 ECONOMIC
DEVELOPMENT DEPARTMENT
To help the Town steer its future, and to provide the investor with some appreciation for the opportunities available within the community, we have recently developed a Strategic Economic Plan to guide Council's decision making. We are posting this draft document, in whole, on this page to facilitate discussion both within the community and amongst interested organizations and businesses. We welcome your comments which may be forward to Economic Development at development@happyvalley-goosebay.com
Your comments are important to us.
The Town of Happy Valley - Goose Bay has experienced significant growth over the last decade and Council fully anticipates a future unmatched by any community in the Province. Located in the middle (geographically, administratively and economically) of some of the largest development projects in Canada and blessed with some of the greatest natural resources in the World, the community faces a bright future. However, opportunities also bring the challenges that accompany such prospects. For the community to realize the full benefits of the opportunities, Council recognizes that it must be focused and pro-active in addressing the challenges ahead. Council also recognizes that while important to work to retain and build upon existing economic activities, there is an equally pressing need to work to diversify the range of business activities within the community. To prepare itself, Council has embarked on a formal process to describe its economic strategy. It desires to do this to ensure that the community's economy development is both supported and guided by the actions and operations of the municipal government. A Strategic Economic Plan will identify opportunities for action and define specific actions that will guide Council's decision process. This Plan is constructed within a five-year horizon. However, it is recognized that in such a dynamic economy as ours, even working within this limited horizon will require Council to continually reviews its Goals and Objectives to ensure they are both current and continue to provide useful management guides.
The Town of Happy Valley - Goose Bay faces a future filled with hope and expectations, and challenges as yet to be defined. The Town is in the enviable position of being the hub for Labrador, and thereby, at the very center of nearly every major development foreseen for the region. The Town's opportune position is a result of the community's central position geographically and is reinforced by the presence of a municipal and industrial infrastructure unmatched anywhere else in the region. Happy Valley - Goose Bay is the only community in Labrador home to a world class airport, and with road links to central Canada and direct access to the Atlantic Ocean. As a result of these attributes, Happy Valley - Goose Bay has increasingly become the regional center for government and private organizations servicing Labrador. They are here in recognition of the Town's central role in the region, and at the same time their presence reinforces that role. It is a symbiotic relationship in which all participants benefit. Council fully appreciates its key role in providing efficient and effective municipal services, and in creating a community and development environment that will complement the full and sustainable development of the region. Through the formal framework of this document, Council has the opportunity to clearly spell out the role it sees for itself and to identify the resources and actions necessary to fulfill that role. The potential for Labrador is significant and sustainable economic development is well documented. The potential has been talked about for many decades. Equally well documented is the role Happy Valley - Goose Bay will play at the very center of some of the most incredible development opportunities in the Country. Council is assuming that these opportunities will translate into jobs, growth and sustainable activity. Over the period of this plan, it is very likely that Happy Valley - Goose Bay will experience (in no order of priority nor schedule):
The Town also recognizes that it must ensure that retention of existing businesses is equally important. Council appreciates that the business environment it creates influences the community's ability to retain existing businesses. Council also appreciates that the business community has developed a range and depth of services and experiences that are one of the Town's most important assets as it moves forward. However, while the future is bright, we cannot be complacent and simply assume the benefits will come our way. We must be willing to work hard, and work hard together as a community, if we expect the future to be as bright as we know it could be. Council is aware that the ability to make these major projects happen is beyond their capacity alone. There is a need to ensure that all stakeholders are participants in the process of moving the community's agenda forward. There is a need to ensure that all views and opinions are on the table as decisions are made and that all agencies charged with a concern for economic development are working together. In conclusion, Council recognizes that municipal government is an important player in ensuring that other investors have confidence in their decisions to invest in our community. It is important that they find a well-prepared community that is supportive of their investment decisions and is a community in which they wish to invest in.
It is the Vision of the Council for the Town of Happy Valley - Goose Bay is one in which the community:
While there are many and varied actions that the Town can pursue under the umbrella of economic development, there are two central Goals against which all actions will be judged - and they are:
Council recognizes that it must ensure that those businesses that have already invested in this community are able to sustain and grow their activity. Consideration needs to taken of the existing business community's needs as Council conducts its business. The Town must be ready to assist local business in accessing new markets and to create long term sustainable employment in the community.
Council appreciates that it operates within a very competitive environment. Municipalities and provinces are aggressively competing against one another for new investment opportunities. The Town must also be willing and able to meet this challenge head-on. The Town must ensure that investors are fully aware of the opportunities available in Happy Valley - Goose Bay.
The Town's strategy is designed to be pro-active and to provide a focus for activities. The Town is committed to providing leadership. The Town is committed to developing a diverse and sustainable economy. The Town is ready to focus on its strengths in order to achieve its commitments. The following listing of Objectives, which spell out the strategy, represent the produce of a number of independent and often scattered efforts by the Town to influence investment decisions in the community, the region and the Province. While some have been successful and others less so, this is the first time that they have all been brought together in one document, been given ranked by priority and defined in a formal structure that will allow for the assessment of success. Only by collecting the many wishes of this and past councils can a coherent strategy be placed forward for public scrutiny and collective action.
Council has reviewed its opportunities and concluded that in order to meet its two objectives it will pursue the following targets. These Targets will be divided into three categories. The first are those directly related to the lobbying role of Council. The second category describes the activities that would be the responsibility of the municipal corporation as a whole and largely implemented under the umbrella of the Department of Economic Development. The third and last grouping would be those items that fall within the mandate of the administrative arm of municipal governance. Within each category, the items are listed in order of priority: 7.1 Council will use its influence to effect Federal and Provincial Government Policy to ensure full benefits for the community Council is an important, valued and traditional voice for the community. The role of a council to be the advocate for their community is as important a role as any undertaken by Council. Council will lobby: 7.1.1 The Province and Federal Governments to make a more substantial commitment to support the Town's marketing efforts. The Town has taken the lead on a number of initiatives (often with the full verbal and moral support of the Province and Federal Government). The Town has made a significant and honest effort to include representatives of these governments as a full partner in these initiatives. However, support needs to be more than a presence at meetings. Happy Valley - Goose Bay is a small municipality with limited resources. While we all recognize that there are many opportunities that need to be addressed, and we have no problem with working together, we do have a concern when we seem to be asked to shoulder the entire burden when we will all benefit. There needs to be a fair share from the senior levels of Government. As a first step, the Labour Market Development Agreement needs to be amended to include the Aerospace Industry at Goose Bay Airport (including the Tactical Flight Training Program) as a priority for funding support. 7.1.2 The Federal Government to ensure that it is committed to investing in the Base to ensure continuance of the Tactical Flight Training Program and that the Tactical Flight Training Program at 5 Wing Goose Bay has the necessary technology to attract and maintain participants in the Program. 7.1.3 The Provincial and Federal Governments to fully support the current and future efforts and funding submission(s) of the Goose Bay Airport Marketing Committee. There is a need for the efforts of the Goose Bay Marketing Committee to be turned into action. While there has been significant work undertaken by the Marketing Committee to date (and with some successes (e.g., the Allied Appreciation Week)), there are a large number of initiatives that need both Provincial and Federal support. It is critical that all partners make a concerted effort to move these critically important initiatives forward including support to extend the Marketing Research position for 3 to 5 years. 7.1.4 Development of a true regionally based local preference policy. Council believes that preference must be given to local companies and individuals interested in the jobs that will be created in their home communities and regions. Preference given on a provincial wide basis is not good enough, nor does it address the issue of local requirements or preferential access to resources. 7.1.5 Resolution of aboriginal land claims. Few issues underlay so many of the opportunities identified in this region. Resolution of land claims will allow the community to plan and invest with a surety not available today. Council recognizes that the Provincial and Federal Governments have already stated that this is a priority. Council wishes, however, to reconfirm its support for this position and urge all parties to continue the dialogue. 7.1.6 Investments in municipal infrastructure as key priorities in future Provincial and Federal budget decisions. Within the community this includes the high school auditorium and community sports facility, the Harry Baikie Centre and a new Supreme Court House
7.1.7
The Federal Government's
infrastructure program to focus on the needs
of smaller communities and, in particular,
northern communities.
7.1.8
The Provincial and Federal
Governments to ensure that a quality health
care system is in place to address both the
health needs of a community and as a key
element in the overall strategy to attract
investments into the Town. A
common question of investors is "what
are the medical services offered within your
community."
First rate health services are critical to
competing in the new economy. 7.1.9 The Provincial and Federal Governments to review of the long term retirement needs of this community and the infrastructure necessary to meet those needs. This should be followed with a comprehensive development plan to prepare the necessary infrastructure. 7.1.10 The Provincial and Federal Governments to develop parks within the region. Park facilities are noticeable absent in Central Labrador. There is a need for this type of Provincial investment if the region is to meet the needs of a growing tourism market. In particular, that:
7.1.10.1
The Province establishes a
Provincial Park in Central Labrador; and 7.1.12 The Provincial Government to ensure that the development of a bridge across the Churchill River is at a location that will create economic benefits for our community versus creating a secondary growth center or alternate servicing location, or even a bypass of the community. 7.1.13 The Provincial Government to begin paving the Trans Quebec-Labrador Highway. 7.1.14 The Provincial Government to commit to a program for roads, for both existing and future roads, to incorporate a high level of tourist amenities (e.g., lookouts, picnic areas, camp site facilities, tourism related services along the route and siting roads to take full advantage of scenic amenities, future parks and other related developments). 7.1.15 The Provincial Government to diligently move forward with the development of management plans for the forestry districts. 7.1.16 The Provincial and Federal Governments to ensure that the advantages of the transportation network already present in Happy Valley - Goose Bay is fully utilized and taken advantage of in Provincial and Federal decisions . We are unique in that the highway meets the sea and this is linked to the incredible facility that is the Goose Bay Airport. The ability to upgrade the harbour facilities in Happy Valley - Goose Bay that could service not only the north coast of Labrador, but the entire eastern arctic and even Greenland, needs to be pursued. There is no weak link in the opportunity to ensure that up to the task and to begin to promote Happy Valley - Goose Bay as the primary port in Labrador. In particular that: 7.1.16.1 The Provincial and Federal Governments identify Happy Valley - Goose Bay as the primary port in Labrador; and 7.1.16.2 The Provincial and Federal Governments support a review of the docking facilities in the Terrington Basin with a view to identifying future needs, including funding sources, for upgrading and dredging to allow for the docking of large cruise ship. 7.1.17 The Province to ensure that Municipal Operating Grants continue at current levels with a review being undertaken by the Province to consider ways and means to increase these critical transfers. Municipal Operating Grants to the Town of Happy Valley - Goose Bay have been cut by approximately Seven Hundred Thousand Dollars in the last five years. In order for the Town to meet all that has been placed in its lap, further cuts cannot be afforded. While appreciating that the Province has said it will be stabilizing the level of Grants, this needs to be continually be confirmed and stuck by, and a review taken of opportunities to raise grants where circumstances are warranted.
Through its budgetary process and the allocation of staff resources, Council directs the business of the Town. Using the tools at its disposal, the Council has the ability to undertake a number of initiatives that directly and indirectly support the retention and attraction of economic development needs of the community. 7.2.1
Assist the Goose Bay Airport achieve its
full economic potential. The Goose Bay Airport (both military and civilian activity) represents the primary economic activity in the community. More than 70 million dollars a year enter the local economy as a direct result of the military training alone. Over thirteen hundred jobs in the community depend on the military training activity alone. Council is committed to assist the agencies directly involved in marketing the military training opportunities to new participants (both to expand levels of existing training and to identify new training opportunities) and too fully developing the local civilian aerospace industry. This support will be focused through the efforts of the Goose Bay Airport Marketing Committee. Council will continue to commit both capital and in-kind resources to ensure the success of this Committee and its initiatives. The Town will: 7.2.1.1 Continue to take a leading role in the Goose Bay Airport Marketing Committee and will: 7.2.1.1.1 Provide the human resources necessary to facilitate and prepare documentation for the Committee; and
7.2.1.2 Continue to identify opportunities to directly market the community and the airport infrastructure to the military and aerospace industry. 7.2.1.3 Review its land use plan for the North Side Industrial area to ensure that it will support and enhance the development opportunities of the Airport. 7.2.1.4
Support efforts to take advantage of the
unique positioning of the Goose Bay Airport
in relation to international air routes; and 7.2.1.6 Ensure that the Annual Allied Appreciation Week continues.
Council believes that the quality of a community's built environment is a major decision criterion for many businesses and particularly for the skilled work force that is so necessary to maintain and attract modern businesses. In addition, ensuring that a ready supply of well designed and fully serviced land is always on hand is equally important to facilitating investment decisions. Municipal governments are charged with the responsibility of ensuring that their communities are well planned as well as well managed. Proper planning will ensure that there is sufficient land for development to meet the investment and housing needs of the community. A proper permitting process will ensure that land use conflicts are minimized and that a quality built environment develops over time and is maintained. The Town will: 7.2.2.1 The Town Plan and Development Regulations are reviewed and updated as appropriate to ensure; 7.2.2.1.1 that suitable land is available to meet projected development needs; and ; 7.2.2.1.2 that a permitting process is in place that is effective and efficient.
7.2.3. Business Events and Conferences Having the community host business events and conferences raises the profile of the community, establishes networks that can create investment opportunities, provide a means for local businesses to showcase their products and services, and adds to the local economy via the spending of participants visiting the community. The success of the Voisey's Bay and Beyond Tradex and Conference is a prime example of the value of such enterprises. The Town will: 7.2.3.1 Support local agencies and organizations in their efforts to attract professional, business and research conferences and business trade exhibitions to the community; and 7.2.3.2
Provide in-kind support of municipal staff to
help with the logistics of operating the
event and/or conference. 7.2.4 Promotional Material Ensuring that the Town's marketing message gets to the target audience is very important. In addition, the currency of that message is important. The continued use of the Town's Web Site, multimedia presentations distributed on CDs, traditional Press Kits and Advertisements all represent important marketing tools. The Town will: 7.2.4.1 Continue to commit resources (human and capital) to ensure that it has high quality professional promotional materials; 7.2.4.2 Develop a marketing strategy to allow for a more effective use of its advertising dollars; and 7.2.4.3 Develop a promotional material policy to review the practice and procedures of providing promotional materials to local individuals and organizations.
7.2.5 Community Capital Infrastructure Infrastructure is not a cost. Rather, it is a very sound investment. Happy Valley - Goose Bay's ability to provide good services is central to its efforts to developing a sustainable community. We also view our educational and cultural infrastructure as part of the basic infrastructure that makes up our community. All this goes hand and hand with the traditional municipal infrastructure of roads, and water and sewer lines. These brick and mortar investments support a community's ability to attract investment and people. As the community prepares to face growth pressures in the near future, it is recognized that the community lacks some basic infrastructure. For example, the Town has no sewer treatment facility. The Town will: 7.2.5.1 Review and develop a listing of municipal infrastructure priorities; and 7.2.5.2 Work with other agencies and organizations to ensure the community's needs for high quality infrastructure continues to be met.
7.2.6 Private Land Development Historically the Town has been the land developer. This is an outgrowth of the combination of a small community and limited need for new land and that all raw land has been crown land. However, increasingly there has been a demand in the industry for opportunities for private land development, statutory changes that all but force the community out of the land development process, and Council's increased desire to avoid the financial risk that comes with land development. The Town has therefor made the move out of the land development business and will move increasingly to supporting the development of a local land development industry. The Town will: 7.2.6.1 Identify appropriate blocks of undeveloped land and call for proposals for their development as part of a process to ensure an adequate supply of land for housing and commercial needs.
7.2.7 New Initiatives An effective economic development strategy must ensure that new market opportunities are identified and action on these opportunities are taken accordingly. As part of this strategy there is the need to ensure the new ideas are regularly reviewed. For example in 1999-2000 the Town's participation in SEMACA and Smart Community initiatives, and its efforts to expand trade into Iqaluit This is accomplished by regular participation of Council and staff in local, regional and national organizations and events. This process will allow for a gathering of new opportunities and the development of networks that are critical to implementing the desired objectives of the Town. The Town will: 7.2.7.1 Participate in municipal and professional organizations both to ensure a high level of professional competency and to be exposed to new ideas and processes; 7.2.7.2 Participate in local, regional and national initiatives to explore new economic opportunities; 7.2.7.3 Participate with local development and business organizations to discover new opportunities;
8 Review, Evaluation and Updating To ensure that this document continues to be a useful tool and is current with the needs Council, the document shall be subject to a formal review by Council on a regular basis of no more than a two year interval. The purpose of the review will be to assess the effectiveness of the plan to date, the need to add, amend or remove initiatives or re-assess the Plan's various components. Without a regular process of evaluation, any plan will become quickly dated and will not be able to provide the guidance the author's originally intended. |