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ECONOMIC DEVELOPMENT
ACTION PLAN
TOWN OF GRAND BAY-WESTFIELD
JANUARY 2022
Economic Development Action Plan
Contents
Introduction ..................................................................................................................................... 1
Understanding ................................................................................................................................. 1
Methodology ................................................................................................................................... 2
Data Analyses ................................................................................................................................. 3
Shift Share Analysis ........................................................................................................................................ 3
Location Quotient Analysis ........................................................................................................................... 5
Business Base Analysis ................................................................................................................................. 6
Interview Findings ........................................................................................................................... 9
Action Plan .................................................................................................................................... 12
Business Support ......................................................................................................................................... 13
Place Making and Branding ....................................................................................................................... 18
Development Support ................................................................................................................................. 22
Closing .......................................................................................................................................... 25
Appendix ....................................................................................................................................... 26
Shift Share Data ............................................................................................................................................ 26
Location Quotient Data ............................................................................................................................... 28
Business Distribution Data ......................................................................................................................... 29
Economic Development Action Plan
1
Introduction
Source: Town of Grand Bay-Westfield.
Grand Bay-Westfield is a community located northwest of Saint John, nestled between the Loch
Alva Nature Preserve and the Saint John River.
The Town of Grand Bay-Westfield seeks guidance for economic vitality in the community, aligning
with the most recent Strategic Plan.
Thus, this Economic Development Action Plan provides recommendations based on strengths,
weaknesses, opportunities, and challenges in the community. The Town of Grand Bay-Westfield
must dedicate energy to this Economic Development Action Plan for at least five years, if not
indefinitely.
Understanding
The Town of Grand Bay-Westfield seeks guidance for economic vitality to fund resources in the
community. In doing so, the Town of Grand Bay-Westfield ultimately seeks to expand the
population base to expand the development necessary to serve a thriving community. The Town
of Grand Bay-Westfield also seeks to identify a business base that would simultaneously preserve
and compliment the flourishing cottage community atmosphere.
To achieve economic vitality, the Town of Grand Bay-Westfield must also enhance capacity for
economic development. The Town of Grand Bay-Westfield limits capacity through challenges in
bandwidth and infrastructure under bureaucratic administration. Nonetheless, the Town of Grand
Bay-Westfield retains some incentives that can be leveraged to enhance capacity in pursuit of
economic development.
Economic Development Action Plan
2
Furthermore, the Mayor and Council have recently adopted the Strategic Plan for the Town of
Grand Bay-Westfield, which can also enhance capacity:
Strategic Priority 1
Population Growth to Achieve Financial Sustainability
Strategic Priority 2
Organizational Capacity
Strategic Priority 3
Infrastructure Sustainability and Climate Adaptation
Strategic Priority 4
Community Vitality
Economic development has a part to play in each of these priorities. Thus, this Economic
Development Action Plan provides guidance for the Town of Grand Bay-Westfield to achieve
these strategic priorities in the years to come.
Methodology
We used the following tools to build the Economic Development Action Plan for the Town of
Grand Bay-Westfield. These tools were designed to expand our understandings on:
-
How the Town of Grand Bay-Westfield performs inside the community, through Literature
Reviews and Interviews,
-
How the Town of Grand Bay-Westfield performs outside the community, through Data
Analyses,
-
How the Town of Grand Bay-Westfield can strategize and spearhead economic
development, as noted throughout this Action Plan.
We expanded our understandings on the Town of Grand Bay-Westfield using the following tools:
-
Literature Review: The Town of Grand Bay-Westfield provided 35 documents that covered
previous studies and plans prepared for the community. These documents provided an
understanding of the work already performed and executed for the community.
-
Data Analyses: We examined data related to the labor force compositions, which provided
an understanding of the strengths and weaknesses associated with trends in the
community.
We constructed a Location Quotient Analysis and a Shift Share Analysis from this data. A
Location Quotient Analysis compares the proportion of employment by industry in the
Economic Development Action Plan
3
community to the proportion of employment by industry in the country. In doing so, we
then highlighted industry specializations in the local economy.
On the other hand, a Shift Share Analysis compares any changes in employment by
industry in the community to any changes in employment by industry in the country. In
doing so, we then identified changes in employment unique to the local economy.
-
Interviews: we conducted a series of interviews with residents involved in the economic
activity in the community. These interviews provided significant insights into the
strengths, weaknesses, opportunities, and challenges in the economic vitality of the
community.
These tools provided the framework for this Economic Development Action Plan and ultimately,
for future vitality in the Town of Grand Bay-Westfield.
Data Analyses
The Town of Grand Bay-Westfield is positioned in a region with expanding industries, ranging
from manufacturing to technology. These industries are unfortunately expanding elsewhere in the
region, highlighting the significance of an Economic Development Action Plan for the Town of
Grand Bay-Westfield.
Shift Share Analysis
A Shift Share Analysis is used to recognize industries considered to have comparative
advantages in a community. A Shift Share Analysis ultimately compares any changes in
employment by industry in the community to any changes in employment by industry in the
country.
We performed a Shift Share Analysis using employment information from 2016 and 2020,
breaking down changes in employment by industry into the following driving forces:
Mix Change
Changes happening across the country, but across a
particular industry.
Share Change
Changes happening across the country, but across several
industries.
Shift Share
Changes that are simultaneously specific to an industry and
a community. This is the change that points to opportunities
and challenges for the Town of Grand Bay-Westfield.
Economic Development Action Plan
4
Figure 1.
Shift Share Analysis
Source:
Statistics Canada, ESRI Business Analyst.
We can now look at an evolving economy, as seen in the Mix Change trends in the Shift Share
Analysis. There were decreases in some industries, such as manufacturing, and increases in
some industries, such as professional services, across the country. Note that while there may be
decreases in some industries, that does not mean declines, but rather that recent changes in
employment are being outpaced in other industries.
We can then combine the Mix Change trends with the Share Change trends, which show the
expected changes in employment based on other factors across the country. According to the
Share Change trends, there were significant increases across many industries, particularly health
care.
We can then calculate the Shift Share from the difference between Mix Change and Share
Change, which represents any comparative advantages in a community, that are not explained by
any remaining factors across the country. The Town of Grand Bay-Westfield has experienced
negative Shift Share trends across many industries, which indicate an underperformance relative
to the rest of the country. Thus, these trends indicate that the employment base in Grand Bay-
Westfield is not growing fast enough to remain competitive with the rest of the country.
-60
-50
-40
-30
-20
-10
0
10
20
30
40
50
60
Mix Change
Share Change
Shift Share
Economic Development Action Plan
5
Nonetheless, Grand Bay-Westfield can become competitive in some industries, such as logistics
and real estate, as the community works toward economic vitality in the years to come.
Location Quotient Analysis
A Location Quotient Analysis is used to indicate any industry concentration in a community
relative to another community. This quotient is calculated by dividing the share of industry
employment in a community by the average share of industry employment across the country.
A quotient greater than one indicates that a community has an above average employment base
in an industry, or an economic base. A quotient less than one indicates that a community has a
below average employment base in an industry.
The table below depicts the relevant Location Quotients for Grand Bay-Westfield along with
comparison points for Saint John, Quispamsis, and Rothesay. These comparison points provide
context to support the Location Quotients for Grand Bay-Westfield, as these communities share
the features associated with the Greater Saint John Region.
Table 1.
Location Quotient Analysis
Industry
Grand Bay-Westfield
Saint John
Quispamsis
Rothesay
Agriculture, Forestry, Fishing, and Hunting
0.244
0.194
0.258
0.359
Mine, Quarry, Oil, and Gas Extraction
0.773
0.582
1.281
0.546
Utilities
2.829
1.944
3.052
2.641
Construction
1.220
0.913
0.947
0.726
Manufacturing
0.937
0.611
0.841
0.640
Wholesale Trade
1.424
1.113
1.308
1.335
Retail Trade
1.158
1.163
0.973
0.874
Transportation and Warehousing
0.703
0.865
0.704
0.789
Information and Cultural Industries
0.628
0.954
1.072
1.230
Finance and Insurance
1.190
0.904
0.959
1.003
Real Estate
0.325
0.709
0.493
1.098
Professional and Technical Services
0.857
0.872
1.032
1.238
Companies and Enterprises Management
0.000
0.764
1.127
1.110
Waste Management and Remediation
0.717
2.086
0.847
0.908
Educational Services
0.724
0.747
1.148
1.251
Health Care and Social Assistance
1.238
1.323
1.256
1.387
Arts, Entertainment, and Recreation
0.749
0.741
0.865
0.849
Accommodation and Food Services
0.691
1.142
0.813
1.047
Other
1.171
1.006
1.050
0.827
Public Administration
1.433
0.858
1.145
0.960
Source:
Statistics Canada, ESRI Business Analyst.
Economic Development Action Plan
6
These Location Quotients indicate that Grand Bay-Westfield has above average employment
bases in about half of the available industries. Some industries are also more concentrated in
Grand Bay-Westfield than the rest of the Greater Saint John Region, such as construction and
wholesale trade. These underlying strengths in some industries suggest that supplementary
support would prove valuable in the future.
It should also be noted that some growing industries, such as real estate and management, are
not as concentrated in Grand Bay-Westfield, suggesting that these industries may need more
support in the future.
Business Base Analysis
We also conducted a Business Base Analysis to support the Shift Share and Location Quotient
Analyses. In doing so, we used industry information to identify the business type and size
distributions, which provide necessary insights into the business functions in Grand Bay-
Westfield.
Figure 2.
Business Type Distribution
Source:
Statistics Canada.
As seen in Figure 2, more than half of the businesses in Grand Bay-Westfield are concentrated in
five industries - construction, finance, professional services, real estate, and retail trade.
Not Applicable
Management of Companies and Enterprises
Public Administration
Educational Services
Information
Accommodation and Food Services
Agriculture, Forestry, Fishing and Hunting
Manufacturing
Wholesale Trade
Arts, Entertainment, and Recreation
Waste Management and Remediation Services
Transportation and Warehousing
Health Care and Social Assistance
Retail Trade
Other Services
Professional, Scientific and Technical Services
Real Estate, Rental and Leasing
Finance and Insurance
Construction
0%
5%
10%
15%
Economic Development Action Plan
7
Figure 3.
Business Size Distribution
Source:
Statistics Canada.
Business size distribution was also examined. As seen in Figure 3, 85 percent of businesses are
self-employed businesses or small businesses in Grand Bay-Westfield. This is a particularly
fascinating analysis, as these smaller businesses in Grand Bay-Westfield likely need more and
different forms of support than that typically provided to larger businesses elsewhere.
68%
17%
7%
6%
Without Employees
1-4 Employees
5-9 Employees
10-19 Employees
20-49 Employees
50-99 Employees
Economic Development Action Plan
8
Figure 4.
Small Business Type Distribution
Source:
Statistics Canada.
Given the small business distribution in Grand Bay-Westfield, we then analyzed the business type
distribution once again.
Though Figure 1 and Figure 4 are comparable, finance and real estate are now at the forefront of
the small business distribution in Grand Bay-Westfield. Industries like finance and real estate
would likely need more support from the Town of Grand Bay-Westfield, which would improve their
performance in the Location Quotient and Shift Share analyses.
Grand Bay-Westfield already has a robust distribution of businesses across a vast distribution of
industries, most of which operate as small businesses. Each of these small businesses likely
serve a market beyond the community, regarding Grand Bay-Westfield as a suitable base of
operation - and likely residence.
These three analyses simultaneously indicate that this unique employment base can be directly
engaged and supported by actions taken by the Town of Grand Bay-Westfield toward economic
vitality.
Not Applicable
Accommodation and Food Services
Agriculture, Forestry, Fishing and Hunting
Manufacturing
Arts, Entertainment, and Recreation
Management of Companies and Enterprises
Waste Management and Remediation Services
Educational Services
Information
Wholesale Trade
Transportation and Warehousing
Health Care and Social Assistance
Retail Trade
Other Services
Professional, Scientific and Technical Services
Construction
Finance and Insurance
Real Estate, Rental and Leasing
0%
5%
10%
15%
20%
Economic Development Action Plan
9
Interview Findings
We also conducted a series of interviews with residents involved in the economic activity in the
community. We identified four opportunities and challenges for the Town of Grand Bay-Westfield:
Real estate and Development, Retail Market Barriers, Identity and Atmosphere, and Business
Support.
These findings provided qualitative support to the more quantitative findings and ultimately, to
the recommendations detailed in this Action Plan.
Real Estate and Development
Growth is barred by the inability to use both residential and commercial properties.
-
"The Town is actively seeking business, but they need to be seeking
population before business."
-
Development was slow until the COVID-19 Pandemic. New development is
now selling, which may be a good sign for economic outlook.
-
Colonel Nase Boulevard has remained empty, even after the COVID-19
Pandemic.
o The Town had placed various taxes and fees on developing such
land, which disincentivized necessary development in the town.
(Note that the Town is in the process of removing such fees).
o "Colonel Nase Boulevard could become more like Millennium Drive
in Quispamsis one day."
-
Grand Bay-Westfield appears to not have the infrastructure necessary to
attract businesses and entrepreneurs, and Colonel Nase Boulevard has not
been adequately marketed.
-
Access to water in Grand Bay-Westfield is better than Quispamsis and
Rothesay, but the Town does not use the resource to its potential.
o The railway runs along the water, so developers have avoided
building near the railway.
Economic Development Action Plan
10
Retail Market Barriers
Spending remains low in Grand Bay-Westfield, given proximity to Saint John.
-
"Part of the advantage is that we are twenty minutes from Saint John, part
of the disadvantage is that we are twenty minutes from Saint John."
-
Businesses also find it hard to attract business from residents.
o Major employers are already in Saint John, so residents tend to
stop along businesses as they drive between home and work.
o "Residents seem to want more for Grand Bay-Westfield, but do not
support local businesses enough."
-
Grand Bay-Westfield does not have the amenities that surrounding
communities do, like Quispamsis and Rothesay.
o For instance, many businesses are located on the other side of the
town border with Saint John. Tax revenue then goes directly to
Saint John.
-
Grand Bay-Westfield has always struggled with retaining restaurants and
specialty shops.
o Specialty shops may attract tourists from New Brunswick, like
those in Saint Stephens and Saint Andrews.
Identity and Atmosphere
Grand Bay-Westfield should leverage the "Cottage Country" atmosphere.
-
Grand Bay-Westfield is historically known as "Cottage Country," almost like
rural Maine.
-
Given this atmosphere in the town, entry-level home prices are low, which
has been attracting young and friendly working-class families.
o However, this also limits improvements to old housing stock and
poor transportation.
o This has also created a physical split in the town, with old housing
stock and new housing stock across each other on the Bay.
-
"Residents take the access to nature for granted."
Economic Development Action Plan
11
o There should be a way to leverage the "charm and charisma" of the
"Cottage Country" atmosphere.
-
The older population would like to keep things the way that they are, while
the younger population would like to experience some growth.
o Market the "Cottage Country" atmosphere better to tourists.
o "Who are we marketing to? If we are marketing to New Brunswick,
everybody already has a river."
Business Support
Grand Bay-Westfield should provide support to businesses and entrepreneurs.
-
"Tourism specifically has to be driven by public and private partnerships,
but the Town of Grand Bay-Westfield must first create an entrepreneurial
space to support and promote tourism."
-
Some local businesses and entrepreneurs had great experiences working
with the Town of Grand Bay-Westfield, while others did not.
o Some have reached out for entrepreneurial support in Grand Bay-
Westfield, without avail. This is a greater issue in Saint John and
New Brunswick, however.
o "I feel very alone in the entrepreneurial space in Grand Bay-
Westfield."
-
Local businesses and entrepreneurs would like to feel more connected to
the town.
Economic Development Action Plan
12
Action Plan
Source: Town of Grand Bay-Westfield.
The Town of Grand Bay-Westfield certainly holds a vibrant future, thanks to the businesses and
organizations working toward improving and promoting the local economy. The challenge for the
Town of Grand Bay-Westfield, however, lies in ensuring that these parties are working together
simultaneously, implementing these aligned efforts toward economic vitality.
The following Action Plan suggests the means for such alignment, along with the structure for
engagement and adjustment, as proven necessary. These Action Areas and Action Items should
address the opportunities and challenges found in the aforementioned quantitative and
qualitative information, ultimately supporting a more vibrant future for the Town of Grand Bay-
Westfield.
Action Area
Action Item
Business Support
-
Networking Organization
-
Support Program
-
Web Presence
-
Direct Outreach
Place Making and Branding
-
Brand Positioning
-
Brand Messaging
-
Web Presence
-
Thematic Map
Development Support
-
Incentive and Fee Evaluation
-
Opportunity Brochure
-
Direct Outreach
Economic Development Action Plan
13
Business Support
Growth will not only come from business attraction, but also business expansion, especially in the
Town of Grand Bay-Westfield. To promote business expansion, the Town of Grand Bay-Westfield
must align resources and services to meet the needs and wants of the existing business base. In
doing so, the Town of Grand Bay-Westfield and the existing business base can then
simultaneously nurture a thriving entrepreneurial ecosystem in the coming years.
Economic Development Action Plan
14
Business Support
Networking Organization
Description
A networking organization was found necessary to
help small businesses and entrepreneurs succeed
in Grand Bay-Westfield. By developing a support
organization, the Town of Grand Bay-Westfield
can stand as "Neighbors by Nature," encouraging
one another to share the resources and services
necessary to succeed together.
Tasks
-
Identify existing Business Networking
Groups - including those exclusively on
social media platforms, such as Facebook.
-
In doing so, also identify any networking
groups necessary for the future - Does the
community need a New Businesses
Group? Does the community need a Young
Entrepreneurs Group?
-
Collaborate with existing small businesses
and entrepreneurs to leverage best
practices and ultimately, cultivate a more
integrated entrepreneurial ecosystem.
-
Engage small businesses and
entrepreneurs to mature the
entrepreneurship agenda for the Town of
Grand Bay-Westfield.
Timing
-
Immediate/Near Term (within 1 year)
Economic Development Action Plan
15
Business Support
Support Program
Description
A business support program can help small
businesses and entrepreneurs access the
resources and services necessary to start and run
a business in a small community like Grand Bay-
Westfield.
This support program can also align with the
networking group to encourage small businesses
and entrepreneurs to support one another as they
start and run their businesses in the same
entrepreneurial ecosystem.
Tasks
-
Audit and document existing resources
and services for small businesses and
entrepreneurs.
-
Reach out to small businesses and
entrepreneurs about necessary resources
and services, ensuring that trending needs
and wants are elevated within the
entrepreneurial agenda.
-
Prepare a program of resources and
services
for new businesses and entrepreneurs,
readily available and accessible on the
website.
Timing
-
Immediate/Near Term (within 1 year)
Description
Economic Development Action Plan
16
Business Support
Web Presence
A consolidated web presence on starting and
running a business in Grand Bay-Westfield is
necessary for future business attraction and
expansion in the community. We found that
having a consolidated web presence listing
available resources and services would be
valuable for existing businesses and credible for
future businesses considering joining the
community.
Tasks
-
Consolidate existing links, Including
Business Listings, Development Controls,
Development Opportunities, and Contact
Information, under one listing named
"Starting or Running a Business in Grand
Bay-Westfield" on the website.
-
Include future links, including Networking
Organization, Support Program, and
Opportunity Brochure, to the listing as
established.
-
Updating the website to include local
resources and services should be
prioritized. The website can also include
any provincial and federal guidelines in the
future, as necessary.
Timing
-
Near term (1-2 years). Then updated as
new programs and information become
available.
Economic Development Action Plan
17
Business Support
Direct Outreach
Description
The Town of Grand Bay-Westfield must reach out
to existing small businesses and entrepreneurs to
understand their experiences in the community
and share relevant services and resources.
Building these relationships with small businesses
and entrepreneurs can further the entrepreneurial
ecosystem in the Town of Grand Bay-Westfield.
The Town of Grand Bay-Westfield must also reach
out to potential small businesses and
entrepreneurs in the future. To do so, the Town of
Grand Bay-Westfield can organize a group of
community hosts that can connect with business
owners as they consider locating and operating in
the community.
Tasks
-
Develop an outreach plan for existing small
business and entrepreneurs in the
community. In doing so, understand their
needs and wants for the future - what do
they need to succeed in the community?
Are they aware of the services and
resources available to them?
-
Select community hosts for prospective
small businesses and entrepreneurs, likely
those who have some knowledge or
experience of their needs and wants.
-
Along with these community hosts, reach
out to prospective business owners to
ensure that they are welcomed to the
entrepreneurial ecosystem in the
community, as necessary.
Timing
Economic Development Action Plan
18
Business Support
-
Immediate (within 6 months). Business
outreach, retention and expansion are
fundamental to the success of any
economic development initiative
Place Making and Branding
Branding provides the means to define and advertise the identity of the Town of Grand Bay-
Westfield to residents, visitors, and businesses. Through brand positioning and brand messaging,
the Town of Grand Bay-Westfield can then focus efforts toward placemaking, which bridges the
gap between brand and space.
Branding and place making thus depend on the Branding Identity and Communication Strategy
crafted by Inspired by Understanding for the Town of Grand Bay-Westfield in 2019. The goal of
these Action Items is to continue the implementation this Branding Identity and Communication
Strategy, as this existing work will provide the foundation to defining and advertising Grand Bay-
Westfield as a place of interest to residents, visitors, and businesses.
Economic Development Action Plan
19
Place Making and Branding
Brand Positioning
Description
A brand positioning statement outlines exactly
what the area is and the benefits it provides, for
whom, and what makes the community different.
The idea behind it is to create a unique niche in the
minds of residents, visitors, and businesses in
Grand Bay-Westfield.
Tasks
-
Review the existing Branding Identity and
Communication Strategy to develop an
internal brand positioning statement.
-
Share this brand positioning statement
internally, ensuring that positioning is
implemented particularly when
communicating the Action Items identified
in this Action Plan.
Timing
-
Mid-term (2-3 years)
Brand Messaging
Description
Brand messaging refers to the underlying value
proposition conveyed, and language used in future
content. This messaging makes residents, visitors,
and businesses relate to the brand by inspiring,
persuading, and motivating them, ultimately
creating more interest for the Town of Grand Bay-
Westfield.
Tasks
Economic Development Action Plan
20
Place Making and Branding
-
Alongside the brand positioning statement,
review the existing Branding Identity and
Communication Strategy to develop an
external brand messaging.
-
Ensure that this brand messaging is
implemented particularly when
communicating the Action Items identified
in this Action Plan.
Timing
-
Mid-term (2-3 years)
Web Presence
Description
Even before the COVID-19 Pandemic, online tools
were the preferred means of marketing and
learning about a location. Thus, having a robust
online presence can greatly improve Grand Bay-
Westfield's branding as a place of interest.
Though the existing website is efficient and
accessible, several listings can be consolidated
and updated. In doing so, the Town of Grand Bay-
Westfield can provide a more direct "one-stop-
shop" for users.
Tasks
Economic Development Action Plan
21
Place Making and Branding
-
Audit the existing website to ensure that
the content aligns with the established
Brand Positioning Statement and Brand
Messaging.
-
Identify content on the existing website
that may need to be updated.
-
Consolidate listings that could be
categorized together to simplify user
navigation, such as Development Controls
and Development Opportunities.
-
Develop a listing for "Starting or Running a
Business in Grand Bay-Westfield," as
mentioned above.
Timing
-
Near term (1-2 years). Then updated as
new branding becomes available.
Thematic Map
Description
A map that shows attractions can be valuable and
inspiring for residents, visitors, and businesses in
the Town of Grand Bay-Westfield. A thematic map
can be used for wayfinding purposes, detailing
popular recreation attractions and businesses,
ultimately contributing to place making purposed
in the Town of Grand Bay-Westfield.
Tasks
Economic Development Action Plan
22
Place Making and Branding
-
Following the established brand
messaging, create a thematic map with
recreation and business attractions,
preferably employing and promoting a
local artist.
-
Incorporate a digital version of the
thematic map on the website.
-
Share digital and physical copies with local
businesses and organizations.
Timing
-
Near term (1-2 years)
Development Support
Multiple interviewers mentioned that new development seems barred by the inability to use
available land for necessary residential and commercial development in the Town of Grand Bay-
Westfield. Evaluating the existing incentives and marketing for new development is necessary to
move forward with attracting and retaining new residents and businesses to revitalize the Town
of Grand Bay-Westfield. Though this Action Area is dedicated to Development Support, the
previous two Action Areas also provide adjacent support for new development in the coming
years.
Development Support
Incentive and Fee Evaluation
Description
Interviewers mentioned that the existing
incentives have proven to be inadequate to
attract necessary residential and commercial
development to Grand Bay-Westfield.
Tasks
Economic Development Action Plan
23
Development Support
-
Evaluate the more recent impacts
associated with incentives in Grand Bay-
Westfield, particularly and work to market
the reduction in development fees
recently passed for Colonel Nase
Boulevard.
-
Consider the incentives, charges, and fees
in surrounding communities. How
competitive are the incentives in Grand
Bay-Westfield against those in other
communities?
-
Implement more appropriate incentives,
charges, and fees that will stimulate new
residential and commercial development
in the near future.
Timing
-
Immediate (within 1 year). Readiness
initiatives must be completed before any
attempts to draw new development.
Opportunity Brochure
Description
An updated brochure that includes necessary
market information, development opportunities
and incentives, and key contact information may
be used to support interest from residential and
commercial developers, particularly on Colonel
Nase Boulevard.
Tasks
Economic Development Action Plan
24
Development Support
-
Use the existing Colonel Nase Boulevard
Opportunity Brochure as a framework for
an updated Grand Bay-Westfield
Opportunity Brochure, that also highlights
Colonel Nase Boulevard.
-
Incorporate a digital version of the
brochure on the website.
-
Share digital and physical copies with
local businesses and organizations.
Timing
-
Near term (1-2 years)
Direct Outreach
Description
The Town of Grand Bay-Westfield must reach out
to landowners and developers to understand their
experiences and expectations in the community.
Building these relationships with landowners and
developers can further necessary residential and
commercial development in the Town of Grand
Bay-Westfield.
Tasks
-
Develop an outreach plan for landowners
and developers in the community. In
doing so, understand their needs and
wants for the future - what do they need
from the Town of Grand Bay-Westfield to
promote development in the community?
-
Document the findings from outreach and
apply such findings to the Incentive
Evaluation and Opportunity Brochure, as
necessary.
Timing
Economic Development Action Plan
25
Development Support
-
Immediate (within 6 months). Business
outreach, retention and expansion are
fundamental to the success of any
economic development initiative
Closing
We will remain in contact after project completion for appropriate follow-on care for the Town of
Grand Bay-Westfield. We feel our job is not over until the client has implemented the plan, and
there are always places where our advice and guidance are needed. The Town of Grand Bay-
Westfield and its stakeholders will learn from efforts as they execute the Action Plan, and we will
be honored to help guide future actions as needed.
Economic Development Action Plan
26
Appendix
Shift Share Data
Canada
Grand Bay-Westfield
2016
2020
2016
2020
Population
36,050,000
37,970,000
4,899
4,095
Labour Force
18,672,464
20,356,404
2,759
2,571
Not Applicable
404,359
457,862
60
57
All Industries
18,268,105
19,898,542
2,699
2,514
11: Agriculture, Forestry, Fishing, and Hunting
444,682
465,492
16
15
21: Mine, Quarry, Oil, and Gas Extraction
271,295
300,823
31
38
22: Utilities
136,354
157,688
57
53
23: Construction
1,365,012
1,468,002
246
217
31-33: Manufacturing
1,596,579
1,713,236
221
210
41: Wholesale Trade
665,673
730,880
140
129
44-45: Retail Trade
2,110,197
2,278,014
361
347
48-49: Transportation and Warehousing
876,047
955,367
91
97
51: Information and Cultural Industries
420,353
475,212
39
34
52: Finance and Insurance
790,583
878,615
139
129
53: Real Estate, Rental and Leasing
333,313
371,345
16
16
54: Professional, Scientific, and Technical
1,335,125
1,482,727
169
153
55: Management of Companies and Enterprises
28,790
33,286
0
0
56: Waste Management and Remediation
802,411
876,238
85
80
61: Educational Services
1,346,576
1,472,573
144
128
62: Health Care and Social Assistance
2,138,011
2,308,470
391
354
71: Arts, Entertainment, and Recreation
379,737
421,849
42
37
72: Accommodation and Food Services
1,283,724
1,392,257
131
125
81: Other
814,701
879,983
141
131
91: Public Administration
1,128,942
1,236,485
239
221
Economic Development Action Plan
27
Shift Share Data
Industry
Industry Premium
Mix Change
Share Change
Shift Share
11: Agriculture, Forestry, Fishing, and Hunting
-4.2%
-1
1
-2
21: Mine, Quarry, Oil, and Gas Extraction
2.0%
1
3
4
22: Utilities
6.7%
4
5
-13
23: Construction
-1.4%
-3
22
-48
31-33: Manufacturing
-1.6%
-4
20
-27
41: Wholesale Trade
0.9%
1
13
-25
44-45: Retail Trade
-1.0%
-4
33
-43
48-49: Transportation and Warehousing
0.1%
0
8
-2
51: Information and Cultural Industries
4.1%
2
4
-10
52: Finance and Insurance
2.2%
3
13
-26
53: Real Estate, Rental and Leasing
2.5%
0
1
-2
54: Professional, Scientific, and Technical
2.1%
4
15
-35
55: Management of Companies and Enterprises
6.7%
56: Waste Management and Remediation
0.3%
0
8
-13
61: Educational Services
0.4%
1
13
-30
62: Health Care and Social Assistance
-1.0%
-4
35
-69
71: Arts, Entertainment, and Recreation
2.2%
1
4
-10
72: Accommodation and Food Services
-0.5%
-1
12
-17
81: Other
-0.9%
-1
13
-21
91: Public Administration
0.6%
1
22
-41
Source:
Statistics Canada, ESRI Business Analyst., Statista
Notes:
2016 Industry, NAICS 2007.
Economic Development Action Plan
28
Location Quotient Data
Canada
Saint John
Grand Bay-Westfield
Quispamsis
Rothesay
Total Population
37,983,097
71,790
4,899
18,943
13,134
Total Labour Force
18,672,464
34,153
2,759
9,701
6,391
Not Applicable
404,359
935
60
131
101
All Industries
18,268,105
33,218
2,699
9,570
6,290
11: Agriculture, Forestry, Fishing, and Hunting
444,682
157
16
60
55
21: Mine, Quarry, Oil, and Gas Extraction
271,295
287
31
182
51
22: Utilities
136,354
482
57
218
124
23: Construction
1,365,012
2,267
246
677
341
31-33: Manufacturing
1,596,579
1,773
221
703
352
41: Wholesale Trade
665,673
1,347
140
456
306
44-45: Retail Trade
2,110,197
4,462
361
1,076
635
48-49: Transportation and Warehousing
876,047
1,378
91
323
238
51: Information and Cultural Industries
420,353
729
39
236
178
52: Finance and Insurance
790,583
1,300
139
397
273
53: Real Estate, Rental and Leasing
333,313
430
16
86
126
54: Professional, Scientific, and Technical
1,335,125
2,117
169
722
569
55: Management of Companies and Enterprises
28,790
40
0
17
11
56: Waste Management and Remediation
802,411
3,044
85
356
251
61: Educational Services
1,346,576
1,830
144
810
580
62: Health Care and Social Assistance
2,138,011
5,145
391
1,407
1,021
71: Arts, Entertainment, and Recreation
379,737
512
42
172
111
72: Accommodation and Food Services
1,283,724
2,666
131
547
463
81: Other
814,701
1,491
141
448
232
91: Public Administration
1,128,942
1,761
239
677
373
Source:
Statistics Canada, ESRI Business Analyst.
Notes:
2016 Industry, NAICS 2007.
Economic Development Action Plan
29
Business Distribution Data
Business Type Distribution
Industry
Number of Businesses
Share of Businesses
23: Construction
31
14%
52: Finance and Insurance
24
10%
54: Professional, Scientific, and Technical
23
10%
53: Real Estate, Rental and Leasing
23
10%
81: Other
20
9%
44-45: Retail Trade
19
8%
62: Health Care and Social Assistance
12
5%
56: Waste Management and Remediation
8
3%
48-49: Transportation and Warehousing
8
3%
71: Arts, Entertainment, and Recreation
5
2%
72: Accommodation and Food Services
4
2%
11: Agriculture, Forestry, Fishing, and Hunting
4
2%
31-33: Manufacturing
4
2%
41: Wholesale Trade
4
2%
61: Educational Services
3
1%
51: Information and Cultural Industries
3
1%
55: Management of Companies and Enterprises
2
1%
91: Public Administration
2
1%
Not Applicable
30
13%
Total
229
100%
Economic Development Action Plan
30
Business Distribution Data
Small Business Type Distribution
Industry
Number of Businesses
Share of Businesses
53: Real Estate, Rental and Leasing
22
14%
52: Finance and Insurance
21
14%
23: Construction
18
12%
54: Professional, Scientific, and Technical
15
10%
81: Other
13
8%
62: Health Care and Social Assistance
8
5%
44-45: Retail Trade
8
5%
48-49: Transportation and Warehousing
6
4%
56: Waste Management and Remediation
3
2%
61: Educational Services
3
2%
51: Information and Cultural Industries
3
2%
41: Wholesale Trade
3
2%
71: Arts, Entertainment, and Recreation
2
1%
55: Management of Companies and Enterprises
2
1%
72: Accommodation and Food Services
1
1%
11: Agriculture, Forestry, Fishing, and Hunting
1
1%
31-33: Manufacturing
1
1%
Not Applicable
25
16%
Total
155
100%
Source:
Statistics Canada, ESRI Business Analyst.
Notes:
2016 Industry, NAICS 2007.