Mavor’s Economic Prosperity Report

Submitted to Mayor Fontana

London, Ontario May 6,2011

Carol Stephenson, O.C. Co-Chair Mayor’s Economic Prosperity Council

Gord MacKenzie Co-Chair Mayor’s Economic Prosperity Council

May 6,2011

Letter of Transmittal from Co-Chairs

His Worship, the Mayor City Hall 300 Dufferin Avenue London, Ontario

Dear Mayor Fontana,

"Leaders are those that can bring about change and get things done only by bringing people together, not by doing it alone".

These were the words of former Governor General Adrienne Clarkson, speaking at a conference on Sustainability a t the Richard lvey School of Business a t The University of Western Ontario on the eve of our Economic Prosperity Council Meeting.

This is what Mayor Joe Fontana asked us to do. Bring together citizens of London and provide our collective advice on the economic prosperity of our city. Over 150 citizens participated. They were divided into nine groups, called "pillars" representing many of the key sectors of London's economy. On March 10,2011 these participants provided their insights and recommendations.

This report outlines the highlights of these discussions held over approximately two months. Eight recommendations are made in this report which form the broad strategic direction for the city. We encourage Council to endorse and implement this strategic direction.

Our mandate was to develop a broad strategic roadmap for economic prosperity. It was never intended to be an economic study aimed a t predicting the number of jobs that could be created, nor does it assess the potential impact on London's Gross Domestic Product (GDP), nor does it provide a financial plan or business case supporting those ideas. But rather, this report contains the opinions of many people working day to day in these sectors.

Many of these ideas are not new. In fact, when reviewing some of the past reports prepared by various task forces of City Council, London Economic Development Council (LEDC), and others you will find many of these same recommendations. From the Creative City Task Force Report, approved by Council in spring of 2005, to the Downtown Task Force Report presented in early 2008 to the report called London's Next Economy, endorsed by London Economic Development Corporation, Tech Alliance of Southwestern Ontario and the Stiller Centre for Biotechnology

Commercialization, similar themes emerged. This tells us we do not need more studies to generate good ideas. We need the collective will to put these ideas into action. Many of these ideas have been implemented by our city government and other leaders in the city. But, m ~ r e can be done.

What became clear to us as Co-Chairs of this process is the collective enthusiasm and optimism that exists t o propel London to the next level of prosperity. It is also clear to us this i s not exclusively the role of the Mayor and City Councillors. While the City can assist by enabling certain conditions such as world class infrastructure, ease of accessing City Hall's services, etc., City Councils do not create jobs and economic prosperity. It is the businesses, large and small, and the public and private institutions who create opportunities and contribute to the health and prosperity of a city. We think Londoners are up to this challenge!

Gord MacKenzie Co-Chair Mayor's Economic Council

Carol Stephenson, O.C. Co-Chair Mayor's Economic Council

Report Highlights and Recommendations

The following extracts some of the repeated themes found in the various subgroups’ reports and the collective discussion on March 10,2011. Following are our top priority recommendations.

1. The C i t v needs a transformational uroiect downtown

Many of the reports from technology to education to small business sectors pointed to the need to continue the improvements to downtown. However, they pointed out it is time to undertake a transformational project which will have a similar transforming impact that the John Labatt Centre, the London Public Library, and the Covent Market Garden made to London‘s downtown a decade ago. This transformational project could build on the City’s brand of excellence in education and healthcare and serve to lever other growth in the core. While a specific project was not recommended, there is support for more arts/creative educational links, such as Fanshawe’s proposed downtown campus. Other transformational projects should be considered that will encourage more people to live and work downtown. By far, this recommendation was shared by most groups and emerged as the leading recommendation.

2. Advocate for imoroved access t o and from the city

Since London is situated in such an ideal corridor for economic development, it is important to ensure access to our City is easy.

This includes advocating to ensure London is included as a ”destination” on any Quebec to Windsor high speed rail corridor, advocating for more direct air connections to and from London, and continuing our work to establish London as a transportation hub given its location (48% of all Canadian exports pass London). London’s airport needs t o continue to capitalize on its gateway position and leverage its Free Trade Zone Status. London’s train station should be more welcoming and attractive.

3. Ensure London Models an “Ouen for Business” Attitude

Several sectors (manufacturing, technology, real estate and development) pointed to the need to ensure London models an “open for business” attitude. This may include “one stop shopping” for services a t City Hall; co-location of services for small business enterprises; special fast-track structures and processes that are customer focused, time sensitive, seamless and efficient that meet the needs of business.

4. Build on London‘s Strengths

LEDC has recommended high growth sectors on which London should concentrate to maximize economic prosperity. These include advanced manufacturing; agri-food; renewable energy; medical devices; technology; digital media; food processing; and, transportation logistics.

LEDC should continue t o focus on these areas. Recommendations for investments have been given to Council to maximize our success in many of the high growth, new economy areas. Act on the business cases that have been presented to Council.

The City, LEDC and other stakeholders will be implementing plans for a Business Enterprise Centre (BEC) that will provide a single point of entry and contact for any business requirement in the city. With the participation of city staff, LEDC, Small Business Centre, other partner stakeholders and other government partners, the BEC will provide the required resources to assist any business inquiries, licensing, permits and support.

Continue to support growth of our large existing global and national companies (e.g. 3M, McCormick, London Life, TD Financial Services, General Dynamics, Labatt) to ensure we capture growth opportunities.

In addition, continue to develop a single vision for our highly regarded healthcare sector given i ts impact on our regional economy. Develop a national and global leadership role around a shared health vision.

Similarly, our educational sector displays strength in various areas. Capitalize on these strengths, develop national and global reputations in selected areas.

5. Creative Economv - Foster. Measure. and Promote

As the creative economy sector group pointed out, "this is not just about 'artistic activity', but includes all creative activities regardless of the ultimate product or service they may generate - linking innovative ideas to successful operations.

Creativity in the disciplines of arts, heritage, museums, libraries, festivals, sports, film and audio, tourism, performing arts, scientific research, technological application and testing, planning, urban design and cultural district development, architecture, advertising, marketing, photography, engineering, etc."

Ensure we foster, measure, and promote the economic impact on London's economy and include in our strategic planning. Review the Creative Cities Task Force Report approved in Spring of 2005 t o assess progress against recommendations. Many of these recommendations are what aid in attracting new people to London and keep our young, creative class here.

6. Bold New Partnershitx

London needs t o be bold. We must not be afraid of striking up new partnerships beyond the confines of our own region or our traditional partners. Many of the recommendations contained above will require new and existing partnerships in order t o execute them. These may be public-private partnerships to ensure the financial resources required to implement large projects or they may be global partnerships in order t o work with the very best in the world to achieve the excellence for which we strive. Seeking out global 'sister' cities who are focusing on similar priorities may also make good partners. Ensuring federal and provincial governments are working in tandem with our economic initiatives is vital.

7. Measure Our Prowess Over Time

Decide which indicators of economic prosperity we wish t o measure and obtain tools to measure our progress. Third party existing tools that compare us to a set of competitors and can measure progress over time are recommended. Ensure accountability for these indicators is assigned.

8. Celebrate Our Successes

Many sectors noted we are quick to criticize and slow to celebrate our successes. While some specific tactics were mentioned, this i s a change in mindset. When a community displays a “buzz” about i ts progress and achievements, it is contagious and attracts the attention of others.

Finally, we would like t o mention the work of the human service and social enterprise sector. Our belief is with a prosperous economy, the quality of life for all should improve, thus reducing the real needs many in our community face. Until that time, this sector should be integrated into any planning we undertake. Excellent work has been undertaken to define the needs of our community. Creative solutions such as social enterprises are being established to help solve these problems.

In summary, we see these recommendations forming the basic foundation for London‘s economic prosperity road map. We believe alignment around these strategic imperatives is important to our future.

Acknowledgements

The Co-Chairs thank those who took on the role as Chairs of the nine sectors. They were joined by some of the top leaders in the various sectors. The time and talent of all who contributed was appreciated.

Trade and Commerce: Fraser Petley

Small Business: Lisa Fisher-Ferguson Stewart Blair

Education: Ray Won Howard Rundle Amit Chakma

Health: Ray Won Dan Ross Ruthe Anne- Conyngham

Manufacturing: Angela Francolini Marvin DeVries

Creative Economy: John Winston Marnie McGarry

Real Estate and Development: Beth Cormier Peter Whatmore

Human Service and Social Enterprise: Martha Powell Jim MacKinnon Don Donner

Technology: Marilyn Sinclair Brian Semkowski

Resource and Support Group: Jeff Fielding

Also, thanks go to the Economic Prosperity Council Coordinators, Tim Kavanagh and Todd Gillick. Along with Susan McElroy, they coordinated meetings of the Council and sector meetings. They also shaped the format that was used for the process.

Finally, thanks go to Jeff Fielding's team, particularly Annette Drost and Jennifer Buchanan who assisted with the facilitation of meetings for the attendees. They worked tirelessly in the background to support the Council's work. Also, thanks t o the Councillors who were able to participate.

M ayo r 's tconomic Prosper Council

Summary of Pillar Reports

June 2011

Change and Cooperation

Summary of the MEPC Pillar Reports Prepared by: Tim Kavanagh and Todd Gillick - MEPC Coordinators

This summary outlines the common threads and themes contained in the ten Pillar Committee Reports. The Mayor’s Economic Prosperity Council (MEPC) participants took direct aim at the questions posed by the Mayor they rolled up their sleeves and got to work in both the formal and informal sessions and the results illustrate the significant discussion, reflection and debate that went into the reports that were presented in March.

The three questions were answered.

1. What can the City of London do to be more welcoming and aitractive to business?

2. What do you see as the “low hanging fruit” in the area of business expansion andjob creation?

3. How can the City of London improve how ITDOES BUSINESS with London business?

Following the presentation of the Reports the documents were reviewed in detail. The analysis evidenced each group had developed long range and short range goals and the group members and the community were committed to continue to develop and present ideas and solutions to Londoners through fhe MEPC. This report deals with the street level actions that were tabled.

The Pillar Co-Chairs, members and inspired Londoners have much to offer our city in concept and action. Many of the solutions and suggestions to the three questions are actions and initiatives best implemented by individuals, business and organizations. Some, and we have noted them in this report, have already begun. The decision to move ahead with ideas formulated or solidified at the MEPC speaks to the initiative of Londoners at the grassroots level. It will be those who are able to seize opportunities and dedicated to improving their community, who will ultimately create the momentum to move our city in the right direction. The MEPC has illustrated it will be Londoners, from all walks and sectors, who will bring workable ideas and solutions to the forefront and put them before business, elected representatives (at all levels of government) and who will then initiate the joint ventures and creative partnerships as required. It will be Londoners who will (and are) stepping up to the plate with their investments; those who possess a ‘‘just do it” attitude, who will ultimately find the investment dollars and the partners required to make a difference in our city.

The MEPC has given our community an opportunity to be re-energized, to lift its head and look forward, to come together face to face in an atmosphere of cooperation and hope and leave the table with action plans. The MEPC provided a forum and framework and place for those critical “ah-ha moments”.

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As a result of the economic challenges and political change, cities across our country and around the world are reinventing themselves. There is a forced renaissance taking place globally and London has recognized it has the creativity, the experience and the visionaries to transform itself - to try something new. The ball’s in London’s court and play is underway. London is positioning itself to be counted among the winners.

Change and cooperation were the recurrent themes as the Pillars laid out their solutions to the three questions. Utilizing and building on industry and technologies in place was also a common message, as was the need for the sectors to break down current silos and to intensify the sharing of resources.

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Question: What can the City of London do to be more welcoming and attractive to business?

Smart Town: Make London an educational hub and centre of excellence for education. UWO & Fanshawe are actively recruiting international students as part of an initiative to capitalize on global education. Promote our highly skilled workforce. Monitor and survey graduating classes for data regarding where they are findingjobs, why they choose to stay or leave London and what would keep them here.

Work has begun on this initiative. Discussions are underway regarding an international high school to be located in the downtown. Fanshawe College Arts Program building will be located in the downtown by 2013 - an initiative supported by Council.

Engage Youth: This was a recurring theme and the identified need for employment opportunities for this sector was paired with the need to keep our trained and talented young people in the city.

Work with organizations like Emerging Leaders, Young Professionals

To succeed London needs to create:

healthy downtown needs people

a vibrant clean and safe hub and an interesting culture. a downtown that will attract youth. a downtown that encourages more people to live in the city’s core, provides housing for all income levels and the necessary services to support a “work where you live” lifestyle.

International scholarships and internship programs with private business and not for profits

Consider expanding downtown boundaries.

Small business needs to be aware of the financial incentives and tax breaks available for development in the core. Expand incentives for small business start-up and include tax and hydro breaks. Technology must be active in the downtown -make the core a hot spot for internet users. Pay phones were the communications connection en masse in the 60’s and 70’s - today we are a wireless society and Londoners have to be able to connect 24/7.

Public Private Partnerships (i.e. parking garage, new city hall, new residential development)

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Work has begun on this initiative. The Downtown Summit was held in April and more than 200 Londoners attended the live event and many more participated online.

Transportation & Connections to the World:

48% of all Canadian exports pass by London’s door. Improved access to and from the city requires a connection north to 401. Remove traffic lights from VMP. VMP needs to continue to 402. Make the most of the 401 - 402 corridor and offer new business investment access to the major roadway and rail system.

Work has begun on this initiative. An environmental review has been approved to consider extending the Veteran’s Memorial Parkway south of the 401 to Wilton Grove Rd. The province has announcedplans to build two new interchanges - at Wonderland Rd. in the west end and at Veterans Memorial Parkway in the east.

Via Rail and Airport Gateways need improvement - consider corporate sponsorship for all gateway design and maintenance cost. London needs new airline connections to U.S. -TO FINALIZE the Free Trade Zone. London needs to be part of a high speed rail connection in the Windsor to Montreal corridor.

Work-Work-Work: Establish an Enterprise Centre - A one-stop facility and resource centre for business which would house representatives from LEDC, Small Business Centre, Tech Alliance, Stiller Centre and other business related offices that currently operate out of City Hall. In addition, the location would provide space for federal and provincial Ministry offices.

Empower our BIAS

Establish a Small Business Advisory Committee to study best practices from other communities. Share this information with local BIA’s and business groups. Provide a forum for business to promote itself- milestones - accomplishments - the good news siories from within the community. Celebrate London business. - local business can submit milestones -and promote London to London - not membership based. City and businesses should have a presence at all London Post Secondary Institution job fairs.

Clearly ENHANCE the role of LEDC in London AND ITS other Economic Development Partners (Chamber, LDI, Home Builders, Keep London Growing Coalition, Tourism London, London Convention Centre ...) London business success deserves and warrants attention.

Welcome to London -ALL new businesses should receive a comprehensive package of information regarding City services, business organizations, LEDC contacts and resources,

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Agenda item c pa e # -A

promotions material for the City including a City flag. Yes, our businesses and institutions should all have City flags.

London’s promotional materials should be in all of our Embassies and Consulates all over the world. All of our international businesses should be given a City of London package.

Made In London: Manufacturing AND Land Development (Housing) is alive in London and there are opportunities to increase this sector’s presence and growth. Expand on solid foundations. FOOD processing, medical devices, advanced manufacturing and support existing manufacturing and renewable energy focus (Mayor’s Sustainable Energy Council).

Infrastructure: Make available serviced land - it’s got to be turnkey. Best-in-class technology enable infrastructure. Transportation gateway.

Incentives: Tools for investment - grants, subsidies -tax incentives Maintain no development charges for manufacturing Payback analysis before establishing service costs New tools for land development (front ending agreement), development charge incentives for intensification, new areas and new housing development.

Inspiration: Attitude is important - Open for Business Big city amenities without quality of life compromise Vision: London “Brand Promise”

Entrepreneurial and Innovation City.

City of Ideas.

Believe In London: Commercialization Fund: Establish a fund for new business enterprises to encourage the commercialization of research business and other sectors. Funds would be raised by private investors.

Establish a fund for new business enterprises to encourage the commercialization of research business and other sectors. Funds will be raised by private investors. When similar initiatives have been implemented in cities across North America they have been very successful in boosting the levels of promising growth in commerce and entrepreneurship.

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Work has begun on this initiative. The specific purpose of the fund is as follows: Provide ear& siage London based companies wiih enabling capiial to accelerate market entry growih and stability Invest in locally developed talent ihat generates knowledge based employment opportunities and entrepreneurial experiences within ihe city. Provides a Fair Reiurn for ihe investors lo ensure the fund’s long term value and role building local business. Keeps business in London.

0 Provides ongoing siewardship of the invesiment community to support these companies in measuring performance. Deal flow - government andprogress reporting of measurable success.

CSTAR is an example of investment opportunity and global reach as research becomes reality. London can be a national leader in the medical research to market products, technologies, training and then on to local manufacturing and distribution.*

*See Commercialization Fund.

Work in collaboration with LEDC, Tech Alliance, World Discoveries, & Businesses (new & existing)

Leverage Provincial and Federal Funds. Private Sector / Venture Capital Leveraging

People - People - People: Human Resources: Promote London as a Centre for Economic and Social Innovation because it is THE TRAINING Capital of Canada.

Welcome newcomers and demonstrate our diversity. Establish and promote visible and active policies, programs and projects that engage and assist immigrants and new comers. Social enterprise can be a partnership with for profit - not-for-profit and government. Continue to work with other levels of government to expedite recognition of education and certifications of immigrants. BUILD THE WORK force of the future (skilled trades, professional development).

Children and Youth are a priority. Excellence in Training for Human Services - Centre for Social Innovation Market London as regional not-for-profit centre

Welcome to the Neighbourhood: Growth and expansion on Horton Street @ Boy’s and Girls Club - Goodwill - Salvation Army.

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Work has begun on this initiative. The following are examples of innovation that is currentIy occurring within our community: London Shared Human Services Partnership: Children’s Mental Health Alliance: Child and Youth Network: SYN Centre: Venture London

Question: What do you see as the “low hanging fruit” in the area of business expansion and job creation?

Shop at Home: The fastest and most productive harvest will be the existing businesses in London. Knock on the door and ask how can we help you to expand, streamline the process to growth, network to establish local partnerships.

There’s money in Arts, Culture &Entertainment: London needs cultural districts - identified - supported - promoted. This includes market areas and artisans must be encouraged to locate in these areas. UNLEASHING THE full potential of our Arts, Culture & Heritage sectors.

When awarding City contracts it should be a benefit if a company is local Award extra points to London companies.

On the Waterfront: Encourage Development of Thames River - a waterfront - a natural heritage site. There are opportunities to improve our waterfront - hey - let’s call it a waterfront.

Then promote London to “boomerangs” (those who were educated in London or grew up in London but went somewhere else) because we want to show them why they should come back.

Much More Than 0’s and 1’s: Technologies - 80/20 -go to big employers and see what can be done for expansion and new jobs. Focus on top three -growth from within -and prepare to invest with them. Digital Media is a growth industry for London.

They’re Here: Immigrants, newcomers and students have an economic value to the city. Londoners need to learn about that value. Student leaders need to learn more about the city they live and go to school in. Establish a mentoring co-op program between small business and students. Develop an economichusiness orientation for students. Educate Londoners on who lives in London and what’s the city business landscape look like.

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Work has begun on this initiative. The City has been working with community partners and other levels of government to connect with immigrants and newcomers and to address their needs. Early in the year the Immigration Portal was launched. Working with our Multicultural Council and Partners (Cross Cultural Learner Centre, WIL etc)

If.You Can’t Beat Them: We live in the age of technology and instant messaging - video messaging - downloads and real time experience. Is the medium the message? Who knows, but the distribution of ideas, images and editorial isn’t limited to traditional media. Want the London message to be positive -deliver it yourself.

Work has begun on this initiative. Mayor Fontana has continued his online Virtual Town Hall meetings to allow Londoners to speak directly to him about city issues and City actions. He has included two Special Edition Broadcasts - one to promote the Clean and Green Community Initiatives andprograms and the other to continue the discussions started by the Downtown Summit.

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Establish Team London in other communities -not only nationwide but worldwide.

Partner with other municipalities to share best practices.

BUSINESS TO BUSINESS People to people

Yes, there is a Doctor in the House: The Health sector is London’s largest employer with 14,000 employees. It is also the medical hub for Southwestern Ontario and a destination for out of province patients. The talent pool in all disciplines is very deep and there is tremendous potential for business expansion, promotion and support for clinical expertise, and an opportunity to be a leader in Health Research. BE A LEADER IN the world. Leverage these competencies. Brag about Clinical Health Community - here -and around the world - because science and health should cross borders. SIMULATION I Robotic Technologies

Work has begun on this initiative. The LEDC is hosting a Medical Technology Innovation MTI Symposium in mid-June. This two day conference will explore the business and management issues related to the commercialization, innovation, and adoption of medical technologies.

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Question: How can the City of London improve how IT DOES BUSINESS with London business?

Stepping up to City Hall: City must be customer focused and like business and be able to demonstrate fiscal responsibility. Need to understand clients and their business -understand and acknowledge cost delays. In the business world time IS money. Delays cost money, inefficiencies cost money, misplaced files cost money, confusing and contradictory responses cost money. It all adds up.

The Question must be: “How can we make this happen for you?” THIS WILL BE OUR NEW POLICY.

Get a Sign - OPEN for BUSINESS and hang it at the front door.

Make City of London easier to access - One stop model - single contact See Enterprise Centre.

Social development/partnerships - with developers - housing Review of by-laws by focus groups - business - staff- by-law - interested citizens (see report) Proper delegation of all files during staff absences. It’s your job to know where the files are. Outgoing interviews with staff to promote better work experiences and improved service. Advisory Process for Construction Industry Consider working through LEDC for internships & summer program job opportunities at the secondary and post secondary school level. Org chart should be public. Make Comment and Question forms available - at desks and online. There should be staff accountability and service evaluations should be posted. It is a tool to improve service, recognize areas of strength and develop better practices to improve service. Remove silos between engineering and planning. Urban Design Guidelines must be refined to fit uses and locations - implementation now too discretionary Review of Legal department mandate.

Work has begun on this initiative. The City is making a cultural change from the top down. ‘ X t Your Service” is the branding and re-strueturing, training and accountability are key elements of the shift. The strategy for development and improvement in the downtown area is underway. The City is an active member of SWEA and looking for ways to achieve competitive utili@ rates.

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MEPC Next Steps:

The Mayor’s Economic Prosperity Council invited Londoners to share ideas and visions. I t sparked their imaginations and brought them together with an original request for a few hours of their time and attendance at a couple of meetings. The Mayor asked members to consider three questions and formulate actionable solutions that would he@ get London moving in the right direction. The Pillar members gave much more and many have requested an opportunity to return to the table in the future, so they may review the impact and effectiveness of their suggestions and to advance additional ideas.

This is the first in a series of reports.

Thank you to all the Pillar Co-Chairs and the MEPC members for your time, expertise and vision. Thank you to Susan McElroy for her assistance in preparing this report.

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