Workplans for 2012
We are contracted by the federal and provincial governments to conduct work in the Greater Goose Bay region. Sometimes the work overlaps, and sometimes it is different.
CONTRACT - Innovation Business Rural Development
Strategic Initiatives
Initiative 1 – Greater Goose Bay Marketing Initiative
The Central Labrador Economic Development Board (CLEDB) will continue to lead the "Greater Goose Bay" regional marketing initiative and ensure the following work is completed. The CLEDB, in conjunction with marketing committee, will:
a) Develop and implement a marketing initiative monitoring and evaluation plan identifying such information as business leads and contacts solicited at trade shows, meetings, events, etc.
b) Recruit local businesses for inclusion in the private enterprise data base on the Greater Goose Bay website developed in phase 1.
c) Officially launch the Greater Goose Bay Campaign at the Northern Lights 2012 Trade Show in Ottawa.
d) Promote the Greater Goose Bay Concept at committee designated events such as Lower Churchill Project and DAirCFG events.
e) Train private and public partners in the usage of social media as marketing tools. Training will include graphical design of facebook and twitter sites as well as ongoing site maintenance.
f) Assist with the development of a long term sustainability plan for the marketing committee.
Initiative 2 – Happy Valley Goose Bay Multiplex Implementation
The Central Labrador Economic Development Board will continue to work with the Municipality of Happy Valley Goose Bay to implement the Multiplex enhancement. The CLEDB, in conjunction with the municipality, will:
a) Oversee the work of the engineering consultant to ensure timely completion of plans for the roof and storage construction components of the project.
b) Prepare tender documents and oversee the work for the wireless & audio visual installation; conference and break out space; floor system; and portable infrastructure (i.e. Tables, Chairs).
c) Prepare claims and other financial information and final report.
Initiative 3 – Community Outdoor Market
The Central Labrador Economic Development Board will continue to work with the municipality of Happy Valley Goose Bay, the local agricultural committee and other partners to implement phase ll of the community outdoor market. The CLEDB, in conjunction with its partners, will provide an enhanced outdoor sales venue for micro venders, home based businesses and agricultural producers and will:
a) Prepare a funding proposal for submission to upgrade the venue grounds including the shelter tents.
b) Oversee the implementation of the project.
c) Market the weekly venues and recruit new vendors.
d) Manage the July – November venues in partnership with the subcommittee and develop and submit the final report.
Initiative 4 – Firearms Range Development
The Central Labrador Economic Development Board will assist the Labrador Hunters' and Fishers' Association to research the construction of a firearms range in Zone 3 and will:
a) Prepare and submit funding and human resource proposal to construct and market the new firing range.
b) Manage the project implementation process, train and oversee staff and prepare the final report.
c) Assist with the development of a long term sustainability plan for the organization.
Initiative 5 – Lab Trek 2013
The Central Labrador Economic Development Board, in partnership with the municipality of Happy Valley Goose Bay, DTCR, NALCOR, Destination Labrador and the White Wolf and Grand River Snowmobile Clubs, will assist in the development of Lab Trek 2013 and will:
a) Research similar events and engaging the expertise of partners to further develop the Lab Trek 2013 concept.
b) Develop and submitting funding proposal.
c) Develop project management plan for trail enhancement component.
d) Develop corporate sponsorship and registration packages.
Additional Activities
In addition to the strategic initiatives identified above, the Board will ensure completion of the following activities.
Other Activities
In addition to the strategic initiatives identified above, the Board will undertake additional activities throughout the course of the fiscal year that will fulfill the requirements of the other indicators of the Performance Based Funding Framework.
Opportunity Management
The Board must demonstrate a comprehensive and formalized consultation process which includes government departments that incorporates the Opportunity Management process in the development of the SEP and IBP. In doing so, the board should demonstrate the following:
• Identifying Economic Development Opportunities
o Who does the REDB consult with, what sectors/interests are represented on the board, are key stakeholders or sectors overlooked, can engagement be improved, etc.
• Evaluating and Prioritizing Opportunities
o CF1- A criteria, REDB Capacity, other criteria a REDB might establish, meaningful board discussion, ranking proposed initiatives.
• Driving Opportunities
o Assigning leads, accountability, partner engagement, action plans, future discussion points (committing the resources to move from one stage of the project to the next)
• Constant Monitoring
o Advance: commit additional resources to move the idea forward
o Rework: More investigation/rethinking
o Kill Point: Stop working on idea and move on
o Revising workplan where significant changes take place
o Communication with partners at quarterly meetings
Municipal Partnerships
• Throughout the year the board is encouraged to build strong partnerships and develop opportunities for collaboration with municipalities. This may include capacity building sessions, letter of support in addition to the significant project related activities as required under the PBF.
• The PBF framework requires the board to demonstrate significant municipal engagement through implementation of initiatives and activities. Initiatives/activities must be linked to the strategic directions in building sessions which normally would result in a tangible project.
• The Board will report on successful collaborative activities with municipalities in the Zone on a quarterly basis.
• The Board will demonstrate consultations with Municipalities in the Zone to discuss the REDB process and future collaborative activities that may come from recently completed Integrated Community Sustainability Plans.
Develop Partnerships in Planning and Implementation with Economic Development
Stakeholders
1) The CLEDB will partner with the Municipality of Happy Valley Goose Bay to develop and submit a funding proposal to hire a consulting firm to conduct regional market research to aid the town in its municipal long range planning.
2) The CLEDB will continue to co-organize local small business week activities.
3) The CLEDB will continue to assist the LNCC in organizing the Northern Lights 2012 event in Ottawa.
4) The CLEDB will continue to assist the EXPO Labrador Planning Committee with the 2012 event.
Capacity Building Activities
• The PBF framework requires the Board to identify four (4) capacity building initiatives that increase the ability or the desire of individuals, groups and/or organizations with the region to effectively participate in Capacity Building (CCB) modules delivered to the board and staff as a part of the board's professional development.
• The board will be required to report their work related to this indicator on a quarterly basis.
Coordinate Linkages with Government Line Departments
• The PBF framework requires the Board to consult with government line departments that related to priority sectors in the development and implementation of identified initiatives and activities.
• The board will be required to report their work related to this indicator on a quarterly basis.
Operational Compliance
• Adhere to governance policy/by-laws as approved to ensure consistency with transparency, inclusiveness, stakeholder engagement and accountability.
• Ensure Board members represent priority sectors as identified in the SEP
• Facilitate meetings with regional stakeholders identified in the IBP initiatives and activities and verify their support of their proposed role.
• Board staff and Executive Committee will meet quarterly with staff from IBRD to review quarterly activities, ensure targets are achieved and provide any necessary updates of other activities or new business arising since renewal meeting.
• Identify new committees and working groups which reflect SEP and annual IBP priorities and develop a terms reference for each committee and working group.
• Review and revise the Policy and Procedures Manual annually or on as needed basis to ensure it reflects current activities. The Board must have a policies and procedures.
• At least 75% of Board members and staff participate in a professional development workshop through the CCB program
• All required documents received on the required date of submission as per renewal letter.
Communications
• Implementation of the Board's Communications Plan.
• Continue to provide on-going updates of issues and events on the Corporation's website.
• Continue to attend conferences and workshops promoting the economic/business development initiatives of the board.
Initiative 1 – Greater Goose Bay Marketing Initiative
The Central Labrador Economic Development Board (CLEDB) will continue to lead the "Greater Goose Bay" regional marketing initiative and ensure the following work is completed. The CLEDB, in conjunction with marketing committee, will:
a) Develop and implement a marketing initiative monitoring and evaluation plan identifying such information as business leads and contacts solicited at trade shows, meetings, events, etc.
b) Recruit local businesses for inclusion in the private enterprise data base on the Greater Goose Bay website developed in phase 1.
c) Officially launch the Greater Goose Bay Campaign at the Northern Lights 2012 Trade Show in Ottawa.
d) Promote the Greater Goose Bay Concept at committee designated events such as Lower Churchill Project and DAirCFG events.
e) Train private and public partners in the usage of social media as marketing tools. Training will include graphical design of facebook and twitter sites as well as ongoing site maintenance.
f) Assist with the development of a long term sustainability plan for the marketing committee.
Initiative 2 – Happy Valley Goose Bay Multiplex Implementation
The Central Labrador Economic Development Board will continue to work with the Municipality of Happy Valley Goose Bay to implement the Multiplex enhancement. The CLEDB, in conjunction with the municipality, will:
a) Oversee the work of the engineering consultant to ensure timely completion of plans for the roof and storage construction components of the project.
b) Prepare tender documents and oversee the work for the wireless & audio visual installation; conference and break out space; floor system; and portable infrastructure (i.e. Tables, Chairs).
c) Prepare claims and other financial information and final report.
Initiative 3 – Community Outdoor Market
The Central Labrador Economic Development Board will continue to work with the municipality of Happy Valley Goose Bay, the local agricultural committee and other partners to implement phase ll of the community outdoor market. The CLEDB, in conjunction with its partners, will provide an enhanced outdoor sales venue for micro venders, home based businesses and agricultural producers and will:
a) Prepare a funding proposal for submission to upgrade the venue grounds including the shelter tents.
b) Oversee the implementation of the project.
c) Market the weekly venues and recruit new vendors.
d) Manage the July – November venues in partnership with the subcommittee and develop and submit the final report.
Initiative 4 – Firearms Range Development
The Central Labrador Economic Development Board will assist the Labrador Hunters' and Fishers' Association to research the construction of a firearms range in Zone 3 and will:
a) Prepare and submit funding and human resource proposal to construct and market the new firing range.
b) Manage the project implementation process, train and oversee staff and prepare the final report.
c) Assist with the development of a long term sustainability plan for the organization.
Initiative 5 – Lab Trek 2013
The Central Labrador Economic Development Board, in partnership with the municipality of Happy Valley Goose Bay, DTCR, NALCOR, Destination Labrador and the White Wolf and Grand River Snowmobile Clubs, will assist in the development of Lab Trek 2013 and will:
a) Research similar events and engaging the expertise of partners to further develop the Lab Trek 2013 concept.
b) Develop and submitting funding proposal.
c) Develop project management plan for trail enhancement component.
d) Develop corporate sponsorship and registration packages.
Additional Activities
In addition to the strategic initiatives identified above, the Board will ensure completion of the following activities.
Other Activities
In addition to the strategic initiatives identified above, the Board will undertake additional activities throughout the course of the fiscal year that will fulfill the requirements of the other indicators of the Performance Based Funding Framework.
Opportunity Management
The Board must demonstrate a comprehensive and formalized consultation process which includes government departments that incorporates the Opportunity Management process in the development of the SEP and IBP. In doing so, the board should demonstrate the following:
• Identifying Economic Development Opportunities
o Who does the REDB consult with, what sectors/interests are represented on the board, are key stakeholders or sectors overlooked, can engagement be improved, etc.
• Evaluating and Prioritizing Opportunities
o CF1- A criteria, REDB Capacity, other criteria a REDB might establish, meaningful board discussion, ranking proposed initiatives.
• Driving Opportunities
o Assigning leads, accountability, partner engagement, action plans, future discussion points (committing the resources to move from one stage of the project to the next)
• Constant Monitoring
o Advance: commit additional resources to move the idea forward
o Rework: More investigation/rethinking
o Kill Point: Stop working on idea and move on
o Revising workplan where significant changes take place
o Communication with partners at quarterly meetings
Municipal Partnerships
• Throughout the year the board is encouraged to build strong partnerships and develop opportunities for collaboration with municipalities. This may include capacity building sessions, letter of support in addition to the significant project related activities as required under the PBF.
• The PBF framework requires the board to demonstrate significant municipal engagement through implementation of initiatives and activities. Initiatives/activities must be linked to the strategic directions in building sessions which normally would result in a tangible project.
• The Board will report on successful collaborative activities with municipalities in the Zone on a quarterly basis.
• The Board will demonstrate consultations with Municipalities in the Zone to discuss the REDB process and future collaborative activities that may come from recently completed Integrated Community Sustainability Plans.
Develop Partnerships in Planning and Implementation with Economic Development
Stakeholders
1) The CLEDB will partner with the Municipality of Happy Valley Goose Bay to develop and submit a funding proposal to hire a consulting firm to conduct regional market research to aid the town in its municipal long range planning.
2) The CLEDB will continue to co-organize local small business week activities.
3) The CLEDB will continue to assist the LNCC in organizing the Northern Lights 2012 event in Ottawa.
4) The CLEDB will continue to assist the EXPO Labrador Planning Committee with the 2012 event.
Capacity Building Activities
• The PBF framework requires the Board to identify four (4) capacity building initiatives that increase the ability or the desire of individuals, groups and/or organizations with the region to effectively participate in Capacity Building (CCB) modules delivered to the board and staff as a part of the board's professional development.
• The board will be required to report their work related to this indicator on a quarterly basis.
Coordinate Linkages with Government Line Departments
• The PBF framework requires the Board to consult with government line departments that related to priority sectors in the development and implementation of identified initiatives and activities.
• The board will be required to report their work related to this indicator on a quarterly basis.
Operational Compliance
• Adhere to governance policy/by-laws as approved to ensure consistency with transparency, inclusiveness, stakeholder engagement and accountability.
• Ensure Board members represent priority sectors as identified in the SEP
• Facilitate meetings with regional stakeholders identified in the IBP initiatives and activities and verify their support of their proposed role.
• Board staff and Executive Committee will meet quarterly with staff from IBRD to review quarterly activities, ensure targets are achieved and provide any necessary updates of other activities or new business arising since renewal meeting.
• Identify new committees and working groups which reflect SEP and annual IBP priorities and develop a terms reference for each committee and working group.
• Review and revise the Policy and Procedures Manual annually or on as needed basis to ensure it reflects current activities. The Board must have a policies and procedures.
• At least 75% of Board members and staff participate in a professional development workshop through the CCB program
• All required documents received on the required date of submission as per renewal letter.
Communications
• Implementation of the Board's Communications Plan.
• Continue to provide on-going updates of issues and events on the Corporation's website.
• Continue to attend conferences and workshops promoting the economic/business development initiatives of the board.