Strategic Plan
Submitted by:
Long
Range
Regional Economic
Development Board
Submitted to:
Atlantic Canada Opportunities
Agency
Department of Innovation,
Trade & Rural Development
August 1, 2008
The work we have done clearly shows that we are living in an
area with exceptional potential in a variety of sectors. As we point out in this document, with every
opportunity there are challenges.
We made an effort to park both opportunities and issues
which are beyond our capabilities to accomplish. We have developed a plan that is still very
ambitious and realize that events beyond our control may occur which could
force us to change some current priorities. An example of how this can happen is still fresh in our minds, as the
ink was barely dry on our last plan when Abitibi announced the closure of the
mill.
This document is the result of many meetings; both public
and one on one. We have had direct input
from people during this process. We have
put a best effort in to reflect the key priorities identified, bearing in mind
the necessity to keep it real. Ie:
outline things we have a real chance of accomplishing.
We look forward to your comments and suggestions on our
document and look forward to working with you as we move to the implementation
of this plan.
Sincerely,
Lloyd Harnum, Chair
Long
Range
Regional Economic
Development Board
Table of Contents
Page
I. Executive
Summary 4
II. Consultation Process 5
III. Environmental
Scan 6
A. Zone
9 6
B. Business 6
C. Transportation 7
D. Labour & Demographics 8
E. Sub Zonal Regions 9
F. Social Economy 10
G. Health Care 10
IV. Opportunities and Issues 11
1. Agriculture 11
2. Tourism 16
3. Natural Resources 21
4. Business
Development 22
5. Communications 24
6. Other 25
V. Management and Operations 27
1. Overview of Board Structure 28
2. Committee Structure 28
3. Evaluation / Monitoring 28
VI. Synopsis of Issues 30
VII. Financials 31
1.
Budget outline for 3 years 31
VIII. Acknowledgements 32
Appendix
Appendix A Meeting notes from
Consultation Process 33
I. Executive Summary
Clearly Zone 9 is an
area of opportunity within a land of opportunities. The diverse culture and heritage of our Zone
is a real and tangible strength combined with an abundance of natural
resources.
Based on information
gathered through our consultation process, we have prioritized several key
sectors with real potential for expansion leading to a strengthened economy for
our Zone.
The potential for growth
in agriculture is unlimited with opportunity for investment in traditional
agriculture products, as well as new opportunities such as cranberry,
buckthorn, etc. Secondary processing of
product is virgin territory in our area that also has potential. The people are far ahead of Government when
recognizing the opportunity.
Tourism is a growing
sector in our Zone. We have people
working together to capitalize on some of the opportunity presented. This plan builds on the success to date in
this regard.
Our area is a last
frontier when it comes to exploration for oil and gas. With some identified reserves and ongoing
exploration, combined with this, our area is a bee hive of activity with
several companies looking for various base metals. Uranium, potash, nickel and gold; we know
these minerals are here, the task is identifying quantities. There is also significant interest in a
variety of aggregate products.
This plan recognizes the
importance of small business in our Zone, who once again, proved their
adaptability and resilience after the closure of the Abitibi paper mill.
Recognizing the value of
our unique culture and heritage, this plan outlines work to be done to
strengthen the opportunities presented by our strong French and Mi’kmaq
culture.
Communication is
extremely important to the success of any organization. Our primary strategy in this regard will be
to talk to people directly supplemented with newsletters, web site, etc.
Working with local
municipalities is key to the success of the region as identified in the
plan. Success to date has been a result
of working together. This Strategic Plan
will build on existing partnerships and create new ones. While working alone, we tend to accomplish
very little, working together there is very little we can not accomplish.
II. Consultation Process
In preparation for this plan, we carried out the most
extensive consultation process ever carried out by our Board. Our objective was to develop a plan that
truly reflects the views of the people who reside in our Zone.
We held public meetings in all the sub-regions of our Zone,
as well as having three round table discussions with local mayors, business
people and government agencies. We also
held one special meeting focused on people employed by the various government
agencies. This gave folks the
opportunity to express themselves as residents of the Zone rather then
employees of government. We realized
from our daily contact with people that there were a significant number of
people with something to offer and a wish to do so, who for a variety of
reasons had not participated previously. We decided to carry out one on one discussions with a diverse cross
section of the community who traditionally had no input in the process. We met with bankers, small business owners,
managers of car dealerships, real estate people, local manufacturers, port
owners,
College
of
North Atlantic
,
Memorial
University
,
school principals, farmers, local accountants and financial planners. We also talked one on one with a number of
agencies; the Department of Agriculture, the Department of Tourism, Innovation,
Trade and Rural Development, Atlantic Canada Opportunities Agency, the
Community Education Network, the Community Employment Corporation, the Rural
Secretariat, CBDC Long Range, Mines and Energy, the Department of Fisheries and
Aquaculture, the Department of Forestry and the Department of Fisheries and
Oceans.
We have engaged over 200 people in the process leading up to
this document. The struggle has been to
prioritize things identified by people for action while keeping expectations
realistic bearing in mind the resources at our disposal. It will take real partnerships by all those
identified in this document if we are to reach our objectives.
We are proud of the effort we have put into this process and
can without fear of contradiction, say this plan is truly one of the people in
Zone 9.
III. Environmental
Scan
A. Zone 9
Diversity
is a key strength in our Zone; even from the perspective of its geography which
covers the area from François in the south to
Cape St. George in the north, Bay St. George South in the west and Gallants in
the east. The area is made up of some 54
communities and 21,830 people with Stephenville being the largest town with a
population of some 6,588 people. The
community acts as the service centre for the Zone. The diversity of our people is definitely one
of our major assets and the area is a melting pot of cultures. A vibrant French culture thrives on the Port
au
Port
Peninsula
; a Mi'kmaq population in the
thousands are dispersed throughout our Zone as well as residents of Scots,
Irish, Basque and English ancestry. Add
to this smaller populations of Innu, Chinese, American, African American and
the fact that all of the above co-exist and work together for the betterment of
our community (Zone 9) and the reason for our success becomes self evident.
B. Business
The loss of the Abitibi paper mill in 2005 was a
severe blow to our area. Fortunately,
the impact has not been as negative as first feared. Of course we would be much better off if the
Mill was still in operation but we must view the area today through a lens
which allows us to evaluate our present situation with this in mind.
There are over 600 businesses registered in Zone
9. This is an increase since 2005 and in
the three years previous to this there had actually been a decline. We are going in the right direction.
The predominant sector is retail followed by
education, health care, agriculture, fishery, mining, exploration for oil, base
metals, forestry and manufacturing.
Atlantic Minerals, located in Lower Cove has doubled
production over the past three years and currently employs 120 people.
Turf
Point
Harbour
was struggling three years ago but is now thriving, their primary customer
being Aur Resources who ship their product, mined in central NL, through the
port. Aur Resources plan to expand over
the next two years and considerable interest is being shown in the facility by
those involved in the oil play in our Zone as well as major players in the
aggregate business.
Agriculture plays a significant role in our
economy. We have two dairy operations
employing some 60 people annually. When
combined with root crop and meat production, as well as four active nursery
operations, the industry employs 115 people on an annual basis.
We have two colleges and a fire training centre in our
Zone. The College of the North Atlantic
(CNA) has grown significantly over the past few years and currently employs 270
people. Our area is also the
headquarters for the College provincially.
Western
College
, a private college, has also
seen significant growth over the past three years and employs 14 people. We are also home to the Safety and Emergency Response
Training (SERT) Centre which is run by the Marine Institute who works closely
with CNA. This group has grown by leaps
and bounds and currently employs over 40 people. These education facilities play a major role
in the economic and social development of our region.
The Tourism Industry in Zone 9 is a viable industry
widely known for festivals, cultural diversity, adventure tourism, outfitting
and spectacular scenic drives. Tourism,
in general, is a promoter and facilitator of economic activity that supports various
aspects of regional life. The money
spent from a visitor has a multiplier effect in the local economy as it is
spent and re-spent by employers and employees. Further, tourism also adds to the economic diversity of the region, as
it creates additional jobs. Tourism also facilitates regional pride and local
community involvement, provides a vehicle to showcase pride among the French
and Aboriginal communities in the intrinsic culture and history, and assists in
the greater understanding of Aboriginal and French culture by non-Aboriginals
and non-French.
Over the past couple of years the Tourism Industry has
strengthened and progressed in the region largely due to the formation of the
Southwest Coast Accommodations Network (SCAN) and the Southwest Coast Tourism
Network (SWCTN). The Boards of Zones 9
and 10 were instrumental in the formation of the SWCTN and continue to play a
key role in assisting the committee to implement their work plan. We have some real tangible products as a
result of working together and although progress is unmistakable there are
still a number of issues and barriers that continue to plague the industry and
will certainly impact our ability to increase visitations over the next few
years. Our area, like other areas of
Newfoundland
and
Labrador
,
will be impacted by the rising cost of fuel. This means a cost increase in products and services in virtually
everything. It most certainly will
affect the tourism industry; therefore we need to be more aggressive in our
approach to marketing. Our challenge
will be developing creative means to convince travelers to visit our region;
after all, tourism influences other sectors such as retail as well.
Although we recognize the challenges that lie before
us, we see very clearly the opportunities for this sector; particularly in
enhancing our existing icons. Our aim
for our strategic direction is to work with the tourism sector to create
reasonable and achievable goals that support and expand the sector. In
developing a plan to increase economic activity for the Tourism Sector for Zone
9, we acknowledge the input from the general public and the recommendations
from the industry players who guided our strategic direction.
The manufacturing sector took a severe hit with the
loss of the Abitibi paper mill which was the largest operation in our
Zone. Despite the efforts of many,
nothing has been found to replace this loss to date. Smaller manufacturers are doing well. We have a diverse group working in this field
producing a variety of products from wood flooring, roof trusses, fishing
equipment, fish products, steel fabrication and food products. As well, we still have a significant number
of craft producers in our area.
We are seeing a growing interest in oil exploration in
our area. Environmental studies have
been carried out and seismic work is ongoing. We have another exploratory well being drilled with an estimated
completion date of May 30th. The rig
presently being used will then be used by another company to drill an
additional well. There is a significant
amount of optimism that it is no longer "if oil will be found but when and
how much." Exploration to date has
been onshore but this is about to change with a new player, a company named
NWEST Energy Inc. who plan on drilling off the coast. This is a work in progress. An environmental assessment has been done by
the Canada NL Offshore Petroleum Board (CNOPB) and the company is moving foward
with the next steps in the process, raising capital, etc. The companies actively involved in the oil
play in our area are currently PID Production Inc. CIVC, Shoal Point Energy, Vulcan
Minerals and NWEST Energy Inc.
C. Transportation
Transportion is key to the economic growth of any
area. We are serviced by road systems
which have seen improvement over the past three years. However, there are several areas which need
attention; Burgeo road being a priority. Route 490 is about 150 km long and an important route for the southwest
coast residents of Zone 9. The road is
narrow, winding and often unsafe. Given
the fact that for most of the journey there is no cell phone service, improvements
to the road will allow for smooth traffic flow and safer road conditions for
the motoring public.
Residents of the Ramea, François and
Grey
River
area are served by ferry service from the Burgeo area. Excellent harbours are located in this area. We are also blessed to have deep water ports
at Turf Point in
St. George's
, Lower Cove on the
Port au
Port
Peninsula
and Stephenville. These three facilities are privately owned
and are all well positioned to capatilize on the oil play in the region.
Stephenville
Airport
has struggled for
years and has been written off by many. To the credit of a local committee, who never say die and with some
support from Government, the facility is still in operation and hope to expand
the operation over the next three years.
D. Labour
& Demographics
Like many other zones in the province, the Long Range
Regional Economic Zone shares many of the same labour market characteristics,
trends, challenges and opportunities.
The 2006 Census population for Economic Zone 09 was 21,830
dispersed over 54 communities. In 2006,
working age individuals (20-64 years) represented the largest share of the
population in the zone – 62 percent - this is comparable to other zones and the
province as a whole. Other age cohorts
(0-14 years) represent 22 percent and (65-90+ years) 16 percent of the
population in the zone.
When conducting an analysis of the labour market in an area,
there are a multitude of trends that are considered, such as, working age
population, workforce distribution, education, median age, etc.,
the list would be too long to include all for the purpose of this
document.
An important trend that is coming to the
forefront in economic zone 9 and the province is the rapidly aging
population. Couple that with less children
and out-migration it will pose significant implications for labour markets
throughout the province. One way to look
at the current and future labour requirements is to look at the number of new
labour entrants versus those about to retire. (See chart below)
In addition to the aging
population, we have to contend with an increasing rate of decline among the
working age population. Again, this will
impact zonal, regional, and provincial labour markets as we go forward. Given the fact that there will be fewer young
people entering the labour market, this will place immense pressure on local
employers to replace those that will retire. On the flip side, it does open up opportunities for people to work
longer and for expatriates to return home.
Median age is defined as the point where half
of the individuals are greater than a particular age and half are lower. Obviously, the lower this number for a
particular area the better the picture it paints from a labour market
perspective. Below is a table that shows
the median age for some of the communities within economic zone 9. The median age is projected to rise by
approximately 10% by 2021.
Community |
Population |
Median Age
|
Unemployment Rate |
Stephenville |
6,588 |
43
|
13 % |
Stephenville Crossing |
1,960 |
45
|
20% |
Burgeo |
1,605 |
48
|
30% |
St.
Georges |
1,246 |
45
|
29% |
Cape St. George |
893 |
41
|
29% |
Port au Port East |
608 |
46
|
35% |
Ramea |
618 |
49
|
17% |
Lourdes
|
550 |
47
|
43% |
Port au Port
West – Aguathuna – Felix Cove
|
386
|
45
|
18%
|
Source – Statistics
Canada 2006 Census
Within economic zone 9, Stephenville is the largest community
with a population of 6,588 (based upon 2006 census). As a result, over time Stephenville has
evolved as the main service and workflow center for a large portion of the
zone. There are communities within the
zone whereby this concept does not apply or is not practical because of
location and geography.
Ultimately, the zone is dominated by small communities,
however, a large proportion of the population lives in, or near, a larger
community. For example, Stephenville
itself has approximately 30 percent of the total population for the zone. In essence, the zone reflects and exemplifies
the rural / urban interdependency, simply put, urban needs and depends on rural
as much rural needs and depends on urban.
E. Sub-Zonal Regions
The way we work
with the community has seen dramatic changes over the past three years. We as a Zone Board have taken more of a
leadership role in the economic development of our area while we still work
closely with the various community groups in our region, development associations,
town councils and local service districts, tourism groups and others. We now spend much more time than we did
historically did working directly with industry players. We completely changed our structure to allow
for inclusion of all residents of our Zone. This is starting to have positive results and without question will
further the economic development of our region.
The opportunities
and issues identified are based on the extensive consultations carried out
prior to writing this plan. We reached
out to the community in a way never done before by holding public meetings in
each sub-zonal area. We consulted
individually with businesses and banks, and engaged the various agencies who
will be partners in dealing with the issues as well as opportunities. We held meetings where employers of various
agencies were asked for their input and we held several round tables attended
by a cross section of the community. Everything
in this plan can be validated by reading the meeting notes from various
sessions. See attached Appendix A.
F. Social Economy
The social economy plays a major role in the ecnomic
devleopment of our Zone. The local
Community Employment Corporation employs over 50 people. These fifty positions translate into 100 jobs
in total. Small business employ people
facing challenges and the Corporation employs a support worker for each of the
positions. Another major employer in our
area is the Community Education Network which this year employs 225 people with
an operating budget in excess of 4 million dollars. The Sir John Howard Society is also active in
our Zone as is the Bay St. George Status of Women Council. These groups tend to be overlooked when the
area is viewed through a lens focused on economic development. However, this should not be the case. Groups, like the above, create immediate
economic benefits to the area and long term benefits to the community. The work they do is often unquantifiable but invaluable
to the community.
G. Health Care
Health care in our area faces
challenges not unlike the rest of
Canada
. The
Sir
Thomas
Roddick
Hospital
in Stephenville is the primary health care centre. Burgeo has a small but modern hospital. Port au Port,
Bay St.
George South,
St. George’s
and Stephenville Crossing area are serviced by clinics. Ramea has a nursing station and the François
/
Grey
River
area are serviced by transatory
health care practitioners. Attracting
and keeping doctors is the major challenge for this area. In particular; specialists.
IV. Opportunities and Issues
1. Agriculture
The agriculture sector came
up during all our sessions. This is not
surprising considering the role agriculture has and does play in our area. Global issues in relation to our ability to
feed ourselves highlights the precarious position we are in as a province
considering the reality that we import over 90% of our food. This is a real stark reality when we see that
at one time, we were completely self sufficient in the production of
agriculture products. Most issues
identified can also be viewed as opportunities. Those of a policy nature will be passed on to the Rural Secretariat.
Threats:
Ø
Lack of land development.
Ø
Marketing.
Ø
Production costs.
Ø
Succession.
Ø
Labour (trained).
Ø
Lack of a plan / strategy to grow the industry.
Ø
Department of Agriculture is a shared ministry.
Ø
Land use - good land being taken out of
production.
Ø
Lack of field representative (Agriculture) for
region.
Ø
No meat inspection.
Ø
Staff instability (Agriculture).
Ø
Bedding for animals.
Ø
Disposal of spent dairy animals.
Ø
Energy costs.
Ø
No secondary processing.
Strengths:
Ø
Production of forage for dairy industry.
Ø
Community agriculture.
Ø
Production of cranberry / blueberry /
non-traditional products.
Ø
Develop a long term plan for the growth of the
industry.
Ø
Community pasture plans for sustainability.
Ø
Obtain fulltime agriculture representative.
Ø
Opportunities for separate department for
Agriculture.
Ø
Utilization of spent dairy animals.
Ø
New bedding for animals.
Ø
Applied research - re: spin off from anaerobic.
Ø
Anaerobic digester.
Ø
Market root crop.
Ø
Secondary processing of local product.
Agriculture
Goal:
To
increase productivity and sustainability in the agriculture industry.
|
Start
|
Complete
|
Priority #1
Objective: To utilize
the by products of an anaerobic digester system.
Actions:
- Construct
digester.
- Audit
construction and start up of anaerobic digester and produce a report.
- Harvest
methane gas.
- Compile
a cost benefit analysis on the by products of the anaerobic digestive
system.
- Implement
project to capitalize on priority one identified through above process.
Lead:
Long
Range
Regional Economic Development Board
Partners: Department
of Agriculture, Chaffey’s Dairy, the College of the
North
Atlantic
, the Department of Innovation, Trade and Rural
Development, Atlantic Canada Opportunities Agency and Service Canada.
Results:
New opportunity for the dairy
industry in the province.
|
August 2008
September 2010 |
March 2010
September 2009
September 2009
September 2010
September 2009
September 2011
|
Priority #2
Objective: Work with government industry and other
stakeholders to develop a comprehensive plan for the growth of agriculture.
|
September 2008 |
December 2010 |
Actions:
- Bring people together to
develop a strategy.
- Form a Steering Committee to
guide the process.
- Extensive research and
consultation process.
- Develop a plan.
Lead: Rural
Secretariat
Partners: Long Range
Regional Economic Development Board, Southwestern Marine & Mountain Zone Corporation, Department of
Agriculture, industry players, the Department of Innovation, Trade and Rural
Development and Service Canada.
Results: A
comprehensive plan for the growth of Agriculture on the Southwest coast.
|
|
|
Agriculture
Priority #3
Objective: To
develop a cooperative marketing system for root crops.
|
Start
February 2009 |
Complete
Ongoing |
Actions:
- Meet
with producers and agencies to discuss issues.
- Create
a Steering Committee.
- Secure
funding for a marketer.
- Research
market and look at models throughout
Canada
and elsewhere.
- Develop
a go forward strategy.
- Implement
a strategy.
- Evaluate
progress.
Lead:
Long
Range
Regional Economic Development Board
Partners: Industry players, Department of Natural Resources (Agriculture),
Atlantic Canada Opportunities Agency, the Department of Innovation, Trade and
Rural Development, Service Canada, District Alliance of Western NL (DAWN) and
the NL Federation of Agriculture.
Results: Guaranteed markets for products that are above the cost of production.
|
November 2010 |
February 2009
March 2009
October 2009
March 2010
November 2010
December 2011 |
Priority #4
Objective: To develop community supported
agriculture.
|
March 2009 |
August 2011 |
Actions:
- Develop a proposal and hire a
person.
- Research the concept and
consumer base.
- Establish a core group.
- Develop packages and
disseminate information to industry and relevant government departments
and the general public.
- Implement concept.
Lead:
Long
Range
Regional Economic Development Board
Partners: Department
of Agriculture, Service
Canada
,
the Department of Innovation, Trade and Rural Development, Atlantic Canada
Opportunities Agency and the NL Federation of Agriculture.
Results: A
means for existing farmers to operate more cost effectively and an
opportunity for new entrants to minimize costs.
|
|
March 2009
November 2009
January 2009
August 2010
September 2011
|
Agriculture
Priority #5
Objective: To pursue filling the
agriculture position for Zone 9 & 10.
|
Start
January 2009 |
Complete
March 31, 2009 |
Actions:
-
Call partners together for a
meeting.
- Collect data.
-
Develop position paper to
support the need for an agriculture representative.
Lead:
Long
Range
Regional Economic Development Board
Partners: Zone 10,
local municipalities, industry, Department of Agriculture, Rural Secretariat
and Service Canada.
Results: Ongoing support for the
development and sustainability of
the agriculture sector in Zone 9 & 10.
|
|
January 2009
January 2009
January 2009
|
Priority #6
Objective:
To find a viable use for spent dairy animals.
|
January 2009 |
September 2010 |
Actions:
- Research viable uses for
spent dairy animals.
- Formalize an agreement with
industry on supply of product.
- Set up a collection,
packaging and marketing system.
Lead:
Long
Range
Regional Economic Development Board
Partners: Industry
partners, Service Canada, the Department of Innovation, Trade and Rural
Development and Atlantic Canada Opportunities Agency.
Results: Diversification in the agriculture industry.
|
|
January 2010
November 2010
September 2011
|
Agriculture
Priority #7
Objective: To produce non-traditional crops to diversify the agriculture
industry.
|
Start
September 2008 |
Complete
December 2011 |
Actions:
- Secure funding for pilot
project.
- To identify crops with the
best potential for success.
- Select and order plants,
seeds, etc.
- Prepare sites and plant
species in test plots.
- Monitor growth rates and
compile a report on results.
- Repeat process with any
additional species recommended by the Department of Natural Resources
(Agriculture).
- Evaluate process and compare
data between years 1 and 2.
Lead:
Bay St.
George
South Area Development Association
Partners:
Long
Range
Regional Economic Development Board, Department of Natural Resources
(Agriculture), Atlantic Canada Opportunities Agency, the Department of
Innovation, Trade and Rural Development and Service
Canada
.
Results: Identification of new products for existing operation and opportunity
for new entrants.
|
|
November 2008
October 2009
January 2009
April 2009
November 2009
April 2011
December 2011 |
2. Tourism
In developing a plan to increase
economic activity for the Tourism Sector for Zone 9, we acknowledge the input
from the general public and the recommendations from the industry players who
guided our strategic direction. Our
tourism industry, already a viable industry, is widely known for cultural
diversity and activity, outfitting, adventure tourism and spectacular scenery. We see very clearly the opportunities for this
sector but we also recognize the challenges that lay before us. Our aim for our strategic direction is to
create reasonable and achievable goals to support and expand the sector, as
well as facilitate effective working relationships regionally and provincially.
We
approached Zone 10 some three years ago to see if they were open to working
together to grow the tourism industry in our area. This resulted from work we did with people
involved in tourism in our area. We
brought business together in our Zone who were involved in the roofed
accommodation sector of tourism. This
worked well and when we were ready to involve others, ie: outfitters, community
groups, adventure tourism operators and others, we recognized the many
commonalities between Zone 9 and Zone 10 and the benefits to the region if we
all worked together. Zone 10 was
receptive to our ides and we moved forward. The result (after much work by the Zone Boards) is the Southwest Coast
Tourism Network (SWCTN). We are very
proud of this accomplishment and plan on expanding this concept to other
sectors; the next one being agriculture.
Threats:
Ø
Cost of fuel.
Ø
Transportation distance from mainland
Canada
.
Ø
Cost of Marine
Atlantic
.
Ø
Distance from Trans
Canada
.
Ø
Insufficient connectivity among events/activities.
Ø
Insufficient dedicated staff to focus on tourism full
time.
Ø
Lack of local awareness as to the impact of the
tourist industry on the economy.
Ø
Highly competitive market.
Ø
Ability to respond to changes in the market, lack of human
resources.
Ø
Insufficient tourism-related structures.
Ø
Groups and businesses working in isolation of each
other.
Ø
Unreliable ferry service.
Strengths:
Ø
Increased
collaborative working relationship among players.
Ø
An
active and effective tourism network that works on behalf of the Tourism Sector
– SWCTN.
Ø
Proximity
to mainland.
Ø
Proximity
to Gros Morne.
Ø
Natural
and scenic beauty.
Ø
Outfitters
paradise.
Ø
Develop
local history.
Tourism
Goal: To strengthen the tourism industry
in Zone 9 linked to existing or new tourism products in the region.
|
Start
|
Complete
|
Priority #1
Objective:
Increase tourism travel in Zone 9
and 10.
|
November 2008 |
January 2011 |
Actions:
- Draft a concept paper.
- Present concept paper to
stakeholders.
- Hire specialist to develop
and implement plan.
- Evaluate, monitor, write
report and share findings.
Lead:
Long
Range
Regional Economic Development Board
Partners: Zone
10, Service
Canada
,
Southwest
Coast
Tourism Netowrk,
Western DMO
and the
Department of Innovation, Trade and Rural Development.
Results: Increased visitations to the regions and a plan that can be applied to
the rest of the province.
|
|
November 2008
December 2008
September 2009
November 2011 |
Priority #2
Objective: To facilitate the development of hiking in the region as a valuable
product.
|
August 2008
|
June 2010
|
Actions:
- Bring stakeholders together
to discuss the concept of trail development.
- Meet with town officials to
ensure proposed ideas fit with existing plans of other organizations.
- Form a regional committee to
create a regional Trail Plan.
- Develop a strategic plan.
- Share information with DMO,
SWCTN, IAT, Tourism Chalets and accommodations on trail development to
date.
- Implement, monitor and
evaluate the plan.
- Hire a coordinator to promote
events and activities on hiking.
- Develop a go forward
strategy.
Lead:
Long
Range
Regional Economic Development Board
Partners: International
Appalachian Trail (IAT), Bog Walkers, Service Canada, Department of Tourism,
Department of Health and Wellness, Town of
Stephenville
and wetland groups.
Results: Network of trails connecting communities to each other and to the
Appalachian Trail
.
|
April 2009
May 2009 |
August 2008
September 2008
October 2008
November 2008
December 2008
October 2011
April 2010
November 2011
|
Tourism
Priority #3
Objective:
To
evaluate the effectiveness of the Resource Binder as an effective tool toward
economic development.
|
Start
March 2009 |
Complete
August 2009 |
Actions:
- Hire a coordinator.
- Carry out interviews and
focus sessions to identify improvements for subsequent additions.
- Write a summary report for
future reference.
- Make changes to binder as
needed.
- Share results with other Zone
Boards.
Lead:
Long
Range
Regional Economic Development Board
Partners:
Southwest
Coast
Tourism Network (SWCTN), Zone 10, Service
Canada
, Department of Innovation,
Trade and Rural Development and Atlantic Canada Opportunities Agency.
Results: Validate the effectiveness of the binder as a tool to increase
awareness of the region among front line workers.
|
|
March 2009
June 2009
July 2009
August 2009
September 2009 |
Priority #4
Objective:
To enhance current customer
service training for tourism industry.
|
January 2009 |
November 2010
|
Actions:
- Meet with industry players.
- Identify training needs of
industry.
- Research existing training.
- Meet with local Colleges.
- Review results and implement
changes.
- Implement training.
Lead:
Long
Range
Regional Economic Development Board
Partners: College of
the
North Atlantic
, business community and
the Southwest Coast Tourism Network (SWCTN)
Results: An
area known for its customer service.
|
|
January 2009
March 2009
April 2009
April 2009
October 2009
November 2010 |
Tourism
Priority #5
Objective: Improve berthing at wharf in Ramea.
|
Start
October 2009 |
Complete
September 2010 |
Actions:
- Meet with the Department of
Fisheries and Oceans and the Town of
Ramea
.
- Develop a proposal for
expansion.
- Implement initiative.
Lead: Town
of
Ramea
Partners:
Long
Range
Regional Economic
Development Board, Department of Fisheries & Oceans, Service
Canada
,
Department of Tourism, Department of Innovation, Trade & Rural
Development and Atlantic Canada Opportunities Agency.
|
January 2009
September 2009 |
November 2008
May 2009
March 2011
|
Priority #6
Objective: To enhance the lines of communication with
the tourism industry in Zone 9 and 10. |
October 2008 |
May 2011 |
Actions:
- Develop and email weekly
calendar of events to common tourist areas as well as local residents.
- Organize a
Southwest
Coast
Tourism Symposium.
Lead:
Long
Range
Regional Economic Development Board
Partners: Zone 10,
Southwest
Coast
Tourism Network (SWCTN), the College of the
North
Atlantic
and the Harris Centre.
Results: More
effective networking and better relationships with community partners.
|
|
October 2008
May 2010
|
Tourism
Priority #7
Objective: To obtain
feedback from tourists in Zones 9 and 10.
|
May 2008 |
February 2009
|
Actions:
- Develop and distribute a
comment card for Zone 9 & 10 to be distributed in all
accommodations.
- Collect comment cards.
- Compile results.
- Distribute report.
- Develop an action plan based
on the comments to improve the tourism industry.
Lead:
Long
Range
Regional Economic Development Board
Partners: Southwest Coast Tourism Network (SWCTN), College of the
North Atlantic
, Southwest Coast Accommodations Network
(SCAN), community groups and Zone 10.
Results: Identification of new business opportunities and ways to improve the
industry.
|
|
May 2008
October 2009
December 2009
February 2009
May 2009
|
3. Natural
Resources
We are literally surrounded by an abundance of natural resources,
all of which are becoming more valuable on a daily basis, which is resulting in
increased exploration. Companies in our
town are now actively pursuing uranium, gold, potash, nickel, oil and gas. In addition, there is growing interest in
aggregates.
Goal: To provide companies with the necessary
means to capitalize on opportunities.
|
Start
|
Complete
|
Priority #1
Objective:
Formalize a business network of
companies presently involved in aggregate production.
|
September 2008 |
January 2010 |
Actions:
- Bring industry players
together to form network.
- Explore new markets and
emerging trends to hire a researcher.
- Collect data on existing
company’s production levels and product existing markets.
- Compile a report and
disseminate information to businesses and the public.
Lead:
Long
Range
Regional Economic Development Board
Partners: Department
of Natural Resources, industry players, Atlantic Canada Opportunities Agency,
Department of Innovation, Trade & Rural Development,
Bay St
. George Chamber of Commerce,
local town councils, service districts and development associations.
Results: Adds
strength to the industry leading to a cooperative approach to business
development.
|
|
March 2009
June 2009
November 2009
January 2010 |
Priority #2
Objective:
Inform local business and the general public of existing and
emerging opportunities.
|
November 2008 |
August 2011
|
Actions:
- Four meetings per year with
companies / experts in various fields presenting on present and upcoming
opportunities.
Lead:
Long
Range
Regional Economic Development Board
Partners: Department
of Natural Resources, industry players, Atlantic Canada Opportunities Agency,
Department of Innovation, Trade & Rural Development,
Bay St
. George Chamber of Commerce,
CBDC
Long
Range
, town councils,
local service districts and development associations.
Results: Pro-active business community.
|
|
|
4. Business
Development
Goal: To increase and strengthen economic
activity in the region.
|
Start
|
Complete
|
Priority #1
Objective: Identify business opportunities related to
meeting seniors’ needs.
Actions:
- Request support from
Capacity
Building
.
- Bring key players from the
senior community together.
- Work with community groups to
form an Action Committee.
- Identify gaps in local
services for seniors.
- Disseminate findings to the
Stephenville Downtown Business Improvement Association, the Bay St.
George Chamber of Commerce, businesses in the sub-regions,
CBDC
Long
Range
and the Banks.
Lead:
Long
Range
Regional Economic Development Board
Partners: The
Department of Innovation, Trade and Rural Development, seniors groups and
Health and Community Services – West Coast and the Rural Secretariat.
Results: New
business or business expansion capitalizing on opportunities.
|
May 2008 |
June 2009
May 2008
July 2008
December 2008
March 2009
June 2009
|
Priority #2
Objective: To connect with the business community regularly to better understand
and meet their needs.
|
October 2008
|
September 2011 |
Actions:
- 4 round table discussions per
year.
Lead:
Long
Range
Regional Economic Development Board
Partners: The
Department of Innovation, Trade and Rural Development, Rural Secretariat, the
College of the North Atlantic,
Western
College
, Atlantic Canada
Opportunities Agency,
CBDC
Long
Range
and the
Bay St.
George Chamber of Commerce.
Results: Better understanding of the business community.
|
|
|
Business Development
Priority #3
Objective: To support the development of an
electronic database.
|
Start
September 2008 |
Complete
September 2011 |
Actions:
- Bring stakeholders together.
- Develop and implement a go
forward strategy.
- Monitor and evaluate plan.
Lead: Community Education Network (Community Employment Readiness Centre)
Partners: The
Long
Range
Regional Economic Development Board, the
Department of Innovation, Trade and Rural Development, College of the North
Atlantic,
Western
College
,
CBDC
Long
Range
,
the
Bay St
.
George Chamber of Commerce, the Business Improvement Association and Human
Resources, Labour and Employment.
Results: A
comprehensive job database that will help resolve human resource issues
facing the business community.
|
|
September 2008
January 2009
September 2011
|
5. Communications
During the consultation process, it became quite clear that
our traditional way of communicating with the community has not worked as well
as we would like. The community members
indicated the advertisements for the community consultation process caught
their attention and confirm that the Long Range Regional Economic Development
Board is engaged in community development. This was a reminder that good works can go unnoticed if not communicated properly to the community.
Goal: To inform the general public, community,
stakeholders and partners on the work of the
Long
Range
Regional Economic Development Board in the region.
|
Start
|
Complete
|
Priority #1
Objective: To increase awareness of the Long Range
Regional Economic Development Board.
Actions:
-
Yearly
newsletter.
-
Update our web page and keep
it current.
-
A brochure has been developed
and now we must circulate it throughout the community.
-
Support traditional / annual
events in the Zone such as the Port au Port Fall Fair; Burgeo Sand and
Sea Festival; Farm Days in Bay St. George South and Bay Expo.
-
Hold annual opportunity
identification sessions in each sub-zonal region.
-
Engage local and traditional
media sources to cover activities.
- Joint newsletter with
CBDC
Long
Range
.
Lead:
Long
Range
Regional Economic Development Board
Partners: Department
of Innovation, Trade and Rural Development, Atlantic Canada Opportunities
Agency and the local media.
Results: Community
awareness of the role and activities of the Zone Board.
|
September 2008 |
September 2011
|
6. Other
Goal:
To work with the Francophone community to maximize economic
opportunities presented by partnerships.
|
Start
|
Complete
|
Objective: To work with the Francophone communities to
identify opportunities for businesses and community groups.
Actions:
- Employ a person through an
internship project to work directly with the community.
- Work with the community to
achieve goals identified.
Lead:
Long
Range
Regional Economic Development Board
Partners:
CBDC
Long
Range
,
ARCO, REDEE, the Town of
Cape St.
George
and Atlantic Canada Opportunities Agency.
Results: Diversified
business economy based on French culture and heritage.
|
September 2008
September 2008
March 2009 |
September 2011
March 2009
September 2011
|
Goal: To work with the Mi’Kmaq community to
achieve their economic goals.
|
|
|
Objective: Formalize a Mi’Kmaq Economic
Development Group.
Actions:
- Carry
out an opportunity identification process.
- Select
a project and develop a proposal.
- Implement
proposal.
Lead:
Long
Range
Regional Economic Development Board
Partners: Representatives
from the five native bands in the Zone.
Results: A
native group working to grow the economy of Zone 9 with the support of the
Zone Board.
|
September 2008
January 2009
September 2009
April 2010 |
September 2011
September 2009
March 2010
September 2011 |
Other
During the public consultation process in the Kippens area, Mayor
Wayne Ruth requested assistance with developing a town plan. The Board has committed to this process and
will play a facilitator role as outlined below.
Goal: To assist
with a development plan for the Town of
Kippens
.
|
Start
|
Complete
|
Objective: Engage the community in developing plan.
Actions:
- Meeting of partners.
- Research / Community
consultations.
- Compile plan.
- Present to public.
Lead:
Long
Range
Regional Economic Development Board
Partners: Town of
Kippens and Municipal Affairs.
Results: Working
document outlining the direction the community is taking for the next five
years.
|
September 2008
September 2008
September 2009 |
December 2009
|
V. Management and Operations
Goal: Develop and maintain Board capacity
.
|
Start
September 2008
|
Complete
September
2011
|
Objective: To increase effectiveness and productivity
of Board and Staff.
Actions:
- Bi-monthly Board meetings.
- Annual retreat.
- Monthly meetings of all
resource committees.
- Annual General Meeting and
election.
- Annual staff evaluations.
- Capacity development training
for Board and Staff.
- Semi-annual professional
development for staff.
Lead:
Long
Range
Regional Economic Development Board
Partners: Atlantic
Canada Opportunities Agency, the Department of Innovation, Trade and Rural
Development, the College of the
North Atlantic
and the Rural Secretariat.
Results: A
Board and staff dedicated in their work and able to provide clear leadership
to the organization.
|
November 2008 |
September
2011
|
1. Overview of Board Structure
Board of Directors
|
Position
|
Geographic
|
Lloyd Harnum |
Chair |
Bay St. George South,
Fischells to
Highlands
|
Cynthia Downey |
Vice-Chair |
Stephenville
Crossing, Mattis Point, Gallants & Black Duck Siding |
Catherine Fenwick |
Secretary / Treasurer |
ARCO Representative |
Randy Lieb |
Director |
Burgeo, Ramea,
Grey
River
and Francois |
Roseann White |
Director |
Stephenville, Cold
Brook, Noel’s Pond and Gull Pond |
Louis MacDonald |
Director |
Port au Port East, Point au Mal, Fox Island
River and Kippens
|
Anna Bensette
|
Director
|
Port au Port Peninsula
|
Charlie Foote
|
Director
|
St. Theresa’s,
Flat
Bay
,
St. George’s
and
Barachois Brook |
Anne Hart |
Director |
Aboriginal
Representative |
2. Committee Structure
Committees
|
Chair
|
Agriculture & Forestry |
Charlie Foote |
Business, Retention & Expansion |
Catherine Fenwick & Randy Lieb |
Coastal Management |
Lloyd Harnum |
Education |
Cynthia Downey |
Fisheries & Aquaculture |
Louis MacDonald |
Natural Resources |
Lloyd Harnum |
Social Economic Development |
Anne Hart |
Tourism |
Roseann White |
3. Evaluation / Monitoring
Any plan has to be a living document; open to change. In recognition of this fact, we are constantly
monitoring our activities. The
evaluation / monitoring process is the responsibility of the Executive
Committee who works with staff to keep the Board apprised of activities and
make recommendations on changes that are necessary.
Staff will present bi-monthly activity reports, highlighting
what is going well and raising issues of concern. A decision will be made by the Board on necessary
corrective action or determine if issues are serious enough to warrant dropping
a specific initiative. As part of our annual
reporting process, our plan is evaluated and updated as necessary to meet
changes that will invariably occur. The template below is used as a guide in
the process.
We also discuss on a
regular basis the status of our plan with representatives of Atlantic Canada
Opportunities Agency and the Department of Innovation, Trade and Rural
Development, who provide support on an ongoing basis.
Things we consider:
Initiative |
|
|
Objective – is
objective still within reach? |
|
|
Goals – are they being
met? If not, why not? |
|
|
Time Frames – are time
frames still relevant? |
|
|
Has the environment
changed enough to warrant changing priorities? |
|
|
What affect will changing
priorities have on integrity of the plan? |
|
|
Are all partners still
engaged / supportive? |
|
|
Is the funding
necessary and is successful completion still achievable? |
|
|
Are there emerging
opportunities that provide more long term economic benefit to Zone 9? |
|
|
Does the initiative
still reflect what the people asked us to do during our consultation process? |
|
|
VI. Synopsis of Issues
Listed below are a variety of topics
discussed during our consultation process that would have a very positive
impact on the long term economic development of our region if time and
resources permitted it. We have no
intention of ignoring these topics but feel that the initiatives outlined
previously will keep us more then busy for the next three years.
Ø
Connect the communities of
Flat
Bay
and Heatherton with a road.
Ø
Harbour development –
Crabbes
River
.
Ø
Human resource capacity issues facing Local
Service Districts.
Ø
Resurfacing roadways / snow clearing –
government policy.
Ø
Marketing area as a retirement option.
Ø
Out-migration.
Ø
Fish plant – Ramea.
Ø
Red
Island
Development.
Ø
Sustain trailway (
Provincial
Park
).
Ø
Highway signage.
Ø
Watershed management.
Ø
Recycling – community clean up.
Ø
Land use management.
Ø
Regional Government.
Ø
Community groups need human resource support.
Ø
Development of plane crash sites in our area.
Ø
Education / awareness of positive aspects of
living in a rural community.
Ø
Obtain a separate Ministry of Agriculture.
VII. Financials
Long
Range
Regional Economic Development Board
|
|
|
|
Proposed
Budget
|
|
|
|
September
2008 - September 2011
|
|
|
|
|
|
|
|
|
|
|
|
Expenses
|
Year
1
|
Year
2
|
Year
3
|
|
|
|
|
Rent
|
12,000
|
12,000
|
12,000
|
Board
Travel / Committee Travel / Meetings
|
10,000
|
8,500
|
8,500
|
Staff
Travel
|
12,000
|
12,000
|
10,000
|
Telephone
/ Norstar / Cell
|
12,000
|
12,000
|
12,000
|
Photocopying
/ Facsimile
|
1,000
|
750
|
750
|
Postage
/ Courier
|
500
|
500
|
500
|
Workshops
& Training
|
1,500
|
1,200
|
1,000
|
Annual
General Meeting
|
1,100
|
1,100
|
1,100
|
Communications
|
9,000
|
8,000
|
6,000
|
Legal
and Audit
|
2,100
|
2,100
|
2,100
|
Bank
Charges
|
400
|
400
|
400
|
Website/Internet
|
1,500
|
1,200
|
1,000
|
| |