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ECONOMIC DEVELOPMENT
STRATEGIC
PLAN
2025 AND BEYOND
MARCH 2025
Welcome to the Town of Erin
A New Economic Development Strategy for the Town of Erin
Why Now?
The New Strategy
Economic Development Mission and Vision
Our Values
Economic Snapshot
Demographics
Local Economy and Labour Force
Focus Sectors
Strategic Priorities
Priority 1: Investment Attraction
Priority 2: Infrastructure Improvements
Priority 3: Business Retention and Expansion (BR+E)
Priority 4: Vibrant Community
Conclusion
Thank You
1
2
2
3
4
5
6-7
8
9
10-11
12
13-15
16-18
19-21
22-24
25
26
TABLE OF CONTENTS
TOWN OF ERIN
PAGE | 01
WELCOME TO
THE
TOWN
OF
ERIN
Nestled close to the Greater Toronto
Area (GTA), the Town of Erin offers a
harmonious
blend
of
a
charming
community, agricultural heritage, and
environmental
stewardship.
Our
picturesque landscape and heritage-rich
environment create a community where
businesses
and
residents
alike
can
thrive. With a growing population and a
strong sense of community, the Town of
Erin is the ideal place for innovative
ideas and new investments to flourish.
The Town of Erin's strategic location
near the GTA fosters strong business
connections, while our commitment to
preserving community charm ensures a
high quality of life for all residents. Our
supportive environment for investment
attraction, combined with a rich mix of
historic
and
progressive
elements,
makes
Erin
a
prime
location
for
businesses looking to grow.
The famous Erin Fall Fair, a cornerstone
of our vibrant community, showcases
our deep-rooted agricultural heritage
and rich culture. Erin is more than just a
place to live; it's a community invested
in shaping a prosperous and dynamic
tomorrow. Combining the tranquillity of
rural living with the convenience of
nearby urban amenities, the Town of
Erin offers the best of both worlds.
The Economic Development Strategic
Plan leverages Erin's strengths, from our
supportive business environment and
stunning
natural
landscapes
to
our
engaged and innovative community. We
are committed to fostering economic
growth, attracting new investments, and
supporting our existing businesses while
upholding our commitment to preserving
Erin's unique character and natural
beauty.
TOWN OF ERIN
The Town of Erin's previous economic development efforts have laid a strong
foundation for growth, focusing on attracting businesses and supporting local
enterprises. However, the landscape is evolving rapidly. Our community is preparing
for a significant increase in population, which necessitates a strategy that not only
accommodates this growth but also leverages it to enhance our local economy.
With a projected rise in population, the Town of Erin must prepare to meet the
needs of both new and existing residents. This includes creating job opportunities,
enhancing infrastructure, and ensuring a high quality of life. Our community values
its heritage and charm while embracing innovation. The new strategy balances these
aspects, ensuring that growth is sustainable and aligned with the Town of Erin's
unique character. As a Town supportive of investment and open to new ideas, Erin
must proactively attract and retain businesses that align with our community's
values and contribute to our economic resilience.
TOWN OF ERIN
PAGE | 02
A NEW ECONOMIC DEVELOPMENT
STRATEGY FOR THE TOWN OF ERIN
The Town of Erin will experience significant growth and change in the coming years.
As we look to the future, it is necessary to establish a new Economic Development
Strategy that reflects the current needs and aspirations of our community. With our
proximity to the Greater Toronto Area (GTA) and a growing population, the Town of
Erin is at a pivotal point where a refreshed strategy will help harness new
opportunities and address emerging challenges.
WHY NOW?
TOWN OF ERIN
PAGE | 03
The Town of Erin's new Economic Development Strategic Plan stems from the
collective vision that was developed following an analysis of the Town's economy
and demographics, and several stakeholder engagement sessions, including a
strategic planning workshop with Council and the Erin Economic Development
Committee, and a Focus Group session.
This strategy will focus on several key areas, beginning with investment attraction,
which will involve proactively seeking and encouraging new businesses to establish
themselves in Erin. Infrastructure improvements will enhance and expand the
infrastructure to support the growing population and business community, ensuring
efficient development. Business retention and expansion efforts will support existing
businesses in their growth, ensuring they remain integral parts of the community.
Finally, fostering a vibrant community will involve creating a dynamic, inclusive, and
engaged environment where residents enjoy a high quality of life and actively
participate in the Town's development. As part of the Town's commitment to
Environmental Stewardship, the Town of Erin will prioritize green initiatives in all
economic development efforts, promoting sustainable growth, energy efficiency, and
environmental responsibility. This focus aligns with our vision for a greener, more
sustainable future for both residents and businesses.
THE NEW STRATEGY
PAGE | 04
To be a welcoming
community where
businesses and
residents thrive.
VISION
To foster purposeful
economic
development, in
harmony with
community needs.
MISSION
TOWN OF ERIN
PAGE | 05
VALUES
Accountability
A commitment to responsibility, and excellence in governance and decision-making
for the community's needs.
Transparency
Enhancing openness and accountability through clear and accessible communication,
ensuring that decision-making processes, actions, and information are readily
available.
Integrity
An unwavering foundation of honesty and ethical conduct, fostering trust and
respect in all that we do.
Sustainability
Ensuring the long-term quality of life for current and future generations by
responsibly managing resources and embracing environmentally friendly practices
that support ecological balance and social well-being.
Inclusivity
A community where empathy guides actions, diverse perspectives are celebrated,
equitable opportunities are prioritized, and everyone feels valued and included.
Innovation
A commitment to continuous improvement, exploring effectiveness and efficiency in
all that we do.
TOWN OF ERIN
PAGE | 06
ECONOMIC SNAPSHOT
The Town of Erin has shown steady population growth, increasing from 10,770 in
2011 to 11,981 in 2021, and our population is estimated to be 26,000 by mid-
2034. The majority of the population falls within the 15-64 age range, with a
median age of 46.8 years, indicating a mature community with a significant
working-age population. Regarding education, 23% of residents have a university
degree, and another 23% hold a college diploma, showcasing a well-educated
community. Residents primarily hold post-secondary degrees or diplomas in the
fields of 'Business, Management and Public Administration,' 'Social and Behavioural
Sciences and Law' and 'Architecture, Engineering, and related trades.'
POPULATION
The Town of Erin's workforce is primarily concentrated in a few key occupations
and industries. The top occupations include 'Trades, Transport, and Equipment
Operators,' followed closely by 'Sales and Service,' 'Business, Finance, and
Administration,' 'Education, Law, Community and Government Services, and
'Natural and Applied Sciences.' This occupational distribution suggests a
community heavily involved in skilled trades and services, with a significant portion
also engaged in administrative and scientific roles.
The Town of Erin's workforce exhibits higher labour force participation rates than
Wellington County and the Province of Ontario overall. Erin's participation rate
stands at 69.4 percent, with 73.3 percent for males and 65.3 percent for females.
This suggests that Erin benefits from a relatively engaged workforce, particularly
among women, who participate at higher rates than in both Wellington County and
Ontario.
The employment rate in the Town of Erin stands at 63.6 percent (68.1 percent for
males and 59.1 percent for females), again outperforming Wellington County (61
percent overall) and Ontario (55.1 percent overall). While unemployment in Erin
remains lower than the provincial average, it still presents a gender gap: Erin's
unemployment rate is 8.2 percent, with 7.1 percent for males and 9.6 percent for
females. This gender disparity in both employment and unemployment rates
suggests opportunities to further support female workforce engagement and reduce
unemployment within the town.
WORKFORCE AND LABOUR FORCE
TOWN OF ERIN
PAGE | 07
ECONOMIC SNAPSHOT
The leading industries in the Town in terms of employment are 'Construction',
'Professional, Scientific, and Technical Services', 'Healthcare and Social Assistance',
'Manufacturing', and 'Retail Trade'. These industries indicate a local economy that
balances infrastructure development with professional and healthcare services.
While it is not one of the leading industries in Town, Management of Companies and
Enterprises, led growth between 2019 and 2023 with an impressive 135 percent
increase. This sector includes organizations focused on overseeing and managing
other companies within the same group. These entities either hold controlling shares
in subsidiaries to influence their management decisions or directly handle
administrative and strategic operations for affiliated businesses, without offering
services to outside companies, signalling emerging opportunities in corporate and
administrative roles. Manufacturing also showed robust growth at 52 percent over
the 4-year period, indicating a rise in production activities. Conversely, Arts,
Entertainment, and Recreation declined by 29 percent, and Agriculture saw a
reduction of 17 percent.
TOP INDUSTRIES
TOWN OF ERIN
2011
2016
2021
2026
0
5000
10000
15000
20000
0
5
10
15
20
25
30
No Certificate
Highschool
Apprenticeship
College
University
First Nations
59.5%
Metis
40.5%
Single
Common Law
Married
Seperated
Divorced
Widowed
0
1000
2000
3000
4000
5000
6000
RENT
OWN
10%
90%
RENT VS. OWN
PAGE | 08
DEMOGRAPHICS
AGE PROFILE
65+
0-14
15-64
68%
17%
15%
TOTAL POPULATION
10,770
11,439
11,981
18,402
ESTIMATE
EDUCATIONAL ATTAINMENT
13%
30%
8%
23%
23%
INDIGENOUS IDENTIFICATION
HOUSEHOLD SIZE
MARITAL STATUS
REAL ESTATE
DWELLING VALUE
Average Value
Median Value
$980,000
$1,086,000
TOTAL NUMBER
OF HOUSEHOLDS
4,220
Single Attached
91.5%
Apartment in a >5 storey building
2.8%
AFFORDABILITY
Average Monthly Shelter Costs Renters vs.
Owners
$1,984 | $2,064
18%
of Erin's population spends 30%
or more of household total
income on shelter costs.
two
36.7%
three
17.5%
four
18.9%
five +
11.7%
one
15.1%
Total Indigenous respondents: 185
TOWN OF ERIN
PAGE | 09
LOCAL ECONOMY
TOP 5 INDUSTRIES
HIGHEST GROWTH 2019-2023
HIGHEST DECLINE 2019-2023
LABOUR FORCE
TOP 5 OCCUPATIONS
Construction
12%
Professional,
scientific and
technical services
10%
Healthcare
and Social
Assistance
9%
Manufacturing
9%
Retail trade
8%
Management
of Companies
135%
Manufacturing
52%
Arts, Entertainment,
Recreation
(29%)
Agriculture (Top
6 industry)
(17%)
Trades,
Transport and
Equipment
24%
Sales and Service
23%
Business,
Finance and
Administration
14%
Education,
Law/Social,
Community &
Government
10%
Natural and
Applied
Sciences
8%
LABOUR FORCE
6,930
PARTICIPATION
69.4%
EMPLOYEMENT
63.6%
UNEMPLOYMENT
8.2%
MEDIAN INCOME
$127,000
TOWN OF ERIN
PAGE | 10
FOCUS SECTORS
Following a statistical industrial analysis, and two strategic planning workshops with
Council members, the Erin Economic Development Committee, and various focus
groups, seven sectors have been identified as key areas of focus for the Town of
Erin's Economic Development Strategic Plan.
1.Agriculture, Agri-food and Equine
2.Tourism
3.Retail Trade
4.Entrepreneurship
5.Construction
6.Manufacturing
7.Clean Technology Businesses
By concentrating on these sectors, we aim to foster sustainable growth, enhance the
quality of life for residents, and attract new businesses and visitors to our
community.
TOWN OF ERIN
PAGE | 11
FOCUS SECTORS
Agriculture, Agri-food and Equine (FS1)
Our Economic Development Strategy aims to strengthen the Agriculture, Agri-food,
and Equine industries by promoting sustainable farming practices, supporting local
farmers, and encouraging the growth of agri-food businesses. We are committed to
creating opportunities that connect our agricultural roots with broader market
trends.
Tourism (FS2)
Our strategy focuses on leveraging the Town's tourism assets to attract visitors
year-round. By enhancing our tourism infrastructure and promoting the Town of
Erin's unique attractions, such as the Erin Fall Fair, beautiful natural surroundings
and various outdoor activities, we aim to boost the local economy and create lasting
memories for our visitors.
Retail Trade (FS3)
Providing essential goods and services to residents, Retail Trade is a vital
component of the Town's economy. Our strategy aims to support and expand the
local retail sector by attracting diverse businesses and enhancing the shopping
experience. We are dedicated to creating a vibrant retail environment that meets
the needs of our growing population.
Entrepreneurship (FS4)
Fostering entrepreneurship is key to the Town of Erin's economic development. We
aim to create a supportive environment for startups and small businesses by
providing access to resources, mentoring, and networking opportunities. We are
committed to nurturing a culture of innovation and entrepreneurship that drives
economic growth and job creation.
Construction (FS5)
As the leading provider of jobs, the construction sector plays a vital role in our
community's economic stability. We aim to meet the needs of our growing
population through continued support of local contractors, and by ensuring that
development aligns with community values.
Manufacturing (FS6)
Erin's manufacturing sector is a key driver of economic activity, providing jobs and
contributing to local and regional economies. Our strategy aims to support existing
manufacturers, attract new manufacturing businesses, and encourage innovation
and sustainability within the sector.
Clean Technology Businesses (FS7)
Our future is focussed on clean economic development and technology. We support
the growth of clean tech businesses that drive sustainability, innovation, and a
greener local economy for the future.
TOWN OF ERIN
PAGE | 12
STRATEGIC
PRIORITIES
TOWN OF ERIN
INVESTMENT ATTRACTION
INFRASTRUCTURE IMPROVEMENTS
BUSINESS RETENTION AND EXPANSION
VIBRANT COMMUNITY
1
Attracting new investments is vital to the long-term prosperity of the Town of Erin's
economy, as it will ensure a healthy balance between residential and non-residential
tax bases, following the recent surge in residential development. New investments
lead to job creation, economic growth and enhanced overall quality of life,
contributing to a community where residents and businesses can thrive. This
strategy prioritizes investment attraction by:
Targeting sectors that support our existing businesses, especially our focus
sectors
Maximizing employment lands
Facilitating new investment
How will we achieve this?
Develop and maintain a land inventory of industrial, commercial and institutional
(ICI) properties, and invest in tools to enhance accessibility and data
visualization for potential investors
Foster collaboration with Wellington County to align and promote local and
county-level Community Improvement Programs (CIP)
Advocate for policies and initiatives that ensure an adequate supply of
construction-ready land to support economic growth
Increase engagement in policy development that impacts employment lands and
non-residential development
Design and implement investment attraction strategies, including marketing
campaigns and sector-focused initiatives
Explore methods to streamline development processes, reduce red tape, and
introduce incentives to attract new investment
PAGE | 13
INVESTMENT ATTRACTION
TOWN OF ERIN
Objective
Actions
Lead/
Partners
Performance Measures
1.1 Grow
Targeted
Sectors
1.1.1 Develop and implement an investment
attraction marketing campaign and sector-focused
initiatives around the seven focus sectors:
Agriculture, Agri-food and Equine, Tourism, Retail
Trade, Entrepreneurship, Construction and
Manufacturing
Town of Erin
(ToE)
Measure the reach, engagement, and
outcomes of the campaign, including
investor inquiries and investments secured
Monitor annual growth in focus sectors
1.1.2 Update the community profile
ToE
Measure the distribution and online reach
of the community profile
1.2 Maximize
and optimize
employment
lands
1.2.1 Develop and maintain an Employment Lands
Inventory
ToE, Private
Sector
Land inventory maintained and updated
1.2.2 Launch a pilot project to develop an
Employment Lands Strategy that includes an
evaluation of servicing needs
ToE
Completion of pilot project
1.2.3 Invest in tools to enhance accessibility and
data visualization for potential investors - GIS
mapping software
ToE
GIS platform engagement and number of
inquiries
1.2.4 Conduct a gap analysis to identify Town-
owned development opportunities and explore the
possibility of budgeting for the acquisition of
additional industrial land to expand the supply of
non-residential properties
ToE
Completion of a detailed gap analysis
report, including recommendations for
industrial land acquisition
PAGE | 14
1. INVESTMENT ATTRACTION
TOWN OF ERIN
Objective
Actions
Lead/
Partners
Performance Measures
1.2 Maximize
and optimize
employment
lands
1.2.5 Identify and explore opportunities to re-zone
land for commercial and industrial use
ToE
Re-zoning approval for at least one parcel
of land for commercial or industrial use
within the next 24 months
Number of commercial/industrial
developments
1.3 Facilitate
New
Investment
1.3.1 Implement a Customer Relations
Management (CRM) system to track investor
interactions and proposals
ToE
Monitor the number of investor interactions
and proposals successfully tracked through
the CRM system
1.3.2 Identify and offer grants to support new
investments in focus sectors and update the
Community Improvement Plan to address emerging
needs
ToE
Measure the uptake of revised CIP
programs and the funding provided
through the CIP
1.3.3 Introduce a Development Charge Deferral
policy
ToE
Number of investors using the DC deferral
policy
PAGE | 15
TOWN OF ERIN
1. INVESTMENT ATTRACTION
2
Developing and enhancing infrastructure is vital for the future success and quality of
life in the Town of Erin. Modern infrastructure lays the foundation for economic
expansion, draws new businesses to the area, and significantly benefits residents,
aligning with the Town's Economic Development vision of a community where
businesses and residents thrive. Infrastructure improvements include:
Prioritize and support the advancement of commercial projects and partnerships
Advance broadband infrastructure
Enhance and develop tourism infrastructure
How will we achieve this?
Foster partnerships with investors to co-fund and co-develop commercial
projects that align with the Town's vision
Collaborate with the Town's Internet Service Providers to regularly deliver
updates on high-speed internet projects such as the Rogers Wellington County
Fibre-to-the-Home (FTTH) project
Engage the community in conducting a gap analysis to ensure that all broadband
needs are met or that there is a plan in place that will guarantee coverage for
everyone in the Town
Support the development of new accommodations such as hotels, motels and
bed-and-breakfasts
Improve visitor amenities
Upgrade wayfinding signage
Encourage private investment in tourism-related projects
Connecting existing commercial properties to water and water treatment facilities
TOWN OF ERIN
PAGE | 16
INFRASTRUCTURE IMPROVEMENTS
2. INFRASTRUCTURE IMPROVEMENTS
Objective
Actions
Lead/
Partners
Performance Measures
2.1 Prioritize
and support
the
advancement
of commercial
projects and
partnerships
2.1.1 Foster partnerships with investors to co-fund
and co-develop commercial projects that align with
the Town's vision
Town of Erin
(ToE)
Measure the amount of financial
investment secured through partnerships
with private investor
2.2 Advance
broadband
Infrastructure
2.2.1 Develop and execute a communication plan
to keep the community informed about broadband
infrastructure developments and timelines
ToE, Internet
Service
Providers
(ISPs),
Wellington
County (WC)
Ensure community satisfaction by providing
clear high-speed broadband project
updates and timelines
2.2.2 Conduct a Gap Analysis: Identify areas
lacking adequate broadband coverage and develop
a plan to address these gaps
ToE, ISPs, WC
Identify and address broadband coverage
gaps
2.3 Enhance
and develop
tourism
infrastructure
2.3.1 Tourism Information: Enhance the
accessibility and reach of tourism information by
adopting innovative and flexible approaches to
engage visitors effectively. This could include pop-
up visitor centers at major events, digital kiosks, or
virtual information such as downloadable guides
ToE, Central
Counties
Tourism (CCT)
Track the number of visitors, their
satisfaction, and spending
2.3.2 Improve visitor amenities by increasing the
availability and accessibility of public washrooms in
key locations, including parks, downtown areas, and
popular attractions. This may include installing new
facilities, upgrading existing ones, and ensuring
proper maintenance
ToE
Track the number of new or upgraded
public washrooms and measure visitor
satisfaction through surveys
PAGE | 17
TOWN OF ERIN
2. INFRASTRUCTURE IMPROVEMENTS
Objective
Actions
Lead/
Partners
Performance Measures
2.3 Enhance
and develop
tourism
infrastructure
2.3.3 Work with developers and property owners to
identify opportunities and incentives for new
accommodations, including hotels, motels, and bed-
and-breakfasts
ToE,
developers,
property
owners
Track and report the number of new
accommodations developed or expanded
annually
2.3.4 Wayfinding Signage: Develop a Directional
Wayfinding Master Plan and upgrade and enhance
wayfinding signage to improve navigation for
tourists
ToE (Economic
Development,
Parks and
Recreation,
Roads)
Measure the increase in tourism-related
private investments
2.4 Build
water and
wastewater
infrastructure
2.4.1 Explore opportunities to connect existing
commercial properties to water and water
treatment infrastructure
ToE
(Infrastructure
department)
Infrastructure connected
PAGE | 18
TOWN OF ERIN
3
Fostering the growth and sustainability of our local businesses contributes to the
Town's economic resilience. Through our commitment to Business Retention and
Expansion (BR+E), we are cultivating an environment where our existing businesses
can flourish. Our strategic initiatives to support BR+E include:
Identifying and addressing major obstacles in focus sectors
Providing growth and expansion incentives to help local businesses grow and
expand their operations
Leverage collaborations with partner organizations
Promoting local commerce and encouraging residents to shop locally, boosting
the local economy
How will we achieve this?
Conduct sector-specific BR+E studies to identify challenges and opportunities
across focus sectors
Develop comprehensive BR+E Action Plans to proactively support businesses and
address identified challenges
Provide programs that help local businesses grow, ensuring they remain integral
parts of the community
Offer ongoing incentives through the CIP to facilitate business expansion
Partner with educational institutions to ensure a skilled workforce that meets
businesses' needs
Leverage partnerships with local organizations, such as the Erin Chamber of
Commerce, Guelph-Wellington Business Centre, and Wellington County, to
maximize business resource utilization
Support and encourage "shop local" initiatives to strengthen the local economy
TOWN OF ERIN
PAGE | 19
BUSINESS RETENTION AND EXPANSION
3. BUSINESS RETENTION AND EXPANSION
Objective
Actions
Lead/
Partners
Performance Measures
3.1 Identify
and address
major
obstacles in
key sectors
3.1.1 Conduct sector-specific interviews with
businesses in key sectors such as Equine, Retail,
Entrepreneurship and Manufacturing to identify
challenges and growth opportunities
Town of Erin
(ToE),
Wellington
County (WC),
Business
Community
Conduct interviews with businesses from
two key sectors annually
3.1.2 Develop and implement sector-specific action
plans based on insights from BR+E studies to
address business needs and encourage growth.
Sectors of focus include agriculture, agri-food and
equine, tourism, retail trade, entrepreneurship,
construction, manufacturing and clean technology
businesses.
ToE
Develop and implement sector-specific
BR+E Action Plans
Track number of BR+E participants, as well
as businesses assisted, and challenges
resolved through the BR+E Action Plan
initiatives
3.2 Provide
growth and
expansion
incentives
3.2.1 Actively promote the CIP to ensure
businesses are aware of the incentives available to
support expansion or green initiatives
ToE
Track number of businesses applying for
and receiving CIP incentives, and the
amount of investment, expansion and job
creation resulting from CIP incentives
3.3 Leverage
partnerships
3.3.1 Collaborate with partner organizations such
as the Erin Chamber of Commerce, Erin Agricultural
Society, Wellington County, Business Centre
Guelph-Wellington or Boundless Accelerator to
deliver workshops, business resources and training
around the focus sectors, including
entrepreneurship. Work towards development of a
business mentorship and training site in Erin
ToE
Track the number of collaborations
established with partner organizations
PAGE | 20
TOWN OF ERIN
3. BUSINESS RETENTION AND EXPANSION
Objective
Actions
Lead/
Partners
Performance Measures
3.4 Support
and encourage
shop local
3.4.1 Implement targeted campaigns and events to
encourage residents to support local businesses
including agri-food, equine, tourism and retail trade
ToE
Measure increase in local sales through
business surveys and feedback
PAGE | 21
TOWN OF ERIN
4
Creating a vibrant, inclusive, and engaged community is fundamental to the Town of
Erin's vision of being a place where both businesses and residents thrive. A vibrant
community not only enhances the quality of life for residents but also attracts new
businesses and visitors. Our strategic efforts to build a vibrant community include:
Establishing a distinctive identity
Downtown revitalization initiatives
Placemaking activities
How will we achieve this?
Promote and develop arts and cultural initiatives to celebrate local talent
Upgrade public spaces to enhance the Town's aesthetic appeal, prioritizing
downtown areas for revitalization
Foster a strong sense of community by encouraging public engagement in
decision-making and community activities
Provide consistent promotional support to increase the Town's visibility, attract
visitors, and draw new businesses
Collaborate with Wellington County and Central Counties Tourism (CCT) to
amplify promotional efforts
Promote inclusivity by ensuring all public facilities and attractions comply with
AODA standards to be accessible to everyone
PAGE | 22
VIBRANT COMMUNITY
TOWN OF ERIN
4. VIBRANT COMMUNITY
Objective
Actions
Lead/
Partners
Performance Measures
4.1 Identity
development
and promotion
4.1.1 Create and implement a unique marketing
strategy for the Town that reflects its distinctive
identity
Town of Erin
(ToE)
Completion of a comprehensive marketing
strategy
4.1.2 Enhance online presence by regularly
updating the Town's website and Discover Erin
platforms with engaging content, and by utilizing
Google Ads, social media campaigns and other
marketing channels to boost engagement and
promote attractions
ToE
Increased website traffic, social media
engagement levels, compliance with AODA
standards across digital spaces and reach
of other promotional activities such as print
4.1.3 Develop and implement a tourism strategy
ToE, Central
Counties
Tourism (CCT),
Community
Stakeholders
Development and implementation of a
tourism strategy, with measurable
increases in visitor numbers
4.2 Downtown
Revitalization
and
Placemaking
4.2.1 Develop a downtown streetscape furnishing
plan to highlight our unique heritage districts and
beautiful streetscape
ToE
Develop and implement a Downtown
Streetscape Furnishing plan
4.2.2 Implement the streetscape plan by upgrading
downtown areas with improved landscaping,
signage, furniture, planters, hanging baskets,
banners, lighting, trees, artwork and décor
ToE
Number of public spaces upgraded, with
downtown revitalization milestones
achieved
Compliance with AODA standards across
public spaces and facilities
PAGE | 23
TOWN OF ERIN
4. VIBRANT COMMUNITY
Objective
Actions
Lead/
Partners
Performance Measures
4.2 Downtown
Revitalization
and
Placemaking
4.2.3 Plan and execute community art projects to
enhance public spaces and promote local creativity
ToE,
community
arts groups
and local talent
Installation of 1 project annually
4.3 Expand
Economic
Development
resources to
manage
demands
4.3.1 Allocate for an additional Economic
Development Officer in the 2026 budget
ToE, CAO and
Treasurer
Budget allocation approved
PAGE | 24
TOWN OF ERIN
TOWN OF ERIN
PAGE | 25
The Town of Erin stands at a pivotal point as it prepares for significant growth. As
we look to the future, the new Economic Development Strategic Plan will be
essential in guiding the Town through this period of change, ensuring that both the
needs of our growing population and the aspirations of our business community are
met. This strategy reflects our commitment to fostering a vibrant, resilient economy
by attracting new investments, supporting existing businesses, and enhancing our
infrastructure. Through targeted initiatives, we aim to preserve the Town's character
while embracing innovation and growth. The collaborative efforts of our internal
departments and engagement with stakeholders are crucial in achieving these goals.
The Town of Erin is not just preparing for growth; it is actively shaping a future
where businesses and residents can thrive.
CONCLUSION
Thank
YOU
This Economic Development Strategic
Plan is the result of a collaborative
effort, with input from a wide range of
voices across our community.
We would like to thank all our partners
for
their
participation
and
valuable
contributions to the Town of Erin's new
Economic Development Strategic Plan,
including:
The Town Council
The Erin Economic Development
Committee
The Erin Chamber of Commerce
The Wellington County Economic
Development team
The Workforce Planning Board of
Waterloo Wellington Dufferin
Additional participants in the focus
group sessions:
Ann Shanahan Team - RE/MAX
Real Estate Centre Inc.,Brokerage
Elliott Tree Farm
Erin Auto Recyclers
Erin Hill Acres
Foodland Hillsburgh
Greyden Equestrian
Heartwood Cidery
Rural Commons
Tailwinds B&B
The Erin Agricultural Society
Tin Roof Café
Yetti Construction Ltd
Community members who provided
feedback on our engagement
platform erinengaged.erin.ca
TOWN OF ERIN
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