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PMA: Municipal Role in Economic Development April, 2012. Overview The Municipal Role in Economic Development The Need for Collaboration Municipal Economic Development Approaches Opportunity Management. The Municipal Role in Economic Development. Context

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slide1

PMA: Municipal Role in

Economic Development

April, 2012

slide2

Overview

  • The Municipal Role in Economic Development
  • The Need for Collaboration
  • Municipal Economic Development Approaches
  • Opportunity Management
slide4

Context

  • In 1995 the Community Taskforce on CED (which included MNL) released the Community Matters Report
  • The report recommended legislative changes to give municipalities an explicit mandate in CED consistent with the role of REDBs
  • In 1999, municipalities were given that role via legislation.
slide5

Context

  • In 2005 the Ministerial Committee on the Process to Renew Regional Economic Development released its final report
  • It recommended municipalities be engaged in the REDB planning process to ensure municipal priorities were addressed, REDBs include municipal seats, & government explore mechanisms for municipalities to contribute financially to the REDB process.
slide6

Context

  • Municipalities need to play a central role in Community Economic Development (CED) if they are to flourish
  • CED is a core service that must be provided or many communities will suffer or die
  • Many municipalities don’t recognize they have a role in CED
  • Municipalities lack capacity (tax base, staff levels, skills currently required, engaged councils, partnerships, etc.)
slide7

Context

  • Municipalities are busy with the provision of basic services (garbage collection, water & sewer, animal control, etc.)
    • Many lack the willingness to act (difficult, competing priorities, “government should do something”)
  • Many do not know where to start with economic development
slide10

2011 MNL Census of Municipalities

  • 11.7% of small municipalities (fewer than 1000 residents) have economic development committees
  • 27.9% of medium municipalities (between 1000 and 4000 residents) have economic development committees
  • 88.2% of urban municipalities (more than 4000 residents) have economic development committees
slide12

Assessment Officer I AE&S (Student aid)

  • Salary $43,625.40 - $48,448.40 (GS-30)

Client Services Off. AE&S (Client Services)

  • Salary $49,849.80 - $55,546.40 (GS-34)

Manager of Compensation & Benefits (CNA)

  • Salary: (HL 22) $65,967.00 - $85,757.00 (Under Review)
slide13

Remuneration of Municipal Councils

  • 74% of responding municipalities pay their mayor between zero and $2000 per year
  • 77% of responding municipalities pay their deputy mayor between zero and $2000 per year
  • 81% of responding municipalities pay their councilors between zero and $2000 per year.
slide14

Summary

  • Most municipalities don’t have the bodies, cash or skill sets required to engage in CED unless they work with others
slide15

Some Municipal / REDB Collaboration

  • Regional Marketing Initiatives
  • Facilitation of Regional ICSPs
  • Formation / Support for Joint Councils
  • Sector Development Initiatives
  • Project Specific Support
  • Proposal Writing
  • Dedicated Development Resources
  • Training / Capacity Building
slide17

Economic Development:

  • A community informed, place-based, strategic approach to 1) developing new enterprises, 2) stabilizing existing enterprises 3) growing existing enterprises, 4) attracting new enterprises, or 5) creating the conditions for these activities to take place.
slide18

Why do we care?

  • Business Taxes
  • Employment
  • Population Growth
  • Community Confidence and Pride
  • Benefits (Direct, Indirect and Induced)
    • Bigger homes
    • Better collection rates
slide19

Developing New Enterprises

  • Social Enterprise Development
  • Cooperative Development
  • Incubation
  • Responsiveness (permits, information)
  • Promoting Entrepreneurship
  • Sector Development Initiatives (e.g. Cranberries)
slide20

Stabilizing Existing Enterprises

  • Land-use Planning
  • Succession Planning
  • “Emergency Crisis Response”
  • Business Retention and Expansion
  • Red-tape Reduction
  • Industrial Related Benefits
  • Competitive Tax Structures / Fees
  • Access to Information and Programs
slide21

Growing Existing Businesses

  • “Big Industry – Small Towns”
  • Zoning
  • Business Retention and Expansion
  • Buy Local / Local Procurement Programs
  • Regional Marketing
  • Supporting Development Organizations
  • Supporting Business Networks
  • Industrial Water Supplies / Strategic Infrastructure
slide22

Attracting New Enterprises

  • Strategic Infrastructure
  • Community Profiles
  • Investment Attraction Desks
  • Tax Incentives (Edge)
  • Websites
  • Welcoming Communities
  • Community Readiness
  • Regional Marketing
  • Land-use Planning
slide25

Final Outcomes

The Logic Model

To Accomplish

Intermediate

Outcomes

To Accomplish

Less control as you move up

Immediate Outcomes

To Accomplish

Outputs

To Accomplish

Activities

To Accomplish

Inputs

inputs vs activities
Inputs vs. Activities

In summary, every REDB and every Municipality undertakes Activities that consume Inputs

outputs vs outcomes
Outputs vs. Outcomes

In summary, every REDB and every Municipality undertakes Activities that consume Inputs to produce Outputsthat contribute to one or more Outcomes

slide28

Direct employment, diversified economy,

prosperous region

Logic Model: Investment Attraction

To Accomplish

Foreign businesses locate locally

To Accomplish

Less control as you move up

Foreign businesses aware of regional opportunities

To Accomplish

Investment attraction website

To Accomplish

Contracting website developers, data collection

To Accomplish

Staff, volunteer Committee, Budget,

offices

slide29

Key Elements of OM

  • Identifying Economic Dev. Opportunities
  • Evaluating & Prioritizing Opportunities
    • Developing criteria, deliberating & ranking
  • Driving Opportunities
    • Assigning leads, project management, accountability & action plans
  • Constant Monitoring
    • Advance: Commit resources to progress idea
    • Rework: More investigation / rethinking
    • Kill: Stop working on idea & move on
slide30

PMA

MNL

Joint Councils

REDB Municipal Reps

Individual Municipalities

ICSP Consultations

Gate 1: Core Functions

Gate 2: Assessment Criteria

Gate 3: Technical Feasibility

Gate 4: Champion

Gate 5: Business Case

Gate 6: Funding

slide31

Talk to Friends

Looking at cars on the Road

Suggestions from Family

Check Consumer Reports

Advertising

Visit Car Lots

Buying a vehicle!

Gate 1: Do I like the

way it looks?

Gate 2: Is it the right size?

Gate 3: Can I afford it?

Gate 4: Does it have good fuel mileage?

Gate 5: Is it available locally?

Gate 6: Do they take trade-ins /

Can I get Financing?

slide32

Why do we use Opportunity Management?

  • Limited time, energy, funding, skill sets, etc.
  • Transparent process
  • Focus on things that make a difference
  • Focus on things we can successfully complete
note many municipalities and community groups are now using om to prioritize initiatives
NOTEMany municipalities and community groups are now using OM to prioritize initiatives:

Town of Port aux Basques

EDANL

Town of Port Hope Simpson

Town of Mary’s Harbour

Town of St. Lewis , Charlottetown, Cartwright…

  • House of Diamonds Art Corporation
  • Town of New Wes Valley
  • Town of Fogo Island
  • Town of Glovertown
  • Town of Centreville-Wareham-Trinity
  • Cape Freels Heritage Trust
slide34

We Need Municipalities to:

  • Participate in REDB / regional OM
  • Develop and use OM at the community level
  • Partner with REDBs, private sector and other municipalities to help advance initiatives
slide35

We Need Municipal Staff to:

  • Try to learn more about CED
  • Learn from each other
  • To remind their Councils that CED is part of their role
  • To support their Councils in learning more about CED
  • Engage in CED processes (REDBs, MNL, Memorial, Province)
  • Let us know if there are supports that you need to engage in CED