HomeMy WebLinkAboutBy-law 3670/91TJ-IE CORPORATION OF THE TOWING
BY-LAW NO. 3670/91
Being a by-law to attthorize the execution of a
Consulting Agreement between CoMwell Banker Canada
Inc. attd The Corporation of the Town of Pickering
respecting the preparation of an Economic Development
Strategy for the Town of Picketing.
WHEREAS, pursuant to the provisions of section 208.22 of the Municipal Act, R.S.O, 1980, chapter
302 mid section 131(2a) of the Regional Municipality of D,rham Act, R.S.O. 1980, chapter 434, as
amended, the Council of The Corporation of the Town of Picketing may pass by-laws to provide for
disseminating information respecting the advantages of the municipality as an industrial, agricultural,
business, educational, residential or vacalion centre; and
WHEREAS, on October 15, 1990, the Council made Resolution 155/90, retaining Coldwell Banker
Canada Inc. to prepare an Economic Development Strategy for the Town in furtherance thereof;
NOW THEREFORE, the Council of The Corporation of the Town of Picketing HEREBY ENACTS AS
FOLLOWS:
The Mayor and Clerk are hereby authorized to execute a Consulting Agreement, in the form
attached hereto as Schedule I, between Coldwell Banker Canada Inc. and The Corporation of
the Town of Pickering respecting the preparation of an Economic Development Strategy for the
Town of Picketing.
BY-LAW read a first, second and third thne and finally passed this 4th day of March, 1991.
Wayne Art~rs, Mayor
T()WN C'F
A?PROVED
[ LEC-,,'",L D£PT,;
THE CORPORATION OF THE TOWN OF pICKERI~_LQ
BY-LAW NO. 3670/91
Being a by-law to authorize tile execution of a
Consulting Agreement bem,een Coldwell Banker Canada
Inc. and The Co~tmration of the Town of Picketing
respecting the preparation of an Economic Development
Strategy for the Town of Picker#zg.
WHEREAS, pursuant to the provisions of section 208.22 of the Municipal Act, R.S.O. 19g0, chapter
302 attd section 131(2a) of the Regional Municipality of Durham Act, R.S.O. 1980, chapter 434, as
amended, the Council of The Corporation of the Town of Pickering may pass by-laws to provide for
disseminating information respecting the advantages of the municipality as an industrial, agricultural,
business, educational, residential or vacation centre; and
WHEREAS, on October 15, 1990, the Council made Resolution 155/90, retaining Coldwell Banker
Canada Inc. to prepare an Economic Development Strategy for the Town in furtherance thereof;
NOW THEREFORE, the Council of The Corporation of the Town of Picketing HEREBY ENACTS AS
FOLLOWS:
The Mayor and Clerk are hereby authorized to execute a Consulting Agreement, in the form
attached hereto as Schedule I, between Coldwell Banker Canada [nc. and The Corporation of
the Town of Picketing respecting the preparation of m~ Economic Development Strategy for the
Town of Picketing.
BY-LAW read a first, second and third tinae and finally passed this 4th day of March, 1991.
Wayne Art~rs, May~r
SCHEDULE I
THIS CONSULTING AGREEMENT made March 4, 1991.
BETWEEN:
COLDWELL BA2qKER CANADA INC.
hereinafter called the "Consultant"
OF THE FIRST PART,
THE CORPORATION OF THE TOWN OF PICKERING
hereinafter called the "Town"
OF THE SECOND PART.
WHEREAS, pursuant to the provisions of section 208.22 of the Municipal Act, R.S.O. 1980, chapter
302, and section 131(2a) of the Regional Municipality of Durham Act, R.S.O. 1980, chapter 434, as
amended, the Town may provide for disseminating information resl~,cting the advantages of the
municipality as an industrial, agricultural, business, educational, residential or vacation centre; and
WHEREAS, on October 15, 1990, the Council of the Town made Resolution 155/90, retaining the
Consultant to conduct an Economic Development Strategic Plan for the Town in furtherance thereof;
NOW THEREFORE THIS AGREEMENT WITNESSETH that, in consideration of the mutual benefits
herein provided, the Parties hereto agree as follows:
l. (1)
The Consultant shall prepare an Economic Development Strategy (herein called the
"Strategy") for the Town in accordance with,
(a) the Town's Terms of Reference therefor attached hereto as Schedule A; and
(b) the Consultant's Proposal therefor attached hereto as Schedule B.
(2) The work shall be performed in five phases, as follows:
Phase I
Phase II
Phase HI
Phase IV
Phase V
Situational Assessment
Strategy Generation
Strategy Selection
hnplementation and Marketing
Monitoring and Review
2. (1) The Consuhant may employ subconsultants in the preparation of the Strategy.
(2)
The Consultant shall be responsible for and shall indemnify the Town from any liability
arising from the Consultant's employment of auy subconsultants in all respects,
including but not lhnited to, the remuneration of the subconsuhants for any service
performed by them hi the preparation of the Strategy.
(l)
The Consultant shall submit invoices to the Town regularly, and at the least at the
conclusion of each Phase, describing the services performed and the amount claimed.
(2)
Upon receipt of each invoice, the Town shall promptly pay to the Consultant the amount
claimed so long as,
(a)
the services performed are services requffed for the preparation of the Strategy;
and
(b) the amount claimed does not exceed the amount payable hereunder.
(3)
The maximum amount payable by the Town to the Consultant for each Phase is as
follows:
Phase I $16,200
Phase 1I 6,300
Phase III 5,300
Phase IV 5,000
Phase V 2,500
plus, in each case, the Consultant's disbursed costs of,
(a) travel
(b) printing
(c) presentation materials
(d) publications
subject to an overall aggregate limit of $36,300.
(l)
The Town shall give due consideration to all reports, proposals and other documents
provided by the Consultant and shall make any decisions which it is required to make in
connection therewith within a reasonable time so as not to delay the work of the
Consultant.
(2)
The Town shall provide, at the request of the Consultant, whatever information and
documents the Town may have that may assist in the preparation of the Strategy.
(1)
Any and all reports, proposals and other documents, and the Strategy, will be prepared
by the Consultant on the assmnption that all information supplied by the Town or on
behalf of the Town by any person or persons other that the Consultant or its
subconsultants is correct, and the Consultant shall not be liable for any loss or damage
arising from any inaccuracy in such information.
(2)
The Town shall immediately notify the Consultant of any inaccuracy in such
information when it becomes apparent.
(3)
The Consultant and its subconsultants shall be entitled to make any necessary change or
changes in its reports, proposals or other documents, or in the Strategy, at the Town's
expense if any such information should be inaccurate.
(1)
All reports, proposals and other documents, and the Strategy, prepared by the
Consultant or its subconsultants shall be and remain the property of the Town; the
Consultant shall be entitled to a copy of any report, proposal and other document, and of
the Strategy, and shall not use or permit the use thereof for any other project without the
prior written consent of the Town.
(2)
The Consultant shall not divulge any information communicated to or acquired by it in
the course of carrying out the preparation of file Strategy, except in the presentatiou
thereof to the Town, and no such information shall be used by the Consultant on any
other project without the prior written consent of the Town.
The Town may, at any time, by notice in writing to the Consultant, terminate the whole or any
part of this project, and shall in such case be responsible for payment of all fees and
disbursements incurred by the Consultant in the preparation of the Strategy until the thne of such
notice of termination has been given.
8. Schedules A and B hereto form part of this Agreement.
This Agreement shall enure to the benefit of and be binding upon the Parties hereto and their
respective successors.
IN WITNESS WHEREOF, the Parties hereto have hereunto affixed their respective Corporate Seals
attested to by the hands of their respective authorized officers.
SIGNED, SEALED & DELIVERED
COLDWELL BANKER CANADA INC.
THE CORPORATION OF THE TOWN OF PICKERING
Wayne Arthurs, Mayor
Bruce Taylor, Clerk
2
SCHEDULE A
TERMS OF REFERENCE
TOWN OF PICKERING ECONOMIC DEVELOPMENT STRATEGY
OVERVIEW:
Technological advances along with monetary policies and other global
trends are forcing communities to create strategies to ensure
competitiveness in their efforts to attract industrial and commercial
development. It is considered that these future trends will have
significant social and physical consequences for The Town of Pickering.
In a highly volatile and competitive environment, continued growth and
prosperity can no longer be taken for granted and the current
escalation of change gives rise to an uncertain future which will
necessitate re-evaluation of, and changes to existing policies.
Within this context The Town of Picketing has decided to investigate
the hiring of a consultant to assist its Economic Development Task
Force to develop strategic actions which will enhance existing economic
development initiatives and outline a clearly defined plan to be
followed as the Town of Pickering grows through the 1990's.
It is DroDosed that an "Economic Development & Marketing StrateGic
Plan" be oreDared under the direction of a consultant and that the
following Terms of Reference be used as a Guide.
- I -
PURPOSE:
To develop an Economic Development & Marketing Strategic
Plan for the 1990's, including, but not restricted to the
issues outlined within these Terms of Reference;
(2)
To develop a sequential implementation plan that will
also identify immediate actions to be taken to give
momentum to the Strategy.
(3)
To build into the Strategy a method.of ongoing evaluation
of its effectiveness;
(4)
To ascertain the staffing structure and budgetary
requirements for the effective implementation of the
Strategy
ISSUES TO BE ADDRESSED IN THE DEVELOPMENT OF THE STRATEGY.
The achievement of the above mentioned purpose will be based on a
clear strategy formed through research, participant workshops and
original analysis which takes into account:-
- The changing national and international economies;
Pickering's locational advantage and its linkages
with Durham Region and the G.T.A.
Pickering's local economic strengths and weaknesses in
relation to the perception of its competitiveness
and resultant ability to increase its industrial and
commercial assessment, together with the creation and/or
retention of meaningful employment opportunities;
- The projected growth industries for the next
5 to 10 years;
- The infrastructure needed to support the identified
areas of potential growth.
- The protection and enhancement of the quality of life
which is a major attribute of the town;
- The potential for hotel development in the near future;
- The provision of a wide range of housing styles to
suit all needs.
- The development of Seaton as an integral community
within the Town of Picketing.
- 2 -
PUBLIC PARTICIPATION
Community input during the preparation of the Strategy is
essential. The consultant should incorporate a format within the
submission which will permit involvement of the local industrial
and business community and developers.
The Study Team will consist of the Consultant and the Town of
Pickering Economic Development Task Force.
Regular meetings will be held between the Consultant and the
Economic Development Task Force in order to develop a consensus on
the proposed strategy as it develops.
CONSULTANT'S PROFILE:
The submission should include full profiles of the Consultant and
sub-contractors and a listing of completed projects undertaken by
the Consultant. This will assist the Town to properly evaluate
compatibility of the Consultant with the Town's requirements.
CONTRACT:
A contract between the consultant and the Town of Picketing will
be required which will set out a time frame for each phase of the
project. Payments will be made at the completion of each phase,
following receipt of a detailed statement.
It is understood that the total cost of the study includes all
platen, maps, data, information etc. (including the originals)
which become the property of the Town of Pickering upon completion
or termination of the contract.
The Consultant will be responsible for the total cost of printing
all drafts and reports, to a maximum of 20. copies of each report
for review by The Task Force at the various stages of drafting the
strategy; and 50 copies of the final published Strategy.
The Task Force must approve the complete final draft Strategy.
The program should begin as soon as possible after the signing of
the contract and be completed to the satisfaction of the Town of
Pickering within 4 months.
CONFLICT OF INTEREST:
The Consultant shall ensure that no member of his project team or
any sub-contractor has a conflict of interest that may adversely
affect the project.
- 3 -
SCHEDULE B
PROPOSAL
FOR TI-IE PREPARATION OF AN
ECONOMIC DEVELOPMENT STRATEGY
FOR THE TOWN OF PICKERING
REALTY CONSULTING GROUP
COLDW~.t BANKER CANADA INC,
North Y~dr.
TABLE OF CONTENTS
PAGE
BACKGROUND
STRATEGY FORMULATION PROCESS
PHASE I: Situational A~®s~ment
Step One: Environmental Analysis
Step Two: Analysis of Past Performance
$tep Three: Comparative Analysis
gteD Four:. Resources and Constralnt~
PHASE I1: STRATEGY GENERATION
PHASE II1: STRATEGY SELECTION
PHASE IV: IMPLEMENTATION AND MARKETING
PHASE V: MONITORING AND REVIEW
FEES AND TIMING
2
8
11
11
16
19
21
2,5
27
29
31
APPENDIX ONE: RELEVANT PROJECTS AND EXPERIENCE
APPENDIX 1WO: RESUMES OF TEAM MEMBERS
BACKGROUND
Municipal officials and advisors in many Canadian cities have realized that the
economic health of their respective municlpalltles depends on the ability of the
local economy to adapt to the structural changes which currently dominate
the economic development of their region. Since municipal officials have little
direct control over national and international economic trends, their logical
response is to prepare economic strategies which Identify structural change
and formulate strategic responses to the economic shifts taking place around
them. When operating independently, each municipal department will
Inevitably operate In a manner which Is dictated by the professional objectives
of each department. This approach rarely resuffs In the optimum strategy for
the municipality as a whole. Instead, a concerted strategy which reflects
regional, national, and International trends must be developed. The current
actions of the Town of Picketing reflect this philosophy to provide not only a
sufficient quantity of jobs, but jobs of sufficient quality, as well.
The ability to respond to structural change will be the key economic succe~
factor for municipalities in the 19<~0'$. Continuing growth in the sen/Ice sector
has resulted In this sector dominating the employment profile of a growing
number of communities. Service sector jobs now constitute over 60% of total
Canadian employment - almost double the number of forty yeor~ ago. As
Rgure One illustrates, the service sector was responsible for v~rlually all Job
creation between 1979 and 1983, and three-quarters of all new jobs since the
recession of 1982.
3
2OO
100
~0
0
-50
-100
FIGUI~ (~11
INDUSTRIAL COMPOSITION OF EM LOYMI NT
GROWTH IN CANADA
PERCI~'T
~'~ PR/MARY OOODS ~ SBCONDARY GOODS I~ SBRVICI~S
Similarly, the dramatic growth In the professional and managerial occupations
has direct economic Implications. Over 75% of all new jobs created betwccn
1980 and 1985 were in the professional or managerial fields. An Increasing
number of municipalities are Implementing detailed economic strategies
designed to capture a pon'lan of this growth.
Conversely, Figure Two reveals that employment In the Primary Sector declined
from 29% In the 1940's to less than 8% In 1981. Manufacturing employment
similarly dropped from 25% of total employment In Canada to less than 18%.
Those municipalities which were traditionally dependent on these sectors have
had to take serious measures to re-align their economies with these
international economic shifts.
F1GURE TWO
SHARE OF EMPLO~ IN CANADA
BY SECTOR, 1947 AND 1981
~ 19~7 ~ 1981
2O
10
5
0
In addition, the significant improvements In communication netwcsks, the Free
Trade Agreement, the mobility of capital and equipment, and the emergence
of "quality of life" as a Iocational factor have also influenced the geographic
distribution of economic growth. The e~onomlc health of communities is
directly influenced by their ability to attract their share of this growth. The
Town of Plckering has identified these general trends and realizes the need to
Identify and adjust to economic, social and demographic change. We
recognize that any resulting Economic Development Strategy will be subjected
to scn. flln¥ by all municipal departments and professional concerns. As such,
the resulting strategy must consider societal as well os economic factors.
M~IO
The work program outlined In this proposal expands upon the objectives and
direction of the Terms of Reference and provides an analytical approach
designed to Identify the strengths, weaknesses, opportunities and threats facing
Picketing. Once these area are Identified, it Is possible to formulate an
Implementable ~trategy which capitalizes on those stren~ll~ and opportunities
while outlining strategic response to the weaknesses and threats. Throughout
the work program, the role of the Seaton Community will be specifically
examined and the viability of hotel/accommodation development will be
considered.
Of equal Importance, in our opinion, is the concurrent preparation of an
Implementation Plan to ensure that the Economic Strategy Is put Into force In
an effective and timely manner. The objective of the study Is to prepare an
economic development strategy which focuses on the minimization of
economic risk and the maximization of economic opportunity through the
rational analysis of the structural changes (both Internal and external) affecting
Picketing, and the development of corresponding economic strategies. Figure
Three illustrates our approach to the development of an economic strategy.
FIGURE. THREE
Of course, any strategies which ore developed must be consistent with
municipal objectives and abilities. More specifically, the strategies and policies
of the economic strategy must ensure that:
The strategy Is congruent with the goals, policies, and values of key
implementers.
All components of the strategy are mutually achievable.
Operating policies are capable of supporting the strategy.
The strategy capitalizes on available strengths and opportunities.
The strategy responds to perceived weaknesses and threats,
Timing of the strategy is matched to the resc~Jrces of the Town of
Picketing and the organizations' ability to change.
The strategy Is responsive to broader societal concerns.
The results of this work can then be Incorporated Into appropriate municipal
databases, communih/profiles, and a formal Implementation strategy designed
to execute the strategy In an effective an~! timely manner.
STRATEGY FORMULATION PROCE~
The required study will consist of five related phases which are designed to
identify and respond to those structural economic changes which ore both
internal and external to the Town of Picketing. The strategy formulation process
outlined in this proposal follows these basic step~:
MgJ)lO
8
1)
Situation A~e~menf:.
Envlronmentgl Analysis:
macroeconomlc
review, climate for
development, (xea
demographics.
labour force,
location u;i~ibutes,
cammun~y se~ces
and infrastructure,
quality of life
PgSt Pen'grmance:
shift~share, location
quotient
Compqrative Analysis:
focus of competing
Indicators
Resoyrces/C0nstralnts:
fiscal,
economic, social,
political, staffing,
physical
Infrastructure
2)
Strategy Generation:
the identification and evaluation of
strategic options, for departmental and
public review
3)
SlKItegy Selection:
including objectives and goals, sectoral
strategy employment strategy, housing
stock, staffing structures, infrastructure
improvements, resources and constraints,
performance measures
4)
Implementation/
Madceflng:
Including the specific action plans for
program area and functions, budgets,
responsibilities, and timetables.
5)
Monitoring/Review:
of performance compared with strategies
and objectives.
MgOlO
9
In summan/, the methodology ensures that answers are obtained to four
essential questions:
1) What is the municipality doing now, in terms of economic strategy?
· Programs
· Policies
· Target markets
· Budgets/Staffing ·
2) What opportunities and threats exist in the surrounding
environment?
Comparative analysis
Societal analysis
Situational analysis
3)
VVhat should the Town of Plckerlng be doing to capitalize on
opportunities and respond to threats?
Strategic objectives
Strategic affematlves
Strategic choices
4) VVhat resources and constraints are facing the Town of Picketing?
· Hscal
· Political
· Physical
· Environmental
· Economic
· Social
PHASE I
SITUATIONAL ASSESSMENT
CLIMATE FOR
DEVELOPMENT
ENVIRONMENTAL[
SITUATION
COMPARATIVE
SITUATION
RESOURCES AND
CAPAnILITIES
ANALYSIS OF
PAST
PERFORMANCE
PHASE h SITUAllONAL A i ESSMENT
STEP ONE: EN~qRONMENTAL ANALYSIS
Ta~k One: Perform Macroecon-Omlc Review
Before examining the local Plckerlng economy, the macro economy should be
analyzed to discover how International, national, and provincial economic
trends will municipal economic development efforts. As such, this task will
outline the mocroeconomlc trends which will Influence the situational onalys~
outlined below. This summary analysis will Include five and ten year growth
projections for oil major economic sectors and for several key economic
indicators. Special affenflon will be given to the hotel and accommodation
Industry. 11~is work will be performed by the WEFA Group, an Internationally
respected economic forecasting firm which worked previous with the Realty
Consulting Group.
Work performed by WEFA will address (but Is not restricted to) the following
analysis:
Recent economic development~
- Economic Growth
- Income growth
- Migration
- Consumer demand
11
~conomlc ouMoo~
- Real GDP forecast
- Major Investments
- Sectoral output performance
- Construction
- Real disposable Income growth
- Consumer expenditures
Projection of Leading Economic Indlcatom
- Consumer price index (CPI)
- Population
- Labour force
- Employment and unemployment
- Income structures
- Housing starts
- Passenger car sales
- Real dollar change in output for each industry sector
Task Two: Review of Housing Characterlltlcl
A suitable supply of a wide range of housing styles is essential to successful
Implementation of the economic strategy. As such, Coldwell Banker will utilize
housing data available from the Picketing Planning Deparh,ent to ensure that
the projected housing supply is consisten~ with the objectives of the town's
economic strategy. In those instances where inconsistencies are discovered,
remedial measures will be recommended.
12
Trak Three: Sumrnodze Area Demographlr~
The purpose of a demographic analysis Is to determine the demographic
characteristics of the local population as It relates to the economic vitality of
the communily and to assess the target population for the proposed economic
activIties. As such, any recommendations of an Economic Strategy must be
Implementable in light of the demographic characteristics of the local
population. This includes analysis of the dependent population - le. those
residents under 15 years of age and over 65 years of age. To ensure our
recommendations are Implementoble we will perform a demographic analysis
of the following characteristics of the local population for the last several yea~:
· Size . Ethnlclty
· Age · Migration
· Income · Education
· Household characteristics
Task Fou~ Review of Labour
Employment' patterns in the community rev·ab what human resources ore
available, or required, for economic development and what portion of the
existing labour force requires assistance and training. With the growth of
sen/lce sector Industries, the training and skill level of the labour force Is
13
.becoming even more critical. To ensure these concerns are Incorporated Into
the Economic Strategy, we will review the following labour force trends and
charactert~cs for the last several years:
* SiC sector · Wages
. Occupation * Unemployment
· Gender · Participation rates
· Status
Task Five: Examination of Economic StnJcture
This task Involves an exploration of Plckerlng's economic base, Its changes, and
Its responses to changing economic conditions. In addition to the past and
current sItuation, factors influencing economic vItality need to be assessed.
The current structure may not be the most preferable, nor Is It predestined to
continue in the future. Understanding the local economic structure is essential
towards designing an economic development program that builds on the
opportunities in the community and addresses local emp{oyment
which we will address include:
· Local sectoral trends (including hotels) · Diversification
· Weak sectors · Concentration
· Growth sectors · Specialization
· Basic vs, non-basic Industries · Unionization
· Ftrl"n sizes
~ssues
Mol)lO
14
Trak Six: Review of Communlly Infrmhucture
This task reveals any opportunities or constraints which are generated by
efficiencies or deficiency in the community's physical Infrastructure. This
includes analysis of Internal physical sen/Ices which affect development within
Picketing, but also must address important linkages with external systems which
can promote or detract from the appeal of Plckerlng In the corporate site
selection process. Our analysis would Include a revlew of the following
Infrastructure:
Road quality and capacity
Sewer quality and capacMy
Water quality and supply
Waste disposal systems
Task Seven: Review Guallt~ of Ute Factor~
Long term economic development Is related to attractlven~ of o locale as
a place to five and work. This involves a review of relevant community,
cultural, social, and recreational services. Coldwell Banker will utilize existing
Information from the Town of Picketing to ensure this aspect Is addressed. Any
identified se~ce gaps can be prioritized on the basis of their Influence on
promoting economic development.
Our analysis would Include a brief review of the following quality of life factor:
· Educational facilities · Public transit
· Cultural/social facilities · Major parks
· Health services · Nat~al ~
· Recreational facilities
STEP TWO: ANALYSIS OF PAST PERFORMANCE
^ review of the performance of Plckerlng's economic sectors Is required to
Identify those sectors which are responsible for generating the current
economic wealth of Picketing. By examining the employment peffo~nance of
the major economic sectors from the 1982 recession through the past several
years of strong economic growth, those sectors respanslble for the economic
growth of Picketing can be identified.
Tc~k One: Analy$1~ of Shift/Share Componentt
Shift/Shore analysis Is a proven technique for analyzing changes In the structure
of the local economy in reference to a larger reference economy (eg.
provincial or national). The purpose of shift/share analysis Is to determine the
Job performance or productivity of the local economy In comparison to the
n,ap,o 16
larger base, Shift/share analysis will enable us to comment on the growth of
the Plckering economy In three related areas:
Economic Growth:
The economic growth of the locality Is measured
by examining the aggregate employment
changes in sectors of the local economy with
respect to changes in the same sectors of the
reference economy.
Prooortk)nal Shift:
The proportional shift measures the relative
change (growth or decline), In the Iocallh/
compared with the larger reference economy,
This measure will allow us to ascertain whether
the local economy is concentrated In Industries
that are growing faster of slower than the
reference economy.
Differential Shift:
The differential shift assists in determining how
competitive local industries are in comparison to
the local economy. Thus, if the differential shift
of a particular Industry is positive, then ff Is more
competitive than the reference economy in the
same area.
Analysis of these three sources of economic gro~vth (or decline) ~ be
examined based on the employment trends of each major sector of the
Picketing economy for the last several years. This analysis will provlcle critical
information when identifying the strengths, weaknesses, opportunities, and
threats within the Plckerlnlg economy.
Task Two: Analysis of Location Quotients
Location quotient analysis will enable us to ascertain the export capacity of
the local economy over the last several years, as well as the degree of self-
sufficiency for each particular sector. Differentiating between basic and non-
basic sectors (le. those which export and those which do not) Is cnffical In ~
Economic Strategy because basic industries uli~act additional money into the
local economy which, due to mufflpller effects, generates above average
economic growth. We will use thIs Information to develop strategies which
Improve Plckering's export sector.
18
STEP THREE: COMPARAT/VE ANALYSIS
Task One: Comparattve Review of Sunouncllng Munlcipalltl~
Comparative analysis should be performed on two levels. First, surrounding
municipalities can be analyzed on the basis of certain economic indicators
which reflect the cost of doing business In each area. This would Include a
review of the following Indicators:
· Municipal taxes
· Land costs
· Lease rates
Vacancy rates
Building permits
Housing starts
Task Two: Review of Competing Economic Strategies
Second, comparative analysis will be performed on the economic strategies of
competing municipalities. This Includes a review of'.
Goals/Objectives
Polices/Programs
Perceived weaknesses/strengths
Targeted sectors
Organizational structure
Marketing strategies
Staffing
Budgets
19
~TEP FOUR: RESOURCES AND CONSTRAINT~
Implementation of the Economic Strategy must be feasible in light of identified
resources and constraints, This review process Includes recommending where
resources should be re-allocated so that those factors constraining any
suggested development strategy can be minimized. This will Include a review
of the following constraints:
· Budget · Polfflcal
· Economic · Staffing
· Social . Physical Infrastructure
PHASE II
STRATEGY GENERATION
PRg.!.IMINARY
OBJECTIVES
AND
THREATS
STRATEGIC
THINgING
* IDENTIFY
KEY
ISSUES
* DEVELOP
STRATEGY
OPTIONS
* PUBLIC
REVIRW
ANALYSIS
* RESOLVE
ISSUES
* EVALUATt
OPTIONS
* PUBLIC
REVIEW
PHASE I1: STRATEGY GENERATION
Task One: Internal and Public Review of Economic Objectives
We will meet with municipal staff to review existing assumptions and objectives
of current local economic development Initiatives and problems encountered
with past performance of the local economy, This will Include a review of the
following economic development issues:
· Policies/Programs
· Target markets
· Competitive assessment
· Situational assessment
Once these matters have been discussed, a public meeting should be held to
gain the Input of local citizens and business community regarding current
economic performance and problems.
Task Two: Determination of Strengths and Weakne.
Identification of relevant strengths and weakness arises from the sltucrflonal
analysis of Plckeflng's current situation performed In Phase One. The objective
is to determine which of the following operating characteristics represents a
competitive strength and which indicate a competitive weakness, This
information is then directly used to formulate economic strategies.
21
Characteristics which will be addressed Include:
· Geographic location ·
. Demographics ·
· Labour force ·
· Housing stock (age, type, pdce) ·
· Productivity
Taxation policies
Economic structure
(specialization, concentration,
diversification)
Infrastructure
Quality of life
Task Three: Identification of Opportunities and Threat~
This task also builds on the strategic information gathered through the external
situational analysis performed In Phase One. That Information will be analyzed
to ascertain current and projected economic opportunities and threats facing
the Town of Pick·ring. This includes a review of the following strengths and
weaknesses:
· Budget · Political
· Economic · Stu{ilng
· Social · Physical Infrastructure
Task Four:. Strategic Analysis
Based on the above Identlflcatlon of Plcketing's strengths and weaknesses,
opportunities and threats, we will identify key strategic Issues and develop draft
strategic options which address those Issues. This Includes analysis and
Identlllcatlon of affractlve target markets and projects (such as hotel
development or the Seaton Community), and Plckerlng's competitive pasltlon
in each of these markets. After internal evaluation of various strategic
decisions, the economic development options would be presented for formal
public review via an "Economic Strategy Open House".
Trak Five: Strategy Generation
By this stage, all relevant Information has been gathered, analyzed, and
summarized into a list of strategic Issues which must be addressed by the Town
of Picketing. Based on these draft issues, a series of corresponding draft
strategies will be formulated for review by municipal staff. Any concerns of
municipal staff would be Incorporated into the strategy. This Is an iterative
process whereby initial strategies are continually refined until a set of core
Issues and strategies exist which are within the resources and constraints of
those Implementing the strategy.
Mgl~lO
Ta.k Six: Public Review
Once the remaining concerns of municipal staff have been Incorporated, these
Issues and strategies will be summarized In a form suitable for public distribution
prior to an "Economic Strategy Open House". The document would summarize
past and current economic trends and provide strategy options suitable for
public review. In conjunction with municipal staff, the open house would
provide the public with sufficient background Information to provide a forum
for public input. Issues of relevant public concern would then be re~31ved,
where possible, and incorporated Into a revised set of strategic policies.
Coldwell Banker is experienced In this type of public forum. Each year, the
Realty Consulting Group of Coldwell Banker holds Its Forecast Breakfast which
Is attended by over 500 business and government leaders.
24
PHASE III
STRATEGY SELECTION
!
DECISIONS
* STRATEGY
* PRELIMINARY
OBJECTIVES
PHASE II1: ~A, TEGY SELEC~rlON
Task One: Review of Strategic Altemcfllves
Strategy selection will consist of resolving all those strategic objectives, ~ues,
and options which have passed the review by municipal staff, busine~ leaders,
and the general public, The results of that iterative process will culminate In
a strategy which provides solutions and recommendations for the following
issues:
1)
VVhat are the current and projected trends In the provincial,
national and International economic structures?
2)
VVhat are the charocteristios of Plckerlng's current economy,
population, labour force, and Infrastructure?
3)
Given these larger economic trends, what opportunities and threats
exist which require action by the Town of Pickering?
4)
In responding to these opportunities and threats, what are
Plckerlng's stren,~ihs and weaknesses which may impair efforts to
capitalize on opportunities and respond to perceived threats?
25
5)
6)
In which Industry sectors should Picketing seek to Increase Its
presence, and In which sectors should It seek to lessen Its
dependence? What Implications does this have for the labour
force (size, occupation, status, gender, age)?
How will the housing stock need to be adjusted to accommodate
the labour force of the targeted economic structure?
7)
What community infrastructure Improvements will be required to
support any economic development efforts?
8)
What Is the necessary staffing structure and budgetary requirements
associated wIth Implementing the strategy?
9)
How will the pertormance standards set out In the strategy by
monitored?
Selection of the final strategic policies will be based on o review of oil strategic
alternatives with consideration to all these questions. This will require input from
all senior consulting staff, os well os Input from municipal staff where feasible.
26
PHASE IV: IMPLEMENTATION AND MARKETIN~
We believe that the effective Implementation of the Economic Strategy Is as
important as the development of the Strategy itself, It Is recognized that the
Economic-Development Strategy will become a policy document of~ the Town
and must address the objectives of the Department of Economic Development
while acknowledging the objectives of other departments and agencies.
However, the primary It~¢us o! any economic ~trat~gy rnuxt be on employment,
This con be achieved by attracting healthy industries in growing sectors which
provide qual~y jabs. As such, the Economic Development Strategy must
provide step-by-step recommendations on how to Increase the number of Jobs,
how to reduce the number of unemployed, how to Increase the range and
quality of job opportunities available, and how to raise Individual and family
Incomes.
As such, an action-oriented implementation program which recognizes the
Town's economic objectives will be developed to ensure that the critical
measures required to achieve Plckering's economic goals are realized. This
includes a step-by-step short term plan In order to begin Immediate
Implementation of the strategy, as well as a longer term plan which will guide
the continuing implementation of the plan,
PHASE IV
IMPLEMENTATION / MARKETING
IMPLEMENTATION / MARKETING
* PROGRAMS
* BUDGETS
* TIMING
* MONITORING
* STAFFING
The sequential Implementation plan for the economic strategy will outline both
the short term and long term actions required to bring the plan to fruition,
The following Is a preliminary list of actions required to give momentum to the
Implementation of the strategy,
Short Term Actions
1)
2)
3)
4)
Obtain confirmation regarding resource allocations
Implement recommended staffing strategy
Delineate and assign functional plans and tasks
Targeting study of relevant firms
Advertising and promotion materials
Marketing efforts
Sectorol liaison
Economic policy analysis
On-going economic research
(eg. Industrial nar. ds survey)
Assign deadlines, and responsibilities for all tasks
Lgn~ler Term Actions
1) Formalize plan monitoring procedures
2) Monitor changes In economic base
3) Review success of existing efforts
28
PHASE V
MONITORING / REVIEW
MONITORING / REVIEW
* ECONOMIC INDICATORS
* PERFORMANCE VS OBJECTIVES
* VALIDITY OF ASSUMPTIONS
* BUDGETS / PROGRAMS
PHASE V: MONITORING AND REVIEW
To remain effective, the Economic Plan must have a monitoring and control
system to establish whether the strategy is delivering the promised objectives
and whether the assumptions underlying the strategy are still valid. The basis
of this system will be a set of performance criteria and measures that are
derived from the objectives and the key success requirements.
Our recommended strategy will include a schedule for the on-going monitoring
and annual review of the economic strategy. Monitoring efforts should Include
the development of a "marketing intelligence netwaY" whereby provincial,
notional and International economic trends are monitored and review In light
of their implications on the objectives of current economic strategy. The
annual review of the strategy should involve an abbreviated Situational
Analysis, as outlined in Phase I of this proposal. By monitoring Internal and
external trends in critical areas such as macroeconomlc indicators,
demographic trends, labour force characteristics, sectoral analysis,
infrastructure, and quality of life, the effectiveness of the plan can be
evaluated and modifications made where necessan/. Figure Four illustrates the
Strategy Evaluation Process.
FIGURE FOUR
FEES AND TIMING
We have proposed a total consulting fee of S35,300 plus a approximately
81,000 of estimated expenses. This includes the sub-consulting fee for
macroeconomic wo~ performed by fhe WEFA Group. Scheduling and
payment of fees are negotiable with the Town of Picketing.
~ 11mln~ Ra~ ~ Rel~
PHASE I: ~1UAIION ASSESSMENT
STEP ONE: ENVIr'K~NMENTAL ANALYSIS
Task One: Macroeconomlc Review 4 days
Task Two: Housing Review 2 clays
Task Three: Demographic Analysis 3 days
Task Four: Labour Force Anal/sis 3 days
Task Five: Economic Structure Analysis 4 days
Task Six: Review Infrastructure 1 day
Task Seven: Review Qualify of Life 1 day
Step One Subtotal
· Assistance from Joan Alfrey
18 days
STEP TWO: ANALYSIS OF PAST PERFORMANCE
Task One: Shift/Share Analysis 4 days
Task Two: Location Quotient Analysis 4 days
Step Two Subtotal 8 days
$800
S3~O
$700
$500
S5~0
SS00
$500
S3,200
S600
S~0
$2,100
S2,500
$500
SI0,300
S2,OO0
S2,C(X]
E. StoRes, F Camena~
L Watchom
G. Conconnan
C. Nk::;hol~
F, Rove~
F. Rovers
F. Rove~ ·
F, Rover~
F. Rovers
STEP THREE: COMPARATIVE ANALYSIS
Task One: Municipal Review 1.5 days
Task Two: Strategy Review 1.5 days
Step Three Subtotal 3 days
$3O0
L Watchom
G. Concannon
STEP FOUR: RESOURCES AND
Task One: Review Strategic Restraints
· Assistance from Joan AffYey
Step Four subtotal
CONSTRAINTS
2 days
2 days
31 DAYS
PHA~E I SUBTOTAL
$5OO
SI,0C0
$16,200
F, Rovers*
flfePio
32
PHASE I1: STRATEGY GENERATION
Task One: Public Review
Task Two: Strengths ana Weaknes~
Task Three: Opportunities and Threats
Task Four: Strategic Analysis
Task Five: Strategy Generation
Task Six: Public Review
day
days
days
days
days
day
SS~O
$5OO
$5(~0
S700
$,5~0
$5~0
$1,000
Sl,000
$1,2g0
S2,100
Senior staff
F. Rovers
F. Rovers
F. Rovers,
MacDonald
F. Rovers,
MacDonald,
Camen~dll
Senior Staff
PHASE II SUBTOTAL
II dal~
$6,300
PHASE IIh STRATEGY SELECTION
Task One: Review of Alternatives
Task Two: Preparation of Strategy
3 days
7 days
SSO0
Sl,800
$3,500
F. Rovers, D.
F. Rovers
PHASE III SUBTOTAL
10 dm~
$5,3OO
PHASE IV: IMPLEMENTATION
Task One: Shod Term Action Plan
Task Two: Longer Term Action Plan
PHASE IV SUB10TAL
7 days
3 days
10 days
$5~0
$50O
S3
Sl,500
$5
F. Rovers
F. Rovers
PHASE V: MONITORING AND REVIEW
Task One: Plon Monitoring Methods
Task Two: Plan Evaluation Methods
PHASE V SUBTOTAL
2 ~ays
3 days
Sd~y~
$,5(]0
$,500
$1,000
$1,500
$2,5OO
F. Rovers
F, Rovem
FEE STRUCTURE SUMMARY
Total Consulting Fees (67 days)
$35,300
Estimated Expenses:
Travel:
Printing
Presentation Materials
Publications
$60O
$2OO
$100
$100
Total Expenses
TOTAL STUDY FEE
36,300