Business Plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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:

  1. Construct digester.
  2. Audit construction and start up of anaerobic digester and produce a report.
  3. Harvest methane gas.
  4. Compile a cost benefit analysis on the by products of the anaerobic digestive system.
  5. 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:

  1. Bring people together to develop a strategy.
  2. Form a Steering Committee to guide the process.
  3. Extensive research and consultation process.
  4. 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:

  1. Meet with producers and agencies to discuss issues.
  2. Create a Steering Committee.
  3. Secure funding for a marketer.
  4. Research market and look at models throughout Canada and elsewhere.
  5. Develop a go forward strategy.
  6. Implement a strategy.
  7. 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:

  1. Develop a proposal and hire a person.
  2. Research the concept and consumer base.
  3. Establish a core group.
  4. Develop packages and disseminate information to industry and relevant government departments and the general public.
  5. 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:

  1. Call partners together for a meeting.
  2. Collect data.
  3. 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:

  1. Research viable uses for spent dairy animals.
  2. Formalize an agreement with industry on supply of product.
  3. 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:

  1. Secure funding for pilot project.
  2. To identify crops with the best potential for success.
  3. Select and order plants, seeds, etc.
  4. Prepare sites and plant species in test plots.
  5. Monitor growth rates and compile a report on results.
  6. Repeat process with any additional species recommended by the Department of Natural Resources (Agriculture).
  7. 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:

  1. Draft a concept paper.
  2. Present concept paper to stakeholders.
  3. Hire specialist to develop and implement plan.
  4. 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:

  1. Bring stakeholders together to discuss the concept of trail development.
  2. Meet with town officials to ensure proposed ideas fit with existing plans of other organizations.
  3. Form a regional committee to create a regional Trail Plan.
  4. Develop a strategic plan.
  5. Share information with DMO, SWCTN, IAT, Tourism Chalets and accommodations on trail development to date.
  6. Implement, monitor and evaluate the plan.
  7. Hire a coordinator to promote events and activities on hiking.
  8. 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:

  1. Hire a coordinator.
  2. Carry out interviews and focus sessions to identify improvements for subsequent additions.
  3. Write a summary report for future reference.
  4. Make changes to binder as needed.
  5. 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:

  1. Meet with industry players.
  2. Identify training needs of industry.
  3. Research existing training.
  4. Meet with local Colleges.
  5. Review results and implement changes.
  6. 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:

  1. Meet with the Department of Fisheries and Oceans and the Town of Ramea .
  2. Develop a proposal for expansion.
  3. 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:

  1. Develop and email weekly calendar of events to common tourist areas as well as local residents.
  2. 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:

  1. Develop and distribute a comment card for Zone 9 & 10 to be distributed in all accommodations.
  2. Collect comment cards.
  3. Compile results.
  4. Distribute report.
  5. 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:

  1. Bring industry players together to form network.
  2. Explore new markets and emerging trends to hire a researcher.
  3. Collect data on existing company’s production levels and product existing markets.
  4. 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:

  1. 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:

  1. Request support from Capacity Building .
  2. Bring key players from the senior community together.
  3. Work with community groups to form an Action Committee.
  4. Identify gaps in local services for seniors.
  5. 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:

  1. 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:

  1. Bring stakeholders together.
  2. Develop and implement a go forward strategy.
  3. 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:

  1. Yearly newsletter.
  2. Update our web page and keep it current.
  3. A brochure has been developed and now we must circulate it throughout the community.
  4. 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.
  5. Hold annual opportunity identification sessions in each sub-zonal region.
  6. Engage local and traditional media sources to cover activities.
  7. 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:

  1. Employ a person through an internship project to work directly with the community.
  2. 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:

  1. Carry out an opportunity identification process.
  2. Select a project and develop a proposal.
  3. 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:

  1. Meeting of partners.
  2. Research / Community consultations.
  3. Compile plan.
  4. 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:

  1. Bi-monthly Board meetings.
  2. Annual retreat.
  3. Monthly meetings of all resource committees.
  4. Annual General Meeting and election.
  5. Annual staff evaluations.
  6. Capacity development training for Board and Staff.
  7. 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