HomeMy WebLinkAboutCouncil Agenda - 2020-10-20 SCHRISTINE TARLING
Director of Legislated Services & City Clerk
Corporate Services Department
nd
Kitchener City Hall, 2 Floor
200 King Street West, P.O. Box 1118
Kitchener, ON N2G 4G7
Phone: 519-741-2200 x 7809 Fax: 519-741-2705
Christine.tarling@kitchener.ca
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physical distancing, City Hall is open for select services. Members of public are invited to
participate in this meeting electronically by accessing the meeting live-stream video at
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are invited to submit written comments or participate electronically in the meeting by
contacting Jeff Bunn, Manager, Council and Committee Services/Deputy City Clerk at
jeff.bunn@kitchener.ca. Delegates must register by 4:00p.m. onOctober 20, 2020 in
order to participate electronically. Written comments will be circulated prior to the meeting
and will form part of the public record.
October16, 2020
Mayor B. Vrbanovicand Members of Council
Re: Special Council Meeting Tuesday,October20, 2020
Notice is hereby given that Mayor B. Vrbanovichas called a special meeting of City Council
to be held electronicallyon Tuesday,October20,2020at 6:00p.m.to consider the following:
1.DSD-20-056Make it Kitchener Strategy 2020-2024
Attached is DevelopmentServices Department report DSD-20-005 (C. Bluhm), dated
October 16, 2020.
(Council will be asked to consider any recommendation regarding this item at the October
26, 2020 City Council Meeting)
Yours truly,
C.Tarling
Director of Legislated Services & City Clerk
c: Corporate Leadership Team
J.Bunn
D.Saunderson
S.Goldrup
Record
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require assistance to take part in a city meeting or event, please call 519-741-2345 or
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REPORT TO:Special Council
DATE OF MEETING:October 20, 2020
SUBMITTED BY:Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
PREPARED BY:Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
Lauren Chlumsky, Economic Development Analyst
WARD (S) INVOLVED:ALL
DATE OF REPORT:October 16, 2020
REPORT NO.:DSD 20-056
SUBJECT:Make it Kitchener 2.0 A Strategy to Guide Economic Recovery &
Growth
__________________________________________________________________________________________
RECOMMENDATIONS:
That Make it Kitchener 2.0, attached as Appendix Ato report DSD-20-056,be approvedas the
investments in support of economic recovery and
growth, from 2020 through 2025;and,
That a new Economic Development Investment Fund (EDIF 2.0) be approved, enabling City
Council to invest up to $110 million in the local economy from 2020-2030;and,
Thatfunding for the Economic Development Investment Fund (EDIF 2.0) be achieved, through the
following:
a)Utilization of approximately $10 million from the Economic Development Reserve;
b)Re-issuance of debt utilizing 40% of the debt room from the original Economic
Development Investment Fund, for 8years, totaling approximately $20million; and,
c)The strategic sale and disposition of City-owned lands, with sale proceeds being
allocated to the Economic Development Investment Fundto support future
investments; and,
That the Economic Development Investment Fund (EDIF 2.0)be created in accordance with
Appendix C of report DSD-20-056; and further,
That City staff immediately commence additionalengagement with business leaders and COVID-
impacted businesses forthe purpose of providing Council with a detailed action plan by January
2021to support impacted businesses and displaced workers, utilizing up to $5 million from the
proposed Economic Development InvestmentFundas a priority investment.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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EXECUTIVE SUMMARY:
The COVID-19 pandemic has resulted in significant economic impact to our local business community
including business closures, job losses, uncertainty in commercial leasing, etc. Businessesin the
restaurant, retail, personal serviceand tourism sectors have been hit the hardest. Owners of office and
commercial space face unknown ramifications ofinstantaneous pivots to virtual office work,
delivery/curbside retail, and changing public health restrictions. While many businesses have pivoted or
ficant support.
Kitchener has a long history of taking brave action to ensure our city remains adaptable, resilient,
prosperous and vibrant. Make it Kitchener 2.0is anambitious plan to support business recovery, to
create a future where everyone can make a difference, and to propel our community forwardthrough
catalytic investments that ensure long term economic growth. It
investmentsthrough a proposednew 10-year Economic Development Investment Fund (EDIF 2.0).
The fund is structured utilizing funding sources which can be implemented without the need to increase
property taxes.
With an immediate focus on supporting economic recovery, staff will continue to work with impacted
businesses to identify opportunities for the City to support local business recovery, including support for
displaced or impacted workers. Staff propose returning with an action plan to include up to $5 million in
initiatives to support recovery.
Make it Kitchener 2.0will guide necessary long-term investmen
recovery. Following significant public consultation in 2019, the strategy proposes to 5 areas of focus
based on resident input andeconomic research. These include:
Health Innovation;
Creative Industries;
A City-Wide Startup Network;
Affordable & Attainable Housing;and,
A Vibrant, Active City.
Most notably, this strategy proposes that one of the most significant contributions be madeto support
Affordable & Attainable Housing, which was identified as the communittop priority.
Collectively, these areas of focus enable Kitchener to emerge as a leader of two forward-looking
objectives:
Lead thegrowth of theImpact Economy by investingin the industriesthat most directly impact
residentslivesand canimprovethe quality of life for everyone.
Enable Difference Makers by fosteringan ecosystem and economy where everyonecan make a
difference.
BACKGROUND:
The COVID-19 pandemic has resulted in significant economic impact to our local business community
includingbusiness closures and job losses. At its peak, approximately 40,000people were unemployed
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Businesses in the restaurant, retail, personal service andtourism sectors have been hit the hardestas
restrictions have forced significant changes to the very way they do business. Owners of office and
commercial space face unknown ramifications of a shift to virtual office work and delivery/curbside retail.
Commercial areas which were densely populated with office employmenthave seen their regular foot
traffic dissipate.While many businesses have pivoted or altered their operations to tod
businesses still require significant support.
In August2020, the Provincial Finance Minister officially declared Ontario was in a recession. Given the
unfamiliarity and uncertainty of a pandemic based recession, there is little consensus among economists
as to the speed of our recovery. While some predict a
. Some economistssuggest certain industries will see slow
Given the unknown duration of the pandemic, it is impossible to predict with recovery for specific
industries will actually commence.
Whatis clear, however,is the need for municipal governments:
i)to play an active role in supportingdisplaced employees andimpacted businesses who are
looking to adapt, pivot or rebuild their operations; and,
ii)play an active role in the rebuildingensuring long-term economic
prosperity.
While the Federal and Provincial Governments are the primary providers of direct financial support to
businesses and displaced workers, the City of Kitchener can play a key support role in the pivoting and
recovery processes. To date, the City of Kitchener has provided support in the form of:
Tax reliefthrough deferral options;
Waivingof various fees, such as temporary sign permit fees;
Reduction of red tapeand streamlined development services(ex: Outdoor Patio Program);
Small business training supportsprovided through the Waterloo Region Small Business Centre
(Digital Main Street, Digital Service Squad, Peer-to-Peer Networks; SmallBusiness Recovery
Outreach Program, Starter Company+, etc.);
Temporary elimination of parking rates at certain City facilities; and,
Support to Business Improvement Areas to provide outdoor seating areas.
Since the pandemic began, the City has consultedwith businesses and business leaders, including more
than 100 one-on-one interviews with impacted businesses, to understand the challenges they face.In
addition to the need for financial support from the Federal and Provincial governments, businesses noted
that local government can assist most directly by:
Providing information, programs and supports to enable businesses to effectively adapt to the
various stages of the pandemic (ex: understanding public health requirements, lessening
restrictions wherepossible, etc.);
Providing supports and programs to assist businesses needing to pivot their operations (shift
to online/curbside retailing; increased outdoor seating, etc.); and,
Providing training, supports and programs to assist businesses (individually and collectively)
promote and market themselves to customers.
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Anticipating increased vacancies in commercial (retail, restaurant, etc.) and office real estate, the City
will also need to play a role supporting entrepreneurship, small business startups, etc., to replace
closed businesses.
Long-Term Need for Investment
important for the City to support opportunities for long-term economic growth. A recession by its very
nature is a consistent reduction in economic productivity. The only way to combat a recession, is to
stimulate new economic productivity.
Kitchener has a strong history of proactively responding to economic impacts. While not a recession, the
late 1990s and early 2000s brought about significant challenges for this community due to:
i)A shift from traditional manufacturing to automation and knowledge/technology-based
business; and,
ii)A struggling downtown core with significant vacancies and limited prospects of private sector
investment.
Rather than wait for the private sector, Kitchener City Council took a leadership role through the
development of a forward-thinking Economic Development Investment Fund (EDIF). EDIF enabled
strategic investments to stimulate the growth of knowledge and tech-based businesses within our
economy, and the revitalization of Downtown Kitchener. Investments included the UW Health Sciences
Campus, UW School of Pharmacy, WLU School of Social Work, the Communitech Hub, a new Central
Library,andKing Street streetscape enhancement, to name a few. Since EDIF was created, Kitchener
has seen approximately $1.9 billion in downtown development, over $8 billion in development across the
city, and hundreds of new companies and thousands of new jobs in technology-based businesses.
Downtown Kitchener is currently in themidst of the most significantwave ofdevelopmentin the Citys
history.As a result, Kitchener is now looked at by other cities across the country as a model for economic
transformation and revitalization.
More importantly, the last 20 years has proven that when faced with a challenge, this community can
come together to chart its own future. With a proven track record of success, the City is once again
positioned to take a leadership role,
recovery and growth.
Make It Kitchener 2.0Community Engagement
-2022), Council put forward a challengeto staff to
develop a new economic development strategy that would lead to long-term, multi-generational change
in our community. In response, goals were tocreate a focused plan that would provide:
Clear and tangible areas of focus;
Investments and programs that would stimulate broad reaching change;
Opportunities for partnerships and collaboration (internally and externally); and,
A strategy that could become a platform and inspire others to be agents of change.
Throughout 2019, Economic Development staff undertook considerable stakeholderengagement
through roundtables, community surveys and a community symposium (Ideas of the Brave). Together
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with extensive economic research, this process resulted in the identification of 7 potential areas of focus.
This body of work was presented to Council for their input at a Strategic Session of Council.Full details
on consultation and research were outlined in reports DSD-19-098 and DSD-19-100.
The work completed will help inform the long-term strategic investments theCity of Kitchener should
consider, in conjunction with the need to provide immediate support to impacted businesses. Together,
the immediate and long-term investments identify a path forward towards economic recovery.
REPORT:
Make It Kitchener 2.0, as appended to this report, provides an overall
recovery and growth. It recommends the creation of a new Economic Development Investment Fund
(EDIF 2.0) to support catalytic investments within6 areas of focus. Theyinclude:
Immediate Investments
1)SupportingEconomic Recovery(with a focus on impacted businesses and displaced workers)
Long-term Investments
2)Health Innovation (an emerging growth sector)
3)Creative Industries (an emerging growth sector)
4)A City-Wide Startup Network, focused on Sustainable Development Goals (to enable difference
makers and entrepreneurs)
5)Affordable & Attainable Housing (the communitystop identified priority during consultation)
6)A Vibrant, Active City (necessary to remain a competitive community)
Economic Development Investment Fund 2.0
In 2003, the City of Kitchener developed the first EDIF as an ambitious $110 million investment strategy
focused on catalytic investments (ie: investments that would leadto a multitude of economic spinoffs,
such as job growth, residential intensification, increased consumer spending downtown, etc.). With our
local economy experiencing an unprecedented shock dueto the COVID-19 pandemic, staff recommend
the creation of a second, and equally ambitious $110 million investment fund and strategy. The fund
would exist from 2020 through 2030. Initially, the fund will be guided by theMake It Kitchener 2.0
strategy.
Given the financial burden the pandemic has had on many local households, staff have developed an
innovative funding model to limit the potential impact to local taxpayers. Unlike the first EDIF, which was
primarily funded through tax increases to support debt issuance, EDIF 2.0 proposesfunding sources that
do not require increasesto propertytaxes. They include:
a)Utilization of up to $10 million from the current Economic Development Reserve;
b)Re-issuance of approximately $20 million in debt over an eight-year period (2002-2029),
supported by the remaining 40% of debt room from the original EDIF; and,
c)A land disposition strategy, enabling City Council to sell up to $80 million ofCity-owned lands and
utilize proceeds to support investments in the identified areas of focus.
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not utilized for their highest possible use (suchas surface parking lots). City facilities, parks and trails
would not be included unless, for example, a City facility also contained a large portion of underutilized
lands adjacent to the facility. Page 9 of Make It Kitchener 2.0 identifies the proposed process for ensuring
effective stewardship, and the maximization of value, of City-owned lands. In particular, the City would
not simply sell land for the highest value. Rather, the City would undertake community visioning for major
land holding to establish master plans that result in new economic clusters and/or community focal points.
Through a competitive bidding process, the City would also seek to retain appropriate assets (such as
residential or commercial units) within public ownership or stewardship.
As the majority of the investment fund will be derived from land sales, City Council has an abilityto
expedite or slow down the speed of said land sales and subsequent investments. It should be noted,
y to sell land at the value noted will be contingent upon continuance of a
strong development marketand willing developers/purchasers. Staff anticipate returning to Council with
an identified list of City-owned lands for consideration, including a potentialtimelineor sequencing of
disposition.
Like the original EDIF, staff propose a series of investment principles to guide all major investment
decisions by theCity (see page 9of Make It Kitchener 2.0Graphical Version). These include, for
example, development of a comprehensive business case for each, and leveraging investments from
partners and other levels of government. As such, all major investments from the fund will notproceed
without Council approval that the principles have been met.
Support for Economic Recovery
While the City has learned much from business owners and business leaders as to the supports needed
(see Background), as we fully enter the second wave, the future for many businesses still remains
unclear. As a result, staff recommend continuing to engage impacted businesses and residents on an
ongoing basis, included targeted engagements through the Fall of 2020, and returning to Council with a
clearly defined plan. Initially, staff propose an initial allocation of up to $5 million from EDIF 2.0 to be
used to support economic recovery. As the Municipal Act prohibits municipalities from providing direct
financial aid or contributions to a business, economic recovery efforts would likely take the form of:
Small business training and supp
as the Waterloo Region Small Business Centre;
Financial incentives, such as grants or loans, as offered through existing or future Community
Improvement Plans;
Elimination of red-tape and the provision of supports to limit impediments to new businesses
or adaptations;
Entrepreneurial, small business and startup supports to encourage new businesses;
Programs to support displaced and impacted workers, such as facilitating transitions to other
industries; and,
Promotional, marketing or beautification for larger business areas, potentially in partnership
with organizations such as BIAs, the Chamber of Commerce, Waterloo Region Tourism &
Marketing Corporation, etc.
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These efforts, in concert with the significant direct financial aid provided by the Federal and Provincial
governments, will provide local businesses and impacted workers with the best opportunity for future
success.
The Impact Economy& Difference Makers
The global economy is experiencing an unprecedented shock due to the COVID-19 pandemic, with
significant losses to the labour market and businesses struggling to keep their doors open.
Simultaneously we are experiencing greatsocial challenges from a global health crisis, climate change,
affordability, realizations of the inequitiesin society, mental health and wellbeingchallenges, etc.
Staff believe the global economy ison the cusp of aneconomic shift, where the desire to make the world
better (both locally and globally) will drive the economy of the future. Those industries that most directly
impact human life, such as Health Innovation, are poised for significant growth. Through the Make It
Kitchener 2.0 engagement process, the community already identified numerous opportunitiesthat
support a clear focus on the Impact Economy.
If thefuture of our economy will bedriven by the betterment of society, enabling difference makers (ie:
people with a clear passion to jointly pursue economic, social and environmental good) will be pivotal,by
ensuringeveryone who wants to make a differencecan find opportunity and support.Make It Kitchener
2.0 identifies a series of investments the City can make to achieve these objectives.Theseinclude, for
example,enabling better access to education and trainingprograms, access to affordable workspace,
ensuring Kitchener is a vibrant, active and inspiring city, etc.
Affordable & Attainable Housing
Without question, the number one challenge raised by our community, is the need to ensure an adequate
supply of affordable housing and attainable home ownership. This was raised by business leaders,
entrepreneurs, social service providers and housing advocates alike. Clearly,we cannot lead the Impact
Economy or enable Difference Makers if people cannot afford to live within our community. As such,
staff recommend allocating up to $15 million of EDIF 2.0 tosupport investments in affordable and
attainable housing, through the development of innovative investment modelsand leadership in the
creation of mixed-incomecommunities.
Leveraging Investments through Partnerships
Core to Make It Kitchener 2.0 and EDIF 2.0 is the belief in partnerships. Wherever possible, the City
should leverage its investments through partnerships with other levels of government, public partners
and the private sector. Each major investment should result in a multiplier effect of community benefit
and spinoff activity, such as new intensification, new tax assessments, new businesses, etc. Doing so
for the broader
community.
Conclusion
At a time of unprecedented economic hardship for our community, Make It Kitchener 2.0 and the
associated Economic Development Investment Fund 2.0 will provide Council with a strategy and funding
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
2019-2022 Strategic Plan -Vibrant Economy Goal: Build a vibrant economy by making strategic
investments to support job creation, economic prosperity, thriving arts and culture, and great places to
live.
Strategic Action Plan: 3.3 -Develop theMake it Kitchener 2.0 strategy by 2020 with a focus on
transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and
arts/culture across the city.
FINANCIAL IMPLICATIONS:
Investments and actions associated with Make It Kitchener 2.0 are proposed tobe funded primarily
through a new Economic Development Investment Fund (EDIF 2.0), whereby City Council could invest
up to $110 million over 10 years. Revenues for the fund will be derived from sources which do not require
increases to propertytaxes,using the current funding in the economic development reserve, re-issuance
of deb and land disposition.
Current Economic Development Reserve
The current Economic Development Reserve has approximately $9 million in available funding, plus an
anticipated $1 million in additional revenues over the next 5 years. Of the available funding, $3 million
has already been utilized for the acquisition of
proposed expansion plans. Given that Make It Kitchenerproposesanare
with the need to support a vibrant arts and culture community, staff feel it is appropriate to
include the acquisition as part of the EDIF 2.0 investments.
Issuance of Debt
Approximately $20 million in debt can be issued over an eight-year period (2002-2029), supported by
the remaining 40% of debt room from the original EDIF. Annual revenues from debt issuance are
estimated to range from $2.0million to $2.9million peryear.
Land Disposition Strategy
Leveraging the value of City-owned lands, aland disposition strategywouldenableCity Council to sell
up to $80 million in City-owned lands and utilize the saleproceeds to support future investments in the
identified areas of focus.Given that this funding is contingent upon market conditions, City Council has
an ability to expedite or slow down the speed of said land sales and subsequent investments.
All major investments from the fund will be subject to approval by City Council of a comprehensive
business case and the availability of funding.
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COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE Throughout 2019 and 2020, Economic Development staff have
been engaging stakeholders, the community and Council through a series of in-person discussions, an
online survey and idea board,a major community symposiumIdeasof the Brave, and a series of
interviews with business owners through the Small Business Recovery Outreach Program.
13 Round Table Discussions each round table included 5-10 participants, with representation
organized in the following themes and/or industry interests:
Business leaders, innovation thought leaders and academic leaders;
Arts, cultural, experience economy, tourism and service industry leaders;
Development and real estate leaders (both urban and green field, residential and
commercial/industrial);
Organizations and service providers who support new-Canadians in the workforce and those
with unemployment challenges; and,
In addition, stafffacilitated multiple and/or ongoing round table discussions with the Economic
Development Advisory Committee, the Small Business Centre Advisory Board, the Downtown
Action & Advisory Committee, the Arts and Culture advisory committee, the Environmental
Committeeand the Waterloo Region Economic Development Corporation (Waterloo EDC).
Online survey and idea boardintotal, 494 respondents provided more than 600 ideas and comments.
Ideas of the Brave 150 participants provided more than 700 ideas and commentsduring a series of
80 facilitated workshops, designed to offer different modes of ideation and problem solving.
Local & social media toinvite broad participation from our community at Ideas of the Brave and to
complete the survey, staff and members of Council engaged with multiple local media outlets and
programs, such as The Record, Rogers TV, 570 News and CBC Radio. Comprehensive use of social
mediawas undertaken to maximize community awareness and participation.
When asked to think about the transformative change we could lead together, our community
generated a significant volume of ideas and potential areas of focus. These ideas were further vetted
using various techniques to ensure a resulting strategy would be reflective of community needs and
emerging trends. Techniques included:
Prioritization and voting exercises with community stakeholders (Ideas of the Brave), industry
stakeholders (e.g. the Economic Development Advisory Committee), and Council through a
Strategy Session;
Detailed analysis of all comments,ideas, opportunities and challengesreceived through public
and stakeholder consultation;
Analytical research of demographic, economic and social indicators and emerging global trends;
Direct engagement with internal stakeholders including one-on-ones with the corporate
leadership team, departmental directors and senior management teams across the corporation;
and,
Direct engagement with institutional and industry leaders with specialized expertise to help
identify viable market opportunities.
A summary of the outcomes and emerging themes of the above were presented in reportDSD-19-100.
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In response to changing economic conditions in 2020, staff undertook detailed and continual monitoring
ofthe global health crisis, current economic indicators,sweepingsocial movements,recovery
measures from other levels of government, andapproaches from around the world on responding to
the economic hardships of the COVID-19 pandemic.
City staff worked collaboratively and extensively with BEST Waterloo Region and the many sub-
committees and working groups which formed as part of a regional approach to respond to the impacts
of the COVID-19 pandemic.
Further, in coordination with the Waterloo Region Small Business Centre, staff rapidly designed and
deployed the Small Business Recovery Outreach program, which engaged local entrepreneurs and
small businesses. The program included interviews with over 100 small business owners, who were
provided with tactical, one-on-one customized support for their businesses and the specific challenges
they experienced through the height of economic shutdowns due to the COVID-19 pandemic. Through
these interviews, staff heard directly from business owners about the financial challenges caused by
the pandemic, the desire to retain and support employees, the need to strengthen online presence and
sales, interest in how other businesses are addressing challenges,the uncertainty of how to re-open
safely, and challenges re-engagingcustomers.A small business recovery resource pagewas
subsequently launched onthe Waterloo Region Small Business Centre website with a compilation of
most requested resources.
Learnings from these additional touchpoints brought forward new and crucial themesfor Make it
Kitchener 2.0including the importance ofresilience, support for recovery, and creating opportunities for
everyone to make a difference.Throughout thestrategy developmentprocess,economic development
engaged with over 650 community members, stakeholders and businesses with over 950touch points.
The strategy is made by and reflects the ideas and ambitions of our community.
As a forward-looking strategy that is fundamentally based on partnerships and collaboration,
consultation is never over. City staff will continue to engage the community throughout its execution,
remaining open to newideas, new opportunities or the need to respond to new challenges.
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services Division
AppendixA-Make it Kitchener 2.0 (graphicalversion)
Appendix B -Make it Kitchener 2.0 (text onlyversion)
Appendix C Economic Development Investment Fund 2.0 Capital Reserve Information Sheet
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Appendix C:
Reserve Fund Information Sheet
Name of Reserve/Reserve FundEconomic Development Investment Fund (EDIF) 2.0
CategoryReserve Fund
Type Discretionary
ClassificationProgram Specific
Purpose
Provide funding to support the Make it Kitchener 2.0 strategy.
Funding Source
-proceeds from the strategic sale of lands
-issuance of debt, utilizing 40% of the debt room from the original Economic Development
Investment Fund
-one-time funding transfer from the Economic Development Reserve
-revenues from Bramm St and Upper Bramm St parking
-interest income
Appropriation of Funds
-transfers to capital for projects related to the themes and areas of focus of Make It Kitchener 2.0.
Target Level
Minimum:
Closing balance should not drop below zero
Rationale: projects should not proceed unless funding is available
Maximum:
Closing balance should not exceed $10 million
Rationale: allows for additional funding for economic development capital purchases of a
significant nature
Excess:
Excess funding greater than the maximum transfers to the
Economic Development Reserve Fund
Next Review:2025
Reporting
-annual report to FCSC
Accountability
Cost CentreTBD
Divisional OwnershipEconomic Development
Ownership LeadExecutive Director, Economic Development
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Interest Allocation
Yes
Other
Previous PolicyNew
Previous TitleNot applicable
Resolution Date
Amendment Date(s):
Repeal Date:
Proposed start date
End Date (if applicable)Not applicable
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