Industry Workshop Results

Huron County Economic Opportunities Blueprint – Phase 2 Results of Industry Workshops Identification of Priority Opportunities The Economic Opportunities Blueprint workshop in June 2009 and various other industry studies and reports were used as the starting point to the identification of a long list of economic development opportunities in Huron County. This long list was used as to stimulate discussion at the five industry workshops for Phase 2 of the Blueprint, held on June 7 and 8, 2010. At these workshops, this initial long list was considered as well as several additional opportunities that were suggested at the sessions themselves. From this, the groups identified what they felt to be the top strategic economic development priorities for County-level action.

The industry session held were: 1) Agriculture: involving the Huron County Federation of Agriculture, the National Farmers Union and the Christian Farmers Federation of Ontario 2) Network Huron 3) Tourism and the Creative Economy: involving the Huron Tourism Association (HTA) and the Huron County Cultural Partnership (HCCP) 4) Huron Business Development Corporation (HBDC) 5) Manufacturing: Huron Manufacturing Association (HMA) In total, 52 persons took part in these sessions (excluding the consultants and County ED staff).

Below we present these top priority opportunities emerging from the industry workshop sessions. There are presented as: a) specific sectoral opportunities, i.e. those that are geared to the target economic sectors that are the focus of this strategy, and b) cross-sectoral opportunities; that is, initiatives that help support overall economic growth and development in the County but which are not tied to any given economic sector, Note that there is likely a third type of initiative that will be important in the ultimate strategy developed for Huron County: multi-jurisdictional initiatives (for example, efforts with SWEA). These, however, were not a dominant focus of the industry sessions which tended to focus on County-level opportunities.

A) Sectoral Priorities Agri-Food and Agri-Business 1) Abattoir Sustainability: One key priority that emerged was to ensure that the five existing abattoirs in the County (e.g. Greens Meat Market in Wingham) are able to be sustainable in the face of changing and increasingly rigorous standards. Investment in these facilities is required in order to bring them up to standard, and they then need to be better promoted to potential users in the County and beyond. It was suggested that HBDC might be able to play a role in working with them to achieve this. As well, the County could take a leadership role in stressing the importance of local abattoirs as a key element in an integrated local agricultural industry.

2) Huron County Brand / Label: The idea of establishing a specific Huron County brand or label on unique products grown or made in the County (i.e. not commodity items, but rather items that would reflect the additional value-added that Huron County could convey) was another key priority. Cheese was used as an example of the type of product that would be appropriate. It was felt that with the current emphasis on the ‘100-mile diet’ this kind of approach could work well. Prince Edward County was held up as an example of the kind of approach that was suggested.

3) Continuing Farmer Education: Another priority was seen to be continuing farmer education, on a variety of topics related to the business of farming. Topics such as succession planning, with the idea of keeping the next generation involved in agriculture in Huron County, were suggested.

4) Environmental Farm Plans: At present, an estimated 25% of farms in the County have completed an environmental farm plan. Another key priority was seen to be to encourage remaining farmers to undertake this process. A key barrier seen was the availability of funding to do this.

5) Specific Product Opportunities: While there was a long list of suggestions in the original list of agri-food and agribusiness opportunities, only certain ones were seen as priorities for the sector. These were: -

viticulture / wine industry (recognizing the efforts that are already underway to determine the climatic suitability of Huron County as a wine-producing region) – this was seen to be a strong opportunity in particular by the HBDC fluid fertilizer facility - suggestion that the feasibility of this should be investigated biodigester - similarly, suggestion that the feasibility of this should be investigated, although there was some skepticism as to whether this could ever be a reality specialty cheeses: this is a product area where the County has significant strength; the expansion of this area was seen to be a priority by the HBDC in particular

Manufacturing and Industry 1) Green economy and energy conservation products: A key priority from the perspective of the HMA was to pursue ‘green economy’ types of businesses, recognizing that this has current attractiveness as well as long term potential. A variety of manufacturing possibilities were suggested including solar panels and wind power turbines. Related aspects to this topic were the desirability of encouraging the re-tooling of existing manufacturing facilities to ensure energy savings and green operation. Finally, a related note was to use the entire County as a demonstration project for the green economy – through encouraging alternative energy use on farms, to the re-tooling initiative mentioned above, to showcasing alternative energy use in downtowns (e.g. solar panels on roofs).

2) Targeted cluster promotion: Huron County has developed certain clusters of specific competitive advantage over other Counties and regions, and it was seen to be a priority to focus upon attracting investment and growth in these sectors particularly. (This would also involve BR+E type efforts devoted to these clusters where appropriate.) The sectors identified in the long list, which was essentially validated by the HMA session, were as follows: - machine shops - trailers - hardware - boilers - construction machinery - industrial machinery - architectural products - prefab housing components - mobile homes - foundries - metal fittings - agricultural machinery - commercial service machinery

- canned vegetables - salad dressings / mayonnaise Retail and Service 1) Recruitment strategies for downtown: A strong priority emerging in the HBDC discussion session was for more recruitment efforts in some of the downtowns throughout the County. The recent example in Goderich where a survey was undertaken of the community which led to the demonstration of market potential for a butcher shop, and the eventual recruitment of a butcher to the community, was cited as a positive example.

Tourism and Hospitality (1) Customer service training: This was identified in the Network Huron session as a priority for the tourism industry.

OTEC is currently undertaking a pilot program with the Chamber of Commerce in Goderich, that [depending upon its success] may be rolled out into other areas in the County.

(2) Development of marine heritage: The tourism group pointed out that there were no Great Lakes Marine Heritage festivals and resources anywhere, and that this was an area where Huron County, as Ontario’s West Coast, had a tangible competitive advantage over other areas. Lake Huron was seen to be the County’s greatest tourism asset.

Goderich is already doing some planning for this, but the potential is significant to expand the activity all along the coast. The potential is large and encompasses events, heritage resources (e.g. lighthouse), diving, music and literary arts, first nations, etc.

(3) Coordinated marketing and improved information provision: While there is acknowledgement that there is a lot of tourism marketing underway, with a reasonable degree of branding and coordination efforts (‘Ontario’s West Coast’, ‘Shakespeare to the Shoreline’, etc.) a strong priority was placed upon continuing and expanding these coordination efforts. This was seen to be particularly necessary with the province’s new approach to regional tourism development and marketing (RTA) which means that some other regions could emerge as even stronger competitors for Ontario’s tourists. Related to this, it is also felt a better job should be done in information-sharing among participants in the tourism and hospitality sector.

(4) Coordinated museum / archives network: (Originally discussed in the workshop as ‘satellite museums’.) The idea of creating a more coordinated museum network throughout the County emerged as a priority item in the HTA/HCCP session. There are already four museums under the County umbrella; this suggestion was to explore whether County-level resources and expertise could be extended to the other smaller museums and heritage sites across the County (e.g. collections development, volunteer recruitment, marketing, etc.). A related idea was that the entire network of museums throughout the County could collectively tell an integrated story of the history of the entire region. This could be better coordinated through theme and program development, marketing, events, etc. As well, the problem that there are many groups and organizations across the County with lots of important archival materials but no place to property store them was discussed, and it was seen that some sort of archives solution could be part of this initiative as well.

Culture and the Creative Economy (1) Creative businesses incubator centre: A priority suggestion coming out of the Network Huron, the HTA/HCCP and the HBDC sessions was for a Creative Business incubator, modeled on the arts incubator facility in Haliburton and Toronto could be explored. This would be a low cost live/work facility where artists and craftspersons would have

studio space, would be on display while they created their work, and could sell from their premises. Training and mentorship support could also be provided to participating individuals in terms of marketing assistance, advice on growing the business etc. The whole complex then could act in part as a tourist attraction for the community. (It was pointed out as well that the work ‘incubator’ may have a negative connotation, so the terminology of ‘development centre’ may be preferred.)

(2) Artist co-op: The idea for an artist co-op training centre was raised and seen to be a priority by many in the HTA / HCCP session. The basic idea here was to explore the feasibility of a ‘Banff East’ kind of model, on an appropriate scale, using the facilities in Blyth and elsewhere throughout the County. The program would be some blend of training through production, and the results showcased throughout the County. Key next steps would be to further explore and develop a potential program, determine its sustainability, assess the benefits to the County and obtain political support.

(3) Implement the cultural plan: The cultural plan, developed in 2008, was seen to contain a number of very positive recommendations that have not yet been fully implemented due to resource constraints. A strong consensus view of the session with the HTA and the HHCP, as well as the HBDC, was that this plan needs to be resourced and implemented.

B) Cross-Sectoral Priorities Collectively in the five industry workshops, several cross-sectoral priorities were discussed; each is briefly described below.

1) Enhanced partnerships between industry and the schools: This very high priority was seen to involve a closer relationship between the secondary school system and the specific needs of industry – particularly agriculture, manufacturing, and tourism. The basic concern is that young people from the County do not have an appreciation of a) the nature of the industry itself, b) the fact that there are job opportunities that can be had in the sector, and c) that, beyond simple job opportunities, it is possible for one to make a life and career, and grow a business in the sector.

The school system is seen to be a key venue where this learning could occur. A variety of ways and means of doing this were discussed including a greater fit between the curriculum and industry, encouraging ‘ industry days’ once a year, working actively with the guidance resources at each school, providing a greater range of co-op programs, etc.

2) Increased awareness and communication of positive economic developments: Generally mentioned under the theme of ‘positive communications’, this common theme reflected the perception that there was a general lack of awareness and interest on the part of key target audiences as to some of the positive developments and trends in terms of economic growth and development in the County. Key groups mentioned in this regard were the education system (see above), politicians, the media, cottagers, and the general public. Despite a number of communications vehicles (Huron Development Matters, the website, occasional press) there is a general feeling that not enough is being done to highlight and profile some of the recent success stories.

3) Greater coordination and alignment: There were a number of aspects in which this theme emerged. One was to ensure the various organizations and agencies concerned with economic development in the County continue to work well together, minimizing overlap and duplication and maximizing effectiveness. (There appeared to be general agreement that existing organizations worked reasonably effectively.) A second aspect to alignment was to ensure that at the County level, the various departments and functions having some influence in economic development matters (e.g. Planning, Economic Development) were not at cross-purposes with one another (hence ‘alignment). A third area that is strategically important under this theme is at the local municipal level, and their relations with the County-level of government. A general theme in this area is clearly all these interests are focused upon community betterment, and the identification of ways and means of improving the economy of the entire County.

4) Developing post-secondary educational opportunities: Another general theme that emerged in several workshops was the notion of encouraging postsecondary educational attainment among high school graduates, and developing opportunities to enable them to do this. Opportunities exist in the County to partner with any community college, but awareness of these opportunities is not high. As the economy in the County develops, and new businesses and sectors are created, post-secondary educational opportunities should be developed. (For example, if a wine industry develops in the County, related education and training programs at the post-secondary level could be developed as well [example: Niagara College]).

5) Developing Mentorship: Another major opportunity seen was to encourage mentorship in the County between existing and established business representatives and emerging or young businesses. It was felt that the wealth in the County (in terms of both wisdom/experience and financial) of older / retired businesspersons represents a tremendous resource that could be matched to the needs of entrepreneurs / fledgling businesses. In addition to guidance and advice, this might also be a route to investments and capitalization for these smaller businesses. In fact it was suggested – only half jokingly – that a Huron County-level version of Dragon’s Den could be staged to create some opportunities and interest.

6) Promote Huron County as Research Environment: Another cross-sectoral priority was to promote Huron County as an ideal place to undertake research of various types. Certainly the County is well positioned for agricultural research of various types (witness the current research underway into its potential as a grape growing and wine production area). With key assets such as Centralia, proximity to universities [Western, Waterloo, Guelph], and its high quality of life, the County should be in a strong position to promote itself to this market.

7) Business retention and expansion (BR+E): BR+E efforts where they have occurred across the County have been highly successful, and it was felt that they should be continued and expanded where possible. (While often BR+E efforts are focused on a retail and service area in a downtown context, the overall approach can work in other industry sectors as well.) The provincial template is a tried and true model of how BR+E can be done, but it was recognized that resources are a key constraint. A possibility for a volunteer-led BR+E program was suggested.

8) Marketing link to urban areas: This suggestion was raised in the session with the HMA and ranked as a key priority.

The idea is to designate a person or agency with a mandate to: 1) develop an inventory of all products and services currently being produced in the County and with capacity to service larger markets (which may require some expansion on the part of the business), then, 2) take this list to all trade fairs and ED forums with a view to encouraging linkages between potential customers (outside the County) and suppliers (within the County). This could be a cross-sectoral initiative in that it would encompass agriculture, manufacturing, tourism, crafts, etc.)

The chart below shows, for each of the cross-sectoral initiatives, which industry workshop session had discussed and endorsed it.

1) Partnerships between industry and the schools 2) Increased awareness of positive economic development 3) Greater coordination and alignment 4) Developing post-secondary educational opportunities 5) Developing mentorship 6) Promote Huron County as research environment 7) Business retention and expansion 8) Marketing link to urban areas

Agriculture Group

Network Huron

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Tourism Group

Huron Business Development Corporation

Huron Manufacturers Association 

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(Note that the fact that a discussion session did not happen to mention one of these cross-sectoral initiatives as a key priority would not necessarily mean that they would disagree with that suggestion, just that it did not emerge as a key ‘top of mind’ priority for that group. This demonstrates the value of undertaking sessions with a variety of groups having different perspectives on the overall County economy.)