20 minute read
Action Plan
Figure 14: Strategic Directions and Actions for Bonnyville Region Economic Development
1. Amplify commitment to delivering economic development services 2. Build confidence among businesses and partners 3. Develop infrastructure for shovel-ready investment 4. Diversify existing industry sectors 5. Support emerging industries 6. Celebrate the region’s advantages, innovations, and points of pride 7. Inspire businesses, community leaders and citizens to act as investment ambassadors
Step 1a: Ensure fundamental policies and tools are in place to activate economic development services
▪ Approve the Bonnyville Economic Development Strategy and monitor results annually ▪ Clarify authority, roles, and responsibilities of Economic Development Advisory Board members, management, and staff ▪ Address economic development in municipal development plans and other policies
Step 1b: Establish protocols for responding to investment inquiries
▪ Maintain datasets of reliable community statistics tailored to investor inquiries ▪ Update database of available industrial and commercial buildings, properties, and vacant lands ▪ Maintain a confidential tracking system for investor inquiries and follow-up ▪ Educate stakeholders about confidentiality expectations
Step 1c: Launch economic development marketing aimed at potential investors and local businesses
▪ Maintain an economic development website with detailed available land inventory, strategic advantages to investing in the region, descriptions of development processes and contacts, and other necessary information ▪ Ensure all marketing materials and website answer pertinent questions that would drive investment by your region’s ideal developer ▪ Activate public relations, advertising, and social media promotional tactics Rationale: Bonnyville’s relatively new efforts to embark on regional economic development service delivery are well-intentioned and hopeful. A regional advisory committee is in place, and staff have been hired and has proactively introduced himself to the community. A strategic plan is in development. Several foundational elements must be in place to amplify the area’s commitment to sustaining an economic development program. These basic building blocks ensure staff have the tools to respond quickly and accurately to investors who have high expectations for timely service. Strategic Objective: Secure capacity for investment readiness Ability to Influence: High Economic Impact: High Diversification Potential: High Potential Partners: M.D., Town Focus: Organizational
Step 2a: Continue to develop communication and rapport with all municipal departments
▪ Map out gatekeepers of information, resources and approval with the Town and the M.D. ▪ Schedule frequent formal and informal conversations with appropriate municipal staff ▪ Build rapport and trust among peers by offering help, support, and information ▪ Encourage a team approach to review new development opportunities and challenges
Step 2b: Strengthen relationships with gatekeepers of funding and policy change
▪ Communicate regularly with senior government agencies and professional associations to learn about new policies, programs, information, funding, issues/trends ▪ Leverage funding programs to support pilot projects (e.g., tourism development, agricultural diversification, downtown revitalization, oil and gas transition, investment attraction) ▪ Establish a political advocacy team in cooperation with like-minded municipalities to generate policy change and new sources of funding from senior levels of government
Step 2c: Implement a Business Retention & Expansion program involving outreach, business visits and follow-up
▪ Arrange visits with major employers and high-growth businesses at an average rate of 6-8 per month to understand their opportunities, development plans, and challenges ▪ Follow up with businesses to provide value, information on funding programs, or other resources ▪ Anticipate the needs of expanding businesses and encourage dialogue with any regulatory process ▪ Populate a confidential database with companies’ contact information, key principals, number of employees, corporate ownership and other critical information ▪ Act as a facilitator to direct challenged businesses to the appropriate potential source of a solution ▪ Fix bottlenecks and pinch points to improve customer service excellence
Step 2d: Align intentions and resources with others to achieve results of mutual benefit
▪ Cooperate with the City of Cold Lake to develop a better understanding of joint opportunities ▪ Strengthen dialogue with First Nation and Métis leadership ▪ Consider cooperative initiatives with local business associations and community groups, other neighbouring communities, regional alliances, and provincial associations Rationale: Effective economic development initiatives build upon the assets and strengths of the community and high levels of rapport among influencers and decision-makers. With the confidence of local businesses and other collaborative partners, it is less complicated to initiate growth-based programs and attract investment. Strategic Objective: Secure capacity for investment readiness Ability to Influence: High Economic Impact: High Diversification Potential: High Potential Partners: Province of Alberta, Alberta HUB, M.D., Town, Focus: Organizational City of Cold Lake, First Nation and Métis communities, Chamber of Commerce, Community Futures, MLAs, MPs, major employers
Step 3a: Assess capacity of utilities to meet long-term development needs
▪ Identify the top five most marketable industrial/commercial properties in the region and quantify their water and sewer capacities, power sources and load capacities, natural gas links, road conditions and loads, and internet connectivity. ▪ Research potential development opportunities for the top five properties and quantify servicing gaps (e.g., single-phase power when three-phase is required, water needs for food processing vs water flows, etc.) ▪ Review asset management plans and work with utilities to address gaps in infrastructure needs
Step 3b: Ensure land use plans are flexible, allowing development to proceed with minimal approvals
▪ Review municipal development plans, area structure plans, and other policies, and add additional adaptability of uses and room for expanded interpretations to increase development opportunities ▪ Run test cases through the municipalities’ development procedures to document pinch points that may be eliminated with changes to administrative policies ▪ Compare approval times with other municipalities, and review satisfaction rates gleaned from developers and builders
Step 3c: Provide tools for Building, Planning, and Economic Development staff to expedite consultations
▪ Establish GIS mapping tools ▪ Provide contactless application processes and technology for intake and inspections ▪ Encourage new ideas that expedite development approval processes
Rationale: A municipality’s complex infrastructure networks of roads, water pipes, sewer mains, power cables, gas lines and high-speed fibre all deteriorate due to age, changes in use, climate conditions, and other factors. Maintaining existing assets is a challenge, let alone installing new services. However, every day, site selectors consider a community, only to discover that the infrastructure is not available on the land that interests the developers. So, they turn away from that community and look elsewhere. Bonnyville’s economy will only expand if municipalities invest strategically in their assets to ensure a property is shovel-ready when companies come knocking. Strategic Objective: Secure capacity for investment readiness Ability to Influence: High Economic Impact: High Diversification Potential: High Potential Partners: Province of Alberta, M.D., Town. Focus: Organizational
Action 4: Diversify existing industry sectors
Proteins and Agriculture Technology
▪ Identify enthusiastic business owners willing to explore protein development, agriculture technology, and/or food production and distribution ▪ Coordinate ongoing Business Retention & Expansion initiatives with those businesses who demonstrate the capacity to grow
Step 4b: Connect entrepreneurs interested in protein development to programs and specialist agencies
▪ Explore diversification funding opportunities to pilot value-added processing of alfalfa and other products, such as curing, dehydration, pelletizing, packaging, and logistics. ▪ Look for valued-added opportunities in support sectors and by-products, such as pollination services and honey production ▪ Capitalize on Protein Industries Canada’s initiative to attract processing facilities for domestic and export buyers. ▪ Work with industry experts, researchers, and export agencies to define national, continental, and overseas markets. ▪ Leverage educational institutions and local businesses to establish a public-private greenhouse or vertical farm development, utilizing agricultural technologies.
Step 4c: Connect farmers, greenhouse operators, and food processors to buyers and promoters of local food in Alberta’s urban markets
▪ Investigate providing supports for small start-ups to retrofit buildings for vertical farming. ▪ Support efforts to increase procurement of local foods (e.g., Alberta Food Marketplace). ▪ Support local farmers to sell their products into the Edmonton market and beyond. ▪ Explore agricultural technology applications to leverage existing greenhouse infrastructure ▪ Align with geothermal power supply recommendations to reduce electricity costs. Rationale: Agriculture is fundamental to the rural lifestyle in the M.D. and Town of Bonnyville with 706,085 acres of total farm area. Farmers in the region produce crops such as alfalfa, canola, barley, wheat and hay and is host to multiple livestock and poultry farms. Gross farm receipts topped $102.4 million in 2016, up 48% from 2011. This figure represents 26% of Division No. 12's total gross farm receipts for 2016. Protein Industries Canada is working to double Canada's global market share in agri-food products by 2027. The plant-based protein market is estimated at $8B US and is expected to reach $14.8B US by 2023 (compound annual growth of 5.9%). Strategic Objective: Focus on economic diversification Ability to Influence: Medium Economic Impact: Medium Diversification Potential: High Potential Partners: Province of Alberta, Alberta HUB, Alfalfa Seed Focus: Investment Attraction Commission, Lakeland Agricultural Research Association, Community Futures, M.D., Town, Bonnyville Agricultural Society, First Nations and Métis communities
Action 4: Diversify existing industry sectors
Retail and Services
Step 4d: Implement the Downtown Area Redevelopment Plan
▪ Investigate allocating more financial resources and staff time to implement the existing plan ▪ Empower business owners and citizens to propose new ideas for downtown Bonnyville
Step 4e: Understand investment targets with a formal commercial trade market evaluation and commercial gap analysis
▪ Draft the scope of work and identify the retail project as a priority when drafting the new budget ▪ Promote the findings and align existing assets in the downtown to proposed new businesses ▪ Explore incentives and tactics to attract the type of retail and services that are needed in the Town
Step 4f: Inspire businesses to reimagine their stores, products, and services for the tourism market
▪ See “Tourism & Quality of Place” under Emerging Industries Rationale: The Town of Bonnyville’s downtown acts as an important regional hub for businesses and services. Historically, the downtown area has been largely reliant on the oil and gas sector to fuel business growth and sustain the economy. During the economic downturn it has been a challenge to keep the area vibrant. COVID-19 brought its own set of challenges, with lockdowns and online shopping severely affecting small business owners. Investment in downtown infrastructure is important to keep spending within the local community. The Town’s 2009 Downtown Area Redevelopment Plan is solid, requiring only slight updates and implementation. Marketing and promotion efforts are also important to ensure investors and business operators are aware that the downtown and other commercial areas in the town can be successful locations. Strategic Objective: Focus on economic diversification Ability to Influence: Medium Economic Impact: Low Diversification Potential: Medium Potential Partners: M.D., Town, Chamber of Commerce Focus: Retention and Attraction
Action 4: Diversify existing industry sectors
Oil and Gas
Step 4g: Leverage the talent and expertise of oil and gas workers and entrepreneurs to supply a workforce for a diversifying industry
▪ Prepare a framework of cross-industry collaboration where skills and assets may be transitioned to other sectors.
Step 4h: Capitalize upon investments outlined in the Province’s Natural Gas Vision and Strategy
▪ Encourage businesses to prepare for the future by reducing their carbon footprint and decreasing their operating costs. ▪ Investigate financial incentive schemes to reduce carbon footprint. Rationale: Oil and gas extraction activities are vital to the economic success of the Town and M.D. due to its location on the Cold Lake Oil Sands Area, the second largest in Alberta. The M.D. and Town have 184 businesses and over 11,600 oil/gas wells driving economic activity in the sector. Alberta’s Natural Gas Vision and Strategy envisions Alberta as a global supplier of clean, responsibly sourced natural gas and related products (hydrogen, petrochemicals, and recycled plastics.) However, Bonnyville is not well positioned to capitalize on investments in hydrogen or petrochemicals at this stage due to its remote location and limited rural demand. Meanwhile, it is important the Bonnyville region is proactive in reducing the overall carbon footprint to minimize the compounding cost implications the price on carbon will have on local businesses. Strategic Objective: Focus on economic diversification Ability to Influence: Low Economic Impact: High Diversification Potential: Medium Potential Partners: Province of Alberta, Businesses, Chamber Focus: Retention of Commerce, M.D., Town
Action 4: Diversify existing industry sectors
Workforce Development
Step 4i: Collaborate on workforce development
▪ Advocate regional workforce partners to build foundational elements for workforce development. ▪ Encourage the implementation of a workforce job seeker and employer survey to understand a current picture of skill and employment gaps in the Bonnyville region. ▪ Encourage workforce agencies to develop mobile, ‘pop up’ training workshops, and community facilities, blending online and in-person learning and align with identified skill gaps. ▪ Explore internship experience days and business mentorship programs involving secondary school students and businesses.
Step 4j: Collaborate with Indigenous communities and other regional partners
▪ Increase discussions with regional partners (farmers, Community Futures) ▪ Explore workforce development to transition skilled trades to other industries ▪ Promote more tourism training opportunities (via Destination Alberta). Rationale: The Bonnyville region has a proportionately high concentration of labour force than the Province of Alberta in oil and gas extraction, truck transportation, repair and maintenance, and heavy construction. Net employment growth between 2016 and 2018 was strongest within the oil and gas extraction sector. During consultations for this strategy, Bonnyville stakeholders expressed concern about a potential sharp decline in the oil and gas sector’s economic performance, and consistently raised the issue of improving job opportunities within the Bonnyville region. There is a desire within the community to help the recently unemployed to upskill and reskill to keep talent local. With the assistance of senior levels of government and workforce-related agencies, training schemes may be tailored to local needs, and awareness of business skill training workshops can be increased. Geographic remoteness and perceptions of limited recreational activities were among the reasons preventing new talent from putting down roots in the area. However, the pandemic has led to an increased interest in remote learning and work placements. Strategic Objective: Focus on economic diversification Ability to Influence: Low Economic Impact: High Diversification Potential: Medium Potential Partners: Alberta Ministry of Advanced Education, Focus: Organizational Ministry of Jobs, Economy and Innovation, Ministry of Labour and Immigration, Ministry of Community and Social Services, Lakeland Employment Services, Alberta Supports Centre, Post-secondary educational institutions, local boards of education
Action 5: Support emerging industries
Tourism and Quality of Place
Step 5a: Develop publicly owned tourism assets
▪ Upgrade amenities and expand experiences at Municipal District campgrounds and Kinosoo Ridge ▪ Diversify overnight accommodation options at Municipal District campgrounds
Examples: safari tent glamping, cabins, boatels, winter camping, etc. ▪ Explore year-round overnight tourist accommodation options at Kinosoo Ridge ▪ Identify other land assets in the M.D. and Town for tourism development and encourage developers to invest ▪ Collaborate with Cold Lake First Nation and other First Nation and Métis communities to build authentic indigenous tourism experiences.
Example: Métis Crossing experience near Smoky Lake.
Step 5b: Encourage small businesses to monetize experiences
▪ Encourage outfitters and tour guides to operate bookable experiences on Municipal Campgrounds,
Kinosoo Ridge, and trails.
Examples: snowshoe and other gear rentals, guided fishing trips, team-building retreats, how to camp for newcomers, etc. ▪ Encourage farmers to monetize agricultural experiences for visitors.
Examples: farm stays, harvest dinners, farm volunteers ▪ Encourage farmers, hunters, chefs, restaurants and retailers to cooperate on local food initiatives
Examples: indigenous wellness, farm-to-table dinners and tastings, culinary classes, food canning and preserving, wild game slaughtering, herb/mushroom foraging, local food and drink festivals ▪ Hire a summer student to assist the Economic Development Officer with supports to tourism businesses.
Examples: ensure local operators have an online presence, update information on Google,
TripAdvisor, and other trip-planning platforms, build a collection of high-quality video and photo assets to be used for future promotions
Step 5c: Build word-of-mouth advertising for tourism experiences
▪ Focus on incentivizing ‘staycations’, promoting cottage development, and increasing visitor numbers to regional campgrounds ▪ Learn from other communities regarding cottage development (Buffalo Lake) ▪ Increase pride of place investments that strengthen the community ▪ Encourage businesses that bring traffic to downtown Bonnyville Rationale: The Town and M.D. are uniquely positioned to capitalize on a spike in rural tourism. COVID-19 has accelerated a shift towards ‘staycations’ and increases in rural tourism experiences, such as camping and farm experiences. Interest in Indigenous cultures has also been growing for several years in the national and global tourism markets. These experiences leverage regional partnerships and Bonnyville’s environment, agriculture, and cultural assets. Current plans to strengthen natural tourism assets (campgrounds) and develop a 4-season tourism product via Kinosoo Ridge showcases the region’s desire to create a sustainable tourism industry. The region has several
Action 5: Support emerging industries
emerging culinary assets that could be further promoted (e.g., Open Farm Day). Investments in local assets such as lake rehabilitation or improvements to the Iron Horse Trail will also improve resident satisfaction levels. Bonnyville M.D.’s 9 regional campsites have seen an 11% increase in revenue and 11% increase of total nights stayed over the past year, with average occupancy up 3%. By capitalizing on growth in domestic recreational travel and preferences for rural experiences, such as outdoor activities and camping, Bonnyville M.D.’s campgrounds will benefit. Strategic Objective: Focus on economic diversification Ability to Influence: High Economic Impact: Medium Diversification Potential: High Potential Partners: M.D., Town, Tourism Operators, Focus: Retention and Attraction Chamber of Commerce, First Nation and Métis communities, Community Futures
Action 5: Support emerging industries
Military Procurement
Step 5d: Help build capacity and awareness among businesses of military procurement opportunities
▪ Collaborate with CFB Cold Lake, Community Futures, the City of Cold Lake and other organizations to develop a plan to encourage businesses to pursue procurement contracts ▪ Establish a coordinated approach to increase hosting and promotion of and attendance at training sessions on ‘winning the contract’ ▪ Work with the Province of Alberta to explore issues related to water quality in local lakes
Step 5e: Leverage the region’s assets to explore opportunities in drone testing
▪ Explore opportunities with leading organizations in the development of uncrewed aerial vehicles (UAVs) and remotely piloted aircraft systems (RPAS) to consider Bonnyville as a location Rationale: Four military bases operate in Alberta (with Edmonton, Wainwright and Cold Lake nearby) and collectively generate over $10 million in local procurement contracts annually. The M.D. and Town of Bonnyville are uniquely positioned next to CFB Cold Lake (4-Wing), the largest and busiest military fighter jet base in Canada. The immediate future of this facility is very bright: new infrastructure here and in Bagotville, Quebec, will be home to the next generation “Future Fighter” aircraft, a project that could mean $61 billion in economic impact, according to Boeing, one of the project’s bidders. The value of the Cold Lake hangar contract alone is approximately $272 million for a 34,500 square metre facility in Cold Lake, which will include operational headquarters for the squadrons that will fly the jets, as well as state-of-the-art security, IT and maintenance and training facilities. Even without this major injection of investment, local businesses are already losing out on hundreds of thousands of dollars in small-scale procurement contracts due to security clearance issues, registration, or lack of awareness of opportunities. Local manufacturers, contractors and service providers should pursue military contracts for goods and services. Strategic Objective: Focus on economic diversification Ability to Influence: Low Economic Impact: High Diversification Potential: Medium Potential Partners: CFB Cold Lake, Defence Procurement Focus: Retention Canada, Canadian Association of Defence and Security Industries, Community Futures, M.D., Town, City of Cold Lake, Chamber of Commerce
Action 5: Support emerging industries
Renewable Energy Alternatives
Step 5f: Keep current on renewable energy alternatives
▪ Explore petrochemical and energy-related innovations offering potential new revenue streams ▪ Investigate growing small-scale business clusters that will expand the petrochemical or hydrogen supply chain
Step 5g: Explore alternative energy solutions with solid business cases
▪ Encourage businesses to investigate geo-exchange technologies and other renewable energy alternatives ▪ Target small scale investments and leverage networks with senior levels of government ▪ Develop a waste-from-energy program that becomes a best practice for other municipalities
Rationale: The Alberta Electric System Operator forecasts 19% of Alberta’s electricity will be sourced from renewables by 2030. Deregulation of the electricity market has resulted in 9,000 megawatts (MW) of new capacity since 1988, and there is currently 16,390 MW of installed generating capacity in Alberta. There are currently has 8 wind/solar projects under construction in Alberta with total costs at $934 million, generating 582 MW, and there are 18 proposed wind/solar projects with estimates totaling $3.4 billion, generating 2137 MW. Biomass energy capture has also gained popularity under the previous provincial Bioenergy Producer Program. Opportunities exist to capitalize on Emissions Reduction Alberta’s new $150 million Shovel-Ready Challenge. The M.D. and Town of Bonnyville have the potential to further expand into the renewable energy sector, particularly solar, geo-exchange, and bio-mass energy. Opportunities exist to leverage knowledge transfer between the oil and gas industry into renewables with assistance from post-secondary education providers. The M.D. has released a waste-to-energy feasibility study RFP to explore opportunities. Strategic Objective: Focus on economic diversification Ability to Influence: Medium Economic Impact: Medium Diversification Potential: Medium Potential Partners: Province of Alberta, M.D., Town Focus: Retention
Step 6a: Improve joint marketing efforts to brand the region as a preferred destination for visitors, new residents, investment
▪ Implement “Buy Bonnyville” initiatives to increases sales of locally made products ▪ Share stories about the region’s innovators and their accomplishments ▪ Promote specific tourism experiences and investment opportunities
Step 6b: Measure the results of marketing activities
▪ Review marketing and promotional outcomes annually ▪ After three years of activity, prepare an investment attraction marketing plan as part of a strategic planning review, using best practices established by other comparable municipalities. Rationale: The Bonnyville region is a unique, vibrant community with a prosperous future ahead. Many of the advantages of living, working, playing, and investing in the M.D. and the Town are generated by a strong rural heritage and work ethic, innovative entrepreneurs, and a welcoming culture. Celebrating these advantages builds confidence and pride in the local economy, which requires supportive marketing and communications. From boring (for some) statistical datasets to fun (for some) social media campaigns, every communication and marketing tool plays a role in building on the story of the community. The more compelling and inclusive the story, the more that people identify with the community and want to belong. By working together to promote the area’s assets and strengths, local government, businesses, and citizens can drive their destiny. Strategic Objective: Build a brand that excites, Ability to Influence: Medium attracts, and delivers Economic Impact: High Diversification Potential: High Potential Partners: Economic Development Focus: Organizational Committee, Community Futures, Chamber of Commerce, Town, M.D. Staff
Step 7a: Develop a team of business champions
▪ Identify potential champions from Business Retention & Expansion efforts ▪ Invite major employers, new enterprises, young entrepreneurs, newcomers, and business successions to spread positive messages about the region to their suppliers and clients
Step 7b: Harness local networks, creativity, and success
▪ Organize an annual local event for businesses to learn about the regional economy, to network with others, and to build partnerships and collaboration ▪ Utilize the event to celebrate achievements, reward successful businesses, and acknowledge community contributions to the economy ▪ Harness creativity within the community to prioritize new opportunities Rationale: A team of business champions, sourced from within the M.D. and the Town of Bonnyville, would help local businesses better understand how to maximize potential opportunities with government procurement and industry buyers. This effort requires more frequent interaction with and understanding of local manufacturers and processors. New enterprises led by young entrepreneurs, newcomers, or new owners of business successions bring new vitality to the region. Strategic Objective: Build a brand that excites, Ability to Influence: High attracts, and delivers Economic Impact: Medium Diversification Potential: Medium Potential Partners: Economic Development Focus: Organizational Committee, Community Futures, Chamber of Commerce, Town, M.D. Staff
