Morice Land and Resource Management Plan
APPENDIX 1: Summary of Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
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- APPENDIX 2: Northwest Real Estate View
APPENDIX 1: Summary of Strengths, Weaknesses, Opportunities and Threats (SWOT) AnalysisAcknowledgements The SWOT process used for the Morice Economic Development Action Plan was similar to one used in the North Coast LRMP. Thanks go to Robinson Consulting for allowing us to use this system. Process Two brainstorming sessions were required to complete the SWOT Analysis. Both sessions were structured to encourage attendee’s participation. Following an introduction to, and description of how to conduct a SWOT analysis, the first task addressed in the session was to confirm the economic sectors to be analyzed. An extensive list of sectors was proposed. During a collaborative discussion on the merits of keeping, combining or eliminating sectors the group agreed to analyze the following sectors:
Participants were randomly allocated to a number of small working groups. Over two, three-hour sessions each working group independently conducted SWOT analysis of the 7 sectors. At the completion of this phase, a working group presented their SWOT analysis of the sector to the session. The other working groups were invited to add significant elements from their analysis to the SWOT presented. Through this process the small working groups were consolidated into one. The consolidated sheets are found at the end of this analysis report. At this stage, the SWOT analysis was comprised of more than 200 entries. To provide a sense of priority, each participant was given 8 markers and asked to place a marker beside an element they considered relatively important. The facilitator did not define importance, so the results reflect individual criteria. Participants were asked to particularly consider the “Opportunities” identified in ranking priority. The final step attempted to associate the indicated priority SWOT elements to the land base and to the LRMP. Participants were asked to consider two simple questions:
Participants had available an unlimited number of markers for this selection with the restriction that the individual would “vote” no more than once for a given opportunity. Upon completion of this selection, the session resumed. The facilitator led the group discussion particularly identifying the perceived linkage between the opportunity and the LRMP. Time permitted a discussion of the results. Findings It is noted that the findings of the session are related to the interests of the individuals participating in the process among other things. A summation of the markers suggested the group’s hierarchy of the seven sectors. Surprising was the relative ranking of Forestry and Mining. Widely known as the backbone of the local economy, tourism seems to have taken top billing in order of priority for local economic development. The ranking of forestry and mining could be explained by the number of participants at the meeting who work in those fields. Number of Markers by Sector (in order of total markers)
Tourism appeared to be a sector with high degree of attention. The point was made that members of the working group should be aware of this as it may influence the opportunities discussion during the remainder of the EDAP process. There may also be a need to balance the membership at the EDAP Working Group to reflect the rankings of each sector. Equally interesting was the importance members placed on Non-Timber Forest Products. Ranking ahead of mining and agriculture those at the meeting felt that more emphasis should be placed on expanding this area of the local economy. Again, this might be explained by the representation of individuals at the meeting. For those elements where participants place a marker (indicate priority, or linkage to the non-private land base), the following key was adopted: 1 marker: low 2-3 markers: moderate 4+ markers: high The discussion of the linkage between an opportunity and the LRMP indicated various “influence” mechanisms. This included
Those sectors that show low influence may indicate that the sector opportunities are outside of the influence of the LRMP or that an opportunity could be immediately acted upon or it could mean that the working group did not have adequate representation from that sector. The Group was reminded that this was a training and learning exercise. The results basically are to create an awareness of the interests the collective group has towards economic development. It was pointed out that the group should be aware of this fact when discussions of opportunities occur. Again, the group may want to ask individuals, who don’t sit on the working group, involved with sectors not having adequate representation at the working group, to provide their input on opportunities. The Group was concerned that small businesses/entrepreneurs make up the fastest growing industry in the province. Rather than only look at large industries with large payrolls we should also be considering small businesses. SWOT Sector Analysis Results for the Morice LRMP area Land Development / Infrastructure Strengths
Weaknesses
Opportunities
Threats
Non-Timber Forest Products Strengths
Weaknesses
Opportunities
Threats
Minerals, Oil, Gas & Energy Strengths
Weaknesses
Opportunities
Threats
Agriculture Strengths
Weaknesses
Opportunities
Threats
Commercial Fishery Strengths
Weaknesses
Opportunities
Threats
Forestry Strengths
Weaknesses
Opportunities
Threats
Tourism Strengths
Weaknesses
Opportunities
Threats
APPENDIX 2: Northwest Real Estate ViewThe following graphs illustrate market trends between July 2000 and December 2002. The graphs provide a general overview of the residential market for the community shown. Individual properties may change differently depending on many variables including their age, location, size and quality. (http://www.bcassessment.bc.ca/2_office/25_northwest/2_norw_real.html)     1 BC Stats, Regional district 51 - Bulkley-Nechako: demographic profile 2 BC Ministry of Forests, 2002, Morice Timber Supply Review 3 Crane Management Consultants Ltd., 1998. 4 Rhebergen (March 1998). 5 Task Force on Energy Policy, March 2002. 6 Industry Canada (2003). 7 RE Taylor and Associates (2002). 8 Due to the small population of enterprises in the region, the Prince Rupert and Prince George regions are grouped together as the Northern Interior. 9 Peter Woodbridge and Associates Ltd., 2000. 10 Bill Wilson, 2001. 11 Forum Consulting Group Ltd., 1999 12 Industry Canada, 2003. 13 Shook, 2002. 14 FAO, 2001. 15 Constant dollars are dollars in which the effects of changes in the purchasing power of the dollar over time have been removed (adjusted for inflation). Constant dollars, therefore, have comparable purchasing power in different time periods and are on equivalent terms. 16 Other key metal minerals for the Morice LRMP are assessed under the open pit opportunity case study. 17 http://www.em.gov.bc.ca/Oil&gas/OGResources.htm 18 Lions Gate Consulting Ltd. (2002). 19 Peak weekly number of user groups as provided by the Ministry of Forests, Northern Interior Regional Office (2003). 20 Ministry of Forests, Listing of Recreation Sites – August 18,2003: http://www.for.gov.bc.ca/hfp/rec/sites/ 21 All fish in salt water are federal responsibility in Canada – British North American Act 1867, Section 93. 22 Agriculture and Agri-Food Canada. Fish and Seafood Online – Fact Sheets – Pacific Sockeye Salmon, page 6. 23 Agriculture and Agri-Food Canada. Fish and Seafood Online – Fact Sheets – Pacific Sockeye Salmon, page 6. Download 1.06 Mb. Share with your friends:
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