2013 - 2016 Strategic Plan
Making the Most of an Historic Opportunity
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INTRODUCTION Regina sits on the cusp of an historic opportunity. With country leading economic growth, the lowest unemployment rate in Canada for a number of years running, numerous multibillion dollar projects underway and slated to begin, a full slate of major events coming to Regina, historically high hotel occupancy rates, a downtown undergoing a major expansion and revitalization, a proposed new stadium, inner city housing development and relocation of the CP container port downtown to the Global Transportation Hub making way for new commercial
from across the country: one could sit back and say let the good times roll. Or, one could say this is an historic opportunity to take Regina to a whole new plateau and set us on the path of sustainable growth, prosperity and vitality for generations to come. At Regina Regional Opportunities Commission (RROC) we believe that the latter is the necessary choice we must make at this time, and do so with dedication. The economic growth we have seen is rooted in the capital investment in extraction of natural resources, due to global demand for commodities. The prices of commodities rise and fall on a cyclical basis, and our economy is subject to the repercussions of those cycles just as any other economy that is dependent on natural resources and primary agricultural production.
economy we want for the future, we will be faced with the reality of deferral or cancellation of major projects, falling employment, overbuilt housing stock, and falling real estate prices. While growth of the economy is considered necessary for continued prosperity, growth itself brings new challenges to the community as well. It has been evident from monitoring other rapidly growing communities that, even when foreseen, the
and related labor for infrastructure is one of the challenges the community needs to deal with.
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looking for diverse housing stock is another challenge the community will face, and the ability of the private sector to meet this need is something that needs to be monitored and potentially addressed.
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2013-2016 Strategic Plan
Social implications are another factor that may become prevalent if newcomers are not welcomed into the community or if residents fall behind on the socio-economic front through unemployment or low income.
This is an historic opportunity to take Regina to a whole new plateau and set us on the path of sustainable growth, prosperity and vitality for generations to come.
Each of these issues is important and are being considered in the rolling out of RROC’s strategy for 2013-16. #
community is the tourism industry. Not only is tourism responsible for bringing 1.65 million visitors to the city each year, who spend a total of $285 million on goods and services, it also accounts for over 10% of employment in the region. Tourism is an export industry, as it brings new money into our community. &
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where the product leaves our region, is that in the case of tourism the buyer comes to our community to experience all that we have
brand of Regina, and helps to showcase the great features and activities in our city to visitors, whether they are here for leisure, special events, conventions, meetings, tradeshows, or business. Tourism also builds vibrancy for residents of our community because without it there would be fewer restaurants, hotels, taxis, retail stores, entertainment venues, and in fact basic goods and services. RROC will build on the existing tourism industry in our region by focusing on sales and marketing of all that Regina has to
If we want to build Regina’s future on a sustainable path of prosperity, we need to plan and act now on a number of levels upon which our economy is built: talent, entrepreneurship, investment, and infrastructure. RROC’s role in supporting the sustainable growth of our economy is largely captured in the above areas, however a vibrant community also needs balance between its economic factors and its cultural, social and environmental factors, and support and coordination with the proponents of each of these is necessary for success. More than ever, vibrant, successful communities are ones that have recognized that people choose to live where they want to and economies thrive or fail on that decision. Corporations, more than ever before, choose to locate and stay where people want to live. For that reason, the quality of life in Regina is as important as any of the other factors that individuals, companies and investors look for. RROC will pursue sustainable economic growth leading to prosperity for all residents of Regina.
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2013-2016 RROC STRATEGY MAP Identify, develop and promote opportunities that advance economic prosperity for the Regina region.
Mission
RROC is recognized as a leading catalyst driving economic prosperity of the Regina region.
Vision
Tourism We assist Regina businesses to prosper by attracting leisure visitors, events, media, trade, and business travel to Regina and to encourage visitors to extend their stays and build return visits. We act as a uniting force to the tourism industry in Regina, providing leadership to the community.
We promote unique experiences to our visitors, the travel media and trade. We are the main source of travel information on Regina to inquiries at home and abroad. We assist local organizations in developing and securing events to Regina.
We are focused on becoming a sales and marketing organization. We are focused on building strong, collaborative relationships with our stakeholders.
Economic Development We will build and execute growth strategies for: Talent Entrepreneurship Investment Regional Infrastructure Collaboration
What we do for Customers
collaboration model, building a site communications with stakeholders.
Internal Processes
Secure Core Funding that enables the organization to thrive
2013-2016 Strategic Plan
What we do for Stakeholders
We will: - promote job and career opportunities - incubate Regina Industry Education Council - create a newcomer settlement strategy - deliver a business planning competition - support immigrant entrepreneurs with business settlement services - provide general business start-up and expansion support through the RROC Business Resource Centre - provide site selection and support - provide leadership and support to the Moose Jaw - Regina Industrial Corridor.
Improve IT infrastructure Establish performance culture Create distinct Tourism and Economic Development divisions Attract and retain top talent
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RROC
Capacity
Financial Model
TOURISM DIVISION OVERVIEW Mission To put Regina on the map as a tourism destination.
Vision For the Tourism Division to be recognized as the Destination Marketing Organization for Regina, driving the economic prosperity of Regina and Region.
Overview '
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not had the success desired. Our analysis of other destination marketing organizations (DMOs) indicates they have a much higher focus on sales and marketing (by percentage of headcount allocated within their organizations) than Regina does. Regina currently has a much higher emphasis on service and support. This must change. In order to successfully create economic impact and also
* The most important thing RROC can do for tourism is to create a foundation with sales and marketing functions, tools and processes in order to build a credible and long-standing business operation.
For all types of travel, 1.65 million person visits were made to Regina in 2010 by Saskatchewan residents, other Canadians, and visitors from the USA and overseas. Tourism generated $285.7 million in consumer spending in Regina. reginaroc.com
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TOURISM STRATEGIC PRIORITIES 1. Achieve a funding model that allows RROC to thrive. 2. Turn the Tourism Division into a sales and marketing organization. 3. Communicate our direction, relevance, and purpose to our stakeholders.
Tourism Strategic Priority #1: Achieve a funding model that allows RROC to thrive. OUTCOME
STRATEGIC STATEMENT
The organization has been challenged +/47
have our funding model stabilized to be RROC is able to able to grow and develop as an economic implement the plan that and tourism driver for the community. Our is submitted to grow and strategy in this regard is to build trust in the achieve. organization through engagement with the community and our funding partners to grow tourism in the region.
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2013-2016 Strategic Plan
OBJECTIVE
MEASURES
To create a process with the Regina Hotel Association (RHA) to approve a program Secured funding from and project expenditures on a the RHA based on the regular basis with our annual plan presented to them. planning in order to be a strong funding source in 2013. To create a strategic plan that allows the City of Regina to engage and support RROC
plan.
Secured funding from the City of Regina.
Build a framework for a Tourism Partnership Program to assist in joint marketing programs with stakeholders ready to launch in 2014.
Framework approved by the Board of Directors.
Tourism Strategic Priority #2: Turn the Tourism Division into a sales and marketing organization.
OUTCOME
STRATEGIC STATEMENT
OBJECTIVE
MEASURES
Increase visitation numbers to and spending in Regina by focusing on the four following targets: Leisure Market, ; < =
our Core, Home Grown Events.
Increase the visibility of Regina as a tourism destination of choice to the trade, visitors, media, event producers and selection committees in order to increase visitation.
Much of the challenge for tourism is arising from the lack of relationships, not
lack of awareness that Regina even has a tourism function for the city. In order to successfully create economic impact and also draw visitors to Regina, we must *
organization.
Develop the travel trade program.
Measurement produced by annual results put out by Tourism Saskatchewan based on Stats Canada research. We will surpass the 1.65 million person visits, +/4/ Create a minimum of 3 packaged products and begin to sell.
Close a minimum of 5 Create a sales infrastructure for special events in 2013 special events. creating further upward momentum for 2014. To create awareness of the Tourism and Economic Development Divisions of RROC.
Create a marketing communications plan to deliver benchmarks for upcoming years.
To build a part time travel media program.
Increase media visits to a minimum of 12.
Build the framework in 2013 for a Tourism Partnership Program that will be implemented in 2014.
Have framework of Tourism Partnership Program approved by the Board of Directors.
Tourism Strategic Priority #3: Communicate our direction, relevance, and purpose to our stakeholders.
OUTCOME
STRATEGIC STATEMENT
OBJECTIVE
MEASURES
Execution of an = *
advertising campaign to bring visitors to Regina â&#x20AC;&#x201C; in 2013 that unites the that engages our stakeholders. community in drawing visitors to Regina. The Tourism Division is successful in 2013 with the programs that are community based and we are seen as a force to lead tourism in Regina.
The organization has had a weak relationship with its stakeholders. 2012 has begun the journey of redeveloping relationships and establishing credibility. We will continue this journey by being solid with our identity, relevance and purpose to tourism and their businesses.
To continue to build a strong relationship with the RHA, by working together in the community.
Creation and execution of agreed upon programs with the RHA that drive tourism business to and awareness of Regina.
To have regular stakeholder meetings and gatherings to keep everyone mindful of the
and share industry ideas between all stakeholders.
In 2013 - hold 2 events which brings together major players in the tourism industry.
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ECONOMIC DEVELOPMENT DIVISION OVERVIEW Mission Identify, develop and promote opportunities that advance economic prosperity for those who invest, work, learn and live in Regina.
Vision The Economic Development Division will be recognized as a leading catalyst driving the economic prosperity of the Regina Region.
Overview Based on an analysis of several economic prosperity drivers including; talent, entrepreneurship, investment, infrastructure, jobs and accommodation, the Economic Development Division will focus on the following areas of the economy: 1. Talent 2. Entrepreneurship 3. Investment 4. Infrastructure < ? @
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2013-2016 Strategic Plan
Photo Credit: Jenn Nelson
ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES 1. Attract and retain talent needed to ensure economic growth in the Regina region. 2. Grow the Regina region economy through the promotion and support of entrepreneurship. 3. Support the attraction, placement and expansion of business investment in the Regina region. 4. Identify the infrastructure neccessary to sustain the regionâ&#x20AC;&#x2122;s economic growth. 5. Build the internal capacity to successfully support the economic growth and prosperity in the region.
Economic Development Strategic Priority #1: Attract and retain talent needed to ensure economic growth in the Regina region.
OUTCOME
Employers will have access to the talent necessary to achieve success.
STRATEGIC STATEMENT
Regina region economy is one of the fastest growing metropolitan areas in the country. In order to sustain the current levels of economic growth, one of the most important factors to consider is the ability of employers to identify, attract and retain the talent necessary for success. RROC will support the talent needs of the employers in the region by addressing some of the key talent issues in the region.
OBJECTIVE
MEASURES
Create talent linkages in the region and stay current on talent issues.
Provide a report to the Board of Directors updating them on Federal and Provincial talent issues and initiatives.
Work with stakeholders to put in place a Regina Industry Education Council (RIEC).
If funding approved, establishment of the RIEC.
With Ministry of the Economy, Saskatoon Regional Economic Development Authority (SREDA) and others, organize
industry.
Survey of employers and
participation in National Job Fair or alternative.
Develop linkages between key stakeholders involved in supporting newcomers to Regina.
Report to Board of Directors on gap analysis in community related to settlement issues.
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Economic Development Strategic Priority #2: Grow the Regina region economy through the promotion and support of entrepreneurship.
OUTCOME
STRATEGIC STATEMENT
Regina will become a vibrant hub of successful new and growing businesses.
One of the key measures of the health of an economy is the prevalence of entrepreneurship and start-up companies. RROC will support the promotion and nurturing of entrepreneurship through a business planning competition, immigrant entrepreneur settlement services and the operation of a Business Resource Centre.
OBJECTIVE
MEASURES
Enhance our provincial Successful execution of business planning competition. a 2013 competition. =
available through our Business Resource Centre to support business start-ups.
Renewal of current level of Western Economic Development (WD) funding.
Provide business settlement services for immigrant entrepreneurs on behalf of the Labour Division of the Ministry of the Economy.
Renewal of the contract to provide service.
Economic Development Strategic Priority #3: Support the attraction, placement and expansion of business investment in the Regina region.
OUTCOME
STRATEGIC STATEMENT
Regina will see new investment attracted to the region from outside markets.
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Saskatchewanâ&#x20AC;&#x2122;s economic growth over the past 5 years has been primarily driven by investment in natural resources
investment. In order to ensure that the Regina region continues to attract and secure new investment in the economy, by working with the business attraction department of the Ministry of Economy, RROC will develop enhanced services and processes for attraction and placement of investment.
2013-2016 Strategic Plan
OBJECTIVE Development of an investment-focused site selection tool and an internal prospecting and sales process so that the Economic Development Division can respond properly and
investment opportunities. Work will be aligned with the
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Economy. Provide leadership and administration to the Moose Jaw-Regina Industrial Corridor Group, in the development of a strategic growth and marketing plan for the corridor.
MEASURES Create, organize and package site selection information and services for potential investors on the RROC Economic Development website. Creation of an internal prospect pipeline process to identify and track prospective investment. Completion of the strategic plan and marketing program for the corridor; and advancement of the
investment to the Belle Plaine industrial area.
Economic Development Strategic Priority #4: Identify the infrastructure neccessary to sustain the regionâ&#x20AC;&#x2122;s economic growth.
OUTCOME
STRATEGIC STATEMENT
OBJECTIVE
MEASURES
All levels of government will be aware of the infrastructure needs of the region to support the investment that is occurring.
Pursue a partnership with the Canadian Management Association of Consultants Lessons from high-growth areas have Sask. Branch (CMC) to develop proven that infrastructure is one of the a â&#x20AC;&#x153;Saskatchewan Check-up primary building blocks for sustainability of Reportâ&#x20AC;? focusing on the #=
importance of Regina and of the new infrastructure that could help Saskatoon to Saskatchewanâ&#x20AC;&#x2122;s sustain the regionâ&#x20AC;&#x2122;s growth. economy and their infrastructure needs to sustain their growth.
Creation of the partnership of RROC, CMC Saskatchewan and SREDA to undertake the creation of the report.
Economic Development Strategic Priority #5: Build the internal capacity to successfully support the economic growth and prosperity in the region.
OUTCOME
STRATEGIC STATEMENT
OBJECTIVE
MEASURES
Begin work on developing the concept of an advisory committee that would Implement a new Investor be consulted semiProgram to engage business annually by the Board leaders in shaping the regarding the work of economic future of Regina, RROC requires the core capacity and #=
The Economic capability to undertake the work necessary and to build additional revenue of future opportunties Development Division for RROC to explore new to achieve its mandate. To support the that RROC might will have the necessary opportunities that create value enhancement of capacity, work will be pursue. Eventually, capacity to make a for the economy. undertaken to increase the available core this committee could
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funding and thereby enhance RROCâ&#x20AC;&#x2122;s ability develop into a revenue economy. to develop and deliver on key projects. generating investor program for RROC. Develop a model for successfully identifying, managing and delivering projects for government and the private sector.
Successful execution of existing contracts
winning of one new one.
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RROC BOARD OF DIRECTORS Murad Al-Katib President and CEO Alliance Grain Traders Inc./SaskCan Pulse Trading
Frank Hart President & Managing Director Greystone Managed Investments Inc.
Edmund Bellegarde Tribal Chairman File Hills Quâ&#x20AC;&#x2122;Appelle Tribal Council
Rick Krieger Owner, McNallyâ&#x20AC;&#x2122;s Tavern Partner, Broken Rack Billiards, Midnight Media
Tony Coppola Sr. Vice President Finance and Administration Saskatchewan Gaming Corporation RROC Board Chair
Rita Milenkovic President & CEO Merit Travel Services
Neil Donnelly Vice President Events and Entertainment Evraz Place
James Rybchuk Q.C.Partner, McDougall Gauley RROC Board Vice Chair Vianne Timmons President and Vice-Chancellor University of Regina
Michael Fougere Mayor City of Regina
Bud Van Iderstine Senior Vice-President = Q = [ \
RROC STAFF Evelyn Cerda ? @
#] (306) 751-8787 ecerda@reginaroc.com
Lisa Mitchell Publications Manager (306) 751-8781 lmitchell@reginaroc.com
Cuiyan (CC) Chen Finance Manager (306) 791-4702 cchen@reginaroc.com
Shaadie Musleh Project Coordinator (306) 791-4705 smusleh@reginaroc.com
Alison Fraser Tourism Development Manager (306) 751-8776 afraser@reginaroc.com
Meka Okochi Vice President & Director of Economic Development (306) 791-4700 mokochi@reginaroc.com
Larry Hiles President & CEO (306) 791-4694 lhiles@reginaroc.com
Wanda Posehn Vice President & Director of Tourism (306) 751-8774 wposehn@reginaroc.com
Sandra Jackle Special Events Consultant (306) 791-4699 sjackle@reginaroc.com
Andrea Soby #] K (306) 751-8775 asoby@reginaroc.com
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2013-2016 Strategic Plan
ECONOMIC MEASURES The following economic measures are the indicators RROC uses to measure overall growth in the Regina region.
GDP at basic prices ($M 2002)
2007
2008
2009
2010
2011
2012
2013F
2014F
2015F
7,863
7,840
8,457
8,928
9,439
9,789
10,134
10,531
10,863
-1.1
+5.6
+5.7
+3.7
+3.5
+3.9
+3.2
GDP at basic prices growth rate Personal Income per capita
37,646
40,460
41,697
43,933
46,397
47,689
48,891
50,766
52,639
CMA Total Population (‘000)
203
206
210
215
219
223
226
230
234
+2.2
+2.0
+1.9
+1.9
+1.8
+1.6
+1.6
CMA Total Population growth rate Labour force (‘000)
115
119
115
119
123
126
129
133
136
Goods (# of employees ‘000)
18
19
19
21
20
22
23
25
25
Services (Number of employees ‘000)
92
96
96
98
103
104
106
108
111
Unemployment rate (%)
4.8
3.9
4.4
4.8
4.7
4.0
4.2
4.1
4.0
Retail Sales ($M)
3,748
3,982
4,109
4,369
4,733
5,076
5,332
5,614
5,894
Value of building permits ($M)
337.6
342.3
458.3
523.7
646.5
n/a
n/a
n/a
n/a
Total Housing starts
1,398
1,375
930
1,347
1,529
1,315
1,232
1,301
1,326
Innovation Place Economic Impact ($M)
230.8
193.7
266.9
272.5
277.1
290.3
n/a
n/a
n/a
CPI Percentage change (2002=1.0%)
2.6
3.2
1.7
1.5
2.8
1.8
2.3
2.2
2.1
International migration (net)
1,028
1,631
2,014
2,517
3,256
4,035
n/a
n/a
n/a
Interprovincial migration (net)
262
513
668
1,678
1,181
n/a
n/a
n/a
n/a
Intraprovincial migration (net)
510
850
850
n/a
n/a
n/a
n/a
Visitors Saskatchewan (M)
8.7
8.5
8.9
9.1
n/a
n/a
n/a
n/a
n/a
Visitors - Regina (M)
1.5
1.5
1.5
1.7
n/a
n/a
n/a
n/a
n/a
Traveller expenditures Saskatchewan ($M)
1,296.4
1,385.2
1,496.9
1,285
n/a
n/a
n/a
n/a
n/a
Traveller expenditures Regina ($M)
239.1
280.5
289.3
285.7
n/a
n/a
n/a
n/a
n/a f = forecasted
Sources: Conference Board of Canada, Statistics Canada, Tourism Saskatchewan, Saskatchewan Ministry of Advanced Education, Employment and Immigration.
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Photo Credits: Jenn Nelson, Luke Fandrich and Eric Lindberg
ABOUT RROC Regina Regional Opportunities Commission (RROC) is the agency responsible for advancing economic development and tourism in the Regina region. The Tourism Division works in collaboration with the Regina regionâ&#x20AC;&#x2122;s tourism sector and industry partners to promote and enhance Regina as a destination experience, and encourages the retention, development, attraction and growth of its tourism industry. It attracts visitors and residents to explore Reginaâ&#x20AC;&#x2122;s leisure, business, and special event tourism, which account for $285.7 million of the regional economy. The Economic Development Division creates and implements economic strategies to grow and sustain prosperity in the Regina Region. This is accomplished by actively promoting the Regina region to attract investment, as well as encourage, retain and develop growth opportunities for businesses in the Regina region. Together, these divisions ensure that the Regina region prospers as
experience for visitors, and a place of choice with a high quality of life for residents.
MANDATE The following mandate was established as Regina City Bylaw # 2009-20.
CONTACT US: Regina Regional Opportunities Commission 1925 Rose St. Regina, Saskatchewan S4P 3P1 Toll free: 1-800-661-5099 Local: (306) 789-5099 Email: info@reginaroc.com
Website: www.reginaroc.com
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Create and implement an economic development strategy to grow and sustain prosperity in the Regina region.
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Encourage the retention, development, attraction and growth of business and tourism products and services for those who live, work, visit and invest in the Regina region.
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Market and promote the Regina region for business and tourism.