Monitor Report – March 2014

Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 1 of 9
Ongoing Projects & Initiatives
Status
#
Ongoing Action
Lead
Comments
Unify the County with a strong vision and direction for future community growth (Ongoing)
❶
1.6
Support Workforce Planning Board
Continuing as resources permit
Multiple
Make Economic Development a County priority (Ongoing)


❶
❶
❶
2.3/2.7
Cross-department growth-issues team
Completed internally
NC
2.5
Dedicated Economic Development website
Norfolkbusiness.ca completed 2012
NC
2.6/2.7
Community Improvement Plan incentives
Council approved expanding plan
NC
2.8
Collaborate locally, regionally
Continuing as resources permit
Multiple
2.1/2.2
Champions monitor performance
Exploring options
Multiple
Strengthen Norfolk County's networking capacity (Ongoing)

❷
3.3
Continue annual symposium
Continuing as resources permit
Multiple
3.2/4.2.5
Continue employer business visits
Not resourced
NC

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 2 of 9
Nurture and grow Norfolk County's emerging industries (Ongoing)


❶
❶
❶
❶
❶
❷
❷
❶
❸
❸
❸
❹
5.1.9
Expanded online events calendar
Completed February 1, 2012
NC
5.2.2
Cultural/community asset mapping
Cultural mapping completed by NACHA
NACHA
5.1.11
Continue regional tourism work
Continuing as resources permit
Multiple
5.2.4
Maximize joint work with arts/heritage
Continuing as resources permit
Multiple
5.4.1
Solutions-focused small business forum
NDBDC Small Business group
Multiple
5.1.6
Grow online tourism presence
Continuing as resources permit
NC
5.1.7
Continue social media presence
Continuing as resources permit
NC
5.2.1
Create arts council
NACHA formed organically
Multiple
5.4.4
Develop innovation/entrepreneur centre
To be reviewed
NDBDC
5.1.2
Support Tourism Ec Dev Advisory Board
Not resourced
NC
5.2.5
Support creative economy in Official Plan
Subject to completion of ZBL/OPR
NC
5.3.1
Support local green energy projects
Direct to Influencers group for feedback
NC
5.4.2
Update home-based business policies
Subject to completion of ZBL/OPR
NC
5.3.2/5.3.3
Support green energy regional focus
Green Energy group not meeting
Multiple

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 3 of 9
Provide support for Norfolk County's traditional industries (Ongoing)
❶
❶
❷
❷
❶
❸
❸
❸
❸
❹
4.1.6
Adapt County policies to support agriculture
AAB reviews on ongoing basis
NC
4.1.12
Support Alternative Land Use Services
Program successful, expanding
Multiple
4.1.13
Update comprehensive ag database
Not resourced
NC
4.2.4
Update manufacturing database
Not resourced
NC
4.1.2
Support Ag Advisory Board
Not resourced
NC
4.1.5
Enhance value-added opportunities in OP
Subject to completion of ZBL/OPR
NC
4.1.8
Retain, support ag research stations
Direct to Influencers group for feedback
Multiple
4.2.1
Develop online industrial land inventory
Not resourced
NC
4.2.6
Investment enquiry response template
Status to be reviewed
NC
4.1.4
Research new/emerging ag markets
Erie Innovations closed
Multiple

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 4 of 9
New Projects & Initiatives
Status
#
New Action
Comments
Lead
Unify the County with a strong vision and direction for future community growth (New)
❶
New-1
Health Care Professional Recruitment
Various players
making progress
Multiple
❸
1.1
Unify County vision, identity: Undertake holistic Community
Strategy based on community ideals valued by residents; set
true community vision with priority actions for achievement.
Promoted as community building exercise, Strategy should
encompass all aspects of community considered important by
residents. Requiring extensive community consultation, build
on previous community-wide initiatives and previous plans.
Council approved
development of
Corporate Strategic
Plan: consultant
Millier Dickinson
Blais.
NC
❹
1.3.1
Develop Youth Committee to work on development of a youth Not resourced
retention and re-attraction strategy, support for youth
entrepreneurship, and best means to connect with local youth.
Ensure committee also has community leaders who can ensure
committee is taken seriously and initiatives implemented.
Multiple
❹
1.3.2
Develop Youth Brand: Led by Youth Committee and Norfolk
County’s youth, develop youth-specific Norfolk County brand
aimed at re-enforcing positive attributes of County that appeal
to local youth. Continually use new brand to present County as
an attractive community of choice for young people.
Multiple
Not resourced

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 5 of 9
#
1.3.3/5.4.3
New Action
Develop youth entrepreneurship: Engage local schools,
NDBDC, support agencies, local business leaders to develop
and promote youth entrepreneurship program. Link with
Entrepreneurship Actions identified in Section 5.
Comments
Not resourced
Lead
Multiple
❹
1.3.4
Youth Retention and Attraction Strategy: In attempt to
increase number of Norfolk’s population aged 25-44, in
conjunction with Youth Committee, develop a Youth Retention
and Attraction Strategy. After completion, work with regional
partners to examine opportunities related to youth retention
and attraction at regional level.
Not resourced
Multiple
❹
1.4
Create youth educational awareness program: To raise
education level of County, collaborate with school boards to
create / implement program outlining benefits, opportunities,
and need to not only stay in school, but to achieve the highest
level of education possible.
Not aware of any
activity
Multiple
❸
1.5
Support more post-secondary facilities: Partner with postsecondary institutions to capitalize on opportunities aimed at
developing satellite campuses or promoting more local postsecondary programs and research capacity.
Fanshawe College in
very early stages of
discussion
Multiple
❹
New-2
Newcomer / Immigrant Strategy
Status to be
reviewed
Multiple
Status
❹

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 6 of 9
Strengthen Norfolk County's networking capacity (New)
❸
3.4
Establish economic development/entrepreneurship forum:
Annual forum where industry leaders, business organizations,
businesses, County staff, and political leaders can informally
discuss issues concerning sustainability and well-being of local
economy. This should be a forum where topics are discussed
openly in a facilitated environment with the aim of raising
issues affecting economic development, and exploring new
ideas and opportunities to grow and strengthen the local
economy. Also opportunity for County to report on Economic
Development efforts and results achieved.
Partly included in
annual Symposium,
but warrants review
NC
❹
3.1
Attend new events / conferences: Identify and target
minimum three industry events/conferences a year to attend in
order to promote Norfolk County and to build a network of
industrial contacts outside of County.
Not resourced
NC

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 7 of 9
Nurture and grow Norfolk County's emerging industries (New)
❷
5.1.1/5.1.4
❹
5.1.3
Tourism / agritourism product development: Spend greater
effort on product development, support for new ventures,
tourism infrastructure (i.e. waterfront development, ecotourism, roofed accommodations, public washrooms, parking)
Tourism strategy: Develop and implement long-range,
comprehensive Tourism Strategy focusing on regional and
local tourism opportunities. Focus on industry drivers and
emerging opportunities, target markets, networks, partnership
development, product development, branding, marketing.
❹
5.1.5
Update tourist accommodation study
❹
5.1.8
Deliver hospitality training: Develop and deliver hospitality
and customer service training to existing or emerging local
tourism businesses and tourism destinations.
Sustainable Tourism
project / LPWBR
Multiple
Not resourced
Multiple
Not resourced
Multiple
Not resourced
Multiple
❹
5.1.10
Target and attend five additional tourism industry events:
to promote opportunities as a tourism destination.
Not resourced
NC
❹
5.2.3
Complete Arts, Heritage & Culture Strategy and
Implementation Plan
Not resourced
Multiple

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 8 of 9
Provide support for Norfolk County's traditional industries (New)
❸
4.2.2
Update industrial land demand analysis: Ensure County has
adequate supply of shovel ready industrial land by undertaking
industrial land demand analysis and, if necessary, investing in
infrastructure to service priority industrial areas
Linked to OP Review
NC
❸
4.2.3
Strengthen transportation linkages: Continue to work on
strengthening Norfolk County’s internal and external
transportation linkages.
Direct to Influencers
group for feedback
Multiple
❹
4.1.1
Identify agriculture champion: Identify, work with champion
Not aware of any
that can give agriculture a strong voice while helping implement activity
agricultural actions of Economic Development Strategy
Multiple
❹
4.1.3
Annual agriculture summit: Conduct annual Norfolk County
Agriculture Summit to discuss issues affecting agriculture as
well as emerging opportunities and role County can play in
resolving issues and capitalizing on opportunities
Not resourced
NC
❹
❹
4.1.9
Establish agri-food innovation centre
Multiple
4.1.10
Develop post-secondary ag programs: Collaborating with
post-secondary institutions develop local post-secondary
programs focused on agriculture or use of local ag products
Erie Innovations
closed
Not aware of any
activity
Multiple

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding
Norfolk County Economic Development Strategy Monitoring Report
March 2014
Page 9 of 9
❹
4.1.11
Develop strategy to promote value-added opportunities:
Develop marketing and outreach strategy aimed at promoting
value-added and food processing opportunities; look at
promoting specific industry sectors and be targeted at
provincial, national and/or international audiences.
Not resourced
Multiple
❹
4.1.14
Hire EDO staff resource supporting agriculture: Support
Norfolk County’s primary economic generator by providing a
dedicated economic development resource focused solely on
proactively growing the County’s agricultural and related valueadded and food processing industries.
Not resourced
NC
Prepared by:
Clark Hoskin
Manager, Tourism & Economic Development
Norfolk County
Email [email protected]
L:\Strategic Planning\Strategy 2011\2012 Implementation\Performance Measurement\EcDevStrategy-Monitor-March2014.docx

Complete
❶Underway
❷Challenged
❸Exploring Options
❹Not Proceeding

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