2016 Hamilton Final

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Hamilton | 2 0 1 6

HAMILTON MOVING

FORWARD

Important investments in transit designed to improve access within and to the city.

Mohawk Receives ArcelorMittal Dofasco: $5 Million from Ronuses Joyce Reinventing steel

Get More Bang for Your City of Hamilton unveils Buck with a Hamilton Home Music Strategy

Port of Hamilton Exceeds Transforming former industrial Trade Expectations waterfront

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About the cover

A message from the mayor I t’s Hamilton’s time. Once again Hamilton topped the $1 billion mark in building permit values– the fifth time in six years– while maintaining the ranking as the most diversified economy in Canada (Conference Board of Canada).

Following the 2015 $1.2 Billion funding commitment for Light Rail Transit (LRT), the City of Hamilton established a memorandum of understanding with Metrolinx, set up a project office, and began detailed design work on the LRT system.

In terms of building a once in a generation transportation system in this city, it’s full steam ahead.

Additionally, the City of Hamilton has created an Economic Development Action Plan that will drive our collective economic efforts for the next several years. This includes defining our key economic sectors, measurable short term and long term goals,

and areas to enhance such as marketing and tourism and culture as economic drivers.

On the residential front, we are experiencing an unprecedented expansion of condominium construction. Mature neighbourhoods throughout the city have realized great returns as homes are being renovated and renewed, boosting the local real estate market and upping average home prices. As well, our numerous downtowns are active in bringing citizens together through special events highlighting local talent, products and services.

Optimism abounds and Hamilton’s reputation as a desirable place to raise a family and build a career, as well as a thriving economy in which to invest is quickly becoming the talk of the nation.

Clearly, we are once again Canada’s Ambitious City.

Fred Eisenberger Mayor

As part of Metrolinx’s Moving Ontario Forward plan, the Ontario government is investing up to $1 billion and will cover 100% of the capital costs of building the LRT in Hamilton. The LRT will run from McMaster University to the Queenston Traffic Circle.

P e r s p e c t i v e TM 1464 Cornwall Rd, Suite 5, Oakville, ON L6J 7W5 1-866-779-7712 info@perspective.ca perspective.ca

Publisher, CeO Steve Montague ViCe-PresiDeNT Ed Martin Marketing Coordinator Sabrina Woods Account Executive Graeme Molloy PerspectiveTM Hamilton was produced Independent of the City of Hamilton. Contents are copyrighted and may not be reproduced without the written consent of Perspective Marketing Inc. The publisher is not liable for any views expressed in the articles and opinions do not necessarily reflect those of the publisher or the City of Hamilton.

Canada s new tech town. '

D E V E L O P I N G N E W I D E A S I N H A M I LT O N ’ S C O R E

I N V E S T I N H A M I LT O N . C A

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The Global Impact of Hamilton’s Health Research

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amilton is an urban hotbed for life sciences research and development. Renowned for its nimbleness and deep collaboration between its life sciences institutions and business sector, it transforms the lives of people around the world.

The life sciences focus in Hamilton ranges from award-winning laboratory science and clinical trials to health policy development and product development – delivering a truly global impact.

Research in Hamilton is enriched by a comprehensive network – the Synapse Consortium, brings together a network of world-class research institutions and life sciences-related business organizations all based in Hamilton. McMaster University, its academic health science centre partners Hamilton Health Sciences, St. Joseph’s Healthcare Hamilton, and Mohawk College together form an integrated and nimble engine for research that has placed Hamilton at the forefront of life sciences developments for more than 50 years. Collaboration between these organizations unifies a diverse range of expertise – creating a unique platform for life sciences development unlike any other in Canada.

McMaster University is ranked within the top 50 universities in the world for medical and health research and education by several international ranking systems. Hamilton Health Sciences is the second largest research hospital in Canada. St. Joseph’s Healthcare Hamilton is leading in innovative health research ranging from minimally-invasive surgery to the latest developments in mental health.

Preventing the spread of infectious disease is an integral part of saving

The Synapse Life Science Consortium unifies a diverse range of expertise via renowned Hamilton-based institutions and organizations the lives of thousands of people in the event of a global pandemic. McMaster’s Michael G. DeGroote Institute for Infectious Disease Research is at the forefront of developing innovative diagnostic practices as well as novel antimicrobial and antibiotic agents – working to detect and address these threats – such as tuberculosis, SARS and other respiratory diseases.

The McMaster Stem Cell and Cancer Research Institute, which investigates the underlying cellular and molecular origins of human cancer, has developed a drug screening program that uses reprogrammed pluripotent stem cells to identify novel therapies for conditions from malignancy to neuropathies including pain.

Across Hamilton, researchers are also working on identifying the role of gut bacteria or microbiota in the

maintenance of health, including the brain. The Farncombe Family Institute for Digestive Health Research at McMaster University is finding the links between intestinal conditions and both chronic functional and inflammatory intestinal disorders including gluten sensitivity and psychiatric disorders such as depression and anxiety. Research teams at Hamilton Health Sciences and St. Joseph’s Healthcare Hamilton are also studying the connection between probiotics and the brain.

Through the development of novel diagnostics and treatments on the leading edge of science, the work of Hamilton life sciences researchers begins at the lab bench and ends with saving the lives of people most in need of care around the world.

Visit www.synapselifescience.com.

Proud Partners

hamilton chamber of commerce

your voice in business

The Synapse Consortium is a global leader within Canada’s biotech industry.

Hamilton, Canada hosts one of the world’s top-tier life sciences clusters, including major research institutions such as McMaster University, Mohawk College, Hamilton Health Sciences and St. Joseph’s Healthcare. Hamilton’s Chamber of Commerce, the Bay Area Health Trust and the Innovation Factory, link life sciences research and innnovation with business. The City of Hamilton’s economic development department has identified Synapse as a key growth cluster within the municipality.

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Transforming Your Journey

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amilton is changing – it is one of the fastest-growing urban regions and is attracting a growing number of new small businesses, entrepreneurs, and artists. How people move around the city is changing too – new investment in alternative transportation including transit, cycling, pedestrian mobility, car share and bike share, renewal of infrastructure, and changing attitudes toward multi-modal transport are positioning the city well to build a comprehensive rapid transit network.

The City of Hamilton has a long-range vision for a rapid transit network referred to as the B-LA-S-T network. The network will connect the east and west ends of the city, link downtown Hamilton to the Waterdown Commercial district, connect the waterfront to Hamilton Airport and also link the Ancaster Meadowlands to the Centre On Barton (Centre Mall).

Did you know?

The City of Hamilton has been planning for growth in the community for decades. Hamilton’s population is expected to increase to 780,000 by 2041. A robust transit system, including both traditional and rapid transit, has consistently been an important part of the City’s growth planning strategy.

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Perspective Building the first piece of the BLAST network: Light Rail Transit is coming to Hamilton Together with the City of Hamilton, Metrolinx is building Hamilton Light Rail Transit (LRT): a new 13-kilometre LRT line that will run through downtown Hamilton along Main and King streets, and along James Street North to the new West Harbour GO station. Hamilton LRT will connect McMaster in the west to Queenston Circle in the east, and protect for future growth through segregated LRT lines. The A-line will extend to the Hamilton waterfront, budget permitting, and connect to the existing Hamilton Centre GO Station through a highorder pedestrian connection at the James stop.

The Hamilton LRT is an integral part of the Metrolinx Regional Transportation Plan and will provide residents and businesses in the Greater Toronto and Hamilton Area with fast, reliable, convenient and integrated transit. With 17 stops, and connections with local HSR service, the Lakeshore West GO Transit line and multiple GO Bus routes, Hamilton LRT will drive economic growth and improve connectivity across local communities.

As part of Metrolinx’s Moving Ontario Forward plan, the Ontario government is investing up to $1 billion and will cover 100 per cent of the capital costs of building LRT in Hamilton.

Major construction is expected to begin in 2019 with the LRT in service by 2024. The City of Hamilton and Metrolinx work in collaboration as they continue to develop and refine the alignment of the LRT route, and engage various audiences across Hamilton in important conversation about the project.

The addition of new LRT service puts Hamilton closer to having efficient, fast and frequent regional rapid transit network needed to help the city and its businesses thrive.

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The Hamilton LRT will stimulate economic growth and contribute to the ongoing revitalization of Hamilton’s downtown, while acting as a catalyst for the development of high quality, safe, sustainable and affordable transportation options for our citizens.

It will be part of a multi-modal network of transportation options throughout the city that will attract new investors, grow our economy, broaden the tax base and bring more jobs to Hamilton.

This project represents an investment in tran sit but also an investment in improved quality of life for the community and the surrounding environment, as we move Hamilton forward.

Investments in local transit service are also underway The City of Hamilton is implementing a 10-year strategy to continue developing Hamilton’s local transit network (HSR). Local transit service will be enhanced to meet service standards, feed the LRT line when it’s in service and ensure the entire city is connected with reliable transit as Hamilton’s population grows.

Connecting Hamilton to the Greater Toronto Area and Niagara Region Metrolinx is expanding GO Train service to Hamilton as part of its 10year plan to transform the GO rail network. Current plans include service to Toronto in the morning rush from Hamilton GO Centre every 15 minutes and from West Harbour GO Station every 30 minutes. This service would operate in reverse in the evening rush.

During weekday midday and evenings, and on weekends, there would be hourly service in both directions between Union Station and Hamilton GO Centre downtown.

The Province is planning to bring new weekday GO rail service between the future Confederation GO Station in Hamilton and the Niagara Region starting in 2021,

Conceptual rendering of LRT in the International Village with service to Niagara Falls by 2023.

Three other stations are proposed along the corridor in addition to the Confederation GO Station – a new station on Casablanca Boulevard in Grimsby as well as upgraded VIA rail stations in St. Catharines and Niagara Falls. Construction on the new Confederation GO Station in Hamilton is expected to start in 2017, with completion expected in 2019.

SoBi Bike Share program thriving in Hamilton SoBi Hamilton, Hamilton’s public bike share system, was launched in March 2015. Since then, the system has been widely embraced as an integral and exciting part of Hamilton’s transportation system and cultural landscape. The new system utilizes smart-bike technology developed by Social Bicycles, and the innovative design gives users greater flexibility than traditional dock based systems.

Hamilton’s bike share system spans across approximately 30 square kilometres with

750 bikes at 115 hubs. The system is largely used for commuting by Hamilton residents, and is an excellent solution for first/last mile connectivity to transit. The uptake has been quite successful as the system has over 12,000 active users.

For more information about Hamilton’s LRT project visit Hamilton.ca/LRT.

Hamilton is home ď„?

Working at Hamilton Health Sciences means collaborating with world-class specialists focused on providing the best care to our patients. From elite health care to a vibrant arts and restaurant scene, Hamilton is my place to work, invest, and call home. ď„Ž Dr. Ryan Williams, Physiatrist Regional Rehabilitation Centre

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Driving steel From their home in Hamilton, Ontario, ArcelorMittal Dofasco’s team is working with global colleagues to design and develop steels that are transforming the design, performance and sustainability of autos

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ore than 5,400 employees at ArcelorMittal Dofasco make more than 100 grades of steel from the company’s home in Hamilton. These steels are used in the automotive, distribution, construction and manufacturing, consumer and industrial packaging and tubular sectors.

Each ArcelorMittal Dofasco steel coil is designed and manufactured to the exacting standards of the company’s customers for its intended end use, with very tight tolerances.

Dofasco is part of ArcelorMittal, the world’s largest steel and mining

company, and is Canada’s largest producer of flat rolled, or sheet, steel.

The company produces more than 4.5 million tons of steel for customers throughout the NAFTA region.

From Tin Plate Steel for food and industrial packaging to Ultra High Strength and Advanced High Strength Steels that form crucial parts for autos, each coil of steel is designed and manufactured to the exacting standards of the company’s customers for its intended end use. A significant amount of the company’s steels are used in the automotive sector, making

the company a crucial player in the NAFTA automotive supply chain.

In 1970, there were 7 grades of steel. Today, there are more than 200, with Advanced High Strength Steels being the fastest growing material in a vehicle. “There are hundreds of steel parts on the vehicle and they all do a different job. To get the best performance and best mass reduction, it’s useful to have all these grades,” Paul Schurter, the company’s Global Technology Manager, Automotive Product Applications, says.

Steel continues to reinvent itself, with the development of third generation Advanced High Strength Steels. This class of steel grades combines the strength of Advanced and Ultra High Strength Steels with enhanced formability, further increasing design flexibility. Some of these third generation grades are already being used in today’s cars and trucks.

Steel is also the most sustainable choice. “When we talk about sustainability, it’s more than just fuel economy,” Schurter says. “The current focus of fuel efficiency regulations is on tailpipe emissions, but the production process and disposal of a car or truck can account for a significant portion of overall vehicle life cycle emissions. We need to look at reducing greenhouse gas emissions by evaluating the whole life cycle of the vehicle – production, driving and recycling.”

In North America, steel has four to five times less CO2 emissions than aluminum during the production phase. Steel also offers

ArcelorMittal Global Auto Steel Innovation Timeline

2010

2011

2012

2013

S-in motion® ICE C-Segment

S-in motion® Electric C-Segment

S-in motion® Light Commercial

S-in motion® Plug-in Hybrid C-Segment

-70kg (-18%) vs -60kg (-15%) vs -45kg (-20%) current ICE baseline current ICE About 140 parts baseline upgraded

-50kg (-16%) vs current PHEV baseline

Upgraded in 2015

ICE = Internal Combustion Engine

2014

S-in motion® Pick-up Trucks

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“ In North America, steel has four to five times less CO2 emissions than aluminum during the production phase. Steel also offers light-weighting capabilities in the driving phase. When you apply steel to the vehicle, it supports about 25 per cent mass reduction, helping improve fuel economy and reduce greenhouse gasses.

light-weighting capabilities in the driving phase. When you apply steel to the vehicle, it supports about 25 per cent mass reduction, helping improve fuel economy and reduce greenhouse gasses.

In terms of recyclability, steel is very easy to separate from other materials in the scrapped vehicle because it is magnetic. Unlike alternative materials, there is an abundant amount of recycled steel – more than 80 million tons per year – available to manufacture new steel products. In addition, steel can be infinitely re-melted into any steel grade without losing strength, while other metals must be sorted by grade for re-melting to achieve the same properties.

“No other material has improved its fundamental performance characteristics for automotive applications like steel… and we’re not done by a long shot,” Schurter says.

Greenhouse gas from material production (in kg CO2e/kg)

2015

S-in motion® Truck Cabs

2016

S-in motion® Mid-size Sedan

S-in motion® Mid-size SUV

-174kg (-23%) vs -54kg (-17%) vs -86kg (-23%) vs -102kg (-20%) current Pick-up current cab current Mid-size vs current SUV baseline baseline sedan baseline baseline

EDUCATION

RESEARCH

COMMUNIT Y ENGAGEMENT

With the generous support of Michael G. DeGroote, McMaster University’s Health Leadership Academy has developed a focus on establishing education, research and community engagement initiatives to stimulate change within the challenging Canadian health landscape.

We will equip emerging leaders with the capabilities to change the health landscape by supporting a new leadership paradigm with the Emerging Health Leaders Program, a 2-week intensive program focusing on leadership development; Innovation by Design, a 3-unit design thinking course for upper year undergraduate students; and an EMBA in Health Transformation, currently in early development.

We will promote and endorse interdisciplinary research that shows strong potential for informing the training and development

of tomorrow’s health care leaders and transforming Canada’s health care system, with a focus on leadership and one or more of entrepreneurship, change management, digital transformation, innovation, and education. Currently, three studies are being funded.

By focusing on identifying solutions to local health related issues, we will find sustainable solutions with greater applicability and we will nur ture collaborative oppor tunities to engage stakeholders in transformative health leadership activities.

Michael G. DeGroote

HEALTH LEADERSHIP ACADEMY HL A@MCM AS T ER.C A  HE A LT HL E A DERSHIPAC A DEM Y.C A

HEALTH SCIENCES

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Manufacturing Sector Boosts R&D Investment

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hile Hamilton has long been known as one of the top medical research centres in Canada, research in manufacturing in the City has made great strides.

One example is a recent announcement by Gay Lea Foods Cooperative Limited (“Gay Lea Foods”).

The dairy co-operative announced a significant investment of $140 million over four years to establish an innovative, nutrition and nutraceutical-grade dairy ingredients hub in Canada. These investments will occur in three centres across Ontario one of which will include Hamilton. Its plant on Morley St. (operating as Salerno Dairy) will be home to a Research & Development Centre of Excellence. This working laboratory and innovation incubator will be the nexus between R&D and commercialization throughout Gay Lea Foods’ operations, and also service their partners in the dairy, food and health sectors. This investment was recognized by the Dairy Farmers of Ontario Chair,

Ralph Dietrich, “Dairy Farmers of Ontario congratulates Gay Lea Foods in their continued commitment to growing Ontario dairy, through the construction of new, state-of-the-art processing capacity and R&D Centre.”

Much of the strength in research manufacturing in Hamilton comes from the unique partnerships between the public and private sectors in the City. Redeemer University, Mohawk College and McMaster University all contribute strongly to research and development in all sectors including manufacturing. Mohawk College’s research and innovation department branded as iDeaWORKS has been recognized by Research InfoSource as one of the top 50 Research Colleges in Canada. Their metal and plastic 3D printing facility has been especially useful to small and medium sized enterprises in Hamilton in the creation of prototypes, test materials, and evaluation of production and parts design.

McMaster University is world renowned for their research across many platforms including manufacturing and their manufacturing research footprint in the city is vast. The McMaster Manufacturing Research Institute (MMRI) has a history of research excellence with six research labs.

Founded in 2000, MMRI provides a focus for high-profile research and serves as a vehicle for universityindustry-government interaction.

McMaster industry partnerships with the private sector is best represented by the awarding of a Research Chair

by ArcelorMittal Dofasco. “This Chair was an outcome of a Manufacturing Summit that we hosted in conjunction with the Conference Board of Canada,” said Sean Donnelly, President and CEO, ArcelorMittal Dofasco.

“Having this Chair at a research intensive university like McMaster will enhance the profile of manufacturing in Hamilton and Canada”.

Norm Schleehahn, Manager of Business Development with the City of Hamilton likes the direction this sector is going in – “an announcement like Gay Lea Farms shows while Hamilton has always been a hub for traditional manufacturers, they are evolving and using Hamilton facilities, partnerships and people to innovate their business”. With the brain power at Hamilton’s major educational institutions and the desire of the private sector to create new technologies and opportunities going forward, Hamilton is a desired venue for corporations and students alike.

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New leadership program at McMaster University aims to grow community engagement A leader in community building

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amilton has long enjoyed a reputation as a city built on the strength of its community.

And McMaster University Centre for Continuing Education’s new Leadership in Community Engagement Certificate (LCE) will only help that sense of community grow.

Developed as a collaboration involving the Neighbourhood Leadership Institute, Hamilton Community Foundation, McMaster School of Social Work, and McMaster Faculty of Social Sciences, this academic certificate offers a unique professional development opportunity for community-builders working in a wide variety of fields from education to social work to municipal planning and more.

“The Hamilton community had been asking for targeted educational opportunities around collaborative leadership and community engagement,” says McMaster Centre for Continuing Education Director Lorraine Carter.

“This program, developed through strong local partnerships and in response to research conducted in Hamilton, is our answer.”

Launched this October, the fivecourse academic program combines in-person and online learning with mentorship and opportunities for experiential learning. The curriculum covers topics such as communication and conflict management, the facilitation of collaborative leadership, and community-based project planning, taught with a focus on grassroots, antioppressive, collaborative leadership development within diverse urban communities.

The goal, says Sarah Glen of the Hamilton Community Foundation, is to help experienced community developers increase their knowledge and skill in engagement initiatives while building a strong professional network.

“We believe that leadership is a process, where the collective impact comes from working together for positive change,” she says.

Maria Antelo is one of 50 students who signed up for the LCE certificate program this fall. Employed as a community developer at the Hamilton Community Legal Clinic, she has 20 years of experience working with new immigrants and refugees in the Hamilton region.

Antelo says she is looking forward to enhancing her practical skills with theoretical knowledge. “It’s also important to be able to learn about what is being done in other places and to hear the perspectives of other participants doing similar work,” she notes.

Cole Gately is one of the instructors and developers of the Foundational Principles and Practices in Community Engagement course. He says he’s impressed by the wide range of professional backgrounds represented in this fall’s inaugural class.

“We have people who work for the City, the school board, the library, and the social planning and research council, as well as some from Ontario Works (social assistance). Some students are in management or leadership roles already, but not all are at the top of the hierarchy,” he says.

Gately has been a community activist since he moved to Hamilton to attend university in the late 1980s and has been working in the area of homelessness for almost 20 years. “As an educator who has also done a lot of work in the community, I’m able to straddle both worlds,” he says.

When it comes to community engagement, Gately says that Hamilton is ahead of the curve. “Hamilton is an urban centre but it’s also small enough for people to feel like they are part of the decision-making process,” he explains.

Being able to offer a professional development opportunity like LCE will only enhance the way community

Maria Antelo is one of 50 students who signed up for the LCE certificate program this fall. Employed as a community developer at the Hamilton Community Legal Clinic, she has 20 years of experience working with new immigrants and refugees in the Hamilton region. agencies work together to tackle common challenges.

“Hamilton will really benefit,” says Gately. “There will be people out there working in important roles in the community who will have a greater connection to each other and who will be working from a community engagement perspective.”

Glen couldn’t agree more.

“What we’ve learned over the past decade of doing community work in Hamilton is that relationships are central to any broader social change,” she says.

“It is my hope that this certificate program will create an inspired, engaged, and self-reflective cohort of professionals engaging in a variety of

community-building relationships that will move the dial forward so we can make real change.”

To learn more about the Leadership in Community Engagement Certificate visit https://mcmastercce.ca/lce Win your first course! Tweet a 30-second video about why you love Hamilton to enter.

Share your response with @McMasterContEd with a short video clip and tweet it with the hashtag #loveHamOnt.You will be entered to win a free seat in one of the January Leadership in Community Engagement courses.

Applications are open now for courses starting in January.

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West Harbour Re-Development Vision for the Future A unique mix of residential, commercial, and institutional use in alignment with Council approved policies

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t’s a project that has been years in the making and is nearing a crescendo as the City of Hamilton prepares to enter the most ambitious phase of its West Harbour Re-Development Plan – significant residential and commercial development on Pier 8. Transforming the former industrial waterfront has been a City priority since the early 1990s, with tens of millions of dollars’ worth of investments made in ecological restoration efforts, extensive parklands, marine recreation facilities, and visitor attractions; and now, after years of consultation and legislative approvals, the City is looking to the private development industry to help bring a permanent population and enhanced year-round animation to this unique waterfront property that will soon be home for up to 1,600 families.

“We’re at that critical stage that will really transform the area,” says Chris Phillips, the City’s head of the West Harbour Re-Development. “It will be the ability to partner with the private sector for their expertise, vision, and innovation that will assist in fulfilling the City’s vision for the area.”

Hamilton’s planned process to sell these lands represents a departure from the traditional practices employed by municipalities and public agencies, in that it is focussed on a “partnerfirst”, rather than a “transaction-first”, approach, where the City and developer have a vested interest in each other’s success.

The Pier 8 real estate solicitation process, slated to publicly launch in January 2017, will engage with the private development industry and proactively solicit development proposals and financial bids to bring an already well-defined vision to fruition.

Developers will be expected to deliver a mix of residential, commercial,

The City of Hamilton’s waterfront redevelopment positions the community to meet the cultural and recreational needs of a growing city. Over the last three decades, investments are helping to transform this area into a genuine public space for people to live, work, and play. and institutional use buildings in alignment with Council approved policies and other criteria that will promote a diversity of market rate housing options, forward thinking design, and sustainability solutions on Pier 8. The City has significantly improved the site in terms of legislative policy, environmental condition, municipal servicing, and public realm improvements, which reduce the financial investment, marketing, and time risks that a developer typically must take on its own.

Hamilton is making a bold announcement to the private development industry that it is willing to “put its money where its mouth is,” and take a meaningful stake in its own future investment and growth potential.

This once-in-a-lifetime opportunity

is available to the right party who can prove their capability, financial capacity, and willingness to work with the City to make the vision a reality over a long, time horizon. Finding a partner with the right combination of desirable attributes and an aligned proposal is the City’s primary objective.

The City won’t be alone in this journey. Guiding the City through the process is Deloitte Canada’s National Real Estate team, who will assist in strategizing and executing the solicitation process. Through their counsel, the City has established a multiphase solicitation process starting with a pre-qualification stage (RFQ), through to a request for proposals (RFP), and ending with a transaction negotiation phase. The process is designed to zero in on the most qualified candidates

first, and then leverage the competitive environment to extract an optimal balance between maximum financial value and community benefits, from the lands.

The city-as-land-developer and leveraging a competitive land sale process to fulfill city-building policy objectives are two innovative strategies that are increasing in popularity with Canadian municipalities and public agencies. Hamilton is excited to see the vision for its waterfront be fulfilled through this process and welcomes the development industry and rest of the country to watch, participate, and be inspired.

For more information contact Chris Phillips, Waterfront Initiatives, City of Hamilton at 905-546-2424 x 5304 or visit Hamilton.ca/westharbour.

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Engaging the Broadband Economy Hamilton lands on top 21 Intelligent Communities

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amilton is an Intelligent Community, not simply because it was recognized by the Intelligent Communities Forum as one of 21 Smart Communities in the 2016 Intelligent Communities Awards, but because it recognizes these opportunities, makes plans, and works to develop broadbased opportunities for all Hamiltonians.

The Intelligent Communities Forum (ICF) is a think tank and global network of cities and regions. Nominations are evaluated across six indicators such as access to broadband, innovation, and knowledge workforce. Hamilton was selected into the “Smart21” from among more than 360 municipalities applying from around the world.

Global Hamilton led this initiative, with support from the Mayor’s Office and input from City of Hamilton staff across the corporation. In the

aftermath of the competition, Mayor Fred Eisenberger took steps to work on areas of weakness identified by ICF. “The Mayor’s Intelligent Community Task Force is an opportunity for our municipal government to sit down with our large institutions and talk about how we collectively move towards creating a more connected and mobilized community,” says Mayor Fred Eisenberger. “Hamilton wanted to attain a designation that looked at marketing a community in a more holistic point of view – this is why we worked to be recognized as an intelligent community rather than just a smart city.”

Specific objectives of the Mayor’s Intelligent Community Task Force include examining and assessing Hamilton’s information technology infrastructure and developing a citywide digital strategy.

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Hamilton was selected into the “Smart21” from among more than 360 municipalities applying from around the world.

“Using our 2016 application as a benchmark, we will apply again in 2018 after doing significant work in our community. Our 2018 application will look very different from our 2016 application,” says Mayor Fred Eisenberger. “Being an Intelligent Community is part of a broader initiative by Global

Hamilton to encourage international attraction of entrepreneurs and firms to Hamilton. Hamilton welcomes immigrants and newcomers because we know that they are ambitious and entrepreneurial.”

For more information on Global Hamilton, visit www.investinhamilton. ca/why-hamilton/immigrant-friendly.

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Making a Plan… Making a Difference Hamilton’s Neighbourhood Action Strategy team will oversee the $2M earmarked to support neighbourhood development

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he City of Hamilton as part of its Neighbourhood Action Strategy is committed to the motto “one person at a time”.

Hamilton’s Neighbourhood Action Strategy (NAS) is focused on helping neighbourhoods be great places to live, work, play, and learn. The NAS was launched in 2011 as a response to the social, economic, and health concerns within 11 of Hamilton’s vibrant neighbourhoods include Beasley, Crown Point, Davis Creek, GALA, Jamesville, Keith, McQuesten, Riverdale, Rolston, Sherman, and Stinson. The NAS has been involved in a variety of successful initiatives including the McQuesten Urban Farm; the Learning Annex initiative; Building Momentum Hamilton; and, the Neighbourhood Engagement Matching Grant Program (NEMGP).

The Neighbourhood Action Strategy team oversee the $2M earmarked to support neighbourhood development.

To date, the City has expended or committed $1.75M from this fund which has leveraged $5.5M in direct investments from external sources – a nearly 3:1 return of City investment.

“We got our marching orders from City Council to go make these communities better and the way we have done that is to create capacity amongst residents and we’re here to support them along the way,” says Al Fletcher, Manager of Neighbourhood Action Strategy. “We have all these great programs going on but it’s about residents creating positive change and things like the McQuesten Urban Farm are simply the tools to get them engaged.”

The City of Hamilton provides the organizational administration and coordination support to many components of the Neighbourhood Action Strategy. These include neighbourhood action planning, action implementation, community development work, project development and management, policy support, grants funding, partnership initiatives, and evaluation.

Evaluation of program in 2015 by the University of Toronto and the Social Planning and Research Council of Hamilton noted that the NAS is changing the culture of community engagement in Hamilton

and has opened new channels of communication between residents and the City. Planning teams acknowledge the importance of inclusion, reaching out to engage neighbours and ensuring meetings and events welcome to all. There also exists a sense that patience is important in this work, and that everyone is committed to the long game.

Funding partners – the City of Hamilton, the Hamilton Community Foundation, and Hamilton Best Start program – were joined by the Social Planning and Research Council of Hamilton (SPRC) in February 2014, who now provide oversight of the Community Developers involved with the project and of the Small Project Grants. The Small Grants Project Funding is to be used to support projects identified by resident members/groups as a way to get new ideas and people working together on projects within any of the 11

neighbourhoods. Each neighbourhood neighbourhood/hub has up to $5,000 to spend on local projects. Each project or activity can apply for up to $1,500 per project per year.

“I remain amazed with the commitment of residents to support improvements to their individual neighbourhoods as well as the community partners who step up to support the resident-championed actions,” says Fletcher. “It is also evident that our own City of Hamilton Departments are changing their service delivery methods to meet the needs of the neighbourhoods and without hesitation be there to support residents’ actions.”

Today, residents have identified a need to review and renew their plans; therefore, throughout 2016 and 2017, the 11 neighbourhoods will be updating the work plan components of their plans to validate, revise and determine their priority actions moving forward.

SOUTHERN ONTARIO’S GA

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ach year, about 600 ships travel into and out of Hamilton Harbour on Lake Ontario. They carry iron ore used in steelmaking; finished steel for auto making and other manufacturing; consumer-grade gasoline; Ontario-grown grain headed for export; even Caribbean rum for a summer cocktail.

In service to these diverse industries, the port provides efficient transportation to Canadian businesses, and supports regional economic growth.

A modern port is more than marine: it is a robust multimodal hub providing essential connections to rail and trucking.

From its strategic location at the western end of the Greater Toronto Hamilton Area, port users can reach more than 100 million consumers in Canada and the US. For more than a century, Hamilton has been a proud port city with a dynamic, diversifying economy. The Port of Hamilton is an engine of this growth and dynamism, delivering the goods Ontario’s economy needs today and tomorrow.

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Hamilton is home  It’s a privilege to work at a world-class organization that happens to be in my own backyard. My family moved to Hamilton nine years ago and we haven’t looked back! 

Katie Porter, Director of Research Administration Hamilton Health Sciences

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Health Professionals across the globe attracted to Hamilton

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amilton has a lot to celebrate when it comes to health care, and like Hamilton’s many other success, it all boils down to people. At its heart is a long standing effort and tradition of research, teaching, and most importantly delivering worldclass patient care. This translates into exceptional hospital programs – among the best stroke outcomes in Ontario, highest volume cardiac surgery in Ontario, most daily chemotherapy in Ontario, 1 of 2 burn units, 1 of 3 stem cell transplant programs, fastest growing and second largest children’s hospital in Ontario – to name a few. The result being the critical mass required for centres of excellence that attract public and private sector investment, including IBM’s innovation centre, and the Fraunhofer Institute for Cell Therapy and Immunology. Hamilton Health Sciences (HHS) research enterprise is now the fourth largest in Canada.

“The potential for economic development is huge because the best researchers get the most research dollars, and Hamilton Health Sciences is among the top in attracting private sector investments,” says Aaron Levo,Vice President, Communications and Public Affairs, Hamilton Health Sciences.

Dr. Richard McLean, Chief Medical Executive at Hamilton Health Sciences, explains how this came about, and how they continue to attract the best international talent: “Our organization has developed a critical mass that supports academics by bringing complex cases together in one area so that clinicians can be more effective.

Our secret is the partnering between the hospital and university, along with our central mass of researchers. We’re building our reputation for doing clinical trials in partnership with industry in a very rigorous way.”

The Academic Practice Certificate of Registration through the College of Physicians and Surgeons of Ontario plays a significant role, with McMaster University one of six qualifying institutions in Ontario. Physicians require a medical degree from an acceptable international medical school, and a full-time teaching or a full-time research appointment at an accredited medical school in Ontario at the rank of full or associate professor.

As part of his role, Dr. McLean is actively involved in recruiting Heads of Departments like Dr. Michael Stacey, who was appointed Surgeon-in-Chief for Hamilton Health Sciences in 2014, building on over 25 years of experience as a leading surgeon, researcher, professor, and physician in Australia.

“When I started looking at positions here there was one open at HHS and McMaster and the appeal of the combined connection and

the opportunity it provided was a strong motivator for me. McMaster is internationally renowned for its clinical and research standards,” says Dr. Stacey.

“When I came for the interviews, I was surprised with the people I met, both clinicians and administration, and their approach to delivering good health care.”

Dr. Stacey is the founding Chairman of the World Union of Wound Healing Societies with a research interests in wound healing in venous leg ulcers and the prevention of ulcers in individuals with spinal cord injury. Since his arrival he has developed a research committee for the Canadian Chapter of the World Union of Wound Healing Societies and was co-convener of their latest annual conference. Dr. Stacey cites a number of reasons for choosing Hamilton over other opportunities and communities beginning with family, career prospects, and of course the geography.

“Industry is interested to get involved in wound healing in regard to treatments. I could do that in Australia but with more difficulty, so for me having that contact and access to industry was another attractive feature,” says Dr. Stacey. “As a city, Hamilton

has these hidden, very good parts and geographically with the trails and escarpment, you’re close to the ‘bush’ as we call it in Australia. For me it’s been a good move.”

More recently, cardiologist Dr. David Conen has been recruited to St. Joseph’s Healthcare Hamilton, and is a researcher with the Population Health Research Institute (PHRI), a partnership between Hamilton Health Sciences and McMaster University. He moved to Hamilton two months ago from University Hospital Basel in Switzerland with his wife and two children.

“We’ve been welcomed very warmly and like the Canadian hospitality. My work was the main reason for the move, but my family came for a two week vacation to see whether we liked the area. So the beautiful nature trails and bike paths were all part of our decision,” says Dr. Conen. Adding “this combination of clinical work and research was a pre-requisite to come to Canada. The College of Physicians and Surgeons of Ontario have a licencing program that was very helpful in the decision, not having to redo my exams all over again.”

Quality craft beer here.

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Here being Hamilton. The Collective Arts Brewing beer store is now open.

Sample and buy our entire line up of beers and discover a new artist while you're at it. To book your weekend brewery tour and/or event in our 10,000 sq. ft. hospitality space, contact brewery@collectiveartsbrewing.com.

Cheers.

207 Burlington St. E., Hamilton, Ontario 7 days a week, Mon-Wed 11AM – 7PM Thurs-Sat 11AM – 9PM Sun & holidays 12PM – 4PM collectiveartsbrewing.com

Culture shock.

A C R E AT I V E C I T Y S E T T I N G N E W T R E N D S A N D S H AT T E R I N G T H E S TAT U S Q U O

I N V E S T I N H A M I LT O N . C A

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Business Parks. Building the Future Economic Development Action Plan showcasing future growth opportunities

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amilton is open for business.

The City of Hamilton is home to nine business parks/ districts that offer a wide variety of buildings for sale or lease and vacant parcels of land for future development opportunities.

Hamilton’s ongoing success in developing these employment lands, including the latest surrounding the John C. Munro Hamilton International Airport – now referred to as the Airport Employment Growth District or AEGD – is reflected in the fact that the Real Estate Investment Network (REIN) of Canada repeatedly ranks Hamilton as one of the top locations in which to invest in Ontario.

“This will be our main employment growth area moving forward along with Red Hill Business Park which is filling up.” says Guy Paparella, Director,

Hamilton is a proud member of the Economic Developers Council of Ontario’s (EDCO) Advanced Manufacturing Network. Launched earlier this summer by nine Ontario communities, this exciting initiative allows Network members to collaborate and share vital information about the diverse manufacturing sector that contributes significantly to the overall Provincial economy.

The network is well underway on its first research project – Asset Mapping for the Manufacturing Sector. This mapping aims to inventory of all the built assets, track the supply-chains within the sub-sectors, determine the

The $100 million Canada Bread plant covers nearly 400 000 square feet on Nebo Road in Hamilton.

Canada Bread is a wholly-owned subsidiary and proud member of Grupo Bimbo.The plant produces a variety of products including breads, buns, English muffins, and tortillas.This plant is one of the anchor tenants in the Red Hill Business Park.

gaps within the market, and identifies strengths as well as synergies within the participating communities and regions.

This project is a crucial first step and will ultimately be the platform to support the business retention and investment activities for Hamilton, as well as other participating communities.

As a result of the work done to date, more economic development offices around the province are expressing interest in participating, and there is a strong commitment from members to ensure the sustainability of this research as well as future activities determined

by EDCO’s Advanced Manufacturing Network.

Growth Planning, City of Hamilton. “We are targeting who we want to see in the AEGD, and making sure we move efficiently and effectively to create jobs and start creating more municipal assessment for the area.”

As part of this targeted effort, the City of Hamilton producing a new Economic Development Action Plan that will support the corporate Strategic Plan adopted by Hamilton City Council.

Within the Action Plan are a variety of priorities for each business park that includes capital improvements to road access, onsite infrastructure improvements, and working to prepare “shovel ready” sites. These are locations with the necessary designation, zoning, permits, and servicing/ utility infrastructure in place for development is a priority. The Action Plan also includes a call for a more robust overall Marketing Strategy for

the promotion of employment land opportunities.

The Red Hill Business Park consists of approximately 628 hectares of industrial zoned land, and is strategically located at the junction of the Lincoln M. Alexander Parkway and The Red Hill Valley Parkwayonly minutes from the Queen Elizabeth Way and Highway 403.

The City has also streamlined services for investors to identify the best property for their project.

Helping businesses build, expand, develop, and start up faster and more efficiently is a priority. Aptly named, One-Stop Service, this section of City Hall is designed to assist investors with the following: timelines, applications, costs, processes for starting or expanding a business, and locating additional resources and key contacts.

For more information and the latest updates visit www.investinhamilton.ca.

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t provides a variety of uses including farm, residential, retail and industrial.

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McMaster University’s DeGroote School of Business

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earning and life go hand in hand, so it’s not so unusual that McMaster University’s DeGroote School of Business would impact the city of Hamilton in a positive manner.

While students paying rent, buying groceries, and partaking in the city’s thriving arts and culture scene all deliver some economic impact, the greater impact from DeGroote’s MBA students comes from the School’s co-op work terms, as well as initiatives like its Pitching in for Charity challenge, according to Jennifer McCleary, Director, Student Experience, at the DeGroote School of Business.

“We were the first business school in Canada to offer an MBA co-op stream, and DeGroote currently offers three co-op terms over a 28-month period,” says McCleary.

“Our relationships with employer partners are strong – many companies in Hamilton and across Southern Ontario hire Commerce interns and MBA co-op students directly from

DeGroote. Our success rate is also very high. On average over the last five years, 84 percent of MBA co-op graduates were employed six months after completing the program.”

With the winner of the 2016 Pitching in for Charity challenge recently announced, tangible and measurable results are also evident.

During the two-week challenge, 24 learning groups of first-year students were matched with a local charity partner and created an eight-minute pitch that answered the question: What would your charity do with $5,000?

First-year student Colin Rodrigues saw both the immediate and longterm benefits of DeGroote’s MBA

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program. “Partnering student groups with different charities gives students the chance to take their experience, knowledge, and creativity and apply it to organizations that are trying to help others,” says Colin. “After graduating, I hope to be able to use the knowledge I have gained from DeGroote’s MBA program to assist community groups in becoming more efficient with their resources so that more aid is available for those in need.”

Prizes awarded to the charities represented by the student groups included MADD Canada ($5,000), Thrive Child and Youth Trauma Services ($2,500), and the Boys and Girls Club of Hamilton ($1000).

Some lessons just can’t be taught in the classroom. When it comes to solving real-world business problems, utilizing the knowledge they learn in the classroom, and developing valuable professional relationships, the DeGroote School of Business is leading the charge.

Think you can change the world with a degree?

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calling big, or it can be small, like asking a single question small. It’s about what you choose to do on the one hand, and who you are on the other. You are more than your job, and changing the world is more than making something or helping someone.

To change the world, we need to listen, communicate, research, create. God has a calling for each of us, wherever we go. And that changes everything.

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At St. Joseph’s Healthcare Hamilton, your nurse is just a tap away Imagine healthcare that continues from hospital to home – with one call to make, and one person to watch over you.

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he care team that you meet in hospital is the one who manages your recovery at home. Imagine having access to your care team 24 hours a day, 7 days a week as they answer your questions through an iPad or by phone.

This unique healthcare program is happening today. It began in Hamilton

and is now being adopted in hospitals throughout Ontario.

It’s called Integrated Comprehensive Care.

Integrated Comprehensive Care fosters a smooth transition for patients from hospital to home. Designed by the St. Joseph’s Health System, the program provides patients with continuous care – allowing them to go home sooner while also improving patient outcomes.

The program has been tested with patients undergoing major surgical procedures as well as patients with chronic diseases.

Preliminary research proves that this new program is working by: • Reducing patients’ average length of stay in hospital by up to 3 days • Reducing readmission rates to hospital by up to 11.3% • Reducing costs by up to $5,080 per patient Most importantly, patients tell us that the program makes them feel less anxious about being discharged from the hospital, and well cared for while at home.

After a successful pilot at St. Joseph’s Healthcare Hamilton, the Province of Ontario decided to expand the program to other hospitals in 2015. The

St. Joseph’s Health System is a mentor and coach to these institutions as they launch their own bundled care programs inspired by Integrated Comprehensive Care.

For more information about research at St. Joseph’s Healthcare Hamilton, visit research.stjoes.ca

Entrepreneur Talks @ Hamilton Public Library Join us on Mondays at Central Library’s Circuit 4.0 for a speaker series featuring entrepreneurs from local business. Visit our Makerspace and Digital Studios for your small business needs.

Monday, December 5 at 6:30pm

Emily O’Brien, founder and CEO of social marketing company gatherr.ca, will share her marketing secrets and discuss the importance of using visual social media with a focus on Instagram.

Monday, January 9 at 6:30pm

Ale Lagunov, owner of Lex and Lennon Curated Gifts, will discuss her journey into the world of small business and share what she’s learned so far as a mompreneur.

Monday, January 23 at 6:30pm

Matthew Surina, Director of Event Management for Hub of the Hammer, will discuss starting out as an entrepreneur and the importance of keeping things local.

Monday, January 30 at 6:30pm

Today’s Power Up Monday features guests from the Mohawk College Alumni and Faculty Speaker Series.

Monday, February 6 at 6:30pm

Don’t miss Julie Cole – co-founder of Mabel’s Labels, successful entrepreneur, mom blogger and busy parent – as she discusses growing a basement start-up into an award-winning business all while raising six kids!

Julie will also touch on bringing a brand new product to market, marketing tactics and work culture.

Monday, February 13 at 6:30pm

Professor Karina Arias, with the Mohawk College Alumni and Faculty Speaker Series, will speak about Women and Citizenship.

Monday, February 27 at 6:30pm

Let us show you how the Library can help build your business by using our Makerspace resources and our collections.

www.hpl.ca Your Library card connects you Lynda.com is a leading online learning platform that helps anyone learn business, software, technology and creative skills to achieve personal and professional goals.

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LiUNA… More than just a Union!

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amilton is a place steeped in history and tradition that has continued to look forward. That local attitude is what makes Hamilton special, and the organizations there are unique – even when it comes to organized labour. Meet the men and women of the Labourers’ International Union of North America (LiUNA) Local 837.

The Labourers International Union of North America was chartered on April 13, 1903 with the first Canadian local Union chartered in 1919. The driving force behind the organization then was the poor treatment of immigrant workers in Canada, with racial inequality an accepted business practice at the time.

Early struggles for labour unions in the 1950s focused on safety and labour legislation to protect workers.

It was at that time that Enrico Heny Mancinelli became a member of Local 837. He organized and brought thousands of immigrants into organized labour. Eventually he became Business Manager for the local and was instrumental in starting up the first Labourers Pension Plan in 1968 and taking it nationally in 1971.

Enrico passed away 10 years ago but his legacy lives on through his son, Joseph Mancinelli, who today is LiUNA’s International Vice President and Regional Manager for Central and Eastern Canada – overseeing the very pension plan that his father founded.

Enrico’s positive outlook has also created new opportunities for investments and jobs for members.

“That was their influence and what they fought for, and we’re trying to

change that outlook with the things we advocate,” says Joseph. “Now we find solutions without a strike. We are now focused on cooperation to ensure the things that our members and contractors care about, especially training, are addressed. We have nine training centers across Canada.”

However, it’s that pension that has made the real difference. With $7 Billion in the pension plan across Canada that money is now invested in creating construction jobs for members and other trades through a Conversion Fund which takes derelict buildings and converts them into residential projects, as well as through the only Infrastructure Fund in Canada.

“It’s incumbent on those of us left behind to make things better and make our ancestors proud,” says Joseph. “We are the new face of organized labour, the largest labour union in Canada, and different from what most Canadian’s perceive as a union.”

The men and women of LiUNA Local 837 work in the worse conditions – rain, snow and cold, and extreme heat.

They work hard for their money. They want good health care for their family and a good pension at the end of the day.

“We ensure that when they retire our members will get a good pension. We’re not relying on the Canadian Pension Plan (CPP) for a good quality of life after retirement,” says Joseph. “We want LiUNA to be the value and we would like to see a higher cap on savings for pensions. We have been leaders in our pension plan and are using our financial strength in the economy.”

In Hamilton, that has translated into LiUNA’s redevelopment of the Lister

Liuna Station

Block, and the 1930s CN Station converted into LiUNA Station. More recently, it’s the development of a 22 story student housing facility for 300 students next to the Lister Block and the scheduled redevelopment of the northeast corner of King to King William.

This level of engagement is previously unheard of and that’s also a big reason behind the changes.

“It has changed the perception of a union like LiUNA, and now the community sees us as a partner in community development. This is also new to our members and we’re now doing more,” says Joseph. “The business community in Hamilton are now our partners because they understand the value of a safe workplace. We’re doing our part, especially in Hamilton, and we’re proud of the role we’ve had in the gentrification of the downtown.”

LiUNA Local 837 was first chartered on June 18, 1950, today the local represents 4,000 workers in the Hamilton-Niagara Region. Included are 750 members in the Industrial Sector

LiUNA Builds Communities!

LiUNA stands for fairness for the working people, regardless of colour, gender, race or ethnicity, no matter our country of origin.

We stand for helping employers succeed based on providing the highest quality of work in the world and by being responsible members of our communities.

We stand for power for working people.

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LOCAL 837 Feel the Power Learn more at www.LiUNA.ca

William Thomas redevelopment (cleaners, caretakers, factory workers, food processors and security employees).

For more information on Laborers’ International Union of North America Local 837 visit http://liunalocal837.com.

Robert Thomson Building 10 King Street West, 1 Hamilton, Ontario

Plaza Suite 608

9,144 SF Great space located in the very center of the complex. Many reusable improvements

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9,047 SF Great open, column free office space; existing server room with raised floor

Parking Allotment: U nderground parking for up to 1,300 vehicles, EV charging stations and secured bike room

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4,833 SF New base building shell

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120 King Street West

VACANT SPACE

20 King Street West, 1 Hamilton, Ontario

Suite 230

Landlord : Second Real Properties Limited Floor Plate Size: 20,500 SF

Landlord : Fourth Real Properties Limited Floor Plate Size: 38,400 – 40,400 SF Parking Allotment: U nderground parking for up to 1,300 vehicles, EV charging stations and secured bike room

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Class A office space in Downtown Hamilton

Real Properties 905-522-3501 Leasing inquires please email Jocelyne Mainville jocelyne.mainville@yalecanada.com

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Celebrating Hamilton’s Musical Legacy City of Hamilton & music industry partners on music strategy

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hink of Hamilton music and what comes to mind?

For some, it may be the unmistakable voice of Frankie Venom whose band Teenage Head defined Canadian punk in the early 80s. In recent years, The Arkells’ professed love for Hamilton has spread near and far. Others may reference Hamilton’s treasured blues and jazz musicians Harrison Kennedy or Jackie Washington, or the Hamilton Philharmonic Orchestra’s spectacle of sound. Still yet, Hamilton is also home to Daniel Lanois, album producer for iconic artists such as Bob Dylan, Neil Young and U2.

In actuality, Hamilton established itself as a vibrant “music community” long before the rise of blues, folk, jazz or rock ‘n’ roll. The city’s musical roots stretch back to the late 19th century with the Hamilton Conservatory of Music, where thousands of musicians had their start and where the city established itself as an important regional centre for music (now expanding into all of the arts).

Add to this rich history the incredible momentum driven by such events as Supercrawl and the JUNO Awards that the city hosted in 2015, generating an estimated $10 million in economic impact. Clearly it is high time to celebrate Hamilton as a music city.

Hamilton city council laid the groundwork for a local music strategy in 2013, in line with the Province’s recognition of the music sector as a major economic driver. This led to the Province establishing a $45 million investment fund to showcase Ontario’s music industry globally.

Hamilton’s music strategy started as a collaborative working group of municipal staff and local music advocates and artists, who steered the strategy’s development, and extended outward to the community for consultation and feedback. What emerged was an action plan intended to sustain the

Supercrawl 2016 was a huge success with thousands of people lining James Street North to hear live music, take in art installations, shop and dine in downtown Hamilton. momentum of Hamilton’s robust music scene, and to establish Hamilton as a key destination to write, record, perform, and experience live music.

Action plan items include a review of city by-laws and zoning to identify barriers to the local music industry, such as prohibiting amplified music on patios, and to create more diverse venues for live music.

Over the last two years, the over half of the Hamilton music strategy’s actions have been completed. Taken together, these actions are about more than fostering a thriving music scene.

For companies looking to invest in a community, cultural amenities can be a key decision factor. The number one goal of the City of Hamilton’s overall Cultural Plan, of which the music strategy is an offshoot, is to position culture as an economic driver – attracting new business, investment, jobs, and talent.

“It goes beyond quality of life.

It’s about being able to illustrate the impact, along with the supporting

statistics, of culture as a catalyst for generating growth,” says Debbie Spence, Acting Business Development Officer, Tourism and Culture, City of Hamilton. “The connection with economic development is key.

Hamilton has one of the most diverse economies in Canada, but other sectors and industries are interested in a strong creative and cultural sector as well.”

In the words of Christopher Hume: “Culture is to the contemporary city what roads, sewers and bridges were in the 19th and early 20th centuries.” If the Hamilton Music Strategy and its success to date is any indicator, the city is well positioned to compete on the global stage as a major music hub.

For more information visit www.hamilton.ca/music-strategy.

The Hamilton Music Strategy celebrates ‘all things music’ in Hamilton. It guides the activities of its partners to create and nurture an environment where music and the music industry flourishes, grows, and prospers.Hamilton’s Music Strategy focuses on: musicians, music businesses/industry, and music fans/ supporters with the goals of: 1. Strengthening the local music industry; 2. Growing audiences and appreciation of music; 3. Increasing access to music experiences; and 4. Cultivating music creation and talent.

www.hamilton.ca/music-strategy

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Hamilton: Ambition is in Our Blood

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n today’s digital world, the battle for audience attention is constant and challenges marketers to think very differently than just a mere five years ago.

This fact has not been lost on the City of Hamilton’s Economic Development Office. In November, the office released a new investment video that is unlike any other – Ambition Is In Our Blood.

“The strategy is to use engaging and unique videos as a tool for attracting investment interest,” says Michael Marini, Marketing Coordinator for Hamilton’s Economic Development Office. “Taxes, land availability, a skilled workforce, and development costs are bottom line items that drive investment decisions. What we wanted to do with this video is show the quality of place that is Hamilton, rather than hard economic data – what employers/employees and their families can do after 5pm and on weekends, and how can they engage with their community.”

Nearly three years ago, the Economic Development Office released Hamilton – The Ambitious City. A concept that sought to resurrect a former moniker of the economic glory days in Hamilton.

In the late 1800s and early/mid 1900s Hamilton was known as the ‘Ambitious City’, but that fell by the wayside in the 1970s and ‘80s as the economy, particularly in manufacturing, took a downturn.

The Ambitious City video was about reclaiming that moniker, proclaiming that Hamilton as the ‘Ambitious City’ was back, and that Hamilton is on an economic upswing.

This latest video, Ambition is in Our Blood, was partly inspired by the work of Hamilton Mayor Fred Eisenberger’s Blue Ribbon Task Force on Workforce Development, and its focus on promoting ‘quality of place’ to potential employers and employees (just one of several key goals for the task force).

Following up Hamilton’s award winning video “The Ambitious City” the newly released “Ambition Is In Our Blood” video is being used to attract business investment to Hamilton.

The new video then celebrates the concept of quality of place in an all-encompassing way – drawing on Hamilton’s diversified economy, its strong and collaborative business community, its thriving arts scene, and its citizens who give back time and again.

As for what’s next, “There will be more videos on the horizon,” says

Marini. “We’ve been producing investor and sector specific videos, but the feature ‘ambition’ pieces are more to “whet the appetite” of investors by creating an emotional connection, and to encourage investors to ask more questions.”

To view the video visit youtube.com/hamiltonecdev or www.investinhamilton.ca.

For Lease or Sale 300,000 SF +–

950 South Service Road, Stoney Creek Property Features

• S tate-of-the-art manufacturing/warehouse property • 299,665 SF building, including:

• 15,262 SF of move-in ready office

• 9,950 SF of mezzanines

• 274,452 SF of high-bay plant/whse.

• 21.56 acres (Extra contiguous land is available) • 26,600 KV: 12,000 amps • 22 Loading doors:

• 18 dock level

• 4 grade level

• 30’-8” clear height • 2 Crane bays running length of building (50/20 tons.)

• Zone: Prestige Business Park (M3) zone • High Visibility location facing QEW

For more information: Doug Finlay, Broker (Direct: 1 226 444 2505) 1 877 683 9900 dfinlay@naiparkcapital.com

NAI Park Capital Brokerage 76 Dawson Road, Guelph, Ontario Canada N1H 6M6 naiparkcapital.com

For Lease: $6.00 PSF Net For Sale: $28,000,000 www.StoneyCreekBuilding.com

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In Hamilton, I get the best of both worlds: an education and career normally associated with a big city, with unique, independent shops and cafes that add a touch of small town charm. ď„Ž Karen Robinson, Clinical Manager Juravinski Hospital and Cancer Centre

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