edmonton.com
Business Plan 2012 Edmonton Economic Development Corporation
CONFIDENTIAL - FOR INTERNAL USE ONLY
TABLE OF CONTENTS 1. EXECUTIVE SUMMARY .......................................................................................................... p. 3 2. INTRODUCTION.......................................................................................................................p. 5 2.1 About EEDC...........................................................................................................................p. 5 2.2 Mandate.................................................................................................................................p. 5 2.3 Relationships..........................................................................................................................p. 6 2.4 Core Values............................................................................................................................p. 6
3. PLANNING PARAMATERS........................................................................................................p. 7 3.1 Planning Process....................................................................................................................p. 7 3.2 EEDC Mission and Vision.......................................................................................................p. 7 3.3 Link to the City of Edmonton’s The Way Ahead.................................................................p. 8 3.4 Alignment to the Strategic Plan...........................................................................................p. 9
4. 2012 PRIORITIES & INITIATIVES.............................................................................................p. 11 4.1 Current Economic Climate/Environmental Scan................................................................p. 11 4.2 2012 Priorities......................................................................................................................p. 12
Support Current Industries.................................................................................................p. 12
Future Foundations.............................................................................................................p. 13
Global Presence...................................................................................................................p. 14
A Better Place to Live, Work and Visit...............................................................................p. 15
4.3 Success Indicators................................................................................................................p. 16
5. FINANCIAL PLAN...................................................................................................................p. 17 5.1 Operating Budget...............................................................................................................p. 17 5.2 Capital Budget.....................................................................................................................p. 18
APPENDIX A - EEDC STATEMENT OF OPERATIONS....................................................................p. 20 APPENDIX B - CAPITAL PROGRAM (2012-2014).........................................................................p. 26 APPENDIX C - CORPORATE OVERVIEW - OPERATING DIVISION INITATIVES............................p. 27 Tourism.................................................................................................................................p. 27
Economic Development......................................................................................................p. 30
Edmonton Research Park....................................................................................................p. 33
Shaw Conference Centre....................................................................................................p. 34
External Relations................................................................................................................p. 35
CFO and Administration.....................................................................................................p. 36
Human Resources................................................................................................................p. 36
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1 EXECUTIVE SUMMARY Edmonton Economic Development Corporation (EEDC) is an independent corporation established by the City of Edmonton (COE) in 1993 for the purposes of promoting economic development, including tourism development. In addition to its core economic development responsibilities, the City has also assigned to EEDC responsibility for management of the Shaw Conference Centre (SCC) as well as the Edmonton Research Park (ERP). Within the world of economic development, Edmonton and Alberta face a relatively unique set of opportunities and challenges. For the vast majority of communities in the Western World, the number one economic development priority is finding jobs for people. Given the strength of our economies, many believe that over the next decade the number one economic development priority for Edmonton and Alberta will be finding people for jobs. Edmonton’s relatively unique position in terms of its economy has had a direct impact on the economic development strategies EEDC is implementing. For example, rather than subsidize job creation programs, EEDC is investing heavily in initiatives that will help Edmonton-based firms improve their productivity - doing more with less. Similarly, rather than lobbying against immigration, EEDC is actively working to attract foreign workers and encourage immigration. EEDC is even organizing “reverse trade-shows” whereby the corporation works with companies from across Canada to show them how they can partner with local Edmonton companies to help meet peak demands for manufactured products and services. With this background, EEDC’s business plan focuses all its efforts and initiatives into four priority areas. These priority areas, together with representative activities and projects, are summarized below:
Support Current Industries EEDC is implementing a suite of activities and initiatives that are designed to help Edmonton’s existing businesses and industries become more productive and more competitive. This will also provide them with the services and infrastructure they require to remain a strong and growing part of our economy. These initiatives are designed to help resolve bottlenecks and create new opportunities, with a particular focus on globally competitive sectors such as energy, health sciences, education, advanced technology and tourism.
Future Foundation Depending upon which futurist you talk to, in 20 years from now half of all businesses and half of all jobs will be in sectors or technologies that do not even exist today (where were MP3 players, iPads, internet search engines, high speed trains, and flat screen TV’s 20 years ago?). EEDC is implementing a range of activities and initiatives that are focused on supporting Edmonton’s future economy, elements of which may not even exist today or which may be in the earliest stages of development - infant sectors.
Global Presence Virtually all advanced economies are becoming globally focused, and it will be critical that they are able to market their products and services, and compete in a global marketplace. As roughly the 425th largest city in the world, it is not a surprise that most people have never heard of Edmonton, Alberta, Canada. If Edmonton’s companies and institutions are going to successfully compete in this global marketplace, it is essential that we grow positive recognition and awareness of Edmonton on the global stage. Much of the messaging incorporated in our Global Presence initiatives are focused on creating the recognition of Edmonton as a great place to work, invest and conduct business. Our focus will be on creating positive messages
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that will be heard within target audiences, helping to build awareness, reputation, and assisting with future attraction and retention.
A Better Place to Work, Live and Visit EEDC’s efforts to help to improve the Quality of Life in Edmonton serve two inter-related purposes: first, they directly support one of our core long term goals, which is to improve the Quality of Life for all Edmontonians (and thereby support a higher standard of living and achieve the status as one of the World’s Top 5 Mid-Size Cities); second, these efforts are critical to our ability to attract and retain the individuals and companies that will be the lifeblood of our economy in the future. Amongst economic development organizations, Edmonton has become a pioneer in terms of the effort it is putting into Quality of Life initiatives. This is partially a reflection of the unique economic circumstances we find ourselves in – in economies where there is a real shortage of employment opportunities, the creation of jobs often trumps quality of life considerations. However, in communities, sectors and professions where there are an abundance of jobs - health services, advanced technologies, energy - the quality of life offered by a community will often be one of the most important factors determining that community’s ability to attract and retain skilled individuals and businesses of the future.
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2 INTRODUCTION 2.1 About EEDC Edmonton Economic Development Corporation (EEDC) is an independent corporation established by the City of Edmonton (COE) in 1993 for the purposes of promoting economic development, including tourism development. In addition to its core economic development responsibilities, the City has also assigned to EEDC responsibility of managing the Shaw Conference Centre (SCC) as well as the Edmonton Research Park (ERP). A brief description of each area and their primary responsibilities are provided below: Area Economic Development
Responsibility Drives long-term sustainable income growth and improved quality of life for Edmonton to support existing industry and the development and diversification of future industry. Tourism Attracts tourism from business, leisure and events. In addition, Tourism is responsible for partner and support services for the industry. Shaw Conference Centre Generates economic impact by selling and hosting conferences and events, and (SCC) contributes social value for the City. Edmonton Research Park Manages the ERP and specifically provides incubator buildings with special-use (ERP) lease space and technology advancement support services for Edmonton-based companies. External Relations Marketing and communication activities focused on increasing Edmontonian’s global recognition by raising awareness of the region and growing EEDC’s profile locally, nationally and internationally. Corporate Services Provides the support services required by the Corporation and includes Finance and Accounting, Information Technology, Knowledge Management, and Human Resources.
2.2 Mandate EEDC was established in 1993, as an independent not-for-profit corporate entity by the City of Edmonton to manage the following functional activities: • • • •
Promotion of economic development Promotion of tourism development Management and development of the Shaw Conference Centre Management and development of the Edmonton Research Park
In establishing EEDC, it was the intention of the City to create an organization that could exploit the natural synergies that exist between divergent functional areas.
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2.3 Relationships Within EEDC’s mandate it has the operating and development responsibilities for assets owned by the City of Edmonton, including buildings and development lots at the Edmonton Research Park and the Shaw Conference Centre. EEDC fulfills its mandate through the use of internal staff resources and through partnerships with external organizations. On behalf of the City and other stakeholders, EEDC is responsible for various aspects of funding, operations and management of these partnerships, including: • TEC Edmonton - joint venture entity created by the University of Alberta and EEDC for the purposes of commercializing research and development. • Destination Marketing Fund – partnership between Edmonton hoteliers and Edmonton Tourism for the purpose of destination awareness, attraction and marketing. • Port Alberta – EEDC is a founding stakeholder influencing the industry-led association to foster transportation and logistics linkages to simplify the supply chain and to promote economic diversity and value added for Alberta. • Greater Edmonton Technology Alliance (“Regional Alliance”) – A collaborative group of nine key technology commercialization service providers working together by offering up their combined areas of expertise to help start-up companies grow and prosper. • Edmonton Film Fund – A new sustainable investment fund managed by EEDC (on behalf of the City of Edmonton) for the purpose of taking equity investments into locally filmed productions, in partnership with US based Kilburn Media.
2.4 Core Values For EEDC, the core values represent not only what the staff hold as important, but also frame how employees are expected to conduct themselves and behave within the organization. The core values chosen are representative of EEDC’s principles and morals. They are designed to guide the organization and staff in all aspects of work. Our Values are promises to ourselves and our stakeholders to promote the economic development of the Edmonton region through: Leadership Excellence. We are leaders and positive role models in all we do. Integrity. We do the “right thing” and honour our commitments. We ensure our work environment is safe and we demonstrate ethical behavior at all times. Respect. We embrace open communication, fairness and diverse perspectives. Spirit of Innovation. We are open to new ideas, take informed risks, and encourage creativity to achieve competitive advantages. Pride and Passion. We recognize balance is important and we strive to make Edmonton and our organization a great place to live and work.
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3 PLANNING PARAMATERS 3.1 Planning Process In the Fall of 2009, EEDC’s Board of Directors approved the long-term strategic plan which was developed to guide the organization’s efforts over the next 15-20 years. As part of the annual business planning process, the Board of Directors is responsible for confirming the strategic direction for the organization. In the Spring of 2011, the Board reiterated its support for the vision, mission and long term strategy for the 2012 business plan. However, the Board has expressed a desire to refresh the 2009 strategy and views the 2012 Business Plan as a transitional document, ahead of the updated 2012 Strategic Plan. The Board of Directors also provided direction for some refinements and clarity on scope and scale for the organization. Direction from the Board of Directors was to: • Continue to take a regional approach to economic development, with the region including all of Northern Alberta; • Take a more active leadership role where appropriate. This direction has been incorporated throughout EEDC’s integrated planning process. The strategic plan, business plan and operating Division’s activities have all been created in alignment with our goals of income growth and quality of life. To determine the 2012 initiatives, the organization conducted environmental scans by operating division, based on the strategic focus areas that were identified in the 2009 strategic plan. These environmental scans, in conjunction with the strategic plan, identify proposed initiatives to be implemented for 2012. The initiatives are discussed in more detail under section four. Through the process of operationalizing the Strategy, the planning process is following the disciplined structure of aligning:
The 2012 Business Plan captures the Strategy through to Outcomes, with the inclusion of select representative Metrics and Targets. Detailed metrics and targets supporting all 2012 activities are measured and reviewed within management’s Performance Management Review process.
3.2 EEDC Mission and Vision Mission “To promote the sustainable economic growth and development of Edmonton”. Sustainable economic growth and development is evident through the enhanced standard of living for those in the Edmonton region. An increased standard of living results from a combination of improvements to quality of life and income growth. Entwined in this, and still critical to EEDC’s role, is to ensure the economy is resilient, sustainable and diversified and that Edmonton is recognized globally.
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Vision “To ensure Edmonton’s standard of living is recognized as one of the world’s top five, for mid-sized cities, by 2030”. EEDC views a leading mid-sized city as one with the highest standards of living and a place where people choose to live, work and visit. To be recognized as a top five city provides a benchmark which demonstrates our increasing standard of living and provides a recognition tool that can begin a self-fulfilling cycle of growing and selling our standard of living.
3.3 Link to the City of Edmonton’s The Way Ahead EEDC’s vision of 2030 and the annual business plan align with and support the City of Edmonton’s vision for the future, which is outlined in The Way Ahead. As part of The Way Ahead, six ten-year strategic goals were established and plans have been developed or are being developed for each of the following: • • • • • •
The Way We Live – Improve Edmonton’s Livability The Way We Green – Preserve and Sustain Edmonton’s Environment The Way We Move – Shift Edmonton’s Transportation Modes The Way We Grow – Transform Edmonton’s Urban Form The Way We Prosper – Diversify Edmonton’s Economy The Way We Finance – Ensure Edmonton’s Financial Sustainability
The Way Ahead is used as input into the organization’s strategic planning process. As well, EEDC has and will continue to participate in the development of the plans for the six ten-year strategic goals to ensure our annual business plans are aligned with the City of Edmonton. EEDC has the strongest linkage to the Way We Prosper. Within the Way We Prosper, The City has identified 5 outcomes: Diversify Edmonton’s Economy 6.1 The Corporation is a driving force behind competitive business outcomes and delivers business friendly services. 6.2 The City is an advocate in the development of established business and sectors. 6.3 The City supports the development of high potential sectors. 6.4 The City attracts talent and investment making it nationally and internationally competitive. 6.5 The City is an effective participant in partnerships and collaborative efforts that strengthen the region and beyond.
Although these City outcomes may not directly correlate to EEDC’s strategic outcomes, we believe that there is solid alignment between the two and that EEDC’s strategy and initiatives strongly support and complement the City’s direction. The Way We Prosper defines its desired outcomes by constituents, as opposed to EEDC’s view that outcomes are foundational building blocks. These two approaches will support the same goals. EEDC’s proposed initiatives can be mapped to show support for both sets of outcomes.
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3.4 Alignment to the Strategic Plan EEDC’s long-term strategic plan is to increase the standard of living for the region, creating a top five mid-sized city by 2030. To ensure a sustainable increase in the standard of living, EEDC is focused on two goals: Enhancing income growth – The focus on income growth is required to ensure that residents participate in and benefit from growth in the region, through an increase in material well-being. The goal of income growth is dependent upon increasing levels of competitiveness in Edmonton’s economy. In EEDC’s context this competitiveness is accompanied by an inherent focus on diversification and maintaining areas of sustainable competitive advantage. Improving the quality of life – EEDC considers quality of life to constitute anything that enhances the livability of Edmonton and makes it a more desirable place to live, work and visit. Quality of life in the region can become a competitive advantage in the attraction and retention of a skilled workforce. In the 2009 Long-term Strategic Plan, EEDC identified the availability of ‘smart people’* as a critical component for future economic growth. The quality of life focus for EEDC was designed to facilitate the attraction and retention of these ‘smart people’. *As outlined in the 2009 Long-term Strategic Plan, EEDC’s definition of smart people is broadly used to define the characteristics and qualities associated with people who are innovative, creative, and seek out solutions to today’s and tomorrow’s problems. The definition of smart people is not meant to imply a focus on educational attainment. Smart people can be found throughout all levels of educational attainment throughout the population.
Within EEDC’s strategy, and a broader “economic development” context in general, the pursuit of income growth and quality of life are inseparably inter-related. This relationship has strong parallels to the Asian philosophy of yin yang. “The concept of yin yang is used to describe how seemingly contrary forces are interconnected and interdependent in the natural world, and how they give rise to each other in turn. Opposites thus only exist in relation to each other. Yin yang are not opposing forces (dualities), but complementary opposites that interact within a greater whole, as part of a dynamic system. Everything has both yin and yang aspects as light cannot exist without darkness and vice-versa, but either of these aspects may manifest more strongly in particular objects, and may ebb or flow over time.” (Wikipedia) In the same way as yin yang, income growth and quality of life are inseparable and completely dependent upon each other. They need to be in balance with each other and need to grow in balance. The specific initiatives EEDC will pursue serve to advance both goals with differing emphasis, and therefore need to be advanced with other complementary initiatives to maintain balance. For example, pursuing a strong financial services sector without ensuring a vibrant downtown will inhibit how successful financial services alone can become. A standalone strategic initiative can proceed and add some value, but by not working with other complements, the value relative to effort will not be maximized.
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Within the 2009 Strategic Plan, 12 “strategic outcomes” were identified as the building blocks necessary to achieve the goals of standard of living. These building blocks are: Income Growth Productivity Labour Pool Immigration Education
Entrepreneurship Innovation Develop Industries Quality of Life Downtown Vibrancy River Valley Vibrancy Global Event Attraction Increased Global Presence
Social Improvements
The ability to do more with less inputs. Effective utilization of labour, migrating workers up into higher value occupations. Inflow of talent for the region. Increased levels of educational attainment, resulting in increased productivity, competitiveness and a dynamic labour pool. An environment with the spirit and abilities to move ideas to market. An environment conducive for both idea generation and the willingness for businesses to embrace those ideas. A Knowledge-based economy, including heightened access to capital, business management skills and analytical disciplines.
An active and vibrant core where people live, work and play. Engaging activities, without spoiling the natural beauty. An increased global profile from hosting significant events. The world is informed about Edmonton’s unique attributes through image, reputation and ease of access. Improved living standards for residents in all socio-economic groups.
In alignment with the Strategic Plan, EEDC will continue to focus efforts on the industries related to Energy, Financial Services, Education, Health/Life Sciences, Advanced Technologies and Tourism. These industries are currently the region’s strengths, have the potential to be globally competitive, are high value add, and are necessary foundations for the success of other industries in the future knowledge economy. The initiatives proposed within the 2012 Business Plan were identified through the matrix of strategic outcomes on one axis and the key industries on the other. EEDC will focus its efforts on the opportunities that lie where the Outcome intersects with Industry. However it is not a simple linear relationship and often one initiative may contribute to multiple outcomes or industries. To simplify the business plan, the 2012 initiatives are aligned by the type of activity and skill set required, rather than by outcome or industry.
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4 2012 PRIORITIES AND INITIATIVES 4.1 Current Economic Climate / Environmental Scan The international community faced a rocky transition moving from 2010 into 2011. Geopolitical tension erupted in the Middle East, and a crippling 8.9 magnitude earthquake struck Japan in the first quarter. Both circumstances prompted a re-evaluation of safe and reliable energy sources for many global economies. This was particularly true for the US, as they source over half of their oil from outside of the western hemisphere. As such, even with sluggish economic performance in the US, West Texas Intermediate (WTI) crude oil prices have hovered around US$95-$100, and are expected to stay in that range into 2012. Natural gas prices are still challenged, and it is not anticipated that there will be a significant rebound in prices. The average price is expected to stay just short of $5/MMbtu, and remaining under $6/MMbtu over the medium term. Demand for natural gas is expected to show some growth, but the abundance of shale gas reserves in North America will continue to depress prices in the short-term. While the price of natural gas does not have a substantial impact on the local economy, the Province of Alberta is heavily dependent upon revenues derived from the natural gas industry. A decline in revenue will have a detrimental impact on both funding levels for critical industry sectors such as Advanced Education and Health. The oilsands continue to be an important driver of the economy. The industry is regaining strength with renewed interest and over $112 billion worth of projects either in the pipeline or recently completed as of June 2011. Increased investment in developing the oilsands has a direct impact on the local economy, generating demand for goods/services and skilled labour. During the last recession, the unemployment levels in Edmonton increased substantially, going as high as 7.8% at the tail end of 2009. During the recovery, levels have started to decline. Unemployment has ranged between 5.3% and 6.0% this year, which is superior to the 7%+ being witnessed in other parts of Canada. Full time employment levels have increased and the participation rate has grown, which indicates employers are confident about the future, and more people are entering the labour force to take advantage of opportunities. Housing starts struggled in 2011, but were fairly stable. The spring of 2010 benefited from a spike in demand due to buyers taking advantage of mortgage regulations before they became stricter. Although additional tightening of mortgage rules took place in the spring of 2011, the effect was less pronounced. For the coming year, the Canadian Housing and Mortgage Company is projecting a rebound, with a 9% increase in housing starts for Edmonton, with modest price growth of about 2.3%. Year-to-date non-residential building permits have also declined. Institutional construction projects have been the one shining light, up 188% over the year previous. An upswing in activity in the oilsands is expected to help drive construction in Edmonton, which has been in a lull for about two years. Overlaying all of this is the threat of a new global financial crisis, and the possibility of a “double dip” recession. While the United States and Western Europe appear to be the most severely impacted at this point, it would be naïve to assume that knock-on economic affects in those regions will not have an impact on the economies of Canada, Alberta and the Edmonton region. Overall, the Conference Board of Canada is forecasting economic growth for Edmonton to be around 3.1% at the end of 2011 and averaging 3.5% per year until the end of 2015. At this time, only Calgary and Regina are expected to be stronger performers.
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4.2 2012 Priorities EEDC faces a significant challenge in explaining its business plan to stakeholders. Everything we do is related to supporting economic development and improving income growth and quality of life in Edmonton. However, due to our structure, EEDC has a number of different avenues or tools for achieving these. These avenues range from traditional economic development initiatives such as business and investment attraction, to supporting the economy and quality of life through expanded tourism, the attraction of large scale events to the Shaw Conference Centre, broader local communication and engagement, and supporting the growth of early stage technology companies at the Edmonton Research Park. EEDC also pursues its economic development mandate through a variety of partnerships: TEC Edmonton is focused on helping early stage technology companies grow and thrive; the Destination Marketing Fund supports programs designed to increase the number of tourist and hotel visitors to Edmonton; and Port Alberta is focused on ensuring that the Edmonton region has the transportation infrastructure and services required to support the long term growth of the region’s economy. When EEDC activities are described, they naturally fall into four categories: supporting current industries; building future foundations; driving our Global presence; and making Edmonton a better place to live, work and play. These four categories form the strategic priorities for EEDC in 2012 and fall across a spectrum in the degree they support both Income Growth and Quality of Life. Quality of Life
Income Growth
Support Current Industry
Future Foundations
Better Place to Live, Work and Visit
Global Presence
Within each of these four Priorities are several EEDC initiatives that are intended to build toward the strategic goals. In 2012, 14 organizational initiatives span across operating divisions and align to these four priorities. The cross functional nature of many of these initiatives allow for several operating divisions to contribute, however no one division will support more than nine of these 2012 initiatives. These 2012 initiatives represent the anticipated work plan for 2012, however given the nature of the changing environment and the potential emergence of new, high value opportunities, EEDC anticipates the possible need to redirect resources during the year, with the Board’s approval. Priority: Support Current Industries EEDC is implementing a suite of activities and initiatives that are designed to help Edmonton’s existing businesses and industries become more productive and more competitive. This will also provide them with the services and infrastructure they require to remain a strong and growing part of our economy. The initiatives are designed to help resolve bottlenecks and create new opportunities, with a particular focus on certain globally competitive sectors such as energy, health sciences, education, advanced technology and tourism. In 2012 EEDC will focus this support through four initiatives:
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Destination Capabilities Focus on generating value within the local tourism marketplace and capitalizing upon existing opportunities. - Local Tourism Industry Partnership Program restructuring and continued industry training programs - SCC programs for enhanced profitability, revenue growth and facility expansion - Increasing economic value that convention delegates contribute Film Building on historical industry strength to reinvigorate film production, drive sustained employment and increase external visibility for Edmonton. - Manage and grow the Edmonton Film Fund and other new production activity - Pursue the renewal of the existing south-side production studio - Drive awareness of industry strength with politicians and national/international industry Labour The risks from labour supply shortages have the ability to constrain Edmonton’s economic growth. - Labour attraction missions targeting specific labour needs - Capitalize on available resources by realizing the full potential of foreign trained workers and creation of more intern training opportunities Technology out to Industry Edmonton has opportunity to leverage a multitude of innovation and research strengths across disparate applied industries. - Stimulate technology-pull through an industry “pain identification program”, finding local technology solutions to industry challenges - Build stronger relationships between industry and our research institutions - Grow on the success of the Early Adopter program, driving early innovation into industry, in return for vetting and assisting with commercialization - Continue with externally funded productivity programs Priority: Future Foundations Depending upon which futurist you talk to, in 20 years from now half of all businesses and half of all jobs will be in sectors or technologies that do not even exist today (where were MP3 players, iPads, internet search engines, high speed trains, and flat screen TV’s 20 years ago?). EEDC is implementing a range of activities and initiatives that are focused on supporting Edmonton’s future economy, elements of which may not even exist today or which may be in the earliest stages of development (i.e. infant sectors). In 2012 EEDC will focus on the foundational elements through four initiatives: Alliances & Communities The ability of future industries to germinate will be dependent upon the culture of our community and our ability to enable and leverage innovators and entrepreneurs; drive increased commercialization of technology; and support start-ups with profitable growth. - As Chair, influence and leverage potential commercialization from the “Regional Alliance” - Grow the fledgling “Nano-alliance” and “Start-up Canada” to increase communication and collaboration - Utilize the ONEdmonton leadership forum to generate community priorities and drive action
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Grow Key Assets To build a successful future economy, Edmonton needs to develop new assets, upon which current industries can rely and future industries can start or grow. - Utilize Edmonton Research Park’s efficient operations, changing business model and potential Southland’s expansion as a catalyst - Facilitate and gain industry participation for the establishment of a Centre of Excellence in Remediation - Develop the Aboriginal community’s economic potential through support for the creation of an Aboriginal incubator or business centre Immigration Immigration is a key source of talent, innovation and vibrancy in the community. - Create awareness of the need and value created by increased immigration - Identify and support programs designed to smooth moving to Edmonton Government Relations Edmonton’s strengths, opportunities and position within the provincial and national landscape need to be continually reinforced. - Ensure advocacy is conducted for the retention and growth of government (provincially and federally) controlled assets - Expand Government Relations program through activities such as local meetings/hosting, information briefings and outbound missions Priority: Global Presence Virtually all advanced economies are becoming globally focused, and it is becoming critical that they be able to market their products and services and compete in a global marketplace. As roughly the 425th largest city in the world, it is not a surprise that most people have never heard of Edmonton, Alberta, Canada. If Edmonton’s companies and institutions are going to successfully compete in this global marketplace, it will be absolutely critical that we grow the positive recognition and awareness of Edmonton on the global stage. Much of the messaging incorporated in our Global Presence initiatives are focused on creating the recognition of Edmonton as a great place to work, invest and conduct business. Our focus will be on creating positive messages that will be heard within target audiences, helping to build awareness and reputation, and assisting with future attraction and retention. In 2012 EEDC will focus on three initiatives: Global Events Hosting events and leveraging the national and global attention they generate is a great opportunity for increased profile and positive perception. - Focus and target specific sports and events based upon the 2011 EEDC / City of Edmonton Events Strategy - Gain the ability to attend and then build relationships within the international meetings and associations that review and decide on upcoming host locations (specifically Sportaccord and IF Forum)
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Marketing and Communications Through consistent, unified messaging EEDC will raise the awareness and profile of Greater Edmonton. - Create awareness of local industry and businesses through development of promotional tools and web design - Expand and deliver year-round tourism programming, vacation packages and an online booking engine - Increase media presence, media coverage and stakeholder engagement through our online presence and social media Visitor Attraction Attraction activities draw visitors (business, convention, and tourism), but also influence expectations and quality of experience. - Drive leisure travel marketing and awareness to the Americas and internationally - Drive regional Meetings & Convention marketing and sales activities - Organize and offer Chinese cultural training to local industry to best serve the emerging Chinese visitor Priority: A Better Place to Live, Work and Visit EEDC’s efforts to help to improve the Quality of Life in Edmonton serve two inter-related purposes: first, they directly support one of our core long term goals, which is to improve the Quality of Life for all Edmontonians (and thereby support a higher standard of living and achievement of the status as one of the World’s Top 5 MidSize Cities); and second, these efforts are critical to our ability to attract and retain the individuals and companies that will be the lifeblood of our economy in the future. In 2012 EEDC will focus on four initiatives: Greening Tourism Promoting “green” opportunities will become a baseline expectation and potentially a competitive differentiator for tourism and conventions in Edmonton. - Promote environmental leadership in the local industry, including “Fresh” programming and transitioning to electronic collateral - Develop a-la-carte Fresh programs for convention clients at the SCC to implement Quality of Life Attachment A proactive focus on community “attachment” is critical to current and potential residents recognizing the qualities that the region does enjoy. - Define those Quality of Life attributes, through community-based collaborations, most relevant to Edmonton and create a pipeline of initiatives to support and strengthen these attributes - Create a scorecard for assessing progress relative to our own local benchmarks, as well as in comparison to peer cities - Implement a “set the record straight” program to ensure accurate and positive representation of the region Vibrant Urban Core EEDC will continue to support the work of the Downtown Vibrancy Taskforce and its related subcommittees. - Increase the community’s understanding that downtown is an important part of a city’s vibrancy, quality of life and attractiveness (“as goes your downtown, so goes your city”) - Enhance the reality and the perception of a downtown that is clean and safe
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4.3 Success Indicators Income Growth
In Year Outputs
Representative Indicators of Success
Outcomes
1. Supporting Current Industry Destination capabilities SCC Sales Effectiveness
Conventions won: Associated room nights:
35 28,000
Attendee Days (‘000):
Film Edmonton Film Fund
Projects invested in:
3
Total Production Days (per year):
56
Labour Skilled Workers - Foreign Attraction
Resumés received: Offers accepted:
Total workers employed >1 year:
TBD
Technology out to Industry Early Adopter Program
Total adopters: 8 Total “ideas” taken to adopters: TBD
Ideas reviewed & engaged by adopters / year: 10
Alliances & Communities “Regional Alliance”
# of partner collaborations: # of active members:
100 10
# collaborations reaching commercial launch (revenue): 1/yr
Grow Key Assets ERP Management
% occupancy:
85%
# of graduation:
Immigration All activities under labour (Current Industry)
See Labour
See Labour
Government relations Government Relations Program
# provincial/federal relationships 12 # of non-Edm MP’s visiting Edm w/EEDC: TBD
Enhanced relations, increased knowledge, influence policy:
1,000 50
440.9
2. Future Industry
15%
TBD
3. Global Presence Global Events Event Attraction
Leads supported/worked on:
Marketing & Awareness Maximize Media Channels
Earned media value (%yr/yr increase): 10%
Visitor Attraction Meetings & Convention Sales
Leads developed: Formal Bids submitted:
19
$41.0M 603 100
# events held in Edmonton (EEDC Touched): 20 Total future room nights committed: 10,000 Increased coverage/reputation of Edmonton: TBD Bids won: Future room nights committed:
42 40,000
4. Better Place to Live, Work and Visit
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Green Tourism SCC Fresh
Leads generated – Green Mtgs. Industry Council participation: TBD
# of green meetings held: 10% Sustainable building-waste diversion rate: 65%
Quality of Life Attachment Quality of Life Measurement
Aggregate available indicators: Access to COE pride and Connectedness survey:
Q2
Ability to measure and analyze trends: 2013
Vibrant Urban Core Vibrant Urban Core
Define VUC and key attributes: Activities to increase pride/attachment:
Q2
Q3
4
Measures
TBD
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5 FINANCIAL PLAN 5.1 Operating Budget
2011 APPROVED BUDGET
($’000’S)
REVENUE AND TRANSFERS
Econ Dev. Tourism & ERP SCC
Total
6,975 13,541 20,516
2012 PROPOSED BUDGET Econ Dev. Tourism & ERP SCC
Total
2011 to 2012 Change
7,990 14,500 22,490 1,974
EXPENDITURES Personnel Costs Operating Costs TEC Edmonton Interest Expense Amortization & depreciation Overhead allocation Utilization of reserves
4,520 8,882 13,402 4,605 9,235 13,841 (439) 7,907 5,780 13,687 9,037 6,501 15,538 (1,852) 1,000 - 1,000 1,000 - 1,000 241 84,313 325 235 65 235 91 1,158 - 1,158 1,159 - 1,159 (0) 2,944 1,729 4,673 2,917 1,754 4,671 3 - - - - - - -
Total
17,770 16,475 34,245
18,953 17,490 36,443 (2,198)
TAX LEVY
10,153 2,934 13,087
10,346 2,990 13,336
NET DEFICIT
(642)
(0) (642)
249
(616) (0) (616) 26
Note: 2011 to 2012 change - (unfavourable)/favourable
Revenue Opportunities Overall revenues are higher than 2011, returning to 2010 levels. This is primarily due to an expected increase in revenues at the SCC which can be attributed to the cyclical nature of the convention business. The increase is further assisted by the gradual rebound from the economic downturn. To further support growth, the 2012 budget review identified opportunities to increase revenue for EEDC overall. Strategies in this category include initiatives to increase the use of our networks and partners. Many of these opportunities were previously included in prior year’s business plans. Opportunities in this area include but are not limited to: • Meet target occupancy rates for incubator buildings at the Research Park. • Through the coordination of information and continued communication with partners such as the Destination Marketing Fund; Travel Alberta; Edmonton and area Tourism Destination Region, Edmonton Tourism will look for further partnership opportunities in 2012. • Edmonton Tourism will look to maintain and possibly increase the revenue from tourism partners through the restructuring of the Tourism Industry Partnership program. • Pursue industry funding support for key sectors in Economic Development, specifically, but not limited to, productivity, labour attraction and immigration. • Develop a client rating system at the SCC to optimize our future event bookings. • Manage film investments from the Edmonton Film Fund, targeting profitable returns. (Specific accounting treatment and the timing / nature of the return have yet to be determined).
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Cost Savings Strategies for 2012 in this category include operating cost savings, internal operational efficiencies and new internal business models. Many of these opportunities were previously included in prior year’s business plans. Opportunities in this category include but are not limited to: • SCC operations efficiencies resulting from the 2011 implementation of the Point of Sale and EATEC inventory and purchasing systems. • Completion of the Certificate of Recognition (COR) requirements at the SCC in 2011 should reduce WCB costs. • Continued renovations in the salons at the Shaw include state of the art lighting controls activated manually or by motion and/or audio detectors to minimize the time lights are left on in vacant salons. The heating, ventilation, and air conditioning (HVAC) mixing boxes in all three salons have been replaced with digitally controlled units that reduce power consumption and allow for more precise temperature controls. • Hosting and travel costs will continue to be reviewed and only targeted events will be approved. • Continue operating on revised hours, as implemented in 2010, at the Visitor Information Centres. • Reduction in printing and stationery costs through the use of electronic portals for groups, such as the Board of Directors and the Green tourism initiative. • Greater use of social media at the Research Park for advertising, and linking tenants to technology information. • The continued virtualization and standardization of computer hardware and software at EEDC which will create more network stabilization and less system downtime.
5.2 Capital Budget The 2012 - 2014 City of Edmonton capital budget approval process is expected to be completed late in 2011. Until the process formally approves funding for capital programs, all EEDC capital requirements are considered “proposed” without formal commitments for funding. The proposed new capital funding requests are included in Appendix B to this business plan. Capital spending for EEDC is classified into three categories: 1. Assets owned by EEDC with internal capital funds – i.e. tenant and building improvements at the Research Park. 2. Assets owned by EEDC with capital funds provided by the City – i.e. the Biotechnology Business Development Centre (BBDC). 3. Assets owned by the City and financed by the City – i.e. the Shaw Conference Centre (SCC) and Visitor Information Centre. The SCC is over 25 years old and on-going capital maintenance is required to keep the asset operating effectively and allow it to be competitive with other western Canadian convention centres. The City recognized the need for on-going capital maintenance funding in 2009 – 2011 capital plan and approved $1.6 million for each of the years. Similar funding of $5.1 million ($1.7 million per year) has been requested for each of the years 2012-2014. All of the maintenance projects for the SCC are scheduled around convention and event dates; therefore, there is some movement in the years the dollars will be spent but all funds approved are anticipated to be consumed over this three year period. Approximately $1.7 million is expected to be spent in 2012.
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Over the last few years, the SCC has had difficulty in maintaining the working condition of the six 28-year old escalators in the building. In 2011 a significant refurbishment was completed ensuring the escalators remain in working condition in the near term, however the escalators are at the end of their serviceable life. In 2010, an independent consultant was hired to perform an Escalator Replacement Study, and this input forms the basis for the City of Edmonton’s Asset Management budget submission for SCC escalator replacement. The proposed budget for this project is $12.3 million, spread over 3 years, to be funded by the City. The three buildings at the Edmonton Research Park are aging and nearing the point where their roofs, boilers and HVAC will need to be replaced. In order to maintain these facilities to the standards required by tenants, continuing capital funding will be needed. Capital funding of $1.5 million is proposed for 2012. For 2012 and the years beyond, several capital requests have been noted as possible requirements, however, these items are also currently unfunded. They have been excluded from the 2012 Business Plan as there is a lack of detail around the timing of the expenditures. The requests include the development of the lands south of the Research Park; potential development of a joint venture, multi-tenant building on Lot 1 of the Research Park; the potential expansion of the SCC and the possible location move of the Visitor Information Centre.
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APPENDIX A -
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EEDC Statement of Operations
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APPENDIX B -
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Capital Program (2102 - 2014)
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APPENDIX C - Corporate Overview - Operating Division Initiatives The Operational Division’s 2012 activities that support the corporate initiatives and priorities are explained in further detail below. The following section discusses only the activities that will be undertaken by those operating units during 2012 and does not capture the cross functional support provided. Each of the initiatives has been categorized to provide an indication as to the amount of effort and resources required to undertake these activities. The categorization is determined by the amount of total program funding and internal staff resources (monetized for comparison purposes at $100 thousand per full time equivalent position). The classification is determined as follows: - Light - less than $25,000 of internal resources and funding. - Moderate - $25,000 to $150,000 of internal resources and funding. - High – Greater than $150,000 of internal resources and funding.
Tourism The focus of Edmonton Tourism has traditionally been on the attraction of visitors, and the strengthening of local tourism partners. Tourism attraction activities are designed to establish Edmonton as a must see destination, drive tourism visitation and enhance the local economy. Attraction focuses on the four key areas of: • • • •
Meeting & Business Travel, Event Attraction, Leisure Travel and Film Attraction.
The tourism partnership focus is on supporting the industry with training, tools, facilitation and business generation (including operation of the Visitor Information Centres). The tourism industry in Edmonton is recognized as a leader provincially and nationally for its co-operation and cohesion, and will continue to build on this. Tourism works closely with the funding support from Edmonton’s Destination Marketing Fund to benefit the Edmonton marketplace. Going forward Edmonton will need to be equipped to serve a changing clientele and demand. An evolving focus of Tourism development is to ensure that the local events and services align with changing demand expectations. This occurs through communication, training and advocacy. In 2012, Tourism will support the organization’s key priority areas by focusing on the following items:
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Priority: Supporting Current Industries Destination Capabilities
Activity
Outcome
Effort
Industry Partnership Program: Restructure the tourism partnership program to be more value driven.
A new program with updated fee structure and value proposition implemented.
High
Partner Education & Training: Tourism partners education and training through orientation seminars, Travel Alberta seminars and summer update presentations to front line staff.
Increased ability of the industry ability to provide strong customer service and enhance the overall value generated from visitors.
High
Visitor Services Leadership: Develop consistent standards of service from VIC operations locally and regionally.
Regional cooperation standardized messaging and greater value generated regionally from visitors.
Light
VIC Technology: Visitor Information website refresh, new “App” development and increased use of social media to strengthen communication channels, and promote amenities in the city or our tourism partners.
The application of current technology, driving economic value through easily accessible information, including allowing valuable personal interaction through “live-chat” and focused destination information.
Light
Convention Delegate Value: Increased economic contribution from convention delegates through a 15 point delegate’s program ranging from increased destination presence at conventions site to pre and post convention packages and spousal programs.
Convention delegates get more exposure to local amenities and opportunity for a customized experience – leading to longer stays, greater spending and a positive experience.
Moderate
You’re Welcome Program: Continue to grow You’re Welcome Program.
Encourage and recognize superior service in the hospitality industry, helping strengthen and retain hospitality’s labour pool.
High
Enhanced Air Service: Support enhanced air service by coordinating and aligning with EIA.
Joint approach to current and potential routes and traffic, driving better future air service.
Light
Film
Activity
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Outcome
Effort
Film Awareness: Increase awareness of the breadth and value of the industry through direct engagement with city and provincial leadership.
Policy and decision makers have a full appreciation for the value and breadth of the film industry.
Light
Film Attraction: Attracting Film productions to Edmonton, including, communicate an Edmonton film niche appropriate for existing strengths (horror, winter, etc.).
Consistent and coordinate approach to selling the city and targeting opportunities, increasing total production days, industry strength, economic value and growing our reputation.
High
Film Fund: Manage and grow Edmonton Film Fund.
Multiple projects investments initiated, returning positive income and a sustained production schedule.
Studio Renewal: Pursue the renewal of the existing south-side studio.
A refurbished and self sustaining Edmonton studio.
Moderate Light
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Priority: Global Presence Global Events
Activity Event Attraction: Participate in the execution for the soon completed COE Event’s Strategy, working to identify targeted sports and gain attendance into lobby / relationship building forums and associations.
Outcome Gained entrance into, participation at and new relationships from Sportaccord and IF forum (where international hosting opportunities are presented and discussed).
Effort High
Visitor Attraction
Activity
Outcome
China Tourism Strategy: Organize and offer Chinese cultural training for tourism partners expecting to serve the emerging Chinese customer.
Effort
Increase capability of industry partners to attract and satisfy the needs of the Chinese market.
Light
Meetings & Convention Sales: Develop sales leads, referrals & bids for meeting and events market, conducting site inspections and continuing Sales missions.
Increased conference and events booked into Edmonton.
High
Leisure Travel: Market Edmonton to international markets, conducting international appointments with tour operators, hosting FAM tours, Travel trade training on Edmonton leisure product placement and Implement China Strategy.
Increased destination awareness with stronger placement and representation within international travel operators programs.
High
Priority: A Better Place to Live, Work and Visit Green Tourism
Activity Environmental Leadership: Promote environmental leadership to the hospitality industry, including promoting Fresh across the industry and transitioning to electronic collateral.
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Outcome Edmonton Tourism Industry is more environmentally conscious and promotes sustainable practices.
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Effort Moderate
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Economic Development The Economic Development group is primarily responsible for driving long term sustainable income growth for Edmonton, as well as the more contemporary focus on improving the region’s Quality of Life. The group is aligned into three operating divisions to allow specialization, stronger focus and simplicity, based upon activities. These divisions are Innovation/Entrepreneurship, Economic Strategy and Quality of Life. In 2012, Economic Development will support the organization’s key priority areas by focusing on the following items: Priority: Supporting Current Industry Labour
Activity
Outcome
Effort
Labour Attraction: Conduct labour recruitment missions in partnership with NAIT (conducting education programs to support newly acquired workforce) and redevelop Move-to-Edmonton website.
Executed multiple missions to grow the workforce (permanent or temporary) in key areas that are inhibiting short term growth.
High
Workforce Development: Workforce development through Internship Toolkits, programs to improve conversational English for foreign professionals and facilitated entanglement to Edmonton.
Greater internship creation by employers (toolkit) and more foreign trained potential is realized from new labour pool.
Light
Technology out to Industry
Activity
30
Outcome
Effort
Pain Identification Program: Engaging industry partners to identify challenges, hosting pain communication sessions and presenting to appropriate problem solvers (innovators).
Win-win relationships created with Industry support from home-grown innovation, while providing a market for local R&D.
Industry Adopter Program: Engage prominent businesses to evaluate and assist with early stage innovations.
Industry gains access to early new innovation (steering it’s value), while innovators gain early market expertise, mentoring and potential markets.
Moderate
Leverage Educational Assets: Into industry through partnerships with AHS and FoMD, Engineering C5 and environmental engineering services industry.
Leverage the strengths of the University and other institutions to develop industry that are globally competitive.
Moderate
Productivity: Partner on productivity events, offer Strategic Supply Chain Innovation Programs and assist companies to implement innovative solutions.
Widespread participation from local industry, that leads to changing practices. New funding for 2013 is also secured.
High
High
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Support: Future Industry Alliances & Communities
Activity
Outcome
Technology Alliances: Grow Nanotechnology, Life Science and Clean Tech Alliances and identify and action of initiatives to remove barriers to growth.
Faster nanotechnology growth, with coordinated industry action addressing common challenges.
Startup Canada: Convene and chair provincial chapter of Start-up Canada and sit on Start-up Canada National Steering Group
Establishment of provincial chapter, with key alignment to existing Edmonton alliance goals and plans.
Effort Moderate
Light
Grow Key Assets
Activity
Outcome
Effort
Aboriginal Entrepreneurship: Encourage Aboriginal entrepreneurship and economic development through support for the creation of an incubator for Aboriginal business.
Established programs in place to generate successful businesses and leverage greater economic value from a growing segment of our demographic.
Moderate
China Business Desk: Capitalize on inbound business opportunities generated from the City’s China Desk or inbound dignitary or corporate inquiries.
Establishment of relationships leading to potential future trading or investment success.
Moderate
Environmental Centre of Excellence: Environmental industry development in the pursuit of Centre of Excellence in Remediation by the creation of a business case and value proposition in conjunction with the University of Alberta.
Commitments made, funding secured and process underway to establish a Centre of Excellence in remediation, leveraging our research, building sustainable competitive advantage and helping the Energy industry.
High
Immigration
Activity
Outcome
Immigration: Development of a new immigration program to help with on boarding of newcomers to the city.
New funding, creates awareness for the need for immigration and programs in place to ensure a positive landing for immigrants (driving retention and future attraction).
Effort Moderate
Government Relations
Activity Political Advocacy: Retention and growth of key assets controlled by government (Federal and Provincial).
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Outcome EEDC and engaged business leaders advocacy resulting in an appropriate voice during the change in political leadership (so no inappropriate realignments go unchallenged).
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Effort Light
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Priority: Global Presence Marketing and Awareness
Activity
Outcome
Global Awareness of local Industry and Business: Marketing activities, new promotional tools and updated “For Business” web site.
Effort
Promote Edmonton, generating earned media and new business leads.
Moderate
Priority: A Better Place to Live, Work and Visit Quality of Life Attachment
Activity
Outcome
Quality of Life Measurement: Tool development to assess Quality of Life progress on attributes determined to be relevant to current and potential Edmontonians. Quality of Life’s Local Attachment: o Creating and managing a funnel of opportunities o “Set the record straight” initiative to ensure accurate, positive positioning is represented externally o Campaign and events to increase awareness and pride
Effort
A concise document identifying what elements of Quality of Life are important for Edmonton and initiation of an annual status and progress scorecard.
Light
An increased sense of attachment and identity for residents and non-residents, supporting retention and attraction (with initial focus on students, new arrivals and civic appreciation of our natural assets).
High
VIbrant Urban Core
Activity
Outcome
Vibrant Urban Core: Catalyst for a vibrant urban core, supporting the Task Force and executing events/campaigns about the importance of downtown.
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Effort
A stronger sense of vibrancy downtown through action and increased community buy-in of the value of a vibrant core.
Moderate
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Edmonton Research Park The ERP provides special-use lease space and entrepreneurial support services to Edmonton based ‘start-up’ technology companies. Covering 245 acres, the ERP is currently home to 68 technology focused businesses. This includes 33 start-up and early growth companies currently housed in three incubators or multi-tenant buildings owned by EEDC (Research Centre 1, Advanced Technology Centre and Biotechnology Business Development Centre). The focus of the ERP is on maximizing the potential success of businesses involved in technology commercialization – specifically in the areas of health and wellness, clean technology, nanotechnology and energy extraction and process support services. In 2012, ERP will support the organization’s key priority areas by focusing on the following items: Priority: Supporting Current Industry Alliances & Communities
Activity
Outcome
Regional Alliance: Leverage and influence the Regional Alliance support for commercialization.
Continued growth of the number and quality of Alliance collaboration projects creating more commercialization with higher chances of success.
Effort Moderate
Priority: Future Foundations Grow Key Assets
Activity
Outcome
Effort
Effective ERP Management: Maintain the high occupancy rate of 3 incubator buildings, while striving to graduate tenants.
Continuing to maintain optimal occupancy in EEDC allowing technologies to commercialize and graduates to move into the community.
High
Southlands Expansion: Southlands research park expansion planning and development.
Formalized Provincial commitment to Southlands and a developed business case, including expansion model and preliminary planning.
Moderate
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Shaw Conference Centre The SCC is a City owned asset managed by EEDC for the purpose of generating economic and social value. The SCC is one of the leading convention centres in Canada. In 2010, the SCC hosted 649 events and had in excess of 304,000 people pass through the building. Of these events, 41 were conventions that generated more than 43,000 room nights from out of town convention attendees. Convention attendees are the primary driver of economic impact for the SCC. The social value the SCC contributes includes being a venue for local events, driving green initiatives and supporting local arts and culture. This role provides leadership in our community, and is also a differentiator in the market place. In 2012, the SCC will support the organization’s key priority areas by focusing on the following items: Priority: Supporting Current Industry Destination Capabilities
Activity
Outcome
Effort
SCC Profitability: Enhanced SCC value generation through the development and implementation a client rating system, analytics on operational and financial management information and a program of integration to build renewable pool of labour from U of A and other post secondary.
The establishment of processes to rate the “value” of current and potential clients, drive optimum operational efficiency and ensure continued access to a sustainable labour pool - driving increased value generation for the SCC.
SCC Expanded Convention Space: Business model refinement and socialization and building relationships with potential funders.
A growing foundation of community support for the redevelopment and socialization and lobby underway with critical decision makers and potential funders.
Moderate
SCC Revenue Opportunities: Through partnerships with local ambassadors and key department Chairs at the University of Alberta who have links to conferences.
More and higher value convention bookings, supporting local industry and research strengths (through locally hosted events and information exchanges).
Moderate
High
Priority: A Better Place to Live, Work and Visit Greening Tourism
Activity
Outcome
SCC Fresh: Support and grow the Fresh program and green initiatives within the SCC.
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Effort
A la carte selection of “off the rack” Fresh programs applied by event organizers to their product.
Light
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External Relations External Relations supports and drives corporate initiatives focused on fostering strong relationships between EEDC and its stakeholders. This is achieved through the creation of mission-driven and market-focused strategies and tactics that build EEDC’s value, further its vision, and raise awareness of Edmonton. The division has three areas: communications, marketing and strategic relations. All of which promote Greater Edmonton as an attractive place to live, work and visit. In 2012, External Relations will support the organization’s key priority areas by focusing on the following items: Priority: Future Industry Government Relations
Activity Government Relations: Expand EEDC’s Government Relations program engaging with Municipal Provincial and Federal government through activities such as local meetings, information briefings and missions to Ottawa.
Outcome A positive relationship, open communication, greater understanding of Edmonton and a stronger channel to address future topics with government.
Effort Moderate
Priority: Global Presence Global Events
Activity Leverage Events: Increase the profile and exposure of events hosted in Edmonton.
Outcome Global/national exposure for our region’s assets, appeal and demonstrated community spirit.
Effort Moderate\
Marketing and Awareness
Activity
Outcome
Effort
Social Media: Grow social media by building our online community.
Edmonton is well positioned in new media. A measure for social media is established.
Light
Consistent Unified Messaging: Coalesce media activity, promote Edmonton businesses and tourism and regular media engagement.
Increased visibility and media coverage of Edmonton as a destination of choice for business, investment, employment and visitationgenerating earned media and new business leads.
Heavy
Tourism Destination Marketing: Expand and deliver year-round programming, vacation package programs, online booking engine and identify opportunities to expand, align and collaborate on marketing activities.
Effective product and channels for the Tourism Destination Marketing program, driving visitation and economic value.
Heavy
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CFO and Administration Finance and Accounting (F&A) is responsible for maintaining the accounts of the company in a manner that supports, and is consistent with Generally Accepted Accounting Principles (GAAP). F&A is also responsible for ensuring appropriate internal controls and policies are defined and adhered to. The focus in 2012 is on capitalizing on the increased system automation and driving increased controls and value add analysis. In addition to providing leadership in the execution of certain annual and periodic processes (the annual budgeting process for example), F&A sees itself as a support service to the other Divisions/Departments of the company and in 2012 will strive to refine processes, improve forecasting and best meet the needs of these customers. Information Technology (IT) is responsible for the oversight, planning and administration of all of EEDC’s hardware, software and communications requirements at its four separate and distinct sites (corporate office, SCC, Research Park and Gateway Park). In addition to supporting business unit initiatives in 2012, the focus for IT is on network reliability, client needs and increased virtualization. Knowledge Management is responsible for EEDC’s internal strategic and corporate planning processes; economic analysis, research, and where beneficial, assisting EEDC divisions in the execution of programs and initiatives.
Human Resources From a Human Resources standpoint, efforts will continue on ingraining EEDC’s values and ensuring strong employee engagement. The group will also continue support to all divisions with performance management tools, employee development, strategic recruitment and regular measurement of employee engagement. Special focus for 2012 will be on managerial and leadership skills training across the organization.
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