By Pepper Parr
March 22nd, 2016
BURLINGTON, ON
The Burlington Economic Development Corporation (BEDC) created a 10 year Economic Vision that is a foundational part of the strategic plan the city approved at the standing committee level last night.
The economic visions acts as both a standalone economic strategy which outlines in detail the vision for Burlington’s economy and will also be fully integrated into the City of Burlington 2015 Strategic Plan.
From the left: JCBourne and Norm McDonald of consultants KPMG, Frank McKeown, BEDC Executive Director, Councillor Paul Sharman, Andrea smith, Official Plan review manager and Councillor Blair Lancaster at a strategic Plan review meeting.
Burlington Vision 2025 will allow the business community to better understand the economic situation in Burlington and its position in the changing global economy, create a clear direction for economic growth in Burlington, help to address the economic pressures and trends in the region and act as the roadmap to economic prosperity in Burlington. The result will be a focused economic strategy that illustrates our short and long term objectives and identifies the strategies that will allow us to achieve them.
The development of Vision 2025 was founded on two core principles:
Understanding our current situation through data analysis and
Engaging stakeholders to create a common vision that can be achieved in partnership.
An extensive baseline analysis and stakeholder engagement process was undertaken to support these objectives which engaged over 300 stakeholders through a combination of interviews, surveys and workshops. This process was overseen by the Economic Vision Advisory Committee composed of 19 stakeholders who met regularly throughout the development of Burlington Vision 2025 to review work completed and develop draft directions for the economic vision. The results of this work is set out in separate reports:
Burlington Base Analysis
Burlington Key Sector Analysis
Burlington Infrastructure & Employment Lands Analysis
Burlington Competitive Analysis
Burlington SWOT Analysis
Online Survey Summary Report
Stakeholder Interview Summary Report
Burlington Rural Strategy Background Document
These resulted in the following five Strategic Pillars and 2 Economic Enablers for Burlington Vision 2025:
Strategic Pillars
Development & Intensification of Employment Lands
Vibrant, Diverse & Growing Community
Fostering Business Growth, Investment, Innovation & Entrepreneurship
Integrated Transportation & Increased Connectivity
Developing a Unique & Dynamic Brand for the City of Burlington
Economic Enablers:
Infrastructure Planning by all Regulatory Bodies
Intergovernmental Alignment
From the left: Frank McKeown with Councillor Paul Sharman during the first creation of a Strategic Plan in 2011
BEDC Executive Director Frank McKeown was happy to see the city getting away from a brand that had defined the city as age friendly with one of the larger serniors population in the province and the largest in the Region. He wanted to see the city’s brand focused on vibrancy, innovation and growth. He added that “we have to become better at redevelopment because there is precious little greenfield development left.
McKeown said he has found that the city has a very strong working relationship with Hamilton; one that is much stronger than the one with Oakville or Milton. He hopes to create stronger bonds between both McMaster University and Mohawk College.
McKeown said he hoped council was inspired by the document and that he hopd as well that staff wouild feel inspired as well.
“We need to be more innovative” he said “and we need to attract talent to make this happen. Council has to be part of the talent attraction team.”
The success of this plan will not be seen just at city hall – it will be seen in the commercial community and that success will attract more successes.”
Frank McKeown told city council last night that he supports the Strategic Plan and pointed out that the hard part now begins” You have to execute on the plan you are about to make policy for the city.” He added that less than 10% of most Strategic Plans get properly executed.
