Strategic Business Plan 2014-2017

Strategic Business Plan 2014-2017 March 2014 Prepared by Shay Barker, Executive Director, BRAED You d Love to Live Here, Too... Battle River Alliance for Economic Development 5023-50 St. Killam, AB TOB 2L0 P 780.385.2450 F 780.385.2480 www.braedalberta.ca

Preface The Battle River Alliance for Economic Development (BRAED) is pleased to present the 2014-2017 Strategic Business Plan for the organization. Development of the plan and updates from the previous year was facilitated by Rick Siddle from R.B Siddle & Associates. Acknowledgements We would like to thank the BRAED Executive and Task Team members who participated in the Strategic Business Plan review workshop held on February 28, 2014 in Killam, AB. Shay Barker, Executive Director worked closely with the BRAED Executive, Task Team, and Board members to develop this final document. For questions regarding this plan, please contact: Shay Barker, Executive Director P: 780.226.9483 E: shay.barker@braedalberta.ca Strategic Business Plan 2014-2017 1

Table of Contents Executive Summary 3 1.0 Introduction to the BRAED Business Plan Document 6 1.1 Background to this Business Plan 6 1.2 History of Planning Documents in BRAED 6 1.3 Methodology 7 2.0 Introduction to BRAED 8 2.1 BRAED Organizational History 8 2.2 BRAED Region 9 2.3 The BRAED Organization 10 2.4 Core Businesses in the Organization 12 3.0 Strategic Framework 14 3.1 BRAED Mission, Vision & Value Statement 14 3.2 Our Brand: BRAED Region 15 4.0 BRAED Region Analysis 16 4.1 Overview of Current Environment 16 4.2 Critical Issues 18 4.3 Opportunities 19 5.0 Critical Success Factors for Future Success 21 6.0 Principal Strategies & Goals 22 6.1 Strategic Goal: Information Sharing 23 6.2 Strategic Goal: Promotion 24 6.3 Strategic Goal: Service Delivery 25 6.5 Strategic Goal: Advocacy 26 6.6 Strategic Goal: Board Development & Governance 27 7.0 Research: References & Works Cited 28 Appendix A BRAED Membership List 29 Strategic Business Plan 2014-2017 2

Executive Summary With this three-year Strategic Business Plan, encompassing the fiscal years of 2014-15, 2015-16, and 2016-17, it is the hope that BRAED continues to enhance the regional economic wellbeing of the Battle River Region. A brief executive summary is provided here for review: The Mission, Vision and Value Statements for BRAED are as follows: MISSION VISION VALUES BRAED will work with and provide tools and resources to our members and partners that help to increase their economic development capacity. BRAED as the go to Economic Development Organization for the region. As an organization, BRAED will achieve its vision through steadfast adherence to its core values of Credibility, Collaboration, and Innovation. To ensure that BRAED honours its mission, vision, and values, it will focus on three primary areas that will often intersect, collaborate, and complement each other, from 2014-2017: Marketing & Communications Youth Entrepreneurship & Engagement Business Investment, Attraction & Retention BRAED s 3 Major Priority Areas for 2014-2017. BRAED will achieve innovation in these three areas by developing projects and resources, partnerships, and partaking in knowledge synthesis, translation and exchange (KSTE) through our five core businesses: Strategic Business Plan 2014-2017 3

1. Information Sharing Sharing BRAED successes with member communities, partners, and the public through a number of means including: newsletters, press releases, social media outlets, and through our BRAED Ambassadors; Connecting members to economic development resources; and Members sharing relevant information with BRAED. 2. Promotion Promote BRAED as the go to Economic Development Organization for the region; Promote BRAED as the whole package ; Promote the Eastern Alberta Trade Corridor (EATC) and its mandate; Raise the awareness of East Central Alberta through: information packages, opportunities, social media, partnerships, etc.; Share opportunities that fit within our three priority areas of Marketing & Communication, Business Investment, Attraction & Retention, and Youth Entrepreneurship & Engagement both internally and externally; Promote growth and sustainability of both BRAED and its members in the areas of economic development, community development, quality of life, social wellbeing, environmental health, and business and population retention and expansion; Support and promote tourism organizations and partner when mutually beneficial. 3. Service Delivery Support businesses in the BRAED region in priority areas such as: succession, youth entrepreneurship, training & support, and labour force attraction & retention; Support agriculture, energy, and manufacturing industry development; Assist communities with the transition to increased energy and transportation industries entering their areas; Support supply chain development; Help communities attract and retain long-term residents and support transition of short-term transitional workers and temporary foreign workers to long-term residents; Enhance and increase business involvement with the BRAED organization. 4. Advocacy Be recognized as the first point of contact for economic development inquiries by the Government of Alberta and the Federal Government Be pro-active in advocating for BRAED and regional economic development; Be the voice of two-way communication between governments and communities or businesses; Develop a deliberate system that places BRAED in front of key stakeholders in government and beyond. Strategic Business Plan 2014-2017 4

Battle River Alliance for Economic Development 5. Board Development Maintain effective operations for BRAED; Maintain and continue to enhance BRAED office responsibilities as required; Revitalize relationships with previous BRAED members by showing value and benefits; Maintain excellence in the development of annual operations plan, annual reports, strategic plans, and other written documents and reports; Increase membership and partnerships; Ensure there is a cross-section of expertise on task teams by including BRAED partners, associate members, and affiliate members, as well as other organizations within the region (e.g. Chambers of Commerce, RABCs, CFs, Businesses, etc.) on task teams; Ensure a system is in place for Board and Task Team succession planning; Enhance relationships with funders to a level that is ongoing and transparent; The Battle River Communities offer great family life opportunities... - Tim Doering, Viking The detailed portions of this Strategic Business Plan for 2014-2017 provide additional information on the organizational plans. BRAED develops Annual Operations Plans to guide the organization through the annual work plan to meet their strategic priorities. Strategic Business Plan 2014-2017 5

1.0 Introduction to the BRAED Strategic Business Plan Document 1.1 Background to this Strategic Business Plan This three-year Strategic Business Plan was developed in March 2014 to replace the 2010-2012 BRAED Business Plan. Using the previous plan as our foundation to build from, members from the BRAED Executive and Task Teams participated worked together on February 28, 2014 to update, innovate and make current, the BRAED Strategic Business Plan. By looking at priority areas, realities within the region, and opportunities for the future, the 2014-2017 plan reflects long-term goals for the future of BRAED. Building from where we stand as an organization now, and reflecting on our successes and potential for change, we developed what we believe to be a plan that takes BRAED to the next level. This document will reflect this organizational direction for BRAED. 1.2 History of Planning Documents in BRAED During the formation of BRAED and a meeting to discuss the need for the REDA and with funding from Alberta Municipal Affairs, the group commissioned the development of foundation documents, including: a business plan, marketing plan, communications plan, and position papers on shared services, water resources, and tourism. Those documents created the basis of which BRAED built its foundation as a regional economic development alliance. In planning its sophomore business plan in 2006, BRAED worked from its initial plan and start-up activities and focused on leveraging BRAED s maturing delivery capacity and relationships to focus fully on membership value. In 2009, BRAED added another dimension to its business plan by prioritizing its core businesses, and enhancing its value to membership. Less than one year after the development of the 2010-2012 Business Plan, core government support for all REDAs, including BRAED was significantly reduced. Management and administrative support services, previously provided by government were withdrawn and core funding was to be reduced. BRAED reacted to this major change by undertaking a Go Forward Plan Forum that contained a number of key recommendations designed to enable the organization to survive and thrive. Strategic Business Plan 2014-2017 6

Battle River Alliance for Economic Development 1.3 Methodology In February 2014, a number of BRAED community members and government representatives met for a strategic planning session. We established our timeline to include the fiscal years of 2014-15, 2015-16, and 2016-17. By using information collected throughout the past few years, and by using the 2010-12 Plan as our foundation, we revised and renewed our priorities. We identified a number of areas of improvement and opportunity that are reflected in our Strategic Goals for the next three years. The BRAED Board of Directors continues applying and sharing the information it has gathered to assist its members in the most effective ways possible. Our region has diverse communities that are rich in history, resilient, and have something to offer everyone. - S.H, Camrose Strategic Business Plan 2014-2017 7

2.0 Introduction to BRAED 2.1 BRAED Organizational History In June 2001, elected officials from communities throughout east-central Alberta attended a visioning session to discuss forming a regional economic development organization. The group agreed on the need for such an organization and representatives from five communities formed a steering committee supported by Alberta Economic Development staff. BRAED was incorporated as a not-for-profit in August 2002. In December of that year, a memorandum of understanding was signed with Alberta Economic Development for provincial funding and support. BRAED held its first annual general meeting in the Village of Ryley in January 2003. Since that time, BRAED s members have identified the alliance s five core businesses as: Information Sharing Promotion Service Delivery Advocacy Maintaining Excellence in Governance (Now called Board Development) These five core businesses remain the solid pillars of the BRAED organization. This plan continues to recognize these five goals as fundamental to BRAED. The alliance has changed and developed throughout the past twelve years, and continually strives for growth, innovation, and excellence. Strategic Business Plan 2014-2017 8

Battle River Alliance for Economic Development 2.2 BRAED Region Type to enter text Figure 1: Map of BRAED Region The BRAED region includes Highways 12, 13, 14, 26, 53, which run east-west, and Highways 21, 36, 41, and 56 running north-south as pictured in Figure 1: Map of BRAED Region. Strategic Business Plan 2014-2017 9

The region is rich in resources, one of its most valuable being its people. They are hard working and capable, with strong ties to the land and a deep commitment to their families and neighbours. The region also possesses a healthy variety of economic drivers such as oil and gas, agriculture, manufacturing, retail, construction, and service. The region is ideally situated in the Alberta geography within easy reach of Alberta s largest urban markets and on a major north-south transportation corridor. BRAED, along with Palliser Economic Partnership (PEP), and AlbertaHUB (HUB), recognized this corridor as an asset to their three REDAs and developed the Eastern Alberta Trade Corridor (EATC) in 2008. The leadership of the three REDAs realized they shared a common vision that greater economic benefit could accrue to their combined geographic region by merging their efforts to increase awareness of the many opportunities that exist and address issues that were impeding growth and long-term economic sustainability. The EATC has grown and developed in recent years, and is a major asset to the BRAED region, and the industries and communities residing within the region. The agricultural opportunities are excellent, stabilized by a diversity of businesses. BRAED is fortunate in having a mixed and balanced economy to grow from. 2.3 BRAED - The Organization As of March 31, 2014, BRAED is a partnership of 29 municipalities, 16 associate business members, and 5 affiliate members located in east-central Alberta, promoting economic development in the region. These partners work cooperatively and voluntarily to address regional economic development issues from a regional perspective. Our organization is made up of individuals from each of our communities who work together in a very collaborative atmosphere, are very passionate about what we do, and BRAED is very much a grassroots organization, and very much locally driven. - Bud James, Mayor of Killam and Chair of the EATC As defined by the BRAED bylaws: Associate Members: Defined as a business or for-profit organization, associate members shall be eligible to become members at the discretion of the Board of Directors. Affiliate Members: Defined as a Government Agency and/or a not-for-profit organization, affiliate members shall be eligible to become members at the discretion of the Board of Directors. Strategic Business Plan 2014-2017 10

Figure 2: BRAED Organizational Chart The BRAED organization is governed by a Board of Directors made up of representatives of each of the 29 communities, plus one affiliate member elected by the affiliate membership representatives. Please see Appendix B for a list of BRAED Board of Directors and the communities that they represent. The Executive Committee is composed of seven members in good standing of the Board of Directors, elected annually by the Board. The Executive Committee selected the Chair, Vice Chair, Secretary, and Treasurer. The positions of Chair and Vice-Chair must be filled by municipally elected officials. The Executive Committee manages the operations of the organization on behalf of the members. Planning within the organization occurs at a number of levels. In addition to working with the Board and Executive Committee, BRAED has three well-developed task teams that guide the projects and direction of the organization. The Marketing & Communications, Business Investment, Attraction & Retention, and Youth Entrepreneurship & Engagement task teams work together to create a broad and innovative organizational foundation. Further, BRAED continually seeks out partners from within the region to work with, including people from the Business Community, Post-Secondary, Non-Profit, and Volunteer sectors. These multifaceted linkages strengthen BRAED as an organization and as a region. Planning for the organization takes a long-term view with an emphasis on steady development, viability, and capacity building. Working with our many partners and members strengthens our ability to enhance the economy of the BRAED region. Strategic Business Plan 2014-2017 11

2.4 Core Businesses in the Organization BRAED s five core businesses to support the region are: 1. Information Sharing Sharing BRAED successes with member communities, partners, and the public through a number of means including: newsletters, press releases, social media outlets, and through our BRAED Ambassadors; Connecting members to economic development resources; and Members sharing relevant information with BRAED. 2. Promotion Promote BRAED as the go to Economic Development Organization for the region; Promote BRAED as the whole package ; Promote the Eastern Alberta Trade Corridor (EATC) and its mandate; Raise the awareness of East Central Alberta through: information packages, opportunities, social media, partnerships, etc.; Share opportunities that fit within our three priority areas of Marketing & Communication, Business Investment, Attraction & Retention, and Youth Entrepreneurship & Engagement both internally and externally; Promote growth and sustainability of both BRAED and its members in the areas of economic development, community development, quality of life, social wellbeing, environmental health, and business and population retention and expansion; Support and promote tourism organizations and partner when mutually beneficial. 3. Service Delivery Support businesses in the BRAED region in priority areas such as: succession, youth entrepreneurship, training & support, and labour force attraction & retention; Support agriculture, energy, and manufacturing industry development; Assist communities with the transition to increased energy and transportation industries entering their areas; Support supply chain development; Help communities attract and retain long-term residents and support transition of short-term transitional workers and temporary foreign workers to long-term residents; Enhance and increase business involvement with the BRAED organization. 4. Advocacy Be recognized as the first point of contact for economic development inquiries by the Government of Alberta and the Federal Government Be pro-active in advocating for BRAED and regional economic development; Strategic Business Plan 2014-2017 12

Battle River Alliance for Economic Development Be the voice of two-way communication between governments and communities or businesses; Develop a deliberate system that places BRAED in front of key stakeholders in government and beyond. 5. Board Development Maintain effective operations for BRAED; Maintain and continue to enhance BRAED office responsibilities as required; Revitalize relationships with previous BRAED members by showing value and benefits; Maintain excellence in the development of annual operations plan, annual reports, strategic plans, and other written documents and reports; Increase membership and partnerships; Ensure there is a cross-section of expertise on task teams by including BRAED partners, associate members, and affiliate members, as well as other organizations within the region (e.g. Chambers of Commerce, Rural Alberta Business Centre s, Community Futures, Businesses, etc.) on task teams; Ensure a system is in place for Board and Task Team succession planning; Enhance relationships with funders to a level that is ongoing and transparent; Strategic Business Plan 2014-2017 13

3.0 Strategic Framework 3.1 BRAED Mission, Vision and Value Statements The following statements were developed through much conversation, insight, and collaboration by our strategic planning team that attended the February 28, 2014 session. Utilizing the mission, vision, and value statements from the previous Business Plan, we adjusted our priorities and statements to reflect current and future goals of BRAED. Mission BRAED will work with and provide tools and resources to our members and partners that help to increase their economic development capacity. Vision BRAED as the go to Economic Development Organization for the region. Value Statement As an organization, BRAED will achieve its vision through steadfast adherence to its core values of Credibility, Collaboration, and Innovation. Credibility - we strive to exceed member expectations, adding value through solution created to meet the needs of our region. Our service will be timely, proactive and responsive. We will work within a system of transparency, openness, and willingness to adapt to change. Collaboration - we continue to build on a system of cooperation amongst members and partners through sincere, open communication and teamwork. We value projects that require collaboration, and continually develop a foundation upon which regional economic development will thrive. Innovation - focusing on new technologies and ways of thinking, we will set unprecedented standards of innovation within and outside of our organization. Thinking outside of the box, we will continually adjust and adhere to excellence to ensure that we continually do better. Strategic Business Plan 2014-2017 14

3.2 Our Brand: BRAED Region - You d Love to Live Here, Too The BRAED organization focuses on business development in the larger region. In a regional sense, the following are the characteristics that, in combination, distinguish BRAED from other economic development regions in Alberta. Together, they comprise the BRAED brand: Passionate Individuals - The BRAED Region is filled with passionate individuals willing to promote their communities to the world. They have strong roots in the BRAED region, and understand the assets and challenges within the region better than anyone. In 2013, BRAED created the You d Love to Live Here, Too marketing competition that sought out statements from people within our region to the complete the sentence You d love to live here too, because.... The competition was very successful and gave people the chance to reflect on the reasons they live in the region, which BRAED now uses in their marketing strategy. Eastern Alberta Trade Corridor - Along with a strong transportation infrastructure in our region, our partnership with PEP and HUB to make up the Eastern Alberta Trade Corridor is a great strength. By combining our shared values, geography, and transportation and investment opportunities, the EATC strengthens our message, and our visibility to the province, nation, and internationally. The work that EATC undertakes has direct benefits to our member communities and business partners, and will continue to focus on advancing each community, regional economic development alliance (REDA), and in turn, the EATC through projects, partnerships, advocacy, and resource sharing. Quality of Life - A high quality of life, quality of community, enhanced by a wealth of recreation venues and opportunities, broad healthcare capacity, and good educational facilities, continue to be an asset to the BRAED region. Our focus on safe living environments, sharing each others assets, and our passion for volunteerism adds to the overall quality of living in our region. Well Established Business & Industry - We are fortunate to have welldeveloped agricultural and energy sectors that can support value-added processing in many areas including manufacturing. In addition, the many unique retail and service small-medium enterprises (SMEs) contribute to our well-rounded business community. Proximity to Larger Centres - Our geographical location provides us with easy access to larger centres, including Camrose, Edmonton, Red Deer, and Calgary, and provides the larger centres with access to what we have to offer. If you re looking for a rewarding career, leisure opportunities, or a beautiful place to call home, you will find it here... - Linda Cherry, Camrose Strategic Business Plan 2014-2017 15

4.0 BRAED Region Analysis 4.1 Overview of Current Environment Below is a summary of the Battle River Region from the Regional Economic Indicators Report 1 (last updated in March 2012) provided by the Government of Alberta: Size: 26, 298 square kilometers; 4.1% of Alberta s land mass Population: 69,700 (2010 Statistics); 1.9% of Alberta s Population; between 2006-2010 the region increased in population by 3.2% (in comparison to 8.8% growth at the provincial level) Largest Industry: Agriculture - 17% (2006 Statistics); Healthcare and social assistance - 11% (2006 Statistics); Retail trade and oil & gas - 10% (2006) Fastest Growing Sector: Between 2001 and 2006 the oil & gas sector increased its employment by 40%, followed by construction which increased its employment by one-third Declining Sector: Agriculture - fell by 16% between 2001 and 2006 Establishments With Employees: In 2010 the Battle River Region has 3,715 establishments with employees; 98.1% of the establishment staffed between 1-49 employees. Agriculture Statistics: Battle River Region accounts for 13% of Alberta s cropland; largest producer of spring wheat and oats, second largest producer of canola, and a major cattle producer (2009 Statistics) Energy Sector Statistics: 3% of Alberta s crude oil production; 2.7% gas production; 4.4% of number of wells drilled (2009 Statistics) Effects of Global Economic Crisis: Crisis appears to have subsided in this region; between 2009-2010, the number of EI beneficiaries fell by 10%, and between 2010-2011 the number declines 44% Age Breakdown: Battle River Region s population is older than the provincial average; in 2006, the dependency ratio was at 55%, and old age dependency ratio was at 24.8% Unemployment Rates: In 2010 the region s unemployment rate was 5.6%, lower than the Alberta average at 6.5% 1 Region at a Glance. Accessed from: http://albertacanada.com/business/statistics/battle-river-region.aspx on March 15, 2014. Strategic Business Plan 2014-2017 16

Average Income: $30,625 per taxfiler (43% increase from 2003); $93,100 average income for couples (44% increase from 2003) (2007 Statistics); Alberta s average is $42,570 per taxfiler and $125,485 average income for couples. Education Levels: 2006 census states that the level of education is lower in this region than for Alberta; between the ages of 25-64 years, 34.1% has a post-secondary degree or diploma, as opposed to 48.1% for all of Alberta. However, this region has 15.8% of its population that holds a trades certificate, as opposed to 12.4% in the Province. 21.3% of the Battle River Region did not complete high school, whereas Alberta s average is 15.4%. Major Projects: As of March 31, 2011 there were 15 projects (proposed, planned, under construction, or recently completed) in the region. The total value was $590 million. BRAED MEMBER OBSERVATIONS Population: Populations continue to decline Aging Population Loss of the family farm concept, resulting in depopulation of rural regions Camrose - a major centre within the BRAED region is steadily growing, but other areas are not Challenging to attract families to live and work in the region Housing and child care are barriers that affect our capacity to increase our populations Lack of training in the Welcoming Communities concept affects our ability to attract people The Current Economy: As seen in the census, our average income is steadily increasing Oil & gas is decreasing in our region, we must adjust Need to have more buy-in from companies in regards to selling the community to potential employees Farm size is increasing, meaning less family farms Challenging to attract investment Offer competitive industrial and commercial land rates Housing prices are good, but there is a lack of rental properties Many new, unique and innovate SMEs have opened up A few SME s have grown substantially in the last few years (e.g. Davco) Strategic Business Plan 2014-2017 17

4.2 Critical Issues THE BRAED REGION Similar to other rural regions in Alberta, the BRAED region faces a number of capacity issues. Specific economic and regional issues that are affecting the region include: Underutilization of existing infrastructure (including schools, sewage infrastructure, recreation facilities) Chronic labour shortages - including skilled trades, unskilled labourers, professional positions (doctors, dentists, nurses), young people and young families Costs associated with the development and maintenance of infrastructure including highways, schools, healthcare centres, and recreation facilities Agriculture - costs of start-up and maintenance, competition of larger corporate farms, access to larger markets Tourism - need to develop innovative tourism products, and sell the region Competition amongst communities - thinking as a community instead of as a region The trickle down of the effects of the oil & gas lifestyle - i.e. expectations for high wages, new housing, high-end shopping, etc. Unwelcoming communities A lack of business and community engagement THE BRAED ORGANIZATION As a regional economic development alliance, BRAED is tasked with taking steps to bridge the gaps and increase capacity in the BRAED region. BRAED serves as a well-informed and well-rounded organization that provides both resources, an avenue for collaboration, and innovate projects. That being said, BRAED is limited in its capacity to address all of the regional issues. The critical issues faces the organization in 2014 include: Unstable funding model - depends on government grants and support at all levels Desire to work effectively with governments (provincial and municipal) and be a key stakeholder in regards to government discussions and decision-making, especially those that affect the region Lack of marketability - difficulty selling the organization and raising awareness about what BRAED is and does Engaging all community representatives Engaging business and industry Engaging youth Strategic Business Plan 2014-2017 18

4.3 Opportunities OVERVIEW Based on Collins Hedgehog Concept 2, organizations are more likely to succeed when they focus their strategic efforts at the intersection of what their constituents are most passionate about, what the organization does best, and what drives the organization's economic engine. 3 The intersecting section between the three circles represents where the organization should focus its efforts. It is surrounded by three areas of inquiry that will continue to guide the organization, and ensures that the organization is placing its intent for success in the right places. By continually asking these three questions, Collins says, greatness can be achieved through focus on priority and brand. What are we passionate about? What drives our economic engine? What do we do best? Figure 3: Collins Hedgehog Concept BRAED REGION OPPORTUNITIES By using these three questions, we can asses the BRAED region and the organization to determine opportunities for success. While we are confronted with some serious capacity issues, there is certainly many attributes and advantages in the BRAED region. By branding ourselves through the Hedgehog Concept, we can ensure a clear, focused foundation to continue to build the BRAED region upon: 2 Collins, Jim. Good to Great: Why Some Companies Make the Leap...And Others Don t. New York: Harper Collins, 2001. 3 Swot Analysis - Part 2 and Hedgehog Analysis. Accessed from: http://www.mcneese.edu/president/blog/swot_analysis_part_2_and_hedgehog_analysis on March 20, 2014. Strategic Business Plan 2014-2017 19

WHAT ARE WE PASSIONATE ABOUT? Rural lifestyle Our diverse communities Developing stronger relationships with Government Innovation in business and agriculture Business investment, attraction & retention Retention and attraction of young people and young families Diversity is the definition of who we are, where we come from, and where we are going. - Jonathan Brindza, Ryley Enhancing marketing efforts Eastern Alberta Trade Corridor development WHAT DO WE DO BEST? The BRAED task team volunteers are innovative, creative, and knowledgeable about their communities, which allows us to develop well thought out projects, programs and resources that help to bridge the gaps in economic development in our region Work collaboratively for the benefit of the region as a whole Striving to sell the region as the best place to live and work through a variety of marketing efforts Creating meaningful partnerships with other organizations and businesses in the region Leveraging funds to enhance our ability to lead and partner on projects WHAT DRIVES OUR ECONOMIC ENGINE? As a geographic region - agriculture, oil & gas, manufacturing, service, and retail As an organization - membership fees, government grants, and partnerships Based on the Hedgehog Concept BRAED s current opportunities include: Willingness to innovate - thinking outside the box, developing new ideas and solutions; not reinventing the wheel Enhancing and increasing partnership opportunities Knowledge transfer - sharing resources amongst our communities and externally Enhancing relationships with the Government Developing stronger ties to business and industry Marketing the region through the You d Love to Live Here, Too brand Eastern Alberta Trade Corridor Strategic Business Plan 2014-2017 20

5.0 Critical Factors for Future Success Overview Critical Success Factors are a handful of major (internal and external) factors that affect the organization s successful pursuit of its vision and mission. For the BRAED organization, factors that are critical to its success include: Continued support and participation from the BRAED communities Continued support through funding from the Government Continued delivery of services and programs Engaging broad community and business support to continue the BRAED objectives Continued development of labour force resources Building strong relationships with provincial and municipal governments Enhancing marketing efforts of the BRAED region Researching innovative funding models Focusing on strengths instead of weaknesses Continuing to develop the Eastern Alberta Trade Corridor Engaging communities and the individuals and businesses within the communities Strategic Business Plan 2014-2017 21

6.0 Principal Strategies and Goals Overview Looking at the opportunities and the five core businesses of BRAED, the following elaborates on the principal goals over the next three years. These goals follow the five major organizational goals: Information Sharing; Promotion; Service Delivery; Advocacy; and, Board Development Strategic Business Plan 2014-2017 22

6.1 Strategic Goal 1: Information Sharing Goal 1: Information Sharing Action Item 2014-2015 2015-2016 2016-2017 Develop quarterly newsletters Ongoing Ongoing Ongoing Utilize social media outlets Ongoing Ongoing Ongoing Communications Deliver press releases based on BRAED successes Implement Strategy Share relevant information with our members Update'and'keep'current'through'continuous' Website' improvement'of'the'website'contents'and' Maintenance'and' resources Development Promote'BRAED'organization'and'members' through'site,'including'events'and'resources' available Regional' Cooperation Implement Strategy Continue implementation and assess strategy Continue implementation and assess strategy Purchase and distribute promotional items Ongoing Ongoing Ongoing Externally promote BRAED region as a place to live, work and invest Ongoing Ongoing Ongoing Identify events to sponsor, attend and/or promote Ongoing Ongoing Ongoing Continuous' Improvements' Continuous' including'business' Improvements resources'section'and' move'here'toolkit Continue implementation with appropriate adjustments Continue implementation with appropriate adjustments Continuous' Improvements Ongoing Ongoing Ongoing Maintain'and'interpret'web'statistics Ongoing Ongoing Ongoing Ensure'regional'collaboration Ongoing Ongoing Ongoing Utilize'and'expand' Develop'partnerships'with'other'organizations'and' Introductory'Associate' Continue'with'strategy businesses Membership'strategy Continue'with'strategy Attend'meetings'with'partners'to'respond'to' issues'and'maintain'and'build'upon'networks'and' Ongoing'and'expand Ongoing'and'expand Ongoing'and'expand collaborations Strategic Business Plan 2014-2017 23

6.2 Strategic Goal 2: Promotion Goal 2: Promotion Action Item 2014-2015 2015-2016 2016-2017 Promote BRAED as the go to Economic Development Organization for the region Promote the BRAED region as the "whole package" Promote the Eastern Alberta Trade Corridor (EATC) and its mandate Participate in trade-shows, career fairs, government roundtables and other similar events to promote BRAED Identify shows to attend Assess successes from and develop budget and 2014-15 and establish project outlines yearly agenda for shows Continue if successful Utilize social media outlets Ongoing Ongoing Ongoing Deliver press releases based on BRAED successes Continue implementation Implement Strategy Continue with strategy and assess strategy Develop package Develop and distribute information packages about outline, create Continue with Keep package up to date the region within and outside of the BRAED region brochure, include appropriate adjustments promotional items Develop and update the Utilize the Move Here toolkit pre-existing toolkit website with Outlook Market Research Update and promote Update and promote Work with tourism groups to promote the region Find partnerships with Assess partnerships and Assess partnerships and tourism groups like adjust projects as adjust projects as GoEAST to promote appropriate appropriate the region Develop more community and company videos Work with businesses to assist them with selling the region to new and existing employees Access funds to allow more communities to participate in the video project Assess the project and funding and decide on its future Develop stronger ties with business and offer toolkits, resources and Assess and adjust events that help them better understand the region's selling features Market alongside BRAED Ongoing Ongoing Ongoing Identify shows to attend Attend trade-shows, conferences, government roundtables, and other events to promote the EATC and develop budget and project outlines Assess successes from 2014-15 and establish yearly agenda for shows Assess and adjust Continue if successful Strategic Business Plan 2014-2017 24

6.3 Strategic Goal 3: Service Delivery Goal 3: Service Delivery Business Support Initiatives Community Support Initiatives Action Item 2014-2015 2015-2016 2016-2017 Focus on succession, youth entrepreneurship, training & support, and labour force attraction & retention Support agriculture, energy, and manufacturing industry development Support supply chain development Utilize the Move Here toolkit Assist communities with the transition to increased energy and transportation industries entering their areas Labour force assistance Develop projects to be executed in the 2014-15 Operations plan related to these areas Attend tradeshows and develop resources surrounding business investment and expansion Assess business community needs and develop projects to be executed in the 2015-16 Operations plan related to these areas Assess and adjust these efforts as needed Utilize tools and Assess effort and adjust priority areas within the as needed EATC to assist with this Develop and update the pre-existing toolkit website with Outlook Market Research Develop investment ready toolkit, offer forums for discussion Help communities attract and retain longterm residents and support transition of short-term workers and TFW's to long-term residents Update and promote Continue implementation of toolkit and assess strategy Continue with strategy Assess business community needs and develop projects to be executed in the 2015-16 Operations plan related to these areas Assess and adjust these efforts as needed Continue with appropriate adjustments Update and promote Continue with strategy Continue with strategy Strategic Business Plan 2014-2017 25

6.4 Strategic Goal 4: Advocacy Goal 4: Advocacy Action Item 2014-2015 2015-2016 2016-2017 Develop a deliberate system that places Be recognized at the first point of contact for BRAED in front of key Assess effectiveness and economic development inquiries by the stakeholders in adjust as required Government of Alberta and Federal Government government and beyond Government Relations Other Relations Be the voice of two-way communications between governments and communities or businesses Attend roundtables and invites from government Develop partnership with Ports to Plains through the EATC Be proactive in advocating for BRAED and regional economic development Advocate for businesses in our region Develop a system of communication that provides a transparent voice to the priorities of both government, businesses and communities Ensure that precedence is placed on attending all possible roundtables and other government events Approve MOU and establish ground rules and foundation for partnership Develop tools for our ambassadors and members to use Assess and adjust these efforts as needed Continue with strategy Assess partnership and adjust as necessary Update resources as necessary Ensure to discuss business successes, opportunities for investment & growth, Continue with strategy and continue to develop EATC investment profiles Assess effectiveness and adjust as required Assess and adjust these efforts as needed Continue with strategy Assess partnership and adjust as necessary Update resources as necessary Continue with strategy Strategic Business Plan 2014-2017 26

6.5 Strategic Goal 5: Board Development Goal 4: Board Development Maintain Effective Operations BRAED Governance Action Item 2014-2015 2015-2016 2016-2017 Develop annual reports, operations plans, and keep up to date strategic planning reports and other required documents Engage BRAED members through effective meetings Lead the delivery of the Annual Meet N Greet Maintain and enhance BRAED office responsibilities as required Ensure ongoing Board orientation, training and development including board orientation packages, policies & procedures manuals, strategic plans, operations plans, and other required documents Increase task team numbers Enhance relationships with funders to a level that is onoing and transparent Revitalize relationships with previous BRAED members by showing value and benefits, and increase memberships Develop 2014-2017 Strategic Plan, create 2014-15 Operations Plan, develop 2013-14 Annual Report Host quarterly board meetings, monthly executive meetings, and monthly task team meetings Host Meet N Greet in November Create 2015-16 Operations Plan, develop 2014-15 Annual Report Assess meeting scheduling an adjust as required Host Meet N Greet in November Find training opportunities for Executive Director and Continue with strategy Assistant Create 2016-17 Operations Plan, develop 2015-16 Annual Report Assess meeting scheduling an adjust as required Host Meet N Greet in November Continue with strategy As required As required As required Ensure there is a crosssection of expertise on task teams by including BRAED partners, associate & affiliate members, as well as other organizations within the region (e.g. Chambers, RABCs, CFs, etc.) Continue to work closer with government, and attend all possible events with government, including events that BRAED invites government to Invite previous and potential members to BRAED events, and to sign up for our newsletter Assess each year Continue with strategy Assess strategy and adjust Assess each year Continue with strategy Assess strategy and adjust Strategic Business Plan 2014-2017 27

7.0 References and Works Cited Collins, Jim. Good to Great: Why Some Companies Make the Leap...And Others Don t. New York: Harper Collins, 2001. Region at a Glance. Accessed from: http://albertacanada.com/business/statistics/battle-river-region.aspx on March 15, 2014. Swot Analysis - Part 2 and Hedgehog Analysis. Accessed from: http://www.mcneese.edu/president/blog/swot_analysis_part_2_and_hedgehog_analysis on March 20, 2014 In addition to the resources cited, a number of other plans help to support the BRAED Strategic Plan: Annual Operations Plan Annual Report Alberta Innovation and Advanced Education Business Plan REDA Profiles Community Sustainability Plans Strategic Business Plan 2014-2017 28

Appendix A: Membership List* Village of Alliance Village of Bittern Lake Beaver County City of Camrose Town of Castor Village of Chauvin Village of Consort Town of Coronation Town of Daysland Village of Edberg Village of Edgerton Flagstaff County Village of Forestburg Village of Galahad Village of Halkirk MUNICIPAL MEMBERS Town of Hardisty Village of Holden Village of Irma Town of Killam Village of Lougheed County of Paintearth Village of Ryley Town of Sedgewick Special Areas 4 Village of Strome Town of Tofield Town of Viking M.D of Wainwright Town of Wainwright AFFILIATE & ASSOCIATE MEMBERS Battle River Watershed Alliance Mirror & District Community Development Corp. Veterans Memorial Highway 36 Association Paintearth Economic Partnership Go East Regional Tourism Organization Meridian Manufacturing Group Plasma Trax Manufacturing Hoyme Manufacturing Inc. T & E Pumps Ltd. SK Welding Ltd. League Pipeline Services Ltd. Ribstone Creek Brewery TankStore Ltd. Kinsella Plastics Allied Flux Reclaiming Ltd. Davco Welding Ltd. Bunge Canada Global Fusion Coatings Inc. Pro-Strata Enterprises Inc. East Bruce Manufacturing Ltd. GO East Regional Tourism Group Garry Stevenson Consulting *List is taken from 2014-15 year. May change year-to-year. Strategic Business Plan 2014-2017 29