1 COMMUNITY DEVELOPMENT DEPARTMENT Cobourg Economic Development Advisory Committee Presentation November 15, 2016

2 PRESENTATION FOCUS Organizational structure of the Community Development Department (who we are) What is Community Development (definition)? The role of Economic Development what do we do and the tools we use Partnerships and Success Stories Keep principles to minimum offer examples.

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4 What is Community Development?A community uses resources to attract capital and increase physical, commercial, and business development, and job opportunities for its residents. What are some examples of economic opportunities created in Cobourg? Example: Tourism events; training; Global Competitiveness Program through NMA helps industries improve their operational efficiency. What are some of our local challenges? Lack of both unskilled (kott lumber lumber trimmers) and skilled labour (belden accountant); high cost of electricity (global adjustment charge) What are some of our opportunities? Low employee turnover and highly committed workforce (sears +20 yrs); hwy 401; access to markets (Bakkvor plant in New Jersey); - We talk about strengthening capacity. We have done that for the food industry by being pro-active in improving infrastructure such as our WPCP (Plant 1 treated equivalent of 100,000 people BOD loading from Kraft); We also improve infrastrucuture by implementing C.I.P. grants that help to improve our downtown buildings (uptake of 3 projects)

5 ROLE OF ECONOMIC DEVELOPMENTFrom a policy perspective, economic development can bedefined as efforts that seek to improve the economic well-being and quality of life for a community by creating and/or retaining jobs and supporting or growing incomes and the tax base.

6 The Economic Developers JobOur job is to overcome competition from: lower cost jurisdictions lack of skilled labour the cost of transporting goods to market the rising costs of energy many other business inputs. We work with businesses who deal with: fluctuating exchange rates head offices outside of Canada who make the decisions These are a few factors that are all outside of local control. We seek ways to: use Cobourg’s natural attributes to create an environment that stimulates investment draw on Cobourg’s competitive advantages The last sentence about factors outside of local control are far reaching. We have to deal with companies whose head offices pull the strings from the U.S. We are also challenged with entrepreneurs who don’t want to come to us for help and often do not educate themselves prior to opening a business. If we focus on creating an environment that stimulates investment this can involve a wide variety of initiatives

7 How do we create an environment that stimulates investment? Building relationships and networks Ensuring Cobourg is on the radar with Ministry staff Sharing resources and best practices Developing partnerships Port Hope/Cobourg Overnighting Campaign Cobourg/Port Hope Hotel Study County Labour Force Study Northumberland Manufacturers Association (NMA) – skills development Ontario East Economic Development Commission – Marketing/investment attraction/research Nurturing business support programs Faster Forward Business Success Program – Started as a Cobourg pilot NMA Global Competitiveness Program; Training Programs, Mfg. Award, etc. Cobourg’s Youth Entrepreneur Partnership Program Important to nurture relationships and assist business support (i.e. Brandneu Foods brought ministry rep in) organizations to grow i.e. sit on board of directors for NMA, OEEDC (harnden & huyse), BSP, WDB

8 Components of an Economic Development ProgramBusiness Retention & Expansion/Corporate Aftercare Small Business & Entrepreneurial Development Tourism Programs Business Attraction Downtown Development Infrastructure & Special Projects BR&E is at the top of the list for good reason.

9 Economic Development Programming76% of new investment comes from existing local businesses. You will recall on a previous slide I entioned BR&E is usually at the top of the list. This is why -- 15% of new investment comes from Business Attraction; 9% from New Small Businesses; 76% comes from Existing Businesses

10 Strategic Plan Vision Cobourg is growing with businesses that are the healthiest in Ontario Mission Cobourg economic development efforts will attract and grow businesses and tourism in a fiscally responsible, timely and innovative manner

11 Strategy & Work Plans Strategic PlanProvides a compass heading for programming in Economic Development Work Plan and Budgets Are the map we use to get us there. How do we determine our focus?

12 2016 – 2018 Strategic Plan Execution of Downtown Vitalization Action Plan Marketing for Service/Retail Business Attraction Manufacturing attraction with focused target markets Business Retention & Expansion Develop a Four Season Tourism Strategy

13 2016 – 2018 Strategic Plan Performance MeasuresCompletion of projects Numbers of businesses attracted in target sectors, job creation, job retention Pedestrian counts Commercial / residential building activity Commercial / residential tax base Population downtown study area You can’t manage what you can’t measure. 2 categories – internal how well are we doing as service provider; how well did our pgms perform.

14 Execution of Downtown Vitalization Action PlanDowntown Master Plan Directional signage Tourism asset feasibility study Downtown financial assistance programs – Community Improvement Plan (CIP) & Community Improvement Venture Initiative Corporation (CIVIC) Creation of Downtown Coalition Execute Victoria Square Project Create a downtown marketing partnership Some of the major accomplishments

15 Marketing for Service/Retail Business AttractionDowntown Video Creation of a downtown marketing plan Target markets family restaurant; ladies clothing; children’s clothing; food specialty shops Volta Consignment (ladies clothing) Skye’s Boutique (ladies clothing) Evolve Designs (ladies clothing pop-up) Kathleen’s Wears Consignment Charlotte’s Web (children’s clothing) Jungle Heat - Tropical Delights (food specialty shop) Steep Leaf Tea Bistro & Spice Shop (food specialty shop) Ex of downtown video inquiries

16 Manufacturing attraction with focused target marketsTrade Show Participation Leveraging opportunities with Ontario Agri-Food Venture Centre clients Enhancing marketing materials Building new connections and strengthening existing connections Restaurant & Food Show in Toronto, Fancy Food Show in Montreal (ex Brandneu Foods) OAFVC – Creating potential businesses who will come to Cobourg; Dine on Division event; Pop-up store - Aligning marketing materials with look and feel of new website; - Developing new searchable app; - LinkedIn (food manufacturing) Downtown Vitalization Model across Province

17 Business Retention & ExpansionCorporate calling Details to follow Business expansions Maplehurst (Weston Bakeries) $1.3M expansion 20 new jobs Weetabix employee training – CFDC Funding Protoplast expansion $75,000 grant Graphic Packaging training; new equipment grants (25 new employees; bring all distribution to Cobourg) Horizon Plastics – 40 new hires Belden Canada Inc. – In hiring mode What’s In Store – new location Lakeshore Hydrant Services Other confidential projects Business Retention Edward Jones Spark/All Creatures What’s In Store Spin off from Weetabix training resulted in the new manufacturing certification program. Weston hired 35 students 1st time this summer. Graphic pkg lost 75% of their kraft left but they were successful in taking back all that business and more.

18 Develop a Four Season Tourism StrategyEnhanced event application process 76 applications to date (50 last year total) New format visitor guide New target markets using social media/web Sports Tourism – 55+ games, Ontario Men’s Tankard etc. Partnership with Port Hope on overnight campaign Bicycle rental program Heritage, Culinary (walking/cycling) tours Victoria Square / Canada 150th Active committees doing both Vic Sq/150th however it is important that we link these projects as a tourism initiative.

19 INQUIRIES 2015 - 125 inquiries for information33 Manufacturing 36 Service 20 Retail 35 Other 2016 YTD inquiries Business Directory Inquiries 2013 – 74 2014 – 92 2015 – 141 2016 – 34 84% of our 912 businesses have less than 10 employees; The Business Advisory Centre has more than 400 inquiries per year from small businesses.

20 STEPS TO BUSINESS RETENTIONRelationship building / trust Direct contact with the businesses Community connections – Organizations & Individuals Staying on top of programs and services Business Retention & Expansion Survey’s – Helps us to be pro-active Businesses have to get to know & trust you to feel comfortable picking up the phone when they have a problem We keep our ear to the ground through our connections & referrals i.e. DBIA; Mayor/Councillors; NMA Grant/loan programs; training & apprenticeship programs;

21 BUSINESS VISITS 2015 2016 YTD 43 Service/Retail 16 Manufacturing84% of our 912 businesses have less than 10 employees; The Business Advisory Centre has more than 400 inquiries per year from small businesses.

22 STEPS IN BUSINESS ATTRACTIONOutreach Client Inquiry Response Meeting/Conference Call/Follow-up Close the deal Outreach: Through partners; new website; branded messaging (Ontario’s Feel Good Food Cluster); on-line marketing (SIOR); video development; developing linkedIn followers by becoming experts or person of interest; relationship with site selectors/realtors & ministry staff Client Inquiry: Once we receive the inquiry, we identify the needs and research the company (if possible); customize a package for the client; often times the timeline is extremely short, other times they are what we call tire kickers and just exploring; example Andersen Dynamics took 10 years; Bakkavor took 2 years; Sprucewood took 6 years Response: we respond using our customized package & then follow-up attempting to set up a personal visit and tour

23 NEW FOOD COMPANY 100,000 sq. ft. facility Manufacturing & Retail12 employees to start Production Quality Assurance Shipper/Receivers Packaging 29 jobs over 5 years Durham College – Research & development of healthy food products Economic Spin-offs – Lakeland Multi-trade; Rent All Centre, Best Western Inn; Local Restaurants; Painting & Decorating Companies etc. $10.8 M Investment $1,292,400 M Grant

24 CEDAC’s Role How can you support and what should you know about Economic Development to be able to provide advice? Understanding our our strategic plan and action plans that have been developed by our CEDAC members with input from the public  Understanding and supporting Cobourg’s economic development vision and goals so you can play a key role as a Cobourg Ambassador   Acting as a listening post within the business community to bring successes, challenges and opportunities to our attention for celebration or follow-up Council support the businesses i.e. Candy Company wants your support.