Coming%20of%20Age%20in%20a%20New%20World%20Update%20on%20Shaping%20Greater%20Sudbury

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Coming of Age in a New WorldUpdate on Shaping
Greater Sudburys Economic Development
Agenda2015

• Presentation to Council
• January 8, 2003

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Innovation has become the defining challenge for
global competitiveness. To manage it well,
companies must harness the power of location in
creating and commercializing new ideas. Michael
Porter and Scott Stern, MIT Sloan Management
Review, Summer 2001
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Coming of Age in a New WorldLeadership Matters
for Prosperity

• Essential nutrients for growth all elements
• are present, but in need of a supplement
• Diagnosis 4 out of 7 conditions for wealth
• creation require attention
• Focus on
• quality of place to attract and retain talent
• existing and emerging wealth
• incubating new sources of wealth

• Developmental
• Requirements
• Growing Pains
• Growing Up

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Developmental Requirements Essential Nutrients
for Growth in the New Economy

• Quality of place natural, recreational and
  lifestyle amenities to attract and retain talent
• Local strength to build regional and global
  prosperity
• Spatial proximity of interconnected firms and
  institutions to feed community/cluster growth
• Dense collaborative learning networks to
  stimulate learning and sustain cluster
  development
• Government leadership to create an environment
  in which innovation can take off

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Assessment of Sudburys Prospects Quality of
Place

• Leverage and market much more
• - Close proximity to wilderness and natural
  environment
• Affordable housing
• Safety and security
• Desirable lifestyle

According to a KPMG study, quality of place
enhances the attractiveness of a job by 33.
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Assessment of Sudburys Prospects Local Strength

• Celebrate and accentuate
• Mining supply and services sector, a gem which
  is growing in size and value
• Becoming known for eco-industrialism (Globe and
  Mail article, 2002)
• Wired city, ready for more action
• New medical school, a boon for all sectors
• Increasing number of attractions, building on
  unique history

A paradoxical consequence of globalization
accentuates rather than minimizes the
significance of the local context for innovative
activities. David Wolfe, Social Capital and
Cluster Development in Learning Regions, 2002
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Assessment of Sudburys Prospects Spatial
Proximity

• Great potential
• Mining and environmental spin-offshuge
  opportunities
• Strengthening linkages and synergies in health,
  tourism and education will incubate new areas of
  wealth generation

The hedgehog concept is not just about building
on strength and competence but about
understanding what your organization truly has
the potential to be the very best at and sticking
to it. Jim Collins, Good to Great, 2002
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Assessment of Sudburys Prospects Dense
Collaborative Learning Networks

• In early stages
• Key champions have stepped up to the plate
• GSDC taking leadership
• Multiple discussion forums in community
• Passion for change

The production paradigm of this new economy is
highly dependent on localized or regionally-based
sources of knowledge and learning. Given the
social nature of learning and innovation, these
processes work best when the partners involved
are close enough to one another to allow frequent
interaction and the easy, effective exchange of
information. Peter Maskell and Anders Malmberg,
Cambridge Journal of Economics, 1999
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Assessment of Sudburys Prospects Government
Leadership

• Much more wanted
• To build civic pride and Sudburys image
• To commit to a long term strategy
• To remove red tape
• To partner with private sector to build local
  strength faster

Governments can contribute by removing
regulatory and other barriers to the expansion of
the cluster, sponsoring forums to bring together
cluster participants, encouraging effortsto
attract potential suppliers and service
providersproviding improvements to the
transportation, communications and other
infrastructure needed Michael Porter, Economic
Development Quarterly, 2000
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Creating a Report Card

• August-September 27 interviews completed with
  community leaders on perceptions of Sudburys
  strengths and weaknesses.
• September 11 Perceptions verified during
  meeting with 40 community leaders

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Growing Pains 4 out of 7 conditions for wealth
creation need attention
Factor What is included Sudburys Grade
Achievable quality of life Housing, health care, recreation and culture B
Accessible technology Universities, research labs, corporate RD facilities that discover new knowledge B-
Advanced communications Availability of access to digital communications B-
Acceptable business climate Set of regulatory and administrative requirements and services in the region C
Adaptable human resources Institutions and programs that produce workforce capabilities in the region C
Available financing Institutions that provide capital for seed, expansion, and renewal D
Adequate physical infrastructure Facilities for commercial and industrial sites, water, power, waste disposal, transportation E
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Drafting a Strategic Vision

• November 27 and 28 meetings with 90
  community leaders to discuss potential for
  economic development in four areas
• Education
• Tourism
• Health and biotech
• Natural resources

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Growing UpA Vision for Greater Sudbury 2015
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Engine 1 The best mining supply and services
in the world

• Be a leader in manufacturing cost-effective
  equipment and tools for deep mining, including
  mine safety, and innovative processing of natural
  resources.
• Leverage technology assets and mining robotics
  expertise for energy, space and military
  applications.
• Create a world-class mining engineering school.

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Engine 2 A city for the creative, curious and
adventuresome

• Upgrade and revitalize infrastructure downtown
  and surrounding area with businesses and
  amenities that support a high-tech environment
  and attractive urban living experience.
• Make public transportation seamless and
  accessible for students, residents and visitors.
• Recognize and reinforce the attainment of higher
  education as a cultural norm

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Quality of Place Indicators

• 2002 study commissioned by the provincial
  government to rank 25 Canadian cities with
  populations of 100,000 on indicators related to
  economic prosperity
• M. Gertler and R. Florida, Competing on
  Creativity Placing Ontario Cities in a North
  American Context, November 2002

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How Sudbury Ranks out of 25 Canadian Cities

• 4th lowest on Talent Index proportion of the
  population 18 with a BA or higher
• 2nd lowest on Bohemian Index employment in
  artistic and creative occupations
• 8th lowest on Mosaic Index proportion of
  foreign born
• Lowest on Tech-Pole Index high technology
  industrial output relative to total output

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Engine 3 The Muskoka of the North

• Leverage natural amenities, environmental
  successes and geological history as recreational
  and lifestyle attractors.
• Selectively enhance arts and cultural attractions
  to fit unique heritage and local strengths.
• Position Greater Sudbury as superior to Muskoka
  for recreational living.

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Engine 4 Innovator in 21st century health
research and service delivery

• Build world leadership in rural medicine an
  integrated, collaborative system of prevention,
  promotion and delivery at each stage of need and
  lifecycle.
• Incubate and pursue biotechnology R D, linked
  to clinical strengths (eg. Cancer treatment).
• Raise commercialization bar patents, trademarks,
  new products, R D expenditures, scientists and
  engineers.

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Engine 5 A model for eco-industry and
renewable energy

• Lead the nation in development and use of
  sustainable energy technologies (eg. Earth Care
  Sudbury).
• Adopt a leading-edge and supportive policy
  framework for community energy efficiency.
• Build eco-friendly places and products to attract
  talent, tourists and businesses.

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Coming of Age in a New WorldLeadership REALLY
Matters for Prosperity

• Developmental Requirements
• Growing Pains
• Growing Up

• Supplement all five
• Start with the worst and all the rest benefit
• Get good at collaborating

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Overall Role of Council

• Act as one unifying voice be unwaveringly
  committed to the Vision
• Set priorities for investments and initiatives
  consistent with the Vision
• Champion Report Card improvement

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Specific Strategies for CouncilThe 3 Ps

• Policy Improve Greater Sudburys attractiveness
  for industrial and commercial development
  cost-competitiveness and red-tape
• Processes Fast track more efficient and
  customer-focused ways of doing business with the
  city to attract, retain and develop local
  business
• Program Priorities
• Information Improve the accuracy of and access
  to information on Greater Sudburys current
  assets and future plans
• Image -- Start now to market Greater Sudburys
  Vision

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Immediate Action Items for CouncilThe 3 Is

• Image Continue to invest in beautifying the city
  (flowers, landscaping, signage, etc.)
• Information Clarify current assets by
  commissioning two profiles a) mining supply and
  services, and b) tourism
• Infrastructure Set goals for improving Greater
  Sudburys transportation system in each of the
  next three years

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Quick Wins in the Next Six Monthsfor Greater
Sudbury

• Enhanced presence of Economic Development on
  Greater Sudbury Website
• Dedicated staff in place by January 2003
• Modifications to Website completed by March 2003
• Making Sudbury more youth friendly
• Discussions ongoing between City and three
  educational institutions
• Decision on Bus Pass plan by June 2003
• Joint marketing brochure
• Discussions ongoing between City and three
  educational institutions
• Go/No-go by February 2003
• Improving the Report Card
• GSDC will identify two priority issues from the
  Report Card and will present recommendations
  for action to Council by the end of April 2003

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Next Steps for GSDC Economic Development Strategy

• In partnership with stakeholders
• validate Vision
• identify priorities, high impact projects and
  ownership
• determine structural entities for sustainability
  (eg. Mining Industry Council, Tourism Board)
• clarify roles and responsibilities develop a
  road map

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Toward the Future

• You are rich when you meet the demands of your
  imagination.
• Henry Joyce

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Appendix Contents

• Detailed perceptions behind report card ratings
• Detailed rankings of Canadian cities on quality
  of place indicators

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Achievable Quality of Life

• POSITIVES
• unparalleled physical beauty, access to
  wilderness, lakes and recreation
• affordable housing
• Sudburians are resilient with a track record of
  facing up to adversity and making change
• big city living in a small town
• hub referral centre of the North

• NEGATIVES
• too little attention to arts and culture
• 20 dont have family physicians
• above average morbidity and mortality rates
• collective inferiority complex

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Accessible Technology

• POSITIVES
• world class mining expertise
• research growing at university and hospital
• existing expertise Neureka

• NEGATIVES
• tend to work in silos not much collaboration
  across sectors limits cross-pollination
• research accomplishments are unknown

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Advanced Communications

• POSITIVES
• broad banding of community
• strong existing infrastructure

• NEGATIVES
• cellular black holes at city limits
• challenge is to leverage existing infrastructure
  need users

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Acceptable Business Climate

• POSITIVES
• large local market compared to most Northern
  communities

• NEGATIVES
• inadequate incentives for companies relocating or
  small business ventures
• less of an entrepreneurial spirit than in the
  South Mother Inco mentality
• too much red tape for developers, limiting bylaws
• too little attention by Council and staff to
  needs of business
• perception that amalgamation has distracted
  politicians from focusing on planning for the
  future
• City needs to market itself internally and
  externally to overcome inferiority complex

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Adaptable Human Resources

• POSITIVES
• 3 post-secondary institutions
• bilingual workforce

• NEGATIVES
• lower participation rate in post-secondary
  education than in the south
• historical lack of recognition for education (eg.
  wage differentials)
• losing youth and those with expertise to the
  south cant attract skilled workers
• negative perceptions associated with collective
  agreements
• not enough role models and infrastructure to
  support entrepreneurial ventures

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Available Financing

• POSITIVES

• NEGATIVES
• too much reliance on government grants
• most financing decisions are made in Toronto
• lack of local angel funding for good ideas
  conservative consensus funding limits innovation
  lack of risk funding

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Adequate Physical Infrastructure

• POSITIVES
• Hwy. 69 will be four-laned over 10 years

• NEGATIVES
• airport runway 300 ft. too short for FedEx planes
• no longer a rail link to deep water port
• roads within Sudbury, not in good repair
• confusion over availability of serviceable land
  need an inventory of existing infrastructure
• unattractive first impression of the city from
  Hwys. 69 and 17.
• lack of sufficient investment in flowers and
  landscaping to beautify the city
• need assurance of cheap source of energy

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Quality of Place The Talent Index
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Quality of Place The Bohemian Index
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Quality of Place The Mosaic Index
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Quality of Place The Tech-Pole Index