Marine and Mountain Zone Corporation

The 2010-2011 Integrated Business Plan is comprised of current initiatives that have been worked on during this past year; some initiatives that were identified in Year 3 of the Strategic Economic Plan; and some brand new initiatives that have been identified by staff, board and community partners during the past couple of months.

PRIORITY INITIATIVES

Initiative #1: Newfoundland Dog Museum & Harvey Sea Rescue Interpretation Centre

Long term benefits/impact to the region – The Town of Isle aux Morts has been struggling since the cod moratorium and the closure of the fishery. They have set their new focus on a new sector, Tourism, and fully support the development of the Newfoundland Dog Museum & Harvey Sea Rescue Centre. They feel this is a new beginning for the Town of Isle aux Morts to bring the town back to what it once was. There will be major improvements to local infrastructure including the community centre, trails, signage, craft shop, café, etc. There will be opportunities for employment with the infrastructure development, and as well, opportunities for new businesses to develop, ie: café, boat tours. As part of the report done by the consultants, The Glenn Group, they estimated the creation of 4.5 full time equivalent jobs and the generation of $145,000 - $150,000 annually in local salaries and benefits.

Sustainability – The new museum has much potential for a very generous revenue stream which will help support the building. The consultants reported that this new development scheme can be self sustaining providing non-repayable financial assistance is acquired for capital construction and repayable working capital for use during the first year of operation. An analysis was undertaken to identify a business operating model and to estimate the financial implications for the first five years of operation. The key results included:

The community of Isle aux Morts has already invested heavily in the hopes of establishing a sustainable tourism product. The community centre alone represents an equity contribution in the order of $700,000. The Destination Development scheme builds upon the existing assets and investments in the community centre, Harvey Trail and the Ann Harvey Days festival.

The Town of Isle aux Morts is fully supporting this initiative and it has been deemed their #1 priority. There are plans to use the centre as a fully functioning community centre as well, of which the Town currently supports and plans to continue to sustain.

Regional Scope – This centre will be a major icon for the whole Southwest Coast region. The goal is to have this site provincially and nationally recognized to attract visitors from all over the world, as affection for the Newfoundland Dog is long established. In particular, this centre will be a major attraction to draw visitors down to Route 470, newly named the Granite Coast, and to all four communities along the route.

Linkages to Government priorities – The committee has met with the Department of Tourism, Atlantic Canada’s Opportunities Agency, Department of Innovation, Trade & Rural Development, and Heritage Canada. All partners support the concept. How to fund the project is now being discussed on all levels.

Partner Engagement – All levels of government have been engaged in this process from the beginning, including the Town of Isle aux Morts, Service Canada, Human Resources Labour & Employment, Marine and Mountain Zone Corporation, Isle aux Morts Heritage Society, Department of Innovation, Trade & Rural Development, Atlantic Canada Opportunities Agency, Heritage Canada, Department of Tourism and local residents of the community.

As a continuation from Year 2, MMZC continues to work on the development of this tourism product with the Town of Isle aux Morts. The consultant’s report has been completed which outlined an action plan for implementation. As recommended in the report, a new incorporated body has been formed entitled the Isle aux Morts Heritage Society, which is the committee overseeing this initiative. MMZC sits on this committee. The report has been presented to funding partners who have agreed to meet again and report back to the committee with some suggestions of how to proceed. In the meantime, the Town of Isle aux Morts is busy organizing their annual summer activities/events. This year, 2010, marks the 182^nd year anniversary of the Harvey Rescue so the Town has extended its celebrations this summer. Activities being organized include quilting demonstrations, boat building, Ann & Seamus book readings, traditional lunches, mummer’s parade, fisherman’s day, etc.

As a result of this busy activity, the IAM Heritage Society will not be meeting until the fall to discuss next steps with regards to finding alternate sources of funding, such as capital fundraising and using a fundraising consultant. Once the IAMHS decides how they wish to proceed, MMZC will take a lead role in investigating what funding options are available and developing any proposal that is necessary.

Given the enormous economic benefit this initiative will be for the entire region, the Board of Directors of MMZC wants to keep this as a priority initiative and plans to be heavily involved in the fall and throughout the remainder of the year with whatever the IAMHS decides is the next step.

ü Development of a plan to solicit funding for implementation of the consultant’s interpretative plan.

ü Staff support from the Department of Innovation Trade and Rural Development (INTRD), Atlantic Canada Opportunities Agency (ACOA), Department of Human Resources Labour & Employment, Marine and Mountain Zone Corporation (MMZC), Town of Isle aux Morts, and Department of Tourism Culture and Recreation.

ü MMZC will facilitate a meeting with members of the IAM Heritage Society to discuss summer activities and next steps.

ü MMZC will write an official letter to funding partners requesting an update since the formal presentation in April.

ü MMZC will establish a team to assess sustainability of this project including the validation of information from the consultant’s report. MMZC will pull in advisors and expertise to be a part of this team.

ü MMZC will pursue fundraising opportunities and investigate the possibility of hiring a fundraising consultant to assess the organization and its capacity to run a fundraising campaign.

ü Sit on the IAM Heritage Society committee and provide assistance where necessary.

ü Activities during the second half of the year will depend on the outcome of work done in the first two quarters with the IAM Heritage Society.

Co-Leads: Marine & Mountain Zone Corporation and Isle aux Morts Heritage Society

Supports: Town of Isle aux Morts, INTRD, ACOA, Human Resources Labour and Employment, Heritage Canada, Parks Canada, Department of Tourism Culture & Recreation.

Initiative #2: Folk Art Council

Long term benefits/impact to the region – A folk art council would be an organized body to unite artists in this region. Currently, there is no organized way of contacting artists if a local business was looking to host a cultural event. Through this council, artists will have a means of showcasing their talent to local residents and tourists, thus increasing and focusing our regional cultural tourism product.

Sustainability – The Folk Art Council will require limited funds to operate. Through scheduled events such as a folk art gala and regular folk nights, the council will raise funds and through more public events and showcases, the council will become self sustaining. Staff at MMZC met with a founding member of the Bay St. George Folk Art Council and this is working very well in Zone 9 for them. They have a regularly scheduled folk night the last Saturday of every month at a venue in Stephenville. Members of the council take turns “hosting” each one of the nights to ensure every member gets a chance to showcase their talent. The Council pays each performer for the evening. They raise additional funds through ticket sales on various prizes donated by local businesses.

Regional Scope – The folk art council will encompass artists from all over the southwest coast which will bring the whole region together. As well, hosting cultural events will entice visitors from outside the region. After meeting with an executive member of the Bay St. George Folk Art Council, it is evident that there is a lot of interest to do some joint events with the two Councils which would increase the overall regional scope.

Linkages to Government priorities – This initiative will give artists a means of showcasing their talent which will strengthen the entire region in terms of increasing our tourism product and economic viability. In reference the Government of Newfoundland and Labrador’s Tourism 2006 “Blueprint for Development & Investments in Culture”, the proposed Folks Arts Council will support Strategic Direction Nine: “Cultural Tourism”. The southwest coast corner of the province is a cultural blend of Irish, Scottish, French and Mi’qmaq which is evident in our music, festivals and events held in the region each year. A Folk Arts Council will draw on this collective pool of talent; create a tangible resource base with which to draw, and move forward with a plan to capture the tourists as they enter and leave the province. Further to this and still keeping with the provinces’ blueprint, the proposed Folk Art Council will concentrate its efforts as well on the preservation of this vast cultural heritage by hosting workshops for youth with a concentration on traditional music and drama. A Folk Arts Council will ensure businesses in our area will have a resource of talent with which to draw from when required thus, assisting with the overall economic impact of our tourism industry.

Partner Engagement – A partnership has been established with the College of the North Atlantic, INTRD, and HRLE on the development of this initiative along with local artists and business owners. A partnership has also been initiated with the Bay St. George Folk Art Council.

The Marine and Mountain Zone Corporation is taking the lead on this initiative. MMZC took the lead in hosting a folk art night in May as part of the Feather and Folk festival in partnership with the Regional Tourism Network. Since the folk art night, local artists have approached MMZC requesting that we help establish a folk art council which can be the organized body for local artists. One of the first tasks of the council will be to host the Folk Art Gala of which the College of the North Atlantic still wants to partner. The Gala will work in cooperation with other activities such as the Feather and Folk Festival, regularly scheduled Folk Art Nights, conferences, events and Scott’s Cove Park to promote the cultural uniqueness of this region and enhance our tourism product. It is hoped that a staff person can be hired through HRLE to assist with this initiative, and as well, work in partnership with the Southwest Coast Feather and Folk Festival. Once the council has been established, the municipalities will also be encouraged to become members.

ü Financial resources from Human Resources Labour & Employment to hire a staff person.

ü Organize a meeting with local artists and members of the Bay St. George Folk Art Council to discuss the formation of a Steering Committee which will roll into the Folk Art Council.

ü Write a proposal to HRLE to hire a staff person to organize the Folk Art Gala; to coordinate the Zone 10 portion of the Feather and Folk Festival; work with local artists on the formation of the Council; and scheduling other cultural events.

ü Start process to incorporate Folk Art Council as a Not for Profit Corporation.

ü Meet with members of SWC Folk Art Council to draft a constitution, in consultation with the BSG Folk Art Council.

ü Organize a Folk Art Gala in partnership with the Folk Art Council and the College of the North Atlantic.

ü Work with Council to organize 1-2 Folk Art Nights in partnership with a local business. This will include developing a tender to local operators to determine a venue.

ü Continue to work with the Council to determine new activities for the New Year such as workshops for youth.

Supports: College of the North Atlantic, Human Resources Labour and Employment, Local Artists, Southwest Coast Regional Tourism Network, Chamber of Commerce, Bay St. George Folk Art Council.

Initiative #3: Establish a HR Business Network

Long term benefits/impact to the region – This initiative will give local business owners a venue to discuss common issues related to staff recruitment, retention and succession planning. The network will also allow for training opportunities and information sharing around various programs that are available for business owners. The issue of staffing is a major obstacle for the retail and service sector in this region and the province. Finding solutions to this issue will have major benefits to the region. If something isn’t done, businesses will be forced to close, which will have even a bigger negative impact on this region.

Sustainability – The Business Network will be a unified front for businesses in this region, it will give them a way to stand together as opposed to deal with issues on an individual basis. HRLE has a Labour Market Development Officer who is committed to working with businesses in this region and having a business network would be much easier for her to reach out to business owners and get important information to them. MMZC, along with other partners such as INTRD, CBDC, and the Chamber of Commerce will also work closely with the business network to assist them with common issues.

Regional Scope – The Business Network will be opened to all businesses on the Southwest Coast. Businesses in the entire region can benefit from this network.

Linkages to Government priorities – Over the past several years, employers in Newfoundland and Labrador have faced increasing recruitment and retention challenges. The NL HR Manager has been developed in partnership between the Government of Newfoundland and Labrador (Department of Human Resources, Labour and Employment), the NL Business Coalition and SIFE Memorial to support small and medium size employers (SME’s) in the province in finding and keeping well qualified, motivated workers that they need to compete in the global market place. MMZC has met with the Labour Market Development Officer (LMD Division) to discuss ways to work with local business owners to help with this issue.

MMZC has also been in contact with INTRD regarding their Workplace Skills Enhancement Program (WSEP) which is focused on dealing with issues related to human resource challenges for businesses. Available funding has been identified to help partners host lunch and learn sessions to give businesses valuable information to deal with HR issues in their businesses through the business network.

Partner Engagement – A committee has already been established which include members from the Community Business Development Corporation, Department of Innovation, Trade & Rural Development, College of the North Atlantic, MMZC, Port aux Basques & Area Chamber of Commerce, and Human Resources, Labour & Employment.

Looking ahead, demographic trends will continue to have major impacts on labour markets here in Newfoundland and Labrador and throughout Canada. As fewer and fewer young people enter the workforce and the number of retirees increases, SME’s will find themselves in even greater competition for a shrinking pool of available workers. In this environment, being able to find and keep the right workers and to develop their skills will be critical for local employers. However, most do not have the human resource capacity they need to achieve these goals due to a lack of resources and a traditional oversupply of labour among the provincial workforce.

The Marine and Mountain Zone Corporation has been working with other community partners to deal with human resource issues being experienced with the retail/service sector in Zone 10. A partnership committee was formed and a business luncheon was held in June to discuss the issues and briefly discuss some employment programs such as the Targeted Initiative for Older Workers (TIOW) and the Linkages program. Some businesses have availed of these programs and had success with their applicants who are now working full time at the businesses.

There was much discussion around the younger generation, older workers, availability of housing for people outside the area, and minimum wage versus Marine Atlantic’s wages and succession planning came out as an escalating worry with business owners.

The goal of the session was to have an informal and open discussion on common issues. Participants agreed that establishing a business network was a good idea and some training/info sessions held in the fall would be a great help. However, they stressed that the sessions have to practical and not a regurgitation of information that they have heard before. They also suggested that if a package could be developed around succession planning, specifically how to get out of business, this would be of great value to many of the older businesses. This is something the committee will be looking at in the fall.

ü Funding from INTRD’s Workplace Skills Enhancement Program to host training/information sessions.

ü Write a proposal to INTRD’s WSEP program for funding to host three lunch and learn sessions to help businesses deal with identified HR challenges.

ü Organize a Lunch and Learn session on Succession Planning during Small Business Week

o Meet with HRLE’s Labour Market Development Officer who will be facilitating the session

ü Contact business owners to get feedback on the session and prepare a report and list of action items to be circulated back to the group.

ü Meet with Business Network to discuss benefits and outcomes of Lunch and Learn Sessions

Supports: Community Business Development Corporation; Human Resources, Labour & Employment; College of the North Atlantic; Department of Innovation, Trade & Rural Development; Port aux Basques & Area Chamber of Commerce

Initiative #4: Needs Assessment of Younger Aging Population

Long term benefits/impact to the region – In the researching efforts carried out by the MMZC, there was an abundance of information on all aspects of the aging populations but none specifically for our region. It was evident through this research those concentration efforts for this initiative had to be separated on the Younger Aging and Older Aging population. MMZC’s intention is to focus on the Younger Aging population aged 55-70 years of age. As indicated, there is an abundance of information for the needs of this age group but none specifically for the Southwest Coast Region. As our demographics clearly prove, this sector makes up most of the population; this coupled with the statistics of the impending retirees from Marine Atlantic, it is clear that addressing the needs is a necessity. It is imperative we retain this population as their economic impact in the region is immense and identifying their specific needs is a crucial step in doing this.

Sustainability – Addressing the needs of the aging population will add to the quality of life of our seniors, assisting with the retention of this population in our region. It will have a two-fold impact as it will identify the numbers of seniors in this age group who would like to re-enter the workforce in the retail or service-sector, thus addressing the available pool of workers in the area, a concern expressed by that sector in our region.

Regional Scope – This initiative affects everyone in the region, from South Branch to Rose Blanche. We need to keep our seniors in our region.

Linkages to Government priorities – This initiative is in–line with the Provincial Healthy Aging Policy Framework and the Federal Government’s “Investing in Seniors” policies identified. Overall it will allow seniors to continue to make a valuable contribution to our society while enhancing their quality of life.

Partner Engagement – The issue of our aging population and seniors is already on the agenda of Western Health, Gateway Women’s Centre and Rural Secretariat. MMZC will engage these partners to identify what research has already been done and where to go from here.

This new initiative for MMZC was brought forward as an important issue at the Board’s Planning Session held in June. Much discussion took place around our aging population and the vital contribution they make to the economy of the region. The question was asked – “What their needs are and what is being done to ensure they have a good quality of life in our region?” As indicated, there has been much research done on this issue but none specifically for our region. This initiative would see an individual hired for a 26 week period to review the current data available on a provincial and national capacity, research what specific needs the seniors of our region identify, conduct interviews with a segment of this population, and create and disseminate this information for our partners and the population as a whole. The detailed research for this project depends on funding from HRLE to hire the researcher.

ü Existing reports from Western Health, Rural Secretariat, Gateway Women’s Centre.

ü Write a proposal to HRLE to hire a Researcher to take the lead on this project

ü MMZC will organize a roundtable with seniors, resource and partners for end of March

ü Researcher will be hired and will develop a survey for the younger aging population (Based on funding from HRLE)

ü Researcher will conduct surveys with a segment of the younger aging population in Zone 10

ü Researcher will analyze survey information, and coupled with information attained from the roundtable session and existing reports, researcher will begin process of writing final report to assess the needs of Younger Aging Population

ü Finalize report including next steps for a possible Phase II of this project by the end of August

Supports: Western Health, Rural Secretariat, Gateway Women’s Centre, Seniors Groups, Peaceful Communities, INTRD

Initiative #5: Conduct an Evaluation of the Codroy Valley Area Development Corporate Structure and Pursue a Sustainable Operational Model for the Organization

Long term benefits/impact to the region – A functioning board of directors with CVADA will improve development options in the region and ensure a communication link with the MMZC. New initiatives would be identified on an ongoing basis and the currently stalled initiatives would be rejuvenated.

Sustainability – The CVADA currently owns the Wetlands Interpretation Centre, along with the corresponding land, which is the central tourism icon for the Codroy Valley. The Centre is also used for many community meetings and contract endeavors. An active board of directors is needed to maintain and enhance this facility, which could be a major source of income for the Association. As well, the Association will be able to apply for funding programs which will generate revenue to sustain the organization. If the CVADA didn’t exist, there would be a big gap in the Codroy Valley with no unified body to foster economic development in the region.

Regional Scope – CVADA currently represents all Local Service Districts and all 15 communities in the area. It is the agriculture hub of the region, with its rich fertile soil it was in fact referred to as the “Bread Basket” of all of Newfoundland until the late 1970’s when the bulk of produce started being shipped onto the island. Codroy Valley serves a vital part in the tourism and fishing industry of the area. The Codroy Fish Plant is one of the few in the area which is still vital, employing up to 61 people from all areas of the region.

Linkages to Government priorities – A functioning development association in the Codroy Valley will enhance the region’s capacity and will collectively improve their economic development capacity. As is evidenced by the provincial government’s investment and concentration in the agriculture, fishery and tourism industries, the revitalization of the Codroy Valley Rural Development Association would be of great substance to their overall mandate in each of these sectors.

Partner Engagement – This initiative will create a strong and lasting partnership among MMZC, CVADA, Local Service Districts and other local groups in the region.

Codroy Valley, with a population of approximately 1,700, is a community in the region which is made up of 15 smaller communities. It has a strong natural resource economy, primarily involving fishery, agriculture and tourism. It does not have a formal municipality but has 9 local service districts representing 9 different communities within the area, these local service districts’ primary function is water service. In the absence of a formal municipality, the Codroy Valley Area Development Association (CVADA) is perceived as the one centralized association/body representing the entire region by the local population, various levels of government and the MMZC. The CVADA has been in existence since the early 1970’s and currently still operates under the same constitution of that time, requiring a regional representation of members from each area for a total of a 24 member board. In recent years the association has been struggling from a financial and volunteer aspect to the degree they no longer have a functioning board. Recognizing that it is a vital organization to the community and indeed the region, the current board has approached MMZC for assistance to revitalize this association and at the Planning session in June the MMZC Board have deemed it of great importance.

ü Increased membership and new board of directors for the Codroy Valley Area Development Association consisting of a membership that is involved in a more engaging manner attributable to the past concentration being on member representation from each area.

ü Anticipate a revitalized vibrant association after this process with a clear focus in place of their plan to go forward.

ü MMZC will coordinate an organization governance workshop to assist them in this process

ü Coordinate meetings with key groups in the Codroy Valley to discuss representation and encourage new membership

ü Organize and facilitate a Strategic Planning Session to identify new initiatives

ü Identify an initiative and start a plan of action to move it forward for the upcoming year

Supports: CVADA representative on MMZC board of directors, INTRD, Nature Conservatory of Canada, Farmers’ Cooperative, Codroy Valley Vacations, Piping Plover Coordinator, Provincial/Private Parks, Local Service Districts, Private Sector.

CORE FUNCTION ACTIVITIES

Activity #1: Town of Rose Blanche – Barachois Falls

Marine and Mountain Zone Corporation has been asked to assist with a proposal being developed by the Town of Rose Blanche to upgrade the trail to Barachois Falls and other historical in-town trails. Just recently, the Town of Rose Blanche was notified that they did not get approval from HRLE for the material component on one of their major projects. MMZC has been asked to assist them with other funding options and has begun meetings with community stakeholders to discuss this further.

Activity #2: The Granite Coast

MMZC will lobby the Department of Tourism, Culture & Recreation and the Department of Transportation to use this new name for Route 470. This will also include lobbying for directional signage for The Granite Coast.

Activity #3: Craft Workshops

MMZC will take the lead and write a proposal for funding under the Community Capacity Building program to organize a series of craft workshops to take place in the fall. These workshops are a result of the craft roundtable which was hosted by MMZC and INTRD. MMZC will also work with the crafter on the possibility of forming a craft council for the region.

Activity #4: Southwest Coast Tourism Network

Marine and Mountain Zone Corporation will continue to sit on this regional committee. Through the Folk Art Council initiative, a coordinator will be hired to assist with the council and organize cultural events such as the folk art gala. As well, a part of the duties will also be to organize the Zone 10 portion of the Feather and Folk Festival in partnership with the Southwest Coast Tourism Network.

Activity #5: Trail Development

A local trail committee has been established and contact has been made to all members by MMZC’s EDO. The International Appalachian Trail Newfoundland and Labrador Chapter, has asked MMZC to support them in some trail development in this region. Such trails include Starlight and Table Mountain. They have also expressed interest in supporting a branch line towards Rose Blanche to include such trails as Barachois Falls and Harvey trail. The IATNL group will be meeting with the committee in the fall to discuss future direction.

Activity #6: Zone 9/10 Regional Agricultural Partnership

Marine and Mountain Zone Corporation will continue to be involved in the Zone 9/10 Agricultural Partnership. An unveiling of the report is scheduled to take place during the end of August, early September. After this, the next step will be to set up an implementation committee of which MMZC will be an active member. The implementation committee will decide on next steps based on the final report from Agrapoint. New initiatives may come out of this committee which will be added to our IBP.

Activity #7: Codroy Valley Farmers’ Cooperative

Marine and Mountain Zone Corporation will continue to offer assistance to the Farmers’ Cooperative and hopefully with a revitalized CVADA, there will be more activity in this sector.

Activity #8: Fishery Symposium/Workshop

Marine and Mountain Zone Corporation has been asked by FFAW to assist with organizing a fishery symposium scheduled to take place in Port aux Basques in the fall. The symposium will take on a workshop format. A local fishery committee has been established made up of fishers from Codroy Valley, Burnt Islands, Port aux Basques, MMZC and FFAW. MMZC’s EDO sits on this committee and will be re-convening in the fall to discuss the possibility of getting some research completed.

Activity #9: Town of Burnt Islands – Regional Radio Committee

Marine and Mountain Zone Corporation sits on the Regional Radio Committee which is being lead by the Town of Burnt Islands. The committee is currently investigating the option of tapping into the Coast Guard towers for greater coverage. MMZC will continue to sit on this committee and provide assistance where necessary. This has the potential to lead to a major initiative.

Activity #10: College of the North Atlantic

Marine and Mountain Zone Corporation will continue to partner with the College on such things as the Customer Service Training, Business Network Sessions, Craft Workshops and any other partnership opportunities or initiatives that may arise throughout the year.

Activity #11: Gateway Community Business Development

Corporation

Marine and Mountain Zone Corporation will continue to partner with the CBDC on such things as the Business Network Sessions, Joint Newsletter, Farmers’ Coop, and any other partnership opportunities or initiatives that may arise throughout the year.

Activity #12: Port aux Basques and Area Chamber of Commerce

Marine and Mountain Zone Corporation will continue to partner with the Chamber of Commerce on such things as Small Business Week, Business Network Sessions, Joint Newsletter, Fall Fair, etc.

Activity #13: Review of Board’s Policies and Procedures Manual

The Board’s Policy and Planning Committee will meet to review and make changes to the Policy and Procedures Manual, as directed by the Board.

Activity #14: Quarterly Meeting with Funding Partners

The Board will have scheduled quarterly meetings with Department of Innovation, Trade & Rural Development and Atlantic Canada Opportunities Agency.

Activity #15: Professional Development Day for Board Members

Marine and Mountain Zone will organize a professional development day for board members sometime in the fall. It was felt that this was a better time of year for training, since the new year is just beginning.

Activity #16: Quarterly and Annual Reporting

MMZC is required to submit Quarterly Reports to funding partners, and as well, write an Annual Report and an Integrated Business Plan which is to be submitted 30 days prior to the fiscal year end.

Activity #17: Joint Newsletter

Marine and Mountain Zone Corporation will continue to partner with the Port aux Basques and Area Chamber of Commerce and the Community Business Development Corporation on developing a joint newsletter at least twice in the new year. This newsletter will be distributed electronically through the Chamber of Commerce and, as well, printed to be distributed locally.

Activity #18: Partner Network Meeting

Marine and Mountain Zone Corporation will continue to organize and host partner network meetings to share information amongst the stakeholders.

Activity #19: Town of Port aux Basques – Economic Development Committee

Marine and Mountain Zone Corporation’s Executive Director will continue to sit on and attend the Economic Development Committee meetings as organized by the Town of Port aux Basques. New initiatives may arise from this committee.

Activity #20: Burnt Islands Economic Development Board

Marine and Mountain Zone Corporation has been approached by the BIEDB to organize and facilitate a strategic planning session on how best to move forward as a board.

Activity #21: Update MMZC’s Website

Staff at MMZC will regularly update MMZC’s website and post all relevant documents to the site.