2013 strat plan public doc revised june low res

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Making the Most of an Historic Opportunity

2013 - 2016 Strategic Plan

INTRODUCTIONRegina sits on the cusp of an historic opportunity.

With country leading economic growth, the lowest unemployment rate in Canada for a number of years running, numerous multi-billion dollar projects underway and slated to begin, a full slate of major events coming to Regina, historically high hotel occupancy rates, a downtown undergoing a major expansion and revitalization, a proposed new stadium, inner city housing development and relocation of the CP container port downtown to the Global Transportation Hub making way for new commercial �� from across the country: one could sit back and say let the good times roll. Or, one could say this is an historic opportunity to take Regina to a whole new plateau and set us on the path of sustainable growth, prosperity and vitality for generations to come.

At Regina Regional Opportunities Commission (RROC) we believe that the latter is the necessary choice we must make at this time, and do so with dedication.

The economic growth we have seen is rooted in the capital investment in extraction of natural resources, due to global demand for commodities. The prices of commodities rise and fall on a cyclical basis, and our economy is subject to the repercussions of those cycles just as any other economy that is dependent on natural resources and primary agricultural production.

��economy we want for the future, we will be faced with the reality of deferral or cancellation of major projects, falling employment, overbuilt housing stock, and falling real estate prices.

While growth of the economy is considered necessary for continued prosperity, growth itself brings new challenges to the community as well. It has been evident from monitoring other rapidly growing communities that, even when foreseen, the �� and related labor for infrastructure is one of the challenges the community needs to deal with.

� �� !�"��looking for diverse housing stock is another challenge the community will face, and the ability of the private sector to meet this need is something that needs to be monitored and potentially addressed.

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Social implications are another factor that may become prevalent if newcomers are not welcomed into the community or if residents fall behind on the socio-economic front through unemployment or low income.

Each of these issues is important and are being considered in the rolling out of RROC’s strategy for 2013-16.

#�� community is the tourism industry. Not only is tourism responsible for bringing 1.65 million visitors to the city each year, who spend a total of $285 million on goods and services, it also accounts for over 10% of employment in the region. Tourism is an export industry, as it brings new money into our community.

&�� "�� where the product leaves our region, is that in the case of tourism the buyer comes to our community to experience all that we have �� brand of Regina, and helps to showcase the great features and activities in our city to visitors, whether they are here for leisure, special events, conventions, meetings, tradeshows, or business. Tourism also builds vibrancy for residents of our community because without it there would be fewer restaurants, hotels, taxis, retail stores, entertainment venues, and in fact basic goods and services. RROC will build on the existing tourism industry in our region by focusing on sales and marketing of all that Regina has to ��

If we want to build Regina’s future on a sustainable path of prosperity, we need to plan and act now on a number of levels upon which our economy is built: talent, entrepreneurship, investment, and infrastructure. RROC’s role in supporting the sustainable growth of our economy is largely captured in the above areas, however a vibrant community also needs balance between its economic factors and its cultural, social and environmental factors, and support and coordination with the proponents of each of these is necessary for success.

More than ever, vibrant, successful communities are ones that have recognized that people choose to live where they want to and economies thrive or fail on that decision. Corporations, more than ever before, choose to locate and stay where people want to live. For that reason, the quality of life in Regina is as important as any of the other factors that individuals, companies and investors look for.

RROC will pursue sustainable economic growth leading to prosperity for all residents of Regina.

This is an historic opportunity to take Regina to a whole new

plateau and set us on the path of sustainable growth,

prosperity and vitality for generations to come.

2013-2016 Strategic Plan

2013-2016 RROC STRATEGY MAP

Identify, develop and promote opportunities that advance economic prosperity for the Regina region.

RROC is recognized as a leading catalyst driving economic prosperity of the Regina region.

Mission

Vision

RROCTourism Economic Development

What we do for Stakeholders

We assist Regina businesses to prosper by attracting leisure visitors,

events, media, trade, and business travel to Regina and to encourage visitors to extend their stays and

build return visits.

We act as a uniting force to the tourism industry in Regina, providing

leadership to the community.

We will build and execute growth strategies for:

TalentEntrepreneurship

InvestmentRegional Infrastructure

Collaboration

We promote unique experiences to our visitors, the travel media and

trade.

We are the main source of travel information on Regina to inquiries at

home and abroad.

We assist local organizations in developing and securing events to

Regina.

We will: - promote job and career opportunities- incubate Regina Industry Education Council- create a newcomer settlement strategy- deliver a business planning competition- support immigrant entrepreneurs with business settlement services - provide general business start-up and expansion support through the RROC Business Resource Centre- provide site selection and support- provide leadership and support to the Moose Jaw - Regina Industrial Corridor.

What we do for Customers

We are focused on becoming a sales and marketing organization.

We are focused on building strong, collaborative relationships with our

stakeholders.

�� collaboration model, building a site

��

communications with stakeholders.

Internal Processes

Improve IT infrastructureEstablish performance culture

Create distinct Tourism and Economic Development divisionsAttract and retain top talent

Capacity

Secure Core Funding that enables the organization to thrive Financial Model

TOURISM DIVISION OVERVIEW

For all types of travel, 1.65 million person

visits were made to Regina in 2010 by Saskatchewan residents, other Canadians, and

visitors from the USA and

overseas. Tourism generated

$285.7 million in consumer spending in

Regina.

To put Regina on the map as a tourism destination.

Mission

For the Tourism Division to be recognized as the Destination Marketing Organization for Regina, driving the economic prosperity of Regina and Region.

Vision

' �� "�� not had the success desired. Our analysis of other destination marketing organizations (DMOs) indicates they have a much higher focus on sales and marketing (by percentage of headcount allocated within their organizations) than Regina does. Regina currently has a much higher emphasis on service and support. This must change. In order to successfully create economic impact and also �� *��

The most important thing RROC can do for tourism is to create a foundation with sales and marketing functions, tools and processes in order to build a credible and long-standing business operation.

Overview



TOURISM STRATEGIC PRIORITIES

1. Achieve a funding model that allows RROC to thrive.

2. Turn the Tourism Division into a sales and marketing organization.

3. Communicate our direction, relevance, and purpose to our stakeholders.

Tourism Strategic Priority #1: Achieve a funding model that allows RROC to thrive.

OUTCOME STRATEGIC STATEMENT OBJECTIVE MEASURES

RROC is able to implement the plan that is submitted to grow and achieve.

The organization has been challenged � �� +/47��have our funding model stabilized to be able to grow and develop as an economic and tourism driver for the community. Our strategy in this regard is to build trust in the organization through engagement with the community and our funding partners to grow tourism in the region.

To create a process with the Regina Hotel Association (RHA) to approve a program and project expenditures on a regular basis with our annual planning in order to be a strong funding source in 2013.

Secured funding from the RHA based on the plan presented to them.

To create a strategic plan that allows the City of Regina to engage and support RROC � �� plan.

Secured funding from the City of Regina.

Build a framework for a Tourism Partnership Program to assist in joint marketing programs with stakeholders ready to launch in 2014.

Framework approved by the Board of Directors.


Tourism Strategic Priority #2: Turn the Tourism Division into a sales and marketing organization.


Increase the visibility of Regina as a tourism destination of choice to the trade, visitors, media, event producers and selection committees in order to increase visitation.

Much of the challenge for tourism is arising from the lack of relationships, not �� lack of awareness that Regina even has a tourism function for the city. In order to successfully create economic impact and also draw visitors to Regina, we must �� *��organization.

Increase visitation numbers to and spending in Regina by focusing on the four following targets: Leisure Market, ;��<� ��= �� our Core, Home Grown Events.

Measurement produced by annual results put out by Tourism Saskatchewan based on Stats Canada research. We will surpass the 1.65 million person visits, ��+/4/�

Develop the travel trade program.

Create a minimum of 3 packaged products and begin to sell.

Create a sales infrastructure for special events.

Close a minimum of 5 special events in 2013 creating further upward momentum for 2014.

To create awareness of the Tourism and Economic Development Divisions of RROC.

Create a marketing communications plan to deliver benchmarks for upcoming years.

To build a part time travel media program.

Increase media visits to a minimum of 12.

Build the framework in 2013 for a Tourism Partnership Program that will be implemented in 2014.

Have framework of Tourism Partnership Program approved by the Board of Directors.

Tourism Strategic Priority #3: Communicate our direction, relevance, and purpose to our stakeholders.


The Tourism Division is successful in 2013 with the programs that are community based and we are seen as a force to lead tourism in Regina.

The organization has had a weak relationship with its stakeholders. 2012 has begun the journey of redeveloping relationships and establishing credibility. We will continue this journey by being solid with our identity, relevance and purpose to tourism and their businesses.

=�� *��to bring visitors to Regina – that engages our stakeholders.

Execution of an advertising campaign in 2013 that unites the community in drawing visitors to Regina.

To continue to build a strong relationship with the RHA, by working together in the community.

Creation and execution of agreed upon programs with the RHA that drive tourism business to and awareness of Regina.

To have regular stakeholder meetings and gatherings to keep everyone mindful of the ��and share industry ideas between all stakeholders.

In 2013 - hold 2 events which brings together major players in the tourism industry.


ECONOMIC DEVELOPMENT DIVISION OVERVIEW

Identify, develop and promote opportunities that advance economic prosperity for those who invest, work, learn and live in Regina.

Mission

The Economic Development Division will be recognized as a leading catalyst driving the economic prosperity of the Regina Region.

Vision

Based on an analysis of several economic prosperity drivers including; talent, entrepreneurship, investment, infrastructure, jobs and accommodation, the Economic Development Division will focus on the following areas of the economy:

1. Talent2. Entrepreneurship3. Investment4. Infrastructure

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Overview

Photo Credit: Jenn Nelson


ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES

1. Attract and retain talent needed to ensure economic growth in the Regina region.

2. Grow the Regina region economy through the promotion and support of entrepreneurship.

3. Support the attraction, placement and expansion of business investment in the Regina region.

4. Identify the infrastructure neccessary to sustain the region’s economic growth.

5. Build the internal capacity to successfully support the economic growth and prosperity in the region.

Economic Development Strategic Priority #1: Attract and retain talent needed to ensure economic growth in the Regina region.


Employers will have access to the talent necessary to achieve success.

Regina region economy is one of the fastest growing metropolitan areas in the country. In order to sustain the current levels of economic growth, one of the most important factors to consider is the ability of employers to identify, attract and retain the talent necessary for success. RROC will support the talent needs of the employers in the region by addressing some of the key talent issues in the region.

Create talent linkages in the region and stay current on talent issues.

Provide a report to the Board of Directors updating them on Federal and Provincial talent issues and initiatives.

Work with stakeholders to put in place a Regina Industry Education Council (RIEC).

If funding approved, establishment of the RIEC.

With Ministry of the Economy, Saskatoon Regional Economic Development Authority (SREDA) and others, organize �� industry.

Survey of employers and �� participation in National Job Fair or alternative.

Develop linkages between key stakeholders involved in supporting newcomers to Regina.

Report to Board of Directors on gap analysis in community related to settlement issues.

Economic Development Strategic Priority #2: Grow the Regina region economy through the promotion and support of entrepreneurship.


Regina will become a vibrant hub of successful new and growing businesses.

One of the key measures of the health of an economy is the prevalence of entrepreneurship and start-up companies. RROC will support the promotion and nurturing of entrepreneurship through a business planning competition, immigrant entrepreneur settlement services and the operation of a Business Resource Centre.

Enhance our provincial business planning competition.

Successful execution of a 2013 competition.

=��available through our Business Resource Centre to support business start-ups.

Renewal of current level of Western Economic Development (WD) funding.

Provide business settlement services for immigrant entrepreneurs on behalf of the Labour Division of the Ministry of the Economy.

Renewal of the contract to provide service.

Economic Development Strategic Priority #3: Support the attraction, placement and expansion of business investment in the Regina region.


Regina will see new investment attracted to the region from outside markets.

Saskatchewan’s economic growth over the past 5 years has been primarily driven by investment in natural resources �� investment. In order to ensure that the Regina region continues to attract and secure new investment in the economy, by working with the business attraction department of the Ministry of Economy, RROC will develop enhanced services and processes for attraction and placement of investment.

Development of an investment-focused site selection tool and an internal prospecting and sales process so that the Economic Development Division can respond properly and �� investment opportunities. Work will be aligned with the ��K��Economy.

Create, organize and package site selection information and services for potential investors on the RROC Economic Development website.

Creation of an internal prospect pipeline process to identify and track prospective investment.

Provide leadership and administration to the Moose Jaw-Regina Industrial Corridor Group, in the development of a strategic growth and marketing plan for the corridor.

Completion of the strategic plan and marketing program for the corridor; and advancement of the �� investment to the Belle Plaine industrial area.

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Economic Development Strategic Priority #4: Identify the infrastructure neccessary to sustain the region’s economic growth.


All levels of government will be aware of the infrastructure needs of the region to support the investment that is occurring.

Lessons from high-growth areas have proven that infrastructure is one of the primary building blocks for sustainability of ��#=�� of the new infrastructure that could help sustain the region’s growth.

Pursue a partnership with the Canadian Management Association of Consultants - Sask. Branch (CMC) to develop a “Saskatchewan Check-up Report” focusing on the importance of Regina and Saskatoon to Saskatchewan’s economy and their infrastructure needs to sustain their growth.

Creation of the partnership of RROC, CMC Saskatchewan and SREDA to undertake the creation of the report.

Economic Development Strategic Priority #5: Build the internal capacity to successfully support the economic growth and prosperity in the region.


The Economic Development Division will have the necessary capacity to make a ��Q��economy.

RROC requires the core capacity and capability to undertake the work necessary to achieve its mandate. To support the enhancement of capacity, work will be undertaken to increase the available core funding and thereby enhance RROC’s ability to develop and deliver on key projects.

Implement a new Investor Program to engage business leaders in shaping the economic future of Regina, and to build additional revenue for RROC to explore new opportunities that create value for the economy.

Begin work on developing the concept of an advisory committee that would be consulted semi-annually by the Board regarding the work of ��#=� �� of future opportunties that RROC might pursue. Eventually, this committee could develop into a revenue generating investor program for RROC.

Develop a model for successfully identifying, managing and delivering projects for government and the private sector.

Successful execution of existing contracts �� winning of one new one.


RROC BOARD OF DIRECTORSMurad Al-Katib President and CEOAlliance Grain Traders Inc./SaskCan Pulse Trading

Edmund BellegardeTribal ChairmanFile Hills Qu’Appelle Tribal Council

Tony Coppola Sr. Vice President Finance and AdministrationSaskatchewan Gaming CorporationRROC Board Chair

Neil Donnelly Vice President Events and EntertainmentEvraz Place

Michael FougereMayorCity of Regina

Frank HartPresident & Managing DirectorGreystone Managed Investments Inc.

Rick KriegerOwner, McNally’s Tavern Partner, Broken Rack Billiards, Midnight Media

Rita MilenkovicPresident & CEOMerit Travel Services

James Rybchuk Q.C.Partner, McDougall GauleyRROC Board Vice Chair

Vianne TimmonsPresident and Vice-ChancellorUniversity of Regina

Bud Van IderstineSenior Vice-President=��Q�=�[�� \��

RROC STAFFEvelyn Cerda?��@��#]��(306) [email protected]

Cuiyan (CC) ChenFinance Manager (306) [email protected]

Alison FraserTourism Development Manager(306) [email protected]

Larry HilesPresident & CEO(306) [email protected]

Sandra JackleSpecial Events Consultant(306) [email protected]

Lisa MitchellPublications Manager(306) [email protected]

Shaadie MuslehProject Coordinator(306) [email protected]

Meka OkochiVice President & Director of Economic Development(306) [email protected]

Wanda PosehnVice President & Director of Tourism(306) [email protected]

Andrea Soby#]��K ��(306) [email protected]


ECONOMIC MEASURESThe following economic measures are the indicators RROC uses to measure overall growth in the Regina region.

2007 2008 2009 2010 2011 2012 2013F 2014F 2015FGDP at basic prices($M 2002)

7,863 7,840 8,457 8,928 9,439 9,789 10,134 10,531 10,863

GDP at basic prices growth rate

-1.1 +5.6 +5.7 +3.7 +3.5 +3.9 +3.2

Personal Income per capita

37,646 40,460 41,697 43,933 46,397 47,689 48,891 50,766 52,639

CMA Total Population (‘000)

203 206 210 215 219 223 226 230 234

CMA Total Population growth rate

+2.2 +2.0 +1.9 +1.9 +1.8 +1.6 +1.6

Labour force (‘000) 115 119 115 119 123 126 129 133 136

Goods (# of employees ‘000)

18 19 19 21 20 22 23 25 25

Services (Number of employees ‘000)

92 96 96 98 103 104 106 108 111

Unemployment rate (%)

4.8 3.9 4.4 4.8 4.7 4.0 4.2 4.1 4.0

Retail Sales ($M) 3,748 3,982 4,109 4,369 4,733 5,076 5,332 5,614 5,894

Value of building permits ($M)

337.6 342.3 458.3 523.7 646.5 n/a n/a n/a n/a

Total Housing starts 1,398 1,375 930 1,347 1,529 1,315 1,232 1,301 1,326

Innovation Place Economic Impact ($M)

230.8 193.7 266.9 272.5 277.1 290.3 n/a n/a n/a

CPI Percentage change (2002=1.0%)

2.6 3.2 1.7 1.5 2.8 1.8 2.3 2.2 2.1

International migration (net)

1,028 1,631 2,014 2,517 3,256 4,035 n/a n/a n/a

Interprovincial migration (net)

262 513 668 1,678 1,181 n/a n/a n/a n/a

Intraprovincial migration (net)

510 850 850 n/a n/a n/a n/a

Visitors - Saskatchewan (M)

8.7 8.5 8.9 9.1 n/a n/a n/a n/a n/a

Visitors - Regina (M) 1.5 1.5 1.5 1.7 n/a n/a n/a n/a n/a

Traveller expenditures - Saskatchewan ($M)

1,296.4 1,385.2 1,496.9 1,285 n/a n/a n/a n/a n/a

Traveller expenditures - Regina ($M)

239.1 280.5 289.3 285.7 n/a n/a n/a n/a n/a

f = forecasted

Sources: Conference Board of Canada, Statistics Canada, Tourism Saskatchewan, Saskatchewan Ministry of Advanced Education, Employment and Immigration.

CONTACT US:Regina Regional Opportunities Commission1925 Rose St.Regina, SaskatchewanS4P 3P1Toll free: 1-800-661-5099Local: (306) 789-5099Email: [email protected]

Website: www.reginaroc.com

ABOUT RROCRegina Regional Opportunities Commission (RROC) is the agency responsible for advancing economic development and tourism in the Regina region.

The Tourism Division works in collaboration with the Regina region’s tourism sector and industry partners to promote and enhance Regina as a destination experience, and encourages the retention, development, attraction and growth of its tourism industry. It attracts visitors and residents to explore Regina’s leisure, business, and special event tourism, which account for $285.7 million of the regional economy.

The Economic Development Division creates and implements economic strategies to grow and sustain prosperity in the Regina Region. This is accomplished by actively promoting the Regina region to attract investment, as well as encourage, retain and develop growth opportunities for businesses in the Regina region.

Together, these divisions ensure that the Regina region prospers as �� experience for visitors, and a place of choice with a high quality of life for residents.

MANDATEThe following mandate was established as Regina City Bylaw # 2009-20.

|� Create and implement an economic development strategy to grow and sustain prosperity in the Regina region.

|� Encourage the retention, development, attraction and growth of business and tourism products and services for those who live, work, visit and invest in the Regina region.

|� Market and promote the Regina region for business and tourism.

Photo Credits: Jenn Nelson, Luke Fandrich and Eric Lindberg

2013 strat plan public doc revised june low res

Documents

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tourism industry

new commercial

new plateau

new money

case of tourism

tourism responsible

brand of regina