King Township Summary of Findings Economic Development Strategy

King Township Summary of Findings  Economic Development Strategy

King Township Summary of Findings Economic Development Strategy Presented by Lauren Millier, Principal, Millier Dickinson Blais Inc. March 26, 2013 King Economic Development Strategy Existing Local and Regional Economic Development and Planning Influences 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 Provincial & Regional Economic Development Local

Economic Development Provincial & Regional Planning Local Planning 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)

The planning environment in King is complicated by provincial legislation and the age of local planning documents 2 Millier Dickinson Blais Inc. King Economic Development Strategy Kings Demographics are Changing King Townships 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 2044 decreased by 9.2% while the population age 45-64 increased by 26.4% Population Pyramid, King Township 85 years and over 80 to 84 years 75 to 79 years 70 to 74 years 65 to 69 years 60 to 64 years 55 to 59 years

50 to 54 years 45 to 49 years 40 to 44 years 35 to 39 years 30 to 34 years 25 to 29 years 20 to 24 years 15 to 19 years 10 to 14 years 5 to 9 years 0 to 4 years 6 4 % Male 2 0 2 4 % Female The population of King Township is expected to nearly double over the next 20 years placing stress on local services and infrastructure 3

Millier Dickinson Blais Inc. 6 King Economic Development Strategy 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 56.2% 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% 51.0% King Township Ontario Source: Statistics Canada, Census of Canada, 2006

The age and educational attainment rate reflects skills and experience likely in demand across the GTA 4 Millier Dickinson Blais Inc. King Economic Development Strategy Majority of the Working Age Population is Employed Outside of King Worked at Usual Place 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 Worked in a different County (Outside of York Region) (47.3%) Worked in different Municipality within the County (York Region) (39%) Worked in

the Municipality (13.3%) Source: Statistics Canada, Census of Canada, 2006 The commuting patterns emphasizes the need for additional employment opportunities 5 Millier Dickinson Blais Inc. King Economic Development Strategy 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: 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% Source: Manifold Data Mining, 2010 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 Townships labour force is distributed across service and goods producing industries and employment is projected to reach 11,900 by 2031 6 Millier Dickinson Blais Inc. King Economic Development Strategy Fastest Growing Occupation Group in King is Business, Finance and Administration Creative Class Occupations

Source: Statistics Canada, Census of Canada, 2001 and Manifold Data Mining 7 Millier Dickinson Blais Inc. King Economic Development Strategy 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 Average Farm Receipts, 2010 $299,027 $314,157 King York Region $228,890

Ontario Source: 2011 Agricultural Census of Canada, Statistics Canada 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 8 Millier Dickinson Blais Inc. King Economic Development Strategy King has 2,646 Businesses, Most are SMEs There are 1,687 home based businesses in King, down from 1,814 in 2004 959 business have employees Businesses are concentrated in the following industries: Construc... 17.6% There has been a loss of 7 businesses since 2004 Professional, scientific, technical serv... 65% of all businesses employ less than 5

people Business Size, King Township 626 145 1-4 9 5-9 Real estate and rental and lea... Finance and Insur... 98 53 15 11.1% 7.9% 22 10-19 20-49 50-99 100+ Millier Dickinson Blais Inc.

14.1% Source: Canadian Business Patterns, Statistics Canada, June 2012 King Economic Development Strategy 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 10occupations Millier Dickinson Blais Inc. King Economic Development Strategy Business Activity is evenly split between urban

and rural areas 11 Millier Dickinson Blais Inc. 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 Economic Development Strategy

King City: West of Keele St is Under Developed 12 Millier Dickinson Blais Inc. 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 King Economic Development Strategy Nobleton has the Most Businesses Amongst the 3 Villages There are 123 businesses in Nobleton 13 Millier Dickinson Blais Inc. 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 King Economic Development Strategy Schomberg has the Highest Business Density of the 3 Villages 14 Millier Dickinson Blais Inc. 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 King Economic Development Strategy 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 Kings Tax Rates Compared to Peer Municipalities Tax rates are inline with or Multi

Comm. Comm. Comm. Ind. Ind. Resid. Resid Residual Office Shopping Residual Large above other communities King Township 1.0083% 1.0083% 2.0092% 2.0092% 2.0092% 2.3343% 2.3343% in the region Caledon 15 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% Source: BMA Municipal Study, 2012 Millier Dickinson Blais Inc. Strategy Development Consultation Process 16 Millier Dickinson Blais King Economic Development Strategy Strategy Development Consultation Process Broad based consultation process undertaken Four focus groups with business and community stakeholders Local Businesses Interviews with key

stakeholders/employers Interviews with Mayor, members of council, CAO and department leaders Regional Agencies Institutions King Township Council & City Staff Residents Associations 17 Millier Dickinson Blais Inc. King Economic Development Strategy 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. 18 Millier Dickinson Blais Inc. King Economic Development Strategy 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 19 Millier Dickinson Blais Inc. King Economic Development Strategy

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. 20 Millier Dickinson Blais Inc. King Economic Development Strategy 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. 21 Millier Dickinson Blais Inc. King Economic Development Strategy 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. 22 Millier Dickinson Blais Inc. King Economic Development Strategy

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? 23 Millier Dickinson Blais Inc. Thank you 24 Millier Dickinson Blais

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