HomeMy WebLinkAboutJanuary 08, 2015 - CouncilTHE CORPORATION OF THE MUNICIPALITY OF BAYHAM
COUNCIL MEETING
Thursday, January 8, 2015
MUNICIPAL OFFICE
STRAFFORDVILLE, ONTARIO
7:00 p.m.
8:00 p.m. Public Meeting (Drainage)
Page
1. CALL TO ORDER
2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL
NATURE THEREOF
3. REVIEW OF ITEMS NOT LISTED ON AGENDA
4. ANNOUNCEMENTS
5. DELEGATIONS
8 - 85 (a) 7:05 p.m. LAUREN MILLIER, MILLIER, DICKENSON, BLAIS re
Municipality of Bayham Economic Development Opportunities
Initiative Plan
86 - 94 (b) 7:30 p.m. CLIFF EVANITSKI, LONG POINT REGION
CONSERVATION AUTHORITY re 2015 Draft Budget
95 - 108 (c) 7:45 p.m. KYLE MAUTHE, LONG POINT REGION
CONSERVATION AUTHORITY re ALUS (Alternative Land Use
Services
109 - 121 (d) 8:15 p.m. FABIANA ESTRELA, ST. THOMAS-ELGIN LOCAL
IMMIGRATION PARTNERSHIP INITIATIVE re update on work
completed and upcoming initiatives
6. ADOPTION OF MINUTES OF PREVIOUS MEETING(S)
122 - 135 (a) Budget meeting of Council held December 17, 2014.
Regular meeting of Council held December 18, 2014.
Special meeting of Council held December 22, 2014.
7. MOTIONS AND NOTICE OF MOTION
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2015 Regular Council Agenda January 8, 2015
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8. RECREATION, CULTURE, TOURISM AND ECONOMIC
DEVELOPMENT
8.1. Correspondence
8.1.1 Receive for Information
136 - 137 (a) Otter Valley Rail Trail Meeting minutes of meeting
held November 5, 2014.
8.1.1(a)
"THAT correspondence item 8.1.1 be received
for information."
8.1.2 Requiring Action
8.2. Reports to Council
9. PHYSICAL SERVICES - EMERGENCY SERVICES
9.1. Correspondence
9.1.1 Receive for Information
9.1.2 Requiring Action
9.2. Reports to Council
10. DEVELOPMENT SERVICES - SUSTAINABILITY AND
CONSERVATION
10.1. Correspondence
10.1.1 Receive for Information
138 (a) Notice of Intention to pass a by-law to stop up and
close road allowances.
File: T09
139 (b) Notice of the adoption of Official plan Amendment
No. 13 (Ringland)
140 (c) Notice of the adoption of Official Plan Amendment
No 14 (St. Paul's United Church, Port Burwell)
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2015 Regular Council Agenda January 8, 2015
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10.1.1
"THAT correspondence items 10.1.1(a) to
10.1.1(c) be received for information."
10.1.2 Requiring Action
10.2. Public Meeting
8:00 p.m. - Drainage Magyar-Dielman Drain
(a)
10.2.1 Call to Order
10.2.2 Disclosures of Pecuniary Interest
10.2.3 Chairman's Remarks on the Purpost of the Meeting
The purpose is to consider Spriet Associates Engineer's
Report #212102 dated November 10, 2014, as received by
the Clerk of the Municipality of Bayham on December 1,
2014.
10.2.4 Public Participation
10.2.5 Correspondence
10.2.6 Other Business
10.2.7 Adjournment
(a)
10.3. Reports to Council
141 - 157 (a) Report DS-02/15 by Bill Knifton, Chief Building Official,
Drainage Superintendent re Magyar-Dielman Drain.
File: E09
10.3(a)
THAT in accordance with Section 78 of the Drainage
Act, Council of the Corporation of the Municipality of
Bayham hereby adopts Spriet Associates report
#212102 dated November 10, 2014, referred to as the
“Magyar – Dieleman Drain” report;
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2015 Regular Council Agenda January 8, 2015
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THAT Provisional By-law #2015-005 be given first and
second reading;
THAT the Clerk be directed to distribute copies of the
Provisional By-law and Notice of the time and
place of the first sitting of the Court of Revision to the
affected parties pursuant to Section 46 (2) of the
Drainage Act;
AND THAT a date of February 5, 2015 at 8:00 pm be
set for the first sitting of the Court of Revision.
158 - 162 (b) Report DS-01/15 by Margaret Underhill, Deputy
Clerk/Planning Coordinator re Official Plan Amendment
No. 12 - 24 Pitt Street, Port Burwell
10.3(b)
THAT Report DS-01/15 be received for information;
THAT Council direct to Staff to proceed with a full
survey of the lands described as Market Square in the
Village of Port Burwell.
THAT Council direct staff to bring forward a by-law to
stop up and close the four corners of Market Square;
AND THAT the correspondence of Serge A. Pieters
dated November 28, 2014 be noted and filed.
11. FINANCE AND ADMINISTRATION
11.1. Correspondence
11.1.1 Receive for Information
163 (a) Township of Malahide re Committee Appointment.
File: A16
164 - 171 (b) Tillsonburg & District Multi-Service Centre re
Bayham statistics.
File: A01
172 (c) Season's Greeting from Infrastructure Ontario.
File: A01
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173 - 174 (d) Statement from rural high-speed internet providers.
File: A03
175 - 176 (e) Ministry of Natural Resources and Forestry re
Mayor Ens Congratulations and information.
File: A16
177 (f) Township of Algonquin Highlands resolution re OPP
Billing Model.
File: C02
178 (g) News article re Property taxes: rural area pay while
urbans benefit.
179 - 180 (h) News Release re Governments of Canada and
Ontario sign new Great Lakes Agreement.
File: A16
181 - 208 (i) Elgin St. Thomas Public Health re 2014 Nutritious
Food Basket.
File: A16
209 - 212 (j) Ontario Energy Board regarding Decision and
Interim Rate Order.
File: A16
213 (k) Association of Municipalities of Ontario re Detailed
2014 Blue Box Payments Information Now
Available.
File E07
214 - 223 (l) Cheque Register being Cheque #017904 to Cheque
#017964 and totaling $102,803.94 and Payroll
Disbursements for the period ending December 21,
20147 totaling $55,999.95.
11.1.1
"THAT Correspondence Items 11.1.1(a) to
11.1.1(l) be received for information."
11.1.2 Requiring Action
224 - 246 (a) Elgin County re Class EA Notice of
Commencement.
File: A16
11.1.2(a)
"THAT the Council of the Corporation of the
Municipality of Bayham approve a 'Class EA
Notice of Commencement' as prepared by Elgin
County's consultant to formally initiate the
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Class EA planning process;
AND THAT Council adopt the EA Problem
Statement."
247 - 248 (b) Elgin County re Ministry of Education Proposing
New Process for School Closures.
File: A16
11.1.2(b)
"THAT correspondence from Elgin County
regarding Ministry of Education Proposing new
Process for School Closures be received;
AND THAT
11.2. Reports to Council
249 (a) Report CAO-01/15 by Paul Shipway, Administrator re 2015
Insurance Renewal.
file: L05
11.2
"THAT Report CAO/01/15 re 2015 Insurance Renewal
be received for information;
AND THAT the 2015 Municipal insurance program be
obtained from Frank Cowan Company Limited in
accordance with the offer to renew dated December 9,
2014, at a total premium of $114,286 plus applicable
taxes."
250 - 254 (b) Report T-01/15 by Lorne James, Treasurer re Interim Tax
Levy and Borrowing By-Laws.
File: C01
11.2(b)
"THAT Report TR-01/15 re Interim Tax Levy and
Borrowing By-Laws be received;
AND THAT By-Law 2015-02 being a By-Law to provide
for an Interim Tax Levy for 2015 and By-Law 2015-03
being a By-law to authorize borrowing from time to
time to meet current expenditures during the fiscal
year ending December 31, 2015 be presented to
Council for enactment."
12. BY-LAWS
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255 - 256 (a) By-Law 2015-002 Being a By-Law to provide for an interim tax
levy for the Municipality of Bayham
257 - 258 (b) By-Law 2015-003 Being a by-law to authorize borrowing from
time to time to meet current expenditures during the fiscal year
ending December 31, 2015
259 - 264 (c) By-Law 2015-004 Being a by-law to further amend By-Law
2012-057 authorizing agreements between the Municipality of
Bayham and Stewardship Ontario for the Industry Stewardship
Plan including provision of funding for Municipal hazardous or
special waste services
265 - 279 (d) By-Law 2015-005 Being a by-law to provide for Drainage
Works in the Municipality of Bayham known as the Magyar-
Dielman Drain
13. UNFINISHED BUSINESS
14. OTHER BUSINESS
280 - 281 (a) Discussion re Wheelhouse
282 (b) Consideration of appointments to Elgin County Land Division
Committee.
15. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCUL
283 (a) By-Law 2015-006 Being a By-Law to confirm all actions of
Council
16. ADJOURNMENT
(a) Adjournment
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Municipality of Bayham
Economic Development Initiatives and
Opportunities Plan
September 2014
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Contents
1 INTRODUCTION .............................................................................................................................. 1
1.1 SETTING A COURSE FOR ECONOMIC DEVELOPMENT 1
1.2 OBJECTIVE OF THE PLAN 1
2 PLANNING PROCESS .................................................................................................................... 2
2.1 SITUATIONAL ANALYSIS 2
2.2 STAKEHOLDER CONSULTATION 4
2.3 SWOT ANALYSIS 7
3 STRATEGIC PRIORITIES AND RECOMMENDATIONS ............................................................... 13
3.1 IMPLEMENTATION PLAN 18
Appendix
APPENDIX A: LITERATURE REVIEW .............................................................................................. A-1
SOUTHWESTERN ONTARIO CONTEXT A-1
ELGIN COUNTY CONTEXT A-8
BAYHAM CONTEXT A-12
APPENDIX B: ECONOMIC PROFILE ............................................................................................. B-20
DEMOGRAPHIC CHARACTERISTICS B-20
LABOUR FORCE PROFILE B-22
INDUSTRY SECTOR ANALYSIS B-28
BAYHAM’S AGRICULTURE SECTOR B-32
APPENDIX C: CONSULTATION SUMMARY .................................................................................. C-37
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1 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
1 Introduction
1.1 Setting a Course for Economic Development
In an economy that is increasingly global, rural municipalities the size of the Municipality of
Bayham take a back seat to larger urban centres and economic regions that can provide modern
and efficient infrastructure, transportation connections and access to large consumer and labour
markets. More often than not, rural communities are left grappling with how to respond to youth
out-migration, an aging population, a smaller tax base to pay for government services and fewer
educational, cultural and recreation opportunities when compared to larger urban areas.
As a community of approximately 7,000 people, Bayham is one of the smallest municipalities in
Elgin County. Though the municipality has many advantages inherent in its natural environment -
the presence of a large waterfront destination, access and proximity to larger urban markets (St.
Thomas, Tillsonburg, and London), and a fairly skilled workforce - competition for business
investment with larger and better-serviced and resourced neighbours will rarely be in its favour.
In preparing the Economic Development Initiatives and Opportunities Plan the Municipality needs
to reflect an understanding of the opportunities for cooperation and regional collaboration on
issues of economic development and be prepared to contribute to those efforts that will provide
the greatest return and reward to the municipality. Presently, Bayham has access to a number of
regional initiatives put in place by the South Central Ontario Region Economic Development
Corporation, the Southwest Ontario Tourism Corporation, the Southwest Economic Alliance, and
the Southwestern Ontario Marketing Alliance. Each of these organizations has the potential to
support and transform the economic fortunes of the Municipality of Bayham. However, the
County of Elgin can provide Bayham with the greatest support in terms of economic development
assistance and programming.
A strong relationship with the County’s economic development office is essential. Elgin County is
better resourced, better positioned to market to investors, better able to support the needs of
small businesses and better able to negotiate on behalf of its municipal partners for economic
development funding from upper levels of government and necessary shifts in the province’s land
use policy framework. Communicating regularly and effectively with Elgin can and should
advance the implementation of economic development initiatives and opportunities for the
Municipality.
1.2 Objective of the Plan
The primary purpose of the Economic Development Initiatives and Opportunities Plan is to foster
a business environment that supports the growth of the economy and enhances the lives of local
residents. The Municipality of Bayham is determined to refocus and diversify its economic
development initiatives to better position the community to meet emerging economic
development opportunities, while at the same time tackling the larger issues that are impacting its
economic growth.
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2 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
2 Planning Process
2.1 Situational Analysis
The strategy development process began with a review of relevant background documents to
establish the policy and planning context in which to create and implement the recommended
economic opportunities. The process included a review of key documents such as the
Municipality’s Official Plan, Strategic Plan, and Cultural Plan and Port Burwell’s Waterfront
Master Plan. In addition key documents and programs, which had a direct impact on the
municipality’s future economic development initiatives, from Elgin County, South Central Ontario
Region Economic Development Corporation, and the Southwest Ontario Tourism Corporation
were reviewed.
Elgin County Economic Development Plan 2011-2014’s Impact on Bayham
Since the adoption of the 2011 Economic Development Plan, Elgin County’s economic
development department has focused their efforts on the actions that support the four goals of
building social capital, enhancing the built environment, develop talent and our entrepreneurs;
and telling the County story to a bigger and broader audience.
From Bayham’s perspective this has included promoting local food awareness and assisting local
farmers and agricultural operations by increasing their connections to local restaurants and
organizations. The County has also supported Southwest Economic Alliance’s food cluster
initiative that has further improved the agricultural network within the area and connecting
Bayham farmers with regional food processors.
Enhancing the built environment was also a high priority for the County. The built environment
shapes how residents and community members interact with each other and impacts networks,
business development and industry attraction. In Bayham’s case, the County has placed
considerable emphasis on the importance of having an inventory of available commercial and
industrial properties. Local municipalities were encouraged to assist in maintaining the inventory
by providing updates on any available land within its borders. The County has signalled that it
intends to maintain dialogue with local municipalities and private land owners in strategic
employment areas – offering assistance on market information. The County has also completed
an Employment Land Strategy that gave consideration to the demand for and availability of local
employment land and the competitive position of the region relative to the surrounding markets.
Currently, the County is undertaking the preparation of a regional Community Improvement Plan
as a way to provide for the sustainability of local municipal commercial areas, the revitalization of
the region’s downtowns, and in the attraction of new business investment.
Recent economic figures have shown that entrepreneurship levels have increased greatly across
the County and in Bayham. These figures are a testament to the County and its local
municipalities’ resilience during the recent economic downturn. In this regard, the County is
working to strengthen linkages with nearby research institutions around key sector research
opportunities. Partnering with the University of Guelph and University of Western Ontario, the
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3 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
County has assisted in developing agricultural apprenticeship and research placements with local
farmers to enhance seed and crop research across the region. This led to the completion of an
agricultural inventory in partnership with the Elgin Federation of Agriculture and a Business
Retention and Expansion report on Agri-business, Tourism and Energy.
The County has also supported the expansion of the Elgin Business Resource Centre by funding
satellite offices in Dutton and Aylmer. The presence of a satellite office in Aylmer provides a
range of services and support for local businesses and entrepreneurs that should be more
effectively leveraged.
Lastly, the County has introduced several new storytelling experiences to its marketing arsenal.
Ports of Elgin provide tourists a glimpse into Port Burwell’s activities and atmosphere, while
county-wide trails such as Savour Elgin and Arts Trail provide an avenue for Bayham artisans
and restaurants to put themselves on the map. Efforts are also underway to create a regional trail
network that would include areas of Bayham and further support local tourism efforts.
The Economic Picture
The Economic Development Initiatives and Opportunities Plan has also been informed by a
comprehensive analysis of the local and broader regional economy – Figure 1 illustrates the
location context for this analysis. Consideration has been given to current and emerging socio-
economic, business and industry sector trends.
FIGURE 1: MAP OF BAYHAM, ELGIN COUNTY AND NEIGHBOURING MUNICIPALITIES
Source: OMAFRA EMSI Analyst, Dataset Version 2014.1
Over the past decade (2001-2011), Bayham’s population has exhibited an annual growth rate of
approximately 1%. From 2006 to 2011, Bayham added over 200 new residents to a total of
approximately 7,000 residents. Elgin followed a similar trend adding over 2,000 new residents to
the county.
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4 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Age characteristics across the community suggest that Bayham’s population is quite diverse.
Currently, one-third of the total population in Bayham are under 20 years of age. Population
declined within the older working age groups predominantly between 30-49 years of age.
Interestingly, Bayham has seen a large increase in retirees within the community.
Due to the recessionary pressures that developed around 2008, Bayham’s workforce and in
particular Elgin’s workforce has not performed well in recent years. Despite a low unemployment
rate (comparatively to Elgin and Ontario), Bayham saw their total labour force decrease by 140
people from 2006 to 2011. The highest rates of employment in Bayham occur in Manufacturing,
Agriculture, Transportation and Construction sectors. It must be noted however, that many of the
businesses are located in Tillsonburg.
Despite its decrease in workforce, Bayham witnessed a healthy increase in new businesses from
2008 to 2013, many of which were found within their most employed sectors. Overall between
2008 and 2013, the municipality added a total of 349 firms (comprised of 246 self-employed
businesses and 103 employers with a regular payroll). The majority of these new businesses
were found in the Agricultural sector. The Agriculture sector is comprised of small farming
operations, as well as medium sized farms and new food processing operations.
While Bayham has been successful at attracting home based businesses, this does not
necessarily translate into an increasing level of prosperity. Bayham provides some of the best
competitive tax rates across the county however, with a limited inventory of land available for
both commercial/office and industrial purposes (in particular serviced industrial land outside of
the northern corridor) it will be difficult for these home based businesses to expand their
services/product offerings into a stand-alone operation or to attract larger scale business or
industrial operations. Bayham continues to support the redevelopment of waterfront and urban
cores’ business properties for the purpose of expanding business opportunities; however this is
hampered by the lack of community infrastructure and incentives. This includes more effective
downtown revitalization efforts, succession and business planning support and improvements to
the permitting and regulatory approval process.
A more detailed summary of the situational analysis can be found in Appendix A and B.
2.2 Stakeholder Consultation
The opinions of local and regional community leaders help to ground the data and findings that
underpin economic development efforts across the community. These stakeholders represented
a wide range or organizations and interests, including regional tourism and economic
development organizations, private businesses, and owners of agricultural and industrial lands.
Stakeholders were asked questions designed to understand their impact on regional economic
development, opportunities and priorities they see for the Municipality of Bayham, and barriers or
challenges they face in working with, or operating from the Municipality.
Overall, stakeholders describe the business climate in Bayham as sluggish, especially as it
relates to the retail and industrial sectors. The economy overall is tied heavily towards the
agriculture and tourism industries, both of which are seasonal. It should be noted that
stakeholders see the business climate for agriculture as relatively good, reflective of the long
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5 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
agricultural heritage for the area. However, as with many regions across the province agriculture
is not driving employment growth.
The results of the consultation process envision a future Bayham as a place where the
community is ‘refreshed’ through deliberate investment and planning. This includes a focus on
making the Municipality more physically attractive, with a priority on initiating the development of
the waterfront and harbour of Port Burwell. Stakeholders see the future of Bayham in the long
term viability of its tourism and agriculture sectors. Tourism development and promotion will
assist in attracting more viable businesses to the community, while a healthy agricultural sector
will foster the attraction of more valued added opportunities such as processing operations.
Identified Opportunities
Stakeholders identified three key opportunity areas for the Municipality of Bayham .
Agricultural Development
Elgin County’s mild climate and long growing season has enabled the region’s agricultural sector
to evolve and adapt despite suffering the decline of the tobacco industry. In recent years the
County has seen the rise of agri-tourism, winery and craft brewery investment, culinary tourism
and small scale food processing operations. These activities provide Bayham with a base on
which to further develop a viable and sustainable agricultural sector including the attraction of
more agriculture service related businesses, additional processing operations and farmers
markets.
Currently, stakeholders suggest that agricultural processing in Bayham is focused on low value
products that are shipped to the neighbouring markets, noting that there are opportunities to
attract more food processors into the region if they diversified their farming output. The County of
Elgin in partnership with other regional economic development organizations is active in trying to
attract this form of investment.
Tourism Development
The municipality’s waterfront and the tourism and development opportunities associated with this
asset were highlighted as one of community’s most important assets from the perspective of
attracting new business investment. However, stakeholders also suggested that the waterfront
looks dirty, beaches in Port Burwell require a better standard of maintenance, and the vacant
commercial proprieties in both Straffordville and Port Burwell contribute to an appearance of a
community in decline. There was recognition that there are a number of tourism assets that could
be more effectively leveraged including municipal beaches, a provincial park and campgrounds,
existing trails and the Ojibwa submarine attraction. It is important to continue supporting these
attractions as venues to enhance the visitor experience. This includes improving access to the
waterfront, developing more tourism products and experiences in conjunction with the County
and SWOTC, and encouraging more retail business investment in the Port Burwell’s commercial
core. It was stressed that tourists do not spend their money on the beach, but rather in the
businesses that support the beach experience.
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Stakeholders suggest that the Municipality should focus on efforts to develop the public
infrastructure along the waterfront. This includes improved access to the waterfront including a
public boat launch, opportunities for an expanded marina operation and more effective incentives
for local business to improve the appearance of the commercial core. This would include an
evaluation of the Municipality’s façade improvement programs given the success communities
such as Sparta and Port Stanley have had in attracting destination/niche retailers that draw
visitors to the Municipality year round.
Industrial Lands Development
Stakeholders noted that Bayham has the potential to provide space for dry industrial land uses,
albeit there has been little demand for this type of activity in recent years. It was suggested that
the primary focus for industrial land development should be along the northern corridor of the
municipality (Highway 3) – as it provides the best access to regional transportation infrastructure
and serviced land. With limited industrial land opportunities available, Bayham is encouraged by
stakeholders to look at the re-positioning/re-use of existing vacant properties and evaluate their
land uses and/or purpose.
To realize these opportunities, stakeholders also suggested that the Municipality needs to do a
more effective job of marketing its existing business and the assets that are available in the area;
Bayham also needs to develop and leverage the partnerships that will enable the community to
capitalize on its economic development opportunities. This may require the municipality to look
for partners beyond Elgin County to do this most successfully.
Identified Challenges
In addition to the perceived opportunities, a number of challenges with regards to the Bayham
business climate were also discussed by stakeholders. Challenges noted include:
Difficulty retaining a working age population in the Municipality, as well as attracting new
employers to the region.
Being ‘off the beaten track’; highlighting a greater need to have assets (or more effectively
promoting existing assets) that attract people to the area. The Municipality is a relative
unknown by comparison to surrounding municipalities and needs a better ‘brand’ or profile in
the region. This could support efforts to attract business investment, new residents and
visitors to the area.
Little assistance is provided to businesses in the Municipality (especially for industrial
development). The perception is that the Municipality is not taking any initiative to attract
businesses to Bayham. Existing businesses lack information on the government funding
programs that are available to them limiting which is impacting business growth in the
community.
There is a north-south divide that needs to be overcome. The Municipality needs to be seen
to support more than just waterfront/harbour development.
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Proximity to significant business infrastructure is not very good, which discourages larger
industries to establish themselves in the area. A lack of serviced industrial land is a major
detractor for many industries. The lack of vision or decision with regard to industrial
development has also discouraged the attraction of large industry. It was suggested that the
Municipality needs to be more active in the recruiting of new businesses by leading the
process and collaborating with resource partners (County of Elgin) and other groups to
promote a ‘business ready’ attitude.
A significant lack of tourism infrastructure in Bayham such as accommodations and outfitters.
The Municipality’s website was viewed as being an ineffective to in the attraction of business
investment and ‘outdated’ when compared to neighbouring communities and county
counterparts.
Given the opportunities and challenges discussed by stakeholders, it was widely suggested that
the Municipality needs to have a knowledgeable, single point of contact to guide/direct local
business owners and support the advancement of economic development. The lack of a
Business Development Officer for the Municipality was cited as a major concern.
An annotated summary of the stakeholder consultation can be found in Appendix C.
2.3 SWOT Analysis
The SWOT (strengths, weaknesses, opportunities and threats) analysis that follows reflects on
the analysis and insight that has been gathered and provides further indication of Bayham’s
ability and capacity to support economic development initiatives and opportunities.
Defining the SWOT
For the purposes of this report a SWOT is characterized in the following terms:
Strengths (Positive, Internal): Positive attributes or assets currently present in Bayham,
particular in comparison to Elgin County
Weaknesses (Negative, Internal): Local issues or characteristics that limit the current or
future growth opportunities for the Municipality
Opportunities (Positive, Internal and External): Areas where the Municipality can remedy
its weaknesses (e.g. learning from others, provincial / regional assistance, strategic
initiatives, aggressive marketing or promotion, targeted investment, etc.)
Challenges (Negative, Internal and External): trends that threaten Bayham’s future and
attractiveness to new residents and investment, from local weaknesses, global changes or
shifts in consumer demand.
The SWOT analysis also provides insight into the challenges and opportunities for Bayham with
an emphasis on those factors impacting the economic development of the municipality. The
following highlights the elements considered most relevant in the context of economic
development:
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8 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Strengths
It is essential that the Economic Opportunities Plan build off and capitalize on the unique
elements and strengths of Bayham in a way that will attract investment, residents and visitors to
the municipality and lead to the expansion of economic activity. The following strengths are some
of the key elements that can be leveraged in the development of economic development
initiatives and the pursuit of economic development opportunities:
Bayham’s Resilient Agricultural Sector – Bayham’s policies have supported the continued
growth of the agricultural sector across the community. Bayham has experienced the largest
growth in Agricultural business development in Elgin County in recent years – adding over
100 new agricultural businesses since 2008, including five small-scale food manufacturing
opportunities. Stakeholders noted that Bayham’s policies of encouraging the development
and preservation of small farming operations has allowed for smaller local producers to
remain competitive. The County and Municipality’s support of agricultural and agri-food
initiatives will continue to contribute to the success of Bayham’s farmers and food operations.
Southwest Ontario Tourism Corporation and SCOR encourage the development of
agri-tourism and local food efforts across Elgin – Elgin County has developed local food
experience packages that profile the region’s agricultural products and agri-tourism activities.
Bayham farmers have participated in these efforts and widely support the creation and
promotion of agri-tourism activities as a priority in tourism development for Bayham.
A Strong Base of Self-Employed Businesses - Over 65% of business operations in
Bayham are classified as self-employed or home-based businesses. The attraction of
entrepreneurial activities is recognized as an important element of the economy development
in rural communities. Self-employed businesses contribute to their local economies by paying
taxes, purchasing goods and services, and creating jobs for others. Support for these start-
ups and small business operations are essential. The County has been active in the
completion of Business Retention and Expansion surveys which can inform the Municipality’s
understanding of local needs. In addition, the Elgin Business Resource Centre provides
support/workshops in the form of business planning and marketing, e-commerce, succession
planning etc. Bayham should be actively promoting these activities as a way to foster a
strong small business environment.
A Diversity of Natural Assets - Bayham has a significant inventory of natural assets and
features including a publically accessible waterfront and beaches. Its largest natural asset is
the Port Burwell Provincial Park. These assets attract around 100,000 visitors annually into
the community. Bayham is well positioned to foster the further development of its waterfront
and contribute to the creation of a four season destination. This will drive employment growth
in related sectors, including food and accommodations.
A Diversity of Cultural Assets - The municipality also has a wide range of cultural assets
such as the Marine Museum, Historic Lighthouse, Ojibwa Submarine, and the Edison
Museum. In its first year of operation, the Ojibwa Submarine has attracted around 30,000
visitors. Discussions are underway to designate the Ojibwa Submarine as a national heritage
site. To continue improving the tourist destination key stakeholders and business leaders
have stressed the importance of establishing improved tourism experiences. Elgin County
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9 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
has developed several promotional tourism products such as Savour Elgin and the Arts Trail
and SWOTC together with Elgin is actively promoting the region’s port experiences.
Ports of Elgin Marketing Campaign - The Ports of Elgin campaign is a key lure attraction
effort designed to increase shopping, use of accommodations, waterfront recreation,
restaurants, festival and events, and surrounding area sight-seeing in Elgin County and by
extension Port Burwell. The campaign was launched in 2011 and includes a website and
brochure. The program is promoted through advertising, tradeshows and events and
brochure distribution. Elgin-St. Thomas Tourism has also supported the marketing of Port
Burwell in a variety of ways including the operation of tourism kiosks and funding support.
Bayham is attractive to retiring boomers – Bayham is in prime position to attract retiring
‘boomer’ generation residents based on its picturesque location, the availability of lifestyle
amenities, and its proximity to activities, recreation and leisure clubs, and events across Elgin
County. The situational analysis suggests there has been an influx in the retirement
population across the community which can be attributed in part to retirees moving into the
area.
Weaknesses
Proximity to significant business infrastructure is not very good – The lack of serviced
industrial land is a large detractor for investment attraction. The perceived indecision on the
part of the Municipality as to their vision for industrial development has contributed to missed
opportunities to attract larger industry operations. It was suggested that the Municipality
assist in recruiting new businesses by leading the process and collaborate with resource
partners and other groups to promote a ‘business ready’ attitude.
Seasonal Nature of Business Opportunities – Business opportunities in Bayham,
particularly retail, is seen as being very seasonal. Summer is high traffic season, but with few
events or activities to draw people to the waterfront or the commercial core during the winter
months, businesses must thrive in the summer to survive for the rest of the year. This
uncertainty makes it difficult for existing businesses to plan and may act as a deterrent for
new investors leading to vacant properties along Bayham’s downtown cores.
Heritage Character Needs a Facelift – While Bayham’s historical charm contributes to its
appeal and visitor experience, the upkeep of older buildings can be a challenge. It was
observed that there are several heritage and historic properties along highway 19 (Port
Burwell – Vienna – Straffordville) that have been neglected and in several instances appear
vacant or abandoned. If the community is to be successful in the attraction of investment and
investors, consideration must be given to the preservation and enhancement of the character
of the community.
Limited Growth Potential if the ‘Status Quo’ Persists - Bayham is likely to continue to
experience low population growth and limited expansion of its property tax base in the
coming years unless significant steps are taken. Bayham should consider opportunities for
further residential and commercial/industrial development, the use of available incentive tools
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10 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
to support this activity and involvement in the programming and promotional efforts provided
by regional partners.
Low Rates of Educational Attainment - Results of the last census suggest that Bayham
had a smaller proportion of its population with a post-secondary education - university
certificate; diploma or degree when compared to the province or the County. Given the rural
nature of the community, this is not unexpected; however, the older age cohorts appear
better educated than the younger age cohorts, which present a problem in the attraction and
retention of businesses and business investment.
Lack of Economic Diversification – Agricultural and Manufacturing occupations dominate
local employment opportunities in Bayham, which often equates to minimum wage positions,
part-time or seasonal employment. The dominance of agricultural employment puts the local
economy at some risk in an economic downturn and impacts buying power for larger
consumer items, like cars and houses. Bayham has not been aggressive in attracting higher
value employment that is well suited to fill in smaller vacant storefronts in particular
technology based businesses. Efforts to develop broadband infrastructure across the county
will facilitate the growth of these types of operations.
Lack of Retail and Recreational Amenities – While Port Burwell currently boasts a range of
attractions for residents and visitors to the community; there is a lack of year retail amenities
(i.e. groceries and recreation outfitting activities) that impact Port Burwell’s attractiveness to
new residents and visitors. Stakeholders have identified the need for additional recreation
and leisure amenities across Bayham that will provide visitors and residents with year-round
activities – this includes more ice rinks in the winter, park spaces for spring and fall activities,
soccer and baseball fields, as well as community venues that allow for local musicians and
music concerts to take place (i.e. amphitheatre/music hall).
Minimum Marketing Effort - Although the municipality has taken advantage of some
regional marketing initiatives a greater level of effort is required. The quality of marketing and
promotional efforts for Bayham was a consistent theme that emerged through the
stakeholder consultation. It was suggested that the community needs to develop more of a
unique on-line presence in order to reach a broader audience. Greater participation in the
product development and marketing efforts of the County and SWOTC is also needed
particularly the Savour Elgin and the Arts Trail initiatives.
Opportunities
Strengthen and Leverage Cultural and Natural Assets – Bayham’s cultural and tourism
assets need to be enhanced if the Municipality is to attract new visitors, residents and
business investment to the area. This includes improving public access to the waterfront,
enhancing waterfront connections (improved or new marinas), waterfront activities and
events, the effective marketing and promotion of the Port Burwell Provincial Park, and
improving local signage of tours (savour/art/cycling etc.). Existing cultural and tourism
operators need to be supported in their efforts to integrate new technologies (e-retail), to
improve their online presence (marketing) and customer service experience. This could
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include opportunities for web app development. Affordable roofed accommodation is also
needed in the municipality to expand visitor attraction opportunities. More effective
communication and collaboration between community organizations and the Municipality
would also support Bayham’s tourism development.
Increase Support for Small Businesses - Much of the growth in rural areas across the
Province depends on the efforts of small business. Bayham needs to be seen to support the
growth of small sized enterprises through business retention and expansion efforts and better
marketing and promotional activities. Support for businesses located in the downtown cores
will help in the revitalization of the area as incentives/programs may reduce vacancies. The
lack of uptake associated with the façade improvement program could be because of a lack
of promotion and community outreach, but it could also be because businesses don’t have
the confidence or the means to spend the matching funds required. Further discussion with
local businesses is warranted.
Capitalize on Cultural Assets and Resources with a Place-based Approach to Tourism -
A comprehensive cultural resource mapping exercise based on current provincial policy and
mapping guidelines would further inform Bayham’s marketing and promotional efforts and
support future community economic development services and programs. Mapping results
could assist with the planning and development associated with festivals and events, tourism
product development opportunities, and investment opportunities for both the municipality
and the county. Rather than focusing on major attractions, place-based cultural tourism
provides the visitor with an authentic and memorable experience through discoveries of the
destination’s history and heritage, its stories, landscape, and culture. This is often a more
effective and affordable approach to tourism investment for municipalities.
Improve the Public Realm along Waterfront - Municipal investment in the public realm
along Port Burwell’s waterfront will enhance the overall experience of residents and visitors to
the community and draw attention to the community on the part of business and investors.
While the recommendations in the Master Plan are costly, there is an opportunity to take a
phased approach that will create momentum and interest in the community. This can include
boat launches, attractive picnic areas and venues for community events and festivals.
Build Stronger Partnerships and Communication with Local and Regional
Organizations, Business Community, and Public – Bayham can strengthen its partnership
opportunities by providing relevant community profile information to organizations such as
Elgin County, SCOR, SWEA, SWOTC, and the Elgin Business Resource Centre. Bayham
can work with the County and the Elgin Business Resource Centre to develop
programming/initiatives that will support existing business and support the attraction of new
business investment to the area. Lastly, Bayham should align its marketing efforts,
(particularly its website presence) with the marketing and positioning efforts of Elgin County.
Enhance Municipal Website - Bayham needs a stronger municipal website presence – one
that engages the user and conveys the ‘brand’ of the community. The site needs to target the
needs of local residents but also an external audience that could be comprised of visitors to
the area, local businesses and potential investors.
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Leverage Interest in Local Food and Diversification of Agricultural Sector – The
County’s agricultural sector continues to adapt new and interesting ways through the
introduction agri-tourism, wineries, culinary tourism and aquaculture. This has created a
strong base of expertise, thought leaders and new investment that will ensure a viable and
sustainable sector into the future. Bayham needs to be actively encouraging the County to
further develop and promote the investment that is occurring in this sector beyond those
activities that relate primarily to tourism.
Threats
Limited Financial Flexibility to Respond to Challenges – A limited assessment base and
ongoing fiscal constraints will limit Bayham’s role in economic development whether that is
the creation of serviced employment land, investment in Port Burwell’s waterfront or
downtown revitalization efforts.
Industrial Lands - The lack of serviced industrial lands available for development is a
significant impediment to the attraction of industrial development. However, the results of the
County’s Industrial Land Strategy suggest a limited demand for additional land based on the
current inventory. Careful consideration and understanding of market demand in Bayham in
relation to both Tillsonburg and Aylmer will be needed before moving forward. This should
include opportunities for a shared service agreement.
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3 Strategic Priorities and
Recommendations
Without question, the Municipality of Bayham’s small businesses and agricultural economy has
benefited from the strong regional economic development efforts that are underway. The County
and the Elgin Business Resource Centre’s support for small business development and the
continued research and regional initiatives around agricultural development (all types) should
provide positive benefits for residents of Bayham in the form of employment and business
growth.
The Municipality’s efforts to advance economic sustainability though the implementation of its
Municipal Strategic Plan and the development of the Port Burwell Master Plan also send a
positive message to area businesses and investors.
Bayham’s success however, is contingent on having the needed resources and leadership to
move its economic agenda forward. Presently, the municipality does not have an economic
development advisory committee or any dedicated staff to champion the needs and opportunities
of the community. While the County is a strong partner, more assistance is required to address
the long term growth and sustainability of the community. Bayham must look for regional
assistance in promoting and capitalizing on the potential offered by Port Burwell – both in the
attraction of visitors and residents and level available economic development and planning tools
to foster local business development within Bayham’s commercial cores – Vienna and
Straffordville.
The discussion that follows summarizes the major themes and strategic priorities that have
emerged from the strategic planning process.
Marketing and investment attraction efforts must
improve and dovetail with Elgin County and other
regional initiatives
There is a growing trend towards branding of a community’s economic development effort to
more effectively market a jurisdiction to business, industry or future residents/employees.
Bayham needs to more effectively engage and inform business and industry on local and
regional economic development activities and programming, while at the same time profiling the
current range of business and investment activity across the community. Bayham’s recent
business patterns performance suggests there are some excellent local business stories to tell
regarding self-employment and small business development. To do this effectively Bayham will
need to work with the County of Elgin Economic Development Department and the South West
Ontario Tourism Corporation in its marketing and promotional efforts. The County in particular is
in the process of updating its current Marketing Strategy which should provide the Municipality
with a strong platform to build from.
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It is not possible for one municipality, region, province or country to make a decision regarding its
economic fate that does not impact (or get impacted by) the decisions of its neighbours. The
degree to which communities can work together and leverage their economies of scale in the
attraction of investment – either through formal organizations or informal mechanisms –
increasingly determines the degree of their success.
Recommendations
1. Maintain a comprehensive community profile that can be shared with the County of Elgin and
used in conjunction with local economic development marketing and promotion
2. Explore the need for County participation in Southwestern Ontario Marketing Alliance’s
marketing initiatives, particularly as it relates to the attraction of food processing operations.
3. Advocate for a county wide Agriculture/Agribusiness sector strategy that provides clear
direction on matters related to the growth and sustainability of the agricultural economy in the
County. The strategy should:
3.1. Assess the impact of the agriculture/agribusiness sector in Elgin County.
3.2. Identify and prioritize opportunities related to local food, value-added agriculture and
supply chain development.
3.3. Build awareness of business and investment opportunities in specialized crops,
value added food products and local food.
3.4. Support the active marketing and attraction of investment opportunities in this
sector.
4. Support the efforts of the County of Elgin to develop and implement a Regional Community
Improvement Plan, as a way to provide for the sustainability of Bayham’s commercial areas
and in the attraction of new business investment particularly in the Agricultural sector. Update
Bayham’s Official Plan policies to reflect the outcomes of the forthcoming study.
Enhancements to Bayham’s quality of place experience
are needed
The need for focused attention on enhancing the quality of place, vibrancy and aesthetic appeal
of Bayham is a key consideration in the attraction of residents, visitors and business investment.
The Municipality needs to do more to foster and promote high quality development in key areas
of the community that combines commercial, residential, and cultural development opportunities.
As a municipality of 7,000, Bayham has a limited asset base in terms of clusters of employment
or industrial activity with its two traditional commercial cores in Vienna and Straffordville; similarly
there is a limited concentration of cultural activity aside from notable heritage sites such as the
Ojibwa Submarine and Port Burwell’s waterfront and Provincial Park. As such, it is important that
Bayham target placemaking efforts to enhance the community’s quality of place experience.
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Successful placemaking brings partners from the public, private, non-profit, and community
sectors together to strategically shape the physical and social character of a neighbourhood, core
or municipality. Placemaking can be used to enhance a community’s quality of place by
animating public and private spaces (e.g. public art, festivals and events programming,
community gardens and local food initiatives such as farmers markets), rejuvenating structures
and streetscapes (e.g. façade improvements and streetscaping), improving local business
viability (e.g. business recruitment, upper storey housing, pop-up retailers) and public safety (e.g.
increased pedestrian activity).
Bayham’s single most important asset is its publically accessible waterfront areas. With the
limited public access to Lake Erie in Elgin County (most lands are privately owned) consumer
demand for this type of recreation activity (e.g. beaches, picnic areas, boating, destination retail,
festivals and events) is in high demand as evidenced by the popularity of communities like Port
Dover and Port Stanley. The Port Burwell Master Plan identifies future public investments in
services, facilities, access and parking that will contribute to the revitalization of Port Burwell over
time and the destination for residents and visitors alike. This in turn can be leveraged in other
areas of the municipality as more people and residents are attracted to the community.
Recommendations
1. Support the development of a regional Downtown Improvement Strategy in partnership with
the County of Elgin that will foster the development of well-functioning and vibrant
commercial areas across the region (e.g. Spruce the Bruce). In conjunction with this effort
Bayham should ensure it has a simplified planning policy regime (Official Plan and Zoning)
that outlines the desire mix of uses, urban form, open spaces, parking and parkland
requirements and potential revitalization incentives for each of its urban cores.
2. As part of its downtown revitalization efforts, Bayham should give consideration to preparing
downtown vacancy maps, an enhanced or ‘refreshed’ façade improvement program, the
feasibility of a farmers market, the introduction of a pop-up retail program, and the
preparation of a downtown beautification pamphlet which tells visitors, residents and
business of the local improvement efforts. This information and programming should be
made available on line as part of changes to the municipal website.
3. Prepare a municipal Cultural Asset Inventory and map to better support the development of
the arts, culture, recreation and place based cultural tourism in Bayham and the County of
Elgin.
4. Work with the County of Elgin to develop a four season event strategy to attract residents
and visitors to Port Burwell. It is recommended that Bayham target one event per season.
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Continued support for small business and
entrepreneurs
While the local economy shows evidence of diversification, it is overwhelmingly characterized by
small companies and enterprises that employ less than 10 people – a trend playing out through
much of the County.
To support future growth and investment in Bayham, it is essential to understand and support the
needs of established small businesses across all sectors of the economy. This can be done
through more comprehensive business retention and expansion programming combined with
effective and targeted investment attraction activities. This is particularly relevant in light of
existing research and trends across Canada which suggests that an overwhelming percentage of
new business investment in a community is derived from companies already located there.
Bayham businesses currently have access to a range of services and resources through the
Elgin Business Resource Centre, Elgin Innovation Centre and the County of Elgin Economic
Development. Bayham should foster and support dialogue in business community, by
encouraging initiatives that address local business needs.
Recommendations
1. Create an Economic Development Advisory Committee in order to facilitate a more direct
interface between the Municipality, local business and the County of Elgin.
2. Work with the EBRC and the County of Elgin to promote and deliver small business seminars
geared to e-marketing, website development, business networking, workforce planning and
marketing and succession planning. Connect small businesses in the Municipality with senior
business leaders in the region who can act as mentors and coaches.
3. Develop a Business Guide to Planning and Development Services that outlines all of services
and processes of the municipality that assist with new investment and business expansion
opportunities.
4. Work with the County of Elgin to examine and catalog existing programs and opportunities
that currently support business development and investment in the region. This should
include available funding from senior levels of government.
5. Work with the Elgin Business Resource Centre and the Innovation Centre for Entrepreneurs
to foster an entrepreneurial spirit among students and youth (18-30 years) in Bayham
through the creation of a youth entrepreneurial program.
More effort needs to be directed at investment readiness
including a plan for future investment
Investment readiness is the ability or capacity of a community to support projects and activities
that would facilitate the attraction or growth of new business investment or jobs in a community.
Businesses relocate, or open a new location when business needs or conditions motivate a
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change in location or expansion; for example, when a business expands beyond the capacity of a
particular site or market. How a community responds to these opportunities often determines the
success of attracting this investment.
To be investment ready a municipality must first understand its competitive position (costs, land,
buildings, workforce and land use and zoning,) and the investment or businesses that it is looking
to attract. This informs the development of a strong value proposition that is then reflected in
website content, key messaging, marketing material etc. Often this value proposition includes
business and lifestyle factors that will appeal to prospective investors or businesses, as well as
available financial incentives
Bayham has a limited inventory of commercial and industrial lands with which to attract investors
suggesting that much of the business recruitment and investment attraction will rely on
redevelopment potential. Though there are some infill opportunities, particularly in the
commercial land supply, there are limited designated and zoned properties that would be
available over the shorter term. This limits the types of commercial/industrial activity that the
Municipality can accommodate.
Recommendations
1. Maintain an online inventory of available serviced and un-serviced commercial and industrial
land and buildings. The following information should be included at a minimum:
1.1. parcel size
1.2. privately or municipally owned
1.3. contact information
1.4. zoning and servicing information
2. Pursue the opportunity of a shared service agreement with the Town of Tillsonburg to extend
services to the Bayham Industrial Park. Consider the feasibility of a public private partnership
with the landowner to advance the development of these lands. Support the development
with a comprehensive marketing strategy.
3. Investigate the market opportunity for an eco-Industrial/Business Park in Vienna taking into
consideration the innovative approach to development being advanced by communities such
as the City of Guelph. Pursue opportunities for a public private partnership for the
development of these lands.
Support and encourage a transition to value-added
agriculture while improving traditional agricultural
activities
Value-added agricultural practices are occurring on farms throughout Ontario, as farmers,
through necessity, look to increase their on-farm incomes. This can include on-farm sales of
crops and produce, including road-side stands, sale of products within farm buildings, pick-your-
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own operations, on-farm value-added processing and farm events and attractions, winery tours,
sales and restaurants, and farm vacation and bed and breakfasts operations.
Regional municipalities are responding to the needs of their farmers and the demands of
consumers by providing a greater degree of flexibility with regards to official plan policies and
zoning by-law provisions. While Bayham’s Official Plan policies currently support the activity of
value-added agriculture, it was suggested by local stakeholders that the Municipality needs to be
more pro-active in the area of value-added agriculture and look to the success of secondary on-
farm uses in nearby counties.
In recent years, value-added agriculture has been growing in popularity in Elgin, Norfolk and
Haldimand Counties, as well as across the Niagara region. In addition to the anticipated benefits
that value-added agriculture could provide for both farmers and the county, farmers stressed the
importance of promoting and encouraging value-added agriculture, to ensure the continual
success and prosperity of local farms and a livelihood for area farmers.
Recommendations
1. Encourage Elgin County to complete a value-added food study that gives consideration to the
growth prospects for organic food, niche crops, vineyards, slow food industry, and small and
medium scale food processing.
2. Support the creation of a regional Agricultural Advisory Board to advise county council on
matters pertaining to agricultural issues in Elgin County.
2.1. Provide local forums for discussion and coordination of agricultural initiatives and
programs with community groups and agencies.
3. Advocate for an increase of funding for agricultural research and development in areas
specific to the value-added agriculture i.e. organic food, wineries, food processing, and
aquaculture.
4. Support and encourage Bayham farmers to involve themselves within the food experience
packages produced by Elgin County that illustrate both agricultural products and agri-tourism
activities across the County
3.1 Implementation
The foregoing recommendations assumes that the Municipality of Bayham will take more of a
leadership role as it relates to economic development opportunities in the community. The
completion of this action plan should inform the municipality’s short term priorities and facilitate
the plan’s implementation.
The findings from the supporting background research and analysis presented in Appendices to
this report have informed the priority identification and related recommendations. Taking into
consideration the lack of delivery structure for economic development at the local level and the
fiscal constraints facing the community, it is assumed that the Municipality will need to foster and
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support strong partnerships to ensure that the outcomes of this plan have positive benefits for
Bayham.
With a high level of community interest and engagement in economic development, consideration
has been given to programming and delivery model that will achieve the greatest results for the
Municipality over the long term.
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1 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Municipality of Bayham
Economic Development Initiatives and
Opportunities Plan
APPENDIX
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A. Literature Review
Southwestern Ontario Context
SWOTC: Market Development Strategy
The key purpose of the Market Development Strategy was to understand the current market
within the Regional Tourism Organization 1 and to provide recommendations for tourism product
development. As part of this strategy, the following recommendations were made for SWOTC’s
coverage area:
Leveraging Existing Markets and Products
Develop day tripping program: Conduct further research on day tripping market and based on
results develop products and enhance experiences to increase number of day trippers
Educational travel program: Many attractions in region lend themselves well to the
development of an education travel program that could target schools and colleges
Understand and develop retail and shopping program: Conduct research on the effects of
retail spending on local tourism
Focus on product development for external markets: Product and program development
should focus on the types of activities external group participates in
Create packages to address current market needs: Create an excellent tourism experience
for visitors, by packaging numerous tourism products in region
Intra-regional coordination and communication: Improve regional coordination and
communication
Local accommodation study: Conduct further research on local accommodations especially
those that are not hotels, motels and bed and breakfast
Accommodation attraction: Develop accommodation attraction strategy
SWOTC role clarification: Clarify role that the RTO will play in the region and how the work of
the RTO will impact DMO’s own role, projects and budgets
New Product/Program Opportunities
Medical, health and wellness program: Leverage existing medical facilities to attract visitors
to come to region
Off season: Product development should focus on how to create the various off season
experiences by leveraging existing assets
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Conference and meetings: Develop coordinated conference and meetings program that
would work on making meeting planners aware of the opportunities that exist in the region
Premier event: Establish major event that is unique to the region, and is not currently being
offered in Ontario or neighboring tourism regions
Develop region as a “Family Destination”: Critical mass of family destinations exists in region
Coordinated approach to festivals, fairs and events: Organizers should work together to
coordinate all festivals, fairs and events to increase efficiencies and opportunities
Marketing Initiatives
Regional tourism website: Develop regional tourism website that will encompass and
represent all tourism assets that the region has to offer
Brand promotion and integration: Ensure all future marketing endeavors include new brand
that was developed as part of this strategy
Advertising program: Develop carefully planned and executed advertising program that
targets specific audience
Public relations program: Ensure PR program gets as much attention as possible for all the
events and attractions offered in region
Pictures and videos: Create a database of pictures and videos can in order to communicate
tourism message directly and effectively to the target markets
Signage program: Develop comprehensive signage program that includes way finding,
highway, promotional and program-specific signage
SWOTC: Agritourism Development Strategy and Marketing Plan
Agri-tourism has also been identified as one of seven priority projects for the Southwest Ontario
region as it is seen as an opportunity for farmers to enter new markets for farm products and
services. The purpose of this strategy was to understand the opportunities provided by
agritourism operations to the tourism sector in the SWOTC region. The following set of
recommendations was made to continue the growth of agritourism in the region:
Fixed Attractions
Work with economic development offices in the region to expand investment in wineries
• Consider featuring artists, organizing tours and host culinary events (dinners,
cooking classes, etc) in order to encourage visitation to wineries in region
Explore opportunities for investment in craft breweries
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Events and Festivals
Connect agriculture to educational events and programs and seasonal festivals held across
the region
Services
Further build and connect existing culinary trails
• Establish region-wide culinary trail linking the region through food
Support the expansion of local food restaurants
• Network with chefs with a local food interest that are seeking new opportunities
for investment
• Utilize Local Food Plus and the Ontario Culinary Tourism Alliance to assist in this
endeavor
Link products together and other outdoor recreation activities with agritourism activities.
• Might create the opportunity to draw visitors across the region to experience a
variety of activities
Continue to support secondary use on agricultural land including on-farm processing and
agri-tainment opportunities such as petting zoos and horseback riding
Foster the development of agricultural producer cooperatives to make it easier for large
buyers (restaurants) to purchase from local producers
Continue to develop on-farm roofed accommodations (bed and breakfasts and guest houses)
and on-farm dining facilities
Ontario’s Southwest Motorcycle Tourism Report, 2011
Motorcycle tourism in the Southwest Ontario region is also one of the seven priority projects as it
was found to be a significant contributor to tourism spending and local economic development.
The objectives of the Motorcycle Tourism Report were:
Expand and enhance the motorcycle tourism experience in Region 1
Identify motorcycle and other events within the region
Determine how to increase traffic and visitation to events
Encourage attendees to stay longer / spend more money
Understand and identify potential partnerships with motorcycle groups, retailers, motorcycle-
friendly accommodations and other relevant experiences of interest
According to the survey conducted in May 2011, the following communities were identified most
frequently as the favourite destination among motorcycle enthusiasts:
Port Dover
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Niagara
Port Stanley
Grand Bend
Port Burwell
Pelee
A series of recommendations for SWOTC were made in order to aid in the development of a
Motorcycle Tourism package that would encourage motorcyclist to visit and stay in the region:
Work with DMOs to develop relationships among market-ready motorcycle tourism product
and explore overnight packages on key motorcycle routes
Publish motorcycle tourism map using the dimensions, stock and distribution plan outlined in
this report
Consult with other RTOs and the Ontario Tourism Marketing Partnership Corporation about
integrating content and functionality of any motorcycle tourism website before developing on-
line presence for region
Develop social media guidelines, a plan for social media tactics, register with social media
sites, and post content linking motorcycle-friendly product and DMOs, in order to develop a
base of consumers for future tactics
Explore supporting marketing initiatives such as media relations, trade shows, print
advertising opportunities, alliances and other activities to support the core motorcycle tourism
marketing strategy
Birding in Southwestern Ontario: Product Assessment and Regional
Marketing Plan, 2011
Wildlife viewing, which includes bird watching, is a growing subsector of the ecotourism market.
Due to the natural assets present in the region, Southwest Ontario is well positioned to benefit
from this trend. The purpose of this study was to review the opportunities for birding tourism
across the region to offer visitors a more diverse and package of birding and outdoor
opportunities. The following sets of key recommendations were made as a part of the report:
Develop Lake Erie Coastal Birding Route that acts similarly to a culinary trail
• Birding trail would be a driving / hiking / cycling route that parallels the Lake Erie
coast, with options for “loop trips” into the interior of the Southwestern Ontario
region
• Key nodes would be the major national and provincial parks (Pelee Point,
Rondeau, Port Burwell, Rock Point), world biosphere reserve (Long Point), and
conservation areas (Hillman Marsh)
Create a plan that will aid in developing the trail and ongoing trail stewardship
Develop marketing tools required to bring this project to life which includes a map of birding
hotspots and a birding visitor guide, along with a robust website
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Support birding festivals and events
Promote birding trail with advertising
Utilize opportunities for travel stories in mass media
Increase online media/social media presence to promote birding opportunities
Utilize special promotions such as birding passport program for different sites, family passes
and package birding opportunities with accommodation
Region 1: Recreation Experience Assessment, 2011
The purpose of the study was to implement an outdoor experience assessment and strategic
marketing plan focused on golfing, fishing, and camping experiences throughout the region. The
report made the following set of recommendations for each of the outdoor activities:
Golfing: Product Development
Organize the Top 10 golf operators and use their golf experience and venues to position the
region as a stand out golf destination
Create and establish a formal Golf Operator Working Group and facilitate a process where
the operators can work together to create affordable overnight golf experience packages
Plan and execute tourism market readiness training workshops with the next level of golf
operators
Golfing: Marketing
Develop a fall golf package pilot project campaign, targeting golfers near and or within
Region
Create golfer data base for future e-marketing initiatives
Initiate a monthly golf package E-blast using purchased email lists and own list as it develops
Approach golf tour operators to consider selling the golf packages
Grow the Top 10 to include other market ready venues and roll out a more comprehensive
campaign
Create a regional golf competition where pros from Top 10 courses put together teams to
challenge players from other Top 10 courses
Fishing: Product Development
Establish a Fishing Operator Working Group to organize a collective approach to better
leverage the fishing assets and grow tourism business in Region
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Develop overnight fishing experiences by collaborating with DMO’s, food & beverage
providers, retailers to create compelling reasons to extend the length of stay
Explore the possibilities of creating a regional booking mechanism to streamline the booking
process and allow for selling packaged experiences
Conduct research among anglers in the GTA marketplace in order to identify opportunities
that would attract anglers who are not currently fishing in Region
Leverage opportunities associated with enhancing and expanding fishing tournaments that
take place in Region
Fishing: Marketing
Develop a collaborative marketing strategy once the Working Group has determined areas of
opportunity and have packaged product that will generate overnight visitation
Create a fishing micro site or include fishing information in a regional site
Attend key fishing/sport shows as a group to have a larger presence at these shows and
develop strategies to stand out among other regional fishing destinations
Develop an unpaid media strategy and proactively secure stories and coverage for fishing
opportunities in Region
Host annual media and corporate Familiarization Tours in order to showcase the fishing
experiences available in Region to both the media and corporate meeting/event planners
Camping: Product Development
Develop places for RVs to camp in order to pursue RVers as they deliver a higher yield than
traditional campers or those using public campgrounds
Establish an Infrastructure Task Team to explore development opportunities associated with
the emerging trends in outdoor accommodation options
• They would create a series of prioritized strategies designed to increase the
availability of new or enhanced non-traditional outdoor roofed accommodation
options
Advocate for regulatory changes that could positively impact operations and expansion plans
for private campground
Develop and fund a grass roots communications plan targeting municipal officials and other
tourism industry stakeholders to reverse negative perceptions that exist about RVers /
campers and the impact they have on local communities
Camping: Marketing
List RV park/ campground accommodation options in regional marketing material
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Develop experience packages utilizing RV park/campgrounds as exclusive accommodation
options
Target families, birders, touring seniors as they tend to seek out these types of
accommodations
Promote camping experiences in public campgrounds to birders in shoulder seasons,
especially during migration periods
Consider having a regional presence at select outdoor and RV consumer shows and ensure
all operators are group together under a regional banner
Port, Coastal and Riverfront Communities Development & Investment
Attraction Strategy
SWOTC undertook a study for water based tourism development and investment for the
communities along Lake Erie, Lake St. Clair and Lake Huron. The strategy looked at ways to
leverage the waterfront to provide a higher quality tourism experience for visitors and achieve
economic growth for the communities along the lakes. The objectives of the project were the
following:
To identify business, investment and product development opportunities in the region's ports
and waterway areas
To develop specific actions to attract investment and grow tourism in these opportunity areas
To develop a community resource toolkit for port, coastal and riverfront communities
As part of the project, the plan recommended the following key tourism product development
strategies:
Incorporate water-based activities and tourism experiences as a signature element of
regional marketing and promotional efforts
Strengthen and promote existing trail networks that connect to the waterfront, and pursue
opportunities to link trails across Counties and to existing waterfront tourism sites,
incorporate mapping of trails through MDS website
Create region-wide packages of themed events (e.g. birding, sportfishing, diving, marinas,
Provincial Parks) for promotion to niche markets
Promote major waterfront events/initiatives in a shared calendar and include linkages with
other tourism-related activities such as camping, trails, biking etc.
Profile major waterfront initiatives that will serve to attract both tourists and further private
sector investments, including (for example) the recent recognition of Port Stanley as a Blue
Flag Beach
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Explore avenues to assist Counties and municipalities to strengthen signage and way-finding
(including the use of technology) to direct visitors to waterfront sites of interest (by land and
water)
Support regionally-based or County-led municipalities in conducting a gap analysis for
amenities and services that support water-based tourism, focused specifically on small-scale
accommodation (B+Bs, campgrounds) in proximity to waterfront areas
Encourage waterfront municipalities to pursue tourism-related community development and
beautification programs, e.g. Community Improvement Plans, Façade Improvement
Programs, Communities in Bloom
Support local municipalities in establishing dedicated pedestrian and cycling access corridors
from key waterfront sites to downtown commercial and retail area
In addition to the tourism strategies, the plan also recommended the following key investment
attraction strategies:
Develop and market an investment profile of development ready sites in the Region’s
waterfront communities
Develop a protocol to assist DMOs and tourism organizations in pursuing private-sector
sponsorship for events and public-private partnerships for investment
Identify high-visitation, high-revenue attractions and events in the Southwest Ontario Region
that should be profiled in and supported by provincial marketing and promotion campaigns
and materials
Develop and promote the use of a tourism investment prefeasibility assessment handbook to
support the attraction of new business investment to the Region
Support existing tourism business and operations by conducting workshops to discuss new
product investment and expansion opportunities associated with the Region’s priority tourism
segments
Organize regular familiarization tours of potential (re)development sites with local
businesspeople and investors, and compile site information/prospectuses to support these
tours
Elgin County Context
Elgin County – Agri-food Business Expansion and Retention Study
(2012)
Elgin County conducted a business expansion and retention study to gain a more complete
understanding of the challenges and opportunities that existed in the County’s Agriculture and
Agri-food sector. As part of the study, interviews with agri-food businesses were undertaken. The
results from the interviews were used to create the following key set of recommendations:
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Improved Permit and Regulatory Approval Process
Support and provide guidance for local municipality’s to streamline the development approval
process
Provide business support to help navigate the regulatory environment
Support for Succession Planning, Business Planning
Work with the Elgin Business Resource Centre to develop targeted workshops and reference
materials to support succession and business planning for the County’s agricultural sector
Value Added Processing
Investigate options for a value-added food study that gives consideration to the growth
prospects for organic food, niche crops, vineyards, slow food industry, and small and medium
scale food processing.
Support the development of value-added businesses by establishing a relationship between
the Elgin Federation of Agriculture, local farmers and the Niagara College Brew Master
program.
Local Food Distribution Network
Contact Erie Innovation and Commercialization to access research conducted on local food
distribution studies
Publish advice and guidance on the best ways to tackle distribution issues
Enhanced Marketing
Encourage local providers to leverage the County’s marketing efforts
Continue to engage local providers and leverage the marketing efforts of the ‘Buy Local, Buy
Fresh’ Elgin Campaign, Savour Elgin, Southwest Ontario Tourism Corporation, and the
Ontario Culinary Tourism Alliance
Online Toolkit for Agri-businesses
Government grants, programs and other sources of funding for agri-businesses
Business Development Guide
Opportunities for new investment in the County’s agricultural sector such as vineyards,
breweries, organic farming etc.
Succession Planning, Business Planning workshop information
Advice and guidance on the best ways to tackle distribution issues. This should include best
practice research into existing projects throughout the Country.
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Port Stanley Harbour Economic Development Plan
In light of the Municipality of Central Elgin acquiring several properties along Port Stanley’s
waterfront, the municipality developed an economic plan for Port Stanley’s harbour. The following
key recommendations were developed for the revitalization of Port Stanley’s harbour and provide
insight on how Port Burwell may develop in the future:
Complete a secondary plan and Community Improvement Plan for the Port Stanley Harbour
to aid in the desired development of the area
Adopt the Historic Conservation District Plan and Guidelines to protect local heritage
properties
Expedite the environmental remediation of the lands by working with the Government of
Canada
Initiate preliminary risk assessment for public lands to engage private sector in the
redevelopment of the western harbour lands
Complete public realm improvements and infrastructure upgrades
Develop four season tourism event strategy by working with the County of Elgin, the Port
Stanley BIA and the Port Stanley Village Association
Conduct bi-annual Port Stanley visitor surveys to gauge satisfaction with local events,
amenities, services etc.
Develop greater variety of destination retail opportunities and food and beverage venues
Improve existing streetscape through the use of façade improvement programs, landscape
improvement grants or tax increment financing
Engage local service clubs, area businesses and the community at large in fundraising for
the public realm initiatives
Complete a parking study for Port Stanley harbour area to determine the need for additional
off-street and on street parking
Complete hotel/convention feasibility study to illustrate and support the potential for additional
accommodation in this region of Elgin County
Improve the marketing of Port Stanley in way that more effectively showcases local retailers,
the size of the service area, consumer profile and the direct marketing of the waterfront lands
once the secondary process is complete
Develop a specialized tool kit of web based resources to assist companies considering
downtown Port Stanley for business investment
Develop economic development function within the municipality that could oversee the
attraction of investors and development of the Harbour Lands over the long term
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County of Elgin Economic Development Strategy and Action Plan
2011-2014 Part I
The County initiated the 2011-2014 Economic Development Strategy and Action Plan to address
the challenges the region faced due to changing economic conditions in the province and county.
The following goals have framed the County’s economic development efforts over the span of the
plan.
Goals
1. Build Social Capital
Developing social capital in Elgin will assist the County to mobilize the community in supporting
the County’s economic development goals. Elgin County will build social capital through
enhancing:
Civic pride and ownership
Networking
2. Enhance the Built Environment
The built environment shapes how residents and community members interact with each other
and impacts networks, enterprise development and industry attraction. This will be accomplished
by:
Fully utilizing employing lands
Protecting our Heritage
Creating engaging public places
3. Develop Talent and our Entrepreneurs
The attraction and retention of talent and innovation through creative people and enterprises is
becoming a new economic reality for rural regions. The objectives for this goal are:
Strengthen linkages to research institutions
Support enterprise development
Engage and reinforce lifelong learning
4. Tell our Story
Elgin does not have a product to market; it has a story to tell. Story telling is as much about who
is telling the story, as it is about the story itself. Stories need to be about challenging the status
quo and connecting to people who can make a difference. This is accomplished by:
Focusing and targeting the message
Engage leaders
The County is currently reviewing the implementation efforts of the 2011 Plan with a mind to
‘refreshing’ the County’s economic development program.
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Bayham Context
Official Plan of the Municipality of Bayham (revised 2012)
The official plan for the Municipality of Bayham recognizes that the predominant use of land in
the Municipality will be agricultural in nature. Most of the future non-farm growth and
development will be concentrated in the municipality’s urban areas of Straffordville, Vienna and
Port Burwell. The plan recognizes the agricultural sector as the primary economic activity in the
municipality and works to provide policy framework to encourage the preservation and utilization
of good agricultural lands for agricultural productions. The following is a short summary of
relevant land use designations and policies considered to have an impact on the future economic
development of the Municipality:
Agriculture
One of the main goals of the plan is to place a high priority on maintaining or initiating agricultural
production on high quality agricultural lands. The plan has policies in place to discourage the
divisions of larges farms into smaller holdings and to encourage continued farm use. In order to
support on-farm diversification, the municipality allows the establishment of agri-tourism
operations on agriculture lands
Industrial
The Bayham Industrial Park, located on the northern end of the municipality and neighbouring
Tillsonburg, is recognized as the main industrial area in Bayham. Lands designated for industrial
use permit only dry industrial uses and should not require municipal sanitary sewer and water
supply service.
Commercial
New commercial development shall be encouraged to locate in existing commercial areas of the
urban areas through renovation of older structures and the erection of new buildings.
Municipal Sewage and Water Services
The villages of Port Burwell and Vienna have municipal sewage and water services and are the
focus of growth within Bayham. The municipality will not permit development within serviced
areas that cannot be feasibly connected to the municipal sewage and water services.
Waterfront
One of the goals of the plan is to support and encourage the establishment of a marina on Lake
Erie at the mouth of Big Otter Creek. In order to achieve this goal, the municipality has
designated lands around the waterfront in Port Burwell as ‘Specific Policy Area’ that will remain in
a holding zone until the lands can be developed. The municipality has recently completed a
Master Plan for Port Burwell that addresses the future development opportunities for the
waterfront.
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The Municipality of Bayham Strategic Plan 2008-2013
The main objective of the plan was to assist in formulating and directing Bayham’s municipal
objectives from 2008-2013. The plan directed Bayham to invest its energy and resources across
four missions:
5. Renewing and expanding our critical infrastructure
6. Providing financially responsible service orientated governance
7. Providing recreation and waterfront amenities
8. Supporting environmentally conscious business investment and growth opportunities
The following goals were formulated in response to the above missions:
Practice responsible financial management
Conduct service delivery reviews for all services
Complete asset management program
Adopt multi-year budgets
Begin adopting capital budgets earlier
Conduct an energy audit of municipal building
Conduct an alternative revenue opportunity analysis
Ensure reliable, well maintained and secure infrastructure
Complete asset management program
Design and implement a plan for an infrastructure inspection and preventative maintenance
program
Conduct infrastructure needs studies: roads, water, sanitary sewer, buildings, rolling stock
and other
Create a positive business atmosphere
Seek out economic development partnerships opportunities
Review development standards policies
Review planning approvals process
Conduct a land use planning policies review
Improve communications and relations with business
Produce an economic development initiatives and opportunities plan
Undertake a harbour area development feasibility study
Consider critical infrastructure and services partnerships as required
Be dedicated to service excellence
Conduct service delivery reviews for all services
Improve municipal web site
Commence a regulatory review
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Deliver staff training programs such as health and safety, customer service and accessibility
Tie performance evaluation program to Strategic Plan
Review by-law enforcement policies and procedures
Create and implement a staff service excellence reward program
Complete a master fire plan
Complete an accessibility plan
Big holding council and staff team building get together
Develop a new and improved infrastructure network
Complete asset management program
Undertake capacity studies of sewer and water infrastructure
Conduct a Development Charges policy review
Review land use policies to ensure designate growth areas are identified
Develop a plan for construction of a municipal industrial park
Explore partnerships such as public-private partnerships, inter-municipal service sharing and
municipal-provincial-federal partnerships for servicing under-serviced areas
Explore water servicing options for Straffordville and Eden
Development of resources for municipal-wide supply of water for fire suppression
Provide and encourage attractive lifestyle choices
Conduct a municipal recreation program needs assessment
Conduct a parks and facilities needs assessment
Promote Bayham’s waterfront and beach amenities
Develop partnerships as required for delivery of services such as:
• Promoting health and wellness
• Recreation of fitness programs
• English as second language training
Review the Cultural Plan
Support preserving community schools and education in Bayham
Promote excellence in environmental stewardship
Conduct an energy audit of municipal buildings and equipment
Promote the Waste Management Program to encourage ‘reduce, reuse and recycle’
Reduce water loss from water servicing networks
Implement green energy options for municipal facilities
Create an economic development awareness program promoting Bayham as ‘Green
Community’
Develop groundwater protection policies
Encourage brownfield development where appropriate
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Port Burwell Master Plan, 2013
The primary objective of the plan was to identify strategic future public investments in services,
facilities, access and parking that could contribute to the development of the waterfront as a
tourist and recreational area for local residents and visitors. The following key investments were
recommended:
Site Functionality and Ownership
Obtain some of the privately held lands along the waterfront to provide flexibility when
constructing infrastructure and public assets
Purchase back existing structures surrounding the Lighthouse and maintain lighthouse as
focus of the main street
Pursue private partnerships for the development and operation of public facilities
Provide a minimum of 200 parking spots on municipally owned lot
Expansion of washroom facilities is a high priority
Provide concession and tourism information shop on public beach
Pursue a Fisherman’s Village on the vacant lot adjacent to the Harbourfront, which would
accommodate retail, restaurant, residential and tourist activities with space for outdoor
activities
Water Quality and Environment
Construct new natural features on west side of Big Otter Creek that provide habitat for birds
and butterflies that will contribute to regional birding tourism plans
Construct a series of interpretive trails that connect the key features of the area and link to
adjacent features to further unify the area
Apply to Blue Flag Beach program
Public Safety and Security
Undertake an official risk assessment of the beach and create an appropriate response
strategy
Provide first aid stations and emergency rescue stations that are clearly denoted with
signage
Continuity and Connectivity
Improve access with Provincial Park by building a bridge connection over Big Otter Creek
Construct a series of seating areas that allow for seating, picnicking, gathering and viewing
Improve connections to Memorial Park and use the park as a regular event space
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Improve connection between downtown area to the beach and provincial park through
streetscape design, signage and way finding and through potential redevelopment of lands
along Robinson Street
Seasonal Interest and Diversity of Uses
Create a dedicated space for outdoor events
Incorporate a canoe and kayak launch along waterfront
Create a marina and public boat launch
Improvements to pier should allow for passive activities like fishing, siting and tanning
High Quality Public Realm
Create venue for concerts and activities
Bayham Cultural Plan 2005
In 2005, Bayham completed a cultural plan that would guide municipal objectives in unlocking the
potential of a unique Bayham experience for visitors and residents alike. The plan had the
following five goals:
To increase the sense of community pride and engagement in pursuing Bayham's future by
encouraging increased participation in community development and a broader understanding
and appreciation of the community’s tourism potential and heritage resources.
To realize the untapped potential of the community through:
• Building on what already has been achieved
• Identifying unique opportunities
• Collectively overcoming barriers to success
To generate positive economic benefits for the community, related to generating support for
existing and new business initiatives and creating employment opportunities.
To achieve an effective balance between economic development initiatives within the Plan
and the residents' quality of life, values and the natural environment's limitations.
To conserve Bayham's historical, heritage and natural assets for current and future
generations.
In addition, the plan also recommended several key recommendations that would aid in the
cultural economic development of the municipality. These were:
Wind Turbines
Develop and promote Bayham’s wind resources through the development of public viewing
areas, themed festivals and information centres on wind energy
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Create a Wind Energy Interpretation Centre by working in partnership with wind energy
developers, province and Canadian Wind Energy Association
Create a festival for the “turning the switch” and first day of operation for the public
distribution of electrical wind energy systems
Waterfront
Improve waterfront infrastructure and amenities in Port Burwell by providing public facilities
such as public washroom, beach house, and marina
Consider a venue for concert and activities
Vienna and Port Burwell
Create a CIP for investment in infrastructure and landscaping such as streets, benches,
lighting and amenities
Encourage the development of Coral Flats as retirement community
Otter Valley Recreational Trail Improvements
Improve the quality of user experiences on the Otter Valley Recreation Trail for passive
recreational uses, including hiking, biking, birding and interpretation of the heritage resources
of the municipality
Invest in the infrastructure, points of interest and marketing of the trail as a key part of the
cultural and tourism opportunities in Bayham
Create events related to activities along the trail
Festivals and Events
Host around eight to ten festivals/events per year
Position one to two signature festivals/events to attract external visitations
Tourism Packages
Eco-Tourism: Develop package around birding destination, shoreline, trail system and
Carolinian forest for visitors interested in outdoor experiences
Agri-Tourism: Develop package around farm operators who are prepared to provide varied
agri-tourism opportunities
Bayham’s Façade Improvement Loan Program
The façade improvement loan program aims to assist in the improvement and promotion of the
core business areas across the municipality. Currently, commercial properties in the core
business areas of Port Burwell, Vienna, Straffordville, and Eden are eligible for the program.
Eligible improvements consist of external repairs to facades, include signage, entrances, and
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display windows. Eligible candidates can receive loans of up to $5,000 per property, based on
50/50 matching contributions.
Bayham’s Participation into Regional Campaigns
Ports of Elgin
Bayham’s Port Burwell currently participates in the County’s Ports of Elgin campaign. The
campaign highlights several elements available across the Port such as:
The free wireless offered on beach
The restaurants/cafes in Port Burwell
The Port’s charter fishing trips
Elgin Arts Trails
Two Bayham businesses are currently listed as points of interest across the Elgin Arts Trail.
Savour Elgin
Five Bayham businesses are currently listed as points of interest across the Savour Elgin Map.
Elgin County Heritage
Currently the Elgin County Heritage brochure highlights fourteen assets of interest within
Bayham.
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B. Economic Profile
The Municipality of Bayham is a lower tier municipality located in the eastern end of Elgin County.
While portions of the County have direct access to Highway 401, Bayham’s eastern location
within the county makes access to the Highway more challenging.
The historic towns and villages of the lower tier municipalities coupled with the region’s
agricultural landscapes contribute to the County’s strong rural character and appeal. The lower-
tier municipalities that comprise up Elgin County include:
Aylmer
Bayham
Central Elgin
Dutton/Dunwich
Malahide
Southwold
West Elgin
Figure 1 shows the political boundaries of the County and the lower-tier municipalities. The map
also shows the position of some of the surrounding municipalities.
FIGURE 2: MAP OF ELGIN COUNTY AND MUNICIPALITIES
Source: OMAFRA EMSI Analyst, Dataset Version 2014.1
The objective of this economic base analysis is to provide a detailed understanding of the
economy in the Municipality of Bayham that can be used to inform the creation of an Economic
Opportunities Report. The profile includes current information on the demographics of the
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municipality, the composition of its business community, and its labour force, as well as a
spotlight on the agriculture sector.
It should be noted that parts of the economic base analysis uses Southwest Ontario as a region
of comparison. For the purposes of the analysis Southwest Ontario has been defined to include
Elgin County, Middlesex County, Oxford County, Brant County, and Norfolk County.
Demographic Characteristics
Population Change
The population in Bayham (3.9%) has been growing at a faster rate compared to Elgin County
(2.5%) and has added 262 people from 2006-2011. However the growth rate in Bayham was
lower than Southwest Ontario (4.2%) and Ontario (5.7%). From 2001 to 2006, Bayham (5.5%)
had a greater growth rate than Elgin County (4.7%) and Southwest Ontario (4.6%) while it was
lower than the Province (6.6%).
FIGURE 3: POPULATION CHANGE 2006, 2011
Source: Statistics Canada Census, 2006, 2011
Population by Age
In 2011, around a third of residents in Bayham were between the ages of 0-19 years, which was
greater than either Elgin County (26.1%) or the Province (23.7%). In addition, the growth rate for
this age group in the municipality was 8% while in the county and province the average was -
2.9% and 0.3% respectively.
Although Bayham (18.2%) has a similar proportion of residents between the ages of 60+
compared to Ontario (20.6%), the growth rate for this age group in the municipality was 66.1%
while in the province the rate was 51.5%. While 22.1% of the population in Elgin County made up
this age group which had a growth rate of 44.8%.
The age profile of Bayham suggests that the population change is attributed to the growth of
families with children, residents aging in place or the attraction of retirees to the municipality.
Bayham’s proximity to the Town of Tillsonburg (albeit not in Elgin County) and the services
provided is no doubt a factor in the municipality’s population growth. Over the long term, it will
be important for the municipality to consider the range of local services and amenities (e.g.
housing, recreation amenities, healthcare, and retail services) that may be needed to satisfy the
demands of residents – particular youth and seniors.
Population,
2001
Population,
2006
Population,
2011
2001-2006
%Change
2006-2011
%Change
Bayham 6,375 6,727 6,989 5.5%3.9%
Elgin County 81,553 85,351 87,461 4.7%2.5%
Southwest ON 763,340 798,102 831,541 4.6%4.2%
ON 11,410,046 12,160,282 12,851,821 6.6%5.7%
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FIGURE 4: POPULATION BY AGE GROUP IN BAYHAM, 2006 & 2011
Source: Statistics Canada Census, 2006 and 2011
Educational Attainment
Recent economic trends such as offshoring and the development of new technologies have
changed Canada’s economy into one that requires a knowledge-based work force. The education
attainment of the residents of Bayham is an important aspect of economic development as
education levels will determine the strength of the local economy. Figure 5 compares the
educational attainment of residents in Bayham, Elgin County, Southwest Ontario and Ontario.
When compared to the other three geographic regions, the municipality has a higher portion of
residents with no certificate, diploma or degree, and apprenticeships or trades certificate or
FIGURE 5: EDUCATIONAL ATTAINMENT OF BAYHAM, ELGIN COUNTY, SOUTHWEST ONTARIO AND ONTARIO
Source: Statistics Canada Census, 2011
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diploma. The low proportion of residents with high school or higher education could create
challenges for the municipality in attracting industries that require a knowledge-based work force.
Household Income
The household income of a community is a helpful measure of the municipality’s socio-economic
composition. Figure 6 shows the proportion of household incomes for Bayham, Elgin County,
Southwest Ontario and Ontario. Bayham (51.6%) has a greater percentage of households
making $30,000-$79,999 compared to the other geographic area, with Ontario (39.5%) having
the lowest proportion.
FIGURE 6: HOUSEHOLD INCOME PROPORTIONS IN BAYHA, ELGIN COUNTY, SOUTHWEST ONTARIO AND
ONTARIO, 2011
Source: Statistics Canada Census, 2011
The proportion of households within this income range has impacted the average household
income in Bayham ($66,666) which was the lowest among the comparative areas. One
explanation for the low average household income may be due to the low levels of higher
education in the work force which could be preventing local residents from obtaining higher
paying jobs that require an advance skill set.
Labour Force Profile
The labour force profile of the Municipality of Bayham is an important factor in determining the
economic competitiveness of the municipality and the level of entrepreneurism. The following
section outlines resident labour force characteristics, labour force compositions by industry and
occupation, place of work status and commuting patterns.
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Labour Force Characteristics
From 2006 to 2011, the total labour force in Bayham decreased by 140 people (4.2%) to a total of
3,155 workers. It should be noted that this amount refers to the employment status of the local
workers and not the number of jobs located in the municipality. The County (-2.7%) also saw a
decrease in the number of people in the labour force while the Province (4.2%) had an increase.
The reason for the larger decrease in the labour force in Bayham compared to the other areas
may be due to the higher portion of people approaching retirement and retirees in the
municipality.
The unemployment rate in Bayham in 2011 was 8.4% which was lower than the County (9.0%)
and comparable to the province (8.3%). The municipality (1.3%) also had a smaller increase in
the unemployment rate compared to the County (3.5%) and Province (1.9%). One likely
explanation for the lower unemployment rate in Bayham is due to the higher growth rate in the
number of businesses in the Municipality (58.4%) compared to the County (17.7%) from 2008-
2013.
FIGURE 7: LABOUR FORCE ACTIVITY IN BAYHAM, ELGIN COUNTY AND ONTARIO, 2006 & 2011
Source: Statistics Canada National Household Survey, 2011, Census, 2006
Labour Force by Industry
Looking into the composition of the labour force by industry allows for the understanding of the
competitive advantages in the local economy and where clusters of skills may exist. Figure 8
shows the total labour force by industry in Bayham, Elgin County and Ontario.
Bayham Elgin ON Bayham Elgin ON Bayham Elgin ON
In the labour force 3,295 45,695 6,587,580 3,155 44,465 6,864,990 -4.2%-2.7%4.2%
Employed 3,060 43,200 6,164,245 2,890 40,475 6,297,005 -5.6%-6.3%2.2%
Unemployed 235 2,495 423,335 265 3,990 567,985 12.8%59.9%34.2%
Employment rate 60.2%64.2%62.8%55.5%58.5%60.1%-4.7%-5.7%-2.7%
Unemployment rate 7.1%5.5%6.4%8.4%9.0%8.3%1.3%3.5%1.9%
2006 2011 Change
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FIGURE 8: TOTAL EMPLOYED LABOUR FORCE BY INDUSTRY IN BAYHAM, ELGIN AND ONTARIO, 2011
Source: Statistics Canada National Household Survey, 2011
The top industries in which residents of Bayham are employed in were the following:
Manufacturing (710 employees, 26.0%)
Agriculture, forestry, fishing and hunting (485 employees, 17.7%)
Transportation and warehousing (290 employees, 10.6%)
Construction (245 employees, 9.0%)
Health care and social assistance (215 employees, 7.9%)
The top three industries made up 54.3% of the employed labour force with 1,485 employees; with
all three sectors having double the proportion of people that were employed in these industries
compared to the province. Looking further at the subsector level within these three industries the
following leading subsectors were found:
Farms (485 employees, 17.7%)
Transportation equipment manufacturing (285 employees, 10.4%)
Truck transportation (185 employees, 6.8%)
Speciality trade contractors (160 employees, 5.9%)
The strength of these subsectors are reflected in the business patterns for Bayham where
strongest growth, in terms of the number of businesses, occurred in the agriculture,
transportation, construction manufacturing industries. The municipality has recognized the
agriculture industry as primary economic activity in Bayham and has enacted polices within their
official plan to preserve agricultural lands.
Bayham Elgin ON Bayham%Elgin%ON%
Al Industries 2,735 36,755 5,537,990 100.0%100.0%100.0%
31-33 Manufacturing 710 7,190 657,625 26.0%19.6%11.9%
11 Agriculture, forestry, fishing and hunting 485 2,515 95,220 17.7%6.8%1.7%
48-49 Transportation and warehousing 290 2,685 294,025 10.6%7.3%5.3%
23 Construction 245 2,730 382,570 9.0%7.4%6.9%
62 Health care and social assistance 215 5,195 668,435 7.9%14.1%12.1%
81 Other services (except public administration)140 1,680 279,405 5.1%4.6%5.0%
91 Public administration 140 1,655 441,370 5.1%4.5%8.0%
44-45 Retail trade 125 4,165 701,305 4.6%11.3%12.7%
61 Educational services 115 2,380 474,205 4.2%6.5%8.6%
56 Administrative and support, waste
management and remediation services 100 1,980 277,785 3.7%5.4%5.0%
54 Professional, scientific and technical services 65 1,280 486,780 2.4%3.5%8.8%
41 Wholesale trade 60 1,355 291,215 2.2%3.7%5.3%
53 Real estate and rental and leasing 30 540 128,355 1.1%1.5%2.3%
22 Utilities 15 205 55,220 0.5%0.6%1.0%
51 Information and cultural industries - 505 169,540 0.0%1.4%3.1%
55 Management of companies and enterprises - 50 6,230 0.0%0.1%0.1%
71 Arts, entertainment and recreation - 645 128,705 0.0%1.8%2.3%
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It should be noted however, that the high proportion of people employed in manufacturing is likely
attributed to Bayham’s proximity to Aylmer and Tillsonburg where there is a greater concentration
of manufacturing activity.
Labour Force by Occupation
The occupational composition of the labour force was analyzed to determine the skills and
competencies of the residents of Bayham. Figure 9 shows the occupation proportions in Bayham,
Elgin County and Ontario in 2011.
FIGURE 9: TOTAL EMPLOYED LABOUR FORCE BY OCCUPATION IN BAYHAM, ELGIN COUNTY AND ONTARIO
Source: Statistics Canada National Household Survey, 2011
The occupations with the highest concentrations in Bayham were:
Trades, transport and equipment operators and related occupations (880 workers, 30.4%)
Sales and service occupations (365 workers, 12.6%)
Occupations in manufacturing and utilities (355 workers, 12.3%)
Natural resources, agriculture and related production occupations (350 workers, 12.1%)
Management occupations (300 workers, 10.4%)
The concentration of workers in trades, transport, manufacturing and agriculture related
occupations is more than double the concentration in Ontario. The high concentration of these
occupation categories is likely due in part to the municipality’s proximity to Aylmer and
Tillsonburg.
The municipality had a low concentration of sales and service occupations in the municipality
compared to the county, and in addition only 3.7% of businesses in Bayham were in retail trade
while for Elgin County the rate was 8.6%. The occupational and business patterns suggest that
local residents in Bayham may be doing most of their personal shopping outside the municipality.
Bayham Elgin ON Bayham%Elgin%ON%
All Occupations 2,890 40,470 6,296,995 100.0%100.0%100.0%
Trades, transport and equipment operators and related
occupations 880 7,705 805,495 30.4%19.0%12.8%
Sales and service occupations 365 8,435 1,431,600 12.6%20.8%22.7%
Occupations in manufacturing and utilities 355 3,955 322,530 12.3%9.8%5.1%
Natural resources, agriculture and related production
occupations 350 1,575 94,225 12.1%3.9%1.5%
Management occupations 300 4,335 748,915 10.4%10.7%11.9%
Business, finance and administration occupations 225 5,365 1,082,315 7.8%13.3%17.2%
Occupations in education, law and social, community and
government services 155 3,825 766,950 5.4%9.5%12.2%
Health occupations 140 3,065 381,660 4.8%7.6%6.1%
Natural and applied sciences and related occupations 105 1,585 475,000 3.6%3.9%7.5%
Occupations in art, culture, recreation and sport 15 625 188,305 0.5%1.5%3.0%
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Looking further into the occupational sub-categories the leading occupations were the following:
Industrial, electrical and construction trades (295 workers, 10.2%)
Transport and heavy equipment operation and related maintenance occupations (295
workers, 10.2%)
Workers in natural resources, agriculture and related production (255 workers, 8.8%)
Middle management occupations in trades, transportation, production and utilities (195
workers, 6.7%)
Assemblers in manufacturing (185 workers, 6.4%)
The high concentration of these occupational sub-categories reflects the strength of the
manufacturing, agricultural, construction and transportation industries. These occupational
strengths present an opportunity for the municipality to attract businesses in these industries that
would benefit from Bayham’s work force.
Place of Work Status
Figure 10 displays the place of work status for the employed population for the three geographic
areas. The figure shows that Bayham has the highest proportion of residents with no fixed
workplace address (16.4%) and who worked at home (12.0%) among these three geographic
areas. One explanation for the high proportion of the employed population having no fixed
workplace is due to the large portion of the labour force working in the construction industry. The
high proportion of the population working at home in Bayham is likely due to the large portion of
the work force employed in agriculture sector as 69.5% of firm in this sector are self-employed
businesses, which suggests that a large portion of the agricultural workforce live and work on
their farms.
FIGURE 10: PLACE OF WORK STATUS IN BAYHAM, ELGIN COUNTY, SOUTHWEST ONTARIO AND
ONTARIO, 2011
Source: Statistics Canada Census, 2011
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Commuting Patterns
The following two figures display the commuting patterns for the workforce that reside in Bayham
and for the labour force that works in the municipality. Figure 11 shows the top locations where
Bayham residents commute for work. The largest proportion of residents commutes to
Tillsonburg (24.1%) and Aylmer (19.0%) for work, while Bayham (15.9%) was the third highest
location for work. In total, Elgin County (including St. Thomas made up 45.8% of the top locations
that residents in Bayham commute to for work. One explanation for the large proportion of
Bayham residents commuting to Tillsonburg and Aylmer is that they are employed in
manufacturing sector and these jobs are located in these municipalities.
Figure 12 shows where the municipality’s work force is coming from. Just over 68% of the
municipality’s labour force originates from Elgin County with the remaining coming from Norfolk
County and Tillsonburg. Bayham (40.5%) was the largest source of workers for the municipality,
which is likely due to the large proportion of workers in the municipality who work in the
agriculture industry live in Bayham.
FIGURE 11: TOP LOCATIONS RESIDENTS OF BAYHAM COMMUTE TO FOR WORK, 2011
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011032.
FIGURE 12: TOP LOCATIONS WORKERS OF BAYHAM COMMUTE FROM FOR THEIR OF WORK, 2011
Source: Statistics Canada - 2011 National Household Survey. Catalogue Number 99-012-X2011032.
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Industry Sector Analysis
The industry sector analysis provides a through overview of the business community and
employment trends in specific industry sectors.
Business Patterns Assessment
Statistics Canada’s Canadian Business Patterns Data provides a record of business
establishments by industry and size. This data is collected from the Canada Revenue Agency
(CRA). The business data collected for South Bruce includes all local businesses that meet at
least one of the three following criteria:
Have an employee workforce for which they submit payroll remittances to CRA
Have a minimum of $30,000 in annual sales revenue
Are incorporated under a federal or provincial act and have filed a federal corporate income
tax form within the past three years
The Canadian Business Patterns Data records business counts by “Total”, “Indeterminate” and
“Subtotal” categories. The establishments in the “Indeterminate” category include the self-
employed (i.e. those who do not maintain an employee payroll, but may have a workforce
consisting of contracted workers, family members or business owners). It should be noted that
the Canadian Business Patterns Data uses the CRA as a primary resource in establishment
counts; therefore, businesses without a business number or indicating annual sales less than
$30,000 are not included. The population of these small, unincorporated businesses is thought to
be in the range of 600,000 in all of Canada.
A detailed review of the business patterns data for the period between 2008 and 2013 for
Bayham provides an understanding of the growth or decline of businesses over the five-year
period and the key characteristics that define the municipality’s business community. When
combined with the broader industry analysis, the business patterns information will assist in
understanding the key industry opportunities for Bayham.
Understanding the trends in business growth in the community provides valuable insight into the
shape that future growth and investment in the county might take. It also provides an indication of
where the priorities of the municipality should lie, especially with regards to program development
and delivery, and strategic planning.
In terms of concentration, the following sectors (identified in Figure 13) exhibit the highest
proportion of business establishments in Bayham as of December 2013:
Agriculture, Forestry, Fishing and Hunting (213 businesses, 35.6% of total)
Construction (90 businesses, 10.8% of total)
Transportation and Warehousing (76 businesses, 12.7% of total)
Manufacturing (39 businesses, 6.5% of total)
Real Estate and Rental and Leasing (35 businesses, 5.9% of total)
The high concentration of business in the agricultural sector helps to explain the high proportion
of the labour force (17.7%) that lives in Bayham works in agriculture. There are a slightly higher
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proportion of businesses in manufacturing sector in Bayham (6.5%) compared to Elgin County
(4.4%), which speaks the relative strength of this sector in the municipality.
Notably, when looking at the indeterminate category (self-employed), it was found that self-
employed businesses made up 66.6% of the total firms in Bayham and for the sectors identified
above, indeterminate firms made up the majority of firms. The concentration of self-employed
businesses in Bayham suggests that the majority of firms in the municipality are home-based
businesses.
Agriculture, Forestry, Fishing and Hunting (148 out of 213 businesses, 69.5% of total)
Transportation and Warehousing (60 out of 76 businesses, 78.9% of total)
Construction (47 out of 90 businesses, 52.2% of total)
Real Estate and Rental and Leasing (30 out of 35 businesses, 85.7% of total)
Manufacturing (27 out of 39 businesses, 69.2% of total)
The higher concentration of self-employed firms in the agriculture sector helps to explain the
higher percentage of workers in Bayham that work at their place of residence as it is likely these
farmers live and work on the farms that they own. In the construction industry the high
percentage of indeterminate businesses explains the presence of a relatively higher proportion of
workers in the municipality that had no fixed workplace addressed. It is likely that these workers
were independent construction workers that travel from one work site to another.
FIGURE 13: NUMBER OF BUSINESS LOCATIONS IN BAYHAM, DECEMBER 2013
Source: Statistics Canada, Canadian Business Patterns, Dec 2013
Among firms that have employees, business establishments in Bayham are overwhelmingly
characterized by small companies and enterprises that employ less than 10 people. In 2013,
excluding the businesses consisting of the self-employed – which themselves are small
enterprises – there were 113 businesses, or 56.5% of the subtotal, that employ 1-4 people which
was an increase of 64 firms from 2008. An additional 41 businesses, or 20.5% of the subtotal,
employ 5-9 people which was a growth of 17 firms.
Industry (NAICS)Total Indeterminate Subtotal 1- 4 5- 9 10-19 20-49 50-99 100+
Total Economy 598 398 200 113 41 27 15 2 2
11 Agriculture, Forestry, Fishing and Hunting 213 148 65 27 14 17 7 0 0
21 Mining, Quarrying, and Oil and Gas Extraction 2 1 1 1 0 0 0 0 0
22 Utilities 0 0 0 0 0 0 0 0 0
23 Construction 90 47 43 35 7 1 0 0 0
31-33 Manufacturing 39 27 12 2 4 1 2 1 2
41 Wholesale Trade 20 14 6 2 1 3 0 0 0
44-45 Retail Trade 22 10 12 7 4 1 0 0 0
48-49 Transportation and Warehousing 76 60 16 12 4 0 0 0 0
51 Information and Cultural Industries 2 0 2 1 0 0 1 0 0
52 Finance and Insurance 11 6 5 2 1 0 2 0 0
53 Real Estate and Rental and Leasing 35 30 5 4 0 1 0 0 0
54 Professional, Scientific and Technical Services 16 12 4 3 0 1 0 0 0
55 Management of Companies and Enterprises 7 6 1 0 0 1 0 0 0
56 Administrative and Support, Waste
Management and Remediation Services 13 11 2 1 1 0 0 0 0
61 Educational Services 0 0 0 0 0 0 0 0 0
62 Health Care and Social Assistance 5 3 2 0 1 0 1 0 0
71 Arts, Entertainment and Recreation 3 1 2 1 1 0 0 0 0
72 Accommodation and Food Services 11 5 6 2 3 1 0 0 0
81 Other Services (except Public Administration)32 17 15 13 0 0 2 0 0
91 Public Administration 1 0 1 0 0 0 0 1 0
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It is also important to note the scarcity of medium and large firms in the municipality’s economy.
There were only four businesses that employed 50 or more employees, with three firms in the
manufacturing sector and one in public administration. The small presence of large firms in
Bayham, particularly in the manufacturing sector, is in part due to the lack of available serviced
industrial lands in the municipality. Without such lands it will be difficult for existing firms to
expand their business or attract large employers.
It is also valuable to examine the growth in businesses by industry, so as to better understand
areas of emerging opportunity and importance within Bayham’s economy. The following figure
provides an indication of the growth in business establishments from 2008 to 2013. Overall
between 2008 and 2013, the municipality added a total of 349 businesses of which self-employed
business contributed 246 firms and employers 103 firms. Looking further into the different
economic sectors the industries that added the most firms in the total category (self-employed
and employers) were:
Agriculture, Forestry, Fishing and Hunting (131 businesses)
Construction (54 businesses)
Transportation and Warehousing (35 businesses)
Manufacturing (27 businesses)
Real Estate and Rental and Leasing (25 businesses)
The sectors with the largest growth from 2008 to 2013 match the sectors with the highest
concentrations in 2013. The growth of these businesses may suggest a competitive advantage
that could be further leveraged to attract new business investment under the right conditions (e.g.
additional serviced employment land)
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FIGURE 14: BUSIENSS PATTERNS TIME PERIOD COMPARISON, BAYHAM, DECEMBER 2008 AND 2013
Source: Statistics Canada, Canadian Business Patterns, Dec. 2008 and 2013
Looking further at the subsector level the following industries added the most number of
businesses:
Crop production (106 businesses, 79 indeterminate)
Specialty trade contractors (34 businesses, 16 indeterminate)
Truck transportation (30 businesses, 27 indeterminate)
Animal production and aquaculture (28 businesses, 22 indeterminate)
Real estate (24 businesses, 20 indeterminate)
These five subsectors accounted for 222 of 349 of businesses or 63.6% of the business growth in
Bayham from 2008-2013. In addition crop production accounted for 80.9% of the growth in the
agriculture sector. The majority of the growth within these five subsectors was driven by the
indeterminate category (14 out of 222 or 73.9%) which speaks to the strong sense of
entrepreneurship in the municipality.
Looking further into the manufacturing sector, the following subsectors added the most number of
firms:
Machinery manufacturing (7 total businesses, 3 indeterminate)
Food manufacturing (5 total businesses, 5 indeterminate)
Transportation equipment manufacturing (3 total businesses, 3 indeterminate)
Furniture and related product manufacturing (3 total businesses, 4 indeterminate)
Within the manufacturing sector, indeterminate firms contributed to 74.1% of the total businesses
growth while in the food manufacturing and transportation equipment manufacturing subsectors,
indeterminate firms contributed to 100% of the growth. The growth in self-employed businesses
in food manufacturing suggests that entrepreneurs are trying to leverage Bayham’s strength in
the agriculture industry.
Total Indeterminate Subtotal Total Indeterminate Subtotal Total Indeterminate Subtotal
Total Economy 598 398 200 249 152 97 349 246 103
11 Agriculture, Forestry, Fishing and Hunting 213 148 65 82 48 34 131 100 31
21 Mining, Quarrying, and Oil and Gas Extraction 2 1 1 3 2 1 -1 -1 0
22 Utilities 0 0 0 0 0 0 0 0 0
23 Construction 90 47 43 36 17 19 54 30 24
31-33 Manufacturing 39 27 12 12 7 5 27 20 7
41 Wholesale Trade 20 14 6 12 7 5 8 7 1
44-45 Retail Trade 22 10 12 10 3 7 12 7 5
48-49 Transportation and Warehousing 76 60 16 41 31 10 35 29 6
51 Information and Cultural Industries 2 0 2 1 0 1 1 0 1
52 Finance and Insurance 11 6 5 6 4 2 5 2 3
53 Real Estate and Rental and Leasing 35 30 5 10 9 1 25 21 4
54 Professional, Scientific and Technical Services 16 12 4 4 4 0 12 8 4
55 Management of Companies and Enterprises 7 6 1 5 5 0 2 1 1
56 Administrative and Support, Waste
Management and Remediation Services 13 11 2 3 3 0 10 8 2
61 Educational Services 0 0 0 1 1 0 -1 -1 0
62 Health Care and Social Assistance 5 3 2 2 1 1 3 2 1
71 Arts, Entertainment and Recreation 3 1 2 1 1 0 2 0 2
72 Accommodation and Food Services 11 5 6 4 2 2 7 3 4
81 Other Services (except Public Administration)32 17 15 15 7 8 17 10 7
91 Public Administration 1 0 1 1 0 1 0 0 0
2013 2008
Industry (NAICS)
Change
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Bayham’s Agriculture Sector
As discussed in the previous sections, there is a high concentration of workers and businesses in
the agriculture sector in the Bayham. In order to gain a deeper understanding of this sector,
statistics from the Census of Agriculture were analyzed. Changes to the following characteristics
were examined for Bayham, Elgin County and Ontario, between 2006 and 2011:
Total number of farms
Total acreage farmed
Gross farm receipts
Farms classified by industry
Number of Farms and Size of Farms
In Bayham from 2006-2011 there was a 3% increase in the total number of farms while in the
County (-10%) and Province (-9%) there was a decline.
FIGURE 15: CHANGE IN NUMBER OF FARMS IN BAYHAM, ELGIN COUNTY AND ONTARIO, 2006-2011
Source: Statistics Canada Agricultural Census, 2006 & 2011
Looking at the changes to the number of farms by acreage helps to explain why there was a
growth in farms at the local level unlike the county or province. Figure 15 shows the change in
the number of farms by their acreage in Bayham, Elgin County and Ontario from 2006-2011.
Across Elgin County and Ontario, the number of smaller farms has been decreasing while the
number of large farms has been increasing. In Bayham, the municipality has been generally
following these trends, however medium size farms has been growing. From 2006-2011 the
number of farms 400+ acres was increasing while farms less than 399 acres were decreasing.
Bayham Elgin ON
Total number of farms 2011 219 1,346 51,950
Total number of farms 2006 212 1,489 57,211
%Change number of farms 3%-10%-9%
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B-33 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
FIGURE 16: CHANGE IN NUMBER OF FARMS BY ACERAGE IN BAYHAM, ELGIN COUNTY AND ONTARIO, 2006-
2011
Source: Statistics Canada Agricultural Census, 2006 & 2011
Despite the decline in smaller farms and growth in larger farms in Bayham, small farms still play a
large role in the local economy, as farms between 10-29 acres made up 43% of the total farms in
the municipality while farms larger than 400 acres were 23%. The high proportion of smaller
farms substantiates the likelihood that many farm workers in the municipality work and live on
their farms. The growth in small farms may also suggest that larger farms are being divided into
smaller holdings which would be in contrast to the official plan that seeks to discourage such
divisions.
FIGURE 17: FARMS BY ACERAGE IN BAYHAM, ELGIN COUNTY AND ONTARIO, 2011
Source: Statistics Canada Agricultural Census, 2011
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B-34 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Farm Receipts
Figure 17 shows the changes to the number of farms categorized by their gross farm receipts
from 2006-2011. The total gross farm receipts showed that from 2006-2011, Bayham had the
largest rate of growth (65%), followed by Ontario (15.0%) and Elgin County (10%).
In Bayham the number of farms that reported receipts less than $24,999 increased while in the
county and province there was a decrease. The growth in the municipality is likely due to the
increase in the number of small farms (0-69 acres). At the county and provincial level there was
an increase in the number of farms making more than $500,000 and while the municipality
generally followed these trends there was a decrease in the number of farms with a receipt
between $1,000,000 to $1,999,999.
FIGURE 18: CHANGES IN FARMS CLASSIFIED BY TOTAL GROSS FARMS RECEIPTS IN BAYHAM, ELGIN AND
ONTARIO, 2006-2011
Source: Statistics Canada Agricultural Census, 2006 & 2011
Although there has been large growth in higher income farms in Bayham, farms that made more
than $500,000 only made up 15% of the total farms in the municipality while farms making less
than $24,999 made up 37%. Notably, Bayham farms with receipts between $100,000 to
$249,999 made up 22% of farms which is likely due to the growth in medium sized farms across
the municipality.
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B-35 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
FIGURE 19: FARMS CLASSIFIED BY TOTAL GROSS FARMS RECEIPTS IN BAYHAM, ELGIN AND ONTARIO, 2011
Source: Statistics Canada Agricultural Census, 2011
Types of Farms
Figure 20 display the proportion of farms in Bayham, Elgin County and Ontario in 2011. The
sectors with the higest concentration of farms in Bayham were in oilseed and grain farming
(45.2%) and vegetable and melon farming (16.4%) which follows trends in the County and
Province where oilseed and grain farming were also the highest proportions. However, the
second highest sectors were different for all three geographic areas.
FIGURE 20: FARMS CLASSIFIED BY INDUSTRY IN BAYHAM, ELGIN AND ONTARIO, 2011
Source: Statistics Canada Agricultural Census, 2011
Looking further into the oilseed and grain farming sector, Figure 21 displays the percentage of
farms in oilseed and grain subsector compared to the total number of farms. The chart shows
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B-36 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
that the corn farming was the only subsector where Bayham had a higher concentration than
Elgin County and Ontario.
FIGURE 21: FARMS CLASSIFIED BY OILSEED AND GRAIN FARMING SECTOR IN BAYHAM, ELGIN AND ONTARIO,
2011
Source: Statistics Canada Agricultural Census, 2011
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C-37 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
C. Stakeholder Summary
Stakeholders with a wide range of interests and organizational background, including regional
tourism and economic development organizations, private businesses, and owners of agricultural
and industrial lands were interviewed as part of the consultation process. Interviewees were
asked questions designed to understand their impact on regional economic development,
opportunities and priorities they see for the Municipality of Bayham, and barriers or challenges
they face in working with or operating from the Municipality.
A summary of responses are presented below.
How would you describe the business climate in Bayham?
For the most part, interviewees see the business climate in Bayham as being relatively poor.
Interviewees focused on the need for Bayham to create more incentives or policy that will
encourage current businesses to stay and expand, as well as attract new businesses to the area.
There needs to be someone to focus on the care of the businesses to make sure their needs and
concerns are being met. There is innovation within the population that just needs to be stimulated
with the right incentives.
That being said, interviewees did express that the agricultural climate is relatively good. Farms
are seen to be doing well and there are few problems coming from the municipality or County in
regards to the agricultural sector.
Interviewees believe that Bayham has to be proactive in its approach and reach out to partner
with others more.
What is your vision for economic development in Bayham for the next 10 years?
Interviewees shared a number of visions for economic development in Bayham for the next 10
years:
Nurture young local business and give them incentives to stay in the community once they
grow larger. There needs to be more viable business in the area in the long term with support
for entrepreneurs through education, business planning, and marketing.
Service industrial lands and create an advantage to locate business in industrial parks
(currently there is little to no servicing and no buildings). Set aside more land for future
industrial development and work on attracting more manufacturing businesses to the region.
Develop the tourism industry further with more tourism experiences and supporting tourism
businesses. The Ojibwa submarine can be a fundamental draw for the community but there
is a need to offer people other things to do besides activities related to the submarine.
Especially need more accommodation and restaurant offerings.
Build on the agricultural heritage of the region by supporting agro-tourism, winery and
culinary tourism, and more food processing operations (beyond grating and towards specialty
products in particular). There is strong local support for local foods.
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C-38 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Beautify the community through good planning and aesthetic improvements.
Retain the population that is currently in the municipality and attract new residents.
Reduce red tape in the municipality. Make sure Council is aligned and leading on ways to
develop the municipality. Make sure to advertise that the area is open for business.
Promote the wind farms in the region. Encourage more alternative energy and promote
what is currently there (i.e. wind turbine interpretive centre in Port Burwell is not well known).
Create an “intelligent region” advocating for hi-speed internet and attracting the creative
economy class of worker to the area. Transition from the old economy to a knowledge
economy where things are done better and more productively.
What do you consider to be Bayham’s most important assets?
Interviewees see a number of important assets in Bayham:
Tourism assets including trails, nice people, the lake/waterfront, the Ojibwa submarine,
marinas, campgrounds, a nice beach, and the Port Burwell harbour
Proximity to St. Thomas and London
Strong agriculture base and heritage. Agricultural land in Bayham is quite productive and
farmers in the area are quite good (especially as it relates to developing specialty crops).
Close proximity to Highway #19 and #3 helps to keep trucking somewhat competitive. A lot of
trucking companies are located in the area, especially self-employed truckers that work with
the agriculture sector.
Quality of life is a big asset. The area is quiet and peaceful.
Good “man power” in the area from the German Mennonite communities around
A lot of windmills
The area has the services to support good sized manufacturing (gas, hydro, sewage). The
possibility of servicing industrial lands is pretty good.
How could these assets be effectively leveraged to achieve your vision for
Bayham or more broadly speaking the County of Elgin?
In order for these assets to be better leveraged to achieve their vision for Bayham, interviewees
identified a number of initiatives that are important to consider:
Need to create a rational economic argument to attract industries to the area. Focus on what
the concrete deliverable advantage is that Bayham can provide.
The municipality needs to nurture local business and make it easy for them to grow and
expand, and help entrepreneurs that have ideas to start new businesses.
Clean up the Port Burwell area and make it more attractive to tourism. This includes
improving the road from Port Burwell to Long Point to position it as a scenic drive, and
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C-39 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
supporting the building of more infrastructure by the beach (i.e. gas station, accommodations,
bars and restaurants). A focus on enhancing the historic character of the area’s villages and
hamlets would also help.
Make it easier for farmers to create food stands by reducing red tape
Develop the harbour in Port Burwell to handle boat traffic that can offload containers
Assess the industrial properties in the area and see how they can be used in more productive
ways. There may be opportunities to develop properties with interest from small
manufacturers.
Create more partnerships and collaboration opportunities with provincial Ministries,
neighbouring areas, and regional organizations. More collaboration and cooperation needs to
happen within the North and South parts of Bayham especially.
People moving away from big urban centres and moving into smaller rural communities.
Bayham needs to grab these opportunities. People want better access to real estate and
access to services. All about creating the infrastructure.
What do you see as the most relevant challenges or barriers to economic growth
in Bayham?
A number of important challenges and barriers to economic growth in Bayham were discussed by
interviewees:
No clear competitive advantages to moving a business to the industrial park. Tax
assessments of industrial properties are too high (right now they are evaluated at the same
price as London). Lowering the assessment would be a competitive advantage for Bayham.
Bayham residents do not have a lot of disposable income
A feeling that Council members lack business literacy and need to have more of a private
sector perspective
Indecision of Council and staff on whether to do anything about proceeding with any type of
industrial development
Lack of advertisement for tourism experiences. In particular, there is a need to better
understand how to leverage the Ojibwa submarine (as there is potential for the submarine to
be a national attraction). The area is unknown. People in Ontario don’t know what’s in their
backyard.
Need to find a way to get more farmers involved in municipal economic developm ent since
they are a huge part of the local economy
Distance from Highway #401 is a major barrier
Communities are spread out across the municipality making it difficult to travel from one
community to the other. Getting visitors to those communities is a challenge.
Few winter activities/programs
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C-40 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Retaining people in the community is an issue, especially a working age population that
employers are looking for. Distance from urban areas and not having a lot of big employers in
the area make this challenge especially difficult. Proximity to infrastructure is not there to
encourage larger industries to the area.
Port Burwell needs some major attention in refreshing the town. Need to work closely with
the conservation authority to do some serious planning on how to develop the lake front area,
and get more accommodations and businesses in the core. The downtown of Port Burwell
currently has a lot of vacancy.
The agricultural base is both a blessing and a curse. Sometimes the only thing people in the
area think about is agriculture even though some diversification would help. The whole
attitude towards developing the area is a challenge (i.e. there’s not a lot of support beyond
the shores to develop the harbour).
Ownership of the harbour front lands is an issue. Little ability for Bayham to expand those
lands into a tourist attraction because land is owned by individuals and individual companies.
The harbour needs a lot of work.
US market is moving towards a “Made in America” mentality. This will affect agricultural
exports and processing from Bayham. There isn’t a similar program in Canada.
What are the three greatest opportunities to stimulate economic growth and
business investment in Bayham in the coming 3-5 years?
Three main opportunities were discussed by interviewees to stimulate economic growth and
business investment in Bayham in the coming 3-5 years:
Support for Business and Entrepreneurs
Look at how to revitalize the downtowns in the municipality. More than a facelift is needed but
rather a focus on the by-laws to see how to encourage new business. Need to take on a
longer term plan on how these small places can be refreshed and grow.
Bayham has people with ideas but that do not know what resources are available and how to
access them. They need the right information that can help their businesses expand.
Businesses need a point of contact in the municipality to help access all the different
funding/grant programs.
Need to take a fresh look at the industrial properties that Bayham has and see if any of the
existing buildings can be re-used or if land can be used in a different way. Industrial lands
that are already zoned that are flat with the proper drainage offer the best opportunities to
pursue industrial development, as well as encouraging smaller, dry industry that doesn’t need
full servicing. There is interest is seeing more progress to be able to get small parcels
marketed successfully.
The municipality needs an Economic Development Officer (EDO). The EDO at the County
level doesn’t have the time to pursue business for Bayham. The area needs someone to
attract businesses. Bayham’s communities could pool their resources together to hire an
EDO.
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C-41 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
Develop the Port Burwell harbour. Could help with both tourism and existing businesses with
their shipping needs.
Leverage Tourism Assets
Exploit and develop the assets along the waterfront (such as the Ojibwa submarine and the
beach). Build on the natural features of the lake and develop the tourism infrastructure
around the lake to cater to what visitors are looking for in a destination (i.e. accommodations,
restaurants, experiences).
Need to have better advertisement of what’s available in the area. Leverage regional
marketing programs more.
Want to create a naval history museum
Encourage the development of more tourism experiences (i.e. planning to offer overnight
stays on the Ojibwa submarine)
Agriculture
Need to take a long view of where the agricultural industry in Bayham is going. What roles
can the municipality play to facilitate this process? Agriculture and food processing is the key
sector across the region.
Find rationalizations for the local food economy – looking at developing a cottage style
industry in food and value added product growth. Agriculture, agri-tourism, agrifood, anything
to bring people to Bayham to buy goods at a higher value.
Agriculture land in Bayham is fertile. Should look at growing new specialty crops that have
higher value.
What additional resources are required to advance economic development?
Additional resources discussed by interviewees are:
Improve waterfront experience and advertise tourism assets better. Currently the waterfront
looks dirty and the beach needs cleaning. Take baby steps to develop local infrastructure at
waterfront.
There is a lack of funding from all levels of government that is preventing the municipality
from investing in the waterfront
The municipal website is poor and should be redone. Elgin County has a great website to use
as a model.
Ensure there is an active economic development committee for the municipality
Additional resources for tourism could come from Elgin County and RTO 1 (through
marketing and product development support)
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C-42 Millier Dickinson Blais: Municipality of Bayham – Economic Development Initiatives and Opportunities Plan
What opportunities are there for Bayham to more effectively engage its economic
development partners?
Continued involvement in SCOR and the Elgin Federation of Agriculture
Need to lever the relationship with CFDC a bit more
Mostly a matter of reaching out and making more connections and communicating with
potential partners. Be proactive and reach out beyond just Elgin County.
Bayham needs to identify what they want to do in their boundaries and then align that with
their neighbours. There are huge amounts of infrastructure funds available from government
but people need to cooperatively access them and not singly defeat each other. No lack of a
dollar but how to use those dollars effectively.
7:05 p.m. LAUREN MILLIER, MILLIER, DICKENSON, BLAIS re Munic...Page 85 of 283
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2015 Draft Capital Levy By Municipality ApDortioned by CVA %
LPRCA
faldimand Norfolk Norwid'South-West Brant Bayham MalahideProjectCountyCounty Township Oxford Twp. Tillsonburg County Municipality Township Total
Watershed Flood Control Services
Dam Studies and Repairs $ 12,753 $ 46,551 $ 5,585 $ 1,843 $ 11,449 $ 5,243 $ 3,952 $624 $ 88,000
Backus Heritage and Education Services
Two Village Log Cabins Repair and Chimney Repairs $ 1,159 $ 4,232 $508 $168 $1,041 $$477 359 $57 $ 8,000
Conservation Parks Management Services
Waterford North CA Gatehouse $5,797 $ 21,159 $ 2,538 $838 $5,204 $ 2,383 $ 1,797 $ 283 $ 40,000
Other Conservation and Land Management Services
Vehicle Replacement (1 pick-up)$3,172 $ 11,577 $1,389 $458 $2,847 $ 1,304 $983 $155 $ 21,886
Conx>rate Services
SWOOP $1,739 $6,348 $762 $251 $1,561 $$$715 539 85 $ 12,000Computer Upgrades $609 $2,222 $267 $88 $546 $$250 189 $30 $4,200
TOTAL $ 25,229 $ 92.089 $ 11.048 $ 3,646 $ 22.650 $ 10.372 $ 7.819 1,234 $174.086
Attachment 6
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7:45 p.m. KYLE MAUTHE, LONG POINT REGION CONSERVATION AUTHOR...Page 95 of 283
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Municipality of Bayham
Council
January 8, 2015
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Local Statistics
or 1% of the
population
First Generation Immigrant
Second Generation Immigrant
Third or More Generation
Visible Minority
Visible Minority
Generation
Status
Non-official
Languages Spoken
Dutch - 85
German - 2015
Spanish - 145
Hungarian - 70
Based on 2011 National Household Survey, Statistics Canada
Total Population: 6940
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3
Project Background
Federally funded by Citizenship and Immigration Canada
Established January 2011
Developed a Settlement Strategy 2012-2015
15 member Council
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3
STELIP Council
Abe Harms Mennonite Community Services
Adriana Balderas Community Member
Bob Hammersley St. Thomas and Area Chamber of Commerce
Cathy Grondin Employment Services Elgin
Cindy Hastings St. Thomas Economic Development
Debra Mountenay EMO Workforce Planning and Development Board
Gerry Moniz Central Community Health Centre
Gary Clarke City of St. Thomas Alderman
John Robinson Community Member
Kate Burns Elgin County Economic Development
Mike Amato Fanshawe College
Pete Peters Mennonite Savings and Credit Union
Sharen Symondson Elgin Business Resource Centre
Shelley Harris YWCA St. Thomas-Elgin
Vicki Luke Ontario Ministry of Agriculture, Food and Rural Affair
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3
The St. Thomas-Elgin
Local Immigration Partnership
The St. Thomas-Elgin Local Immigration
Partnership (STELIP) is a community
initiative to facilitate the development and
implementation of sustainable solutions for
the successful integration of newcomers to the
city of St. Thomas and Elgin County
5
8
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3
Identified Priorities
Settlement and Integration
Language, ESL, and Communication
Employment, Entrepreneurship and Labour Market
Coordination of Services
Public Awareness
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P
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s
Three years
Average of 100 participants including newcomers
and representatives from 40 service provider
agencies
Networked and shared information about services
Learned about the challenges experienced by
immigrants from different streams
Learned about cultural diversity
Walk with Me
A Networking Event for Service Providers and Newcomers
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:
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Moving Forward
Annual event
Highlights the achievements
accomplished in the past
year and
Community consultation to
direct out future activities
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St. Thomas-Elgin Cultural Diversity
Committee
Promote and celebrate
cultural diversity.
Celebrate contributions
made by newcomers and
immigrants.
Help in building Welcoming,
Caring, and Inclusive
Communities.
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Welcoming, Caring, and Inclusive
Community Proclamation and Signs
•Declaring the
municipality Welcoming,
Caring, and Inclusive
•Mayor or municipal
officiate to sign
Proclamation
•Display a sign on the
service club boards in
your communities
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3
Newcomer Information Package
and Website Link
•Information about
settlement needs
•Resource copies available
at different locations
•Make available at the
municipal offices and
website
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Newcomer Champion Award
•Building prosperous, vibrant, and
connected communities
•Excellence in diversity and
inclusion
•Newcomer community
leader
•January 15th
•Presented at Moving
Forward February 19th
C
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For more information contact:
Fabiana Estrela
BA, Communications / Major in Media
St. Thomas-Elgin Local Immigration
Partnership, Project Coordinator
Festrela.stelip@gmail.com
(519) 631-9800 Ext. 259
Petrusia Hontar
M.Sc. Economic History: Demography,
M.Sc. Society, Science and Technology
St. Thomas-Elgin Local Immigration
Partnership, Researcher/ Project Facilitator
phontar.stelip@gmail.com
(519) 631-9800 Ext. 241
8
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Notice of the adoption of Official Plan Amendment No 14 (St....Page 140 of 283
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