ECONOMIC DEVELOPMENT STEERING BOARD MEETING

THE CORPORATION OF THE TOWN OF COCHRANE

ECONOMIC DEVELOPMENT STEERING BOARD MEETING

FRIDAY, JANUARY 26, 2018

COUNCIL CHAMBERS

12:00 PM

ORDERS TO THE DAY Page

1. OPENING REMARKS AND ROLL CALL

2. DECLARATION OF PECUNIARY INTEREST

3. ADOPTION OF AGENDA

4. ADOPTION OF MINUTES 2 - 5 4.1

Minutes of meeting held January 11, 2018.

5. BUSINESS ARISING FROM THE MINUTES

6. REPORTS 6 - 26 6.1 2018 Budget and Action Plan Review

7. OTHER BUSINESS

8. DATE AND TIME OF NEXT MEETING 8.1 Thursday February 1, 2018, 12 p.m. (noon) at the Town Hall

9. ADJOURNMENT

Page 1 of 26

CORPORATION OF THE TOWN OF COCHRANE

MINUTES OF THE ECONOMIC DEVELOPMENT STEERING BOARD MEETING HELD AT THE TOWN HALL, COUNCIL CHAMBERS ON

THURSDAY, JANUARY 11, 2018 AT 12:00 PM, LOCAL TIME. PRESENT:

Mayor:

Cochrane Board of Trade: Agricultural Sector:

Education Sector:

Mining Sector: Public at large:

Tourism:

Peter Politis Jamie Mageau Rodney Hoogenhoud Dennis Draves (teleconference; left at 12:55 p.m.) Stuart Gilray Martine Beaulieu-Mayer Renée Vezeau-Beaulieu (left at 1:00 p.m.)

RESOURCE PERSONS: CAO/Economic Development Manager:

Economic Development Officer:

OMAFRA Coordinator:

Jean Pierre Ouellette (left 1:20 p.m.) Isabelle Denault Carole Boucher

ABSENT:

Councillor: Business at large:

Forestry Sector: Aboriginal Economic Development:

ONTC/Transportation: North Claybelt Community Futures Corporation:

MNDM Coordinator:

VACANT David Butler VACANT Lawrence Martin Martin Bizier Linda Semczyszyn Joël Richard

1. OPENING REMARKS AND ROLL CALL

1.1 Mr. Jamie Mageau, Vice-Chairperson welcomed everyone in attendance

and called the meeting to order at 12:05pm. 2. DECLARATION OF PECUNIARY INTEREST

2.1 Nil.

3. ADOPTION OF AGENDA

Moved By: Stuart Gilray

Seconded By: Peter Politis 01-2018 THAT the agenda be accepted as presented.

CARRIED 4. ADOPTION OF MINUTES

4.1 Minutes of meeting held Thursday December 7, 2017

Moved By: Rodney Hoogenhoud

Seconded By: Stuart Gilray 02-2018 THAT the minutes of December 7, 2017 be adopted as circulated.

CARRIED

Page 2 of 26

ECONOMIC DEVELOPMENT STEERING BOARD JANUARY 11, 2018 2 5. BUSINESS ARISING FROM THE MINUTES

5.1 The Board sought clarification on why this meeting did not have project

activity reports. As per the Board's request at the last meeting there were to be two meetings to be held in January; one to refocus priorities and one to discuss budget cuts. Project activity reports will resume in February.

6. 2018 BOARD APPOINTMENTS

6.1 Aboriginal Economic Development Board Seat

In the absence of Mr. Lawrence Martin, Mr. Mageau and Ms. Isabelle Denault, Economic Development Officer (EDO), gave a report that Mr. Martin was no longer employed with Apitisawin. Mr. Martin has not yet formally resigned from the Board, however no longer qualifies to hold the aboriginal economic development seat. As a result the Board asked that we recieve a formal resignation from Mr. Lawrence, that the Board reach out to the new Chief at Taykwa Tagamou Nation, and that the EDO post the vacancy publicly.

6.2 Election of Chairperson and Vice-Chairperson

Mr. Jamie Mageau was nominated by Mr. Peter Politis and Mr. Stuart Gilray, as Chairperson for the 2018 term. No other nominations were moved for the Chairperson role, and as such Mr. Jamie Mageau accepted the nomination and is by acclamation Chairperson. Mr. Stuart Gilray was nominated by Mr. Rodney Hoogenhoud and Mr. Peter Politis, as Vice-Chairperson for the 2018 term. No other nominations were moved for the Vice-Chairperson role, and as such Mr. Stuart Gilray accepted the nomination and is by acclamation Vice-Chairperson.

Moved By: Renée Vezeau-Beaulieu

Seconded By: Peter Politis 03-2018 THAT the elections for the Economic Development Steering Board Vice-Chairperson & Chairperson be declared opened.

CARRIED

Moved By: Rodney Hoogenhoud Seconded By: Martine Beaulieu-Mayer 04-2018

THAT elections for the Chairperson & Vice Chairperson of the Board be now closed.

CARRIED

Moved By: Peter Politis Seconded By: Rodney Hoogenhoud 05-2018

THAT the Economic Development Steering Board recommend to Council to appoint Jamie Mageau as Chairperson, and Stuart Gilray as Vice-Chairperson to the Board for the 2018 term.

CARRIED

Page 3 of 26

ECONOMIC DEVELOPMENT STEERING BOARD JANUARY 11, 2018 3

6.3 Board Re-Appointments It was noted that there are currently 3 vacancies to the Board: Forestry Sector, Aboriginal Economic Development and Councillor. Although the Forestry Seat vacancy was publicly posted before the Christmas holidays, the Clerk had received no applicants. The EDO has since re-posted the seat publicly and circulated anew the posting to industry leaders in the community. The Councillor vacancy should be filled quickly following a report to Council. The Aboriginal Economic Development seat was only recently vacated and so the EDO will be posting this vacancy as well. The Board will send a letter to forestry industry leaders about the posting to assist in recruitment.

Moved By: Renée Vezeau-Beaulieu

Seconded By: Stuart Gilray 06-2018 THAT the Economic Development Steering Board recommend to Council to appoint the following individuals for a renewed term to the Economic Development Steering Board for 2018: Businesses at Large: David Butler Agriculture Sector: Rodney Hoogenhoud Mining Sector: Stuart Gilray Tourism Sector: Renée Vezeau-Beaulieu Board of Trade: Jamie Mageau Transportation/ONTC Sector: Martin Bizier Education Sector: Dennis Draves Public at Large: Martine Beaulieu-Mayer Mayor: Peter Politis

CARRIED 7. RE-FOCUSING OF PRIORITIES 2018

7.1 Review of 2018 Draft Action Plan & Strategic Plan Directions (2014)

The EDO presented the report and left the Board discuss at length the priorities they would like to achieve in 2018. The Board was in agreement that they need to focus priorities at a conceptual level, in order to better earmark initiatives being implemented in the community by the Department. The current plan is diverse in its priorities and many projects overlap in terms of targeted goals. The Board selected the following four priorities to guide their economic development initiatives for 2018. The EDO will update the Action Plan and budget to reflect the new direction for the next meeting. Mr. Stuart will configure a GANT template for reporting purposes.

Moved By: Peter Politis

Seconded By: Rodney Hoogenhoud 07-2018 THAT the Board identify the following as their 2018 goals: 1- Marketing (urban centre migration) 2- Cochrane Intermodal Terminal (CIT) 3- Community Improvement Plan (CIP) 4- Tourism Master Plan

CARRIED

Page 4 of 26

ECONOMIC DEVELOPMENT STEERING BOARD JANUARY 11, 2018 4 8. DATE AND TIME OF NEXT MEETING

8.1 Special Budget Meeting: January 26, 2018 time is 12:00pm (noon); location

is Town Hall

8.2 Regular Monthly Board Meeting: February 1, 2018

9. ADJOURNMENT

Moved By: Martine Beaulieu-Mayer

Seconded By: Rodney Hoogenhoud 08-2018 THAT this meeting do now adjourn at 1:40 p.m.

CARRIED

VICE-CHAIRPERSON

ECONOMIC DEVELOPMENT OFFICER

Page 5 of 26

Prepared by the Department of Economic Development The Corporation of the Town of Cochrane January 24, 2018

1

2018 Budget Cut January 26, 2018

Resolution/Recommendation

THAT the Board cut the 2018 budget by an additional $86,894.00, according to ________________, for a total operating budget within $277,631.00.

AND FURTHER THAT the 2018 Action Plan be approved with the following requested changes: ______.

Background Following Council’s review and approval of budget deliberations the Board is asked to cut the operating budget of the department by $86,894.00 from the initially proposed Draft Budget. The Department’s budget includes labour costs associated to the department. Analysis & Discussion Following the Board meeting held on January 11, 2018, the EDO has prepared an amended Action Plan to reflect the Board’s selected priority areas for 2018 (this revised draft Action Plan is attached). Based on the changes made to the Action Plan, three projects were cut, as they were not justified in the selected priority areas, these projects include: the Airport Development Study, the BR+E and the Ontario Municipal Commuter Cycling Project (OMCCP). A brief description of these three projects can be found on page 2. By removing these 3 projects the revised Net operating costs to the department equaled $300,575.00, which meant the budget required to be cut by an additional $22,944.00. The EDO then made adjustments to two multi-year projects: Investment Readiness Strategy and Tourism Application Development and reflected the net cost to the municipality for 2018 only, which reduced the budget to $268,075.00, leaving the budget with a surplus of $9,556.00. The surplus can be offsetted by keeping the OMCCP within the budget. The OMCCP funding was recently approved and is supplementary to the Doable Neighbourhood Project (DNP) as it looks to increase cycling lanes in the community for commuting purposes. In keeping this project the budget would have a surplus of $3,306.00. The EDO believes this second option (OMCCP option in the attached budget analysis) to be the best way to move forward for 2018 in implementing the Action Plan under the budget requirements, as it allows the Board to move forward with minimal impact to the amount of projects being pursued within budget limits, while maintaining the integrity of the Board’s selected priority areas for 2018.

Page 6 of 26


Business Retention & Expansion (BR+E) Key Strategic Direction: Strengthening Business Sector Goal: To support businesses in the community This project looks to survey existing business and target improvement areas for the business community. BR+E is a proven methodology within Economic Development that assists EDO’s in supporting the business sector effectively and enhances economic activity within the selected sectors or areas. This project would be beneficial in revitalising the downtown core and business areas of the community with immediate, short, medium and long term action items and initiatives.

Airport Development Strategy Key Strategic Direction: Leveraging transportation assets Goal: Maximise use of the airport This project will look to increase activity at the Cochrane Municipal Airport and look at evaluating un-tapped potential and opportunities available to our community that could attract new business. This project should be done externally. This project will also conduct a redesign and marketing strategy for the web based application of the CYCN Airport. This project is deemed necessary to implement in 2018 due to regional changes that have affected the airport industry in Northeastern Ontario and due to these activities the Town of Cochrane should capitalize on this opportunity. This is also a direct suggestion from the Strategic Plan (2014).

Ontario Municipal Commuter Cycling Infrastructure Program Key Strategic Direction: Leveraging Transportation Assets (Active Transportation) Goal: Increase commuting cycling infrastructure This project will look to increase cycling connectivity to commuters in Cochrane. The funding stream is a 5 year renewable funding stream. Currently, the application proposes to develop a commuter cycling plan for the community to increase safety for cyclists and increase connectivity to the downtown, business and education areas.

Page 7 of 26


Page 8 of 26

2018

Isabelle Denault

Economic Development Officer

Economic Development Department

Economic Development Action Plan

Page 9 of 26

REVISED 2018-01-23-ID 1

Table of Contents Executive Summary ....................................................................................................................................... 2

Strategic Directions Summary ....................................................................................................................... 3

Marketing (urban centre migration) ............................................................................................................. 4

Marketing Initiatives ................................................................................................................................. 4

Attraction & Retention Strategy ............................................................................................................... 4

Cochrane Immigration Strategy Implementation ..................................................................................... 5

Investment Readiness Strategy ................................................................................................................. 6

Cochrane Intermodal Terminal ..................................................................................................................... 6

Cochrane Intermodal Terminal (CIT)......................................................................................................... 6

Cochrane Intermodal Terminal (CIT) Vision Plan ...................................................................................... 7


Community Improvement Plan ..................................................................................................................... 8

Community Improvement Plan ................................................................................................................. 8

Tourism Master Plan ..................................................................................................................................... 9


Tourism Application Development ........................................................................................................... 9

Aventure Nord Marketing Project .......................................................................................................... 10

Building the World’s Best Snowmobiling Destination (WBSD) ............................................................... 10

Northeastern Ontario Tourism (NeOnt) Product Development ............................................................. 11

ATV Ontario Membership ....................................................................................................................... 11

Economic Development Leadership Conference .................................................................................... 12

Current Ongoing Projects ............................................................................................................................ 12

Cochrane Transit ..................................................................................................................................... 12

Doable Neighbourhood Project .............................................................................................................. 13

Northeast Community Network (NeCN) ................................................................................................. 13

Northern Ontario Showcase at Prospectors & Developers Association of Canada (PDAC) International Conference .............................................................................................................................................. 14

Promotional Items .................................................................................................................................. 14

Northern Ontario Livestock Pilot Project ................................................................................................ 14

Administrative & Other Duties ................................................................................................................... 15

Page 10 of 26

REVISED 2018-01-23-ID 2

Executive Summary The following document is presented to the Economic Development Steering Board (hereon in referred to as the Board) as a working document. Once approved by the Board, in its final form, the document will set the priority areas and this year’s specific direction for the Economic Development Department (hereon in referred to as the Department). The 2018 Action Plan identifies many initiatives within the four chosen priorities: Marketing (urban centre migration); Cochrane Intermodal Terminal (CIT), Community Improvement Plan (CIP) and Tourism Master Plan. Initiatives found within the action plan derive mainly from the strategic plan or another authoritative document that has been approved by Council or the Board in prior years. All initiatives must in one way or another positively impact or prepare the municipality in the following key strategic directions: strengthening the business sector, growing the agricultural sector, leveraging transportation assets, promoting Cochrane as a great place to live and improving and/or maintaining tourism assets. The Action Plan accounts for all budgeted items, which includes grant applications, project implementation, marketing, regional membership fees for regional/partner projects and administrative costs to the Department & the Board. Please note this Action Plan does not take into account additional responsibilities of the CAO or EDO’s role, such as business development & support, networking, partnership building & support, administrative support to the Board and/or Council. The Action Plan will give a brief synopsis of the various projects, identifying funding sources, key goals and key budgetary summaries.

Page 11 of 26

REVISED 2018-01-23-ID 3

Strategic Directions Summary

Page 12 of 26

REVISED 2018-01-23-ID 4

Marketing (urban centre migration) This priority looks to leverage marketing to increase an urban centre migration to our community.

Marketing Initiatives Key Strategic Direction: Promoting Cochrane as a Great Place to Live; Strengthen the business sector; Grow the agricultural sector; Enhance tourism sector

Goal: Promoting all opportunities for investment and skilled labour attraction in Cochrane; increase brand recognition

The department participates in many marketing initiatives, mainly when it relates to tourism and attraction & retention. The total budget allocation for this will be spread among four different segments: tourism, skilled labour attraction, investment attraction and business support, and Eat Local Campaign.

Total budget: $20,000.00 Department share: $20,000.00

Skilled Labour Attraction: This is an important component to continue attracting skilled labour to the community. The Department recommends that a minimum of two campaigns

Requested Budget: $5,000.00

Attraction & Retention Strategy Key Direction: Promote Cochrane as a Great Place to Live

Goal: Attraction & retention of skilled labour

PROJECT TEAM: EDO, Stuart Gilray, Martine Beaulieu-Mayer, Dennis Draves, CDSSAB Employment Services This project is a revitalisation of the previous study conducted by YFactor in 2012 and will comprise a retention focus within it. Overall, the project will identify current gaps in attracting new workers and retaining workers, and suggest solutions to closing these gaps within the workforce based on retrieved labour data. The “attraction” portion of the strategy should clearly identify target markets that should be attracted to work and live in the Cochrane area, based on lifestyle, occupations, professional growth opportunities, salary and other market segmentations that can provide projected length of stay for each target market. The “retention” portion of the strategy will look to answer the following questions: Why are people leaving? Why are businesses closing? and subsequently, Could the outmigration and/or closures been prevented? If so how? If not why? It will be imperative for the “retention” portion of the strategy identifies these current market trends for outmigration and business succession, in qualitative and quantitative measures as a basis to build upon the actual retention strategy. Based on these questions, the retention strategy will more accurately suggest successful retention tactics for Cochrane specifically.

Page 13 of 26

REVISED 2018-01-23-ID 5

The “attraction” and “retention” components of the study should complement each other throughout the implementation plan, based on retrieved data to develop the attraction and retention components of the the strategy. The final report will also suggest ways that the community can track or check migration trends continuously. The implementation plan should clearly identify annual action items, budgetary figures and targeted results that should be achieved by the community and suggest quantitative methods to qualifying the targeted results. This project is necessary to ensure attraction of skilled labour is ongoing but more so to have a strategic framework to retaining current and new residents, a component lacking in the 2012 study. For the last 5 years, the Town of Cochrane has successfully been implementing an Attraction Strategy. This strategy was mainly a marketing strategy to attract skilled workers to the area. Although promoting work opportunities is important and must be a pillar in the strategy it cannot be the only pillar of the strategy.

Project Completion Date: August 31, 2018

Total budget for the project: $52,500.00 Total requested funding: $39,375.00

Confirmed Funding In Kind (Municipal/Partners): $8,425.00 Requested Department Share: $4,700.00

Cochrane Immigration Strategy Implementation Key Strategic Direction: Promoting Cochrane as a Great Place to Live

Goal: Attraction & retention of skilled labour; Creating a welcoming northern community

PROJECT TEAM: Stuart Gilray, Martine Beaulieu-Mayer, Dennis Draves, EDO For 2018 the goal should be to focus attention on increasing the visibility of Cochrane as a great place to live for immigrants. Items 3.1, Revising Attraction Strategy (see above), 3.5, Increase visibility within embassies in Canada, 3.6, attend at least 1 immigration gathering in southern Ontario, 1.2 Establish attraction target for newcomers, based on prior census data and host the 3rd Welcome To Cochrane.

Total estimated budget for the project: $3,000.00

Page 14 of 26

REVISED 2018-01-23-ID 6

Investment Readiness Strategy Key Strategic Direction: Strengthening the business community

Goal: Prepare the municipality to attract and retain investment; To be investment ready

This project will look to develop an investment readiness strategy for the department to implement in 2018 and beyond. During the past two years the department has been accessing the Northern Communities Investment Readiness Program to fund projects such as the land inventory and the community profile, which were evident tools that the department was missing to be “investment ready”. This strategy will go beyond the necessary tools to formulate an action plan to put these tools to use in an effective and meaningful way that will allow the Town to market itself regionally, provincially, nationally, and globally. This strategy will include a commercialisation study and looks to assess capacity rates within the community in order to effectively target investment. By doing a commercialisation study component the strategy will identify investment streams that are necessary to the needs of the consumer and business community that is existing. By assessing in this manner, the strategy will be able to develop specific and tactical ways to target investors.

Project Completion: March 2019

Estimated Budget: $60,000.00

Amount targeted for funding (NCIR): $10,000.00 Department Share: $50,000.00

Cochrane Intermodal Terminal This focus area includes the following project.

Cochrane Intermodal Terminal (CIT) Key Strategic Direction: Leveraging transportation assets

Goal: Create a hub in Cochrane for industries to utilise rail for freight transportation

This project aligns with the strategic plan’s direction to leverage transportation assets and strengthen the business community. Primary goals are to increase usage of rail for freight transportation in an effort to maintain and create jobs, while providing other industries with opportunities to expand their business operations, logistics and create efficiencies. Last year the department completed the first phase of this project; to accommodate the mining sector. The department will focus this year on accommodating the agricultural sector.

Project Completion Date: Winter 2018

Total capital budget for the project: $1,500,000.00 Requested Funding (NOHFC): $850,000.00 Requested Funding (FedNor): $500,000.00

Department capital share: $150,000.00

Page 15 of 26

REVISED 2018-01-23-ID 7

Cochrane Intermodal Terminal (CIT) Vision Plan Key Strategic Direction: Leveraging transportation assets

Goal: Create a hub in Cochrane for industries to utilise rail for freight transportation

PROJECT TEAM: Martin Bizier, Renée Vezeau-Beaulieu, Rodney Hoogenhoud, David Butler, Peter Politis, Joel Richard, EDO This project aligns with the strategic plan’s direction to leverage transportation assets and strengthen the business community. Primary goals are to increase usage of rail for freight transportation in an effort to maintain and create jobs, while providing other industries with opportunities to expand their business operations, logistics and create efficiencies. The goal for this project is to have an established vision plan for the existing multi-modal infrastructure.

Estimated Total Costs: $35,000.00 Amount targeted for funding: $17,500.00 Requested Department Share: $17,500.00





Investment Attraction: Over the last two years, and in this upcoming fiscal year, the Town has invested many dollars in revenue generating and development attraction assets, such as the Cochrane Intermodal Terminal (CIT), the Commando Park Project among others. It will be important in the immediate future to promote these new pieces of infrastructure so that they become regionally marketed and utilised; to become a regional hub. Furthermore, the department has worked extensively to complete a community profile, industrial and commercial land/asset inventory that should also be marketed.


Page 16 of 26

REVISED 2018-01-23-ID 8

Community Improvement Plan This focus area includes the following project.

Community Improvement Plan Key Strategic Direction: Strengthening the business environment

Goal: Investment attraction & retention

PROJECT TEAM: Rodney Hoogenhoud, Dennis Draves, CAO, Director Protective Services, EDO, Joel Richard This project aims to develop investment incentives for selected areas within the town of Cochrane in order to stimulate investment and economic growth in the community. The final CIP will suggest grant and loan frameworks that the municipality can administer for the implementation of the CIP. Targeted areas for the CIP are the downtown core and the Highway 11 corridor within the municipal boundaries. The downtown core has been selected as a key area because it is the retail hub for the community and currently has many vacant storefronts. The Highway 11 corridor has been selected for several reasons: 1- Identified as a strategic CIP location within the Strategic Plan, 2- Development infrastructure is an issue along the highway for services, making business investment and issue for this travelled highway, 3-Many vacant commercial lots are available for sale.

Estimated Project Completion Date: July 2019

Total budget for the project: $40,000.00

Confirmed funding (RED): $20,000.00 Department share: $20,000.00

Page 17 of 26

REVISED 2018-01-23-ID 9

Tourism Master Plan This priority looks to focus on the following tourism initiatives.





Tourism: Tourism is an important sector that the department invests in for marketing. Thus far, the department has relied on building partnerships to leverage funds for tourism marketing campaigns. Even with these partnerships however, the department’s budget has run short in the last two years when we look at marketing initiatives for tourism.


Tourism Application Development Key Strategic Direction: Enhance tourism sector

Goal: Create a marketing and trip planning app to promote Cochrane’s tourism industry

PROJECT TEAM: Renee Vezeau-Beaulieu, Martin Bizier, Rodney Hoogenhoud, Joel Richard, EDO This project will develop a tourism focused app to assist tourist, tourism business operators and other stakeholders to promote and increase tourism in Cochrane. The app should be modern, user-friendly, provide trip booking and trip planning capacities and should link with Town of Cochrane and Northeastern Ontario social media feeds. This project is necessary to centralise information regarding tourism in Cochrane and is a modern way of providing information to tourists. This is also an innovative way to assist and attract tourists in our community.

Estimated Project Completion Date: 2-3 year project timeline

Total budget for the project: $100,000.00 Amount targeted for funding (TDF/NeOnt/TNO/NOHFC/FedNor): $75,000.00

Department share: $25,000.00

Page 18 of 26

REVISED 2018-01-23-ID 10

Aventure Nord Marketing Project Key Strategic Direction: Leverage regional partnerships; Propel regional economic development initiatives; Enhance tourism sector

Goal: Increase awareness of power sports tourism in our community & region

This project is a regional partnership among 5 francophone northern communities including: Cochrane, Smooth Rock Falls, Kapuskasing, Hearst and Dubreuilville. This regional project aims to develop a marketing strategy to attract francophone power sports enthusiasts to the region; primarily from the Quebec tourist market. Our francophone region is mostly unknown to this market yet we have a product that they can benefit from. This project looks to fill this gap in the tourism industry. The first phase of this project was completed in June 2016. The EDO and CAO have since 2016 assumed the lead role in this regional project.

Project Completion Date: February 28, 2018

Total budget for the project: $245,000.00 Confirmed Funding (TNO/OTMPC): $42,500.00

Confirmed Funding (FedNor): $192,250.00 Confirmed Funding (Other Partners): $8,000.00

Department partner share: $3,750.00

Building the World’s Best Snowmobiling Destination (WBSD) Key Strategic Direction: Leverage regional partnerships; Propel regional economic development initiatives; Enhance tourism sector

Goal: To become the best snowmobiling destination of the world

This regional project undertaken by the Northeast Community Network is in its initial stages of being implemented. After lack of leadership last January following the completion of the study, the Town of Cochrane assumed a leadership role to ensure the implementation on the project.

Total budget for the project: $0.00

Page 19 of 26

REVISED 2018-01-23-ID 11

Northeastern Ontario Tourism (NeOnt) Product Development Key Strategic Direction: Leveraging regional partnerships; Maintain the tourism sector

Goal: Have a presence through our Regional Tourism Organisation; Increase visibility of Cochrane attractions

This partnership fee allows the Town of Cochrane to market various tourism attractions at a reduced rate by being a NeOnt partner. NeOnt is the regional tourism organisation for our region. It works a lot towards marketing the region’s tourism activities. Other opportunities exist in being a partner, for example creating packages and utilising NeOnt’s presence online to promote and sell packages. Efforts will need to be made by the department to maximise the use of this partnership. In recent years other departments with tourism related activities have not been leveraging the benefits and incentives offered by NeOnt. Currently, the EDO is continuously speaking with tourism stakeholders looking to partner up and create packages to be promoted through NeOnt.

Total budget for the project: $3,250.00 Membership Fee (based on 2017): $2,853.25

ATV Ontario Membership Key Strategic Direction: Enhance tourism sector

Goal: Increase awareness of power sports tourism in our community & region

Potential ATV funding that could create new tourism opportunities, matching current projects (i.e. Adventure Riding), in creating trails and tours. Current yearly fee is reimbursable, thus is a nominal fee being paid in the interim for potential large returns in the future.


Leveraged Funding: $1,900.00 Partner Share: $100.00

Page 20 of 26

REVISED 2018-01-23-ID 12

Economic Development Leadership Conference Key Strategic Direction: Promoting Cochrane as a Great Place to Live; Enhance tourism sector (corporate tourism)

Goal: Increase awareness of Cochrane’s conferencing amenities; Create an influx of spending in the community

PROJECT TEAM: Peter Politis, Joel Richard, EDO, CAO, Northern Policy Institute This project has been initiated by the Board and is to be completed in spring of 2018. A taskforce comprised of Board members along with the Northern Development Officer, EDO and CAO, will work toward the planning, organisation and implementation of the project. Important themes to the conference will revolve around rural economic development in northern Ontario and bridging the gap between First Nation and non-First Nation economic development bodies. The conference should be an important driver for economic development and partnerships within the region.

Total budget for the project: $147,000.00 Amount targeted for funding (NOHFC; FedNor; Sponsorships): $139,000.00

Department share: $8,000.00

Current Ongoing Projects Cochrane Transit Key Strategic Direction: Leveraging transportation assets

Goal: Increase local connectivity; Planning around people not cars; Considering all ages when improving amenities

PROJECT TEAM: David Butler, Stuart Gilray, EDO The Cochrane Transit project aims to put in place a public transit system in the Town of Cochrane as a complementary service to the Town of Cochrane’s accessibility van. Although attempted to have a project launch in 2017, the Town was unsuccessful at securing a local operator. As a result the team looks to re-evaluate the current model and present an adjusted plan to Council by April 2018.

Project Launch Date:

Total budget for the project: $115,586.00 Confirmed funding (PTIF): $57,793.00

Municipal Gas Tax: $43,345.00 Municipal Share: $14,448.00

Page 21 of 26

REVISED 2018-01-23-ID 13

Doable Neighbourhood Project Key Strategic Direction: Promoting Cochrane as a Great Place to Live

Goal: Consider all ages when improving amenities

The Doable Neighbourhood Project (DNP) aims to increase community engagement while creating social spaces and providing methods to live an active lifestyle. For 2018, the DNP will be focusing on increasing the presence and accessibility of winter programming, promoting arts & culture in the community, as well as implementing previous programs such as the bike share, pop up pianos, canoe rentals and slip & slide. This year a particular focus will also look to wrap a storage trailer at the beach to increase promotion of the programs. Winter programming goals: snowshoeing and cross country skiing programming.

Total budget for the project: $55,000.00 Confirmed Funding (OSRCF): $18,400.00

In Kind Contribution: $32,500.00 Department share: $14,600.00

Northeast Community Network (NeCN) Key Strategic Direction: Leverage regional partnerships

Goal: Propel regional economic development initiatives

The NeCN is the economic development body for the region of Northeastern Ontario encapsulating all communities on the Hwy 11 Corridor from Temiskaming Shores to Hearst including Timmins. The involvement of the department is essential to ensure the success of this regional economic development arm. The NeCN works to propel growth & development in the agriculture, forestry, mining, energy & tourism industries. Since March of 2017 the EDO has assumed the role of Chairperson for the Mining Committee and has been sitting on the NeCN Board of Director’s Executive Committee as Vice-Chairperson to the Board since June 2017.

Total budget for the project: $2,500.00 Membership Fee (based on 2017): $1,400.00

Page 22 of 26

REVISED 2018-01-23-ID 14

Northern Ontario Showcase at Prospectors & Developers Association of Canada (PDAC) International Conference Key Strategic Direction: Strengthen the business sector

Goal: Promote local mining supply businesses

The Northern Ontario Mining Showcase (NOMS) aims to give northern mining suppliers the opportunity to increase partnerships and sales with mining companies at PDAC. No businesses from Cochrane attended the NOMS showcase in 2016. The EDO has already begun recruitment for the 2017 NOMS showcase and hopes to have 2 local businesses present at the show. Cochrane has been a partner for the NOMS since its inception in 2013.


Partner Share: $500.00 Northern Ontario Night Sponsorship: $1,500.00

Marketing: $1,000.00

Promotional Items Key Strategic Direction: Promoting Cochrane as a Great Place to Live

Goal: Increase awareness of our community; Create brand recognition

In 2016, Council asked that $10,000.00 of the budget be placed under the Economic Development Department’s budget to allow for the purchase of paraphernalia, to increase brand awareness and recognition. In order to continue these branding efforts, the department recommends that the same amount be allocated for 2018, in order to replenish stock of merchandise.


Northern Ontario Livestock Pilot Project Key Strategic Direction: Grow the agricultural sector

Goal: To ensure Cochrane’s interest are well represented during this process.

The EDO will be monitoring project developments and participating in required meetings with provincial and regional entities to ensure that Cochrane’s interest are made clear during the process of this project. The Northern Livestock Pilot project is a provincially mandated project led by the Ontario Ministry of Agriculture Food and Rural Affairs, who has chosen the Northeast Community Network (NeCN) as the municipal consultative vehicle.

Total budget for the project: $0.00

Page 23 of 26

REVISED 2018-01-23-ID 15

Administrative & Other Duties The administrative costs, including travel, training, education and salary, have been omitted from the Action Plan, but will appear in the department’s final budget. Costs related to training and education is allocated primarily for the EDO to achieve the Ec.D. Designation through the Economic Development Association of Canada (EDAC) program through the University of Waterloo, which should be completed by December 2018; and to complete the “Primer in Planning Course” delivered by the Association of Municipal Clerks & Treasurers of Ontario (AMCTO) during the upcoming year. It is also a priority for the department to apply for funding for an intern position within the department. As indicated in the executive summary, activities of the EDO relating to business & community development support, networking, partnership building & support along with administrative support to the Board and/or Council and other departments are omitted from this action plan. This is so for two reasons, to protect the client, for confidentiality purposes and second to avoid redundancy of evident tasks that support our community’s new and existing businesses and not for profits. At this time, these are the activities that will occur in 2018 for certain, additional activities may occur depending on demand:

- Minimum of 4 networking opportunities outside the Northeast region - Minimum of 4 networking opportunities within the Northeast region - Maintains close to 20 partnerships. Goals for 2018 will be to solidify partnerships with at least 1

neighbouring First Nation community. - Policy Development:

o In partnership with the Planning Division, develop a site selection policy to enhance process of attracting investors

o In partnership with the Clerk & CAO Administrative Assistant develop a social media policy as well as a Marketing Paraphernalia Policy

o In partnership with the Planning & By-Law division revise the business licensing by-law

Page 24 of 26

24/01/201811:08 AM H:\01-SHARED\04- Budget\2018\2018-01-24-ID2018-Draft Jan24

Current Project Status Details Gross Cost Confirmed Funding & Revenues

Available Funding -Unconfirmed

Funding Source

Amount Spent to Dec 31 2017

(multi year project only)

Forecasted to Dec 31 2018

Original Net Cost Net Cost Based on AP Changes

OMCCP Option Gross CostConfirmed Funding & Revenues

Unconfirmed Funding

Funding Source Net Cost

1 Ec Dev Officer Salary, benefits, etc. 85,600.00$ 85,600.00$ 85,600.00$ 85,600.00$

2 Travel & Training (CAO & EDO) 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$

3 Telephone 700.00$ 700.00$ 700.00$ 700.00$ 4 Ec Dev Board Costs 3,000.00$ 3,000.00$ 3,000.00$ 3,000.00$ 5 Administrative 3,000.00$ 3,000.00$ 3,000.00$ 3,000.00$ 6 Promotional Items Swag allowance 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 7 Summer Student (SEP) Summer student wages 10,400.00$ 2,875.00$ MTCS 7,525.00$ 7,525.00$ 7,525.00$ 8 Intern High 39,300.00$ 31,500.00$ NOHFC/Fednor 29,475.00$ 7,800.00$ 7,800.00$ 7,800.00$

9 NeCN Membership to NeCN and regional projects 2,500.00$ 2,500.00$ 2,500.00$ 2,500.00$

10 NeOnt Product Development Product Development/Marketing via our Regional Tourism Organsiation Northeastern Ontario Tourism 3,250.00$ 3,250.00$ 3,250.00$ 3,250.00$

11 ATVOntario Membership fee (annual) 2,000.00$ 1,900.00$ 100.00$ 100.00$ 100.00$ 12 Northen Ontario Mining Showcase @ PDAC Partner contribution 3,000.00$ -$ -$ 3,000.00$ 3,000.00$ 3,000.00$

13Cochrane Intermodal Terminal (CIT) Application under review CIT -$ -$ -$ -$ 1,700,000.00$ 1,550,000.00$ NOHFC/FedNor 150,000.00$

14 Community Improvement Plan Funding Rcvd; Agreement ExecuCIP 40,000.00$ 20,000.00$ RED -$ 20,000.00$ 20,000.00$ 20,000.00$ 15 Investment Readiness Strategy Marketing (urban center migration) 60,000.00$ 10,000.00$ NOHFC/NCIR 42,000.00$ 50,000.00$ 35,000.00$ 35,000.00$

16Tourism Application Development Tourism Master Plan 100,000.00$ 75,000.00$

TDF/NOHFC/FedNor/ Private $ 30,000.00 25,000.00$ 7,500.00$ 7,500.00$

17 Marketing Marketing (urban center migration) & CIT 20,000.00$ N/A 20,000.00$ 20,000.00$ 20,000.00$

18Cochrane Transit System TPA Received unexecuted

COP; For Capital Input only (bus purchase)-$ -$ 115,586.00$ 115,586.00$ PTIF/Gas Tax/some -$

19 Transforming Ontario's North Application under review Tourism Master Plan 144,980.00$ 137,000.00$ NOHFC/FedNor/Sponsorship/Revenues

8,000.00$ 8,000.00$ 8,000.00$

20 Attraction & Retention Strategy Agreement Executed Marketing (urban centre migration) 52,500.00$ 47,800.00$ FNETB/In kind 4,700.00$ 4,700.00$ 4,700.00$

21CIT Vision Plan CIT 35,000.00$ 17,500.00$ TBD 17,500.00$ 17,500.00$ 17,500.00$

23 DNP OSRCF funding exp Mar 31 COP 55,500.00$ 50,900.00$ OSRCF 5,980.54$ 6,600.00$ 6,600.00$ 6,600.00$

24Immigration Strategy Implementation Marketing (urban centre migration) 3,000.00$

MTCIS/Federal Imm. Program 3,000.00$ 3,000.00$ 3,000.00$

25Aventure Nord Marketing Project - PHASE 2 Funding Rcvd; End date Feb 28/1Tourism Master Plan 245,000.00$ 243,000.00$

OTMP/TNO/Municipalities/FedNor $ 35,432.54 4,300.00$ 4,300.00$ 4,300.00$

26 Ontario Municipal Cycling Infrastrcuture Project Funding Approved Medium 31,250.00$ 25,000.00$ OMCCP 6,250.00$ 6,250.00$ 6,250.00$

27BR+E high 50,000.00$ 25,000.00$

Private/RED/NOHFC/FedNor/NCIR 25,000.00$ 25,000.00$ 25,000.00$

28 Aiport Development Strategy High 35,000.00$ TBD 35,000.00$ 35,000.00$ 35,000.00$

933,730.00$ 363,600.00$ 273,875.00$ 41,413.08$ 366,825.00$ 268,075.00$ 274,325.00$ 1,815,586.00$ -$ 1,665,586.00$ 150,000.00$

366,825.00$ 277,631.00$

89,194.00-$ 9,556.00$ 3,306.00$ 295,341.00$ 247,631.00$

30,000.00$

PREVIOUS NET OPERATIONAL BUDJET REQUESTED

DIFFERENCE BETWEEN APPROVED BUDGETS FROM 2017-2018

CAPITAL BUDGET

PARTNERSHIPS & MEMBERSHIPS

SPECIAL PROJECTS

ADMINSITRATIVE

PREVIOUS NET OPERATIONAL BUDJET APPROVED

NET OPERATIONAL BUDJET APPROVED

TOTAL

2018 EC DEV BUDGET

NET OPERATIONAL BUDJET REQUESTED

Description

OPERATING BUDGET

Page 25 of 26

24/01/201811:08 AM H:\01-SHARED\04- Budget\2018\2018-01-24-IDImplementation Plan

Current Project Status Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec

1 Travel & Training EDO2 Ec Dev Board3 Administrative4 Promotional items5 Summer Student (SEP)6 Intern7 NeCN8 NeOnt Product Development 9 ATV Ontario

10 Northen Ontario Mining Showcase @ PDAC11 Cochrane Intermodal Terminal (CIT) Phase 2 Application under review12 Community Improvement Plan Funding Rcvd; Agreement TBE Sept 19 13 Investment Readiness Strategy14 Tourism Application Development15 Marketing 16 Cochrane Transit System Funding received; Agreement not executed17 Transforming Ontario's North Application under review18 Attraction & Retention Strategy Application under review19 CIT Vision Plan20 DNP OSRCF 2017-2018 confirmed21 Immigration Strategy Implementation22 Aventure Nord Marketing Project - PHASE 2 Funding Rcvd; End date aug 201823 World's Best Snowmobiling Destination Project Shifting To TNO24 Northern Livestock Project

201920182018 EC DEV PROJECT IMPLEMENTATION TIMELINE

Description

Page 26 of 26

Documents

ECONOMIC DEVELOPMENT STEERING BOARD MEETING