HomeMy WebLinkAboutCAO-07-034 - 2007-2010 Economic Development Strategy
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Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Council
June 25, 2007
Rod Regier, Executive Director, Economic Development
Cory Bluhm, Urban Invesment Advisor, Economic
Development
All Wards
June 20, 2007
CAO-07 -034
RECOMMENDATION:
2007 -2010 Economic Development Strategy
1. That the 2007-2010 Economic Development Strategy be approved, in the form shown as
attached to report CAO-07-034, including, but not limited to, the economic development
vision, six economic development objectives, and 12 best bets for new initiatives in 2007-
2008; and furthermore,
2. That the scope of funding notionally allocated under EDIF for employment land development
be expanded to adopt a broader definition of employment land by including raw Greenfield
lands as well as the renovation and reuse of existing buildings for employment.
BACKGROUND:
The attached 2007-2010 Economic Development Strategy will inform and direct Kitchener's
organizational and financial investments in economic development during the period of 2007-
2010. Kitchener's 2004 Urban Investment Strategy and subsequent EDIF investments have
had a rapid and substantial effect on the downtown. Much of the work coming out of the 2004
Strategy, although still underway, is nearing completion. Much has been learned over the past
three years and the economy has continued to evolve. It is now time to look at the next steps
needed to further advance the urban economy.
The 2007-2010 Strategy has been developed through collaborative consultation efforts,
involving Economic Development staff, Planning staff, the Economic Development Advisory
Committee, industry and institutional leaders. As a comprehensive document, it represents the
efforts, research and insight of various staff members on a variety of issues. City Council has
been engaged in a series of strategic planning sessions to help shape the city's new economic
development strategy, most recently on June 11,2007.
The City's corporate management team (CMT) has been engaged in a similar sessions in May
and June of 2007. They, as the EDIF Steering Committee have reviewed and endorsed the
request to expand the scope of the EDIF employment land allocation (recommendation #2).
Evolution of the Strateav:
In 2004, as a result of extensive analysis and public consultation, the City of Kitchener
embarked on a new direction in economic development with its Urban Investment Strategy. That
strategy shifted the emphasis in economic development from purchasing, servicing and selling
industrial land to stimulating new economic clusters primarily in the downtown, beginning with
the recruitment of two new university campuses into the downtown. Implementation was made
possible with the formation of the Economic Development Investment Fund (EDIF), a $110
million ten year investment program that would provide the resources for the City to stimulate
catalytic capital projects.
The announced commitment of City, University of Waterloo, Region of Waterloo and Province to
the Health Sciences Campus in Downtown Kitchener immediately stimulated a sequence of
projects - particularly in residential development. Andrin Homes decided to convert the
Kaufmann Building to loft condominiums. The Eaton's Lofts, Le Marche Lofts and Arrow Lofts
were all responses to the new urban market. The 2006 Downtown Monitoring Report outlines
the improvements in the downtown residential and office market between 2004 and 2007. The
effect of EDIF investments has been larger and more rapid than was originally anticipated.
In response, the City and its economic development partners have been exploring the potential
next steps in the evolution of the City's economic development strategy. As the market interest
in the downtown grows, Corporate and institutional partners have been developing a greater
enthusiasm and vision for the future of Kitchener's economy particularly relating to the Health
Sciences and Digital Media Clusters. In light of growing pressures in the City's manufacturing
industry, it is necessary to identify new ways to strengthen the competitiveness of regional
manufacturing. Across all the city's industries, innovation is the key to our future ability to
compete in global markets. Innovation, of course, hinges on the talent available to industry-
something in greater demand as industry and institutions compete for the best minds. As a
result, it is necessary for our economic development strategy to set innovation and attracting
talent as goals not just in education, health sciences, digital media, but in manufacturing as well.
REPORT:
The 2007-2010 Economic Development Strategy embraces the following vision statement:
Our shared vision for Kitchener's economy is one where, from our past to our future, we prosper
through industry, knowledge, creativity, diversity and community.
The strategy identifies six key objectives for the city's economy:
· Diversifying the Urban Economy;
· Supporting Manufacturing Competitiveness;
· Creating, Attracting, Retaining and Developing Talent;
· Building a Dynamic Downtown;
· Putting More Contaminated Lands Back to Work; and,
· Growing Small Businesses.
Of all the actions listed in the strategy, the following have been identified as the 12 Best Bets for
New Initiatives in 2007-2008:
To Diversifv the Urban Economv, the City will:
1.2.2) design and develop a business solution for a health sciences incubator in downtown
Kitchener; and,
1.3.3) design and develop a business solution for a digital media centre.
To Suooort Manufacturina Comoetitiveness, the City will:
2.3.1) facilitate stakeholder discussions on ways to stimulate innovation by attracting
increased R&D in the manufacturing sector, and opportunities to establish a mass
collaboration network.
To Attract Retain and Develoo Talent, the City will
3.2.2) strengthen its communication tools to appeal to the knowledge workers within the
community and from outside of the area.
3.3.1) implement an Urban Vitality Strategy & Action Plan; and,
3.5.1) develop a new plan for the Civic District.
To Build a Dvnamic Downtown, the City will:
4.2.2) develop and implement a business attraction and marketing program to attract key
retailers and services;
4.2.3) implement a King Street Streetscape Master Plan in 2008 - 2009; and,
4.4.1) initiate a plan to systematically attract private sector redevelopment of the City's
strategic downtown properties and surface parking lots.
To Put Contaminated Lands Back to Work, the City will:
5.1 .1) continue to plan for and seek out new investment of urban redevelopment lands;
5.1 .2) continue to work with other levels of government to bring more resources to play in
brownfield renewal;
To Grow Small Businesses, the Small Business Centre will:
6.1 .1) continue to develop new programs that focus on sector specific needs.
Modifications to the Strateav Since the June 11th Strateaic Session:
The following major changes have been made to reflect the comments and suggestions of
Council:
1. Section A "Introduction" has been modified to better distinguish between current EDIF
initiatives, and the new initiatives identified by this strategy;
2. Statements regarding "Globalization" and "Rise of the Canadian Dollar" have been added to
Section B. Kitchener in Context (page 11);
3. The Economic Development Vision has been reworded to speak more directly to the
economy (page 12);
4. "Action Oriented" and "Flexible Government" have been added to Section D. A Progressive
Philosophy (page 12);
5. 10 best bets for 2007 modified to "12 Best Bets for New Initiatives in 2007-2008";
6. Action items in the "12 Best Bets" have been reworded to imply immediate action;
7. Action 4.2.2 has been modified to include "the City will develop a business attraction and
marketing program";
8. Actions 3.5.1 (new plan for the Civic District) and 4.2.2 (downtown business attraction) have
been added to the list of Best Bets.
FINANCIAL IMPLICATIONS:
All projects are subject to the approval of a business case.
This strategy does not anticipate requiring additional funds beyond the $110 million EDIF
budget.
This strategy may require reprioritization of existing and future operating/capital budgets to
ensure certain new initiatives can proceed.
Director,
Economic Development
Attachments:
2007 -2010 Economic Development Strategy
City of Kitchener's
nomic Development Strategy
June 2007
2007-2010 Economic Development Strategy
SUMMARY ................................................................................................ 4
A. INTRODUCTION ................................................................................... 7
Evolution of the City's Economic Strategy................................................................................... 7
Completed and Current EDIF Initiatives ...........................................
Results to Date................................................................................
Ongoing Challenges ................................................................,
Next Steps: Creating an Environment for Success.........
B. KITCHENER IN CONTEXT - THE
Constant Inno va tio n .........................................
The Talent Shortage..........................
Arts, Culture & Quality of Life ...........
Environment .........
D. A PROGRES IVE PHILOSOPHy..................................................... 14
A Long-term Outlook .................................................................................................................. .14
Action Oriented............................................................................................................................ .14
FI exibl e Go v e rnment.................................................................................................................... .14
Environmental Leadership.......................................................................................................... .14
S tra tegic Investments................................................................................................................... .15
Partnerships... .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. ..
.. .. .. .. ... .... .15
City of Kitchener
2007-2010 Economic Development Strategy
Innovation & The Ability to Adapt .............................................................................................15
Inclusiveness & Public Engagement........................................................................................... .16
E. KITCHENER'S ECONOMIC DEVELOPMENT OBJECTiVES............ 17
1.0 Diversifying the Urban Economy ...........................................................................................17
2.0 Supporting Manufacturing Co mpeti tiv eness....................................................................... .21
3.0 Creating, Attracting, Retaining and Developing Talent ......................................................25
4.0 Building a Dynamic Downtown ................................................... ...................................28
5.0 Putting More Contaminated Lands Back to Work..............
6.0 Growing Small Businesses ..............................................
...............32
.................32
................32
F. THE ECONOMIC DEVELOPMENT
CO rpo rate Alignment.........................................
Economic Data and Analysis .................................
Partnerships/N etworking ...................
Marketing ...........
Eco
.. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. ... 36
H. SUMMARY TIONS...................................................................37
12 Best Bets for New Initiatives in 2007-2008.............................................................................40
I. BI BLIOG RAPHY .................................................................................. 42
City of Kitchener
2007-2010 Economic Development Strategy
SUMMARY
Waterloo Region is an extraordinarily dynamic metropolitan economy, rich in
industrial heritage while supporting innovative advances in technology, education
and the arts. As the central hub of the region, Kitchener's economy will begin to
focus less on suburban industrial land, and more on building a healthier urban
economy.
In 2004, following extensive public engagement, the City
an ambitious, one-of-a-kind economic developm
modernize and diversify Kitchener's economy. T
economic clusters in knowledge creation and life
in Kitchener's downtown, and supported matur
lands.
Today, issues of climate change,
creative city movements and mass colla
economy. In stride, the City of Kitghene
strategy by embracing a min
inclusive long-term outlook, and t
the 2007-2010 strategy advances t
talent, through marketing,
educational and cultural
4) Buildina a dvnamic Downtown through a forward looking Strategic Plan and
new design policies which emphasize the role of urban design, business
attraction, community building, cultural events and residential development in
creating a dynamic urban economy.
5) Puttina more contaminated lands back to work, by partnering with other levels
of government to strengthen Kitchener's groundbreaking Brownfield Remediation
Program which is stimulating investment and interest in underutilized lands.
City of Kitchener
2007-2010 Economic Development Strategy
6) Growina small businesses, through an entrepreneurial Small Business
Development philosophy, supported by the Waterloo Region Small Business
Centre, which provides a range of services to ensure aspiring and existing small
businesses have the information and support they need to succeed.
12 Best Bets for New Initiatives in 2007-2008
This strategy identifies 37 suggested new initiatives.
the top priority new initiatives, within each area,
following 12-18 months:
incubator
4.2.2) develop and implement a business attraction and marketing program to
attract key retailers and services;
4.2.3) implement a King Street Streetscape Master Plan in 2008 - 2009; and,
4.4.1) initiate a plan to systematically attract private sector redevelopment of
the City's strategic downtown properties and surface parking lots.
City of Kitchener
2007-2010 Economic Development Strategy
To Put Contaminated Lands Back to Work, the City will:
5.1.1) continue to plan for and seek out new investment of urban
redevelopment lands;
5.1.2) continue to work with other levels of government to bring more
resources to play in brownfield renewal;
To Grow Small Businesses, the Small Business Centre will:
6.1.1) continue to develop
needs.
City of Kitchener
2007-2010 Economic Development Strategy
A. INTRODUCTION
Kitchener is the largest municipality in the Waterloo Region - an extraordinarily
dynamic metropolitan economy supporting high levels of research and
development spending. In contrast to many urban economies, the goods sector
in Kitchener's economy has remained remarkably competitive - constituting over
35% of total employment - the second highest in the country. At the same time,
the economy is rapidly expanding, largely due to innovative firms in emerging
clusters such as Information Technology, and and Knowledge
Creation.
By many accounts, is the envy of 0
a model for the development of a .
high standard of living with
2007 Fast Facts: Citv of Kitchener
Population: 209,900
Participation Rate (% of residents in the working years of life): 70.7%
Unemployment Rate: 5.1 %
Average Household Income: $65,499
Top Employers: Schneider Foods (1688 empl.), Manulife Financial (1300 empl.)
Kitchener Census Metropolitan Area
. 1st in economic activity ranking in Canada (2005)
. 2nd fastest economic growth rate in Canada (2005)
. 3rd fastest rate of population growth in Canada
. 3rd youngest median population in Canada
. 4th largest urban centre in Ontario, 10th largest in Canada
. 4th fastest growing urban centre in Canada 2008-2010 (Conference Board forecast)
. 5th largest per capita immigrant population in Canada
Economic Strategy
In 2004, as a of extensive analysis and public consultation, the City of
Kitchener embarked on a new direction in economic development with its Urban
Investment Strategy. That strategy shifted the emphasis in economic
development from purchasing, servicing and selling industrial land to stimulating
new economic clusters primarily in the downtown, beginning with the recruitment
of two new university campuses. Implementation was made possible with the
formation of the Economic Development Investment Fund (EDIF), a $110 million
ten year investment program that would provide the resources for the City to
stimulate catalytic capital projects.
City of Kitchener
2007-2010 Economic Development Strategy
Completed and Current EDIF Initiatives
The following initiatives were made possible by the EDIF fund and strategic
partnerships:
· The Wilfrid Laurier University Faculty of Social Work opened its doors to
its first students in September 2006. The which brings more than
300 students and faculty to the core each day, is in the former St.
Jerome's High School building on Duke Street.
providing a range of
· The University of Waterl001s Downtown Ki
officially broke ground on the site of the f
at the corner of King and Victoria Stre
Waterloo announced that the campu
school, affiliated with McMaster
· The Centre Block Request
document was issued to the dev
The City will solicit
recommendation on
Pending approval, negotia
2007.
expected to be completed in 2007,
that will benefit both the park and
Results to Date
The effect of EDIF investments has been larger and more rapid than was
originally anticipated. The announced commitment of the Health Sciences
Campus in Downtown Kitchener immediately stimulated a sequence of projects -
particularly in residential development. Andrin Homes decided to convert the
Kaufmann Building to loft condominiums. The Eaton's Lofts, Le Marche Lofts and
Arrow Lofts were all responses to the new urban market. The 2007 Downtown
City of Kitchener
2007-2010 Economic Development Strategy
Monitoring Report outlines the improvements in the downtown residential and
office market between 2004 and 2006.
Ongoing Challenges
Kitchener has a rich industrial heritage of successful 19th and 20th Century
manufacturing industries. Many of these industries are becoming less
competitive as a result of intensifying foreign competition and a rapidly rising
Canadian Dollar. Closures and relocations have left a Ie of obsolete and, in
many cases, contaminated lands (brownfields) in t ntown and Central
Neighborhoods. Kitchener's urban retailers have fel etition of suburban
shopping malls and the downtown witnessed de verall assessment
during the 1990s. The city is facing a decline i rban greenfield
employment lands that have been the m . I investment
since the 1980s.
In the face of these challenges, th
economy by building .
is promoting its ne
talent, which will
high quality inte
ntinue to reinvent their
. The City of Kitchener
to attract investment and
loyment, wealth, assessment, and
environment and the economy;
lIy and economically;
w development;
on greenfield assessment, by reclaiming core sites
omic activity; and,
· Building amic downtown that offers big city excitement and
economic opportunity.
Today, the City and its economic development partners are exploring the
potential next steps in the evolution of the City's economic development strategy.
As the market interest in the downtown grows, corporate and institutional
partners have been developing a greater enthusiasm and vision for the future of
Kitchener's economy particularly relating to the Health Sciences and Digital
Media Clusters. In light of growing pressures in the City's manufacturing industry,
it is necessary to identify new ways to strengthen the competitiveness of regional
City of Kitchener
2007-2010 Economic Development Strategy
manufacturing. Across all the city's industries, innovation is the key to our future
ability to compete in global markets. Innovation, of course, hinges on the talent
available to industry - something in greater demand as industry and institutions
compete for the best minds. As a result, it is necessary for our economic
development strategy to set innovation and attracting talent as goals not just in
education, health sciences, digital media, but in manufacturing as well.
The result is the 2007-2010 Economic Development Strategy, which builds on
the direction and success of the 2004/5 Urban Investment Strategy. Over the
next four years, the new strategy seeks to take Kitchene anomy to the next
level by position the city's economy to flourish in the lIy changing global
context.
City of Kitchener
10
2007-2010 Economic Development Strategy
B. KITCHENER IN CONTEXT - THE DYNAMIC NEW
ECONOMY
Our economy is continuing to evolve. Technological change continues to
accelerate, further challenging firms to innovate and diversifying the economy in
the process. What will the economy of the future look like? We may never be
able to predict the future, but this strategy looks to anticipate and respond to
economic change. It is designed to help position the city's nomy to be able to
adapt and succeed as global conditions change. sample of external
forces that are influencing Kitchener's economy:
Constant Innovation
Today's economy is in a state of con
externally or streamlining internally,
competitiveness while t
businesses, service, support
Demographic Change
By 2016, Kitchener
nesters and senior
-170,000 more
accommodation
densities. Our
attract
growi
I study showed that 26% of employers would have
r permanent positions in the past six months had the
s competition for talent will increase as the baby boom
generation mov ugh retirement. Research also shows that recent
graduates will choose first a community and then find a career. They are no
longer tied geographically to a city, region or even a country. This shift has
forced companies to find and follow talent. Businesses are locating in cities with
a resident pool of creatively talented workers; and in cities offering the type of
community amenities and lifestyles sought by their employees. Understanding
how to better attract, retain and develop creative knowledge workers will keep
Kitchener competitive with cities around the world.
City of Kitchener
11
2007-2010 Economic Development Strategy
Arts, Culture & Quality of Life
Urban vitality, characterized by a full selection of cultural amenities and public
art, is key to attracting talented workers. Bustling street life, vibrant
entertainment and nightlife, inclusiveness and ethnic diversity are features
proven to attract creative minds. Meanwhile, quality schools, parks and
recreational choices attract young families.
Growth Management
Provincial and Regional growth strategies,
as transportation demand management, will dire
housing and employment to the centre of
balance of residential and employment Ian
competitive development costs, a thriving
neighbourhoods will enable urban intensi
e scale manufacturing,
t land solutions. As
industrial expansion,
on infill development,
and redevelopment of
economy and downtown
Employment Land Man
With a limited supply of industr
Kitchener has begun to supp
Woolwich and Cambrid
Kitchener is redefini
brownfield remedi
underutilized I
employment ba
Env
A r around climate change, air quality, energy
consu nd water resource protection have begun to
affect ec People are beginning to choose where they live and
work base al factors - by walking to work, living close to transit
routes, etc. tive cities are now attracting creative workers, it's
conceivable tha n Kitchener could attract environmentally conscious
workers and com es. Kitchener's first step was the creation of the Local
Environmental Action Fund to accelerate park and trail development,
protect natural resources, urban street trees. Opportunities exist to
create new funding mechanisms to support sustainable development (LEED
Certified) expanding the application of the City's successful tax increment
financing programs.
City of Kitchener
12
2007-2010 Economic Development Strategy
Transportation Demand Management
Aspiring to reduce traffic congestion, commuting times greenhouse gas
production and smog, municipalities are beginning to assess new ways of
offering transportation services. For Kitchener, a potential rapid transit system
would redefine our urban structure. Downtown and the mixed use corridors
would instantly become more accessible to a larger employment pool and an
audience of prospective urban dwellers.
Urban Design, Quality of Place & Place
A visually appealing city with bustling main streets
influence where a person wants to live, and
business. Kitchener has just begun to
regulatory authority to create a beautiful city
of private developers for their role
development.
Mass Collaboration
New technology, which can con
revolutionizing how people do
redefined the shari
collaborative entert .
thousands of cr
advance comm
economic devel
mass call
GI
Rise of the Canadian Dollar
The recent rise of the Canadian dollar has created challenges in the
manufacturing sector, as industries compete for international production.
Increasingly, Canada is losing its competitive edge for cost-effective
manufacturing.
City of Kitchener
13
2007-2010 Economic Development Strategy
C. ECONOMIC DEVELOPMENT VISION
Our shared vision for Kitchener's economy is one where, from our past to our
future, we prosper through industry, knowledge, creativity, diversity and
community.
D. A PROGRESSIVE PHILOSOPHY
A Plan for a Healthy Kitchener states that
caring and vibrant Kitchener". This forms
approach to economic development.
A Long-term Outlook
Economic investments today a
immediate results may not alwa
term economic prosperity for th
as well as
City to respond to immediate
I be in accordance with the long-term
hener strives to operate with a nimble, "call to
te economic opportunities.
creativity and willingness to be flexible with its use of
I assets and application of laws. This strategy continues
ed approach to government.
Environmental Leadership
The City seeks to establish a position of leadership in environmentally
sustainable development in creating innovative incentive programs and
supporting infrastructure. This will contribute to a new urban identity as
Kitchener competes for a creative and energetic new labour force.
City of Kitchener
14
2007-2010 Economic Development Strategy
Strategic Investments
To enable the City of Kitchener to respond to strategic Economic Development
opportunities, Kitchener City Council created a flexible $110 million Economic
Development Investment Fund financed through a special 10-year tax
levy, commencing in 2004. has enabled Kitchener to secure both
Downtown university campuses, and facilitate the development of private
industrial land. These kinds of projects act as catalysts for further private sector
investment and translate into meaningful economic benefits in the form of jobs,
redevelopment of downtown space, and new cluster ment (such as the
emerging health sciences cluster).
Partnerships
The City of Kitchener is one player in a co
in economic development is to find way
the investment required to deliver
assessment.
While the City plays a central
must act as a catalyst for other
role in building an economy for
facilitates extensive st
extensively with th
projects, such as .
will capitalize on investment
o Adapt
by knowledge, innovation and entrepreneurship.
y embraces these traits by seeking out creative new
g our economy. Kitchener will learn from other cities
e its own destiny with unique ideas and approaches.
To this extent, the economic strategy must be able to evolve - constantly
adapting to new trends and market forces. As an organization, the City of
Kitchener will invest in research and innovation to ensure this strategy stays
aligned with changes in the global economy.
City of Kitchener
15
2007-2010 Economic Development Strategy
Inclusiveness & Public Engagement
The Economic Development Strategy relies on extensive ongoing public support.
The City works to engage and include the on the economic development
agenda in a variety of ways. The Development Advisory Committee
and the Downtown Advisory Committee compliment extensive public consultation
processes that explore major economic policy and program options. The City will
continue to:
- engage the public in the two-way communication
development strategy, specific capital projects;
seek out and engage creative minds who can sh
opportunities;
- explore mass collaboration models a constant
innovation; and,
- explore new communication tools t
opportunity to participate and share.
The City of Kitchener and its partners c
The community needs entrepreneurial
change. The City will create an en
community-based leadership,
alike, can take ownership over e
City of Kitchener
16
2007-2010 Economic Development Strategy
E. KITCHENER'S ECONOMIC DEVELOPMENT
OBJECTIVES
The City of Kitchener's Economic Development Strategy is based on two
complementary ideas in economic development- creating competitive clusters
and building a creative city.
The strategy is backed up by a $110 million Economic D
Fund (EDIF), focused on downtown revitalization and
reinforced by an organizational approach that buil
stakeholders to leverage resources and com .
resources available through the city - sue
community services and capital investment.
The Kitchener Strategy has six areas of f
1. Diversifying the urban econom
2. Supporting manufacturing com
3. Creating, attracting, ret
4. Building a dynamic Do
5. Putting more contamina
6. Growing small businesse
developing cluster strategies for
tering the development of an Arts & Culture Cluster,
omponent of talent attraction (see section 3.2).
Other clusters co to emerge. The City will work with stakeholders to
explore opportunities by providing research to determine if and when they should
become priority clusters for investment. They include, but are not limited to:
- Fashion Merchandising and Interior Design (part of a larger Arts & Culture
Cluster);
- Professional Design and Development - Architecture, Planning, Engineering,
etc.; and,
- Diverse Downtown Dining (part of a larger Arts & Culture Cluster).
City of Kitchener
17
2007-2010 Economic Development Strategy
1.1 Education and Knowledge Creation
Kitchener's support for the education and knowledge creation cluster represents
an important step in the revitalization of Downtown. The Waterloo Catholic
District School Board Administration Offices, Wilfrid Laurier Faculty of Social
Work, the University of Waterloo School of Pharmacy and the McMaster Faculty
of Health Sciences were successfully attracted Downtown. Together they will
bring over 1500 faculty and staff and investment estimated at $200 million into
Downtown Kitchener.
Education and Knowledge Creation is also
organizations such as the St. Louis Adult L
and the Cameron Heights International
schools in the Downtown include the T
and CDI College, demonstrating that Kit
investment in education.
These kinds of institutions crea
young, ambitious minds, create
invention and innovation. Collecti
and attract investme
pharmaceutical fi
Actions:
for new education facilities and
arise. The City will assist with facilitation,
here viable opportunities exist.
alth Sciences
million investment in the University of Waterloo
Downtown Kitchener will be the catalyst for a Life
Sciences cluster, sing on Pharmaceuticals and Biotechnology. This cluster
is expected to emerge from two directions. First, it is anticipated that the
Research and Development activities by the faculty will support the incubation of
small industry start-ups by faculty and research staff. Secondly, the campus may
attract domestic and international Biotechnology/Life Science companies looking
to establish a presence close to this facility.
Through this process, Kitchener will benefit from the reputation, intellectual
property and commercialization policies of the University of Waterloo, and its
supporting programs in nanotechnology, engineering and information technology.
City of Kitchener
18
2007-2010 Economic Development Strategy
The City's EDGE incentives program (Encouraging Development for Growth
Efficiency) will play an important role in enhancing the attractiveness of
downtown property for new firms. It is anticipated that existing Downtown and
Central Neighbourhood lands can be utilized for the incubation of small start-ups
and fully operational enterprises.
However, specific research infrastructure is required to attract research activities
and effectively support the incubator function.
Actions:
1.2.1) The City will work in partnership with CTT,
River Hospital, St. Mary's Hospital and the lac
explore ways to facilitate the growth of this
profile in the health science industry.
1.2.2) The City will design and develop
incubator in downtown Kitchener.
laboratories, diagnostic laboratories an
manufacturing;
sciences
Communitech, Grand
local sciences industry to
strategy that capitalizes on the
rce and infrastructure to attract
1.3
Digital with technology. Also known as "new media"
or "interac luster includes businesses operating in 3D imaging
(medical, , etc.), Internet media, digital publishing,
DVD/CD/Gam and digital music production. Kitchener's digital media
cluster includes ranging from internationally important digital production
technology companies to self-employed content creators.
In a study completed in October 2006, "The State of Science and Technology in
Canada," New Media was judged to have the highest potential for growth
prospects, exceeded only by oil sands and related industry. Digital Media has
the capacity to collaborate with, and advance, other clusters and industry sectors
including advanced manufacturing businesses.
A Digital Media Cluster working group has been established to explore ways to
City of Kitchener
19
2007-2010 Economic Development Strategy
facilitate the growth of this cluster in the Region. In association with leading
businesses such as Christie Digital and Desire2Learn, the University of Waterloo
and Conestoga College, formalized networking is supporting a hub of activity
which accelerates research, development and commercialization. The Canadian
Centre for Art and Technology (CCA T) is a research enterprise that furthers
commercialization of leading edge concepts and is actively engaging global and
local research with a focus on enterprise. Downtown Kitchener could become
the focal point of this cluster, by attracting academic and research institutions,
new businesses and talented workers.
Actions:
1 .3.1) The City will continue to develop a Digit
mobilize partnerships, gather business insight
growth.
1.3.2) In partnership with key private s
institutions, the City will explore ways
media industry.
Recent
r Design
othing retailers now operating Downtown, a
aters largely to urban professionals and young
Toronto, New York and Barcelona have shown an
ung professionals while gentrifying main street retail
ndon are both experiencing a resurgence of fashion
wns.
Likewise, the interior design industry should emerge in concert with the opening
of the various loft condo projects. Catering to the same desires for personal
style, this cluster would include both consulting services and furniture/home
accessory merchandisers, such as Schreiter's Furniture.
The City is working with the Kitchener Downtown Business Association and its
members to develop a strategy for supporting existing retailers while attracting
new retailers and designers.
City of Kitchener
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2007-2010 Economic Development Strategy
Professional Design & Development
The recent moves by Stantec, CH2M Hill and Robertson Simmons Architects to
Downtown Kitchener have strengthened an already diverse collection of business
who serve the development industry. With more than 20+ firms already
operating, City initiatives could focus on strengthening and supporting the cluster,
rather than growing the number of businesses.
Diverse Downtown Dining
There are currently more than 100 restaurants in and around Downtown
Kitchener, representing more than 18 different ethnic orig' Working with the
KDBA, a strategy will be developed to assist in the m and networking of
the collective potential of this industry.
Actions:
1.4.1) The City will explore ways to
emerging clusters, such as fashion
Over the past several
structural adjustme
prices, a strength
the North Ame
region has, as
employme
2000.
undergone a period of
ompetition, rising energy
sues facing the competitiveness of
anufacturing employment in the
change. In 2006, manufacturing
aching a peak of 68,000 in the year
ontinues to be a major economic driver in
h 24% of the workforce being employed in
to the city of Windsor in this regard. It generates
value and $3.3 billion in personal income annually
Despite a high profile plant closures and layoffs, the region's
manufacturers have been more resilient than that of Ontario or Canada as a
whole. Nevertheless, many manufacturers are feeling the pressures of an
increasingly challenging international market place and are adjusting
manufacturing processes and products to remain competitive. Adjustments at
the firm and industry level are difficult for those affected and the community as a
whole.
While some manufacturers have downsized or ceased operations in recent
months, others continue to adapt to the changing environment and grow,
City of Kitchener
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2007-2010 Economic Development Strategy
prosper, and increase employment. However, that these new manufacturing jobs
require a higher degree of skill than previously, often post secondary education
or retraining. The economic development challenge is to assist firms and
industries in their efforts to improve productivity and competitiveness. Innovation
is key to that process. Firms and industries that embrace innovation as a mission
are better positioned to succeed over time.
Kitchener is committed to providing cost effective municipal services to
manufacturers, and will continue to look for ways to further strengthen services.
The city's economic development strategy will focus on tracting the type of
infrastructure and support services that firms need to then their ability to
improve both products and processes. In this area, will be building on
the long tradition of innovation that has allowed i through numerous
technological revolutions and economic cycles.
2.1 Corporate Visitation
To better understand the needs of the b
uses a targeted corporate visitation prog
local businesses. These visits
They provide a source of reliabl
allow the business development
that the department provides to t
connect businesses
appropriate.
corporate visitation program.
siness Expansion
strategies have historically been focused on
usiness retention based on infrastructure and land
ner's business park development projects have been
ilability of cost effective greenfield industrial land
I ies within Kitchener's urban area are limited.
In 2004, the City made the decision to shift from being an industrial land
developer to partnering with the private sector to bring new lands to the market.
The new approach has worked well for Kitchener. Since 2004, 60 acres of land
have been developed and resold and the City has recouped its investment in
these partnerships. Through this period, the economics of employment land
development have changed, with per acre prices increasing from $80,000 in
2004 to over $200,000 in 2006. The result has been an increasing interest
among private sector developers in meeting the needs of industrial users.
City of Kitchener
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2007-2010 Economic Development Strategy
Actions:
2.2.1) The City continue its current approach to partnering with the private sector,
where appropriate, to develop new employment lands and encourage
intensification and infill opportunities in existing business parks.
2.2.2) The City will broaden the scope of EDIF's
include investment in strategic building
commercialization accelerators, needed to advance the
clusters or industries.
land allocation to
incubators and
of strategic
2.3 Innovation
In 2005, the Canadian Manufacturers and
entitled 2020: Building our Vision for the Fu
lithe future for manufacturers is one of global
networks, and the potential to source from th
the best skills from around the worl
needs and by innovation. It will
technologies with powerful capabilities
processes. It will require greater and gr
need knowledge and hi
manufacturing centre. We should
uring excellence.
aborate more in sharing best practices and
ing in expertise to implement continuous
· Res
and r
manufac
· Stronger collaboration is needed between manufacturers and local
technology companies.
· Technology liaison officers play an important role in providing specific
advice and building linkages between manufacturers, post-secondary
institutions, and research centres. There should be more of them.
· Manufacturers need easy access to best practice and technological and
management expertise from across Canada and other countries.
eachlng across institutional boundaries are needed
rs, universities, colleges and research centres.
lopment activities on the part of universities, colleges,
ntres should be driven more by the needs of
City of Kitchener
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2007-2010 Economic Development Strategy
Actions:
2.3.1) The City will facilitate multi-stakeholder discussions ways to support
innovation in the City's manufacturing cluster, including:
Opportunities for attracting higher levels of research and development in
the Region's manufacturing sector;
Mechanisms to enhance the relationship between post-secondary
institutions and manufactures; and,
The need for, and constitution of, a multi-stakeholder manufacturing
research centre and technology accelerator to impr the accessibility of
university and college resources to address tion challenges in
manufacturing;
Opportunities to establish a mass collabor
infrastructure, that would enhance the
successfully collaborate with local
2.4 Supporting Labour Force Dev
In an increasingly knowledge intensiv
manufacturers require access to
productivity growth and innovatl
out of date, creating difficulties f
receiving the services requir
global markets.
Actions:
In 2005, the CME that there was a need to build a coherent and
integrated community strategy for manufacturing in the Waterloo/Wellington area
to create the ability to respond to the changing needs of manufacturers (CME
2020). Such a strategy needed to involve manufacturers, all levels of
government, the schools, research centres, labour groups, supporting financial
and business services, as well as the commitment of the public at large. The
need for this type of strategy was identified in Kitchener's 2006 Corporate
Visitation and subsequently in a forum of stakeholders that met in late 2006.
City of Kitchener
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2007-2010 Economic Development Strategy
Actions:
2.5.1) The City of Kitchener will continue dialogue with Cambridge, Waterloo, the
Region, manufacturers and manufacturing stakeholders on the need and
approach to forming a Manufacturing Task Force to build and garner public
support for a regional manufacturing agenda.
3.0 Creating, Attracting, Retaining and De1/<
Sustainable economic regions require talent to th
based' economy. Rather than proximity to
resources, businesses need to have access
talent. Trends have led relocation consu
"knowledge worker quotient" in compari
Investment now, more than ever, goes t
markets can satisfy this need for talent.
In Canada, for every 2 people
take their place. And this trend i
competing for an increasingly sea
to choose to live in a
is setting the stage for the new
rough new university campuses. Recent
ave created new educational opportunities in
to explore new partnership opportunities with
, to add additional students to the Downtown
co-location of new post-secondary education
3.2 Attracting Talent
While not directly involved with recruitment, the City supports talent attraction
agencies such as Communitech and the Waterloo Region Immigrant
Employment Network. However, talented workers often choose the city they live
in based on reputation and information accessed on the internet. The City must
City of Kitchener
25
2007-2010 Economic Development Strategy
use its electronic capabilities to ensure an appropriate image and identity of
Kitchener is developed which will appeal to prospective workers.
Actions:
3.2.1) The City will continue to support the talent recruitment work of agencies
such as Communitech and WRIEN.
3.2.2) The City will strengthen Kitchener's appeal to the next
the community and from outside of the area, by ev
development marketing and communication tools.
3.3 Retaining Talent
Waterloo Region graduates more than
each year. The City must continually i
quality of life to retain these gra
regional labour force and becom
Action:
or 'converting' talent will become
ng opportunities for a life-long learning
n of talented immigrants, youth outreach and
ools and business should be supported.
inue to support partnerships with agencies such as
WWTAB and th ion's post-secondary institutions to align business needs
with training and educational services.
3.5 Arts and Culture
For many years culture has been a foundation of Kitchener's civic life. It is now
recognized as an essential building block of a city region's competitive
advantage. Arts, culture and creative activity influence the economic prosperity
of a community by engaging cultural diversity and welcoming a talented
City of Kitchener
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2007-2010 Economic Development Strategy
immigrant labour force, while providing urban amenities and creative spaces that
attract and retain talent.
In June of 2005, Council endorsed Culture Plan II - a strategy for encouraging
culture in Kitchener. Kitchener already benefits from established organizations
such as Theatre & Company, Centre in the Square and the Kitchener-Waterloo
Art Gallery, all located in the Downtown.
Actions:
The City will continue to strengthen its role in arts
the possibility of establishing a multi-
Downtown;
· Exploring opportunities to build partnershi
strategic catalytic projects;
· Promoting arts and cultural event pr
life of the city;
· Projecting Kitchener's identity as a
(ex: Cultural Capitals of Canada ap
· Reviewing of the City's Cult Fun
· Working with stakeholders
· Supporting the development
the city's cultural institutions.
stage
'tectural excellence and high quality design
al and other planning processes, such as
ve opment. Broader design initiatives include Help
er, King Street Master Plan, Mixed Use Corridor
hbourhood Design initiative.
Actions:
3.6.1) The City will continue to strengthen its role in urban design by:
· Implementing recently approved design policies and guidelines (such as the
new Downtown Design policies and the Neighbourhood Design initiative);
· Exploring changes to the City's zoning bylaw to implement design objectives
for Downtown, Mixed Use Nodes and Mixed Use Corridors; and,
· By exploring new tools and legislative authorities of the Planning Act, such
as the establishment of a peer review panel for all major developments.
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2007-2010 Economic Development Strategy
4.0 Building a Dynamic Downtown
News of the pending transformation of the city centre continues to have a ripple
effect that includes: new residential loft developments, plans for more housing
and retail, major companies relocating to the core, and significant interest from
the development community. What began in 1994 with a Mayor's Task Force,
has now evolved into a Downtown Strategic Plan, new Downtown Design
Policies, and a visionary investment of the Economic Development Investment
Fund, in order to transform the city's downtown into ant, cosmopolitan
urban centre.
4.1 Downtown Strategic Plan
The Downtown Strategic Plan 2004 has the
environment for investment in the urban ce
implementation actions associated with:
Business and Investment
Urban Spaces, Neighbourhoods an
Urban Vitality - Arts, Events,
Residential Development
e Improvements
Significant to the et need for a 'quality of place,' the new Downtown Design
Policies and Mixed Use Corridor Design Guidelines focus on creating a lively and
livable physical environment by raising the standard for building and storefront
design, while focusing municipal efforts towards improving greening the
Downtown and improving major streetscapes.
Investors and entrepreneurs are showing a great deal of interest in buildings and
properties in and around the downtown area. It is clear that the physical
streetscape, which has not been updated since the 1970s, is in need of
City of Kitchener
28
2007-2010 Economic Development Strategy
renovation. Improved sidewalks, lighting, urban spaces and amenities downtown
will support business and consumer confidence in the heart of the city - essential
to capture the full benefit of the City's investments to date in the Education and
Knowledge Creation Cluster and Centre Block.
Actions:
4.2.1) The City, in consultation with stakeholders, will explore expanding the
fa9ade loan and grant programs, and the possibility of fa9ade improvement
incentives for entire blocks.
4.2.2) In conjunction with the KDBA, DAC and EDA
implement a business attraction and marketing pr
retail and services to support the downt
employment population.
4.2.3) Subject to development of a full b
City will implement the new King Street
(Detailed estimates for increased funding
proposal. )
ing Street streetscape planned for
ent growth in downtown business
sitional period for economic investment in the
the streetscape must be enhanced through
increased events. This will provide an active
Ive community perception and supports the investor
es of development.
Actions:
4.3.1) In order to current market momentum during the transitional
construction phases of King Street, the City will develop an urban vitality
program, which could include enhanced events, downtown ambassadors,
downtown tours, etc.
4.4 City Owned Land
The City is a major downtown landowner. However, much of this land is
currently used for surface parking, and could be redeveloped for higher and
City of Kitchener
29
2007-2010 Economic Development Strategy
better purposes, such as increased residential and commercial mixed-use
development. Reurbanization of these sites would bring more people,
employment and vitality - not to mention assessment to the city's downtown.
Under high design and environmental standards, these projects could work
together to reinforce Kitchener's identity as a vibrant and sustainable city.
Actions:
4.4.1) The City will initiate a plan to systematically attract investment to the City's
strategic downtown properties and surface parking lots . order to advance
economic development, talent attraction and endas.
5.0 Putting More Contaminated L
came a
e to market its financial incentives (EDGE) including
hbourhood development charge rates.
6.0 Growing Small Businesses
The City of Kitchener recognizes the contribution of small businesses to the local
economy and as such supports the efforts of the Waterloo Region Small
Business Centre (SBC) through financial and in-kind support. The mission of the
SBC is to encourage and contribute to the enterprising spirit and economic
City of Kitchener
30
2007-2010 Economic Development Strategy
development of the community. The SBC works with entrepreneurs from pre
start-up to 5 years of business life, and provides information, business
consultations, and support to these business owners.
To better support the business community, the City of Kitchener has streamlined
Business Development services to include the SBC in order to facilitate a one-
stop shop for business. With these new synergies, the SBC is positioned to
provide a wide array of essential services to the small business community, and
the City is able to capitalize on the benefits of self-employment and wealth
creation attributed to services offered by the SBC.
Actions:
6.1 .1) The SBC will continue to develop new p
specific needs and requirements to ensure t
of small business in the City and Region.
A's Cross Culture and Community
ms aimed at new Canadians who
referral program recruits SBC
New Canadians in a mentorship
area in need for New Canadian's
The SBC has developed and will
Plan in 10 easy steps" which is a 10
completed business plan at the end of the
City of Kitchener
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2007-2010 Economic Development Strategy
F. THE ECONOMIC DEVELOPMENT TOOL KIT
The following is a list of tools that Economic Development is utilizing or could
better utilize to leverage new development:
Corporate Alignment
Achieving Kitchener's economic development objectives requires action by a
variety of City departments. For example, the Community Services Department
is the leader in arts and cultural development and speci programming,
while the Development & Technical Services Departm leader in urban
design and streetscape master planning. Ensuring ali and coordination of
all economic related initiatives will maximize paten
Economic Data and Analysis
Understanding the evolution of
decisions and long range economic pia
could lead to greater strength, divers
Advisory committees, such as
new trends shaping our econom
economic analysis to further impro
project development.
as the Economic Development
ategically invest in catalytic projects
, social and environmental spinoffs. The City
ent allocation within EDIF to ensure that it is
evolving priorities. Other programs, such as
and the Urban Design Budget allow the city to
f this strategy.
Investment
Dedicated
I nvestmen
that ca
of K"
app
Local
achieve
Partnership orking
Organizations such as Communitech, CTT and the Greater KW Chamber of
Commerce have mobilized and networked local businesses. with
these networks will ensure a greater understanding of opportunities, and
development potential. Networking with similar agencies in other cities (such as
Toronto, Ottawa, etc.) and organizations at the provincial and national levels will
enable a greater understanding of provincial economic trends.
City of Kitchener
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2007-2010 Economic Development Strategy
Urban Development Agreements
Commonly used in Western Canada, urban development agreements (UDA)
strategically coordinate economic policies, resources and investments amongst
various levels of government, to maximize results. For instance, Winnipeg's
UDA coordinated and focused Local, Provincial and Federal funding in
Downtown Winnipeg, to ensure quicker revitalization.
Kitchener has been a regional leader in coordinating
including the new Downtown Health Sciences Campus,
and Gaukel Street. However, greater opportunity exi
project based UDAs, or to coordinate overall poli
Cambridge, The Region of Waterloo, The Provine
Canada.
Financial Incentives - The ED
Through the powers of the Planning A
financial incentive programs to la
requirements of these
type and form of
Downtown redevelopment (fa9ade
charge waiver, tax rebates and
remediation, adaptive reuse of former
toration, multi-residential development and
in the city's central neighbourhoods.
elines
Effective urban d demonstrated its ability to attract and retain talent and
companies. By articulating redevelopment visions for specific areas of our City,
urban design guidelines can often stimulate development interest, coordinate
public and private investments, and facilitate the creation of attractive and vibrant
employment centres.
Marketing
Traditionally, marketing has been used to generate development interest from
City of Kitchener
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2007-2010 Economic Development Strategy
external investors. Now, marketing can also playa key role in talent attraction.
Utilizing local strengths and assets to establish an authentic brand, can entice
knowledge workers, new immigrants, and prospective college/university
students, to locate in Kitchener. New internet technologies have created
opportunities to dramatically expand Kitchener's ability to communicate with
young people.
Urban Vitality (Special Events, Arts & Culture)
Urban vitality is a proven requirement to attract and re talent for the next
generations that will drive the economy. Special event enues and cultural
opportunities assist in creating the urban vibrancy Better positioning
Kitchener's existing festivals and cultural assets talent attraction
objectives could enhance the city's appeal.
City of Kitchener
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2007-2010 Economic Development Strategy
G. IMPLICATIONS FOR CITY ASSETS
Responding to a changing economy requires strategic us of City assets, in order
to maximize future investment and economic growth:
Economic Development Investment Fund
This strategy does not anticipate requiring additional
million EDIF budget. Currently -$50.4 million ha
additional -$55.3 million has been notionally
unallocated. The following action items could
1.1 .1) Respond to opportunities for
infrastructure;
1.2.2) Design and develop a business s
downtown Kitchener;
1.3.3) Design and develop
incubator/laboratory; and,
2.3.1) Facilitate discussion on a
and technology accelerator;
3.1 .1) Continue to
institutions i
3.2.2) Develop a
3.5.1) Exploring
4.2.3) Thro~gh i
in
media
lIy attract private sector redevelopment of the
roperties and surface parking lot.
The following action items could require the prioritization of capital and operation
budgets, or additional expenditures:
Doeratina
1 .4.1) Support the growth and enhancement of emerging clusters;
2.4.1) Work in partnership to establish a mass collaboration network, or
collaboration infrastructure;
2.5.1) Continue dialogue on the need for a Manufacturing Task Force to build
City of Kitchener
35
2007-2010 Economic Development Strategy
and garner public support for a regional manufacturing agenda.
3.2.2) Evaluate its economic development marketing and communication tools to
strengthen Kitchener's appeal;
3.3.1) Implement an Urban Vitality Strategy & Action Plan;
3.5.1) Promoting arts and cultural events programming, projecting Kitchener's
identity on the world stage;
4.3.1) develop an urban vitality program during construction phases of King
Street; and,
4.2.4) The City, in partnership with the KDBA and other downtown stakeholders,
will support the consistent operation and mainte e of an attractive
improved streetscape in both the public and priv s.
4.4.1) initiate a plan to systematically attract private evelopment of the
City's strategic downtown properties and sur lots.
Caoital
4.2.3) implement a King Street Streetsca
4.5.1) initiate a plan to systematically at
City's strategic downtown .
5.1 .1) continue to plan for
redevelopment lands;
implications for the reuse or
for a health sciences
1.3.3)
inc
2.3.1) Facil
and tech
3.1 .1) Continue
institutions in
3.5.1) Exploring the development of a multi-tenant arts incubator Downtown; and,
4.4.1) initiate a plan to systematically attract private sector redevelopment of the
City's strategic downtown properties and surface parking lots.
p
and,
on a multi-stakeholder manufacturing research centre
elerator;
co-location of new post-secondary education
for, a digital media
City of Kitchener
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2007-2010 Economic Development Strategy
H. SUMMARY OF ACTIONS
The following section is a summary of action items listed in Section D, in precis
form. For the complete wording of each action, please see Section D:
1) To Diversifv the Urban Economv, the City will:
1 .1) respond to opportunities for new education
infrastructure;
1.2.1) work in partnership to facilitate the growth
1 .2.2) design and develop a business solut"
in downtown Kitchener;
1 .2.3) support the commercialization
by the health sciences cluster;
nerated
1.2.4) work in partnership t
strategy;
1 .3.1) continue to
growth;
solution for a digital media
hancement of emerging clusters.
2.2.1) continue partnering with the private sector, where appropriate, to
develop new employment lands;
2.2.2) broaden the scope of EDIF's employment land allocation;
2.3.1) facilitate multi-stakeholder discussions on:
· attracting research and development in the Region's manufacturing
· enhancing the relationship between post-secondary institutions
City of Kitchener
37
2007-2010 Economic Development Strategy
manufactures; and,
· a multi-stakeholder manufacturing research centre and technology
accelerator;
· work in partnership to establish a mass collaboration network;
2.5.1) work in partnership to support the development, retention and
recruitment of talented workers needed by the City's manufacturing industry;
and,
2.6.1) continue dialogue on the need for a Manufacturi
and garner public support for a regional
3) To Attract Retain and Develoo Talent, the C'
3.1.1) continue to support co-locatio
institutions in Kitchener;
n business needs with training and
· pro
· proj
stage;
· reviewing Cultural Funding Mechanisms;
· working with implementation of Culture Plan II; and,
· supporting the development of a new plan for the Civic District; and,
role in arts and culture by:
a multi-tenant arts incubator Downtown;
t strategic catalytic projects;
Itural event programming;
identity as a creativity community on the world
3.6.1) continue to strengthen its role in urban design by:
.implementing recently approved design policies and guidelines;
.exploring changes to the City's zoning bylaw to implement design
objectives; and,
.exploring new tools and legislative authorities of the Planning Act.
City of Kitchener
38
2007-2010 Economic Development Strategy
4) To Build a Dvnamic Downtown, the City will:
4.1.1) review and update the Downtown Strategic Plan;
4.2.1) explore expanding the fa9ade loan and grant programs;
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;
4.2.3) through increased funding, implement a King
Plan in 2008 - 2009;
4.2.4) in partnership with the KDBA and
will support the consistent operation a
improved streetscape in both the public
4.3.1) develop an urban vitality prog
Street; and,
of King
to bring more
new programs that will focus on sector specific
6.1.2) continue to develop a "Business Training for Artists" program;
6.1.3) work in partnership to continue to deliver a seminar series for
independent urban retailers; and,
6.1.4) work in partnership to developed programs aimed at new Canadians
who are want to start and run a small business.
City of Kitchener
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2007-2010 Economic Development Strategy
12 Best Bets for New Initiatives in 2007-2008
This strategy identifies 37 new initiatives. The following represents the top
priority initiatives, within each area, that the City will focus on for the following 18
months:
To Diversify the Urban Economy, the City will:
1 .2.2) design and develop a business solution for a he
in downtown Kitchener; and,
knowledge workers
ction and marketing program to attract key
treet Streetscape Master Plan in 2008 - 2009; and,
4.4.1) initiate a to systematically attract private sector redevelopment of
the City's strategic downtown properties and surface parking lots.
To Put Contaminated Lands Back to Work, the City will:
5.1.1) continue to plan for and seek out new investment of urban
redevelopment lands;
5.1.2) continue to work with other levels of government to bring more
resources to play in brownfield renewal;
City of Kitchener
40
2007-2010 Economic Development Strategy
To Grow Small Businesses, the Small Business Centre will:
6.1.1) continue to develop new programs that focus on sector specific needs.
City of Kitchener
41
2007-2010 Economic Development Strategy
I. BIBLIOGRAPHY
1) 20/20 the Future of Manufacturina in Canada. IRAP. Ottawa: Canadian
Manufacturers & Exporters, 2005.
in Canada's Technoloav Trianale. Toronto: SHI
3) Brender, Natalie, Marni Cappe,
From
6)
7)
8)
International Business Costs.
9) Cortright, Joseph. Makina Sense of Clusters: Reaional Comoetitiveness and
Economic Develooment. The Brookings Institution Metropolitan Policy
Program. Washington: The Brookings Institution, 2006.
City of Kitchener
42
2007-2010 Economic Development Strategy
10) Dixon, Chantelle, Silvia Wright, and Sandy Curzon. Downtown Monitorina
Reoort. Downtown Community Development. Kitchener: City of Kitchener,
2006.
11) Elliot, William. CTT 2007 Business Plan. Canada's Technology Triangle Inc.
Waterloo: CTT, 2007.
12)
13)
and Maxim Armstrong.
Into 27 Canadian
of Canada. Ottawa,
14)
16)
Natalie Brender. Canada's Hub Cities: a Drivina Force
of the National Economv. Ottawa: The Conference Board of Canada,
2006.
18) Lewis, Everton. Global Investment Trends and Toronto's Comoetitive
Positionina in the ICT Sector. Toronto Region Research Alliance. IBM
City of Kitchener
43
2007-2010 Economic Development Strategy
Global Business Servies, 2006.
19) Manufacturina 20/20 - WaterloolWellinaton Reoort. Canadian Manufacturers
& Exporters. Ottawa, 2004.
20) Pitts, Gordon. "Lessons From Kitchener-Waterloo." Globe and Mail 23 Apr.
2006. 25 Apr. 2006 <http://www.globeandmail.com>.
21 )
City of Kitchener
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