What Destiny Is

Destiny SSM, Sault Ste. Marie's Economic Diversification Strategy, is a partnership involving all levels of government and key community stakeholders, including the private sector.

Destiny SSM investigates and develops opportunities that will diversify Sault Ste. Marie's workforce and economy by working collectively to create a vibrant community to live and work.

Destiny SSM is a beacon – a signal, source of guidance or inspiration – that illuminates the possibilities, provides direction and focus, and empowers collaborative networks of champions to drive new initiatives forward, creating positive growth in the “Sault." Destiny SSM is a broker for collaboration to bring ideas and champions together.  It is a non-political united front for economic development in Sault Ste. Marie to report successes, co-ordinate funding, lead the vision for community and concentrate on building on community assets for growth (i.e., establishing priorities).

What Destiny Does

The key objective of Destiny SSM is job creation, population recovery and a varied economy capable of growth.

Destiny SSM facilitates, guides, works, monitors and promotes the generation of economic wealth in the community, through a specific set of targeted growth and diversification initiatives, in order to support an increasing population base.

Destiny SSM is dynamic.  It expands and evolves as participation increases and community accomplishments grow – often meaning new opportunities.  As a living strategy, Destiny evaluates and responds to changing circumstances and identifies new initiatives.

The municipality, various community agencies and businesses use Destiny as a map for direction on potential economic opportunities.

How Destiny Developed

Destiny SSM was created as a result of struggles at Algoma Steel Inc.  It was the solution initiated to stabilize the economy through the development of key strategic priorities that focused on diversifying – economically – through a series of community Growth Engines.

Destiny SSM is (taken from the 2002 Grant Thornton report):

 •     the “Change Agent” to champion of the process.  It takes two to five years with concentrated and continuous actions to reinforce focus.
 •    the “Management of Process” – Project Management Plan (work, tasks, accomplishments) and the organizational structure ensures commitment to the plan and accountability.
 •     “Involvement of Key Stakeholders” - engage people in the design of the process/organization.
 •     Financial and human “Resource Allocation” to maintain positive progress.

 Destiny SSM is a strategic organization – a think tank that looks FORWARD.  Defining Sault Ste. Marie’s economic direction, Destiny provides a co-ordinated, meaningful approach to development that builds the Sault's "character" to attract investment, professionals and skilled labour.  While engaging public and private-sector champions in the implementation of projects, Destiny fulfills its mandate by:

a.     COLLECTING INFORMATION on WORLD MARKET TRENDS - Observe consumer trends, global trends, technological trends, competitive threats, "disruptors", etc.  to LEARN about projections and our future potential (i.e., what is happening in the world – not for today, rather predictions for 10 years from now).

b.     RELATING WORLD MARKETS TO LOCAL MARKET DEVELOPMENT - Evaluate market findings and relate them to local strengths to identify potential opportunities.

c.     CAPITALIZING ON LOCAL STRENGTHS and OPPORTUNITIES - Model scenarios to engage champions in defining and leading projects.

d.     EVALUATING DEVELOPMENTS – Assess potential developments using predefined, reliable criteria to determine priority areas.

e.     MAKING A PLAN, LEVERAGING CAPITAL and EVALUATING SUCCESS – Develop a plan that attracts investment and, as the process occurs, evaluate success (note: spend a small amount of time to monitor priorities that have been handed off and identify, if the need occurs, methods for re-engagement or solution generation).

f.       FACILITATING DEVELOPMENT – Engage champions to lead initiatives and work to implement projects related to the strategies defined by Destiny SSM.

g.      MARKETING SUCCESS to WORLD MARKETS – Communicate the success of plans and opportunities to further add value and expand developments to world markets.

h.      REPEATING THE PROCESS – Once all opportunities are exhausted, begin the process again.

History

A variety of community-engagement efforts over the last 25 years has led to the creation of Destiny Sault Ste. Marie.  This collaborative effort in community development has stimulated interest from other cities to look at Destiny as a model for their development.

Evolution of Strategic Focus

Since 2003, Destiny SSM has grown from a wish list of over 100 projects and initiatives to a strategic framework for economic progress.  As it evolved, Destiny learned what its community assets were and how best to capitalize on them. 

In 1985, Sault Ste. Marie's largest employer, Algoma Steel, had 12,000 employees.  Today, it has less than 3,000.  That’s a major adjustment for the industry and community.

In the last few decades, Sault Ste. Marie has come a long way.  From a one industry-based economy, the city now boasts one that is vibrant and multi-sectored with a bright future.

The Destiny SSM model continues to evolve.

In 2002, the community outlook was bleak.  The single industry that the city based its economy on, Algoma Steel Inc., was in bankruptcy protection.  Business owners were nervous about their future.  New ventures were infrequent.  Youth were leaving Sault Ste. Marie, seeking prospects that didn't exist in their hometown.

For a future to exist, the city had to take stock of itself and chart a new course . . . a DESTINY.

Destiny SSM, Sault Ste. Marie's Economic Diversification Strategy, was developed by:

     •     analyzing past economic efforts 
     •     listening to businesses and citizens 
     •     learning from other communities' experiences 
     •     consulting with federal and provincial government staff

The community came to learn that diversification and a focus on local and area assets – human, geographic and resources – were the keys to the future.