Executive Summary. Halton Region Strategic Plan. Stakeholder Consultation. Halton Region Official Plan. Comprehensive Economic Development Strategy

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1 The Region s Comprehensive Economic Development Strategy is one of the strategic documents identified in the Halton Region Strategic Plan as required to establish direction and guide decision making in the Region. It is a guide to understanding the Regional economy and in taking action to meet desired goals and objectives in a planned and measurable manner. Halton Region s Economic Development Strategy emerged from a comprehensive, broad based study process. This included stakeholder consultation, a detailed review of the Region s economy and an alignment of the strategies, goals and actions with other key Regional plans and strategies. The chart below provides a high-level overview of the process used to develop the Economic Development Strategy. In developing the Region s Economic Development Strategy, input provided by stakeholders was important. Many opportunities for input and involvement were provided and feedback was received through meetings, breakfast roundtable events, public information sessions, focus group sessions and surveys. Emphasis was placed on input from the Local Municipalities that play a key role in economic development service delivery in Halton. The Region s Economic Development Strategy is built upon a clear sense of the community s hopes and aspirations for the future. The Vision to guide the Economic Development Strategy reflects a desired future. The Vision provides a basis for the detailed Strategic Themes, Goals & Actions that focus on all aspects of the community s economic prospects. Halton will be a Region with an innovative and diverse economy built on the basis of its choice competitive location, vibrant skilled labour force, high quality infrastructure and positive business environment where skilled workers live and work. Halton Region Strategic Plan Stakeholder Consultation Halton Region Official Plan Provincial Policies & Plans Region s Economic Vision Comprehensive Economic Development Strategy Other Regional Plans & Strategies Research Figure 1 3

2 Halton Region has many strengths and opportunities that, if managed effectively, will result in future economic prosperity. To ensure that the Region reaches its full potential, actions have been developed to capitalize on its strengths and future growth opportunities by creating and nurturing additional local employment opportunities to improve Halton s live-work relationship. In addition, the Economic Development Strategy has been developed to leverage Halton s quality of life and help to retain and attract businesses and encourage professionals and skilled workers to live and work in the Region. Halton s economy is significantly influenced by the economies of the Greater Toronto Area (GTA), the Province of Ontario, Canada, and, increasingly, the global economy. The Region s Economic Development Strategy focuses on actions to address issues and mitigate threats to the extent that the Region has the ability to control these factors. Actions have been incorporated in the Strategy to monitor the Region s competitive position and to respond, as needed, to maintain its competitiveness. Further actions have been developed to support economic growth and prosperity with a focus on ensuring that the Region s employment lands and infrastructure are planned and delivered to attract and retain businesses in the Region. VISION Halton will be a Region with an innovative and diverse economy built on the basis of its choice competitive location, vibrant skilled labour force, high quality infrastructure and positive business environment where skilled workers live and work. 4

3 1 2 Halton A Location of Choice for Business Competitive Business Environment Strategic Themes Increase awareness of Halton as a location of choice for business Ensure that the cost to develop and operate a business in Halton remains competitive within the Greater Golden Horseshoe area (GGH) 3 Supporting Entrepreneurialism & Skills Development Encourage new entrepreneurs, start up and growing businesses in Halton Provide support to business in skills development 4 Strategic Partnerships to Support Business Maintain strong partnerships with Local Municipalities in the delivery of services to Halton s businesses Advocate to other levels of government to improve Ontario s and Halton s competitive position in the global marketplace Foster stronger links with education, training and innovation networks to support Halton businesses Support economic development partnership initiatives within Halton that support Regional priorities 5 Planning for Economic Growth and Prosperity Maintain an adequate supply of serviced industrial/ commercial land to support economic growth Implement programs and strategies to support economic growth in key corridors and sectors for Halton Provide incentives for economic growth which meet the objectives of the Province s Places to Grow Plan and the Halton Region Official Plan Ensure that the transportation infrastructure in Halton supports economic growth 5

4 1 Halton A Location of Choice for Business Increase awareness of Halton as a location of choice for business Develop a communications plan, integrated with local efforts, targeted to existing and prospective businesses highlighting Halton s strengths Develop updated marketing materials, in conjunction with the Local Municipalities, to support investment attraction activities at the Region, the Local Municipalities and the Greater Toronto Marketing Alliance (GTMA) Refresh the Region s Business Development website Establish a Regional Economic Round Table and host forums 2 Competitive Business Environment Ensure that the cost to develop and operate a business in Halton remains competitive within the Greater Golden Horseshoe area Undertake periodic reviews and benchmarking of fees and business costs Maintain the Region s deferral and discount policies for non-residential development charge (DC) payments Investigate the impacts of additional Regional DC discounts for expansions of industrial (manufacturing) and concentrated office uses to spur reinvestment and encourage intensification Investigate the possibility and the impacts of providing increased Regional DC discounts for office park concentrations in future Development Charges By-law updates to stimulate office development in Halton Review the industrial tax rates on an annual basis with a view to consider lowering the industrial tax rate towards the commercial tax rate 6

5 Strategic Themes 3 Supporting Entrepreneurialism & Skills Development Encourage new entrepreneurs, start up and growing businesses in Halton Continue to enhance services offered through the Region s Business Development Division Continue to promote and support programs to stimulate youth entrepreneurship Enhance the Access to Professionals mentoring programs Continue to work with networks linking angel investors, venture capital, banks and other financing sources to new businesses and research to improve access to capital for new firms Provide support to business in skills development Support the development and delivery of industry-based training initiatives including cooperative programs and support of apprenticeship programs to assist workers in developing new skills and provide a positive transition from academia to the work environment. Work with the Halton Industry Education Council and other stakeholders to establish a labour market skills information system to facilitate better forecasting of industry requirements, skills shortages and deficiencies 7

6 4 Strategic Partnerships to Support Business Maintain strong partnerships with Local Municipalities in the delivery of services to Halton s businesses Continue to participate and provide leadership to the Halton Economic Development Partnership Continue liaison efforts by the Region s Business Development Division with other Regional departments and other levels of government to provide assistance in resolving issues faced by Halton businesses Improve level of awareness regarding new programs and initiatives to improve the overall service delivery to Halton businesses Enhance the availability of economic and competitive data and other tools to promote collaborative efforts and planning Advocate to other levels of government to improve Ontario s and Halton s competitive position in the global marketplace Continue to advocate to the Federal and Provincial levels of government to provide for appropriate funding and funding sources to support government services in Ontario to reduce the burden of property taxes for business and address the infrastructure gap Partner with Provincial ministries to promote Halton s profile as a business location of choice and highlight its capabilities in serving entrepreneurs Enhance relationships with the Ontario Ministries of Research and Innovation, Economic Development and Trade, and Small Business and Entrepreneurship 8

7 Strategic Themes Foster stronger links with education, training and innovation networks to support Halton businesses Strategic Partnerships to Support Business Maintain relationships with key regional innovation networks, institutions and organizations Develop forums to facilitate dialogue between business, labour and educational institutions to increase competitiveness of Halton businesses Enhance existing networks and other vehicles for information exchange Develop linkages to public and private research organizations to increase innovation, commercialization and the competitiveness of Halton s businesses Support economic development partnership initiatives within Halton that support Regional priorities Investigate, in conjunction with the Local Municipalities, the establishment of a Regional Economic Development Investment Fund 9

8 5 Planning for Economic Growth and Prosperity Maintain an adequate supply of serviced industrial/ commercial land to support economic growth Give priority to the timely delivery of servicing for non-residential lands Minimize front-end financing requirements of non-residential development Review the Region s Infrastructure Investment fund to enhance the timely development of non-residential employment lands Phase in servicing of employment lands in conjunction with residential lands Plan for sufficient well-located employment land designations to meet the needs of the Region and each of the Local Municipalities to 2031 providing choice, competition and flexibility in the land market Implement programs and strategies to support economic growth in key corridors and sectors for Halton Create strategies for non-residential, non-retail development in the key highway corridors Develop an economic knowledge database including economic indicators, data relevant to key sectors, an inventory of immediately available competitive business sites and buildings to facilitate expansions and new business investment Develop a system to track investment opportunities including key data to support follow-up and analysis of successes, trends, issues identified Support sector initiatives in Agriculture and Tourism as per the approved 2007 actions of the Halton Region Strategic Plan 10

9 Strategic Themes Planning for Economic Growth and Prosperity Provide incentives for economic growth which meet the objectives of the Province s Places to Grow Plan and the Halton Region Official Plan Develop, in partnership with the Local Municipalities, an incentive program to support intensification of non-residential, non-retail development in designated regional and secondary nodes and corridors as identified in the Local Municipal Official Plans Develop, in partnership with the Local Municipalities, an incentive program to support re-development of brownfield sites for employment uses Ensure that transportation infrastructure in Halton supports economic growth Ensure that goods movement and the accommodation of non-residential growth and transit facilities are given appropriate priority on the Regional road network Ensure that the financing plan for transportation infrastructure provides for its timely delivery Advocate to the Province regarding the priorities for highway funding to address gridlock and expansion of GO Transit services Advocate to senior governments for permanent sustainable funding for transportation infrastructure including a permanent, increased commitment to gas tax funding 11

10 Acknowledgements Contributions to the Comprehensive Economic Development Strategy by the following groups and individuals are gratefully acknowledged: Regional Municipality of Halton Joyce Savoline, Regional Chairman Gordon Krantz, Mayor, Town of Milton Ann Mulvale, Mayor, Town of Oakville John Taylor, Regional Councillor, Burlington Ward 3 Jane Fogal, Regional Councillor, Halton Hills Wards 3 & 4 Keith Bird, Regional Councillor, Oakville Ward 3 Chairman s Office Alexandra Fuller, Executive Assistant to the Chairman Chief Administrative Officer s Office Brent Marshall, Chief Administrative Officer Lynne Simons, Executive Assistant to the CAO Carleen Carroll, Director, Community Relations Richard Cockfield, Director, Strategic Planning and Policy Mark Meneray, Director, Legal Services & Corporate Counsel Monica Wallenfells, Regional Clerk Paula Smith, Assistant Corporate Counsel David McCleary, Senior Policy Advisor Heather Burnett, Senior Communications Specialist Maria McDonald, Communications Specialist Corporate Services Department Jane MacCaskill, Commissioner, Corporate Services and Treasurer John Davidson, Director, Business Development Division Elaine Holding, Business Development Officer Sandra Nuhn, Business Development Coordinator Janice Sheehy, Director, Financial Planning and Internal Audit Mark Scinocca, Director, Financial Planning and Budgets Geoff Rae, Director, Asset Management Ralph Blauel, Director, Technology Services Jinsun Kim, Manager, Capital Budget and Development Financing Health Department Dr. Bob Nosal, Commissioner, Medical Officer of Health Planning and Public Works Department Peter Crockett, Commissioner, Planning and Public Works Dave Clancy, Director, Environmental Services Jane Clohecy, Director, Planning and Transportation Services Ho Wong, Manager, Long Term Planning Mary Kim Cichocki-Beaudry, Senior Planner Shelley Partridge, Senior Planner 12

11 Social and Community Services Department Adelina Urbanski, Commissioner, Social and Community Services Rob Cressman, Director, Housing Division Gwen Maloney, Manager, Housing Initiatives and Administration City of Burlington, Towns of Halton Hills, Milton and Oakville Don Baxter, Executive Director, Burlington Economic Development Corporation Bill Anderson, Economic Development Officer, Town of Halton Hills Andrew Siltala, Manager, Economic Development, Town of Milton Jacqueline Isada, Investment and Client Development Officer, Oakville Economic Development Alliance Chambers of Commerce Keith Hoey, President, Burlington Chamber of Commerce Sue Walker, General Manager, Halton Hills Chamber of Commerce Sandy Martin, Executive Director, Milton Chamber of Commerce John Sawyer, Executive Director, Oakville Chamber of Commerce Ministry of Economic Development and Trade John Langley, Director, Investment and Trade Division Gregory Wootton, Manager, Investment and Trade Division Ministry of Small Business and Entrepreneurship Steven Dalton, Business Advisor 13

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