September 13, 2011 Agenda Package
ORDERS OF THE DAY
FOR TUESDAY, SEPTEMBER 13, 2011 – 9:00 A.M.
Official County Photograph at 8:30 A.M.
ORDER
1st Meeting Called to Order
2nd Adoption of Minutes – July 26, 2011
3rd Disclosure of Pecuniary Interest and the General Nature Thereof
4th Presenting Petitions, Presentations and Delegations
DELEGATIONS:
11:30 a.m.
Lauren Millier, Millier, Dickinson, Blais Inc. and Anya Codack,
Yfactor – Economic Development Strategy and Action Plan
2011-2014
5thMotion to Move Into “Committee Of The Whole Council”
6th Reports of Council, Outside Boards and Staff
7th Council Correspondence
1) Items for Consideration
2) Items for Information (Consent Agenda)
OTHER BUSINESS
8th
1) Statements/Inquiries by Members
2) Notice of Motion
3) Matters of Urgency
9th Closed Meeting Items – see separate Addendum
10th Recess
11th Motion to Rise and Report
12th Motion to Adopt Recommendations from the Committee Of The Whole
13th Consideration of By-Laws
14th ADJOURNMENT
OFFICIAL COUNTY ATTIRE REQUIRED
LUNCH WILL BE PROVIDED
NOTICE:
Sept. 13, 20118:30 a.m. Official Annual County Photograph,
Lower Meeting Room
Sept. 27, 2011 County Council Meeting
Sept. 29 & 30, 2011 Elgin County Tour of Roads & Libraries
(departing from Administration Building 8:30 a.m.)
@
Oct. 25, 2011 County Council Meeting
Nov. 4, 2011 Warden’s Banquet, Malahide Community Place
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DRAFT
COUNTY COUNCIL
Tuesday, July 26, 2011
The Elgin County Council met this day at the Administration Building at 9:00 a.m. with all
members present except Councillor Marr (vacation).
Warden Mennill in the Chair.
ADOPTION OF MINUTES
Moved by Councillor McIntyre
Seconded by Councillor Wiehle
THAT the minutes of the meeting held on June 28, 2011 be adopted.
- Carried.
DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
–
None.
A moment of silence was observed on behalf of past Warden Roger Vanderiendonck.
Moved by Councillor Walters
Seconded by Councillor Jenkins
THAT we do now move into the Committee Of The Whole Council.
- Carried.
REPORTS
Accommodation, Admission and Purchase Service Agreements – Director of Homes
and Seniors Services
The Director of Homes and Seniors Services presented the report.
Moved by Councillor Ens
Seconded by Councillor McWilliam
THAT the report titled “Accommodation, Admission and Purchase Service Agreements” dated
July 13, 2011 be received and filed.
- Carried.
Long-Term Care Homes Funding Announcements and Recommendations – Director of
Homes and Seniors Services
The Director of Homes and Seniors Services presented the report regarding funding from
the provincial government and its impact on the operation of homes.
Moved by Councillor Jenkins
Seconded by Councillor McIntyre
THAT the report titled “Long-Term Care Homes Funding Announcements and Requirements”
dated July 12, 2011 be received and filed.
- Carried.
Update on Elgin County Official Plan Project: Finalization of Stage 1 – Manager of
Planning
The Manager of Planning presented the report updating council on progress of the project.
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Moved by Councillor McIntyre
Seconded by Councillor Couckuyt
THAT Elgin County Council endorse the completion of Stage One of the Elgin County Official
Plan Program and direct Meridian Planning Consultants to proceed to Stage Two which begins
with the preparation of a draft Official Plan document.
- Carried.
SCOR Resource Committee – General Manager of Economic Development
The Manager of Economic Development presented the report that recommended an
appointment to the SCOR Resource Advisory Committee.
Moved by Councillor Couckuyt
Seconded by Councillor McIntyre
THAT Elgin County Council appoint the Town of Aylmer’s Administrator, Jenny Reynaert, to the
SCOR Resource Advisory Committee.
- Carried.
Remote Access to the PCC – Manager of Information Technology
The Director of Financial Services presented the report, indicating other professionals may
need to access medical records through the Point Click Care access program.
Moved by Councillor Walters
Seconded by Councillor Ens
THAT the Director of Homes and Seniors Services be authorized to grant remote access as
long as service provider agreements for the protection and management of personal health
information are signed.
- Carried.
Capping Options and Tax Relief – Director of Financial Services
The Director of Financial Services presented the report. Staff was directed to review the
large industrial class category and report back to council.
Moved by Councillor McWilliam
Seconded by Councillor Ens
THAT the County tax policy set the annualized tax limit increase at 10 per cent; the prior year’s
current value assessment (CVA) tax limit increase at five per cent; the CVA threshold for
protected (increasing) properties at $250; and, the “stay at CVA” tax to yes; and,
THAT the application deadline for 2011 tax relief for low income seniors, low income persons
with disabilities and charitable organizations be November 30, 2011; and,
THAT the County tax policy be reviewed for the 2012 taxation year; and,
THAT the necessary by-law be prepared.
- Carried.
Five-Year Lease Renewals for Library Facilities – Director of Community and Cultural
Services
The Director of Community and Cultural Services presented the report, noting lease renewals
were required for eight of the ten branches of the Elgin County Library.
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Moved by Councillor Jenkins
Seconded by Councillor Walters
THAT a written request be issued by the Elgin County Library to municipalities and the Port
Stanley Festival Theatre to extend library facility leases for a further five-year period from
January 1, 2012 - December 31, 2016 at the following locations: Bayham, Port Burwell,
Springfield, Belmont, Port Stanley, Dutton, Rodney and West Lorne.
- Carried.
Plank Road and Calton Line Road Side Erosion Update – Director of Engineering
Services
The Director of Engineering Services presented the update and emphasized that adjustments to
the capital program will be required to accommodate the necessary repairs.
Moved by Councillor Wiehle
Seconded by Councillor Ens
THAT staff complete the necessary engineering and contract administration to complete the
project as soon as possible; and,
THAT the monies required for the two projects – Calton Line and Plank Road roadside structural
erosion – be allocated from the 2011 Capital Budget surplus with the remainder allocated from
the 2012 Capital Program.
- Carried.
Tender Pre-Approvals – Deputy Director of Engineering Services
The Deputy Director of Engineering Services presented the report, outlining recommendations
for a number of tenders to be awarded.
Moved by Councillor McIntyre
Seconded by Councillor Jenkins
THAT staff is authorized to award the following tenders as long as they are awarded to the
lowest bidders and that the awarded price is within the budget allocation: Lift Bridge Exterior
Improvements (Contract No. 6200-10-10); Warren Street Bridge Expansion Joints (Contract
No. 6290-10-04); Belmont Bridge Expansion Joints (Contract No. 6290-10-05); and, Culvert
Rehabilitations (Contract No. 6290-11-01); and,
THAT the Warden and Chief Administrative Officer be authorized to enter into agreements with
the awarded bidders.
- Carried.
Elgin County Gateway Signs Maintenance – Deputy Director of Engineering Services
The Deputy Director of Engineering Services presented the report regarding maintenance
of the six gateway signs.
Moved by Councillor Couckuyt
Seconded by Councillor Ens
THAT Elgin County partner municipalities be requested to maintain the County of Elgin gateway
signs when they complete maintenance of their own gateway signs.
- Carried.
Highbury Avenue and Ferguson Line Intersection Improvements – Deputy Director
of Engineering Services
The Deputy Director of Engineering Services presented the report.
4
Moved by Councillor McWilliam
Seconded by Councillor McIntyre
THAT Jetstream Construction Limited be selected for the Highbury Avenue and Ferguson
Line intersection improvements (Contract No. 6220-11-01) at a total price of $491,593
inclusive of a $25,000 contingency allowance, exclusive of HST; and,
THAT if the cost increases above the tender amount approved by Council by more than
10 per cent the Director will prepare a further report to Council outlining expenditures; and,
THAT the Warden and Chief Administrative Officer be authorized to sign the contract.
- Carried.
Elgin Tourism Sign: Request for Relocation – Director of Engineering Services
The Director of Engineering Services presented the report on the request from a St. Thomas
resident to relocate an Elgin tourism sign on Ron McNeil line.
Moved by Councillor Walters
Seconded by Councillor Wiehle
THAT the report titled “Elgin Tourism Sign: Request for Relocation” dated July 12, 2011 be
received and filed.
- Carried.
Microsurfacing Benefits and County Road 73 (Imperial Road) Concerns – Deputy Director
of Engineering Services.
The Deputy Director of Engineering Services presented the report, and made recommendations
on an area of County Road 73 where complaints have been received about three humps in the
road.
Moved by Councillor Walters
Seconded by Councillor Jenkins
THAT staff be directed to work with the Township of Malahide to improve the areas of public
concern along County Road 73 (Imperial Road) with all costs being borne by the County of
Elgin.
- Carried.
Council recessed at 10:12 a.m. and reconvened at 10:22 a.m.
2010 County Road Maintenance Summary – Deputy Director of Engineering Services
The Deputy Director of Engineering Services presented the report. It had been deferred from
the May 31, 2011 council meeting so that the Municipality of Bayham could review some
statistics.
Moved by Councillor McIntyre
Seconded by Councillor Jenkins
THAT the report titled “2010 County Road Maintenance Summary” dated June 20, 2011 be
received and filed.
- Carried.
Funding for County Road Maintenance – Chief Administrative Officer
The Chief Administrative Officer gave a PowerPoint presentation on road maintenance funding.
The presentation was interrupted by a fire alarm and council and staff vacated the Chamber
until it was over. The presentation resumed.
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Moved by Councillor Wiehle
Seconded by Councillor McIntyre
THAT the new maintenance agreement utilize the same lump sum payment model, as adjusted
from time to time, using CPI and market corrections as deemed advisable.
- Carried.
Moved by Councillor Jenkins
Seconded by Councillor Walters
THAT an additional invoicing system be implemented upon acceptance of the agreement for
major maintenance activities (eg. ditching, berm removal, culvert repairs, etc).
- Carried.
Moved by Councillor McIntyre
Seconded by Councillor Ens
THAT commencing in 2012, the newly proposed funding allocation for class of road be
budgeted for and paid to municipalities.
- Carried.
Class20112012% What this 20112012Increase for
RatesRates** means... Allocation Allocation 2012
kmkmInc.
1$4,440$5,80024 Aylmer $16,954 $18,345 $1,391
2$4,235$4,67712 Bayham $385,315$398,365 $13,050
3$4,030$4,1766 Central Elgin$554,469$587,662 $33,191
4$3,825$3,9403 Dutton/Dunwich$380,404$393,070 $12,666
Malahide $587,626$613,027 $25,401
Southwold $425,472$442,692 $17,220
West Elgin $393,522$406,944 $13,421
Total $116,340
% Increase 4.24%
* The above rates do not include the annual CPI adjustments.
** This is the percentage increase to the 2012 base rate (class 4).
The actual percentage increase may be different (higher).
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT the agreement be for the term as suggested by the county solicitor (10 years); and,
THAT staff be instructed to provide Council with a comprehensive review and analysis of
these arrangements at the five year mark of the agreement.
- Carried.
Moved by Councillor Walters
Seconded by Councillor Jenkins
THAT the offer from the Municipality of Central Elgin to conduct a pilot/test using an invoice
system of payment be endorsed.
- Carried.
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DELEGATION
Paul Collins, President/CEO, St. Thomas Elgin General Hospital (STEGH), Alan Weatherall,
Director of Development, Bryan and Jason White, and Ken Monteith, volunteers with STEGH
Foundation using PowerPoint, made a presentation titled ‘Redefining Our Future’ which describes
the capital improvements being planned for the hospital’s redevelopment.
Moved by Councillor Walters
Seconded by Councillor Ens
THAT the PowerPoint presentation titled “Redefining Our Future” be received and filed.
- Carried.
Closed Meeting Item
Moved by Councillor Wiehle
Seconded by Councillor Walters
THAT we do now proceed into closed meeting session in accordance with the Municipal Act to
discuss a matter under Section 240.2 (e) litigation or potential litigation, including matters before
administrative tribunals, affecting the municipality or local board – Report on Prosecution of
Violations of Woodlands Conservation By-Law.
- Carried.
The county solicitor presented a confidential report on Prosecution of Violations of Woodlands
Conservation By-Law. He informed council he is working with the Tree Commissioner on
updating protocols. Under consideration are ideas on educating farmers and the public about
the by-law.
Motion to Rise and Report
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT we do now rise and report.
- Carried.
Moved by Councillor Walters
Seconded by Councillor Wiehle
THAT the confidential report titled “Prosecution of Violations of Woodlands Conservation By-
Law” dated July 21, 2011 be received and filed.
- Carried.
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT we recess the meeting and resume at 12:45 p.m.
- Carried.
The meeting recessed at 12:10 p.m. and was Called to Order at 12:48 p.m.
Simpson Bridge Temporary Closure – Director of Engineering Services
The Director of Engineering Services presented the report, recommending closure of the bridge
while repairs are being made.
Moved by Councillor Wiehle
Seconded by Councillor Walters
THAT the report titled “Simpson Bridge Temporary Closure” dated July 22, 2011 be received
and filed.
- Carried.
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McBain Line/Water Tower Line – Director of Engineering Services
The Director of Engineering Services presented the report recommending ownership of this
section of road be transferred to the Municipality of Central Elgin to complete proper records.
Moved by Councillor Walters
Seconded by Councillor Jenkins
THAT the part road allowance of McBain Line and Water Tower Line be transferred from Elgin
County to the Municipality of Central Elgin to reflect the rightful ownership; and,
THAT the necessary by-law be prepared.
- Carried.
Bike Lane Petition: Furnival Road – Deputy Director of Engineering Services
The Deputy Director of Engineering Services presented the report. He clarified a paved
shoulder of the road is not included in the recommendation.
Moved by Councillor Ens
Seconded by Councillor Walters
THAT the County of Elgin supports and will cooperate with any local Municipality who plans on
constructing a pedestrian facility on a County Road.
- Carried.
CORRESPONDENCE
Items for Consideration
1. Stephen Kaegi, Chief Administrative Officer/Clerk, the Township of Carling with a resolution
requesting Ontario municipalities match their $100.00 donation to the Town of Slave Lake to
help compensate them in their Town’s fire.
2. Kelly Franklin, Executive Director, Farmtown Canada’s Funny Farm Ministries Inc.,
submitting Elgin County tourism directional signage grant application.
3. Brian Greene, Executive Superintendent of Business Services and Treasurer, Thames
Valley District School Board, declaring Balaclava Public School surplus and outlining details
on how to submit an offer for this property if interested.
4. Art Lawson, General Manager, SCOR EDC, requesting letter of support for a funding
proposal to the Community Development Program of the Federal Rural and Cooperative
Secretariat of Agriculture and Agri-Food Canada.
5. Emil Kolb, Regional Chair and Chief Executive Officer, The Regional Municipality of Peel,
requesting provincial government review ambulance user fee co-payments and adjust
payments to reflect a rate which is based on today’s costs for delivery of this essential
service.
The following recommendation was adopted in regard to Correspondence Item #1:
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT Correspondence Item #1 be received and filed.
- Carried.
8
The following recommendation was adopted in regard to Correspondence Item #2:
Moved by Councillor McIntyre
Seconded by Councillor Jenkins
THAT the Corporation of the County of Elgin approves the directional signage grant application
for the Farmtown Canada’s Funny Farm Ministries Inc.
- Carried.
The following recommendation was adopted in regard to Correspondence Item #3:
Moved by Councillor Jenkins
Seconded by Councillor McWilliam
THAT Correspondence Item #3 be received and filed.
- Carried.
The following recommendation was adopted in regard to Correspondence Item #4:
Moved by Councillor Couckuyt
Seconded by Councillor McIntyre
THAT Elgin County Council provide a letter of support for a funding proposal by SCOR to the
Community Development Program of the Federal Rural and Cooperative Secretariat of
Agriculture and Agri-Food Canada.
- Carried.
The following recommendation was adopted in regard to Correspondence Item #5:
Moved by Councillor Walters
Seconded by Councillor McWilliam
THAT the Corporation of the County of Elgin supports the resolution from the Regional
Municipality of Peel, requesting provincial government review ambulance user fee co-payments
and adjust payments to reflect a rate which is based on today’s costs for delivery of this
essential service.
- Carried.
Motion to Reconsider
The following recommendation was presented in regard to Correspondence Item #2:
Moved by Councillor Jenkins
Seconded by Councillor McIntyre
THAT Correspondence Item #2 be reconsidered.
- Carried.
Moved by Councillor Jenkins
Seconded by Coucillor McWilliam
THAT Correspondence Item #2 be deferred to the September 13, 2011 council meeting when
more information will be available regarding policy and costs.
- Carried.
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CORRESPONDENCE
Items for Information (Consent Agenda)
1. Association of Municipalities of Ontario Provincial Election Check List: AMO’s Top 12 Asks
which outlines AMO’s key topics of concern and policy positions in priority areas to be used
during the election period.
2. Elizabeth Sebestyen, Social Housing Administrator, St. Thomas – Elgin Ontario Works,
inviting County Council to celebration of the completion of the Renewable Energy Initiation
project located at 58 Myrtle Street, Aylmer on Friday July 29, 2011 at 9:00 a.m.
3. Nancie J. Irving, CMO, Town of Aylmer, with two resolutions for Elgin County regarding the
Fuel Surcharge Request Report and the New Roads Maintenance Agreement report.
(Walked into council and circulated prior to the start of the council meeting).
Moved by Councillor Walters
Seconded by Councillor Couckuyt
THAT Correspondence Items #1 - 3 be received and filed.
- Carried.
OTHER BUSINESS
Statements/Inquiries by Members
– None.
Notice of Motion
– None.
Matters of Urgency
– None.
Closed Meeting Items
(continued)
Moved by Councillor Walters
Seconded by Councillor McIntyre
THAT we do now proceed into closed meeting session in accordance with the Municipal Act
Section 240.2 (d) labour relations or employee negotiations – Part-Time Regional Health
Recruiter for Health Recruitment Partnership; Section 240.2 (d) labour relations or employee
negotiations – Closure of Library Branches During Holiday Season; and, Section 240.2 (b)
personal matters about an identifiable individual, including municipal or local board employees –
Recognition for a community leader.
- Carried.
Councillor McWilliam presented a report on the Health Recruitment Partnership.
The Director of Community and Cultural Services presented a report titled “Closure of Library
Branches During the Holiday Season.”
The Director of Community and Cultural Services presented a report regarding a community
leader and was given direction on the most appropriate form of recognition.
Motion to Rise and Report
Moved by Councillor McIntyre
Seconded by Councillor McWilliam
THAT we do now rise and report.
- Carried.
Moved by Councillor McWilliam
Seconded by Councillor Couckuyt
THAT Elgin County Council endorse the creation of the Health Recruitment Resource position
as described in the confidential report from the City of St. Thomas dated July 6, 2011.
- Carried.
10
A staff direction was given in regard to closure of Library Branches during Holiday Season.
Staff was directed to provide an analysis of the options and the financial impacts and other
implications of all branches being open during the Christmas Holiday period for consideration
by County Council.
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT the confidential report regarding recognition of a community leader be received and filed.
- Carried.
Motion to Adopt Recommendations of the Committee of the Whole
Moved by Councillor Jenkins
Seconded by Councillor Ens
THAT we do now adopt recommendations of the Committee Of The Whole.
- Carried.
BY-LAWS
Moved by Councillor McWilliam
Seconded by Councillor Wiehle
THAT By-Law No. 11-16 “Being a By-Law to Repeal By-Law No. 11-08 Being a By-Law to
Establish A Pay Schedule for Employees Covered By The Job Evaluation Scale” be read a first,
second and third time and finally passed.
- Carried.
Moved by Councillor McIntyre
Seconded by Councillor Couckuyt
THAT By-Law No. 11-17 “Being a By-Law To Adopt Optional Tools for The Purpose of
Administering Limits for the Commercial, Industrial and Multi-Residential Property Classes” be
read a first, second and third time and finally passed.
- Carried.
Moved by Councillor McWilliam
Seconded by Councillor Couckuyt
THAT By-Law No. 11-18 “Being a By-Law to Establish Revenue Neutral Clawback Percentages
for Certain Property Classes” be read a first, second and third time and finally passed.
- Carried.
Moved by Councillor Walters
Seconded by Councillor Jenkins
THAT By-Law No. 11-19 “Being a By-Law to Authorize the Removal of Part of County Road 29
Known as McBain Line and Water Tower Line, as Described on Schedule ‘A’ Attached Hereto,
From the County of Elgin Highway System and Further to Authorize the Warden and Chief
Administrative Officer to Execute a Transfer/Deed of Land of Such Highway in Favour of the
Corporation of the Municipality of Central Elgin as Lower Tier Highway.
- Carried.
Moved by Councillor Jenkins
Seconded by Councillor McWilliam
THAT By-Law No. 11-20 “Being a By-Law to Confirm Proceedings of the Municipal Council of
the Corporation of the County of Elgin at the July 26, 2011 Meeting” be read a first, second and
third time and finally passed.
- Carried.
11
County Council 11 July 26, 2011
ADJOURNMENT
Moved by Councillor McIntyre
Seconded by Councillor Walters
THAT we do now adjourn at 12:24 p.m. and meet again on September 13, 2011 at the County
Administration Building Council Chambers at 9:00 a.m.
- Carried.
Mark G. McDonald, Dave Mennill,
Chief Administrative Officer. Warden.
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REPORTS OF COUNCIL AND STAFF
September 13, 2011
Staff Reports – (ATTACHED)
Tourism Development Coordinator – PowerPoint and Elgin Arts Trail Progress Report
th
Business Development Coordinator – Elgin Business Resource Centre 25 Anniversary
Sponsorship Opportunity
General Manager of Economic Development – Tourism Signage Grant – Farmtown Canada
General Manager of Economic Development – Tourism Signage: Revised Policy
Manager of Planning – Summary of Comments from the Open Houses and Update on the Elgin
County Official Plan Process
Manager of Planning – Update on Highway 3 By-Pass
Manager of Archives – Elgin County Council Student Day
Director of Community and Cultural Services – Library Capacity Building Grant
Director of Homes and Seniors Services – 2011/2012 Nursing Strategy – Late Career Initiative
Deputy Director of Engineering Services – Award of Tenders – Exterior Improvements – King
George Lift Bridge and Bridge Expansion Joints and
Miscellaneous Culvert Repairs
Deputy Director of Engineering Services – Calton Line Road Slope Rehabilitation
Deputy Director of Engineering Services – Road Shoulder Rehabilitation and Sub Drain –Furnival
Road
Deputy Director of Engineering Services – County Roads and Library Branches Bus Tour –
thth
September 29 and 30
Director of Engineering Services – National Tree Day – September 21, 2011
Director of Engineering Services – Heat, Ventilation, Air Conditioning (HVAC) Replacement
Terrace Lodge
Director of Engineering Services – Installation of Ceramic Tile Flooring – Bobier Villa
Court Services Supervisor – Quick Connect Solutions
Purchasing Coordinator – Quarterly Information Report – Contract Awards April 1, 2011 –June 30,
2011
Director of Financial Services – Budget Comparison – July 2011
General Manager of Economic Development – Economic Development Strategy and Action Plan
2011-2014 and PowerPoint
General Manager of Economic Development –Sole Sourcing: Business Retention & Expansion
and Employment Land Strategy
13
Elgin Arts Trail•Council Report
September 13, 2011
Introduction
Elgin Arts Trail
The was developed to meet
three main tourism goals:
1.Increase the amount of people that visit.
2.Increase the length of time that visitors stay.
3. Increase the amount of money that visitors spend.
Three Main Campaigns
14
Partnerships
Elgin Arts Trail
Business
Elgin Arts Trail
Plan
What is an Arts Trail?
The is defined as:
Elgin Arts Trail
A route through Elgin County and St. Thomas that enables local and
external tourists to discover and explore the unique art and artists of Elgin
.
and St. Thomas
15
Goals
Elgin Arts Trail
has three goals specific to supporting the local
arts community:
Build local awareness of Elgin’s artists,
Evoke a sense of pride within the community, and
Increase artisan revenue
Objectives
To support Members.
Elgin Arts Trail
To create marketing materials to attract visitors & thereby
increase sales.
To strengthen the visual arts sector of our economy.
Logo
Elgin Arts Trail
16
Elgin Arts Trail
Members
•
Elgin Arts Trail
12 Members make up the
Membership
Elgin Arts Trail
Fee
Membership Fee:
$500/year + HST (12
mths)
2011 Membership Fee:$300 + HST (8
mths)
17
Marketing & Promotional Benefits
Elgin Arts Trail
•A one page listing in the guide (5,000 distribution)
Marketing & Promotional Benefits
•Photo shoot of member businesses was done by a professional
photographer for use in print and web materials.
Marketing & Promotional Benefits
•Member Signage –Window Decal & 24”x 24”metal sign
18
Marketing & Promotional Benefits
Elgin Arts Trail
•Micro Website –www.elginartstrail.ca
Marketing & Promotional Benefits
•Advertising in Local and Regional Publications & on the Radio
Marketing & Promotional Benefits
Elgin Arts Trail
•Facebook & Twitter accounts
•Tradeshows & Events
•Media coverage
19
Art Trail Boot Camp Member Workshop
2 Day -2 Hour Evening Workshops
•Workshop Topics:
•What makes good service?
•Finding your WOW Factor
•SWOT Analysis
•Creating Memorable Experiences
•Developing the Elevator Speech
Elgin Arts TrailLaunch Event
Conclusion
Elgin Arts Trail
The positions Elgin &
St. Thomas to take advantage of the
growing trends in the art tourism sector
and in turn meets the tourism goals of
the City & County.
Recommendation:
THAT the August 302011 report be received and filed as information.
th
20
Thank you!
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REPORT TO COUNTY COUNCIL
FROM: Kathryn Russell, Tourism Development Coordinator
DATE: August 30, 2011
SUBJECT: Elgin Arts Trail Progress Report
INTRODUCTION:
The County’s Economic Development department has created and implemented
successful programs and campaigns to assist the City of St. Thomas and the
County of Elgin to meet three main tourism goals, as identified inthe Elgin/St.
Thomas Tourism Development Strategy and Marketing Plan:
1. Increase the amount of people that visit Elgin-St. Thomas
2. Increase the length of time that visitors stay in Elgin-St. Thomas
3. Increase the amount of money that visitors spend in Elgin-St. Thomas.
Building on the success of the three main campaigns: Railway Capital of
Canada, Ports of Elgin, and Savour Elgin, in particular the latter, the department
is currently developing another key campaign for the area based on the local arts
Elgin Arts Trail
sector – the .
With Arts, particularly visual arts becoming an increasingly strong driver of
tourism and perceptions of tourism destinations, the development of a visual arts
trail connecting destinations in the County and St. Thomas exemplifies the very
best the area has to offer in visual arts attractions. The Elgin Arts Trail will have
far reaching positive effects in Elgin and St. Thomas including supporting the
visual arts community, and tourism and business development. The Elgin
Business Resource Centre and the St. Thomas-Elgin Public Art Centre are
partnering with the department on the development of the Trail.
DISCUSSION:
Arts Tourism is defined as tourism that strongly features visual art destinations
such as art galleries, art shows, arts and crafts studios. An arts trail is a
structured form of arts tourism. It connects artists, artisans, art galleries, and
other art attractions in a cohesive trail that invites tourists to experience many
attractions in a particular region.
Arts tourism is considered part of cultural tourism, which is one of the largest and
fastest growing global tourism markets. It has been well documented that arts,
culture and heritage play a significant role in determining the overall desirability
of a particular destination. Even if tourists do not visit arts and cultural attractions
22
or even the region at all, their overall impression of the destination is enhanced
by the knowledge of its cultural attractions.
Arts tourism is still in its infancy in Ontario. This presents a growing opportunity
for Elgin County to promote art attractions in Elgin and St. Thomas, and to
establish itself as a frontrunner in this market.
The cost of developing the Trail is approximately $38,000 which has been
approved in the 2011 tourism budget. This includes the development of a
business plan, designing a micro-website, creating a logo/brand, designing and
producing member signage, marketing and promotion, photography, and the
development of the Elgin Arts Trail Guide.
In order to produce a quality program, staff and the CEEDTAC Tourism
Subcommittee collaborated on a business plan for the Elgin Arts Trail (see
appendix 1 of this report). The plan details what the Elgin Arts Trail is,
implementation strategy, goals, target audience, marketing tactics, partnerships,
criteria for success, an implementation schedule and a five-year proposed
budget. The business plan is being used as a tool to entice visual art attractions
to join the membership of the Elgin Arts Trail by providing a clear plan to follow in
2011 and 2012. It should also be noted that the subcommittee provided guidance
on the logo/branding (see appendix 2 of this report), membership criteria and
best practices for the program as a whole.
Upon completion of the draft business plan, a public meeting was held on
Thursday, June 16, 2011 at the St.Thomas-Elgin Public Art Centre (STEPAC).
The draft business plan was presented. Approximately 30 local artisans
attended the meeting and provided positive and supportive feedback. Local
artisans were excited about the new program and interested in signing up to be
members of the Trail.
In order to determine who potential members of the Trail could be, a self-
assessment survey was developed and administered. The survey was based on
the criteria that members must meet in order to qualify for the Trail. For instance
some of the criteria included: business must offer tangible experiences; have
posted hours of service; have a web presence; and be open a minimum of seven
months a year or longer.
Economic Development staff also developed an Elgin Arts Trail information
package which was used to recruit Elgin Arts Trail members. The information
package included the Business Plan, a participant information sheet summarizing
the program criteria, cost, selection process and deliverables, a self-assessment
survey and participant contract. Electronic copies of the package materials were
also available on elgintourist.com. Membership recruitment efforts resulted in 12
galleries, studios and crafters from Elgin County & St. Thomas joining the Elgin
Arts Trail. This exceeds the original projection of 10 members.
23
Like the Savour Elgin program, Elgin Arts Trail members receive many marketing
and promotional benefits associated with being part of a collective body. These
collective benefits will help individual business operations to grow. The Trail will
be promoted in: Relish Elgin; Daytripping Magazine; The Beat Magazine; local
media outlets including print and radio; at tradeshows and events such as the
Port Stanley Art Fair, London Food and Wine Show and the Women’s Lifestyle
Show; and through social media. The membership fee of $500 per year ($300 for
2011 due to a shortened season) also includes being part of the Elgin Arts Trail
Guide which will feature a map, photos, and descriptions for each gallery, studio
and crafter. As mentioned earlier, a micro website www.elginartstrail.ca is under
construction, as is signage. Members will also be able to participate in an Elgin
Arts Trail Business Development Boot Camp Workshop hosted by the Elgin
Business Resource Centre.
It should also be noted that members of the Elgin Arts Trail will be featured in a
comprehensive catalogue of studio tour artists and a supplementary website that
will profile over 100 regional artists from Elgin, Brant, Norfolk, Middlesex and
Oxford counties. The initiative was made possible through Sand Plains Funding.
40,000 copies of the guide will be printed and distributed across Ontario.
An Elgin Arts Trail launch event is planned for Thursday, September 29, 2011 at
the St. Thomas-Elgin Public Art Centre (see appendix 3 of this report). The open
house event will be held from 4:30 p.m. to 7:00 p.m., and will include an
interactive virtual Elgin Arts Trail, where attendees will have an opportunity to
experience first hand local visual art attractions and meet with each member of
the trail. The Elgin Arts Trail marketing materials will be unveiled during this time,
including the website, guide and member signage.
An invite postcard and e-mail will be sent to Elgin County Council, St. Thomas
Council, Tourism Members, Elgin Arts Trail Members, the local art community,
and the media.
CONCLUSION:
Arts Tourism is a growing tourism sector globally. An opportunity exists to
promote art tourism attractions in Elgin County and St. Thomas. The
development of the Elgin Arts Trail, enables local and external tourists to
discover and explore the unique art and artists of the City of St. Thomas and the
County of Elgin.
Visual Arts is becoming an increasingly strong driver of tourism and perceptions
of tourism destinations. The Elgin Arts Trail is positioning Elgin and St. Thomas
to take advantage of the growing trends in the art tourism sector and in turn meet
the tourism goals of the City and County. Therefore, the Elgin Arts Trail will
serve as an economic generator for the tourist industry as well as raise the profile
24
of local visual art attractions, evoke a sense of pride within the community, and
increase artisan revenue - resulting in stronger local businesses and greater
economic impact to the Elgin-St. Thomas economy.
RECOMMENDATION:
THAT the August 30th, 2011, report be received and filed as information.
All of which is Respectfully Submitted Approved for Submission
Kathryn Russell Mark G. McDonald
Tourism Development Coordinator Chief Administrative Officer
Alan Smith
General Manager, Economic Development
25
Elgin Arts Trail
Business Plan
The Elgin Arts Trail:
A route through Elgin County and
St. Thomas that enables local and
external tourists to discover and
explore the unique art and artists
of Elgin and St. Thomas.
26
Elgin Arts Trail
Business Plan
Arts, and particularly visual arts, are becoming an increasingly
tourism and perceptions of tourism destinations. Recognizing tha
Economic Development has embarked on the development of a visual
connecting destinations in the County and St. Thomas that exempl
area has to offer in visual arts attractions.
Yfactor has been retained to produce a logo, business plan, and
for this arts trail, called the Elgin Arts Trail. This document
Elgin Arts Trail program and also serves as a participant recrui
the benefits and requirements of participation.
Submitted By:
Yfactor Inc.
202-133 Richmond Street W.,
Toronto, ON Canada M5H 2L3
T: 416-977-9724
F: 416-642-1959
1-800-793-5016
www.yfactor.com
Primary Contact:
Anya Codack, CEO
T: 416-977-9724 x 509
E: acodack@yfactor.com
Page | 1 Elgin Arts Trail Business Plan
27
Table of Contents
1.What is an Arts Trail? ....................................................................................... 3
1.1.What is Arts Tourism?....................................................................................3
1.2.Opportunity and Benefit..................................................................................3
1.3.Arts Tourists..................................................................................................4
1.4.What is an Arts Trail?.....................................................................................5
1.5.Current Arts Trails..........................................................................................5
2.The Elgin Arts Trail ........................................................................................... 6
2.1.The Elgin Arts Trail, Defined............................................................................6
2.2.Goals............................................................................................................6
2.3.Strategy.......................................................................................................6
2.4.Target Audiences...........................................................................................7
2.5.Marketing Tactics...........................................................................................9
2.6.Partnerships................................................................................................11
2.7.Governance.................................................................................................12
3.Participation .................................................................................................. 13
3.1.Benefits......................................................................................................13
3.2.Criteria.......................................................................................................14
3.3.Selection Process.........................................................................................15
4.Action Plan ..................................................................................................... 16
4.1.2011..........................................................................................................16
4.2.2012..........................................................................................................18
5.Budget ........................................................................................................... 19
5.1.Revenue Sources.........................................................................................19
5.2.Expenses....................................................................................................19
5.3.Five-Year Proposed Budget............................................................................20
6.Conclusion ..................................................................................................... 21
Appendix A: Elgin Arts Trail Self-Assessment Survey ........................................... 22
Appendix B: Elgin Arts Trail Participant Contract ................................................. 24
Page | 2 Elgin Arts Trail Business Plan
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1.What is an Arts Trail?
1.1.What is Arts Tourism?
An arts trail is a structured form of arts tourism. In order to define an arts trail, we
must first define arts tourism. trail, we have a narrower
focus; specifically, we are interested in visual arts tourism: the works of painters,
sculptors, potters, jewellers, photographers and other craftspeople.
define visual arts tourism as tourism that strongly features visual art destinations
such as art galleries, art shows, arts and crafts studios.
1.2.Opportunity and Benefit
An arts trail, and arts tourism in general, provides significant opportunities and
benefits to tourism regions and to individual tourism businesses.
largest and
(Organisation for Economic Co-operation
and Development)
element of the tourism product as it creates distincti in the tourism
egions can develop considerable synergies between culture and
tourism which can increase their attractiveness as destinations to visit, live and
invest in, The OECD further says the number of
ultural trips from 199 million in 1995 to 359 million in 2007.
-documented that arts, culture and heritage play a significant
role in determining the overall desirability of a particular destination(Ontario Ministry
of Tourism and Culture)
attractions or even the region at all, their overall impression of the destination is
enhanced by the knowledge of its cultural attractions.
Despite this growth globally, there has not been as much growth within the arts
Ontario is the least successful [province] in
attracting domestic visual arts-(Canadian
Tourism Commission).
In 2004-2005, 36% of Canadians who took overnight tripsover 7.5 million people
shopped at or browsed local arts & crafts studios or exhibits (Ontario Ministry of
Tourism and Culture). Despite this high number, just 3% of travellers say that arts
attractions motivated some of their trip. This indicates that while visual arts
attractions are popular, tourists usually have other reasons for visiting as their
primary trip motivator.
Page | 3 Elgin Arts Trail Business Plan
29
1.3.Arts Tourists
not usually a primary attraction
and not fully leveraged in Ontario. If we are to prepare an arts tourism program that
is a primary attraction, who do we need to reach? The Canadian Tourism Commission
has completed a profile of visual arts tourists. These people are:
Particularly likely to be women (63%).
Somewhat over-represented among middle-aged and slightly older Canadians
(45 to 64 years); these age groups represent 1-in-3 domestic travellers as a
whole (32%) but 39% of visual arts tourism enthusiasts.
Under-represented in the 65+ age group, at 9%, relative to the Canadian
travelling public as a whole, at 12%.
Likely to live in adult-only households.
Not likely to take into account the needs of teenagers or children when
planning a tourist trip.
Of domestic
traveller in Canada, with an average household income of $63,100 compared
to $54,900 for the typical leisure visitor in Canada (1998 dollars).
Much more likely to have a university degree (36%).
Slightly more likely to have been born outside Canada (19% vs. 15%).
Another study captures these demographics in the Ontario market. The Ontario
Tourism Marke
identifies the two key target market segments for arts tourists:
Adventurers: well-off older middle-aged married couples with adult-age
children & some empty nests.
Large and growing segment of tourism market.
o
Young Go-Gos: young successful, well-off, multi-ethnic urban trendsetters.
Small and stagnant segment of tourism market.
o
ty for
taking advantage of trends in the sector, and explored just who arts tourists are.
Page | 4 Elgin Arts Trail Business Plan
30
1.4.What is an Arts Trail?
An arts trail connects artists, artisans, art galleries, and other art attractions in a
that invites tourists to experience many attractions in a particular
region.
One phrase that speaks to the overall goals of an arts trail is used by Prince Edward
County to describe their Arts Trail. They say the Arts Trail takes tourists on a
.
the most commonly used name for these art (and especially visual art)
sed. The next section lists already
established arts trails.
Elgin Arts Trail cognition
1.5.Current Arts Trails
More and more arts trails are being developed. The most prominent one in Ontario is
. Below
is a list of arts trails in Ontario and neighbouring states:
Name Where URL
Arts TrailPrince Edward www.artstrail.ca
County, ON
Pedal Your ArtsHaliburton yoursoutdoors.ca/packageversions.php?id=18
County, ON
Arts RouteHastings County, www.artsroute.ca
ON
Finger Lakes Arts Upstate NYwww.fingerlakesartstrail.org
Trail
Chautauqua-Lake Western NYwww.chautauquaarttrail.com
Erie Art Trail
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2.The Elgin Arts Trail
2.1.The Elgin Arts Trail, Defined
The Elgin Arts Trail is defined as:
A route through Elgin County and St. Thomas that enables local a
tourists to discover and explore the unique art and artists of E
Thomas.
The Elgin Arts Trail participants
interested in showcasing their works to interested audiences. This model builds on
the success Elgin County is enjoying with its culinary trail program, SavourElgin.
2.2.Goals
The goals of the Elgin Arts Trail program are to support the goals of the Elgin County
and St. Thomas Tourism Marketing Plan:
1.Increase the amount of people that visit,
2.Increase the length of time that visitors stay, and
3.Increase the amount of money that visitors spend.
In addition, the Elgin Arts Trail program has three goals specific to supporting the
local arts community:
1.Build local awareness of the artists of Elgin and St. Thomas,
2.Evoke a sense of pride within the community, and
3.Increase artisan revenue.
2.3.Strategy
The primary focus of the Elgin Arts Trail program will be to support its participants.
The strategy for success for the program will revolve around the participants.
First, the Elgin Arts Trail needs to recruit participants. Economic Development staff
will achieve this by using this business plan to outline the program and its benefits
for participants, and point to the Savour Elgin program as a model for the Elgin Arts
Trail.
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32
Next, the trail needs to be marketed to potential visitors. The strategy will be again
to focus on the participants: by marketing the trail to broad audiences, we can bring
more visitors to trail participants. And conversely, by bringing the trail to the
attention of visitors already attending participants
to visit other arts attractions they may not have known about.
The participants of the Elgin Arts Trail will be the primary stakeholders in the
program; we need to support them with a strong program. As they benefit from
increased revenue, they in turn will support the program.
In 2011 and 2012, marketing efforts will focus on reaching out to residents of Elgin
County and St. Thomas, with some coverage in surrounding areas such as London.
Local residents are the best source of the best kind of marketing: word-of-mouth. In
addition, they may not know of the art and artists available in their own backyard.
Once they are familiar with the excellent arts attractions of the trail, they will
naturally tell their local friends and family and also those that visit them from out of
town. In subsequent years, marketing efforts will expand to nearby urban areas as
detailed below.
Another consideration for targeting the local community first is that for a destination
to be considered strong in any aspect of tourism, the local community has to be
convinced first.
Marketing messaging will be centred on stories. Tourists make emotional connections
behind the artists and their works.
2.4.Target Audiences
As stated above, the number one target audience for the Elgin Arts Trail is Elgin and
St. Thomas residents. Data supports this strategy: according to Statistics Canada,
37% of all trips in Ontario are to visit friends and family, and about 90% of all
person-visits to Ontario were by Ontarians. Marketing efforts will first focus on
reaching local audiences before reaching more broadly.
Within local and external audiences, the focus will be on the types of people
identified in the Canadian Tourism
Ontario Tourism Marketing Partnership Corporation two key target market
segments for arts tourists, Adventurers and Young Go-Gos.
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33
As can be seen in the below map of OTMPC market segments, the two market
Based on the geographic distribution of target market segments,the logical first step
in marketing the Elgin Arts Trail is to first focus on the local community tha
part of these market segments, but would instead be interested in touring arts
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The highest concentrations of Adventurers and Young Go-Gos are in large urban
areasefforts focus on reaching target
demographics in the following geographic target areas and timeframes:
Year Marketing Geographic Target
20112012
Elgin County and St. Thomas
2013All of the above and London
2014All of the above, Hamilton area (Hamilton, Burlington, Brampton),
Waterloo Region (Kitchener, Waterloo, Cambridge),and Guelph
2015-2016All of the above, Greater Toronto Area, Windsor, and Niagara Region
(St. Catharines, Niagara Falls, Welland)
2.5.Marketing Tactics
Following the marketing strategies laid out above, Elgin County will implement the
following marketing tactics to promote the Elgin Arts Trail.
Target Local Audiences Already Involved in Arts
The most relevant audiences to market to are those who are already interested and
involved in arts. One of the easiest ways to reach these people is to ensure that they
Elgin Arts Trail when they are. Elgin County
will provide visual identification (e.g. decals and signage, subject to funding) and
printed marketing materials to trail participants
one-stop visitors to trail tourists. Presented with visual identification and marketing
materials, arts tourists will find out about other attractions along the trail and
possibly some they hav
Furthermore the trail will be promoted through a partnership with the St. Thomas-
Elgin Public Art Centre, informing visitors to that establishment about local artists
they may not be familiar with.
To reach broader local audiences, Elgin County Economic Development staff will
participants but to spread
awareness and build excitement for the trail among local artists.
Page | 9 Elgin Arts Trail Business Plan
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Target All Local Audiences
To further target local residents, the trail will be promoted to local media such as the
St. Thomas Times-Journal, Aylmer Express, Elgin County Market, Port Stanley
News.com, Relish Elgin, The Daytripper, and more broadly the London Free Press
and The Beat Magazine. These media outlets are good places to announce the launch
of the trail; they may also be receptive to stories about specific artists from their
localities.
Like the Savour Elgin program, a web-
coordinate all marketing and promotional efforts relating to press releases, including
handling media inquiries and sending information to major media. The Savour Elgin
media area can be seen at www.savourelgin.ca/SavourElgin/Media.
Target Urban Audiences
As per the map of OTMPC market segments, target audiences for the Elgin Arts Trail
beyond the borders of Elgin lie mainly in large urban areas. The second phase for
marketing the trail, after focussing on local audiences, will be to extend the focus to
audiences in places such as Toronto, Hamilton, and Windsor.
Elgin County will leverage the stories and Press Room developed for promotion to
local media in reaching out first to media in large urban areas to get stories in
newspapers periodicals. Then, budget permitting, the County will promote the trail
through marketing in publications such as VIA destinations Magazine, Toronto Life,
The Globe and Mail, EYE Weekly, Hamilton Magazine, Windsor Arts & Music Monthly,
and others with large audiences in the Adventurers and Young Go-Gos segments.
Develop and Promote Stories
As described as part of the strategy, stories are the best way to form an emotional
connection with potential tourists. Elgin County Economic Development staff will
work with participants of the Elgin Arts Trail to develop marketable stories that can
be used in print and online marketing as well as in outreach to media. Stories will be
interesting.
Stories can take the form
recommended that when stories are being developed all of these forms of media are
incorporated to provide a strong basis from which to market the trail through
different channels. Written articles and photos can be placed in print materials, on
the web, and provided to media outlets; audio and video can be promoted primarily
through the internet, but also through potential radio and TV spots, should the
opportunity arise.
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36
Develop a Strong Web Presence
Tourists are turning more and more to the web to plan and research trips. This is
especially true of cultural tourists, of which arts tourists are a subset. The Elgin Arts
Trail will ensure that it has a strong web presence that speaks to its target audiences
while conveying its stories and inviting all web visitors to become trail visitors.
The web is an ideal spot to highlight and showcaseparticipants, their stories, and
their locations. Using video, photos, text, SEO, and social media, Elgin County will
which will be designed to engage visitors and invite them to
Give Participants the Tools They Need
Elgin Arts Trail.
Then, they can be invited to visit other participants, visit the website, or simply
recognize the trail logo the next time they see it. For any or all of this to happen,
participants need to have marketing tools. Elgin County will provide visual
identification and guides to participants to display in their places of business to build
the brand and continuity of the trail.
In addition to physical marketing materials, each member will have the opportunity
to provide information to appear on the Elgin Arts Trail website. This website will
highlight participants
Participants will also be able to get a link back to their personal website from the
Elgin Arts Trail website and will be encouraged to add a reciprocal link to their site.
2.6.Partnerships
Elgin County needs to establish partnerships and connections with organizations that
will play a role in supporting the Elgin Arts Trail. Partnerships have already been
established or are in the development process with two key partners:
Elgin Business Resource Centre
St. Thomas-Elgin Public Art Centre
In addition to these organizations, the Elgin Arts Trail may benefit from opportunities
arising from membership in or association with these organizations:
Travel Media Association of Canada ($250)
Cultural & Heritage Tourism Alliance (free)
ArtsBuild Ontario
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2.7.Governance
The day-to-day implementation and operation of the Elgin Arts Trail will be done by
Elgin County Economic Development staff. Strong leadership is a necessary criterion
for success; the Economic Development team has displayed this through the
successful launch and growth of the Savour Elgin program.
The trail administration will be advised by the Tourism Advisory Sub-Committee of
CEEDTAC, the County of Elgin Economic Development and Tourism Advisory
Committee.
trail participants
the ongoing evolution of the Arts Trail will also be advised by its participants.Trail
p input will be welcomed both during the initial recruitment stages and on
an ongoing basis.
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3.Participation
3.1.Benefits
By becoming a member of the Elgin Arts Trail, artists and art businesses will be able
to reap a number of benefits for their business.
Reach Much Larger Audiences
The combined resources of the larger organization will enable it to market member
attractions to wider audiences across southern Ontario, as well as providing trail
participants greater marketing opportunities within Elgin County and St. Thomas.
Reach a Targeted Audience
The Elgin Arts Trail will be able to launch and sustain marketing campaigns targeted
specifically at those most likely to become trail tourists, a task which is often difficult
for individual artisans or arts organizations.
Connect With Other Participants
By becoming part of an organization of high-quality visual arts attractions, trail
participants will have the opportunity to connect with and learn from other
participants from across the County.
Receive Ready-to-Go Marketing Materials
Elgin County will provide participants with visual identification, marketing collateral,
and a web presence; all will be professionally designed and developed and ready for
the marketplace.
Associate with Quality
The Elgin Arts Trail logo and signage will become a recognizable brand that will help
tourists and residents identify high-quality visual arts attractions around Elgin County
and St. Thomas. Trail participants will benefit from this and from being recognized as
esteemed members of the local arts community.
Grow your Business
All other benefits lead to one conclusion: the Elgin Arts Trail will help its participants
bring in more visitors and grow their businesses. The Elgin Arts Trail will not be
successful unless its participants
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39
3.2.Criteria
To be eligible for the participation in the Elgin Arts Trail, local Elgin County and St.
Thomas artisan studios, art galleries, craft shops, visual artists or art organizations
must meet a number of requirements to ensure a high-quality tourism experience.
Criteria to Participate
Offer a tangible tourist experience primarily derived from the original and
authentic work of local visual artists and artisans including, painting,
sculpture, pottery, jewellery, photography, glass, ceramics, weaving,
blacksmithing, tapestry, metalsmithing, and carving. Examples of a tangible
tourism experience include: visiting an art gallery to view art, shopping for
local art, participating in the making of art (e.g. pottery).
Must be a resident of Elgin County or St. Thomas.
25% or more of art on display/for sale must be made by an Elgin County or
St. Thomas artist.
Have a web presence (website, blog, social media account) and must link to
the Elgin Arts Trail website from your business website.
Proof of liability insurance is required annually.
Be open 7 consecutive months of the year or more, and post consistent hours
of operation and adhere to them.
Be market-ready
Accessible washrooms within walking distance
o
Signage (clear signage of name of studio/artist/business)
o
Parking within walking distance
o
Healthy and safe environment
o
Meets quality standards (offers high quality customer experience &
o
customer service)
Cost to Participate
New Participants (2011) - $300 plus HST (based on 8 months from
September 1, 2011 to May 1, 2012)
New Participants & Renewing Participants (2012) - $500 per year plus HST
(based on 12 months from May 1, 2012 to May 1, 2013)
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3.3.Selection Process
1.Artist notifies Elgin-St. Thomas Tourism about interest in joining and receives
information.
2.Artist sends Elgin Arts Trail information to review (Self-Assessment Survey).
3.Elgin-Tourism Representative visits potential Elgin Arts Trail location to meet
and space.
4.Upon approval, artist submits contract, participant fee and 100 word
description to Elgin-St. Thomas Tourism.
5.Elgin-St. Thomas Tourism will arrange photo shoot of new artist(s) and their
work for the Elgin Arts Trail Guide.
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41
4.Action Plan
4.1.2011
The target launch for the Elgin Arts Trail is September, 2011. What follows is a task
breakdown by date for the remainder of 2011.
Item MayJune 2011 JulyAugust September
2011 December 2011
Business PlanFinalize planRevise plan as
necessary for
2012
PartnershipsExplore and Solidify and Explore new
establish leverage partnerships
partnershipspartnerships
ParticipantsRecruit Recruit Continue to
participantsparticipantsrecruit
leveraging participants
existing
participants
Marketing: Local Market in Market to guilds, Continue to
ArtsAudiencesassociation with othersmarket
recruitment
Continue to
efforts
market through
Market through partners
partners
Marketing: All Local Establish media Market stories Market trail
Audiencesmaterials, web through local launch through
medialocal media
(September)
Marketing: Urban Market trail
Audienceslaunch through
urban media
outlets
(September)
Plan for
marketing to
urban audiences
in 2012
Page | 16Elgin Arts Trail Business Plan
42
Item MayJune 2011 JulyAugust September
2011 December 2011
Marketing: StoriesWork with initial Further develop
participantsto stories: photos,
develop storiesvideos, etc.
Marketing: WebDevelop websiteExpand Create web
functionality of marketing plan
Establish social
website to for 2012
media profiles
include
Update website
interactive trail
with new
map
participants,
Update website stories
with new
participants,
stories
Marketing MaterialsDevelop guide,Revise guideas
signage; provide necessary;
to participantsprovide to
participants
Page | 17Elgin Arts Trail Business Plan
43
4.2.2012
Following the launch and extension of the Elgin Arts Trail program in 2011, 2012 will
focus on growing trail visitation and increasing the number of participants.
Item January-April MayAugust September
2012 2012 December 2012
Business PlanFinalize plan for Revise plan as
2012necessary for
2013
PartnershipsExplore new
partnerships
Participants Continue to Continue to Continue to
recruit recruit recruit
participantsparticipantsparticipants
Marketing: Local Continue to Continue to Continue to
Arts Audiencesmarketmarketmarket
Marketing: All Local Continue to Continue to Continue to
Audiencesmarketmarketmarket
Marketing: Urban Execute urban Continue to Continue to
Audiencesaudience marketmarket
marketing plan
Marketing: StoriesFinalize stories
for 2012
marketing
Marketing: WebExecute web Update website Update website
marketing plan
Update website
Marketing MaterialsRevise/update Revise guide as
guide with necessary;
Savour Elgin provide to
(April/May)participants
Page | 18Elgin Arts Trail Business Plan
44
5.Budget
5.1.Revenue Sources
Sources of revenue for the Elgin Arts Trail will include:
Participant fees
Elgin/St. Thomas Tourism
Elgin Business Resource Centre
There are also other possible sources of revenue that Elgin County Economic
Development will explore, including:
Private sponsorships
Grants, such as:
Ontario Trillium Foundation
o
Ontario Ministry of Tourism and Culture
o
Ontario Arts Council / Canada Council for the Arts
o
5.2.Expenses
Marketing will be the primary expense for the Elgin Arts Trail program. Other
expenses will include staff time for administration, organizational and governance
materials, and recruitment expenses.
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45
5.3.Five-Year Proposed Budget
The financial goal for the Elgin Arts Trail is that the program will be self-sustaining by
th
its 5rs. Funding from
Elgin/St. Thomas Tourism is treated as an externality.
Page | 20Elgin Arts Trail Business Plan
46
6.Conclusion
The Elgin Arts Trail is a great opportunity for Elgin County and St. Thomas to take
advantage of a growing global trend that is not yet leveraged to its fullest in Ontario.
The trail will bring many benefits to many audiences:
Participants will benefit immensely from the combined resources, knowledge,
and connections of the larger organization.
Tourists will benefit from having a structured tourism opportunity that reveals
art attractions they may not have discovered otherwise.
The Elgin County and St. Thomas communities will benefit both as tourists,
business communities, and from the sense of pride elicited by the trail.
Page | 21Elgin Arts Trail Business Plan
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Elgin Arts Trail Self-Assessment Survey
CI
ONTACT NFO
Proper Business Name ________________________________________________________________
Mailing Address ________________________________________________________________
City ___________________________ Province ____________________ Postal Code __________________
Main Contact Person ________________________________________________________________
Title __________________________ Contact Tel __________________ Contact Email ________________
S
URVEY
Circle the answer that best describes the current situation at y
1.How many of the months of the year are you open to the public?
a.7 months or more
b.4 6 months
c.Less than 3 months
2.Do you have posted and consistent hours of operation?
a.Yes
b.Sometimes or by appointment
c.No
3.Is your business located in Elgin County/St. Thomas?
a.Yes, my business is located in Elgin County/St. Thomas
b.No, my business is not located in Elgin County/St. Thomas
4.Do you have a web presence?
a.Yes. I have a website for my business
b.Yes, I have a blog/webpage/some presence online
c.No. My business is not online at all.
5.Do you have strong infrastructure in place? (sufficient parking,,
signage, health and safety requirements met)
a.Yes. I have all of the above.
b.I have 3 or more of the above requirements
c.I have less than 3 of the above requirements.
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6.Have you set quality standards for your business? (anticipate cu
customer experience with service excellence and provide informat
destination)
a.Yes. My business follows quality standards.
b.My business does not have specific standards but strives to meet
c.No my business does not have quality standards in place.
7.Do you offer access for customers with disabilities?
a.Yes. We are fully accessible
b.Portions of the business are accessible
c.No we are not accessible
8.Does your business have liability insurance?
a.Yes
b.N/A
c.No
9.What percentage of the work you sell/display is your own origina
consignment from another local Elgin County or St. Thomas artist
a. Greater than 25%
b.15%24%
c.Less than 15%
10.Do you offer a tangible tourism experience? (real knowledgeable
artists and artisans is the primary experience being sought, inc
viewing)
a.Yes, visitors are actively engaged at our business
b.We offer some tangible experiences for visitors
c.There are little to no tangible experiences for customers at our
S
CORING
Total A Responses ______ Total B Responses ______________ Total C Responses ____________________
You are ready to be on the Elgin Arts Trail.
You are close to being ready to be on the Elgin Arts Trail. Wi
qualify. Please contact us for assistance in getting market-rea
With a little assistance from our department you could qualify
within the next year. Please call us for more information.
C
ONTACT
Mail: Elgin County Economic Development Fax: 519-631-4549
450 Sunset Dr. Email: karussell@elgin-county.on.ca
St. Thomas, ON N5R 5V1 Phone: 519-631-1460 x 176
49
Elgin Arts Trail Participant Contract
If you meet the Elgin Arts Trail criteria, please fill out the form below.
CI
ONTACT NFO
Proper Business Name ________________________________________________________________
Mailing Address ________________________________________________________________
City ___________________________ Province ____________________ Postal Code __________________
Main Contact Person ________________________________________________________________
Title __________________________ Contact Tel __________________ Contact Email ________________
I EAT
NFORMATION FOR LGIN RTS RAIL MARKETING MATERIALS
Location Address ________________________________________________________________
Public Telephone _______________ Public Email _________________ Public Website _______________
100-word Description ________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
E
LIGIBILITY
Do you meet all criteria for made-in-Elgin art, market readiness, posted hours of operation, web pre
and liability insurance?
Yes, I meet all the requirements
Describe your business:
Single artist studio/gallery Multi-artist studio/gallery
Other: ___________________
What type(s) of art do you display to the public? (check all tha
Paintings Sketches Sculptures
Jewellery Photography Prints
Pottery/ceramics/glass Woodcraft Metalwork
Other: ___________________
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EAT C
LGIN RTS RAIL ONTRACT
I understand by signing this contract that I am committing to ta
signing this contract, I agree to adhere to the criteria to part
annual Elgin Arts Trail fee. In return, the Elgin-St. Thomas Tou
participant materials relevant for the trail.
Contract
Authorizer First/Last Name: ____________________________________
Authorizer Signature: __________________________________________
Deadlines
Signed contract must be forwarded to Elgin-St. Thomas Tourism no
Cheques must be payable to "The County of Elgin" and forwarded t
Sunset Drive, St. Thomas, ON, N5R 5V1 accompanying the Elgin Art
be postdated to September 1, 2011.
100-word descriptions must be forwarded to karussell@elgin-county.o
2011.
Participant Fee
New Participants (2011) - $300 plus HST (based on 8 months from September 1, 2011 to May 1, 2012)
New Participants & Renewing Participants (2012) - $500 per year from
May 1, 2012 to May 1, 2013)
C
ONTACT
a zt Elgin County Economic Development C ãt 519-631-4549
450 Sunset Dr. 9 zt karussell@elgin-county.on.ca
St. Thomas, ON N5R 5V1 tw;t 519-631-1460 x 176
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“Appendix 2”
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
52
Tuesday, August 30, 2011
Attn: City of St. Thomas Council
RE: Elgin Arts Trail Launch
It is time to celebrate the many unique artists and art attractions within the Elgin-St. Thomas visual arts
community. The County’s Economic Development department invites the City of St. Thomas Council to
attend the launch of the Elgin Arts Trail.
The open house launch event will take place at the St. Thomas-Elgin Public Art Centre (301 Talbot
Street, St. Thomas) on Thursday, September 29, 2011, from 4:30 p.m. to 7:00 p.m. Join us at 5:30 p.m.
for the official cake cutting ceremony and dignitary speeches. Attendees will experience first hand the
diverse visual attractions nestled within our vibrant communities. From original paintings to pottery, the
12 studios and galleries that comprise the arts trail will be on site to take you on an imaginative journey.
The Elgin Arts Trail will connect destinations in the County and St. Thomas that exemplify the best the
area has to offer in visual arts attractions. The development of the Elgin Arts Trail will support our local
arts community by building local awareness of the artists of Elgin and St. Thomas, evoking a sense of
pride within the community, and increasing artisan revenue.
If you are interested in attending, please RSVP to Lindsey Morritt by September 26, 2011, by e-mailing
lmorritt@elgin-county.on.ca or calling (519) 631-1460 ext. 164.
Sincerely,
Kathryn Russell
Tourism Development Coordinator
Economic Development
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
53
Tuesday, August 30, 2011
Attn: Elgin County Council
RE: Elgin Arts Trail Launch
It is time to celebrate the many unique artists and art attractions within the Elgin-St. Thomas visual arts
community. The County’s Economic Development department invites County Council to attend the
launch of the Elgin Arts Trail.
The open house launch event will take place at the St. Thomas-Elgin Public Art Centre (301 Talbot
Street, St. Thomas) on Thursday, September 29, 2011, from 4:30 p.m. to 7:00 p.m. Join us at 5:30 p.m.
for the official cake cutting ceremony and dignitary speeches. Attendees will experience first hand the
diverse visual attractions nestled within our vibrant communities. From original paintings to pottery, the
12 studios and galleries that comprise the arts trail will be on site to take you on an imaginative journey.
The Elgin Arts Trail will connect destinations in the County and St. Thomas that exemplify the best the
area has to offer in visual arts attractions. The development of the Elgin Arts Trail will support our local
arts community by building local awareness of the artists of Elgin and St. Thomas, evoking a sense of
pride within the community, and increasing artisan revenue.
If you are interested in attending, please RSVP to Lindsey Morritt by September 26, 2011, by e-mailing
lmorritt@elgin-county.on.ca or calling (519) 631-1460 ext. 164.
Sincerely,
Kathryn Russell
Tourism Development Coordinator
Economic Development
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
54
REPORT TO COUNTY COUNCIL
FROM: Kate Burns, Business Development Coordinator
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DATE: August 16, 2011
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SUBJECT: Elgin Business Resource Centre 25 Anniversary Sponsorship
Opportunity
INTRODUCTION:
The Elgin Business Resource Centre – a Community Futures Development
thth
Corporation is celebrating its 25 anniversary on October 28, 2011.
To assist with the planning they are offering a limited number of sponsorship
opportunities to partner organizations that may be able to assist by sponsoring
portions of the event.
DISCUSSION:
Elgin County has had a long history with EBRC and most recently has partnered
on a number of exciting initiatives including; Innovation Centre for Entrepreneurs
(ICE), Small Business Resource Centre (SBEC) and the Youth Employment
Program (YEP).
Since its inception in February of 1986, the EBRC has been through many
transformations as the needs of clients and the economy have changed. It has
been, and will continue to stay responsive to the needs of those individuals,
entrepreneurs, and business owners who are fiercely trying to keep the economy
going and growing. As an organization EBRC is very proud of the
accomplishments that have been made, and that continue to be made, in support
of the local and regional economy. The celebration of twenty-five years of
transformation and achievements will serve as the platform to launch twenty-five
more.
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The EBRC has offered Elgin County the opportunity to sponsor the 25
anniversary celebration with three sponsorship levels;
1) Platinum (2 available) - $2 000 will provide 1 table for 8 guests, banner
logo and mention at the event, in event program and on EBRC website
2) Titanium (3 available) - $1 000 will receive 2 tickets to the event,
banner logo, mention in the program and on EBRC website
3) Silver (5 available) $500 – banner logo, mention in program and on
EBRC website.
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The Economic Development Department is able to contribute $1,000 towards this
sponsorship, and would require 2 tickets for the event. Staff recommend that
Council provide the additional $1 000 for the Platinum sponsorship to show the
County’s support of the EBRC and also for 6 council members to attend the
anniversary celebration.
CONCLUSION:
The programs and services offered by the EBRC are successful and a proven
support to the community: engaging individuals in the pursuit of creating a new
future; educating youth on the possibilities they can experience; small business
owners looking for information, financial assistance or support; and,
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entrepreneurs who have big ideas that can turn into reality. The 25 anniversary
ceremony is an opportunity to reflect on the many people and organizations
involved in making the EBRC so successful.
RECOMMENDATION:
THAT Elgin County Council and Economic Development purchase a Platinum
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sponsorship for the EBRC’s 25 anniversary celebration, and allocate $1,000
from Council’s budget to supplement Economic Development’s contribution of
$1,000.
All of which is Respectfully Submitted Approved for Submission
Kate Burns Mark G. McDonald
Business Development Chief Administrative
Coordinator Officer
Alan Smith
General Manager, Economic Development
56
REPORT TO COUNTY COUNCIL
FROM: Alan Smith, General Manager, Economic Development
Katherine Thompson, Marketing and Communications Coordinator
th
DATE: August 29, 2011
SUBJECT: Tourism Signage Grant – Farmtown Canada
INTRODUCTION:
On April 27th, 2010 Elgin County Council approved the County Tourism Signage
Policy. This policy included the opportunity for Elgin County non-profit
organizations to apply to County Council for a tourism grant of $150.00 per sign.
Farmtown Canada submitted a Tourism Signage Grant application (see appendix
1) for 6 signs to Elgin County Council for consideration on August 2011. The
application was deferred as Council requested more information.
DISCUSSION:
Farmtown Canada is a tourist attraction on Mapleton Line, Malahide Township.
The attraction offers guided and unguided walking farm tours Tuesday –
Saturday from 10am -6pm. Visitors to Farmtown Canada can view a heritage log
cabin built in 1850, learn about the history of farming, and see antique equipment
and household items. The tour includes a visit to a hobby farm, fields of Haflinger
horses, and animal stations and displays. A souvenir shop, washroom facilities
and a picnic area are available on-site. Farmtown Canada also offers group tours
for schools, daycares, church groups etc. The facility can also be booked for
private children’s birthday parties. All proceeds from admission to the farm and
souvenir sales go to support Farmtown Canada’s children’s camp “Funny Farm”
allowing children to attend who would otherwise be financially unable to do so.
With funds from their tourism operation and outside donations Kelly and George
Franklin and their staff run the “Funny Farm” Camp and counseling program.
Kelly Franklin is executive director of Farmtown Canada and has an educational
background in social work and community development. Funny Farm’s mission is
to empower children through rural experiences and interaction with animals,
teaching them to respect animals, the environment and each other. To date over
3500 children have attended camp or counseling with Farmtown Canada.
Farmtown Canada is run by a board of directors and became a registered
children’s charity with the Canada Revenue Agency in 2005. They are proud
members of both the Ontario Federation of Agriculture and the Elgin Federation
of Agriculture.
57
Farmtown Canada is a non-profit organization and meets the criteria contained in
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the signage policy. Furthermore, as outlined in the September 13 County
Council report “Tourism Signage: Revised Policy”, County Council allocated
$2700 for the purpose of signage grant allocation in 2011. To date, $1950.00 has
been disbursed, leaving $750.00 (five signs). If County Council decide to allocate
the remaining funds to providing five signage grants to Farmtown Canada, who
are the final signage grant applicants for the year, over the ten years of the
signage program these grants would total $7500. Furthermore, it should be noted
that under the proposed revised signage policy, in the previous mentioned report,
only two signs per not-for-profit organization is recommended which translates to
$3000 over the 10 year time period of the program.
CONCLUSION:
The Tourism Signage Policy takes into consideration non-profit organizations
who wish to apply to County Council for a tourism grant of $150 per sign. The
request for a grant is considered to be an on-going commitment by the County to
the applicant unless otherwise directed by County Council. The applicant is not
required to reapply each year in order to renew the grant status. There are
currently funds available to provide signage grants.
RECOMMENDATION:
THAT County Council consider the Farmtown Canada application for a tourism
directional signage grant as described in August 29th, 2011, report.
All of which is Respectfully Submitted Approved for Submission
Alan Smith Mark G. McDonald
General Manager, Economic Development Chief Administrative Officer
Katherine Thompson
Marketing and Communications Coordinator, Economic Development
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REPORT TO COUNTY COUNCIL
FROM: Alan Smith, General Manager, Economic Development
Katherine Thompson, Marketing and Communications Coordinator,
Economic Development
th
DATE: August 29, 2011
SUBJECT: Tourism Signage: Revised Policy
INTRODUCTION:
In March of 2010, Elgin County Council approved staff’s recommendation to develop an
Elgin County Tourism Signage Policy. At the time this policy was developed, signage on
Elgin County roads included an assortment of former St. Thomas - Elgin Tourism
Association signage (STETA) and Tourism Ontario Destination Signage (TODS). This
signage was inconsistent, out of date and damaged. A Tourism Signage Policy was
drafted that would oversee the removal of existing signs and the installation of new
tourism signs that would be uniform, legible and appropriately located. Since its
inception, the program has enjoyed great popularity and as a result there are currently
248 tourism signs installed on Elgin County roads. The program has been in operation
for a year and staff recommends several changes to the Tourism Signage Policy (see
appendix 1) that will facilitate the future implementation of the policy and signage
program.
DISCUSSION:
Under the existing Elgin County Tourism Signage Policy, any organization that meets
the criteria defining them as a tourism operation (set out in Appendix A of the policy)
can apply for tourism signage on Elgin County roads. Locations are approved by
Economic Development and Engineering Services. Organizations pay an annual fee of
$200 per sign each year. Organizations that are members of Elgin-St. Thomas Tourism
receive a discount of $50 for a total of $150 per sign each year. The policy included a
provision that all not-for-profit organizations with former STETA, or TODS signs, could
apply to have their signs replaced free of charge. Another provision gives not-for-profit
organizations without existing signage the opportunity to apply to County Council for a
signage grant.
The implementation of the signage program began with a bulk installation of signage in
September 2010. In June of 2010, Elgin County Council approved the recommendation
that Sparta Tree 1640131 Ont. Inc. be selected for the bulk removal and installation of
replacement signage at a total price of $40,884.00. There were 193 tourism signs
replaced and erected during this installation. After the bulk installation was completed,
the application process remained open on an ongoing basis with signs installed
continuously throughout the year (contingent on weather). Demand for tourism signage
66
was expected to decrease dramatically in 2011 and therefore in order to be cost
effective, the County’s municipal partners were contracted to install tourism signage on
the County's behalf.
In 2011 Elgin County Economic Development received applications for 55 signs. The
demand for signage in 2011 greatly exceeded the program projections of 19 signs. Part
of this increase is based on: some businesses applying for signage in the winter of 2010
but not having these signs erected till late spring of 2011- due to weather
considerations; and accommodating the final grandfathering of the STETA sign owners.
As a result of this increased demand, Economic Development has exceeded the
allocated signage budget for 2011. However, Tourism Signage is a valuable and
successful Economic Development initiative for assisting local business; and, with
positive performance in other areas of the economic development budget, staff decided
to accommodate the strong demand for signage. Therefore, the 2011 signage costs
have been contained within the economic development budget.
It is important to note that although the higher than expected demand for signs was
greater than that budgeted in 2011, the economics of the signage program remain
unchanged. Incremental cost incurred this year due to the higher demand will be
recovered over the 10 year life-cycle of the signs as follows:
Cost of one sign, Revenue (10 year period
for 1 sign based on $150
Type 1 full install
yearly user fee)
Installation $1100.00
Overhead costs (salary, interest $400
carrying cost, damaged sign
replacement)
Total$1500$1500
In 2010, of the 193 signs that were installed County Council funded 127 replacements
of existing signs for not-for-profit organizations. Moving forward, Council will be
granting the $150 annual fee for any further not-for-profit signs that are erected. This
year 13 grants have been issued by County Council. In 2011, $2700 has been allocated
for the purpose of signage grant allocation to fund 18 not-for-profit signs; however, only
13 signs have been granted, leaving 5 signs to be granted. A separate County Council
th
report will be presented on September 13, 2011, regarding the allocation of these
remaining signs.
67
Tourism organizations across the County have been eager to purchase signage that
informs road users of their tourism operations and attractions, and increases the
frequency and quantity of tourism visits to Elgin. The Economic Development
Department has received positive feedback from signage owners who have reported
that their business revenues have increased as a result of Elgin County Tourism
Signage. Staff is confident that this will remain a successful program; however, after a
year of implementation there several changes to the original policy that need to be
made in order to maintain the effectiveness and financial viability of the program in 2012
and beyond.
Section 2.7 of the original Tourism Signage Policy takes into account that the high cost
of signage may be prohibitive for not-for profit organizations wishing to obtain signage.
These organizations, upon proof of their not-for-profit status, may apply to County
Council for a grant. These grants are considered an on-going commitment by the
County to the applicant unless otherwise directed by County Council. The applicant
does not have to reapply every year in order to maintain the grant status of their signs.
The original Elgin County Tourism Signage Policy does not place a limit on the number
of signs that will be granted to a not-for-profit organization. Staff recommends that not-
for-profit organizations be granted no more than two signs per organization. It is
important to note that by granting two signs to an organization, Council is granting $300
in the given year toward the annual fee for the two signs, however over the 10 year life-
cycle of the signs, Council is committing to granting $3,000.
There is concern that signage is reaching a saturation point and it is important for
County roads to remain clutter free and safe for motorists. In order to prevent clutter and
potential safety hazards, staff recommends no more than 9 tabs (3 full signs) be
installed at or approaching any intersection. Additionally, currently the policy states that
no more than 3 tabs are permitted on each Type 1 Tourism sign. This limit will remain;
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however, in certain circumstances a 4 tab may be permitted providing safety and
sightlines are not compromised. Elgin County Engineering will have full discretion in
these instances.
Currently for the convenience of the applicant, tourism signage applications are
accepted year round. Staff recommends that organizations wishing to purchase or
obtain Elgin County Tourism Signage must have their application in to the Economic
Development Office no later than November 1st of each year. Applications received
before this time will be processed and installed by May of the following calendar year.
This process will allow Economic Development determine what the demand for signage
will be well before the budget is drafted and will therefore be able to budget accordingly.
This will also streamline the invoicing process and regulate the installation timeline. The
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revised tourism signage policy would take affect on September 14, 2011.
CONCLUSION:
The Elgin County Tourism Signage program has seen great success in the past year
with the installation of 248 attractive and functional tourism signs that elevate the
68
County of Elgin’s brand. Several revisions must be made to the Elgin County Tourism
Signage Policy in order to create an implementation process that is practical,
economically viable and satisfactory to both staff and tourism operations. The
projections for the signage program remain breakeven over the 10 year life of the
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program. The revised tourism signage policy would take affect on September 14,
2011.
Following the endorsement of the revised Elgin County Tourism Signage Policy by
County Council, signage applications will be updated to reflect the changes in the
policy. Economic Development will inform the public of changes to the policy and
st
applications will be accepted until November 1 for installation in May of the following
year.
RECOMMENDATION:
THAT the revised Elgin County Tourism Signage Policy as described in the September
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13, 2011, report be endorsed by County Council.
Respectfully Submitted Approved for Submission
Alan Smith Mark G. McDonald
General Manager, Chief Administrative Officer
Economic Development
Katherine Thompson,
Marketing and Communications Coordinator
69
Addendum “A”
County of Elgin Tourism Signage Policy
1.0INTRODUCTION
1.1PURPOSE OF ELGIN TOURISM SIGNAGE POLICY
To define the eligibility, use, design and authority for tourism oriented directional signage on Elgin
County road right-of-ways.
1.2OBJECTIVES
1)Elevate Elgin County’s tourist destination image;
2)Inform Elgin County’s road users of tourism operations and attractions;
3)Provide roadway directions to Elgin County tourism operations;
4)Increase the frequency and quantity of tourism visits by;
i)Providing consistent tourism signage information to road users;
ii)Improving the management and delivery of tourism signage to customers;
iii)Protecting the safety of road users;
iv)Minimizing additional road maintenance costs;
v)Recovering program operating costs.
2.0REGULATIONS
2.1GENERAL PROVISIONS
2.1.1.Applicability
The Regulations define the requirements allowing eligible businesses and attractions to
obtain tourism signage on County road right-of-ways in approved site locations. Tourism
signage shall be located only where sufficient space for signs occurs along a route that will
lead motoring tourists to their destination in a reasonably direct manner.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
70
2.2PROGRAM ADMINISTRATION
County of Elgin Department of Economic Development and Department of Engineering shall jointly
administer and implement the Elgin tourism signage program in the following areas:
Department of Economic Development
i)Approval or denial of tourism signage applications;
ii)Approval of signage symbol and content;
iii)Collection of fees and payment terms for tourism signage;
iv)Receipt and refund of payment for tourism signage;
Department of Engineering
v)Approval of signage locations;
vi)Supply of tourism-oriented directional signage;
vii)Erection and removal of tourism signage along County road rights-of way;
viii)Replacement of signage; and
ix)Removal of signage not consistent with this policy.
2.3ELIGIBILITY CRITERIA
The following requirements must be met to be eligible to obtain tourism signage on Elgin County
road rights-of-way:
i)Only tourist-based businesses and facilities listed in Appendix “A” will be permitted to erect
tourism signage on County roads.
ii)The tourist-based operation and/or facility must be accessible by a road open to the general
public.
iii)A seasonal tourist operation must be open during a specific season with set days and hours of
operation; no indeterminate tourist operation is eligible for tourism signage.
iv)The tourist-based operation must have a reception structure such as a controlled gate, staff
reception and orientation point or permanent interpretation panels or displays and have
adequate off road parking.
v)The operation must comply with all applicable federal, provincial and municipal laws and
regulations.
vi)The tourism signage must not detract or interfere with other traffic control devices.
vii)The signage must not interfere with visibility at intersections or entrances.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
71
2.4SIGNAGE CRITERIA
2.4.1Type of Signage
Elgin County tourism operators will have the opportunity to acquire (2) classifications of
tourism directional signage:
Type 1) Size: 240 cm x 60 cm
Location: Along county rural roads with posted speed limits greater
than 60 kilometres per hour, within 1.0 metre of
property line and not in front of an existing residential
land use. The County determines the exact locations.
Type 2) Size: 90 cm x 70 cm
Location: Along county urban roads with posted speed limits less
than or equal to 60 kilometres per hour, at edge of
shoulder rounding in urban areas and in boulevard in
urban areas. The County determines the exact locations.
2.4.2Design
Elgin County tourism directional signage will project a consistent design and image that will
be easily identifiable by County road users.
a)Elgin County tourism directional signage will contain the following design elements:
A white reflective header with a full colour engineering grade reflective logo
and tagline identifying Elgin County at the top of the sign (applies to first sign
only) with the exemption being the inclusion of the City of St. Thomas logo on
signage placed on strategic locations on County roads as determined by the
General Manager of Economic Development;
The principle body of the sign will be a blue background with engineering
grade white reflective legend and border;
The sign legend will be a maximum of two lines using Highways font, with one
symbol as an option;
b)The content of the sign legend shall be limited to the identification of the business by
its operating name, the mileage to the business and a directional arrow.
c)All sign legends are subject to the approval of the Department of Economic
Development.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
72
d)Standard General Service Symbols and white Recreational Cultural Interest Symbols as
displayed in the MUTCD (Manual of Universal Traffic Control Devices), as revised, may
be used to indicate a general class of business. When symbols are used, they must be
contained entirely within the border of the legend. If a symbol does not exist for the
class of business, no symbol will be included on the sign.
e)No business logos or trademarks may be used in the tourism
signage legend.
2.5SIGN AND SITE SELECTION CRITERIA
a)The location of other official traffic control devices shall take precedence over the
location of tourism directional signage.
b)The maximum distance allowed to the tourism business from the sign location is 30 km.
c)A maximum of three Type 1 tourism signs shall be placed on one post location,
with the Elgin County logo, branding sign at the top of the first sign.
d)In some instances an exception may be made to include four Type 1 tourism signs
on one post location providing that this fourth sign does not interfere with safety
and sightlines. Elgin County Engineering will have final discretion in this matter.
e)For the direction of traffic when approaching an intersection where more than one tourism
directional sign is located, the order of the tourism sign shall be:
First, businesses signed for the left direction;
Second, businesses signed for the right direction;
f)Where the total number of tourism signs to both the left and right are less than the maximum
allowed for a double post location, the signs will be accommodated in one location. When
tourism signs are located in one location, the order of the signs shall be:
Top, businesses signed for the left direction,
Bottom, businesses signed for the right direction.
g)A maximum of nine Type 1 Tourism Signs (3 post locations) will be placed approaching any
intersection.
h)Position, height and lateral clearance of tourism signage shall be in accordance with the
Ontario Traffic Manual and County Signing Standards.
Appendix “B” provides illustrative diagrams as follows:
Diagram I. Illustrates typical tourism signage layout.
Diagram II. Illustrates location of tourism signage.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
73
i)The Department of Engineering shall give notice of their intention, then will remove permitted
tourism signs in the event of the following:
The location of tourism signage is needed to be utilized for roadway purposes or
activities including construction, reconstruction, or maintenance;
The tourism operator is no longer in operation;
The tourism operator declines payment thus renewal of signage;
The location of a tourism sign endangers the health, safety or welfare of the public.
j)When a tourism sign is removed and cannot be re-erected at an approved substitute location,
the tourism operator shall be entitled to an appropriate pro-rata rebate of that part of paid
annual fees applicable to the remainder of the term.
k)All installation, removal and maintenance of tourism signage will be performed by the
Department of Engineering or an approved contractor. At no time shall the tourism operator
enter upon County road right-of ways for such purpose or perform any such activities within
the roadway right-of-way.
l)The granting of tourism directional signage does not convey any rights, title or interest to the
County road rights-of-ways.
2.6APPLICATION PROCESS
1.Every tourist operator must apply to the Elgin County Department of Economic
Development for tourism directional signage to be located on a County road right-of-
way. No approval of application or sign installation will occur unless all requirements
and criteria for eligibility have been satisfied.
2.Application packages can be obtained from the Department of Economic Development
or the Elgin County Tourism web site, www.elgintourist.com.
3.All applications must be received by the County Department of Economic
st
of each year.
Development by November 1
st
4.All applications received by November 1 will be installed in May of the
following calendar year.
5.The effective date of applications delivered by mail or facsimile shall be the date and
time of receipt by the County Department of Economic Development office rather than
the date of mailing or the stated date on the application.
6.The Department of Economic Development will act promptly in the denial or approval
of any tourism sign application. The Department of Economic Development shall deny
applications which do not comply with this policy.
7.The Department of Engineering will review the proposed sign location. If the sign
location is not approved they will contact the tourism operator with an alternate sign
location.
8.The applicant shall provide to the Department of Economic Development a complete
application form.
9.The Department of Economic Development may reject any application which is
incomplete.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
74
10.The approved applicants shall have the right to request a change to their tourism sign,
at their expense, provided that the changes conform to the regulations. Any changes
to signage for any given location after approval of application will result in the user
paying any and all actual costs associated with the change in addition to paying the
annual user fee.
11.The Department of Engineering office will not accept any signs to be located along
local municipal roads, only County roads.
12.If a tourism operator qualifies for tourism directional signage but is observed by
County staff that there are existing operational problems created by the business, the
applicant will be responsible to correct, at their expense, such problems as a condition
of the sign(s) approval. These observed operational problems shall be items such as,
but not limited to, the following:
1.Access improvement – throat width
2.Radius
3.Relocation of access
4.Reduction in the number of access points
5.Provision of parking prohibitions on an adjacent roadway(s)
13.Upon approval of the tourism signage application by November 1st, the sign
will be installed in May the following calendar year. The sign remains
property of the County of Elgin.
2.7EXEMPTION - Non-profit Organizations
Upon a satisfactory demonstration of submitting proof of being a non-profit tourism operation, as
listed in Appendix “A” and certification showing registration as a non-profit entity, and/or provide
satisfactory evidence with their application, which, in the determination of the Economic
Development Department, will be eligible for the grant, the Elgin County non-profit
organization can apply to County Council for a tourism grant of $150.00 per sign. Elgin County
Council may grant a maximum of two tourism signs per non-profit tourism operation.
Non-profit tourism operations also have the option at any time to enter into the tourism signage user
fee schedule at the expense of the applicant.
2.8USER FEE SCHEDULE
The Fee Schedule is attached as Appendix “C”.
The Department of Economic Development will only accept payment for tourism directional signage
fees in the form of cheques, money orders or certified funds. The Department of Economic
Development shall not accept any payment in the form of cash and shall not be responsible for the
transmittal of cash payments.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
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2.9ANNUAL RENEWAL
The annual User Fee is due by March 30th of each year in order to maintain the presence
of signage. Notification of required payment for renewal of Elgin tourism directional signage will be
mailed by the County of Elgin up to 60 days prior to the expiry date of the permit/agreement. The
tourism operator shall submit full payment according to the fee schedule. If full payment is not
received by the due date of March 30th, the tourism signage will be removed.
2.10EXPIRY
In order to maintain the presence of the sign, tourism operators must have paid the annual user fee
by March 30th. However, the County reserves the right to cancel the program at the time of renewal.
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
76
Appendix “A”
Tourism Operations Eligible for Directional Signage
Antique Dealers
Banquet Halls
Boat Launches
Boat Rentals and Charters (canoes, kayaks, sailboats, rowboats, motorboats)
Campgrounds
Casinos
Conference Centres
Craft Centres
Cultural Centres
Destination accommodations, resorts, and inns
Equestrian Facilities
Farm-based Tourist Attractions
Farmers Market’s
Fishing
Golf Courses (Open to the Public)
Hotels & Bed & Breakfasts
Interpretive Centres
Live Theatres
Major Tourist Attractions
Major Sport Facilities
Marinas
Motor Speedways
Raceways
Restaurants or Foodservice Establishments
Shopping Store Locations
Skiing
Sports Fields
Swimming Pools
Transit Terminals
Wineries
Zoos
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
77
Appendix “A” - continued
Elgin County Non-Profit Tourism Operations Eligible for Directional Signage
Non-commercial (non-profit /community owned) operated tourism attractions that provide visitors
with an experience in Heritage or Historical, Recreational, Entertainment, Natural, Cultural, Education
activities.
A categorized listing of qualifying non-profit operation types are included below.
Archives
Arena and Community Centres
Churches
Conservation Areas
Hiking Trails
Historic Sites; Historic / Heritage Buildings
Federal Parks
Libraries
Murals
Museums
Parks
Public Arts Organizations/Galleries
Points of Interest; Plaques
Provincial Parks
Public Beaches
Picnic Areas
Scenic Lookouts/Natural Attractions
Tourism Information Centres
Tourism Related Associations
Municipal Airports
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
78
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
79
Appendix “C”
User Fee Schedule for Directional Signage
Type 1) Size: 240 cm x 60 cm
Annual user fee $200.00 plus applicable taxes, per sign.
If the tourism operator is a member of Elgin/St. Thomas Tourism, a $50.00 discount will be
applied to the above cost resulting in a cost per sign of $150.00 plus applicable taxes.
A non-profit organization that is successful in obtaining a tourism signage grant of $150.00 but is
not a member of Elgin/St. Thomas Tourism would still have to pay an annual user fee of $50.00
per sign, unless tourism membership is obtained.
Note: Tourism membership cost $100.00 per year
Type 2) Size: 90 cm x 70 cm
Annual user fee $200.00 plus applicable taxes, per sign.
If the tourism operator is a member of Elgin/St. Thomas Tourism, a $50.00 discount will be
applied to the above cost resulting in a cost per sign of $150.00 plus applicable taxes.
A non-profit organization that is successful in obtaining a tourism signage grant of $150.00 but is
not a member of Elgin/St. Thomas Tourism would still have to pay an annual user fee of $50.00
per sign, unless membership is obtained.
Note: Tourism membership cost $100.00 per year
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1 Canada
Phone: 519-631-1460
Fax: 519-633-7661
www.elgin-county.on.ca
80
REPORT TO COUNTY COUNCIL
FROM: Steve
Evans, Manager of Planning
DATE: September 6, 2011
SUBJECT: Summary of Comments from the Open Houses and Update on the Elgin
County Official Plan Process
INTRODUCTION:
Three public Open Houses were held in July as part of the County’s comprehensive
consultation program. The open houses were held at the Dutton Library on July 13,
2011, the Keystone Complex in Shedden on July 20, 2011 and at the Malahide
Community Place in Springfield on July 25, 2011. Notices for the Open Houses were
posted in branch libraries, community centres, post offices, etc. Advertisements were
placed in the St. Thomas Times Journal and the Aylmer Express along with a public
service announcement on MY FM.
BACKGROUND:
While the month of July is not the optimal time to hold public open houses, the
comments received from participants and the discussions that took place at these
sessions were very valuable to the Official Plan process. In addition, the participation
and support from municipal mayors and public focus group members was very much
appreciated and helped Meridian Planning Consultants in making a number of changes
to the Directions Paper and the map schedules to be used for the draft Official Plan
document. (Notes from the three Open Houses are attached for information.)
To ensure that the general public has access to all of the background research for the
official plan, the Manager of Planning circulated copies of all research reports to local
municipal offices and posted them on the County’s web site.
CONCLUSION:
Public open houses are a very important part of the consultation process for the Elgin
County Official Plan. This stage one round of open houses was very valuable and has
confirmed that the directions report represents an appropriate guidance document on
which to prepare a draft Official Plan.
RECOMMENDATION:
THAT the report titled “Summary of Comments from the Open Houses and Update on
the Elgin County Official Plan Process” dated September 6, 2011 be received and filed.
All of which is Respectfully Submitted Approved for Submission
Steve Evans Mark G. McDonald
Manager of Planning Chief Administrative Officer
81
Elgin County Official Plan
Public Open Houses
July 13, 20 & 25, 2011
The County of Elgin held three public open houses on July 13, 20 and 25, 2011 to
present the findings of six draft Research Papers and a draft Directions Paper. These
Papers were prepared in support of preparing the County’s Official Plan. Each open
house consisted of a drop-in/open house component from 3.00 to 5.00 pm and 6.30 pm
to 8.00 pm, with a 20 to 30 minute presentation (at 7.00 pm) to provide an overview
of the Official Plan project, the draft Research Papers and the draft Directions Paper.
The open houses were held at the:
WEST OPEN HOUSE - Dutton Public Library (236 Shackleton Street, Dutton) –
July 13, 2011
CENTRAL OPEN HOUSE - Keystone Complex (Shedden) – July 20, 2011
EAST OPEN HOUSE - Malahide Community Centre (Springfield) – July 25, 2011
The following is a high-level summary of the comments and questions from members
of the public who attended the open houses.
West Open House (Dutton Public Library) – July 13, 2011
Consider access issues and opportunities related to the Thames River for
canoeing, fishing, etc. when considering other Tourism Corridors and related
policies.
Rail lands through Dutton-Dunwich still owned by CN/CP – explore opportunities
for public ownership and usage of abandoned rail lines.
Consider a Tourism Corridor along Union Road (County Road 20) to Highway
401.
Consider connections from the Tourism Corridors on draft Schedule B to areas
outside of the County (e.g. Graham Road connection to Middlesex County; from
Currie Road)
Central Open House (Keystone Complex - Shedden) – July 20, 2011
Discussion as to how the County Official Plan will deal with any proposed
energy projects (example solar farms).
Discussion about the future usage of abandoned railway corridors (i.e. can
these corridors be used for utilities such as water, gas, etc?). It was suggested
that Chatham-Kent has acquired ownership of portions of these corridors
through parts of West Elgin and Dutton-Dunwich.
Discussion as to whether or not the County Official Plan will identify settlement
area boundaries. If boundaries are identified, will this mean that there will be
the need for an Amendment to the County Official Plan and would the
Amendment require Provincial approval?
Public Open Houses 1
County of Elgin July, 2011
82
It was suggested that the County use an alternative approach to the
identification of three tiers approach shown in the draft Official Plan Schedule
A, which is based on levels of current servicing. It was suggested that servicing
could be a factor in identifying types settlement areas but perhaps there
should be other factors to consider.
It was suggested that Port Glasgow should be recognized as a settlement area
due to Ministry approval of the West Elgin Official Plan (this needs to be
clarified as it is our understanding is that no settlement area has been
approved for the Port Glasgow area).
It was suggested that the County consider possibilities to move the east/west
tourism corridor closer to Lake Erie.
East Open House (Malahide Community Centre - Springfield) – July 25, 2011
Laverne Kirkness, planner on behalf of the proposed Seaside Development in
Port Glasgow was in attendance along with the proponent. Mr. Kirkness
suggested that:
-the existing Lakeshore Recreational designation in the West Elgin
Official Plan is in fact a settlement area and if not, should be identified
as one
-there is merit in allowing for settlement areas to be identified or
expanded in Port areas like Port Glasgow to further the economic
development objective of the County
-the inability to designate new settlement area lands due to the
significant over-designation of settlement areas may not be aligned with
the economic objectives of the County
-the County is missing an opportunity to take a leadership role in
addressing the Provincial Policy Statement policies that restrict the
County’s ability to allocate for additional growth in settlement areas
-the County should encourage the local municipalities to scale back some
of the overly designated lands in their settlement areas
-tourism “nodes” should also be identified
Someone asked why an over-designation of land in communities like Rodney or
West Lorne should prevent growth in communities like Port Glasgow.
Representative from the Ontario Federation of Agriculture asked that the
County ensure that there is consideration given to the long term protection of
farmers when it comes to the potential impacts that may arise from the
protection of natural features, areas and systems.
Someone in attendance asked if the identified draft Goals and Objectives are
listed in order
listed in order of priority (no, the goals and objectives are not
or priority).
It was suggested that there may be advantages to the lower tier municipalities
if there is a single County wide Official Plan for the County (i.e. eliminate local
Official Plans)
Public Open Houses 2
County of Elgin July, 2011
83
REPORT TO COUNTY COUNCIL
FROM: Steve Evans
Manager of Planning
DATE: September 6, 2011
SUBJECT: Update on Highway 3 By-Pass
INTRODUCTION:
This report will provide County Council with an update on the Highway 3 By-Pass and
present a proposal that would seek a traffic study to evaluate the merits of constructing
the By-Pass or abandoning the By-Pass corridor that extends from Highway 4 west to
Aylmer.
During the course of our meetings and consultations on the County’s Official Plan the
Manager of Planning received feedback about the Highway 3 By-Pass which is a matter
of concern for a number of local municipalities in Elgin County. The Town of Aylmer and
the Township of Malahide are disadvantaged by the By-Pass corridor as it bisects
industrial areas to the north of Aylmer which are of joint interest to the two communities.
The corridor also creates a barrier across numerous private land parcels where buildings
would not be permitted.
BACKGROUND:
As a result of the feedback received, the Manager of Planning and Meridian Planning
Consultants met with Ministry of Transportation officials on June 28, 2011 to discuss the
Highway 3 By-Pass and its future status. Kevin Bentley and Ken Teasdale from MTO
provided some history about the by-pass corridor. MTO originally planned for Highway
3 to be a freeway from Fort Erie to Windsor. However, with the construction of the
QEW and 403 freeways Highway 3 was no longer a priority. The Highway 3 by-pass in
Elgin has been protected since the 1960’s and there is one other protected by-pass
corridor along its route at Dunnville. The majority of the by-pass corridor is protected
through an Order-in-Council of the Lieutenant Governor with a few parcels of land
owned by MTO. The Province is generally averse to abandoning a protected
transportation corridor and would require sufficient justification in considering such
removal. We were advised that best means of justification would be to request MTO to
carry out a “traffic assessment study”.Such study would determine the types and
origins of traffic using Highway 3 between St. Thomas and Aylmer. If the majority of the
traffic was found to be local as opposed to regional, there may be justification to re-
assess the need for a by-pass at this location.
As a means of moving this discussion along the Manager of Planning consulted with the
Elgin County CAO and it was determined that a joint meeting of the affected
municipalities be convened. CAO’s from Elgin, Aylmer, Malahide, Central Elgin,
Southwold, the Director of Environmental Services for the City of St. Thomas and the
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Director of Engineering Services for the County of Elgin were invited and a meeting was
held on August 29, 2011. The purpose of the meeting was to arrive at a consensus in
requesting the MTO to conduct a traffic assessment study that would provide the
necessary justification to either abandon the corridor, construct the by-pass or construct a
by-pass alignment that would link directly with the existing Highway 3 east of St. Thomas.
CONCLUSION:
As a result of our meeting there was unanimous agreement that the County of Elgin
along with other affected municipalities including the Township of Malahide, Town of
Aylmer, Municipality Central Elgin, Township of Southwold and the City of St. Thomas
should proceed to request the Minister of Transportation to initiate a traffic assessment
study as soon as possible on that portion of Highway 3 extending from Highway 4 at
Talbotville in the west to Hacienda Road in Malahide Township to the east.
RECOMMENDATION:
THAT Elgin County Council endorse the proposal put forward by the affected
municipalities as set out above and that a formal request to the Minister of
Transportation be made to carry out a “traffic assessment study” on that portion of
Highway 3 extending from Highway 4 in the west to Hacienda Road in the east as soon
as possible; and,
THAT such request be made as a resolution of Council and that all affected
municipalities be copied and requested to pass similar resolutions which can be
submitted jointly to the Minister of Transportation for Ontario.
All of which is Respectfully Submitted Approved for Submission
Steve Evans Mark G. McDonald
Manager of Planning Chief Administrative Officer
85
REPORT TO COUNTY COUNCIL
FROM: Stephen Francom, Manager of Archives
DATE: August 16, 2011
SUBJECT: Elgin County Council Student Day
INTRODUCTION:
This report seeks direction concerning Council’s interest in hosting a special “Student
Day” session in November, 2011.
DISCUSSION:
Elgin County Council has on occasion hosted a special “Student Day” session for
students of Elgin County high schools for the purpose of enhancing student
understanding of and appreciation for the operations of County government. Staff now
th
seek Council’s direction whether to hold such a session on November 8, 2011.
A “Student Day” session may involve some of the following activities: student
attendance at and observation of Council proceedings; student participation in out-of-
council-session educational activities organized by staff, possibly including analysis and
debate of a sample council report; and student attendance at Council luncheon.
Councillors may, at their option, invite student participants to accompany them as they
conduct constituency business in their municipalities following the council session.
Individual Councillors and Directors will be responsible for recruiting/sponsoring student
participants and for arranging the necessary permissions to allow their attendance and
participation.
CONCLUSION:
th
Council may wish to host a special “Student Day” session on November 8, 2011. If
Council wishes to proceed, staff will make the necessary arrangement to accommodate
those students recruited and sponsored by Councillors and Directors.
RECOMMENDATION:
THAT Council determine interest in hosting a “Student Day” session on November 8, 2011.
All of which is Respectfully Submitted Approved for Submission
Stephen Francom Mark G. McDonald
Manager of Archives Chief Administrative Officer
Brian Masschaele
Director of Community and Cultural Services
86
REPORT TO COUNTY COUNCIL
FROM: Brian Masschaele, Director of Community and Cultural Services
th
DATE: August 4, 2011
SUBJECT: Library Capacity Building Grant
INTRODUCTION:
Staff were recently informed that the Elgin County Library will receive $9188 as a
one-time grant to support library projects.This report outlines a proposed use for
these funds for Council’s approval.
DISCUSSION:
The Ontario Ministry of Tourism and Culture recently notified staff that the Elgin
County Library will receive $9188 in additional, one-time funding through the
Southern Ontario Library Service under a “capacity building grant”. Funds are to
be expended by the end of February, 2012 and there is no matching
requirement. The formal announcement and terms of funding are attached to
this report.
Staff propose to utilize the bulk of these funds to purchase on-line reservation
software for booking public access computers in the branches. As Council is
aware, the library’s computers are used extensively by the public and this
software will substantially reduce the amount of time that staff spend managing
the booking process and controlling the length of user sessions, thereby
increasing the capacity of staff to perform other functions. Many libraries utilize
this software to great effect. The initial cost is approximately $7000. Associated
annual maintenance costs are less than $1000 and will be covered in future
operating budgets. Remaining funds from the grant will be used to purchase
materials for the branches.
CONCLUSION:
Staff recommend that the Warden on behalf of Council issue a letter of
appreciation to the Minister of Tourism and Culture in appreciation of these
funds.
RECOMMENDATION:
THAT the Elgin County Library be authorized to expend $9188 in one-time grant
funds from the Ontario Ministry of Tourism and Culture by the end of February,
2012 for the purposes outlined in the report “Library Capacity Building Grant of
th
$9188” dated August 4, 2011; and
87
THAT the Warden on behalf of Council issue a letter of appreciation to the
Minister of Culture and Tourism.
All of which is Respectfully Submitted Approved for Submission
Brian Masschaele Mark G. McDonald
Director of Community and Chief Administrative Officer
Cultural Services
88
89
90
REPORT TO COUNTY COUNCIL
FROM: Rhonda L. Roberts
Director Home & Senior Services
DATE: September 6, 2011
SUBJECT: 2011/2012 Nursing Strategy – Late Career Initiative
INTRODUCTION:
The Ministry of Health & Long Term Care Nursing Secretariat has announced
funding awards for the 2011/2012 Late Career Initiative.
DISCUSSION
The Late Career Initiative provides nurses 55 years of age and older with the
opportunity to spend part of their time engaging in less physically demanding
nursing roles, such as mentoring other nurses or teaching residents.
The County of Elgin Homes has received notification of funding for the
2011/2012 Nursing Strategy-Late Career Initiative program. Funding amounts
are as follows:
Bobier Villa $30,484
Elgin Manor $37,052
Terrace Lodge $34,395
CONCLUSION:
The County of Elgin Homes has been awarded Late Career funding for
2011/2012. This is an excellent opportunity to support late career nurses in their
role and promote retention within the industry.
RECOMMENDATION:
THAT the report titled “2011/2012 Nursing Strategy – Late Career Initiative”
dated September 6, 2011 be received and filed.
All of which is Respectfully Submitted Approved for Submission
Rhonda L. Roberts Mark G. McDonald
Director Homes & Senior Services Chief Administrative Officer
91
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Deputy Director of Engineering Services
Sonia Beavers, Purchasing Coordinator
DATE: September 13, 2011
SUBJECT: Award of Tenders
Exterior Improvements – King George Lift Bridge and
Bridge Expansion Joints and Miscellaneous Culvert Repairs
INTRODUCTION:
Council at its meeting held on July 26, 2011 accepted the following
recommendation;
“THAT staff is authorized to award the following tenders so long as they are
awarded to the lowest bidders and that the awarded price is within the budget
allocation;
Exterior Improvements – King George Lift Bridge– Contract No. 6200-10-10
Warren Street Bridge Expansion Joints – Contract No. 6290-10-04
Belmont Bridge Expansion Joints – Contract No. 6290-10-05
Culvert Rehabilitations – Contract No. 6290-11-01
THAT the Warden and Chief Administrative Officer be authorized to enter into
agreements with the awarded bidders.”
For Council’s information, below are the results of the tender process.
DISCUSSION:
Exterior Improvements – King George Lift Bridge, Contract No. 6290-10-10
A tender was issued and bids were received until Wednesday, September 7,
2011. Five companies submitted bids and one bid was declared non-compliant.
Therefore the four compliant Bids received are as follows:
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COMPANY TENDER BID
(exclusive of H.S.T.)
Klassen Construction $ 83,938.37
The Cobrell Company Limited $ 93,118.00
Norlon Builders London Limited$109,987.00
Reid & DeLeye Contractors Limited $111,100.00
Klassen Construction submitted the lowest bid for the Exterior Improvements –
King George Lift Bridge at a total price of $83,938.37 exclusive of H.S.T., which
includes the supply of labour, equipment and materials for the Exterior
Improvements to the King George Lift Bridge. The lowest submitted bid is within
budget estimates.
Bridge Expansion Joints and Miscellaneous Culvert Repairs, Contract No. 6290-
10.
The three projects listed separately in the July 26, 2011 report to Council,
a) Warren Street Bridge Expansion Joints – Contract No. 6290-10-04;
b) Belmont Bridge Expansion Joints – Contract No. 6290-10-05;
c) Culvert Rehabilitations – Contract No. 6290-11-01; were combined and
included in the Bridge Expansion Joints and Miscellaneous Culvert Repairs
tender.
A tender was issued and bids were received until August 30, 2011. One bid was
received as follows:
COMPANYTENDER BID (exclusive of H.S.T.)
Gary D. Robinson Contracting Limited $375,000.00
Gary D. Robinson Contracting Limited submitted the lowest bid for the Bridge
Expansion Joints and Miscellaneous Culvert Repairs at a total price of
$375,000.00, inclusive of a contingency allowance in the amount of $35,000 and
exclusive of H.S.T. The project includes the supply of labour, equipment and
materials for the rehabilitation of Belmont Street Bridge, Warren Street Bridge
and 6 culverts on Belmont Road. The lowest submitted bid is within budget
estimates.
RECOMMENDATION
THAT Klassen Construction be selected for the Exterior Improvements – King
George Lift Bridge, Contract No.6210-10-10 at a total price of $83,938.37
exclusive of H.S.T. and;
THAT Gary D. Robinson Contracting Limited be selected for the Bridge
Expansion Joints and Miscellaneous Culvert Repairs Tender, Contract No. 6290-
93
10 at a total price of $375,000.00, inclusive of a contingency allowance in the
amount of $35,000 and exclusive of H.S.T. and;
THAT if the cost increases above the tender amount approved by Council by
more than 10%, the Director will prepare a further report to Council outlining the
expenditures and;
THAT the Warden and Chief Administrative Officer be authorized to sign the
contracts.
All of which is Respectfully Submitted; Approved for Submission;
Peter Dutchak Mark G. McDonald
Deputy Director of Engineering Services Chief Administrative Officer
Sonia Beavers
Purchasing Coordinator
Clayton Watters
Director of Engineering Services
94
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Deputy Director of Engineering Services
Sonia Beavers, Purchasing Coordinator
DATE: August 22, 2011
SUBJECT: Calton Line Road Slope Rehabilitation
INTRODUCTION:
As part of the approved 2011 Capital Budget, a tender was advertised as per the
County's Procurement Policy and submissions were received until Wednesday,
September 7, 2011 for the Calton Line Road Slope Rehabilitation, Contract No.
6200-11-05.
DISCUSSION:
Three companies submitted bids.The submitted bids are as follows:
COMPANYTENDER BID (exclusive of H.S.T.)
Birnam Excavating Limited $350,811.43
Gary D. Robinson Contracting Limited $474,950.00
Finnbilt General Contracting Limited $528,690.00
Birnam Excavating Limited submitted the lowest bid for the Calton Line Road
Slope Rehabilitation at a total price of $350,811.43 inclusive of a $25,000.00
contingency allowance and exclusive of H.S.T. Funds for this project are to be
allocated from efficiencies in other capital projects with the remaining allocated
from the 2012 Belmont Road Resurfacing project.
As per the County of Elgin’s Purchasing Policy, if change orders are required and
the cost increases above the tender amount approved by Council by less than
10%, and the amount is within the overall budgeted project amount, work will
proceed upon authorization by the Director. However, if the cost increases
above the tender amount approved by Council by more than 10%, the Director
will prepare a further report to Council outlining the expenditures.
RECOMMENDATION
THAT Birnam Excavating Limited be selected for the Calton Line Road Slope
Rehabilitation, Contract No. 6200-11-05 at a total price of $350,811.43, inclusive
of a $25,000.00 contingency allowance, exclusive of H.S.T. and;
95
THAT staff be directed to allocate the funds for this project from efficiencies in
other capital projects with the remaining allocated from the 2012 Belmont Road
Resurfacing project and;
THAT if the cost increases above the tender amount approved by Council by
more than 10%, the Director will prepare a further report to Council outlining the
expenditures and;
THAT the Warden and Chief Administrative Officer be authorized to sign the
contract.
All of which is Respectfully Submitted; Approved for Submission by;
Peter Dutchak Mark G. McDonald
Deputy Director of Engineering Services Chief Administrative Officer
Sonia Beavers
Purchasing Coordinator
Clayton Watters
Director of Engineering Services
96
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Deputy Director of Engineering Services
Sonia Beavers, Purchasing Coordinator
DATE: August 22, 2011
SUBJECT: Road Shoulder Rehabilitation and Sub Drain – Furnival Road
INTRODUCTION:
As part of the approved 2011 Capital Budget, a tender was advertised as per the
County's Procurement Policy and submissions were received until Tuesday,
August 30, 2011 for the Road Shoulder Rehabilitation and Sub Drain, (Furnival
Road), Contract No. 6200-11-03.
DISCUSSION:
Five companies submitted bids. One bid was determined non compliant due to
insufficient bid bond. The submitted complaint bids are as follows:
COMPANY TENDER BID
(exclusive of H.S.T.)
Birnam Excavating Limited $ 838,004.11
Murray Mills Excavating and Trucking Limited $ 923,247.50
PV-EX Construction Limited $ 946,250.00
Coco Paving Inc. $1,098,400.53
Birnam Excavating Limited submitted the lowest bid for the Road Shoulder
Rehabilitation and Sub Drain Tender at a total price of $838,004.11 inclusive of a
$40,000.00 contingency allowance and exclusive of H.S.T. The lowest submitted
bid is within budget estimates.
As per the County of Elgin’s Purchasing Policy, if change orders are required and
the cost increases above the tender amount approved by Council by less than
10%, and the amount is within the overall budgeted project amount, work will
proceed upon authorization by the Director. However, if the cost increases
above the tender amount approved by Council by more than 10%, the Director
will prepare a further report to Council outlining the expenditures.
RECOMMENDATION
THAT Birnam Excavating Limited be selected for the Road Shoulder
Rehabilitation and Sub Drain (Furnival Road) Tender, Contract No. 6200-11-03
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at a total price of $838,004.11, inclusive of a $40,000.00 contingency allowance,
exclusive of H.S.T. and;
THAT if the cost increases above the tender amount approved by Council by
more than 10%, the Director will prepare a further report to Council outlining the
expenditures and;
THAT the Warden and Chief Administrative Officer be authorized to sign the
contract.
All of which is Respectfully Submitted; Approved for Submission by;
Peter Dutchak Mark G. McDonald
Deputy Director of Engineering Services Chief Administrative Officer
Sonia Beavers
Purchasing Coordinator
Clayton Watters
Director of Engineering Services
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REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Deputy Director of Engineering Services
Brian Masschaele, Director of Community and Cultural Services
DATE: August 24, 2011
thth
SUBJECT: County Roads and Library Branches Bus Tour – September 29 and 30
INTRODUCTION:
This report provides and update to the County Roads and Library Branches Bus Tour
thth
scheduled for September 29 and 30.
DISCUSSION:
A bus tour has been scheduled for County Councillors and Senior Staff on Thursday,
thth
September 29 and Friday, September 30. The bus will depart the County
Administration Building at 8:30 a.m. each day and return at 4:00 p.m. Lunch will be
provided both days.
This field trip will be divided into two days, Thursday across western Elgin County, and
the Friday across eastern Elgin County. The tour will familiarize Council with Elgin’s road
system and some major infrastructure investments that have been completed, are on-
going and are proposed for the future.
The tour will also stop at four (4) Elgin County Library branches each day. Rodney,
Dutton, Shedden, Port Stanley branches will be visited on Thursday, and Springfield,
Aylmer, Port Burwell and Straffordville branches will be visited on Friday.
RECOMMENDATION:
THAT this report be received and filed.
All of which is Respectfully Submitted, Approved for Submission,
Peter Dutchak Mark G. McDonald
Deputy Director of Engineering Services Chief Administrative Officer
Clayton Watters
Director of Engineering Services
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REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director of Engineering Services
DATE: August 31, 2011
SUBJECT: National Tree Day – September 21, 2011
INTRODUCTION:
The County of Elgin Administration Building was completed in 1939 and the grounds are
similar today as they were more than 70 years ago. One area that staff needs to focus
attention is the age and condition of the many trees that surround the building.
DISCUSSION:
National Tree Day is a day to celebrate and share the passion for our country’s forests
and trees. Trees provide an immediate help to the environment and when they grow
reduce the energy consumption for our buildings.
The majority of the trees that surround the County of Elgin Administration Building were
planted more than 70 years ago. Some trees have been removed for safety reasons
due to age and disease.
Staff is suggesting that planting a tree a year for the next decade to improve the
environment and reduce energy consumption; the new trees will be at such a height
when present mature trees need to be removed it will not create a visual blight.
Staff is suggesting planting a Carolinian species, which are native to our area. A
ceremony will be conducted on September 21 on the grounds of the Administration
Building.
The County of Elgin is partnering with Kettle Creek Conservation Authority (KCCA) who
will donate a suitable tree for National Tree Day.
CONCLUSION:
National Tree Day is a time to celebrate our passion for forests and trees in our
community. Also, planting a tree at the Administration Building will reduce energy
consumption, improve the environment while replenishing the mature trees.
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RECOMMENDATION:
THAT the County of Elgin support National Tree Day and plant a Carolinian tree at the
County of Elgin Administration Building; and,
THAT the Warden forward a letter to the Kettle Creek Conservation Authority thanking
KCCA for their support to a worthy cause.
All of which is Respectfully Submitted Approved for Submission
Clayton Watters Mark McDonald
Director of Engineering Services Chief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director, Engineering
Sonia Beavers, Purchasing Coordinator
DATE: August 10, 2011
SUBJECT: Heat, Ventilation, Air Conditioning (HVAC) Replacement Terrace
Lodge
INTRODUCTION:
As part of the approved 2011 Capital Budget, a tender was advertised as per the
County's Procurement Policy and submission were received until Wednesday,
August 8, 2011 for the Supply and Installation of a HVAC Unit at Terrace Lodge,
Contract No. 4502-11-21.
DISCUSSION:
Two companies submitted a bid for the HVAC Replacement Tender. The
submitted bids were received as follows:
COMPANYTENDER BID (exclusive of H.S.T.)
Climate Control $40,950.00
One Source Mechanical Inc. $52,325.00
Climate Control submitted the lowest bid for the HVAC Replacement Tender at a
total price of $40,950.00, exclusive of H.S.T. The bid includes all labour, material
and equipment for the supply and installation an HVAC system at Terrace Lodge.
The budget allocation for this project is $25,000. To date $3,000 has been
allocated to expenses. Therefore the current budget allocated for this project
remains at $23,000. The monies required for the supply and installation of an
HVAC system is approximately $42,000 inclusive of HST. The unit specified will
reduce energy costs by $2500/yr. due to using the heat from the exhaust air to
heat the incoming fresh air thereby saving energy costs.As a result this project
is not within the budget allocation and thus staff is asking Council’s approval to
allocate the difference of $25,000 from Terrace Lodge efficiencies, Project name:
Enabling Accessibility, Project No. 4502-11-30. There is currently $75,000
remaining in the Enabling Accessibility budget.
RECOMMENDATION
THAT Climate Control be selected for the HVAC Replacement Tender, Contract
No. 4502-11-21 at a total price of$40,950.00 exclusive of H.S.T. and;
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THAT Council approves to re- allocate $25,000 from Terrace Lodge efficiencies
capital budget, Project: Enabling Accessibility, Contract No. 4502-11-30 to the
Capital Project HVAC Replacement, Terrace Lodge, Contract No. 4502-11-21
and;
THAT if the cost increases above the tender amount approved by Council by
more than 10%, the Director will prepare a further report to Council outlining the
expenditures.
All of which is Respectfully Submitted; Approved for Submission;
Clayton Watters Mark G. McDonald
Director, Engineering Services Chief Administrative Officer
Sonia Beavers
Purchasing Coordinator
103
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director, Engineering
Sonia Beavers, Purchasing Coordinator
DATE: August 4, 2011
SUBJECT: Installation of Ceramic Tile Flooring – Bobier Villa
INTRODUCTION:
As part of the approved 2011 Capital Budget, a tender was advertised as per the
County's Procurement Policy and submission were received until Wednesday,
August 3, 2011 for Installation of Ceramic Tile Flooring at Bobier Villa, Contract
No. 5930-10-04.
DISCUSSION:
One company submitted a bid for the Installation of Ceramic Tile Flooring
Tender. The submitted bid received is as follows:
COMPANYTENDER BID (exclusive of H.S.T.)
Bernardo Group Limited $89,765.80
Bernardo Group Limited submitted the lowest bid for the Installation of Ceramic
Tile Flooring Tender at a total price of $89,765.80, exclusive of H.S.T. The bid
includes all labour, material and equipment required to remove the existing sheet
goods and base and to install ceramic tile flooring (previously purchased by the
County).
The budget allocation for this project is $120.000. To date $40,100 has been
allocated to the purchase of the ceramic tile. Therefore the current budget
allocated for this project remains at $79,900. The monies required for the
installation of the ceramic tile flooring is approximately $92,000 inclusive of HST.
Staff is requesting an additional $10,000 to be allocated for incidentals. As a
result this project is not within the budget allocation and thus staff is asking
Council’s approval to allocate the difference of $22,000 from Terrace Lodge
efficiencies, Project name: Enabling Accessibility, Project No. 4502-11-30. There
is currently $75,000 remaining in the Enabling Accessibility budget.
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RECOMMENDATION
THAT Bernardo Group Limited be selected for the Installation of Ceramic Tile
Flooring at Bobier Villa, Contract No. 5930-10-04 at a total price of $89,765.80
exclusive of H.S.T. and;
THAT Council approves to re- allocate $22,000 from Terrace Lodge efficiencies
capital budget, Project: Enabling Accessibility, Contract No. 4502-11-30 to the
Capital Project Installation of Ceramic Tile Floor, Contract No. 5930-10-04 and;
THAT if the cost increases above the tender amount approved by Council by
more than 10%, the Director will prepare a further report to Council outlining the
expenditures.
All of which is Respectfully Submitted Approved for Submission
Clayton Watters Mark G. McDonald
Director, Engineering Services Chief Administrative Officer
Sonia Beavers
Purchasing Coordinator
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REPORT TO COUNCIL
FROM: Leesa Shanley
Court Services Supervisor
th
DATE: August 30, 2011
SUBJECT: Quick Connect Solutions
INTRODUCTION:
Quick connect Solutions is a personalized and environmentally conscious
communication method that generates automated phone calls within parameters
as designated by the user. Calls are recorded messages with the recordings
being done by a professional voice broadcaster and having text to speech for the
personalized portion of the messages.
DISCUSSION:
Quick Connect Solutions has the ability to match any address in Canada or the
United States with the most current phone number and is able to send out calls
at a rate suitable to the needs of the user. Essentially a list of 50 people could be
provided that require notification and, within minutes, all 50 calls could be
generated or it could be determine that 10 calls every 30 minutes is a more
suitable rate. The calls may also have an option to be connected to the
department sending the call during business hours.
The system makes three attempts to reach a person on the line and, if not
possible the third attempt will result in a voice message being left. The charge is
twenty cents per call and the rate is only charged when contact has been made.
There is not a charge for each attempt, only the successful call is charged for.
Once the calls have been completed a report is generated that provides details
such as; how many calls were answered, how many voice messages were left
and how many opted to be transferred to the office.
The system is a “Pay-As-You-Go” no contract model with no annual support or
capital expense. There is no hardware or software to purchase and no need to
hire staff for its use, the tool is simply there to use if and when needed. There is,
however, a mutually agreed upon Non-disclosure agreement that has been
reviewed by the County Solicitor and requires signatures by both parties to
ensure confidentiality of information.
Once an account for The County has been established, any department within
may utilize the system. For example, Engineering Services may wish to contact
residents in an area of The County that have had an emergency situation or road
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closure in their area, Quick Connect would require the message content that is to
be delivered and the postal code of the affected area. Calls would go out to the
residents within minutes using hundreds of lines at one time. Furthermore,
Community and Cultural Services could also benefit from this system to notify
borrowers of overdue books, or notification when a book that has been requested
has been returned, or even of a special event at a specific library.
It is the intent of the Provincial Offences Administration to utilize Quick Connect
Solutions to contact persons to advise that their fine is past due and Licence
Suspension and/or Collection Proceedings are imminent. A second call will be
generated upon further non-payment to advise that Licence Suspension and/or
Collection Proceedings have commenced due to non-payment.
CONCLUSION:
The Quick Connect Solutions is an effective tool in communicating with residents
and has the potential to assist with collecting fine payments and to provide those
who owe fines the information to avoid further increases.
RECOMMENDATION:
THAT the Warden and CAO be authorized and directed to sign the Quick
Connect Solutions non-disclosure agreement, and
THAT Management be authorized to approve the use of the Quick Connect
Solutions system as a method of contacting residents and clients.
All of which is Respectfully Submitted Approved for Submission
Leesa Shanley Mark G. McDonald
Court Services Supervisor Chief Administrative Officer
Jim Bundschuh
Director of Financial Services
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REPORT TO COUNTY COUNCIL
FROM: Sonia Beavers
Purchasing Coordinator
DATE: August 24, 2011
SUBJECT: Quarterly Information Report - Contract Awards
April 1, 2011 – June 30, 2011
INTRODUCTION:
As per the County of Elgin's Procurement Policy 10.1; “ an information report containing
the details relevant to the exercise of delegated authority for all contracts awarded that
exceed $10,000 including amendments and renewals is to be prepared and reported to
Council on a quarterly basis”.
In addition, the County of Elgin’s Procurement Policy 3.14 states;
“Any expenditure exceeding $50,000 for a one time purchase or over an annual basis
must be reported to Council”.
DISCUSSION/CONCLUSION:
The Council of the Corporation of the County of Elgin delegated authority to the
Directors to award contracts as follows;
ValueReport Status
Greater than $10,000 No report to Council required if within 10% of the
but less than $50,000 approved budget allocation
Greater than $50,000 No report to Council required if within approved budget
but less than $100,000
However, Council also approved that a quarterly information report would be brought
forward containing details of the award of contracts including amendments and
renewals. The detailed report of the award of contracts is attached as Appendix A.
RECOMMENDATION:
THAT the Quarterly Information Report - Contract Awards, April 1, 2011 to June 30,
2011 be received and filed.
All of which is Respectfully Submitted Approved for Submission
Sonia Beavers Mark G. McDonald
Purchasing Coordinator Chief Administrative Officer
Jim Bundschuh
Director of Financial Services
108
APPENDIX A
Purchases/Projects greater than $10,000
April 1, 2011 to June 30, 2011
DepartmentBudgetProjectAward Bid Price
Allocationexcludes
taxes
Homes Terrace Lodge CapitalPurchase of 37 beds M.C. Healthcare $ 72,656.14
Products Limited
InformationSupport and Sole Source Point Click Wescom Solutions $ 27,464.52
TechnologyMaintenanceCare
Engineering Services CapitalDigital Signage Prime Visual $ 14,067.00
Marketing
Engineering Services CapitalInstall concrete barrier McLean Taylor $ 17,168.80
Calton Line & Plank
Road – Emergency
Situation
Homes Terrace Lodge FurnitureDressersShorewood$ 11,386.00
ReplacementFurniture
InformationRepairs/Plotter/ScannerAstley Gilbert $ 12,248.37
TechnologyMaintenance
Homes – Elgin Manor Gift Shop Various items for Gift Unique Traditions $ 10,586.85
Shop
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REPORT TO COUNTY COUNCIL
FROM: Jim Bundschuh - Director of Financial Services
DATE: August 23rd, 2011
SUBJECT: Budget Comparison – July 2011
INTRODUCTION:
Attached is the budget comparison through July 2011 for the County showing
total favourable year-to-date (YTD) performance to budget of $596,000, an
improvement over the previously reported May YTD of $407,000
.
DISCUSSION/CONCLUSION:
Highlights of the budget performance for the month as shown on Attachment I
are as follows:
Line 9 – Project Costs: YTD Performance of $186,000 resulting predominately
from Worker’s Compensation pay-out by Chubb Insurance.
Line 16 – Corporate Expenditures: $59,000 favourable performance driven by
favourable performance from self-hedging the utility rates and lower than
budgeted legal expenses.
Line 18 – Homes: The Ministry announced the new funding levels for 2011 at
levels higher than budgeted resulting in $94,000 of performance bringing total
performance to $129,000 YTD.
Line 25 – Economic Development/Tourism/Planning: Favourable YTD
performance of $69,000. The favourable performance is composed of $26,000 in
Economic Development, $17,000 in Tourism and $26,000 in Planning.
RECOMMENDATION:
THAT the report titled “Budget Comparison – July 2011” dated August 23rd, 2011
be received and filed.
Respectfully Submitted Approved for Submission
Jim Bundschuh Mark G. McDonald
Director of Financial Services Chief Administrative Officer
110
REPORT TO COUNTY COUNCIL
FROM: Alan Smith, General Manager, Economic Development
th
DATE: August 29, 2011
SUBJECT: Economic Development Strategy and Action Plan 2011-2014
INTRODUCTION:
TheCounty of Elgin Economic Development Plan 2007-2011, and the County of Elgin
Marketing and Branding Strategy 2008-2011, have successfully guided Council to
establish a progressive economic development department and program. The economic
development plan addressed the need for a departmental mandate and mission
statement and clearly articulated the role of the County in the delivery of economic
development services. The marketing strategy and implementation plan included a
County re-branding effort to heighten the profile of the County and also provided
direction to the County’s marketing activities. By following this strategy, the County’s
marketing efforts have excelled. Over the past 5 years, staff has worked diligently to
successfully implement the actions required to meet goals identified in both documents.
Most of the actions identified in these plans have been completed or due to changing
economic conditions and new developments, both locally and globally, are not required.
Furthermore, during this time period the department’s role has become more defined.
Consequently, an updating of the now expired documents to reflect the direction of the
department is required with new strategies and marketing tactics to keep the County
competitive. Building upon current programs and taking into consideration the economic
changes both on a local and global level, an updated economic development plan has
been completed for Council’s consideration - which lays the framework for continued
success through 2014.
DISCUSSION:
The Economic Development department was established in the summer of 2006 with
the role of supporting and fostering an environment that is conducive for investment.
The work undertaken over the past 5 years has resulted in the establishment of an
active and engaged economic development program. However, over this time period,
Elgin’s economy has been negatively impacted with the downturn in the manufacturing
sector, the global recession, and many other conditions that necessitates the embracing
of a new approach to the future retention and attraction of investment. In some Ontario
communities, these negative impacts have resulted in a decided shift away from the
attraction of traditional manufacturing industries and the primary production of
agricultural goods to support for the ‘creative industries’ and the greening of the
economy in the form of renewable energy initiatives.
Industry + sites +
In other words, the “Old” economy focused on industry attraction -
jobs = economic development “
-while theNew” economy focuses on what people
112
Innovation + talent + quality of place =
create and knowledge and innovation -
economic development
. It is in this new economic climate that the County of Elgin’s
Economic Development Department has initiated the Economic Development Strategy
and Action Plan 2011 - 2014 (see appendix 1).
There are two components to the document contained in appendix one: part one
contains the strategy to “Grow Elgin” which focuses on developing Elgin’s Creative
Rural Economy, and part two provides an Action Plan to implement the initiatives
developed in the strategy.
In order to develop Elgin’s Creative Rural Economy the Strategy recommends initiatives
to achieve the following four goals:
1. Build Social Capital
2. Enhance the Built Environment
3. Develop Talent and our Entrepreneurs
4. Tell our Story
These four goals build on the core of Elgin’s County’s creative rural economy and
create an enabling environment for four key sectors which the department will focus on
over the next four years: energy, culture, agriculture, and tourism.
The Action Plan, which also provides direction for the department’s marketing tactics,
takes the above four goals and accompanying initiatives, and develops an actionable
implementation plan and schedule. This approach contains three program areas which
staff will be developing:
1. Land and Space Program (Investment Attraction)
2. Economic Gardening program (Business Retention & Expansion/ Skills
development)
3. People & Places Program (Creative Economy Development)
Each of these programs contains many initiatives to achieve the specific goals and
objectives of the strategy.
The Action Plan also provides a detailed budget and implementation schedule from mid
2011 through 2014. It must be stressed that this budget is for guideline purposes only
and is subject to change. Specific recommendations that have financial and/or resource
implications will be brought forward for consideration and approval through County
Council’s budgetary process. Furthermore, this strategy (and budget) does not take into
consideration specific actions within Tourism as there is a separate strategy for this
sector, developed in the fall of 2009.
The process for developing the Economic Development Strategy and Action Plan 2011 -
2014 included stakeholder consultation, a revised economic base analysis, and a
reflection of the economic development environment and economic performance of the
County since 2006. It should be noted that the County of Elgin Economic Development
113
and Tourism Advisory Committee (CEEDTAC) were fully involved in the development of
th
this strategy and on August 9, 2011, CEEDTAC passed the following resolution:
“THAT the County of Elgin Economic Development and Tourism Advisory Committee
accepts and endorses the Economic Development Strategy and Action Plan 2011 –
2014 and recommends County Council endorsement of the Plan.”
This strategy was also developed acknowledging that the County is currently in the
process of developing an Official Plan (OP). The economic development strategy
highlights areas which the OP should consider incorporating – for instance secondary
uses for agriculture, heritage districts, Community Improvement Plans etc. The General
Manager of Economic Development has relayed this information to the County Planner
and the consulting firm responsible for developing the OP.
CONCLUSION:
The first economic development strategy and marketing plan focused on the initial
objectives of laying the foundation for the economic development department and
identified areas of strength in the local economy. This strategy builds from the actions
and initiatives of an active and engaged economic development department and frames
the same local economic strengths through a creative economy lens and suggests ways
for the County to further develop talent and innovation. Economic development in this
context is about developing and marketing a community that will attract and retain
talented and innovative people and businesses.
The strategy considers the structural changes taking place in the broader provincial,
national and global context and prepares Elgin County for a new approach to economic
development. While traditional manufacturing and the automotive sector have been on
the decline, creative industries – those where people and knowledge are the factors of
production, are on the rise. Within this context, the strategy provides a fresh look at
traditional industries identifying four target sectors of agriculture, energy, tourism and
culture. These sectors acknowledge the importance of manufacturing and agriculture
and recast them with perspectives in the new economy. The direction or focus may be
shifting but the role of the department remains the same, to foster and help create an
environment that supports the growth of the economy and prosperity for local
businesses and residents.
By endorsing the Economic Development Strategy and Action Plan 2011 – 2014, the
recommended strategies and actions will assist County Council achieve the top priority
for their term: “…increasing and promoting economic development and tourism…”.
RECOMMENDATION:
THAT County Council endorse the Economic Development Strategy and Action Plan
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2011 – 2014 as presented in the August 29, 2011, report; AND
114
THAT those recommendations from the Economic Development Strategy and Action
Plan 2011 – 2014 that have financial and/or resource implications for the County of
Elgin be considered through County Council’s budgetary process.
Respectfully Submitted Approved for Submission
Alan Smith Mark G. McDonald
General Manager, Chief Administrative Officer
Economic Development
115
Elgin County Economic Development
Economic Development Strategy and Action Plan 2011-2014
Part 2
August2011
Laying the framework for
continued economic development
success in Elgin through 2014
through the development of the
County’s creative rural economy.
232
Elgin County Economic
Development
Part 2 Action Plan2011-2014
In 2007, Elgin County developedanEconomic Development Strategic Plan and in 2008
developed a Marketing and Branding Strategy. Elginhas since actively implementedthese
plansand launched many successfulprograms for economic development and tourism. This
marketing plan laysthe framework for continued economic development success through
2014 through the development of the County’s creative rural economy.
Submitted By:
Yfactor Inc.
133 Richmond Street W.,
Suite 202
Toronto, ON
Canada M5H 2L3
T: 416-977-9724
F: 416-642-1959
1-800-793-5016
www.yfactor.com
Primary Contact:
Anya Codack
CEO
T:416-977-9724 x 509
E: acodack@yfactor.com
233
Table of Contents
Introduction ........................................................................................................... 4
Context............................................................................................................... 4
Recommendations................................................................................................. 4
Four Goals to Grow Elgin ........................................................................................ 5
1.Build Social Capital.......................................................................................... 5
2.Enhance the Built Environment......................................................................... 5
3.Develop Talent and Entrepreneurs..................................................................... 6
4.Tell our Story................................................................................................. 6
New Strategic Programs........................................................................................ 7
Introduction......................................................................................................... 7
Target Audiences and Messaging ............................................................................. 8
Land and Space Program....................................................................................... 9
Economic Gardening Program...............................................................................18
People & Places Program......................................................................................28
Projectsthat Support All Programs........................................................................32
Human Resources................................................................................................37
Budget.................................................................................................................38
Implementation Schedule ....................................................................................40
Key Performance Indicators .................................................................................42
Conclusion ............................................................................................................43
Appendix A...........................................................................................................44
234
Introduction
Context
Elgin County and Millier Dickinson Blaisworked together in 2007 to develop the County’s
Economic Development Strategic Plan and in 2008 Yfactor assisted the County in developing
a Marketing and BrandingStrategy. Since then, the County has actively pursued the goals,
strategies, and tactics laid out in the plan and launched award-winning brands, materials,
and programs for economic development and tourism. This actionplan, which also includes
direction for the department’s marketing initiatives, coupled with the first part of the
Economic Development Strategy, will lay the framework for continued success in economic
development through 2014.
Please see the accompanying Millier Dickinson Blaisreport for the full context and strategic
direction.
Recommendations
Distilling much research, review, and strategic
thinking, Millier Dickinson Blaishas developed
four overarching recommendations for Elgin
County economic development through 2014:
1.Build Social Capital
2.Enhance the Built Environment
3.Develop Talent and our Entrepreneurs
4.Tell our Story
These four recommendations build on the core of
Elgin County’s creative rural economy and
creating an enabling environment for four key
sectors: energy, culture, agriculture, and
tourism.
235
Four Goals to Grow Elgin
1.Build Social Capital
As reported by Millier Dickinson Blais, social capital centreson the idea that social networks
strengthen a community and enable it to better resist economic challenges and benefit from
economic opportunities.
Yfactor has identified three key approaches to building social capital in Elgin:
High Priority Medium/Low Priority
2011 - 20122013-2014
Local Food
Develop business plan Local recipe and cook book initiative
Launch resident focused educational Expand LF program to institutions
initiative
LF event
Launch initiative to increase local food
Classroom initiative launched
purchases by local restaurants.
Local food event.
Agricultural
Develop, implement ongoing online Expand program with Junior Farmer
quality of life initiativeyouth tour and ed.
Quality of
Media initiatives to profile local food and
Life
Ag Quality of Life
Networks
Develop and implement network Expand Ambassador program
development initiative
2.Enhance the Built Environment
The built environment is the physical reflection of the social community and shapes how
community members interact with each other.
Yfactor has identified five tactics for enhancing Elgin County’s built environment:
High Priority Medium/Low Priority
2011 - 20122013-2014
Land Use
Develop land use strategy
Strategy Advocate for inclusion of secondary uses in OP
Land &
Develop online land and space inventory and maintenance program
Space
Inventory
Key Sector
Match available properties with key sectors
Matching
Heritage
Heritage Buildings and EducationHeritage Community Improvement
Places
Public
Develop public places strategy and Increase participation in Doors Open and
identify places for inclusionCommunities in Bloom
Places
236
3.Develop Talent and Entrepreneurs
There has been a profoundshift in focus away from attracting companies and plants and
towards growing local talent, according to Millier Dickinson Blais.
Yfactor has identified three channels for developing talent and entrepreneurs in Elgin:
High Priority Medium/Low Priority
2011 - 20122013-2014
Post-
Connect with relevant PS research deans Create program to increase linkages
to identify opportunitiesbetween farms, businesses and post-
Secondary
secondaries for research partnerships
Linkages
Business
Define BR&E initiatives to include value-add businesses and business incubation and
innovation. Develop action plan, create partnerships and implement tactics
Retention
and
Expansion
(BR&E)
Workforce
Develop Workforce initiative plan and Expand Skills Portal with Training
launch Youth Initiative and Skills Portalcontent including Skill Greening
Development
4.Tell our Story
People are reached most effectively not through data but through stories; stories are the
best way to form an emotional connection with audiences, which resonatesand stays in
mind longer.
The Tell our Storygoal supports the three other goals by shaping the means by which Elgin
communicates to audiences.
High Priority Medium/Low Priority
2011 - 20122013-2014
Land & Space
Proactive promotion of key properties to key target markets
Promotion
Land & Space
Promotion of planning and development tools and resources
Resource
Promotion
Content
Content development schedule and Review, update and expand
create new content – video, web and content/stories
Creation
social media
Outreach and
Business communications initiativeIndividuals (creative class, residents,
target individuals) communications
Content Social media outreach
program
Pro-active lead management
Dissemination
Media and social media initiatives
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New Strategic Programs
Introduction
The four goals introduced in Part 1 of the Strategy define a strategic approach to developing
Elgin County’s creative rural economy. The goals establish forward-looking objectives and
comprise specific recommendations for reaching these. Taken together, the goals serve as
the underlying framework on which to build an economic development marketing strategy.
In order to build on this framework, it becomes necessary to reposition and reshape these
goals into something concrete on which Elgin can take action. Yfactor has examined and
organized the four goals and developed an implementation approach that is actionable,
realizable, and realistic. This approach consists of three programs, each comprising multiple
related initiatives that strive to achieve specific objectives of the economic development
strategy. Programs that are results oriented and implementable by Elgin County staff have
been identified below.
Land and Space ProgramEconomic Gardening People & Places Program
(Investment Attraction)Program(Creative Economy
(BR&E/Skills)Development)
Land & Space InventoryBusiness Retention & Agricultural Quality of
Key Sector MatchingExpansion (BR&E)Life
Land & Space PromotionWorkforce DevelopmentHeritage Places
Land & Space Resource Post-Secondary LinkagesPublic Places
PromotionLocal Food
Networks
Content Creation
Outreach and Content Dissemination
The twoinitiatives that support the Tell our Storygoal, Content Creation and Outreach and
Content Dissemination, are relevant to each of these programs to different degrees with
different target audiences and adjusted messaging.
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Target Audiencesand Messaging
Clear delineation exists along the lines of the three programs with respect to target
audiences, and therefore, messaging.
Land and Space Economic Gardening People & Places
ProgramProgramProgram
(Investment Attraction)(BR&E/Skills)(Creative Economy
Development)
RealtorsExisting Local Creative Class
DevelopersBusinessesIndividuals
Site SelectorsProspective Media
Business ExecutivesEntrepreneursLocal Residents
EntrepreneursAcademic/School Heritage and Arts
partnersorganizations
Local food
organizations
Associations and
organizations
Your business will be Elgin County hasaElgin County offers
successful in Elgin strong, diversified a unique quality of
Countyand growing local life in a creative,
Land and space is economyrural location in
available, easy to findWe support and close proximity to
We can help youappreciate our local multiple major
Data for comparison businesses urban centres
and decision making We foster networks Explore our arts
are readily availableand collaboration to heritage andculture
help our local See and hear about
businesses growliving in Elgin
County directly from
our people
The next sections outline the three programs and their respective initiativesin more detail,
also definingtactics and tools for implementation.
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Land and Space Program
Introduction
A community has to be able to provide space for new businesses and for the expansion of
current businesses. Having serviced land and/or buildings is part of the overall strategy of
growing the local economy; the other integral part of the strategy is to properly plan and
promote the available land and space, enabling businesses to find appropriate space easily
and helping them become successful in their new
location.
When site selectors, entrepreneurs or business
executives explore options forexpanding or
relocating, they undertake a lot of research to
find appropriate land that suits their
infrastructure, human resource, location and
budgetary needs. Often these and many other
factors influence the location decision. They may
visit communities’ websites or contact a real estate agent. Theywill consider many locales
beforenarrowing it down and thendeciding on one. Since these individuals are considering
so many places, it is important to stand outearly in the research process. Every community
in Ontario will feature their locally available land and space; so how can Elgin County be
different and effectively attract investment?
Elgin can accomplish this by becoming proactive in promoting the County’s available land
and space. Part of this plan requires background work to establish the availability and
quality of land and space and to create a complete inventory list. This, however, is a
common strategy employed by every community that seeks to attract investment. To be
competitive in today’s world, it is important to take land and space promotion to the next
level.
In addition to creating an inventory and promoting currently available land and space,
council should look into creative methods of land use and planning to allow for the
expansion of businesses and to free up additional areas for suitable development. In order
to develop a creative land and space program and to become proactive in its promotion, we
propose a three-prongedprogram:
Land and Space Inventory
Land and Space Promotion
FDI Program
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Land and Space Inventory
An accurate current inventory of land and space will enable more effective promotion and
marketing for investment attraction.
As recommended by Millier Dickinson Blais (§ 7.1.2), Elgin should:
Assemble and maintain an inventory of available commercial and industrial
properties (building and land) that can be re-used or re-purposed for creative
economy enterprises. The list needs to be regularly updated and maintained by the
economic development and tourism department.
Once a list is assembled, however, putting it to work is taking the second and most
important step. This is accomplished through a thorough study of employment land
opportunities which then informs a targeted promotional program:
Employment Land Strategy
The purpose of the strategy is to understand what land and space is available and to
determine where current and future demand is coming from. This document will serve as
the foundation for developing an effective, targeted promotion program and will take all
types of land and space into consideration including commercial, industrial, retail and
creative economy spaces.
A thorough inventory will form the first part of an employment landstrategy. The inventory
will identify all potential land and space, including both municipally owned and privately
owned. Besides identifying current zoning, service status and “for sale” status, the inventory
will be utilized to inform the employment land strategy.
After completion of the employment land strategy, the inventory will be further used to
identify which land and space can be promoted where and to whom and then used for
promotion itself. This process is further described below.
Inventory DataUpkeep
As the inventory data will be changing constantly, it is recommended that an annual data
update be conducted.
Sector/Space Matching
Elgin currently has five key sectors (including the ‘creative’ sector as added in the ‘Grow
Elgin’ plan): agribusiness, energy and environment, manufacturing, tourism, and creative.
These sectors each have needs in terms of the types and attributes of the land and space
they require. These requirements are both tangible, such as infrastructure needs for a
manufacturing business, and intangible, such as ‘creative spaces’. Site selectors,
entrepreneurs, and business owners look at these specifics prior to making a location
decision.
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Once a land use strategy is completed and an inventory created, the interested parties
would have to make a choice from among the multitude of spaces available. The matchup
process would make recommendations on the suitability of each available space to one (or
more) of the key sectors. In doing so Elgin can proactively promote available spaces to
targeted sectors and take one more step in making the available information not only
available but also relevant.
In order to match available land and space to the key sectors, we recommend creating a
matrix of requirements.
Once all matrices are developed, the land and space in the inventory can be put through
this test and a score assigned to each property. Each property should be positioned to the
respective key sectors based on the qualifications done through the assessment. This will
build a simple foundation for effectively targeting messaging to specific target audiences for
the promotion of available land space.
Web-based Inventory Updates
The current land and space tool (accessible at www.progressivebynature.com/ElginCounty/
EDT/LandAndSpace/propertylistings.asp) has not proven to be practical due to technical
problems and difficulty in keeping it up to date. The software itself should be replaced by a
combination of “featured properties” and links to
relevant MLS and ICX listings.
Featured properties should include as many
photos as possible, including aerial shots where
they are available, it should include maps and
access to zoning, demographic information and
neighbouring businesses. Links to realtors or
other contacts should be included to make it
easy for a prospective business to find out more
about the property.
Links to MLS and ICX and other
commercial/industrial websites should also be
included with as many pre-set Elgin County searches as possible. Linking to these websites
increases the likelihood of up-to-date data already being maintained by realtors.
In addition, the following is recommended:
Increase information sharing withowners, developers, realtors and lower tiers to
inform them that the Elgin County website can provide an alternate, no cost channel
for promotion of land and space.
Implementa maintenance program to keep featured properties and link pagesup-to-
date.
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Land andSpace Promotion
After matching the available land and space to their respective key sectors, a proactive,
targeted, promotional approach has to be undertaken.
Tactics for this targeted land and space promotion program include:
Virtual Tradeshow
Conferences
Partnership with St Thomas EDC
Advertising
Community/Municipal Profiles
Content/Photos/News/Press Releases
Developer/Realtor promo & social media
Search Engine Optimization
Memberships
FDI Program
More information abouteach of these follows:
Virtual Tradeshow
The Virtual Tradeshowis to be redesigned to be a web-based resource about the many
existing local businesses. Its purpose is toact as an “always on”testimonial for successfully
doing business in Elgin County.
The Elgin County Virtual Tradeshow is an a virtual
exhibition of Elgin County businesses. It enables local
businesses to promote themselves online, and allows
visitors to see what Elgin businesses have to offer. While
ithas seen some success, in its current state, the Virtual
Tradeshowhas not been as popular as originally
expected.
While the implementation of the Virtual Tradeshow has
not met expectations, the core concept remains valid.
The Virtual Tradeshowcontinues to have the potential of advancing goals for both the Land
and Space and the Economic Gardening Program by acting as an advertisement for the
opportunities in Elgin County and as a promotional channel for existing businesses. Provided
the following recommendations for improvement are implemented:
At this time the tradeshow has few companies participating which gives the incorrect
perception that there is not muchbusiness going on in Elgin County. The reason for
the lack of participants has been the cost of adding a new business. In order to
improvethe Virtual Tradeshow, it will be necessary to lower the cost of adding a
business, to make it easier to access information and to encourage companies and
visitors to participate.
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One of the primary factors in the cost of adding a businessis the technology that
powers the Virtual Tradeshow: Flash. Changing content in Flash requires special tools
and expertisethatElgin County doesnot have in-house. Redeveloping theVirtual
Tradeshow without Flash—that is, on a content management system (CMS)
platform—would enable staff to add businesses quickly and easily themselves.
In its current configuration the Virtual Tradeshow is also difficult to access and
navigate. The Virtual Tradeshow needs to provide quick access to viewing many
businesses, browsing them, sorting them or searching them through a user-friendly
navigation experience.
Lastly there is a lack of awareness of the Virtual Tradeshow. Yfactor developed a
Virtual Tradeshow Promotion Planin January 2011; Elgin should execute key
recommendations from that planincluding twitter promotions, inclusion in
—
newsletters, premium sponsorships, and morewhen the redeveloped tradeshow is
—
launched.
Tradeshows and Conferences
A review of previously attended conferences attended has been conducted. Some continue
to be of interest and some new ones should be explored. In all cases it’s important to be
aware that attendance at a tradeshow or conference marks the beginning of a potential
relationship. The event offers an opportunity to Elgin County to increase the size of their
network, their prospect list, their partner list, realtor list, developerlist, media list and so
forth. However, it is the ongoing follow up work that will turn that prospect into a new
business location.
Recommended Conference Schedule
CanWEA is the Canadian Wind Energy Association. The annual conference draws 2500
delegates and over 250 exhibitors.
Dates: October 3-6, 2011
The Canadian Solar Industries Association (CanSIA) expects 5000 delegates to attend their
annual conference in Toronto. Delegates include solar industry members, developers,
builders, government, media, installers and manufacturers.
Dates: December 5-6, 2011
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SIAL Canada is an international tradeshow dedicated to food industry professionals which
targets the North American market. Each year, over 530 agrifoodexhibitors and 12,000
professionals come together for this uniting event.
Dates: May 9-12, 2012
SIOR is “The SOCIETY OF INDUSTRIAL AND OFFICE REALTORS®is the leading professional
commercial and industrial real estate association with more than 3,000members in more
than580 cities in 28 countries”. SIOR has an Ontario chapter. Elgin County has the
opportunity to join SIOR and network within the organization for the purpose of building
relations with realtors and adding them to the list. SIOR has multiple events including
international conferences. We recommend attending local Ontario events for the first year
and then making a determination if an international event may be worthwhile.The purpose
of all SIOR activities for Elgin County is to increasethe list of commercial, industrial realtors
for ongoing communications.
Dates: September 2011: Fall Seminar and May 2012 Golf Classic
Partnership with St Thomas EDC
Partnership with the St Thomas EDC for familiarization tours and other joint promotional
activitiesis always encouraged and can provide opportunities for extending the reach and
budget of both organizations through joint projects. Further cooperation and discussion will
be of benefit for various projects discussed in this plan.
Advertising
The purpose of advertising in the EDCO directory is to be easily found by site selectors and
businesses already interested in locating in Ontario. The directory has a physical distribution
of 9000 copies to Site Selection subscribers, Canadian embassies and consulates, Canadian
Trade Offices, SIOR and other industry events. It also has an electronic distribution of
168,000+ through SiteNet and fDI magazine websites.The goal of advertising in EDCO is to
create enough interest that a prospect would go to the website.
It is recommended that a unique URL be used in the ad, directing a visitor to a unique
landing pageto better track EDCO advertising results.
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Community and Municipal Profiles
Elgin County has invested and successfully distributed practical printed, community and
municipal profiles in a branded folder. These profiles provide a comprehensive yet quick look
at the opportunities for investment, the key reasons forlocating in Elgin County, the quality
of life and feature further information about each of the municipalities. The profiles are to be
used in conferences and in bid submissions. They information contained should be reviewed
and updated every 2 years.
Content and Press Releases
The creation of content including photos, text, stories, news and press releases is an
ongoing task that creates the material required for effectively developing a communications
program that will enable Elgin County staff to foster relations with prospective site selectors,
business owners, ministry staff, relevant networks, realtors and developers. In a world in
which the amount of information continues to grow exponentially, it is critical to have a
program that makes it possible to stay “top of mind” with interested parties.
Developer/Realtor promo and social media
A targeted communications program will be developed specifically to keep developers and
realtors informed about land and space opportunities in Elgin County. The communications
program will include email and social media with a focus on promoting available space.
Part of this program will entail the ongoing management and extension of the list of
industrial and commercial realtors and developers.
Search Engine Optimization
Search engine optimization (SEO) is the process of improving the visibility ofa website or a
web page in the highly desired "natural" or unpaid search results through higher ranking. To
continually rank high on various search engines, SEO requires an ongoing commitment and
a combination of methods.
As most space searches begin online, having high rankings on specific phrases can lead to
an increase in targeted traffic and increase the number of inquiries.
After a functional, content and organizational review and update of the Progressive by
Nature website, it’s recommended that Elgin develop and implement a search engine
optimization (SEO) strategy to generate traffic from Google and other search engines. The
last SEO strategy was completed in 2008; since then, there have been many changes to
both Elgin’s websites and the field of SEO. A new SEO strategy can help Elgin receive better
targeted, organic web traffic from specific audiences.
It’s recommended that Elgin start by implementing basic, on-page SEO of five important
webpages. These webpages should be selected based on relevance to the economic
development strategy and traffic potential. The following five pages should be targeted:
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Creative Economy:Creative workers are more plugged-into the web and social
media than average. Targeting these people, who may be looking for relocation
options, is a natural fit.
Land and Space Features: Site selectors and business owners very often look to
the web to inform their location decisions. Optimizing a key property page (e.g. Elgin
Innovation Centre) for search will better connect with these people.
Business Resources: It is also critical to target those members of the local
community that may be looking for help and are notaware of the resources and
services that the County provides.
Employment Resources: This new section will need promotion; the new skills
portal to which this page links will benefit from additional traffic as well.
Local Food Facts: This page, on the Savour Elgin site, will have many SEO-ready
terms and phrases relating to local food that will be particularly relevant to residents,
restaurants, and institutions.
As a second phase of search engine optimization, it is recommended that Elgin review its
priorities and web stats to select one or two pages for advanced optimization through an
off-page linking plan. This wouldenable specific pages to rank much higher in Google and
other search engines for highly targeted keywords.
Memberships
Currently members of SWEA and SCOR, we recommend that Elgin Countymaintains these
memberships but seriouslyexplores opportunities to expand investment attraction activities
to increase the long-term value of membership. It may also be beneficial for Elgin County to
learn more about OCTA as this organization has an investment attraction mandate.
The Southwest Economic Alliance (SWEA) works on various fronts to create collaboration
amongst its members for the purpose of economic development. Many of SWEAs current
initiatives aren’t direct investment attraction initiatives and it may be up to Elgin County to
identify opportunities for partnerships within SWEA and take a leadership role in organizing
joint activities, such as tradeshows or conferences. SWEA has recently formed a strategic
alliance with SCOR.
According to their website statement: “The South Central Ontario
Region (SCOR) Economic Development Corporationiscomprised of
the County of Brant, Elgin County, Middlesex County, Norfolk County
and Oxford County. The South Central Ontario Region (SCOR) Action
Plan and a Memorandum of Understanding have been developed and
approved by participating Counties. SCOR is working with representatives of the Province of
Ontario and the Government of Canada to develop a long-term economic development
diversification strategy for the region, and to address other priority needs.”
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Their major current initiative is the launch of a Business Portal which is mostly focused on
local prospective entrepreneurs and existing businesses. It is unclear how this portal is
being marketed or what the potential benefits for Elgin County may be. Contact information
for Elgin County Economic Development includes only an email address, no name and no
website link.
According to their website statement: “The Ontario Clean Technology Alliance is well
positioned to take advantage of Canada’s projected 117% growth between 2010 and 2012
in the clean technology sector. As a global centre of excellence and opportunity for
renewable energy and environmental efficiency, the province of Ontario supports over 2,800
environmental industry companies that generate approximately$7 billion in revenue and
employ over 65,000 people.”
OCTA members include regional, city and government members. OCTA is engaged in joint
Foreign Direct Investment initiatives and active investment attraction.
FDI Program
The foreign direct investment (FDI) program will be created to look for specific properties
that may be of particular interest to foreign businesses.Due to the high cost and sustained
effort required for foreign investment, it is highly recommended that this program considers
extensivepartnerships or collaboration with other municipalities, potentially through
organizations such as those introduced above. To increase the likelihood of success, theFDI
program should focuson specific target markets in addition to specific properties, such as
target Dutch firms that may be interested in Elgin land for greenhouses.
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Economic Gardening Program
Introduction
Traditionally, the attraction of new businesses to a
community was considered the ideal—and sometimes
only—method of encouraging economic growth. However, it
is now recognized byeconomic development practitioners
and academics that this method does not guarantee long-
term stability as firms may move out when incentives dry
up or if they find a better location. It is also a difficult
method to implement as many municipalities try to attract
the same large firms and tremendous effort has to be put
towards marketing a community to potential site selectors
and businesses. Lastly, there are a range of factors in
location decisions that cannotbe controlled – including wages, access to raw materials,
transportation infrastructure, internet access, and more.
In contrast, focusing on growing the existing, local business community provides another
alternative to economic growth. This is where theconcept of Economic Gardening
champions the cause for a holistic approach to long-term, sustainableeconomic growth.
Economic gardening is tactically more efficient than attracting newexternal businesses:
Residentsand businesses are already located herebecause they want to be here. They do
not have to be convinced to move and settle in a new location.
For Elgin County “Economic Gardening” is comprised of abroad set of actions that work
together to create a fertile climate for prospective entrepreneurs and for existing
businesses. These actions include developing close relations with existing businesses,
building a workforce for the future while providing opportunities for local teens to stay in
Elgin County, increasing awareness and sales of local food, thereby supporting the local
food industries and creating networks and linkages that feed information and connections to
local business, helping them access new opportunities and become stronger companies.
The following programs work in tandem as part of Elgin County Economic Gardening:
Business Retention &ExpansionProgram
Workforce Program
Local Food Program
Networks
More information about each of these follows:
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Business Retention & ExpansionProgram
The true value of a business retention and expansion (BR&E) program lies in the fostering of
a healthy business environment. Agglomeration and growth pole theories both demonstrate
that similar firms tend to co-locate. Creating relationships to understand the concerns of
local business while creating opportunities for the expansion of local firms can have a direct
impact on the local economy while also indirectly creating opportunities for the attraction
and creation of new opportunities.
A key element of any BR&E program is
being available and being attentive to the
needs of the local business community.
Working in tandem with organizations,
Chambers of Commerce,and BIAs is an
important part ofsupporting the retention
and expansion of local businesses.
The Elgin County BR&E Program consists of
the following initiatives:
BR&E Plan
Communications (Web, Social Media, email)
Business Survey
Christmas e-Blast
Conference Series
Business Directory
Elgin St. Thomas SBEC Partnership
As described below:
BR&E Plan
The BR&E program is a critical and integral part of this next step in the economic
development of Elgin County. As no formal BR&E program exists at this time, it is
recommended that a practical BR&E plan be created.
Best practices in developing, implementing and managing a BR&E program must be
identified and then mapped against the needs of Elgin County to develop a successful
program that includes extensive communication with the local business community as well
as multiple opportunities for two-way communications. Existing literature as well as
comparison communities should be researched and contacted to provide benchmarks and to
learn what works and what doesn’t.
The plan should include a comprehensive communications strategy including potential
events that have worked well in other communities, website resource requirements, a social
media program and an email communications program.
The plan should also include a draft of an annual business survey.
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Communications (Web, Social Media, email)
Regular, effective and valuable communications will help to foster relations with the local
business community. Through website resources, social media and email, this initiative will
entail the creation, publication or dissemination of the communications program.
Business Survey
An annual business survey not only provides valuable insight to the economic “pulse” of the
community by identifying business satisfaction and growth projections, it also shows
businesses that someone is interested in them and creates the first point of contact for
interaction. Most business surveys are brief and can be disseminated in partnership with
organizations such as Chambers.
Christmas e-Blast
Once an email list of local businesses has been collected, an annual email sharing latest
statistics and wishing happy holidays can be rolled in withregular communications.
Conference Series
A successful conference series has been in launched including the well attended, March
2011, Nurturing the Harvest event. Conference events provide an opportunity for Elgin
County to meet with many business owners and can be used to learn more about local
issues while providing value and helping businesses grow. It is recommended that the
conference series be continued.
Business Directory
The business directory provides a quick way to find local businesses or to research density
of business types. It remains an important part of the website as prospective investors are
apt to use it for their research.
Elgin St. Thomas SBEC Partnership
The Elgin-St. Thomas Small Business Enterprise Centre helps small
business owners and entrepreneurs to succeed in the business market.
The Centre is a partnership between Elgin County Economic
Development, the Elgin Business Resource Centre, the St. Thomas
Economic Development Corporation and the Ministry of Economic Development and Trade.
The Small Business Enterprise Centre offers business owners and entrepreneurs:
Free business counselling
Networking and professional development opportunities
Business registration
This successful initiative should be continued.
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Tourism Directional Signage
The Economic Development department and the Department of Engineering Services jointly
administer and implement the Elgin tourism signage program. The objectives of the
program are to elevate Elgin County’s tourist destination image, inform Elgin County’s road
users of tourism operations and attractions, provide roadway directions to Elgin County
tourism operations, increase the frequency and quantity of tourism visits by:
Providing consistent tourism signage information to road users;
Improving the management and delivery of tourism signage to customers;
Protecting the safety of road users;
Minimizing additional road maintenance costs;
Recovering program operating costs.
Workforce Program
Economic conditions in Ontario have changed tremendously over the past several years
since the writing of Elgin’s 2007 Economic Development and Tourism Strategic Plan. The
most painful change has been the significant job loss in the manufacturing sector.
Meanwhile other sectors have gained jobs.
As workforce demands continue to evolve and
change, it is important for Elgin County to
understand these changes and to worktogether
with the community to prepare the workforce for
shifting requirements and opportunities.
The necessity for continuous learning and
workforce adaptation makes it increasingly importantthat Elgin County supports and
communicates the available resources and opportunities for ongoing learning, skills
upgrading, and other development initiatives in the County.
The following tactics comprise the Elgin County Workforce Program:
Training Portal
Youth Projects
Web-based Promotion
Local Business Workshops and Events
More information about each of these follows:
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Training Portal
As recommended in Part 1 of this strategy, it will be necessary to Engage and Reinforce
Life-long Learning(Millier Dickinson Blais §7.1.3) by:
Accessing research on the changing nature of occupations in the creative rural
economy and communicatingthe available opportunities to the workforce.
In conjunction with the EMO Workforce Planning and Development Board, developing
a skills, needs, and inventory web portal for employees and employers.
Developing an online training portal including a listing of information on training
programs or learning centres in the cultural sector and targeting this information
towards residents interested in new careers and enhancing their skills.
The online training portal will address this recommendation, providing a valuable resource
to all existing businesses and prospective entrepreneurs at the same time. It is anticipated
that the training portal can evolve further through partnerships with training firms, tutoring
organizations, secondary and post secondary academic organizations and institutions.
Youth Projects
As recommended in Part 1 of this strategy, initiatives focused on connecting youth to
creative industry opportunitiesshould be established(supporting the objective Engage and
Reinforce Life-long Learning;Millier Dickinson Blais §7.1.3) by:
Using the model of the Fusion Youth Activity & Technology Centre in Ingersoll to
develop a similar centre in Elgin County to encourage youth to engage in creative
industries and entrepreneurial activity, in turn giving them a sense of belonging in
the community and mitigating youth-outmigration.
Connecting secondary schools and businesses in the County to increase the number
of cooperative education placements.
Supporting “Kids to Careers” Days with local and regional partner organizations.
The Youth Projects should be managed and supported by web and social media programs. A
Youth portal can provide the central information repository about programs as well as
providing a place for two-way conversation through blog or forum discussions. It can
provide an event calendar and direct links to partner organizations.
Web-based Promotion
The creation of these web portals and information kits is the first of multiplepromotional
actions which need to be undertaken. Simply developing the programs is insufficient; the
local community needs to be made aware that they exist. There are various channels
through which Elgin can advertise and promotethese programs. For instance, Kids to
Careers Days can be promoted throughout local schools. Networking opportunities among
local businesses and schools can be encouraged through special presentations at high
schools.
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Information about the web portals, whose purpose is to support long-term learning, should
be promoted through partner organizations, media coverage and information dissemination
through Elgin’s growing business and stakeholder email lists.
Local Business Workshops and Events
Events such as Bridges to Better Business help to foster business networking, increase
business knowledge and provide local businesses with new ideas that they can take back to
improve or grow their own businesses. It is recommended that Elgin County continues to
participate in these events and works to identify events or opportunities for connecting
prospective employees and youth with existing businesses.
Local Food Program
‘Pride of place’ is essential to grow
and promote creativity and
innovation from within the County;
one of Elgin’s economic strengths is
agriculture and the local foods that
result. Elgin County has over sixty
restaurants as well as many food and
drink and agri-tourism businesses;
encouraging residents, restaurants,
and institutions to use local foods
nurtures pride of place and results in
a wide rangeof other benefits including stronger local businesses and stronger supply
chains.
The Elgin County Local Food Program consists of the following tactics:
Local Food Plan
Resident Education (Info dissemination)
Communication (Web, Social Media, email)
Classroom Education
Restaurant/Institutional program
Local Food event
Local Food Map
Further information about each of these follows:
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Local Food Plan
Due to the importance of this program, it is recommended that a program plan be
developed. Research is to be conducted into local food programs operating in other
municipalities, including a look at best practices and activities. Based on the results of the
research and a look at Elgin’s existing local food organizations, local food information
channels and local food programs, the plan will be created. All three audiences: residents,
restaurants, and institutions, are to be considered in the development ofthe plan.
Resident Education
The goal of this activity is to inform residents of the health and economic benefits of buying
local. It will also be important to make it easy for residents to purchase local foods.
Information channels should include print,online, maps, local food events, farmers’
markets.
The creation of local recipes can further encourage local food purchases and these recipes
can be promoted on websites such as Savour Elgin.
Communication (Web, Social Media, email)
Regular, effective andvaluable communications will work to share information about local
food, what’s in season and where to get it. Through website resources, social media and
email, this initiative will entail the creation, publication or dissemination of the
communications program. Target audiences will include residents, food producers,
restaurants, institutional food buyers and other that involved in the local food cluster.
Classroom Education
Working with school boards, a classroom education kit can be developed for teachers. The
kit can be geared to providing quick and easy information about the health benefits, about
seasonality and about where to purchase local foods. The kit should be designed to be easy
to take home and encourage kids to show their parents and then get online for further
information.
Restaurant/Institutional program
The purpose of this program is increase volume purchases
of local food by volume buyers. To do this it will be
necessary to formalize food grower’s processes, create
inventories and cost databases. A research or order portal
for chefs can make it easier for them to learn about and
purchase local foods. Familiarization tours and tastings for
chefs and institutional buyers can introduce them to local
foods.
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Local Food event
A local food event can provide a venue for sampling and tasting that can draw a wide range
of residents, increasing community wide knowledge about local food and an opportunity to
distribute information to further support local food producers and processors.
It is recommended that a local food event, such as Fresh Fest, beenhancedto achieve
these objectives.
Local Food Map
While residents may consider buying local, they may be turned off the idea promptly if it
becomes difficult to realize. We recommend making it as easy as possible for them,
providing information on seasonality, events, markets and maps that show where to buy
direct. The local food map should be an online, web-based and data-driven product that can
easily be updated.
Networks
The creation of social and business networks lies at
the heart of Elgin County’s Economic Gardening
program. Leveraging local talent, experience, and
expertise to foster the development of a nurturing
business environment is a key objective.
Therefore, networks have to be viewed as not only
a tactic to leverage local opportunities but as a
cornerstone for long-term economic growth.
The tactics that form this portion of the Economic Gardening program are:
Listing & Communications Plan
Post Secondary Linkages
Ambassador Program
Local Association Memberships
Program Development
They are described below:
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Listing & Communications Plan
Elgin County is full of talented people and creative businesses; bringing them together can
enhance creativity and build relationships that benefit both individuals and the community
(Millier Dickinson Blais §7.1.1). As recommended by Millier Dickinson Blaisas actions to
reach the strategic objectiveofEnhanced Networking, Elgin should:
Create an inventory of existing networking opportunities including government, art
councils, not-for profit-volunteer organizations, business organizations etc.
Seek opportunities to co-sponsor events and learning sessions with existing clubs
and associations in the County such as The Elgin County Federation of Agriculture,
Rotary Club, and the Elgin 4-H.
Growing social networks and business networks is an essential component of economic
gardening. Advertising through County newsletters, emails, and personal calls are part of
the primary level of interaction. In addition to this, important news and results of
networking sessions can be promoted through local newspapers, radio stations and social
media channels. Spreading information on a regular basis is important as it will show a
commitment to the program and community members will see the programs’ progress.
The purpose of the plan is to create the inventory and to provide a list of action steps, along
with a communications program and identification of opportunities for developing relations
with relevant organizations.
Post Secondary Linkages
Elgin is surrounded by excellent research
institutions specializing in various sectors of
interest, including:
University of Western Ontario (London),
Universityof Guelph (Ridgetown Campus),
Niagara College (St. Catharines) and
Fanshawe College (St. Thomas).
Each of these institutespresent channels forconnectingto researchers and talent.
Attracting such talent to Elgin can have positive economic returns forElgin County.
Recommendations from Millier Dickinson Blais’ report (§ 7.1.3) for the strategic objective
Strengthen Linkages to Research Institutionsinclude:
Connect regional research institutions and post-secondary institutions with research-
oriented businesses to develop opportunities for cross-pollination and sharing of
resources. The Business Retention & Expansion initiative can help Elgin understand
and identify potential linkages.
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Forge linkages with research institutions and post-secondary institutions in areas of
need such as specialized crop research. Farmers engaged in plant and crop related
research and plant propagation such as those investigating growing new kinds of
crops require stronger connections with regional research institutions (University of
Guelph and University of Western Ontario) focusing on seed and crop research.
Pursue opportunities for partnerships with Ridgetown Campus – University of Guelph
as it relates to on farm apprenticeship and mentoring programs.
The role of ElginCounty in this regard is to act as a node. The County’s responsibility is to
get people talking about the opportunities identified. Hosting work sessions, seminars and
information presentations (developed with the institutes) will begin to demonstrate the
importance and effectiveness of these relations to local entrepreneurs, community members
and business owners. Being aware of new ventures and trends in the market will also assist
in identifying potential opportunities whereby local businesses can be paired with research
facilities and experts.
Ambassador Program
The Ambassador Program has received excellent support and
been successful to date. It is recommended that Elgin County
build on this program by identifying some of the most
influential business leaders and defining opportunities for
them to present to other local business, represent Elgin with
local government and otherwise promote business
opportunities inside and outside of the County.
Further the Ambassador Program should be reviewed and
expanded to develop a regular BR&E visitation program where
selected “Local Ambassadors” participate in sharing
information about Elgin’s Business Resources and business
support with existing businesses.
Local Association Memberships
Elgin County currently supports selected local business associations through membership
and, in some cases, sponsorship. These memberships serve to strengthen the network and
the ability for Elgin County to foster business-government relations, identify opportunities
for growing the local economy and provide relevant resources to existing businesses. It is
recommended that these memberships continue.
Program Development
Upon completion of the Listings and Communications Plan it is anticipated that a small
budget will be required to develop and implement this program. At this time we expect
program development will include list building, communications, content development and
publishing and participation at selected events.
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People & Places Program
Introduction
The previous two sections have detailed programs for promoting Elgin’s land and spaces and
for fostering local entrepreneurship and supporting local businesses. Those programs deal
with attracting investment and supporting local businesses and people; the People & Places
program supports both of these efforts by focusing on the promotion of Elgin County’s
‘quality of place’.
‘Quality of place’ is increasingly being recognized as a key factor in attracting talented and
creative people to a community, who in turn create and attract business investment.
Creative people want and need to feel at home and connected to the community,in which
they live, work, and play. They valuediverse cultural experiences, unique heritage and easy
access to thenatural environment.
Creatinga high-quality place is beyond the jurisdiction of economic development. Promoting
the quality of place that exists is the task at hand.
Fortunately, Elgin County has numerous qualities and features that give it a competitive
advantage when it comes to attracting those creative professionals to whom quality of place
matters. This program outlines the activities and initiatives Elgin needs to embark on to
focus it’smessaging and connect with target audiences.
The Elgin County People and Place program consistsof the following tactics:
Quality of Life
Heritage and Public Places
They are described below:
Quality of Life
With an excellent agricultural quality of life, Elgin has a strong asset to promote.
Strategically, the best way to promote the existing quality of life is to let real people tell real
stories – stories that will affect prospective target
audiences on an emotional level.
The following will need to be done:
Content/Stories
Outreach (Media and PR)
Social media and SEO
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Content/Stories
Residents will need to be recruited to share their stories: why they chose to move their
families to Elgin County, what theirlife is like now, how they are successful, how they
manage their careers and why they wouldn’t move away under any circumstances. Stories
should be recorded on video, photos taken and text versions created
Outreach (Media and PR)
Once an inventory of stories has been created, it becomes important to share the stories
widely, touching the hearts and souls of creative individuals longing for a change in their
lifestyles.
Naturally stories should be disseminated to existing mailing lists and published on existing
websites, but we recommend a media and public relations (PR) program be developed to
increase reach. The media and PR needs to include developing media lists, media relations
and implementing a disciplined PR strategy for the purpose of getting stories published in
large urban newspapers and national magazines.
An important aspect of actively engaging in media is tracking how effective the media
strategy is. This is done through media monitoring. Firms that specialize in monitoring
media will providereports and copies of stories that have been printed or reprinted.
Social Media and SEO
To create relationships with targeted creative class individuals, for example lawyers or
engineers or consultants, social media can be used effectively to share stories, extend
invitations for visits, encourage two-way discussion, share photographs or otherwise engage
prospects to tour the region and explore the possibility of moving themselves or their
family. A targeted social media campaign can be used to develop relationships with people
that are otherwise very difficult to find.
Search engine optimization (SEO) is the process of improving the visibility of a website or a
web page in the highly desired "natural" or unpaid search results through higher ranking. To
continually rank high on various search engines, SEO requires an ongoing commitment and
a combination of methods.
A unique SEO program will need to be designed specifically to find people that are
conducted searches with an interest in changing their quality of life.
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Heritageand PublicPlaces
Places and spaces create a communities atmosphere and
charm, adding to the quality of life experienced by
residents and visitors. They also work to attract creative
class individuals.
This program includes tacticsfor:
Heritage Program
Public Art Initiative
Heritage Program
Heritage buildings and places are one of the key aspects of a community that contribute to
its quality of place. They can enhance a community’s appeal by providing a connection
between the present and past; heritage buildings can be a visitor’s first clue that the area
has a rich history.
Elgin County has a large number of heritage buildings. The protection and promotion of
these edifices will help Elgin attract thosecreative professionalswho value these features of
the rural landscape.Elgin needs to ensure that heritage buildings and places continue to
feature prominently in its landscape and thus can continue to help build a sense of place.
Initiatives that Elgin should institute and/or support include those dedicated to the advocacy
and supportof heritage places in the community.
As part of this program we recommend that ElginCounty:
Encourage the use of undesignated heritage buildings
for retail/commercial uses.
Work with existing Business Improvement Areas to
promote retail and façade improvements of heritage
buildings.
Suggest the inclusion of heritage community
improvement plans in the Official Plan and work with
the lower-tier planning departments to implement a heritage community
improvement plan across the County.
Organizeheritage days/tours/artisanal tours for visitors to and residents of Elgin
County.
Work with the Elgin County Archives Manager to create a Historical Society with the
goal of educating local residents about local history.
Utilize the County’s inventory of designated heritage buildings to create heritage
walks/heritage tours of Elgin’s historic places.
Look for opportunities to combine organization and promotion of these tours with the
Elgin Arts Trail.
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Public Art Initiative
Public places for gathering and interacting can foster new connections between those who
may not move in the same professional or interest-based networks, and can strengthen
existing relationships.
Supporting the strategic objective of Creating Engaging Public Places(Millier DickinsonBlais
§7.1.2), Elgin County should focus its efforts on supporting existing public places and
enhance the use of public places through a public art initiative.
For example, Elgin County should work with local arts organizations to develop a public art
andperformance initiative to enable residents and visitors to connect with local artists,
artisans, and performers. The visual art aspect of this initiative could be done in association
with the Elgin Arts Trail.
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Projects that Support All Programs
Introduction
Extensive thought and time has been invested in multiple initiatives to grow the Elgin
County economy over the past years. It is our recommendation that all new programs are
implemented with as much continuity and adaptation of existing initiatives as possible -
where it makes practical sense.
The following projects support all three new programs and will be continuations of past
initiatives.
Year in Review
Awards Submissions
Newsletters
Website DNS & Service Plans
Website Review and Update
Branded Merchandise
Printing
Memberships
Advertising- Print
Further information about each one follows:
Year in Review
This annual publication compiles the results and highlights of the achievements of the Elgin
County Economic Development and Tourism department.It acts as an important
communications tool, informing partners, stakeholders and prospective investors of the
commitment, activities and results achieved.
Awards Submissions
To gain recognition in the industry, Elgin
County regularly submits it’s most creative
and best campaigns and programs to
marketing awards held by EDCO, EDAC and
IEDC. In the past few years, Elgin County has
been recognized for its outstanding work by
all three organizations, winning a range of
awards. Winning awards is important to
continue to foster the support of stakeholders, the media, local residents and Elgin County
staff. A win also allows for an opportunity to celebrate and for the creation and
dissemination of a positive news release, providing another opportunity to stay “top of
mind” with ministry officials, media and prospects.
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Newsletters
The creation and dissemination of the Elgin County newsletter is an ongoing project that
should be continued. The newsletter provides an opportunity to tell success stories, share
business resources and provide information about how the County can help businesses
invest and grow.
Website DNS & Service Plans
To operate the websites, annual fees apply. These fees cover the registration of the website
address, the hosting of the website, license fees, technical support and maintenance
services.
Website Review and Update
The original website at
www.progressivebynature.comwas launched in
2008. Since then a visual facelift has been
completed but a significant content review is now
required. There are also technical issues with the
current website. Due to the shift in the strategic
direction described in this report, we recommend
a comprehensive review of the functionality,
contentand organizationof the current website.
Specifically:
Functionality
ProgramNew FunctionalityRecommended Placement
Land and
Land & space featured propertiesRemoveexisting software tool
Space
Economic
Training PortalSeparate portal linked from new
second-level section on PBN under
Gardening
Resources called ‘Employment Resources’
Local food research/order portal for chefs and Separate portal linked from Savour
institutions including inventoriesElgin site and PBN page Buy Local, Buy
Fresh
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Content and Architecture
Thefollowing table summarizes additional web content recommended as part of this plan.
ProgramNew ContentRecommended Placement
Land and
List of economic development and planning tools, New second-level section under
initiatives and programs available to businessesResources called ‘Planning Resources’
Space
Value-added planning tools and information
Press releases to promote key propertiesEnhanced subpages of Land and Space
page
Information for targeted FDI marketsEnhanced subpages of Key Sectors
page
Economic
Business support and education resourcesAdd to current Business Resources page
Gardening Answers to common business questions
Links to business support resources
Internal business communicationsAdd sign-up form to Business
Resources page
List of available occupation opportunities New second-level section under
Resources called ‘Employment Resources’
Online training portal with list of training
programs, learning centres, etc.
Portal for engaging youth in creative industries Separate portal called ‘Elgin Youth
and entrepreneurism (in the model of the Fusion Centre’ (final name TBD) linked from new
Youth Activity & Technology Centre)second-level page under Initiatives called
‘Youth Portal’
“Kids to Careers” Days informationNew second-level page under Initiatives
called ‘Youth Portal’
‘Elgin Youth Centre’
List of research-oriented institutions and Subpage or sub-section of Business
businessesDirectory page
Local food information including maps, seasonal New top-level section on Savour Elgin
availability, and health benefits (possibly in site called ‘Local Food Facts’
conjunction with Savour Elgin) for residents and
Link from Buy Local, Buy Fresh page on
restaurants
PBN
Downloadable local food classroom education New subpage of ‘Local Food Facts’
information kitsection on Savour Elgin
FAM tour information and request form for New subpage of ‘Local Food Facts’
restaurants/chefssection onSavour Elgin
Local recipe cookbook: online recipes and link to Enhanced Recipes pages on Savour
buy printed book (in conjunction with Savour Elgin)Elgin
Networking opportunity inventoryAdd to current Business Resources page
Information on ‘Grow Elgin’ talksNew second-level page under Initiatives
called ‘Elgin Talks’
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People &
Information about local events/programs New second-level section under Visitors
(Communities in Bloom, public art projects, photo Guide on Elgin Tourist site called ‘For
Places
galleries, etc.) for residentsResidents’
Added to tourism Attractions Calendar
Sections for specific creative class target New sub-page under Key Sectors called
audiences‘Creative Economy’
Stories aimed at attracting attentions of major Across PBN site including under Key
mediaSectors and links from Profile
Information on heritage days/toursNew third-level page under ‘For
Residents’ on Elgin Tourist
Added to tourism Attractions Calendar
Below is a representation of a draft public architecture of the Progressive by Nature website
indicating changes needed to match new content and tools. Grey boxes indicate existing
pages. New, updated, and enhanced pages are highlighted in orange. Further detail will be
developed when this project is implemented.
Home
Our
ProfileKey SectorsInitiativesResources
Communities
Business
AgribusinessSCOR
Resources
(enhanced info)
Energy &
Sustainability
Environment
Employment
Resources (new;
link to skills
ManufacturingFilm
portal)
Ambassador
Planning
Tourism
Program
Resources (new)
Elgin Youth
Creative
Land and Space
Centre (new; link
Economy (new)
(link to
to youth portal,
inventory;
'Kids to Careers'
enhanced info)
subpage)
Business
Buy Local, Buy
Directory
Fresh (link to
(enhanced info;
order portal,
merged Virtual
Savour Elgin)
Tradeshow)
Elgin County
Partnerships
Conference
Series
Documents
and
Downloads
Elgin Talks (new)
Contact Us
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Branded Merchandise
From shirts and pens to umbrellas and USB sticks, Elgin County will continue to need
branded merchandise for tradeshows, conferences and local events. Branded merchandise is
an effective method for creating a lasting token that people use and keep for a long time,
often looking at the logo and making a connection to Elgin County.
Printing
Various printed materials will need to be produced from postcards or flyers to brochures or
information packages. While more and more documents are now produced and published
online for self-printing, there remains a requirement for some paper-based printed
promotional and informational materials.
Memberships
Association memberships such as the Economic Development Council of Ontario, the
Economic Developers Association of Canada and the International Economic Development
Council provide a means of staying abreast of economic development trends and provide
opportunities for staff learning and training. It is recommended that memberships in these
organizations be maintained.
Advertising- Print
A variety of targeted magazines are currently being used to advertise the opportunities of
Elgin County to prospective businesses and site selectors. The print advertising budget has
undergone a preliminary review and it has been determined that advertising will be stopped
in some publications and will continue in selected publications. The overall print advertising
budget is expected to remain stable but the allocation of print advertising dollars is likely to
shift as detailed planning for the three programs is developed.
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Human Resources
The recommendations in this report stretch some of the proficiencyof the economic
development department as many new skills will be required to successfully implement
these programs.
To implement the new strategic programs outlined hereinin the most effective manner, it is
recommended that Elgin County considers assigninga program lead for each program. This
tactic will make it easier to enhance expertise through specific training on skills required for
the respective program.
The following capabilities will be required:
Land and Space program:
Needs to be detail oriented
Big picture understanding
Comfortable working with data
Able to make connections
Salesskills/training required
Economic Gardening program:
Needs to be flexible
Spend time on road (for example,visiting businesses)
Gather and enter informationin database
Develop connections
Maintain contacts
Wear many hats
Workforce and BR&E skills/training required
CRM skills required
Places and People program:
Needs to be diplomatic
Comfortable with political advocacy
Network development
Media and public relations skills/training required
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Budget
The 2011 figures represent projects that are being undertaken in the second half of the
year. These projects are within the Council approved budget. Please note that this budget,
particularly 2012 to 2014, is for guideline purposes only and that the content is subject to
change. This is the gross budget and does not take into consideration project revenue.
Except for directional signage, Tourism initiatives are not included in this budget plan.
2011 (2H)201220132014
LAND AND SPACE
Land and Space Inventory
Employment Land Strategy & Inventory$10,000.00$25,000.00$0.00$0.00
Inventory data upkeep$0.00$2,000.00$4,000.00$4,000.00
Sector/Space Matching$0.00$8,000.00$0.00$0.00
Web-based Inventory updates$0.00$0.00$3,000.00$3,000.00
Land and Space Promotion
Virtual Tradeshow Revision$11,000.00$0.00$2,000.00$0.00
Tradeshows & Conferences$6,000.00$17,500.00$17,500.00$17,500.00
Partnership with ST. Thomas EDC$3,500.00$2,000.00$2,000.00$1,000.00
EDCO Directory Ad$0.00$7,500.00$7,500.00$7,500.00
Community/Municipal Profile updates$0.00$0.00$6,000.00$0.00
Content/Photos/News/Press Releases$0.00$5,000.00$5,000.00$5,000.00
Developer/Realtor promo & social media$0.00$5,000.00$5,000.00$4,000.00
Search Engine Optimization$0.00$0.00$3,800.00$3,600.00
SWEA Membership$0.00$4,000.00$4,000.00$4,000.00
SCOR Membership$0.00$5,000.00$5,000.00$5,000.00
FDI Program$0.00$0.00$25,000.00$30,000.00
Land and Space Subtotal$30,500.00$81,000.00$89,800.00$84,600.00
ECONOMIC GARDENING
Business Retention & Expansion Program
BR&E Plan$22,000.00$0.00$0.00$0.00
Communication (Web, Social Media, email)$0.00$10,000.00$10,000.00$10,000.00
Business Survey$1,500.00$2,500.00$2,500.00$2,500.00
Christmas E-Blast$1,000.00$1,000.00$1,000.00$1,000.00
Conference Series$7,000.00$16,000.00$16,000.00$16,000.00
Business Directory$0.00$2,400.00$2,400.00$2,400.00
Elgin St. Thomas SBEC$0.00$35,000.00$35,000.00$35,000.00
Tourism Directional Signage$45,000.00TBDTBDTBD
Workforce Program
Training Portal$0.00$4,000.00$4,000.00$4,000.00
Youth Projects$0.00$0.00$4,000.00$5,000.00
Web-based Promotion$0.00$0.00$5,000.00$5,000.00
Local Business Workshops and Events$5,300.00$6,500.00$6,500.00$7,000.00
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Local Food Program
Local Food Plan$5,000.00$0.00$0.00$0.00
Resident Education $0.00$5,000.00$4,000.00$4,000.00
Communication (Web, Social Media, email)$2,000.00$2,500.00$6,500.00$6,500.00
Classroom Education$0.00$0.00$5,000.00$5,000.00
Restaurant/Institutional program$0.00$0.00$0.00$15,000.00
Local Food event$0.00$0.00$5,000.00$5,000.00
Local Food Map$2,000.00$0.00$2,500.00$0.00
Networks
Listing & Communications Plan$0.00$5,000.00$0.00$0.00
Post Secondary Linkages$0.00$3,000.00$2,000.00$2,000.00
Ambassador Program$1,500.00$7,500.00$3,000.00$3,000.00
Local Association Memberships$0.00$1,000.00$1,000.00$1,000.00
Program Development$0.00$5,000.00$5,000.00$5,000.00
Gardening Subtotal$90,300.00$106,400.00$120,400.00$134,400.00
PEOPLE & PLACES
Quality of Life
Content/Stories$6,000.00$11,000.00$10,000.00$10,000.00
Outreach (Media and PR)$0.00$12,000.00$10,000.00$10,000.00
Social Media and SEO$3,000.00$6,000.00$5,000.00$5,000.00
Heritage and Public Places
Heritage Program$0.00$8,000.00$3,000.00$3,000.00
Public Art Initiative$0.00$0.00$3,000.00$3,000.00
People & Places Subtotal$9,000.00$37,000.00$31,000.00$31,000.00
PROJECTS THAT SUPPORT ALL PROGRAMS
Year in Review$9,000.00$9,000.00$9,000.00$9,000.00
Awards Submissions$0.00$4,000.00$3,000.00$3,000.00
Newsletters$5,600.00$16,350.00$16,350.00$16,350.00
Website DNS & Service Plans$300.00$800.00$800.00$800.00
Website Review and Update$12,000.00$5,000.00$4,000.00$4,000.00
Branded Merchandise$2,000.00$7,000.00$7,000.00$7,000.00
Printing$6,000.00$20,000.00$20,000.00$20,000.00
Memberships$200.00$2,300.00$2,300.00$2,300.00
Advertising- Print$15,600.00$19,000.00$17,000.00$16,000.00
Misc$0.00$4,300.00$4,500.00$4,500.00
All Programs Subtotal$50,700.00$87,750.00$83,950.00$82,950.00
Total Programs Budget
$182,500.00$312,150.00$325,150.00$332,950.00
Operational Budget
Salaries$154,000.00$337,785.00$347,918.00$358,355.00
Travel and Administration$13,000.00$28,000.00$28,840.00$29,700.00
Training & ED Assoc. Memberships$0.00$5,000.00$5,000.00$6,000.00
Operational Subtotal$167,000.00$370,785.00$381,758.00$394,055.00
Total$349,500.00$682,935.00$706,908.00$727,005.00
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Implementation Schedule
2011 2nd Half2012
11-3Q11-4Q12-Q112-Q212-Q312-Q4
LAND AND SPACE
Land and Space Inventory
Employment Land StrategyInventory and employment land strategy
Inventory Data UpkeepData update
Sector/Space MatchingSpace Matching Program
Web-based Inventory updates
Land and Space Promotion
Virtual TradeshowRevision & Relaunch
Tradeshows & ConferencesCanSia & CanWeaSIAL & SIORSIORCanSia & CanWea
Partnership with ST. Thomas EDCFam Tour(s)Fam Tour(s)
AdvertisingEDCO AdEDCO Ad
Community/Municipal Profile updates
Content/Photos/News/Press ReleasesContent/Photos/News/Press Releases
Developer/Realtor promo & social mediaDeveloper/Realtor promo & social media
Search Engine Optimization
MembershipsSWEASCOR
FDI Program
ECONOMIC GARDENING
Business Retention & Expansion Program
BR&E PlanCreate Plan
Communication (Web, Social Media, email)Web, Social Media, email
Business SurveySurveySurvey
Christmas E-Blaste-Blaste-Blast
Conference SeriesConference SeriesConference SeriesConference Series
Business DiretoryYLM Renewal
Elgin St. Thomas SBEC PartnershipEST SBECEST SBEC
Tourism Directional SignageApplications DueSignage Applications Due
Workforce Program
Training PortalTraining Portal Setup
Youth Projects
Web-based Promotion
Local Business Workshops and EventsLocal EventsLocal Events
Local Food Program
Local Food PlanCommunications Plan
Resident Education Resident Education
Communication (Web, Social Media, email)WebsiteWeb, Social Media, email
Classroom Education
Restaurant/Institutional program
Local Food event
Local Food MapCreate Map
Networks
Listing & Communications PlanNetwork Program Plan
Post Secondary LinkagesLinkages Program
Ambassador ProgramCelebrationAmbassador Upgrade Plan
Local Association MembershipsMembership Renewals
Program DevelopmentProgram Development
PEOPLE & PLACES
Quality of Life
Create stories New video, photo, storiesNew video, photo, stories
Outreach (Media and PR)Media List & Planning
Social Media and SEODevelop Strategy & BeginSocial media and SEO
Heritage and Public Places
Heritage ProgramStrategy & Program PlanImplementation
Public Art Initiative
PROJECTS THAT SUPPORT ALL PROGRAMS
Year in ReviewProduce & DistributeProduce &
Awards SubmissionsSubmissions
NewslettersProduce & DistributeProduce & Distribute Newsletters
Website DNS & Service PlansRenew
Website Review and UpdateMajor Website ReviewMinor updateMinor update
Branded MerchandiseRe-orderRe-orderRe-order
PrintingPrintingPrintingPrinting
MembershipsRenew MembershipsRenew Memberships
Advertising- PrintAdvertisingAdvertising Program
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20132014
13-1Q13-2Q13-3Q13-4Q14-1Q14-2Q14-3Q14-4Q
LAND AND SPACE
Land and Space Inventory
Employment Land Strategy
Inventory Data UpkeepData updateData update
Sector/Space Matching
Web-based Inventory updateswebsite updatewebsite update
Land and Space Promotion
Virtual TradeshowUpdateUpdate
Tradeshows & ConferencesSIAL & SIORSIORCanSia & CanWeaSIAL & SIORSIORCanSia & CanWea
Partnership with ST. Thomas EDCFam Tour(s)Fam Tour(s)
AdvertisingEDCO AdEDCO Ad
Community/Municipal Profile updatesCommunity/Municipal Profile updates
Content/Photos/News/Press ReleasesContent/Photos/News/Press ReleasesContent/Photos/News/Press Releases
Developer/Realtor promo & social mediaDeveloper/Realtor promo & social mediaDeveloper/Realtor promo & social media
Search Engine OptimizationSearch Engine OptimizationSearch Engine Optimization
MembershipsSWEASCORSWEASCOR
FDI Program FDI PlanningFDI ImplementationFDI Implementation
ECONOMIC GARDENING
Business Retention & Expansion Program
BR&E Plan
Communication (Web, Social Media, email)Web, Social Media, emailWeb, Social Media, email
Business SurveySurveySurvey
Christmas E-Blaste-Blaste-Blast
Conference SeriesConference SeriesConference SeriesConference SeriesConference Series
Business DiretoryYLM RenewalYLM Renewal
Elgin St. Thomas SBEC PartnershipEST SBECEST SBEC
Tourism Directional SignageSignage Applications DueSignage Applications Due
InstallInstall
Workforce Program
Training PortalTraining Portal updateTraining Portal update
Youth ProjectsYouth ProjectYouth Project
Web-based PromotionWeb-based Portal & Youth PromotionWeb-based Portal & Youth Promotion
Local Business Workshops and EventsLocal EventsLocal Events
Local Food Program
Local Food Plan
Resident Education Resident EducationResident Education
Communication (Web, Social Media, email)Web, Social Media, emailWeb, Social Media, email
Classroom EducationClassroom ProgramClassroom Program
Restaurant/Institutional programRestaurant/Institutional Program
Local Food eventFood EventFood Event
Local Food MapUpdate
Networks
Listing & Communications Plan
Post Secondary LinkagesLinkages ProgramLinkages Program
Ambassador ProgramAmbassador Program AdministrationAmbassador Program Administration
Local Association MembershipsMembership RenewalsMembership Renewals
Program DevelopmentProgram DevelopmentProgram Development
PEOPLE & PLACES
Quality of Life
Create stories New video, photo, storiesNew video, photo, stories
Outreach (Media and PR)Media & PRMedia & PR
Social Media and SEOSocial media and SEOSocial media and SEO
Heritage and Public Places
Heritage ProgramEvents, tours and promotionEvents, tours and promotion
Public Art InitiativePublic art event and promoPublic art event and promo
PROJECTS THAT SUPPORT ALL PROGRAMS
Year in ReviewDistributeProduce & DistributeProduce
Awards SubmissionsSubmissionsSubmissions
NewslettersProduce & Distribute NewslettersProduce & Distribute Newsletters
Website DNS & Service PlansRenewRenewRenew
Website Review and UpdateMinor updateMinor updateMinor updateMinor update
Branded MerchandiseRe-orderRe-orderRe-orderRe-order
PrintingPrintingPrintingPrintingPrinting
MembershipsRenew MembershipsRenew Memberships
Advertising- PrintAdvertising ProgramAdvertising Program
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Key Performance Indicators
Key performance indicators are measures of the success of programs andinitiatives.
Increases in these numbers will indicate that the new programs are implemented
successfully and are having a positive impact on Elgin County.
KPI2011-2H 201220132014
Land and Space
# of ICI realtors on emailing list
# of communications with realtors
$ of building permits
#of inquiries
# of new business locations
# of new jobs createdby SBEC
# of unique website visitors
EconomicGardening
# of businesses operating in Elgin County
# of new business start upsthrough SBEC
# of businesses on emailing list
# of business visitationscompleted
# of business surveys received
% change in employment rate
# full time jobs
# of ambassadors in program
# of participants in Youth Programs
# of visits to web training portal
# of partnerships with post-secondary institutions
# of local foods classroom kits distributed
# of FAM toursheld
People and Places
# of stories developed
# of media on email list
# of articles in newspapers, magazines, web
#followers on social media program
# of participants at heritage events
# of participants at Public Art event
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Conclusion
Yfactor has organized the four goals of Millier Dickinson Blais’ economic development
strategy into three programs. This represents an implementable approach to achieving the
strategy’s objectives.
The Land and Space Programlays out a plan for Elgin to proactively promote specific land
and space availabilities by first assembling an inventory of properties and implementing a
targeted promotional program.
The Economic Gardening Programis focuses onsupporting and stimulatinglocal
businesses, entrepreneurs, and developing the workforce. It includes business retention and
expansion activities, support for workforce development through information on training and
youth employment, stimulation of the local food economyand encouraging enhanced
networking throughout the County.
The People & Places Programfocuses on building and promoting Elgin’s ‘quality of place’
and its attractiveness to creative professionals. Through this program, Elgin will highlight its
excellentagricultural quality of life, advocate and support the preservation and utilization of
heritage buildings and placesand inspiresupport for public places.
Elgin County has an exceptional opportunity to focus its economic development efforts on
these programs in order to develop its creative rural economy.
This plan provides a guide for Elgin to proactively take advantage of this opportunity.
We recommend that Council endorse it.
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Appendix A
A review of existing advertising and conference activities was conducted to determine which
initiatives need to be continued and which ones should be discontinued.
The table below captures the recommendations along with the rationale.
Ad/ConferenceDecision Notes
CanSIAContinue Part of Land and Space
CanWEAContinue Part of Land and Space
EDCOContinue Perhaps with 1-page ad instead of 2;
part of telling Elgin’s story
Expansion SolutionsContinue Part of Land and Space
FreshFest Continue Part of tourism
Green Manufacturing ExpoTBDFirst attended 2011
Growing the Margins ConferenceContinue Attend only
International Biomass Expo & DiscontinueNot enough value for cost and time
Conference
International Farm Show TorontoDiscontinueNotenough value for cost and time
London Wine & Food ShowContinue Part of tourism
SIAL CanadaContinue Part of Land and Space
Southwest Local Food ConnectionContinue Part of tourism
St. Thomas Chamber DirectoryContinue Part of Economic Gardening
St. Thomas-Elgin Small Business
Continue Part of Economic Gardening
Expo
Inhibits consistent messaging by
Trade & Industry DevelopmentDiscontinue
rewriting content
West Elgin Business ExpoContinue Part of Economic Gardening
Women’s Lifestyle ShowContinue Part of tourism
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Elgin County
Lauren Millier and Anya Codack
Agenda
Summary of the Process
276
2007 Economic Development Plan focused on:
Building organizational capacity
Assessing the local and regional context for economic
development
Building an understanding of the County’s key sectors
A Creative Rural Economy Lens
Industry + sites + jobs = economic development
Innovation + talent + quality of place = economic development
rural
Grow Elgin Framework
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Social Capital
Goal 1 -Build Social Capital
Strategic Objective 1:Develop Civic Pride and Ownership
Actions
Goal 1 -Build Social Capital
Strategic Objective 2: Enhanced Networking
Actions
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Built Environment
Goal 2 -Enhance the Built Environment
Strategic Objective 1: Fully utilize employment lands:
Actions:
Goal 2 -Enhance the Built Environment
Strategic Objective 2: Protecting our heritage:
Actions:
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Goal 2 -Enhance the Built Environment
Strategic Objective 3: Creating engaging public spaces:
Actions:
Talent and Innovation
Goal 3 -Develop Talent and our Entrepreneurs
Strategic Objective 1: Strengthen linkages to research institutions:
Actions:
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Goal 3 -Develop Talent and our Entrepreneurs
Strategic Objective 2: Support Enterprise Development
Actions:
Goal 3 -Develop Talent and our Entrepreneurs
Strategic Objective 3: Engage and Reinforce Life-long Learning
Actions:
Storytelling
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Goal 4 -Tell Our Story
Strategic Objective 1: Focusing and targeting the message
Actions:
Goal 4 -Tell Our Story
Strategic Objective 2: Engage Community Leaders
Actions:
Moving Forward
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PART 2 –Implementation
New Strategic Programs
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Land and Space
Land and Space Inventory
Land and Space Promotion
FDI Program
Economic Gardening
Business Retention & Expansion Program
Workforce Program
Local Food Program
Networks
People and Places
Quality of Life
Heritage and Public Places
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Supporting All Programs
Budget
Implementation Priorities
285
Key Performance Indicators
Thank you
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REPORT TO COUNTY COUNCIL
FROM: Alan Smith, General Manager, Economic Development
th
DATE: August 29, 2011
SUBJECT: Sole Sourcing: Business Retention & Expansion and Employment
Land Strategy
INTRODUCTION:
Building upon current programs and taking into consideration the economic changes
both on a local and global level, County Council recently completed an updated
economic development strategy and action plan for the period 2011 – 2014. The
strategy considers the structural changes taking place in the broader provincial, national
and global context and prepares Elgin County for a new approach to economic
development - focussing on creative industries – those where people and knowledge
are the factors of production. Within this context, the strategy provides a fresh look at
traditional industries identifying four target sectors of agriculture, energy, tourism and
culture.
In order to meet the goals indentified in the strategy and to develop Elgin’s Creative
Rural Economy within the target sectors, staff is implementing three programs: Land
and Space; Economic Gardening; and People & Places. Development of these
programs requires the immediate undertaking of i) Employment Land Strategy and, ii)
Business Retention and Expansion Program.
Staff is recommending that Millier, Dickinson, Blais Inc, the firm that completed the
recent economic development strategy, be retained to complete the previously
mentioned projects as per section 3.12 of the County’s procurement policy.
DISCUSSION:
The Economic Development Strategy and Action Plan 2011-2014 identified four broad
goals for economic development in the County:
Build social capital
Enhance the built environment
Develop talent and entrepreneurs
Tell the Elgin Story
To meet the recommendations within these goals requires the development of three key
programs: Economic Gardening, Land and Space and People and Places.
Economic Gardening Program
The is all about supporting and stimulating local
businesses, entrepreneurs, and members of the labour force. Its components include
business retention and expansion activities, support for workforce development through
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information on training and youth employment, the formation of linkages between post-
secondary institutions and businesses, stimulation of the local food economy, and
encouraging enhanced networking throughout the County. In other words, the Economic
Gardening program is comprised of a broad set of actions that work together to create a
fertile climate for prospective entrepreneurs and for existing businesses.
One of the key actions that will form the foundation of the Economic Gardening Program
for Elgin County is the development and implementation of a Business Retention and
Expansion (BR + E) program. A BR+E program is designed to improve communications
and foster better and deeper relationships with the local business community.
Improvements in the local business environment can lead to increased local
employment, a more satisfied business community, better government-business
relations and a more diversified economy. Understanding the needs of growing
businesses will also inform the Employment Lands Strategy which is an initiative that
forms the foundation of the Land & Space program; which will also provide direction for
marketing tactics including Foreign Direct Investment.
Land and Space Program
The lays out a plan for Elgin to proactively promote specific
land and space availabilities. However, the program initially requires:
Assembling and maintaining an inventory of available commercial and industrial
properties (building and land) that can be re-used or re-purposed for creative
economy enterprises, and;
Undertaking of an employment land strategy to inform member municipalities of
future land use requirements and desired locations for investment.
In other words, the purpose of the Employment Land Strategy is to understand what
land and space is available and to determine where current and future demand is
coming from. This document will also serve as the foundation for developing an
effective, targeted promotion program and will take all types of land and space into
consideration including commercial, industrial, and creative economy spaces.
Detailed proposals by Miller, Dickinson, Blais, Inc. (MDB) for the BR + E program and
Employment Land Strategy are presented in Appendix 1 of this report.
The cost for MDB to undertake;
Business Retention and Expansion $22,000
Phase 1 Employment Land Inventory $10,000,
Phase Two Employment Land Strategy $25,000.
Millier Dickinson, Blais Inc. has been assisting in the development of strategies and
plans since the inception of the Economic Development Department. To date MDB have
assisted County Council develop the initial economic development plan, tourism plan,
sector profiles, and recently assisted with the creation of an updated strategy that will
provide direction for the County’s economic development program through 2014. MDB
are presently assisting the Township of Southwold develop an impact study of the Ford
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plant closure. Therefore, MDB have accumulated a detailed understanding of the
County. It should also be noted that MDB has considerable experience with
employment land development, marketing, and delivering BR + E programs across
Canada.
Taking into consideration the accumulated knowledge, the cost savings of this
understanding, experience of the firm, and the quality of the work that has been
demonstrated with prior County of Elgin projects, staff are recommending that MDB be
retained to complete the projects as described in Appendix One. The rationale
presented to sole source this work meets the requirements of the County’s procurement
policy as described in section 3.12:
i. In circumstances where there may be more than one source of supply in
the open market, but only one of these is recommended for consideration
on the grounds that it is more cost effective or beneficial to the County and
where the expenditure will exceed $25,000.00, approval must be obtained
from the Senior Management Team and County Council prior to
negotiations with the single source.The Director or designate shall be
responsible for submitting a report detailing the rationale supporting the
use of the single source.
ii. If the Director requires goods, services or equipment deemed to be
available from only one source of supply, and where the expenditure will
exceed $25,000.00, the Director shall initiate a report to County Council
requesting that the tendering procedure be waived and that the Director in
consultation with the Director of Financial Services or the Chief
Administrative Officer be authorized to negotiate with the sole source
supplier.
It should be noted that individually each project does not exceed $25,000. However, in
the sprit of transparency and the cumulative nature of the work, staff is seeking County
Council’s endorsement to retain MDB.
CONCLUSION:
The County of Elgin has recently completed the Economic Development Strategy and
Action Plan 2011-2014. This document supports the development of Elgin’s “creative
rural economy”. Programs are currently being developed that will assist County Council
meet the goals contained within the strategy. Two of the programs, Land & Space, and
Economic Gardening, require the immediate development and implementation of an
Employment Land Strategy and BR + E initiative. It is recommended that the consulting
firm that assisted staff complete the 2011-2014 strategy also be retained to complete
these two projects.
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RECOMMENDATION:
THAT the consulting firm Millier, Dickinson, Blais Inc. be retained to complete a
Business Retention and Expansion Program, and Phase One of the Employment Land
th
Strategy, as described in the August 29, 20111, report; AND
THAT Funds from the 2012 Economic Development budget be allocated to complete
Phase Two of the Employment Land Strategy by Millier, Dickinson, Blais Inc. as
th
described in the August 29, 2011, report.
Respectfully Submitted Approved for Submission
Alan Smith Mark G. McDonald
General Manager, Chief Administrative Officer
Economic Development
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TORONTO OFFICE
172 King Street East, 3rd Floor
Toronto, ON M5A 1J3 Canada
www.millierdickinsonblais.com
t: 1.855.367.3535 | f: 416.367.2932
August 15, 2011
RE: County of Elgin Business Retention and Expansion Program
Dear Mr. Smith:
The County of Elgin has recently completed an Economic Development Strategy for the period
2011 – 2014. The strategy considers the structural changes taking place in the broader
provincial, national and global context and prepares Elgin County for a new approach to
economic development. While traditional manufacturing and the automotive sector have been on
the decline, creative industries – those where people and knowledge are the factors of
production, are on the rise. Within this context, the strategy provides a fresh look at traditional
industries identifying four target sectors of agriculture, energy, tourism and culture. These sectors
acknowledge the importance of manufacturing and agriculture and recast them with perspectives
in the new economy. The strategy identified four broad goals for economic development in the
County these being:
Build social capital
Enhance the built environment
Develop talent and entrepreneurs
Tell the Elgin Story
One of the key recommendations in the strategy is to create a Business Retention and Expansion
(BR+E) program. A BR+E program is designed to improve communications and foster better and
deeper relationships with the local business community. A successful BR+E program can directly
contribute to the overall goals stated in the strategy through:
Gaining a better understanding of the challenges and opportunities for local businesses in
order to support the retention and expansion of local businesses
Identifying and networking with key business leaders to tell Elgin’s Story
Developing opportunities to connect existing businesses with youth and entrepreneurs to
support entrepreneurial development
Better transition to the new economy through an understanding of the true depth and nature
of the County’s rural creative economy and their unique needs and opportunities
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Ultimately, improvements in the local business environment can lead to increased local
employment, a more satisfied business community, better government-business relations and a
more diversified economy. Understanding the needs of growing businesses will also inform the
Employment Lands Strategy being undertaken by the County. The BR+E will provide an
understanding as to the land and property needed by these businesses and will answer questions
related to the size of parcels needed, level and type of infrastructure and proximity or access to
other goods and services.
Millier Dickinson Blais has been engaged by the County since the inception of the Economic
Development Department. Our experience and knowledge working with the County and our
experience delivering BR+E programs across Canada places our firm in a unique position to
assist the County with this project. Our approach is outlined in the following pages.
Sincerely,
Lauren Millier
Principal
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Approach and Methodology
Stage I – Project Initiation
During this initial phase, we will confirm project scope, reporting schedules and project
milestones. This will involve an in-person meeting with representatives of Elgin’s Economic
Development project team. The purpose of this meeting is to confirm working relationships,
contact points, staff and consultant responsibilities, project timing and deliverables.
Millier Dickinson Blais will follow-up the project initiation meeting with a detailed work plan and
communications plan which will outline the process for reaching out to the business community
who have been selected for consultation. This will include who we will speak with, how we will
reach out to them, what the roles of Municipality and consultant are in reaching out, when the
consultation will be completed by, and how much time surveys should take to be completed, etc.
This will be a working document that the client and consulting teams can use to track progress.
Stage 2 – Project Planning and Survey Design
In this stage of the process, the survey instrument will be designed and plans for the visits will be
defined. Quotas will be established for the business visits and the communication strategy
developed. While the structure of the pilot project will be developed together with the County, we
have given thought to a possible approach, which can be used as a guideline to initiate the
discussion.
150 - 200 in-person interviews will be completed in Elgin County. These interviews will be
approximately 60 minutes in length depending on the complexity of the questions. Efforts will
be made to ensure that representation is secured based on agreed to groupings such as
sectors and size of company. It is expected that questions will be developed in the following
areas:
Company profile and information
Business Climate – general impressions of the county as a place in which to do
business
Future Plans – gauging the expansion and development plans of businesses
Business Development – level of satisfaction with location, energy,
telecommunications and infrastructure
Business Markets – trends of market share and development as well as
marketing strategies
Financial – financial planning and loan sourcing
Workforce Development – human resource and labour force issues including
training
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Local Community – satisfaction with services provided by the County, provincial
government and other organizations
Sector Specific – questions relating to local sectors i.e. manufacturing and
creative industries
Questions related to entrepreneurs
While the exact number of interviews conducted will be determined together with the County, it is
necessary to develop a sufficient sample from which to draw its conclusions and
recommendations. Based on the findings and the four sectors identified in the Economic
Development Strategy, Millier Dickinson Blais suggests interviews to cover the following
industries:
50 interviews from leading businesses in traditional manufacturing including machinists
Remaining 100-150 interviews to be drawn from the creative industries including:
Professional scientific and technical services (architecture, industrial engineering,
etc.)
Health industries
Cultural support services (publishing, printing, graphic design, advertising)
Independent artists and performers
Performing arts
Photography
Creative food economy (wineries, local food restaurants, organic farmers,
brewers, etc.)
Tourism
Stage 3 – Business Visitation
Once the target list is defined, the project team will arrange the interview schedule. The
interviews will be completed by economic development staff at the County of Elgin. Training will
be provided on the survey collection methodology. This is a very important step in the project
and must involve all interviewers who will be responsible for the business visits.
Interviewers will be trained in a half day session on interview techniques and data collection
methods. A successful program is based on good communication. Training will be provided in the
following areas:
Role of the interviewer
Confidentiality
Visitation procedure
Interviewing techniques
The survey
Post-interview procedure
Identifying and dealing with red flag issues
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Following the training session, Millier Dickinson Blais will attend the first five interviews with Elgin
staff. The final phase of the training session will be a debriefing of the initial interviews with
suggestions for future interviews (approach, tweaking questions, etc.)
All surveys should be conducted with a team of two interviewers per meeting – one to conduct
the interviews and one to record the responses. Role playing and field testing of the survey will
be conducted by a Millier Dickinson Blais team member with an interview team. We will work with
the County to develop an information package that will be given to the business
owners/managers who participate in the survey. The package should include municipal
information, details of current government programs and other information as deemed
appropriate and valuable to the businesses. Red flag issues will also be identified during the
interview process and training will be provided on the identification, collection, reporting of this
information and follow-up techniques.
Stage 4 – Data Input, Data Analysis,
Recommendations and Reporting
The results will have many potential applications including influencing business policy, bettering
local communications and benchmarking the status of business growth and expansion. This latter
information can help the County compare the status of their business community and develop
programs to advance program delivery and business assistance.
In order to facilitate the analysis of the data collected by the County of Elgin, all data gathered in
the in-person interviews will be input into Survey Monkey by Millier Dickinson Blais staff. In
addition, building on the knowledge and use of Salesforce.com all relevant information should
also be input into Salesforce for the purposes of future follow up, monitoring and evaluation. We
envision this to be the responsibility of Elgin County economic development staff.
Following analysis of all data gathered in the interview processes, a draft report will be prepared
and presented to the Elgin County project team. Following a review of the findings, the final report
will be prepared. It will include recommendations on issues arising from the survey process.
These recommendations will include an action plan which details actions, timelines, partners and
budget implications.
Project Schedule + Budget
Based on our review of the terms of reference and the proposed work plan we anticipate the
professional fees and expenses to complete this project at $21,000.00 exclusive of HST and
expenses. The cost of reproducing the survey is the responsibility of the County. It is anticipated
that there will be three meetings between Millier Dickinson Blais and Elgin County:
1. Initial meeting described above attended by Lauren Millier, Nirvana Micoo and Darren Shock
2. A meeting to train interviewers and begin the interview process attended by Nirvana Micoo
and Darren Shock
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3. Final report presentation including a power point summary attended by Lauren Millier
We will work with the County to complete a services contract, determine a final budget with
project work plan and determine a suitable timetable for invoices (based on milestones being
achieved) prior to the initiation of the project. Millier Dickinson Blais suggests initial invoicing of
20% of project fees at the time of project initiation. The following tables breakdown stages, tasks,
timing and costs.
FIGURE 1: PROJECT SCHEDULE
Work Plan (week of)
SeptemberOctoberNovemberDecember
Step (week of)
12192631017243171421285121926
Business Retention + Expansion Program
1. Project Initiation
2. Project Planning and Survey Design
3. Business Visitation
4. Data input, analysis, recommendations and reporting
FIGURE 2: PROJECT BUDGET
Millier Dickinson BlaisStudy Team
L Millier C ellingsonN. Micoo
$ 1,0001,250$ 850$
Per Diem Rate
Phase 1 - Employment Land Strategy
1.01.0
Stage 1. Project Initiation
1.02.03.0
Stage 2. Project Planning and Survey Design
2.02.0
Stage 3. Business Visitation
3.06.06.0
Stage 4. Analysis, Recommendations and Reporting
6.013.511.05.5
TOTAL DAYS
$ 13,5007,500$ 9,350$ 21,000$
TOTAL PROFESSIONAL FEES
OTHER EXPENSES AND DISBURSEMENTS
HST @ 13 percent $ 2,730
Mileage, printing and other project costs $ 1,000
TOTAL PROJECT COST$ 24,730
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TORONTO OFFICE
172 King Street East, 3rd Floor
Toronto, ON M5A 1J3 Canada
www.millierdickinsonblais.com
t: 1.855.367.3535 | f: 416.367.2932
August 18th, 2011
RE: County of Elgin Employment Land Strategy
Dear Mr. Smith:
The County of Elgin has recently completed an Economic Development Strategy for the period
2011 – 2014. The strategy lays out a different direction for the County as this strategy shifts the
direction of the County away from traditional manufacturing and agricultural goods production to
supporting a ‘creative rural economy’ and the greening of the economy in the form of renewable
energy initiatives. There are four broad goals for the County that foster an environment that
supports a creative rural economy. These goals are to:
Build social capital
Enhance the built environment
Develop talent and entrepreneurs
Tell the Elgin Story
The “enhance the built environment” objective lays out two key recommendations, which are to:
Assemble and maintain an inventory of available commercial and industrial properties
(building and land) that can be re-used or re-purposed for creative economy enterprises
and
Undertake an employment land strategy to inform member municipalities of future land
use requirements and desired locations for investment.
In completing an employment land inventory and strategy for the County of Elgin, it is important
to consider the following trends:
The prevailing economic restructuring conditions that have impacted Ontario’s
manufacturing industry over the past two decades had a direct impact on the economy
of Elgin County. The Talbotville Ford Plant’s planned closure in September is only one
example of the restructuring that has occurred in the region’s manufacturing industry.
The economic recession that has occurred over the previous years has resulted in job
losses across several industries in Ontario. Government stimulus funding from all levels
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1 Miller Dickinson Blais
of government have help alleviate the full impact of the downturn, but the job losses
resonate in many of Ontario’s communities, including Elgin County.
The rise of the Canadian dollar to parity with the United States dollar has eliminated any
cost advantage that many manufacturers or other businesses may have enjoyed.
Product innovation will play an important role in the future competitiveness of
manufacturing and all goods and services based industries.
Taking these trends into account, Millier Dickinson Blais has assisted many communities across
Canada to respond proactively to employment land development. This has included a range of
projects to identify, position and market employment land areas in the County of Brant, Town of
Ajax, Municipality of Brighton, Town of Collingwood and as far west as the Regional District of
Bulkley-Nechako in British Columbia and District of Squamish.
Millier Dickinson Blais has been engaged by the County since the inception of the Economic
Development Department. Our experience and knowledge working with the County and
experience with employment land development and marketing across Canada places our firm in
an advantageous position to work with the County on this project. Our project team, approach,
schedule and budget are outlined in the following pages.
Sincerely,
Lauren Millier
Principal
2 Millier Dickinson Blais: County of ElginEmployment Land Strategy 298
Approach and Methodology
The following section outlines the two phase approach to complete an employment land
inventory and strategy project. Our work plan anticipates and requires the active participation
from the County of Elgin economic development office staff in the successful completion of the
project and in particular the inventory phase of the assignment
Phase 1 – Employment Land Inventory
Project Initiation
During this initial meeting, we will confirm scope, reporting schedules and major deliverables of
the project. This will include the identification of all relevant sources of information for purposes
of developing an employment land inventory. This will involve a meeting with the County’s
economic development staff to confirm approach and staff responsibilities. The consulting team
will develop a more detailed work plan as an outcome to this meeting.
Inventory of Existing Employment Land
County’s Role:
The focus of the employment land inventory will be industrial and commercial
land, exclusive of commercial land used for retail purposes. To effectively collect relevant
employment land information, the project team will oversee the County’s collection of the
following information.
Land use mapping that might have been prepared for local official plans or the County
official plan that illustrates designated industrial and commercial areas. These maps
can be overlaid with municipal assessment mapping.
Municipal assessment mapping that identified currently designated vacant or occupied
industrial and commercial land together with ownership information and parcel size.
This information will provide a total supply of vacant and occupied industrial and
commercial land.
Confirmation of the availability of water, sewer, natural gas, electricity, and broadband
telecommunications to designated vacant and occupied industrial and commercial
properties.
Industrial and commercial buildings permit data for the last five years by member
municipalities.
Current industrial and commercial development applications by member municipalities.
Any past inventories from other consultation reports or municipal studies.
Consultant’s Role:
The project team will:
Conduct individual site assessments of existing industrial and commercial areas in order
to confirm current uses, the character of the area and future development opportunities.
Establish the current vacancy rate on municipal and privately held industrial and
commercial lands.
Establish the type of jobs currently found in the County’s industrial and commercial
areas.
3 Millier Dickinson Blais: County of ElginEmployment Land Strategy 299
Identify and analyze any supply related constraints affecting the existing inventory of
industrial and commercial properties lands including environmental issues,
infrastructure requirements, compatibility with surrounding land uses and ownership
fragmentation and recommend alternate courses of action and uses where appropriate.
Employment Land Inventory Summary Report
Our team will prepare a summary report for the County of Elgin that consolidates research
findings from Phase 1 of the project. This report will serve as an appendix for the final report
and directly inform the development of the employment land strategy.
We anticipate the completion of this phase of the project by December 31, 2011.
Phase 2: Employment Land Strategy
Historic Employment Land Demand
Building on the results of the Employment Land Inventory, the project team will complete an
analysis of demand for employment lands in the County over the last five years that particularly
addresses location, quantity, type, size of parcel, cost per acre and any building permit activity.
This information will be supplemented with discussions with the County’s General Manager of
Economic Development and local real estate brokers involved in ICI projects. Our team will also
consult with local representatives from the Ontario Ministries of Economic Development & Trade
and Agriculture, Food and Rural Affairs as to the recent demand for or interest in employment
lands in the County of Elgin.
The results of this assessment will be further supplemented by the findings of the County of
Elgin’s BR+E initiative to be undertaken in fall 2011, as well as the information contained in the
County of Elgin’s Economic Development Strategy as it pertains to recent and historical
business patterns data. Together this information will further inform the demand for and
opportunities associated with industrial and commercial development.
Employment Land Projections
We will project future employment land (i.e. industrial and commercial, but exclusive of retail)
requirements and overall demand based on County employment and population projections,
recent growth trends, assessment balance ratios and other information collected as part of the
project. We will leverage much of Meridian Planning’s county planning information along with
the results from the BR+E survey to determine how many jobs will need to be accommodated on
employment land. By reviewing the responses from businesses regarding their land or space
needs (e.g. small lot parcels vs. large lot parcels) will help inform the future demand for
employment land.
This information will be presented in a five year projection for future land needs and aligned with
Meridian Planning’s employment and population projections as laid out as part of the County’s
Official Plan process.
4 Millier Dickinson Blais: County of ElginEmployment Land Strategy 300
Identify and Evaluate Future Development Sites
The County of Elgin’s transition to a creative rural economy presents unique development
opportunities. The Talbotville Ford Plant property and the employment area adjacent to the St.
Thomas Airport are two areas that could potentially be used for creative businesses and
industries. Our project team will identify and categorize suitable employment areas that enable
the County to transition and pursue growth prospects. Consideration will be given to the
employment areas marketability, availability, industry trends, land use compatibility,
environmental and/or engineering constraints and net developable acreage. Particular attention
will be given to identifying a range of properties that could be made available for creative
industries use within five years.
Our team will further refine and prioritize these options based on further input from a range of
key stakeholders that include:
Senior staff form the County of Elgin member municipalities;
Local commercial realtors and developers; and
Other key business people.
Prepare a Draft Employment Land Strategy
Based on the results from this project, results from the Business Retention + Expansion study
and results from the Southwold Township – Ford Plant Closure Economic Impact and Action
Plan, the project team will recommend a strategy and implementation plan for employment land
development in the County over the next five years. There may be opportunities to permit a
greater degree of flexibility to business ventures for the use or reuse of industrial properties,
which was a point addressed in a directions paper as part of the Official Plan policy development
process. A key deliverable at this stage will be to identify employment areas that could permit
flexibility and help transition the community to a creative rural economy.
The project team will also provide recommendations for the County economic development staff
to help keep them informed of lower tier municipal developments and progression towards a
creative rural economy.
Review Draft Strategy with Senior County staff
Our team will convene a meeting with senior County staff to discuss the draft strategy and the
recommended directions. During the meeting, we will also finalize a date for presentation of our
draft Final report to County Council.
Presentation of Final Employment Land Strategy to County Council
Our team proposes a presentation of a Draft Final Employment Land Strategy to County Council
and any interested stakeholders. This version of the report will include finalized
recommendations and actions. Depending on the sensitivity of the project recommendations,
the report may be presented at an in-camera session to Council.
5 Millier Dickinson Blais: County of ElginEmployment Land Strategy 301
Project Team
Lauren Millier will oversee the development of the Elgin Employment Land Strategy with the
assistance of Daniel Van Kampen and Darren Shock. Darren is also involved in the BR+E work
as outlined in a separate proposal to the County.
Daniel Van Kampen, MAES, MCIP, RPP
is a Senior Development Analyst with Millier Dickinson
Blais with nearly 10 years of experience in the economic development field. He has been directly
involved in the development of several high profile sector based assessments and economic
development strategies. In addition to his economic development work, Dan has also undertaken
a wide range of projects related to employment needs analysis and development feasibility. As
economic development officer for the Municipality of Brockton, he was part of a team that
developed a land purchase and sale process and site plan approval process for a 125 acre
municipal business park, making it shovel-ready for commercial and industrial investment. Dan
is currently a contributing member to the Township of Southwold – Talbotville Ford Assembly
Plant Closure project. In addition, Dan’s originates from Elgin County and understands the rural
character of the communities.
Daniel will work directly with Lauren in the completion of an employment land inventory
and strategy.
Darren Shock, BES,
is a Senior Development Analyst with Millier Dickinson Blais. He holds a
Bachelors Degree in Environmental Studies – Urban and Regional Planning from the University
of Waterloo, as well as a Diploma of Excellence in Geographic Information Systems. While at
Waterloo, he was active in the GIS program, working as a teaching assistant. Darren started his
career with the City of Barrie’s economic development department providing economic and
demographic research in support of marketing, and business attraction and retention activities.
Darren later joined Hamilton-based Armstrong Hunter and Associates, where he gained valuable
experience with planning policies and regulations applying to the complex relationship between
urban and rural areas, and the implications of various land use policies on industrial, commercial
and residential development.
Since joining Millier Dickinson Blais, Darren has worked on a range of projects with the firm,
including an economic development strategy for Vaughan, investment attraction strategy for
Burlington, industrial growth strategy for the Joint Economic Development Initiative region (Millet
and Wetaskiwin (City and County) and industrial lands strategies for the Regional District of
Bulkley-Nechako in BC and City of St. Albert. Darren is a provisional member of the Ontario
Professional Planners Institute (OPPI) and the Canadian Institute of Planners (CIP).
Darren will work directly with Lauren in the completion of an employment land inventory
and strategy and provide added insight from his role on the BR+E study.
Project Schedule + Budget
Our project team proposes the following work plan schedule of activity for this project. Each step
in the project is detailed in the table below Phase 1 – Employment Land Inventory would begin
th
the week of September 26, 2011 with a project initiation meeting. The inventory of existing
6 Millier Dickinson Blais: County of ElginEmployment Land Strategy 302
employment land would commence the following week and progress through to the end of
October. This phase would be completed by the third week in December.
Phase 2 – Employment Land Strategy would commence the first week in January 2012. A draft
employment strategy would be submitted to the County of Elgin’s General Manager of Economic
Development for the second week in February. Our team anticipates a completed project by the
end of March 2012.
Project Budget
Work Plan (week of)
SeptemberOctoberNovemberDecember
Step (week of)
12192631017243171421285121926
Phase 1 - Employment Land Inventory
1. Project Initiation
2. Inventory of Existing Employment Land
3. Employment Land Inventory Summary Report
Phase 2 - Employment Land Strategy
1. Historic Employment Land Demand
2. Employment Land Projections
3. Identify and Evaluate Future Development Sites
4. Prepare a Draft Employment Land Strategy
5. Review Draft Strategy with Senior County Staff
6. Presentation of Employment Land Strategy to County Council
7. Final Employment Land Strategy
Work Plan (week of)
JanuaryFebruaryMarchApril
Step (week of)
29162330613202751219262916
Phase 1 - Employment Land Inventory
1. Project Initiation
2. Inventory of Existing Employment Land
3. Employment Land Inventory Summary Report
Phase 2 - Employment Land Strategy
1. Historic Employment Land Demand
2. Employment Land Projections
3. Identify and Evaluate Future Development Sites
4. Prepare a Draft Employment Land Strategy
5. Review Draft Strategy with Senior County Staff
6. Presentation of Employment Land Strategy to County Council
7. Final Employment Land Strategy
Based on our review of the proposed work plan we anticipate the professional fees and
expenses to complete Phase 1 of the project will not exceed $10,000.00 (exclusive of HST and
expenses). The professional fees for Phase 2 of the project will not exceed $25,000 (exclusive of
HST and expenses). It is anticipated that there will be three meetings between the Millier
Dickinson Blais project team and Elgin County staff and council members:
1. Initial meeting described earlier, attended by Lauren Millier and Daniel Van Kampen, with the
County’s economic development staff
2. Draft Strategy review with senior County staff attended by Lauren Millier, Dan Van Kampen
and Darren Shock
3. Final report presentation to County Council (including a power point summary), attended by
Lauren Millier
Project budget details are provided for each phase in the tables below.
7 Millier Dickinson Blais: County of ElginEmployment Land Strategy 303
Millier Dickinson BlaisStudy Team
L Millier D Van KampenD. Shock
Per Diem Rate
$ 8501,250$ 850$
Phase 1 - Employment Land Strategy
TOTAL DAYS2.08.50.05.5
TOTAL PROFESSIONAL FEES$ 7,2252,500$ 9,725
$ $ -
OTHER EXPENSES AND DISBURSEMENTS
HST @ 13 percent $ 1,264
Mileage, printing and other project costs $ 275
TOTAL PROJECT COST$ 11,264
Millier Dickinson Blais
L Millier D Van KampenD. Shock
Study Team
Per Diem Rate
$ 1,250$ 850$ 850
Subtotal
Step (days)
Phase 2 - Employment Land Strategy
TOTAL DAYS
8.09.57.024.5
TOTAL PROFESSIONAL FEES$ 10,000$ 8,075$ 5,950$ 24,025
OTHER EXPENSES AND DISBURSEMENTS
HST @ 13 percent $ 3,123
Mileage, printing and other project costs $ 975
TOTAL PROJECT COST$ 28,123
We propose a billing schedule that includes an advance payment of 20% of project fees at the
time of awarding the contract. The remaining 80% of project fees will be billed in equal
instalments during the end of each month during the project.
8 Millier Dickinson Blais: County of ElginEmployment Land Strategy 304
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CLOSED MEETING AGENDA
September 13, 2011
Staff Reports:
(ATTACHED)
1) Chief Administrative Officer - Municipal Act, Section 240.2 (a) the security of the
property of the municipality or local board –Keystone Village Project (former Elgin
Manor site).
2) Director of Human Resources - Municipal Act, Section 240.2 (d) labour relations or
employee negotiations – Pay Equity Commission - Notice of Decision.
3) Director of Engineering Services – Municipal Act, Section 240.2 (a) the security of the
property of the municipality or local board –Clinical Associates Lease.
Correspondence:
(ATTACHED)
1) Steve Gibson, Solicitor - Municipal Act, Section 240.2 (e) litigation or potential litigation,
including matters before administrative tribunals, affecting the municipality or local
board – Judgment from Court of Appeal Elgin v. Elku.