Sioux Lookout Needs/Gap Analysis

Transcription

1 Sioux Lookout Needs/Gap Analysis Prepared by: With special thanks to funding partners: March 31, 2011

2 Table of Contents 1 Framework for Gap Analysis Definitions and Explanation of Model Summary of Sioux Lookout s Main Gaps Sector-Specific Gap Analysis Retail/Commercial Arts, Culture, Heritage Tourism Health Care and Social Services... 11

3 1 Framework for Gap Analysis McSweeney & Associates has been retained to prepare a Needs/Gaps Analysis for the Municipality of Sioux Lookout. The rationale behind this report is to examine Sioux Lookout s target industrial sectors to determine investment barriers and identify disparities between where the Municipality envisions itself and its current economic position. To undertake this analysis, the consultants used a Needs/Gap Analysis Model (see following page) to demonstrate the general order of priority of issues affecting Sioux Lookout s competitiveness in its four main sectors: 1. Retail/commercial 2. Arts, culture, heritage 3. Tourism 4. Health care and social services The model was developed by taking a ground-up approach to understanding the competitiveness and readiness of a specific community in relation to a particular industry. By first examining the specific target industry sector base requirements (i.e. raw materials or natural resources) and 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 competitive advantages. To enjoy success within their four priority industrial sectors, Sioux Lookout 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. The information used to complete the Needs/Gap Analysis was collected through a detailed review of various reports and previous analyses completed by the Municipality of Sioux Lookout and other government and private sector agencies. In addition, feedback was obtained from community and industry stakeholders who are currently working with the Municipality of Sioux Lookout. McSweeney & Associates 1 March 31, 2011

4 Needs/Gaps Analysis Model Advanced Sector Requirements Regional Community ing Infrastructure (Both Hard & Soft) Access to Resource Basic Sector Requirements Base Resource (Sector s Primary Assets) 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/utilized in order to grow/develop a specific sector of the economy). Essentially, this step identifies the main resources on which the sector 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 McSweeney & Associates 2 March 31, 2011

5 also include other items such as material inputs, geographic location or local expertise, skills or a specific talent. With respect to Sioux Lookout, the following base resources are needed to ensure the target sectors can be further developed: 1. Retail/commercial: sufficient designated land in appropriate locations with appropriate vehicular and pedestrian access; willing developers and retailers; sufficient market demand in primary market (Sioux Lookout) and secondary market (northern communities). 2. Arts, culture, heritage: individual and group contributors to arts and culture; cultural and heritage assets. 3. Tourism: tourism assets, points of interest, food services and accommodation; tourism operators; tourists and visitors. 4. Health care and social services: health care assets and resources; health care service providers; social service providers; consumers of health care and social services. Step 2 Access to Resource As with all sectors of the economy, there needs to be an ability to gain access to the required base resources. This type of access can take several different forms depending on the nature of the resource. Items which have an effect on access to resources may include (not in any specific order of importance): Local, regional, world demand for resource Financial markets Ease of physical access roads, waterways, air, rail Competitive shipping/access costs Approvals process (several levels and/or various government jurisdictions) Cost of, or ease to extract, process, develop, exploit, consume or make use of the resource Step 3 Required/ing Infrastructure (Hard and Soft) As the needs of each economic 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, developing, or retaining specific economic sectors. Infrastructure can be separated into hard and soft services and include items such as (but not limited to): Hard services: o Industrial or commercial (retail/office) land (properly planned and designated land) o Available commercial and/or industrial space o Visual/ vehicular/pedestrian access to properly planned and designated commercial properties o Residential housing McSweeney & Associates 3 March 31, 2011

6 o o o o o Municipal water or access to a potable water source Sewage and waste disposal (on-site or municipal) Electricity and electrical transmission capacity Heating fuels Road, rail, air access Soft services: o Skilled workforce (talent) o Competitive tax rates o Education, training and skills development o Health care and social services Step 4 Direct Community The decision for an entrepreneur, investor or business person to locate or expand within a community, or to 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. 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, 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/type of business; Local political support for the specific industrial sector, commercial sector, or business type, and commercial area/downtown revitalization; The focus/priorities of the local municipal Economic Development program. Step 5 Regional As 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); Regional marketing plans and campaigns; Development of regional partnerships; Regional political collaboration and support; McSweeney & Associates 4 March 31, 2011

7 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 Sioux Lookout s Main Gaps The following gaps and potential actions have emerged within Sioux Lookout s main target sectors: 1. Retail/commercial The Town needs to continue their downtown revitalization efforts and should include: Actions to use existing vacant space and buildings more effectively; and A clean up or refresh of the Downtown/Front Street through partnerships with the Town, Front Street businesses and the Chamber of Commerce. A retail study should be completed to better understand retail leakage to other communities and whether or not Sioux Lookout can accommodate expanded or additional retail offerings (study should examine the needs/demands of local and First Nations consumers). Chamber of Commerce, in partnership with the Town, should invest in customer service training for existing retailers (local retailers need to serve their clients better in terms of goods and services offered, as well as how to best accommodate and meet the needs of their customer base). 2. Arts, culture, heritage The Town, in partnership with local stakeholders, should expand the effectiveness of their current Economic Strategy by completing an Arts, Culture and Heritage Strategy and Implementation Plan. Should be completed in conjunction with the Tourism Strategy, and needs to include First Nations communities as an integral stakeholder. Sioux Lookout should raise awareness of the benefits the arts, culture and heritage sector provide the community. The Municipality and the community as a whole need to become more involved and supportive of the arts, culture and heritage sector in Sioux Lookout if this sector is going to succeed. First Nations communities need to be included on all municipal or community committees, task forces or working groups focusing on arts, culture and heritage. Develop partnerships with the northern First Nations communities aimed at improving local arts, culture, and heritage offerings. Sioux Lookout s arts, culture, and heritage offerings should be better marketed both within the community and externally, and in conjunction with tourism assets. McSweeney & Associates 5 March 31, 2011

8 3. Tourism The Town, in partnership with local stakeholders, should expand the effectiveness of their current Economic Strategy by completing a Tourism Strategy and Implementation Plan. Should be completed in conjunction with the Arts, Culture and Heritage Strategy and needs to include First Nations communities as an integral stakeholder. A tourism strategy needs to address changing market trends, make recommendations on product development, and be supported with a tourism marketing plan. Northern First Nations communities should be invited to partner on regional tourism opportunities. Sioux Lookout as a community should be better marketed within Northwestern Ontario and elsewhere. Work within the RTO 13C framework. 4. Health care and social services Look for opportunities to identify efficiencies and increase service delivery capacity where possible. Use increased capacity (as depicted above) to explore new and/or proactive programs (i.e. addiction prevention, nutrition, etc.) and attract new specialized health services (i.e. physiotherapist, ophthalmologist, etc.) to Sioux Lookout. The lack of transportation within Sioux Lookout is causing some difficulties for lower income families and seniors in terms of making appointments and travelling throughout the community. Market Sioux Lookout as a Regional Hub for Health Care (attract clients from the surrounding area). McSweeney & Associates 6 March 31, 2011

9 3 Sector-Specific Gap Analysis 3.1 Retail/Commercial Sioux Lookout Needs/Gap Analysis Base Resource Strong market demand in primary market (Sioux Lookout). Very large secondary market (northern communities) plus tourism traffic. There may be insufficient designated land in appropriate locations (would need to be determined by a retail study). There appears to be insufficient number of willing developers and retailers. Sioux Lookout is currently under served with regards to the retail sector leakage to Dryden, less than expected employment in Access to Resource ing Infrastructure Northern communities have access to, and travel to, Sioux Lookout by air and winter ice roads for health care and social services. Hard services are available in retail/commercial areas. the retail sector. Air travel is expensive, and is the only practical means of accessing Sioux Lookout when winter ice roads are not available. Shipping goods by air is expensive. There is a lack of high quality retail space and retailers. Property owners and/or developers appear unwilling, uninterested, or are deterred by community opposition to attract high quality retailers and invest in high quality retail space. Some owners appear to be uninterested in leasing vacant retail space. Many retailers appear unwilling to or uninterested in meeting modern consumer expectations. Downtown is far below its potential in terms of public infrastructure, physical attractiveness, retail space, merchandising quality, and total sales. McSweeney & Associates 7 March 31, 2011

10 Community Regional Some (but certainly not all) consumers try to shop locally. Sioux Lookout has a recently approved Economic Strategy (includes Retail as a target sector). Very large secondary market (northern communities) plus tourism traffic. Many consumers travel outside of Sioux Lookout for the retail experience, goods and services they are looking for. There appears to be some community opposition (and local political opposition) towards more modern or certain types of retailers entering the Sioux Lookout market. The role of the municipality is not one of protection of current retailers, but rather to create an environment that allows the private sector to operate competitively within the parameters of good planning and community development. Downtown needs careful planning and development which will need to be at least partially driven by the municipality. Many shoppers frequently finding shopping downtown to be a negative experience. There does not appear to be a concerted or coordinated effort to offer better retail services to northern communities, or to market to northern communities. An exception would be the airport which attempts to better serve the northern communities with air freight. McSweeney & Associates 8 March 31, 2011

11 3.2 Arts, Culture, Heritage Sioux Lookout Needs/Gap Analysis Base Resource Sioux Lookout is home to a small base of arts, culture and heritage assets and people. This small base has greater potential for growth, particularly if First Nations people can become more engaged in the development of this sector. The base is quite small, and one of the few assets (the museum) is currently under threat. Broader recognition and support for this sector is required if it is to flourish. The First Nations community is largely absent in the retailing of their crafts, arts and heritage Access to Resource ing Infrastructure Community Northern communities have access to, and travel to, Sioux Lookout by air and winter ice roads. interpretation. Air travel is expensive and is the only practical means of accessing Sioux Lookout from the north when winter ice roads are not available. Shipping goods by air is expensive. However, some arts and culture can be delivered digitally. Unknown Museum is mediocre and needs to be improved. Museum collection is threatened due to aging volunteers, physical space requirements and collection storage needs. Library basement needs to be completed to accommodate highest and best use. No marketing. Sioux Lookout has a recently approved Economic Strategy (includes Arts, Culture and Heritage as a target sector). First Nations community is not represented on municipal boards or committees. Limited municipal support for festivals and special events. Lack of municipal resources, support, understanding, funding, space, etc. Lack of support for the Cedar Bay Outdoor Recreation Area. No Arts, Culture and Heritage Strategy. Likely limited community recognition of the importance of Arts, Culture and Heritage as an McSweeney & Associates 9 March 31, 2011

12 Economic Development Strategy. Regional Unknown Unknown 3.3 Tourism Base Resource Surrounded by lakes. Tourism is largely fisheriesbased, and there is a strong fish base in the lakes. Winter First Nations Hockey Tournament. Summer 10 day Blueberry festival. Strong First Nations presence to the north (includes cultural experiences). Coastguard does not maintain marker program of obstacles on the lakes thus making lakes unsafe. Could capitalize on additional business opportunities brought on by events such as the First Nations Hockey Tournament. Could expand current fairs/festivals/special events. Could build more fairs/festivals/special events. Eco-tourism is currently weak. Sioux Lookout does not Access to Resource ing Infrastructure Ready access to undeveloped and healthy lakes. Excellent air-travel. VIA rail service. Excellent road system connecting to the Trans-Canada highway. Lots of accommodation. Several restaurants. Some retail shopping. currently have a marina. Waterfront property is expensive and under-developed. Most of the land surrounding Sioux Lookout belongs to the Government (thus limiting use). Need to work cooperatively with the First Nations communities in the north to develop cultural experiences and traditions to enhance tourism in the area. Tourists must travel long distances to reach Sioux Lookout. Poor connections via air limits tourists ready access to Sioux Lookout. Air transportation is costly. On occasion, do not have enough rooms when a major event is in town. Nothing is being done to capture the tourists stopping on VIA rail. McSweeney & Associates 10 March 31, 2011

13 Fairs and festivals are maxed out due to volunteer fatigue. Need to promote events more effectively in the First Nations communities in the north. Need to promote the town in general in a more effective fashion. Community Regional Sioux Lookout has a recently approved Economic Strategy (includes Tourism as a target sector). Sioux Lookout does not have a Tourism Strategy to facilitate product development or marketing. Municipality currently has no contact with the Tourism industry. Not clear if the community and the Town Council and Administration appreciate the positive impacts of tourism. Volunteer fatigue. Municipality currently does not provide any funding for tourism marketing. No First Nations engagement in tourism. Part of RTO 13C. Perception that the Province does not support the Northwest region as much as they do the Central/South regions (the Province is disconnected from the needs of the Tourism sector in the area). Federal regulations with regards to crossing the border from the US are limiting (i.e. having a criminal charge in the US (e.g. DUI) means that you cannot cross the border). 3.4 Health Care and Social Services Base Resource Sioux Lookout has a residential base of just under 5,500. An additional 30,000 people None identified. McSweeney & Associates 11 March 31, 2011

14 from 29 northern communities. Dryden, with a population of 9,200 lies just 100 kms north. Tremendous demand for health care and social services from First Nations communities. Access to Resource ing Infrastructure Community Excellent air-travel. VIA rail service. Excellent road system connecting to the Trans-Canada highway. Sioux Lookout Meno Ya Win Health Care Centre. 41 acute, 5 chronic and 20 extended care beds. Fully serviced Health Care Centre - including emergency care (24/7). Health Care Centre is attracting health care professionals to Sioux Lookout. Over 20 doctors and 2 surgeons, other health care professionals such as nurses. Long-term care facility (William Bill George Extended Care). Several types of specialized health care services available. Government and First Nations Social Services Sector is very well represented in Sioux Lookout. Meno Ya Win Health Care Centre has a very strong and dedicated Board of Directors. First Nations are represented on the Board. Strong level of active community volunteers. Sioux Lookout has a recently approved Economic Strategy (includes Health Care and Social Services as a target sector). Lack of accessible and affordable transportation to and from some communities (i.e. Hudson). Limited access to postsecondary or skilled trades programs for First Nations. Lack adequate housing for seniors. Lack some seniors care services. Hospital appears to be reactive vs. proactive. Lack of recognition of the impacts and contributions the First Nations community places on Sioux Lookout s economy. Sioux Lookout does not have a specific strategy focusing on Health care or Social Services. McSweeney & Associates 12 March 31, 2011

15 Regional Significant Provincial and Federal funding flowing into operating and capital budgets. Provincial funding models do not always work. Too many providers of social services makes coordination difficult - may be able to find efficiencies. Need more ancillary services such as: o Treatment centre o Long-term care beds o Affordable housing o Housing and care for seniors McSweeney & Associates 13 March 31, 2011