waterloo region economic development study: assessment of economic development services and the...

Prepared by:

Prepared For:

April 2013Region of Waterloo

WATERLOO REGION ECONOMIC DEVELOPMENT STUDY:

ASSESSMENT OF ECONOMIC DEVELOPMENT SERVICES ANDTHE PROVISION OF EMPLOYMENT LANDS

Waterloo Region Economic Development

Study: Assessment of Economic

Development Services and the Provision of

Employment Lands

Prepared By:

Malone Given Parsons Ltd.

140 Renfrew Drive

Suite 201

Markham, Ontario

L3R 6B3

www.mgp.ca

[email protected]

In Association With:

Perimeter Public Affairs

54 Bathgate Drive

Toronto, Ontario

M1C 1X6

www.perimeterpublicaffairs.com

[email protected]

Prepared For:

The Region of Waterloo

150 Frederick St.

Kitchener, Ontario

P.O. Box 9051, Station C

N2G 4J3

Date: April 2013

12-2116

http://www.mgp.ca/

mailto:[email protected]

http://www.perimeterpublicaffairs.com/

mailto:[email protected]

MALONE GIVEN PARSONS LTD.

TABLE OF CONTENTS

EXECUTIVE SUMMARY ........................................... I

1.0 INTRODUCTION .................................................... 1

1.1 Introduction ................................................................................. 1

1.2 The Assignment ........................................................................... 2

2.0 ECONOMIC CONTEXT ......................................... 5

2.1 Growth and Competitiveness .................................................... 7

2.2 Waterloo Region’s Business Advantage ................................... 9

2.3 Policy Context ........................................................................... 14

2.4 Growth Pressure & Opportunities for Waterloo Region ......... 18

3.0 EXISTING ECONOMIC DEVELOPMENT

FRAMEWORK ...................................................... 21

3.1 Overview of Existing Framework & Responsibilities .............. 21

3.2 Stakeholder Commentary ....................................................... 25

3.3 Gaps and Redundancies ......................................................... 35

3.4 SWOT Analysis of Current Waterloo Region Economic

Development Framework ........................................................ 44

4.0 COMPARATIVE ANALYSIS: COMMUNITIES AND

BEST PRACTICES .................................................. 49

4.1 Context for Comparative Analysis .......................................... 49

4.2 Regional Economic Development .......................................... 50

4.3 Comparator Community Summary ........................................ 57

5.0 FRAMEWORK OPTIONS ...................................... 73

5.1 Economic Development Requirements ................................. 73

5.2 Organizational Options ............................................................ 76

5.3 Evaluation of Options; Risk and Opportunities ...................... 84

WATERLOO REGION ECONOMIC DEVELOPMENT STUDY

ASSESSMENT OF ECONOMIC DEVELOPMENT SERVICES & THE PROVISION OF EMPLOYMENT LANDS


TA

BLE

OF C

ON

TEN

TS

6.0 EMPLOYMENT LAND OPTIONS ........................... 89

6.1 Industrial and Business Park Lands .......................................... 89

6.2 Ensuring Land Supply ................................................................ 92

6.2.1 Need for a Risk Perspective ........................................ 92

6.2.2 Estimates of Supply and Demand for Employment

Land ................................................................................ 93

6.2.3 Role of the Private and Public Sectors ...................... 94

6.2.4 Alternative Approaches to Providing Industrial &

Business Park Lands ...................................................... 95

7.0 CONCLUSIONS, RECOMMENDATIONS AND

IMPLEMENTATION ............................................ 103

7.1 Conclusions .............................................................................. 103

7.2 Recommendations .................................................................. 105

7.3 Implementation ....................................................................... 108

APPENDIX A STAKEHOLDER CONTACT LIST

APPENDIX B LEGAL EXTRACTS

APPENDIX C COMPARATIVE ANALYSIS

APPENDIX D EMPLOYMENT LAND USE MAPS

APPENDIX E WATERLOO REGION ECONOMIC DEVELOPMENT

EXPENDITURES

APPENDIX F BIBLIOGRAPHY

APPENDIX G EXISTING LOCAL ECONOMIC DEVELOPMENT

SERVICES

LIST OF FIGURES

Figure 2.1 Waterloo Region within the Western GGH Context ........................................ 6

Figure 2.2 Economic Activity Index....................................................................................... 9

Figure 2.3 Composite of Regional Official Plan Maps 2, 3a-e & 7 ................................ 16

Figure 5.1 Development Framework: Foundations, Strategies and Outcomes ......... 75

Figure 6.1 Regional Employment Lands ............................................................................. 90

Figure 6.2 Vacant Industrial Land Prices and Development Charges (per acre) ..... 91




TAB

LE O

F C

ON

TEN

TS

LIST OF TABLES

Table 2.1 Population Forecast ............................................................................................... 7

Table 2.2 Employment Forecast ........................................................................................... 8

Table 2.3 Population and Employment Forecast (as per Waterloo New Official Plan,

2011) ........................................................................................................................................ 17

Table 3.1 Shared Responsibilities ......................................................................................... 22

Table 3.2 Responsibilities Not Shared ................................................................................. 22

Table 3.3 Gaps and Redundancies ................................................................................... 43

Table 3.4 SWOT Analysis ....................................................................................................... 46

Table 4.1 Economic Development Then and Now ......................................................... 51

Table 4.2 Selected Southern Ontario Economic Development Delivery Model Types

.................................................................................................................................................. 53

Table 4.3 Communities with Region, Multi-Tiered Economic Development Structures

.................................................................................................................................................. 58

Table 4.4 Communities with Multi-Tiered Structure – Ontario ........................................ 62

Table 4.5 Selected Municipal External Economic Development/Real Estate

Development Corporation .................................................................................................. 66

Table 4.6 Summary Best Practices ...................................................................................... 69

Table 5.1 Proposed Economic Development Framework Options .............................. 82

Table 5.2 Evaluation of Options; Risk and Opportunities ................................................ 85

Table 6.1 Region of Waterloo Industrial and Business Park Vacant Land Inventory –

2009 .......................................................................................................................................... 89

Table 6.2 Employment Land Development Options ....................................................... 98

Table 6.3 Evaluation of Employment Land Options; Risk & Opportunities ................ 100

Table 7.1 Proposed High Level Implementation Plan ................................................... 108




TA

BLE

OF C

ON

TEN

TS

THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY

MALONE GIVEN PARSONS LTD. i

EXECUTIVE SUMMARY

INTRODUCTION

Waterloo Region has enjoyed several decades of sustained economic growth.

Over the past few years, there has been a growing debate as to the best approach

to ensuring continued economic growth within the Waterloo Region. This debate

has focused on three main questions:

Is the current framework for the governance and delivery of economic

development meeting the needs of the regional economy?

What other options should be considered?

In particular, how can the constituent Municipalities ensure that there is a

continual renewal of the available supply of employment lands?

This study addresses these three questions and provides options on both a

framework for economic development, and approaches to employment land

development and sale.

ECONOMIC CONTEXT

The study addresses the current economic and policy context facing Waterloo

Region, and provides an overview of the regional growth expectations; its

competitiveness relative to other Ontario regions; the planning policies that will

influence goals and delivery of economic development; and the supply and

provision of employment lands.

Waterloo Region is part of the Greater Golden Horseshoe (GGH) urban complex

with a combined current population of 9 million people. Yet Waterloo Region

remains separate and distinct economically, historically, and culturally from the

main urban mass of the Greater Toronto Area (GTA). The region’s economy is

growing and performing well relative to its Ontario competitors. Typically

associated with high tech companies, Waterloo Region has several other business

clusters that have demonstrated exceptional success including; advanced

manufacturing, financial services, food processing and life sciences. Waterloo

Region’s three post-secondary institutions; the University of Waterloo, Wilfrid

Laurier University, and Conestoga College, collectively are recognized

internationally for their research, innovation and talent creation capabilities.



ii


EX

EC

UTI

VE S

UM

MA

RY

The current planning and economic development policy framework for Waterloo

Region is supported by the Province of Ontario’s Places to Grow Act, the

associated Greater Golden Horseshoe Plan, and the Region of Waterloo’s Official

Plan and 2011-2014 Strategic Plan. The Growth Plan identified three areas in

Waterloo Region as significant urban growth areas; Downtown Kitchener,

Uptown Waterloo and Downtown Cambridge.

The Growth Plan also recognizes the importance of protecting employment,

promoting economic development and maintaining economic competitiveness.

Waterloo Region’s Official Plan does not address economic development beyond

“fostering and facilitating growth”, and makes no reference to a need for an

economic development strategy, which the region does not yet have.

The 2011-2014 Region of Waterloo Strategic Plan identified the immediate need

for action on three economic development initiatives:

1- Make the East Side Employment Lands development ready;

2- Continue to identify partnership opportunities that foster innovation

and economic development; and

3- Strengthen the coordination and implementation of economic

development activities across the region through clarification of

municipal and stakeholder roles and responsibilities.

The Greater Golden Horseshoe Plan projects significant growth in the western

GTA and Hamilton, and significant growth is also expected for the outer ring

portion of the GGH which includes Waterloo Region. The latest projections for

Waterloo Region have the population rising from 526,000 to 729,000 and

employment rising from 282,000 to 366,000 by 2031. While much of the GGH

employment growth is destined for the 905 area (Halton, Peel, York and Durham

Regions), large 905 land banks are approaching build out and new strategic land

locations are not being protected for future employment use. Waterloo Region, as

the largest outer ring municipality should see considerable interest in its

employment lands for office, industry and business services.

EXISTING ECONOMIC DEVELOPMENT FRAMEWORK

Despite Waterloo Region’s many strengths and assets, there are a number of

structural weaknesses in the current economic development framework. The

current economic development framework does not fully meet the needs of the

regional business clusters, other economic development stakeholders, and the

public at large.



MALONE GIVEN PARSONS LTD. iii

EX

EC

UTI

VE S

UM

MA

RY

Examples of this underachievement include: gaps in, and absence of, useful

regional economic data; dated and often confusing marketing and promotion

initiatives; lack of resources to deliver basic economic development service across

Waterloo Region; poor stakeholder comprehension of their contribution to

economic development; lack of trust vertically and horizontally across the region;

and the absence of a coherent multi-level regional economic development

strategy.

Despite this fragmented and poorly coordinated economic development network,

there is consensus among stakeholders on the need for a regional approach to

economic development, on their willingness to participate in regional economic

development, and that the Region of Waterloo should provide leadership in

delivering this approach.

COMPARATIVE ANALYSIS: COMMUNITIES AND BEST

PRACTICES

Three sets of comparator communities with relevance to the Waterloo Region

situation were evaluated: multi-tiered regional economic development

organizations; existing multi-tiered municipalities in southern Ontario; and single-

tiered municipalities with economic development and/or real estate development

subsidiaries. Results of this analysis indicate that:

1. Business success is more commonly associated with a regional cluster

approach;

2. Regional business clusters require engagement at a wider regional level;

3. Single-tier municipalities favour external economic development

organizations; and

4. Two-tier regional/local municipalities favour a combination of internal

and external economic development organizations.

REGIONAL ECONOMIC DEVELOPMENT STRATEGY

The first requirement for a new approach to economic development is the creation

of a Regional Economic Development Strategy that takes advantage of the

inherent strengths of the region and which effectively deploys resources to ensure

a sustainable and growing regional economy.



iv


EX

EC

UTI

VE S

UM

MA

RY

Waterloo’s eight municipal governments, in concert with the major economic

stakeholders, should embark immediately to establish a clear and effective

strategy that will create a new economic vision for Waterloo Region, and which

will provide a renewed consensus on the means of achieving the vision.

FRAMEWORK OPTIONS

A number of viable framework options for the delivery of economic development

services within Waterloo Region were identified.

All are potentially implementable within the existing governance structure in

Waterloo Region. Criteria for developing the options were drawn from the current

local and regional context, current economic development issues, and from the

experiences of other jurisdictions with similar issues and best practices.

Five options for delivering economic development services were defined along a

continuum of increasing change and intervention. These are:

1- The status quo;

2- Enhanced regional alignment and coordination;

3- Regional Economic Development Corporation (jointly owned by all eight

Municipalities), with shared responsibility for implementing an economic

development strategy with local Municipalities;

4- Regional Economic Development Corporation (jointly owned by all eight

Municipalities), with sole responsibility for implementing all aspects of

an economic development strategy; and

5- Consolidation of all economic development functions and services within

a department of economic development within the Regional Municipality

of Waterloo.

Our preferred approach is Option 3, a single non-profit agency that is separate

from, but controlled by, the eight Municipalities and is responsible for

implementing regional economic strategy, marketing and promotion, coordination

of corporate relationships, and advocacy with other levels of government. It

would not be directly involved in the development and/or sale of the land. This

Option would see the local Municipalities retain “non-regional” economic

development functions.



MALONE GIVEN PARSONS LTD. v

EX

EC

UTI

VE S

UM

MA

RY

EMPLOYMENT LAND OPTIONS

The current model for the provision of employment land is a mix of municipally

and privately owned land that has been successful in meeting most but not all

local employment land demand. With its educational, entrepreneurial, cultural,

and transit assets and lower costs, Waterloo Region will become an increasingly

attractive location for new or expanding business relative to the western GTA

Municipalities. The current employment land supply in Peel and Halton will be

depleted within 10 years, resulting in rising prices in these areas relative to

Waterloo Region.

It is an essential requirement of successful and transformational economic

development that there be a sufficient supply of available employment land at all

times. Our preferred approach is to create and utilize a Special Purpose

Development Corporation to develop strategic employment lands on the east side,

including those adjacent to the airport and other strategic employment lands as

determined. Existing municipal roles in employment land development would

remain intact. Over the longer term, the strategy should be to ensure that the

major role of developing and selling employment lands transitions to the private

sector.



vi


EX

EC

UTI

VE S

UM

MA

RY


MALONE GIVEN PARSONS LTD. 1

1.0

INTRODUCTION

Waterloo Region has a strong economy that has been performing

well. However, there are challenges and opportunities that lie ahead.

This report identifies alternative approaches for the governance and

economic development services. In particular, the study evaluates

alternative approaches for ensuring an appropriate supply of

available employment land.

1.1 Introduction

Waterloo Region has benefited from its many strengths and from its strong brand

as a place of profitable enterprise, creative and industrious people, an intellectual

nexus of thought leadership, a diverse high quality lifestyle, and effective

community leadership. It benefits from a global perspective that is reflected in the

destination of its university graduates and the market reach of many of its local

companies. It also benefits from a local focus that has led to continual

improvements to urban infrastructure and civic amenities.

Over the past few years, there has been a growing debate as to the best approach

to ensuring continued economic growth within the Waterloo Region. This debate

has focused on three main questions:

Is the current framework for the governance and delivery of economic

development meeting the needs of the regional economy?

What other options should be considered?

In particular, how can the constituent Municipalities ensure that there is a

continual renewal of the available supply of employment lands?

Implicit in these questions is: how can the Waterloo Region stay aggressively

ahead of the curve and stake out its position as a location of choice for the best

companies in the nation, the continent, and the world?



2 MALONE GIVEN PARSONS LTD.

1

.0

IN

TRO

DU

CTI

ON

In the course of completing this review of the structure and function of economic

development services in Waterloo Region, Malone Given Parsons Ltd. (MGP)

met with representatives from over 40 organizations involved in, or with,

economic development across Waterloo Region. As expected, a wide range of

opinion was offered on the local state of economic development, including: the

decline in traditional manufacturing; the emergence of education, research and

innovation as drivers of economic development; other emerging business clusters;

and the role of all three orders of government, federal, provincial and municipal in

economic development.

Two clear themes emerged from this input. The first theme is that the region has a

strong economy that has been performing well. The region has exhibited dynamic

growth over the past several decades, rising standards of living and incomes,

healthy local business communities, diverse and engaged sectors, place-based

advocacy groups, world class local post secondary institutions, and a rare

resiliency in the regional economy, given difficult international circumstances.

The second theme sees a region that is not fully capitalizing on its strengths and

consequently is at risk of being less dynamic, competitive and successful. There is

a lack of coherent strategy and lack of effective coordination amongst the many

organizations involved in economic development. This has resulted in missed

opportunities, loss of at least one major company, declining national significance

of remaining head offices, fragmentation of local service delivery, and internal

competition rather than cooperation and collaboration.

1.2 The Assignment

MGP, in association with Perimeter Public Affairs, have been retained by the

Region of Waterloo together with the 7 local Municipalities to evaluate and

present options on how economic development is delivered regionally through a

network of approximately 34 agencies, providing a range of services at the

community, local, regional and international levels.

The terms of reference for the study, the MGP proposal, and subsequent

discussion achieved consensus on the following project priorities.

Questions that need to be answered included:

1. Economic Development

Who is doing what, and is there overlap?

Where are the gaps, and what improvements can be made?




1.0

I

NTR

OD

UC

TIO

N

What’s working, and what needs improvement?

What is the experience of comparator communities, and what is considered

to be best practice?

What unique approach can Waterloo Region take?

Consider the practical options for organizing the creation and implementation

of an economic development strategy.

2. Employment Land

How should municipalities be approaching the employment land

development issues?

What is the role of greenfield employment versus infill & intensification of

existing sites?

How can an appropriate supply of available vacant employment land be

ensured?

The study approach involved the following tasks:

Review of the organizational framework for economic development;

Interviews with key stakeholders;

An assessment of existing performance gaps, overlaps & resources of the

existing economic development framework;

Review and analysis of the economic development approaches taken by

selected comparator communities;

Identification of the requirements for economic development; and,

Identification and evaluation of the governance and organization options for

delivery of economic development and for ensuring land supply.

Organization of the Report

This report is organized in the following format:

Section 2: Context on regional economic position; planning policies; and,

issues surrounding the provision of employment land;

Section 3: Overview of the existing economic development framework

including regional and municipal responsibilities and mandates;

Section 4: Comparator communities and best practices and lessons;

Section 5: Overview and detailed description of proposed framework options

including an evaluation of each option considering both the risks and

opportunities;

Section 6: Overview and detailed description of proposed land development

options including an evaluation of options; and,




1

.0

IN

TRO

DU

CTI

ON

Section 7: Conclusions and recommended approaches, including a high level

implementation sequence.

Definitions

The geographic region encompasses 7 local municipal jurisdictions: the City of

Waterloo; the City of Kitchener; the City of Cambridge; the Township of Wilmot;

the Township of Wellesley; the Township of Woolwich and the Township of

North Dumfries. In addition the Regional Municipality of Waterloo provides

services and infrastructure to all local municipalities.

Herein, “Waterloo Region” or the “region” refers to the geography encompassed

by the 7 municipalities. The “Region of Waterloo”, “ROW” or the “Regional

Government” refers to the Regional Municipality of Waterloo.


2.0

ECONOMIC CONTEXT

Waterloo Region’s economy is growing and performing well in terms of its Ontario competitors;

While Waterloo Region is recognised as a significant urban growth centre for the Province, it does not have a regional economic development strategy; and,

In the medium and long term, the rapid growth of the western GTA municipalities presents a significant strategic opportunity for Waterloo Region.

Waterloo Region, located in the economic heart land of Canada, has a unique

geographic position. While it is situated within the Greater Golden Horseshoe,

which encompasses a population of 9 million people, and has very close linkages

to the larger economy, Waterloo Region remains separate and distinct from the

main urban mass of the Greater Toronto Area. It has unique history and cultural

attributes that enable it to benefit from its proximity to the Toronto economy

without being overwhelmed by its urban neighbours to the east. Its proximity to

Toronto provides important economic and transportation linkages and an easy

locational legibility to potential markets beyond Canada. At the same time, its

separateness provides a high quality of life, distinct character, competitively

priced economic inputs, and a world recognized quality of technical talent being

produced by three post-secondary institutions.

Before focusing on economic development in Waterloo Region, it is helpful to

review the Region’s economic importance and the policies that relate to economic

development.

The following section provides:

An overview of the region’s growth expectations;

It’s competitiveness with other Ontario regions;

A review of planning policies that are most salient to the goals and delivery

of economic development within Waterloo Region; and,




2

.0

EC

ON

OM

IC C

ON

TEX

T

An overview of the issues surrounding the provision of employment land

throughout the region.

Figure 2.1 below maps Waterloo Region in the context of its surrounding

economic competitors: Guelph; Brantford; Hamilton; and the western GTA

municipalities.

Figure 2.1 Waterloo Region within the Western GGH Context




2.0

E

CO

NO

MIC

CO

NTE

XT

2.1 Growth and Competitiveness

The series of tables that follows show the expected growth in population and

employment within the Waterloo Region and its surrounding competitor

municipalities. From this, the following salient observations can be made:

Waterloo Region is generally similar, or greater, in population to the nearby

cities that are competitors including the urban areas that compose Halton

Region.

Waterloo Region has greater expected growth in both population and

employment than nearby cities and regions, although Halton Region will

grow somewhat faster.

The western GTA regions of Halton and Peel can be considered as

competitors for business investment, but also as sources of business

establishments that could migrate west to Waterloo Region. Costs of labour

and land are generally lower in Waterloo Region than in the western GTA

and Waterloo Region has other attractions; universities, high quality city,

small town and rural environments.

Table 2.1 Population Forecast

2011 2021 2031 2011-2031 % Increase

Waterloo Region

526,000

623,000

729,000 28%

London 366,140

404,600

443,500

17%

Hamilton

540,000

590,000

660,000 18%

Halton Region

520,000

650,000

780,000 33%

Peel Region

1,320,000

1,490,000

1,640,000 20%

Brantford

97,925

107,258 n/a n/a

Guelph

125,000

148,000

175,000 29%

Source: Waterloo Region, Hamilton, Peel Region and Halton Region Population

Forecasts based on Places to Grow. Brantford Official Plan 2011; Guelph Official Plan

Sept, 2012 & Employment Lands Strategy Phase 1, by Watson & Associate, 2008; and,

City of London Employment, Population, Housing and Non-Residential Construction

Projections 2011 Update (Draft 2012) by Altus.




2

.0

EC

ON

OM

IC C

ON

TEX

T Table 2.2 Employment Forecast

2011 2021 2031 2011-2031 % Increase

Waterloo Region

282,000

324,000

366,000 23%

London

189,674

211,630

229,337 17%

Hamilton

230,000

270,000

300,000 23%

Halton Region

280,000

340,000

390,000 28%

Peel Region

730,000

820,000

870,000 16%

Brantford

47,685

54,910 n/a n/a

Guelph

74,680

88,790

100,390 26%

Source: Waterloo Region, Hamilton, Peel Region and Halton Region Population

Forecasts based on Places to Grow. Brantford Official Plan 2011; Guelph Official Plan

Sept, 2012 & Employment Lands Strategy Phase 1, by Watson & Associate, 2008; and,

City of London Employment, Population, Housing and Non-Residential Construction

Projections 2011 Update (Draft 2012) by Altus.

The Conference Board of Canada “Metropolitan Outlook 2: Economic Insights

into 15 Canadian Metropolitan Economies: Summer 2012” indicates that:

Waterloo Region will achieve the highest economic growth in Canada among

medium-sized cities in 2012.

The region’s manufacturing output is expected to increase 4.5 percent in

2012.

Gross Domestic Product will grow in Waterloo Region by 3.3 percent in

2012, down from 3.9 percent in 2011.

Unemployment in Kitchener, Waterloo and Cambridge is projected to fall

from 6.8 percent in 2011 to 6.2 percent by the end of 2013.

The CIBC World Markets' Metropolitan Economic Activity Index, 2012 places

Waterloo Region as the third strongest economy among Canada’s largest 25 cities

for the third quarter of 2011. This Index was based on nine key macroeconomic

variables and drivers of economic growth; population growth, employment

growth, unemployment rate, full-time share in total employment, personal

bankruptcy rate, business bankruptcy rate, housing starts, MLS housing resales,

and non-residential building permits. The Index is designed to capture the rate of

change in the level of economic activity among Canada's largest 25 cities.




2.0

E

CO

NO

MIC

CO

NTE

XT Figure 2.2 ranks Canada’s 25 largest cities in terms of their economic activity for

the third quarter of 2011. Waterloo Region has been represented as Kitchener

CMA and has been ranked third behind Toronto and Edmonton. In comparison,

Hamilton is ranked 13th and London 22

nd.

CIBC World Markets Inc. attributed the region’s success to a combination of:

Relatively strong employment momentum;

Strong housing and real estate markets;

High quality jobs, important for income growth; and,

Low rate of business bankruptcies.

Figure 2.2 Economic Activity Index

Source: CIBC (Canadian Cities: An Economic Snapshot Toronto Continues To Lead the Pack,

January, 2012)

2.2 Waterloo Region’s Business Advantage

Many factors have given Waterloo Region a competitive edge, leading to the

successes it continues to experience:

Its strategic position west of Toronto;

A labour force and consumer market of 2.7 million people within a 45

minute drive;

Ready access to major transportation corridors, and three Canada-US border

crossings;




2

.0

EC

ON

OM

IC C

ON

TEX

T

Access to national railroads;

Access by regional transit (GO Transit) to the City of Toronto downtown;

Access to the Region of Waterloo International Airport and close proximity

to Toronto’s Pearson International Airport;

A low corporate tax rate and low energy prices; and,

World class education/research institutes and a multicultural workforce with

advanced skills.

The region has received some high accolades for excelling in a range of sectors:

The City of Waterloo was named Top Intelligent Community 2007 by the

Intelligent Community Forum;

City of Cambridge named IBM’s first Smarter City in Canada (2010);

The Tannery District in Kitchener awarded best overall project in Canada by

the Canadian Urban Institute (2011);

Waterloo was ranked top 10 by FDI Magazine’s American Micro Cities of

the Future in 6 of 8 categories (2011/2012);

Canada’s Technology Triangle was named one of Canada’s Top Metro Areas

by Site Selection magazine; and,

The Real Estate Investment Network named Canada’s Technology Triangle

as the Top Ontario Investment Town 2009-2014;

While being predominantly associated with the high tech industry, Waterloo

Region boasts exceptional success and expertise in a variety of industries. We

have captured some of the prominent strengths of these industries, along with

listing some of the key industry players.

High Tech Industry

With regard to the tech sector in Waterloo Region, Communitech has highlighted

some noteworthy statistics;

The tech sector generates $25 billion revenue/yr;

There are approximately 1000 tech firms located in the Region;

There are in excess of 400 burgeoning start-ups (significant given a

population of approximately 500,000);

There are 30,000 employed at tech firms;

There are 1,600 open tech jobs;

123% growth rate in software careers;

Over $0.5 billion in acquisitions in 2010;




2.0

E

CO

NO

MIC

CO

NTE

XT

Waterloo Region is home to;

o Canada’s largest tech company – BlackBerry;

o Canada’s largest software company – Open Text;

o World’s leading projection technology company – Christie Digital;

o Canada’s largest satellite company – Com Dev;

A new startup company is established every day at the Communitech hub;

and,

More than $84 million raised by companies in 2011 at the Communitech hub

alone.

Educational Institutions and Talent

Waterloo Region boasts exceptional access to three highly acclaimed post-

secondary education institutions; Wilfrid Laurier University, the University of

Waterloo and Conestoga College, and their 74,000 post-secondary students. Some

highlights include:

The University of Waterloo has the largest cooperative education program in

the world;

The University of Waterloo is repeatedly recognized as Canada’s most

innovative university and topping the categories for Best Overall and most

likely to produce leaders of tomorrow;

More than 22 percent of all spin-off Canadian IT companies have originated

in University of Waterloo incubator programs;

The University of Waterloo is home to the Waterloo Centre for Automotive

Research (WatCAR), supporting major breakthroughs and innovations in the

automotive sector;

The David Johnston Research & Technology Park is one of the newest

research parks in Canada and is uniquely located on the University of

Waterloo’s North Campus. Designed to accommodate 1.2 million square feet

of office space on 120-acres (49 hectares), the Research Park will house

thousands of researchers, create new technology jobs, and generate billions

of dollars in economic impact;

“In the last four years,” the University of Waterloo has “developed 184

projects, they’ve set up 20 companies, they’ve hired 200 people and they’ve

brought in venture capital of $30 million”, Geoff McBoyle, associate vice-

president of academic and strategic initiatives at the University of Waterloo;

Wilfrid Laurier is one of Canada’s fastest growing universities and is

consistently ranked among Canada’s top schools in its category;

The School of Business & Economics (SBE) at Wilfrid Laurier University is

one of the largest and most innovative business schools in Canada; and,




2

.0

EC

ON

OM

IC C

ON

TEX

T

Conestoga College ITAL offers over 60 career-related programs, and the

University’s graduates contribute more than $1 billion to the local economy

each year.

Advanced Manufacturing

Output and productivity in the advanced manufacturing industry continues to rise

due to investment in technology advancements in the sector. The strength of

Waterloo Region’s manufacturing industry has been its diversity and ability to

adjust to new and emerging market demands, contributing to the sustainable

growth of the industry.

A Statistics Canada labour force survey, produced in 2010, ranks Waterloo

Region first in Canada in terms of the proportion of its labour force employed in

the manufacturing industry (20% of total employment). The region also ranks

first in Canada in terms of the proportion of businesses in manufacturing.

Financial Services

The number of businesses and financial institutions in the Kitchener-Cambridge-

Waterloo CMA in 2011 rose to 608, employing 21,000 people. Canada’s

Technology Triangle (CTT) have noted that the total employment in the sector

has risen from 6.4% to 8.5% in the past 12 years, with the region scoring second

highest among Canadian CMAs.

Life Sciences

Life science has become an emerging cluster in Waterloo Region, with significant

recent investments in biotechnology, medical and environmental sciences and in

new research facilities such as the new University of Waterloo School of

Pharmacy. The presence of leading-edge research facilities, an educated local

workforce, and generous R&D tax credits contribute to the appeal of the region.

Food Processing

The Waterloo-Guelph-Toronto corridor is the largest food manufacturing region

in Canada and the third largest in North America. With a comparatively lower

overall cost of doing business than in the United States, access to more than 450

million North American consumers, access to ingredients and a stable market

place, Waterloo Region is an extremely attractive location for food business.

Planned or Recent Investment/Future Growth Generators

The following recent or planned investments are expected to play a significant

role in the future prosperity of the region:




2.0

E

CO

NO

MIC

CO

NTE

XT

The planned $66 million expansion of Kitchener Public Library;

The construction of a global innovation exchange building at Wilfred Laurier

University, for students in business, mathematics, and economics;

Expansion of Eclipse Automation in Cambridge;

A $100 million investment by Toyota to expand its facility in Cambridge,

creating 400 new jobs, in addition to investments in its Woodstock plant;

The Government of Canada's investment of up to $4.4 million, provided

through FedDev Ontario's Investing in Business Innovation initiative, to

support the expansion of a number of companies in the region. The

investment is expected to support the creation of 210 jobs;

$818-million LRT project due to begin in 2014, and following developments

along the major transit nodes;

44-bed extension to Cambridge Memorial Hospital, 2013;

Conestoga College; expansion of its Doon campus; and,

The opening of the $160-million, 25,650-sq.m. Mike & Ophelia Lazaridis

Quantum-Nano Centre at the University of Waterloo in September 2012.

International Competitiveness

“When it comes to global trade, Canada is leading the way” according to David

Abney, COO of UPS which has recently invested $300 million in its Canadian

operations. Attributing Canada’s six new free trade agreements along with the

FTAs it is continuing to negotiate with emerging markets as clear indicators that

Canada is getting it right at reaching out to the world’s new consumers.

The Global Competitiveness Index 2012 – 2013 released by the World Economic

Forum in early September 2012, ranks Canada at 14th place. According to The

Conference Board of Canada, despite Canada’s respectable ranking, more needs

to be done to improve Canada’s competitiveness: “all levels of government, all

sizes of business, and all types of educational institutions have an important role

to play.”

The report highlights that Canada continues to benefit from a number of factors

including:

Its efficient markets;

Strong financial institutions;

Well-functioning government institutions; and,

Good infrastructure.




2

.0

EC

ON

OM

IC C

ON

TEX

T The Conference Board of Canada is addressing a number of the challenges

identified in the Global Competitiveness Report 2012-13 through its Centre for

Business Innovation; a five year initiative that will help bring about major

improvements in firm-level business innovation in Canada.

Canada recently was cited as having the best job creation record in the G7; with

the addition of 52,100 new jobs being added to the Canadian economy during

September 2012.

The Canadian Institute of Chartered Accountants’ third-quarter survey also notes

that 46 percent of senior executives expect the number of employees at their

companies to increase in the next year, up from 41 percent in the second-quarter

survey.

The implication for Waterloo Region is that although Canada is a competitive

country internationally, it could be taking greater advantage of that fact. Given

Waterloo Region’s strong economic attributes for technology and manufacturing,

it can be expected to benefit disproportionately from international recognition of

Canada’s advantages as a location for creative and expanding enterprise.

2.3 Policy Context

A number of legislative documents guide and promote economic development

within the Region of Waterloo:

The Places to Grow Act and subsequent Growth Plan;

Regional and Municipal Official Plans; and,

Region of Waterloo Strategic Plan.

The Growth Plan

The Growth Plan, which guides population and economic growth in the Greater

Golden Horseshoe, places particular emphasis on Urban Growth Centres and

identifies three Urban Growth Centres within the Waterloo Region: Downtown

Kitchener, Uptown Waterloo and Downtown Cambridge. Although these Growth

Centres focus on the central areas, the fact that there are three located within

Waterloo Region clearly reflects the region’s existing and future economic

importance.

http://www.weforum.org/issues/global-competitiveness

http://www.conferenceboard.ca/CBI/default.aspx

http://www.conferenceboard.ca/CBI/default.aspx




2.0

E

CO

NO

MIC

CO

NTE

XT The Growth Plan protects employment areas and legislates for an adequate supply

of land for employment areas and employment uses. The Growth Plan recognizes

employment lands as an important tool for promoting economic development and

ensuring overall competitiveness.

The focus of the Growth Plan is to achieve a long term distribution of growth

amongst the affected jurisdictions. It provides a normative objective for the long

term distribution, but is not focused on detailed land use requirements and needs

over a short term horizon, essential for the management of the economic growth

process.

From a perspective of attracting and accommodating employment, the focus must

also be on the continual immediate requirements for land and infrastructure. This

is reflected within the Growth Plan in the recognition of the need for ready and

accessible infrastructure as a key driver for attracting investment and maintaining

economic competitiveness.

Region of Waterloo Official Plan

The Region of Waterloo Official Plan (currently under appeal at the Ontario

Municipal Board) sets out the planned urban growth for Waterloo Region. Most

growth is expected to occur in the existing Built-Up Areas through reurbanization.

In addition to the three Urban Growth Centres, which are expected to

accommodate a significant share of the region’s future population and

employment growth, the Region anticipates new growth and development to

occur in Urban Designated Greenfield Areas and the Township Urban Areas

designation.




2

.0

EC

ON

OM

IC C

ON

TEX

T Figure 2.3, produced from a composite of maps from the Region of Waterloo

Official Plan, illustrates the planned urban growth for Waterloo Region.

Figure 2.3 Composite of Regional Official Plan Maps 2,3a-e, & 7




2.0

E

CO

NO

MIC

CO

NTE

XT Table 2.3 sets out the population and employment forecasts for Waterloo Region

to 2029 as per the Regional Official Plan.1

Table 2.3 Population and Employment Forecast (as per Waterloo New Regional

Official Plan)

Population % Population increase

2006 -2029

Employment % Employment

increase 2006 -2029

2006 2029 2006 2029

City of Waterloo

101,700 137,000 35% 64,070 88,000 37%

City of Kitchener

214,500 313,000 46% 99,380 130,000 31%

City of Cambridge

123,900 173,000 40% 75,220 100,000 33%

Township of Woolwich

20,100 32,500 62% 13,540 18,800 39%

Township of Wilmot

17,700 28,500 61% 6,730 9,700 44%

Township of Wellesley

10,100 12,000 19% 3,290 4,100 25%

Township of North Dumfries

9,200 16,000 74% 6,080 8,400 38%

Total Waterloo Region

497,200 712,000 43% 268,310 359,000 34%

Source: The Region of Waterloo Official Plan

Note: The Waterloo Regional Official Plan is currently under appeal at the OMB. numbers and

planning horizon are subject to change

The Regional Official Plan identifies its goal, objectives and corresponding

policies which will guide economic development in the Region over the next 20

years. “The overall goal indentified is as follows: Collaborate with Area

Municipalities, Canada’s Technology Triangle Inc. and other stakeholders to

foster a diverse, innovative and globally competitive regional economy”.

There are two important features of the Region of Waterloo Official Plan that are

salient to economic development. The first is that the Official Plan does not stake

out a clear and explicit economic development role for the Region of Waterloo

beyond “fostering” and “facilitating”. The second is that there is no statement

that refers to the need for an economic development strategy for the Region.

The Region of Waterloo Strategic Plan, 2011-2014 identifies five focus areas as

Council priorities:

Environmental sustainability;

1 Note The Region of Waterloo has been requested by the MMAH to revise forecast

horizon to 2031, therefore the forecasted horizon is subject to change.




2

.0

EC

ON

OM

IC C

ON

TEX

T

Growth management and prosperity;

Sustainable transportation;

Healthy and inclusive communities; and,

Service excellence.

With respect to priority 2 above, Growth Management and Prosperity, the Region

has identified the following priority actions:

Continue to manage and shape growth.

Ensure infrastructure meets the demands of a growing community.

Enhance our arts, culture and heritage.

Strengthen partnerships with all orders of government and our

community partners to plan and manage growth.

Support a diverse, innovative and globally competitive economy.

2.4 Growth Pressure & Opportunities for Waterloo

Region

The rapid employment and population growth in the western GTA municipalities

presents an opportunity for Waterloo Region. As Peel and especially Halton

Region continue to grow and consume employment land, Waterloo Region is

expected to experience increasing market pressure for its employment land

portfolio. The success of the Peel and Halton Regions ultimately means higher

land prices in those regions which will create more interest in Waterloo Region

which has lower land values, within a very attractive urban context. This will be

amplified by traffic congestion, particularly at peak hours, along the 401 in Halton

and Peel.

This future pressure on Waterloo Region is evident in the most recent economic

forecasts released by the Province. While the GTAH will continue to lead growth,

the Outer Ring portion of the GGH will also see strong growth throughout this

planning period. More dramatic is the planned growth of the western portion of

the GGH that includes communities in the inner GTAH portion of the GGH,

including the City of Hamilton, and the western part of the Outer Ring of the

GGH including the Region of Waterloo, and the Cities of Guelph and Brantford.

This area was first identified by The Center for Spatial Economics in a 2008

report for Canada`s Technology Triangle (CTT). In this report they note that the

population of this sub-region is almost 1,500,000, employment of 766,000, $49

billion in income and $36 billion in household expenditures.




2.0

E

CO

NO

MIC

CO

NTE

XT These figures are very similar to the figures for the City of Calgary which had $51

billion in income, and household spending of $36 billion at the time the report

was prepared.

What do these trends mean for Waterloo Region?

The continuing shift of employment from manufacturing to service based,

results in corresponding shift towards office space, rather that manufacturing

space. Waterloo Region, with the only significant office space market in the

Outer Ring area of the GGH, and its urban/educational amenities, should be

well positioned to benefit from this trend.

Immigration will continue to drive population growth, with 94% of the

immigration residing in the GTAH and the remaining 6% in the Outer Ring

of the GGH. Waterloo Region is the overwhelming choice for immigrants

destined for the Outer Ring. Of the 6%, 4.5% or 75% of immigration growth

in the Outer Ring is into Waterloo Region.

Waterloo Region is currently the only part of Outer Region with positive

inflow for workers, a trend which is expected to continue.

Ontario manufacturing output has grown faster than rate of employment due

to efficiency and productivity improvements. This is good news for Waterloo

Region, with a mixed economy, and a strong manufacturing base that is now

more competitive, both in the domestic and international market places.

In a 2011 presentation on growth management in the GGH, MGP noted that:

o Approximately 75% of GGH employment growth is destined for the 905

area of the GGH;

o However, large 905 land banks are approaching build out; and

o The remaining strategic employment land locations are not now being

protected for future employment use.

This convergence of supply and demand for new employment land in the western

part of the GGH should result in a strategic shift towards private sector

involvement in employment lands acquisition and development in the Outer Ring.

Waterloo, as the largest municipality in the Outer Ring, its close proximity to both

the GTA and the Canada US border, should see considerable interest in its

employment lands for both office and industrial purposes.




2

.0

EC

ON

OM

IC C

ON

TEX

T THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY


3.0 EXISTING ECONOMIC

DEVELOPMENT

FRAMEWORK

Despite many strengths, there are a number of weaknesses in the

current economic development framework indicating that the

current system is not fully meeting the needs of the regional

economy:

Absence of a regional approach to economic development;

A gap in available data;

Inconsistent marketing approach;

A lack of resources, particularly in the rural municipalities;

Trust issues; and, An unclear understanding of stakeholder involvement in

economic development.

3.1 Overview of Existing Framework & Responsibilities

Waterloo Region operates under a two tier municipal structure, with the upper tier

municipality, the Region of Waterloo, delivering services on a regional scale, in

addition to the services provided by the 7 lower tier municipalities, including;

Planning, Housing and Community Services, Social Services, Transportation and

Environmental Services and Public Health. Tables 3.1 and 3.2 summarise the

difference between Regional and Municipal functions, including shared and non

shared responsibilities.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Table 3.1 Shared Responsibilities

Region of Waterloo Local Area Municipalities

Water Supply (for all municipalities)

Wastewater Treatment (for all municipalities)

Water Distribution for Wellesley and North Dumfries Water Distribution

Wastewater Collection for Wellesley and North

Dumfries

Wastewater Collection and Billing

Regional Roads (Main Arterial) and Traffic Signals Local Streets (Residential and Collector)

Regional Official Plan and Policies Zoning By-laws and Neighbourhood Plans

Rural Library System City Library System

Emergency Response (Ambulance) Emergency Response (Fire Protection)

Debentures (for all municipalities) Tax Collection (for area and region)

Regional Licensing and By-Law Enforcement (e.g.

taxis, lawn watering, tree cutting etc)

Local Licensing and By-law Enforcement (e.g.

parking, noise, property standards etc)

Table 3.2 Responsibilities Not Shared

Region of Waterloo Local Area Municipalities

Public Health (Child and Family Health, Healthy Living,

Sexual health, Infectious Diseases Programs, Dental

Health Programs, Population Health Assessment,

Emergency Medical Services, and Health Protection.)

Building Inspections and Permits

Social Services (Employment and Income Support -

Ontario Works, Children’s Services, Senior’s Services,

Social Planning)

Cemetery Management

Waste Management (Landfill, Recycling, Collection) Vital Statistics (Births, Deaths, Marriage)

Public Transit (Conventional and Specialized) Land Severances

Region of Waterloo International Airport Local Economic Development

Cultural Services (Waterloo Region Museum,

Schneider Haus and McDougall Cottage)

Parks and Recreational Programs

Emergency Planning

Community Housing

Provincial Offences Court Administration

34 Organisations Delivering Economic Development

At present, there are 34 organizations within the region that have an economic

development function that is part of their mandate and program activities. At the

municipal level, this includes the three Cities, the four Townships, and the Region

of Waterloo. The many agencies also include the universities, college,

development corporations, chambers of commerce, employment organizations

and other cross jurisdictional organizations. Below is a summary of the primary

focus or functions of some of the key organisations or groupings of organisations.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Region-Wide Functions

The Region of Waterloo currently does not have a proactive role in coordinating

economic strategies, or delivery of economic development. It does however have

an enabling or coordinating role in labour market development, employment land,

infrastructure, data collection, research, policy development and review, quality of

life initiatives, regional economic development and integration with provincial

and federal bodies.

A number of functions are delivered on a region-wide scale, primarily from the

three not-for-profit organizations; Canada’s Technology Triangle (CTT), Creative

Enterprise Initiative, and Waterloo Regional Tourism Marketing Corporation. The

key functions delivered by these three organizations are foreign direct investment,

capacity building in the creative sector, and tourism respectively.

The Cities of Waterloo, Kitchener & Cambridge

The three Cities are involved in business attraction, business expansion and

retention, employment land and community development. Their role also extends

to marketing, infrastructure, data collection, research, policy development review

and accessing funding. By history and geography, the three cities have

complimentary but somewhat different roles.

The City of Waterloo, the region’s namesake, is focused primarily, but not

exclusively, on the tech sector. As the home of the University of Waterloo, and

the David Johnston Research and Technology Park, it is more closely associated

with technology; it is active in promoting foreign direct investment and the

retention of businesses.

The City of Kitchener has an active economic development focus on higher order

service sectors, administration, culture and tourism. It is engaged in economic

development, business retention, marketing, and culture and tourism. The City

does not have significant greenfield employment land and focuses more on the

office orientated service sectors that typically locate in the downtown core as well

as brownfield redevelopment.

The City of Cambridge has the largest industrial employment base and has been

focusing on developing and marketing greenfield sites. Cambridge has also made

significant achievements in creating a high quality urban character in the core

area. It too has active programs in foreign direct investment, marketing and

business retention.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

The Townships of North Dumfries, Wellesley, Wilmot &Woolwich

The Township of North Dumfries does not have significant involvement in

economic development activities, nor does the Township have the available

resources to engage in economic development. Interest in greenfield employment

land in the past has not resulted in a sale agreement.

The Township of Wellesley’s main economic development focus is retention and

expansion of its existing employers. The Township is limited by water restrictions

and therefore dry industries occupy designated employment lands. Without

economic development staff, the Township does not have significant engagement

in economic development.

The Township of Wilmot has a planner/economic development officer who is

engaged in facilitating employment land development and retention primarily.

Most queries relating to employment land development received are for serviced

lands, in which the area is deficient.

The Township of Woolwich has an active economic development department and

has prepared an Economic Development Strategic Plan. Their focus is primarily

on business retention, expansion & tourism. They are involved in a range of

initiatives to support and promote local businesses, including a business visitation

program. Agriculture, food and tourism are key sectors for the Township. The

private sector has been instrumental in developing employment lands within the

Township.

Business Associations/Chambers of Commerce

Business associations, grouped to include the Chambers of Commerce, the

Prosperity Council of Waterloo Region, the Manufacturing Innovation Network,

and the Business Improvement Areas, focus primarily on business expansion and

attraction, retention and marketing and to a lesser extent on research, policy

development and review and community development. Some business

associations are focused on specific geographies and/or specific industries. These

organizations play a key role within the region as one of the important contact

points between the public and private sectors.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Communitech

Is a not for profit organization dedicated to supporting technology companies in

Waterloo Region and beyond. Communitech removes barriers within the industry

and provides a common place for companies, academics, enterprise and service

organizations to come together on innovating collaborations that promote the

region’s technology cluster. Founded in 1997, Communitech now supports a

network of more than 800 companies that generate more than $25 Billion in

revenue.

Post Secondary Institutions

Post secondary institutions; the University of Waterloo, Wilfrid Laurier

University and Conestoga College, play a key role in labour market development,

as well as research, data collection, policy development and review as well as

improving the quality of life in the region. The institutions assist many of the

other organizations in achieving their economic development mandate.

3.2 Stakeholder Commentary

Over the course of this study, we interviewed individuals from the 34 stakeholder

organizations, including the 8 Waterloo Region municipalities, business

associations, post secondary institutions, labour force development groups,

nongovernmental organizations and provincial organizations. We also met with a

number of mayors from Waterloo Region (see Appendix A for a complete list).

The objective of the consultation process was to understand how different

organizations are involved in economic development, how they interact, how each

organization fits into the current economic development framework, and their

views on issues, concerns, opportunities and gaps.

Broadly, our confidential discussions revealed that there is a commitment by all to

working towards ensuring that Waterloo Region is as successful and vibrant as it

can possibly be. At the same time, there are concerns surrounding the

effectiveness and focus of the existing economic development framework. There

is a general willingness to embrace change and to coordinate efforts if in doing so

it will make the current system more efficient and beneficial to the region as a

whole.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Section 3.2 summarizes some of the feedback we received, our observations, and

highlights some of the key findings from the consultation phase of the project. We

have categorised the findings under common discussion themes that emerged

from the consultation process. We noted conflicting views relating to many topics

and have not attempted to correct misunderstandings; rather the section should be

read as an overview of the perceptions that exist within the region in relation to

what is happening in terms of economic development.

Organization/Governance

Governance of economic development was the most common theme discussed

throughout the interview process. There was consensus that changes are needed

but different views on the best solution. Below is a sample of the comments

received;

“Economic development (within Waterloo Region) is …. splintered and there

is a lot of wheel spinning”.

“The region has been successful despite its framework and lack of cohesive

strategy”.

The region currently operates under a “dysfunctional framework”.

The current approach to economic development is “confused and informal”.

Collaboration/Interrelationships

In terms of collaboration and how different economic development stakeholders

interact, there were mixed responses:

With its plethora of organizations and overlapping boards, the region is “very

collaborative” and perhaps “overly collaborative” in terms of economic

development. “There are too many organizations”.

“There is too much focus on the high tech sector at the cost of other

important sectors”.

There is poor region-wide general business intelligence and regional approach

to business attraction and retention.

Among the identified stakeholder organizations there is a lack of appreciation

for the significance, and importance of their programs to economic

development. “We don’t do economic development”.

There is no defined regional economic development governance structure.

Relationships between the different organizations appear to be generally very

positive and collaborative.

Issues of trust have emerged resulting from a lack of information and

intelligence sharing from the top down, leading to a lack of confidence in the

abilities of others working within the industry.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Personality conflicts exist, affecting the smooth running of the system.

Inefficiencies have been created by an absence of cooperation, leading to

overlaps.

Key Framework Responses Required:

To consolidate and refocus the delivery of economic development functions

throughout the region, to make better efficiencies.

To improve collaboration, relationships and build trust between organizations.

To adopt an effective and comprehensive regional approach to economic

development.

To promote coordinated economic activity among development among

stakeholder groups and across the region.

Townships

We asked the staff at the Townships what resources or changes would support

them to conduct their roles more efficiently. A summary of the main points

include:

More local economic development staff would be very beneficial.

A regional point person to help navigate the system, dealing with planning

policy issues and servicing related queries.

“A regional overarching agency would lead to huge efficiencies”.

There is a need to revisit the regional brand.

The greatest obstacle prohibiting the development of one of the communities

is not having broadband.

There is a need and desire to develop an economic development strategy with

a regional focus. There is also a desire for increased cooperation between the

economic development partners.

A central source for information relevant to economic development including

details of vacant employment lands would be useful. They would like to see

better region-wide sharing of information between the stakeholders.

An overarching economic development agency with a regional focus is

needed.

Access to more shovel ready land is required.

The Townships should retain a local role in economic development.


There is a need to address the lack, or complete absence, of economic

development resources at the rural townships. Access to up to date regional

wide economic development related information and data would be extremely

beneficial in improving service delivery at the rural level.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Some Townships feel more aligned to each other than to the wider regional

economic development network. There is a need to improve interrelationships

and the economic development support network throughout the region.

A regional approach to economic development would benefit the Townships.

Regional Involvement

We asked all interviewed stakeholders how they would view a refocused

framework which involved more direct involvement by the Region of Waterloo in

terms of economic development. The consultation process revealed:

There is a requirement for a regional approach to economic development and

that it would be positive for the Region of Waterloo to become more involved

in economic development.

The general opinion is that the role of the Region of Waterloo should not take

away from the role of the municipalities and townships in providing local

economic development services.

There is a view that increased involvement by the Region of Waterloo would

create efficiencies and speedup processes, particularly in terms of bringing

employment land to a shovel ready state.

A number of different suggested responsibilities emerged in terms of the Region

of Waterloo’s involvement in employment land development including:

The Region of Waterloo should retain its current status of servicing

employment lands, but there is a need to speed up the process, ensure that

there is enough available employment land, and cut down on the bureaucracy.

“The Region should support communities to get land to a shovel ready state

and let the local municipalities and townships take care of the rest”.

Some suggested that there is a requirement for the Region to purchase and

manage strategically important employment lands, including lands located

close to and around the airport, to accommodate and safe guard the future

viability of the region.

Some questioned whether there should be a stronger role for the private

sector.

That a “champion” could be employed at the Region of Waterloo, who would

coordinate regional economic development activities and get employment

lands moving.

Preparation of a regional economic development strategy.

Collator and coordinator of data and research.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

There was support, by some, for the creation of an economic development

department at the Region of Waterloo with the Region of Waterloo providing

a full service economic development role. This idea has also been resisted by

some of the participants who feel that economic development should remain a

service that is provided at a local level.

There was general consensus that there needed to be more coordination of

economic development efforts across the region.

A regional point person could be identified at the Region of Waterloo to help

navigate the system, particularly in terms of employment land development

and in supporting the local municipalities.

There was also concern, by some, that if the role of the Region was expanded

into providing a full range of economic development services, this could

reduce the independence of the area municipalities and could be seen as a

move to defacto amalgamation.


To establish an appropriate economic development role for the Region of

Waterloo.

To review the roles of the other stakeholder organizations in light of increased

Region of Waterloo involvement in economic development.

To be mindful of the political complexities.

An Expanded Role for Canada’s Technology Triangle

The current and future role of Canada’s Technology Triangle (CTT) was a topic

of discussion in many of our meetings. There were contradictory observations in

terms of the current and envisaged future role of CTT:

“CTT should narrow their focus and stick specifically to FDI, fine tune its

strategy in terms of where their focus lies and continue to promote the region

abroad”.

“The role of CTT should be expanded to include other economic development

functions” including; conducting research and acting as a coordinator of data,

taking control of regional tourism with some proposing that CTT would be

the most suitable existing organization to rebrand and refocus to offer a full

service economic development service.

There is confusion surrounding the role and mandate of CTT. In many cases

there was an expectation that CTT should be providing additional services

outside of its current mandate.

Conflicting views surrounding its achievements to date.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K


There is a need for clarity surrounding the role and mandate of CTT.

New Overarching Regional Economic Development

Organization/Development Corporation

There was significant support for a new organization to guide regional economic

development in Waterloo Region.

Some felt that a new organization was required that would be independent of

the Region of Waterloo, the Municipalities or CTT.

Such an organization would have a multidisciplinary focus, and be

responsible for all or a select number of economic development functions

including; marketing, strategy development, data collection and research,

tourism and land development.

The opposing argument was that there are already too many organizations with an

economic development focus, and that adding an additional organization would

not be beneficial. It was suggested by some that the CTT itself could be expanded

to take on a broader role.


Consideration to be given to effective mechanisms to establish and coordinate

the implementation of a regional economic development strategy.

Consideration to be given to the formation of an independent organization to

lead economic development across the region.

Marketing/Branding

Issues surrounding marketing and branding were a significant part of the

discussions with all stakeholders. Our discussions revealed:

Branding

There is confusion surrounding the brand and there is little association with

the brand “Canada’s Technology Triangle”.

“There is a need for a refocus and rebranding”.

“The regional brand may not be as strong as perceived”.

“Education and talent could become more implicit in the branding”.

Marketing

There is a demand for a regional marketing and communications strategy.

There is a need to establish responsibility for finding, storing and coordinating

relevant data on a regional scale and for marketing the region.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Some areas in the region currently do not have broadband access.


There is a need to refresh and refocus the regional brand.

A comprehensive regional economic development strategy should include a

comprehensive marketing and communications strategy.

There is a need to establish responsibility for finding, storing and coordinating

relevant data on a regional scale and for marketing the region.

Marketing material is outdated; it should reflect a technologically advanced

community.

Data/Information Sharing

In many cases, a lack of accessible region-wide economic development and

marketing data was identified as a primary obstacle to effective delivery of

economic development services. Our key observations include:

Suspicions, knowledge gaps and inefficiencies have developed as a result of a

lack of openness with regard to information sharing and a lack of a common

information base.

There is no central generator, collator and repository for accessible relevant

regional data and economic research.

Organizations are producing useful information that is not readily available or

being dispersed throughout the economic development community.


A centrally managed regionally focused data source, freely accessible to all,

would be beneficial to all parties including staff, the public, existing and

potential businesses.

Strategy

Many stakeholders agreed that there is a need for a comprehensive regional

economic development strategy. In developing the strategy there has been an

appeal to:

Expand the regions focus beyond the technology sector and to consider other

significant industries.

Consider the development of sector specific strategies as part of the

overarching economic development strategy.

Celebrate the differences between the cities and townships, and to encourage

some degree of local competition.


Development of a comprehensive regional economic development strategy.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Development of a comprehensive regional economic development strategy.

Employment Land

For stakeholders who have involvement or who have an interest in employment

lands, there were some key messages:

The most widely identified obstacle to employment land development is a

lengthy planning approvals process; “It takes too long to get land to a shovel

ready state”.

The cost of servicing lands has been highlighted as a limiting factor.

The adopted employment land development strategy is short term. There is no

mechanism to accommodate for a rolling supply of readily available

employment lands.

There is confusion generally surrounding how much employment land is

actually useable, i.e. for sale or lease and are shovel ready as opposed to those

that are notionally available.

There is a lack of long term strategic thinking in terms of development of

regionally significant parcels of land, the lands surrounding the airport for

example.

It has been suggested that the private sector is intimidated by the power of the

public sector with regard to employment land development, which has kept

them largely out of the business. We spoke to a realtor who suggested that “if

the Region and municipalities concentrated on ensuring that employment

lands are serviced and shovel ready the rest would take care of itself”.

It was argued that the Countryside Line should be revised, that the current

restrictions are impractical and inhibits development.


Need to establish and maintain a registry of employment lands for the entire

region which captures all relevant information pertaining to the lands; which

lands are serviced, vacant, shovel ready, for sale, size of parcels, zoning etc.

There is a need to think strategically about land and what is best for the long

term viability and success of the region.

There is a need to find a balance between the needs of planning and the need

to ensure an adequate supply of land at all times.

There is an opportunity to review the method of measuring development

charges.

The line between public and private sector involvement in employment land

development must be clear.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Business Retention, Outreach & Development

In terms of business retention, outreach and development, feedback and our

general observations revealed:

Municipalities are rolling out a business visitation program but there appears

to be a lack of commitment by some to fulfill their responsibilities with regard

to the program.

In the rural Townships, a lack of resources makes it difficult for staff to

engage fully in retention activities.

There is an unstructured, unclear approach to retention in relation to

companies with a region-wide scope.

There is a lack of general business intelligence; there is no regular assessment

of needs and issues. The current process is reactionary rather that proactive.

In terms of recent investment losses throughout the region, it would appear

that there was a lack of coordination, that assumptions were made about what

businesses were planning to do rather than basing actions on fact, that

responses were slow and confused, and perhaps “unprofessional”.


There is a need for a more organized program of outreach, with specific

mandates, processes and outcomes.

A professional approach to corporate relationship management needs to be

instituted.

A differentiation is required between local retention activities and a

regionally orientated strategic corporate relationship program.

Better regional coordination.

Talent

Through the consultation process it emerged that:

Recognition exists throughout the region of the importance of implementing

initiatives to attract and retain talented professionals.

There is acknowledgement of the central role that the second level institutions

play in supporting existing and new businesses.

Improving the downtowns, transit and overall livability of the region is

considered essential for talent attraction and retention.


A talent attraction and retention strategy is currently being developed within

the region. This strategy should link to an overarching regional economic

development strategy.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Performance Measures

An absence of performance indicators across the stakeholder organizations has led

to:

Assumptions and a lack of appreciation for the value of work done by others,

resulting in trust and confidence issues.

Overlaps and gaps not being measured or addressed.


A periodic review and evaluation of all organizations would ensure optimal

value for money.

Lack of Key Performance Indicators (KPIs) for all stakeholders within the

region involved in economic development creates uncertainty about value for

money and is necessary for the management and implementation of a strategy.

Performance indicators should be relevant to the organization’s mandate and

should be measured in terms of outputs not inputs.

A common set of KPIs for all organizations (where practical) would

streamline the process and clearly and easily show where there are

inefficiencies.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

3.3 Gaps & Redundancies

General Observations & Analysis

There is an evident difference in service delivery within the three Cities and an

even larger difference between the range of service delivery provided by the

Cities to that provided by the Townships, highlighting a lack of consistency across

the region, varying degrees of service delivery from one jurisdiction to the next,

and limited resources in some areas. The diverse nature of the various Cities and

Townships in terms of scale, attributes, and economic development focus means

that there is not a requirement for all services to be provided to the same degree

across the region, however a lack of consistency and clarity surrounding

functions, roles and responsibilities makes it more cumbersome for those

accessing services from a number of the Cities and or Townships.

There is no one organization delivering, enabling or contributing to all economic

development functions, either at the local or regional level. Our consultation

revealed that there is a need and support for a regionally focused organization to

provide a cross section of economic development functions.

We have identified 21 organizations that are providing one or more region-wide

economic development functions and that 12 of the 14 functions are being

delivered to a degree (the service may be narrow in focus) with a regional focus.

Employment land development and economic policy development are the

exceptions, with no organization tasked with primary regional responsibility for

either. There are overlaps in terms of the number of organizations providing an

element of the same function at a regional level; however that is not to say that the

exact service is being duplicated.

In terms of service delivery provided by the cities and townships, the most notable

gap is limited economic development resources at the Township of North

Dumfries and the Township of Wellesley, who have no specific economic

development budget or economic development staffing resources. The planner at

the Township of Wellesley currently accesses supports relating to economic

development from planning staff at the Region of Waterloo and engage in

economic development networking activities. The Township of North Dumfries

does not have the resources to engage in economic development activities. There

is a requirement to address this resourcing gap.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

Business Attraction/Development, Expansion and Retention

Business attraction and retention is the function with the largest number of

stakeholder organizations involved across the 14 identified functions. Three

organizations have been identified as having a primary regional role in business

attraction and retention as part of their overall mandate within their defined

sectors. However there is no organization mandated to oversee business attraction

and retention across the region and across a broad range of sectors.

A more assertive and effective approach to corporate relationship management is

required. This will provide employers with designated “advocates” within the

economic development system. It will also help to ensure that business

intelligence on potential needs, expectations, services, and growth facilitation is

improved.

Labour Market Development

The labour market development function is delivered by a cross section of

organizations including; all of the identified labour force development

organizations, the post-secondary institutions, Communitech, and the

Manufacturing Innovation Network. Other organizations play an enabling role in

labour market development.

There does not appear to be any gaps in terms of the delivery of the labour market

development function. Waterloo Region adopts a proactive approach to labour

market development through its training, research, initiatives and supports. Talent

attraction and retention is a significant component in providing for a successful

and diverse economy. A talent and labour market development strategy should

therefore form part of a wider regional economic development strategy.

Foreign Direct Investment

Foreign direct investment is the primary responsibility of Canada’s Technology

Triangle (CTT). The Department of International Affairs and Foreign Trade who

have offices in Waterloo Region also play a significant role in foreign direct

investment and have close relations with CTT and their work.

In terms of gaps and foreign direct investment, branding of the region as Canada’s

Technology Triangle raises issues for a number of the stakeholder organizations.

There is a need to refocus the branding of the region to broaden the spectrum of

strengths and potential investment opportunities within the region. There is also a

need to ensure that a cross-section of industries is being promoted abroad as there

is a perception that the technology sector gets the majority of attention.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Sector/Cluster Development

Waterloo Region is synonymous with technology due to a significant effort by a

broad range of organizations to support and promote the industry. Cluster

development has proven to be hugely successful, particularly in terms of the

technology sector. The networks that are formed through clustering activities

ground the companies to the region and facilitate the growth of the industry. The

work of Communitech in supporting the technology sector has had hugely

significant implications for the region. CTT and the University of Waterloo along

with others have also contributed significantly to the growth of the industry.

The City of Kitchener has recognized the significance of development of new

economic clusters and focuses on the promotion of arts and culture, clean

technology, digital media, education and knowledge creation and life science

clusters.

OMAFRA support and promote the growth of the agriculture and food industries

across Southern Ontario. The Manufacturing Innovation Network supports the

manufacturing industry through an online networking service that is national in

scope.

Cluster development initiatives are an important new direction in economic policy

in supporting industries to grow in strength and size. Research indicates that

industries participating in a strong cluster register higher employment growth as

well as higher growth of wages, number of establishments, and patenting.

Industry and cluster level growth also increases with the strength of related

clusters in the region and with the strength of similar clusters in adjacent regions.

Findings also suggest that new industries emerge where there is a strong cluster

environment.

There is therefore merit in expanding the regional cluster development approach

and to incorporate the strategy into policy and an effective economic development

program.

Employment Land & Infrastructure

Employment land development is currently being facilitated in varying degrees by

the Municipalities. The Cities in particular are the primary suppliers of industrial

and business park lands. They have responsibility for the designation and zoning

of specific lands to accommodate forecasted employment growth and the

provision of local infrastructure (water, sewers, and local roads) directly required

to provide for the development of employment lands.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

While the Townships assist in bringing employment lands on-stream, they rely

predominantly on the private sector to provide land for employment growth,

which has been a beneficial strategy, particularly in the case of the south Elmira

Industrial Area, where the private sector has over the past several years been very

successful in bringing employment land on to the market.

Under the current framework the Region of Waterloo does not have a mandate to

be directly involved in employment land development. The Region does however

play an enabling role through the provision of major infrastructure (water

capacity, treatment and mains, wastewater treatment capacity, and regional roads)

directly required to provide for the development of employment lands; by

designating employment lands in the Regional Official Plan; development

approvals; and lobbying of the Provincial and Federal governments to provide

funding for infrastructure.

In terms of gaps, there is no long term strategic regional focus on employment

land development that is consistent with a regional economic development

strategy. Without a region wide mandated organization, investors seeking to

locate within the region may need to research and negotiate with a number of the

municipalities/townships rather than dealing with one organization who can

advise on all prospective site locations. There is also inter-municipal competition

in terms of securing investors and employers to employment lands. While some

level of competition can be good, there needs to be a strong regional perspective

advanced for marketing and attracting potential employers.

Marketing

Under the current framework structure, marketing is being delivered at some level

by many of the organizations. However the scope of the marketing tends to be

locally orientated, specific to the organization, on a sectoral basis or limited in

nature. CTT markets the region under its foreign direct investment mandate;

however this focusses on a limited number of industries. Communitech plays an

important role in marketing the region as a technology cluster; and the

Universities and College play their part in marketing the region as an education

center. However in terms of economic development, there is no overarching

marketing strategy and no organization with a broad regional marketing approach.

Marketing of the region was one of the primary topics of discussion throughout

our consultation process and in particular the need for an up-to-date, region-wide,

accurate and modern approach to marketing the area. There is an evident need for

a strategic regional marketing strategy.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Tourism, Arts & Culture

The tourism, arts and culture sectors are well serviced throughout the region. The

sectors are tied in varying degrees to economic development in the various Cities

and Townships. On a regional scale, tourism is promoted by the Waterloo Region

Tourism Marketing Corporation who maintains the Explore Waterloo Region

website and is linked to the cities and township websites.

The City of Kitchener has a particular focus on linking tourism, arts and cultural

to economic development and has invested significantly in adding value to these

sectors. The City of Kitchener promote arts and culture as a competitive cluster

sector and strive to become the arts and culture hub of the region.

The Cambridge Chamber of Commerce in partnership with the City of Cambridge

operates Cambridge Tourism. It is the mission of the Chamber to develop tourism

initiatives and to build partnerships that pool ideas and resources to promote

Cambridge as a viable travel destination.

The Township of Woolwich are actively involved in tourism promotion and

operate a visitor information centre to compliment two other visitor information

centres operating within the Woolwich area.

The Creative Enterprise Initiative aim to provide an arts portal for up to date

information relating to; arts activities, events and initiatives throughout the region.

Data Collection & Research

While some of the local Municipalities collect economic development data at the

local level, there is a gap in available economic development relevant data at the

region wide scale. The Waterloo Region Collaborative Economic Research Group

(WRCERG) was formed in 2011 to address a gap in available economic research

and data. The group is working towards creating its own website and members

pay a fee to purchase data. While this is a positive step towards addressing a gap,

the data is not freely accessible by all. The group will become increasingly

involved in producing reports based on the data, which will be freely available.

This still leaves a gap in freely accessible regional economic development data.

In terms of information relating to availability of employment lands, some

Municipalities keep a register, however the information is not maintained on an

on-going basis. Therefore there is no available up-to-date data on regional

employment land availability. A lack of available up-to-date relevant economic

development data for the region was highlighted as one of the most significant

gaps that we identified through our consultations with the stakeholders.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

From our discussions, stakeholders revealed that a central data repository with

accessible, up-to-date, accurate, region wide data would lead to huge efficiencies.

There is also a need for general business intelligence data gathering.

In terms of region-wide economic development research, there appears to be a gap

in on-going research relating to economic development. In changing economic

circumstances, the economic stakeholders of the region have recognised the need

for intelligence on where the region sits in terms of its competition, where

markets are evolving, where there are new opportunities, and where the region

should be focusing its efforts. There is value in measuring and analysing

performance, and the impacts, effects and opportunities of initiatives, programs,

and funding. Efficiencies can be made and opportunities maximised. There is a

requirement for on-going research on economic development trends and analysis

of how existing and potential programs, investments, initiatives and models have,

and can, impact the economic viability of the region. This information should be

shared across all levels and sectors and should feed into policy development,

infrastructure plans and strategies for improving and positioning the region at its

best. The WRCERG may have a role in fulfilling the above requirements.

Economic Policy Development

Economic development policy is developed at the local and regional level through

the Municipalities and the Region of Waterloo. However there is no Municipality

or agency that is charged with the responsibility of creating and implementing a

region wide economic development strategy.

For external users accessing economic development policy and land use mapping

in particular, there is inconsistency in terms of terminology and colour coding.

Consideration should be given to streamlining land use mapping across the region

for simplification purposes for the general public.

Should a regional economic development strategy be developed, there needs to be

an institutional response which supports the delivery and preservation of the

strategy.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Quality of Life

Most organizations in some way contribute to quality of life improvement

activities locally and throughout the region. Quality of life, a sense of place and a

positive living environment are increasingly considered to be significant factors in

supporting a diverse, vibrant and successful economy, particularly in terms of

attracting and maintaining talent which in turn leads to business attraction and

retention.

Waterloo Region is mindful and proactive in providing measures to improving the

quality of life of those living and working in the region. The quality of life agenda

needs to become an intrinsic element of an overall regional economic

development strategy.

Community Development

Many of the stakeholder groups contribute to community development through

their work, through community strategic planning, training, advisory services, arts

and culture initiatives and events, information supports, funding and loans. There

were no significant gaps relating to community development identified throughout

the study.

Service Delivery Gaps Summary:

There is no one organization providing all economic development functions

at the region level. There is a demand for a regionally focused organization to

provide a cross section of economic development functions.

There are limited resources within the rural Townships; there is a need to

find a measure to address this discrepancy.

There is need for delivery of regionally focused business attraction,

expansion and retention activities that are broad in focus in terms of the

spectrum of industries.

Data production and the lack of sharing and accessibility of data need to be

addressed.

There is a necessity to develop a regional marketing strategy as part of the

broader regional economic development strategy, and for an organization to

take on the responsibility to market the region in terms of broad economic

development objectives.

A long term, regionally focused employment land strategy is required to

support a strategic regional economic development strategy and to ensure

that regionally significant parcels of land are secured to maximize the growth

potential of the region.

Townships (particularly the Township of North Dumfries and the Township

of Wellesley) need support in terms of employment land development.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

The branding of the region requires a refocus.

There is a need to ensure that a broad profile of investment opportunities

from a broad spectrum of sectors is presented in terms of foreign direct

investment.

There is a need to prepare a regional economic development strategy.

There is a need to provide an institutional framework to support the

development and delivery of the regional economic development strategy.

The cluster development approach needs to be expanded further as an

economic development policy direction.

A talent and labour market development strategy should form part of a wider

regional economic development strategy.

Tourism, arts and culture should be a significant feature in a broad strategic

regional economic development strategy.

There is a need to develop a comprehensive business intelligence strategy

with an expansion and retention, policy development and data gathering

focus.

There needs to be a central agency that can provide or coordinate “one

window” services to existing businesses in the region.

There is a requirement for on-going research on economic development

trends and analysis of how existing and potential programs, investments,

initiatives and models have and can impact the economic viability of the

region.

Accurate and timely land use mapping and data across the region needs to be

streamlined and made accessible.




3.0

E

XIS

TIN

G F

RA

MEW

OR

K

Table 3.3 Gaps and Redundancies




3

.0

EX

ISTI

NG

FR

AM

EW

OR

K

3.4 SWOT Analysis of Current Waterloo Region

Economic Development Framework

The following SWOT analysis captured in Table 3.4 is an outline summary of the

strengths, weaknesses, opportunities and threats of the current economic

development framework and processes in Waterloo Region. The table has been

populated from analysis of findings and observations from a combination of a

review of existing research and reports, the stakeholder consultation process, and

analysis of the gaps, overlaps and issues.




3

.0

EX

ISTI

NG

FR

AM

EW

OR

KK

To sum up the findings of the consultation exercise, analysis of the gaps and

redundancies and the SWOT, and taking the central study questions into account,

section three highlights that despite many strengths, there are a number of failings

in the current economic development framework indicating that the current

system is not fully meeting the needs of the regional economy.

The most significant issues/gaps that emerged include:

The absence of a regional approach to economic development or a

comprehensive regional economic strategy;

A gap in available data and a lack of sharing of data;

A poor and unfocused marketing approach;

A lack of resources, particularly in the rural municipalities;

An absence of trust amongst stakeholders; and,

An unclear understanding of stakeholder involvement in economic

development.

The section also provides insight into answering the question of whether or not

the Region of Waterloo should play a more significant role in economic

development, with most stakeholders agreeing that the Region should become

more involved in economic development and that there is a need for a regional

approach to economic development. Economic development is a high priority

throughout the region, and there is willingness among the stakeholders to engage

in and facilitate a change to the current economic development framework for the

betterment of the region as a whole.


4.0

COMPARATIVE ANALYSIS:

COMMUNITIES AND

BEST PRACTICES

The promotion, development and expansion of regional

clusters is the key to economic success.

Regional business clusters require engagement at regional

level, as shift towards multi-level governance occurs.

Single tier Cities appear to favour external economic

development organizations, while two tier regional/local

municipalities favour internal economic development

organizations.

4.1 Context for Comparative Analysis

This section reviews current trends in: the organization of local and regional

economic development services; the evaluation of economic network

effectiveness; the benchmarking of what makes local and regional economic

development organizations successful; and, the metrics required to measure and

track the success of the programs in achieving desired municipal outcomes.

The SWOT analysis discussed in section 3 was organized around the following

themes: Strategy; Organization and Governance; Coordination; Economic

Development Delivery; and, Resources. The same five themes are used to

organize the comparison of jurisdictions and the subsequent discussion of best

practices.




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

The comparative analysis with identified peer jurisdictions looks at three different

groups of organizations:

Multi-tier economic development organizations in strong technology sector

communities, such as: the Greater Halifax Economic Development

Corporation Halifax Nova Scotia; Raleigh/Durham North Carolina

Technology Triangle; and, Charlotte USA, Charlotte North Carolina which

were identified in the RFP, and subsequently expanded to include other

examples such as Portland Oregon (see Table 4.3);

Existing multi-tier regional municipalities in Southern Ontario (see Table

4.4); and,

Single-tier municipalities with economic development and/or real estate

development subsidiaries (see Table 4.5).

4.2 Regional Economic Development

Waterloo Region has achieved considerable economic development success over

the past several decades. This success has come at a time when the traditional

factors responsible for regional growth and local business development have

transitioned from those largely focussed on local plant development for domestic

markets, to those driven by global market places and global supply chains. This

regional success has continued while the economic landscape elsewhere in South

Central Ontario adapts to the impacts of the global recession, four years of

declining consumer spending in the United States, and the sustained parity

between the Canadian and United States dollars.

These shifts have also challenged much of the prevailing thinking on local and

regional economic development practices. Recent regional economic development

literature focuses on the regionalization of economic activity and corresponding

changes in the function and structure of local and regional economic development

organizations, economic development metrics, and economic development

coordination, as key best practices.

Michael Porter, in a set of publications (1998, 2003), reviewed the clustering of

industry in the United States and noted that business success and regionalization

correlates more strongly, than does business success with national location. He

extended this finding to the ways in which regional clusters, rather than nations,

should be the focus of economic development policy and programs. This is a

significant evolution of his thinking previously discussed in his 1990 publication

“The Wealth of Nations”.




4.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

His views on regional business clustering have influenced both academic

discussion of the regionalization of economic development policy and the training

and practice of economic development around the world. Table 4.1 is a summary

of how the practice of economic development has evolved in response to Porter

and others.

Table 4.1 Economic Development Then and Now

Economic Development Then Economic Development Now

Responsibilities Driven through “top down” government

policies and incentives.

Collaborative process involving, multiple

levels of government, focussed on

research institutions and companies.

Objectives Business attraction and retention Attract educated people, high quality jobs,

add value, compete globally

Basis for competition Offer lowest costs for standard inputs of

production (i.e. land, taxes, labour)

Offer a skilled labour force, quality of life,

R&D technology, and global connections

Location of competition Local & Regional Regional, National, Global Clusters and

Networks

Basis for competition

Competitive advantage-low land and

operating costs, low wage location

Skilled labour, quality of life, cultural

amenities, R&D technology, openness to

change

Business Model Single entity, taxpayer funded Clusters, strategic alliances, networks and

global mandates, shared resources

Actions Tax incentives, marketing Skills development, innovation,

entrepreneurship, partnerships, supportive

business environment

Performance Outputs-Jobs Created Outcomes-Quality Places, Rising wage

rates and educational achievement

Source: “The Economic Performance of Regions”, Porter, 2003.

Note: The table is a summary of a table published in the “Regional Economic Development: Analysis and Planning

Strategy”, Robert J. Stimson, Brian H. Roberts, and Roger R. Stough, 2007. A copy of the full table is found in Appendix C.

Tom Zizy, in an April 2012 paper entitled “Rowing Together: Best Practices for

the Regional Coordination of Economic Development in the Toronto Region”

extends the Porter analysis to Southern Ontario, and identified 4 drivers of the

growth in the number of regional economic coordination institutions in Southern

Ontario: These four drivers push shifts in:

Economic development practices, from business attraction to

business enhancement. It is no longer just attracting industry, but

putting in place the enabling tools, networks, and human capital

infrastructure, for self-defining regional clusters that cross

municipal boundaries;




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Business/government relations, from controlling location to

facilitating engagement with business. Regional business clusters

require engagement at a regional level as part of this evolving

paradigm, which requires increased reliance on multi-level

governance;

Focus, from regional development to business development. This is

a shift away from addressing regional disparities, to addressing

coordination and alignment of local, regional or national

government institutions with business requirements; and,

Outcomes, away from economic only, towards sustainable and

integrated, economic, social and environmental outcomes.

A recent study by Stephen Thompson (2011) analyzed internal and external

delivery models for economic development. His research focused on the period

from 1999 to 2009 and was based on Ontario municipalities with populations over

10,000. From 1999 to 2009 the number of municipalities with internal economic

development departments increased substantially, while the number of

municipalities with external economic development departments, e.g. an

economic development corporation wholly owned by the municipality, decreased

slightly from nine to eight. This work was expanded for this study by this author

to include two-tier region municipalities and to look only at South Central

Ontario. The following table identifies which regional or local municipalities have

internal or external economic development organizations.




4.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Table 4.2 Selected Southern Ontario Economic Development Delivery Model Types

Single Tier Internal External Local Membership in a Marketing Partnership Agency

London X NA

Hamilton X NA

Windsor X NA

Ottawa X NA

Halifax X NA GHDC

Stratford1

X(in

progress)

NA SOMA

Two Tier Regional/District External Local

Membership in a

Marketing

Partnership Agency

York Region X 8 Local /8 Internal GTMA

Peel Region NA NA 3 Local/3 Internal GTMA

Halton Region X 4 Local/3 Internal GTMA

X Burlington

Durham Region X X GTMA

Niagara Region2

X(in Progress) X 12 Local

X Fort Erie

Muskoka District NA X-only

tourism

6 Local/3 Internal

1 Stratford is in the process of transitioning from an internal model to an external model. 2 Niagara Region is in final stages of transitioning from an external model to an internal model.

Regional and Local Best Practices

A report entitled “Best Practices in Economic Development” was prepared by

TAIMERICA Management Company in 2009 for the North East Indiana

Foundation. Thirty “benchmark” economic development organizations were

selected based on their reputations within the development industry, the national

awards they had received, and their past growth above the national average for

similar sized communities. This data was supplemented with a survey of best

practices for the same organizations. The report outlines two best practice profiles

for both regional and local economic development organizations. Of relevance to

this study are their observations on the relative roles of local and regional

organizations in investment attraction, lead management and employment lands.




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Successful regional economic development organizations typically provide the

following core functions:

Economic development strategy preparation in conjunction with member

municipalities;

Marketing and regional promotion and subsequent prospect handling;

Regional research including data collection, analysis and information

dissemination;

Information sharing and technical assistance to local economic development

organizations in the region;

Maintain an inventory of available buildings and sites within the region using

the latest technology; and,

Support, but do not lead, business retention and expansion efforts of local

economic development organizations.

Successful local economic development organizations typically provide the

following core functions:

Economic development strategy for local municipality;

Marketing and promotion of the community, including handling prospect

visits;

Lead business retention and expansion;

Develop their own portfolio of sites and buildings to support marketing; and,

Often handle workforce development and training, and small business

entrepreneurship development.

In their conclusion they identify 12 traits that distinguish the best economic

development organizations, from their counterparts. This “Balanced Scorecard for

Economic Development” provides a useful framework for answering the question

“Why economic development organizations excel?” The analysis indicates that

they:

1. Operate with a clear vision and strategy of how their organization will work

toward the desired vision for the future of their community, one that is

widely held by local leadership;

2. Have written strategic plans that guide their overall activities. These plans

keep leaders focused on those actions that lead to long-term improvements;

3. Have a focused mission. For local economic development organizations, the

mission includes real estate development, as well as marketing and business

retention;




4.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

4. Receive the majority of their funding from the private sector, giving leaders

the flexibility of focusing on long-term goals. (In the United States, large

utility companies have found it prudent for their own business success to take

on core funding and leadership roles in local, regional, and state economic

development partnerships, for example Duke Energy in Charlotte, North

Carolina. In Ontario, electric power utilities have historically been owned by

the Province, and not directly engaged in local economic development. This

situation is now changing and may result in greater direct participation by

power utilities in Ontario. Gas utilities are regulated private corporations, and

they have become engaged in regional and local economic development

sponsorship);

5. Have state financial support and statutory authority that limits the level of

time spent on fundraising by senior leaders;

6. Measure performance based on stakeholder and customer feedback rather

than on announcements, jobs created, or other measures that can’t be directly

controlled by economic development organization executives;

7. For regional economic development organizations, they have effective lead

dissemination systems that are transparent, fair, and developed with input

from the local economic development organizations. Effectiveness comes

from the recognition of economic development organizations that they have

to customize the process for their members rather than copy successful

processes in other regions;

8. Rely less on advertising and direct mail than their traditional counterparts;

9. Use widely accepted customer relationship management techniques,

software, and internal business processes;

10. Have a corporate culture that is focused on external conditions (customers

and markets trends), rather than internal processes;

11. Have a commitment to the extended use of training and innovation tools;

and,

12. Are present in community environments that support the need to acquire and

maintain top economic development talent, which is often less true for

traditional economic development organizations.




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Network Effectiveness

In a 2005 paper, “Civic Capital in the Waterloo Region: Enabling Regional

Economic Governance”, the author Jan Nelles identified the emerging growth of

“social capital/civic capital” within Waterloo Region as one of the strengths of the

regional economic development network. Of particular interest in this report is

the discussion of the role of existing institutions, such as CTT and Communitech,

in fostering the growth of regional networks and the creation of institutional

thickness.

The author measures network institutional thickness through a four level, civic

capital creation lense:

Level One: the number of institutions in the network;

Level Two: interaction among network members;

Level Three: the emergence of informal coalitions and hierarchy among

network members; and,

Level Four: shared identity, goals and values.

The author notes that the creation of CTT in 1987 represented a move from level

one to two, and the subsequent creation of Communitech and the Prosperity

Council movement from level two to level three, as other regional leaders within

the network emerged.

The paper notes the historic differences, tensions, and competition among local

Municipalities. The growth of “institutional thickness’ within Waterloo Region is

viewed by the author as a sign that these tensions and competitive instincts have

“mellowed”. The author concludes that: the establishment of CTT, Communitech

and the Prosperity Council, are examples of the positive growth of civic capital in

Waterloo Region; and Waterloo Region’s economic network has yet to reach

Level four (shared identity, goals and values).

A 2012 report prepared by Dr. Tara Vinodrai and colleagues at the University of

Waterloo looked at the role of regional networks in stimulating sector economic

development. The study, entitled “Taking Regional Action: Understanding

Networks in the Local Food, Green Energy & Creative Sectors in Waterloo

Region”, focused on models of governance and collaboration, and examined how

regional approaches facilitate economic development.

Two models emerged: the first is based on a dominant lead agency, and the

second based on an organic approach, with several formal and informal

collaborative networks emerging.




4.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

In summarizing their findings, the researchers noted that: the effectiveness of both

models is mixed; that barriers exist due to the lack of strong leadership from a

structured regional agency, or from within the community; and, the lack of

connectivity among both the sector participants, and with the more structured

economic development community.

This research is consistent with and supportive of the findings of our interview

process, and provides support for the need to address regional economic

development leadership and collaboration improvements if Waterloo Region is to

sustain its current economic success.

4.3 Comparator Community Summary

The economic development characteristics of several sets of communities have

been compared against the broad best practice groupings: Strategy; Organization

and Governance; Coordination; Economic Development Delivery; and Resources.

Some allowances were made for availability of information.

Comparator Communities 1

The first set of tables evaluates: Charlotte, North Carolina; Raleigh-Durham,

North Carolina; Portland, Oregon; and Halifax, Nova Scotia.




Table 4.3 Communities with Region, Multi-Tiered Economic Development Structures




Table 4.3 Communities with Region, Multi-Tiered Economic Development Structures Cont’d




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Key Findings

US examples are often driven by state defined economic regions, with

funding tied to participation;

Member city and counties maintain their own economic development

departments and deal with local retention and employment lands;

Private sector support is essential and typically large private utilities

(electricity, gas, coal) play a major role in board leadership, funding and

business recruitment;

Most of these are defined as marketing partnerships and would be viewed as

equivalent to the GTMA or possibly the CTT;

Greater Halifax Partnership is the result of amalgamation and is essentially

the Economic Development Department for Halifax, which merged its own

department with the Partnership in 2006;

The multi-county marketing partnership trend is evident in many US city

regions. Both Charlotte and Raleigh Durham have, over time, added adjacent

counties in response to growth of the regional economy. Both the Charlotte

and Portland regional partnerships have grown beyond state boundaries; and,

In Ontario, regional marketing partnerships are becoming more evident. The

GTMA has been in existence since 1998. The Southwestern Ontario

Marketing Alliance, and the Eastern Ontario Development Initiative are

active in their respective regions. Both Peterborough and Windsor have

established economic development corporations that include the adjoining

counties.

Comparator Communities 2

The second set of communities includes Southern Ontario, two-tier communities

similar to the situation in Waterloo Region.




4.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES





4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Key Findings

All have regional economic organizations/departments;

All have recently developed an economic development strategy;

All have a marketing strategy;

All have responsibility for economic data collection and analysis;

Tourism may be included in the regional mandate;

May assist in business retention;

Employment land information is made available, however ownership remains

with the private sector or local municipalities; and,

Most regions have local municipalities with their own economic

development departments or staffing.

Comparator: External Development Corporations

We have also reviewed from different Ontario examples of external organizations

that are responsible for economic development on managing public real-estate

transactions. These are:

Build Toronto - City of Toronto;

Toronto Land Corporation – Toronto District School Board;

London Economic Development Corporation – City of London; and

Windsor Essex Development Corporation – City of Windsor.




4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES





4

.0

C

OM

PA

RA

TIV

E A

NA

LYSIS

: C

OM

MU

NIT

IES &

BEST

PR

AC

TIC

ES

Key Findings

The two Toronto examples are useful comparators. The other two examples

are single-tier Municipalities with external economic development

corporations;

Both Toronto models have strong private sector real estate leadership on the

board of directors and in executive positions within the corporation;

They are run as real estate development corporations and have governance

structures similar to private sector organizations;

Both Toronto models deal with land that is surplus to the needs of the sole

shareholder, and have shareholder instructions and protocols governing their

relationship with the single shareholder, and the day-to-day operation of the

corporation.

Both have objectives to ensure that revenues from sales are maximized, and

both engage in value added investment in properties to increase return to

their single shareholders.

Operating costs are covered by revenues from sales, or other forms of

disposition.

TLC is required to provide TDSB with annual revenue, as provided for in the

TDSB approved multiyear business plan.

Both have been successful in their first 3 years.

The above analysis and review of best practices indicate that a regional

organization is required to deliver a coordinated regional program and to re-

establish a working relationship among all the stakeholders.

In summary, four key trends that define the nature of economic development

organizational arrangements include:

Business success is more commonly associated with a regional cluster

approach;

Regional business clusters require engagement at a wider regional level;

Single-tier municipalities favour external economic development

organizations; and

Two-tier regional/local municipalities favour a combination of internal and

external economic development organizations.




Table 4.6 Summary Best Practices




Table 4.6 Summary Best Practices Cont’d


5.0

FRAMEWORK OPTIONS

Five options for delivering economic development services

have been defined that represent a continuum of change and

intervention.

While all are considered potentially feasible, three stand out as

the most practical when evaluated in terms of opportunity and

risk, and one is recommended.

5.1 Economic Development Requirements

In responding to the economic development context in Waterloo Region, and

considering the current issues, the opportunities and the learnings from other

jurisdictions, five options have been identified. It is intended that these options

have the following characteristics:

All are potentially implementable in Waterloo Region;

All respond to the opportunities to a greater or lesser extent;

All are capable of delivering the desired outcomes; and,

All address the basic requirements for economic development in Waterloo

Region.

For an option to be implementable, it requires the achievement of a shared vision

for the goals, processes and responsibilities among all public stakeholders within

Waterloo Region. It implies that a renewed “social contract” is possible and that a

formal agreement could be reached among public stakeholders, that is supported

by business and by the public at large.

All of the options need to respond to the opportunities to market Waterloo Region

and further enhance the economic prosperity of Waterloo Region. Although the

regional economy is facing challenges, it is fundamentally strong and there are

new opportunities to exploit, whether that be foreign direct investment, capturing

new entrants that might otherwise locate in the GTA, or ensuring that existing

successful employers continue to grow within Waterloo Region.




5

.0

FR

AM

EW

OR

K O

PTI

ON

S

Each option must be capable of delivering the outcomes that are sought. These

include:

A coherent economic development strategy;

A strong brand and marketing program for the region that resonates and

differentiates;

Successful attraction of new companies across all key target clusters;

Facilitation of the growth and retention of existing companies;

Expansion of the tax base;

Achievement of the broad community vision;

More high paying jobs; and,

A sustainable and growing regional economy.

Each option must be able to address the issues that have been identified. These are

the strategic and operational issues that influence the focus and effectiveness of

the economic development process.

All options must be capable of meeting the fundamental requirements of

economic development. These include:

Planning and governance;

Program delivery;

Land and infrastructure; and,

Resources, staffing and management.

Planning and governance requirements include the provision of:

A regional economic development perspective;

Regional Economic Development Strategy;

Clarity of objectives and responsibilities amongst economic development

organizations;

Coordination and alignment of objectives and activities.

Risk assessment;

Board of directors; and/or,

Political oversight.

Program delivery requirements include:

Effective marketing;

Focus on sectors;

Multiple focus on regional, national & FDI;

WATERLOO REGION EOCNOMIC DEVELOPMENT STUDY



5.0

F

RA

MEW

OR

K

OP

TIO

NS

An aggressive, proactive program for business retention and expansion;

Maximize role of private sector;

Accurate and timely business intelligence;

Advocacy of the region’s economic interests to other levels of government;

Land and infrastructure requirements encompass:

The creation and delivery of an employment land strategy; Clear objectives

for creating, maintaining or monitoring the quantity, quality and location of

available shovel ready land; and,

Coordination of infrastructure investment.

Resources, staffing and management include:

Effective management;

Recruitment of staff;

Sustainable budget support;

Performance standards and indicators; and,

A proactive culture.

Figure 5.1 Development Framework: Foundations, Strategies and Outcomes




5

.0

FR

AM

EW

OR

K O

PTI

ON

S

5.2 Organizational Options

In the course of preparing this report the consulting team considered a wide range

of possible options for the requested regional economic development framework.

Our analysis of the current economic development and local governance

institutional arrangements, our extensive consultation with the broader economic

development network, and the identification of local norms and values, produced

key benchmarks to guide the analysis. This provided the boundaries within which

to establish the best available options.

The following Five Options all offer potentially viable outcomes. Each has its

strengths and weaknesses and each will appeal to some stakeholders more than

others. They are snapshots of different combinations of policy, governance,

programming, marketing, advocacy, and employment land development

initiatives that address the economic development needs of Waterloo Region. The

options have been selected to illustrate the mix of different approaches available

to decision makers along an implementation “degree of change” continuum.

The essential difference is not so much the ends, but in the means of

implementing a strategy. In particular, each option reflects a different approach to

engaging municipal stakeholders.

A distinction is made between the governance and organizational need to create

and deliver a coherent strategy and the approach to delivering appropriate

amounts of shovel ready land. The former focuses on strategic planning,

marketing, business community relations, advocacy, analysis, and ensuring

community consensus around ends and means. The latter potentially focuses on

direct capital investment, entering into contracts and joint ventures, financing

agreements, acquisition, servicing, marketing and disposition of real property.

None of the Five Options require a change to the role of the Region of Waterloo

as defined in the Municipal Act. The Region of Waterloo is free to assert a more

direct role in the planning, coordination, and delivery of economic development.

However, as discussed in Section 6.0, the Municipal Act would need to be

modified to enable the Region of Waterloo to have a direct role in the

“acquisition, development, and disposal of sites for industrial, commercial and

institutional uses”. See Appendix B.




5.0

F

RA

MEW

OR

K

OP

TIO

NS

Option 1: Status Quo

The Status Quo Option maintains business as usual with the responsibilities as

they are now. This is a continuation of the existing collaborative model where the

Region of Waterloo has a supportive but generally passive role and the delivery of

economic development is primarily the responsibility of the Municipalities, with

the CTT providing marketing for foreign direct investment. Change and possibly

improvements, will occur in an ad hoc fashion, usually in response to a crisis

situation or to politically sensitive issues as they arise.

Option 2: Alignment and Coordination

The theme of Option 2 is to improve the alignment of economic development

objectives amongst stakeholders and to improve the coordination of program

delivery by the various stakeholders. This would maintain the existing governance

structure, but would engage the Regional Municipality of Waterloo with an

explicitly regional perspective.

The defining features of Option 2 are:

The Region of Waterloo establishes an Economic Development Policy Office

under the Chief Administrative Officer (preferred) or under the Planning

Commissioner’s office;

The option of Enhancing Strategic Alignment and Coordination of the

economic development program delivery is a deliberate move away from the

Status Quo and yet does not entail major organizational changes;

The economic development policy office would advocate and take the lead

for key strategic projects including: Waterloo Region Economic

Development Strategy; regional rebranding; implement planning and

marketing of strategic employment lands; rural services improvements and

network collaboration and coordination enhancements; strategic business

retention and attraction coordination; and enhanced regional data collection,

analysis and distribution;

The CTT and other local organizations would continue to focus on their

existing mandates;

The local Municipalities would continue to be responsible for business

retention, liaison with local business, and would retain their existing roles

with regard to ensuring available land supply; and,

No amendment to the Municipal Act would be required.




5

.0

FR

AM

EW

OR

K O

PTI

ON

S

Option 3: Development Corporation (8 Shareholders)

Option 3 moves away from the existing organisational responsibilities and moves

the primary responsibilities for implementing economic development to a

Waterloo Region Economic Development Corporation (WREDC) that is

controlled by the Region of Waterloo and the 7 local Municipalities. Local

Municipalities would retain a local economic development role.

The defining features of Option 3 are:

An Office of Economic Policy would be established by the Region of

Waterloo. It would be responsible for coordinating the creation of the

Waterloo Region Economic Development Strategy, in concert with the 7

local Municipalities and local shareholders;

The new Waterloo Region Economic Development Corporation (WREDC) is

formed under the control of the Region of Waterloo and the 7 local

Municipalities, with the responsibility of implementing the Waterloo Region

Economic Development Strategy;

Services agreements between the Municipalities and the corporation define

the role of the Corporation, its mandate, reporting relationship and resources,

corporate structure, objectives, KPIs, etc.;

The WREDC could replace CTT or the existing CTT could be transformed

into the WREDC. The latter approach would require changes to the structure

and governance of CTT;

The key functions of the Waterloo Region Economic Development

Corporation would include: the implementation of a Regional Economic

Development Strategy; strategic marketing and rebranding of Waterloo

Region; employment land marketing; business and talent attraction and

development; business community relations; business retention (strategic

employers, and investors only); advocacy of economic development; and

regional data collection, analysis and publication;

Local Municipalities would continue to have a role in local economic

development but the local role would be guided by the WREDC within the

context of a regional strategy. They would retain control of their current

employment land holdings;

The local Municipalities would continue their role in local business retention,

local marketing, and land marketing, where that is an established activity.

However, all matters of a regional and strategic nature would be coordinated

by the WREDC. This includes regional marketing and messaging, providing

information and data, advocacy, and coordination of business relationship

management;

The details of the interface between the local and the regional economic

development activities would be refined through the Regional Economic

Development Strategy; and,




5.0

F

RA

MEW

OR

K

OP

TIO

NS

The proposed model would not require changes to the Municipal Act

regulations.

It would have a professional board of directors appointed by the

shareholders.

Option 4: Regional Economic Development Corporation (full responsibility)

Option 4 is similar to Option 3 except that all economic development activity

becomes the responsibility of WREDC on behalf of its municipal shareholders. In

this case, the economic development activities being carried out by local

municipalities would be transferred to the new organization. Other defining

features are:

The Waterloo Region Economic Development Corporation is formed under

the control of the Region of Waterloo and the local Municipalities;

The Waterloo Region Economic Development Corporation would be

responsible for coordinating the creation of a the Waterloo Region Economic

Development Strategy, in concert with the 7 local Municipalities and local

shareholders, and be responsible for implementing the Waterloo Region

Economic Development Strategy;

A services agreement between the Municipalities and the Development

Corporation would define the Corporation’s role, mandate, reporting

relationship and resources, corporate structure, objects, KPIs, etc.;

The Waterloo Region Economic Development Corporation’s key functions

would include: implementation of a regional economic development strategy;

marketing and rebranding of Waterloo Region; employment land marketing;

business and talent attraction and development; business community

relations; business retention; advocacy of economic development; and

regional data collection, analysis and publication;

All economic development functions currently carried out by the local

Municipalities would be carried by the WREDC;

The WREDC could replace CTT or the existing CTT could be transformed

into the WREDC. The latter approach would require changes to the structure

and governance of CTT;

The proposed model does not require changes to the Municipal Act

regulations, unless the Region of Waterloo becomes directly involved in the

ownership, sale, leasing or development of employment lands; and,

The budgets of local municipalities would be rebalanced to reflect the shift in

economic development responsibilities.

It would have a professional board of directors appointed by the

shareholders.




5

.0

FR

AM

EW

OR

K O

PTI

ON

S

Option 5: Consolidate Economic Development Functions and Services at

the Region

Under this Option, all economic development functions become the responsibility

of a Region of Waterloo Department of Economic Development. The Region of

Waterloo would effectively take over the planning and delivery of economic

development services on behalf of all Municipalities within the region.

The defining features include:

A new division would be formed within the Region of Waterloo

administrative structure. Services agreement between the local Municipalities

and the Region of Waterloo will define the roles, mandate, resources,

objectives, KPIs, etc.;

Key functions of the organization would include: preparation of the Waterloo

Region Economic Development Strategy; implementation of a regional

economic development strategy; marketing and rebranding of Waterloo

Region; employment land marketing; business and talent attraction and

development; business community relations; business retention; advocacy of

economic development; and regional data collection, analysis and

publication;

An amendment to the Municipal Act would not be required unless the ROW

becomes directly involved in employment land ownership and development;

An inter-municipal service agreement would be required on the role and

mandate of the new economic development division that will provide local

services to all 7 Municipalities; and,

Municipal budgets would need to be rebalanced to reflect the shift in

economic development responsibilities to the Region of Waterloo.




5.0

F

RA

MEW

OR

K

OP

TIO

NS





5

.0

FR

AM

EW

OR

K O

PTI

ON

S

5.3 Evaluation of Options; Risk & Opportunities

The following evaluation of the options uses 6 criteria to assess risk and

opportunities in each of the 5 options:

Ease of implementation;

Ability to produce an effective regional strategy;

Ability to efficiently deliver core economic development;

Capability to ensure employment land goals are achieved;

Ability to secure sustainable funding; and,

Institutional risk.

Two options, Option1: Status Quo and Option 5: Consolidation of all Economic

Development Services under the Region of Waterloo, are deemed to be

undesirable or impractical. The Status Quo has not been able to create or deliver a

coherent regional economic development strategy, which is essential to the future

growth and prosperity of the region. Option 5, the consolidation of all regional

economic development activity and responsibility within regional government, is

deemed impractical in the foreseeable future as local municipalities may not be

willing to transfer control of all economic development responsibilities to the

Region of Waterloo.

In our view, the most practical options are Option 2: Alignment and Coordination,

Option 3: Development Corporation, which involves participation by all

municipal entities, but with some local economic development functions retained

by the Municipalities, and Option 4 which has a similar governance structure to

Option 3, but with a transfer and consolidation of all economic development

functions currently carried out by local Municipalities.




5.0

FR

AM

EW

OR

K O

PTI

ON

S




5

.0

FR

AM

EW

OR

K O

PTI

ON

S Our preferred approach is Option 3. Our recommendation is that Waterloo Region

should have the objective of consolidating most economic development functions

under a single organizational umbrella that is responsible to the Region of

Waterloo, and the seven local Municipalities. The advantages of this are a clear

and transparent focus, accountability, and more efficient deployment of staff and

financial resources.

A single regional organization should be a non-profit agency that is separate from,

but ultimately controlled by, the 8 Municipal partners within the region. Its

mandate would be:

To implement the Waterloo Region Economic Development Strategy;

To market the region to foreign, national, and local audiences;

To facilitate and manage relationships with existing business within the

region; and,

To provide advocacy for Waterloo Region to other levels of government on

economic development matters.

Municipalities would retain responsibility for local economic development issues

within the coordinating umbrella of the WREDC. The local Municipalities would

continue local business retention activities. The WREDC would be responsible for

managing strategic business relationships, for marketing the region globally and

locally, and would provide research and information to support regional

marketing. Local community marketing would be coordinated with regional

marketing to ensure consistent messaging.

The Waterloo Region Economic Development Corporation would not become

directly involved in the development and sale of land (more on this in Section

6.0).

The Waterloo Region Economic Development Corporation would be funded by

the Region of Waterloo, the local Municipalities and the private sector.

It is recommended that an Office of Economic Policy be established within the

ROW which would be responsible for coordinating the creation of a Waterloo

Region Economic Development Strategy and a Regional Employment Land

Strategy in conjunction with the area Municipalities. It would also work with the

WREDC and the local Municipalities to set annual budgets. However, the office

of Economic Policy would not be responsible for implementation.




5.0

FR

AM

EW

OR

K O

PTI

ON

S

We recommend that the CTT be incorporated into the WREDC or that the CTT

mandate be expanded so a new “super” CTT transitions to become the new

Waterloo Region Economic Development Corporation. The structure and

governance of the new organization would need to transition from the current

CTT structure and governance. In particular, the WREDC should be governed by

an independent board of directors that is directly responsible to the municipal

“shareholders”. The professional board should be comprised of experienced

people from the private sector and institutions.

Although Option 3 is recommended as the most practical and effective way to

implement a regional economic development strategy, we recognize that this

could evolve, over time, to Option 4. With this option, all of the local economic

development functions move to the WREDC as the single implementing agency

for economic development within the region.




5

.0

FR

AM

EW

OR

K O

PTI

ON

S THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY


6.0

EMPLOYMENT LAND

OPTIONS

It is an essential requirement of successful and transformational

economic development that there be a sufficient supply of

available employment land at all times.

It is recommended that a focused mix of private and public sector

initiatives be undertaken.

6.1 Industrial and Business Park Lands

The existing and potential future inventory of Industrial and Business Park lands

is distributed across the region, but is primarily located within the three Cities and

the Townships of Woolwich and Wilmot. The data base is maintained by the

Region of Waterloo, but has not been updated since 2009.

Table 6.1 Region of Waterloo Industrial and Business Park Vacant Land Inventory – 2009

Source: Appendix 4 – “Region of Waterloo Industrial and Business Park Vacant Land Inventory”

Region of Waterloo Cambridge Kitchener Waterloo Woolwich North Dumfries Wilmot Wellesley

Designated

Serviced Total

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Designated

Serviced

(Acres)

Available for use by

owners285.44 152.16 58.63 49.26 8.90 5.10 11.39 0.00

Constrained Land 440.02 171.50 82.62 10.02 168.00 0.00 7.88 0.00

Potentially in

transition to other

uses

50.92 0.00 49.72 1.20 0.00 0.00 0.00 0.00

TOTAL 2094.46 820.31 517.20 305.76 244.46 5.10 201.63 0.00

Available for sale or

use immediately by

owner

Anticipated to come

on to the market in

the future

460.86 231.51 132.00 18.09 67.56 0.00 11.70 0.00

857.22 265.14 194.23 227.19 0.00 0.00 170.66 0.00




6

.0

EM

PLO

YM

EN

T LA

ND

OP

TIO

NS

Figure 6.1 Regional Employment Lands




6.0

E

MP

LOY

MEN

T LA

ND

OP

TIO

NS

The price of vacant industrial land declines as one moves west from the GTA

towards London. The prices in Waterloo/Kitchener/Cambridge are about half that

of Milton, Oakville and Burlington. Given Waterloo Region’s strong locational

attributes and its location west of the GTA, there is a compelling proposition for

employers who value access to the Waterloo Region talent pool and its proximity

to the GTA.

As to development charges (DC’s per acre), Waterloo/Kitchener/Cambridge, are

generally lower than the GTA municipalities, although higher than Hamilton,

Guelph, London and Brantford.

With its educational, entrepreneurial, cultural, and transit assets and lower costs,

Waterloo Region will become an increasingly attractive location for new and

expanding businesses relative to the western GTA municipalities. Peel and Halton

employment land supply will be largely depleted within 10 years. Even if

additional land is designated, it is clear that employment land prices in the

western GTA will rise relative to exiting prices in Waterloo Region. This will

present competitive opportunities for Waterloo Region over the longer term.

Figure 6.2 Vacant Industrial Land Prices and Development Charges (per acre)

Bra

ntf

ord

Lon

do

n

Ham

ilto

n

Cam

bri

dge

Kit

che

ne

r

Gu

elp

h

Wat

erl

oo

Hal

ton

Hill

s

Mar

kham

Milt

on

Bu

rlin

gto

n

Oak

ville R

ich

mo

nd

Hill

Vau

ghan

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Lan

d P

rice

(p

er

acre

)

Average Industrial Land Prices

Lon

do

n

Bra

ntf

ord

Ham

ilto

n

Gu

elp

h

Cam

bri

dge

Kit

che

ne

r

Milt

on

Bu

rlin

gto

n

Wat

erl

oo

Hal

ton

Hill

s

Oak

ville

Vau

ghan

Mar

kham

Ric

hm

on

d H

ill

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

De

velo

pm

en

t C

har

ges

(pe

r ac

re)

Development Charges




6

.0

EM

PLO

YM

EN

T LA

ND

OP

TIO

NS

6.2 Ensuring Land Supply

6.2.1 Need for a Risk Perspective

Ensuring that there is an appropriate supply of employment land is central to the

economic development of Waterloo Region. This is well understood by all

stakeholders but there is uncertainty about how much land is required, where it

should be provided, what parcel size, what locational attributes should developed

land exhibit, and the best approach for ensuring supply.

One of the challenges is that there is no definitive explanation of “appropriate

supply” of employment land. This depends very much on perspective. At a broad

urban planning level, the perspective is to ensure that the expected growth in

labour force can be accommodated by long term supply of employment land. The

timeframe is typically long, and a potential mismatch between supply and demand

of employment land are long term, and therefore the risks are low because

adjustments and corrections can be made in the long planning cycle.

The perspective of economic development policy is more short and medium term.

The pipeline of approvals and servicing needs to accommodate visible trends and

expectations, and to ensure that the land market is not going to be constrained and

drive up prices or focus on the wrong set of locational attributes. This short and

medium term perspective is sensitive to the budgeting process for the

infrastructure required to translate land policy into available land supply.

It is here, at the short and medium term perspective, that the risks of a mismatch

between supply and demand are potentially high. The risks of a mismatch are high

because the inventory of vacant land that is designated, serviced, available for sale

and immediate use, with an appropriate spectrum of location, size, and price, is an

essential requirement for economic development. The ability of Waterloo Region

to market the region to new entrants, and to retain the successful and growing

companies within the region, depends on the absolute certainty that supply is

continually available.




6.0

E

MP

LOY

MEN

T LA

ND

OP

TIO

NS

If there is an “oversupply” of employment land in the short and medium term, that

just means that it may take a bit longer to absorb supply than originally expected,

but it helps to maintain a competitive local land market in the short term.

However if there is a lack of available supply, then the region’s marketing

strategy and retention strategy can be directly compromised. This can quickly

become “negative” marketing that creates conditions for a failed marketing effort

and wasted economic development resources. Hence the need for a risk

perspective when considering the immediate, medium and long term supply of

employment land.

6.2.2 Estimates of Supply and Demand for Employment Land

The issue of how to define, create, monitor and manage employment land,

particularly industrial and business park land within Waterloo Region, has been

the subject of numerous studies and reports over the past decade. The issues that

have been raised include the following:

There appears to be an emerging shortage of business park land that is

suitable for technology companies. This view has been challenged to some

extent, with an assumption that technology firms are more “footloose” and

don’t necessarily seek technology orientated business parks in Waterloo

Region.

Technology firms seek locations where talent wants to work. This is often as

much a lifestyle issue as a cost or locational one. This often means a

university environment, a “downtown” environment, or a greenfield

“technology campus” with excellent amenities, transit, recreation and

services often in a mixed use setting. Redmond, Portland, Palo Alto,

Mountain View, Route 128 are examples.

There is a need to focus on the need for shovel ready land and the risk to

Waterloo Region if suitable land is not available.

Given the length of the planning and development cycle, it is essential that

there be a continual 10 years potential supply in the approval cycle at any

given time and there should be a continuous supply of vacant and available

land that is equivalent to at least 3-5 years absorption.

Brownfield sites can be, but are not always, within an urban fabric that is

attractive to a technology cluster.

Some corporations are reluctant to locate in a brownfield redevelopment if

their strategy is to avoid any likelihood of environmental liabilities or if they

need to ensure flexibility for long term expansion, without the need to move

to another site.

The broader planning issue is to create the right balance between

employment growth and land demand including brownfield, redevelopment,

intensification and greenfields.




6

.0

EM

PLO

YM

EN

T LA

ND

OP

TIO

NS

6.2.3 Role of the Private and Public Sectors

The present system has direct involvement by the three Cities; Kitchener,

Waterloo and Cambridge, in the development of industrial and business park

land. The townships have elected to minimize their direct role in the

development of land.

The role of the private sector has been a subject of long discussion. The

participation of the private sector to-date has primarily focused on the

building of structures for sale or lease – most often on land purchased from

the Municipalities.

There are advantages to private sector involvement. It reduces the need for

public capital and can provide a wider range of tenure options than would

ordinarily be the case for public sector land development.

The private sector may be increasingly attracted to Waterloo Region because

of the lower land values and the prospect that these could rise as the most

attractive sites in the western GTA are absorbed by the market.

The private sector has demonstrated an appetite for the adaptive reuse of

older structures within the urban boundary and for the redevelopment and

intensification of brownfield sites.

Over time, there is an opportunity for the private sector to take a larger role

in the provision of green field employment locations.

There also are many advantages of direct public sector involvement and the

development of industrial and business park land. There is a well-established

and successful precedent.

The region’s public sector has been very successful in providing technology-

oriented business park land.

It is easier for the public sector to create successful joint ventures or

partnerships that involve multiple jurisdictions.

The public sector can more readily develop larger lots and hold them for

strategic disposition rather than be pressured to subdivide and sell to generate

cash flow as would the private sector.

The “East Side Lands” or Prime Industrial Strategy Reserve in Woolwich

and Cambridge has been considered for development for many years.

The “East Side Lands” are close to the Waterloo International Airport but

don’t encompass it. The airport needs to be included. If the airport is to be

successful in the long term, there needs to be control the employment land

that is adjacent and proximate. Airport operations are vulnerable to land use

conflicts and political opposition. Unless the surrounding land is controlled

by the public domain, the airport will be unable to achieve its full long term

potential as an employment generator.

Other strategic lands may be identified through the Regional Economic

Development Strategy.




6.0

E

MP

LOY

MEN

T LA

ND

OP

TIO

NS

6.2.4 Alternative Approaches to Providing Industrial & Business Park

Lands

Six approaches to ensuring a supply of industrial and business park lands were

examined:

Reliance on the private sector;

A mix of municipal land development and private sector (maintaining the

existing approach);

Direct involvement by the Region of Waterloo in strategic land development;

A mixed public/private approach that includes the use of a special purpose

public land development corporation;

A public monopoly that is jointly owned by all municipal jurisdictions for the

development and disposition of employment land; and,

A public monopoly that is controlled by the Regional Municipality of

Waterloo.

Table 6.2 summarises and compares the salient characteristics of each of the six

approaches. The private sector approach has the advantage of shifting the

investment and implementation burden firmly to the private sector. This has many

other advantages but the obvious disadvantage is that the private sector may avoid

large and complex projects like the East Side Lands. More to the point, there is no

guarantee that the private sectors will land bank large sites without public support,

nor is there a guarantee that they will be willing to make a deal with a large

strategic employer.

The current model (Option 2), which is a mix of municipally owned and privately

owned business park land, has been generally successful to date. However it is

asymmetrical because not all local municipalities are able or willing to participate.

The third option would see the Region of Waterloo becoming more directly

involved in the development of the strategic employment land.

The fourth approach includes public and private involvement and would see the

creation and use of a special purpose land development corporation that has a

narrow mandate to deal with creating new strategic employment lands. This

provides much more certainty about the availability of large or special sites and

avoids future pressures for the conversion of employment land to other purposes.

At the same time it will require public investment for capital and operating costs

until revenues from sufficient land sales accrue.

The fifth and sixth options are based on the concept of a public monopoly of

employment lands. They are viewed as unnecessary and the wrong direction for

Waterloo Region.




6

.0

EM

PLO

YM

EN

T LA

ND

OP

TIO

NS

Our preferred approach is Option 4: Special Purpose Public Development

Corporation with the following elements:

1. The Employment Land Strategy is created in conjunction with the Waterloo

Region Economic Development Strategy. The land strategy would be

coordinated by a newly created Office of Economic Policy with the Region

of Waterloo and the Municipalities.

2. The existing municipal role in employment land development remains.

3. A special purpose corporation is established to develop strategic employment

lands on the east side, including those adjacent to the airport and other

strategic lands as determined:

o Professional board of directors is recruited;

o The mandate to be formalized, and business plan created and a

development plan for the East Side and Airport;

o Other strategic lands could be included as determined through the

Regional Economic Development Strategy and the Regional

Employment Land Strategy.

o Joint venture development agreements with private land owners if

required;

o Capitalized by the Region of Waterloo and the Municipalities;

o Existing public land in Cambridge and Woolwich is transferred to the

special purpose Development Corporation. This could include a transfer

of land, with consideration, from the Ontario Infrastructure and Lands

Corporation;

o A detailed plan and development program is put in place;

o Phased investment in servicing is committed by the shareholders;

o Land is marketed directly to industries and to private developers;

o The Corporation is structured so that it can be sold wholly or in part to

private / institutional investors at some future date if desired.

4. In the longer term, the major role of developing and selling employment land

should transition to the private sector.




6.0

E

MP

LOY

MEN

T LA

ND

OP

TIO

NS



7.0

CONCLUSIONS,

RECOMMENDATIONS &

IMPLEMENTATION

7.1 Conclusions

The report provides: an analysis of the current economic development framework

and governance structures; a review of the issues around the current economic

development functions in Waterloo Region; and an analysis of identified

comparator communities and prevailing best practices relevant to the current

economic and governance structures in Waterloo Region. This has led to the

identification and analysis of viable options for implementing a new Waterloo

Region Economic Development Strategy, and the identification and analysis of

options to ensure an appropriate supply of employment land is available to new

and expanding employers.

The Existing Economic Development Framework and Network

The existing economic framework has successfully served the Waterloo Region

well for many years. However, a number of strategic weaknesses in the current

framework have been identified, resulting in a system that will not meet the needs

of the regional economy going forward. These identified weaknesses include:

Absence of a coordinated regional approach;

Gaps in data collection, analysis and info sharing;

Dated/fragmented branding and marketing;

Resource disparity between urban and rural;

Trust issues; and,




7

.0

CO

NC

LUSIO

NS &

REC

OM

MEN

DA

TIO

NS

Poor alignment of stakeholder understanding of economic development.

Comparative Analysis

A number of comparator communities were evaluated to identify current trends

and best practices in regional and local economic development. Four key trends

that define the nature of economic development organizational arrangements

include:

Business success is more commonly associated with a regional cluster

approach;

Regional business clusters require engagement at a wider regional level;

Single-tier municipalities favour external economic development

organizations; and

Two-tier regional/local municipalities favour a combination of internal and

external economic development organizations.

Requirements for Waterloo Region’s Economic Development

An effective economic development process for Waterloo Region must be able to

deliver the following outcomes:

A coherent economic development strategy;

A strong brand and marketing program for the region that resonates and

differentiates;

Successful attraction of new companies across all key target clusters;

Facilitation of the growth and retention of existing companies;

Expansion of the tax base;

Achievement of the broad community vision;

More high paying jobs; and,

A sustainable and growing regional economy.




7.0

C

ON

CLU

SIO

NS &

REC

OM

MEN

DA

TIO

NS

7.2 Recommendations

Economic Development Service Delivery and Employment Land

Strategy

A three way distinction is made between the governance and organizational need

to create a coherent strategy, to implement an economic development strategy,

and the approach to delivering appropriate amounts of shovel ready land. The first

focuses on strategic planning, the second focuses on marketing, business

community relations, advocacy, analysis, and ensuring community consensus

around ends and means. The third focuses on direct capital investment, entering

into contracts and joint ventures, financing agreements, acquisition and

disposition of real property.

Recommendation: An Office of Economic Policy should be established at the

Region of Waterloo with a mandate to coordinate the creation of an appropriate

Regional Economic Development Strategy. This would be created in conjunction

with the 7 local Municipalities. As part of this process a Regional Employment

Land Strategy would be defined that meets the needs of the Regional Economic

Development Strategy.

Framework Recommendations:

Recommendation: Waterloo Region should have the objective of consolidating

most economic development functions under a single organizational umbrella.

The advantages of this are a clear and transparent focus, accountability, and more

efficient deployment of staff and financial resources.

Recommendation: That a Waterloo Region Economic Development Corporation

(WREDC) be established with a mandate to deliver a full spectrum of economic

development services within Waterloo Region. Its purpose would be to implement

economic strategy, but not to be involved directly in employment land

development.

Recommendation: That the WREDC be under the formal control of the Region

and the 7 local Municipalities.

Recommendation: That CTT be incorporated into the WREDC or that the CTT

mandate be expanded so that CTT transitions to become the new WREDC. The

structure and governance of the new organization would need to transition from

the current CTT structure and governance, in order to reflect the new

responsibilities and accountability of the new organization.




7

.0

CO

NC

LUSIO

NS &

REC

OM

MEN

DA

TIO

NS

Recommendation: That a professional board of directors be established with

substantial representation from the private sector.

Recommendation: The WREDC should be a non-profit agency that is separate

from, but ultimately controlled by, the 8 Municipal partners within the region.

Recommendation: That the WREDC enter into service agreements with the local

Municipalities that defines the specific economic development roles and

responsibilities of all parties.

Recommendation: The mandate of the WREDC should be:

To implement the Waterloo Region Economic Development Strategy;

To be responsible for all regional marketing; foreign, national and local;

To facilitate and manage relationships with existing strategic businesses

within the region, and to coordinate business relationship management with

the local Municipalities;

To coordinate the collection, analysis, and publication of regional data and

information that is relevant to the planning, marketing and monitoring of

economic development; and,

To manage and be responsible for advocacy with other levels of government

on economic development matters.

Recommendation: The organization should be funded by the Region of

Waterloo, the local Municipalities and the private sector.

Recommendation: Local Municipalities would retain responsibility for specific

local economic development issues within the coordinating umbrella of the

Waterloo Region Economic Development Corporation, as defined in the strategy

and service agreements. Local Municipalities would:

Continue to be actively engaged in local business retention, with the

WREDC responsible for organizations of strategic regional importance.

Continue to provide local marketing outreach, but with coordinated

market themes and consistent factual material provided by the WREDC.

Recommendation: It is essential that the Waterloo Region Economic

Development Corporation be a multi-party partnership among local and regional

government, the private sector and major institutions.




7.0

C

ON

CLU

SIO

NS &

REC

OM

MEN

DA

TIO

NS

Employment Land Recommendations:

The perspective of economic development policy is more short and medium term

than the typical long term perspective of the Official Plan. It is here, at the short

and medium term perspective, that the risks of a mismatch between supply and

demand are potentially high. The risks of a mismatch are high because the

inventory of vacant land that is designated, serviced, available for sale and

immediate use, with an appropriate spectrum of location, size, and price is an

essential requirement for economic development. The ability of Waterloo Region

to market the region to new entrants and to retain the successful and growing

companies within the region depend on the absolute certainty that supply is

continually available.

Recommendation: Where a Municipality owns employment land, its existing

municipal role in employment land development can remain.

Recommendation: That a Special Purpose Corporation (SPC) be established to

develop strategic employment lands on the east side, including those adjacent to

the airport, and other strategic lands as determined.

Recommendation: The Special Purpose Corporation is governed by a

professional board of directors responsible to the municipal shareholders, which

would include the Regional Municipality of Waterloo.

Recommendation: Take steps to change the Municipal Act to enable the

Regional Municipality to be involved in the “acquisition, development and

disposal of sites for industrial, commercial, and institutional uses”.

Recommendation: That a mandate be formalized, and business plan created and

a development plan prepared for the East Side and Airport.

Recommendation: To enter into joint venture development agreements with

private land owners if required.

Recommendation: To be initially capitalized by the Region of Waterloo and the

Municipalities.

Recommendation: Existing public land in the East Side of Cambridge and

Woolwich to be transferred to the Special Purpose Development Corporation.

This could also include a transfer of land, with consideration, from the Ontario

Infrastructure and Lands Corporation.

Recommendation: A detailed plan and development program is put in place.




7

.0

CO

NC

LUSIO

NS &

REC

OM

MEN

DA

TIO

NS

Recommendation: Phased investment in servicing is committed by the

shareholders.

Recommendation: Land is marketed directly to industries and to private

developers.

Recommendation: The Corporation should be structured so that it can be sold

wholly or in part to private / institutional investors in the future if desired.

Recommendation: In the longer term, the major role of developing and selling

employment land should transition to the private sector.

7.3 Implementation

The following time line chart summarizes the main action tasks that will be

required over the next two years to implement the recommendations. The

description of tasks should be considered as a general indication only. It is

expected that the Regional Economic Development Strategy will generate a more

detailed implementation framework. The phases are described briefly below in

Table 7.1.

Table 7.1: Proposed High Level Implementation Plan

A M J J A S O N D J F M A M J J A S O N D

Phase 1: Strategy & Consensus

1.1 Reach Consensus on the Need for a Regional Economic Strategy

1.2 Establish Office of Economic Policy (OEP)

1.3 Undertake Regional Economic Development Strategy

1.4 Undertake Regional Employment Land Strategy

1.5 Municipal Act Change

Phase 2: Transition to Development Corporation

2.1 Establish Articles, Legal Entity & Governance Structure

2.2 Establish Preliminary Budget

2.3 Select Chair & Board of Directors

2.4 Selection of CEO, Staff

2.5 Economic Strategy Implementation Plan

2.6 Service Agreements with Municipalities

2.7 Implementation of Strategy Commences X

Phase 3: Employment Land Implementation

3.1 Confirm Approach

3.2 Confirm Priorities & Budgets

3.3 Establish Implementing Agency

3.4 Implementation Commences X

ACTIVITY Quarter 3 Quarter 4

2014

Quarter 1 Quarter 2Quarter 4

2013

Quarter 3Quarter 2

STAKEHOLDER CONTACT

LIST

A



MALONE GIVEN PARSONS LTD. A-1

AP

PEN

DIX

A: STA

KEH

OLD

ER

CO

NTA

CT

LIST

Stakeholder Contact List

The following is a list of the stakeholder organisations referred to in chapter three,

that were consulted as part of the consultation phase of the study. This list consists

of individuals from the 8 Waterloo Region municipalities, business associations,

post-secondary institutions, labour force development groups, nongovernmental

organisations, provincial organisations and political figures.



A-2 MALONE GIVEN PARSONS LTD.

Waterloo Economic Development Study Stakeholder Contacts

Stakeholder Contact Name E-mail Phone Address

CITIES

City of Cambridge Bo Densmore, Director of

Economic Development

[email protected] 519.740.4536 X 4511 Cambridge City Hall

50 Dickson Street,

P.O. Box 669

Cambridge, ON N1R 5W8

City of Kitchener Rod Regier- Executive

Director of Economic

Development

[email protected] /

[email protected]

519. 741.2506 (Rod Regier) 200 King Street West., Kitchener

City of Waterloo Patricia Rutter-Economic

Development Officer

[email protected] 519-747-8707 The City of Waterloo, c/o Waterloo City

Hall

100 Regina Street S., Waterloo ON

Canada N2J 4A8

TOWNSHIPS

Township of North Dumfries Rodger Mordue, CEO email from website 519-621-0340 ext. 11/230 or

toll free: 1-800-563-5595

1171 Greenfield Road, R.R.#4,

Cambridge, Ontario - N1R 5S5

Township of Wellesley Sarah Peck Junior Planner [email protected] and

[email protected]

519.699.4611 Township of Wellesley, 4639Lobsinger

Line, R.R. # 1 St. Clements, Ontario N0B

2M0

Township of Wilmot Andrew Martin - Planner,


[email protected] 519.634.8444 X 245 60 Snyder's W Baden, N3A 1A1

Township of Woolwich Laurel Davies Snyder -

Laurel

Economic Development &

Tourism Officer & David

Brennan CAO

[email protected]

[email protected]

Laurel: 519.669.1647 X 6020 Township of Woolwich

24 Church Street West,

P.O. Box 158,

Elmira, ON N3B 2Z6

WATERLOO REGION

Region of Waterloo Brooke Lambert Principal

Planner,. Brownfields

Coordinator. Mike Murray

Chief Administrative Officer

and Rob Horne

Commissioner of Planning,

Housing and Community

Services.

[email protected] 519.575.4500 X 3113 Planning, Housing & Community

Services. 150 Frederick Street, 8th Floor.

Kitchener, ON N2G 4J3

Highlighted contacts are those who were interviewed.






WATERLOO REGION CONT'D

Canada's Technology Triangle John Jung, CEO [email protected] 519.747.2541 X 101 260 King St. West, 3rd Floor, Kitchener,

ON N2G 1B6

Region of Waterloo International

Airport

Chris Wood -Airport General

Manager

[email protected] 519-648-2256 ext. 8502 N2H 6R2

Waterloo Regional Tourism

Marketing Corporation

Tracey Desjardins,

Executive Assistant,


[email protected] 519.741.2957 260 King Street West #102 Kitchener, ON

N2G 1B1

Creative Enterprise Initiative /

Creative Enterprise Enabling

Organization

Heather Sinclair, CEO of

The Creative Enterprise

Initiative

[email protected] 519-804-2233 Ext. 3 Creative Enterprise Initiative

151 Charles Street West, Suite 100

Kitchener, ON N2G 1H6

Prosperity Council of Waterloo

Region

Anne Lukin

Manager Strategic

Relationships

Canada's Technology

Triangle Inc.

[email protected] 519-747-2541 ext 402 57 Erb Street West

2nd Mezzanine

Waterloo, Ontario N2L 6C2

BUSINESS ASSOCIATIONSCambridge Chamber of

Commerce

Greg Durocher - General

Manager

[email protected] (519) 622-2221 750 Hespeler Road

Cambridge, ON N3H 5L8

Communitech Iain Klugman, President,

Communitech Technology

Association & Kathy

Thompson Executive

assistant

[email protected]

[email protected]

Iain: (519) 888-9944 x 22

Kathy: 519-888-9944 ext.

2021

295 Hagey Boulevard, Accelerator

Building Suite 16, Waterloo ON Canada

N2L 6R5

Downtown Cambridge Galt On

The Grand Business

Improvement Association

Andrea Stebbings, Executive

Director, Downtown

Cambridge BIA

[email protected] (519) 622-3510 55 Ainslie St. North

Cambridge, Ontario, Canada

N1R 3J6







BUSINESS ASSOCIATIONS CONT'D

Greater Kitchener-Waterloo

Chamber of Commerce

Ian McLean, President &

CEO

[email protected] (519) 749.6038 80 Queen Street North Kitchener, ON

N2H 2H1

Hespeler Village Business

Improvement Area

Karen Grant, Executive

Director, Hespeler Village

B.I.A.

[email protected] 519-740-4650 ext. 7266 P.O. box 29006, 101 Holiday Inn

Dr.Cambridge, Ontario N3C 0A0

Kitchener Downtown Mark Garner, Executive

Director

[email protected] 519.744.4921 ext 401 29 King Street East, Kitchener, ON N2G

2K4

Manufacturing Innovation Network Valerie Machado, Business

Dvlp. Officer

[email protected] 519 741-2367 200 King Street West, Kitchener, ON

Preston Town Centre Business

Improvement Area

Tony Schmidt, Chair [email protected] Preston Towne Centre B.I.A.

c/o Etcetera

761 King Street

Cambridge, ON N3H 3N7

The Uptown Waterloo Business

Improvement Area

Patti Brooks [email protected] 519.885.1921 Suite 160, 100 Regina Street South

Waterloo, Ontario, N2J 4P9

Canada

LABOUR FORCE DEVELOPMENT

Business & Education

Partnership of Waterloo Region

Alayne Hynes - Executive

Director

[email protected] 519.888.9944 X 2047 295 Hagey Blvd, Suite 16

The Accelerator Building

Waterloo, ON N2L 6R5

David Johnston Research Park Carol Stewart -Manager of

Business Development

[email protected] 519-888-4567 ext.36339 David Johnston Research + Technology

Park

200 University Ave. W., GSC 228

Waterloo, ON N2L 3G1

Waterloo Region Immigrant

Employment Network

Arran Rowles -Manager [email protected]

Waterloo Region Small Business

Centre

Chris Farrell - Manager [email protected] 519.741.2604 200 King Street West., Kitchener

Wellington-Waterloo Community

Futures

Jana Reichert - Economic

Development Officer

[email protected] (519) 837.2600 ext. 2525 294 Mill St. East

Elora, Ontario

N0B 1S0

Workforce Planning Board of

Waterloo Wellington Dufferin

Carol Simpson Executive

Director

[email protected] (519) 622-7122 218 Boida Ave, Unit 5

Ayr, Ontario N0B 1E0







POST SECONDARY INSTITUTIONS

Conestoga College John Tibbits President [email protected] 519-748-5220 299 Doon Valley Drive, Kitchener, Ontario

N2G 4M4

Sir Wilfrid Laurier University Max Blouw President [email protected] (519) 884-1970 75 University Avenue West, Waterloo,

Ontario, Canada N2L 3C5

University of Waterloo Martin Van Nierop Director

Communications and

Public Affairs

[email protected] 519 888 4567 200 University Avenue West

Waterloo, Ontario

N2L 3G1, Canada

PROVINCIAL / FEDERAL

Waterloo Region Department of

Foreign Affairs and International

Trade

Robin MacNab- Trade

Commissioner

[email protected] (519) 571-6656 Planning, Housing & Community

Services. 150 Frederick Street, 8th Floor.

Kitchener, ON N2G 4J3

Federal Economic Development

Agency for Southern Ontario

(FedDev Ontario)

Mark Wilson - Assistant

Director, Community


[email protected] 519-571-5644 101 Frederick Street, 4th floor

Kitchener, Ontario

N2H 6R2

Ministry of Economic Development

and Trade - Small and Medium

Amy Britten, Sr. Business

Advisor

[email protected] 519 571-6074 Kitchener, Ontario

OMAFRA Mark Jonker - Team Lead,

Business and Investment

Development Unit

[email protected] 519-826-3482 www.omafra.gov.on.ca

POLITICAL FIGURESRegional Chair Ken Seiling [email protected] 519 575 4585

City of Waterloo Mayor Mayor, Brenda Halloran [email protected] 519-747-8700

Township of Wilmot Mayor Mayor, Les Armstrong [email protected]. 519.634.8444 The Corporation of the Township of

Wilmot

60 Snyder's Road West

Baden, Ontario

N3A 1A1







POLITICAL FIGURES CONT'DCity of Kitchener Mayor Mayor, Carl Zehr [email protected] 519-741-2300 Kitchener City Hall

200 King Street West, 2nd Floor

Kitchener, ON N2G 4G7

Canada

Township of Woolwich Mayor Mayor , Todd Cowan [email protected] 519-669-1647 ext. 6101 Township of Woolwich

24 Church Street West,

P.O. Box 158,

Elmira, ON N3B 2Z6

Township of North Dumfries

Mayor

Mayor , Robert

Deutschmann

(519) 394 2010 1171 Greenfield Road, R.R.#4,

Cambridge, Ontario - N1R 5S5

Township of Wellesley Mayor Mayor, Ross Kelterborn [email protected] 519-699-4611 1st Floor, 150 Frederick Street

Kitchener Ontario N2G 4J3

City of Cambridge Mayor Mayor, Doug Craig [email protected] (519)740-4517 ext 4215 P.O. Box 669

50 Dickson St

Cambridge, Ontario N1R 5W8

OTHER / COMMUNITY FIGURES / REALTOR/ PAST & PRESENT CTTColdwell Banker Peter Benninger

Realty

Peter Benninger - Broker of

Record/Owner, CTT Board

member

[email protected] 519 743 5211 508 Riverbend Drive, Kitchener, ON N2K

3S2

Business Owner / Community

Leader / Previous roles with CTT,

Mary D'Alton - Owner of

Waterloo Inn

[email protected] (519) 884-0220 475 King Street North Waterloo, ON N2J

2Z5

Miller Thomson Lawyers/advocats Jamie Martin LLP - Vice

Chancellor at WLU, former

Chairman of CTT

[email protected] 519 593 3247 Accelerator Building, 295 Hagey Blvd.,

Suite 300, Waterloo, ON N2L 6R5

CTT Chairman Helen Jowett [email protected]

Past Board Chair John Doherty [email protected]


LEGAL EXTRACTS

B

ONTARIO REGULATION 599/06

MUNICIPAL SERVICES CORPORATIONS

Definitions 1. In this Regulation,

“private person” means a person who is not a municipality, the Province of Ontario, Canada or an agent of any of them;

“public sector entity” means,

(a) a municipality,

(b) the Crown in right of Ontario,

(c) the Crown in right of Canada, or

(d) a combination of them;

“wholly-owned corporation” means,

(a) a corporation all of whose shares are owned by a municipality or by a municipality and one or more other public sector entities, and

(b) a corporation in which a municipality, by itself or together with one or more other public sector entities, has an entitlement to all of the voting rights allocated to the members of the corporation. O. Reg. 599/06, s. 1.

Exercise of s. 203 (1) powers 2. (1) A municipality in exercising the powers referred to in subsection 203 (1) of the Act

in relation to a corporation shall do so in accordance with this Regulation. O. Reg. 599/06, s. 2 (1).

(2) Sections 7, 12, 13, 14 and 15 apply to a municipality in relation to a corporation only if the municipality uses or expects to use a power referred to in section 3 or subsection 4 (2), (3) or 5 (1) in relation to the corporation. O. Reg. 599/06, s. 2 (2).

(3) Sections 17 to 22 apply to a corporation only if a municipality uses or expects to use a power referred to in section 3 or subsection 4 (2), (3) or 5 (1) in relation to the corporation. O. Reg. 599/06, s. 2 (3).

GENERAL POWERS IN RELATION TO CORPORATIONS FOR MUNICIPALITIES

Power to establish corporations 3. A municipality may use the power to referred to in paragraph 1 of subsection 203 (1) of

the Act to establish a corporation only if the municipality by itself, or together with one or more other public sector entities, establishes the corporation and,

(a) the corporation’s purpose is to provide a system, service or thing that the municipality itself could provide; or

(b) the establishment of the corporation is expressly authorized by this Regulation. O. Reg. 599/06, s. 3.

Powers in relation to incorporators, members, directors, officers 4. (1) A municipality may use the powers referred to in paragraph 2 of subsection 203 (1)

of the Act to nominate or authorize a person to act as a director or officer of a corporation in relation to any corporation whether incorporated under this or any other Act. O. Reg. 599/06, s. 4 (1).

(2) A municipality may use the power referred to in paragraph 2 of subsection 203 (1) of the Act to nominate or authorize a person to act as an incorporator of a corporation only if the corporation is one the municipality may establish under this Regulation. O. Reg. 599/06, s. 4 (2).

(3) A municipality may use the power referred to in paragraph 2 of subsection 203 (1) of the Act to nominate or authorize a person to act as a member of a corporation only if the corporation is established by a public sector entity and it carries on business in the municipality or in the municipality and another municipality. O. Reg. 599/06, s. 4 (3).

Powers in relation to securities of corporations 5. (1) Subject to section 14 of this Regulation, a municipality may use the powers

referred to in paragraphs 4 and 5 of subsection 203 (1) of the Act to acquire, hold, dispose of, guarantee and otherwise deal with securities of a corporation only if the corporation is established by a public sector entity and the corporation carries on business in the municipality or in the municipality and another municipality. O. Reg. 599/06, s. 5 (1).

(2) Nothing in this Regulation restricts the powers of a municipality to provide assistance under an exception to subsections 106 (1) and (2) of the Act, make a grant under section 107 of the Act, or make an investment or undertake other financial activities under Part XIII of the Act. O. Reg. 599/06, s. 5 (2).

DUTIES OF MUNICIPALITY

Business case study 6. A municipality shall adopt a business case study before it uses the powers referred to

in section 3, 4 or 5 to,

(a) establish a corporation either alone or with one or more other public sector entities;

(b) purchase securities in a corporation established by one or more public sector entities other than the municipality;

(c) become a member of a corporation established by one or more public sector entities other than the municipality; or

(d) submit, with respect to a corporation for which a study was undertaken under clause (a), (b) or (c), or cause a corporation for which a study was undertaken under clause (a), (b) or (c) to submit, articles of amendment or any other articles or supplementary letters patent. O. Reg. 599/06, s. 6.

Asset transfer policies 7. (1) A municipality shall adopt and maintain policies on asset transfers to corporations.

O. Reg. 599/06, s. 7 (1).

(2) A municipality shall not transfer any of its assets to a corporation before the municipality adopts the policies referred to in subsection (1). O. Reg. 599/06, s. 7 (2).

Public participation 8. Before establishing a corporation under section 3, a municipality shall consult with the

public about the proposal to establish the corporation. O. Reg. 599/06, s. 8.

Economic development corporations 9. (1) If a municipality establishes a corporation for the sole purpose of providing one or

more economic development services, the municipality may also designate the corporation as a designated economic development corporation. O. Reg. 599/06, s. 9 (1).

(2) Despite section 21 of this Regulation, if a municipality designates a corporation under subsection (1), the corporation is a local board of the municipality for the purposes of section 326 of the Act. O. Reg. 599/06, s. 9 (2).

(3) Economic development services provided by and for the purposes of a corporation designated by a municipality under subsection (1) are prescribed as special services for the purposes of clause 326 (1) (a) of the Act. O. Reg. 599/06, s. 9 (3).

(4) In this section,

“economic development services” means,

(a) the promotion of the municipality for any purpose, including by the collection and dissemination of information and the development of economic development strategic plans,

(b) the acquisition, development and disposal of sites in the municipality for residential, industrial, commercial and institutional uses,

(c) provision of public transportation systems,

(d) provision of residential housing,

(e) provision of general parking facilities,

(f) providing a counselling service to or encouraging the establishment and initial growth of small businesses operating or proposing to operate in the municipality,

(g) undertaking community improvement consistent with a community improvement plan approved by the municipality under subsection 28 (4) of the Planning Act,

(h) improvement, beautification and maintenance of municipally-owned land, buildings and structures in an area designated by the municipality beyond the standard provided at the expense of the municipality generally, and promotion of any area of the municipality as a business or shopping area,

(i) provision of facilities for amusement or for conventions and visitors’ bureaus,

(j) provision of culture and heritage systems. O. Reg. 599/06, s. 9 (4).

Holding corporations 10. (1) A municipality may use the powers referred to in paragraphs 1 to 5 of subsection

203 (1) of the Act in relation to a corporation incorporated for the purpose of holding shares in one or more other corporations only if,

(a) the corporation is established by the municipality or the municipality and one or more other municipalities;

(b) the articles of incorporation of the corporation restrict the ownership of any and all voting and non-voting shares in the corporation to the municipality or to the municipality and one or more other municipalities; and

(c) the articles of incorporation of the corporation restrict the powers of the corporation to those necessary to acquire, hold, dispose of and otherwise deal with,

(i) shares of one or more corporations established under any Act by the municipality,

(ii) shares of one or more corporations established under any Act by another municipality that the municipality has agreed to allow to carry on business in the municipality, or

(iii) any combination of shares described in subclauses (i) and (ii). O. Reg. 599/06, s. 10 (1).

(2) In subclauses (1) (c) (i) and (ii),

“corporation” means a corporation other than a corporation established by a municipality for the purpose of holding shares in one or more other corporations. O. Reg. 599/06, s. 10 (2).

Special corporation, Windsor-Detroit Tunnel 10.1 (1) The City of Windsor may, by itself or together with one or more other public

sector entities, use the powers referred to in paragraphs 1 to 5 of subsection 203 (1) of the Act in relation to a corporation that satisfies the following conditions:

1. It carries on business,

i. in the City of Detroit and elsewhere in the State of Michigan, or

ii. in the City of Detroit, elsewhere in the State of Michigan and in the City of Windsor.

2. Its purposes are restricted to,

i. managing, operating and maintaining all or part of the Tunnel,

ii. holding shares in one or more corporations established for the purpose of managing, operating and maintaining all or part of the Tunnel, or

iii. a combination of the purposes listed in subparagraphs i and ii. O. Reg. 371/07, s. 1.

(2) Sections 10 and 16 do not apply to a corporation established under subsection (1). O. Reg. 371/07, s. 1.

(3) Without limiting the generality of subsection (1), the power to establish a corporation under that subsection includes power to incorporate a corporation under the laws of the State of Michigan. O. Reg. 371/07, s. 1.

(4) Nothing in subsection (1) prevents the City of Windsor from using the powers referred to in subsection 203 (1) of the Act in relation to a corporation that carries on business in relation to the Tunnel only in the City of Windsor. O. Reg. 371/07, s. 1.


“City of Detroit” means the City of Detroit in the State of Michigan;

“State of Michigan” means the State of Michigan in the United States of America;

“Tunnel” means the motor vehicle tunnel that connects the City of Windsor with the City of Detroit, and includes any ancillary facilities for the transfer of passengers between municipal transportation systems of the City of Windsor and the City of Detroit. O. Reg. 371/07, s. 1.

RULES FOR MUNICIPALITY

Prohibited use of powers in relation to corporations 11. (1) Despite section 3, subsections 4 (2), (3) and 5 (1) of this Regulation, a

municipality shall not use any of the powers referred to in paragraphs 1 to 5 of subsection 203 (1) of the Act in relation to a corporation if the business or activities of the corporation include

doing anything that the municipality or any of its local boards may do or are required to do under any of the following Acts:

1. Ambulance Act.

2. Child and Family Services Act.

3. Fire Protection and Prevention Act, 1997.

4. Health Protection and Promotion Act.

5. Long-Term Care Homes Act, 2007 in respect of long-term care homes under Part VIII of that Act.

6. Police Services Act.

7. Provincial Offences Act.

8. Public Libraries Act.

9. Ontario Works Act, 1997. O. Reg. 599/06, s. 11 (1); O. Reg. 87/10, s. 1 (1).

(2) Despite subsection (1), a municipality may use the powers referred to in paragraphs 1 to 5 of subsection 203 (1) of the Act in relation to a corporation that carries on business or activities in connection with a municipality, local board, public hospital, university, college or school board operating under any of the Acts listed in that subsection, but only if the business or activities of the corporation in connection with those entities are restricted to the provision of administrative services to them. O. Reg. 599/06, s. 11 (2).

(3) Despite section 3 and subsections 4 (2), (3) and 5 (1) of this Regulation, a municipality shall only use the powers referred to in paragraphs 1 to 5 of subsection 203 (1) of the Act in relation to a corporation that carries on any business or activities in connection with a long-term care home under the Long-Term Care Homes Act, 2007 other than a long-term care home under Part VIII of that Act if the business or activities of the corporation are restricted to the construction, operation, maintenance and ownership, including ownership of land, of facilities that are new when the corporation first carries on its business with respect to them. O. Reg. 87/10, s. 1 (2).

(4) Despite section 3 and subsections 4 (2), (3) and 5 (1) of this Regulation, a municipality shall not use any of the powers referred to in paragraphs 1 to 5 of subsection 203 (1) of the Act in relation to corporation if the business or activities of the corporation include requiring a person to pay an administrative penalty in respect of the person’s failure to comply with any by-law of the municipality or any other municipality respecting the parking, standing or stopping of vehicles. O. Reg. 599/06, s. 11 (4).

Conditions for incorporation 12. (1) If a municipality proposes to transfer an asset to a corporation and the Province

of Ontario has contributed funds for the purchase or improvement of the asset, the municipality shall give notice of the proposal to every Minister that made all or part of the contribution on behalf of the Province. O. Reg. 599/06, s. 12 (1).

(2) A Minister who receives a notice under subsection (1) may accept the valuation of the treasurer of the municipality or may otherwise determine the value of the contribution and shall notify the municipality in writing within six months of the receipt of the notice as to the requirement for repayment or to indicate the release of the Province’s interest in the asset being transferred or the proceeds of the transfer. O. Reg. 599/06, s. 12 (2).

(3) A municipality may transfer an asset to which the notice requirement in subsection (1) applies if one of the following conditions is met:

1. Six months have passed since the municipality gave any notices required by this section and no response has been received from the Province within that period.

2. The Province has notified the municipality of its acceptance of the valuation by the treasurer and of any requirement for repayment.

3. The Province has notified the municipality of its rejection of the valuation by the treasurer, of its own valuation and of any requirement for repayment.

4. The Province has notified the municipality that it releases its interest in the asset being transferred or in the proceeds of the transfer. O. Reg. 599/06, s. 12 (3).

No assignment 13. A municipality shall not assign or transfer any right granted to it in any agreement

between the municipality and the Province of Ontario to a corporation without first obtaining the consent of the Minister responsible for the agreement. O. Reg. 599/06, s. 13.

Debt instruments 14. (1) A municipality may use the powers referred to in paragraphs 4 and 5 of

subsection 203 (1) of the Act to acquire, hold, dispose of, guarantee and otherwise deal with bonds, debentures, promissory notes, mortgages and similar evidences of indebtedness of a corporation that may issue shares only if the debt would be incurred by reason of the transfer of a municipal property asset to the corporation. O. Reg. 599/06, s. 14 (1).


“municipal property asset” means an asset of the municipality that is land, equipment or other goods. O. Reg. 599/06, s. 14 (2).

Assistance to corporation 15. (1) Despite section 106 of the Act, a municipality may provide assistance to a

corporation,

(a) if the corporation is a wholly-owned corporation and is limited by its articles or letters patent to providing services to the owners or members of the corporation; or

(b) if the purpose of the assistance is to subsidize the cost of public transportation facilities or services or public access to recreational and cultural facilities. O. Reg. 599/06, s. 15 (1).

(2) The types of assistance that may be provided under subsection (1) are,

(a) giving, lending or selling any property of a municipality, including money;

(b) guaranteeing borrowing;

(c) providing the services of employees of or persons under contract with a municipality. O. Reg. 599/06, s. 15 (2).

(3) The assistance provided under clause (2) (a), (b) or (c) need not be at fair market value. O. Reg. 599/06, s. 15 (3).

(4) The treasurer shall prepare a statement of the value of any grant to a corporation or an estimate of the fair market value of any other assistance provided at less than fair market value to a corporation under this section. O. Reg. 599/06, s. 15 (4).

RULES FOR CORPORATIONS

Territorial operation of corporation 16. (1) A corporation may only operate within the boundaries of a municipality with the

agreement of the municipality. O. Reg. 599/06, s. 16 (1).

(2) Despite subsection (1), a corporation may operate within the boundaries of an upper-tier municipality without the agreement of any lower-tier municipality that forms part of that upper-tier municipality for municipal purposes if the corporation’s purpose is to provide a system, service or thing that the upper-tier municipality itself could provide. O. Reg. 599/06, s. 16 (2).

(3) Despite subsection (1), a corporation may operate within the boundaries of a lower-tier municipality that forms part of an upper-tier municipality for municipal purposes without the agreement of the upper-tier municipality if the corporation’s purpose is to provide a system, service or thing that the lower-tier municipality itself could provide. O. Reg. 599/06, s. 16 (3).

(4) This section applies to any corporation established by,

(a) a municipality using the power referred to in paragraph 1 of subsection 203 (1) of the Act;

(b) the City of Toronto using the power referred to in paragraph 1 of subsection 148 (1) of the City of Toronto Act, 2006;

(c) the Province of Ontario together with one or more municipalities referred to in clause (a) or (b);

(d) the Crown in right of Canada together with one or more municipalities referred to in clause (a) or (b); or

(e) any combination of clauses (a), (b), (c) and (d). O. Reg. 599/06, s. 16 (4).

Amendments to corporate documents 17. (1) A corporation shall not make an amendment to its articles of incorporation or

letters patent or to any subsequent articles or supplementary letters patent if the amendment would permit the corporation,

(a) to carry on a purpose other than a purpose that would be permitted by section 3;

(b) to carry on any business or activities that would include doing anything that the municipality or any of its local boards could do or be required to under any of the Acts mentioned in subsection 11 (1), except the business or activity of providing administrative services permitted by subsection 11 (2); or

(c) to carry on any business or activities that would include doing anything inconsistent with subsection 11 (3) or (4). O. Reg. 599/06, s. 17 (1).

(2) A corporation shall not submit articles of amendment or any other articles or supplementary letters patent under any Act unless the municipality has first adopted a business case study in relation to the proposed amendment, articles or supplementary letters patent. O. Reg. 599/06, s. 17 (2).

Limitations on actions of corporation 18. (1) A corporation shall not act as an incorporator of another corporate body that is

incorporated under any Act. O. Reg. 599/06, s. 18 (1).

(2) A corporation may only invest in securities prescribed under section 418 of the Act and, for the purpose of this subsection, any regulation made under that section of the Act applies to the corporation as if it were a municipality. O. Reg. 599/06, s. 18 (2).

(3) Despite subsection (2), to expand or otherwise carry on its purposes, a corporation may acquire all of the voting and non-voting shares of,

(a) another corporation established by one or more municipalities;

(b) a body corporate incorporated under any Act if the articles of incorporation of the body corporate restrict the powers or limit the objects of the body corporate to carrying on one or more of the purposes set out in clause 3 (a). O. Reg. 599/06, s. 18 (3); O. Reg. 371/07, s. 2 (1).

(4) A body corporate, the shares of which have been acquired under subsection (3), must be dissolved and its remaining assets and liabilities transferred to the acquiring corporation within one year of the date of the acquisition of the shares. O. Reg. 599/06, s. 18 (4).

(4.1) Subsections (3) and (4) do not apply to a corporation established under section 10 or 10.1. O. Reg. 371/07, s. 2 (2).

(5) If any purpose or business of a corporation includes the provision of a public utility for water or sewage,

(a) the corporation shall not issue shares or give voting rights attached to the shares to a private person if it is a share corporation or, if it is a non-share corporation, it shall allocate voting rights to a member of the corporation only if the member is not a private person; and

(b) the corporation shall not transfer to a private person any asset that is part or all of a municipal drinking water system or of a sewage works unless the board of directors of the corporation has declared, by resolution, that the asset is no longer needed for the purposes of the system. O. Reg. 599/06, s. 18 (5).

(6) If any purpose or business of a corporation includes a program for the supervision, encouragement and guidance of recreational activity for persons under the age of 18, the corporation shall not issue shares or give voting rights attached to the shares to a private person if it is a share corporation or, if it is a non-share corporation, it shall allocate voting rights to a member of the corporation only if the member is not a private person. O. Reg. 599/06, s. 18 (6).


“municipal drinking water system” has the same meaning as in the Safe Drinking Water Act, 2002;

“sewage works” has the same meaning as in the Ontario Water Resources Act. O. Reg. 599/06, s. 18 (7).

Deemed members 19. The directors and officers of a corporation shall be deemed to be members for the

purposes of the Municipal Conflict of Interest Act. O. Reg. 599/06, s. 19.

Deemed institutions 20. A corporation that is a wholly-owned corporation or a corporation whose business or

activities include the provision of administrative services to any municipality, local board, public hospital, university, college or school board is deemed to be an institution for the purposes of the Municipal Freedom of Information and Protection of Privacy Act. O. Reg. 599/06, s. 20.

Status of corporation 21. (1) A corporation is not a local board for the purposes of any Act. O. Reg. 599/06,

s. 21 (1).

(2) Despite subsection (1), a corporation shall be deemed to be a local board for purposes of subsection 270 (2) of the Act, and for the purposes of the Environmental Assessment Act, the Municipal Conflict of Interest Act, the Emergency Management and Civil Protection Act, and subsection 56.2 (3) of the Capital Investment Plan Act, 1993. O. Reg. 599/06, s. 21 (2).

(3) Despite subsection (1), if a corporation is wholly-owned, it shall be deemed to be a local board for the purposes of the Development Charges Act, 1997. O. Reg. 599/06, s. 21 (3).

Result of non-compliance 22. Any of the following matters may be considered sufficient cause under any Act to

cancel the certificate of incorporation of a corporation or the letters patent or supplementary letters patent of a corporation:

1. The corporation does not meet the requirements of this Regulation.

2. A certificate is issued under the Business Corporations Act or any other Act under which a municipality establishes a corporation that is inconsistent with this Regulation.

3. Letters patent or supplementary letters patent are granted under any Act that are inconsistent with this Regulation.

4. The corporation acts outside the purposes to which it is restricted by its articles or letters patent.

5. The fact that the municipality did not comply with the requirements of section 12 in relation to the incorporation. O. Reg. 599/06, s. 22.

23. Omitted (revokes other Regulations). O. Reg. 599/06, s. 23.

24. Omitted (provides for coming into force of provisions of this Regulation). O. Reg. 599/06, s. 24.

Municipal Act, 2001, as amended

11. (1) A lower-tier municipality and an upper-tier municipality may provide any service or thing that the municipality considers necessary or desirable for the public, subject to the rules set out in subsection (4). 2006, c. 32, Sched. A, s. 8.

By-laws (2) A lower-tier municipality and an upper-tier municipality may pass by-laws, subject to

the rules set out in subsection (4), respecting the following matters:

1. Governance structure of the municipality and its local boards.

2. Accountability and transparency of the municipality and its operations and of its local boards and their operations.

3. Financial management of the municipality and its local boards.

4. Public assets of the municipality acquired for the purpose of exercising its authority under this or any other Act.

5. Economic, social and environmental well-being of the municipality.

6. Health, safety and well-being of persons.

7. Services and things that the municipality is authorized to provide under subsection (1).

8. Protection of persons and property, including consumer protection. 2006, c. 32, Sched. A, s. 8.

By-laws re: matters within spheres of jurisdiction (3) A lower-tier municipality and an upper-tier municipality may pass by-laws, subject to

the rules set out in subsection (4), respecting matters within the following spheres of jurisdiction:

1. Highways, including parking and traffic on highways.

2. Transportation systems, other than highways.

3. Waste management.

4. Public utilities.

5. Culture, parks, recreation and heritage.

6. Drainage and flood control, except storm sewers.

7. Structures, including fences and signs.

8. Parking, except on highways.

9. Animals.

10. Economic development services.

11. Business licensing. 2006, c. 32, Sched. A, s. 8.

Rules (4) The following are the rules referred to in subsections (1), (2) and (3):

1. If a sphere or part of a sphere of jurisdiction is not assigned to an upper-tier municipality by the Table to this section, the upper-tier municipality does not have the power to pass by-laws under that sphere or part and does not have the power to pass by-laws under subsection (1) or (2) that, but for this paragraph, could also be passed under that sphere or part.

2. If a sphere or part of a sphere of jurisdiction is assigned to an upper-tier municipality exclusively by the Table to this section, its lower-tier municipalities do not have the

power to pass by-laws under that sphere or part and do not have the power to pass by-laws under subsection (1) or (2) that, but for this paragraph, could also be passed under that sphere or part.

3. If a sphere or part of a sphere of jurisdiction is assigned to an upper-tier municipality non-exclusively by the Table to this section, both the upper-tier municipality and its lower-tier municipalities have the power to pass by-laws under that sphere or part.

4. If a lower-tier municipality has the power under a specific provision of this Act, other than this section, or any other Act to pass a by-law, its upper-tier municipality does not have the power to pass the by-law under this section.

5. If an upper-tier municipality has the power under a specific provision of this Act, other than this section, or any other Act to pass a by-law, a lower-tier municipality of the upper-tier municipality does not have the power to pass the by-law under this section.

6. Paragraphs 4 and 5 apply to limit the powers of a municipality despite the inclusion of the words “without limiting sections 9, 10 and 11” or any similar form of words in the specific provision.

7. The power of a municipality with respect to the following matters is not affected by paragraph 4 or 5, as the case may be:

i. prohibiting or regulating the placement or erection of any sign, notice or advertising device within 400 metres of any limit of an upper-tier highway,

ii. any other matter prescribed by the Minister. 2006, c. 32, Sched. A, s. 8.

One power not affecting another (5) The power to pass a by-law respecting a matter set out in a paragraph of subsection

(2) or (3) is not limited or restricted by the power to pass a by-law respecting a matter set out in another paragraph of subsection (2) or (3). 2006, c. 32, Sched. A, s. 8.

Services or things provided by others (6) The power of a municipality to pass a by-law respecting the matter set out in

paragraph 7 of subsection (2) does not include the power to pass a by-law respecting services or things provided by a person other than the municipality or a municipal service board of the municipality. 2006, c. 32, Sched. A, s. 8.

Services or things provided by other tier (7) The power of a municipality to pass a by-law under subsection (3) under each sphere

of jurisdiction does not, except as otherwise provided, include the power to pass a by-law respecting services or things provided by its upper-tier or lower-tier municipality, as the case may be, of the type authorized by that sphere. 2006, c. 32, Sched. A, s. 8.

Services or things provided by others (8) The power of a municipality to pass a by-law under subsection (3) under the following

spheres of jurisdiction does not, except as otherwise provided, include the power to pass a by-law respecting services or things provided by any person, other than the municipality or a municipal service board of the municipality, of the type authorized by that sphere:

1. Public utilities.

2. Waste management.

3. Highways, including parking and traffic on highways.

4. Transportation systems, other than highways.

5. Culture, parks, recreation and heritage.

6. Parking, except on highways. 2006, c. 32, Sched. A, s. 8.

Exception (9) Nothing in subsection (6), (7) or (8) prevents a municipality passing a by-law with

respect to services or things provided by any person to the extent necessary,

(a) to ensure the physical operation of a system of the municipality or of a municipal service board of the municipality is not impaired; or

(b) to ensure the municipality, a municipal service board of the municipality or a system of the municipality or municipal service board meet any provincial standards or regulations that apply to them. 2006, c. 32, Sched. A, s. 8.

“economic development services” means, in respect of a municipality, the promotion of the municipality by the municipality for any purpose by the collection and dissemination of information and the acquisition, development and disposal of sites by the municipality for industrial, commercial and institutional uses

Definition (10) In this section,

“local board” means a local board as defined in section 10. 2006, c. 32, Sched. A, s. 8.

Regulations (11) The Minister may make regulations prescribing matters for the purpose of

subparagraph 7 ii of subsection (4). 2006, c. 32, Sched. A, s. 8.

TABLE Sphere of Jurisdiction Part of Sphere Assigned Upper-tier Municipality (ies)

to which Part of Sphere assigned

Exclusive or Non-Exclusive Assignment

1. Highways, including parking and traffic on highways

Whole sphere All upper-tier municipalities Non-exclusive

2. Transportation systems, other than highways

Airports All upper-tier municipalities Non-exclusive

Ferries All upper-tier municipalities Non-exclusive

Disabled passenger transportation systems

Peel, Halton Non-exclusive

Whole sphere, except airports and ferries

Waterloo, York Exclusive

3. Waste management Whole sphere, except waste collection

Durham, Halton, Lambton, Oxford, Peel, Waterloo, York

Exclusive

4. Public utilities Sewage treatment All counties, Niagara, Waterloo, York

Non-exclusive

Durham, Halton, Muskoka, Oxford, Peel

Exclusive

Collection of sanitary sewage All counties, Niagara, Waterloo, York

Non-exclusive

Durham, Halton, Muskoka, Oxford, Peel

Exclusive

Collection of storm water and other drainage from land

All upper-tier municipalities Non-exclusive

Water production, treatment and storage

All upper-tier municipalities except counties

Exclusive

Water distribution Niagara, Waterloo, York Non-exclusive

Oxford, Durham, Halton, Muskoka, Peel

Exclusive

5. Culture, parks, recreation and heritage


6. Drainage and flood control, except storm sewers


7. Structures, including fences and signs

Whole sphere, except fences and signs

Oxford Non-exclusive

8. Parking, except on highways Municipal parking lots and structures

All upper-tier municipalities Non-exclusive

9. Animals None None 10. Economic development

services Promotion of the municipality for any purpose by the collection and dissemination of information

Durham Exclusive All counties, Halton, Muskoka, Niagara, Oxford, Peel, Waterloo, York

Non-exclusive

Acquisition, development and disposal of sites for industrial, commercial and institutional uses

Durham Exclusive Halton, Lambton, Oxford Non-exclusive

11. Business licensing Owners and drivers of taxicabs, tow trucks, buses and vehicles (other than motor vehicles) used for hire Taxicab brokers Salvage business Second-hand goods business

Niagara, Waterloo Exclusive

Drainage business, plumbing business

York Exclusive

Lodging houses, septic tank business

York Non-exclusive

COMPARATIVE ANALYSIS

C



MALONE GIVEN PARSONS LTD. C-1

AP

PEN

DIX

C: C

OM

PA

RA

TIV

E A

NA

LYSIS

Table C.1 Shifting Focus of Economic Development Practices

ATTRIBUTES OLD ECONOMY (Industrial) NEW ECONOMY (post industrial )

Economy Wide

Organizational Form Vertical Integration Horizontal Networks

Scope of Competition National Global

Markets Stable Volatile

Sub-Region Competition Medium High

Geographic Mobility of Business Low High

Role of Government Provider/Targeting Steering/Enabling

Labour and Workforce Wide

Labour –management Relations Adversarial Collaboration

Skills Job Based /Static Knowledge based /Transferable/

Education Task Specific Continuously renewed/

Transportable

Policy Focus Jobs Creation/ Assessment

Growth

Higher Wages and Incomes

/Productivity Improvement

Production Wide

Resource Orientation Material Resources Information and Knowledge

Relations with other firms Independent Ventures Alliances and Collaborations

Sources of Competitive Advantage Agglomeration Economics Innovation, quality, time to market

and cost

Primary Driver of Productivity Mechanization/ Digital

Growth Drivers Capital/ Labour /Land Innovation Invention and

Knowledge

Role of Research and Innovation Low High

Production Methods Mass Production Flexible Production

Role of Government Protectionist and Subsidy

Provider

Infrastructure provider and

Privatization enabler

Infrastructure

Form Hard Soft (Organizational networking

and information)

Transport Highways Digital Highway( Information

Technology)

Power Local /Self Generation Sustainable Smart Power Grid and

Co-Generation

Form of Organization Regulated De-regulated

Communications Copper Wire Fibre/Wireless/Cloud

Learning Classroom/lectures Distance/self defined



C-2 MALONE GIVEN PARSONS LTD.

AP

PEN

DIX

C: C

OM

PA

RA

TIV

E A

NA

LYSIS


EMPLOYMENT LAND USE

MAPS

D



MALONE GIVEN PARSONS LTD. D-1

AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S

Figure D.1 City of Cambridge Employment Land Uses



D-2 MALONE GIVEN PARSONS LTD.

AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S

Figure D.2 City of Kitchener Employment Land Uses




Figure D.3 City of Waterloo Employment Land Uses




Figure D.4 Township of North Dumfries Employment Land Uses




AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S

Figure D.5 Township of Woolwich Employment Land Uses




AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S

Figure D.6 Township of Wilmot Employment Land Uses




AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S

Figure D.7 Township of Wellesley Employment Land Uses




AP

PEN

DIX

D:

EM

PLO

YM

EN

T LA

ND

USES M

AP

S


WATERLOO REGION

ECONOMIC DEVELOPMENT

EXPENDITURES

E



MALONE GIVEN PARSONS LTD. E-1

AP

PEN

DIX

E:

WA

TER

LOO

REG

ION

EC

ON

OM

IC D

EV

ELO

PM

EN

T EX

PEN

DIT

UR

ES

Table E.1 Regional Economic Development Human & Financial Capital 2012

Economic

Development Budget

2012

Staff CTT Communitech

Waterloo

Tourism

Marketing

Corp. (WRTM

Corp.)

City of Waterloo

$828,8009

(includes $153K to

CEI) 4 $149,000 $35,000 $90,000

City of Kitchener $4,315,000

(includes $50K to CEI)

26

(6 – 8P/T) $155,000 $30,000 $90,000

City of Cambridge

$1,255,000 6 $147,000 $5,000 $87,400

Township of

Woolwich

$132,270 1 $10,000 - $10,000

Township of

Wellesley

$12,500 0.5 $5,000 - $5,000

Township of Wilmot

$27,500 1 $10,000 - $10,000

Township of North

Dumfries $7,500 0.5 $5,000 - $5,000

Region of Waterloo $868,000

(includes $100K to

CEI)

14 indirect

(10 at CTT & 4

at WRTM

Corp.) $468,000 - $300,000

Total

$7,446,300

51 F/T & P/T

(including 14

indirect staff) $941,000 - $597,400



E-2 MALONE GIVEN PARSONS LTD.

AP

PEN

DIX

E:

WA

TER

LOO

REG

ION

EC

ON

OM

IC D

EV

ELO

PM

EN

T EX

PEN

DIT

UR

ES


BIBLIOGRAPHY

F



MALONE GIVEN PARSONS LTD. F-1

AP

PEN

DIX

F:

BIB

LIO

GR

AP

HY

Section 2

Beltrame, J. (2012, October 5). Markets, economists enthused as Canada

and U.S. report strong job gains. The Record. Retrieved from

www.therecord.com/

Bruns, A. (2012, September). Innovation to Spare, Can a nation be stable

and dynamic at the same time? The answer from Canada is a distinct

“Yes.”. Site Selection. Retrieved from http://www.siteselection.com/

Canada’s Technology Triangle. Waterloo Region Business Advantages.

Retrieved 2012, September 25th

from

www.conferenceboard.ca/press/newsrelease/

Canada’s Technology Triangle. Waterloo Region Business & Financial.

Retrieved 2012, September 25th

from

http://www.techtriangle.com/include/get.php?nodeid=2444

Central 1 Credit Union. (2012, October) Economic Analysis of Ontario.

Vol. 3. Issue 6. Retrieved 2012, November 5th

from

http://www.central1.com/publications/economics/pdf/ea/ea%202012_ont06

.pdf

Herhal, C. (2012, June 28). Waterloo Region will lead the country in

economic growth, Conference Board says. The Record. Retrieved from

www.therecord.com/

Region of Waterloo. (2009). Region of Waterloo 2009 Industrial and

Business Park Vacant Land Inventory.

Simone, R. (2012, January 19). Waterloo Region has Canada’s third

strongest economy, survey shows. The Record. Retrieved from

www.therecord.com/

http://www.therecord.com/

http://www.siteselection.com/

http://www.conferenceboard.ca/press/newsrelease/

http://www.techtriangle.com/include/get.php?nodeid=2444

http://www.central1.com/publications/economics/pdf/ea/ea%202012_ont06.pdf

http://www.central1.com/publications/economics/pdf/ea/ea%202012_ont06.pdf





F-2 MALONE GIVEN PARSONS LTD.

AP

PEN

DIX

F:

BIB

LIO

GR

AP

HY

Y

Tal, B. (2012, January 19). Canadian Cities: An Economic Snapshot

Toronto Continues To Lead the Pack. Metro Monitor, CIBC World

Markets Inc. Retrieved from

http://research.cibcwm.com/economic_public/download/metro_monitor.pd

f

The Conference Board of Canada. New Release Canada Falls to 14th

Place in Global Competitiveness Ranking. (2012, September 5). Retrieved

from www.conferenceboard.ca/press/newsrelease/

Workforce Planning Board of Waterloo Wellington Dufferin. (2012). Local

Labour Market Plan Waterloo Wellington Dufferin Update – 2012.

Section 4

City of Toronto. (2009, August 6). Sharehold Direction Build Toronto Inc.

Retrieved from http://www.buildtoronto.ca/documents/shareholder-direction.pdf

Economic Developers Association of Canada. (2011, September).

Performance Measurement in Economic Development, Development of

Performance Measurement Systems for Local and Regional Economic

Development Organizations. Retrieved from

http://www.edac.ca/home?p=1-1-1

Nelles. J. (2005, June). CIVIC CAPITAL IN THE WATERLOO

REGION:Enabling Regional Economic Governance. University of Toronto

Working Paper. Retrieved from

http://www.utoronto.ca/progris/pdf_files/Civic%20Capital%20Waterloo.pd

f

Northeast Indiana Foundation. (2009, August). Best Practices in Regional

and Local Economic Development. Retrieved from

http://ded.mo.gov/Content/Tiamerica,%20Best%20ED%20Practices,%209-

25-09.pdf

Region of Waterloo. (2011). 2011-2014 Strategic Plan. Retrieved from

http://www.regionofwaterloo.ca/en/regionalgovernment/20112014strategic

plan.asp

http://research.cibcwm.com/economic_public/download/metro_monitor.pdf

http://research.cibcwm.com/economic_public/download/metro_monitor.pdf

http://www.conferenceboard.ca/press/newsrelease/

http://www.buildtoronto.ca/documents/shareholder-direction.pdf

http://www.edac.ca/home?p=1-1-1

http://www.utoronto.ca/progris/pdf_files/Civic%20Capital%20Waterloo.pdf

http://www.utoronto.ca/progris/pdf_files/Civic%20Capital%20Waterloo.pdf

http://ded.mo.gov/Content/Tiamerica,%20Best%20ED%20Practices,%209-25-09.pdf

http://ded.mo.gov/Content/Tiamerica,%20Best%20ED%20Practices,%209-25-09.pdf

http://www.regionofwaterloo.ca/en/regionalgovernment/20112014strategicplan.asp

http://www.regionofwaterloo.ca/en/regionalgovernment/20112014strategicplan.asp



MALONE GIVEN PARSONS LTD. F-3

AP

PEN

DIX

F:

BIB

LIO

GR

AP

HY

Stimson, R., Roberts. B, Stough, R. (2007) Regional Economic

Development: Analysis and Planning Strategy. New York: Springer Berlin

Heidelberg.

Tampa Bay Partnership Center for Business Intelligence. (2012). Regional

Economic Scorecard. Retrieved from

http://partnership.tampabay.org/subpage.asp?navid=7&id=124

Toronto District School Board and Toronto Lands Corporation. (2008, May 18)

Shareholder’s Direction. Retrieved from

http://www.torontolandscorp.com/index.php?option=com_content&view=article

&id=5&Itemid=5

Value of Jobs. (2012).2012 JOBS Action Plan and Progress Report.

Retrieved from http://www.valueofjobs.com/action_plan/index.html

Zizys. T. (2012, April). Rowing Together: Best Practices for the Regional

Coordination of Economic Development in the Toronto Region.

Intergovernmental Committee for Economic and Labour Force

Development. Retrieved from

http://www.icecommittee.org/reports/research-series-coordination-of-

economic-development/

http://partnership.tampabay.org/subpage.asp?navid=7&id=124

http://www.torontolandscorp.com/index.php?option=com_content&view=article&id=5&Itemid=5

http://www.torontolandscorp.com/index.php?option=com_content&view=article&id=5&Itemid=5

http://www.valueofjobs.com/action_plan/index.html

http://www.icecommittee.org/reports/research-series-coordination-of-economic-development/

http://www.icecommittee.org/reports/research-series-coordination-of-economic-development/



F-4 MALONE GIVEN PARSONS LTD.

AP

PEN

DIX

F:

BIB

LIO

GR

AP

HY

Y

THIS PAGE LEFT BLANK INTENTIONALLY

EXISTING LOCAL ECONOMIC

DEVELOPMENT SERVICES

G



MALONE GIVEN PARSONS LTD. G-1

AP

PEN

DIX

G:

EX

ISTI

NG

LO

CA

L EC

ON

OM

IC D

EV

ELO

PM

EN

T SER

VIC

ES

Local Economic Development Services in the Waterloo Region

April 2013

Local Economic Development Strategy and Planning

Local Communications, Marketing & Brand Development

Strategic Partnerships – private sector, institutional or other levels of government

Government Relations and Advocacy

Community Economic Development Stakeholder Engagement

Local Representation in Regional Partnerships – CTT, Communitech, MIN, KW & Cambridge Chambers of Commerce

Local Contributions to Provincial/National/International business development coordinated by CTT

Local Economic Development Funds – implementation and administration

Local Business Development & Liaison – inquiry response and support

Business Retention & Expansion

Downtown Investment and Vitality

Arts and Culture Strategy – program administration, investment and cluster facilitation

Special Event Development and Facilitation

Local Farmers Market - management and marketing

Cluster or Industry Development Facilitation

Tourism – visitor information services and event coordination

Local Municipal Employment Lands – development and marketing

Small Business Centre – regional governance & partnership contributions

Film Industry Liaison and Location Assistance



G-2 MALONE GIVEN PARSONS LTD.

A

PP

EN

DIX

G:

EX

ISTI

NG

LO

CA

L EC

ON

OM

IC D

EV

ELO

PM

EN

T SER

VIC

ES THIS PAGE LEFT BLANK INTENTIONALLY