Report to/Rapport au :
Corporate Services and Economic Development
Committee
Comité des services organisationnels et du développement économique
and Council / et au Conseil
22 June 2010 / le 22 juin 2010
Submitted by/Soumis par : Nancy
Schepers, Deputy City Manager/Directrice
municipale adjointe, Infrastructure Services and Community
Sustainability/
Services d 'infrastructure et Viabilité des collectivités
Contact
Person/Personne ressource : Johanne Levesque, Director/Directrice,
Community
Sustainability Services/Services de viabilité des collectivités
(613)
580-2424 x 12257, johanne.levesque@ottawa.ca
SUBJECT:
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OBJET :
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REPORT RECOMMENDATIONS
That the Corporate Services
and Economic Development Committee recommend Council:
1.
Approve the Economic Development Strategy
document – Partnerships For Prosperity
– attached as Document 1;
2.
Direct staff to review Ottawa’s economic
development service delivery model against best practices employed by other
North American municipalities and report back on the findings of the review and
potential impacts to Committee and Council in Q1 of 2011;
RECOMMANDATIONS DU
RAPPORT
Que le Comité des
services organisationnels et du développement économique recommande au
Conseil :
1.
d’approuver le document sur la
stratégie de développement économique – Stratégie
des partenariats pour la prospérité – ci‑joint en tant que Document
1;
2.
de demander au personnel d’examiner
le modèle de prestation de services en matière de développement économique à
Ottawa à la lumière des pratiques exemplaires utilisées par d’autres
municipalités nord‑américaines, et de présenter ses conclusions, ainsi
qu’une description de leur impact possible, au Comité et au Conseil durant le
premier trimestre de 2011.
EXECUTIVE SUMMARY
Assumptions and Analysis:
Background
The current Economic Strategy "OTTAWA 20/20 ECONOMIC STRATEGY" was adopted by Council on April 23, 2003.
On November 12, 2008 Council directed the City’s Economic Development Branch to report back in Q1 of 2009 with a process to update the City’s Economic Strategy, including reviewing the City’s current economic development delivery model.
Corporate Services and Economic Development Committee received a report on April 21, 2009 (ACS2009-ICS-CSS-0016), which it recommended to Council on May 13, 2009, outlining the process to revise the Strategy including conducting a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of the Ottawa economy by Q3 of 2009.
On October 6, 2009 Corporate Services and Economic Development Committee received a SWOT report entitled "Strengths, Weaknesses, Opportunities and Threats: Ottawa’s Economy 2009 to 2015 and Beyond" (ACS2009-ICS-CSS-0032). At that meeting, CSEDC approved the formation and composition of a Steering Committee to lead a revision of the City’s Economic Development Strategy and directed City staff to deliver an updated Economic Development Strategy.
This report responds to the direction of CSEDC on October 6, 2009.
Partnerships for Prosperity is a five-year economic development strategy based on the analysis contained in the SWOT report and extensive public consultation. Under the guidance of the Steering Committee, the process of developing this strategy included 11 formal meetings, 19 written submissions, and input from more than 1,800 visits to the opinionottawa.ca website by interested and engaged individuals.
This strategy offers strong direction aimed at bolstering the City’s economic development activities. An implementation plan will follow in the first quarter of 2011 that will include proposed individual actions, refinement to the governance and service delivery model, and quantification of the resources required to succeed. The implementation plan and final governance model will be developed in collaboration with stakeholders through the remainder of 2010.
Legal/Risk
Management Implications:
There are no legal or risk management implications associated with the recommendations contained in this report.
Technical Implications:
N/A
There will be no incremental costs related to the adoption of the strategic framework outlined in the attached Partnerships for Prosperity document.
Additional funding will be required through 2011 for economic development activities that respond to priorities of the proposed strategy; specifically the resources needed to conduct a review of best practices in economic development service delivery, as well as developing implementation plans for the selected actions.
Public
Consultation/Input:
Under the guidance and direction of the economic development strategy refresh Steering Committee the following public consultation was undertaken:
- Stakeholder forum February 12, 2010 (more than 90 participants)
- 7 white papers distributed and posted on Opinionottawa blog site (more than 1800 visits with 65 responses)
- 19 formal written submissions
- 11 stakeholder meetings
- Inter-departmental strategic
coordination meeting
RÉSUMÉ
Hypothèses
et analyse :
Renseignements généraux
Le Conseil a adopté la stratégie économique actuelle (STRATÉGIE ÉCONOMIQUE
OTTAWA 20/20) le 23 avril 2003.
Le 12 novembre 2008, il demandait à la Direction du développement
économique de la Ville de lui soumettre un rapport, au premier trimestre de
2009, qui proposerait un processus pour mettre à jour la stratégie économique
de la Ville. Ce processus devait comprendre un examen du modèle de prestation
de services en matière de développement économique de la Ville.
Le Comité des services organisationnels et du développement économique a
reçu le rapport le 21 avril 2009 (ACS2009-ICS-CSS-0016) et l’a transmis et
recommandé au Conseil le 13 mai 2009. Le rapport décrivait un processus de
révision de la stratégie économique qui s’appuyait notamment sur la
réalisation, pour le troisième trimestre de 2009, d’une analyse FFPM (forces,
faiblesses, possibilités et menaces) de l’économie d’Ottawa.
Le 6 octobre 2009, le Comité des
services organisationnels et du développement économique (CSODE) a reçu le
rapport FFPM intitulé « Strengths,
Weaknesses, Opportunities and Threats: Ottawa’s Economy 2009 to 2015 » (Forces, faiblesses, possibilités et
menaces : l’économie d’Ottawa de 2009 à 2015 et au-delà)
(ACS2009-ICS-CSS-0032). Lors de cette réunion, le CSODE a approuvé la formation
et la composition d’un comité directeur pour mener la révision de la stratégie
de développement économique de la Ville Et il a également demandé au personnel
de la Ville de présenter une version mise à jour de la stratégie de
développement économique.
Le présent rapport constitue la réponse à la
directive du CSODE du 6 octobre 2009.
La Stratégie
des partenariats pour la prospérité est une stratégie de développement
économique quinquennale fondée sur une analyse des forces, des faiblesses, des
possibilités et des menaces (FFPM) effectuée pour la Ville et terminée à
l’automne 2009 et sur une vaste consultation publique. Guidé par un comité
directeur de spécialistes des systèmes dont la perspective est vaste, le
processus d’élaboration de cette stratégie a donné lieu à 11 réunions
officielles, à 19 rapports écrits et aux commentaires résultant de plus de
1 800 visites sur le site opinionottawa.ca par des citoyens engagés et
intéressées par le sujet.
Cette stratégie assure une solide orientation qui renforcera les activités
de développement économique de la Ville. Un plan de mise en œuvre sera présenté au
premier trimestre de 2011, qui
comprendra des propositions de mesures particulières, des améliorations
au modèle de gouvernance et
de prestation de services, et une évaluation quantitative des ressources nécessaires pour réussir.
Le plan de mise en œuvre et le modèle de gouvernance final seront élaborés en
collaboration avec les intervenants d’ici la fin de 2010.
Incidences juridiques / concernant
la gestion des risques :
Il n’y a pas de répercussions sur le plan
juridique et de la gestion des risques associées aux recommandations du présent
rapport.
Incidences techniques :
S/O
Répercussions financières :
Il n’y aura pas de répercussions
financières à l’adoption du cadre stratégique détaillé dans le document ci‑joint
Stratégie des partenariats pour la
prospérité.
Du financement supplémentaire sera nécessaire
durant l’année 2011 pour les activités de développement économique qui
répondent aux priorités de la stratégie proposée, pour l’analyse des pratiques
exemplaires de prestation de services de développement économique, et pour
l’élaboration de plans de mise en œuvre des actions sélectionnées.
Consultation publique / commentaires :
Le comité directeur de la ranimation de la
stratégie de développement économique a guidé et dirigé les mesures de
consultation publique suivantes :
- Forum des intervenants le
12 février 2010 (plus de 90 participants)
- Distribution et affichage de 7
livres blancs
- Blogue Opinionottawa (plus de
1 800 visites et 65 réponses)
- Rédaction de 19 rapports officiels
- Tenue de 11 réunions avec des
intervenants
- Tenue d’une réunion de
coordination stratégique entre services
DISCUSSION
Ottawa’s economy is at a crucial juncture. The high-tech boom that created a flurry of jobs and investments in late 1990s and early 2000s has all but disappeared. When Nortel Networks filed for bankruptcy in 2009, it was not just an end of a major anchor company for the city but also a strong signal for Ottawa to brace itself for a change in the technology industry. In addition, a looming significant federal budget deficit is inevitably going to lead to spending cuts by one of the city’s largest employers.
More and more companies are becoming increasingly global in terms of access to markets and production and are thus not bound to any given investment location. Competition is fierce with cost structures and bottom-line impacts serving as a major decision factor for Canadian and international firms that are looking to choose one investment location versus another. Further, municipalities around the world are presenting themselves as the best viable option for investments putting Ottawa in direct contest with emerging cities in China, India and the United Arab Emirates, as well as our traditional business rivals from the United States and Europe.
Municipalities around the world have increasingly become key drivers behind the acceleration of local economic development activities. Municipal involvement can take a variety of forms and each plays an important part in furthering the economic development agenda. The City’s economic development programs and activities touch Ottawa businesses and residents every day. Examples of municipal economic development leadership include:
- Investing in external economic development organizations (City of Toronto recently created ‘Build Toronto’ and ‘Invest Toronto’ using a $10M fund);
- Relaxing tax policies to attract investments in target industry sectors;
- Providing the right infrastructure to carry out and sustain business activities;
- Facilitating linkages between a variety of external economic development stakeholders in the city;
- Advocating for business friendly policies in front of provincial and federal governments; and,
- Assisting local non-profit stakeholders seeking funding from various government agencies or in a number of other ways.
The City of Ottawa can also play a proactive role in providing much needed economic development leadership.
In the many stakeholder consultations throughout the process of this strategy development, one single message has been heard loud and clear: status quo or business-as-usual along the economic development front is not acceptable.
The next section of this report focuses on context from three perspectives; achievements since the adoption of the last strategy, current challenges, and recent developments at the provincial and federal levels of government.
Context – A look at our Achievements
Since approving the City's Economic Strategy in 2003, a wide range of Economic Development projects and initiatives have been achieved based on the policies it contained. The following list provides a sample of those accomplishments:
• Development of the Orléans Town Centre and Shenkman Arts Centre Public-Private Partnership, which increases capacity for arts and culture businesses and their integration with the general business community;
• Development of the City of Ottawa Business Improvement Area Sustainability Program, which helps local BIAs to be more successful by enhancing their capacity to undertake market research and plan strategically for the future;
• Instituting toll-free calling across Ottawa to reduce costs for businesses and residents;
• Completion of broadband access to all urban and rural areas of Ottawa, which has been shown to improve sales and profitability for many businesses, help retain businesses in their present locations, and facilitate telecommuting for rural residents;
• Attraction of major sporting events to Ottawa (e.g. FIFA U20 World Cup, World Junior Hockey Championships, Ontario Summer Games, Bell Capital Cup, CN Canadian Women’s Golf Championship, BMO Skate Canada Junior Nationals, CIS Men’s Basketball Championships, HomeSense Skate Canada International). These events have direct economic impact as tourism attractions, as well as showcase Ottawa abroad;
• Trade expansion and investment attraction program funding to increase the Ottawa Centre for Research and Innovation Global Marketing Division’s capacity to generate and respond to investment leads (73 in 2008), to host incoming investment delegations, and to help Ottawa businesses develop new export markets;
• Investment and support of the Ottawa-Gatineau Film & Television Development Corporation that has facilitated productions in Ottawa and attracted approximately $100 Million since 2003;
• Establishment and support of "Ottawa’s Countryside" (Ottawa Rural Tourism Council) to promote rural businesses; and,
• Redevelopment and expansion of the Ottawa Congress Centre (now known as the Ottawa Convention Centre), including an investment of $40 million by the City, within a project totalling $180 million.
In addition to these achievements, efforts and resources continue to be
directed to the completion of work in progress and ongoing support of beneficial
economic development activities (please see Document 4, attached, for examples).
Context – A focus on Challenges
Throughout
the course of this strategy development, stakeholders highlighted a number of
challenges facing Ottawa’s economic future[1]. Challenges
also represent opportunities to deliver innovative solutions including:
• Challenge: High economic dependence on the federal government presence.
Strategic Solution: Diversification of business sectors and retention of public sector investments;
• Challenge: Local high-tech sector historically highly dependent on a few large companies
Strategic Solution: Investments in nurturing a thriving entrepreneurship culture to help create the ‘Fortune 500’ companies of tomorrow, as well as developing national and international export markets for local small/medium-sized firms;
• Challenge: Lack of strong diversification within the high-tech sector.
Strategic Solution: Although there are good signs of new emerging sub-sectors within the local hi-tech industry, a keen focus must be placed on developing and strengthening areas such as clean-tech, environmental technologies etc. that can capitalize on the traditional telecom engineering expertise existing in Ottawa;
• Challenge: Perception nationally and internationally of Ottawa being “just a government city” that acts as an obstacle to attracting investment.
Strategic Solution: Rebranding of Ottawa’s image to correspond with the Vision Statement;
• Challenge: Diverse economic development stakeholders each have a specific focus which, at times, has led to fragmentation and inefficient utilization of resources
Strategic Solution: Proactive leadership from the municipal government to enhance the governance and service delivery models based on a shared vision, clarity of focus, targeted collaboration and ownership that will guide economic development activities;
• Challenge: Absence of a workforce attraction and retention plan to safeguard one of Ottawa’s greatest strengths i.e. knowledge-based workers.
Strategic Solution: A knowledge workforce development function that integrates efforts of a variety of organizations addressing the attraction, retention and development of skilled workforce;
• Challenge: Entrepreneurship and commercialization of technology hampered by restrictive capital markets.
Strategic Solution: Promotion of opportunities for business investments and support for business clustering and business ecosystem development; and
• Challenge: Inadequate transportation (connecting) infrastructure, which is critical to economic growth.
Strategic Solution: Infrastructure planning with input from the economic development community.
Context – Recent
Developments at the Provincial and National Levels of Government
While the 2003 Ottawa 20/20 Economic Strategy provided direction through to 2010, the new Strategy proposed in this report capitalizes on opportunities and reflects changes and new realities in the Ottawa economy of today.
The strategy recommends a long-term view congruent with the City’s community sustainability agenda and capitalizing on Ottawa's knowledge-based economic advantages. It also explores opportunities to leverage provincial and federal partnerships that align with our economic development priorities. For example, the Province's increased foreign student placements at post-secondary institutions, increased economic development initiatives (such as the creation of Provincial Economic Transformation Teams), coordination of tourism development and promotion activities through newly formed Regional Tourism Offices, Green Energy Plan investments, and development of Ontario Networks of Excellence innovation activities are all in alignment with the proposed priorities of the strategy, as does the federal government's new Federal Economic Development Agency for Southern Ontario (FedDevOntario).
The City’s Economic Development Strategy – Partnerships for Prosperity
The next section of the report outlines the vision, strategic
objectives, goals and actions that are being recommended for approval by
Committee and Council. Together, these
key elements form a strategic framework that will unify and bring focus to the
economic development efforts throughout the city. Once approved, the strategic framework will
provide direction to City staff and its service delivery agents and
stakeholders for the next five years.
The proposed sample actions that are listed in the strategy are
discussed later in the report.
Vision
That Ottawa be recognized as a competitive
global hub for innovative, knowledge-based talent, businesses and
organizations. Its unique combination of recreational, social, cultural, and
business assets, natural environment and physical infrastructure create
sustainable prosperity for all its citizens, attracting businesses, visitors
and new residents.
Strategic Objectives
- International Competitiveness – The City, with its partners and stakeholders, will take greater advantage of the opportunities inherent in the knowledge economy and address both the opportunities and the threats created by economic globalization;
- Inclusive and Sustainable Communities – The City will strive to balance business prosperity with social equity, environmental responsibility and cultural expression;
- Brand and Market Development – The City will aggressively build on its current level of international marketing efforts by developing, in concert with its partners and stakeholders, consistent and co-ordinated city-wide branding; and
- City Leadership – The City of Ottawa will take a more proactive leadership role in shaping the economic direction of the city.
Goals and Sample Actions
Concrete actions recommended in
this strategy fall under the following three goals. Sample actions have also been developed for
each goal.
Goal 1: Take advantage of the City of Ottawa's existing strengths as a
competitive global hub for innovative, knowledge-based talent, businesses and
organizations to inspire and facilitate future economic development activities.
Sample Actions:
1.1 Policy research and development function;
1.2 Strategic economic development infrastructure;
1.3 Intergovernmental liaison function;
1.4 Develop sector-specific investment attraction plans;
1.5 Employment lands management function; and,
1.6 International trade and investment attraction function.
Goal 2: Promote Ottawa globally, as a top destination to study, work,
and live in as well as to visit.
Sample Actions:
2.1 Event attraction, coordination, and facilitation function;
2.2 Work force development function;
2.3 Marketing and brand development function; and,
2.4 Promotion of rural tourism assets.
Goal 3: Make Ottawa a global
role model for holistic planning for the community's economic, social, cultural
and environmental benefit.
Sample Actions:
3.1 Supporting the development of a showcase for sustainability and innovation technologies;
3.2 Showcase for sustainability and innovation technologies;
3.3 Comprehensive and comparative economic development scorecard;
3.4 Facilitate the availability of on-line permitting and licensing applications;
3.5 Community economic development function; and,
3.6 Entrepreneurial skills development.
Governance
Prosperity
Advisory Partnership
Partnerships for Prosperity proposes a
governance model for economic development that would see priority setting,
resourcing, delivery of initiatives, monitoring and reporting coordinated among
three tables: an Innovation Ottawa Partnership table; a Destination Ottawa
Partnership table; and a Quality Ottawa Partnership table. These tables would represent the long-term
interests of all applicable constituents and would interact formally through a
Prosperity Advisory Partnership table.
The Prosperity Advisory Partnership table would advise City Economic
Development staff and Corporate Services and Economic Development Committee of
Council on priorities and initiatives to achieve our strategic goals and
vision. Through this governance model,
economic development priorities, and strategic initiatives to address them,
will be coordinated and aligned for maximum effectiveness and will allow for
speedy policy and programming responses to changing conditions.
Member organizations in Innovation Ottawa include: Health Research Organizations; High Tech Industry; National Research Organizations; Ottawa Centre for Research and Innovation (OCRI); Ottawa-Gatineau Film and Television Office; and Post-graduate Educational Institutions; etc.
Member organizations in Destination Ottawa include: The National Capital Commission; Ottawa’s Countryside; The Ottawa Convention Centre; Ottawa Festivals; The Ottawa Gatineau Hotel Association; The Ottawa International Airport Authority; Ottawa Tourism (including representation from the Ottawa-Prescott-Russell Regional Tourism Organization); etc.
Member organizations in Quality Ottawa include: the Business Advisory Committee; the Business Improvement Areas; Causeway Work Centre; Chambers of Commerce; the Entrepreneurship Centre; Hire Immigrants Ottawa; the Ottawa Community Loan Fund; the Ottawa Integrated Local Labour Market Planning Committee; the Ottawa Local Immigration Partnership; Regroupement des gens d'affaires de la Capitale nationale (RGA), Local Developers etc.
RURAL IMPLICATIONS
This is a city-wide issue.
CONSULTATION
Community consultations were an important component in creating the vision and actions for the economic development refresh for the City of Ottawa. As such, the City engaged multiple stakeholders to gain feedback and participation from a broad base of the community. A steering committee was struck to oversee the refresh of the economic development strategy and to ensure broad consultation in the process.
Community consultation began with a Stakeholder Forum on February 12, 2010. Participants from social, environmental, economic development, education and business development organizations as well as private enterprise divided into break-out groups to brainstorm visions and priorities for economic development.
February 12, 2010 was also the launch date for the online discussion forum established at www.opinionottawa.ca. To encourage conversation and feedback, seven white papers were available for downloading and comment. Participants could not only download and comment on the white papers but also read and respond to the comments of others. The result was a series of valuable conversations that gave an understanding to the opportunities and challenges facing economic development in Ottawa. In all, the online forum attracted 1,836 visitors to the site generating 65 responses to the white papers and subsequent discussion. In addition to the website blogs there were 19 formal written submissions from organizations in the city offering insight and direction to Partnerships for Prosperity.
The final phase of the consultation brought together business and community leaders to develop an action framework for the strategy refresh. In this phase of the consultation, 11 meetings were held with participants from the development industry, rural community, arts and culture, social economy, Business Improvement Areas, tourism, talent, City’s Business Advisory Committee, environment, innovation and the Chambers of Commerce. The meetings functioned as peer discussion groups, focusing on the actions necessary to create the vision generated from the previously held Stakeholder Forum. There were a total of 92 participants in this phase of the community consultation process.
The consultation process and the feedback received were invaluable in developing the economic development strategy refresh. Not only did the process generate the ideas necessary to create a dynamic document, but also served to build community energy and commitment to the document created. This energy and commitment greatly assisted the Economic Development Branch in understanding the collective vision.
Finally, consultations were facilitated by draft White Papers on economic development in the following areas: Tourism; Quality of Place; Knowledge-Based Industries; Rural Business; Physical Infrastructure; Local Business; and Talent.
COMMENTS BY THE WARD COUNCILLOR(S)
This is a city-wide issue. One-on-one briefings were conducted with the Mayor and 19 City Councillors.
LEGAL/RISK MANAGEMENT IMPLICATIONS
There are no legal or risk management implications associated with the recommendations contained in this report.
CITY STRATEGIC PLAN
Partnerships
for Prosperity is linked with the other Ottawa 20/20 growth management
plans including the Official Plan, Transportation Master Plan, Infrastructure
Master Plan, Human Services Plan, Arts and Heritage Plans, Talent Plan, and
Environmental Strategy. It also reinforces the Poverty Reduction
Strategy and is consistent with the “Choosing Our Future” long-range
National Capital Region principles and goals.
It addresses
skills development, engaging the population, building quality of place, and
encouraging balanced complete communities.
It reinforces the Environmental Strategy with its goal of making Ottawa a leader in community sustainability. It promotes further development of, and support to, the Cleantech industry cluster and encourages environmentally sound business practices and economic development decisions to ensure that the environment is not adversely affected – which, by consequence, would negatively affect Ottawa’s quality-of-life advantages.
It contributes to the goals of the Talent Plan by addressing workforce opportunities and challenges by leveraging the existing skills base of the local talent pool, providing access to workforce information to help match talent offerings with employer needs, and supporting skills development, redevelopment, and recruitment initiatives.
It supports the Heritage Plan by drawing attention to the city’s heritage assets and programs that contribute to Ottawa’s quality of place.
It reinforces many of the goals of the Arts Plan by promoting Ottawa as a truly creative city. It encourages even greater linkage between the arts community and local businesses, and developing, sustaining and advocating for Ottawa’s local artistic and creative talent as a workforce for local industry.
Partnerships for Prosperity recognizes the critically important role that
infrastructure plays in supporting economic activity. As such, it endorses
coordinated and collaborative planning to meet the needs of residents (for
quality of life), and of businesses (for business climate).
This strategy recognizes the need to partner with the
Ottawa International Airport Authority to strengthen the airport’s role in
economic development and its function as a multimodal transportation hub for
the community.
TECHNICAL IMPLICATIONS
N/A
FINANCIAL IMPLICATIONS
There will be no incremental costs to the adoption of the strategic framework outlined in the attached Partnerships for Prosperity document.
Additional funding will be required through 2011 for economic development activities that respond to priorities of the proposed strategy, conducting a review of best practices in economic development service delivery, and developing implementation plans for the selected actions.
SUPPORTING DOCUMENTATION
Document 1 Partnerships for Prosperity
Document 2 Terms of Reference for Steering Committee
Document 3 Consultation Partners
Document 4 Examples of Economic Development Work in Progress and Ongoing Support
DISPOSITION
Economic Development Branch staff will implement any direction received from Committee and Council with respect to this report.
Staff will develop comprehensive
execution plans, milestones and timelines, resource requirements, governance
and reporting relationships, performance measurement matrix and communications
plans for actions and initiatives in order of priority as determined through
consultation with representatives of the Prosperity Advisory Partnership
representing the interests of Innovation Ottawa, Destination Ottawa and Quality
Ottawa Partnerships.
STEERING COMMITTEE TERMS OF REFERENCE DOCUMENT 2
Economic Strategy Refresh Steering Committee
Terms of Reference
- Mandate
The Economic Strategy Refresh Steering Committee[2] will bring leadership and oversight to the refresh of the Economic Development Strategy for the City and its partners.
- Objectives
§ To provide a holistic perspective to the process - crossing geography, sectors, and issues with broad systems thinking that will guide the refresh of the Economic Development Strategy.
§ To oversee the development of a project plan that will guide the refresh of the Economic Development Strategy, including a comprehensive methodology and key milestones.
§ To ensure effective and inclusive consultation processes are established to maximise broad sectoral engagement and participation in the refresh of the Economic Development strategy. Steering Committee members will act as champions for the refreshed Economic Development strategy, building support across all constituencies.
§ To review background documents, materials, scenarios, and best practices as prepared by the project team that will be used in the development of refreshed Economic Development Strategy. To critique, and revise proposed components of the refreshed economic development strategy, as appropriate.
§ To ensure that the refreshed economic development strategy is focused both on clear short-term priority actions and long-term directions and that a reporting system is developed to accurately measure progress toward identified key objective and goals.
§ To develop recommendations on appropriate mechanisms to ensure the refreshed Economic Development Strategy is effectively implemented.
3.
Membership
The Chair or Vice-chair of CSEDC will chair the Steering Committee. Four additional political members will be named. One external champion will be named from each of the following 4 broad sector groupings:
- Public service, healthcare and social services
- Arts, culture, recreation, education, entertainment and tourism
- Knowledge-based technology sector
- Local Infrastructure (including builders, restaurants, and merchants)
One member at large will also be named to ensure the youth perspective is considered in the refresh of the economic development strategy.
- Timeframe
The Steering Committee will commence work on November 30, 2009 and complete its assignment before April 30, 2010 (5 months). Members are expected to attend five three-hour meetings and commit seven additional hours per month reviewing, commenting and engaging stakeholders (total commitment of 50 hours over 5 months).
- Meeting
Schedule
Approximately one meeting per month will be called by the Chair of the Steering Committee. However, there is a recognition that the Steering Committee will need to meet in accordance with the milestones indicated in the project plan to ensure timely review and sign-off of critical planning stages. Therefore, additional meetings may be convened if required. Committee members will be provided with an agenda prior to each meeting. Committee members will be provided with minutes of proceedings and decisions of each meeting as soon as practicable after each meeting.
- Communications
The Chair of the Steering Committee will assume the spokesperson role with media and the general public. The Steering Committee will be supported by City staff with respect to a communications and consultation plan over the course of the 5-month project period.
- Confidentiality
Members are expected to be open and candid in discussing
items before them. For this reason,
members will maintain confidentiality of Committee discussions and of
information made available to them (where appropriate). Committee members are committed to respecting the privacy
of committee participants and agree not to disclose information or views
expressed by individuals during meetings.
Members
shall not use, either directly or indirectly, committee information for
material gain or influence a decision for material gain.
- Accountability
The Steering Committee will endorse a draft Refreshed Economic Development Strategy to be recommended for approval to Corporate Services and Economic Development and City Council before May 31 2010.
STAKEHOLDERS CONSULTED DOCUMENT 3
Algonquin College
Bank Street BIA
Barrhaven BIA
Business Advisory Committee
ByWard Market BIA
Colonnade Development
Environmental Advisory Committee
GAPC Entertainment
Gartner Executive Programs
Global Advantage Consulting Group Inc.
Hire Immigrants Ottawa
Just Food
Kanata Chamber of Commerce
McLarty & Co.
Ministry of Training, Colleges & Universities
Minto Commercial Properties Inc.
Ontario Centres of Excellence
Orléans Chamber of Commerce
Ottawa Centre for Research & Innovation (OCRI)
Ottawa Chamber of Commerce
Ottawa Community Loan Fund
Ottawa Convention Centre
Ottawa Festivals
Ottawa International Airport Authority
Ottawa Tourism
Ottawa-Gatineau Hotel Association
Purple Forge Corp
Regroupement des gens d'affaires de la Capitale
nationale (RGA)
Savour Ottawa
Senators Sports & Entertainment
Social Planning Council of Ottawa-Carleton
United Way Ottawa
Wesley Clover International Corporation
West Capital Developments - Carp Airport
West Ottawa Economic Development Assoc.
Heart of Orléans BIA
Glebe BIA
Preston Street BIA
Wellington West BIA
Nepean Chamber of Commerce
Kanata Chamber of Commerce
Diefenbunker
Ottawa Jazz Festival
Ottawa Bluesfest
ArtEngine
Animation Festival
Umi Café
Taggart
Arnon
Shenkman Corporation
Devencore
National Capital Commission
Sustainable Living Ottawa East
Ottawa Biosphere Eco-City Pilot
Ontario Federation of Agriculture
Stanley's Farm
Carp Road BIA
Sustainable Livelihoods Women's Economic Development Initiative
Vitesse Re-Skilling
Ontario Trillium Foundation
Réseau de développement économique et
d’employabilité
Operation Come Home
Ottawa District Labour Council
Conseil de la coopération de l’Ontario
Coopérative Franco-présence
Rideau Street Youth Enterprises
Multi-Faith Housing Initiative
Ottawa Chinese Community Service Centre
YMCA
Ottawa Talent Initiative (OTI)
Building Trades Council
Ministry of Culture and Tourism
Burritt Rapids Renewable Energy
Forest and Greenspace Advisory Committee
Brookfield
Minto
Downtown Rideau BIA
EXAMPLES OF ECONOMIC DEVELOPMENT
WORK IN PROGRESS AND ONGOING SUPPORT DOCUMENT 4
Work in Progress
• Redevelopment of the Ottawa Congress Centre (now known as the Ottawa Convention Centre), including an investment of $40 million by the City, within a project totalling $180 million;
• Algonquin College Centre for Construction Trades and Building Sciences. The new facility will expand the College’s training capacity and help to address the chronic shortage of skilled trades in Ottawa; and
• New La Cité collégiale Centre des Métiers campus in Orléans, which builds the City’s work force capacity in the building trades.
Ongoing Support
• Investment and support of the Entrepreneurship Centre, which delivered services to 3,286 entrepreneurs in 2008 and has expanded with satellite offices in Orléans, Kanata and Barrhaven (1,413 of these entrepreneurs reported that they created an additional 1,583 new jobs subsequent to their interactions with the Entrepreneurship Centre);
• Support to 16 Business Improvement Areas including market research, expansion and projects (such as the Chinatown Gateway project);
• Support to the Ottawa Gatineau Film and Television Office to help develop the budding production industry;
• Support to Ottawa’s Countryside to help develop the rural Ottawa tourism offering and its promotion;
• Partnering with the Province on Ottawa’s Regional Innovation Network and the Ontario Research Commercialization Program to deliver advanced business advisory services, match mentors to early-stage firms, provide specific market intelligence, validate firms’ technologies, and help firms strategically plan for their long-term success in Ottawa; and
• Investment in, and support of, Carleton University's Lead-2-Win program, which in 2009 helped create 68 new companies that are expected to create 400 jobs and several million dollars in new payroll.