Prosperity Agenda- A Responsive Framework

An Economic Development Strategy for Brandon (released to media October 7th, 2010)

The City is responsible for creating an environment that allows the private sector to thrive and expand.

In the last few years, Brandon has experienced a remarkable period of population and job growth. It has led to a booming rel estate market and an expansion in the service sector. This growth has come about primarily because of Maple Leaf and our new immigrant families, and the relocation of 2PPCLI to Shilo.

Brandon is coming to the end of that growth spurt. If we are to keep expanding our tax base and the associated enhancements to City services and quality of life and place, we are going to need to develop a new economic strategy for Brandon.

Every restaurant, entertainment enterprise, print shop, construction firm, legal and accounting practice, all our collective prosperity, depends upon new money and business being brought into the city. The rest is just redistribution.

This economic strategy is based on three complimentary ideas:

1. Building a Smart City (released October 5th)
2. Creating a Responsive Framework (released October 7th)
3. Identifying and expanding competitive economic clusters (released October 8th)

Objective #1: Establish the Mayor's Economic Advisory Council

The City of Brandon cannot create economic prosperity alone. The community needs entrepreneurial leaders who are able to make positive change. The City will create an environment that promotes and supports community-based leadership, where citizens, entrepreneurs and employees alike, can take ownership over economic opportunities.

Objective #2: Develop a comprehensive economic strategy- BLUEPRINT BRANDON

Brandon should have a comprehensive and aggressive economic development plan with identifiable goals and action plans. Blueprint Brandon would provide a clear direction for economic prosperity.

Objective #3: Analysis

Competitive Analysis- An examination of the Brandon and Westman regions strengths and challenges to establish its competitive position. This analysis will utilize quantitative and qualitative date, including stakeholder input through interviews, focus groups, and an on-line survey.

Economic Cluster Analysis- Will assess the unique attributes of the workforce and the region, and the business sector composition. The report will provide quantitative and qualitative research that confirms existing targets and identifies potential opportunities. The region's existing target business sectors will be assessed based on national economic trends, existing regional assets, and an understanding of key competitive advantages such as workforce skill levels, geography, and infrastructure.

Objective #4: Encourage an Entrepreneurial Environment

A significant percentage of economic development arises from those ventures already located within the community. This Economic Strategy recognizes the importance of providing support to those already conducting business in the City so they can maintain their current level of business, prosper financially and successfully expand their business or develop new opportunities regionally, nationally, and globally. It is critical to gather and maintain accurate knowledge of the business community.

Last year, Brandon ranked in the top third of the Canadian Federation of Independent Business' Entrepreneurship Index. Our score was driven by our perspective and attitude, but we fell down considerably on actual performance. Therefore, we need to create an environment that entrepreneurism actually flourishes, rather than just thinking it does. And keep track of the numbers/ benchmarks to confirm that progress is being made.

There are two related tasks involved in creating entrepreneurial cities. First, cities must attract smart, entrepreneurial people. (see the post on One Smart city- Prosperity Agenda 1/3). Secondly, cities must possess an infrastructure that supports creative, risk-taking behaviour. the two tasks feed into each other. Smart, entrepreneurial people will be attracted to good entrepreneurial infrastructure. If those entrepreneurial people come to an area, they will help to build the legal, social, and physical infrastructure they need to succeed.

Ultimately, embracing pro-entrepreneurship policies requires a different mindset for the City. The goal should not be to attract a few big employers. Instead, the goal should be to attract a large number of smart people and then to get out of their way. Unplanned creativity and innovation will be the most potent drives of success. City Hall needs to put its faith in the ability of smart people to build their own economic futures, rather than in the seemingly safer, but ultimately less robust, strategy of attracting mature industries.

Objective #5: Build a new framework

• Achieve a renewed spirit of collaboration and cooperation between the public and private sectors.
• Establish a formal forum and process for dialogue between public and private sector leadership.
• Enable clients to apply for, review, and receive permits online to the highest degree possible.
• Leverage technology to enable city inspectors to send reports wirelessly from the field.
• Engage in annual reviews of departmental permitting processes.