King Township

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

2. 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 • 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) • 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. King Economic Development Strategy 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

4. 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 • 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% Source: Statistics Canada, Census of Canada, 2006 The age and educational attainment rate reflects skills and experience likely in demand across the GTA

5. 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%) Source: Statistics Canada, Census of Canada, 2006 The commuting patterns emphasizes the need for additional employment opportunities

6. 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: 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) Source: Manifold Data Mining, 2010 King Township’s labour force is distributed across service and goods producing industries and employment is projected to reach 11,900 by 2031

7. 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

8. King Economic Development Strategy 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 Source: 2011 Agricultural Census of Canada, Statistics Canada

9. 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 • There has been a loss of 7 businesses since 2004 • 65% of all businesses employ less than 5 people • Businesses are concentrated in the following industries: Source: Canadian Business Patterns, Statistics Canada, June 2012

10. King Economic Development Strategy 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

11. King Economic Development Strategy 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

12. King Economic Development Strategy 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

13. King Economic Development Strategy 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

14. King Economic Development Strategy 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

15. Multi Comm. Comm. Comm. Ind. Ind. Resid. Resid Residual Office Shopping Residual 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% King Economic Development Strategy 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

16. Strategy Development Consultation Process

17. King Economic Development Strategy 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

18. 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”.

19. 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. • Capitalizeon 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

20. King Economic Development Strategy 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.

21. 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 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.

22. King Economic Development Strategy Based on the Focus Groups and Interviews 6 Key Themes Emerged • Reset Land Use Policies –Clarify long term vision for community and reflect these aspirations in land use policies and zoning bylaws. • Establish Employment Nodes - Establish employment nodes for higher order employment uses including the advancements of lands at Hwy 400 and King Road. • Make Strategic Investments in Place Making - Reinvest in King’s urban areas using a broad range of planning and economic development tools. • Leverage Post-Secondary Presence - Actively support and promote the planned expansion of Seneca College. • 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. • Tell King’s Story –Market and promote the transformation of King – planned investment, local successes, events and festivals to increase awareness of King Township.

23. 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?

24. Thank you