovation Centre).

• Develop and promote “best of class” examples in Niagara’s private and public sectors.

• Establish an annual Niagara Economic Scorecard tracking the region’s economic progress based on key indicators.

STRATEGIC ACTION PLANS 2.2 Keep Niagara’s overall business cost competitive.

3.0 TARGET STRATEGIC EMPLOYERS.

• Reduce industrial and commercial taxes in Niagara.

It is critical for Niagara to build on existing strengths and make them growth priorities, rather than pursuing economic growth on all fronts at once.

• Implement a full range of Smart Growth/ Brownfield redevelopment initiatives including community improvement programs and incentives.

2.3 Develop an efficient and seamless process for businesses seeking development permits and related approvals.

• Work co-operatively with local municipalities to create a timely and integrated mechanism for receiving and reviewing development permit applications. Incorporate an economic development perspective as an integral part of the evaluation of major applications.

2.4 Promote continuous two-way communication between Niagara business and government.

• Nurture and develop a stronger relationship between the Region of Niagara and the local business community.

• Develop a new progressive partnership agenda with the Niagara business community.

• Seek formal business community input into the Region of Niagara’s infrastructure development and business development programs.

The initial directions envisioned by the Economic Growth Strategy Steering Committee, and the recommendations of community leaders from economic forums, have identified a set of priority growth sectors, including manufacturing that provide significant business development and investment opportunities over medium and longer term. 3.1 Explore and pursue opportunities for growth and new investment in both current and emerging strategic industry clusters: Current Industry Clusters

Emerging Industry Clusters

• Transportation, automotive and related manufacturing; • Tourism, hospitality and recreational services; • Business services; • Value-added agriculture processing; • Culture.

• Niche bio-product manufacturing; • Digital media and software development; • Environmental, energy and other “green” technologies; • Health and wellness, and life sciences.

STRATEGIC ACTION PLANS 3.2 Work closely with local municipalities and economic development partners to advance the economic priorities of Niagara’s Growth Management Strategy and Ontario’s Growth Plan. 3.3 Enhance the vibrancy of Niagara’s diverse economic base, with economic growth distributed throughout the region.

• Encourage the development of new value-added manufacturing processes (e.g., wine industry model and Port Colborne’s “carbohydrate valley” bio-products industry).

• Support infrastructure developments (e.g., water and sewer, transportation, energy and the creation of employment lands) that encourage industrial growth in Niagara, especially above the Niagara Escarpment.

• Develop a plan to create and implement the Niagara Gateway Economic Zone and the Niagara Gateway Economic Centre to stimulate investment, new industrial development and employment growth within the region.

3.4 Build on Niagara’s historic business strengths to develop new strategic growth areas.

• Encourage the development of new small and medium-sized enterprises (SME) in all emerging and targeted business sectors in Niagara.

• Expand and enhance Niagara’s communications and financial services cluster through the development and attraction of data centres and data warehouses.

• Strengthen Niagara’s transportation and distribution services cluster, building upon border security, warehousing, and logistics services.

3.5 Capitalize on Niagara’s comparative advantages, in particular its natural and historic features, which make it attractive to a wide range of lifestyle-related investors.

• Implement the major directions outlined in the Niagara Tourism Destination Development Plan.

• Diversify and expand the scope of activities and experiences for both tourists and residents by identifying, facilitating, packaging, cultural and tourism development opportunities across Niagara.

• Target Niagara tourism marketing initiatives towards higher value and overnight visitors.

• Continue to implement the recommendations of the Regional Chair’s Agricultural Task Force.

• Develop Niagara’s public and private research capacity to increase innovation and the competitiveness of key economic sectors.

• Foster the creation of co-operative marketing consortia in tourism industries to ensure a year-round, quality Niagara tourism experience.

• Diversify the tourism leisure segment through a stronger meetings and conventions market for Niagara.

STRATEGIC ACTION PLANS 4.0 IMPROVE TRANSPORTATION AND RELATED INFRASTRUCTURE. Niagara’s transportation system is a priority concern among businesses, government agencies and residents. Transportation inadequacies are limiting local economic growth. This strategy advocates consistent and rigorous pursuit of Niagara’s shortand long-term transportation goals. 4.1 Work toward the achievement of an effective, multi-modal transportation network for Niagara.

• Accelerate implementation of the Niagara Region Transportation Strategy and adequately fund its key strategic directions. Key projects to be advanced include: - Expansion of Highway 406 to Welland/Port Colborne; - Development of an intra-regional transportation system to ensure that citizens, workers, students, and visitors are able to move easily throughout the region; - Construction of the South Niagara East-West Arterial Corridor; - Development of improved multi-modal transportation hubs and cross border infrastructure; - Construction of a multi-modal Niagara-GTA corridor; - Integrate Niagara’s transportation strategy into a larger transportation strategy for the “Golden Horseshoe” region of Ontario and into the bi-national transportation strategy under development for the Niagara Frontier. • Integrate Niagara’s marine, rail, air, and trucking transportation systems at strategic locations.

5.0 MARKETING THE NIAGARA BRAND. The word “Niagara” has brand equity around the world thanks to the region’s majestic waterfall. Yet the dominance of this natural icon keeps potential investors from seeing more. To truly prosper, Niagara must be perceived for what it is: a diversified business community and multi-faceted tourism and cultural destination. This strategy lays the groundwork for Niagara to “brand” itself as an innovative business location and tourism destination in the minds of investors, tourists and the general public. 5.1 Create and execute the “Niagara Original” branding program.

• Create a “Team of Champions” to execute the new Niagara brand.

5.2 Position Niagara as a diversified, attractive, and progressive business community.

• Increase the profile/involvement of Niagara business leaders in external business organizations and associations.

• Generate targeted speaking engagements for Niagara business leaders external to the region.

• Develop media/public relations programs that increase third-party business coverage of Niagara.

• Implement a systematic public/private “ambassador calling program” with targeted federal/provincial trade commissioners.

5.3 Position Niagara as a multi-faceted, four-season overnight destination.

• Create a media/public relations program for Niagara targeting travel media and writers. 14

STRATEGIC ACTION PLANS 6.0 DEVELOP NIAGARA’S TALENT POOL.

Niagara has an experienced labour force of more than 200,000 people, including a high proportion of technically skilled workers that is attractive to employers.

• Encourage Niagara educational institutions to create programs that help provide a qualified supply of skilled labour for the regional economy.

• Broaden the base of apprenticeship programs to support skilled trades.

The direct correlation between educational achievement and positive economic development is well documented. It is clear that Niagara’s future prosperity depends on the strength of its people and on its capacity to produce and attract skilled graduates and versatile workers. The Integrated local Labour Market Plan (ILLMP) currently being completed by the Niagara Workforce Planning Board will provide important leadership in the continuing development of Niagara’s overall labour market.

• Increase our capacity to effectively match people to jobs based on skills and competencies, not credentials alone.

• Build awareness among Niagara employers about available education and training initiatives.

• Attract companies that can utilize Niagara’s existing talent base and develop training and re-training programs in growth industries.

• Recognize and build upon the strength of current educational infrastructure, community involvement and other innovative forms of education in Niagara.

• Support the skills development needs of displaced workers to facilitate their return to Niagara’s labour force.

• Develop a collaborative program promoting secondary and post-secondary school co-op and work placements among Niagara employers.

• Create short-term, intensive and skills training programs that meet specific employee upgrading needs, and help initiate workforce skills to jobs action plans.

• Explore opportunities for repatriation of workers who have left Niagara, as specialized labour shortages intensify.

• Build on Niagara’s significant competitive advantage with respect to trade, college and diploma certificates to help retain highly skilled

6.1 Encourage collaboration between, secondary and post-secondary institutions to create the most highly qualified individuals in order to provide the labour force for the future economic growth of Niagara in all sectors of the economy.

6.2 Maximize the skills of Niagara’s existing labour force within a transitioning economy.

• Continue the process of collaborative partnerships between Niagara College, Brock University, and other educational institutions.

STRATEGIC ACTION PLANS individuals to support the growth and success of Niagara’s economy. 6.3 Encourage Niagara employers to proactively participate in building a learning culture.

• Foster employer commitment to staff training and lifelong learning and highlight Niagarabased “best practices.” • Assist small and medium-sized employers to build human resource capacity, including the assessment of education/training needs and workforce development programs, and applied research capabilities.

6.4 Attract immigrants and actively integrate them into the Niagara community and economy.

• Work with Niagara-based immigrant support services to encourage the retention and relocation of immigrants to Niagara.

6.5 Improve Niagara’s overall educational attainment levels.

• Encourage stronger links between local employers and Niagara’s educational institutions, with a specific focus on improving the overall level of educational attainment by residents.

• Create bi-national educational partnerships in strategic employment fields (e.g., international trade, tourism, border security).

• Support the development of applied degrees that meet the needs of the local economy.

• Provide relevant information on Niagara’s social and economic opportunities to immigrants entering Canada.

Niagara College, Maid of the Mist Campus

Brock University, Main Tower

BENCHMARKING THE STRATEGY Navigating Our Future: Niagara’s Economic Growth Strategy 2005-2010, was the result of extensive stakeholder discussions over a seven-month period in 2004. The original Niagara strategy had a five-year time horizon and was intended as a dynamic plan that would be revisited on a regular basis in order to address changing circumstances that affect the region’s economic performance and potential. This revised economic growth strategy 2009 – 2012, is an updated plan based on a review and assessment of recent economic changes and related opportunities that are considered important to the regional economy.

(St. Catharines-Niagara CMA) as it pursues its strategic directions. Performance measurement indicators to be used at the CMA level include per capita GDP growth, population growth and composition, employment growth, industry cluster concentration and income levels. This will help to document our relative growth, competitiveness, and market positioning as a regional economy. With genuine collaboration between the region’s business, government and community organizations, Niagara can steer itself into a more prosperous future!

ECONOMIC GROWTH STRATEGY

There are many important tasks identified in the strategy that require identified lead agencies, along with timelines for delivery and anticipated performance measures of success. Lead partners and other stakeholders need to be engaged to help implement the overall strategy and identify relevant performance measurements so that an annual progress review can be undertaken. The Niagara Economic Development Corporation and the Niagara Region will continue to provide leadership in the implementation of the strategy, as well as identify other lead community partners and stakeholders who can be accountable in the implementation of specific action plans and report back based on established performance measures. Overall, Niagara will continue to benchmark itself against other Census Metropolitan Areas

FOR MORE INFORMATION For further information on Niagara’s Economic Growth Strategy, visit the Niagara Economic Development Corporation website at www.niagaracanada.com or the Region of Niagara website at www.niagararegion.ca.

NOTES:

The revised Economic Strategy 2009–2012 has been based on input from over 200 participants at the 2008 Niagara Economic Forum and ongoing consultations with stakeholders.

P.O. Box 1042 Thorold, ON CANADA L2V 4T7 Tel. 905.685.1308 E-mail: info@niagaracanada.com www.niagaracanada.com

2201 St. David’s Road P.O. Box 1042 Thorold, ON CANADA L2V 4T7 Tel. 905.685.1571 or 1.800.263.7215 E-mail: info@niagararegion.ca www.niagararegion.ca