Description
Calgary is a magnet for businesses fostering pathways to purposeful economic diversification and growth.
entrepreneurial energy
Calgary is a magnet for
businesses fostering pathways
to purposeful economic
diversifcation and growth.
22
building on our energy an economic strategy for Calgary | update to the 2008 10-year economic strategy
rationale:
The economies of Calgary and Alberta are highly reliant on the export of energy products to the United
States suggesting the need for purposeful diversifcation for economic sustainability. Calgary has the highest
concentration of small businesses among major cities in Canada generating signifcant employment and
opportunity for economic diversifcation.
With 95 per cent of Calgary’s businesses having fewer than 50 employees, the Canadian Federation
of Independent Business (CFIB) Calgary region is ranked as the best place in Canada to do business.
Calgary has strengths in a number of sectors providing opportunity and support to entrepreneurs.
Moreover, Calgary based companies handle 15 per cent of global oil and gas mergers and acquisitions
deal fow—resulting in Calgary ranking 22nd of 83 on the Global Financial Centres Index in 2014. Calgary
is geographically located to serve as Western Canada’s transport and logistics hub. However, CFIB ranks
the city low in policy support for small business. The engagement process suggests that Calgary’s small
businesses require more support and need to be better connected to larger businesses in Calgary.
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of businesses undertaking expansions and capital investments
• Number of business relocations to Calgary
• Number of businesses exporting
• Number of businesses purchasing locally
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• The City of Calgary
• Calgary Chamber
• Government of Alberta
• Industry associations
• Thrive (Calgary’s community development network)
• REAP (Calgary’s local, sustainable business network)
incremental resources: NO
timeline:
Immediate
23
potential tactics:
• Implement a more rigorous business retention, expansion and
attraction program (BREA)
• Report industry trends and forecast from the BREA
program
• Identify and encourage local procurement opportunities
• Utilize business intelligence to identify and support additional
sector growth opportunities
action one
Make Calgary more competitive and
maximize growth opportunities by
increasing local intelligence outreach.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of international fnancial institutions established
• Number of fnancial services professionals
• Assets under management
• Calgary’s ranking on the Global Financial Centres Index
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• Banks
• Credit unions
• Insurance companies
• Asset management frms
• Private equity frms
• Venture capital frms
• Investment advisory frms
• Financial services industry
• Government of Alberta
Secondary:
• Business Development Bank Canada
• Alberta Investment Management Corporation
• Alberta Securities Commission
• Alberta Enterprise Corporation
• National Exempt Market Association
• Chartered Financial Analysts Institute
incremental resources: NO timeline:
Mid-term
action two
Build fnancial services capacity to grow
and attract fnancial institutions (banks,
fund management, investment frms,
private equity).
potential tactics:
• Leverage our strength in energy fnance in marketing Calgary
for fnancial services investment
• Identify gaps in access to capital and target investment/institu-
tions to address market demands
24
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Rate of industrial land absorption
• Cost competitiveness of industrial land
• Number of industrial businesses
• Private investment in local land development
• Percentage of land sales for high value add and high employment use
lead organization:
Calgary Regional Partnership and The City of Calgary (co-lead)
stakeholders:
Primary:
• Real estate development community
• Commercial and industrial real estate brokers
• Regional municipalities
incremental resources: NO
timeline:
Long-term
25
potential tactics:
• Continually assess industrial land needs
• Increase fexibility of permitted and discretionary use in land-use bylaw
• Encourage investment in local land development projects
• Continue to ensure a supply of designated industrial land between
municipalities across the region
• In support of Calgary’s Corporate Industrial Land Strategy maximize private
sector land development and complement with The City of Calgary land
development
action three
Maintain a sufcient, available
supply of future industrial and
employment land
development within Calgary
and the region.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Commercial Real Estate Development Association
• National Association of Industrial Ofce Practitioners
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of transportation and logistics companies and distribution centres in Calgary
• Volume and value of goods shipped through Calgary
• Capacity to receive goods for sorting and distribution
• Number of international air connections
lead organization:
Calgary Economic Development and Calgary Regional Partnership (co-lead)
stakeholders:
Primary:
• Calgary Airport Authority
• Government of Canada
• Government of Alberta
Secondary:
• Regional municipalities
• Transportation and logistics frms
• Van Horne Institute
• Cargo Logistics Canada
• Supply Chain Management Association
incremental resources: YES
• Government of Canada
• Private Sector
• Government of Alberta
• Regional municipalities
timeline:
Immediate - mid-term
26
potential tactics:
• Establish the Calgary Region as a foreign trade zone (FTZ)
• Market the strong transportation infrastructure in the Calgary
Region
• Increase air access to high growth markets
• Establish the Calgary Region as an inland port
action four
Solidify the region’s position as western
Canada’s premiere distribution and
logistics hub.
defnitions
FTZ:
The Foreign Trade Zone (FTZ) Marketing program supports Canadian
regional and non-proft organizations in their promotion of local FTZ-type
benefts linked to strategic locations.
Inland port:
An inland port is an area that facilitates trade through investment in multi-
modal transportation assets and promoting value-added services as goods
move through the supply chain.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Foreign flm and television production
• Local flm and television production
• Number of graduates from post-secondary art programs
• Number of arts and culture awards won by Calgarians
• Creative and cultural employment in Calgary
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• Government of Alberta, Alberta Film Commission
• Alberta Foundation for the Arts
• Calgary Arts Development
• Post-secondary institutions
• Digital Alberta
• C-Space
incremental resources: YES
• Private Sector
• Government of Alberta
timeline:
Immediate - mid-term
27
potential tactics:
• Position the new Calgary Film Centre to attract major flm production and
grow local production
• Provide land servicing requirements in accordance with digital industries
to land adjacent to the Calgary Film Centre
• Conduct annual flm scouting and executive familiarization tours
• Continue to pursue additional creative industries (i.e. digital media)
opportunities
• Strengthen connections between private sector and post-secondary
institutions to increase employment for graduating artists
action fve
Grow the creative industries and
the digital economy.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of person visits, length of stay and direct spending (domestic and international)
• Non-resident delegate days and spending at Calgary meeting and conventions
• Total and weekend occupancy rates in Calgary region hotels
• Passenger trafc at the Calgary International Airport
• Number of new tourism attractions in Calgary and region
• Perception of Calgary as an arts and culture destination
• Number of tourists at festivals and events
• Number of City-supported festival event days
lead organization:
Tourism Calgary
stakeholders:
Primary:
• Calgary Hotel Association
• Travel Alberta
• Banf Lake Louise Tourism
• Tourism Canmore-Kananaskis
• Calgary Stampede
• The City of Calgary
• Calgary Sport Tourism Authority
28
potential tactics:
• Enhance joint marketing initiatives
• Continually develop packages aimed at business travelers
• Develop new tourism product and attractions
• Grow culinary tourism opportunities
• Support Calgary Arts Development in developing art-related tourism
• Support additional hotel capacity
• Showcase Calgary festivals, events and cultural activities
action six
Grow tourism through enhanced
local attractions and better
collaboration with world-class
regional destinations.
incremental resources: YES timeline:
• Government of Alberta Mid-term
• Private sector
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Tour operators
• Parks Canada
• Calgary Airport Authority
• Canadian Tourism Commission
• Calgary Arts Development
• Calgary TELUS Convention Centre
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Permitting turnaround time
• Number and percentage of development permits approved
lead organization:
The City of Calgary - Planning, Development and Assessment
stakeholders:
Primary:
• Private sector
• Calgary Economic Development
• Real estate development community
Secondary:
• Calgary Chamber
• Urban Development Institute
incremental resources: NO
timeline:
Mid-term
29
potential tactics:
• Establish defned processes between The City and Calgary
Economic Development
• Investigate best practices policies
action one
Support continued improvement in
development approvals and red-tape
reduction initiatives.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Ranking in Canada for new business start-ups
• Success rate of new businesses
• Access to fnancing and other business support services
• Number of business bankruptcies
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• The Business Link
• Futurpreneur
• Community and Neighbourhood Services
• Calgary Chamber
• Government of Alberta
• Government of Canada
Secondary:
• Business support services agencies
• Post-secondary institutions
• Entrepreneur support agencies
incremental resources: YES
• Government of Canada
• Government of Alberta
timeline:
Mid-term
30
potential tactics:
• Identify and address service gaps
• Establish community access points to business resources
including education, funding, road map for growth
• Create a one-stop guide to business resources
• Deploy an aftercare for small businesses program that monitors
and promotes success
• Provide land and building supply for entrepreneurs growing
their business
action two
Improve the business support system to
early stage businesses and entrepreneurs.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Number of youth entrepreneurs
• Participation in mentorship program
• Number of youth entreprenuers considered investment ready by entrepreneur support agencies
• Number of youth entrepreneurs in business after one year and three years
• Enrollment in post-secondary entrepreneur programs
lead organization:
Post-secondary institutions
stakeholders:
Primary:
• Futurpreneur
• Junior Achievement
• Youth development agencies
• Innovate Calgary
• Calgary Chamber
• Government of Alberta
• The City of Calgary
incremental resources: YES
• Government of Alberta
timeline:
Mid-term
31
potential tactics:
• Develop youth entrepreneurship mentoring programs
• Develop entrepreneurs in residence and internship programs and
competitions for young entrepreneurs
• Develop entrepreneurial programs specifc for First Nations and
Aboriginal youth
• Develop role models by celebrating and showcasing successful
young entrepreneurs
• Promote entrepreneurship as a career option in high school
action three
Develop pathways to entrepreneurship
for future leaders and youth.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Momentum
• Calgary Logistics Council – Youth Projects
• Calgary Economic Development
• Careers in Manufacturing
• Government of Canada
doc_474265920.pdf
Calgary is a magnet for businesses fostering pathways to purposeful economic diversification and growth.
entrepreneurial energy
Calgary is a magnet for
businesses fostering pathways
to purposeful economic
diversifcation and growth.
22
building on our energy an economic strategy for Calgary | update to the 2008 10-year economic strategy
rationale:
The economies of Calgary and Alberta are highly reliant on the export of energy products to the United
States suggesting the need for purposeful diversifcation for economic sustainability. Calgary has the highest
concentration of small businesses among major cities in Canada generating signifcant employment and
opportunity for economic diversifcation.
With 95 per cent of Calgary’s businesses having fewer than 50 employees, the Canadian Federation
of Independent Business (CFIB) Calgary region is ranked as the best place in Canada to do business.
Calgary has strengths in a number of sectors providing opportunity and support to entrepreneurs.
Moreover, Calgary based companies handle 15 per cent of global oil and gas mergers and acquisitions
deal fow—resulting in Calgary ranking 22nd of 83 on the Global Financial Centres Index in 2014. Calgary
is geographically located to serve as Western Canada’s transport and logistics hub. However, CFIB ranks
the city low in policy support for small business. The engagement process suggests that Calgary’s small
businesses require more support and need to be better connected to larger businesses in Calgary.
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of businesses undertaking expansions and capital investments
• Number of business relocations to Calgary
• Number of businesses exporting
• Number of businesses purchasing locally
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• The City of Calgary
• Calgary Chamber
• Government of Alberta
• Industry associations
• Thrive (Calgary’s community development network)
• REAP (Calgary’s local, sustainable business network)
incremental resources: NO
timeline:
Immediate
23
potential tactics:
• Implement a more rigorous business retention, expansion and
attraction program (BREA)
• Report industry trends and forecast from the BREA
program
• Identify and encourage local procurement opportunities
• Utilize business intelligence to identify and support additional
sector growth opportunities
action one
Make Calgary more competitive and
maximize growth opportunities by
increasing local intelligence outreach.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of international fnancial institutions established
• Number of fnancial services professionals
• Assets under management
• Calgary’s ranking on the Global Financial Centres Index
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• Banks
• Credit unions
• Insurance companies
• Asset management frms
• Private equity frms
• Venture capital frms
• Investment advisory frms
• Financial services industry
• Government of Alberta
Secondary:
• Business Development Bank Canada
• Alberta Investment Management Corporation
• Alberta Securities Commission
• Alberta Enterprise Corporation
• National Exempt Market Association
• Chartered Financial Analysts Institute
incremental resources: NO timeline:
Mid-term
action two
Build fnancial services capacity to grow
and attract fnancial institutions (banks,
fund management, investment frms,
private equity).
potential tactics:
• Leverage our strength in energy fnance in marketing Calgary
for fnancial services investment
• Identify gaps in access to capital and target investment/institu-
tions to address market demands
24
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Rate of industrial land absorption
• Cost competitiveness of industrial land
• Number of industrial businesses
• Private investment in local land development
• Percentage of land sales for high value add and high employment use
lead organization:
Calgary Regional Partnership and The City of Calgary (co-lead)
stakeholders:
Primary:
• Real estate development community
• Commercial and industrial real estate brokers
• Regional municipalities
incremental resources: NO
timeline:
Long-term
25
potential tactics:
• Continually assess industrial land needs
• Increase fexibility of permitted and discretionary use in land-use bylaw
• Encourage investment in local land development projects
• Continue to ensure a supply of designated industrial land between
municipalities across the region
• In support of Calgary’s Corporate Industrial Land Strategy maximize private
sector land development and complement with The City of Calgary land
development
action three
Maintain a sufcient, available
supply of future industrial and
employment land
development within Calgary
and the region.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Commercial Real Estate Development Association
• National Association of Industrial Ofce Practitioners
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of transportation and logistics companies and distribution centres in Calgary
• Volume and value of goods shipped through Calgary
• Capacity to receive goods for sorting and distribution
• Number of international air connections
lead organization:
Calgary Economic Development and Calgary Regional Partnership (co-lead)
stakeholders:
Primary:
• Calgary Airport Authority
• Government of Canada
• Government of Alberta
Secondary:
• Regional municipalities
• Transportation and logistics frms
• Van Horne Institute
• Cargo Logistics Canada
• Supply Chain Management Association
incremental resources: YES
• Government of Canada
• Private Sector
• Government of Alberta
• Regional municipalities
timeline:
Immediate - mid-term
26
potential tactics:
• Establish the Calgary Region as a foreign trade zone (FTZ)
• Market the strong transportation infrastructure in the Calgary
Region
• Increase air access to high growth markets
• Establish the Calgary Region as an inland port
action four
Solidify the region’s position as western
Canada’s premiere distribution and
logistics hub.
defnitions
FTZ:
The Foreign Trade Zone (FTZ) Marketing program supports Canadian
regional and non-proft organizations in their promotion of local FTZ-type
benefts linked to strategic locations.
Inland port:
An inland port is an area that facilitates trade through investment in multi-
modal transportation assets and promoting value-added services as goods
move through the supply chain.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Foreign flm and television production
• Local flm and television production
• Number of graduates from post-secondary art programs
• Number of arts and culture awards won by Calgarians
• Creative and cultural employment in Calgary
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• Government of Alberta, Alberta Film Commission
• Alberta Foundation for the Arts
• Calgary Arts Development
• Post-secondary institutions
• Digital Alberta
• C-Space
incremental resources: YES
• Private Sector
• Government of Alberta
timeline:
Immediate - mid-term
27
potential tactics:
• Position the new Calgary Film Centre to attract major flm production and
grow local production
• Provide land servicing requirements in accordance with digital industries
to land adjacent to the Calgary Film Centre
• Conduct annual flm scouting and executive familiarization tours
• Continue to pursue additional creative industries (i.e. digital media)
opportunities
• Strengthen connections between private sector and post-secondary
institutions to increase employment for graduating artists
action fve
Grow the creative industries and
the digital economy.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy one
Build on our business strengths, infrastructure and location to strategically grow non energy-related sectors.
supplementary indicators:
• Number of person visits, length of stay and direct spending (domestic and international)
• Non-resident delegate days and spending at Calgary meeting and conventions
• Total and weekend occupancy rates in Calgary region hotels
• Passenger trafc at the Calgary International Airport
• Number of new tourism attractions in Calgary and region
• Perception of Calgary as an arts and culture destination
• Number of tourists at festivals and events
• Number of City-supported festival event days
lead organization:
Tourism Calgary
stakeholders:
Primary:
• Calgary Hotel Association
• Travel Alberta
• Banf Lake Louise Tourism
• Tourism Canmore-Kananaskis
• Calgary Stampede
• The City of Calgary
• Calgary Sport Tourism Authority
28
potential tactics:
• Enhance joint marketing initiatives
• Continually develop packages aimed at business travelers
• Develop new tourism product and attractions
• Grow culinary tourism opportunities
• Support Calgary Arts Development in developing art-related tourism
• Support additional hotel capacity
• Showcase Calgary festivals, events and cultural activities
action six
Grow tourism through enhanced
local attractions and better
collaboration with world-class
regional destinations.
incremental resources: YES timeline:
• Government of Alberta Mid-term
• Private sector
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Tour operators
• Parks Canada
• Calgary Airport Authority
• Canadian Tourism Commission
• Calgary Arts Development
• Calgary TELUS Convention Centre
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Permitting turnaround time
• Number and percentage of development permits approved
lead organization:
The City of Calgary - Planning, Development and Assessment
stakeholders:
Primary:
• Private sector
• Calgary Economic Development
• Real estate development community
Secondary:
• Calgary Chamber
• Urban Development Institute
incremental resources: NO
timeline:
Mid-term
29
potential tactics:
• Establish defned processes between The City and Calgary
Economic Development
• Investigate best practices policies
action one
Support continued improvement in
development approvals and red-tape
reduction initiatives.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Ranking in Canada for new business start-ups
• Success rate of new businesses
• Access to fnancing and other business support services
• Number of business bankruptcies
lead organization:
Calgary Economic Development
stakeholders:
Primary:
• The Business Link
• Futurpreneur
• Community and Neighbourhood Services
• Calgary Chamber
• Government of Alberta
• Government of Canada
Secondary:
• Business support services agencies
• Post-secondary institutions
• Entrepreneur support agencies
incremental resources: YES
• Government of Canada
• Government of Alberta
timeline:
Mid-term
30
potential tactics:
• Identify and address service gaps
• Establish community access points to business resources
including education, funding, road map for growth
• Create a one-stop guide to business resources
• Deploy an aftercare for small businesses program that monitors
and promotes success
• Provide land and building supply for entrepreneurs growing
their business
action two
Improve the business support system to
early stage businesses and entrepreneurs.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
area of focus: entrepreneurial energy
strategy two
Provide business and entrepreneurs the support to grow.
supplementary indicators:
• Number of youth entrepreneurs
• Participation in mentorship program
• Number of youth entreprenuers considered investment ready by entrepreneur support agencies
• Number of youth entrepreneurs in business after one year and three years
• Enrollment in post-secondary entrepreneur programs
lead organization:
Post-secondary institutions
stakeholders:
Primary:
• Futurpreneur
• Junior Achievement
• Youth development agencies
• Innovate Calgary
• Calgary Chamber
• Government of Alberta
• The City of Calgary
incremental resources: YES
• Government of Alberta
timeline:
Mid-term
31
potential tactics:
• Develop youth entrepreneurship mentoring programs
• Develop entrepreneurs in residence and internship programs and
competitions for young entrepreneurs
• Develop entrepreneurial programs specifc for First Nations and
Aboriginal youth
• Develop role models by celebrating and showcasing successful
young entrepreneurs
• Promote entrepreneurship as a career option in high school
action three
Develop pathways to entrepreneurship
for future leaders and youth.
building on our energy | an economic strategy for Calgary | update to the 2008 10-year economic strategy
Secondary:
• Momentum
• Calgary Logistics Council – Youth Projects
• Calgary Economic Development
• Careers in Manufacturing
• Government of Canada
doc_474265920.pdf