HomeMy WebLinkAboutCAO-11-004 - Economic Development Strategy 2011-2015 - Stakeholder Engagement Process1
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REPORT TO: Planning & Strategic Initiatives Committee
DATE OF MEETING: May 2, 2011
SUBMITTED BY: Rod Regier, Executive Director of Economic Development
(519) 741-2506
PREPARED BY: Janette MacDonald, Technical Analyst, Economic
Development (519) 741-2760
WARD(S) INVOLVED: All
DATE OF REPORT: April 27, 2011
REPORT NO.: CAO-11-004
SUBJECT: ECONOMIC DEVELOPMENT STRATEGY 2011-2015 -
STAKEHOLDER ENGAGEMENT PROCESS
RECOMMENDATION:
That the proposed stakeholder engagement process for the draft Economic Development
Strategy 2011-2015, be implemented, as outlined in Chief Administrator's Office report
CAO-11-004.
BACKGROUND:
The City of Kitchener's Economic Development Strategy establishes the corporation's direction
regarding the investment of human, financial and physical resources to support the city's
economy. The current strategy, drafted in 2006, was designed to inform the City's economic
development activities until 2010. Since the fall of 2010, City staff have been engaged in a
series of discussions with the Economic Development Advisory Committee and the Downtown
Advisory Committee to review the core assumptions of the 2007-2010 Economic Development
Strategy and the requirements for success in the next stage of economic development. The
attached discussion paper presents a summary of these discussions and articulates a refined
approach that will help to formulate the strategy and implementation tools to move forward
during this term of Council.
Staff propose to engage in a series of discussions with economic development stakeholders to
ensure the analysis is complete and to test the validity of core assumptions, goals and
objectives. This consultation process would ultimately lead to the completion of a new
Economic Development Strategy for the City of Kitchener.
REPORT:
The City of Kitchener Economic Development Strategy is a guiding document that outlines the
direction for investment of City resources in economic development during the current term of
Council. Through early consultation with the Economic Development Advisory Committee,
Downtown Advisory Committee and staff, three themes emerged for the refined direction of
economic development.
First, an innovative economy drives cluster development in a variety of business areas. This
supports diversification which creates new opportunities in a community that has historically
2-1
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been heavily invested in the vulnerable manufacturing industry. Support for manufacturing
remains a priority, as does the development of small business which feeds cluster growth. This
is all made possible by talent, an essential component of innovation, as talented workers bring
ideas and innovation to life.
Second, while an innovative economy encompasses the regional economy, including clusters
concentrated in downtown Kitchener (e.g. digital media), there is an additional layer of
complexity with respect to the development of downtown. Additional staff activities including, for
example, event support, retail attraction and establishing urban design guidelines, contribute to
attract people to the core, cultivate residential growth and a positive design aesthetic.
Finally, an inventive approach to the way that staff approach the implementation of economic
development will serve to drive the first two themes forward. By leveraging our resources, staff
can make a greater impact than through conventional methods. Historic examples include the
creation of the Manufacturing Innovation Network, and the Economic Development Investment
Fund -both one-of-kind tools to further our work to strengthen the local economy.
With these themes set for discussion as part of the engagement process, the discussion paper
offers a framework to respond to a changing development environment, including higher oil
prices, increasing global competition, local opportunities in transit and growth management and
other factors that influence Kitchener's economy. The resulting strategy must be flexible to be
responsive to a dynamic environment for development.
Stakeholder Engagement Process:
1) September 2010 to March 2011 -Discussions with City Advisory Committees;
2) March 2011 to April 2011 -Preparation of a Discussion Paper as a basis for
consultation with Council and Stakeholders;
3) May 2011 -Online Stakeholder consultation;
4) May 2, 2011 to June 17, 2011 -Informal consultations with key stakeholders;
5) May 25, 2011 -Stakeholder symposium on Economic Development
in Kitchener;
6) June 8, 2011 -Public open house;
7) June 27, 2011 -Table draft Economic Development Strategy with
Council; and,
8) September 19, 2011 -Presentation of Strategy to Council.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Economic development has been a significant priority of the City of Kitchener for many years.
In the current City of Kitchener Strategic Plan, the six priorities are leadership and engagement;
quality of life; diversity; downtown; development and environment.
In particular, the economic development strategy aligns with "Downtown" and "Development".
The framework in the discussion paper prioritizes downtown vitality with support for arts and
culture, and event programming. As well, as part of "Development" the discussion paper offers
the cluster-based approach to economic growth, and supports intensification and partnering to
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Staff Report
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facilitate employment land development. The discussion paper is also consistent with
Kitchener's Growth Management Strategy and the Province's Places to Grow.
But the principles for the strategy discussion also address the other corporate priorities, as staff
encourage sustainable development (i.e. "environmental") including improving transit options,
environmental remediation and corporate leadership in sustainable development. This is one
way to address another corporate priority: "quality of life". A livable community that offers
culture, safety and community spaces will be more attractive to both businesses and talent.
Finally, the proposed strategy is being developed through stakeholder consultation. But also,
embedded in the document and the mission statement is the idea of stakeholder collaboration to
achieve our goals. In this way, staff work to achieve the remaining corporate priority "leadership
and engagement".
FINANCIAL IMPLICATIONS:
The stakeholder consultation will be implemented under existing budget provisions.
COMMUNITY ENGAGEMENT:
As outlined above under "Stakeholder Engagement Process", public engagement on this
strategy includes consultation with advisory committees, a stakeholder symposium, one-on-one
consultations with partners, an online survey and a public open house. Through this
engagement, the principles in the discussion paper will be tested for their fit with the work of
partner organizations, the needs of the community, and the priorities established by the
corporate strategic plan.
CONCLUSION:
Staff will provide the discussion paper to stakeholders to frame the conversation throughout the
balance of the engagement process. In this way, staff inform participants of our work and
accomplishments to date, the environmental context for development and the current models
and principles that guide our approach to economic development. The discussion paper reflects
suggested actions already brought forward by the advisory committees and staff, and asks for
the input of stakeholders in further refining our approach.
ACKNOWLEDGED BY: Carla Ladd, CAO
2-3
CITY OF KITCHENER
ECONOMIC DEVELOPMENT
STRATEGY 2011-2015
DISCUSSION PAPER
Building on momentum
Submitted by: Rod Regier, Executive Director, Economic Development
Prepared by: Janette MacDonald, Economic Development Analyst
Cory Bluhm, Manager of Downtown Development
Silvia Di Donato, Manager of Business Development
Economic Development, City of Kitchener
Date: April 28, 2011
2-4
TABLE OF CONTENTS
Summary
Introduction
Environmental context
Global trends influencing our city _
Local trends shaping our progress
Accomplishments to date
1
3
5
5
9
13
Ourapproach 15
Corporate direction 15
Stakeholder consultation underway 15
Recommended approach 15
Strategic direction 18
Vision 18
Mission 18
Values 19
Overview of strategic themes
20
Strategic theme: an innovative economy 22
Goal 1. Business clusters prosper 22
Goal 2. Manufacturers innovate and compete 26
Goal 3. Small businesses succeed 27
Goal 4. Talented workers locate here 28
Strategic theme: a cool, dynamic downtown 31
Goal 5. People make downtown the urban heart ofthe region 32
Goal 6. Residential market is the hottest in the region 34
Goal 7. Urban chic sweeps through downtown 36
Strategic theme: an inventive approach 37
Goal 8. New developments create a clean, attractive environment 37
Goal 9. Tools enhance our effectiveness 39
Conclusion 43
Strategic alignment 43
Appendix A. Discussion paper FAQ i
Appendix B. List of stakeholders
Appendix C. Results from 2007-2010 Economic Development Strategy iv
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
SUMMARY
The city of Kitchener is the heart of Waterloo
Region, now Canada's tenth largest metropolitan
area and one of its most dynamic economies.
Throughout its history, Kitchener's economy has
prospered as a result of entrepreneurship and
innovation. From bold industrial foresight in the
previous century to the advancements of the
digital age, Kitchener continues to lead through
visionary strategies.
An economic development strategy provides a
roadmap for continued economic vitality, building
on the momentum created by the strategic
investments made possible by the Economic
Development Investment Fund (EDIF) and the
implementation of the 2007-2010 Economic
Development Strategy. EDIF was in place a full
three years in advance of the most severe global
recession in 80 years. Now the economy is
recovering, and there are emerging opportunities
as the catalytic projects made possible by EDIF
progress through their implementation.
The City of Kitchener's Economic Development
Strategy establishes the corporation's direction
regarding the investment of human, financial and
physical resources to support the city's economy.
The current strategy, drafted in 2006, was
designed to inform the City's economic
development activities until 2010. Since the fall of
2010, City staff have been engaged in a series of
discussions with the Economic Development
Advisory Committee and the Downtown Advisory
Committee to review the core assumptions of the
2007-2010 Economic Development Strategy and
the requirements for success in the next stage of
economic development. This paper presents a
summary of these discussions, including the
articulation of three themes which have emerged.
been heavily invested in the vulnerable
manufacturing industry. Support for
manufacturing remains a priority, as does the
development of small business which feeds
cluster growth. This is all made possible by talent,
an essential component of innovation, as talented
workers bring ideas and innovation to life.
Second, while an innovative economy
encompasses the regional economy, including
clusters concentrated in downtown Kitchener
(e.g., digital media), there is an additional layer of
complexity with respect to the development of
downtown. Additional staff activities including, for
example, event support, retail attraction and
establishing urban design guidelines, contribute
to attract people to the core, cultivate residential
growth and support a positive design aesthetic.
Finally, an inventive approach to the way that
staff implement the economic development
strategy will serve to drive the first two themes
forward. By leveraging our resources, staff can
make a greater impact than through conventional
methods. Historic examples include the creation
of the Manufacturing Innovation Network, and the
Economic Development Investment Fund -both
one-of-kind tools to further our work to strengthen
the local economy.
With these themes set for discussion as part of
the engagement process, this discussion paper
offers a framework to respond to a changing
development environment, including higher oil
prices, increasing global competition, local
opportunities in transit and growth management
and other factors that influence Kitchener's
economy. The resulting strategy must be flexible
to be responsive to a dynamic environment for
development.
First, an innovative economy drives cluster
development in a variety of business areas. This
supports diversification which creates new
opportunities in a community that has historically
DISCUSSION PAPER
Staff will provide the discussion paper to
stakeholders to frame the conversation
throughout the balance of the engagement
process. In this way, staff inform participants of
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
our work and accomplishments to date, the
environmental context for development and the
current models and principles that guide our
approach to economic development. The
discussion paper reflects suggested actions
already brought forward by the advisory
committees and staff, and asks for the input of
stakeholders in further refining our approach.
This document is in circulation for further input
from advisory committees as well as Council. It is
intended to be aligned with the overall goals of
the City of Kitchener Strategic Plan, but must also
be considered for its fit with the work of other
stakeholders.
The final strategy will be derived from further
consultation with stakeholders from business,
arts, culture, tourism, local government,
education sectors and the general public.
• An online survey
• A stakeholder symposium
• One-on-one consultations with stakeholders
• A public meeting
Through this consultation, a subsequent version
of this document will represent a strategic plan for
consideration by Kitchener City Council. The
approval of the plan guides economic
development to facilitate and monitor the actions
to fulfill our shared vision.
Kitchener will lead a thriving
innovative regional economy
that supports a livable
community
During May and June 2011, consultation is
intended through:
2
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
INTRODUCTION
December 31, 2002 was the last day that the
Canadian dollar closed below $0.64 US dollars.
In the following eight months the dollar climbed
steadily against its US counterpart. By the time
the City of Kitchener was preparing for the 2004
budget, it was 20 per cent above its December
closing value. Industry and community leaders
were concerned about the impact on the city's
manufacturing base. At that time, manufacturing
constituted over 27 per cent of total employment
in the Kitchener-Cambridge-Waterloo Census
Metropolitan Area.' City leaders started looking
for ways to bolster the city's economy against
ongoing manufacturing job losses.
and encourage the development of new industrial
areas in north Cambridge and Woolwich
Township around the Region of Waterloo
International Airport.
The question was put to the people of Kitchener
through an extensive public consultation process.
A panel of citizens assembled in the Council
Chambers to debate the options and formulate a
recommendation. They strongly supported the
second option and recommended the
establishment of the $110 million Economic
Development Investment Fund to make it
happen.
Also in 2002, Richard Florida published "The
Creative Class", changing the economic
development landscape. Florida's work built on
that of Michael Porter's work on jurisdictional
competitiveness and economic clusters by
focusing on the role of talented and creative
workers in the emerging economy. It emphasized
the role of place in attracting and retaining the
minds needed to compete in the increasingly
competitive global market.
A third factor came to play in the City's
deliberations in 2003 and 2004 -the city was
exhausting its supply of greenfield industrial land.
Soon it would have no locations available for
manufacturing firms looking to expand in the city.
One option was to extend the Huron Business
Park to the southwest, but was prohibitively
expensive as the area had extensive
environmentally sensitive areas and the
topography was not well-suited to manufacturing.
The second option was to focus on building new
knowledge-intensive clusters in the downtown
The Kitchener-Cambridge-Waterloo Census Metropolitan
Area (CMA) consists of Kitchener, Cambridge, Waterloo,
Woolwich and North Dumfries.
DISCUSSION PAPER
Today, we are building on the foundation laid by
those decisions. By the time the 2008 financial
crisis and recession struck, the implementation of
the new economic development strategy and
EDIF-funded projects were in full swing. In
addition to the $100 million in public sector and
institutional projects, over $140 million in private
sector investment had already been made in the
downtown and another $130 million was in the
planning process. The seeds of new digital media
and life sciences industries had been sown.
Employment in the downtown had grown at 4 to 5
per cent annually since 2004 and held its own
and rebounded quickly after the recession.
Though the recession resulted in significant job
losses in Waterloo Region, overall this urban
economy performed at a higher level and
rebounded much quicker than its counterparts
around Canada.
Today, the urban economy is on a strong footing.
Manufacturing employment has actually
increased by 6.5 per cent in 2010. Total
employment is at record highs. Personal income
is growing. And, the private sector continues to
invest significantly in both the Downtown and
suburban areas of the city.
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
However, we live in uncertain times. Global
energy markets are volatile. The future response
to climate change creates both challenges and
opportunities. Changing demographics will put
tremendous pressure on our economy over the
next five to 10 years. Social media has changed
the way that we communicate. New industries are
emerging at lightening speed and technological
innovation is starting to drive growth in the
developing world -even in places like Africa.
As Kitchener finds itself competing globally for
businesses, investment and talent, a passive
approach to economic development will almost
certainly result in missed opportunities. A
framework to respond to emerging opportunities
and challenges will better position the city to
capitalize on the strengths of this community.
Kitchener's new Economic Development Strategy
must position the city to thrive in this time of
tremendous change. It must help position our
innovative businesses to compete on the global
stage. It must help us attract and retain both
investment capital and talent. And, it must do so
while helping to reduce our environmental foot-
print and build an inclusive community.
We are asking people to engage in a discussion
about the economy of the city of Kitchener and
the best way for us to build on our momentum to
position our city for the future. Please take the
time to consider, discuss and provide us
feedback on this critical issue.
4
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
ENVIRONMENTAL CONTEXT
Global trends influencing our city
Global recession and the financial crisis
The 2007-2010 Economic Development Strategy
was adopted as the United States was on the
brink of recession. In 2007-2008, a liquidity
shortfall in the US banking system triggered
possibly the worst financial crisis since the Great
Depression. Contributing factors include
subprime lending and the US housing bubble,
rising inflation and interest rates, and an increase
in oil prices.
The ensuing global recession of 2008-2009 was
more moderate in Canada than in the United
States. In Canada real GDP fell 3.3 per cent
during a recession that lasted only three quarters
The unemployment rate rose by 2.5 percentage
points, a more moderate increase than in past
Canadian recessions.
While an international recovery is underway, the
national and provincial economy remains
vulnerable to factors such as the European debt
crisis, ongoing volatility in global energy markets,
Figure 1
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and the increasing competitiveness of emerging
economies of the developing world.
Global energy security, climate change
policy and transportation
The international and national response to the
interrelated challenges of climate change and
energy security will have significant effects on
Kitchener's economy. Volatility in global energy
markets in the past four years appears to be
continuing with oil prices increasing 20 per cent in
2010 and crossing the $100/bbl level in early
2011.2 (see Figure 1)
The International Energy Agency projects that
after the year 2010, increasing world
consumption of oil can only be met through new
and more expensive sources, meaning that high
oil prices will be here to stay. (see Figure 2)
Continued growth in the developing world will
also drive demand for oil over the planning
period, while demand in North America and
Europe is forecast to remain flat and even fall as
new transportation standards and technologies
are put in place.
Price of oil
~ ~ $40
a~
~ $20
as
°~ $0
1997 1999 2001 2003 2005 2007 2009 2011
DISCUSSION PAPER 5
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
Figure 2
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rsa
44
24
World oil production by type
Transportation issues are global with respect to
the effect of oil prices, but the magnitude of the
impact of oil shocks is determined locally -
depending upon the reliance of the community on
cars for transit, and trade activity. According to
CIBC World Markets' former chief economist Jeff
Rubin, one of the impacts of higher oil prices will
be a change in consumer behavior, with more
people choosing alternative modes of
transportation as prices increase.3 Over the
medium to long-term this will affect the form of
the city with larger numbers of people choosing to
live near cost-effective and efficient transit,
placing greater demands on the public transit
system.
Renewable energy is emerging as an economic
force as increasing concern over the
environmental impact of conventional fossil
energy creates a demand for lower carbon
alternatives. To support the expansion of
renewable energy, the Province of Ontario
passed the Green Energy and Green Economy
Actin May 2009. This included leading-edge
incentives for renewable energy generation;
s "Why your world is about to get a whole lot smaller", Jeff
Rubin. 2009.
6
Uncon4entional ail
Natural gas liquids
Crude oil -fields yet
to be developed ar found
~r Crude ail -currently
producing fields
- Total crude oil
Source: International Energy Agency, www.iea.org
notably the Act made possible the Feed-In Tariff
(FIT) program which makes renewable energy
financially viable. One objective of this legislation
is to establish competitive green energy clusters
in Ontario, creating jobs and economic
opportunities in the process.
A strong Canadian dollar
From 2002 to 2007 the Canadian dollar
appreciated over 40 cents against the US dollar,
achieving parity in November 2007. It fell back
below $0.80 USD during the 2009 recession and
has since moved back to parity with increasing oil
prices and the strength of Canadian labour and
financial markets. (see Figure 3)
The five-year increase in currency values was
one of several factors contributing to a decline in
the competitiveness of local manufacturers and
service exporters. Manufacturing employment fell
dramatically over that period, with nearly 500,000
jobs lost in Canada, including nearly 300,000 in
Ontario. Locally, manufacturing fell over the
decade by about 15,000 jobs, with 2010 offering
a small sign of improvement with slight growth. It
is likely that the Canadian dollar will remain
strong for the foreseeable future.
DISCUSSION PAPER
2-11
1994 1995 244[} 2445 2414 2415 2024 2.425 2430 2435
ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
Figure 3 CDN-US Exchange Rate
1.20
~ 1.00
p 0.80
U
~ 0.60
a~
..
~ n an
0
z 0.20
0.00
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Source: Bank of Canada, www.bankofcanada.ca/
wireless banking is transforming the African
Rise of innovation in emerging markets economy where six of the world's 10 fastest
growing economies are now located.5
Over the past four years, one of the forces on the
global economy has been the emergence of an
innovation economy in the developing world. For
decades, the large industrialized economies have
seen employment in low-skilled manufacturing
transferred to the developing world -primarily
India, China and southeast Asia.
However, the effectiveness of investments in
education and infrastructure and the emergence
of a middle class in these countries has given
them the capacity to drive innovation independent
of the western advanced economies. Western
companies now have significant research and
development units located in emerging markets.
This new capacity is now beginning to leapfrog
capacity in North America and Europe in key
industries such as renewable energy and wireless
communications. China has become a hot bed of
development in the solar industry, and is forecast
to exceed the US in output of published scientific
papers by 2013.4 In East Africa, innovation in
a BBC News, "China 'to overtake US on science' in two years",
March 28, 2011. http://www.bbc.co.uk/news/science
environment-12885271
DISCUSSION PAPER
This trend challenges the developed world and its
industries to engage with emerging markets to
remain relevant and competitive on the world
stage.
Talent and immigration
The Canadian labour market will be dramatically
altered over the next decade. The post-war baby
boom generation is now retiring and the growth in
the Canadian-born population is low, making
immigration essential, while sought-after
knowledge workers are increasingly mobile.
Nationally, immigrants who arrived during the
1990s accounted for about 70 percent of net
labour force growth between 1991 and 2001.
Statistics Canada projected in 2006 that this
e The Economist: Daily Chart. "Africa's impressive growth",
January 6, 2011/
7
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
proportion will increase to 100 per cent in the
following decade.6
and Wikipedia, has become one of the leading
online brands.10
The increasing role of immigration in labour force
growth creates challenges for economic growth,
as newly arrived Canadians find it more difficult to
secure work, and tend to earn less than
Canadian-born workers.' Finding ways to
maximize the potential contribution of immigrants
benefits not only the economy, but helps improve
the quality of life of new Canadians.
While we work to attract immigrants to this region,
there is an additional challenge in trying to retain
the nearly 100,000 students attending our
leading-edge post-secondary education
institutions.
The flow of immigrants and students in and out of
this community has still left more than 2,000 high-
techjobs unfilled, according to Communitech.
Knowledge workers are extremely mobile, and
local businesses must be able to compete with
great companies in great cities around the world.
With an aging workforce, population growth
reliant on immigration, and talent lost to outside
opportunities, it is imperative that a competitive
economic development strategy targets talent
attraction and retention as a foundation for all
activities.
Social media
Social media has become a major global force
with 22 per cent of time spent online on social
media sites.$ There are over 500 million active
users of Facebook,9 which, along with YouTube
s Statistics Canada. Education Matters: Insights in Education,
Learning and Training in Canada. "Literacy skills among
Canada's immigrant population", February 28, 2006.
Ibid.
$ Nielsen, 2010.
s Facebook, 2011
8
The speed of the adoption of social media tools
by people and organizations around the world
has transformed communications. Social media
creates both economic opportunities and new
tools to advance the urban economy.
The City of Kitchener has adopted a proactive
posture towards the use of social media tools with
a multi-pronged Social Media Strategy. As well,
the key concepts of social media have been
applied to create the Manufacturing Innovation
Network - a model for leveraging technology to
facilitate innovation in a cluster in transition.
1D Nielsen. 2010.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
Local trends shaping our progress
Regional economic performance
The City of Kitchener is part of a regional
economy with a history of success through
difficult transitions. Innovation and
entrepreneurship has allowed the local economy
to adapt to global trends. Most recently, the local
economy was forced to respond to a global
recession, but is now posting strong growth.
According to the Conference Board of Canada,
Figure 5
Kitchener-Cambridge-
Waterloo CMA
7% ~..~...ta..a..~.e,.~+ a.eT.~..esa. n..,..e. na.+s.hs.r nnn~ ®a.,...'..e..~+.~.se.~
Barrie
5%
Kitchener-Cambridge-
W aterloo
3%
1%
-1% St. Catharines-Niagara
Brantford
_3% Windsor
London
Guelph
-5%
-7%
-9
Oct-OS Dec-OS Feb-09 Apr-09 Jun-09 Aug-09 Oct-09 Dec-09 Feb-10 Apr-10 lun-10 Aug-10 Oct-10 Dec-10 Feb-11
Source: Statistics Canada, www.statcan.gc.ca
Figure 4
Percentage change in employment since 2000
50.0%
40.0%
30.0%
v
~ 20.0%
C
v 10.0%
v
rn
f6 0.0% -
c
v
w -10.0%
a
-20.0%
-30.0%
-40.0%
2000
the Kitchener-Cambridge-Waterloo Census
Metropolitan Area (CMA) posted the second
highest real GDP growth rate in the country in
2010, at 5.8 per cent. This is expected to
moderate in 2011 to 3 per cent.
During the recession, local labour force
participation remained high -nearly always
above 70 per cent -which contributed to a high
unemployment rate. Yet now, outside the Greater
Toronto Area, the Kitchener-Cambridge-Waterloo
CMA is one of only two CMAs to recover all the
jobs lost during the recession. (see Figure 5) This
demonstrates the resiliency of the local economy.
i ~- ~ ~- .
..1
-~_a ~- - r
Canada
Services-
producing sector
- ~ ~'
ener-Cambridge- - - Canada
laterloo~-MA ~ ~Ontar'io -- Manufacturing
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source: Statistics Canada, www.statcan.gc.ca
DISCUSSION PAPER 9
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
In 2000, manufacturing employment peaked at
68,600, about 31 per cent of total employment.
Since then manufacturing has fallen almost every
year, but experienced a slight recovery in 2010.
(see Figure 4) Local manufacturing employment
now makes up just over 20 per cent of total
employment, yet remains the leading industry of
employment with 53,700 employees.
While employment is the best proxy for overall
economic performance at a local level, other
indicators such as housing starts and building
permits demonstrate that the city is rebounding
from the recession. In 2010, housing starts were
up 22.5 per cent compared to 2009, and building
permits rose 36 per cent.
Growth management
The Province of Ontario projects that Waterloo
Region will grow by about 200,000 to reach a
population of 729,000 by 2031, with 40 per cent
of new development, housing and employment
occurring in the centre of the city.12 Half of that
growth will occur in Kitchener, which is expected
to grow by as many as 100,000 people and
40,000 new jobs by 2031.13
The City of Kitchener's Growth Management
Strategy (KGMS) identifies six goals:
The Economic Development Strategy and KGMS
are complimentary in that they both prioritize
urban renewal, culture and creativity, more
transportation options and a strong economy.
The KGMS urban design direction in Kitchener is
to place greater emphasis on built form and
place-making. It emphasizes access to high
quality amenities that include a mixture of land
uses and a range of housing and transportation
options.
Rapid transit
The Provincial and local policy framework is well-
suited to support the adjustment to a more energy
efficient urban form. The Province of Ontario's
Places to Grow policy, the plan to extend GO
Transit to downtown Kitchener, the Region of
Waterloo's Transportation Master Plan, and the
Region's and City of Kitchener's Growth
Management Strategies all support the
development of a more sustainable transportation
system.
It is expected that the population in the central
transit corridor will increased by 100,000, yet
there is little room to expand the existing road
network.14 With increasing emphasis on reducing
emissions and oil reliance, rapid transit offers a
sustainable transportation solution. But it also
• Enhance our valued natural and cultural
heritage resources where people want to live,
invest and be creative
• Create vibrant urban places
• Ensure greater transportation choice
• Foster a strong economy
• Strengthen communities to improve social,
cultural and recreational networks
• Manage change in an effective and
coordinated manner
12 Province of Ontario, Places to Grow, 2005.
13 Kitchener Growth Management Strategy, 2009.
10
plays an important role in talent attraction as
workers look to communities that offer
alternatives to car ownership and commutes.
The environment
The industrial revolution in Kitchener (1850-
1990) advanced Canada from a nation of farmers
and fishermen to our current information age. The
cost of our advanced standard of living is a
legacy of soil and ground waiter contamination
14 The Region of Waterloo,
http://ra pidtransit.region.waterloo.on.ca/faq. html
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
from previous land use. Kitchener's future
reurbanization and redevelopment will provide
ongoing opportunities for the restoration of our
natural environment.
offer local food. Through the success of the CFE,
local food becomes an economic driver creating
wealth and jobs in the community."
Residents have indicated through the "Who are
you, Kitchener?" campaign that the environment
is important, and that they expect the municipality
to act as an environmental steward. This means
"making green living easier" with more
transportation options, and incentives for
conservation.15
According to the 2009 Environics Survey of
Kitchener residents, 71 per cent of respondents
indicated that protecting the environment and
improving sustainability are high priorities.16
Offering a policy on environmentally sustainable
growth is not only attractive to residents, but also
the business community, especially with respect
to the issue of managing transportation as a
means of attracting talent.
Local food movement
The local food movement is associated with
environmental responsibility as long, global
supply chains have a greater environmental
impact, and are vulnerable to rising oil prices. As
well, local food is presumed to be healthier as it
does not require additives/processing to maintain
its quality.
The local food movement is now spreading
globally. While local food is associated with
proximity, to be successful it has to be able to
compete in quality as discriminating consumers
demand flavour, variety and food safety.
But an equally important part of local food is
about supporting community food enterprises
(CFEs) -the food producers or retailers that
15 "Who are you Kitchener", 2010.
16 2009 Environics Survey.
DISCUSSION PAPER
Tourism
The Waterloo Region Tourism and Marketing
Corporation (WRTMC) was launched in 2007 to
establish a collaborative regional approach to
tourism. This proved to be consistent with the
provincial direction for tourism, as Ontario began
restructuring the tourism industry by supporting
the formation of 13 new tourism regions in 2010.
Waterloo Region is positioned in Region #4,
which extends west to Lake Huron.
Each Regional Tourism Organization is
responsible for working with tourism partners to
enhance and grow that region's tourism products
and marketing activities. The intent is to better
coordinate tourism marketing and management,
attract increased visitation, generate more
economic activity and create jobs across the
province.
The province will help the industry transition to
the new tourism regions by providing $25 million
in each of the first two years of operation. This
funding is in addition to the $40 million in ongoing
annual funding announced in the 2009 Ontario
Budget.
Tourism ranks eighth among Ontario's export
industries and employs over 200,000 people. In
Waterloo Region in 2007 tourism accounted for
$300 million in GDP and employed more than
5,000 people -about 2 per cent of total
employment. There were 3,531,496 person visits
locally, primarily from domestic tourism.'$
""Community Food Enterprise: Local Success in a Global
Marketplace," Michael Shuman, Alissa Barron and Wendy
Wasserman, 2009.
'$ WRTMC Strategic Plan: 2010-2015
11
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
The WRTMC Strategic Plan for 2010-2015
identifies the following direction.
Vision: The Waterloo Region will be widely
recognized as a must-visit destination, providing
visitors with a varied and exceptional experience.
Mission: Our Mission is to increase visitors and
tourism in the Waterloo Region by focusing
resources on promoting the region and its
attractions to high-potential markets.
WRTMC will promote individual attractions as
well as marketing the region as amulti-faceted
destination. In particular, the region has strength
in festivals and events.
Arts and culture
Kitchener has many cultural assets including the
Centre in the Square, the Conrad Centre for the
Performing Arts, the Kitchener-Waterloo Art
Gallery, THEMUSEUM and many successful
events like the Blues Festival. However, there
has not been a co-ordinated approach to the role
of arts in the community to date.
Therefore, the Prosperity Council has established
the Creative Enterprise Enabling Organization
(CEEO) to cultivate the creative economy. The
CEEO will endeavour to create employment and
prosperity in creative industries, and to attract the
talent that will make this possible.
But more than that, the outcome - a vibrant arts
scene - is part of talent attraction for all
business clusters, making it a key success factor
for economic development.
12
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
ACCOMPLISHMENTS TO DATE
The 2007-2010 Economic Development Strategy
was in place during a tumultuous economic
period. With the recession of 2008-2009 and
subsequent recovery, the strategy proved to be
flexible to accommodate changing economic
circumstances.
Some of the successes during this time period
include the launch of the Manufacturers
Innovation Network (MIN), the establishment of
the Communitech Hub, implementation of the
King Street Streetscaping, and adoption of a
region-wide Brownfield incentive program
modeled after Kitchener's program - a program
that has made possible the redevelopment of
projects like the Lang Tannery.
Additional results can be reviewed in Appendix C.
Results from 2007-2010 Economic Development
Strategy and specific outcomes related to the
Economic Development Investment Fund (EDIF)
and Downtown Trends & Indicators, are outlined
below.
EDIF is driving change
In 2004, the City of Kitchener established the
Economic Development Investment Fund, known
as EDIF. The fund addressed immediate
opportunities to make strategic investments in
downtown locations for the Wilfrid Laurier
University Faculty of Social Work and the
University of Waterloo School of Pharmacy. The
fund also included allocations for downtown
streetscapes, parking solutions, and greenfield
industrial land projects.
EDIF was always seen as a long-term program
with results expected beyond its 10-year time
frame. However, preliminary analysis of the early
impacts of EDIF suggests it has made a positive
economic impact. Assessment is growing faster
near EDIF investment properties, with growth
nearly twice as high as other downtown
properties. Investments in the Shirley Drive
employment lands secured jobs, and caused
assessment and tax growth.
Downtown employment and business counts are
growing, while vacancy is falling. The
redevelopment of Kaufman Lofts has produced
270 new residential units, a project that
proceeded only after the City confirmed its
investment in the nearby School of Pharmacy.
Another nearly 450 residential units will be made
possible by EDIF, through the redevelopment of
Centre Block as City Centre Condominiums and
the Upper Storey Residential Program.
Finally, as of 2009, for every EDIF dollar, other
partners have contributed, or will contribute
$1.78, which demonstrates the capacity to
leverage city funds for stimulus. Further, in the
area surrounding the UW Health Sciences
Campus the private sector has invested
approximately $70 million and plans are
underway for an additional $23 million investment
in 2011-2012. Additional residential construction
in the downtown illustrates investor confidence in
the projects made possible through this fund. It is
this benefit of EDIF that is most difficult to
quantify. However, it is clear that the City's
commitment to development, and willingness to
invest gave the private sector confidence in the
long-term direction of the Kitchener economy.
Downtown is coming alive
Beginning with the implementation of The
Downtown Strategic Plan in November 2004, the
focus of downtown development has been to
maximize economic growth and diversity in the
central business district, benefiting Kitchener as a
whole. The objective of the action plan is to
support the residential, cultural and investment
potential of a community that is designed as a
place for people to live, learn, work and play.
DISCUSSION PAPER
13
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
Since its inception in 2004, significant results
have been made possible by the Economic
Development Investment Fund. While the fund
provided direct benefits with EDIF-sponsored
projects like the University of Waterloo School of
Pharmacy, it also stimulated investor confidence
and triggered private sector investment.
Highlights to date include:
• Major employment investments include the
Tannery District, Breithaupt Block and
consolidated Provincial Courthouse
• High density residential developments such as
Kaufman Lofts, Mansion Lofts, Le Marche
Residences, City Centre Condominiums and
Arrow Lofts.
• Digital high tech firms such as Google,
Desire2Learn, and Electronic Arts locate in
downtown Kitchener.
• Office vacancy is at an all-time low, as is
residential rental vacancy at 1.6 per cent.
• Special event attendance is at an all-time
high, peaking with the Kitchener Blues
Festival in August 2010 with 62,000 visitors,
filling local hotels with tourists in addition to a
residents, visitors and employees), but still exist,
particularly among suburban.
As well, too many retail spaces remain vacant
and many surface parking lots hold the potential
for redevelopment. Vacant downtown properties
can hold an additional 2,000 residential units and
over 1,000,000 square feet of new office space.
Together these projects can bring an additional
7,200 residents and 5,000 employees to the
downtown over the next 10 years.
One aspect of downtown redevelopment that is
particularly complex, with along-term time frame,
is transportation planning. Transit changes are
seen as a requirement for successful
reurbanization, economic vitality, talent attraction
and environmental sustainability. GO Transit, the
future multi-modal hub, and rapid transit are key
initiatives to expand public transit for future
economic growth. The planned developments in
these areas will accelerate the process of change
underway in downtown Kitchener as well as the
overall structure of the city and its labour markets.
broad regional audience
• King Street Streetscape, facade grants, and
high quality architecture reshape perceptions
of downtown.
While there have been considerable
improvements in a number of indicators, the long-
term nature of many EDIF investments means
that there is a time lag before many benefits are
fully realized.
In addition, there are still some issues that require
attention, such as a disproportionate number of
residents (2,085) compared to employees
(+12,000). According to the most recent
Environics Survey19 negative perceptions are
disappearing (particularly among downtown
19
http://kitchener.ca/en/insidecityha II/resources/EnvironicsSurve
yResults2009.pdf
14
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
OUR APPROACH
Corporate direction
stakeholders such as Communitech and
Canada's Technology Triangle (CTT).
Through extensive public consultation, the City
developed a 20-year strategic plan, which was
released in 2007. This strategic direction was
determined from the results of exercises like
"Who are you, Kitchener?" and the Environics
Survey. As well, the corporate plan built upon the
work from the following plans:
• 1999/2000 - Charting a Path for our Future.
• 2004 -Healthy Community Plan for the City
of Kitchener
• 2005 - A Plan for a Healthy Kitchener
The 2011-2015 Economic Development Strategy
offers a roadmap to achieve the community
priorities identified in the City of Kitchener's
Strategic Plan.
Stakeholder consultation
This discussion paper presents the input received
to date and translates it into the goals, objectives
and potential actions.
Input received
Priorities including innovation, sustainable living,
quality of life and leadership emerged from
consultations so far. As a way to incorporate
these priorities into economic development
practices, the innovation/cluster-based approach
to economic development suggests that the role
of the economic developer is to enable investors,
talent, and the business community to come
together. Thus, the greatest benefit is realized by
using astakeholder-based approach, with greater
emphasis on staff in a facilitation role to leverage
the capabilities and resources of the entire
community.
underway
Process
Both the Economic Development Advisory
Committee (EDAC) and Downtown Advisory
Committee (DAC) participated in a series of
consultations to provide feedback on the previous
strategy and offer suggestions for the next phase.
As well, economic development staff participated
in workshops which built upon the feedback from
the advisory committees. These sessions
provided the values and themes that are outlined
in this document.
Recommended approach
Innovation and cluster-based economic
development
In the past, efforts focused on the attraction of
industrial investment to greenfield business
parks. Economic development has changed
dramatically in the 21St century. Successful
economic development no longer emphasizes
land development, but rather engagement and
innovation in a cluster-based economy.
The draft strategy will frame discussions for the
next phase of consultations, which includes
reporting to senior staff, council and advisory
committees. As well, the public component will
include online surveys and a local economic
symposium. Finally, this document will be
considered for its fit with the work of partners and
DISCUSSION PAPER
Economic clusters are "geographic
concentrations of interconnected companies,
specialized suppliers, service providers, and
associated institutions in a particular field that are
15
2 ~ 2~
BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
present in a region."20 Clusters arise because
they increase productivity and support innovation.
However, economic clusters also have a life cycle
that is affected by changes in technology,
consumer preferences and global markets.
In Kitchener, some of our historic industries
included leather products, buttons, and tires.
Each of these was displaced by market forces.
But, in spite of these losses, employment has
continued to grow as business leaders and labour
markets adapt to capture, and in some cases
create, new opportunities.
Cluster development stages:
• Embryonic clusters -early stages of
development
• Established clusters -room for further growth
• Mature clusters -stable, but expansion is
difficult
• Declining clusters -reached their peak and
are contracting
With the transition away from traditional economic
development, emphasis shifts to new areas, as
shown in Figure 6 below. The chief competitive
advantages were once the availability of natural
resources, transportation networks and labour
costs. Now, specialized talent, research capacity,
community openness and social networks, as
well as urban design and cultural resources are
key factors driving investment decisions. This has
altered the way that we think about economic
development. Where it was once described as
"smokestack chasing" it is now about facilitating
development and innovation in a community.
Such a community will attract investment and
talent.
With this change in approach, the roles of staff
have evolved from selling land, to supporting and
leading activities that affect local cluster
development. The shift from the role salesperson
to facilitator requires staff to offer a much broader
knowledge set as it is no longer sufficient to work
with a knowledge of Kitchener's selling features;
now staff must also be informed of the nuances of
digital media or health sciences business needs,
for example. Staff must monitor and understand
industry trends and the climate for investment
and innovation.
In a rapidly evolving global market in which global
industries are emerging and falling, innovation is
the only way to ensure ongoing competitiveness
in local clusters. Innovation ignites private sector
investment. It helps to commercialize research,
foster an entrepreneurial culture and positions
companies to compete in global markets.
Figure 6
Evolution of economic development
. Regional innovation
clusters ~~~~~"
Business parks Physical proximity to Access to networks, talent, research
Highways, rail suppliers, customers, Global reach
Costs, incentives labour Market understanding
Natural resources Lifestyle
20 Michael Porter, "Location, Competition, and Economic
Development: Local Clusters in a Global Economy", 2000.
16
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
Innovation-based economic development
requires:
• Willingness to deviate from traditional and
parochial perspectives
• Encouraging public investment and risk taking
• Developing trust through collaboration
• Building consensus of constituents through
education and participation
• Support by key stakeholders including industry
associations, education institutions, and
government21
Innovation is more than the translation of ideas to
technology. For Kitchener, it also represents a
willingness to go beyond traditional boundaries
and perspectives. Through intervention and
facilitation, private sector investment is made
possible which enables economic growth and
diversification. Innovation and cluster-based
economic development highlights the following
activities:
• Identify strengths, gaps, trends and develop
foresight
• Provide catalytic investment
• Maximize successful networking, including
connectivity with education, institutions,
alliance groups, all levels of government
• Developing policies and programs that include
incentives for investment
• Implement a customized marketing strategy
for each cluster
Waterloo Region and the City of Kitchener have a
well-earned reputation for innovation. Institutions
such as the University of Waterloo, Wilfrid Laurier
University, Communitech and Conestoga College
are nationally recognized for their role in
technology, innovation and commercialization.
They are also key partners of the City in its
economic development strategy.
21 Metropolitan Policy Program at Brookings."The new `cluster
moment': How regional innovation clusters can foster the next
economy", Mark Muro and Bruce Katz, September 2010.
DISCUSSION PAPER 17
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
STRATEGIC DIRECTION
Vision
Kitchener will lead a thriving
innovative regional economy
that supports a livable
community
Kitchener's size and position suggest a greater
ability and responsibility to the larger community
to act as a leader in economic development.
Kitchener is the most populous municipality in the
region, with employment comparable to both
Waterloo and Cambridge combined. At the centre
of the region, with the historic urban core,
Kitchener is the major transit centre and home to
government, business and community services.
Kitchener is positioned to lead, but to do so in
collaboration with regional partners as the local
economy is tightly entwined. Through our regional
partnerships, shared services and the exchange
of information, we can work together to support
the regional economy.
• planning for attractive spaces and business
developments, intensification, and balanced
communities where the live-work experience
is supported (Corporate priorities: Quality of
Life, Development)
• encouraging planning for pedestrian-friendly
spaces, trails and parks (Corporate priorities:
Development, Environment)
• ensuring that different kinds of transportation
needs are met (Corporate priority:
Development)
• creating a clean environment where
Brownfields are remediated and renewable
energy is deployed (Corporate Priority:
Environment)
• promoting events, arts and culture (Corporate
priorities: Quality of Life, Downtown)
• working to create an inclusive and supportive
community that embraces diversity (Corporate
priority: Diversity)
Building a community that is safe, open and
strong allows people and ideas to flourish and in
that environment, economic prosperity is
unrestrained.
Innovation is emphasized in the vision, as it is an
essential component of an adaptable and resilient
business community. In a region that has been
heavily invested in manufacturing in the past,
innovation will drive diversification. In short,
innovation is essential to building sustainable
growth, as there is no guaranteed path to
economic vitality other than the one that accepts
the inevitability of change.
While economic development works to create
jobs, investment, and prosperity, it must be within
the context of a livable community. This is not
only beneficial to attracting talent, but it is also
part of our social responsibility to all citizens.
Some of the relevant areas that economic
development considers include:
18
Mission
Foster stakeholder
collaboration to build an
innovative and sustainable
local economy
The economic development vision emphasizes
Kitchener's role in a regional economy. With the
strength of community infrastructure including
post-secondary institutions, research institutes,
accelerator centres and other partners, we can
leverage our own resources through a
collaborative approach. This has enabled past
successes like the Digital Media Hub, where
Kitchener's thought leadership produced a
DISCUSSION PAPER
2 - 23
ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
partner-lead project that was backed financially
by other stakeholders. Through this approach, we
maximize our impact, and reinforce our
commitment to the corporate mission: Proudly
providing valued services to our community
Therefore, the economic development mission
places greater emphasis on the role of facilitator
as a path to accomplish our goals.
"The unique thing I've found about this
community is the collaborative nature of
business, government, the not-for-profit sector
and the education sector"
recession or an increase in oil prices can shock
the economy, a flexible strategy enables us to
respond.
Relentless: We are committed to overcoming
obstacles and we persevere to meet our goals.
We face risks head on.
Focused on talent: We need to ensure that this
community can compete with global locations for
talent by ensuring that young people want to stay
after graduation; new Canadians are welcomed
with open arms and diverse lifestyles are
honoured.
John Doherty, Chair of the Prosperity Council22
Values
Corporate mobilization: Economic development
is a corporate objective of the City of Kitchener
and harnesses the capacity of the whole
organization to achieve its objectives. City
Departments, Division and Enterprises work in
concert for the benefit of the larger community.
Regional: Our economy is larger than that of
some provinces. Its scale and complexity compel
us to act in concert with other economic
stakeholders.
Partnerships and community networking: We
work as a skilled intermediary, building
connections with stakeholders.
Global relevance: We work to raise the profile of
our community to a global audience. Through
CTT, Waterloo Region is promoted as a desirable
location for business.
Responsive: We need to be able to turn on a
dime. While global or national issues such as a
zz Anthony Reinhart, The Globe and Mail, "In high-tech hub, a
pair of election horse races", April 13, 2011.
Committed to a healthy community: We make
decisions that support more than economic
growth; members of the community must feel a
sense of belonging, have their values respected,
and their needs met.
Vision and foresight: We must look ahead. This
means scouring the academic and research
landscape for catalytic ideas that keep our
community above the trends. It means
recommending bold action.
These values are consistent with the prior
economic development strategy, and the way we
have always done business.
DISCUSSION PAPER 19
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
OVERVIEW OF STRATEGIC THEMES
The goals and objectives of this strategy further
three strategic themes: an innovative economy, a
cool, dynamic downtown, and an inventive
approach. Prioritizing an innovative economy and
a dynamic downtown establish the direction of
economic development, while our inventive
approach enables staff to apply creative, leading-
edge methods that advances those themes.
An innovative economy
But beyond business growth, there are goals for
downtown that are distinct from city-wide
programming, including a focus on vitality and
lifestyle, creating a vibrant retail scene, and
increasing residential intensification to support a
better balance of residents to workers. But a
healthy downtown is also a component of the first
strategic theme, for the role that it plays in
attracting talent through an authentic urban
environment.
Innovation is essential to sustainable economic
growth, and the first strategic theme captures the
activity that makes this possible. Emerging
clusters in particular depend upon the success of
innovative start-ups, who in turn are in need of a
support network that offers information and
investment to enable their success. The region
has an advantage over other communities in its
culture that values the role of the start-up. From a
history of entrepreneurship to the intellectual
property policy at the University of Waterloo, this
community has supported the development of an
ecosystem in which start-ups flourish.
But even in mature business clusters, innovation
is helping to transform business activity. And the
ability of this community to attract and retain
talent will be pivotal in determining our capacity to
generate new ideas, and fulfill the needs of
growing businesses.
A cool, dynamic downtown
A healthy downtown is a key part of the larger
regional economy. Downtown is implicitly affected
by the first strategic theme; there are
opportunities created in an innovative economy
that can be directed to underutilized space in
downtown. For instance, in the emerging life
sciences cluster, downtown benefited from the
conversion of a former parking lot into the UW
School of Pharmacy.
20
An inventive approach
Finally, a different approach to leveraging land
and financial resources helps enable the success
of the other two strategic themes. While
traditional economic development meant the
creation of industrial parks, this strategy focuses
on meeting the needs of businesses for space in
more creative ways.
Emerging clusters can be accommodated in the
urban environment on redeveloped sites. But
talent, consumers, and businesses demand
more; they want an attractive environment where
streetscaping, signage and buildings reinforce a
positive image of Kitchener. But this must all be
done in an environmentally conscious way; new
buildings can meet LEED standards,
intensification on existing industrial land can
preserve other greenfields for better uses, and
renewable resources are protected. In this
manner, the incubation and expansion of
business is supported and socially-responsible
businesses are attracted to a community that
prioritizes sustainable development.
To enable staff, economic development tools
provide the analytical research and marketing
materials necessary to attract investment, monitor
a changing economy and to position the city to
attract talent. As well, the redevelopment of its
assets can act as a catalyst to advance the City's
economic development objectives.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
Through past financial incentives and the funding
available through the Economic Development
Investment Fund, a great deal has been
accomplished -from small projects such as the
redesign of downtown business facades to the
impressive redevelopment of the Epton lands into
the University of Waterloo School of Pharmacy.
All of these projects -big or small -contribute
to the goals of one or both of the first two themes.
With EDIF now fully allocated, it is important for
the City to build a new set of tools to implement
its ambitious economic development agenda.
DISCUSSION PAPER
21
2 - 26
BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
STRATEGIC THEME: AN INNOVATIVE ECONOMY
Waterloo Region has a proven track record in
innovation. Local businesses spend more on
research and development as a percentage of
GDP than Ontario, Canada and the US. In 2005,
research and development reached 2.7 per cent
of GDP in the region. In 2006, Waterloo Region
patent applications per capita were far in excess
of Ontario and Canada, and exceeded only by a
few of the most innovative states in the US
(California, Massachusetts and Minnesota).23
dynamic nature of cluster development and
therefore acknowledge the essential monitoring
that needs to occur to identify and support
clusters with an increasing profile subsequent to
the adoption of an economic development
strategy. A flexible approach will ensure that we
respond to emerging opportunities.
Objective 1.1. Build emerging cluster:
digital media
"Over the last decade, Waterloo Region has
become one of North America's leading
concentrations of tech companies, academic and
industrial R&D, commercialization expertise and
venture and early stage capital. We want to build
on this success through further investment in a
world-class climate for research and
commercialization in Waterloo Region."
lain Klugman, President/CEO of Communitech24
Innovation drives cluster development. The
economic development strategy is intended to
facilitate innovation throughout the business life
cycle, with assistance for start-ups through, for
example, the Waterloo Region Small Business
Centre or Digital Media Hub. But there is also
support for mature clusters with, for example, the
mature manufacturing sector accessing the
Manufacturing Innovation Network.
Goal 1. Business clusters prosper
Each of the following objectives is intended to
capture emerging growth clusters, or mature and
dominant local clusters. But we recognize the
zs Canada's Technology Triangle, "Waterloo Region - a leader
in R&D expenditures and patents granted", November 6,
2008.
za libid.
22
The complexity of digital media and the speed at
which it is evolving has made it difficult to
categorize and evaluate as an industry. It is
estimated that in Ontario there are about 1,000
digital media businesses, employing 16,000
people in 2008. What is noteworthy its double-
digitgrowth rates, which makes this cluster
attractive for development.25 Current estimates
are that the global market for digital media is $1.5
trillion.zs
The 2007-2010 Economic Development Strategy
identified significant local strength in digital
media. The strategy concluded that existing
anchor firms were the foundation of a globally
competitive cluster. The result was a
Communitech-lead effort to bring private and
public stakeholders together to establish the
Communitech Hub - a digital media and mobile
accelerator centre in downtown Kitchener. The
$47 million Hub was made possible through
investment from Communitech, the City of
Kitchener's EDIF, 30 companies, a $5 million
grant from the Government of Canada, as well as
a $26.4 million investment from the Province of
Ontario.
zs Ontario Media Development Corporation,
http://www.omdc.on.ca/AssetFactory.aspx?did=6564
zs http://espressocapital.com/idmtc/index.php
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
The Hub is a 30,000 square foot facility designed
for collaboration on digital media applications,
with a presence from local leaders including
Research In Motion, Christie Digital, and Open
Text. It has become a hotbed of start-ups, and
attracted the co-location of expanding offices of
Desire2Learn and Google in the Tannery.
The incubation centre supports young companies
to take business ideas to market in areas such as
mobile platform development, gaming, film
production and 3D medical visualization.
"[The Tannery] is not just an emblem of the
Southwestern Ontario city's long history of
reinvention and resilience, but of Canada's ever
more global economic ambitions."
The Globe and Mai127
Potential actions
creates an environment positioned to attract
investment.
As of 2006, Statistics Canada states that 140,000
people were employed in the arts in Canada,
close to the same number (135,000) employed in
the auto sector. Yet in 2010 in the Kitchener-
Cambridge-Waterloo CMA employment in arts,
culture, recreation and sport (7,300) is less than a
third of manufacturing employment. Both Ontario
and Canada have higher concentrations of
employment in arts and culture occupations than
Kitchener-Cambridge-Waterloo, indicating that
there is growth potential for this cluster.
There is a growing consensus that there is
increasing momentum for support of the arts
regionally, especially through the establishment
of the Creative Enterprise Enabling Organization
(CEEO), which will continue the Prosperity
Council's earlier work to build economic success
for the region through the creative sector.
• Implement an aggressive business
development program to expand, attract and
retain digital media companies and create a
critical mass of digital media businesses (e.g.,
games, social media)
• Create networking opportunities for
businesses, suppliers, consumers, post-
secondary faculty, researchers and
government
• Work with stakeholders to ensure adequate
infrastructure is available (e.g., fibre optic,
broadband, reliable power supply)
• Your ideas go here...
Objective 1.2. Build emerging cluster:
arts, culture and tourism
A rich cultural living experience enhances the
competitiveness of the region for talent and
27 Anthony Reinhart, The Globe and Mail, "In high-tech hub, a
pair of election horse races", April 13, 2011.
DISCUSSION PAPER
The City of Kitchener's Special Events Strategic
Plan compliments the work of economic
development, as it aims to deliver festivals,
events and celebrations, and supports urban
vitality through activity.28
The Kitchener Market is the cultural experience of
food. It is the intersection of local producers,
consumers and, in the Marketplace, the culinary
genius of some of Waterloo Region's greatest
chefs.2~ Together, cultural assets and events are
the foundation for a vibrant tourism industry and a
deepening international brand for the region. This
industry can create employment and wealth. But
it also improves the quality of life in Waterloo
Region, improves our ability to attract talent to
growing companies and creates jobs in the
tourism industry.
zs City of Kitchener Enterprise Division Unit, Special Events
Strategic Plan Implementation.
29 www.kitchenermarket.ca
23
2 ~ 2~
BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
Opportunities for Kitchener include capitalizing on
the authentic urban environment to draw people
for signature events. Further, Kitchener's
emerging strength in digital media can intersect
with art to create more opportunities for cultural
and business innovation.
Potential actions
• Support the Waterloo Region Tourism and
Marketing Corporation (WRTMC) strategy by
developing distinctive events in the downtown
• Support the Creative Enterprise Enabling
Organization (CEEO) with a special emphasis
on collaborating around plans for amulti-tenet
arts facility and artist development/networking
• Facilitate programs to increase artist income
through business management support from
the Waterloo Region Small Business Centre
(WRSBC)
• Your ideas go here.. .
the region benefits from the University of
Waterloo's WISE (Waterloo Institute for
Sustainable Energy) and the Centre for Advanced
Photovoltaic Devices and Systems. With this
strength in solar energy, the Solar Industry
Networking Group (SING) was formed under the
umbrella of the Manufacturing Innovation Network
(MIN) in April 2010. In the words of one of the
region's solar industry leaders, Waterloo Region
is, in fact, the solar industry capital of Canada.
Wind energy generation is better suited to other
geographic areas in the province, but there are
local manufacturers capable of entering into the
supply chain for wind turbine production.
According to Canada's Technology Triangle
(CTT), in 2010 nearly 75 percent of all business
growth inquiries were in the area of clean
technology or alternative energy sector, which
demonstrates the local potential for this cluster.
Objective 1.3. Build emerging cluster:
renewable energy
Ontario is positioned as a leader in renewable
energy through the programs made possible by
The Green Energy and Green Economy Act of
2009. The provincial policy makes possible a
Feed-In Tariff (FIT) program which provides
guaranteed pricing for long-term renewable
energy contracts. With the incentives designed to
benefit installations made in Ontario, there is new
investment in Ontario to meet the demand for
local products. These tools have made Ontario
one of the most desirable locations to invest in
renewable energy in North America.
Ontario is the third largest North American market
for solar photovoltaic installations.30 Waterloo
Region is home to established solar companies
like Arise Technologies, Canadian Solar
Solutions Inc. and Photowatt Ontario Inc. As well,
so Renewable Energy World, "Ontario Reaching the Top in
Solar", August 23, 2010.
24
Potential actions
• Work closely with CTT and partners in market
attraction for solar and wind
manufacturers/suppliers
• Support integration of existing manufacturers
into supply chain for wind and solar
• Connect university researchers to the industry
(currently through corporate visitation)
• Your ideas go here
Objective 1.4. Build emerging cluster: life
sciences
Waterloo Region's life sciences cluster is
currently in its infancy; this is a sector with long
pipelines through research and development to
commercialization. The region is not known for
life sciences nor does it benefit from institutions
such as large teaching and research hospitals or
large life sciences companies. However, it does
have a surprisingly energetic group of small to
medium-sized life sciences companies and
remarkable research strength in areas of health
infomatics and medical devices.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
The University of Waterloo Health Sciences
Campus has become a catalyst for networking
and investment in this emerging industry. Once
fully developed, the new University of Waterloo
School of Pharmacy will have approximately 500
students, 31 along side the more than 80 students
enrolled in the McMaster School of Medicine.32
This gives strength to a developing cluster.
The indirect and direct spin-off investments are
emerging, though finding wet lab space in the
Waterloo Region has proved to be a challenge.
The Report on Life Sciences Commercialization
Model for the Waterloo Region completed by
Strategic Development Services in December
2009 had as its principle recommendation:
"Build a wet and dry lab facility to house a
life and environmental science incubator
with a minimum of 30,000 s.f. for
incubation and ideally another 30,000 s.f.
to house graduates of the incubator and/or
anchor tenants."
A life sciences networking group has been
established, which is meeting quarterly,
organized by Communitech, and a Linkedln
group is now active.
Potential actions
• Work with the UW to develop a Health
Sciences Campus Master Plan
• Determine all lab and commercialization
requirements and develop facility options
• Facilitate relationship between life sciences
and digital media (e.g., digital modeling to
replace wet labs)
• Support CTT's investment attraction efforts in
life sciences
• Your ideas go here...
Objective 1.5. Foster mature cluster:
finance and insurance
With more than 22,000 employees in this
industry, Waterloo Region is recognized as an
excellent location for financial services. It boasts
access to North America's top actuarial program,
highly-regarded business training at nearby post-
secondary institutions, and a strong technology
sector to support business activity.
Participants in a recent corporate visitation survey
indicated a desire for quality urban space, and
concern was expressed over the cost and
availability of parking in the downtown, and
finding a balance between pedestrians, vehicles,
buses, and alternative forms of transportation.
Better local transit service and access to the GTA
via GO Transit was cited as a priority, as was the
need for more retail and higher-end restaurants
catering to business lunches.
The recent announcement of GO Transit service
to the GTA commencing in 2011, and a decision
on rapid transit will help to address these
concerns.
"When your staff actually come to you and say `I
want to use alternative forms of transportation. I
do not want to drive,' and ask you to put that in a
building proposal, it means something..."
Jeff Nesbitt, VP of Agfa Healthcaress
Potential actions
• Support plans for local insurance office
expansion
• Raise profile as a head office location
• Develop program to raise region's talent
profile
31 University of Waterloo School of Pharmacy,
http://www. pharmacy.uwaterloo.ca/future-students/fag
sz The Record, "Second Kitchener health-sciences building
officially opens", April 8, 2010.
DISCUSSION PAPER
ss Frances Barrick and Terry Pender, The Record. "Support
for light-rail trains gets boost", April 14, 2011.
25
2 - 30
BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
• Explore opportunities to establish a Waterloo
Region networking group
• Your ideas go here...
Objective 1.6. Foster mature cluster: food
In 2007, food manufacturing generated about
$2.5 billion in revenue locally, positioning this
industry in third place in the CMA for revenue
generated. There are 104 businesses in the
CMA, including some of the larger manufacturers
in Kitchener (e.g., Maple Leaf Consumer Foods,
Dare Cookies, Weston Bakeries).
Food processing is a mature area of the
manufacturing sector, but it does show
considerable promise for future growth. There are
several reasons for this, such as:
• the region's location on the 401, an hour west
of the GTA, and thus close to major markets
• proximity to adjoining agricultural areas and a
ready supply of raw food for processing
• the future opening of an Ontario Centre for
Excellence in Food Processing at Conestoga
College
• the resources of the Ontario Ministry of
Agriculture Food and Rural Affairs (OMAFRA)
and the University of Guelph
Food and Rural Affairs (OMAFRA) and other
stakeholders to ensure an adequate land base
for growth
• Continue joint corporate visits with OMAFRA
staff to local food processors
• Your ideas go here...
Objective 1.7. Identify and nurture other
emerging clusters
The rapid emergence of renewable energy as a
cluster demonstrates the need for a responsive
strategy. While there are unknown opportunities
for future development, there are several known
areas that should be monitored for their potential.
Two clusters with growth potential are aerospace
and water. Kitchener is home to established
aerospace companies like Heroux-Devtek and
Chicopee Manufacturing. In the area of water, the
University of Waterloo is home to The Water
Institute, and the Federal Economic Development
Agency for Southern Ontario (FedDev Ontario) is
proposing a Southern Ontario Water Consortium
which is intended to bring together the expertise
of industry, academia, and governments in all of
the disciplines impacting on water management
and technological innovation.
Unlike many manufactured products, food needs
to be processed close to where it is grown and
where it will be consumed, and thus is somewhat
insulated from foreign competition. In addition,
North American consumers are concerned about
the quality of their food, and rely on the
assurances of inspections from regulated
government food inspection agencies. Recent
problems in the pet food industry have only
emphasized the importance of these regulations
and inspection. Kitchener has along-standing
tradition of producing quality food products, and a
trained labour force with expertise in this area.
Potential actions
• Explore aerospace cluster through future
corporate visitation
• Monitor industry response to evolving global
market conditions and regional research
projects
• Monitor city's business community to identify
other emerging clusters with potential to
compete internationally
• Your ideas go here...
Goal 2. Manufacturers innovate
and compete
Potential actions
• Facilitate relationships with the Region of
Waterloo, the Ontario Ministry of Agriculture,
In the Kitchener-Cambridge-Waterloo CMA,
employment in manufacturing peaked in the year
26
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
2000 at 68,600 jobs, making up 31 per cent of
total employment. Since then manufacturing
employment has fallen by almost 22 per cent or
about 15,000 jobs. In 2010, a slight improvement
raised manufacturing employment to just over 20
per cent of total employment, with 53,700 people
employed in this industry. Despite these
manufacturing losses, the Kitchener-Cambridge-
Waterloo CMA still has the highest concentration
of manufacturing employment among CMAs in
Canada, just slightly higher than Brantford and
Windsor.
Objective 2.1. Facilitate growth
opportunities
While some traditional manufacturing subsectors
(e.g., automotive) have been in decline, new
opportunities are emerging. Renewable energy is
a growth area, specifically in solar technology.
Several Canadian and international corporations
have plans to expand or establish a
manufacturing presence in the region. There is a
great deal of opportunity for existing
manufacturers to diversify their operations and
become part of the renewable energy supply
chain. But there is still a need to support
traditional subsectors.
Objective 2.2. Support the Manufacturing
Innovation Network
To facilitate new manufacturing initiatives, the
City of Kitchener developed the Waterloo Region
Manufacturing Innovation Network, known as
MIN. This online community was launched in
2009 with the support of community partners
including local governments, post-secondary
institutions, the Greater KW Chamber of
Commerce, Communitech and Canada's
Technology Triangle. The network connects
manufacturers with these partners, other
agencies, and stakeholders to create a more
responsive and globally competitive
manufacturing community through improved
collaboration. Currently, a MIN social media
strategy is being launched across multiple
platforms including Facebook, Linkedln and
Twitter.
Potential actions
• Strengthen online MIN community through a
strategic plan with the objective of achieving
financial sustainability over time, the
implementation of a social media strategy and
activating innovation
• Your ideas go here...
Potential actions
• Identify and promote opportunities to transition
from traditional production to new industries
such as renewable energy
• Support existing programming for retraining of
laid-off workers
• Develop the supply chain relationships in the
manufacturing community to maximize the
attraction of Tier One suppliers serving
Ontario automotive OEMs
• Support development of employment lands
east of the Grand River
• Support CTT's "Go to-Market" Strategy for
Employment Land
• Your ideas go here...
DISCUSSION PAPER
Goal 3. Small businesses succeed
Small businesses are a source of tremendous
energy in the economy. Many of our small start-
ups will drive the future economic growth. We
need to have a business environment that
supports small business, where it is easier to
raise capital, obtain critical expertise and find new
customers and suppliers.
Objective 3.1. Enhance small business
services and programming
From its three locations in Kitchener, Cambridge,
and Waterloo, the Waterloo Region Small
Business Centre (WRSBC) provides information
and services to entrepreneurs and small business
27
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
owners in both the start-up and business
development stage.
In the community, the centre is regarded as a
one-stop shop providing a wide array of business
services essential to aspiring entrepreneurs and
the small business community regardless of the
industry sector or stage of business development
(e.g., "thinking", "starting" or "growing"). The
services are beneficial especially to those
businesses with fewer than five employees,
whose operators tend to have fewer resources
and limited or specialized knowledge. In the
Kitchener-Cambridge-Waterloo CMA businesses
with 1-4 employees make up about 24 per cent
of all businesses, though there are another 53 per
cent of businesses classified as "indeterminate"
which are typically less than five employees.34
The mission of the WRSBC is to encourage and
contribute to the enterprising spirit and economic
development of our community through the
development of small business.
Potential actions
• Increase access to entrepreneurial resources
by improving online tools, resources, market
research and information
• Support networking, advisory services and
professional development training in sectors
such as retail, food, health, arts, trades, youth
and newcomers
• Partner with local business organizations to
promote available services, programs and
events for small businesses and
entrepreneurs
• Facilitate collaboration between established
small businesses and entrepreneurs,
government and universities, and business
associations to build stronger support
networks and mentorship
• Your ideas go here...
Goal 4. Talented workers locate
here
2010 WRSBC strategic plan objectives:
• Provide small business and entrepreneurs
with guidance and advice in a collaborative
environment encouraging and enabling
connectivity, interaction and innovation.
• Improve access to information and resources
and develop new programs that will focus on
individual and sector-specific needs to ensure
the continued success and diversity of small
business in Waterloo Region.
• Develop a strong network of collaborative
partnerships to develop, facilitate and promote
entrepreneurship and innovation for business
owners, youth and new Canadians.
• Foster entrepreneurial growth and
development in Waterloo Region attributed to
services offered by the WRSBC.
sa Canadian Business Patterns, June 2010.
28
Bright, well-educated, energetic people are the
life blood ofhigh-growth companies competing on
the global stage. Access to talented people has
emerged as a critical component of the decision-
making process for business site selection.
Companies in Waterloo Region require highly
qualified personnel to support their growth over
the long term. Even the manufacturing industry
will require access to talent as it recovers from
the downturn of 2008-2009.
It is imperative to economic sustainability that
Kitchener is a desirable choice for specialized
talent and entrepreneurs. To foster innovation in
mature clusters or emerging start-ups, Kitchener
needs to focus on retaining graduates from the
nearly 100,000 full-time and part-time post-
secondarystudents in the region.35 Additionally,
by 2016, Statistics Canada advises that 100 per
ss University of Waterloo, Wilfrid Laurier University, Conestoga
College, 2010 enrollment.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
cent of net labour force growth will be made
possible through immigration.36 As a community
of choice, Kitchener will need to meet the needs
and values of this next generation and new
Canadians.
"Cities that fail to attract new people will struggle
to stay prosperous and vibrant."
Mario Lefebvre, Director, Centre for Municipal
Studies, the Conference Board of Canada3
Across all strategic themes, goals address and
support factors that attract talent include bustling
downtowns, walkable neighbourhoods, diverse
career opportunities, and a vibrant art and music
scene. But rather than focusing only on talent
attraction, this strategy also includes the retention
and development of talent. As the business
saying goes, "It is cheaper to invest in keeping a
customer than to attract a new one." Our
`customer' is one of thousands of post-secondary
students already living and learning in the
community.
Potential actions
• Facilitate implementation of programs that
attract talent (e.g., cultural vitality programs,
arts, and events that emphasize diversity)
• Expand outreach activities and programs
targeted at local post-secondary students,
such as downtown tours to establish a
connection to the community (e.g., Downtown
Kitchener Walking and Tasting Tours)
• Continue the implementation of a high quality
streetscape and urban design standards to
attract the interest of young talent, including
new Canadians who have expectations for the
urban experience
• Support development of rapid transit and
intercity rail to improve connectivity for
knowledge workers
• Support Communitech's talent web portal,
www.waterlootechiobs.com, and their efforts
to recruit for member firms.
• Your ideas go here...
Objective 4.2. Support programs for new
Canadian talent
Objective 4.1. Develop programs for
talent retention and attraction
Many activities will act as both retention and
attraction programs. For example, offering tours
to integrate post-secondary students into the
community, providing affordable arts and culture
activities and answering the question: "What is
there to do in this town?"
ss Statistics Canada. Education Matters: Insights in Education,
Learning and Training in Canada. "Literacy skills among
Canada's immigrant population", February 28, 2006.
37 http://www.conferenceboard.ca/press/newsrelease/10-01-
13/Six Canadian Cities Out of 50 Have the Winning Com
bination that Attract Migrants.aspx
Within the next decade, all of our labour force
growth will be achieved through immigration.
Qualified talent and investors are looking around
the world for opportunities and this community
must compete on this world stage. Attracting the
right talent is the first challenge, but studies show
that many Canadian immigrants are discouraged
after several years and may not stay
permanently. This risk must be addressed to
ensure retention of talent.
DISCUSSION PAPER 29
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
"As a daughter, you have immigrant parents and
you realize your father and your parents not only
gave you a life and a future, but gave 60 other
[employees] a future.
Media and Design programs, and Conestoga
College Food Processing Institute
• Support online innovation networks, retraining
programs in transformative economic sectors
such as growth areas in advanced
manufacturing and renewable energy clusters
Tania Sabados, daughter of Rapid Gear founder
Julian Sabados38
Potential actions
• Monitor work by the Community-University
Research Alliance (CURA) studying the
developing advantage of Tier I I cities for
immigration retention in Ontario compared to
the large cities of Toronto, Montreal,
Vancouver, and Ottawa
• Support UW Economic Development Study of
immigrant tech workers and WLU Study to
develop "Newcomers Business Network" to
further increase chances of international talent
retention
• Support the Waterloo Regional Immigrant
Employment Network (WRIEN)
• Your ideas go here...
Objective 4.3. Create new opportunities
for talent development
As a medium-sized city, Kitchener has a distinct
advantage of being the largest urban centre in the
heart of a region with approximately 54,000 full-
timeand 44,000 part-time post-secondary
students. Retaining local students is still the most
cost-effective way to secure future talent.
Potential actions
• Support additional co-location of post-
secondary education institutions, building on
UW School of Pharmacy, McMaster School of
Medicine, UW School of Optometry, WLU
Faculty of Social Work, Conestoga College
38 Chuck Howitt, The Record. "Kitchener firm stays in gear for
35 years", March 30, 2011.
• Your ideas go here...
30 DISCUSSION PAPER
2 - 35
ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
STRATEGIC THEME: A COOL, DYNAMIC DOWNTOWN
We are witnessing the reinvention of downtown
Kitchener. It is rapidly becoming a dynamic
downtown, where more and more people are
living in cool places, working in cool
environments, creating really cool products and
services in exciting start-up companies. Nowhere
is this more evident than in the Warehouse
District. Tech workers are living in the Kaufman
Lofts and working in the Tannery. In between,
they're sipping cafe mochas at the Little Bean
and Balzac's coffee shops while devising the next
great mobile app, or discussing how to enhance
e-learning worldwide.
This is what downtowns should be about -
people living and working in really cool places,
creating really cool products. In fact, each district
is slowly discovering its own cool, dynamic side:
The City Centre District, with its contemporary
new streetscape, has opened the doors to stylish
new developments like the City Centre
Condominiums, and attracted hip new
businesses, like Treehaus, Gloss, Rarefunk and
Silver Spoon Chocolates. And the community has
embraced the new look. In 2010, King Street
hosted the largest festivals in the city's history -
23,000 to Cruising on King; 48,000 to the
Christkindl Market; and 63,000 people at the
Kitchener Blues Festival. THEMUSEUM has
delighted and inspired by showcasing
exhibits varying from dinosaurs to Figure
Andy Warhol. And the Conrad Centre ~~~
for the Performing Arts has preserved
a community-based venue for the
performing arts. Pedestrian traffic on
King Street has more than doubled .- '" ,
over the past five years, while the
number of outdoor cafes is expected
to grow to 14 in 2011. '~`- .
The Market District is slowly become
the region's culinary showcase of
international cuisine. Thai,
Vietnamese, African, Mexican, Caribbean, EI
Salvadorian, Greek... you name it, you can
probably find it here. With the Kitchener Market
consistently drawing 10,000+ people every single
week, more and more foodies are discovering
downtown's hidden gems. With the completion of
the consolidated Provincial Courthouse in 2013,
more than 1,000 lawyers, judges and social
administrators will begin to immerse themselves
in the rich tapestry of flavours.
The Civic District is home to the arts. From Bryan
Adams to Hawksley Workman and Melissa
Etheridge, the Centre in the Square played host
to more international acts in 2010-2011 than ever
before. The KPL is getting a contemporary
makeover, while the KW Art Gallery and the
Registry Theatre continue to host a mix of
internationally-acclaimed and locally-developed
exhibits and performances. With a new long-term
vision, this district is poised to truly stake its claim
as the epicenter of arts in Waterloo Region.
Finally, the Warehouse District's transformation
can be explained with three words - `King and
Victoria'. While the first wave of change saw the
arrival of the Kaufman Lofts, School of Pharmacy
and School of Medicine, the latest wave is
bringing new life to the Tannery and Breithaupt
Block. The opening of the Communitech Hub will
7
NTQWN C}ISTRICTS
1arehouse
City
-=~'
i T'
~ .~ ~....
DISCUSSION PAPER 31
2 - 36
BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
no doubt place the epicenter of creative industries
squarely on the Warehouse District. The decision
of tech powerhouses Google and Desire to Learn
to chose the Tannery as their new homes is a
clear message that today's creative minds want
to work in cool places, like Downtown Kitchener.
We're just getting started
The transformation is just beginning. New
developments and new programs continue to
emerge, such as:
• The arrival of GO Transit service
• A planned multi-modal transit hub at King and
Victoria
• The planning and development of six new
residential developments, including the future
completion of Arrow Lofts
• More than 15 fagade improvements
• A formalized Downtown Live program which
brought over 100 live music acts to King
Street in 2010, showcasing local emerging
talent
• New festivals celebrating Chinese New Year,
St. Patrick's Day and Cinco de Mayo
• New infrastructure enhancements to Hall's
Lane, Otto Street and three downtown
parkettes.
vacations, etc. No other time in the history
Waterloo Region will downtown merchants be
better positioned to flourish than over the next 10
years. But to capture these markets, Downtown
Kitchener needs to be positioned as the leading
and most desirable commercial and residential
destination in the region.
Be the tree that bears the fruit for the next
generation
Twenty years from now, residents, politicians,
critics and supporters will look back on today's
action. Did we make the right decisions today to
create the downtown that they will embrace and
love? Will an unwavering pursuit of excellence
and style today, build not just a reurbanized
downtown, but a proud and boastful city centre?
Downtown's most dramatic and influential growth
period looms ahead. No other generation will get
to reinvent downtown as ours will. Do we strive
for cool and dynamic, or settle for dull and
typical? In the end, the marketplace will dictate
the answer. But if lessons can be learned from
projects like the Kaufman Lofts, Lang Tannery
and Arrow Lofts, this community wants
excellence. Not just chic appearances, but true
urban vitality.
All totaled, from 2003 to 2016, Downtown could
witness a transformation in excess of $600 million
dollars of new investment in building projects in a
great city.
A growing urban market
From 2011 to 2016, the number of urban minded
Kitchener residents is expected to grow by about
17,000 people. Retired baby boomers will begin
to downsize and rediscover their cities. The
children of the boomers will graduate university,
looking for the action while preparing to make
their first home purchase.
Combined, these 17,000 people will spend over
$200 million on discretionary purchases every
year. That's $200 million spent on clothing,
dining, entertainment, gym memberships,
32
Goal 5. People make downtown
the urban heart of the region
"The wall is down. Kitchener is as cool a place to
be as Waterloo."
John Lind, Colliers39
Objective 5.1. Stimulate vitality
Downtown has always been, and will continue to
be, first-and-foremost, a place for people. To this
39 Chuck Howitt, The Record. "Real estate market sizzling in
region's commercial sectors", January 20, 2011.
DISCUSSION PAPER
2 - 37
ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
end, the City has invested in creating people
places:
• Apedestrian-first, festival-focused King Street
• Anew Civic Square
• Anew Speaker's Corner
• The Kitchener Market and Piazza
• Anew Victoria Park entrance
• The Health Science Campus
• A modernized Kitchener Public Library
• New public art
• The Downtown Community Centre
These spaces provide the physical foundation for
the future of downtown life. While this vitality will
occur organically, the City and its partners have a
role to play in stimulating great people activity. It's
time to shift from focusing on the `place' and to
start focusing on the `people' part of the equation.
In 2010, downtown saw a glimpse of its long-term
potential. Signature festivals and events, such as
the Blues Festival and Cruising on King, drew
record attendance figures. The first season of
Downtown Live brought more than 100 free live
performances. THEMUSEUM is drawing more
than 90,000 visitors annually. The Marketplace
brought a new culinary dimension to the
Kitchener Market. New retailers brought new
products and new life to the core. Downtown
restaurants took advantage of King Street with a
record number of outdoor cafes and patios.
While tourism is a regional initiative, the City of
Kitchener is still providing visitor information
services to capture and direct the potential
audience for local events and attractions.
Services include tours, maps, information
packages and responding to inquiries.
Looking forward, we can expect more events,
larger festivals, more live performances, new
retailers, new restaurants and even more patios
- pointing to the inevitable outcome that
Downtown Kitchener will some day soon reclaim
its claim as the centre of the region's social life.
Potential actions
• Work with the Downtown Kitchener BIA to
animate the core after 5pm
• Promote major events to attract tourists and
residents
• Your ideas go here...
Objective 5.2. Attract new retail
businesses
In 2010, the City of Kitchener began a formal
program led by the Downtown Kitchener BIA to
strengthen the retail sector downtown by
attracting a mix of retail businesses. This process
and strategy was supported by the Downtown
Advisory Committee (DAC) and prioritized for
future action. With a stronger retail offering,
downtown can compete with other retail centres
to draw people to the core.
Potential actions
• Work with local realtors and the BIA to recruit
an appropriate mix of new urban retail and
restaurant operators, with a focus on unique,
independent and authentic urban businesses
• Continue small business support program to
ensure strong independent downtown retailers
and restaurateurs
• Continue Facade Grant program and evaluate
the need for new programs that provide
specific assistance to retailers downtown
• Evaluate short-term parking availability for
retail and service sector requirements
• Continue to support the Landlord/Building
Manager Group and evaluate the need for a
proactive property standards inspection team
• Your ideas go here...
Objective 5.3. Build on success of the
Kitchener Market
The Kitchener Market is a proud tradition in the
city, with a passionate following of thousands of
committed consumers. Every Saturday for more
than 130 years, meat and fish, fruits and
DISCUSSION PAPER
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
vegetables, cheese, flowers and other local
products have flowed into Kitchener's market
building in anticipation of the thrifty and gourmet
alike. Currently it operates every Saturday with
over 80 vendors and over 10,000 visitors weekly
and more attending the international Food Court
during the week. With a recognized brand that is
growing stronger, the Kitchener Market should be
the first place people of Kitchener think about
when they want to create a great meal with
superb local produce.
Through community consultation the following
strategic objectives have been approved for
2011-2012:
School Board, and others. But it is also a place
for business, with a recognized profile as the
central location for office space in the region.
In the office market, one of the biggest trends in
2010 was the move of some high-tech tenants,
including Google and Communitech, from
Waterloo to Kitchener.4o
Emphasizing Downtown Kitchener as a premium
location for office space helps attract high-profile
tenants which not only brings more employment
to the core, but raises the profile of Downtown
Kitchener as a cool place to locate.
Potential actions
• Increase business sustainability at the
Kitchener Market by increasing the number of
customers and vendors and increasing rates
consistent with Farmers' Market Ontario
recommendations
• Continue vendor relations activities for upper
and lower vendors through networking and
collaborative policy development
• Develop and implement an annual
communications and marketing strategy to
strengthen customer awareness, increase
weekday traffic, and promote key events
• Continue community partnerships in
neighbourhood associations and key partners
such as the Waterloo Region Tourism and
Marketing Corporation to grow the culinary
tourism programs for 2011-2012
• Continue marketplace improvements such as
addressing the acoustics challenge in the
space, fostering relationships with local chefs
and attending consumer trade shows that
focus on target audience.
• Your ideas go here...
Objective 5.4. Continue to be the head
office for the region
Downtown Kitchener is the home to many
government and community services including its
own municipal government, regional
headquarters, the Waterloo Catholic District
34
• Encourage development of a variety of office
spaces to meet business and institutional
needs
• Your ideas go here...
Goal 6. Residential market is the
hottest in the region
From 2006 to 2031, the number ofurban-minded
residents (students, young professionals, empty
nesters and seniors) in Kitchener and Waterloo is
expected to grow 81,000. This growth, and the
development of rapid transit and the intercity rail
hub at King Street and Victoria Street, will
stimulate the most competitive market for condo
and apartment units in the history of the region.
To capture the majority of this growth, Downtown
Kitchener needs to become the hottest location
for new residential purchases by 2016.
Objective 6.1. Engage developers
In such a competitive marketplace, ordinary units
won't suffice. The City will need to seek out the
best builders, local and abroad, who want to build
40 Chuck Howitt, The Record. "Real estate market sizzling in
region's commercial sectors", January 20, 2011.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
only the most stylish and most eco-chic units,
offering top-notch amenities in well-planned
buildings. The Kaufman Lofts and the City Centre
Condominiums, with floor-to-ceiling windows,
stylish layouts, contemporary finishes and
sustainable features are the benchmarks moving
forward .
Kitchener offers the lifestyle sought by future
residents
• Develop a webpage promoting downtown
living
• Your ideas go here...
Objective 6.3. Engage agents
"I am very bullish on downtown Kitchener. When
the opportunity came up, we jumped at it."
Lee Piccoli, Fusion Homes, downtown land
owner41
Potential Actions
• Work with local developers who are building
new prototypes for infill development
• Meet with leading-edge development
companies from across Canada to determine
their potential interest in the Downtown
Kitchener residential market
• Your ideas go here...
Objective 6.2. Engage consumers
Delivering units and amenities tailored specifically
to demographic groups is critical to actualizing
sales. A contemporary, glass condo on King
Street, next to all the action, may not appeal to
the buyer looking for a more traditional brick
building in a quieter neighbourhood, and vice
versa. The Region's Reubanization Market Study
2010 offers an initial glimpse into the wants and
needs of Downtown's future residents.
Potential Actions
• Use the findings of the Region's
Reubanization Market Study 2010 to shape
future initiatives, ensuring Downtown
41 Terry Pender, The Record. "Guelph developer buys block
on King Street East", December 11, 2010.
Real estate agents and brokers are among the
most influential voices in encouraging or
discouraging downtown as a place to live.
Ensuring they are well informed of downtown's
key assets and amenities will lead to purchasers
making wise decisions about where in the region
they want to call home.
Potential Actions
• Regularly present to the Kitchener-Waterloo
Association of Realtors on the state of
Downtown Kitchener
• Your ideas go here...
Objective 6.4. Use City-owned lands to
facilitate new residential developments
The City is ideally situated with 14 key strategic
parcels of land ideal for redevelopment. Through
the development of a disposition strategy, the
City will assess which parcels are best suited for
residential purposes. These parcels will provide
leverage for not just attracting developers, but for
ensuring any new residential buildings meet the
demands of the future downtown consumer.
Potential actions
• Develop partnerships with leading builders to
redevelop City-owned lands for residential
development
• Your ideas go here...
DISCUSSION PAPER 35
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
Goal 7. Urban chic sweeps
through downtown
Awell-designed urban setting encourages people
to meet, collaborate, build community and spark
business innovation. Place and amenities matter
in competing to attract and retain talent, as well
as investors.
"If you have really good public space then you
can activate buildings."
Jeff Lederer, University of Waterloo School of
Architecture42
Objective 7.1. Continue to raise the bar
Architecture and urban design is the foundation
by which Downtown Kitchener's image is
established. While the City has already facilitated
many award-winning design projects, such as the
internationally acclaimed King Street, and the
widely talked about School of Pharmacy, more
great buildings and spaces are ahead. Most
notably, the Civic District will undergo a
transformation as a new contemporary glass skin
wraps the KPL, Otto Street is enhanced, and a
new urban square rises above the new parking
structure.
Potential actions
• Establish urban design guidelines for high-rise
development
• Continue to implement the Civic District vision
• Work with the region to create an award-
winning multi-modal hub that connects
Waterloo Region to Guelph, Brampton,
Pearson Airport and Union Station by rail.
• Your ideas go here...
az Terry Pender, The Record. "Well-designed urban
landscapes prevent crime, candidates tell Waterloo Region
prevention council", October 8, 2010.
36
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
STRATEGIC THEME: AN
The first two strategic themes provide direction
for the future of the Kitchener economy. But to
realize the related goals, we must continue to
innovate in how we work.
Kitchener's creative approach to economic
NVENTIVE APPROACH
We also work to achieve our objectives in a way
that honours our corporate priorities with respect
to the environment. In economic development, we
have the opportunity to promote and implement
sustainable development in much of our work,
from the intensification of industrial and
development has brought the city many
successful developments, especially downtown.
These projects were made possible in large part
by the one-of-a-kind Economic Development
Investment Fund. While the funding model is
unique, even the individual projects made
possible by EDIF are distinct.
For example, the City's loan to a private land
owner to facilitate the development of industrial
lands on Shirley Avenue resulted in early
repayment of the loan, with interest, and the
addition of industrial employment lands that
generate greater tax revenue for the City. This
was a far more efficient approach to land
development that allowed staff to focus on our
core competencies while leaving land
development to the private sector.
As well, the launch of the Manufacturing
Innovation Network (MIN) was a new approach to
connecting a business community. And many of
the City's incentive programs have been carefully
constructed to offer much more effective solutions
by, for example, changing the fapade
improvement program to allow tenants, and not
just owners, to access grants.
Within the corporation, staff are working to
implement effective tools to facilitate their work,
from the replacement of the old labour-intensive
Business Directory, to a new and more cost-
effective online model. As well, staff are
connecting across the corporation, informally and
formally in forums like the Downtown
Interdepartmental Resource Group (DIRG).
DISCUSSION PAPER
commercial land to protect greenfields, to the
remediation of former industrial sites for a myriad
of possible uses.
The reconstruction of King Street was another
example of the incorporation of sustainable
development into a project that contributed to the
aesthetic of downtown. King Street has been
recognized as a "green street' by Tree Canada
for its contribution to, and leadership in, creating
an environmentally sustainable street design.
Features include 120 new street trees, bike racks
to encourage cycling, environmentally-friendly
planter beds that collect and filter storm water,
the use of recycled materials, and improved
waste management practices.
Through these methods, we attempt to leverage
our resources to achieve a far greater economic
impact that conventional methods would offer.
But we also achieve our goals in a socially-
responsible and environmentally sustainable
manner. In this way, we work to achieve our
corporate mission "proudly providing valued
services".
Goal 8. New developments create
a clean, attractive environment
The first two themes focus on much of the work
that is done to improve the business climate for
investment; however the physical environment
and community infrastructure are still an
important part of investment decisions.
Decision makers are influenced by the quality of
the community: infrastructure, schools,
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
neighbourhoods, commercial development,
streets, parks and natural amenities, arts and
culture, downtowns, and the visual appeal of the
environment.
Objective 8.1. Support a high quality
urban environment
Kitchener has already redesigned and
constructed the streetscape on King Street to
create a contemporary street with the flexibility to
support events, parking and the movement of
pedestrians. Continuing this work supports other
strategic objectives in particular with respect to
support for the downtown aesthetic and to
overcome negative perceptions of downtown.
Potential actions
• Increase priority of gateway design and
signage at entrance to the city and downtown
• Maximize support for cultural attractions and
facilities
• Support continuing implementation of urban
design standards for private development in
support of the Kitchener brand
• Ensure that high quality urban design is a core
objective in the redevelopment of city-owned
real estate
• Continue using City facilities and infrastructure
as examples of sustainable design
• Support Parks Master Plan (e.g., trail
initiatives)
• Support transportation initiatives such as rapid
transit and Transportation Demand
Management (TDM) to promote shift away
from single occupant vehicles. (e.g., cycling,
pedestrian-friendly spaces)
• Your ideas go here
Objective 8.3. Protect and maximize
renewable resources
Three factors intersect to drive Kitchener's need
to renew some of its current urban lands:
Kitchener's industrial and commercial past;
Kitchener's dependence upon ground water for
the community's drinking water supply; and
Kitchener's plan to accommodate future growth
within current areas through urban re-vitalization.
"We are growing up in the sense that we are
realizing that we cannot just keep using good
pieces of land. So most builders as well as
potential buyers are seeing the benefits of the
condos."
Adrian Baas, Broker43
• Your ideas go here.. .
Objective 8.2. Promote sustainable
development
Through sustainable development, the City
demonstrates its commitment to a healthy
environment. Support for alternative modes of
transportation, parks, and trails, helps the city to
attract talent and encourages residents to engage
in a healthy lifestyle.
Potential actions
• Encourage LEED certification on major
development projects, including exploring the
use of financial incentives
38
With growth and intensification, staff must identify
underutilized space so that redevelopment
opportunities are maximized. The land renewal
process has transformed numerous vacant, non-
tax paying assets into productive developments.
This is especially complex in the redevelopment
of Brownfields (contaminated lands), but through
a revised regional Brownfield financial incentive
program, major initiatives such as the Lang
Tannery have been made possible. In total 52
contaminated sites have been remediated since
2005 with more than $100 million in private sector
as Rose Simone, The Record. "Condo sales boom in Waterloo
Region", November 2, 2010.
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
investment through Brownfield Financial
Incentives.
Goal 9. Tools enhance our
effectiveness
The community collectively benefits through
efficient economic and residential growth,
reduced pressure to convert farmland to urban
subdivisions, increased tax revenue and a more
livable city.
"The majority of work now is going to be
intensification, the conversion, the adaptive re-
use, the retrofitting of older buildings, the
brownfields."
Paul Puopolo, Planner-in-Residence, UVV'4
Proposed actions:
• Manage, with the Region and municipal
partners, to develop and deliver a
comprehensive set of financial and human
resource incentives to assist the private sector
in their efforts to clean up contaminated lands
• Manage the disposition, renewal and
redevelopment of surplus City-owned lands for
more economically productive private sector
uses
• Seek out and identify reurbanization
opportunities within the city and market to the
local, Canadian and international investment
communities
• Actively seek out strategies for the creation of
more employment lands within currently
industrial areas of the city, by working with
existing industrial plant owners and the real
estate community
• Your ideas go here...
as Terry Pender, The Record. "Kitchener planner takes up
residence at UVV', December 29, 2010.
DISCUSSION PAPER
Developing a tool kit of research and resources
enables staff to work more effectively to advance
the other strategic themes. Solutions have ranged
from simple, such as primary research in the
downtown, to the complex, like the adoption of
the Economic Development Investment Fund. In
this way, we demonstrate that regardless of
scale, we will work to achieve our objectives in
innovative and efficient ways.
Objective 9.1. Continue focused research
and analysis
Research and information resources are
necessary to implement these potential actions
and allow the city to respond effectively to
changes in the global, national and regional
economies. For example, to assist companies in
finding a location, a real estate directory is an
essential tool. To promote this area as a location
for investment or business, certain metrics and
statistics are required to support a case for
Kitchener. Through other programs like corporate
visitation staff connect with local businesses in
support of retention, to offer resources and
information, gather business intelligence, and
build a relationship with business leaders.
In particular, it is important to understand the
factors that attract talent. The City must monitor
the evolution of its "brand" in the minds of young
knowledge workers in order to fine tune its
approach to city building, vitality programming
and communications over time. Further study is
under way to look at ways to attract talent
including cultural activities, community diversity,
access to education, affordable high quality of life
in a green, sustainable environment. These
needs will be further confirmed with updated
surveys of talent needs.
Finally, research and local economic monitoring
provides the necessary intelligence to inform the
work of staff, which will ensure that this strategy
39
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
continues to be relevant. It aids in the observation
of new clusters of business activity, or in the
identification of areas that are at risk.
Potential actions
• Re-establish regional business database tools
• Complete real estate tool in partnership with
CTT and the Kitchener-Waterloo Association
of Realtors
• Continue to implement the Corporate
Visitation Program in partnership with
Cambridge and Waterloo, to support later
business cycle innovation (e.g., provide
information about financial support, provincial
and federal tax incentives and programs)
• Continue research partnerships with CTT, the
University of Waterloo and Wilfrid Laurier
University
• Build inventory of cluster-specific research.
• Review primary research of talent including
graduates, senior students and employees
and partner with key stakeholders to fill gaps
in knowledge.
• Conduct a biannual downtown employee
and/or resident survey.
• Your ideas go here...
doing business, possible partnerships and
lifestyle).
As well, communication tools need to be
incorporated into the plan to help us nurture
and/or develop relationships with clusters and
their decision makers.
Objective 9.3. Review downtown
incentives
For many years, developers in the Waterloo
Region ignored the downtown and focused
exclusively on suburban opportunities. This has
begun to change, although developers working in
the downtown remain one step ahead of the
market. The bulk of real estate projects remain on
the periphery of the city. However, today multiple
unit developments constitute a larger share of
residential building permits and the downtown is a
source of a very significant value with respect to
Kitchener's building permits. The scale of the
current transformation of Downtown Kitchener
was described earlier in this discussion paper. A
key feature of the process underway has been a
dramatic shift in private sector confidence in the
urban land market.
Objective 9.2. Build marketing plan and
develop brand collateral
To implement this strategy, a marketing plan will
build upon the above analytical work. This plan
will identify key messages, audiences, and
obstacles as well as propose toolkits and
timelines to use to communicate directly to the
target clusters and other key decision makers.
The emphasis of the marketing collateral will be
on focused, customized materials that meet very
specific needs. Learning from past successes,
these toolkits should incorporate modular
marketing material that can be quickly and cost
effectively customized to speak to the interests
and concerns of each target (e.g., talent pool
availability and retention, comparison costs of
40
The shift has been supported by a portfolio of key
incentives including the Brownfield Program, the
Downtown Development Charge Exemption, the
Building Permit and Planning Fee Rebates, the
Fagade Program and the Upper Story Residential
Program. A comprehensive review of these
programs is currently underway. It will provide an
assessment of the current programs and make
recommendations on potential changes which
could be implemented in the one to four year time
frame.
Potential actions
• Complete a review and bring suggested
changes to the Downtown Community
Improvement Plan Incentives to Council
• Your ideas go here...
DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
Objective 9.4. Develop comprehensive
real estate portfolio strategy
The City of Kitchener owns a portfolio of strategic
land parcels located throughout the city. They fall
into two categories: vacant employment lands
located in South Kitchener and parcels in the
downtown currently used primarily for surface
parking. Each property presents its own
redevelopment opportunity relative to its
geographical and market context, and can be a
potential catalyst to advance the economic
development objectives of the City of Kitchener.
Collectively these properties represent an asset
base that, developed intentionally, will allow the
City of Kitchener to continue the transformative
process currently underway in the urban
economy.
This portfolio has the potential to satisfy a wide
range of public policies and objectives including,
but not limited to, stimulating investment in
emerging knowledge-intensive industries,
residential intensification, high quality urban
design, sustainable design (LEED) and economic
return. The intent of the strategy is to ensure a
coordinated approach to the redevelopment of
each parcel over a five to 10 year timeframe. The
redevelopment scenario for each parcel must
leverage significant private sector or partner
investment. It must optimize sales value and
long-term tax revenue as well as reinforcing the
City's urban design and environmental objectives.
The city's disposition strategy should also
optimize the staging process by monitoring
market conditions and competition.
Potential process
involve the development of individualized
documents for each site defining the strategic
opportunities, highest and best use, constraints
and limitations, compatibility with surrounding
land uses, design considerations as well as
compliance to municipal policy objectives. A
design charrette will inform the design guidelines
for each of the downtown properties in the
portfolio.
The ultimate sale and redevelopment of the City
lands will be executed using the Request for
Proposal method. This disposition method gives
the City extensive control over property
development ensuring City goals are met.
Objectives can be outlined in advance, and the
City would have the right to refuse/approve any
particular development. The public could be
engaged in the decision process as deemed
appropriate by Council.
In addition to policy objectives, the City has a
responsibility to its tax payers to utilize its assets
to further the economic health of the City. As
such, new developments should consider
maximizing the sale value of lands and
maximizing long-term property assessment. At
the same time, the City will need to ensure
redevelopment opportunities are financially
feasible for the development industry to execute.
Potential actions
• Finalize Urban Land Development Strategy
• Establish Land Portfolio Advisory Committee
• Initiate Staged Development Process for the
City of Kitchener's land portfolio
• Your ideas go here...
A Council-appointed advisory committee
composed of development professionals in the
fields of real estate finance, planning and urban
design, architecture as well as senior City staff in
Economic Development, Planning, Finance and
the City Solicitor will be established to develop
Terms of Reference for each property, evaluate
development proposals and advise Council in the
disposition of each parcel. This process will
DISCUSSION PAPER
Objective 9.5. Continue investment in
catalytic projects
The City of Kitchener has benefited significantly
from the Economic Development Investment
Fund. Investments made possible by that fund
stimulated a fundamental shift in investor and
consumer confidence in Kitchener's downtown.
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The ability of the City of Kitchener to make an
initial investment has allowed partner agencies to
attract private sector and further public sector
funding to ambitious initiatives.
Projects funded by EDIF ranged from the
$30,000,000 grant to the University of Waterloo
for the School of Pharmacy and the $500,000
grant to Communitech to build The Hub, to a
$100,000 loan/grant investments in new upper-
story residential units in the downtown. The
founding grant to Communitech allowed that
organization to attract an additional $49 million in
cash and in-kind investment from the private
sector, and Provincial and Federal Governments
- a ratio of 1:100. This indicates that City of
Kitchener does not have to be majority funder to
facilitate a transformative investment. But, it does
have to have some funding to act as a point of
leverage to attract additional investment from
other sources.
"Does anybody believe Google would be in
downtown Kitchener today without the economic
development investment fund?"
Andrew Hilliard45
Now that EDIF is fully allocated, it is appropriate
to consider the need for a subsequent
mechanism to support catalytic economic
development projects, including other sources of
financing and evaluating the potential of
establishing a successor fund to finance apost-
EDIFeconomic development strategy for 2014-
2020.
Potential actions
• Conduct a review of the need for a successor
fund to EDIF for Council consideration
• Your ideas go here...
as http://www.therecord.com/opinion/article/301004--invest-in-
li hg t-rail
42 DISCUSSION PAPER
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
CONCLUSION
The 2007-2010 Economic Development Strategy
and the Economic Development Investment Fund
created considerable momentum. Now, we have
the opportunity to build on the many opportunities
that will continue to emerge from the early stages
of development on these catalytic projects. The
2011-2015 Economic Development Strategy will
reflect the same values and principles as the prior
strategy, but with an updated set of goals and
objectives to reflect emerging opportunities and
changing circumstances. As well, it better reflects
the corporate priorities identified under the City of
Kitchener's Strategic Plan.
Strategic alignment
The Economic Development Strategy builds upon
the City of Kitchener's Strategic Plan to reinforce
the City's commitment to growth and prosperity.
The corporate strategic plan identifies six
priorities: leadership and engagement, quality of
life, diversity, downtown, development, and the
environment. The principles in this discussion
paper are consistent with corporate priorities:
Downtown: We implement the roadmap from the
Downtown Strategic Plan, encouraging core
vitality through arts, culture and events support,
and offering solutions to adjust perceptions of the
downtown.
Development: We promote acluster-
development approach, and address urban
vitality, and employment lands. This is also
consistent with other development programs
including Kitchener's Growth Management
Strategy, and the Province's Places to Grow.
Environment: We support Transportation
Demand Management, environmental
remediation and corporate leadership in
sustainable development.
This strategic approach is consistent with the
current economic climate, and with corporate
priorities. As well, the direction for a strategy
developed within the context of the current
Kitchener Community Vision: Together, we will
build an innovative, caring and vibrant Kitchener
with safe and thriving neighbourhoods.
Leadership and engagement: The discussion
paper was developed through stakeholder
consultation and will be further refined through
additional engagement. But also, embedded in
the document and the mission statement is the
idea of stakeholder collaboration to achieve our
goals.
Quality of life: We emphasize in our vision the
importance of a livable community, and lifestyle
including culture, safety and community spaces.
Diversity: We support an open and inclusive
community that is attractive to talent and
recognizes the capacity of diverse members of
the community to contribute to our economy.
But more than that, this discussion paper outlines
the "how" to our corporate plan's "what" and
"why". Economic development is how we are
going to achieve many of our social and
environmental goals. And, it's the way we are
going to build the economy we need to support
high quality public services and a high quality of
life.
DISCUSSION PAPER 43
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
I APPENDIX A. DISCUSSION PAPER FAQ
Why prepare the economic development strategy?
Staff strive to create an environment for economic success in the community. Though the economic
development strategy will have along-term view, it will provide a direction, focus, and framework for
decision making for economic development activities over the next four years. It also informs our work
plan and resource allocation for 2011-2015.
Why prepare the discussion paper?
This discussion paper is intended to frame the conversation for the consultation process that will assist in
the composition of the final strategy. It provides background material and proposes a structure for a
strategy, which allows for input from stakeholders into both the framework and the ideas for action.
Who prepared this discussion paper?
The writing of this discussion paper is a collaborative effort of the entire Economic Development staff
team, under the leadership of the Executive Director of Economic Development. Staff also arranged for
stakeholder sessions starting in 2010 and continuing through 2011 as a foundation for this discussion
paper.
How was this discussion paper prepared?
The methodology followed so far includes: a review of previously completed studies and all relevant
documents; data and statistical analysis including labour force analysis, a review of economic reports and
forecasts including a review of leading experts, and multiple Kitchener advisory committee and
stakeholder consultations.
How does the strategy become a reality?
The City of Kitchener will collaborate with key community stakeholders to set priorities to implement the
strategy. It is expected that some of the action plans are implemented directly by staff, while other actions
require facilitation to engage other agencies and stakeholders in the fulfillment of the strategy.
Who will benefit?
Everyone who lives and works in the city of Kitchener and Waterloo Region will benefit from the strategy.
How does the community contribute to the strategy?
Stakeholder engagement includes sessions with the Economic Development Advisory Committee
(EDAC), the Downtown Advisory Community (DAC) and a full staff review in Economic Development. The
type of stakeholder input to date includes an analysis of economic context, challenges and opportunities
to carry forward momentum.
Future input will include online surveys and a symposium on the economy of Kitchener, scheduled for May
2011.
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I APPENDIX B. LIST OF STAKEHOLDERS
There are numerous partners and stakeholders who play a role in strategy implementation. Some of the
key partners are listed below.
Canada's Technology Triangle (CTT)
www.techtriangle.com
A public-private regional economic development partnership that markets Waterloo Region to the world,
and works to attract new businesses, investment and talent to the region.
Communitech
www.communitech.ca
A membership-based organization that supports regional technology companies and promotes the area
as a technology cluster.
Creative Enterprise Enabling Organization (CEEO)
www.creativeenterorise.ca
The newly launched organization derived from the work of the Prosperity Council (see below) to drive
investment through arts and culture.
Downtown Kitchener Business Improvement Area (BIA)
www.kitchenerdowntown.com
A membership-based organization to promote downtown Kitchener in support of the business community.
Federal Economic Development Agency for Southern Ontario (FedDev Ontario)
www.feddevontario.gc.ca
A provincial agency to facilitate economic development for southern Ontario.
Foreign Affairs and International Trade Canada (DFAIT)
www.international.gc.ca
A federal agency that works to promote economic opportunities and trade.
Greater KW Chamber of Commerce
www.greaterkwcha mber.com
A membership-based business association that acts as an advocate for development and the business
community.
Kitchener-Waterloo Association of Realtors (KWAR)
www. kwar. ca
A membership-based organization representing the real estate community.
Manufacturing Innovation Network (MIN)
www.waterloomin.com
An online community to connect the manufacturing community to facilitate awareness, make connections,
encourage trade and facilitate employment.
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Ministry of Economic Development and Trade (MEDT)
www.ontario.ca/economy
A provincial agency responsible for economic growth.
Prosperity Council
www. prosperitywaterloo.com
A committee providing thought leadership in region-wide prosperity.
Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA)
www.omafra.gov.on.ca
A provincial agency that supports agriculture and food, especially in rural communities.
Region of Waterloo
www.region.waterloo.on.ca
The regional government agency responsible for public health and social services, waste and water
services, and complimentary work in transportation and community planning.
Waterloo Region Immigrant Employment Network (WRIEN)
www.wrien.com
A collaborative of employers, agencies, governments, educators and foreign-trained professionals working
together to support both employers and new Canadians to improve employment opportunities and
capitalize on the advantages of immigration for the workforce.
Waterloo Region Small Business Centre (WRSBC)
www.waterloorepionsmallbusiness.com
A regional agency to support entrepreneurship through services including training, access to resources
and consultations.
Waterloo Region Tourism and Marketing Corporation (WRTMC)
www.explorewaterlooregion.com
A regional agency charged with promoting the region as a location for tourism.
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APPENDIX C. RESULTS FROM 2007-2010
ECONOMIC DEVELOPMENT STRATEGY
The following section is a condensed summary of action items listed in the 2007-2010 Economic
Development Strategy. For the complete wording of each action, please refer to the complete strategy.
1) To diversify the urban economy, the City will:
1.1) respond to opportunities for new education facilities and knowledge infrastructure;
/ The City of Kitchener has continued to facilitate discussions with WLU, UW and Conestoga
College on new opportunities to develop educational infrastructure in the downtown.
/ The City of Kitchener has supported the implementation of the Conestoga College Cambridge
Campus.
1.2.1) work in partnership to facilitate the growth of the health sciences cluster;
1.2.2) design and develop a business solution for a health sciences incubator in downtown Kitchener;
/ With CTT, co-financed and implemented a market survey and business case for a life sciences
incubator facility
/ Staff researched Health Science Tech Parks in the US
1.2.3) support the commercialization of the intellectual property (IP) generated by the health sciences
cluster;
/ Established a Life Sciences Peer2Peer group now being coordinated by Communitech
1.2.4) work in partnership to explore a life sciences investment attraction strategy;
/ With CTT attended 810 2006, 2007, 2008 and AURP 2009 to build linkages into the North
American life sciences business community.
1.3.1) continue to develop a Digital Media Cluster Strategy and action plan for growth;
/ With Communitech, facilitated the conceptualization of the Communitech Hub. Co-financed the
implementation of the Hub.
1.3.2) work in partnership to explore ways to raise Kitchener's profile in the digital media industry;
/ Have worked closely with Communitech to optimize branding opportunities associated with the
Hub. Met with digital media companies in the city on a regular basis to encourage their
identification with the city and the cluster.
/ Installation of the CUBE as an iconic landmark medium for public art displays
1.3.3) design and develop a business solution for a digital media incubator/laboratory; and,
/ Co-financed the development of the Communitech Hub.
1.4.1) support the growth and enhancement of emerging clusters.
/ Initial research into green-tech; corporate visitation in the Finance and Insurance sector,' support
for super Courthouse as catalyst for the legal community
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
2) To support manufacturing competitiveness, the City will:
2.1.1) continue to conduct an annual corporate visitation program;
/ Corporate Visitation in 2006 and 2007 were focused on manufacturing. The result of the 2008
visitation was the Manufacturing Innovation Network
2.2.1) continue partnering with the private sector, where appropriate, to develop new employment lands;
/ Worked with South Kitchener Holdings to facilitate the conversion of the 100 acre BF Goodrich
site into a new industrial business park.
/ Have planned the development of the 37 acre former Maple Leaf lands on Strasburg Rd.
/ Support the implementation of the Airport Lands as a major new employment lands area for
Waterloo Region.
2.2.2) broaden the scope of EDIF's employment land allocation;
/ EDIF now can accommodate investments in urban employment lands.
2.3.1) facilitate multi-stakeholder discussions on:
/ attracting research and development in the region's manufacturing sector;
/ enhancing the relationship between post-secondary institutions and manufacturers;
/ amulti-stakeholder manufacturing research centre and technology accelerator,
/ work in partnership to establish a mass collaboration network;
/ participation in the Region's Manufacturing Taskforce.
/ implementation of MIN as amulti-stakeholder project to encourage collaboration in process and
product innovation.
2.5.1) work in partnership to support the development, retention and recruitment of talented workers
needed by the city's manufacturing industry; and,
/ MIN Job Board now the definitive employment resource in the region's manufacturing industry
2.6.1) continue dialogue on the need for a Manufacturing Task Force to build and garner public support for
a regional manufacturing agenda.
3) To attract, retain and develop talent, the City will
3.1.1) continue to support co-location of new post-secondary education institutions in Kitchener;
/ See 1.1 above.
3.2.1) continue to support the talent recruitment work of external agencies;
/ Continued funding and in-kind support to Communitech for Waterlootechjobs.com, WREN, and
WWTAB.
3.2.2) strengthen its communication tools to appeal to the knowledge workers within the community and
from outside of the area;
/ A variety of communications tools have been developed including the City's social media strategy,
a video on urban design in Waterloo Region, new websites for the City of Kitchener and the
Kitchener Market.
3.2.3) continue to work to understand the factors that attract young talent;
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/ A comprehensive research review was conducted of talent demographics and urban lifestyle
preferences including a retail attraction strategy that targets the young tech worker cohort.
3.3.1) implement an Urban Vitality Strategy & Action Plan;
/ In 2009 and 2010, the City of Kitchener reconstructed King Street as a pedestrian environment
ideal for out door patios and cafe's. As part of that project, the City installed a digital media
projection system on City Hall to help animate the street as a unique gallery for digital art. The
City also worked with the BIA to establish Downtown Live - a entertainment program for multiple
stages on King on Thursdays and Fridays. In addition, the Special Events program hosts 80
events in the downtown annually that draw an audience of more than 400, 000 people. The City
also revamped the patio program which resulted in 6 new patios this summer and BIA provided
support through providing flower pots for the patios
3.4.1) continuously seek partnerships to align business needs with training and educational services;
/ In 2007, the Small Business Centre established two training workshops focused primarily on
downtown businesses: the downtown retail workshop aims to improve the ability of urban retailers
to achieve success. The small business workshop for the arts helps artists develop viable
business practices that position them to succeed.
3.5.1) continue to strengthen its role in arts and culture by:
• exploring the development of amulti-tenant arts incubator Downtown;
/ A study on this topic was completed by Artscape in 2006. Applications for funding of such a centre
were considered for submission to the 2009 Federal stimulus programs. However, it was
determined that further work was required to address financial and organizational questions
around the project.
• exploring opportunities attract strategic catalytic projects;
/ In 2008, the failure of the King Street Theatre created the opportunity to attract the Kitchener
Waterloo Symphony to the downtown. The KWS has diversified and strengthened the cultural
fabric of the downtown.
/ The Civic District Master Plan has positioned that area of the City as a potential home to strategic
investments in the Arts. Two additional building sites for such investments have been identified by
the design of the underground parking structure currently under development in conjunction with
the Central Library.
• promoting arts and cultural event programming;
/ The City of Kitchener currently hosts over 80 major events in the downtown on an annual basis. A
new Special Events strategy is under development.
• projecting Kitchener's identity as a creativity community on the world stage;
/ In 2010, the City of Kitchener and its cultural partners hosted Magnetic North -Canada's premier
itinerant theatre festival.
• reviewing of the City's Cultural Funding Mechanisms;
/ In 2009. Council adopted a new Community Investment Strategy with a view to leveraging the
City's investments in the not-for-profit sector including the arts. In addition, in 2010 with its
partners -the Community Foundation and the Musagettes Foundation the City facilitated the
investment of an additional $800, 000 of one-time funding in key arts organizations.
• working with stakeholders on the implementation of Culture Plan II; and,
/ City staff work closely with stakeholders in the arts and particularly with the Arts and Culture
Advisory Committee to implement key recommendations of Culture Plan Il.
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ECONOMIC DEVELOPMENT STRATEGY 2011-2015: BUILDING ON MOMENTUM
supporting the development of a new plan for the Civic District; and,
/ A master plan for the Civic District was completed in 2008. The current plans for renovation of the
Kitchener Public Library and the construction of an underground parking garage in the District
reflect the principles articulated in this plan.
3.6.1) continue to strengthen its role in urban design by:
implementing recently approved design policies and guidelines;
/ In 2006, Council adopted new urban design guidelines. Implementation of these guidelines has
been central in the design of key projects such as City Centre Condominiums and the Tannery.
High quality urban design has become a criterion in the sale of City of Kitchener land assets such
as the Elmsdale Yards. In 2009, the City, with its partners at CTT, the Region of Waterloo, the
City of Waterloo and the City of Cambridge produced a video celebrating high quality urban
design in the Waterloo Region.
• exploring changes to the City's zoning bylaw to implement design objectives; and,
/ Discussions are underway with the Planning Division regarding opportunities presented by the
Official Plan Review to reinforce urban design objectives.
exploring new tools and legislative authorities of the Planning Act.
/ See above.
4) To build a dynamic downtown, the City will:
4.1.1) review and update the Downtown Strategic Plan;
/ In 2010 Council endorsed 20 actions under four themes which build off the success of Vol. 3; staff
will develop a new strategy in 2011
4.2.1) explore expanding the fagade loan and grant programs;
/ In 2009, Council adopted an expanded fagade incentive program. This change resulted in a
significant increase in the projects implemented in both 2009 and 2010. There have been nine
projects completed to date; two currently underway; four more anticipated to start by the end of
the year,' and four others approved, but no timeline for commencement
4.2.2) work in partnership to develop a business attraction and marketing program to attract key retail and
services to support the downtown's growing residential and employment population;
/ In 2009 and 2010, the City of Kitchener worked with the Downtown Kitchener Business
Improvement Area to develop a retail attraction strategy for the downtown. This plan is currently
being implemented.
4.2.3) through increased funding, implement a King Street Streetscape Master Plan in 2008 - 2009;
/ The KSMP has been implemented. Construction was completed in 2010.
4.2.4) in partnership with the KDBA [now known as the Downtown Kitchener BIA] and other downtown
stakeholders, will support the consistent operation and maintenance of an attractive improved streetscape
in both the public and private realms.
/ Discussions are underway with the Downtown Kitchener Business Improvement Area and City of
Kitchener Operations Division to develop a new maintenance standard for the downtown.
4.3.1) develop an urban vitality program during construction phases of King Street; and,
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BUILDING ON MOMENTUM: ECONOMIC DEVELOPMENT STRATEGY 2011-2015
/ Together with the Downtown Kitchener Business Improvement Area (B/A), the City has
implemented Downtown Live, an entertainment program designed to get people out of their offices
at lunch and capture their attention from 4-6 p.m. on Thursdays and Fridays with over 100
performances throughout the summer of 2010
4.4.1) initiate a plan to systematically attract private sector redevelopment of the City's strategic downtown
properties and surface parking lots.
/ This plan is currently under development. EDAC and Corporate Management Team were
consulted in early 2010.
5) To put contaminated lands back to work, the City will:
5.1.1) continue to seek out new investment of urban redevelopment lands;
/ The City of Kitchener has attended the National Brownfield Conference every year. Investments in
target Brownfields include the Lang Tannery, and the former Collins and Aikman factory.
5.1.2) continue to work with other levels of government to bring more resources to play in Brownfield
renewal; and,
/ The City of Kitchener worked with the Region of Waterloo to develop aregion-wide Brownfield
program modeled on that of the City of Kitchener. This program dramatically increases funding
available for remediation by including the Regional component of municipal property taxes.
5.1.3) continue to market its financial incentives (EDGE).
/ The City of Kitchener financial incentives are included in all the City's efforts to promote
investment.
6) To grow small businesses, the Small Business Centre will:
6.1.1) continue to develop new programs that will focus on sector specific needs;
/ SBC reports growth in youth and newcomers establishing small businesses, online businesses
and social media marketing.
6.1.2) continue to develop a "Business Training for Artists" program;
/ This event provided artists with basic business information and access to experts for three years.
6.1.3) work in partnership to continue to deliver a seminar series for independent urban retailers; and,
/ This event continues to provide industry-specific marketing, human resource and online strategies
for highly competitive markets.
6.1.4) work in partnership to developed programs aimed at new Canadians who want to start and run a
small business.
/ Assistance was provided in partnership with other business organizations including business
planning and access to financing.
VIII
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