The following is a linear path that I use when working with communities A community might fit in anywhere along this path Often a plan is what a community wants to start with first, but to plan effectively you need accurate and up to date information f

I know that some of your communities are doing an asset inventory with funding from NCIR I also understand that you are doing a regional profile form Hearst to Smooth Rock Falls. I would like to commend you for going in that direction. There are many advantages with a regional inventory EXAMPLE An agricultural asset inventory is a good example In Kapuskasing you have the Federal Experimental Farm, in Opasatika, the mushroom production, in Hearst the tomato and tree nursery, in Moonbeam excellent soil quality the equivalent of Holland Marsh in southern Ontario In Cochrane, you have an established operations In other communities (Fauquier, Val Rita, Mattice you have vacant land Together you can better market development with this regional inventory

The Soo and North Bay is a good example on their market study to target call centers Value added industry, alternative energy, agriculture are other good examples of market studies

When working for the college I sat in on a meeting that concerned a call centre coming to TB At the end of the meeting I asked the VP what were the two key barriers to the call centre coming to TB He identified the rate of unionization and a lack of available workforce as key issues. Community later worked to rectify these issues and was successful in attracting the call centre.

Define “value proposition” Give examples of the different types of methods to get your message out Offer examples of strategic alliances Value proposition is the case you build for an investor to invest in your region rather than somewhere else. (What is your comparative advantage) (What is key to the investor) Getting your message out: Industry publications / trade shows fairs / Use of consulates to make targeted appointments / use of in market consultants specialized / government sponsored events (EDAC had some trade post reps) / Portals such as OIS Example of a strategic alliance Startek ./ City TB / NOHFC Overseas competitors work together in JV

Marketing Strategy: Your strategy should include a list of planned marketing activities, identifying costs and assigning responsibility for each activity. Finally, an effective marketing plan includes performance measures that will help . Consolidate marketing efforts locally and regionally. Ensure that your community develops a common approach to marketing itself and brings together all interested parties. Many communities are marketing themselves independently. To maximize the return on your marketing efforts, consider partnerships with nearby communities on mutually beneficial promotional strategies. Consider trade and investment marketing partnerships. Trade shows provide an excellent venue for attracting investment to your community. In addition to providing the opportunity to meet face-to-face with potential investors, trade shows allow you to gather information on target markets and emerging trends. invite prospective investors to visit your community. Consolidate marketing efforts locally and regionally. The Ministry of Northern Development and Mines (MNDM) co-ordinates northern participation in a number of trade and investment marketing activities, including attendance at various trade shows and conferences, and the organization of trade seminars and investment missions. Northern communities are encouraged to participate in these events to promote their region and their community.

Attracting Investment: How Prepared Are You? Northern Communities Investment Readiness Program

Northern Development Division 2 Investment Attraction A Competitive Process Companies seeking to expand or relocate their businesses, carefully investigate multiple locations in an effort to get the most cost effective location that still meets their operational requirements. At times companies may have some key constraints such as proximity to raw resources / suppliers / markets / labour/ etc. At other times depending on the industry / sector there may be few if any constraints that limit their flexibility to choose locations. It is important to realize that Northern Ontario communities are often competing globally for potential investments. This increases our competitors and our potential opportunities.

Northern Development Division 3 Investment Readiness A Competitive Aspect You Can Control Some aspects of our competitive stance are within our control and others are not. (Natural Resources / Location) (Infrastructure) One of the easiest and most effective aspects we can control is our readiness to deal with investors expectations / informational needs. The expectations of site selectors / investors regarding response time has changed dramatically in the past 10 years

Northern Development Division 4 Investment Readiness How Ready Do You Need To Be? 1996 - 48 hours EDO puts together a package that contains the community profile, available properties guide and brochure. Uses post it notes to highlight pages that are the most relevant to the client and couriers it so the client will have information within 48 hours. 2001 - Same Day To help the client better understand your community and the available opportunities the EDO sends an e-mail before the end of the day that has several attachments including key excerpts from your community profile as well as hyperlinks to online listings of available properties that closely meets client criteria 2006 - While on the phone During the call with the investment prospect the EDO says “Do you have access to the internet right now/ (yes) Lets go online and I’ll take you through our website so that you can download the relevant files. We’ll also go through our available properties directory and look at maps, photos, and details of available properties which meet the criteria you have described to me. Today “Instant Gratification” ” Site selectors will often review information posted on public portals (OITS) and from this develop a short list prior to making the call. (need to have your information out in the public venue to remain competitive)

Northern Development Division 5 What Are They Looking for /Comparing Site selectors work for the investor and are paid to locate the BEST location for an investment utilizing a set of parameters set by the investor. These parameters can differ depending on the investor but they look at issues such as: Available real estate & cost Housing Prices (Does executive level housing exist if required) Industrial & Commercial properties (Serviced / Zoning / Brownfields) Industrial parks Development Incentives Access to utilities and cost (Electricity, Water, Waste Treatment / Gas) Comparative tax structures (Often compared to other Jurisdictions both domestic and international) Building / development costs and processes (Red tape effectiveness of local councils) Labour force / costs / level of unionization/ skills Access to transportation / markets Other key employers / competition (Supporting & Complimentary Industries) Population statistics (Often used for labour calculations / Strength of internal market / Regional statistics are important) Infrastructure: education facilities / communications / airports / railways / etc. Current investment opportunities ( What exists / Future large opportunities (Ring of Fire)) Your current economic strategy / Economic Strategic Plan (Does it support investment) Effectiveness of all levels of government

Northern Development Division 6 Investment Readiness What Is Investment Readiness? Knowledgeable professional points of initial contact for potential investors Up to date comprehensive information on your community and region that is able to be quickly accessed and distributed. (Six months old is not up to date.) A comprehensive investment attraction strategic plan that takes into account: All community regional assets Identification of target sectors / markets that would benefit from those assets Existing barriers to investment (and a plan to remove / reduce these) Gaps in investment structure and strategies to address these shortfalls A plan to leverage regional strengths for the benefit of multiple communities Government and private assistance in achieving attraction goals.

Northern Development Division 7 How Does Your Community Measure Up? Do you have the information that is required at your fingertips? Is it up to date? Can it be distributed widely / quickly /and in segments? Do you have an up to date O.I.T.S. electronic profile? http://www.sse.gov.on.ca/medt/investinontario/en/Pages/communities.aspx Are your EDO’s municipal staff properly trained to deal with investment potential inquiries‘ How investment friendly / ready is your community / region Have you completed a commercial land asset inventory Satellite imagery project Investment readiness audit (good first step)

Steps To Investment Readiness Training Information Gathering Planning Competing

Northern Development Division 9 Successful investment attraction requires careful planning, preparation, & coordination Every community is at a different stage of preparation and has differing strengths and challenges Key steps to facilitate successful investment attraction. Preparation is Key Assets Training Market Study Needs Analysis Plan Compete

Northern Development Division 10 Training Ensuring that anyone engaged in investment attraction activities has the proper skills and training should be the first step for any community. Examples for investment attraction: Seeking new investment & choosing targets Dealing with “site selectors” Accessing funding / resources Working with consulates and trade associations Preparing informational packages and business cases (what do they want) Identifying / Working with stakeholders: unions /realtors / councils/ government / business Knowing how to work the floor / booth at trade shows Training is often done on a regional basis to reduce cost, strengthen regional initiatives and facilitate networking and cooperation regionally. Can include regional municipalities, FN, EDO’s, private sector reps, real estate, municipal councillors. Training can be arranged to be flexible in delivery Training

Northern Development Division 11 Asset Inventory A community needs to conduct an inventory of the assets that are available for use by investors: Commercial real estate, natural resources, workforce, access to utilities, transportation infrastructure, idled structures, communications structure, healthcare / education facilities, distance to markets, existing businesses, etc. An effective strategy is often to prepare a regional asset inventory which is often more competitive. Think graphically when you design your inventory (good map, photograph, drawings) Consider various formats for your land inventory (computerized database , web sites) Include public properties in your land inventory. Make sure your land use planning supports your assets as a competitive advantage: Flexible official plan and zoning by-laws, can help accommodate a range of new industrial and commercial uses Training Assets

Northern Development Division 12 Market Studies With the assets available what industry / business sector is most likely to consider investments. (Individual / regional) This is especially critical for communities that are experiencing declines in long term key industries. Can lead to change in economic makeup of community when the change is dramatic. Impact study http://www.elliotlake.com/elliotlake/ Important that these studies generate contact / prospect lists that can be pursued Try and keep prospect list to 1 or 2 key opportunities Assets Market Study Training

Northern Development Division 13 Needs Analysis With 1 or more sectors identified as potential investors, perhaps a study of those sectors specific needs is required. Your market study based on your asset inventory provides direction. Now you ask the companies themselves for input on your suitability and any gaps that may act as a final barrier to investment. Some identified gaps are real and need solutions others may be perceived and can be dealt with quickly Training Assets Market Study Needs Analysis

Northern Development Division 14 Strategic Plan With the information gathered from your market studies and needs / gaps analysis you can now put together a plan to attract your defined target investors. What are the identified “gaps” how will you fill them. What is your “value proposition” How will you get your message out to the investors What strategic alliances are needed gov’t, regional / business What funding can be accessed What community resources need to be mobilized Next steps (Familiarization tours / Trade shows / Cold calls / Development of key networks) Training Assets Market Study Needs Analysis Plan Compete

Northern Development Division 15 Compete Develop a marketing plan. Prepare informational packages and business cases Consolidate marketing efforts locally and regionally Participate in trade shows and investment marketing activities. Consider trade and investment marketing partnerships. Market your community on the Web. Reach out to potential leads Develop familiarization tours for investors Respond to inquiries from site locators promptly Use the Ontario Investment Services site Training Assets Market Study Needs Analysis Plan Compete

Northern Communities Investment Readiness Program (N.C.I.R.)

Northern Development Division 17 Northern Communities Investment Readiness (NCIR) Initiative Northern communities are using the N.C.I.R. initiative to help them identify investment opportunities and get ready to respond to potential international investors. The NCIR component consists of: an Investment Readiness Test - this self-assessment tool helps northern communities determine the effectiveness of their planning and economic development process, identify investment readiness gaps and add value to those processes.  an NCIR grant - provides up to $10,000 per eligible applicant (per application) (e.g. northern First Nations, municipalities and economic development corporations) toward their community investment readiness activity.

Northern Development Division 18 Northern Communities Investment Readiness Program Supports community and regional initiatives. Simple streamlined application process. Financial support under the NCIR is provided for: Up to 75% of eligible project costs Up to $10 K per eligible applicant Based on the scope and nature of the project Applicants must contribute min. 10% equity Applicants may reapply for funding to support additional incremental steps towards investment readiness Multi partner applications can combine funding Additional funding available for projects of regional significance.

Northern Development Division 19 Eligibility Eligible applicants include: Municipalities First Nations Economic Development Corporations Partnerships of the above

Northern Development Division 20 What is Eligible Eligible project activities may include investment readiness activities such as: workshops and training; strategy development; Asset inventories / SWOT analysis / Gap Analysis / Infrastructure requirement studies site selection information development; investment priorities identification; community profile development for the Ontario Investment Service website; target and market identification in-bound familiarization tours or site visits of potential investors. other projects that improve the communities / regions investment readiness or have the potential to result in an investment being made

Northern Development Division 21 What is not Eligible Ineligible project costs include: Capital or rolling stock purchases Annual operating expenses Long term leases Advertising or promotional materials Outbound travel and accommodations Permanent staffing Refundable GST / HST payments Costs incurred prior to the approval date

Northern Development Division 22 Northern Community Investment Readiness Statistics Since March 06 NCIR has approved 249 projects More than $2.3 million of project funding has been approved Since April 1 / 2010 - NCIR has approved 47 projects ($512,000) Examples of Applications / Projects for the 2010 / 2011 year included: Training / Workshops Familiarization Tours Asset Inventories Site Options Analysis Needs / Gap Analysis Market Study Ambassador Training Community Profile Target Sector Analysis Mineral Directory Speaker series

Northern Development Division 23 Contact Information Michael Dunlop GO North Advisor Trade, Investment & Strategic Sectors Unit Ministry of Northern Development, Mines and Forestry Ph: (807) 475 – 1773 Fax: (807) 475 – 1589 mike.dunlop@ontario.ca

Northern Development Division 24  Centre for Excellence in Retirement Living Up until the late '80's, Elliot Lake was known as the "Uranium Mining Capital of the World".    As the mining era drew to a close, the City of Elliot Lake recognized the need for revitalization.   All the circumstances presented a unique opportunity for Elliot Lake to remake itself as a retirement haven. Created in 1987, Elliot Lake Retirement Living began attracting its first retirees to this picturesque community nestled in the beauty of Northern Ontario. Since then, Elliot Lake Retirement Living has been successful in its goals and has become known as the Most Affordable Retirement Program in the country and Elliot Lake, as a centre of excellence for retirement living.