This document was prepared by EDCD Consulting. While every effort has been taken in the compilation of this information to ensure that it is accurate

Size: px
Start display at page:

Download "This document was prepared by EDCD Consulting. While every effort has been taken in the compilation of this information to ensure that it is accurate"

Transcription

1

2 This document was prepared by EDCD Consulting. While every effort has been taken in the compilation of this information to ensure that it is accurate at the time of publication neither EDCD Consulting, or any person acting on their behalf accepts warranty or liability from incorrect, incomplete or misleading information or its improper use. Readers should be aware that information in this publication may change at any time and without notice. 2

3 Table of Contents Introduction... 1 Goals and Objectives... 1 Short Term Objectives... 1 Long Term Objectives... 2 Immediate Outcomes... 2 Executive Summary... 3 City of Vernon... 4 Survey Respondents... 5 Community Questions... 5 Red Flag Issues... 5 Agriculture Sector... 5 Company Information... 5 Workforce Development... 6 Community Advantages... 7 Doing Business in Vernon... 8 Top Key Factors/Barriers... 8 Other Key Factors... 8 Plans for Expansion... 8 Communications... 9 Municipal Services Business Climate Sales and Future Growth Manufacturing Current and Future Plans Outsourcing New Technology Research and Development Energy Efficiencies Exporting Identified Actions Conclusions... 16

4

5 Introduction Business Retention and Expansion is a community-based economic development tool used to encourage growth and stability of local business. Business Retention and Expansion (BRE) works to improve the competitiveness of local businesses by evaluating and addressing their broader needs and concerns. This is crucial to the sustained viability of communities, since businesses that stay competitive are more likely to remain and expand in their community. Business retention and expansion: Contributes significantly to the growth of the local economy through job creation, increased property assessment, etc.; Facilitates the gathering of strategic business intelligence, which can lead to the development of an effective strategic planning for economic development; Represents a more cost effective approach to economic development than the attraction of new businesses; Facilitates the development and implementation of actions to address urgent business issues, i.e., early warning system; Acts as a business attraction strategy; and Facilitates the development of an improved local business climate The City of Vernon identified the importance of BRE and responded by developing a suite of tools and resources. As an economic development tool, BRE has a proven track record of success with many communities implementing BRE projects. The program works because it asks local businesses what they want and need, which leads to concrete actions to address specific issues and concerns. BRE focuses on existing business in a community. While the attraction of new business is an important aspect of a balanced economic development strategy, BRE recognizes the need to do more to assist existing business, helping them survive and grow. This is in recognition of the fact that up to 80% of new jobs in a community are created from existing businesses. BRE promotes a welcoming business environment and foster jobs retention and creation. Goals and Objectives At the outset of the program, the City of Vernon identified both short and long term goals for the project. Short Term Objectives Provide community support for local business through potential volunteer involvement Identify and address immediate concerns of individual business Let local business know how much they are valued in the community 1

6 Long Term Objectives Increase the competitiveness of local businesses Develop and implement action plan and implementation strategy Help local business manage change in the local economic environment Immediate Outcomes i. A better understanding and appreciation of what it is like operating a business in the City of Vernon and Regional District of North Okanagan and the challenges they face. ii. Strong input and direction from businesses on how to proceed further with business and economic development. iii. An understanding of business needs, including the necessary information and resources required from professional organizations to address those needs. iv. Opportunities to implement short term objectives and identify and address any red flag issues for business. v. Develop strong partnerships with local businesses, business support organizations and the community to achieve real results. Over the longer term, the program endeavours to retain and expand local businesses by increasing their competitiveness, helping them create and preserve jobs and implement a strategic action plan for local economic development to meet the needs of a growing and dynamic community. 2

7 Executive Summary Early in 2010 the City of Vernon s Economic Development Department underwent a strategic planning process through public consultation. The process resulted in a comprehensive Economic Development Strategy. A key component of the strategy was to develop a business visitation program The City of Vernon, in partnerships with Vision North Okanagan, applied for and received funding through the Province of British Columbia and Community Futures North Okanagan to deliver a Business Retention and Expansion (BRE) program to area businesses. EDCD Consulting was hired to implement and deliver the program to the community in the fall of The ground work for the project was laid out in August, including a work plan and community communication to guide the project. The BRE project was introduced to the community in the fall of 2010 through local media. The first phase of the project was spent compiling a comprehensive business inventory of manufacturing businesses in Vernon and the North Okanagan. The goal of visiting one hundred businesses was successfully accomplished and interviews were completed from September to December Separate from the funding and work plan, research was collected to identify the best information systems database for the BRE program. Executive Pulse Business Intelligence System was chosen. Executive Pulse is an online CRM (customer relationship management) software system with database and communication features with a specific focus on BRE. All identified businesses were entered into the software and access was only given to the individuals directly involved in the BRE program to ensure confidentiality. EDCD Consulting was responsible for contacting the businesses to set up the interviews, performs the interviews, input data into Executive Pulse, and prepare a presentation and final report for the City of Vernon. 3

8 City of Vernon The City of Vernon offers great promise for economic development. Housing a unique blend of urban and small town culture, Vernon and area boasts a population of over 75,000 people enjoying the benefits of quality lifestyle, recreational opportunities, essential services, positive growth and more. The community is situated just 30 minutes north of Kelowna, the largest city in the Okanagan. The Regional District of North Okanagan is comprised of six member municipalities and five Electoral Areas. These include the City of Enderby, the City of Armstrong, the Township of Spallumcheen, the City of Vernon, the District of Coldstream and the Village of Lumby. Electoral Areas B, C, D, E and F make up the balance of the Regional District communities. Some of the Competitive Advantages in Vernon and area are: Proximity to Kelowna, Vancouver and US Markets Excellent accessibility via Major Highways (Trans Canada and 97) Excellent access to Kelowna s International Airport Cheaper land relative to Kelowna Availability of skilled, creative workers Vernon Jubilee Hospital, expanding and attracting doctors Excellent educational facilities, include University of BC (Kelowna) Safe, small-town atmosphere surrounded by rural communities and open spaces Educated population base who share a strong sense of community Strong entrepreneurial spirit Known as a caring and giving community, Vernon offers a distinctly small-town lifestyle while offering residents access to trails, waterways, dining, shopping, arts and culture. With a solid foundation as a growing community, Vernon is more than just a place to live and invest it s a feeling of a community looking to the future, while appreciating their past. Economic and sustainability are core values of the Vernon and area communities. 4

9 Survey Respondents After building a comprehensive business inventory focused on manufacturing businesses and developing a focused survey, a total of 100 businesses were selected for business visits in Vernon and area. The 100 businesses represented a fair and equitable sampling giving the survey statistical significance. The survey data was input into the data collection program called Executive Pulse, which was used to generate the data sets for further analysis. Community Questions The core survey was broad based with over 100 fact finding questions. Key areas of interest were the business climate, business development, workforce development and community development. The BRE survey was also enhanced by adding specific manufacturing related questions to better reflect the unique and individual needs of the sector (Appendix A Vernon Retention Survey). Red Flag Issues Red Flag issues were identified for 11 respondents. Red Flag issues include companies that have a risk of downsizing or closing in the next one to three years. These businesses were referred to the Economic Development Officer who was able to respond to issues immediately. Agriculture Sector Although most businesses were in the manufacturing sector, four businesses fell into the agriculture industry. Results from these surveys identified key concerns of commodity prices, overall cost of doing business, public concern/awareness of industry, international competition and availability of labour. Company Information It was highlighted throughout the business visit portion of the BRE project that an overwhelming majority of the respondents are small-scale, independently owned and operated businesses with 100 percent of business owners involved in the day-to-day operations of their business at some level and 98 percent of businesses being privately owned versus only 2 percent for public companies. An overwhelming number of the businesses surveyed have been in the community for a significant amount of time. Of the businesses surveyed, 66 percent have operated in the community for over 15 years, with 24 percent of the businesses operating in Vernon and area for between five and fourteen years. This, once again, emphasizes the importance for an effective BRE program and retaining the businesses that are currently located in the community. Of the businesses interviewed the majority (57 percent) do not have succession plan in place. This is consistent with overall Canadian and Provincial statistics. Succession planning is about finding the right strategy for handing over or selling a business to someone else. There is a fairly even split between owned and leased facilities with 56 percent of businesses owning and 44 percent of businesses leasing their current facilities. 5

10 Workforce Development Over the past three years, 43 percent of businesses have maintained a stable workforce with an additional 36 percent of businesses increasing their workforce. Total number of employees at the businesses surveyed breakdown as follows: Full-time employees 2,599 Part-time employees 189 Temporary employees 160 Total employees 2,948 Over the next twelve months it is expected total employment will be 3,178, an increase of 7.8 percent (230 jobs). Though this shows a confidence in the local economy there could be a challenge for businesses to find suitable labour as a further 66 percent of businesses expect to increase their workforce over the next three years. It will be important for the City of Vernon to fully understand the specific workforce requirements by business in order to be able to ensure a trained or skilled labour pool is available. Although these statistics emphasis the growth of the City of Vernon it must be noted that businesses have difficulty recruiting sufficient, qualified workers. On a scale of one to five, with one being low and five being high, 67 percent of businesses rated the availability of workers a three or less. Most of the businesses interviewed attract the majority of their workers locally with 85 percent indicating they find their workers within the Vernon area or North Okanagan. The remaining businesses attract their workers provincially (7 percent), nationally (7 percent) or internationally (1 percent). This would support previous findings to ensure Vernon and area has a supply of readily available, trained labour to fulfil local requirements. As this survey focused on the manufacturing sector it is not surprising to see that over half (53 percent) of local workforce is classified as skilled/professional, while 24 percent are semi-skilled and 20 percent are entry-level workers. During the interviews it was noted that businesses do promote from within prior to new hiring. The days of the sunshine tax are long behind Okanagan employers with the majority of businesses describing their wage scale as greater than other firms locally (48 percent) or same as (46 percent). Only six percent of companies consider their wage scale as lower than other local firms. An overwhelming 80 percent of businesses interviewed experience no problems in retaining their employees. Though many firms believe it is their wage scale that helps to keep their workforce, an alternative argument may be the lack of available, quality jobs in the Vernon area. Though businesses expressed no real challenge in retaining their workforce things were more split when it came to recruiting employees. Fifty-five percent of businesses do experience recruitment problems while 45 percent said they do not. Of the 55 percent that do experience recruitment problems the majority of the challenge is recruiting skilled trade (43 percent). 6

11 Community Advantages Community Highlights Local Market Strengths Quality of Life Participation Location Growth potential Community 41 percent local sales Collaborative spirit Customer service focus Customer loyalty Lower cost of doing business Overall, businesses surveyed agreed that Vernon is a good or excellent place in which to do business and is a great place to live in terms of quality of life. It s important to note that almost 100% of business owners surveyed also reside in the Vernon area and the majority of the workforce employed by local business lives in the Vernon area. The business community believes that key services provided in Vernon are good or excellent, including schools, the hospital, fire services, recreational facilities, recycling and garbage removal services. Other community advantages highlighted were Vernon s access to highways and economic growth. Local Markets were also seen to be strong with 41% of business sales coming from the local market. 7

12 Doing Business in Vernon Although the survey findings show an overwhelming proportion of business owners are happy with Vernon as a place to do business in general, there are key factors and barriers that need to be addressed. Top Key Factors/Barriers Top 3 barriers to doing business in Vernon Percentage of Respondents Local regulations 50% Financing 47% Lack of suitable premises 39% The top three key factors were: 1. Municipal issues (such as lack of communication, development fees and high taxes) that relate to conducting business in and with the Municipality 2. Financing businesses struggle with finding capital resources to support existing and future business opportunities 3. Available and affordable Industrial land is difficult for businesses to find in the Vernon area Other Key Factors Lack of affordable lease space Lack of industrial zoned land Need for more industry Availability of skilled labour Lack of public transportation Taxes getting high Plans for Expansion With over half (52 percent) of businesses indicating a desire to expand over the next three years with a potential increase of 230 (7.8 percent) jobs over the first 12 months, a key objective is to support business expansion/relocation in Vernon. Of those businesses looking to expand over the next three years most (74 percent) plan to expand within the Vernon area, however, 53 percent indicated their current site is inadequate for the proposed expansion. The businesses that plan to relocate outside of the community indicate there was likely nothing that could be done to prevent it, however, each company was referred to the economic development office for further follow up. Similarly, there were two businesses that indicated their plans to close, but stated there was nothing that could be done to alter the situation as both business owners planned to retire with no plans for succession. 8

13 The estimated total investment of those planning expansion is $58 million and will require 215,000 square feet of new space to accommodate the expansions. When asked the major constraints on expansion plans, the top five constraints were: Local regulations (i.e. zoning) Finance Lack of suitable premises Lack of skilled labour Identifying and accessing new markets Though issues were clearly identified by businesses in which economic development may be able to assist, most businesses (65 percent) have not approached anybody whether locally, provincially or other government to discuss their expansion plans or their concerns. It should be noted of the 35 percent of businesses that did contact someone 65 percent contacted the local Vernon Economic Development Office. It should be further noted that those that did contact the office had excellent anecdotal stories to relate. A number of actions have been identified to address key concerns for business expansion: Develop industrial space inventory to determine availability Business incubator concept/feasibility a facility for small business (start-ups and existing) with good infrastructure and reasonable rent Provide business with preparatory information for financing/loan requests with banks Identify labour shortages and support recruitment efforts Identify skills development programs and opportunities Communications Respondents identified the need to improve communications in a number of areas: Communications between the City and local business Communications business to business Communications between local businesses and business organizations Although most respondents know that the City of Vernon has a plan for economic development, less than a quarter (23 percent) rate its performance as good or excellent, while 71 percent rate is a fair or poor with the remaining businesses having no opinion. This reinforces the need for economic development to proactively communicate with local business. A key objective is to develop a Communications Strategy to identify specific actions to increase communication, build awareness, develop partnerships and facilitate group collaboration and bridge the gap between the City, economic development and the businesses they serve. 9

14 Municipal Services The survey provided businesses with the opportunity to rank a number of factors relating to municipal services. The table below provides the ranking based on 1 being excellent and 5 being poor. The factor receiving the lowest ranking is availability of appropriately zoned land while the highest ranking relates to the access to highways Excellent Poor When asked to rank factors in terms of the cost of doing business buildings received the lowest ranking and labour received the highest In terms of the cost of doing business Excellent Poor 10

15 Business Climate Businesses are evenly split when asked to rank the local business climate. Forty-seven percent rank Vernon s business climate as good or excellent, while 53 percent rank it as fair or poor. The majority of businesses (60 percent) say Vernon s business climate is worse today than it was five years ago; however, the outlook is positive. Seventy percent of businesses forecast the condition of the local business climate five years from today will be better, 22 percent forecast the business climate will experience no change and only 5 percent believe it will be worse. Five Year Forecast Will be worse No change No opinion Will be better Sales and Future Growth Businesses continue to be optimistic when questioned about their future sales. The majority (77 percent) of businesses say the market share of their company s products is increasing or stable, while only 23 percent say it is decreasing. Future outlook is positive with just over one-quarter (26 percent) of local businesses saying they expect the sales growth next year to increase by percent. The chart below illustrates the optimism of local businesses over the next year Greater than or equal to 100% One Year Projected Sales 50-99% 25-49% 10-24% 1-9% 0% Declining 11

16 Manufacturing One of the key objectives of the BRE project was to gain a better understanding of the manufacturing sector within the Vernon area. In order to gain this perspective a separate survey with additional questions not included in the overall retention survey was developed that was included in the interview process for manufacturing businesses only. Current and Future Plans As indicated earlier in this report 52 percent of businesses indicate a desire to expand over the next three years with a potential increase of 230 jobs over the first 12 months. Another indication of strength or attempts to remain competitive is those companies that plan to maintain current size but diversify products. Sixteen companies indicate they plan to diversify products. Only four companies indicate they are considering immediate downsizing. Outsourcing Outsourcing has been a great debate over the past several years as the overall economic slowdown has seen a loss of jobs globally. Some argue that companies should not be allowed to outsource while others believe it is necessary in order to allow companies to remain competitive. Governments in general have opted to allow companies to outsource and in many cases help them find products they need to allow them to stay in the country while importing products and components for items assembled/manufactured in the home country. Another way to look at outsourcing from an economic development perspective is to identify those companies that are outsourcing to see if it is an opportunity to attract new companies who can provide those same services to the area. Vernon, like many other communities, has companies that do outsource for products. The survey results saw no area for concern amongst those companies outsourcing. The majority (83 percent) of the 62 companies that outsource import less than 50 percent of the product they need from outside the area and 72 percent of them import from other areas in BC or Canada. Forty percent of the 62 companies also import from the USA, 14 percent from parts of Asia and 13 percent from Europe. Outsource From Another Manufacturer (62 companies) 27% 37% 15% 21% 12

17 New Technology Companies need to stay on top of new technologies that are being made available to help them remain competitive. Thirty-five percent of Vernon manufacturers indicate that new technologies are coming available that will change their primary product or how it is produced. The following chart outlines where new technology will play a key role in how the company operates. Role of New Technology Other (Specify): Confidential Distribution/Inventory Innovation Computer Software/Information Technology Telecommunications/Internet Product/Service Innovation Production/Manufacturing Innovation Percent Research and Development An active R&D community can attract additional highly skilled personnel into related fields of innovation. Individual residents win, too, because R&D brings economic development, employment opportunities, and cost savings and benefits conferred by the new products, processes and services created. It also elevates knowledge among employees, and encourages workers to remain or locate in a community. Sixty-one percent of Vernon manufacturers indicate they are spending money on research and development with the majority of them taking advantage of the R&D Tax Credits available to Canadian companies. Over half (52 percent) indicate they spend more than 3 percent of annual sales on Research and Development with the majority (84 percent) of them doing it at the primary location. Division of R&D Budget 3 years ago Current 3 Years from now New product development % Product improvement % Production Improvement % Doing Research and Development is not without its challenges though as one third (36 percent) indicate financing as a barrier and 16 percent indicating difficulties in finding the qualified personal. The community could provide a training session on using the R & D tax credits to obtain financing. 13

18 Energy Efficiencies One of the questions focused on whether the company was taking steps to create energy efficiencies. While not originally identified as one of the key areas to be covered in the report it was thought to be necessary. BC Hydro has recently established an Economic Development division that with work with the economic development provincial association (EDABC) and communities on finding opportunities for companies to remain in BC and to assist where possible in keeping them competitive. Over half (56 percent) of Vernon companies are taking steps to create energy efficiencies and it may be possible that BC Hydro can play a role in helping these companies in this effort. The Vernon Economic Development Office has established a relationship with this division of BC Hydro and should discuss what assistance may be available. Exporting Of the 30 companies that are exporters, 50 percent export to Multi Markets including Asia, USA, and Europe. An additional 28 companies indicate they are planning to begin exporting. Of these 58 companies almost half (46 percent) indicated that development of new export markets will be important to them being able to remain competitive. Some manufacturing companies could use support on: In Market Assistance (36 percent) General Export Information (19 percent) Export Counseling (17 percent) Export Financing (17 percent) Export Training and Skills Development (15 percent) Accessing Federal and Provincial Government Programs (20 percent) It should be the above percentages may be higher than indicated as some companies were hesitant to admit that assistance was required. Most however indicated that overall they would take assistance if it was made available. 14

19 Identified Actions 1. Review Local and Regional Government approval processes (compare to similar sized communities) A large percentage of businesses in Vernon indicate that local government processes are a challenge. While some of this can be perception and not reality it is important for local governments to complete an assessment of its processes in comparisons to competing areas in order to ensure that they themselves are supporting local businesses. This was also recommended in the recently completed Vernon Economic Development Strategy. 2. Develop Recruitment Packages Several companies indicated that they have challenges encouraging skilled employees to relocate to Vernon. Vernon could work with local companies to develo a comprehensive recruitment package that companies can use when trying to attract labour from other parts of BC, Canada or globally. 3. Assist companies in recruitment process Vernon s economic development department is considering attending several European recruitment events in An inventory of companies looking for skilled labour should be developed in order to promote the available positions. In addition, as the economy improves the Vernon EDC should work with other service providers (i.e. Community Futures, Chambers, Skills Canada) in organizing an annual local Job Fair marketed in BC. 4. Consider developing an HR Website for use by companies seeking employees Some communities have created labour recruitment tools that include a website that allows companies to post positions and potential employees to respond. These sites are different than general economic development information and instead focus on the quality of life in a community and the types of jobs that may be available. The Vernon EDC should research some of these sites and work with other service providers and local companies to develop a site to assist in Human Resource issues. 5. Complete a Land and Facility Inventory Several companies indicated that they may not do the expansion in Vernon due primarily to a lack of land and facilities. In order to determine current and future availability the City should complete a detailed inventory. This inventory can also be used to assist in discussions with other regulatory agencies (i.e. ALC, Regional District, etc) who may be able to assist in making land available for development. 6. Complete a BR+E Program for other sectors While this initial project focused primarily on the Manufacturing Sector, it is suggested that a similar process should be completed with the Retail Sector, the Professional Services Sector and others. The more information the community has on the local business community can help 15

20 identify programs and initiatives that could be undertaken to ensure that local businesses remain competitive and at the same time assist in the recruitment of new businesses to the community. 7. Introduce companies to BC In-Market representatives in USA, China, Europe The BC Government has established offices in strategic locations globally. Most companies are not aware of the services that these offices provide. The Asia Pacific office located in Vancouver has staff that can travel to Vernon to meet with local companies and assist in the introduction of these foreign based offices to help companies reach new markets. The services provided are free of charge. 8. Create a Mayors Task Force for Manufacturing In order to show support for the Manufacturing sector the City should establish a task force to work on resolving conflicts and issues that are restricting the growth of this sector. Conclusions Overall, the business climate in Vernon is very positive businesses are growing, the workforce is expanding and development is taking place. Vernon is a growing and vibrant community. The completion and presentation of the BRE report is only the first step in developing a long term strategy to retain and expand existing businesses and attract new businesses to the area. Collaboration and commitment by all Vernon community partners and stakeholders is essential to implement the identified actions. The BRE program can also be a catalyst for future funding opportunities and leveraging through public investment, federal, provincial and municipal. Leadership will be needed to ensure the actions are being further developed and implemented and a process is in place to monitor progress and report back to the community. Implementation and completion of the identified actions is necessary for the BRE project to be considered a success. We extend a special thank you to all of the businesses who participated in the Business Retention and Expansion project. Without their honest input and cooperation, this report would not be possible. 16

COLUMBIA BASIN BUSINESS RETENTION AND EXPANSION PROJECT

COLUMBIA BASIN BUSINESS RETENTION AND EXPANSION PROJECT COLUMBIA BASIN BUSINESS RETENTION AND EXPANSION PROJECT REPORT ON LOWER COLUMBIA REGION BUSINESSES (Including the communities of Fruitvale, Montrose, Trail, Warfield, Rossland, and Regional District of

More information

Abbotsford Business Walks 2015 #AbbyBizWalks Program Report

Abbotsford Business Walks 2015 #AbbyBizWalks Program Report Abbotsford Business Walks 2015 #AbbyBizWalks Program Report Business Walk Program Finds 93% of Abbotsford Businesses indicated Steady or Increasing business growth Executive Summary City of Abbotsford

More information

COLUMBIA BASIN BUSINESS RETENTION

COLUMBIA BASIN BUSINESS RETENTION COLUMBIA BASIN BUSINESS RETENTION AND EXPANSION PROJECT REPORT ON REVELSTOKE AND AREA BUSINESSES FALL 2015 The Columbia Basin Rural Development Institute, at Selkirk College, is a regional research centre

More information

6.0 Economic Vibrancy

6.0 Economic Vibrancy 6.0 Economic Vibrancy sustainable economy provides diverse and viable A economic opportunities for meeting the social needs of present and future generations, supporting a liveable, high-quality built

More information

UCED 2007/08-14. Mesquite Business Retention And Expansion Survey Results

UCED 2007/08-14. Mesquite Business Retention And Expansion Survey Results UCED 2007/08-14 Mesquite Business Retention And Expansion Survey Results MAY 2008 Mesquite Business Retention And Expansion Survey Results Prepared by: Buddy Borden Tom Harris Alice Crites Buddy Borden

More information

Community Futures Management Consultant in a Box

Community Futures Management Consultant in a Box Community Futures Management Consultant in a Box Strategic Business Planning Purpose of this Document The purpose of this document is to provide you with the process that a management consultant would

More information

WALLSEND TOWN COMMITTEE BUSINESS RETENTION EXPANSION PROJECT 2008

WALLSEND TOWN COMMITTEE BUSINESS RETENTION EXPANSION PROJECT 2008 WALLSEND TOWN COMMITTEE BUSINESS RETENTION EXPANSION PROJECT 2008 Report of Findings: Wallsend Business Retention & Expansion Program 2008 Page 1 PART A: LOCAL ENVIRONMENT Of businesses surveyed, 41.9%

More information

BUILDING A BUSINESS PLAN

BUILDING A BUSINESS PLAN BUILDING A BUSINESS PLAN Northern Savings Commercial Services Whether your business is just starting out or you re ready for a change, Northern Savings Commercial Services is an ideal partner and can provide

More information

Prince George Business Retention & Expansion (BRE) Strategy: Final Report

Prince George Business Retention & Expansion (BRE) Strategy: Final Report Prince George Business Retention & Expansion (BRE) Strategy: Final Report December 2014 Prepared by: Prepared for: TABLE OF CONTENTS 1. INTRODUCTION... 1 Objectives... 1 Study Process... 1 Report Outline...

More information

Profile of Canadian Environmental Employment

Profile of Canadian Environmental Employment Profile of Canadian Environmental Employment LABOUR MARKET RESEARCH STUDY 2010 ECO CANADA ECO Canada develops programs that help individuals build meaningful environmental careers, provides employers with

More information

urbanmetrics inc. market, economic and strategic advisors

urbanmetrics inc. market, economic and strategic advisors Town of Markham Economic Sectors Analysis Executive Summary ` Prepared for: Town of Markham Economic Development Department Date: January 22, 2007 144 Front Street West, Suite 460 Toronto, Ontario M5J

More information

Prince Albert Region. Business Retention and Expansion Program. Prepared for Growth. March 31 2009. Strategy Development Update

Prince Albert Region. Business Retention and Expansion Program. Prepared for Growth. March 31 2009. Strategy Development Update Business Retention and Expansion Program March 31 2009 Prepared for Growth Strategy Development Update Prepared For: Prince Albert Regional Economic Development Authority Prepared by: Meyers Norris Penny

More information

Economic Development Element

Economic Development Element The Strawberry Ladies by Tara Stood Economic Development Element Economic development enhances San Clemente s quality of life by providing local goods and services and expanding employment and business

More information

BUSINESS PLAN OUTLINE

BUSINESS PLAN OUTLINE BUSINESS PLAN OUTLINE I. NARRATIVE 1. Cover Sheet Name of business, owner(s), address, phone and fax numbers, web site address. 2. Table of Contents The Table of Contents outlines each section and where

More information

Business Retention + Expansion Project

Business Retention + Expansion Project 2015 Business Retention + Expansion Project Prepared by: The Chukuni Communities Development Corporation Business Retention and Expansion (BR+E) Introduction: Business Retention & Expansion (BR+E) is a

More information

BUSINESS INFORMATION COVER SHEET. Business Expansion and Retention (B.E.A.R.) Program

BUSINESS INFORMATION COVER SHEET. Business Expansion and Retention (B.E.A.R.) Program Program tool no 8 BUSINESS INFORMATION COVER SHEET Business Expansion and Retention (B.E.A.R.) Program Business name: Reference : Postal Address: Post code: Location address: Telephone number: Fax number:

More information

Task: Findings Potential Initiatives for Review

Task: Findings Potential Initiatives for Review Appendix B. Task: Findings Potential Initiatives for Review Prepared by: Chabin Concepts Team Audrey Taylor 2809 Cohasset Road, Ste 5 Chico, CA 9597 800.676.8455 audrey@chabinconcepts.com April 2005 Findings

More information

KEYS TO A SUCCESSFUL BUSINESS PLAN

KEYS TO A SUCCESSFUL BUSINESS PLAN KEYS TO A SUCCESSFUL BUSINESS PLAN Norma A. Turok Extension Educator Small Business Management Southern Illinois Small Business Incubator 150 E. Pleasant Hill Road Carbondale, IL 62901 618/453-5561 A prospective

More information

Title Writing A Business Plan

Title Writing A Business Plan Title Writing A Business Plan This A Business is where Plan the helps Paragraph you evaluate Should the Startasdfa feasibility of a new business idea in an objective, critical, and unemotional way. It

More information

ECONOMIC DEVELOPMENT. in this chapter. 8.1 Overview of Economic Conditions. 8.2 Priority Economic Development Needs

ECONOMIC DEVELOPMENT. in this chapter. 8.1 Overview of Economic Conditions. 8.2 Priority Economic Development Needs 8 ECONOMIC DEVELOPMENT in this chapter 8.1 Overview of Economic Conditions 8.2 Priority Economic Development Needs 8.3 Economic Development Goals and Policies chapter 8 economic development Creating new

More information

Business Retention & Expansion (BR+E) 2015 Hanover Economic Development hanover.ca/edc

Business Retention & Expansion (BR+E) 2015 Hanover Economic Development hanover.ca/edc Business Retention & Expansion (BR+E) 2015 Hanover Economic Development hanover.ca/edc Thank you We d like to extend our sincere appreciation to the following individuals for their leadership, guidance

More information

STRATEGIC PLAN 2014 2016

STRATEGIC PLAN 2014 2016 Introduction The Russell Township Economic Development strategic plan lays a roadmap for economic development in our area over the coming three years. Leaders in the local business community were consulted

More information

STRATEGIC COMMUNITY PLAN

STRATEGIC COMMUNITY PLAN STRATEGIC COMMUNITY PLAN 2013-2023 CONTENTS Presidents Message 1 Introduction 2 Our Planning Framework 2 How the Plan was Developed 3 Our Shire Profile 4 Our Resource Capabilities 5 Review of Our Plan

More information

1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018

1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018 BUILDING THE STRATEGIC PLAN 2013-2018 1. INTRODUCTION The Squamish Chamber of Commerce conducted a strategy workshop in May 2013. A comprehensive environmental scan was conducted and priority strengths,

More information

WHY WRITE A BUSINESS PLAN?

WHY WRITE A BUSINESS PLAN? KANSAS SMALL BUSINESS DEVELOPMENT CENTER PITTSBURG STATE UNIVERSITY PITTSBURG, KS 66762 PHONE: 620 235 4920; FAX: 620 235 4919 e mail: ksbdc@pittstate.edu WHY WRITE A BUSINESS PLAN? A business plan is

More information

SUPPORTING. Immigrants and Immigration to Alberta AN OVERVIEW

SUPPORTING. Immigrants and Immigration to Alberta AN OVERVIEW SUPPORTING Immigrants and Immigration to Alberta AN OVERVIEW Table of Contents Introduction...1 Alberta s Vision of Immigration...3 Attracting and Retaining Immigrants to Alberta...3 The Need for Immigration...4

More information

MANUFACTURERS: Access to financing and specific needs. BDC ViewPoints study May 2013

MANUFACTURERS: Access to financing and specific needs. BDC ViewPoints study May 2013 MANUFACTURERS: Access to financing and specific needs BDC ViewPoints study May 2013 SURVEY HIGHLIGHTS: Manufacturers access to financing > Manufacturers who answered the survey seem to generally be in

More information

4 INVESTMENT AND MARKETING PROGRAM 2012 ANNUAL UPDATE

4 INVESTMENT AND MARKETING PROGRAM 2012 ANNUAL UPDATE 4 INVESTMENT AND MARKETING PROGRAM 2012 ANNUAL UPDATE The Planning and Economic Development Committee recommends the adoption of the recommendation contained in the following report dated December 14,

More information

January 2014 Preliminary survey report: the skill needs of major Canadian employers

January 2014 Preliminary survey report: the skill needs of major Canadian employers Preliminary survey report: the skill needs of major Canadian employers Preliminary survey report: the skill needs of major Canadian employers About the Initiative This document is one of a series of reports

More information

APPLICATION GUIDE CONNECTING BRITISH COLUMBIA PROGRAM

APPLICATION GUIDE CONNECTING BRITISH COLUMBIA PROGRAM APPLICATION GUIDE CONNECTING BRITISH COLUMBIA PROGRAM About the Province-wide Program Introduction The Connecting British Columbia Program is a province-wide program administered by Northern Development

More information

Village of Bosque Farms Economic Development Plan. Annex B. Retention and Expansion Plan Version 1.0. 30 June 2006

Village of Bosque Farms Economic Development Plan. Annex B. Retention and Expansion Plan Version 1.0. 30 June 2006 Village of Bosque Farms Economic Development Plan Annex B Retention and Expansion Plan Version 1.0 30 June 2006 Goals and Objectives The Bosque Farms Retention and Expansion (R/E) Program is a community-based

More information

Starting your Business Guide

Starting your Business Guide Starting your Business Guide Small Business Resources The material in this document is intended to provide only general information to Canadian Western Bank s clients and the public, and not for the purposes

More information

Toronto Employment Survey 2014

Toronto Employment Survey 2014 This bulletin summarizes the highlights of the 2014 City of Toronto annual Survey, marking its 32 nd consecutive year. This information resource presents a picture of change in Toronto s economy throughout

More information

HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009]

HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009] HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009] Houston County Economic Development Authority Strategic Plan 2009 1 Table of Contents Introduction..3 Strategic

More information

Chamber SME E-Business Survey 2002

Chamber SME E-Business Survey 2002 Chamber SME E-Business Survey 2002 Prepared for Chambers of Commerce of Ireland September 2002 Chambers of Commerce of Ireland 17 Merrion Square Dublin 2 Ireland W: www.chambersireland.ie E: info@chambersireland.ie

More information

2015-2018 STRATEGIC PRIORITIES

2015-2018 STRATEGIC PRIORITIES STRATEGIC PRIORITIES 2015-2018 Strategic Priorities Economic Growth and Prosperity Infrastructure Sustainability Financial Stability Convenient, Accessible, and Sustainable Transportation 2015-2018 Strategic

More information

STRATEGIC DEVELOPMENT PLAN

STRATEGIC DEVELOPMENT PLAN STRATEGIC DEVELOPMENT PLAN Dawn Decaminada 330 W. Church St Bartow Florida 33830 863-534-5915 dawn@cfdc.org The Polk County Small Business Assistance Center is a free service provided by the Polk County

More information

2015 Business Retention & Expansion Survey. Executive Summary

2015 Business Retention & Expansion Survey. Executive Summary 2015 Business Retention & Expansion Survey Executive Summary Clay County Economic Development Council Jim Hampton, Executive Director Maximizing Economic Well-Being and Opportunity in Clay County, Missouri

More information

Business Retention Survey Results

Business Retention Survey Results Business Retention Survey Results A good place to Do Business Prepared by: Economic Development Committee August 2013 1 P a g e ACKNOWLEDGMENTS Thank you to the following individuals and organizations

More information

SUSTAINABLE ECONOMIC DEVELOPMENT STRATEGY 2011 FINAL REPORT

SUSTAINABLE ECONOMIC DEVELOPMENT STRATEGY 2011 FINAL REPORT SUSTAINABLE ECONOMIC DEVELOPMENT STRATEGY 2011 FINAL REPORT 1 This document was prepared by EDCD Consulting. While every effort has been taken in the compilation of this information to ensure that it is

More information

Small Business in Calgary: Challenges and Opportunities

Small Business in Calgary: Challenges and Opportunities Small Business in Calgary: Challenges and Opportunities 1 Calgary is Canada s Small Business Capital Small to medium sized businesses (SMEs) are of particular importance to Calgary s economy because almost

More information

CommBank Accounting Market Pulse Conducted by Beaton Research + Consulting

CommBank Accounting Market Pulse Conducted by Beaton Research + Consulting CommBank Accounting Market Pulse Conducted by Beaton Research + Consulting July 215 COMMBANK ACCOUNTING MARKET PULSE JULY 215 Contents Foreword 2 Economic outlook 3 Snapshot of survey findings 5 Business

More information

Financial Services Sector: Missing Customer Expectations?

Financial Services Sector: Missing Customer Expectations? Financial Services Sector: Missing Customer Expectations? Independent Market Research Commissioned by June 01 Executive Summary: 77 global say the way they deal with companies has changed in the last 1

More information

2010 Salida Community Priorities Survey Summary Results

2010 Salida Community Priorities Survey Summary Results SURVEY BACKGROUND The 2010 Salida Community Priorities Survey was distributed in September in an effort to obtain feedback about the level of support for various priorities identified in the draft Comprehensive

More information

Sensis e-business Report 2014. The Online Experience of Small and Medium Enterprises

Sensis e-business Report 2014. The Online Experience of Small and Medium Enterprises Sensis e-business Report 2014 The Online Experience of Small and Medium Enterprises Table of contents Chapter 1 - Introduction 4 1.1 About the survey 4 1.2 Executive summary 6 Chapter 2 - Levels of computer

More information

2014 HIMSS Workforce Survey AUGUST 2014

2014 HIMSS Workforce Survey AUGUST 2014 2014 HIMSS Workforce Survey AUGUST 2014 www.himss.org Introduction Information technology (IT) professionals (such as help desk, project management or implementation specialists) are without a doubt critical

More information

cityofirvine.org City of Irvine, One Civic Center Plaza, P.O. Box 19575, Irvine, California 92623-9575 949-724-6000

cityofirvine.org City of Irvine, One Civic Center Plaza, P.O. Box 19575, Irvine, California 92623-9575 949-724-6000 cityofirvine.org City of Irvine, One Civic Center Plaza, P.O. Box 19575, Irvine, California 92623-9575 949-724-6000 EXECUTIVE SUMMARY Irvine s Strategic Plan for Economic Development implements and promotes

More information

Procurement Outsourcing Services¹

Procurement Outsourcing Services¹ Procurement Outsourcing Services¹ The following overview of the procurement outsourcing services in Australia is mainly based on the information provided by IBISWorld and consists of additional information

More information

Starting a Small Business in British Columbia

Starting a Small Business in British Columbia Starting a Small Business in British Columbia Starting a Small Business in British Columbia Table of Contents Starting Your Small Business In British Columbia 1 Is Owning A Small Business For You? 2 Do

More information

How are companies currently changing their facilities management delivery model...?

How are companies currently changing their facilities management delivery model...? Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy

More information

THE NURSE SHORTAGE: PERSPECTIVES FROM CURRENT DIRECT CARE NURSES AND FORMER DIRECT CARE NURSES

THE NURSE SHORTAGE: PERSPECTIVES FROM CURRENT DIRECT CARE NURSES AND FORMER DIRECT CARE NURSES THE NURSE SHORTAGE: PERSPECTIVES FROM CURRENT DIRECT CARE NURSES AND FORMER DIRECT CARE NURSES AN OPINION RESEARCH STUDY CONDUCTED BY PETER D. HART RESEARCH ASSOCIATES ON BEHALF OF THE FEDERATION OF NURSES

More information

Middlesex County Economic Development Strategy 2014-19 Introduction for the Municipality of Thames Centre

Middlesex County Economic Development Strategy 2014-19 Introduction for the Municipality of Thames Centre Middlesex County Economic Development Strategy 2014-19 Introduction for the Municipality of Thames Centre Aileen Murray Ec.D. (F) Manager of Economic Development Middlesex County amurray@investinmiddlesex.ca

More information

Program: Economic Development Program Based Budget 2015 2017. Page 309

Program: Economic Development Program Based Budget 2015 2017. Page 309 Program: Economic Development Program Based Budget 2015 2017 Page 309 Program: Economic Development Vision Statement: To be recognized by companies as the premier town in Canada in which to locate. Mission

More information

TEXAS MANUFACTURING EXPANDS BUT AT A SLOWER PACE

TEXAS MANUFACTURING EXPANDS BUT AT A SLOWER PACE ust 25, 2014 TEXAS MANUFACTURING EXPANDS BUT AT A SLOWER PACE For this month's survey, manufacturers were asked supplemental questions on health care costs and the impact of the Affordable Care Act. Texas

More information

Competitive Analysis Economic Vision for the City of Burlington

Competitive Analysis Economic Vision for the City of Burlington Competitive Analysis Economic Vision for the City of Burlington Burlington Economic Development Corporation DRAFT 1 Millier Dickinson Blais ACKNOWLEDGEMENT This report has been supported by the Ministry

More information

NFIB SMALL BUSINESS. William C. Dunkelberg Holly Wade SMALL BUSINESS OPTIMISM INDEX COMPONENTS. Seasonally Adjusted Level

NFIB SMALL BUSINESS. William C. Dunkelberg Holly Wade SMALL BUSINESS OPTIMISM INDEX COMPONENTS. Seasonally Adjusted Level NFIB SMALL BUSINESS ECONOMIC TRENDS William C. Dunkelberg Holly Wade May 215 Based on a Survey of Small and Independent Business Owners SMALL BUSINESS OPTIMISM INDEX COMPONENTS Index Component Seasonally

More information

ECONOMIC DEVELOPMENT TITLE MARKETING & ATTRACTION. Julie Engel President/CEO Greater Yuma EDC. Arizona Basic Economic Development Course

ECONOMIC DEVELOPMENT TITLE MARKETING & ATTRACTION. Julie Engel President/CEO Greater Yuma EDC. Arizona Basic Economic Development Course ECONOMIC DEVELOPMENT TITLE MARKETING & ATTRACTION Julie Engel President/CEO Greater Yuma EDC OUTLINE Overview of Economic Development Marketing Assessing the Economic Base Strategic Marketing: Using a

More information

March 2014 Second survey report: skills shortages in Canada

March 2014 Second survey report: skills shortages in Canada Second survey report: skills shortages in Canada About the Initiative This document is one of a series of reports and briefs prepared for Taking Action for Canada: Jobs and Skills for the 21 st Century,

More information

NSBA SMALL BUSINESS HEALTH CARE SURVEY

NSBA SMALL BUSINESS HEALTH CARE SURVEY NSBA 2015 SMALL BUSINESS HEALTH CARE SURVEY FOREWORD America s small businesses continue to face huge cost increases and struggle to navigate significant confusion and complexity with the new system. As

More information

Business Sector Business Retention and Expansion

Business Sector Business Retention and Expansion Business Sector Business Retention and Expansion Markdale Chamber of Commerce A Report examining the strength of business conditions in Grey Highlands across different business sectors using a survey and

More information

Writing a Business Plan

Writing a Business Plan Writing a Business Plan Small Business Development Center Georgia State University 404-651-3550 web: www.gsu.edu/sbdc Writing a Business Plan Georgia State SBDC 1 Why Write a Business Plan? A Business

More information

CommBank Accounting Market Pulse. Conducted by Beaton Research + Consulting November 2014

CommBank Accounting Market Pulse. Conducted by Beaton Research + Consulting November 2014 CommBank Accounting Market Pulse. Conducted by Beaton Research + Consulting November 2014 Contents Increasing confidence underpinned by strong economic outlook 2 Australian economic outlook 3 November

More information

2014 Small BuSineSS HealtH Care Survey

2014 Small BuSineSS HealtH Care Survey 2014 Small Business Health Care Survey FOREWORD As the Affordable Care Act (ACA) continues to make headlines for problems with the online enrollment and ongoing delays to various aspects of the law, small

More information

Town of Mount Pleasant Business Development Strategy Updated: May 2013

Town of Mount Pleasant Business Development Strategy Updated: May 2013 P a g e 1 Town of Mount Pleasant Business Development Strategy Updated: May 2013 INTRODUCTION As outlined in the Town of Mount Pleasant s Economic Development Strategy, which was approved April 9, 2013,

More information

Rural Entrepreneur Assistance (REA)

Rural Entrepreneur Assistance (REA) Rural Entrepreneur Assistance (REA) Eligibility Criteria A. APPLICANT 1. Must be aged 18 or over, eligible to work in Canada, and a Manitoba resident. 2. Must develop and submit a sound business plan which

More information

A Seat at the Table: Resource Guide for Local Governments to Promote Food Secure Communities

A Seat at the Table: Resource Guide for Local Governments to Promote Food Secure Communities A Seat at the Table: Resource Guide for Local Governments to Promote Food Secure Communities How It Started In June 2008, the Provincial Health Services Authority, Union of BC Municipalities, and BC Healthy

More information

ECONOMIC DEVELOPMENT PROGRAM MANAGER

ECONOMIC DEVELOPMENT PROGRAM MANAGER ECONOMIC DEVELOPMENT PROGRAM MANAGER SALARY: $75,899 - $96,158 DOQ + EXCELLENT BENEFITS The City of Tualatin, Oregon, is offering an excellent career opportunity for an experienced management professional

More information

ANALYSIS OF HR METRICS for the Northern Non Profit Service Providers

ANALYSIS OF HR METRICS for the Northern Non Profit Service Providers ANALYSIS OF HR METRICS for the Northern Non Profit Service Providers Part of the 2011/12 Shared Human Resource (HR) Services Pilot Program for Small Non Profit Agencies Serving A Large Geographic Area

More information

Final Report. Agri-Business and Agri-Food Sector. Durham Region Federation of Agriculture Business Retention and Expansion Project 2010 2011

Final Report. Agri-Business and Agri-Food Sector. Durham Region Federation of Agriculture Business Retention and Expansion Project 2010 2011 Final Report March 2011 Agri-Business and Agri-Food Sector Durham Region Federation of Agriculture Business Retention and Expansion Project 2010 2011 Millier Dickinson Blais P.O. Box 405, 4930 Country

More information

Business plan outline

Business plan outline Note: Some of the following information may not be relevant for your business type. However, this should provide you with a clear guide so that you cover everything you need to write a comprehensive business

More information

Small Business Survey Scotland 2012

Small Business Survey Scotland 2012 Small Business Survey Scotland 2012 March 2013 Office of the Chief Economic Adviser Small Business Survey Scotland 2012 Office of the Chief Economic Adviser http://www.scotland.gov.uk/topics/economy/ Small

More information

BUSINESS PLAN GUIDELINE

BUSINESS PLAN GUIDELINE BUSINESS PLAN GUIDELINE This document is intended to be used as a guideline to create your business plan. It identifies and explains the questions that should be addressed and outlines the sections to

More information

Business Perceptions. Results from a phone survey October 2013

Business Perceptions. Results from a phone survey October 2013 Business Perceptions Results from a phone survey October 2013 CATALYSE empowering decision makers 2013 Contents Strategic Insights 3 The Study 5 Business confidence 8 Business perspectives 10 Business

More information

Improving Dealership Operations With the DCM Dealer Capabilities Model

Improving Dealership Operations With the DCM Dealer Capabilities Model QMA/AMI Management LLC Automotive Retail & Distribution Business Advisory Services Improving Dealership Operations With the DCM Dealer Capabilities Model What do we do first? How do we stay focused? WHAT

More information

Business Retention & Expansion: Growing from Within. Louise Anderson, CEcD

Business Retention & Expansion: Growing from Within. Louise Anderson, CEcD Business Retention & Expansion: Growing from Within Louise Anderson, CEcD What is Business Retention & Expansion (BRE)? Core program of economic development plans Designed to retain or keep existing businesses

More information

60.1 60.8. Overall Small Business Medium Business Large Business Oil and Gas Professional Services

60.1 60.8. Overall Small Business Medium Business Large Business Oil and Gas Professional Services Purpose of this Report This report is a regular tool for HR professionals in Alberta. Good labour market information can help human resources practitioners make better decisions in giving human resources

More information

Survey Of Office Occupiers. Changing Attitudes To Property Needs

Survey Of Office Occupiers. Changing Attitudes To Property Needs Survey Of Office Occupiers Changing Attitudes To Property Needs Business Legal Services One of the largest law firms in the UK, Irwin Mitchell provides a wide range of legal services to a diverse spectrum

More information

Managing Customer. Relationships

Managing Customer. Relationships Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen

More information

Industries Retail-Brand Insights

Industries Retail-Brand Insights Source: BrandSpark s Annual Marketers Survey looks at trends in marketing tactics and media spending, as well as marketers own attitudes to shopping and new products. The study is a companion to the annual

More information

Cape Cod Business Climate Survey. January 2012

Cape Cod Business Climate Survey. January 2012 January 2012 Project Staff Joseph Wyman, Research Manager Kristen Gibbons, Project Coordinator Report Information This report is conducted for the Cape Cod Commission. This work would not be possible without

More information

ADMINISTRATION PLAN for the Franklin County Revolving Loan Fund

ADMINISTRATION PLAN for the Franklin County Revolving Loan Fund ADMINISTRATION PLAN for the Franklin County Revolving Loan Fund I. PROGRAM ELEMENTS OF THE PLAN A. GOALS AND OBJECTIVES The primary purpose of the Franklin County Revolving Loan Fund, hereafter known as

More information

OPPORTUNITY PROFILE. Manager, HR Consulting

OPPORTUNITY PROFILE. Manager, HR Consulting OPPORTUNITY PROFILE Manager, HR Consulting THE ORGANIZATION INSURANCE CORPORATION OF BRITISH COLUMBIA The Insurance Corporation of British Columbia (ICBC) is a provincial Crown corporation established

More information

Bethpage Federal Credit Union. Long Island Small Business Survey

Bethpage Federal Credit Union. Long Island Small Business Survey Bethpage Federal Credit Union Long Island Small Business Survey Report Prepared by STONY BROOK UNIVERSITY CENTER FOR SURVEY RESEARCH December 2012 [1] INTRODUCTION Bethpage Federal Credit Union, New York

More information

Human Resource Secretariat Business Plan 2011-12 to 2013-14

Human Resource Secretariat Business Plan 2011-12 to 2013-14 Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly

More information

HR Q &A. Survey Results Looking Ahead to 2016

HR Q &A. Survey Results Looking Ahead to 2016 HR Q &A Survey Results Looking Ahead to 2016 January 18, 2016 Dear Colleague, In November 2015, the Human Resources Management Association (HRMA), the Human Resources Institute of Alberta (HRIA), and Alexander

More information

Nebraska BusinessLink: Small Business Use of the Internet

Nebraska BusinessLink: Small Business Use of the Internet Nebraska BusinessLink: Small Business Use of the Internet A report compiled by the Applied Information Management Institute Table of Contents Page No. I. Introduction...1 II. Research Objective...2 III.

More information

How to Write a Business Plan

How to Write a Business Plan How to Write a Business Plan Small Business Resources The material in this document is intended to provide only general information to Canadian Western Bank s clients and the public, and not for the purposes

More information

CITY OF TULLAHOMA COMMERCIAL REVOLVING LOAN FUND

CITY OF TULLAHOMA COMMERCIAL REVOLVING LOAN FUND CITY OF TULLAHOMA COMMERCIAL REVOLVING LOAN FUND Dear Applicant: The Commercial Revolving Loan Program is an economic development tool administered by the City of Tullahoma. The program provides loans

More information

Utility Supply Chain Talent Management

Utility Supply Chain Talent Management Utility Supply Chain Talent Management Results from the ScottMadden UMMBC 2012 Survey Copyright 2012 by ScottMadden, Inc. All rights reserved. Many companies proudly claim that their employees are their

More information

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58 COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary... 3 HVI Community and Employer Partnership

More information

FREQUENTLY ASKED QUESTIONS

FREQUENTLY ASKED QUESTIONS FREQUENTLY ASKED QUESTIONS 1. Do I have what it takes to own/manage a small business? You will be your own most important asset, so an objective appraisal of your strengths and weaknesses is essential.

More information

STATE OF THE RETAIL INDUSTRY: EXECUTIVE SUMMARY

STATE OF THE RETAIL INDUSTRY: EXECUTIVE SUMMARY STATE OF THE RETAIL INDUSTRY: EXECUTIVE SUMMARY State of the Retail Industry The retail industry is beginning to show modest signs of recovery. However, consumers remain cautious. Consumer confidence is

More information

Workforce Strategy Survey: Global Key Findings

Workforce Strategy Survey: Global Key Findings Workforce Strategy Survey: Global Key Findings A Manpower Survey Insights on Whether Organizations Workforce Strategies are Aligned to Their Business Strategies and Their People are Prepared to Execute

More information

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary...3 HVI Community and Employer Partnership

More information

CITY OF BEATRICE, NEBRASKA ECONOMIC DEVELOPMENT PROGRAM (LB840)

CITY OF BEATRICE, NEBRASKA ECONOMIC DEVELOPMENT PROGRAM (LB840) CITY OF BEATRICE, NEBRASKA ECONOMIC DEVELOPMENT PROGRAM (LB840) Effective April 1, 2013 March 31, 2023 TABLE OF CONTENTS NEED AND PURPOSE 1 SECTION I. GENERAL COMMUNITY AND ECONOMIC DEVELOPMENT STRATEGY

More information

NEW BUSINESSES IN CITY CENTER WILL PROVIDE QUALITY JOBS

NEW BUSINESSES IN CITY CENTER WILL PROVIDE QUALITY JOBS NEW BUSINESSES IN CITY CENTER WILL PROVIDE QUALITY JOBS With the TIF District investment in infrastructure, new businesses will be attracted to locate in City Center from outside Vermont, Vermont businesses

More information

Community Economic Preparedness (CEP) Program. Canby Assessment Report

Community Economic Preparedness (CEP) Program. Canby Assessment Report Community Economic Preparedness (CEP) Program Canby Assessment Report Clackamas County Business & Economic Development Community Economic Preparedness Community Assessment Tool Program Overview: The Clackamas

More information

North Central Sask. Business Retention and Expansion Program Moving Forward Report

North Central Sask. Business Retention and Expansion Program Moving Forward Report 2010 North Central Sask. Business Retention and Expansion Program Moving Forward Report 2/2/2010 North Central Saskatchewan Regional Business Retention and Expantion Program BACKGROUND Moving Forward Report

More information

Jeffrey A. Finkle, CEcD President & CEO International Economic Development Council (IEDC) IEDC Leadership Summit Palm Beach, Florida January, 2015

Jeffrey A. Finkle, CEcD President & CEO International Economic Development Council (IEDC) IEDC Leadership Summit Palm Beach, Florida January, 2015 Jeffrey A. Finkle, CEcD President & CEO International Economic Development Council (IEDC) IEDC Leadership Summit Palm Beach, Florida January, 2015 www.iedconline.org Review of an IEDC Online Survey reviewing

More information

Central Okanagan Local Immigration Partnership Council Strategic Planning December 2014

Central Okanagan Local Immigration Partnership Council Strategic Planning December 2014 Central Okanagan Local Immigration Partnership Council Strategic Planning December 2014 Contents Introduction...3 Strategic Planning Context...3 Review of LIP Vision Statement...5 Review of Logic Model

More information