Kapuskasing Economic Development Strategy
Kapuskasing Economic
Development Strategy
Prepared by:
Kapuskasing Economic Development Strategy
Table of Contents
The Background ........................................................................................... 1
Context ............................................................................................................1
What This Strategy is About ..............................................................................1
Key Themes .....................................................................................................2
What the Numbers Say ................................................................................ 3
A Brief Statistical Overview of Kapuskasing .........................................................3
What People Value about Kapuskasing ....................................................... 4
SWOT Summary: Community Consultation ................................................. 5
Guiding Principles (Future Directions) ........................................................ 8
Kapuskasing’s Economic Development Strategy......................................... 9
Kapuskasing Economic Development Strategy
The Background
Context
Kapuskasing is truly a full serviced community that enjoys a great quality of life. Although the
community is well positioned to benefit from future growth and development in the north,
the town of Kapuskasing still relies heavily on the economic benefits provided by the forestry
industry, and has not been sheltered from the hardships and uncertainties caused by the
restructuring and downsizing of local forestry operations. Even though Kapuskasing is
becoming somewhat diversified with growth in the mining and renewable energy generation
sectors, the town’s largest employer continues to be the Tembec mill. While still a major
operation, the numbers of workers employed by Tembec have been drastically reduced in
recent years, and the overall uncertainty of the forestry sector looms constantly in
Kapuskasing. In addition, the Agrium mine is scheduled to cease operations in the near
future (2013/2014), leading to a loss of approximately 300 direct and indirect local jobs. As
a whole, Kapuskasing would greatly benefit from a more diverse economy to provide ongoing
stability to the town and ensure that it is not so heavily reliant on a few major employers.
Kapuskasing’s population is getting older and, as such, topics such as retirement, succession
planning, and youth retention are all significant issues for the community. The future
economic health of Kapuskasing will rely in large part on the successful attraction of qualified
human resources (be it past residents who have left to pursue school or other opportunities,
or new residents) and the education of youth with respect to opportunities that do exist in
town before they move elsewhere.
In addition, Kapuskasing is often perceived as being a small town with little to do and few
economic opportunities. The Town must focus on changing this perception to attract new
businesses and talented youth to eventually replace the aging workforce, as well as to
ensure that the current residential base remains in Kapuskasing.
What This Strategy is About
The community leaders in Kapuskasing appreciate the town’s close relationship to local
industries based on natural resources such as forestry and value-added wood products,
mining and power-energy generation. However, they are also very aware of the town’s
economic volatility and the need to add diversity within their local and regional economies.
As a result, the Kapuskasing Economic Development Corporation (KEDC), in partnership with
the Town of Kapuskasing and other community leaders, has been taking the necessary steps
to examine the local economy and look at new and innovative approaches to retain and
expand local industrial sectors. Considerable work has been done to date, and the
development of an Economic Development Strategy, which will support sustainable economic
growth, stimulate diversification, and complement the Growth Plan for Northern Ontario
objective to stimulate growth towards a new economy, is the next step.
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Kapuskasing Economic Development Strategy
Key Themes
In an attempt to strengthen Kapuskasing’s existing industrial base, while at the same time
adding diversity to the local economy, the following themes have been addressed in
Kapuskasing’s Economic Development Strategy:
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Labour Force Development and Youth Retention and Attraction
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Focus
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Emerging Sectors:
o Entrepreneurship
o Translation Services
o Regional Hub for Health Care, Care of the Elderly
o Collaborative economic development opportunities with the First Nations
community
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Community Infrastructure and Quality of Life
o Community Strategy
o Long-range Financial Plan
o Official Plan
o Business Park Plan
on Retaining and Expanding Traditional Industries:
Value-added Wood Processing
Mining
Renewable Energy Production
Tourism
Agriculture
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What the Numbers Say
A Brief Statistical Overview of Kapuskasing
Kapuskasing’s population is decreasing. Kapuskasing experienced an approximate 9%
decrease in its population between 2001 and 2010, moving from 9,238 residents to 8,654.
The population of Kapuskasing is getting older. Between 2001 and 2010, the age
structure in Kapuskasing shifted to a larger proportion of the population aged 45 and older.
Many youth are leaving, most likely to pursue their education and career elsewhere.
The majority of Kapuskasing residents are bilingual. Over 60% of Kapuskasing
residents are bilingual (English and French). This is a desirable attribute for prospective
employers.
Kapuskasing is educated. The percentage of Kapuskasing residents who have a high
school certificate, post-secondary diploma or degree is high (over 80%), yet this is still
slightly lower than the Ontario average.
Incomes in Kapuskasing are lower than in Ontario, but are steadily increasing.
Average and median incomes in Kapuskasing are increasing, but overall are generally lower
than the Ontario average. This is a competitive advantage for Kapuskasing when attracting
employers and foreign direct investment.
The average value of dwellings in Kapuskasing is less than a third of the
provincial average. The average cost of dwellings in Kapuskasing is just over $100,000,
whereas the average in Timmins is $146,869, in Cochrane is $136,003, and the provincial
average is approximately $370,000. This provides Kapuskasing with a competitive
advantage in attracting new investment and workers. Competitive real estate prices
contribute to the community’s quality of life, as lower home prices help retain residents and
encourage young families to settle in the community.
Almost all Kapuskasing residents work in Kapuskasing. Only 2.5% of the workers
living in Kapuskasing work outside of Kapuskasing, and the majority of those who do work
outside of Kapuskasing work in Moonbeam.
Approximately one-fifth of Kapuskasing’s workforce lives elsewhere.
Approximately 18.1% of workers commute into Kapuskasing and live most notably in
Moonbeam, Val Rita-Harty and Fauquier-Strickland.
Kapuskasing has strong employment sectors. Based on the number of employees
working in each sector, the top three employments sectors in Kapuskasing are
manufacturing, health care and social assistance, and retail trade.
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What People Value about Kapuskasing
Based on an extensive community consultation, the following values were identified by
residents in Kapuskasing:
Quality of Life
Kapuskasing residents value their high quality of life. Many have left the town to obtain
education and employment elsewhere, but if they have the opportunity to return to
Kapuskasing, they quickly develop an appreciation for the benefits and advantages offered
through living and working in Kapuskasing. Often, these individuals have more time to spend
with family and participate in activities they enjoy than they would if they lived in an urban
centre.
Natural Environment and Recreational Activities
Kapuskasing is located in the midst of vast natural spaces which offer excellent and abundant
outdoor recreation opportunities such as hiking, fishing, snowmobiling, etc.
Small Community Atmosphere
Kapuskasing residents appreciate the area’s small-town feel. Many value being known
wherever they go, the safe and accepting nature of the town, and the fact that residents and
organizations work well together.
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SWOT Summary: Community Consultation
The information below summarizes the findings of the SWOT analysis which was compiled
from input obtained during the public consultation process. Please note that the responses
were provided by the community when asked specific questions, and are not listed in any
specific order.
What are Kapuskasing’s greatest economic strengths?
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Bilingualism
Quality of life
Community amenities
Cost of living
Education
Good employment services
Natural resources
Location
What are Kapuskasing’s greatest economic weaknesses?
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Out-migration of youth and young families
Lack of diverse housing
Lack of diversification in the economy
Distance to markets
Lack of community support for small businesses
Lack of qualified human resources (especially youth)
Town does not promote itself effectively
Health care
Scared of change – people are afraid to take risks
Lacks ready-to-go industrial land
Population decreasing
Relatively high municipal taxes/utility costs
What are the economic opportunities you think Kapuskasing should take
advantage of?
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Diversify the economy
o Look at opportunities in different industries (mining/energy/lumber/etc.)
o Translation hub
o Alternative energy production
o Grow produce locally
o Conduct a Local Consumer Survey
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Provide other types of opportunities for mining workers in a few years (when
Agrium leaves)
o Ensure the community is prepared to grow the mining sector (need to stay
connected with the industry)
o Conduct a Business Retention and Expansion exercise to identify local business
issues
o Leverage the use of electronic communications (internet, etc.) to create jobs
o Stimulate creation of micro businesses (i.e. home-based)
Have turn-key/ready-to-go and shovel-ready industrial lands
Attract qualified human resources
Youth retention
Seniors/elderly
Provision of health care and community services
Promotion strategy
Attract residents from neighbouring communities (hub/regional economies)
Immigrants to help grow Kapuskasing’s population and labour force
Strengthen tourism opportunities
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Describe the type of industries you envision Kapuskasing to have in 5 to 10 years.
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Diversified industries
o Many small industries
o Technology-based
o Other opportunities with wood
o Renewable Energy Hub
o Some mining operations
o Strong service sector (i.e. Highway 11 retail, specialized contractors)
o Satellite community for workers in remote mining locations
More professional jobs
o Away from manufacturing
o More self-employed
o Government
o Work from home
o Kapuskasing is the capital of:
 Translation
 Immersion (French/English)
Provide incubator space
Business Support Centre
More services for seniors
Developers involved with helping to provide amenities
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What could prevent Kapuskasing from attracting the industries you envision?
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Lack of transportation (connection to other hubs)
o Decline in transportation infrastructure (i.e. rail)
o Loss of the airport
Long distances to markets
Start-up costs (basic infrastructure costs)
Lack of qualified human resources/workforce
Decreasing population
Perception that there are no opportunities in Kapuskasing
Are there any other high priority issues you feel should be addressed in planning for
Kapuskasing’s future?
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Reverse out-migration of youth
Need to forecast labour requirements
Accelerate development of young generation of entrepreneurs
Education of youth
Diversified housing
Market Kapuskasing more effectively
More health professionals
Keep quality of life
Maintain commitment to volunteerism/community
Develop an industrial park near Hwy 11
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Kapuskasing Economic Development Strategy
Guiding Principles (Future Directions)
Kapuskasing will truly be the “Model Town” of the North by:
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Retaining and attracting youth and a skilled, talented and professional workforce;
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Supporting its traditional industries, such as forestry and value-added wood
processing, mining, renewable energy, tourism and agriculture;
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Growing its emerging industrial sectors, including entrepreneurship, translation
services, health care and care of the elderly, and First Nations collaborative economic
development opportunities; and
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Providing an excellent quality of life for its residents and visitors.
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Kapuskasing’s Economic Development
Strategy
Based on what we heard from the Kapuskasing community, the following strategic actions
are recommended.
1. Youth Retention and Attraction and Labour Force
Development to become a municipal priority.
Strategy: To develop, retain and attract Kapuskasing’s most valuable exported resource –
its talented people.
Why this is important: The population of Kapuskasing has been steadily declining over the
past decades. As the youth continue to migrate out and baby-boomers retire, there will an
ever-growing void in Kapuskasing’s labour pool. Many industries will be hard pressed to fill
vacancies and to find talented and skilled workers. As such, Kapuskasing must act now to
aggressively plan for the future retention and attraction of skilled labour.
What we are trying to achieve:
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Provide Kapuskasing with the required tools and creativity to build a strong labour
force (required to assist in the stability and growth of existing industries and
businesses, while also a requirement of any new industrial investments).
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Ensure that Kapuskasing’s youth remain or return to Kapuskasing to live and work.
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Maintain the residential critical mass that Kapuskasing currently enjoys (allows for the
continued growth and development of Kapuskasing as a fully-serviced community).
Key Actions:
1. Develop a Community Labour Force Succession Plan
a) Partner with local schools (primary, secondary and post-secondary), industries
and businesses, as well as Provincial and Federal stakeholders to develop a
community–wide Labour Force Succession Plan.
b) The Succession Plan will be used to first connect with local
industries/businesses to determine the types of workers and skilled
professionals that will be needed in Kapuskasing within the next 5-10 years.
The next step would be to identify those youth who are most interested and
best suited to fill these labour gaps (include youth either currently living in
Kapuskasing or having moved away).
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c) The main idea is to continually educate students and parents (beginning in
primary school), youth and other talented individuals about the future career
opportunities in Kapuskasing, as well as the great quality of life they currently
enjoy while living in Kapuskasing. In addition, by connecting local businesses
to potential employees, the KEDC will get a better understanding of the
current and future career opportunities in Kapuskasing, as well as the
challenges associated with retaining and attracting a quality labour force.
2. Expand the KEDC Youth Committee to make Retention and Attraction of Youth a
priority of the KEDC and the Town of Kapuskasing.
a) The expanded Committee to be comprised of representatives from:
 Senior politicians and administration from the Town of Kapuskasing;
 The Northern Ontario Youth Entrepreneurship Initiative;
 Principals from the local schools (primary, secondary and postsecondary);
 Representatives from the business community;
 Young individuals who have chosen to either stay or have moved back
to Kapuskasing; and
 Youth who are currently away either working or studying in
communities outside of Kapuskasing.
b) The main role of the KEDC Youth Committee is to develop and implement the
Youth Retention and Attraction Strategy.
3. Develop a Kapuskasing Youth Retention and Attraction Strategy.
a) Components of the strategy to include:
 The development of a database of all youth in the town of
Kapuskasing as well as those youth who have moved away to either
work or go to school;
 A local education and awareness program outlining the need to retain
and attract youth – focus on the primary, secondary and postsecondary schools;
 A communications and marketing strategy (including social media
tools) to promote Kapuskasing as a great place to live with an enviable
quality of life, in addition to meaningful employment opportunities;
 An aggressive outreach program (including social media tools) aimed
at connecting with those youth and young skilled workers who have
moved away from Kapuskasing. The purpose of this outreach is to
provide information on current and future employment prospects in
Kapuskasing;
 An immigration attraction component to attract immigrant youth and
young families to Kapuskasing; and
 A program to communicate and celebrate the return, and introduction
of, youth and young families to Kapuskasing.
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Kapuskasing Economic Development Strategy
2. Support Kapuskasing’s traditional industries
Strategy: Provide the necessary community support to strengthen and grow those industrial
sectors which have traditionally been Kapuskasing’s economic engines/drivers.
Why this is important: Kapuskasing has a strong, but limited, core of successful
industries. It is essential that efforts be made to ensure these sectors remain sustainable and
viable contributors to Kapuskasing’s overall economy.
What we are trying to achieve:
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Stabilize and strengthen Kapuskasing’s traditional industries as the current foundation
of Kapuskasing’s local economy.
Key Actions:
1. Value-added Wood Processing
a) Undertake an update of the Commercial Opportunities for Underutilized Wood
Species study to understand local and regional opportunities related to all
aspects of the regional supply of wood fibre (study to also include the
economic feasibility of the opportunities identified).
b) Work with Tembec and other regional wood licence holders to determine their
wood fibre needs and what types of available wood fibre they do not require
(hard/soft/waste woods). Use this information in value-added wood products
marketing, promotion and investment material.
c) Work with Tembec in order to understand exactly what is needed to
strengthen or maintain a viable and sustainable operation in Kapuskasing (i.e.
access to wood basket, local seasonal and full-time labour, reduced
transportation costs, reduced energy costs, etc.), and either assist in directly
fulfilling their needs or lobby on their behalf to ensure that their operational
needs are met.
d) Promote value-added opportunities created as a result of having the mill in
Kapuskasing by:
 Developing an inventory of the spin-off opportunities that could take
advantage of being co-located with Tembec or utilizing some of their
residual or by-products listed above.
 Developing an inventory of the residual and waste materials or other
by-products created as a result of Tembec’s operations.
 Use the above information as part of an investment attraction program
created for Kapuskasing and to promote investment opportunities in
Kapuskasing.
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2. Mining
a) Support the Human Resource efforts of Agrium as they move towards shutting
down their local operations (between the 2rd quarter of 2013 and the 4th
quarter of 2014). The aim is to assist in the retention and transition of
Kapuskasing’s local mining workforce to other local/regional mining operations
(should be tied into the Community Labour Force Succession Plan).
b) Work with Agrium and other local/regional mining operations to create an
inventory of all local labour and companies that currently support the mining
industry. This would allow the KEDC to match local talent and mining services
with other mining opportunities that arise regionally. This may also assist in
helping to retain some of the local mining expertise that Kapuskasing has built
up due to the Agrium mining operation (should be tied into the Community
Labour Force Succession Plan).
c) Partner with regional stakeholders to undertake Phase 2 of the Industrial
Mineral Feasibility Study.
d) As identified in Phase 1 of the Industrial Mineral Feasibility Study, there are
potential local opportunities in Clays, Kaolin and Rare Earth Elements. It is
essential that the Town of Kapuskasing and the KEDC stay informed, up-todate and supportive of developments pertaining to these minerals.
3. Renewable Energy
a) Develop a working relationship with the First Nations communities to explore
additional opportunities in solar and hydro-electric generation.
b) The KEDC, in partnership with the Town of Kapuskasing and other regional
partners, should undertake a hydro-electric generation feasibility study
(similar to the Industrial Mineral Feasibility Study) to determine the future
generation potential of surrounding waterways, existing generation facilities
and potential generation opportunities.
c) The Town of Kapuskasing to remain a community partner/investor in solar
and hydro-electric projects under the FIT and microFIT guidelines.
d) Develop an inventory of skills required, and the local talent available, to
support green energy projects. If there are gaps in the labour force, work with
local post-secondary facilities to develop programs to fill these gaps (should
be tied into the Community Labour Force Succession Plan).
e) The Town should continue to promote itself as the hub for renewable energy
generation in the north by aggressively pursuing FIT and microFIT
opportunities, owning generation facilities, working with partners to develop
renewable energy projects, etc.
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4. Tourism
 Business Visitors:
a) Partner with local hotels and supporting agencies to survey business
travelers coming to Kapuskasing to determine what services or
amenities may be lacking in Kapuskasing.
b) Develop a strategy to fill the identified gaps. The strategy will include
priorities and opportunities relating to partnerships, business/product
development and funding sources.
 Event Attraction/Development:
a) Develop an Event Attraction/Development Strategy and
Implementation Plan. Strategy to:
 Maximize the use of existing community assets such as
(arenas, pools, fair grounds, theatres or community halls,
corporate sponsors, etc.);
 Target events Kapuskasing could expand or attract (i.e.
amateur sporting events, lumberjack festival, etc.);
 Identify funding partners; and
 Develop a community volunteer database.
b) During the completion of Kapuskasing’s Community Strategy (See
Community Strategy – pg. 17), identify those priority community
assets (arenas, pools, fair grounds, theatres or community halls, etc.)
which could be developed or expanded to strengthen Kapuskasing’s
ability to attract events.
 Regional Tourism Attraction Efforts:
a) Work with regional and/or Northern Ontario tourism partners to
promote Kapuskasing as a destination, as well as a great stop-over
location for tourists traveling in the north.
5. Agriculture
a) Support the efforts of the local agricultural community to promote the sale of
local agricultural products. Assist by:
 Providing space for a local farmer’s market;
 Promoting local agriculture products and events on the KEDC’s (Town’s
Economic Development) website;
 Participate and support regional efforts to understand the feasibility
and opportunities of Agriculture in Northern Ontario;
 Developing a regional local foods network to promote and expand the
sale of local agricultural products;
 Looking for tourism opportunities that involve the promotion of niche
agriculture products and/or farms; and
 Exploring opportunities to expand local agricultural offerings and
products.
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3. Nurture and grow Kapuskasing’s non-traditional or
emerging industries to help diversify Kapuskasing’s
local economy.
Strategy: To diversify Kapuskasing’s economy by capitalizing on:
 Kapuskasing’s creative, innovative, and bilingual community
 New technologies (high speed broadband, digital media);
 Emerging trends (growing aging population); and
 Positive relationships built with the local First Nations community.
Why this is important: Traditionally, Kapuskasing’s economic generation has been focused
on industries that are centred on natural resources, are labour intensive, and are often male
dominated. It is essential that Kapuskasing’s future diverse economy incorporate not only
traditional industries, but also explore new opportunities that are focused on technology and
innovation, individual creativity, access to broadband, and provide greater balance in
employment opportunities for both genders.
What we are trying to achieve:
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Create new business and industry opportunities in order to diversify Kapuskasing’s
local economy.
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Retain and attract youth, entrepreneurs and talented individuals/professionals to
Kapuskasing.
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Allow for individuals living in Kapuskasing to generate their own employment and job
opportunities.
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Provide a reason for youth to either remain in, or to return to, Kapuskasing following
their education.
Key Actions:
1. Entrepreneurship
a) The KEDC, and the Town of Kapuskasing, develop a strategic partnership with
various provincial Ministries such as Economic Development and Trade
(MEDT), Northern Development, Mines and Forestry (MNDMF), and Service
Ontario, as well as FedNor, the North Claybelt CFDC, the local Chamber of
Commerce, local schools (primary, secondary and post-secondary) and local
investors to:
 Establish and promote a Kapuskasing entrepreneurship and creativity
centre;
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 Deliver “how-to” training seminars for small businesses and start-ups
(including local youth seminars);
 Provide the necessary tools and infrastructure to support home-based
businesses (incorporate during an Official Plan review); and
 Create a small business centre/hub offering affordable flex space and
business support to small start-up companies (incorporate the
entrepreneurship and creativity centre in the same facility as the small
business hub).
b) Partner with local schools and the North Claybelt CFDC (Northeastern Ontario
Youth Entrepreneurship Initiative) to promote and expand the excellent youth
entrepreneurship program which is currently being employed in Kapuskasing.
Also include a comprehensive educational component aimed at students of all
ages and their parents to help nurture the idea of entrepreneurship by
consistently reinforcing the advantages of, and opportunities for,
entrepreneurship in Kapuskasing (should be tied into the Community Labour
Force Succession Plan).
c) Recognize, promote, and celebrate small businesses and their community
importance and contributions to Kapuskasing (including recognition for youth
entrepreneurs).
d) Undertake a modified Business Retention and Expansion (BR+E) exercise to
become better acquainted with individual business needs (should be tied into
the Community Labour Force Succession Plan).
2. Translation Services
a) Partner with local schools (primary, secondary and post-secondary) and the
North Claybelt CFDC to develop a comprehensive strategy aimed at creating a
translation services hub/cluster in Kapuskasing. Strategy should include (but
not be limited to):
 Documenting existing community and labour force assets;
 Educational requirements;
 Potential target markets;
 Feasibility study; and
 Marketing, promotion and community awareness strategy.
This initiative should be tied into the Community Labour Force Succession
Plan.
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3. Regional Hub for Health Care, Care of the Elderly
a) Incorporate Health Care and Care of the Elderly into the KEDC as an industry
sub-committee.
b) Create a community health care and care of the elderly action team to assess
community assets, identify collective gaps in services and infrastructure, and
develop partnerships and opportunities to strengthen Kapuskasing’s health
care and care of the elderly sectors. The action team should be an expanded
Aging at Home committee and should include all representatives from the
health care and care of the elderly sectors.
c) Develop and execute a local and regional marketing program promoting
Kapuskasing’s strength in health care and care of the elderly. The aim of the
program would be to retain and attract seniors to Kapuskasing while also
promoting Kapuskasing as a regional destination for health and elderly care.
4. Collaborative Economic Development Opportunities with the First Nations Community
a) Although not an actual industrial sector, the Town of Kapuskasing should build
better/stronger relationships with their local First Nations community in an
effort to capitalize on potential collaborative economic and community
development opportunities.
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4. Retaining Kapuskasing’s high quality of life through
the development of strategic community infrastructure.
Strategy: To ensure Kapuskasing remains a place of choice for businesses
and residents due to its sought after quality of life.
Why this is important: Currently, Kapuskasing is truly a full service community that
provides a high quality of life to its residents through the provision of basic and sought after
community amenities. It is paramount that Kapuskasing remain a full service community and,
as such, will need to determine what priority community assets and infrastructure will need
to be developed or re-developed in the future.
What we are trying to achieve:
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Retention of youth and young families through a great quality of life.
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Ensuring that Kapuskasing remains a place of choice for residents and businesses
through the strategic development of community infrastructure.
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Development of new communication techniques and tools to elevate Kapuskasing to
another level in terms of community engagement and communication.
Key Actions:
1. Community Strategy
a) The Town of Kapuskasing to undertake a Community Strategy to identify:
 A common community vision identifying how residents see
Kapuskasing in the future, including an updated brand for
Kapuskasing;
 Qualities and attributes that make Kapuskasing unique;
 Community assets which are paramount to Kapuskasing’s future
quality of life;
 Issues related to and infrastructure required for retention and
attraction of youth and young families;
 Community issues and priorities that will need to be addressed when
the Town’s Official Plan is updated; and
 The best and most effective methods to communicate with local
residents and businesses, including social media techniques and tools.
2. Long Range Financial Plan
a) The Town of Kapuskasing to develop a long-range financial plan to implement
the priority actions identified in the Community Strategy and to fund municipal
infrastructure priorities.
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3. Official Plan Update
a) The Town of Kapuskasing to update their Official Plan to reflect Community
priorities as identified in the Community Strategy, as well as the overall
changes envisioned for Kapuskasing’s future.
4. Business Park Strategy
a) Although the Town has several existing parcels of industrial land, not all of
these properties are desirable for uses other than heavy or traditional
industries. As such, the Town, in partnership with the KEDC, should develop a
Business Park Strategy which lays out high priority locations for the expansion
of existing businesses as well as new emerging industries. This new Strategy
needs to be incorporated in the Town’s existing Official Plan or considered
during any update of the Town’s Official Plan.
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