Outline for Economic
Development Activities
District of Squamish
2011-2015
Executive Summary
This document proposes three phases of economic development activity for the District of Squamish (DOS), covering the period 2011 – 2015. Phase I (“looking inward”) focuses on ensuring Squamish retains and enhances the businesses and sectors that are currently in Squamish. This phase includes a busi-ness retention and enhancement program predicat-ed on understanding the issues currently facing Squa-mish businesses and addressing those issues; aligning DOS policies and procedures with an economic development focus; coordinating the efforts of the various organizations involved with economic de-velopment; and establishing a system for effectively responding to inquiries. Phase II (“connecting inward to outward”) leverages Squamish’s existing businesses to prepare for business expansion and attraction. This phase includes programs designed to strengthen existing businesses, communicate successes, and establish partnerships with key organizations. Phase III (“looking outward”) is designed to complement existing businesses with efforts to bring in synergistic new businesses. This phase rests on the identification of potential new businesses, and includes marketing efforts to attract the identified businesses.
Each phase builds on the previous, and once com-pleted, is designed to include components that will continue in perpetuity. The entire approach is predi-cated on the recognition that economic develop-ment successes (defined as “jobs” in Squamish) will come primarily from businesses that already exist in Squamish, and that future growth will be mostly syner-gistic with existing sectors. As the Central Okanagan Economic Development Commission writes:
“…the majority of wealth in a
com-munity in generated by its
existing business base.”
Background and Context
Recommendations
The following recommendations were advanced by the Economic Development Advisory Committee in 2010:
1. Enhance the Squamish brand and competitive advantage
2. Separate SAC management from economic development functions (completed) 3. Refocus the economic development corporation
4. Roll-out an implementation strategy in support of goals and targeted sectors 5. Assign priorities based on a committed budget
6. Formalize strategic partnerships
Advisory Committee Work in 2010
Goal of Economic Development
The following primary goal for economic development activities in Squamish, was advanced by the Eco-nomic Development Advisory Committee in 2010:
• Employment opportunities that are
-for people already living in Squamish -well paying
-stable throughout economic cycles -inclusive of professionals
-able to drive population
Target Sectors
The following target sectors were articulated by the Economic Development Advisory Committee in 2010:
Tier I Sectors:
Port and marine businesses Tourism Green businesses Rec tech Recreation Health care
Tier II Sectors:
ConstructionRegional service centre businesses Education and training
Arts Film
Other Sectors
High tech
Wood products and timber industry Transportation (rail, highway, water, air) Regional professional services
Senior-focussed businesses and care
The sectors listed above may not be mutually exclusive, and the Advisory Committee recognized the need to better understand the opportunities and constraints that each of these sectors face in Squamish
Purpose of this Document
This document provides a broad outline of the economic development activities for the District of Squamish over the next five years. It builds on the District’s economic development efforts of the past, and on the thinking of the 2010 Eco-nomic Development Advisory Committee, while incorporating lessons from activities in other jurisdictions. This document proposes three phases of economic development activities, each building on the work of the previous phase, and each predicated on the approach that 80% of effort should directed towards business retention, maintenance, and reaction to inquiries. This document is also designed to leverage what is already working in Squamish, rather than looking outside of Squamish for a new economic engine.
The proposed three phases – “looking inward”, “connecting inward to outward”, and “looking outward” – recognize the irreplaceable value of Squamish’s existing businesses, and the importance of working with existing businesses. It is as-sumed that the activities in each phase will continue as subsequent phases are launched, and that the 80% focus on retention, maintenance, and reaction to inquiries will be maintained even after launching phase three.
Phase I - Looking Inward
Work Plan
I. Retention and Expansion Program
1. Outreach to existing businesses
I
n order to understand the needs, concerns, and plans of Squamish’s existing businesses, it is recommended that DOS reach out to representative business leaders in each of Squamish’s existing business sectors, including representatives from each size category of businesses. The objective of this step is to gain an up-to-date understanding of what en-ticed businesses to locate in Squamish, what issues they are currently facing, and what they are looking for to remain in Squamish and expand their operations.Actions:
•Invite all Squamish businesses to complete a “Business Retention and Expansion” survey on-line •Conduct interviews with representative business leaders from all of the existing business sectors •Conduct interviews with representative business leaders from businesses of all size categories •Initiate a business visitation program (intended to be ongoing)
•Convene a workshop for all interviewed business leaders to confirm findings
2. Prioritization of Systemic Issues
It is recommended that DOS, based on the information gathered in step #1 above, identify the systemic issues facing each sector and size category of existing businesses, and prioritize the issues. Prioritization should be based on the need to address each issue in order to achieve the goal of economic development (which has been identified as “jobs”). This prioritization of issues will then inform business retention strategies.
Actions:
•Identify the systemic issues facing each sector and size category of business •Prioritize the systemic issues based on the objective of retaining and creating jobs
3. Respond to Systemic Issues & Specific Concerns
For each of the prioritized systemic issues, DOS should craft a set of strategies aimed at addressing the issue. These strategies may then be taken up by either DOS or another ED organization (see below). As well, there may be specific concerns identified in step #1 that warrant an immediate response by DOS or a tweaking of existing policy or practice.
Actions:
•Identify strategies to address the prioritized systemic issues
•Address any specific concerns that require only minor adjustments to existing policy and practice •Workshop the identified strategies with the business leaders brought together in step #1
4. Implement Strategies
Following attempts to coordinate economic develop efforts with other economic development organizations – as out-lined below – DOS should take on the appropriate strategies identified in step #3 above.
Actions:
•Identify and implement the strategies listed in step #3 that are appropriate for DOS
5. Monitor Results
The efficacy of implemented strategies in achieving the objective of economic development activities – “jobs” – should be evaluated on at least an annual basis.
Actions:
•Review the efficacy of strategies in retaining and creating jobs •Workshop results with the business leaders brought together in step #1
II. Put House in order
It is recommended that DOS use the results of part I above to evaluate all ex-isting policies and procedures to identify and implement any simple changes that might help address the systemic is-sues. By better understanding the issues faced by existing Squamish businesses, DOS will be able to better make ongo-ing decisions that will support business retention and expansion.
Actions:
•Review the identified systemic issues against DOS policies and procedures to identify any simple changes that would help
•Communicate the identified systemic issues to Mayor and Council, and to DOS staff, so that future decisions are made with an eye to business retention and expansion
III. Coordinate the existing economic development organizations
There are many organizations attempting to advance economic development in Squamish. However, the efforts are not effectively coordinated, there is only ad hoc communication between the organizations, and there is a significant risk that work is being duplicated and available synergies are being missed. Following the assessment of systemic issues outlined in part I above, it is recommended that DOS convene a gathering of all organizations working on economic development in Squamish in order to initiated a coordinated approach.
Actions:
•Convene a workshop of all ED initiatives to: o share the systemic issues identified in part I
o share this 5-year activity outline (“looking inward”, “connecting inward to outward”, “looking outward”) o allow for a shared understanding of each organization’s objectives and workplans
o agree to a coordinated approach
IV. Respond to outside inquiries
Essential to any economic development effort is the ability to effectively respond to inquiries, whether actively pursued or not. Companies that, for whatever reason, have decide to consider establishing or expanding operations in Squamish, must be given thorough and consistent support in their deliberations. At a minimum, all such inquires must be given prompt service, full access to all available information, and as consistent a message as possible from all sources. Unless inquires are taken full advantage of, there is no point in expending effort on luring new inquiries.
Actions:
•Standardize process for responding to inquiries
•Standardize information content and message given to inquiries
•Coordinate inquiry response process with all ED organizations, Mayor and Council, DOS staff, and partner organizations, so that every inquiry is routed through the same process and given the same high level of support
Phase II - Connecting Inward to Outward
I. Strengthening what we have
Supporting and strengthening the businesses and sectors in Squamish that are already established serves to both protect and enhance what we already have, and also proves to the outside world that business success happens in Squamish. Actively supporting existing businesses serves to strengthen the economic base, and invites new operations to join the growth and success.
Actions:
•Networking events for Squamish businesses (to create an environment of mutual support and enthusiasm) •Buy-local program (using the DOS budget to directly support Squamish businesses)
•Youth entrepreneur program (supporting existing Squamish youth to stay in Squamish and create jobs or themselves and others)
•business incubation program (supporting existing Squamish residents of any age to stay in Squamish and create jobs for themselves and others)
II. Communications
There are many powerful stories of success in Squamish, and it is recommended that the DOS continue to leverage these stories in order to both enhance local confidence and pride, and to entice outside companies to consider locat-ing in Squamish.
Actions:
•Develop a communications plan to improve the story telling of Squamish businesses and sectors, to both an internal and external audience
III. Partnerships
In addition to the various organizations involved with economic development efforts (as identified in Phase I), there are a few key organizations that have specific capacities to support economic development in Squamish. These include the Squamish Nation, the Resort Municipality of Whistler, Quest University, BC Rail, Squamish Terminals, and the Squamish Oceanfront Development Corporation.
Phase III - Looking Outward
I. Identify synergistic target areas
Phase I and Phase II of this strategy will result in a clear understanding of Squamish’s existing business sectors and signifi-cant momentum to strengthen those sectors. Following on this momentum, may be a realization that there are horizon-tal or vertical gaps in each sector’s production network, or that there may be complementary sectors that are missing in Squamish. These gaps represent obvious targets for attracting new businesses to Squamish.
Actions:
•Interview business leaders in existing sectors to help identify synergistic businesses to target
•Create a list of potential target business types, and conduct a feasibility analysis in order to rank potential business tar-gets in terms of the goal of economic development (jobs), synergistic benefits, and ease of attracting target companies
II. Marketing and business attraction program
A marketing program, tailored to the business types identified in step #1 above, will increase the chances that efforts to attract new businesses to Squamish will successful.
Actions:
•Create and implement a marketing and business attraction program aimed at attracting the new businesses identified as synergistic to Squamish’s existing business sectors
III. Ambassador program
In addition to the tailored marketing program, it is recommended that Squamish launch an “ambassador program” in which volunteers are invited to promote Squamish. The program will include training and consistent messaging, and will enable selected volunteers to incorporate the promotion of Squamish into their day-to-day business and professional activities. As respected spokespeople for Squamish, the “ambassadors” will extend the reach of Squamish’s marketing program and will insert Squamish’s economic development into the schedule of many people and organizations that would otherwise not be involved.
Actions:
•Develop an “ambassador program” complete with resources, training, and messaging
•Invite community leaders to volunteer to be part of the program, and support their efforts in doing so
Timeline
The three phases in this outline should be understood as incremental and continuing. Each phase builds on the work of the previous, but it is recommended that most aspects will continue in perpetuity in some form. Note that all the work in a particular phase is to be completed once before moving on to the next phase.
The chart below illustrates the proposed timing for implementing Phase I (Q1 2011 onward), Phase II (Q3 2012 onward), and Phase III (Q1 2014 onward).
Actions:
•Meet with each of the above-listed organizations to identify mutually beneficial activities related to economic development
•With each of the above-listed organizations, sign a memorandum of understanding (MOU) that outlines agreed-to ac-tions to be taken in support of economic development.
2011
2012
2013
2014
2015
Phase I
Phase II
Phase III
To Learn more about this report or to contact the Economic Development Department, please use the contact information below: General Inquiries: 604-892-5217 www.businesssquamish.com Hours:
Monday to Thursday 8:30 a.m. to 5:30 p.m. Friday 8:30 am to 4:30 p.m.
