Township of Schreiber Needs/Gap Analysis. Needs/Gap Analysis. Prepared by: With special thanks to our funding partner:

Transcription

1 Needs/Gap Analysis Prepared by: With special thanks to our funding partner: December 2011

2 Needs/Gap Analysis for the Township of Schreiber Prepared by: McSweeney & Associates Greenbank Road Ottawa, Ontario K2J 1S8 CANADA Phone: Or Fax: Or Website:

3 Table of Contents 1 Framework for Gap Analysis Needs/Gaps Analysis Model Definitions and Explanation of Model Summary of Schreiber s Main Gaps Theme Specific Gap Analysis Creating the Schreiber Experience Motivating Entrepreneurship What the Numbers Say Brief Statistical Overview of Schreiber... 17

4 1 Framework for Gap Analysis McSweeney & Associates was retained to prepare a Needs/Gaps Analysis for the Township of Schreiber. The rationale behind this report is to examine Schreiber s target industrial sectors to determine investment barriers and identify disparities between where the Township envisions itself and its current economic position. This Needs/Gap analysis is somewhat different than other reports that have examined defined industrial sectors. Instead, this analysis focused on those activities and barriers needed to regenerate a community both from an economic development and a community development perspective. To undertake this analysis, we used a Needs/Gap Analysis Model (see following page) to demonstrate the priority of issues affecting Schreiber s ability to achieve their desired community and economic development vision. Their desired community vision can be achieved by focusing on two main themes/activities: 1. Creating a Schreiber Experience 2. Motivating Entrepreneurship. The analysis model being used has been developed exclusively by McSweeney & Associates and takes a ground-up approach to understanding the competitiveness and readiness of a specific community in relation to a particular economic and/or community activity. By first examining the specific community themes/activities and their base requirements (i.e. strategic geographic location, people, etc.) then incrementally moving upward to the top of the model, a community will get a more detailed perspective of the areas in which they excel and those in which they need to do some work to maximize their opportunities and competitive advantages. To enjoy success within their two priority community and economic development themes/activities, Schreiber will need to ensure that the gaps identified through the model are addressed in sequential order, starting from the base and moving to the top of the paradigm. There will be some overlaps between steps in the model; however, attention needs to be paid to the hierarchy of the model and to ensuring that the requirements of each step are adequately fulfilled. McSweeney & Associates 1 December 2011

5 The information used to complete the Needs/Gap Analysis was collected through a detailed review of several reports and previous analyses completed by the Township of Schreiber and other government and private sector agencies. The reports reviewed included: 2010 Accommodations Package 2010 Attractions Package 2010 Dining Package Greeting Handbook Building a Superior Workforce 2009 to 2012 Labour Market Action Plan Recreation and Leisure Report 2008 Schreiber Community Profile Schreiber Public Library Strategic Plan 2010 to 2014 Schreiber Railway & Historical Interpretative Centre Master Plan: Final Report 2000 Township of Schreiber Strategic Plan 2007 Township of Schreiber draft Official Plan 2011 Schreiber/Terrace Bay Community Adjustment Partnership Terrace Bay/Schreiber Area Statistics 2006 Training Centre of Excellence Business Plan The Township of Schreiber In addition, interviews were conducted with community and industry stakeholders who are currently working with the Township of Schreiber or within the community. This included Town administration and elected officials, representatives from local businesses, and Provincial and Federal support agencies. McSweeney & Associates 2 December 2011

6 1.1 Needs/Gaps Analysis Model Advanced Sector Requirements Regional Support Community Support Supporting Infrastructure (Both Hard & Soft) Access to Resource Basic Sector Requirements Base Resource (Sector s Primary Assets) McSweeney & Associates 3 December 2011

7 1.2 Definitions and Explanation of Model The following section briefly explains each step of the Needs/Gap Analysis Model and identifies the criteria within each stage. Step 1 Base Resource (primary assets need to be exploited in order to grow a specific industry sector) Essentially, this step identifies the main resources on which the industrial sector or economic driver is being developed. Typically these base resources will be unique to a specific area or region; however, in some cases, the base resource may not be native to the area and would need to be imported. Also note that these types of resources are not simply traditional natural resources but could also include other items such as geographic location or local expertise, skills or a specific talent. To maximize community and economic development success, it is recommended that Schreiber focus on two main priority areas/themes. These themes are Creating the Schreiber Experience and Motivating Entrepreneurship. With respect to Schreiber, the following base resources are needed to ensure their priority sectors can be established or further developed: 1. Creating the Schreiber Experience strategic geographic location containing natural and community assets and people/community. 2. Motivating Entrepreneurship - people with ideas, creativity, drive and the desire to improve their current economic situation. Step 2 Access to Resource Similar to pursuing more traditional industrial sectors, for conceptual themes (i.e. creating an experience and entrepreneurship) to be successful Schreiber will also need to be able to access to the required base resources. This type of access can take several different forms depending on the resource required. In Schreiber s unique situation, items which have an effect on access to resources may include (not in any specific order of importance): McSweeney & Associates 4 December 2011

8 Ease of physical access to the community and the area roadway, rail service, waterways and waterfront access, etc.; Local, regional, provincial, national or world demand for resource (i.e. people and talent); Access to funding and financial markets; Approvals process (several levels and/or various government jurisdictions); Cost to extract, process, develop or exploit an idea. Step 3 Required/Supporting Infrastructure (Hard and Soft) As the needs of each industrial sector are different, so are the communities that support or develop each sector. In terms of supporting infrastructure, a community s ability to provide the necessary infrastructure will partially determine how successful they are in attracting or retaining specific industrial sectors. Infrastructure can be separated into hard and soft services and include items such as: Hard o Industrial land o Commercial and industrial buildings o Residential housing o Municipal water or access to a potable water source o Sewage disposal (on-site or municipal) o Electricity o Electrical transmission capacity o Roads. Soft o Competitive tax rates o Skilled workforce (talent) o Training and skills development. McSweeney & Associates 5 December 2011

9 Step 4 Direct Community Support The decision for an investor to locate, expand an existing industry, or shut down an operation and completely leave a community will be influenced by a variety of factors. One such factor is the community s receptiveness, openness and willingness to embrace an industry, or an idea/concept. Although it is very difficult to allocate a specific monetary value to the importance that community support plays in the development of a specific industrial sector or an idea/concept, the impact of positive community support can be the determining factor that places a community at the top of an investor s list. Some characteristics that can be captured and assessed in this stage include: A community s willingness to accept the industrial sector or idea/concept; Local political support for the specific industrial sector or idea/concept; The focus/priorities of local municipal Community and Economic Development program; The willingness and ability of the community to proactively move forward with community plans and projects. Step 5 Regional Support Since most economies are now based on a regional scale, it is critical that communities look outside their municipal borders to develop partnerships with other communities, governments (at all levels), as well as business and industries in order to be successful. It is therefore extremely important that communities understand the need to work collectively for the well-being of their region. When assessing this stage, there needs to be a demonstrated effort by the community that illustrates they understand the benefits of thinking locally while working regionally. In addition, they need to become engaged in regional economic development activities. Items that demonstrate regional support include: Long-term planning and regional strategies; Sharing of resources (including financial, human and intellectual); McSweeney & Associates 6 December 2011

10 Regional marketing plans and campaigns; Development of regional partnerships; Regional political support; Regional lobbying efforts; Provincial and Federal political support as required; Expeditious processing of Provincial and Federal approvals that may be required; Provincial and Federal lobbying efforts as required. 2 Summary of Schreiber s Main Gaps The four main areas that have emerged as existing gaps within Schreiber are: 1. Schreiber has an excellent opportunity to make significant positive community and economic changes. To move forward, Schreiber needs to: a. Develop a Vision b. Achieve the vision with a long term Strategy c. Stay committed to implementing their Strategy Clearly there have been several excellent strategies and business cases developed in the past, but they have not been followed through on. If Schreiber is going to improve their current situation, they will need to harness their community energy and desire to succeed and move forward with implementation of their plans. To do so will take time, dedicated resources and community champions to sell initiatives and keep projects on track. 2. The two main themes/sectors that Schreiber can capitalize on in order to move the community forward are Creating the Schreiber Experience and Motivating Entrepreneurship. The main (base) resources that Schreiber will draw upon to implement any activities around these themes will be people. The people that make Schreiber a special place will need to demonstrate and use their talents, energy, and drive to move forward with essential community and economic development initiatives. Although there is a sense of urgency in Schreiber, this may cause a challenge since McSweeney & Associates 7 December 2011

11 currently there appears to be a declining and aging population as well as a lack of motivation in the community. 3. Labour This includes access to professional, skilled and semi-skilled labour, and retaining the best local talent before they leave the community for other opportunities (school, family, employment opportunities). It has been identified through interviews and statistical analysis that attracting and retaining skilled workers is becoming more difficult as Schreiber is competing with other employers and industries outside the region and around the province. In addition, as the work-force in Schreiber is aging and limited numbers of youth are returning to Schreiber, the issue of retaining and attracting a well-diversified future work force of professional, skilled and semi-skilled workers is a concern that needs to be addressed. 4. Issues identified related to infrastructure and built environment: a. There appears to be a limited supply of high quality, shovel-ready commercial/industrial sites available in Schreiber. In addition, the commercial/industrial building stock is very limited. There are several vacant residential, commercial and industrial properties that can be utilized, but will need the cooperation of the Township and property owners to clean up and make the properties both functional and marketable. b. The Trans-Canada highway is a major infrastructure asset for Schreiber. There may be some issues related to provincial approvals with respect to property improvements that are required within the highway corridor. c. In general, community infrastructure (mainly streets, streetscaping, landscaping, etc.) will need to be upgraded. This will take time and money and many not be viewed as a priority within the community. The visual appearance and community image will need to be enhanced to retain or attract residents to the area. McSweeney & Associates 8 December 2011

12 3 Theme Specific Gap Analysis 3.1 Creating the Schreiber Experience Steps in Model Strengths Needs/Gaps Base Resource Excellent location along the Trans- Canada highway, north shore of Lake Superior. Great close knit community with a desire to improve their current economic situation. An entrepreneurial spirit and culture appears to exist. Any improvement to the Trans- Canada highway will require approvals from other levels of government. Although there appears to be a desire to move forward, Schreiber has developed several other strategic plans and business plans, which have either not been implemented or only partially implemented. Schreiber as a community needs to understand that they control their own destiny they can achieve greatness but need to take the first step and then continue taking the required steps. Access to Resource The main resource required for Creating the Schreiber Experience is the people of Schreiber. In terms of utilizing other community resources, the Trans- Canada and main street area is completely accessible. Lake Superior is also a major contributing factor to Schreiber s success. There is a declining population and a lack of identified community champions that have the ability to think big, while working on smaller manageable projects. Provincial and federal partnerships and approvals will be required to move forward with the major Schreiber initiatives. Difficulty accessing Lake Superior it is not visually accessible from Schreiber or the Trans-Canada. McSweeney & Associates 9 December 2011

13 Steps in Model Strengths Needs/Gaps Supporting Infrastructure Overall, Schreiber is in a good position to move forward with this sector initiative due to: The Township of Schreiber needs to get a better control of their revenue streams. Availability of prime property along the Trans-Canada and main street corridors; Supply of commercial/industrial land with limited number of buildings; Extremely affordable real estate; Fully serviced community with water and sewer (capacity for expansion); Excellent transportation networks (road and rail); Serviced by hydro and gas; Fully self-sufficient community technically sophisticated Town Hall, adequate housing, schools, very active library, medical centre, recreation amenities, churches, retail, services, etc.; An available labour force (mainly skilled and unskilled work-force); and Competitive Development Charge rates. The community needs to move away from a culture that seems to accept non-payment of property taxes. Commercial and industrial properties are available in Schreiber yet more needs to be done to improve the condition of the buildings and properties. Funding for community projects may be an issue, but there are several provincial and federal funding programs. Issues arising from the aging workforce, the lack of retention or re-attraction of youth, and lack professional, skilled and semi-skilled labour. Schreiber is competing with other regions throughout Ontario for labour and residents. Need more diverse housing stock to retain and attract all segments of the population. McSweeney & Associates 10 December 2011

14 Steps in Model Strengths Needs/Gaps Community Support The Town ship of Schreiber and its business/commercial community appear to understand the urgency of the current community and economic situation. The Township and the community in general may lack the drive, the champions and/or the expertise to move forward with rebuilding their community. The Township has completed support documents such as: Schreiber Community Profile Schreiber Public Library Strategic Plan 2010 to 2014 Schreiber Railway & Historical Interpretative Centre Master Plan: Final Report 2000 Township of Schreiber Strategic Plan 2007 Township of Schreiber draft Official Plan 2011 Schreiber/Terrace Bay Community Adjustment Partnership Terrace Bay/Schreiber Area Statistics 2006 Training Centre of Excellence Business Plan The Township of Schreiber Although several supporting documents and strategies have been undertaken in the past, there appears to be a culture developed that does not follow through on implementation of the plans. Funding may be an issue, but there are several provincial and federal funding programs. Schreiber lacks: An updated Economic Strategy; A Branding and Marketing Strategy required to showcase the area s competitive advantages; Updated Schreiber Railway & Historical Interpretative Centre Master Plan Updated Township of Schreiber (Corporate) Strategic Plan Updated Training Centre of Excellence Business Plan. The Township needs to communicate more and work closer with the business/commercial and industrial community to better understand issues and together develop solutions. McSweeney & Associates 11 December 2011

15 Steps in Model Strengths Needs/Gaps Regional Support Appears to be good political relationships and support between all levels of government. Schreiber needs to work more closely with their neighbouring communities. Look to Terrace Bay as an example of how to move forward with community initiatives (both planning and funding). Appears to be lack of strong relationships with First Nations. Other levels of governments and their support agencies are looking to rebuild/support Northern Ontario communities Schreiber will need to build a strong relationship with their support agencies, develop a plan and work with their support agencies to implement their plans. McSweeney & Associates 12 December 2011

16 3.2 Motivating Entrepreneurship Steps in Model Strengths Needs/Gaps Base Resource Schreiber is located in an area that has forced people to become resourceful and entrepreneurial (albeit they may not know it). Excellent location along the Trans-Canada highway, north shore of Lake Superior. With Schreiber s IT infrastructure, there is an ability to do business anywhere in the world. Great close knit community with a desire to improve their current economic situation. An entrepreneurial spirit and culture appears to exist. Currently many residents are looking for a job instead of actively finding ways to create their own job. May need to change people s employment culture and attitudes toward entrepreneurship and income expectations. Large scale employers are declining in the area. Residents and business owners may not appreciate the entrepreneurship opportunities that exist in Schreiber or the region. Access to Resource Several small scale private businesses exist within Schreiber and the surrounding region good mentors. The Municipal Town Hall could be used as a training and entrepreneurship centre. Several properties located in Schreiber would provide a space for new or expanding businesses/industries. Local CFDC offers support, funding and assistance. Local business community may be too busy or focused on ensuring their businesses are viable to be able to provide support. Again will require a change in attitude from finding a job to creating a job. Need a proactive Council and Town staff to move outside the normal functions of a municipal corporation (such as access to space and technology in the municipal Town Hall) McSweeney & Associates 13 December 2011

17 Steps in Model Strengths Needs/Gaps Supporting Infrastructure Overall, Schreiber is in a good position to move forward with this sector initiative due to: The Township of Schreiber needs to get better control of their revenue streams. Availability of prime property along the Trans- Canada and main street corridors; Supply of commercial/industrial land with limited number of buildings; Extremely affordable real estate; Fully serviced community with water and sewer (capacity for expansion); Excellent transportation networks (road and rail); Serviced by hydro and gas; Fully self-sufficient community technically sophisticated Town Hall, schools, very active library, medical centre, recreation amenities, adequate housing, churches, retail, services, etc.; An available labour force (mainly skilled and unskilled work-force); and Competitive Development Charge rates. The community needs to move away from a culture that seems to accept non-payment of property taxes. Commercial and industrial properties are available in Schreiber yet more needs to be done to improve the condition of the buildings and properties. Funding for community projects may be an issue, but there are several provincial and federal funding programs. Issues arising from the aging workforce, the lack of retention of youth, and lack professional, skilled and semi-skilled labour. Schreiber is competing with other regions throughout Ontario for labour and residents. McSweeney & Associates 14 December 2011

18 Steps in Model Strengths Needs/Gaps Community Support The Township of Schreiber and its business/commercial community appear to understand the urgency of the current community and economic situation. The Township has completed support documents such as: Schreiber Community Profile Schreiber Public Library Strategic Plan 2010 to 2014 Schreiber Railway & Historical Interpretative Centre Master Plan: Final Report 2000 Township of Schreiber Strategic Plan 2007 Township of Schreiber draft Official Plan 2011 Schreiber/Terrace Bay Community Adjustment Partnership Terrace Bay/Schreiber Area Statistics 2006 Training Centre of Excellence Business Plan The Township of Schreiber Local entrepreneurship support from CFDC, North Superior Training and Workforce Development Board. The Township and the community in general may lack the drive, the champions and the expertise to move forward with rebuilding their community. Although several supporting documents and strategies have been undertaken in the past there appears to be a culture developed that does not follow through on implementation of the plans. Funding may be an issue, but there are several provincial and federal funding programs. Schreiber lacks: An updated Economic Strategy; A Branding and Marketing Strategy required to showcase the area s competitive advantages; Updated Schreiber Railway & Historical Interpretative Centre Master Plan Updated Township of Schreiber (Corporate) Strategic Plan Updated Training Centre of Excellence Business Plan. The Township needs to communicate more and work closer with the business/commercial and industrial community to better understand issues and together develop solutions McSweeney & Associates 15 December 2011

19 Steps in Model Strengths Needs/Gaps Regional Support Appears to be good political relationships and support between all levels of government. Appears to be a lack of strong relationships with First Nations. Other levels of governments and their support agencies are looking to rebuild/support Northern Ontario communities Schreiber will need to build a strong relationship with their support agencies, develop a plan and work with their support agencies to implement their plans. Look to Terrace Bay as an example of how to move forward with community initiatives (both planning and funding). Township has not yet engaged other regional municipal partners in initiatives which support economic or entrepreneurship development. McSweeney & Associates 16 December 2011

20 4 What the Numbers Say Brief Statistical Overview of Schreiber Schreiber s population is decreasing at a rapid rate. In 2001, the population of Schreiber was 1,448. In 2011, it was approximately 900. The population in Schreiber is getting older. Overall, Schreiber s age profile indicates an older population than that of Ontario. The segment of the population aged years is significantly less than that of Ontario, whereas the segment of the population aged and years is larger than that of Ontario. Figure 1: % Population by Age, Schreiber, 2001, 2006, and 2011 vs. ON 2011 Source: McSweeney & Associates from Statistics Canada Census data 2001, 2006 and Manifold Data Mining Inc. Superdemographics 2011 Education - The largest post-secondary field of study is business, management and public administration - this percentage is larger than that of Ontario. The percentage of Schreiber residents who have a high school certificate or diploma is higher than the provincial percentage in 2011 (32.9% vs. 24.9%). However, the percentage of Schreiber residents who have a university certificate, diploma or degree is significantly lower than that of Ontario (16.7% vs. 31.1%). Schreiber is primarily English. Over 90% of residents in Schreiber speak English only. 8.8% of residents are bilingual, just slightly lower than the provincial level (11.3%). Income levels in Schreiber. All average and median incomes (total, family, household) in Schreiber increased between 2000 and 2010; however, in 2010, Schreiber had a lower average total income and household income than did Ontario. However, the percentage of the McSweeney & Associates 17 December 2011

21 population making more than $60,000 increased from 2000 to 2010, was the largest income segment in 2010, and was a larger percentage than the provincial percentage. Housing prices in Schreiber decreased in the last decade. The average value of dwellings in Schreiber decreased from $71,916 in 2001 to $62,794 in 2011 this is significantly lower than the Ontario average ($371,018). Schreiber does have some issues with regards to the labour force. In 2011, the employment rate in Schreiber was lower than in Ontario and the unemployment rate was significantly higher (23.7% vs. 8.4%). Figure 2: Labour Force Indicators, Schreiber vs. Ontario, 2001, 2006 and 2011 Source: McSweeney & Associates from Statistics Canada Census data 2001, 2006 and Manifold Data Mining Inc. Superdemographics 2011 One third of the jobs in Schreiber are filled by workers who live elsewhere. 26% of the workers living in Schreiber had a usual place of work outside of Schreiber. 35.1% of workers declaring a usual place of work in Schreiber lived outside of Schreiber. McSweeney & Associates 18 December 2011