Economic Development + Tourism Strategy - Ajax Tourism

202 Pages·2010·1.85 MB·English

by  Daniel Van Kampen

Final Report
Town of Ajax
Economic Development + Tourism
Strategy

May 2010
Contents

Executive Summary

1 Introduction 16
1.1 Purpose of the Report 16
1.2 Approach 16
2 Economic Base Analysis 18
2.1 Location in the Greater Toronto Area 18
2.2 Population Growth 19
2.3 Population by Age Structure 20
2.4 Ethnic Diversity 22
2.5 Labour Force Profile 24
2.5.1 Labour Force by Industry 25
2.5.2 Labour Force Flow Pattern 28
2.5.3 Commuting Flows by Place of Work 30
2.5.4 Labour Force by Occupation 31
2.6 Ajax’s Creative Economy 34
2.6.1 The Creative Economy Defined 34
2.6.2 Creative Occupations Defined 34
2.6.3 Creative Occupations 35
2.7 Educational Attainment 36
2.8 Income Levels 38
2.9 Summary of Findings 39
3 Industry Sector Analysis 42
3.1 Location Quotients Analysis 42
3.2 Business Patterns Assessment 45
3.2.1 Key Business Characteristics 46
3.2.2 Creative Businesses and Enterprises 48
3.3 Target Sector Opportunities 50
3.3.1 Business and Information Technology Services Sector 51
3.3.2 Health Care and Social Services Sector 52
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3.3.3 Wholesale Trade Sector 54
3.3.4 Sustainable Energy & Technology-Based Manufacturing Sector 55
3.3.5 Tourism Sector 57
3.4 Summary of Findings 59
4 Employment Land Review 61
4.1 Assessment of Ajax’s Employment Areas 61
4.1.1 Quality of Eastern GTA Industrial Product 61
4.1.2 Quality of Ajax Employment Lands 63
5 SWOT Assessment 76
5.1 Strengths 76
5.1.1 Depth of Skilled Workforce 76
5.1.2 Growth in Cultural Diversity 76
5.1.3 Housing Affordability 77
5.1.4 Strong Regional Energy Sector 77
5.1.5 Good Quality of Life 77
5.1.6 Good Range of Tourism Assets 77
5.1.7 Serviced, Shovel-ready Employment Land 77
5.1.8 Presence of and Proximity to Post Secondary Education Institutions 77
5.1.9 Competitive Business Costs 78
5.1.10 Accessibility to 400 Series Highways 78
5.2 Weaknesses 78
5.2.1 Lack of a Common Community Vision 78
5.2.2 Bedroom Community Mentality 78
5.2.3 Transportation Infrastructure 79
5.2.4 Lack of a Unique Identity or Brand 79
5.2.5 No Tourism Brand 79
5.2.6 Lack of a Vibrant Downtown 79
5.2.7 Pickering Village not Positioned as a Destination 79
5.2.8 Failure to Leverage Regional Assets 80
5.2.9 Lack of Local Business Amenities 80
5.2.10 Lack of Recognition that Manufacturing is Playing at a Global Level 80
5.3 Opportunities 80
5.3.1 Target Investment Attraction Efforts 80
5.3.2 Ensure that Small Businesses are Sustainable 80
5.3.3 Promote Green Initiatives in the Town’s Older Industrial Areas 81
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5.3.4 Attract Knowledge-Based Employment 81
5.3.5 Leverage the Local Cultural Diversity 81
5.3.6 Create Stronger Linkages with Post Secondary Institutions 81
5.3.7 Develop Downtown Ajax into a Civic and Business Centre 81
5.3.8 Position Pickering Village as a Cultural Destination 82
5.3.9 Develop Ajax’s Tourism Product Offering 82
5.3.10 Capitalize on Emerging Culinary Tourism Market 83
5.3.11 Create a Unique Marketing Message 83
5.4 Threats 83
5.4.1 Resistance to Change 84
5.4.2 No Incentive for Landowners to sell Employment Lands 84
5.4.3 Decline of Manufacturing Sector 84
5.4.4 Inadequate Business Tools for the Knowledge Based Workforce 84
5.4.5 Strong Competition for Tourism Dollars 84
6 Framing the Economic Development Strategy 85
6.1 Current Policy Framework 85
6.1.1 Town of Ajax Strategic Plan and Community Vision 2007-2010 86
6.1.2 Ajax Integrated Community Arts and Cultural Plan 86
6.1.3 Pickering Village Land Use Planning and Urban Design Study 87
6.1.4 A Strategy to Develop the Tourism Industry in Durham Region 87
6.1.5 On the City’s Edge – Creative Economy Strategy for Durham Region, 2009 88
6.2 Ongoing Economic Development Programming Initiatives 88
6.3 Emergence of Key Themes 89
6.3.1 Target Strategic Growth to Ensure Economic Sustainability 91
6.3.2 Leverage Regional Opportunities and Assets 92
6.3.3 Strengthen Local Business Community 93
6.3.4 Create “Places” that Attract Investment and Interest 94
6.3.5 Reflect a Growing Creative Culture 95
6.3.6 Broaden Marketing and Promotional Efforts 96
7 The Strategy 97
7.1 Setting the Vision 97
8 Performance Monitoring and Metrics 119
8.1 Performance Measurement 119
8.2 The Logic Model of Performance Management 120
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8.3 Economic Development Metrics 121
8.4 Performance Measures to Consider 123
8.5 Providing Top-Notch Service 125
8.5.1 A Strong Web Presence 127
9 Conclusion 128

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List of Figures
Figure 1 – Location in the Greater Toronto Area ........................................................................................ 18
Figure 2 - Historic and Current Population Growth, 1996 to 2006 .............................................................. 19
Figure 3 – Projected Population Growth, 2006 to 2031 .............................................................................. 20
Figure 4 - Age Structure, Town of Ajax, 2001 and 2006 ............................................................................. 21
Figure 5 - Population Growth by Age Group, 2001 to 2006 ........................................................................ 22
Figure 6 - Population by Visible Minority Status, 2001-2006 ...................................................................... 23
Figure 7 – Top 10 Immigrant Populations by Country of Origin, 2006 ....................................................... 24
Figure 8 – Town of Ajax Labour Force Profile Comparison, 2001, 2006 and 2009 .................................... 25
Figure 9 - Labour Force by Industry, Town of Ajax, 2001, 2006 and 2009 ................................................ 27
Figure 10 - Labour Force Growth by Industry, Town of Ajax, 2001, 2006 and 2009 .................................. 28
Figure 11 - Labour Flow Analysis, Labour Force 15 Years and Over by Industry, Town of Ajax, 2006 ..... 29
Figure 12 - Commuting Flows, Ajax as a Place of Residence, Census Subdivisions, 2006 ...................... 30
Figure 13 - Commuting Flows, Ajax as a Place of Work, Census Subdivisions, 2006 ............................... 31
Figure 14 - Labour Force by Occupation, 2001, 2006 and 2009 ................................................................ 32
Figure 15 - Labour Force Growth by Occupation, Town of Ajax, 2001, 2006 and 2009 ............................ 33
Figure 16 - Creative Economy Occupations ............................................................................................... 35
Figure 17 - Labour Force by Creative Occupations, Town of Ajax, 2001 to 2009 ...................................... 36
Figure 18 - Educational Profile, Town of Ajax, Region of Durham and Province of Ontario, 2006 ............ 37
Figure 19 - Post-secondary Education Profile, by Major Field of Study, Town of Ajax, 2006 .................... 38
Figure 20 - Proportion of Total Population with Personal Income, 2000 and 2005 .................................... 38
Figure 21 - Proportion of Households by Income, 2000 and 2005 ............................................................. 39
Figure 22 - Location Quotients for 2-Digit NAICS Industries, Town of Ajax, 2001-2006 ............................ 44
Figure 23 - Location Quotients for 2-Digit NAICS Industries, Region of Durham (Census Division), 2001-
2006 ............................................................................................................................................................ 45
Figure 24 - Number of Business Establishments by Industry, Town of Ajax & Durham Region, June 2003
and 2009 ..................................................................................................................................................... 47
Figure 25 - Business Establishments by Size, Town of Ajax, June 2009 ................................................... 48
Figure 26 – Creative Business Establishments, Town of Ajax, June 2003 and 2009 ................................ 50
Figure 27 – Tourism Industry, Town of Ajax, 2001 to 2009 ........................................................................ 58
Figure 28 – Comparison of key statistics in Eastern GTA, Durham Region and Ajax ................................ 62
Figure 29 – Ajax Employment Areas .......................................................................................................... 64
Figure 30 – Ajax Employment Areas – Target Sectors, Key Location Criteria, Specific Recommendations
.................................................................................................................................................................... 71
Figure 31 – Performance Management Logic Model ................................................................................ 120
Figure 32 – Markham QSQP Model .......................................................................................................... 121
Figure 33 – Community Vitality Index for Wakefield, Quebec .................................................................. 122
Figure 34 - Economic Development Measures to Consider for Core Responsibilities ............................. 124
Figure 35 - Evolution of Economic Development Services ....................................................................... 126

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Appendices
I Key Document Summaries
II. National American Industry Classification System (NAICS) Definitions
III National Occupation Classification (NOC) Definitions
IV Ajax Economic Development and Tourism Survey Results
V Stakeholder Interview Participants
VI Tourism/Product Match

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Executive Summary
The Town of Ajax has seen rapid population growth in recent years due in part to its location on the
eastern side of the GTA. The benefits of having one of the most affordable housing markets in the
Greater Toronto Area and proximity to Toronto has driven much of this population growth. However, the
expectations that the community would realize economic opportunities in terms of related employment
growth and business investment have not been achieved.
Coupled with these observations, is the fact that both the global and provincial economies are changing -
rapidly and irreversibly. The decline of manufacturing in leading industrialized economies, the aging of the
baby boom generation, the dramatic increase in immigration and its implications for Canada’s workforce,
the rise of a highly mobile knowledge-based workforce – all of these new realities hold the potential to
shape and challenge Ajax’ opportunities for future growth.
For the Town to embark on an economic development and tourism strategy at this time, requires a fresh
approach. While the traditional models of investment attraction – INDUSTRIAL RECRUITMENT + SITES
= JOBS remain viable, Ajax is well positioned to benefit from the economic development and tourism
approach of larger jurisdictions (i.e. Region of Durham) and better capitalize on the strengths and talent of
its workforce and the unique community assets that contribute to the Town’s quality of life experience of
its residents. This new approach puts INNOVATION + TALENT + QUALITY OF PLACE at the forefront of
economic development programming for communities determined to attract high value, sustainable
employment and investment. By taking this approach, the Town will be able to better position and market
itself as progressive and responsive to both the demands of the marketplace and ultimately its residents –
those that live in the community now and those that will come in the future.
Key Objectives
The overall objectives for the Town’s economic development and tourism planning process include:
• providing the Town of Ajax with guidance and support for the efficient use of resources and to
encourage the development of knowledge by Town staff and Council on issues related to
economic development and tourism;
• identifying strategic directions and objectives that support the strengths of Ajax’ current economic
base and incorporate new opportunities for economic growth;
• recommending a direction and tactics that support increased inter-municipal collaboration among
area municipal and regional economic development departments; and
• identifying action plans for reaching the Town’s goals and an approach for monitoring and
reviewing progress on the implementation of the strategy.
Millier Dickinson Blais was contracted by the Town of Ajax to prepare an action oriented and
innovative economic development and tourism strategy that would guide the economic development
activities of the Town. The approach to the creation of this economic development and tourism
strategy has included several key components:
1. A background and literature review (refer to Appendix I for key background document
summaries);
2. An economic base analysis of the Town of Ajax and surrounding area;
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3. Community consultation in the form of focus groups, stakeholder interviews and community
surveys;
4. A SWOT assessment (strengths, weaknesses, opportunities and threats) to determine the key
issues impacting the Town’s ability to attract and retain business investment;
5. The identification of key sectors and opportunities for economic growth; and
6. Consideration of key performance indicators to ensure effective implementation of the economic
development and tourism strategy.
The resulting strategy is both visionary and practical; and more effectively positions the Town of Ajax to
respond to emerging opportunities as it relates to business investment and growth, both now and in the
future.
Summary of Key Findings – Economic Base Analysis
The Town of Ajax has experienced strong population growth in recent years which has translated into
strong labour force growth across a broad range of industries. The Town is clearly a significant exporter of
employment to other jurisdictions, particularly Toronto, but opportunities for growth and business
investment have emerged.
Based on a high level review of the Ajax economy including its recent labour force performance, the
following findings are considered relevant to the development of a Town of Ajax Economic Development
and Tourism Strategy.
• The current population of the Town of Ajax has increased 39.9% from 1996 to 2006. Since 2006,
Ajax is estimated to have grown by an additional 16.7% or 15,060 people. Much of this growth is
fuelled by the Town’s available municipal infrastructure capacity and overall housing affordability
in the Greater Toronto Area. The strong rate of growth illustrates Ajax’ continuing appeal to
families as well as the broader population.
• The Town of Ajax is a comparatively young community with 30.8% of the population under the
age of 20. However, the strongest rate of growth is occurring in the population 45-64 years of age
suggesting the presence of older families. This is reinforced by the concentration of population
under 20 years of age. This future workforce represents a significant opportunity for the Town to
maintain a young workforce – where other communities across Ontario are dealing with an aging
workforce - provided advanced education and employment opportunities are available.
• The population by visible minority status in the Town of Ajax grew by 79.1% between 2001 and
2006 based on strong growth from the Southeast Asian, Arab, Filipino and Black residents.
Visible minorities comprise 34.1% of the local population compared to 22.5% in the Province.
With future labour force growth in the province dependent on the attraction and immigration of
skilled workers from outside of North America, the Town of Ajax is well positioned to attract and
retain workers from diverse cultural groups. This will help to ensure strong future
competitiveness and economic growth and should factor in any of the Town’s marketing and
promotional efforts.
• The Town of Ajax has a higher proportion of households earning in excess of $90,000 per year
compared to the Region of Durham and the Province. With average household incomes
estimated to increase, higher disposable incomes may translate into a demand for a greater
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