niagara’s economic growth

strategY

As chairman of the Regional

Municipality of Niagara,

I am proud to present the revised

NAVIGATING OUR FUTURE: Niagara’s Economic Growth Strategy 2009-2012.

The original strategy, completed in 2005, helped

focus our collective efforts. This revised strategy

helps us stay the course while also recognizing new

opportunities and the changing circumstances facing

Niagara’s economy. The document will assist many

different stakeholders, together with the Region, in

strengthening, expanding and further developing

Niagara’s economy.

I would like to thank everyone who participated

in the strategy development process. A variety of

stakeholders, representing the private and public

sectors, took time to discuss and fine tune the

original strategies and action plans. The participants

at the 2008 Niagara Economic Forum, along with

the Niagara Economic Development Corporation,

demonstrate what public/private-sector collaboration

can achieve.

Niagara is being challenged to remain relevant and

competitive in a global marketplace. Quality economic

growth is more important than ever for Niagara. I look

forward to continuing to implement the economic

growth strategy with all levels of government,

business and community leaders who are committed

to ensuring that Niagara has a strong economic

foundation and a bright future.

By working together, Niagara will continue to lead

and prosper.

Peter Partington Regional Chairman, Niagara Region

NAVIGATING OUR FUTURE: AT A GLANCE

WHAT:An economic growth strategy for Niagara.

WHY:Niagara needs a plan to retain business as well as

stimulate additional economic growth.

HOW IT WILL HELP:By providing direction for decision-makers who

affect Niagara’s economic future.

WHO PREPARED IT:In 2005 a 12 member steering committee appointed

by Regional Council, with input from some 200

public and private sector stakeholders. In April

2008 the strategy was reviewed and updated based

on feedback from 200 stakeholders at the Niagara

Economic Forum.

WHEN IT WAS COMPLETED:First released April 2005, with a five-year

implementation timeline and annual review; updated

in 2008.

WHO WILL IMPLEMENT IT:Regional Council along with other business,

government and community leaders who choose

to take a pro-active role in fostering Niagara’s

economic growth.

WHO WILL BENEFIT:All of Niagara and its 12 communities.

WHERE TO FIND OUT MORE:www.niagaracanada.com or www.niagararegion.ca

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Navigating our Future: Niagara’s Economic Growth

Strategy 2009-2012 is the updated version of

Niagara’s economic growth strategy.

The first strategy was developed in 2004/2005

through consultation with individuals, businesses

and community organizations. A public participation

strategy, led by an Economic Growth Strategy

Steering Committee, identified the economic

realities, constraints, and opportunities that faced

Niagara. Since the release of Navigating our Future:

Niagara’s Economic Growth Strategy in 2005, a

concerted effort has been made to re-affirm the

priorities and directions outlined in the strategy

document. The revised strategy is a result of

further community consultations, especially from

stakeholder input at the Niagara Economic Forum in

April 2008.

The evolution of the strategy is inspired by an

economic vision for Niagara that reflects our goals,

aspirations and directions for the future. Motivated

by a strong sense of collective ownership, civic

leaders and area citizens have contributed important

shared ideals and values that are the foundation of

Niagara’s vision for the future.

The Economic Strategy is not, however, a static

document. It must reflect changing circumstances

and new opportunities that can help Niagara

navigate with more focus and enhance our

understanding of what is needed to ensure success.

Dominant themes have been identified as part of

the emerging requirements of a new, energetic

Niagara. Discussions led to consensus on important

directions for the regional economy and a belief that

partnerships and linkages between stakeholders

are important in order to achieve results. Priority

initiatives and action plans to spur economic activity

and strengthen our competitive advantages were

identified.

The resulting strategy offers insightful, practical and

manageable directions, built on six strategic action

plans which provide a blueprint for Niagara’s future.

Strategic Action Plans

•BuildaStrongerCollectiveVoice

•CreateaCompetitiveBusinessEnvironment

• TargetStrategicEmployers

• ImproveTransportationandRelated

Infrastructure

•MarketingtheNiagaraBrand

•DevelopNiagara’sTalentPool

The strategy provides a context for local decisions

and serves as a tool for local leaders and decision-

makers to bring about positive change. It also

provides a framework for residents, businesses and

community leaders to understand the fundamental

link between economic prosperity and quality of

life, which together create a healthy, sustainable

community.

Follow-up consultations with key community leaders

have endorsed the strategy’s overall action plan

framework and related initiatives. The Economic

Strategy continues to give Niagara direction to

address its unique issues and develop solutions to

the challenges of economic growth.

(continued on page 5)

INTRODUCTION

3 4

Focusing the Niagara Economic Growth Strategy

on the Future

Since the release of the Economic Strategy in 2005,

new developments in the wider Niagara economy

have required that some changes be reflected in this

revised document.

The revised Niagara Economic Growth Strategy

2009-2012 embodies a commitment to pursue new

directions for Niagara’s industrial base and emerging

industries. For example, new economic clusters are

helping transform and rejuvenate local economies

and creating new industries and employment.

The strategy has also identified the importance of

Niagara’s small and medium sized enterprises as a

critical component of Niagara’s future economy.

The development, growth and success of current

and emerging industries are being helped by

increasingly closer links with high schools, colleges

and universities. The relationship between Niagara’s

growth, economic development and the availability

of an educated, flexible workforce has come into

sharper focus. The strategy reaffirms the importance

of our educational infrastructure and specialized

research institutions as a major asset and a primary

source of local talent pool development. It calls

for the strengthening and leveraging of unique

expertise, resources and partnerships especially from

Brock University and Niagara College.

Marketing Niagara’s unique assets and its

competitive business environment has taken on

a new level of urgency. International competition

for both new businesses and investment achieved

through business retention and expansion initiatives

has intensified. The strategy also places increasing

importance on branding Niagara’s unique and

original characteristics, developing more intensive

domestic and international investment marketing

activities, and maintaining strong relationships with

governments and the business community.

Summary

As a result of consultations based around

the April 2008 Niagara Economic Forum and

additional economic analysis, the basic directions

of the regional economic strategy envisioned by

community stakeholders back in 2005 have been

affirmed.

Emerging provincial planning priorities, industry

trends and international events continue to provide

a wider context for assessing regional challenges

and new opportunities for growth.

New information, gathered from a number of

sources in the interim years, has been integrated

into the specific sections for each of the six

Strategic Action Plans that are the foundation of

Niagara’s economic strategy going forward to 2012.

INTRODUCTION

5 6

Below are six strategic directions and the

suPPorting action Plans that will helP

steer niagara into a more ProsPerous

future:

1.0 BUILD A STRONGER COLLECTIVE VOICE.

For Niagara to emerge as an economic leader,

business, government and the not-for-profit sector

must rally around the common cause of Niagara’s

economic future. Shared focus on this common goal

will create stronger working relationships, leverage

resources and strengthen regional stewardship

initiatives. It will also foster a powerful and

persuasive “common voice” in relation to specific

economic development issues that affect Niagara.

1.1 develop a cohesive niagara voice, providing

investors and governments with confidence and

clarity about the region’s position on key issues.

• PresentacohesiveNiagaraagendaandensure

a united front when approaching the provincial

and federal governments in relation to their

policies, programs, and investments that affect

the region.

• Establishacomprehensiveandcollaborative

research agenda for Niagara that is robust and

supports the cohesive Niagara collective voice

agenda.

•Hostanannualsummittoidentifyand

strengthen core regional directions, values and

achievements that directly impact Niagara’s

future prosperity.

2.0 CREATE A COMPETITIVE BUSINESS ENVIRONMENT.

In order to retain and attract new investment,

Niagara must make it appealing for investors to

do business here. Niagara’s economic strategy is

focused on how best to compete and win new

business in order to realize its growth potential.

2.1 foster competitiveness, efficiency, and

innovation in niagara’s government and business

sectors.

•Developasystematicapproachfor

benchmarking and assessing the cost

competitiveness of the Region of Niagara’s

services to business.

•Developeffectiveandcomprehensive

support services to help drive innovation

and entrepreneurship in targeted areas (e.g.

incubators, venture capital) in order to foster

SME growth in Niagara.

• Encourageandsupporttheexpansionofpure

and applied research and innovation both in the

private sector and post-secondary institutions

(e.g. Silicon Knights, Norgen Biotek, Brock

University,NiagaraCollege,andVineland

Research and Innovation Centre).

•Developandpromote“bestofclass”examples

in Niagara’s private and public sectors.

• EstablishanannualNiagaraEconomicScorecard

tracking the region’s economic progress based

on key indicators.

STRATEGIC ACTION PLANS

7 8

2.2 Keep niagara’s overall business cost competitive.

•Reduceindustrialandcommercialtaxesin

Niagara.

• ImplementafullrangeofSmartGrowth/

Brownfield redevelopment initiatives including

community improvement programs and

incentives.

2.3 develop an efficient and seamless process for

businesses seeking development permits and

related approvals.

•Workco-operativelywithlocalmunicipalities

to create a timely and integrated mechanism

for receiving and reviewing development

permit applications. Incorporate an economic

development perspective as an integral part of

the evaluation of major applications.

2.4 Promote continuous two-way communication

between niagara business and government.

•Nurtureanddevelopastrongerrelationship

between the Region of Niagara and the local

business community.

•Developanewprogressivepartnershipagenda

with the Niagara business community.

• Seekformalbusinesscommunityinputintothe

Region of Niagara’s infrastructure development

and business development programs.

STRATEGIC ACTION PLANS

3.0 TARGET STRATEGIC EMPLOYERS.

It is critical for Niagara to build on existing strengths

and make them growth priorities, rather than

pursuing economic growth on all fronts at once.

The initial directions envisioned by the Economic

Growth Strategy Steering Committee, and the

recommendations of community leaders from

economic forums, have identified a set of priority

growth sectors, including manufacturing that

provide significant business development and

investment opportunities over medium and longer

term.

3.1 explore and pursue opportunities for growth and

new investment in both current and emerging

strategic industry clusters:

current industry clusters

• Transportation,automotiveandrelated

manufacturing;

• Tourism,hospitalityandrecreationalservices;

•Businessservices;

•Value-addedagricultureprocessing;

•Culture.

emerging industry clusters

•Nichebio-productmanufacturing;

•Digitalmediaandsoftwaredevelopment;

•Environmental,energyandother“green”

technologies;

•Healthandwellness,andlifesciences.

9 10

3.2 work closely with local municipalities and

economic development partners to advance

the economic priorities of niagara’s growth

management strategy and ontario’s growth

Plan.

3.3 enhance the vibrancy of niagara’s diverse

economic base, with economic growth

distributed throughout the region.

• Encouragethedevelopmentofnewvalue-added

manufacturing processes (e.g., wine industry

model and Port Colborne’s “carbohydrate valley”

bio-products industry).

• Supportinfrastructuredevelopments(e.g.,

water and sewer, transportation, energy and the

creation of employment lands) that encourage

industrial growth in Niagara, especially above

the Niagara Escarpment.

•Developaplantocreateandimplementthe

Niagara Gateway Economic Zone and the

Niagara Gateway Economic Centre to stimulate

investment, new industrial development and

employment growth within the region.

3.4 Build on niagara’s historic business strengths to

develop new strategic growth areas.

•Continuetoimplementtherecommendationsof

the Regional Chair’s Agricultural Task Force.

•DevelopNiagara’spublicandprivateresearch

capacity to increase innovation and the

competitiveness of key economic sectors.

• Encouragethedevelopmentofnewsmalland

medium-sized enterprises (SME) in all emerging

and targeted business sectors in Niagara.

• ExpandandenhanceNiagara’scommunications

and financial services cluster through the

development and attraction of data centres and

data warehouses.

• StrengthenNiagara’stransportationand

distribution services cluster, building upon

border security, warehousing, and logistics

services.

3.5 capitalize on niagara’s comparative advantages,

in particular its natural and historic features,

which make it attractive to a wide range of

lifestyle-related investors.

• Implementthemajordirectionsoutlinedinthe

Niagara Tourism Destination Development Plan.

•Diversifyandexpandthescopeofactivities

and experiences for both tourists and residents

by identifying, facilitating, packaging, cultural

and tourism development opportunities across

Niagara.

• TargetNiagaratourismmarketinginitiatives

towards higher value and overnight visitors.

• Fosterthecreationofco-operativemarketing

consortia in tourism industries to ensure a

year-round, quality Niagara tourism experience.

•Diversifythetourismleisuresegmentthrougha

stronger meetings and conventions market for

Niagara.

STRATEGIC ACTION PLANS

11 12

4.0 IMPROVE TRANSPORTATION AND RELATED INFRASTRUCTURE.

Niagara’s transportation system is a priority concern

among businesses, government agencies and

residents. Transportation inadequacies are limiting

local economic growth. This strategy advocates

consistent and rigorous pursuit of Niagara’s short-

and long-term transportation goals.

4.1 work toward the achievement of an effective,

multi-modal transportation network for niagara.

•AccelerateimplementationoftheNiagara

Region Transportation Strategy and adequately

fund its key strategic directions. Key projects to

be advanced include:

-ExpansionofHighway406toWelland/Port

Colborne;

- Development of an intra-regional

transportation system to ensure that citizens,

workers, students, and visitors are able to

move easily throughout the region;

-ConstructionoftheSouthNiagaraEast-West

Arterial Corridor;

- Development of improved multi-modal

transportation hubs and cross border

infrastructure;

- Construction of a multi-modal Niagara-GTA

corridor;

- Integrate Niagara’s transportation strategy

into a larger transportation strategy for the

“GoldenHorseshoe”regionofOntarioandinto

the bi-national transportation strategy under

development for the Niagara Frontier.

• IntegrateNiagara’smarine,rail,air,andtrucking

transportation systems at strategic locations.

5.0 MARKETING THE NIAGARA BRAND.

The word “Niagara” has brand equity around the

world thanks to the region’s majestic waterfall. Yet

the dominance of this natural icon keeps potential

investors from seeing more. To truly prosper, Niagara

must be perceived for what it is: a diversified business

community and multi-faceted tourism and cultural

destination. This strategy lays the groundwork for

Niagara to “brand” itself as an innovative business

location and tourism destination in the minds of

investors, tourists and the general public.

5.1 create and execute the “niagara original”

branding program.

•Createa“TeamofChampions”toexecutethe

new Niagara brand.

5.2 Position niagara as a diversified, attractive, and

progressive business community.

• Increasetheprofile/involvementofNiagara

business leaders in external business

organizations and associations.

•Generatetargetedspeakingengagementsfor

Niagara business leaders external to the region.

•Developmedia/publicrelationsprogramsthat

increase third-party business coverage of Niagara.

• Implementasystematicpublic/private

“ambassador calling program” with targeted

federal/provincial trade commissioners.

5.3 Position niagara as a multi-faceted, four-season

overnight destination.

•Createamedia/publicrelationsprogramfor

Niagara targeting travel media and writers.

STRATEGIC ACTION PLANS

13 14

6.0 DEVELOP NIAGARA’S TALENT POOL.

Niagara has an experienced labour force of more

than 200,000 people, including a high proportion

of technically skilled workers that is attractive to

employers.

The direct correlation between educational

achievement and positive economic development

is well documented. It is clear that Niagara’s future

prosperity depends on the strength of its people

and on its capacity to produce and attract skilled

graduates and versatile workers. The Integrated

local Labour Market Plan (ILLMP) currently being

completedbytheNiagaraWorkforcePlanningBoard

will provide important leadership in the continuing

development of Niagara’s overall labour market.

6.1 encourage collaboration between, secondary

and post-secondary institutions to create the

most highly qualified individuals in order to

provide the labour force for the future economic

growth of niagara in all sectors of the economy.

•Recognizeandbuilduponthestrengthof

current educational infrastructure, community

involvement and other innovative forms of

education in Niagara.

•Developacollaborativeprogrampromoting

secondary and post-secondary school

co-op and work placements among Niagara

employers.

•Continuetheprocessofcollaborative

partnerships between Niagara College, Brock

University, and other educational institutions.

• EncourageNiagaraeducationalinstitutionsto

create programs that help provide a qualified

supply of skilled labour for the regional

economy.

•Broadenthebaseofapprenticeshipprogramsto

support skilled trades.

6.2 maximize the skills of niagara’s existing labour

force within a transitioning economy.

• Increaseourcapacitytoeffectivelymatch

people to jobs based on skills and competencies,

not credentials alone.

•BuildawarenessamongNiagaraemployers

about available education and training initiatives.

•AttractcompaniesthatcanutilizeNiagara’s

existing talent base and develop training and

re-training programs in growth industries.

• Supporttheskillsdevelopmentneedsof

displaced workers to facilitate their return to

Niagara’s labour force.

•Createshort-term,intensiveandskillstraining

programs that meet specific employee

upgrading needs, and help initiate workforce

skills to jobs action plans.

• Exploreopportunitiesforrepatriationofworkers

who have left Niagara, as specialized labour

shortages intensify.

•BuildonNiagara’ssignificantcompetitive

advantage with respect to trade, college and

diploma certificates to help retain highly skilled

STRATEGIC ACTION PLANS

15 16

individuals to support the growth and success of

Niagara’s economy.

6.3 encourage niagara employers to proactively

participate in building a learning culture.

• Fosteremployercommitmenttostafftraining

and lifelong learning and highlight Niagara-

based “best practices.”

•Assistsmallandmedium-sizedemployersto

build human resource capacity, including the

assessment of education/training needs and

workforce development programs, and applied

research capabilities.

6.4 attract immigrants and actively integrate them

into the niagara community and economy.

• ProviderelevantinformationonNiagara’ssocial

and economic opportunities to immigrants

entering Canada.

Niagara College, Maid of the Mist Campus

•WorkwithNiagara-basedimmigrantsupport

services to encourage the retention and

relocation of immigrants to Niagara.

6.5 improve niagara’s overall educational attainment

levels.

• Encouragestrongerlinksbetweenlocal

employers and Niagara’s educational institutions,

with a specific focus on improving the overall

level of educational attainment by residents.

•Createbi-nationaleducationalpartnershipsin

strategic employment fields (e.g., international

trade, tourism, border security).

• Supportthedevelopmentofapplieddegrees

that meet the needs of the local economy.

Brock University, Main Tower

STRATEGIC ACTION PLANS

17 18

Navigating Our Future: Niagara’s Economic Growth

Strategy 2005-2010, was the result of extensive

stakeholder discussions over a seven-month period

in 2004.

The original Niagara strategy had a five-year time

horizon and was intended as a dynamic plan that

would be revisited on a regular basis in order to

address changing circumstances that affect the

region’s economic performance and potential.

This revised economic growth strategy 2009 –

2012, is an updated plan based on a review and

assessment of recent economic changes and related

opportunities that are considered important to the

regional economy.

There are many important tasks identified in the

strategy that require identified lead agencies,

along with timelines for delivery and anticipated

performance measures of success. Lead partners

and other stakeholders need to be engaged to help

implement the overall strategy and identify relevant

performance measurements so that an annual

progress review can be undertaken.

The Niagara Economic Development Corporation

and the Niagara Region will continue to provide

leadership in the implementation of the strategy,

as well as identify other lead community partners

and stakeholders who can be accountable in the

implementation of specific action plans and report

back based on established performance measures.

Overall,Niagarawillcontinuetobenchmark

itself against other Census Metropolitan Areas

(St. Catharines-Niagara CMA) as it pursues its

strategic directions. Performance measurement

indicators to be used at the CMA level include

per capita GDP growth, population growth and

composition, employment growth, industry cluster

concentration and income levels. This will help to

document our relative growth, competitiveness, and

market positioning as a regional economy.

Withgenuinecollaborationbetweentheregion’s

business, government and community organizations,

Niagara can steer itself into a more prosperous

future!

ECONOMIC GROWTH STRATEGY

BENCHMARKING THE STRATEGY

19 20

For further information on Niagara’s Economic

Growth Strategy, visit the Niagara Economic

Development Corporation website at

www.niagaracanada.com or the Region of Niagara

website at www.niagararegion.ca.

The revised Economic Strategy 2009–2012 has

been based on input from over 200 participants at

the 2008 Niagara Economic Forum and ongoing

consultations with stakeholders.

CONTACT US:

P.O.Box1042

Thorold,ONCANADAL2V4T7

Tel.905.685.1308

E-mail: info@niagaracanada.com

www.niagaracanada.com

2201 St. David’s Road

P.O.Box1042

Thorold,ONCANADAL2V4T7

Tel.905.685.1571or1.800.263.7215

E-mail: info@niagararegion.ca

www.niagararegion.ca

FOR MORE INFORMATION

notes:

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