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

Presented by

King TownshipSummary of Findings – Economic Development Strategy

March 26, 2013Lauren Millier, Principal, Millier Dickinson Blais Inc.

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


King’s Demographics are Changing


King Township’s population has increased by 7.4% from 2001-20111, 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

0 to 4 years

10 to 14 years

20 to 24 years

30 to 34 years

40 to 44 years

50 to 54 years

60 to 64 years

70 to 74 years

80 to 84 years

6 4 2 0 2 4 6

Population Pyramid, King Township

% Female % Male


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 Township Ontario

56.2%

51.0%

The age and educational attainment rate reflects skills and experience likely in demand across the GTA

Source: Statistics Canada, Census of Canada, 2006


Majority of the Working Age Population is Employed Outside of King


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


Local Employment has Steadily Grown Since 2002Labour 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 Township’s 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)

Construction 13.5%

Professional, scientific and technical services 11.6%

Manufacturing 9.6%

Retail trade 8.5%

Health care and social assistance 7.1%


Fastest Growing Occupation Group in King is Business, Finance and Administration


Source: Statistics Canada, Census of Canada, 2001 and Manifold Data Mining

Creative Class Occupations


King’s 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


Ontario King York Region

$228,890

$299,027 $314,157

Average Farm Receipts, 2010

Source: 2011 Agricultural Census of Canada, Statistics Canada


King has 2,646 Businesses, Most are SMEs Businesses are concentrated in the

following industries:


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

1-4 5-9 10-19 20-49 50-99 100+

626

145 98 53 15 22

Business Size, King Township

Finance and Insurance

Real estate and rental and leasing

Professional, scientific, technical services

Construction

7.9%

11.1%

14.1%

17.6%

Source: Canadian Business Patterns, Statistics Canada, June 2012


King’s 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 King’s labour force is in Creative class occupations



Business Activity is evenly split between urban and rural areas


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


King City: West of Keele St is Under Developed


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


Nobleton has the Most Businesses Amongst the 3 Villages


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


Schomberg has the Highest Business Density of the 3 Villages


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


Underlying Conditions Affecting King’s 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 King’s 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’s Tax Rates Compared to Peer Municipalities

Source: BMA Municipal Study, 2012

Resid.Multi Resid

Comm. Residual

Comm. Office

Comm. Shopping

Ind. Residual

Ind. Large

King Township 1.0083% 1.0083% 2.0092% 2.0092% 2.0092% 2.3343% 2.3343%

Caledon 0.9411% 1.4487% 2.1114% 2.1114% 2.1114% 2.4803% 2.4803%

Richmond Hill 0.9304% 0.9304% 1.9221% 1.9221% 1.9221% 2.2320% 2.2320%

Aurora 1.0337% 1.0337% 2.0375% 2.0375% 2.0375% 2.3676% 2.3676%

W - Stouffville 0.7349% 0.7349% 0.8210% 0.8210% 0.8210% 0.9645% 0.9645%

Millier Dickinson Blais16

Strategy Development Consultation Process


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 Township

Local Businesses

Regional Agencies

Council & City Staff

Associations

Residents

Institutions


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”.



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

province’s 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’s 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.



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 King’s marketing and promotional efforts.

Support for Seneca College’s 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 GTA’s local food movement, small “t” tourism opportunities and value added development opportunities in King’s agricultural sector.

Leverage tools that allow King to support business investment in its villages, employment areas.



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 King’s 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 King’s Story – Market and promote the transformation of King – planned investment,

local successes, events and festivals to increase awareness of King Township.



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?


Millier Dickinson Blais24

Thank you

Documents

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