HomeMy WebLinkAboutCAO-15-008 - Strengthening Our Economy - Waterloo Region Economic Development Implementation UpdateKITC HI , -Ni-,R
Staff Report
CA0 Office www.kitchener ca
REPORT TO:
Committee of the Whole
DATE OF MEETING: February 9, 2015
SUBMITTED BY:
Jeff Willmer, Chief Administrative Officer, 519.741.2200 x7350
PREPARED BY:
Regional Economic Development Steering Committee
WARD (S) INVOLVED: All
DATE OF REPORT: February 2, 2015
REPORT NO.:
CAO -15 -008
SUBJECT:
Strengthening Our Economy — Waterloo Region Economic
Development Implementation Update
RECOMMENDATION:
That the first Waterloo Regional Economic Development Strategy, dated December
2014, and as described in Report CAO -15 -008, be approved in partnership with all other
Area Municipalities and the Regional Municipality of Waterloo; and,
That staff be directed to implement and promote the Waterloo Regional Economic
Development Strategy in support of existing economic prosperity and as a means of
attracting new investment; and,
That the framework and financial model, including the City of Kitchener's four -year
financial commitment (as outlined in table 1), for a new Waterloo Region Economic
Development Corporation (WREDC) be approved as described in Report CAO -15 -008,
subject to approval of the 2015 budget; and,
That the Mayor and Clerk be authorized to enter into such agreements as necessary to
implement the WREDC, with such agreements to be satisfactory to the City Solicitor;
and further,
That the members of the Economic Development Advisory Committee be thanked for
the time and expertise they dedicated to advancing these new economic development
initiatives in the interest of further supporting the regional economy and broader
community prosperity.
EXECUTIVE SUMMARY:
In 2012, the Region of Waterloo and all seven Area Municipalities jointly commissioned a study
by Malone Given Parsons Ltd. to look at the efficiency and effectiveness of economic
development delivery in Waterloo Region. The Study, completed in April 2013, recommended
a new approach to the delivery of economic development services throughout the region. The
key recommendations included creating the first ever Waterloo Region Economic Development
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Strategy (the Strategy) and launching a new Waterloo Region Economic Development
Corporation (WREDC). The Region and all seven Area Municipal Councils endorsed these
recommendations in principle.
A Steering Committee, consisting of the CAOs of the Area Municipalities and the Region, as
well as the CEO of Canada's Technology Triangle Inc. (CTT), was established to oversee the
development of the region -wide Economic Development Strategy and to investigate options for
the new Economic Development Corporation. To support the Steering Committee, a Task
Force was established comprised of Regional and Area Municipal economic development staff
and a CTT representative. In addition, an Advisory Committee of knowledgeable community
leaders from diverse backgrounds was established to provide valuable advice and guidance
throughout this process (please see Attachment 1).
The Strategy is now complete and has been made available in the Office of the Mayor and
council and online at http: / /wreds.ca. The Steering Committee and Advisory Committee have
reviewed and endorsed the Strategy and its recommendations. The Strategy's Executive
Summary is appended to this report (please see Attachment 2). This is the first time an
Economic Development Strategy has been developed to comprehensively support the entire
regional economy. The Region and the Area Municipal CAOs would like to thank the Advisory
Committee for their support in achieving this significant milestone.
The new WREDC is to complement and support, but not duplicate, the collaborative efforts of
the Area Municipal and Regional economic development teams. The new WREDC would
assume a variety of economic development functions at a region -wide scale and be governed
by a Board of Directors, expected to be 9 to 12 members. The Board of Directors is to be
skills -based and provide governance, strategic direction, and organizational oversight to the
Chief Executive Officer (CEO) of the new WREDC. The Region and Area Municipalities expect
a wide range of benefits for their investment in the new WREDC, including access to new
marketing and communication material, new capacity to promote investment in infrastructure,
services and business, as well as new resources to identify and support strategic growth
sectors (please see Attachment 4).
This report also provides updates on other recommendations from the 2013 Study, which
include:
• Launching a new Region of Waterloo Office of Economic Development;
• Preparing the East Side Strategic Employment Lands in Cambridge for new
development opportunities;
• Requesting that the Province of Ontario further amend the Municipal Act to add the
Regional Municipality of Waterloo to the list of Upper -tier Municipalities that are
assigned authority to acquire, develop, and dispose of sites for industrial, commercial
and institutional uses; and
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• Investigating a Special Purpose Corporation to purchase, hold and dispose of strategic
employment lands in Waterloo region.
BACKGROUND:
In 2012, the Region of Waterloo and all seven Area Municipalities jointly commissioned a study
led by all eight Chief Administrative Officers to look at the efficiency and effectiveness of
economic development delivery in Waterloo Region. Malone Given Parsons Ltd. (MGP) was
retained and completed the study "Waterloo Region Economic Development Study:
Assessment of Economic Development Services and Provision of Employment Lands" (the
Study) in April 2013. The results of the Study were presented at an All Council meeting on
May 2, 2013 and the recommendations formally approved by Kitchener Council (as described
in staff report CAO -13 -017 dated May 27, 2013). Regional Council and each of the other Area
Municipal Councils also endorsed the Study in May and June 2013.
The joint Study recommended a new approach to the delivery of economic development
services throughout the region. The action items identified as part of this process and
endorsed by Regional and Area Municipal Councils included-
1 . Creating a Waterloo Region Economic Development Strategy;
2. Advancing a new Waterloo Region Economic Development Corporation;
3. Preparing the East Side Strategic Employment Lands in Cambridge for new
development opportunities;
4. Requesting that the Province of Ontario further amend the Municipal Act to add the
Regional Municipality of Waterloo to the list of Upper -tier Municipalities that are
assigned authority to acquire, develop, and dispose of sites for industrial, commercial
and institutional uses; and
5. Investigating a Special Purpose Corporation to purchase, hold and dispose of strategic
employment lands in Waterloo region.
A Steering Committee was established, consisting of the CAOs of all of the Area Municipalities
and the Region, as well as the CEO of Canada's Technology Triangle Inc. (CTT), to oversee
the creation of the region -wide Economic Development Strategy and to investigate options for
a new Economic Development Corporation. To support the Steering Committee, a Task Force
comprised of Regional and Area Municipal economic development staff, and a CTT
representative, was established to implement the study's recommendations and to define the
specific roles and responsibilities of the WREDC, the Area Municipalities, the Region, and
other partner organizations. In addition, an Advisory Committee of knowledgeable community
leaders from diverse backgrounds was established to provide valuable advice and guidance.
.throughout this process. The membership of the Advisory Committee is listed in Attachment 1.
REPORT:
This report provides an update on progress to date, and recommends a series of actions to
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implement the broader direction previously given by Regional Council and all Area Municipal
Councils.
1. Creation of a Waterloo Region Economic Development Strategy (the Strategy)
In August 2014, the Waterloo Region Economic Development Strategy was endorsed in
principle by Regional Council and all Area Municipal Councils, and their respective staff were
given direction to develop a detailed implementation plan for consideration (please see Report
CAO -14 -037 dated August 11, 2014).
The Strategy is now complete and has been made available in the Office of the Mayor and
Council and online at http:ffwreds.ca. The Steering Committee and Advisory Committee have
both reviewed and endorsed the Strategy and its recommendations, which are summarized in
the Executive Summary included in Attachment 2. This is the first time a region -wide Economic
Development Strategy has been developed, and its completion achieves one of the primary
recommendations from the 2013 Study.
The Strategy is a roadmap for all of the Municipalities and a broad range of community
stakeholders to cooperatively support the ongoing economic prosperity of Waterloo region.
The Strategy's vision is "to be Locally Rooted, Internationally Competitive and Globally
Renowned ". The Study's four strategic goals aim to fulfill this vision. They include:
Goal 1: To be the premier location for innovation and entrepreneurship.
Goal 2: To be the most competitive location for new and expanding companies and
institutions.
Goal 3: To be a resilient, engaged, and dynamic economic ecosystem.
Goal 4: To be a community of choice for talented people.
To jointly achieve these Goals, the Strategy identifies twenty -two Strategic Objectives and
forty -three specific Actions. The implementation of the various actions will be led by the new
Waterloo Region Economic Development Corporation, the Area Municipal economic
development offices, and the Region of Waterloo Office of Economic Development (please see
Attachment 3 for roles and responsibilities). The Strategy also brings together a wide range of
key stakeholders and allied organizations, including both Chambers of Commerce and the
small business centres.
The successful completion of the Strategy involved the collaborative efforts of the Area
Municipalities and Region, as well as extensive community and partner involvement (including
CTT and the Chambers of Commerce). These efforts were summarized at the June 19, 2014
All Council Meeting, where Regional and Area Municipal staff, along with Malone Given
Parsons Ltd (MGP), presented an overview of the Waterloo Region Economic Development
Strategy, which involved:
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• Regular consultation with CTT and its Board of Directors, the Advisory Committee, as
well as Area Municipal economic development staff;
• Updates at All Council meetings;
• A series of stakeholder sessions;
• A project website, which was included in all public documents and advertisements, as
well as a link on the Region of Waterloo's website; and
• A public Open House held May 15, 2014.
The Advisory Committee also dedicated its valuable time and expertise to advancing the new
economic development initiatives outlined in the Strategy. Led by Chair Gerry Remers,
President and CEO of Christie Digital Systems Canada Inc., the advice of this group was
invaluable for guiding the development of the Strategy's proposed directions.
2. Waterloo Region Economic Development Corporation (WREDC) Framework
At the June 19, 2014 All Council meeting, the Steering Committee provided an update
regarding the proposed new Waterloo Region Economic Development Corporation
(WREDC). During the summer of 2014, Regional Council and all Area Municipal Councils
formally endorsed the creation of the new arms - length organization in principle, subject to the
development of the necessary implementation and transition plans and subsequent Council
approvals (please see report CAO -14 -037).
The Region of Waterloo and all seven Area Municipalities already make a significant
investment in economic development. However, there is broad agreement among all
stakeholders that collaboration needs to improve, with a stronger focus on a regional approach
to economic development. The region has lost opportunities to attract businesses because of
the lack of a region wide focus on economic development.
The Strategy identified several economic development service gaps in the current approach,
which will be addressed by the WREDC (please see Attachment 3). For example, feedback
from the Advisory Committee and other stakeholders indicated that the current economic
development brand for the region is confused and there needs to be a more coordinated
approach. There are also no regional action plans to help develop key growth sectors, such as
Health Science and Pharmaceuticals, Finance and Insurance, and Manufacturing. A high
priority for the WREDC is to develop these action plans and to work with its stakeholders to
create and implement coordinated marketing and communication plan. The WREDC will also
manage the implementation of the Strategy, which involves ongoing coordination with the
Region, Area Municipalities and other stakeholders.
To accomplish the region -wide goals of the Strategy, and to enhance the collective capacity of
economic development efforts in Waterloo region, staff recommend approval of additional
resources to support the WREDC. The new organization is to complement and support, and
not duplicate, the existing collaborative efforts of the Area Municipal and Regional economic
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development teams. The Task Force, which includes Regional and Area Municipal economic
development staff and a CTT representative, refined a list of specific roles and responsibilities
for the WREDC, the Area Municipalities, and the Region, which correspond directly with the
Goals and Actions of the Strategy. A summary of these roles and responsibilities are outlined
below and are further detailed in Attachment 3 of this report.
Benefits of the WREDC
The Region and Area Municipalities expect a wide range of benefits for their investment in the
new WREDC. These benefits are summarized in the value for money analysis in Attachment 4.
The primary benefits include:
• Access to new regional marketing and communication material to help attract and retain
investment, businesses, and people.
• Access to shared data and analysis.
• New capacity to promote public and private investment in infrastructure, services, and
business.
• Third -party resources to support the economic development efforts of the Region and
Area Municipalities.
• New resources and expertise to help identify and support strategic growth sectors as
key regional assets.
Roles and Responsibilities
a) WREDC
The new WREDC is to assume a variety of economic development functions that are best
done at a region -wide scale, such as:
• Managing the implementation of the Strategy.
• Investment attraction to Waterloo Region — including building a strong case (value
proposition) for investing in the region's key growth industries.
• Liaise with Provincial and Federal government efforts to attract industry and grow key
sectors of the economy.
• Collaboration with other economic jurisdictions for the broader promotion of Waterloo
Region.
• Marketing and promotion of the region.
• Identify and support key growth sectors.
• Talent development and people attraction (working with partners).
• Data and research to support region -wide economic development activities.
The WREDC will assume the Foreign Direct Investment and investment attraction role
currently provided by Canada's Technology Triangle (CTT). After the WREDC is incorporated
in 2015, these CTT activities will transition to the new organization in late 2015 /early 2016. The
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Steering Committee and CTT Board of Directors have developed a transition plan to ensure a
smooth transition of these important activities from CTT to the new WREDC. This transition
plan was recently supported unanimously by the CTT Board of Directors.
b) Area Municipalities
The WREDC will complement and support, and not duplicate, the collaborative efforts of the
Area Municipal economic development teams. These teams will continue to deliver economic
development services at the local level undertaking functions such as, but not limited to:
• Business Attraction in collaboration with the WREDC as well as activities deemed
necessary to achieve objectives specific to the local municipality.
• Marketing and promotion of the local municipality including development and
maintenance of data for use in products such as community profiles, promotional
materials and newsletters etc.
• The Cities will continue the operation of the Waterloo Region Small Business Centres.
• Business Retention and Expansion programs which include corporate visitation, issue
identification, infrastructure needs assessment, etc.
• Work with other municipal departments to drive economic development from all sectors
of Municipal services and ensure a supply of redevelopment, intensification and
greenfield commercial and industrial opportunities.
• Local development incentive programs.
• Maintain a network of Federal and Provincial contacts to ensure business support
programs and attraction services are available to existing and prospective businesses.
• Local brand development in relation to the WREDC brand.
c) Region of Waterloo Office of Economic Development (OED)
As part of the Region's 2014 organizational review, a new Office of Economic Development
(OED) was established effective November 3, 2014. The Manager of Economic Development
reports directly to the Commissioner of Planning, Development and Legislative Services. The
roles of the OED identified with the assistance of the Task Force include:
• Provide data and research support for economic development.
• Develop a Central Transit Corridor Investment Strategy in partnership with the Area
Municipalities to support employment growth along the ION Rapid Transit corridor
(Community Building Strategy — Priority Project 3).
• Key growth sector analysis.
• Inventory of available urban and greenfield land.
• Economic development advocacy within the Region of Waterloo (e.g. promoting as a
corporate entity the Region of Waterloo International Airport).
• Promote a sustainable rural and urban land use fabric.
• Aligning the regional economic development strategy and planning priorities and
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servicing needs (e.g. advancing the East Side Strategic Employment Lands with the
City of Cambridge, which requires Regional infrastructure and could further encourage
new aviation - related development).
Reporting and Accountability
An economic development partnership agreement will be developed to clarify and formalize
the relationship between the new WREDC, the Region, and all seven Area Municipalities. It will
define the mandate of the new WREDC and detail the roles and responsibilities of each
partner, and any advisory or liaison committees. It will identify criteria which will be used to
evaluate the new corporation, as well as its communication protocols and expectations for
annual reports. It is anticipated that the WREDC will report annually at an All Council Meeting.
Individual reports would also be provided to Area Municipal and Regional Councils, upon
request
The partnership agreement will also include the financial commitments of each municipal
partner.
New WREDC Board of Directors
It is proposed that the Board of Directors of the new WREDC will be a skills -based board
consisting of 9 to 12 members. The Board will provide governance, strategic direction, and
organizational oversight to the CEO of the new WREDC. The Board would consist primarily of
private sector members from a broad cross - section of employment sectors and areas across
the region, as discussed in Report CAO -14 -037.
A skills -based Board of Directors will be important for the success of the WREDC and the
implementation of the new Strategy. The approval in principle by Kitchener Council in report
CA -14 -037 identified that a Selection Committee consisting of the Regional Chair, the three
City Mayors, one Township Mayor, and several private sector members from the Advisory
Committee be responsible for selecting the Board of Directors. A Regional and Area Municipal
staff team was formed to support the Selection Committee.
Advertising for the Board of Directors began in January 2015. The deadline for applications is
February 25, 2015. The Selection Committee will select the members of the Board of Directors
in the spring of 2015 and will advise their respective Councils and other stakeholders when the
Board of Directors is finalized. The members of the Selection Committee are listed in
Attachment 5.
Priorities for 2015
There are a number of important actions planned for 2015 to continue implementing the
Strategy and to ensure the WREDC is fully operational in 2016. The key milestones are:
1. Appointing the new WREDC Board of Directors.
2. Finalizing Implementation and Transition Plans, including the transition of CTT roles to
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the WREDC.
3. Incorporating the WREDC. The Region and Area Municipalities have the authority to
establish an economic development corporation pursuant to the Municipal Act.
4. Hiring a Chief Executive Officer (CEO). The new Board of Directors, once established,
will hire the new CEO. The CEO would then be responsible for hiring the remaining staff
complement.
5. Implementing the 2015 actions identified in the Strategy (e.g. conducting an investment
readiness analysis with the Region and Area Municipalities).
6. Advocating for authority from the Province for the Region of Waterloo to acquire,
develop, and dispose of sites for industrial, commercial and institutional uses.
It is anticipated that the Board of Directors for the new WREDC will be selected by late March
2015, and that the WREDC CEO would be in place by summer 2015. The Board and CEO
would develop a more detailed operational and staffing plan, and hire key staff over the fall of
2015, so that the new organization would be operational by late 2015.
During 2015 CTT will continue to deliver its important investment attraction /foreign direct
investment activities. It will also assist with the start -up of the new WREDC as needed, to
ensure the rapid start -up and smoothest possible transition of investment attraction to the new
organization. CTT's functions will be fully transferred to the new organization by late
2015 /early 2016, and CTT would cease being the operating entity for regional economic
development at that time.
Budget and Funding Model
The Waterloo Region Economic Development Strategy is an ambitious document that builds
on each municipality's common interest in the ongoing economic success of Waterloo Region.
Implementing its 43 actions will require the ongoing coordination of both Area Municipal and
Regional economic development efforts, as well as the new resources proposed for the
WREDC.
Recognizing that the new WREDC will have significantly greater responsibilities than CTT, it is
proposed that the municipal funding for WREDC would be approximately double the current
municipal funding for CTT. This increase from the current funding level of approximately
$950,000 per year to the proposed funding level of $2,000,000 per year would be phased in
between 2015 and 2017, as shown in Table 1.
The proposed funding distribution is based on the current CTT funding, where the Region
contributes approximately half of the total municipal funding, and each of the three cities
contributes approximately equal amounts. In the proposed funding model, the relative
contributions from the four Townships would increase incrementally over the next 3 years.
Table 1 (below) provides additional details on the four -year financial commitment requested for
the WREDC. It is recommended that each municipality commit funding to the new
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organization through to the end of 2018, to provide funding certainty to facilitate the successful
start -up of the new corporation. Each Council is considering their budget commitment through
the 2015 budget deliberation process.
To accomplish its goals, it is expected that the new WREDC will determine its strategic
priorities based on the available budget and staff resources.
Table 1: Proposed WREDC Funding Model (in 2015 dollars)
2014
Funding
Cities
Cambridge $157,118
Kitchener $160,197
Waterloo $149,000
Townships
Woolwich
Wilmot
Wellesley
N. Dumfries
ROW
Total:
2015
Funding
$200,000
$200,000
$200,000
2016
Funding
$320,000
$320,000
$320,000
2017
Funding
$320,000
$320,000
$320,000
2018
Funding
$320,000
$320,000
$320,000
$10,000
$25,000
$35,000
$50,000
$50,000
$10,000
$25,000
$35,000
$50,000
$50,000
$ -
$5,000
$10,000
$20,000
$20,000
$ -
$5,000
$10,000
$20,000
$20,000
$468,000
$684,000
$900,000
$900,000
$900,000
$954,315 $1,344,000 $1,950,000 $2,000,000 $2,000,000
3. Advancing the East Side Strategic Employment Lands in Cambridge for development
readiness
A key element in attracting and retaining employers in a competitive global economy is
ensuring the region has an adequate supply of development ready employment land. Waterloo
region already has approximately 650 hectares (1,600 acres) of land, including vacant land
and under - utilized buildings, ready for new businesses and business expansion. However, in
response to a shortage of large properties (i.e., 8 hectares or more) for uses like advanced
manufacturing, and assembly and processing plants, Regional Council prioritized the
development of the East Side Employment Lands in collaboration with the City of Cambridge.
The East Side Lands (Stage 1) are east of the Grand River in Cambridge, immediately south of
the Region of Waterloo International Airport, and just north of Highway 401.
In April 2014, the City of Cambridge, the Region of Waterloo and the Grand River
Conservation Authority (GRCA) approved a Master Environmental Servicing Plan (MESP) and
Community Plan for the East Side Lands. The MESP was the culmination of 10 years of study
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and public consultation by the City of Cambridge, the Region and the GRCA. It included a
detailed road, water and sewer infrastructure plan, Grand River Transit connections,
subwatershed studies, and a flexible phasing strategy. The MESP also satisfied a variety of
requirements under the Environmental Assessment Act.
The City of Cambridge is now initiating the process to make the necessary amendments to its
Official Plan and Zoning By -law to have lands designated and zoned for employment
development. The first phase (Stage 1) of East Side Lands is expected to bring about 300
hectares (740 acres) of new employment land to market as soon as late 2015 or early 2016.
Work is also underway by Regional staff to develop an aviation /aerospace employment cluster
at the Region of Waterloo International Airport, located in Woolwich Township, which could
have a significant impact on new job creation and business location in the East Side. This
cluster would build on the business activity already occurring at the Regional Airport. As well,
work continues to facilitate and develop the employment lands within other areas of the region,
such as the employment lands along Highway 7/8 in Wilmot Township.
4. Regional Participation in Facilitating Employment Land Availability
The Provincial Municipal Act determines the role and responsibilities of the local municipal
governance, including the "spheres of jurisdiction" for the Region and Area Municipalities. In
December 2013, Regional Council endorsed a recommendation requesting that the Province
of Ontario amend the Municipal Act to add the Regional Municipality of Waterloo to the list of
Upper -tier Municipalities that are assigned authority to acquire, develop, and dispose of sites
for industrial, commercial and institutional uses. In early 2014, all of the seven Area
Municipalities endorsed similar resolutions.
As a result of the collective municipal support for this proposed amendment, a letter was sent
on March 6, 2014 to the Minister of Municipal Affairs and Housing and the Minister of Finance
to formalize this request. The letter requested that the Table in Section 11 of the Municipal Act,
2001, as amended, be revised to add the Regional Municipality of Waterloo to the list of
Upper -tier Municipality(ies) assigned "non- exclusive" legislative authority to participate in the
assigned sphere of "Acquisition, development, and disposal of sites for industrial, commercial
and institutional uses." This letter was signed by the Regional Chair and included all eight
Council resolutions.
In November 2014, The Minister of Municipal Affairs and Housing responded positively to
Chair Seiling's letter, noting that "...this request will be considered as part of the earliest
legislative vehicle." Regional staff will continue to follow -up with senior Provincial staff
regarding the timing of the necessary amendment.
5. Special Purpose Corporation
As part of the original 2013 MGP Study, it was also recommended that the creation of a
Special Purpose Corporation (SPC) be considered for the purchase, holding and sale of
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strategic employment lands in Waterloo Region. Regional and Area Municipal staff will
continue to evaluate this model. However, most work over 2015 will focus on creating the new
WREDC and implementing specific elements of the Strategy.
Area Municipal Consultation /Coordination
The ongoing collaboration related to economic development within Waterloo Region continues
through a Steering Committee, consisting of the CAOs of the Area Municipalities and the
Region, as well as the CEO of Canada's Technology Triangle Inc. A Task Force of Regional
and Area Municipal economic development staff are also working together to support the
Steering Committee.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Efficient and Effective Government is one of the strategic plan foundations. The
recommendations relating to comprehensive policy and strategy for regional economic
development are intended to improve accountability, governance and service delivery
regionally.
The recommendations on the provision of employment lands related to a number of community
priorities, but primarily Quality of Life, and Development.
The process of developing the report and recommendations address the community priority of
Leadership and Community Engagement.
FINANCIAL IMPLICATIONS:
Funding for the WREDC is the subject of a Budget Issue Paper to be considered during the
2015 Budget deliberation process. Kitchener's recommended incremental investment in 2015
is $39,803, with an additional increment of $120,000 of in 2016.
COMMUNITY ENGAGEMENT:
CONSULT — The recommended strategy and the framework of the new WREDC are the result
of consultation with many community stakeholders, including the Advisory Committee of
community leaders.
INFORM — This report has been posted to the City's website with the agenda in advance of the
council meeting.
ACKNOWLEDGED BY: Jeff Willmer, CAO
Attachment 1
— WREDS Advisory Committee Membership
Attachment 2
— Waterloo Region Economic Development Strategy Executive Summary
Attachment 3
— Roles and Responsibilities (as completed to date with Task Force input)
Attachment 4
— WREDC Value for Money Analysis
Attachment 5
— Selection Committee Members
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Attachment 1- WREDS Advisory Committee Membership, 2014
Gerry Remers President & COO Christie Digital Systems Canada, Inc.
Bruce Gordon Chairman Manulife Canada, Manulife Bank, Manulife
Trust
Carol Leaman President & CEO Axonify
Carol Simpson
Craig Beattie
Ed Roberts
Greg Durocher
Ian McLean
Executive Director Workforce Planning Board of Waterloo
Wellington Dufferin
Partner Perimeter Development Corporation
President
President & CEO
President/CEO
lain Klugman President & CEO
Kevin Martin President
Malcolm Matheson President
Mark Derro Dean
Mary D'Alton
Michael
Duschenes
Michael Pley
Tim Jackson
President &
Managing Director
Chief Operating
Officer
Chief Executive
Officer
Senior Advisor
Conestoga- Rovers & Associates (CRA)
Cambridge Chamber of Commerce
Greater Kitchener Waterloo Chamber of
Commerce
Communitech
Martin's Family Fruit Farm
Steed and Evans Limited
Conestoga College
Waterloo Inn and Conference Hotel
Perimeter Institute
COM DEV International Ltd.
MaRS Centre for Impact Investing
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Attachment 2 — Waterloo Region Economic Development Strategy Executive Summary
1� F X OF F SUMMAIRY
Time Wwrerloo Region, Econornoc Oevelopavenr Saaregy has been
creared wah, The Mpuz ofdnainy people, and organiza,dons. ThJS hickodes
counciMors and sraff of rice Regoon of Wareyloo, and Flie 7 Area
Municipailides, an Advisoo,y Goononirree of privare sec;rN, leaders, tiro
Hoare' of G'anada's Technology Djaingie Inc. (CU), nqpmsenrarives of
the region's econa:�rnjc sectors and Me, pub is at Jarge,m The result has
been an econornic developmenz snraxegy Mar is faci based and which
mflecrs Me coflabotzri've and innovaTive spiriz of Mqzerbio regoon.
Strategic Cantex
I Yatel loo regicirl Is Sin Tile region has long had,' a. suc,&e.'ssful. econcMily that
Lis grown and prospered b- )3 1 1
,y ccmibining sli ng educa ioma and resemch
instituticans and a locally insl
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ethic. This Ims, stimulated strong, and dik,,Prse conipwiies i�n the hifmnalion,
Communication and Technology sectors and in Ad,-jqnce,d Manufacturing, and
Financial Sei� ,ices Man-
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pefspecti,,;e. These strong s,ectors are also consistent with an e,,;ilent conipetifi,�-e
a.&'antage in the L I va ue chain. These advantages are supperi-ted by a hi
g1
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gh
qualit°r oflife and disfinctiw ,e regions.. cLqfaclef.
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CanaAian and Ontmio cities. 'n�,rhlle Waterloo regiom lhis enviable success,, a strong,
econ,omic base and an attractii,,,e location. other areas within tile Greater GoIden
H I orseshoe, and elseivhere,, ate cortipeting for the same growth sectors that are,
represented in Water I.o,,o f egpon
But reaii-pni c,an and imisir resl3crind tliiro ths, All of the
elenients that have niade the, region a. powerftil economic location continue to be
available to attract People,, ideas, capital, jobs, and success. What is required is an
asse,t-five. focused. roactive deplo:,
P ynient of these assets to meet the challen'ge and
to ensisfe a susla.ina ble and high peffortnanc. e region.
Visiarl
The Vision for Waterloo, region is ealbod'ied in a statellient that reflects the
strengths and aspu-afiotis of the region
3.-14
Oever the course, dof cousultation with many stakeholders in Waterloo region. there
were conunom thenies thal emerged in ,,mious contexts. These themes in c luded:
a A traditiOn of collabcnative effort,-
A tradition of U'Incvation iii. eii #:rep�ei�eiii al p
• A diver-sity of philosophy-., talent:, and elvic tradition" and:,
• A perspective ti is both local and outwmd looking.
The resulting Vision statement IS�:
17'('? be Locictlity, Rtwltilpdf
1�
('101111"I'efithyp'q flind Global,[Y Re,nmvtu,,Pd"
Strategic GodIs & O�bjecfives
Reall2ing dils 'Vision will require tile. , achievement of four Strategic Goals, each
with their own Strategic, Objecth,"es,
Goal 1. .: "Fo, bt thim� pireluidell" hl,r atio'll, for and kit)
01 bi e C Itive S
,IN To cantinua, to expand the role of the past - sR,,cundary institutiomin
innovation,and entrepreneurship.
,IN To strengthen the culture of innovation within existing businesses and
organizations,,.
,IN To attract new, high qualitr, promising, innavative orgmiZations apt
d
business,es'.
,IN To establish aggressive targets, for expand inn exi'stbig business, attracting
new businesses, and start-ups.
in
To promotRI, international rempition as-a world class, community.
3.-IS
G-o"al 2, "Fo be the im ost, ewillopetid"Ve Lo rmltioia fur nemv,,virid empwrurling
compiwinieg atid,
I P I
To conumunicate a compelling value Pro Osition to foreig an
"n d do"I'llestIC
P
compailies and ills titutiollis.
To ensui�e a continivows and inmiediately available supply of diverse
locations, for new and expanding businesses
To ensui�e competitowe costs oflocatlon,, attractuilg talent,,. acid doilig business.
To make full use of all felemvant pro 'I able ffL
granis aval 71m other levels of
go,vernment.
To ensui�e fast and eff&tive 111mlicipal. decisiom making.
To creatie the most efficient transpottafion system to ineet the needs of a
gfolving regional ec,onomv.
To eusime, that all. loca I infra structure is sufficient to nieet the needs, of.
Waterloo fe?"
,lon
Io be ,i, resillerit, d row" Ism IERIC oIMO lam OTUVF. IMOSYSIVEMM,
"I ,.Vti
To support and stimulate new and existing high growiliseclors.
To support, and staimulate strong tmditiOnal. employment sectors
To ensui�e a robust, service sector that saipports a healthy., gfovving ecomoflK�.
To nuiture small. md medlUm sized entefpiise (SIME).
To leverage tile region's post-secondary insfiti-moms to the fulles;t
To support, die gow th, long -tR�rm viability, and vibra ncy of Wa teiloo
region's Agriculture,, agii1yus"iness and a,v -food smectof.
gri
G,o a 1 To be rrrt c ir.rm:tn U iri,ft I v cif C 11 uk, P foir teden, torml pee lile,.
10
To become recognized as a maj of loco ti ml for ait an d culture
To create, a sustainable, efficient re g lon that anticipates growth
To eusme, an aPpropriate mix of hou, mng that reflects the nee& and
aspisatIons of cm-rent and future residents.
IIN To build on excellence in local e-ducalion
3.-16
Ill Enniployrnen't Growflh'Taget
Emplopneut within Waterloc!regglan is f6fecast by flie. Provincial Gfowth Plan to
incf-ease by .509,o" over the net 30
years A 10, g-fewth target for Watefloo
region is an mcfease of 52,0010-62X0,jobs.
Implementation Of t'lle 7WREDS will require an cirganizational franlewafk that can
lead the execivion of a couiprehensvve , tfategy. and ensure tlie ulamunull
alignment anion g municl,pal, rey,,ional. institLitiomal and private orpnizaticlus that
have. au omypfflg male in the attf aclion of inuestment to Wa terloo region
Q
It is proposed fliat a new Waterloo Re,,,R-ic,n Economic De-k,,elopmeut Ccliporatloln
be establiAled to oversee the coordinatiou and implementation c�,f eccalomic
develcipment. It IF,, pi-oposed that this non-p-ofit organization be "ammed" by the
I
Region of Waterloo,, Cltles of Waterloo,, Kitchener and Cambridge and the
Towns'llips of Woolxvich, Wilmcjt, Wellesley and N.7,2111 Dulliffle.lS,
3.-17
Attachment 3 — Roles and Responsibilities
The Task Force, which includes Regional and Area Municipal economic development staff and a CTT
representative, refined a list of specific roles and responsibilities for the WREDC, the Area
Municipalities, and the Region, which correspond directly with the Goals and Actions of the WREDS.
The Waterloo Region Economic Development Strategy identified the need for a new WREDC. It also
proposed a broad set of roles for the WREDC, which would help the new organization support regional
economic development. Stakeholders agree that the key responsibilities of the new WREDC include
investment attraction, regional promotion, sector development, and entrepreneurship. There is also
broad agreement that the new organization needs to complement and support the collaborative
efforts of the Area Municipal economic development teams. Over the coming months, the Task Force
will work to identify the specific role differences between the WREDC and the municipal economic
development teams. One opportunity for instance is to understand how local marketing efforts can be
complemented by a coordinated regional economic development brand.
The Waterloo Region Economic Development Strategy identifies the key roles and responsibilities of
the WREDC as:
* Role 1: Management of the regional economic development strategic plan
* Role 2: Investment attraction to the region
* Role 3: Trade development
* Role 4: Supporting key growth sectors on a strategic basis
* Role 5: Communications, promotion and marketing
* Role 6: Targeted talent development efforts
* Role 7: Region -wide entrepreneurship development
* Role 8: Support for rural economic development in the region
* Role 9: Building and maintaining the economic development stakeholder network/ ecosystem
* Role 10: Coordination of regional economic development strategic planning and implementation
These roles are further refined below.
Regional economic development agencies tend to be by necessity broad - based. This means they take
on a wide range of responsibilities relative to allocated resources. To manage its portfolio effectively,
the Board of Directors and leadership of the WREDC will have to be strategic when allocating resources
against each area of responsibility. Some activities, such as investment attraction, will require a more
proactive approach while other areas, such as support for key growth sectors, may be more reactive.
3.-18
The following table outlines the proposed roles of the WREDC under the goals of the WREDS. The
deliverables describe how the organization could provide leadership and add measurable value to each
area of responsibility.
WREDS Goal #1: To be the premier
location for innovation and entrepreneurship
WREDC Role:
Deliverables:
Alignment with WREDS:
- Develop region -wide
- Work with stakeholders in the region to
Actions: 1.1.1, 1.4.1
entrepreneurship (New)
ensure consistent service levels and
Priority: Medium
coordination of all aspects of
Initiate: 2016
entrepreneurship development (i.e.
storytelling, training, financial
assistance, venture capital, mentoring,
etc.)
- Identify and support key
- Determine key growth sectors where
Actions: 1.1.2, 1.2.1, 1.2.3,
growth sectors on a
regional stakeholder support could add
1.3.1
strategic basis (New)
real value. Develop a regional approach
Priority: Medium
The focus here must be on
including stakeholders (e.g. investment
Initiate: 2017 -2019
identifying ways that the
attraction, fostering entrepreneurship,
WREDC can add value.
talent needs, research
institutions /centres, etc.)
- Develop key growth sectors action plans
Actions: 3.1.1, 3.2.2
with related stakeholders
Priority: High
Initiate: 2016
- Implement BR &E effort for regionally
Actions: 3.4.1
significant sectors and businesses in
Priority: Medium
partnership with Area Municipalities
Initiate: 2017 -2019
- Monitor local business issues and
Actions: 2.1.1, 2.2.1
coordinate programs to address regional
Priority: High
needs, in collaboration with the Area
Initiate: 2016
Municipalities
3.-19
WREDS Goal #2: To be the most
competitive location for new and expanding
companies and
institutions
WREDC Role:
Deliverables:
Alignment with WREDS:
- Attracting investment to the
- Develop a targeted investment
Actions: 1.3.1, 1.3.2,
region (Enhanced)
attraction plan
1.5.1, 2.1.1
Including the building of strong
Priority: High
partnerships with both
Initiate: 2016
- Prepare the value proposition for
Actions: 2.1.1
provincial and federal
government investment
investment attraction into key growth
Priority: High
attraction teams.
sectors
Initiate: 2016
'Investment' in 2014 is broader
- Ensure an available land and buildings
Actions: 2.2.1
than just attracting greenfield
inventory is accessible and a key asset
Priority: High
(i.e. new expansion) projects.
in the sales process
Initiate: 2015
It can include the attraction of
- Conduct investment readiness analysis
Actions: 2.5.1, 2.6.1,
investors to provide capital
with the municipalities and key
2.7.1
and expertise for existing high
industries
Priority: High
growth potential
Initiate: 2015
entrepreneurs. It can include
the attraction of research
opportunities as well.
- Developing Trade (New)
- Organize trade missions for key growth
Actions: 3.1.2
sectors in conjunction with provincial
Priority: High
Must be highly targeted and
and federal government trade teams;
Initiate: 2016
value added efforts.
identify target sectors and target
geographic areas
- Coordinating regional
- Coordinate and create a
Actions: 3.1.2
communications, promotion
communications plan designed to tell
Priority: High
and marketing (New)
the Waterloo Region story to a broad
Initiate: 2016
- The raw data should come
range of target audiences (investors,
mostly from the Region of
talent, trade offices, tourists, senior
ice o
Office Waterloo — O Economic
levels of government)
- Develop and implement products and
Actions: 3.1.2, 2.1.1,
Development
initiatives, including but not limited to:
2.2.1, 2.2.2, 2.3.1
- Regional profile
Priority: Medium
- Regional business directory
Initiate: 2016
- Website
- Sector profiles
- Regular business update
communication
- Land development and real
estate
3. -20
WREDS Goal #3: 7o be a resilient, engaged, and dynamic economic ecosystem
WREDC Role:
Deliverables:
Alignment with WREDS:
- Managing the implementation
- Develop key performance indicators
Actions: n/a
of the regional economic
(KPIs)
Priority: High
development strategic plan
Priority: High
Initiate: 2015
(New)
Initiate: 2016
here. It is a critical issue to the
- Coordinate and manage regular
Actions: 2.5.1
There is a significant
meetings with partner municipalities
Priority: High
coordination role associated
to ensure ongoing coordination of
Initiate: 2015
with the new strategy as
activities
government, education,
activities are distributed across
Initiate: 2016
-Work with municipalities and
- Report annually to the Councils of all
Actions: n/a
many different organizations.
partner municipalities on the
Priority: High
The WREDC should play this
organizations results, challenges and
Initiate: 2016
role.
strategic direction
Initiate: 2017 -2019
- Building and maintaining the
- Ensure partner organizations (those
Actions: 2.5.1
economic development
implicated in the regional economic
Priority: High
stakeholder
development strategy) are involved in
Initiate: 2015
network /ecosystem
the implementation of the strategy.
(Enhanced)
Provide ongoing feedback.
- Maintain updated knowledge of
Actions: 2.4.1
public- and private- sector programs
Priority: Medium
(funding) and update area
Initiate: 2016
municipalities in a coordinated way
- Address any regional economic
Actions: n/a
development - related policy issues
Priority: Medium
Initiate: 2016
- Promote a sustainable rural
- Dedicate resources and research rural
Actions: 3.6.1, 3.6.2,
and urban fabric (New)
township issues — liaison, advocacy,
3.3.2
It was clear there is a gap in
inclusion and support to local
Priority: Medium
economic development efforts
economic development initiatives
Initiate: 2016
in rural areas around the
region.
WREDS Goal #4: 7o be a community
of choice for talented people
WREDC Role:
Deliverables:
Alignment with WREDS:
- Develop and attract talent
- Assess talent needs in key growth
Actions: 4.4.1, 4.4.2
(New)
sectors and communicate with key
Priority: High
Need to tightly define the role
labour market development partners
Initiate: 2016
here. It is a critical issue to the
- Organize talent attraction missions in
Actions: n/a
future prosperity of the region
but there are many
key markets
Priority: High
government, education,
Initiate: 2016
-Work with municipalities and
Actions: 4.1.1, 4.2.2,
business groups and NGOs
involved.
townships on retention lifestyle issues
4.2.3, 4.3.1
Priority: Medium
Initiate: 2017 -2019
3. -21
III NOR 11 li��iiiiiiiiiii ill
s .
The economic development strategy recommends that the WREDC enter into service or partnership
agreements with the regional Area Municipalities, which would define the specific economic
development roles and responsibilities of all parties involved. It is important that partner
municipalities and allied organizations agree on their specific roles to avoid duplication and to ensure
the efficient use of resources. It is expected that the focus of the Area Municipalities will continue to
be on the economic development - related activities that are local in scope. These activities are often
too complicated and varied to organize effectively at a regional level, especially when there is already
strong expertise within the Area Municipalities for them. After consulting with the Area Municipalities,
the following high -level list of roles was developed.
WREDS Goal #1: To be the premier
location for innovation and entrepreneurship
institutions
Municipality Role:
Deliverables:
Alignment with WREDS:
- Key sector development and
- There are sectors that are of
Actions: Multiple
business support related to
greater interest to specific area
Priority: High
municipal priority areas
municipalities.
Initiate: Ongoing
WREDS Goal #2: To be the most competitive
location for new and expanding companies and
institutions
Municipality Role:
Deliverables:
Alignment with WREDS:
- Investment attraction support
- While many of the factors that
Actions: Multiple
drive site selection are regional, a
Priority: High
company looking at a Waterloo
Initiate: 2015
Region location can choose
between municipalities,
neighbourhoods, and real estate
options. While the WREDC is
making the regional 'pitch' for
investment attraction and key
growth industry expansion, it is
important for the municipalities to
have the local information and
compelling 'pitch' in order to close
the deal.
- Each municipality will need
Actions: 2.2.1
available land and building options
Priority: High
to attract investment.
Initiate: 2015
3. -22
WREDS Goal #2: To be the most competitive location for new and expanding companies and
institutions
Municipality Role:
Municipality Role:
Deliverables:
Alignment with WREDS:
- Downtown, Central Transit
- This type of development is
Actions: Multiple
Corridor and industrial/
important for attracting the talent
Priority: High
commercial park development
and investment central to truly
Initiate: 2015
*In partnership with the Office
vibrant communities.
of Economic Development
Priority: Medium
- Local marketing efforts
- To promote the attributes of the
Actions: Multiple
- New Canadians feel welcome and
municipalities within the region.
Priority: Medium
integrate into local communities.
Priority: High
Initiate: 2015
WREDS Goal #3: To be a resilient,
engaged, and dynamic economic ecosystem
Municipality Role:
Deliverables:
Alignment with WREDS:
- Economic development
- This is important to ensure
Actions: Multiple
advocacy within the municipal
alignment of economic
Priority: High
government
development with overall
Initiate: 2016
Sense of place /quality of life
priorities.
Actions: 4.2.2
WREDS Goal #4: To be a community
of choice for talented people*
Municipality Role:
Deliverables:
Alignment with WREDS:
Arts and culture development
- A dynamic and vibrant arts and
Actions: 4.1.1
efforts
cultural scene.
Priority: Medium
Initiate: 2017 -2019
Sense of place /quality of life
- Downtown development, rural
Actions: 4.2.2
communities, livability.
Priority: Medium
Initiate: 2017 -2019
Integrating new Canadians
- New Canadians feel welcome and
Actions: 4.4.2
integrate into local communities.
Priority: High
Initiate: 2016
M• • • •• 1 • • • i-- 04 •
The Region of Waterloo Office of Economic Development is a new partner in the regional economic
development ecosystem. Rather than duplicating the front line services being delivered by the WREDC
and the Area Municipal economic development departments, the proposed role for the Office of
Economic Development (OED) is mostly supportive in nature. The OED would contribute by becoming
a resource for the coordinated regional and municipal economic development efforts. It is uniquely
positioned to help address large -scale transportation, goods movement, planning and servicing needs,
as well as to ensure consistency in data gathering, information sharing, and monitoring. Activities
would include:
3. -23
WREDS Goal #1: To be the premier
location for innovation and entrepreneurship
institutions
Office of Econ. Dev. Role:
Deliverables:
Alignment with WREDS:
- Provide data and research
- The planning team within the Region
Actions: 2.1.1, 4.2.2
support for economic
of Waterloo maintains a large
Priority: Medium
development
repository of data specific to the
Initiate: 2016
Initiate: 2015
regional economy and has
ensure that economic development
significant expertise in research
- This could include:
Actions: 1.1.2, 1.2.1, 1.2.3
based policy development. This
- Economic base analysis
Priority: Medium
expertise and data can be leveraged
- Surveys and analysis (wages, etc.)
Initiate: 2016
to support the ongoing business
- Across the region for economic
Actions: 2.2.1, 2.2.2
case for municipal investment in
development purposes (i.e.
Priority: Medium
economic development. One
employment lands).
Initiate: 2015
example service is regional maps
marketing and capacity building. The
showing concentrations of key
assets, talent and real estate
opportunities.
WREDS Goal #2: To be the most
competitive location for new and expanding companies and
institutions
Deliverables:
Office of Econ. Dev. Role:
Deliverables:
Alignment with WREDS:
- Develop a Central Transit
- Develop a corridor -wide
Actions: Multiple
Corridor Investment Strategy
investment strategy
Priority: High
in partnership with the Area
- Pilot new incentive programs
Initiate: 2015
Municipalities
ensure that economic development
- Key growth sector analysis
- This could include:
Actions: 1.1.2, 1.2.1, 1.2.3
- Economic base analysis
Priority: Medium
- Surveys and analysis (wages, etc.)
Initiate: 2016
- Inventory of available urban
- Across the region for economic
Actions: 2.2.1, 2.2.2
and greenfield land
development purposes (i.e.
Priority: Medium
Initiate: 2016
employment lands).
Initiate: 2015
WREDS Goal #3: To be a resilient, engaged, and dynamic economic ecosystem
Office of Econ. Dev. Role:
Deliverables:
Alignment with WREDS:
- Economic development
- The OED would help businesses and
Actions: 2.3.1
advocacy within the Region of
projects navigate the regional
Priority: Medium
Waterloo
government to ensure decisions are
Initiate: 2015
made in a timely manner. It should
ensure that economic development
priorities are aligned with the
broader plans for Waterloo Region.
- Promote a sustainable rural
- To achieve consistent levels of
Actions: 3.3.4
and urban fabric
service in the rural areas to support
Priority: Medium
entrepreneurship, business
Initiate: 2016
retention, investment attraction,
marketing and capacity building. The
3. -24
The new Waterloo Region Economic Development Strategy is a regional strategy, rather than simply a
guiding document for a single organization such as the WREDC. The benefit of this approach is that it
brings together a wide range of stakeholders, which together can have a much bigger impact
compared to a single organization working alone. However, this approach presents challenges because
the WREDC will have limited control over many of the outcomes. It is likely to have a smaller budget
and fewer resources than many of its partners, yet it is intended to play the leadership and
coordinating role, and to report on progress and results. Its allied organizations include:
* Area Municipalities
* Region of Waterloo
* Accelerator Centre° and Communitech
* Business groups
* Chamber(s) of Commerce
* Waterloo Region Tourism Marketing Corporation
* Creative Enterprise Initiative
* Post - secondary educational institutions
* Small business centres
* Sustainable Waterloo Region
* Workforce Planning Board
* Others
3. -25
Townships are in a unique position
where they are encouraging the
economic vitality of their complete
communities, while simultaneously
protecting a rural way of life.
- Aligning the regional
- At a Regional level
Actions: 2.1.1
economic development
- Promoting the Region of Waterloo
Priority: Medium
strategy and planning
International Airport
Initiate: 2016
priorities and servicing needs
- Preparing the East Side Strategic
Employment Lands with the City of
Cambridge for new development
opportunities
The new Waterloo Region Economic Development Strategy is a regional strategy, rather than simply a
guiding document for a single organization such as the WREDC. The benefit of this approach is that it
brings together a wide range of stakeholders, which together can have a much bigger impact
compared to a single organization working alone. However, this approach presents challenges because
the WREDC will have limited control over many of the outcomes. It is likely to have a smaller budget
and fewer resources than many of its partners, yet it is intended to play the leadership and
coordinating role, and to report on progress and results. Its allied organizations include:
* Area Municipalities
* Region of Waterloo
* Accelerator Centre° and Communitech
* Business groups
* Chamber(s) of Commerce
* Waterloo Region Tourism Marketing Corporation
* Creative Enterprise Initiative
* Post - secondary educational institutions
* Small business centres
* Sustainable Waterloo Region
* Workforce Planning Board
* Others
3. -25
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Attachment 5 — Board Selection Committee Membership
Municipal Representatives
Berry Vrbanovic
Mayor
Dave Jaworsky
Mayor
Doug Craig
Mayor
Ken Seiling
Regional Chair
TBD
Mayor
City of Kitchener
City of Waterloo
City of Cambridge
Region of Waterloo
Township of ??
Volunteer Members from the Economic Development Advisory Committee
Bruce Gordon Chairman Manulife Canada, Manulife Bank, Manulife
Trust
Greg Durocher President & CEO Cambridge Chamber of Commerce
Ian McLean President/CEO Greater Kitchener Waterloo Chamber of
Commerce
Mary D'Alton President & Waterloo Inn and Conference Hotel
Managing
Director
Tim Jackson Senior Advisor MaRS Centre for Impact Investing
3. -28