HomeMy WebLinkAboutADMIN 33-86 TOWN OF NEWCASTLE
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Cts_ REPORT File # � .. "
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MEETING: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
DATE: MAY 5 1986
REPORT #: ADMIN. 33-86 FILE #:
SUB.IECT:
ECONOMIC DEVELOPMENT STRATEGY FOR THE TOWN OF NEWCASTLE
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1 . That Administrator' s report ADMIN. 33 - 86 be received for information and discussion;
2. That the Hydro Liaison Committee Chairman be requested to table this item for
consideration at the Hydro Liaison Committee at the earliest opportunity;
3. That the reprint of the Tourism Brochure and its distribution for 1986
as outlined in Item 4 of the strategy be approved;
4. That Item 3 and 11 be approved so that staff may act on same immediately;
5. That after discussion, Council refer the report back to staff for
finalization and presentation to Council.
BACKGROUND AND COMMENT:
At an earlier Council meeting, staff was requested to prepare an Economic Development
Strategy for the Town of Newcastle. The strategy is being presented as a draft as it is
felt important to solicit input with respect to same from members of Council prior to the
finalization. The strategy has been developed with input and comment from the Regional
Economic Development Commissioner and a select number of private sector interests within the
Town. An attempt has been made to identify objectives that are measurable and which can
affect a positive change in the image of the Town. In the report objectives are broken
down into advertising and promotion, lobbying and technical . As many of these objectives
will take time,.to work their way through various levels of government, it is important
that an early start be made on the objectives that are listed under the lobbying section.
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ADMIN. 33 - 86
Staff have developed an Economic Development Strategy budget which has also
been attached for Council 's consideration. There is a suggestion in the
draft that certain monies related to the Economic Development Strategy and its
implementation should be solicited through the Ontario Hydro "B" account.
The budget as outlined should be regarded as a suggestion as opposed to a
finely tuned calculation. Given Ontario Hydro's earlier participation in
industrial development initiatives it is appropriate that the question of Hydro
participation be addressed. At this point it seems from previous funding
efforts that certain of the monies should be drawn from the "B" account and
other monies provided by the Town either through the current budget or the
Industrial Reserve Fund.
It should be noted that the Industrial Reserve Fund has a balance of $339,758
(April 1986) . We had budgeted approximately $25,000 in the current year's budget
for industrial development. It should also be remembered that the tentative
scheduing of the objective is in such a fashion that not all of the monies
suggested would be spent in 1986 but rather it would evolve into a two .year program.
Council should review the proposed timing of the objectives and assign any changes
in priority.
Council may wish to consider the matter of an Industrial Development Officer.
At the time that Mr. Pat Olive, Industrial Development Commissioner for the
Region of Durham met with Council he indicated that the Town had very limited
land base resource in terms of designated and zoned industrial land. At that
time I believe that Mr. Olive indicated a total of 22 acres of serviced
industrial land was available together with approximately 40 - 60 -unserviced
industrial acres. Given the limited land base it may be questionable to employ
the services of an Industrial Development Officer at this time.
Council may wish to forego this until such time as the other objectives outlined
in the Economic Development Strategy are put in place, i.e. advertising
opportunities, improved brochure, promotional video-tape.
However, there will be a need to co-ordinate the Strategy once adopted. Unless
Council is prepared to phase the program, and in the absence of a C.A.O. it may
be necessary to hire someone to co-ordinate the various activities associated with
the program.
ADMIN. 33 - 86
Many of the objectives outlined, while related, are severable one from the
other in terms of actions that can be taken. It is appropriate to briefly
comment on the various objectives that are outlined.
The suggestion that the Town should join a number of Development Groups
will permit the Mayor, Members of Council , and indeed selected staff members
to gain a clearer understanding of some of the broader concerns that such groups
face. In conjunction with this particular activity, it is suggested that staff
members and Council members attending such meetings should be furnished with a
suitable name tag depicting the Town's crest so that people in attendance at
the meeting know that the Town is represented.
The ;whole question of advertising and the shared responsibilities between the
Town and the Region was the focus of considerable discussion in the formulation of
the Economic Development Strategy. It is the basic feeling that the Town should
co-operate in international markets with the Region of Durham and to a certain
extent in national markets. However, the Town should focus its independent
efforts on specific targetted journals such as Business & Finance in Ontario.
The extra copies printed could be included in our industrial handouts. In order
to project the proper image of the Town, it is imperative that the services of a
public relations or advertising firm be retained to not only work on the Town's
tourism brochure, but also the additional information which should be included
in our Industrial Information Kit. If this information is to be provided it
must be done so in a comprehensive manner, one that projects a very professional
image of the Town.
It should be noted under Objective 6 that it is suggested that all maps be
colour coded consistent with Regional industrial promotion maps. That is to
say if the Region of Durham uses blue for all industrial areas, so too should
the Town of Newcastle. This will make our documents and that of the Region 's
compatible and ease industrial interests in their efforts to understand land
use designations within the Town and the Region.
The Economic Development Strategy also focuses on tourism opportunities.
It is appropriate through C.O.T.A. and T.A.D.R. to advertise annually.
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This would be consistent with the approach that is being developed through the
Region of Durham in their efforts to promote tourism throughout the Region.
Development of a five to six minute industrial promotion video tape is
appropriate given the advances that have been made in communications. Many
municipalities now use such tapes to familiarize industrial clients that are some
distance removed from their town with the advantages of locating within their
municipality. Such tapes can be shipped to industrial clients and viewed and then
returned to the Corporation. A number of firms have indicated a desire to provide
such a tape to the Town. Staff are confident with the monies provided that a high
quality video promotion tape could be developed for the Town of Newcastle.
In the acquisition and development of portable display walls and suitable incLustrial
displays , it is important that our equiment and displays be first class and
professionally done. It is better not to participate in such shows if we are
unprepared to make such an investment. The equipment purchased should be compatible
with that of Regional equipment so that it can be utilized as one unit. Such a
portable display could also be used in such local events as the Orono Fair and in
the Town Hall for any special function.
Last year the Town participated with local industries at the Orono Fair. This was
generally very well received by individuals. It is hoped that a similar event
can be organized for this year's Fall Fair.
While perhaps less costly than some of the other activities, the effect of lobbying
senior government agencies and governments should not be underestimated. A number
of areas under the lobbying section have been identified to further promote the
best interests of the Town of Newcastle in attracting and sustaining interest in
industrial development. The lobbying of Bell Canada and those bodies affecting
legislation with respect to trucking and freight regulations are of particular
importance. If we are to project an image of being one Town, it is important that
the various communities within the Town be listed in appropriate fashion in the
telephone book and that we are not put at a disadvantage in terms of freight rates
through arbitrary regulatory bodies. In many instances the lobbying with
private interests will serve to clean up the image of the Town particularly as
you access the Town via the 401 .
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ADMIN. 33 - 86
The review of our development processes will ensure that to the greatest
extent possible we are handling such applications in a forthright manner.
Development of computer links to the Region will not only serve to access
information collected by the Region of Durham but through the Region of Durham
also access provincial and federal programs that will assist in the securing
of background information with respect to industrial clients.
Prior to the adoption of this strategy Council may wish to solicit the
comments of the Regional Economic Development Commissioner. It should be noted
that this is the first Economic Development Strategy that has been introduced
at the local level. The Region is currently developing the Regional Economic
Development Strategy and 'I believe the local strategy will be compatible with
that which is being produced at the Regional level.
All of which is respectfully submitted,
David Johnston, M.C.I.P. ,
Chief Administrative Officer
DRAFT
ECONOMIC DEVELOPMENT STRATEGY
GOAL:
To stimulate investor confidence in the tourist, industrial , commercial
and residential sectors of the economy within a sound planning framework.
OBJECTIVES:
To create a positive and progressive image of the Town, one that is responsive
to the needs of industry and commerce by adopting the following measures:
Promotion and Advertising
1 . Join and regularly attend meetings of the following groups and agencies:
Urban Development Institute (Mayor or Mayor's designate)
Oshawa and District Builders ' Association (Planning Director)
Durham Region Manufacturer's Association (Mayor or Mayor's designate)
Local Chamber of Commerce and Development Group (Mayor or Mayor's designate)
Region of Durham Economic Development Liaison Committee (Planning Director)
Central Ontario Travel Association (Clerk)
Tourist Association of Durham Region (Clerk)
Eastern Ontario Development Committee (Planning Director)
Oshawa and District Real Estate Board Annually (Mayor and Members of Council)
($1 ,000 exclusive of staff time)
2. Co-operate and complement advertising opportunities with the Region of Durham
in the national and international markets.
($4,000 - $5,000)'
3. Advertise provincially and to some extent nationally through a targetted
journal such as the journal Business and Finance in Ontario , with extra
copies being purchased as industrial handouts.
($3,000 - $4,000 annually - 1000 extra copies)
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4. Retain the services of appropriate public relations and advertising
firm(s) to rework the Town's tourism brochure to focus on day trip
opportunities from Metro Toronto.
($3,000 - $5,000)
In the meantime authorize the addition of the Clarke Museum to the brochure,
a reprinting of 5,000 copies and their distribution for this year.
($2,000)
5. After the tourism brochure is reworked, distribute same on a much wider
basis through Metro Toronto by retaining the services of a pamphlet
distribution service.
( 130 locations, annual cost for service $1 ,000) ( 1987)
(Printing cost $5,000 - $6,000) ( 1987)
6. Retain the services of appropriate public relations and advertising
firm(s) to develop additional material for inclusion in the Industrial
Information Kit, such material to include the following components:
Civic Data: Education, Medical Services, Churches, Schools, Hotels, etc.
Labour Profile: Labour rates, breakdown of nature of labour force.
Service Rates: Region sewer and water, public utilities, gas, etc.
Available Industrial Land: Cost of land, level of servicing, zoning
general requirements.
Housing: Nature and type, price ranges.
Transportation: Major road network, travel distances and time to major
centres. Oshawa Airport, Port Facility.
Additional Maps: Showing each industrial area and lots available.
All maps should be colour coded consistent with Regional Industrial
Promotion Maps.
($12,000 - $16,000)
7. Advertise in the annual publications of C.O.T.A. and T.A.D.R.
($5,000 annually)
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8. Develop a 5 to 6 minute industrial promotion video tape highlighting
the industrial opportunities, lifestyle and tourism opportunities within
the Town. Have two dozen copies of the tape made for use with
industrial clients.
($5,000)
9. Acquire portable display walls and develop a suitable industrial display
that can be used at a variety of functions including local exhibits and
trade shows.
($5,000 - $7,000)
10, Participate jointly with Regional officials in any trade shows or
exhibitions that the Region attends utilizing where appropriate the
revamped printing material , videos and portable industrial display.
11 . Participate with local industries at the Orono Fair.
($1 ,000)
Lobbying
12. Seek the participation of the Town's advertising van in the Bowmanville
Santa Claus Parade.
13. Organize through the Mayor's office two or three days for Council tours
of local industries in June to attempt to organize a local Industrial
Promotion week in October. The week would feature afternoon or evening
open houses or tours of local industry. The Town would be responsible
for the promotion of the week.
($3,000 advertising)
14. Encourage through a letter from the Mayor's office industrial development
concerns to keep Town officials informed on their marketing strategy
and price lists for properties.
15. Encourage the Energy Park Task Force to establish its priorities
and prospects by the end of 1986.
16. During the Industrial Promotion Week in October, sponsor a small reception
for major Real Estate firms from Metro and a select and limited number
of agents from local firms to acquaint Metro interests with the availability
and nature of industrial land available.
($3,000 - $4,000)
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17. Encourage the continuation of investment nights in conjunction with
the Manufacturer's Association. (Showcase)
18. Encourage, through a general letter from the Mayor's office, private
industrial land owners and businesses to improve or maintain a standard
of signage, landscaping and general property standards.
19. Continue through the Mayor's office to press the Ministry of Transportation
and Communications for improved provincial highway signage.
20. Approach the Ministry of Transportation and Communications to see if it is
possible to develop rock garden type signage at one or more interchanges
along Highway 401 .
(Initial cost $10,000 - $15,000 plus ongoing maintenance
through Public Works or Community Services)
21 . Lobby Bell Canada to organize its telephone directory so that all of the
communities within the Town of Newcastle are listed as communities within
the Town and together.
22. In conjunction with the Region, lobby appropriate legislative and regulatory
bodies to review and favourably revise the trucking and freight regulations
as they apply to the Town of Newcastle.
23. Seek the co-operation of the Region of Durham in providing additional
screening and possible berming along the Regional Liberty Street Sewage
Treatment Plant.
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24. Request the Ministry of Transportation and Communications to consider the
acquisition of the property at the south east corner of the intersection
of Liberty Street and Baseline Road.
25. Encourage through a general letter from the Mayor to local industries
the utilization of the name Town of Newcastle in company names as well
as product packaging.
26. Lobhy at the Regional level to encourage the servicing of industrially
designated and zoned lands.
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Technical
27. Hire two co-op students (Geography or Planning background) to develop
industrial profiles on select industrial prospects within the Town
and Metropolitan Toronto area. (3 to 4 month contracts) .
($20,000) ( 1987)
28. Develop berming on the east and north side of the Bowmanville Public
Works Yard.
($5,000 - $10,000)
29. Reconfirm the priority given to the processing of planning applications
received of an industrial or commercial nature.
30. Review site plan control procedures and requirements to ensure
that both are appropriate for Town needs.
31 . Request the Region of Durham through the Economic Development Office
to alter their computer program so that each municipality can be provided
on a quarterly basis a separate municipally based computer listing of
manufacturers. If this is not possible, design in our new computer system
the ability to access this information.
32. Develop, in conjunction with the Region, computer links so that the Regional
information base on industrial development can be accessed at the local level.
($25,000 - $30,000)
33. Review departmental and administrative procedures to ensure the
expeditious treatment of industrial applications.
34. Have an appraisal done on our industrial land on Cemetery Road and thereafter
list the southern most nine acres for sale as industrial land.
35. Develop, in conjunction with the Oshawa and District Real Estate Board,
a loose leaf handbook on industrial development opportunities facts and figures. ( 1987)
36. Establish a policy that all new commercial or industrial interests coming
to the Town or expanding their operations are given proper recognition through
a letter from the Mayor on behalf of Council welcoming their business to the Town,
and encourage the various Chamber of Commerces to actively participate
in the opening or expansion of an industry.
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37. Final recommendation:
Review the progress of this strategy in the late part of 1986
(November) to establish and define a strategy for 1987 and
subsequent years.
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ESTIMATED COSTING AND POSSIBLE FUNDING SOURCES
RECOMMENDATIONS TOWN CURRENT HYDRO "B" INDUSTRIAL
ACCOUNT RESERVES
1 1 ,000
2 2,000 - 3,000 2,000 - 3,000
3 2,000 - 3,000 2,000 - 3,000
4 2,000 3,000 - 5,000
5 6,000 - 7,000
6 12,000 - 16,000
7 5,000
8 5,000
9 5,000 - 7,000
11 1 ,000
13 3,000
16 3,000 - 4,000
20 10,000 - 15,000
27 20,000
28 5,000 - 10,000
32 25,000 - 30,000
1986 - 1987 19,000 - 22,000 60,000 - 76,000 35,000 - 45,000
TOTAL COST OF STRATEGY 1986 - 1987
$114,000 - $143,000.
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IMPLEMENTATION SCHEDULE
BY THE END BY THE END
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BY-THE B
RECOMMENDATION # IMMEDIATELY OF 1986END 1987HE END
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