Look North: Northern Manitoba's Economic Development Strategy

1. BOOM & Bust Webinar September, 18, 2017

2. WHO? • The province of Manitoba established a Task Force to lead the development of a northern economic development strategy. • Co-Chairs: Onekanew Christian Sinclair, Opaskwayak Cree Nation • Chuck Davidson – Manitoba Chambers of Commerce • Task Force: David Kobliski – Nelson House • David North – Cross Lake • Dianne Russell – Flin Flon Chamber of Commerce • Glen Ross – Opaskwayak Cree Nation • Julyda Lagimodiere – Manitoba Métis Federation • Mark Scott – Mining Association of Manitoba • Mike Pyle – Exchange Income Corp • Mike Spence – Town of Churchill • Tony Mayham – Keewatin Railway Company

3. WHO? • Development of the strategy and engagement process is being facilitated by Karl Wixon of Arahia Pathfinders and Barbara Biggar of Biggar Ideas. • Most importantly, it is being driven by the northern communities, businesses, youth, entrepreneurs, residents, investors…

4. WHAT? • Look North – Northern Manitoba Economic Development Movement. • Solutions can come from anywhere, anyone, anytime – so providing open opportunities to connect and engage is important.

5. WHAT? • Best people to develop economic strategy are those who can implement it – otherwise they will have little ownership of it, or commitment to it. • Commit to action that will deliver tangible results

6. WHY? • For long-term sustainable economic development in the north. • For the prosperity of future generations in the North. • To alter from trend of decline, to one of growth. • To move from a mode of dependence, to inter-dependence and independence.

7. WHY? • The next 2-3 years may see the loss of about 1,000 jobs in Northern Manitoba. • That represents a loss of close to $100m in annual income. • Which represents a $300m/year loss to the economy (3x multiplier applied for income recycling within the economy)

8. WHY? • The Northern Mining industry is a $1 billion industry, when similar geology is generating $10 billion industries in SK and QU. • The acquisition of Tolko by CKPI pulled this company back from the brink of collapse, yet it is only harvesting at 40% capacity.

9. WHY? However, it is not a picture without hope or opportunity, the picture is one of untapped natural resources and human potential.

10. WHY? • The facts & figures suggest there is evident head room for growth in key northern industries. • Despite low levels of employment and education, there is evident passion for growth and a work ethic to be harnessed and converted into enterprise.

11. HOW? • A series of northern economic summits took place in early April in Opaskwayak Cree Nation, Thompson and Churchill. • Meetings and community roundtables have taken place.

12. What did we hear? • Realizing Northern Mining and Other Resource Potential • Indigenous Engagement and Partnerships • A Case for Strategic Infrastructure Investment • Converting Housing Challenges into Opportunity • Building an Enterprise Eco-System of Support • Education, Training and Workforce Development

13. Next steps • An economic development strategy will be developed based on engaging widely to: • Understand needs • Identify opportunities and challenges • Co-design solutions • Create movement through many actions big and small

14. Creation of a Living document • Action Oriented • Targets for Success • Regularly Monitored • Identifies a Clear Driver

15. www.looknorthmb.ca Ekosani Thank You Onekanew Christian Sinclair Co-Chair – Look North Task Force Opaskwayak Cree Nation Phone: 204-627-7193 Email: christian.sinclair@opaskwayak.ca Chuck Davidson Co-Chair – Look North Task Force Manitoba Chambers of Commerce Phone: 204-948-0100 Email: cdavidson@mbchamber.mb.ca

16. Managing boom/bust • kristof van assche -UAlberta

17. Bbust • Boom/bust cycles mark many parts of Canada • and around the world • Often: dependence on 1 resource • Or: generally vulnerable location/shifting networks • Or: very open economy/ very small government • Or: big swings in government/ investment

18. PROJECT DATE CLIENT

19. Bbust • Research looked at BC and AB, 12 communities • Plus older projects and internat experiences: • Book: Boom and bust. Local strategy for big events. InPlanning/ Aesop. Free! As e book. • Q: How to mitigate boom & bust • ALAS, no miracle solutions

21. Bbust • It seems: often self- analysis missing • Problem: external analyses copied [locally] • Missing local knowledge • Reasons to copy solutions [with externals] • And if makes sense: little local buy- in

23. Bbust • Mapping dependencies • Mapping governance path • Mapping context • can be with support of externals

24. Bbust • Understanding dependencies: options delineate • Understanding path: clarifies old/new choices • old key driving stories • old contingencies; good and bad ones • Modes of self- transformation: how Real change • Real role of institutions; of plans; of government

25. Bbust • Tailor- made strategy needed • Can take many forms; not just plan; informal • Based on self- analysis • Strategy might aim at diversification • Not necessarily; don’t start with solution

26. Bbust • Quality of strategy hinges on quality self- analysis • Quality self- analysis: grasp path of evolution • Actors/institutions • Dependencies: path dep; interdep; goal dep • Forms of knowledge/expertise • And, still in discursive realm: narratives, id narrat

27. PROJECT

28. Bbust • Often in boom/bust places: • Booms own set of consequences; Bust too • Repetition of cycles separate consequences • 1 overall effect of this: concentration problem • Few actors, few institutions, rigid narrative: ‘we are like this’ • History of self- select: similar people, ideas, rules

30. Bbust • Coming out of that: tough choices • And first tough analysis; painful • Part of governance itself: self- examination linked to self- determination • Possibly: path not clear: transitional governance • Possibly: leadership key, sacrifice: push, link, point

31. Bbust • In strategy: learning essential • Learning from past: issues, assets, change, dep • Learning from other places: critically • Learning from theories/ approaches: critically • Only works if learning and transformation modes understood, in local path: what might work here?

32. 8 Strategy questions • Formal or informal institutions? • Long or short term perspectives? • Shock therapy or capacity building? • Expert driven or local knowledge driven vision? • Ambition and assets? • Material environment? • How to manage dependencies? • What about content? --- learning [see above: 3 forms]

33. PROJECT DATE CLIENT