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Presented by King Township Summary of Findings – Economic Development Strategy March 26, 2013Lauren Millier, Principal, Millier Dickinson Blais Inc.

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Presentation on theme: "Presented by King Township Summary of Findings – Economic Development Strategy March 26, 2013Lauren Millier, Principal, Millier Dickinson Blais Inc."— Presentation transcript:

1 Presented by King Township Summary of Findings – Economic Development Strategy March 26, 2013Lauren Millier, Principal, Millier Dickinson Blais Inc.

2 Millier Dickinson Blais Inc. 2 Existing Local and Regional Economic Development and Planning Influences King Economic Development Strategy Provincial & Regional Economic Development Provincial & Regional Planning Local Planning Local Economic Development Provincial Policy Statement Places to Grow Growth Plan The Oak Ridges Moraine Plan The Greenbelt Plan The Lake Simcoe Protection Region of York Official Plan King Official Plan(1970) King Zoning Bylaw (1974) Schomberg Community Plan (1998) Nobleton Community Plan (2005) King City Community Plan (2000) The Hamlet Secondary Plan (1983) York Region Economic Development OMAFRA Greater Toronto Area Countryside Mayors Alliance Greater Toronto Area Agriculture Action Committee King Economic Development Office King Chamber of Commerce The planning environment in King is complicated by provincial legislation and the age of local planning documents

3 Millier Dickinson Blais Inc. 3 Kings Demographics are Changing King Economic Development Strategy King Townships population has increased by 7.4% from 2001-2011 1, well below the 41.6% growth experienced across York Region and 17.5% growth experience in Caledon The population is projected to increase to 34,900 people by 2031 The median age is 42.9 years old compared to 40.4 across Ontario and 39.3 years of age in York Region Between 2001-2011, the population age 20- 44 decreased by 9.2% while the population age 45-64 increased by 26.4% The population of King Township is expected to nearly double over the next 20 years placing stress on local services and infrastructure

4 Millier Dickinson Blais Inc. 4 The Local Population is Among the Most Educated in Ontario Nearly 6 in 10 people over the age of 15 in King Township have completed some level of post-secondary education Major fields of study include Architecture, engineering and related technologies (23.8%) and Business, management and public administration (22.1%) 36.7% of the labour force is employed in creative class occupations above the provincial share of 29.5% King Economic Development Strategy The age and educational attainment rate reflects skills and experience likely in demand across the GTA Source: Statistics Canada, Census of Canada, 2006

5 Millier Dickinson Blais Inc. 5 Majority of the Working Age Population is Employed Outside of King King Economic Development Strategy Worked in the Municipality (13.3%) Worked in a different County (Outside of York Region) (47.3%) Worked in different Municipality within the County (York Region) (39%) 1 in 8 people who live in King and have a usual place of work are employed in the community. Approximately 1,500 people work from home in King 85% of the total employed labour force (15 years and over with a usual place of work or no fixed workplace address) commute to work via car and only 7.4% take public transit, walk or bicycle to work The commuting patterns emphasizes the need for additional employment opportunities Source: Statistics Canada, Census of Canada, 2006 Worked at Usual Place

6 Millier Dickinson Blais Inc. 6 Local Employment has Steadily Grown Since 2002 Labour Force Based on 2010 projections labour force in King consists of 12,517 people Labour force is concentrated in the following five industries: Local Employment Employment has increased from an estimated 4,154 jobs in 2002 to 6,284 jobs in 2012 (excluding home-based and farm-based jobs), representing an average annual increase of 4.2%. (York Region Employment Survey) King Economic Development Strategy King Townships labour force is distributed across service and goods producing industries and employment is projected to reach 11,900 by 2031 Source: Manifold Data Mining, 2010 Industry% Share (2010) Construction13.5% Professional, scientific and technical services11.6% Manufacturing9.6% Retail trade8.5% Health care and social assistance7.1%

7 Millier Dickinson Blais Inc. 7 Fastest Growing Occupation Group in King is Business, Finance and Administration King Economic Development Strategy Source: Statistics Canada, Census of Canada, 2001 and Manifold Data Mining Creative Class Occupations

8 Millier Dickinson Blais Inc. 8 Kings Farms Produce a Variety of Agricultural Products King has 239 farms representing 28.9% of all farms in York Region 39.7% of the farms are 10 to 69 acres in size The dominant farming activities in King are: –Other Vegetable and Melon Farms – 52 –Horse and Other Equine Production - 51 –Nursery and Tree Production – 20 –Other Grain Farming – 18 –Hay Farming - 16 The average gross receipts for a farm operating in King is $299,027. Across York Region the average gross receipt is $314,157 Average per farm capital (machinery and equipment, livestock and poultry, land and buildings in King $3.3 million compared to $3 million for all of York Region King Economic Development Strategy Source: 2011 Agricultural Census of Canada, Statistics Canada

9 Millier Dickinson Blais Inc. 9 King has 2,646 Businesses, Most are SMEs Businesses are concentrated in the following industries: King Economic Development Strategy There are 1,687 home based businesses in King, down from 1,814 in 2004 959 business have employees There has been a loss of 7 businesses since 2004 65% of all businesses employ less than 5 people Source: Canadian Business Patterns, Statistics Canada, June 2012

10 Millier Dickinson Blais Inc. 10 Kings Creative Cultural Assets The community mapping exercise identified 47 cultural and recreational assets in King Business patterns data found that there are 138 creative cultural enterprises with a significant presence of –Motion Picture and Video; –Design; and –Advertising businesses. 68% of enterprises are home based businesses 36.7% of Kings labour force is in Creative class occupations King Economic Development Strategy

11 Millier Dickinson Blais Inc. 11 Business Activity is evenly split between urban and rural areas King Economic Development Strategy 605 businesses Tax assessed value commercial/industrial (2010) - $190,725,727 2/3rds of business have 5 employees or less Major economic activities in rural area of King are Agriculture, Retail trade Construction and Other Services

12 Millier Dickinson Blais Inc. 12 King City: West of Keele St is Under Developed King Economic Development Strategy There are 120 businesses in King City Tax assessed value commercial/industrial (2010) – $24,340,143 Employment Area: Vacant parcels at Jane and King Rd and Dufferin and King Rd Business activity is concentrated east of Keele St on King Rd. Major industries Construction Other services Retail trade

13 Millier Dickinson Blais Inc. 13 Nobleton has the Most Businesses Amongst the 3 Villages King Economic Development Strategy There are 123 businesses in Nobleton Tax assessed value commercial/industrial (2010) – $23,830,570 Employment Area: Vacant parcels located on the East side of King Road South of Highway 27 Within Nobleton there is a strong emphasis on convenience shopping and services Major industries Retail trade Other services Wholesale trade

14 Millier Dickinson Blais Inc. 14 Schomberg has the Highest Business Density of the 3 Villages King Economic Development Strategy There are 64 businesses in Schomberg Tax assessed value commercial/industrial (2010) - $48,126,216 Employment Areas: HWY 27 and HWY 9, Vacant parcel HWY 27, south of HWY 9 Major industries Other services Manufacturing Retail trade

15 Millier Dickinson Blais Inc. 15 Underlying Conditions Affecting Kings Prosperity Residential tax assessment accounts for 87.2% of total assessment followed by Farmland – 7.9%, Commercial – 3.4%, Industrial – 0.9% Institutional tax assessment ??? King overall financial position (assets less liabilities) on a per capita basis is $-1349 Cost per acre in Kings industrial parks is expensive –Hwy 27/Hwy9 Business Park- Schomberg – $450,000-500,000 per acre, un-serviced –King City Corporate Centre - $500,000 - $ 550,000 per acre - un-serviced –Boynton Lands – Nobleton - $450,000 - $500,000 per acre - un-serviced Tax rates are inline with or above other communities in the region King Economic Development Strategy Kings Tax Rates Compared to Peer Municipalities Source: BMA Municipal Study, 2012

16 Millier Dickinson Blais 16 Strategy Development Consultation Process

17 Millier Dickinson Blais Inc. 17 Strategy Development Consultation Process Broad based consultation process undertaken Four focus groups with business and community stakeholders Interviews with key stakeholders/employers Interviews with Mayor, members of council, CAO and department leaders King Economic Development Strategy King Township Local Businesses Regional Agencies Council & City Staff AssociationsResidentsInstitutions

18 Millier Dickinson Blais Inc. 18 Quality of Life Seen as Primary Strength of the Community King seen as a preferred destination to live due to its natural environment, rural feel, safety, school system and recreation and cultural amenities. A growing educational sector that includes an excellent K-12 school system (both public and private) and the presence of Seneca College. Proximity to the GTA means ready access to nearby highways for residents, visitors and business. Large agricultural base with a strong reputation as the salad bowl of Ontario due to the location of the Holland Marsh. Equine industry and large number of horse farms has contributed to the perception of the region as Kentucky of the North. King Economic Development Strategy

19 Millier Dickinson Blais Inc. 19 Prestige Employment Uses Viewed as Strong Opportunity for Economic Growth Changes to zoning needed to enable corporate head office development, research centres, eco-industrial efforts etc. More effective business investment attraction, marketing and promotion is required; develop a more compelling story. Capitalize on and champion the expansion of Seneca College and the provinces plans for more post secondary investment in the GTA. Consideration of tax incentives for business investment. Leverage our outdoor spaces as a way to drive more sports and recreation activities and eco-tourism. Embrace opportunities for retirement living within villages King Economic Development Strategy

20 Millier Dickinson Blais Inc. 20 Kings Land Use Framework Must Support Economic Growth Need for a clearer vision of what kind of community King wants to be and by extension the range of activities and lands uses that will be permitted. Need for land use framework that reflects current planning tools and development standards and a broader range of development opportunities. Address the challenges with the development approvals process and effectively articulate requirements for development. Focus on ensuring King is investment ready through the provision of serviced employment land and opportunities for enhanced servicing capacity. Address diversity of housing stock, range of housing options for aging in place, singles, younger workers and students of Seneca. Improve the level of service provided to support development applications. King Economic Development Strategy

21 Millier Dickinson Blais Inc. 21 High Cost Environment and Under-Investment in Business Need to promote the opportunities associated with a regional labour force. Location factors such as proximity to GTA, access to HWY 400, Seneca and Holland Marsh must factor into Kings marketing and promotional efforts. Support for Seneca Colleges existing operations and its planned expansion must be a priority for King. Marketing and promotion must profile local assets, business success, extent of events and festivals and future vision for community. Capitalize on GTAs local food movement, small t tourism opportunities and value added development opportunities in Kings agricultural sector. Leverage tools that allow King to support business investment in its villages, employment areas. King Economic Development Strategy

22 Millier Dickinson Blais Inc. 22 Based on the Focus Groups and Interviews 6 Key Themes Emerged 1.Reset Land Use Policies – Clarify long term vision for community and reflect these aspirations in land use policies and zoning bylaws. 2.Establish Employment Nodes - Establish employment nodes for higher order employment uses including the advancements of lands at Hwy 400 and King Road. 3.Make Strategic Investments in Place Making - Reinvest in Kings urban areas using a broad range of planning and economic development tools. 4.Leverage Post-Secondary Presence - Actively support and promote the planned expansion of Seneca College. 5.Build on the Expertise and Leadership Skills of Labour Force – Work with senior business leaders living in the community to support local entrepreneurs and business programming. 6.Tell Kings Story – Market and promote the transformation of King – planned investment, local successes, events and festivals to increase awareness of King Township. King Economic Development Strategy

23 Millier Dickinson Blais Inc. 23 Strategy Development Process: Next Steps GOALS –What do we aspire to be as a Township? STRATEGIC OBJECTIVES –What do we want to accomplish as a Township? ACTIONS –How do we make this happen? King Economic Development Strategy

24 Millier Dickinson Blais 24 Thank you

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