Economic Development Strategy and Action Plan - Perth County

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AppendicesI. Focus Group Results and List of ParticipantsII. Labour Market and Economic Development Survey ResultsIII. One-on-One Stakeholders SummaryIV. Institutional Stakeholders SummaryV. Social Media Strategy in Economic DevelopmentVI. BibliographyPerth, St. Marys and Stratford Economic Development Strategy and Action Plan 4 | P age
1 Introduction1.1 Purpose of the ReportAs a result of the current Economic slowdown, it is clear that a current Economic Development StrategicPlan is needed with dedicated resources to implement this plan. The County of Perth, in partnership withthe City of Stratford, the Town of St. Marys, the Perth CFDC, and the Technical Training Group havepartnered to develop a united strategy to lead the communities through a challenging economicslowdown. The economies are intertwined and efforts must be aligned to develop a plan that will prepareall of the communities by identifying gaps, building capacity and discovering new opportunities. Eachcommunity has strengths that can be leveraged to define their roles in the new economy and this strategyis key to positioning Perth County, Stratford and St. Marys for success.This Strategic Plan looks beyond the traditional industrial landscape to identify ways to diversify theeconomies and explores new sectors employing new technologies, such as digital media. The role ofpost secondary education, centres of excellence and technology play a strong role in the growth of thecommunities. This plan aligns human capital with the needs of a knowledge based economy.Together, the County of Perth, City of Stratford and the Town of St. Marys have a population ofapproximately 76,000 and have a significant commuter-shed spanning many neighbouring communities.This Economic Development Strategy Action Plan includes an Economic Base Analysis andImplementation Action Plan that provides direction for the short, medium and long term. Therecommendations will help to strengthen, diversify and enhance the local economy. Actions are identifiedfor the three municipalities to take on together as well as work on individually.The project partners would like to acknowledge the Ontario Ministry of Economic Development andTrades’ Communities in Transition program for its generous contribution that has made this projectpossible.1.2 How Was the Strategy Developed?Strategic planning is a means for establishing and maintaining effective programs based on economic,social, cultural and environmental opportunities and constraints. It also:• helps to shape a community’s future• provides structure for mutually accepted goals and a common agenda• defines the purpose of the community at large and its role in achieving stated goals• balances community goals with realistic local resources.A critical step to developing this plan is first developing an understanding of the region in terms of itsexisting assets and its potential.Project Study TeamThis project was overseen by a Project Steering Committee. This group guided the overall process andincluded the following people.• Larry Appel, Director of Economic Development, City of Stratford• Bernia Wheaton, Economic Development Officer, County of PerthPerth, St. Marys and Stratford Economic Development Strategy and Action Plan 5 | P age
Page 1 and 2: Final ReportCounty of Perth, Town o
Page 3: List of FiguresFigure 1 - Location
Page 7 and 8: The Shift-Share analysis then took
Page 9 and 10: FindingProportionately more people
Page 11 and 12: 3 Local Situational AnalysisThe Sec
Page 13 and 14: (compared to Ontario 9.23, compared
Page 15 and 16: The LQ analysis identified five ind
Page 17 and 18: There were surprisingly many simila
Page 19 and 20: important, there was also expressed
Page 21 and 22: Question 2. What are the major diff
Page 23 and 24: Question 3. Understanding what thes
Page 25 and 26: their jobs in manufacturing need to
Page 27 and 28: Figure 7 - Perth County Available E
Page 29 and 30: • St. Marys water tower realignin
Page 31 and 32: are 34 schools that serve youth in
Page 33 and 34: innovation and commercialization in
Page 35 and 36: Competitive Disadvantages• Govern
Page 37 and 38: The traits of the recommended targe
Page 39 and 40: Based on the labour market analysis
Page 41 and 42: 5.1 Very Strong Future Economic Dri
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Page 45 and 46: 5.2 Very Strong Future Economic Dri
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Page 49 and 50: Business EstablishmentsBased on the
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While no province has been complete
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done detailed analysis on national
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Although the specialized design, en
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5.5 Moderate Future Economic Driver
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5.6 Industry Sector ConvergenceMost
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The figure points to arts, culture
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StrategicCategoryCapacityBuildingBr
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6.2 Lone Eagles Sector Marketing Pl
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6.3 Arts, Culture and Tourism Actio
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6.4 Agriculture and Agri-Food Actio
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6.5 Green & Technology Based Manufa
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StrategicCategoryRecommended Initia
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Appendix IFocus Group Results and I
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Executive SummaryAttached are meeti
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1.0 - Vision 2015Looking ahead 5 ye
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1.3 - Group 2 (Agriculture, Rural D
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1.5 - Group 3 (Entrepreneurs & Expo
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1.7 - Group 4 (Manufacturing & Auto
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1.9 - Group 5 (Alternate Energy)Vot
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1.11 - Group 6 (Tourism)Voting Resu
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4. XXX participation in the "new ec
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• Strong healthy downtowns throug
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3.2 - Group 2 (Agriculture, Rural D
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3.3 - Group 3 (Entrepreneurs & Expo
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Too much brownspaceToo many abandon
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2 22. NEWCOMERS: improved web sites
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2 30. BUY LOCAL: relax zoning bylaw
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2 25. SKILLS: Support and grow TTG
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4.6 - Group 6 (Tourism)Note: These
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AppendicesA - OverviewProject Overv
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PRIORITY: internal population growt
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PRIORITY: preserve the Class 1 and
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4. VISION$: Search for post graduat
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2. P5: Environmental planning to su
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4. Create building application plan
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Councillors and Municipal Managemen
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Appendix IILabour Market and Econom
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3. What were the approximate revenu
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Business Expansion10. What export m
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18. How do you plan on using the In
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23. Using a scale of 1 to 5 where 1
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Current Training Profile29. Does yo
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35. Please indicate any formal non-
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Appendix IIIOne-on-One Stakeholder
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force. More importantly, the boards
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entrepreneurs by developing busines
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Appendix IVInstitutional Stakeholde
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The creative cultural base in Strat
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8. What kinds of changes would you
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Appendix VSocial Media Strategy in
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• According to Socialnomics 19 ,
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development organizations should be
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UserVoice helps small businesses to
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Social Media and Website Best Pract
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Figure 6: City of Nanaimo WebsiteAl
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Figure 9: Prince Edward County Webp
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Figure 11: PEC You Tube PagePEC bel
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Figure 14: Ely Facebook PageFigure
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Figure 17: Newfoundland & Labrador
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The companies listed above have inc
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Appendix VIBibliographyPerth, St. M
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