Report - Loyalist Township

Transcription

Loyalist Township
Economic Development Growth Strategy: 2015-2019
Final Report – December 19, 2014
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Millier Dickinson Blais: Loyalist Township Economic Development Growth Strategy 2015-2019
Contents
1
EXECUTIVE SUMMARY ..................................................................................................................5
2
PROJECT OVERVIEW ....................................................................................................................9
2.1
2.2
2.3
3
3.4.1
3.4.2
3.4.3
3.5
3.5.1
3.5.2
ECONOMIC DEVELOPMENT CONTEXT
ECONOMIC BASE ANALYSIS SUMMARY
REGIONAL COMPETITIVENESS
RETAIL AND TRADE AREA
TRADE AREAS
SUPPLY AND DEMAND
RECOMMENDATIONS
COMMERCIAL: TOURISM AND RETAIL
TOURISM
RETAIL AND SERVICE
12
18
19
21
21
23
24
25
25
29
BUSINESS/INDUSTRIAL PARKS INVESTMENT READINESS ASSESSMENT ........................... 31
4.1
4.1.1
4.1.2
4.2
4.2.1
4.2.2
4.2.3
4.3
4.3.1
4.3.2
4.4
4.4.1
4.4.2
2
9
9
10
ECONOMIC PROFILE AND REGIONAL COMPETITIVENESS..................................................... 12
3.1
3.2
3.3
3.4
4
PROJECT OBJECTIVES
METHODOLOGY
REPORT STRUCTURE
INDUSTRIAL PARK/MUNICIPAL LAND OVERVIEW
LOYALIST EAST BUSINESS PARK
TAYLOR KIDD INDUSTRIAL COMPLEX
COMPETITIVE POSITIONING
LOYALIST LANDS THROUGH A COMPARATIVE LENS
COMPETITIVE ADVANTAGES AND DISADVANTAGES
BUSINESS DEVELOPMENT COMPETITIVE BENCHMARKING
POTENTIAL AND OPPORTUNITIES
ENVISIONING THE POSSIBILITIES
TARGET MARKETS AND INDUSTRIES
CAUTIONS AND CONSIDERATIONS
WEAKNESSES AND THREATS
CUSTOMER SERVICE AS AN ENABLER AND COMPETITIVE ADVANTAGE
31
31
32
33
35
39
39
41
41
41
43
43
43
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SERVICE DELIVERY AND STRATEGIC DIRECTIONS ................................................................ 46
5.1
5.1.1
5.1.2
5.1.3
5.1.4
5.2
5.2.1
5.2.2
FOCUSING ECONOMIC DEVELOPMENT PRIORITIES – SWOT ANALYSIS
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
50
WHAT IS ECONOMIC DEVELOPMENT?
LOYALIST’S ECONOMIC DEVELOPMENT ‘SANDBOX’
50
50
52
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STRATEGIC GOALS AND ACTION PLANS ................................................................................. 55
6.1
6.2
6.3
6.4
6.4.1
6.4.2
6.4.3
6.4.4
7
46
47
48
49
ECONOMIC DEVELOPMENT SERVICES DELIVERY
5.3
TOWNSHIP’S ROLE: DO NOTHING? NOT RECOMMENDED
5.4
LOYALIST’S COMMUNICATIONS AND ECONOMIC DEVELOPMENT
RESPONSIBILITIES
6
46
GUIDING PRINCIPLES FOR LOYALIST
LOYALIST’S ECONOMIC DEVELOPMENT VISION
COORDINATING STRATEGY & ACTION PLANS
ACTION PLANS
CRITICAL PATH STEP 1: COMMITMENT TO SERVICE EXCELLENCE
CRITICAL PATH STEP 2: BRANDING AND COMMUNICATION OF UNIQUE IDENTITY
CRITICAL PATH 3: INVESTMENT PROMOTION: LONE EAGLES AND MAKERS
GOALS BASED ON KEY PRIORITIES
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55
56
58
58
60
62
64
CONCLUSION AND IMPLEMENTATION ......................................................................................69
APPENDIX A: ECONOMIC BASE ANALYSIS ....................................................................................70
APPENDIX B: REGIONAL COMPETITIVENESS ................................................................................78
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1 Executive Summary
Loyalist Township is a little gem nestled along the north shore of Lake Ontario between the
City of Kingston to the east and Town of Greater Napanee to the west in the County of
Lennox and Addington.
Named after the United Empire Loyalists, who settled in the area after the American
Revolution, Loyalist, especially the Bath area, is one of the oldest communities in Ontario.
Historically, the area was a prosperous point of trade, enabled by a sheltered harbour and
road connections with Kingston that stimulated economic development.
Throughout the years, the township has evolved. Once a sparsely populated rural
municipality with several small centres of population, it now encompasses a variety of unique
communities including Amherstview, Bath, Amherst Island, Odessa, Millhaven, Morven,
Stella, Violet, Wilton and the agricultural, industrial rural residential communities in between.
The Current State
Loyalist is a fast growing community. According to Census, the township’s population has
grown about 11.2% from 2001 to 2011. The Township retains a well-educated workforce, but
many of them commute to neighbouring communities to work on a daily base. Compared
with other communities in the region, Loyalist shows competitive advantages in public
administration, arts, entertainment and recreation, transportation and warehousing, and
educational services. Competitive occupations are in social science, education, government
services and religion, trades, transport and equipment operation, primary industry, and
natural and applied sciences. Retail and trade is yet to become self-sufficient. Loyalist is also
famous for its natural beauty and preserved built heritage, which supports various indoor,
outdoor and seasonal activities.
Over the years, Loyalist Township has endeavored to support the needs of its resident,
business and visitors. The Township has built a solid base of infrastructure to support both
community and industrial development. As a result, residential investment has grown
significantly. Conveniently, Loyalist is accessible through Highway 401, railway, and
waterway, which makes Loyalist ideal for business investment. Both Loyalist East Business
Park and Taylor Kidd Industrial Park in the township are valuable assets for business
attraction and business development. Over the years, several large manufacturing and
distribution businesses have settled in the township.
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The Future
Informed by primary and secondary research and by direct input from Loyalist’s business and
civic leadership, Loyalist Township has the potential to become a more self-sufficient
community, where all necessary amenities exist to accommodate its growing population.
Outlined in the following growth strategy is a concept for community’s future that integrates
and nurtures Loyalists’ existing assets and resources while recommending a shift in focus
from an infrastructure-based economy to a knowledge-based economy. Concurrently, the
aim is to build an economic development network of leaders, managers and partners which
will foster assets unique to the Township.
In reality, the Township will come across various development opportunities in the future. To
achieve success, nine principles are provided to help the community make informed
decisions to prioritize development opportunities. All recommended priorities and actions are
also based on the nine principles. The nine principles are:
1. Integrate resources and create value-added services to residents, businesses and
visitors
2. Adopt an explicit culture of ‘customer first’ service within the municipality
3. Prioritize goals and actions that maximize return-on-investment and allocation of
limited budgets and resources
4. Foster competitiveness and a positive and attractive business environment
5. Differentiate Loyalist from regional communities and competitors including a
proactive branding/identity campaign
6. Nurture a culture of creative and innovative entrepreneurship
7. Promote efficient land use to support development patterns
8. Improve residents’ quality of life by enhancing recreational, cultural and social
opportunities which can also be leveraged to attract visitors
9. Establish partnerships and strengthen connections including recognition of the
support of the County’s economic development office
Four areas are recommended as the focus for
prioritized development. They are:




Leadership and management
Customer services
Industry and commerce
Tourism
Together, these four priorities form the
foundation for future development and will
make Loyalist a stronger and more unified
community. That will lead to an increase in its
base of taxable assets. When strength of the
intangible assets is maximized, they will be the key to distinguishing Loyalist Township from
other communities in the region. This competitive strength is sustaining because they will not
be easily duplicated by others.
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Intangible assets will take years to fully foster and develop. In this regard, the Strategy is to
help build the Township’s investment readiness. Once the Township is ready, Loyalist will be
able to response more effectively to any foreseeable development opportunities and steer the
Township towards its best interests under any economic turbulence. As a small community,
Loyalist needs to take advantage of its swiftness and flexibility in facing development
opportunities. Therefore, three critical paths have also been identified for the Township.
Critical Path Step 1: Commitment to Service Excellence
It is recommended that customer service become a strategic tool. The Township will need to
foster a customer service environment and provide strategically coordinated service to
customers. Essentially, it means to make every encounter with a developer or entrepreneur
an opportunity for future economic growth.
Critical Path Step 2: Branding and Communication of Unique Identity
Through the project, it has become evident that the Township needs to become proactive
with its communication to key target markets. This branding development won’t just form a
slogan for the township, but with a well-executed Communications Plan, the promise of
services excellence will strengthen the image of the Township in the market place.
Critical Path 3: Investment Promotion: Lone Eagles and Makers
In the near term, the Township has the potential to foster an environment for creative
business and small and home-based service entrepreneurship. Two concepts that speak
immediately to Loyalist’s strengths are Lone Eagles and Makers. Lone Eagles are freelance
professionals who are knowledge workers with highly transportable skills. The Maker culture
is a contemporary culture representing a technology-based extension of Do-It-Yourself
culture. Makers and Lone Eagles will help the Township attract and retain young and
educated workforce and business base, which will provide a foundation for future knowledgebased innovation.
Overall, the Township has a lot to offer to its residents, businesses and community. By
catching the wind of economic redevelopment in the region, the Township has the potential to
revitalize its historical prosperity in the near future.
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2 Project Overview
Loyalist Township is committed to being pro-active and responsive to the needs of future
development. To prepare the Township for future challenges and opportunities in economic
development, Loyalist engaged Millier Dickinson Blais to develop the Economic Development
Growth Strategy.
2.1 Project Objectives
The Economic Development Growth Strategy
defines the vision for the delivery of economic
development services in Loyalist Township and
identifies several development priorities.
Strategy and supporting action plans are
provided to optimize Loyalist’s economic
development capacity. The strategy and action
plans illustrate a roadmap for the Township to
enhance employment and investment
opportunities. If implemented systematically and
over the long-term, the Township can shore up
its economic base while maintaining its core
values and improving quality of life for residents.
2.2 Methodology
Millier Dickinson Blais took an evidence based approach to conduct a thorough analysis of
Loyalist Township. Existing plans, policies, reports and other background literature were
reviewed to set the context of economic development for the Township. Economic profiling of
the Township was used to identify its key economic characters and was focused on its
competitiveness with comparison to other regional communities.
Developing the Strategy for Loyalist Township involved gathering the opinions and
perspectives of citizens and local business and community leaders. A multi-faceted
assessment was undertaken in September and October of 2014 and consisted of the
following:



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an online survey, geared to both residents and business owners/managers in the
Township
in-person focus groups with Township Council and staff, business owners/managers and
community leaders
in-depth telephone interviews with key business stakeholders and regional developers.
Collectively, the process resulted in a comprehensive set of opinions and feedback that
evaluate Loyalist’s current assets and competitive position, as well as key areas of
opportunity to ensure continued prosperity and economic growth.
2.3 Report Structure
The report is organized as follows: Section 3 analyzes the economic profile of Loyalist
Township along with its regional competitiveness. Section 4 examines the business/industrial
parks and their investment readiness. Section 5 conducts an overall analysis based on the
information provided in Section 3 and Section 4. Strategic direction is identified for the
Township in this section. Section 6 follows with the action plans and supporting rationale.
Section 7 concludes.
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3 Economic Profile and Regional
Competitiveness
Loyalist Township is a growing municipality of over 16,000
inhabitants, nestled along the north shore of Lake Ontario
between the City of Kingston to the east and Town of
Greater Napanee to the west in the County of Lennox and
Addington.
The community is interconnected to a broader regional
economy that stretches between the border of Quebec and
Toronto. To understand its economic reality is to
understand its relationship to other communities it is linked
to through industry, innovation and demographics. At the
same time, global trade and international political climates
have an effect on local economies as industries strive to
obtain greater foreign direct investment in the face of
competition, shifting market conditions and newly discovered opportunities.
While Ontario’s economy has moved beyond the grip of the global economic crisis, until
recently its rebound has been sluggish, with signs of optimism only filtering their way into
1
mainstream media from experts and banks in recent months . The economic landscape
however is constantly changing. Traditionally strong industry sectors such as manufacturing,
once a bastion of Eastern Ontario, have seen steady declines, while federal administration,
post-secondary education and specialized health care related fields are experiencing growth
2
that is expected to continue at least over the next 10 years . Communities continue to seek
strategic opportunities to improve their economies and residents’ quality of life.
Incentives have been underway to benefit home businesses in rural areas of eastern Ontario,
such as the $170 million Eastern Ontario Warden’s Caucus led fibre optic broadband network
3
initiative . The aim is to bring greater accessibility to home businesses, especially those
focusing on knowledge and information sectors; the so called “lone eagles.” Small
businesses are key to economic growth, with Provincial and Federal programs directly
targeting small and medium sized businesses (SMEs) as a means of continued economic
1
CBC News, “Ontario economy poised to grow faster than Canada’s” Sep 17, 2014. http://www.cbc.ca/news/business/ontario-economy-poisedto-grow-faster-than-canada-s-cibc-1.2769188
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2
Eastern Ontario Warden’s Caucus, Eastern Ontario Economic Development Strategy, Mar 2014.
3
Eastern Ontario Regional Network, “Backgrounder: Eastern Ontario Regional Network,” Jan 2014.
Source: Loyalist Township
3.1 Economic Development
Context
growth. One example is Eastern Ontario Development Fund, from the Province of Ontario,
which provides grants to small businesses that are in need of up to $200,000 per year for a
4
four year period and which expect to double their employee based over the same interval .
Other sources of change are in the type of labour required to do various jobs. Increasingly,
businesses across Ontario are facing shortages of skilled labour. In Hastings, Prince Edward
County, and Lennox and Addington counties, increased skills training was identified as a
5
fundamental differentiator of productivity, even greater than new equipment . Issues with
aging work forces, gender disparities, skills miss-matches and under-employment of youth
are also dominant concerns for the region’s workforce. SMEs have been identified of
requiring support to help them provide entrepreneurship training in areas such as mentorship,
6
succession planning and advisory services . On the other hand, there are opportunities in
new and growing areas, such as the overlap between agriculture, tourism and the buy-local
movement; suggesting scenic areas like Loyalist Township can offer much to meet these
demands.
One of Loyalist Township’s neighbours, the City of Kingston, is the dominant economy of the
region, with 91.8% of all jobs in the Census Metropolitan Area (which includes Loyalist
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Township among other municipalities) . With its predominantly residential tax base, the
Township is seen as a bedroom community to Kingston (and to a lesser degree Greater
Napanee), but there are indications its own economy will grow.
The demographic landscape is also changing. Ontario’s population is expected to continue to
grow from 14.8 million in 2013 to around18.3 million by 2038, fueled in large part by new
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immigrants . Projections for Loyalist Township show its population will continue to grow as
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well. Projections from 2008 estimated a population of between 17,778 and 19,718 by 2031 .
Meanwhile, its current population as of the 2011 census was already 16,221 (a growth rate of
2.2% per year since 2006), suggesting it is on track to meet that range, possibly sooner than
10
expected . Still, some residents of the province are moving away in search of opportunities
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in other provinces, as are some local residents .
With Loyalist’s expected population growth, the Township expects increases in the number of
residential units in the area. This will be both a benefit to the local economy as well a
constraint on local infrastructure. Specifically, projections estimate residential development
4
Province of Ontario, Eastern Ontario Development Fund, last updated, July 10, 2014. http://www.ontario.ca/business-and-economy/easternontario-development-fund.
5
East Central Ontario Training Board, “Local Labour Market Plan in the Counties of Prince Edward, Hastings and Lennox & Addington,” Mar
2012.
6
Eastern Ontario Warden’s Caucus, Eastern Ontario Economic Development Strategy, Mar 2014.
7
City of Kingston, Meridian Planning and C4SE, “City of Kingston and Kingston CMA Population, Housing and Employment Projections,” Oct
2013.
8
Statistics Canada, “Population Projections: Canada, the provinces and territories,” The Daily, Sep 17. 2013.
9
IBI Group and Loyalist Township, “Analysis of Potential Growth Scenarios,” Nov 2008.
10
Statistics Canada, Census, 2011.
11 11
East Central Ontario Training Board, “Local Labour Market Plan in the Counties of Prince Edward, Hastings and Lennox & Addington,” Mar
2012.
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growth ranging between 1,817 and 2,691 units by 2031 . Of Loyalist’s three main urban
areas, Odessa is expected to be most starved for available land, while Amherstview and Bath
are expected to continue to meet demand. Serviced land is expected to be used up between
2019 and 2026, depending on rates of growth, requiring more investment-ready properties if
growth is to continue in the long-term.
More recent analysis has
FIGURE 1: NUMBER OF NEW RESIDENTIAL UNITS DEVELOPED IN LOYALIST TOWNSHIP, 2008predicted similar growth
2014*
patterns, with an anticipated
net population growth of 1,556
90
between 2013 and 2022, and
80
an accompanying nonAmherstview
70
residential development
growth of 22,500 square
60
Bath
metres over the same
50
13
Odessa
period . Increased local
40
residents should translate to
30
Amherst
increases in local spending,
Island
20
providing the products and
other (Rural)
10
services are available that
0
customers require. Data from
2008
2009
2010
2011
2012
2013
2014*
Loyalist Township (Figure 1)
shows that between 2008 and
2014 Amherstview saw annual
Year
2008 2009 2010 2011 2012 2013 2014*
increases in new
69
84 103 129 124
90
110
Total New Units
developments until 2011, after
Source: Loyalist Township, updated by Millier Dickinson Blais, 2014. *Estimates for 2014
which developments began to
fall off. Bath saw growth in
new developments until 2012, after which numbers began to decline. Odessa has had little to
no new activity until 2012, where it climbed to above 10 new developments, and Amherst
Island has also seen little development since 2008. Other rural areas have remained
relatively consistent hovering between 10 and 15 new buildings a year. The Township is
anticipating increases in the amount of new residential development in 2014. As of November
2014, the total number of new residential units developed in Loyalist Township has already
surpassed 2013.
12
IBI Group and Loyalist Township, “Analysis of Potential Growth Scenarios,” Nov 2008.
13
Hemson Consulting Ltd. and Loyalist Township, “Loyalist Township Development Charges Study Steering Committee Meeting #2,” Sep 3
2013.
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Loyalist Township and Economic Policy
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The Draft 2014 County of Lennox and Addington Official Plan provides direction and a
policy framework for managing growth and land use decisions to 2035. The County Plan is
primarily to deal with land use issues that cross municipal boundaries. The Plan takes a
regional approach on matters of common interests, which
includes growth management, economic development,
transportation, infrastructure, natural heritage features and
areas, water resources and source water protection. Land
uses and policy issues that should much more properly be
dealt within the context of the lower-tier Official Plans will
remain at the local level.
Growth management and economic development are two
primary issues to be dealt with in the context of the Official
Plan. In this regard, the Plan is to help enhance quality of life,
support community structure and create a healthy and highly
desirable place to live, work and visit for a range of people
and lifestyles. The Plan emphasizes the need to provide
development opportunities to rural and urban areas to foster
competitiveness and a positive and attractive business environment.
Amherstview, Bath and Odessa are categorized as urban areas.



Residential development in urban settings is to provide a range of housing types to
accommodate persons with diverse social and economic backgrounds, needs and
desires while promoting the maintenance and improvement of existing housing.
For commercial areas, the Plan encourages and promotes development that combines
commercial, residential and other land uses to facilitate the more efficient use of urban
land and the establishment of a pedestrian environment.
For employment areas and uses, the Plan addresses the need to provide opportunities
for a diversified economic base, including maintaining a range and choice of suitable
sites for employment uses which support a wide range of economic activities and
ancillary uses, and take into account the needs of existing and future businesses.
Loyalist Township Official Plan (2014) provides a policy framework intended primarily to
manage and direct physical development and its effects on the social, economic and natural
environment of Loyalist Township until the year 2020. It concentrates on physical planning.
This Plan is intended to contribute to the economic health of Loyalist Township through
policies which promote and support balanced economic growth and development in order to
maintain a healthy tax base. While respecting the environment, this Plan encourages the
creation and maintenance of employment opportunities and diversification of the economic
base.
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The draft Plan has been sent to Province of Ontario for feedback.
The Township is evolving. Once a sparsely
populated rural municipality with several small
centres of population, Loyalist Township now
encompasses a variety of communities including
Amherstview, Bath, Amherst Island, Township seat
of Odessa, hamlets of Millhaven, Morven, Stella,
Violet, and Wilton, agricultural community, rural and
rural residential communities. Each of these areas
and others not specifically mentioned are unique.
Combined, they provide a rich and diverse
community fabric. It is the intention of this Plan to
recognize this diversity and richness of the
Township, as well as to enhance the quality of life
while bearing in mind environmental, resource, and
economic forces.
The guiding principles for the Plan include:
 Ensure that new development takes place in accordance with accepted environmental,
planning, resource management, and engineering practices.
 Identify growth areas and provide a development strategy to ensure that settlement
needs of the population are met.
 Outline land use policies which ensure the maximum long term economic benefit and
wise utilization of resources.
 Delineate the requisite transportation system and development policies affecting it.
 Outline significant natural features/areas, and environmentally sensitive areas and
specify appropriate policies vis-a-vis their relationship, settlement patterns and resource
protection.
 Establish policies to allow for rehabilitation and ongoing community improvements where
conditions warrant.
 Provide for appropriate buffering between incompatible land uses.
 Combine the above elements in a way which provides for a land use pattern which
permits the evolution of land use change in an orderly manner consistent with community
aspirations.
In the Official Plan, Council recognizes ten (10) principal policy areas. These are:
1. The Township's economic and financial well-being;
2. Protection of the environment and environmentally sensitive areas such as Bayview Bog,
Parrott’s Bay, McIntyre Swamp, Wemp’s Bay Marsh, Nut Island Hunt Club Marsh, Long
Point Marsh (Big Marsh), Millhaven Creek which includes Mud Lake, and the Bay of
Quinte watershed;
3. Management of resources;
4. The settlement needs of existing and future residents;
5. The community improvement and revitalization of existing communities in a planned and
fiscally responsible manner;
6. Provision of services;
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7.
8.
9.
10.
Provision of transportation;
The community, cultural, and recreational needs of the residents;
Design of attractive and healthy neighbourhoods;
Municipal cooperation and coordination with surrounding municipalities and the Province
of Ontario;
Loyalist Township has put in place a number of mechanisms to promote economic growth
that will keep pace with other anticipated growth. In a Strategic Plan in 2012, Township
Council adopted a vision for a government which is “dedicated to promoting the quality of life
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and prosperity of a community for present and future generations” . The vision is cognizant
of the need to secure a sustainable future for its residents and treats community and
prosperity as equal components of a government mandate.
Its strategic plan also identified three economic development actions which serve as policy
directions:



Develop an economic development strategy
Strengthen ties with economic development partners
Plan sufficient designated serviceable land for prospective businesses
These three actions are already underway. The engagement of the Project Team, Millier
Dickinson Blais, is a response to the first, establishing a set of terms of reference for a
Loyalist Township Economic Development Committee (LTEDC) is a valuable first step in
strengthening ties with the business community and economic development partners, while
new development charge updates and investment profiles for the Township’s two industrial
parks aim to address the third action.
According to LTECD’s Terms of Reference, the Committee is to articulate a strategic vision
(for identifying target markets, assets, strategies, and branding), forge partnerships and
alliances with learning institutions and neighbouring municipal economic development staff,
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and creating an environment that stimulates investment .
15
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17
Loyalist Township, Strategic Plan, Aug 2012, p.3.
Ibid. p.3
3.2 Economic Base Analysis Summary
The Economic Development Growth Strategy has been informed by a comprehensive
analysis of the local and broader regional community. Consideration has been given to the
demographic information, education attainment, labor force, income, and business patterns.
Please see Appendix A for detailed data report.
Highlights from the economic base analysis include:







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Compared with Kingston, Greater Napanee, Belleville and Gananoque, Loyalist Township
had the highest population growth rate at 11.2% between 2001 and 2011. In Loyalist
Township, there are more working age male between 15 to 59 years old than female.
However, the general increase in elderly people is notable.
Looking toward higher education for residents between 25 and 64 years old, Loyalists
has the highest proportion of residents that have completed a college program, nonuniversity degree or diploma (31%). Loyalist is behind Kingston for residents with a
bachelor level education or higher, but shows the most growth in this category from 2006
to 2011.
From 2005 to 2011 income tax year, Loyalist Township and the comparator communities
showed great increase in median household income, around 30%. Loyalist Township
residents ahead of the comparator communities in the $50,000 to $99,999 and $100,000
to $124,999 income levels.
In 2006, Loyalist Township had the lowest unemployment rate of the five municipalities at
4.8%, but the effects of the economic downturn saw it climb to 7.7% to sit just below the
7.9% rates of Greater Napanee and Belleville.
As shown in the data of commuter patterns, labour force leakage to Kingston and Greater
Napanee is critical to the labor force development in Loyalist Township.
In Loyalist Township, the five sectors with the most businesses are: construction,
agriculture, forestry, fishing and hunting, other services (except public administration),
professional, scientific and technical services, and real estate and rental and leasing.
From 2008 to 2013, most of the business growth is shown in the real estate and rental
and leasing, and information and cultural industries.
3.3 Regional Competitiveness
This section uses Location Quotient (LQ) to analyze the relative competitiveness of Loyalist
Township with the comparator communities and Ontario. LQs by industry sector and by
occupations were analyzed separately for comparison.
LQ are used to inform a municipality of the relative degree of concentration of an industry in
their area. In calculating LQs, the relative industry employment in a municipality is divided by
the relative industry employment in a broader, benchmark area. High LQs indicate the
economic base of a region and those industries that are exporting goods and services
beyond the local area.



An LQ over 1.0 indicates a concentration of economic activity that is greater than the
region.
An LQ of 1.0 indicates local sector employment is the same as the regional sector
employment.
An LQ less than 1.0 indicates a concentration of economic activity that is less than the
region.
By examining LQ and growth rate together, we can identify the key industry sectors that drive
the economy forward, emerging development trends of industry sectors in the region, and
those sectors that fall behind. It provides evidences for informed decision making.
Please see Appendix B for detailed data report. Key findings are summarized as following:
 Based on the LQ and growth rate, the current leading industry sectors in Loyalist
Township include Public administration, Arts, entertainment and recreation,
Transportation and warehousing, Educational services and Manufacturing.
 Compared with other regional communities, Loyalist shows competitive advantages in the
following industrial sector: Public administration, Arts, entertainment and recreation,
Transportation and warehousing and Educational services
 Occupation concentration in Loyalist Township are shown in Social science, education,
government services and religion, Trades, transport and equipment operators and related
occupations, and Occupation unique to primary industry. Jobs in arts, culture, recreation,
and sport show growth by both industry and occupation measures. It reconfirms the
potential and strength of the sector to the regional economy.
 Compared with regional communities, Loyalist shows competitive advantages in
Occupations in social science, education, government services and religion, Trades,
transport and equipment operators and related occupations, Occupations unique to
primary industry, and Natural and applied sciences and related occupations
 According to the projection provided by EMSI, jobs for the regional communities are
expected to grow steadily for the next 6 years. Loyalist leads in the growth rate. Job
growth is around the same level of population growth in the region.
19
Figure 2 shows the dynamic of job growth by industry sector in Loyalist from 2010 to 2013.
Jobs for some industry sectors in the Township grew fast (>10%) but yet to become
competitive position (LQ<1). Those sectors include:
 Administrative support, waste management and remediation services (38%)
 Real estate and rental and leasing (25%)
 Professional, scientific and technical services (23%)
 Accommodation and food services (14%)
 Construction (11%)
These sectors have the potential to become leading industry sectors in the future.
Figure 2: Loyalist jobs by industry sector
4.00
3.50
3.49
3.00
2013 LQs
2.50
2.00
1.79
1.30
0.981.00
0.84
0.50
0.00
(20%)
1.63
1.50
(10%)
1.17
1.15
0.83
0.77
0.500.49
0.62
0.48
0.00
0%
10%
20%
30%
% Change in Jobs 2013 over 2010
Source: EMSI 2014.3, retrieved November 2014
Note: LQ for Utilities is removed from the figure.
20
0.28
40%
50%
3.4 Retail and Trade Area
3.4.1 Trade Areas
A trade area is the geographic area served by a community’s retail service establishments.
Statistic models were used to measure the trade area for Loyalist Township, taking into
consideration the population and geographic location of the regional communities.
In Figure 3 the pink color shade represents the estimated trade area for Loyalist Township.
And the green shade shows the Township’s boundary. Major competition in retail and trade
comes from Kingston and Greater Napanee. The trade area expands towards the north,
where competition reduces. Since the only access to Amherst Island is through the
Township, the whole island remains in the trade area of Loyalist.
FIGURE 3: LOYALIST TOWNSHIP TRADE AREA
Source: Millier Dickinson Blais Inc. 2014
21
There are three community centres in Loyalist Township, including Amherstview, Bath and
Odessa. By examining each community centre separately, the dynamic of competition for
retail and trade changes. Amherstview competes directly with Odessa and Kingston. Bath
competes with Napanee and Amherstview. Odessa competes with Stone Mills, Greater
Napanee and Kingston.
Figure 4 includes the trade area for each of the three town centres analyzed separately and
as a whole. When analyzed separately, trade area shrinks due to reduced compatibility.
It is of strategic importance to consider the shift in trade area. Future investment in retail
needs to consider the types of the stores and location with respect to regional competitors.
FIGURE 4: COMPARATABLE TRADE AREAS
Source: Millier Dickinson Blais Inc. 2014
22
3.4.2 Supply and demand
It is ideal to analyze the capture and leakage of retail dollars in Loyalist with respect to
comparator communities. However, due to data unavailable in Canada, the study team has
taken alternative approaches to analyze the gap between supply and demand in retail in
Loyalist Township.
EMSI Analyst reports jobs in retail at the 4-digit NAICS code level. Figure 5 shows the only
three sub-sectors with reported LQs. Job density in the three areas are relatively high
compared with the national average. Jobs may exist in other sub-sectors, but the numbers
are too small for calculation. In summary, the retail sector in Loyalist Township is largely
structured to meet the basic need of daily life, and yet to be diversified.
FIGURE 5: JOBS IN THE RETAIL SECTOR, 2013 OVER 2010
NAICS
Code
4451
4471
4461
Name
Grocery stores
Gasoline stations
Health and personal
care stores
% Change in
Jobs
0%
15%
2014 Average
Earnings
$15,642
$14,049
24%
$31,604
2010 LQ
2013 LQ
1.58
5.43
1.59
6.23
1.42
1.58
On the demand side, people in Loyalist need goods beyond what the three subs-sectors can
offer. The Retail Market Demand Study (2013) identified a gap of about 430,000 square feet
(39,948 square metres) in retail services in Loyalist Township by 2023 to accommodate an
17
expected population of around 21,500 . The projections lay the groundwork for building on
investment ready commercial land in Amherstview.
Two directions of retail development are relevant to Loyalist’s economic development
context. They are community retail service and destination retail. Destination retail
development is geared to serve visitors. Based on the gap identified in the above analysis,
Loyalist has a need to both expand and diversify in retail services.
17
23
Shore Tanner & Assoc., “Retail Market Demand Study, Loyalist Township, ON,” Mar 2013.
3.4.3 Recommendations
Figure 6 shows the vacant commercial land available in Loyalist as of November 2014. All
lands have the potential for retail commercial development. Future development for each
location will need to consider the potential size of the market and characters of the
customers. Loyalist Township has an urgent need for diversified retail development.
FIGURE 6: VACANT SERVICE LAND IN LOYALIST AS OF NOVEMBER 2014
For specific market, the Township can survey the market area to identify how likely people in
the area may shop in the designated location. Postal code data from a nearby gas station or
other retail stores are good resources and can be used to map a trade area.
The trade area maps provided in this report can also be used to analyze the trade area
demographics. Loyalist Township can make a request to the Ministry of Agriculture, Food and
Rural Affairs for this service. Demographics for trade area provide more accurate information
for future decision making.
24
3.5 Commercial: Tourism and Retail
3.5.1 Tourism
As an export-oriented industry, tourism is one of Loyalist’s economic drivers. Identified in the
consultation process and community study, Loyalist has many tourism assets. Both heritage
site and the beautiful landscape are underutilized. Built heritage is relatively well preserved in
the Township. Along with local art, culture and recreation facilities, the Township has great
potential in attracting visitors.
New tourism initiatives that are technology based have a better chance of attracting younger
visitors. Overall, promotion efforts need to be improved with the realization that Loyalist
Township should not be taking a major lead on visitor marketing. This is the mandate of
other organizations in the region including a Destination Marketing Organization and
Regional Tourism Marketing Organization.
The emphasis of the new development is to provide linkages among current assets and
resources via partnerships with local or regional organizations. Tourism development will be
focused on integrating, utilizing and enhancing existing assets in Loyalist. Grouping these
assets together into themes and sub-themes allows for scalability in marketing opportunities
and provides efficient nodes onto which relationships can be brokered with neighbouring
regions in complementary ways. In short, it helps keep marketing focussed on specific
strengths and facilitates broader linkages.
Geographic Assets
Whether it is the beautiful coast along Lake Ontario or the rolling hills north of Highway 401,
Loyalist Township has numerous natural, geographic assets that residents and visitors can
enjoy.
As the Loyalist Parkway hugs Lake Ontario, different opportunities
arise for people to stop and enjoy the view in parks, small villages
and towns and other spots. People can take the ferry to Amherst
Island for an additional experience or change of pace. During
interviews and the survey, the waterfront was consistently listed as
an important local asset, but was equally discussed as having
opportunities for improvement, beautification, and mixes of new
commercial and residential developments. Loyalist Parkway was
once a thriving destination for travelers between Prince Edward
County and Kingston, and many residents want to see it rejuvenated
and drawing the kinds of people it did in another era. At the same
time, people did not want development to expand so much that the
beautiful views of the water are blocked out completely.
Source: Loyalist Township,
www.loyalisttownship.ca
Places like Amherst Island can use more tourist oriented retail and
dining, especially in the summer months, while Bath’s historic
houses have the potential to become a draw for colonial era
enthusiasts and day-trippers. Because of its historic past and heritage homes, Bath is a
25
natural hub for the centre of tourism in Loyalist Township, but by no means should this
detract from enhancing the waterfront experience as a whole.
Moving north of the 401, Loyalist has rolling hills and beautiful pastoral vistas. Noted by some
interviewees as an overlooked treasure, this portion of the Township region is also dotted
with unique shops, crafters and farms. People out for a drive, a cruise on a motor bike, or a
tour on a bicycle can expect rural charm and tranquility when traveling Loyalist’s “north
country.”
Active Living Assets
Aspects of tourism associated with active living are the things throughout the region that
require some basic amount of physical activity, but they are not necessarily competitive.
Numerous cycling clubs include rides through
Loyalist Township’s various geographic areas
within broader circuits or as specific destinations.
Most cycling clubs stop at amenities along their
various routes, so there are opportunities to fulfil
this market by having places that provide snacks
or refreshments, or even a beer on a patio as
people cool down. For those less interested in
Source: Ontario trails, Parrott’s Bay Ontario, n/d
cycling, the Parrott’s Bay Nature Conservancy and
Loyalist Parkway have opportunities for hiking or
even a simple stroll. Finally, people can enjoy the scenery of Lake Ontario while they kayak,
sail or coast along on a recreational boat.
In the winter the options are more challenging because of an inhospitable Lake Ontario.
While there are some outdoor activities including Odessa’s new covered open air rink most of
the attention turns to indoor activities.
As with geographic assets, active living assets require continued attention by members of the
community and the Township to ensure they remain attractive to visitors, as well as to identify
new opportunities to enhance the active living experience.
Arts and Artisanal Assets
A community advocate on Amherst Island promotes a winter-time
chamber music concert series at his private residence, while a
local art gallery called the Weasel and the Easel lets visitors to the
Island appreciate the work of local painters and artists. A cheese
factory draws visitors off the 401 Highway and a local
microbrewery creates a stir among travelling foodies and local
businesses that stock its beer.
There is often a close overlap between food and art which draws
a specific demographic to an area for these things. Those on the
search for art are in search of history, culture, life-experience and
beauty.
26
Source: Loyalist Township, Weasel and Easel Art
Gallery, Amherst Island, n/d
Some aspects of the local artisanal culture are under threat. With Wilton Pottery closing its
doors north of the 401, other nearby businesses such as the local cheese factory and horse
tack shop see one less operation to draw people to the area. Such declines may have
detrimental spin-off effects.
Every community has an arts and crafts scene, but what distinguishes one community from
another is how organized and collaborative it is. Organizing local art culture toward common
objectives, building networks, and enhancing cross-promotion strengthens the overall impact
on tourism. It is also important to weave the Loyalist arts culture into the broader tapestry of
the region and to work with partners in other nearby areas to complement each other.
Agri-tourism Assets
There is also often a close tie between tourism and
agriculture, as people in urban areas try to appreciate rural
surroundings and “buy local.” Places like vineyards in
Greater Napanee and Prince Edward County have made the
area a destination for tourists that straddle the worlds of
crafted products and agriculture. Though Loyalist Township
is not a wine attraction, other agricultural assets may be
leveraged to draw visitors to the area, if only from
neighbouring communities. Orchard fruit, farm-stand goods
at the front of farmers’ driveways, and locally raised meat or
poultry are commodities worth travelling for among a niche
market of travellers. These kinds of assets are often taken
advantage of within the broader context of ‘getting away,’
where people escape urban centres for rural charm.
Source: County of Lennox & Addington, Shane’s Apiaries, n/d.
Farm products such as honey from Shane’s Apiaries, just outside Odessa, represent the
convergence of crafted goods and agriculture, and are important assets in the agri-tourism
sector. Producing an asset map of agricultural products and local farms would help identify
opportunities for cross promotion within the Township as well as among other regional draws.
Though not a large sector, because of its easy connection to other tourism activities, such as
site-seeing, craft shopping or other local draws, there is opportunity to identify farmers that
are more proactive in trying to bring people out of the cities, or even places such as
Amherstview or Bath to partake in the fruits of their labour. In addition, local businesses may
source some of their products from nearby farms, and the promotion of these relationships at
restaurants or community events where the food is served can potentially result in more visits
to the farms as well.
Destination Management and Marketing Relationship Management
It is said that many hands make the work lighter, and for Loyalist Township the axiom means
that success of the tourism sector can only be arrived at as a product of collaboration and
partnership. To maximize the effect of tourism destination management, marketing and
development, it is necessary to identify the various stakeholder groups associated with
Loyalist Township in regard to tourism. They are summarized in Figure 7. By understanding
27
Loyalist Township’s relationship to these stakeholders, the Township can find ways to
enhance them and serve as a hub in connecting them with each other.
FIGURE 7: LOYALIST TOWNSHIP TOURISM STAKEHOLDER RELATIONSHIPS
County of
Lennox &
Addington
Local operators
& volunteer
groups
Neighbouring
municipalities
Loyalist
Township
Federal
government
departments,
offices and
programs
Provincial
government
departments,
offices, and
programs
Regional
Tourism &
Destination
Marketing
Organizations
Source: Millier Dickinson Blais Inc. 2014.
As may become clear in reviewing these various stakeholders, not all require the same
attention or frequency in communication, but it is good practice to find key contacts within
each group to best leverage the relationship, discover new opportunities, or build stronger
partnerships.
Loyalist Official Plan also identifies the need for Tourism to:
•
•
•
•
•
28
co-operate with other agencies, groups and levels of government to promote tourism
opportunities
ensure that tourism development occurs in a sustainable manner, compatible with
surrounding land uses and respecting the natural environment
encourage traffic on the Loyalist Parkway (Highway 33) and Highway 401 to visit the
area
recognize, preserve and enhance structures and sites of historical and/or
architectural value in order to maintain the heritage of the people and the Township
promote a variety of tourism opportunities
3.5.2 Retail and Service
The 2014 County Official Plan encourages the continued revitalization of traditional and
emerging main street areas, which reflects their heritage, significance and which promotes a
mix of uses and attractions for retail, other community uses and activities, and tourism. Retail
development is a key plank to the pursuit of a community that is more self-sufficient -- one
that has the ability to serve people who live and work in Loyalist. Even though Loyalist is not
in the position to compete with Kingston for large format commercial, Loyalist can establish
its own market and attract local spending to enhance tourism experiences. To differentiate in
the retail market, the Township needs to promote local small-scale artisanal shops, craftbrewers, and food producers, which were suggested as important niches worth supporting or
which could be explored. Boutique retail in Amherstview and Bath are recognized in the
region. These activities can be tied in with Made in Loyalist initiative to help enhance local
branding and Loyalist identify.
29
30
4 Business/Industrial Parks
Investment Readiness
Assessment
Loyalist Business and Industrial Parks Investment Readiness Assessment looks at the
features of both the Loyalist East Business Park and the Taylor Kidd Industrial Complex,
compares them to other similarly zoned sites in the areas and considers potential
opportunities for the land.
4.1 Industrial Park/Municipal Land Overview
4.1.1 Loyalist East Business Park
FIGURE 8: LOYALIST EAST BUSINESS PARK SITE PLAN
The Loyalist East Business Park is
zoned for light industrial use or
professional offices. It is a fully
serviced site with 40 acres available
for development. The site is divided
in lots ranging from 0.5 acres to 8.5
acres as shown in FIGURE 8. The
park is situated 6.5 km south of
Highway 401 and 4 km west of
Kingston.
Permitted uses include business,
professional or administrative offices
and laboratory or research as well as
light manufacturing including
assembly, processing or fabrication.
A geotechnical study performed in
2000 indicated that the site has an
environmentally clean status. There
is a structure height restriction of 12
metres which for most light industrial uses or offices would not present a problem. Water,
sanitary sewer, natural gas, electricity and telecommunication services are installed to the
SJK Management property. All land shaded in green are owned by the municipality.
31
4.1.2 Taylor Kidd Industrial Complex
The Taylor Kidd Industrial Complex has both public and privately owned land. Loyalist
Township owns 745 acres which is bisected by Bombardier’s facility.
The lands have a complicated servicing status – a throwback to the first development in 1954
of ICI of Canada Ltd. which later was owned by Celanese, Hoechst, KoSa and, lastly, Invista
which closed in 2009 and later tore down the large complex of buildings. Invista’s on-site
sewage treatment plant is not in use and requires a very large chemical firm to make it an
economical refit.
Bombardier and NPIF Kingston (co-generation plant), the park’s two largest businesses, have
private on-site septic systems and obtain water from a common system. Future users will
have to do the same, but those locating in the northern end will face considerable cost to
extend water lines.
However, other services are plentiful including natural gas, electricity and high speed internet.
FIGURE 9: TAYLOR KIDD INDUSTRIAL COMPLEX SITE PLAN
32
The Complex is zoned for heavy industrial use and offers some unique features and
opportunities. Due to its proximity to the lake there is raw process water available, but this
will be difficult to use effectively without operating sanitary sewage systems available on site.
A developer will have to bring Invista’s system on stream or construct a new system.
Loyalist’s Bath and Amherstview sanitary sewage systems have their capacities allocated to
approved developments and even if capacity was increased, the cost of extension would be
significant (albeit less so for the Bath system).
With relatively limited numbers of approvals there is potential to install a dock for shipping on
the St. Lawrence Seaway.
A large rail siding alongside the north boundary of the Complex that was once used by Invista
is a significant competitive feature as are the rail spurs that extend into vacant lands and the
rail right-of-ways that have been established to allow more railroad construction.
The privately owned land on the site was formerly occupied by Invista Canada Inc. The
company partnered with NPIF Kingston who supplied them with an inexpensive source of
heat from their co-gen facility. This provides an opportunity for a company to co-locate and
take advantage of the steam capacity to generate electricity.
The Township’s lands have been used for agriculture and an environmental audit has
indicated that the site is clean.
4.2 Competitive Positioning
Finding a balance between the residential and non-residential tax base is an important issue
for a municipality. Increasing the availability of ‘shovel-ready’ non-residential land and
potentially the non-residential assessment levels relieves the pressure on the residential tax
base and ensures a more evenly-balanced funding of municipal services.
A comparative analysis of industrial parks in the area surrounding Loyalist Township was
undertaken to determine the competitive advantages and disadvantages of both the Loyalist
East and Taylor Kidd industrial parks. The competitive advantages could form the basis of a
value proposition for investment attraction and the disadvantages are the factors that Loyalist
needs to address in order for the site to be investment ready. The analysis compares a
number of key site selection criteria in. Most of the industrial parks are on or close to
Highway 401, with the exception of Frankford Industrial Park and Loyalist East Industrial Park
who are 5kms and 6.5 km distance respectively. Frankford has the advantage of waived
development charges.
Figure 11 and Figure 13 and groups them according to zoning. A brief description of each
site is given below.
Industrial/Business Park Profiles
Alcan Business Park, Kingston - Designated for mixed-use business activities, the Alcan
Business Park in Kingston attracts businesses centered on research and development, light
manufacturing and assembly, data processing and corporate offices. Currently operating at
33
full capacity, some of Alcan Business Park’s tenants include; Revenue Canada, ESG
Solutions, Signum Corporation, Daltco Electric and the Cornell Professional Centre.
Cataraqui Industrial Estates, Kingston – Located in Kingston’s west end it is the closest
industrial/business park to Loyalist Township. Designated for general industrial activities, it
attracts businesses operating in manufacturing and assembling operations, processing
plants, warehousing and distribution facilities. Current tenants include Sonoco, TDL Group,
Scott Industrial Services, Robinson Solutions and an assortment of professional office and
commercial uses. It has grown in size significantly over the last five years and there are
serviced lands ready for purchase.
Clyde Industrial Park, Kingston – Designated as a mixed-use industrial park, the Clyde
Industrial Park attracts businesses that focus on manufacturing and assembly, laboratories,
processing plants, distribution and wholesaling. Centred on the junction of Highway 401 and
Sir John A. Macdonald Boulevard, the park’s tenants include the Benson Group, the Kingston
Truck Centre, Allan Graphics, Purolator and AmerisourceBergen. There are only a few small
lots available.
Frankford Industrial Park, Quinte West – Designed for industrial use, the Frankford
Industrial Park has serviced industrial land available for development. In 2013, Anamet
Canada Inc. set up their new location in the park. Land is available for sale.
Johnstown Industrial Park, Edwardsburgh/Cardinal – Designated for large industrial
activities, the Johnstown Industrial Park in Edwardsburgh/Cardinal is similar to the Taylor
Kidd Industrial Complex in that it attracts businesses in heavy manufacturing and assembly,
warehousing and distribution. Current tenants include Greenfield Energy Solutions –
Canada’s largest producer of ethanol. It is also home to the Port of Johnstown (formerly Port
of Prescott).
Napanee Business Park - Designated as a business park with land zoned for industrial use,
the Napanee Business Park has 30 acres of competitively priced land available. The land is
fully serviced. The site is in close proximity to Highway 401.
North East Industrial Park, Belleville – Designated for medium and heavy manufacturing
activities, the North East Industrial Park in Belleville attracts businesses in manufacturing and
assembly, production and distribution. Currently, the Park is home to Kellogg Canada’s
production plant as well as PolyCello’s manufacturing and assembly facility.
North Murray Industrial Park, Quinte West - Designated for Yard Storage and Heavy
Manufacturing, the North Murray Industrial Park in Trenton Ward contains 50 acres of
developable land. There is convenient access to the Industrial Park from Hamilton Road, just
south of the 401, running east from Sidney Street. The Industrial Park is fully serviced,
competitively priced and has many attractive selling points.
Richmond Industrial Park, Greater Napanee – Designated as a general industrial zone, the
Richmond Industrial Park in Greater Napanee is fully serviced with over 800 public and
private acres available. Goodyear's 800,000 sq. ft. plant is the anchor and other businesses
include: RC Industrial, CAT Transport and GT Machining & Fabricating. First Light, one of
North America's largest photovoltaic solar parks, is also located within the park borders.
34
St. Lawrence East Business Park, Kingston – Designated for light manufacturing activities,
the St. Lawrence East Business Park in Kingston attracts businesses centred on light
manufacturing and assembly, data processing, technical training, professional and medical
services and financial companies. Current tenants include: StarTek, Lyreco Distribution, Jolly
Giant Software, Impact Zone, Ontario Breast Screening Program and Barriefield Animal
Hospital.
4.2.1 Loyalist Lands Through a Comparative Lens
Loyalist East Business Park
Loyalist East is municipally owned land, zoned light industrial. It has 40 acres of serviced
land available for development. Figure 10 shows Loyalist East Industrial Park’s geographical
position relative to seven other sites in the surrounding area. The sites are situated along
Highway 401 from Quinte West in the west to Kingston in the East.
FIGURE 10: LOYALIST EAST COMPETITIVE INDUSTRIAL PARKS
Industrial/Business Parks
1.
2.
3.
4.
35
Loyalist East
Alcan Business Park
5. Frankford Industrial Park
St. Lawrence Business Park
6. Gananoque Industrial Park
Cataraqui Estates Business Pk. 7. Napanee Business Park
Clyde Industrial Park
Most of the industrial parks are on or close to Highway 401, with the exception of Frankford
Industrial Park and Loyalist East Industrial Park who are 5kms and 6.5 km distance
respectively. Frankford has the advantage of waived development charges.
FIGURE 11: LOYALIST EAST INDUSTRIAL LANDS COMPARISON
Loyalist East Business Parks Comparison
Transportation Access
Name of Park Municipality Ownership
Loyalist East
Business Park Loyalist
Municipal
Available
Acreage
40
Alcan Business
Kingston
Park
St. Lawrence
Business Park
Kingston
Municipal
Cataraqui
Estates
Kingston
Business Park
Municipal/P Over 80
rivate
acres
Clyde
Industrial Park Kingston
Municipal/P
1.54
rivate
Municipal/P
5 acres
rivate
Frankford
Industrial Park Quinte West Municipal
Napanee
Napanee
Business Park
Over 55
acres
7 acres
Zoning
Light
Industrial
Development Price per 401/Major
Acre
Highway
Charges
Yes
Light
No
industrial
Light
manufacturi
No
ng and
Assembly
Light
Manufacturi
No
ng and
Assembly
$59,000
Rail
6.5 km
south of No
401
2km from
No
401
Servicing
Sanitary Natural
Electricity Internet
Gas
Sewer
Marine Water
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Immediate
$65,000access to No
$110,000
401
No
Yes
Yes
Yes
Yes
Yes
Immediate
$130,000access to No
$150,000
401
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
$65,000
Mixed use
Yes
Industrial
$65,000
Immediate
access to No
401
Industrial
Waived
$35,000
5kms to
401
No
No
Yes
Yes
Yes
Yes
Yes
Yes
$45,000$60,000
1km to 401 No
No
Yes
Yes
Yes
Yes
Yes
Municipal/P
Business
30 acres
rivate
Park
Source: Millier Dickinson Blais Inc., 2014
Most of the industrial parks are on or close to Highway 401, with the exception of Frankford
Industrial Park and Loyalist East Industrial Park who are 5kms and 6.5 km distance
respectively. Frankford has the advantage of waived development charges.
FIGURE 11 compares key site selection criteria for Loyalist East and these same competing
local industrial parks with similar zoning. All the sites are fully serviced with no access to rail
or marine transportation. However, the land prices vary from $35,000 to $150,000. Loyalist
East is competitive with a cost per acre of $59,000. The Cataraqui Estates Business Park is
more than double the price of land on the Loyalist site. The Frankford site has the least
expensive land at $35,000 per acre. Although, development charges have been waived on
the Frankford Industrial Park, making it competitive, there are only 7 acres of land available
for development.
36
Alcan Business Park, Clyde Industrial Park and Frankford Industrial Park have small amounts
of land available ranging from 1.5 acres to 7 acres so they do not represent serious
competition for Loyalist East.
The location of the Gananoque Industrial Park is provided on the location map in Figure 29
but this site is mostly built out. The Town of Gananoque has been considering expansion of
the industrial park for several years but has not made a commitment to servicing.
Taylor Kidd Competitive Industrial Parks Comparison
Taylor Kidd Industrial Park is municipally owned land, zoned heavy industrial. There are over
700 acres of unserviced land for development representing a considerable asset that the
Township can promote to attract new investment or encourage existing businesses to
expand. It is in the almost unique situation of having the potential for a dock on the St.
Lawrence Seaway giving marine access.
Figure 12 below shows the location of comparable sites along the Highway 401 corridor, from
Johnstown Industrial Estate in the Township of Edwardsburgh/Cardinal in the east to the
North Murray Industrial Estate in Quinte West.
FIGURE 12: TAYLOR KIDD COMPETITIVE INDUSTRIAL PARKS
Industrial/Business Parks
1.
2.
3.
4.
Taylor Kidd Industrial Complex
Johnstown Industrial Park
Richmond Industrial Park
North Murray Industrial Park
North East Business Park
All lands are principally municipally owned. With the exception of the North Murray Industrial
Park which only has 50 acres, all of these parks are large with several hundred acres of land
available for development.
The Port of Johnstown is situated within the Johnstown Industrial Park providing the site with
direct access to the St. Lawrence Seaway for shipping of dry goods. The port is served by
37
CN Rail and CP Rail with sidings to facilitate 90 cars. Taylor Kidd Industrial Complex is
adjacent to the Seaway where there is the potential to build a dock. The land prices on these
two sites are comparable but there are no development charges in the Johnstown Park. The
Johnstown Industrial Park receives water and sanitary sewer services in a cost sharing
arrangement with neighbouring Town of Prescott.
Development on the Taylor Kidd Industrial Complex will incur development charges as it will
in the Richmond Industrial Park in Napanee. However, like Johnstown Industrial Park, both
North Murray Industrial Park in Quinte West and the North East Industrial Park in Belleville
have waived development charges.
The three sites with servicing, Richmond, North East and North Murray all have land priced at
$40,000 per acre. Johnstown and Taylor Kidd are considerably less at $10,000-$15,000
because the land is not serviced.
FIGURE 13: TAYLOR KIDD INDUSTRIAL LANDS COMPARISON
Taylor Kidd Industrial Parks Comparison
Transportation Access
Name of Park
Municipality Ownership Acreage
Zoning
Development
Charges
Price per
acre
401/Major
Highway
Rail
Marine
Servicing
Water
Taylor Kidd Industrial
Park North
Loyalist
Municipal 379
Heavy Industrial
Yes
$10,000$15,000
10 mins
south
Yes
Park South*
Loyalist
Municipal 366
Heavy Industrial
Yes
$10,000$15,000
10 mins
south
EaseDock
No
ment in
Potential
place
Park Invista* *
Loyalist
Private
Heavy Industrial
Yes
$10,000$15,000
10 mins
south
Yes
No
Johnstown Industrial
Park
Greater Napanee Park
North East Business
Park
170
EdwardsburghMunicipal 280
Cardinal
Potable
No
only
Yes
No
No
Yes
Yes
No
Dock
Potable
No
Potential only
Yes
Yes
No
$15,000
Immediate
access to
Yes
401/proximi
ty to 416
Yes
Yes
Yes
No
No
No
Clean,
woodla
General
Industrial/Distribution Yes
and Warehousing
Average
$40,000
Immediate
access to No
401
No
Yes
Yes
Yes
Yes
Yes
Former
agricu
Napanee
Public /
Private
Belleville
Municipal 200
Heavy Industrial
Waived
$40,000
2km to 401 No
No
Yes
Yes
Yes
Yes
Yes
Clean
Municipal 50
Heavy Manufacturing Waived
$35,000
5kms to 401 No
No
Yes
Yes
Yes
Yes
Yes
Former
agricu
North Murray Industrial
Quinte West
Park
800
Source: Millier Dickinson Blais Inc., 2014 18
Notes : * Co-Gen Facility, steam available
** Permitting in place to support water intake from waterway of 1M gallons per day.
*** Environmentally Sensitive Area and Record of Site Condition
18
* Co-gen facility steam available ** Permitting in place to support water intake from waterway of 1million gallons
per day *** Environmentally Sensitive Area and Record of Site Condition
38
Clean,
former
agricu
Clean,
former
agricu
Previo
require
and po
RSC***
Yes
Heavy Industrial
No
Sanitary Natural
Environ
Electricity Internet
Sewer Gas
Sta
4.2.2 Competitive Advantages and Disadvantages
The principal advantages and disadvantages of the two sites in comparison to similarly zoned
land in the surrounding area are summarized in Figure 14 below.
FIGURE 14: COMPETITIVE ADVANTAGES AND DISADVANTAGES
Industrial Park
Competitive Advantages
Competitive Disadvantages
Cost of land per acre
Subdivided into lots 0.5-8.5 acres
Not adjacent to the 401
Municipally owned
Cost of land per acre
Dock potential giving access to the
Seaway
Large areas of land available
Land is not fully serviced
Rail access, potential spur
Development charges
Access to large amounts of process
water from Lake Ontario
Not adjacent to the 401
Taylor Kidd Industrial Park
No sanitary sewer
Clean environmental status
Flat land with good drainage
Municipally owned
4.2.3 Business Development Competitive Benchmarking
Loyalist Township is in proximity to numerous cities and towns that present competition for
business development on industrial or semi-industrial lands. The purpose of this section is to
line up these different municipalities and compare them with Loyalist Township according to
the municipal costs associated with developing a business location. Loyalist Township’s
Taylor Kidd Industrial Complex and Loyalist East Business Park are compared with
Kingston’s west-end industrial lands, Greater Napanee, Quinte West, Belleville, and Brighton.
The costs compared are:




Building permit rates
Impost fees (sewage and clean water)
Development charges
Land price per acre
All municipalities were contacted directly by the project team to ascertain 2014 data. Figure
15 provides an overview of the comparative results. Of note is that Kingston, Quinte West,
39
Belleville and Brighton do not have impost fees. These same places also have discontinued
their development charge fees. Conversations with municipal employees indicate the main
reason for the elimination of these fees is because infrastructure is complete and no
additional work is expected. Also worth noting is that Loyalist’s Taylor Kidd park is completely
unserviced, hence the low cost range per acre (between $10,000 and $15,000). Land cost for
Loyalist East was estimated by the servicing costs a few years back. If the land were to be
serviced its cost would be even greater than the Loyalist East Business Park.
FIGURE 15: BUSINESS DEVELOPMENT COST BENCHMARKING
Tax Rates
Building Permit
Municipality
Kingston
Category
Industrial
Rate
$12 per $1,000 and
$6 after $100,000
Impost ($)
DCs
No Impost
No DCs
Industrial
$5 after $1,000,000
$60,000 to
$140,000
Industrial
Industrial New
0.0448
0.0414
$10,000 to
$11 per $1,000
Loyalist
Land Price
$27,833*
18.72
$15,000 (Taylor
0.0397 to
0.0363 to
per m²
Kidd, not
0.0459**
0.0425**
$3 after $6,000,000
serviced)
$11 per $1,000 and
Loyalist
Industrial
$5 after $1,000,000
$27,833*
18.72
$59,000 (East
0.0397 to
0.0363 to
per m²
Business Park)
0.0459**
0.0425**
$3 after $6,000,000
Greater
Napanee
Industrial
$9 per $1,000 and
$6 after $3,000,000
$2.08 to
$15 to
$8.16 per
$16 per
m²
$35,000 per acre
m²
Quinte West
Industrial
$4.50 per m²
No Impost
No DCs
Belleville
Industrial
$10 per $1,000
No Impost
No DCs
Brighton
Industrial
$10 per $1,000
No Impost
No DCs
$35,000
0.0408 to
0.0473
0.0424 to
0.0443
0.0390
$40,000 to
0.0397 to
0.0363 to
$60,000
0.0487***
0.0453***
$35,000
0.0424
0.0390
Source: Millier Dickinson Blais Inc. 2014.
Note : * The Loyalist impost fee is based on the average daily flow in non-residential buildings per m3
** Range explained by "Industrial" and "Large Industrial" categories respectively
*** Range explained by "Rural" and "Urban" categories respectively
Kingston’s building permit rate has a sliding scale that drops in half after expenses surpass
$100,000. Greater Napanee’s drops by a third above $3,000,000. For Loyalist Township’s
two parks the fee drops from $11 per $1,000 of development costs to $5 per $1,000 after
costs exceed $1,000,000. Belleville and Brighton have building permit rates that do not
change, but they are fixed at the same rate as Loyalist Township’s lowest rate, so they may
be more immediately competitive for small scale developments.
40
0.0374
The following competitiveness observations can be made:



Brighton’s serviced land is comparatively lower than for Loyalist East
Business Park. It is therefore a strong contender for business attraction,
especially given its fixed building permit rate and lack of development charges
or impost fees.
Belleville’s lowest land cost ($40,000) is $19,000 less than the cost of land in
Loyalist East Park. This, in addition to it having no development charges or
impost fees makes it a significant threat to business development in Loyalist
East Business Park.
The Taylor Kidd Industrial Park location remains the most competitive for
unserved land cost; however, Kingston’s aggressively low building permit fee
structure, available services and lack of impost fees or development charges
make it a strong competitor for large-scale industrial development.
The above observations suggest that Loyalist Township’s competitive costs are not as strong
as some other areas, such as Belleville and Brighton for light-industrial development and
Kingston for heavy industrial.
4.3 Potential and Opportunities
4.3.1 Envisioning the Possibilities
To maintain an employment base and protect its non-residential tax base, Loyalist Township
must ensure that it has an inventory of investment ready lands. This is essential both to
attract new business into the town as well as to provide opportunities for existing businesses
to expand within its boundaries and not move to other neighbouring communities. As a basic
requirement, investment or shovel-ready land has zoning in place and services to the site, if
not actually on the site.
The features of the two industrial sites in Loyalist Township determine the target markets and
industries whether these are existing companies or new investment. In the case of new
investment, consideration has to be given to available labour force, competitive advantages
of the region, marketing activities and how these can be leveraged.
4.3.2 Target Markets and Industries
Businesses that are already located in Loyalist Township and the immediate region are
primary targets as prospective tenants for the Loyalist East Business Park. It is simplest for
them to expand from an existing location while still keeping their workforce, resources and
business support networks.
41
More new jobs are created by existing businesses than by new investors. There has been
much research conducted into job creation. One example is the research completed by
Blane Canada Ltd. tat indicates that 76% of new jobs come from existing businesses and
15% from new businesses.
The uses allowed within the zoning include everything from light manufacturing and
assembly, warehousing, repair and maintenance depots to professional offices.
Taylor Kidd Industrial Complex
The land on the Taylor Kidd Industrial Complex offers a number of different opportunities. It
has a rural location with rail and potential marine access. There are over 700 acres (in two
350+ acre parcels) of largely dry, industrial land and so industries that need large areas of
land with minimal services should be primary targets. These would include recycling
operations, warehousing, distribution and logistics companies, any operation requiring large
lay down areas e.g. fabrication companies involved in power generation, oil and gas or wind.
Recycling businesses are not welcome in larger centres and they sometimes need rail
access and lots of land, and an isolated location where there is space and few neighbours to
be concerned about noise and odours.
NPIF Kingston Co-Gen supplied thermal energy in the form of steam to Invista Canada.
NPIF can produce 333,000 pounds of steam per hour. The co-gen facility can provide power
to a co-locating company who is a large power user. Co-gen facilities are generally more
efficient in producing heat from a feedstock, which also presents a potential opportunity for
partnership. Examples such as the Casco Inc. and Jungbunzlauer partnership in Port
Colborne, Ontario where Casco produces liquid dextrose which in turn is used as a feedstock
for Jungbunzlauer’s production of citric acid, highlight the potential for co-located
opportunities in large industrial areas with docking access.
The St. Lawrence Seaway is adjacent to the property providing the potential to construct a
dock for marine transportation. The majority of cargos transported by the Seaway are dry,
bulk goods, so companies that could utilize this facility may be limited.
There is also the possibility of adding additional rail spurs on the site as the CN line runs to
the north of the property. With this potential combination of rail, road and marine
transportation together the development of an inter-modal facility could be a real possibility.
As the industrial land is situated beside the water, the complex provides available raw
process water which would be of interest a company who uses large amounts of water in
manufacturing processes, however, without municipal sewage services, that company would
be responsible for on-site servicing
These site advantages should be looked at in the broader context of investment attraction
across Eastern Ontario and the sectors that Ontario East Economic Development
Commission (OEEDC) is targeting. These sectors include advanced manufacturing, food
processing and logistics and warehousing all of which offer potential for the land on the
Taylor Kidd site. Through OEEDC member, the County of Lennox and Addington, Loyalist
Township can leverage the OEEDC marketing activities to promote the Taylor Kidd site.
42
4.4 Cautions and Considerations
4.4.1 Weaknesses and Threats
The opportunities for both industrial sites in Loyalist Township should be considered in the
light of some weaknesses and threats that exist and have been voiced in stakeholder
interviews.




Loyalist Township is in proximity to a large urban centre that has an identity and a
strategy as well as vacant land and properties.
There is a lack of financial resources available for investment in infrastructure. There are
issues in deciding where to locate a sewage facility to support development.
Along with most communities in Ontario, access to skilled trades is an issue. There is a
need to work more closely with colleges and universities in the region to further workforce
and training objectives.
The industrial parks are much further south, closer to the water. They are not on the 401,
nor is there servicing near the 401 for the development of a new park.
4.4.2 Customer Service as an Enabler and Competitive Advantage
An inventory of shovel-ready land is only one requirement that a community needs to meet in
order to be investment ready. Business attraction is a highly competitive activity and
becoming increasingly more and more sophisticated in areas like customer service offered to
potential investors as well as the increasing and faster ways of communicating with them.
The increased speed of communications also shortens decision times. Communities need to
be able to provide data efficiently and be prepared and ready to respond to questions.
Marketing based on a service model is very closely aligned with that done in community
economic development. Service models have the following characteristics:






intangible product
high degree of customization to meet the individual needs of the user
close contact between the customer and the service provider
selection, training and mentoring of personnel are critical to success
capacity constrained by labour and resources
repeat business more important to financial success than winning new customers.
A.T. Kearney, an international management consulting firm, identifies two service
environments: operations processes and moment of truth. Service intensive organizations
operate in a “moment of truth” environment.
Operations processes produce the same tangible output, time after time, like a factory. In
moment of truth encounters, quality is evaluated subjectively on the strength of the response.
43
Moment of Truth Performance
Moment of truth performance is critical in economic development. A company’s final site
selection decision is not always made on the basis of numbers alone. The dominant decision
factor can be attitude and results. A winning community provides the necessary information,
but also demonstrates a willingness and ability to overcome less than desirable
circumstances.
A winning community provides the
necessary information, but also
demonstrates a willingness and ability to
overcome less than desirable
circumstances.
For an organization to be successful in community economic development it must be
competitive on site selection factors (the product) AND organizational performance (the
people). One can lose as quickly from poor organizational performance as from an
uncompetitive product. In a process of elimination, like site selection, there is little time to
gather and organize when engaged in the process with a prospect.
Whether it is for a 50 or 5 employee business, investment attraction is a competitive
environment and communities that can go above and beyond the norm of customer service
will have a much better chance of securing investment. With stiff competition in the region, it
is particularly important for the communities to “bend over backwards” for prospective
investors.
This approach to customer service will have an important spin-off for retention and service to
businesses that are already in the community. A community that is providing excellent service
to prospective businesses will find that its relationship with the existing business community
will improve too.
44
45
5 Service Delivery and Strategic
Directions
5.1 Focusing Economic Development Priorities –
SWOT Analysis
Building on the findings of the economic analysis and stakeholder consultation, a SWOT
(strengths, weaknesses, opportunities, threats) analysis provides a further indication of
challenges and opportunities that should be addressed by an economic development growth
strategy. For the purposes of this report, a SWOT is characterized as the following:




Strengths: Positive attributes or assets currently present in Loyalist Township,
particularly in comparison to the regional communities.
Weaknesses: Local issues of characteristics that limit the current or future economic
development of Loyalist Township.
Opportunities: Areas where Loyalist can remedy weaknesses or leverage strengths into
competitive advantages.
Threats: Trends or characteristics that threaten Loyalist’s future and attractiveness to
new industry, and represent potential competitive disadvantages.
The SWOT analysis that follows provides insight into the challenges and opportunities for
Loyalist in its efforts to generate and sustain economic development.
5.1.1 Strengths
Township Efforts - All efforts from the Township in improving community infrastructure and
promoting economic development were well recognized by the participants of the
consultation activities in the project. Both Taylor Kidd and Loyalist East business parks are
known to the regional business stakeholders. The business community appreciated the
efforts from the Township and the Steering Committee in planning for the long-term growth of
the Township. The Township is nimble and leaders are open-minded.
Community Spirit - People are confident about the future of the Township and looking for
more opportunities to be engaged. Most of the business stakeholders engaged in the project
expressed interests in future involvement with the Township for its economic development
efforts. Some of the survey participants are associated with businesses existing in the
Township for over 40 years, which shows the history of good business values in the
Township.
Solid Community Economic Base - Loyalist Township’s population continues to grow from
14,590 to 16,221 (about 3.2%) between 2001 and 2011, exceeding other nearby
municipalities. Loyalist has the highest proportion of residents in the region that have
completed a college program, non-university degree or diploma (31%). In Loyalist Township,
46
there were increases in the number of students studying visual, performing arts,
communications technologies, architecture, engineering and related technologies education
between 2006 and 2011. Some of the fast growing industrial sectors in the Township have
the potential to drive the economy forward. Infrastructure development in the Township has
stimulated new residential construction.
Location - Loyalist Township can benefit from the proximity to major cities and has easy
access to highway, rail and waterways. The Township is also adjacent to higher educational
instructions like Queen’s University and St. Lawrence College.
Infrastructure - Loyalist’s efforts in infrastructure development and maintenance for the past
decade have been paid off. Most business and people are satisfied with the current status of
the infrastructure. The Township has done well in transportation, parking, road maintenance
and other community infrastructure services. Water and sewer development meets the
current needs of the residents and businesses. Recent community improvement in Bath has
supported the revitalization of the historic area. Loyalist East provides suitable infrastructure
for light industries.
Tourism Assets - There are many tourism assets in the township, including the historic
heritage in Bath, arts and artisanal products, beautiful waterfront area, parks and recreation
facilities (a strong cycling tourism sector), Loyalist Cove Marina and docks. See the Tourism
section for more details.
Community Environment - Loyalist is a safe and stable community, and a great place to
raise a family. The cost of living is relatively low.
5.1.2 Weaknesses
Scattered Town Centres - There are limited connection and coordinated development
across Amherstview, Bath, Amherst Island and Odessa. Some areas in the township are off
the beaten track, so hard to know about for casual visitors. Public transportation is not linked
among the three communities.
Lack of Identity - Loyalist is a beautiful community, but similar to other communities in
Eastern Ontario. Sense of community is limited to one of the local communities that the
people reside. There is little evidence of a township-wide brand, designed to market the area
in a holistic sense to investors, potential residents or visitors. Consultations have highlighted
the desire for this to be part of the message the Township promotes to others about itself. It is
a weakness because with a well-defined regional brand, other marketing, regardless of the
audience, will show consistency and unity.
Lack of Promotion - The promotion efforts of the Township for Loyalist and the business
community need to be strengthened and made more proactive.
Resource and Infrastructure-based Development - The current resource and
infrastructure-based development is less competitive in knowledge-based economy and
provides less value-added to the Township. Of Loyalist’s three main urban areas, Odessa is
expected to be most starved for available land, while Amherstview and Bath are expected to
47
continue to meet demand but only until 2019 or 2026, depending on rate of growth.
Expensive improvements to waste water treatment are required if growth is to continue
beyond the forecast period.
Bedroom Community - Loyalist is mainly viewed as a bedroom community to Kingston.
Workforce is largely exported to Kingston and the surrounding region, while residents’
commercial dollars are spent in neighboring communities. Many people in the Township are
not aware what amenities already exist in the area.
Customer Services - There is a mixed reaction of experiences in working with the township
– some great and some claiming it drives up cost of doing business.
Tourism - Culture and heritage assets are underutilized and underdeveloped.
Finance - The current development is dependent on what financial resources the Township
has or can be connected to. There are needs for more funding sources.
Business Costs - Business development costs are not competitive to the regional
communities.
5.1.3 Opportunities
Provincial Trend and Economic Landscape - As identified in the background review,
incentives have been underway to benefit home businesses in rural areas of Eastern Ontario,
such as the $170 million Eastern Ontario Warden’s Caucus led fibre optic broadband network
initiative. The aim is to bring greater accessibility to home businesses, especially those
focusing on knowledge and information sectors; the so called “lone eagles.” Other small
businesses areas are also key to economic growth, with Provincial and Federal programs
directly targeting small and medium sized businesses as a means of continued economic
growth. New development trends also show overlap between agriculture, tourism and the
buy-local movement; suggesting scenic areas like Loyalist Township can offer much to meet
these demands.
Tourism - Loyalist is rich in tourism assets. Many of the assets have the potential to be
developed, like the waterfront, and main street of Bath. Loyalist has recorded success in
community events, such as Bath Canada Day, Odessa Antique Fair, Emerald Music Festival
and CPGA Golf Tour. The Township can promote other community events to stimulate incommunity spending by residents and attract visitors. There is an emerging market to
promote themed tourism activities, like bird watching on Amherst Island, cycling the Loyalist
Parkway and agri-food experiences.
Retail - Currently, the retail sector primarily provides the basic needs of life to shoppers.
There are a gap in total square footage of retail service and diversification of shops. Thus,
opportunity exists for Loyalist to become a retail hub between western side of the township
and Collins Bay area of Kingston. Boutique/Destination retail has yet to really develop in
Amherstview or Bath and, other than a motel and gas station in Odessa, 401-travelleroriented commercial is non-existent.
48
5.1.4 Threats
County Official Plan – The County’s draft Official Plan needs to be vetted carefully to ensure
that it is consistent with the goals outlined in the Township’s Official Plan especially as it
pertains to permitted uses in business and industrial parks.
Strategic Direction - With the timeline of its Strategic Plan coming to an end in 2015,
Township Council should refresh its vision and goals.
Lack of Partnership - Mostly, the Township is the sole advocate for Loyalist. Supports from
partnerships to the Township from both communitywide organizations and external
stakeholders are limited.
Regional Competition - Competition for industrial development is intense. Other regionally
branded tourist locations are competing for visitors with Loyalist. Cost of living and cost of
doing business in Loyalist are increasing, which may jeopardize the interests of those who
chose Loyalist for the low cost.
Bedroom Community - Kingston is a threat to workforce, youth retention, investment
attraction and retail development.
Customer Service - Current customer service process is not as quick as desired which can
impact current and future development opportunities.
Trend in Real Estate Development - Changing demand in real estate means many older
properties, even if ‘beautiful,’ are viewed as unattractive. Younger buyers want large houses
and not two-bedroom bungalows, as many older homes in Loyalist are.
49
5.2 Economic Development Services Delivery
5.2.1 What is Economic Development?
Non-residential development is critical to the development of a community’s “basic” (exportoriented) and “non-basic” (population-related) economy. Continued growth in non-residential
assessment is vital to have balanced and complete communities.
Definition of Economic Development: Economic development is rooted in the premise that
initiatives must ultimately increase the total wealth within a community. There are two main
ways to do this:
1. Export Development – any initiative that brings new money into the community:



starting/attracting a business that sells products/services outside the
community
attracting visitors who then buy local products/services
encouraging existing business to sell their product/service outside the
community
2. Import Substitution – any initiative that keeps money in the community:


encourage people and businesses to buy their goods/services locally rather
than importing them from another community
starting or attracting new businesses that recognize the leakage and provide a
product/service to stop it
These two philosophies form the fundamental direction for economic development programs.
If economic development programs are meant to increase wealth in the community (and for
the community) then initiatives should be directed to improving export development
(primarily) and improving import substitution (secondarily).
5.2.2 Loyalist’s Economic Development ‘Sandbox’
No matter what community, there are always many forces and organizations involved in
economic development activity. This is easy to understand when one looks at the variety of
projects that are considered to be “economic development.” These include delivering
services for small businesses and entrepreneurs, business investment attraction, business
retention and expansion, tourism marketing, workforce development, community
beautification, downtown revitalization and hosting major events.
The following table identifies the economic development initiatives/projects that are currently
active in Loyalist and identifies their key focus.
50
Loyalist Township
19
County of Lennox and Addington
20
Prince Edward / Lennox & Addington Community
Futures Development Corporation
Napanee and District Chamber of Commerce &
Greater Kingston Chamber of Commerce
21
The Loyalist Parkway Association, Fairfield-Gutzeit
Society and other heritage/culture groups
Bath Community Revitalization Committee
Land O’Lakes Tourist Association & The Great
Waterway
Workforce Development Boards and
Colleges/Universities
Ontario East Economic Development Commission
Provincial Government
Federal Government
22
23
19 Includes Planning and Development, Public Works, Engineering and Parks/Recreation/Culture
20 Includes Community and Development Services, Roads and Bridges
21 Chambers do not initiate Business Retention and Expansion projects, but they do provide services or workshops that address business
concerns that may have a direct bearing on business expansion plans.
22 Includes Ministries of Agriculture, Food and Rural Affairs; Economic Development, Employment and Infrastructure; Education; Tourism,
Culture and Sport; Training, Colleges and Universities; and Transportation
23 Includes Foreign Affairs, Trade and Development; and Industry Canada.
51
Tourism
Product
Development
Tourism
Marketing
Work Force
Development
Infrastructure,
Planning &
Approvals
Small
Business
Development
Organization
Business
Retention &
Expansion
Investment
Attraction
FIGURE 16: CURRENT CORE PRIORITIES OF ORGANIZATIONS SERVING LOYALIST TOWNSHIP
5.3 Township’s Role: Do Nothing? Not Recommended
Based on consultations with the community and conversations with the project steering
committee it has become very clear that customer service, creating a sense of place, tax
assessment and job growth are high priorities for Loyalist. By extension, an effort that will
encourage proactive outward communications of the township’s image, reinforce an internal
commitment to service excellence, while attracting attention of entrepreneurs who are in
export development and import substitution businesses should be a budget priority.
An effort that will encourage proactive
outward communications of the township’s
image, reinforce an internal commitment to
service excellence, while attracting attention
of entrepreneurs should be a budget
priority.
5.4 Loyalist’s Communications and Economic
Development Responsibilities
Overall, there are plenty of opportunities for growth and existing barriers to economic growth
that warrant a proactive communications and economic development effort. The citizens and
businesses of Loyalist would be well-served. Based on the above analysis and
observations, recommendations are made on services the Township should consider
undertaking.
Figure 17 indicates where the Township should and should not provide core services to
achieve maximum efficiency and effectiveness.
Having a core responsibility means the Township will be proactive in identifying challenges
and opportunities, developing projects that will lead to positive communications,
growth/diversification, finding partners needed to make it successful and implementing the
ideas.
Where it is recommended Loyalist not take on a core responsibility the Township will be
reactive to opportunities that come its way. These projects will be developed by other
organizations and will look to the Township for support in a variety of ways including financial,
advisory and as a symbolic partner. The Township should evaluate the merit of these
opportunities on an individual basis.
52
FIGURE 17: RECOMMENDED DELIVERY OF ECONOMIC DEVELOPMENT SERVICES
Service
Commitment to ‘Customer
First’ Service Excellence
53
Existing
Efforts?
Future Township Core
Responsibility?
Yes (to an explicit
commitment)
Yes
New Resources
Needed?
Yes – time and money
Critical Path Issue
Yes
Branding and Communication
of Unique Identity
Yes
Investment Promotion: Lone
Eagles and Makers
Yes
Infrastructure and Planning:
Water and Sewer
No
Yes – continue commitment
to improving capacity
No
Investment Promotion:
Commercial
Yes
Partial – supportive of
developer
Yes – time and cost
share with developer
Residential
Yes
developer
Yes – time and cost
share with developer
Industrial
Yes (but not
enough)
County
Yes – including time
and cost share with
developer
Tourism Experience
Development
Yes (minimal
efforts)
community groups
Yes – cost share with
community groups
Tourism Marketing and
Promotion
No
No – County and regional
groups cover it
No
Small Business Assistance
No
No – referral to County
No
Business Retention and
Expansion
No
No – reliance on County
No
Critical Path Issue
Yes
Critical Path Issue
54
6 Strategic Goals and Action Plans
6.1 Guiding Principles for Loyalist
A series of principles have been identified to guide the setting of priorities for the growth of
economic development. Moving forward, the strategic priorities need to:
1. Integrate resources and create value-added services to residents, businesses and
visitors
2. Adopt an explicit culture of ‘customer first’ service within the municipality
3. Prioritize goals and actions that maximize return-on-investment and allocation of
limited budgets and resources
4. Foster competitiveness and a positive and attractive business environment
5. Differentiate Loyalist from regional communities and competitors including a
proactive branding/identity campaign
6. Nurture a culture of creative and innovative entrepreneurship
7. Promote efficient land use to support development patterns
8. Improve residents’ quality of life by enhancing recreational, cultural and social
opportunities which can also be leveraged to attract visitors
9. Establish partnerships and strengthen connections including recognition of the
support of the County’s economic development office
6.2 Loyalist’s Economic Development Vision
To build up the uniqueness of the Township, Loyalist will differentiate itself from other
regional communities by providing a unique experience to residents, businesses and
visitors.
New development will help integrate and nurture Loyalists’ existing assets and
resources. New development will shift focus from an infrastructure-based economy to
a knowledge-based economy. Loyalist will build an economic development network of
leaders, managers and partners which will foster intangible assets unique to the
Township.
In the long term, Loyalist will become a self-sufficient community, where all necessary
amenities exist to accommodate its growing population.
55
6.3 Coordinating Strategy & Action Plans
Figure 18 illustrates the coordinated relationship among strategic direction, guiding principles
and action plans. Detailed actions and their rationale are provided in this section. The number
represents the number of the guiding principles mentioned in the previous section.
FIGURE 18: GUIDING PRINCES VS ACTION PLANS
Actions
Actions
1
Actions
9
Actions
2
8
3
Actions
Vision
7
4
6
5
Actions
Actions
Actions
Actions
Key priorities are identified through the economic analysis and stakeholder consultation.




56
Customer Service
Leadership and Management
Business and Industry
Tourism and Retail
Understanding the Goals and Action Plans
The four recommended priorities serve as the foundation for future economic development in
Loyalist Township. Some associated actions will help build the intangible assets, while some
will lead to the development of tangible assets. Even though business and industrial
development will have more direct impact on tax generation, the tax base will not be enlarged
without the support of the other three areas.
FIGURE 19: STRATEGIC RELATIONS OF THE KEY PRIORITIES
• Leadership
and
Management
• Industry
• Commerce
57
• Customer
Services
Intangible
Intangible
Tangible
Intangible
• Tourism
6.4 Action Plans
6.4.1 Critical Path Step 1: Commitment to Service Excellence
It is one thing to be open for business. It is another thing to be open and ready for business.
Good customer services will leave a positive impression, build and enhance business
relationships, land deals for new development and ensure future referrals.
There are communities with processes in place to ensure excellence in
client management and customer service for potential new investors and
24
existing businesses. The Town of Ajax invented Ajax Priority Path , uses a
team of professionals to personally help companies navigate through the
site plan approval process. Customers enjoy expedited site plan and building approvals,
enabling them to fast-track their business plans. The Township of North Grenville has also
adopted a client-focused initiative, which has become part of its investment-readiness
measures and drawn accolades from Ottawa-based developers, who are a key target market.
It was identified through the consultation phase of the project that entrepreneurs and
developers have had a mix of positive and negative experiences in working with the
Township on fulfilling their plans. There is room for improvement.
Figure 20 shows the current service structure and the direction of information flow through
the communication. Based on the consulting team’s observations, the communication for new
development can be initiated by the Township/County or by the business person. For many
projects, the clients will need to contact multiple departments within the Township. If the
County is involved, the County will need to face multiple contact points as well.
FIGURE 20: BUSINESS PROCESS AND CUSTOMER SERVICE-OBSERVED
24
58
http://www.ajaxfirstforbusiness.ca/en/ajax/prioritypath.asp
The current service structure enables each department to serve well within the department
function, but is less flexible to serve across departments, which is required in most situations.
As the competition for private sector investment becomes more intense, Loyalist Township
must offer tailored services designated to specific investors. Thus, there is a need for a
flexible structure and business process to serve the customers more efficiently and
effectively. Therefore, we recommend a Coordinator (or Project Manager) position as onestop service point of contact in the Township (Figure 21). The Coordinator will be responsible
for learning the need of business clients, and coordinating services and information for the
clients. All other departments in the Township will serve as think tank behind the Coordinator.
59
FIGURE 21: BUSINESS PROCESS RECOMMENDED FOR CUSTOMER SERVICES
Customer service could be a significant competitive differentiator for Loyalist Township. If it
can convey this message to investors and entrepreneurs in the region and then deliver on its
promise it will attract significant attention.
6.4.2 Critical Path Step 2: Branding and Communication of Unique
Identity
Highlighted countless times through the engagement process is that Loyalist Township lacks
an identity. This manifests itself through residents who believe themselves to more
connected to Kingston, residents who are proud to associate themselves with Bath, Odessa
or other communities but not feel a part of the whole, workers who commute into Loyalist
every day and do not appreciate that they are in a different municipality, event organizers
who have trouble getting locals to participate in community events and business owners
located in Kingston who do not appreciate there is another option so close at hand.
This is a serious matter and one that undercuts the Township’s ability to differentiate itself.
Establishing a brand of Customer First service excellence as described in Step 1 above will
help to differentiate the Township and support messages to a number of target markets as
shown in the figure below.
60
FIGURE 22: OBJECTIVES AND TARGET MARKETS OF LOYALIST’S COMMUNICATIONS STRATEGY
Target
Markets
• Lone Eagles and
Makers
• Commercial &
Industrial
Entrepreneurs
• Developers
• Future Residents
The Promise
• Customer First
Service Delivery
Loyalist's
Identity
Communications Plan
• The Promise in a
logo, slogan and
communications
goals
• Convincing the Target
Market of The Promise
by telliing the right story
through th right media
channels
The message of “Customer First Service Delivery” will resonate with all of the economic
development strategy’s target markets. Each of these individuals believes they are special
and that the biggest investment any of them will ever make (e.g. starting a business, buying a
house, buying land for development) deserves special attention. And they are right!
The message also plays against commonly held (and easily held) perceptions of
governments as bureaucratic monoliths who do not care about their customers until it is time
to collect taxes or vote in an election. Loyalist will truly differentiate itself as long as it delivers
on The Promise.
In addition, if this message is delivered in partnership with developers it will carry even more
weight. To great effect, the City of Leduc partnered with residential developers on joint “Build
With Us!” radio spot advertisements that broadcast out across the Edmonton region. This is
easily imagined in Loyalist Township who could do the same with its commercial, industrial
and residential developers in the Kingston market. If the partners were to also jointly create
supporting hard copy and website materials the outreach package would be complete and
then it is a matter of selling to complete the deals.
61
6.4.3 Critical Path 3: Investment Promotion: Lone Eagles and
Makers
“Lone Eagles and Makers” should be the single most important target market for Loyalist
Township’s Communications Plan. Essentially, these people are independent entrepreneurs.
The benefits to the community of a strong Lone Eagle and Maker presence are many and are
consistent with the goals of this strategy.










Their dependence on local infrastructure is minimal.
They are the same businesses that will grow quietly or quickly into 5, 10 or 50-person
operations.
People are much more likely to shop in the community they work in which increases local
economic spin-off.
They provide services and supplies to larger businesses.
Business leaders have a way of attracting other business leaders. These Lone Eagles
and Makers will be Loyalist’s ambassadors for new investment in the township.
They provide a needed level of diversification which keeps the economy stable in tough
economic times.
Spouses and/or children of these small business operators offer a ready supply of local
employees.
People are much more likely to feel a sense of community if they live and work in the
same place. This contributes greatly to the social side of the community by way of
increased volunteerism, participation in local debates and financial donations to local
non-profits/charities.
The types of recreational amenities, community improvements and physical environment
they pursue are generally consistent with the desires of tourists or visitors. This means
that an investment in attracting Lone Eagles and Makers will also attract visitors/tourists.
The business operators may become the key skilled labour that is required for larger
investors to feel confident in Loyalist Township.
Lone Eagles
Freelance professionals, also known as ‘Lone Eagles’, are knowledge workers with highly
transportable skills, such as writers, analysts, artists, accountants, trades people, sales
professionals, manufacturers’ representatives and other advisors. Most live in large cities but
many are moving to small towns and rural areas for better quality of life. An increasing
number of rural areas that are near metropolitan cities have been very successful with an
approach of attracting these types of business people. For instance, Prince Edward County
has focused much of their entire economic development campaign around this class of
individual as well as agri-food producers and tourism operators (see www.buildanewlife.ca).
Lone Eagles’ infrastructure requirements are few, which means limited investment by the
Township. However, the following are essential: efficient telecommunications (mobile phone
coverage, broadband access), reliable courier service and reasonable access to an airport
with scheduled service.
62
By definition a Lone Eagle is someone who:




Generates 75% or more of their income from outside the local area
Is mobile and can live where they want
Is fleeing large urban environments, rapid development and environmental degradation
Wants to find:
•
•
•
•
•
•
Clean air and quiet spaces to enjoy flora and fauna
High quality telecommunications services
A place closer to relatives (sometimes means returning “home”)
Outdoor recreational activities
A safer place to live
Employment for their spouse (if applicable)
When a Lone Eagle or Maker decides to move, they have a tremendous number of choices
because their business is not highly dependent on the local population. Each is flexible with
respect to where their business can run.
A Maker Culture
The Maker culture is a contemporary culture or subculture representing a technology-based
extension of Do-It-Yourself culture. Typical interests enjoyed by the Maker culture include
engineering-oriented pursuits such as electronics, robotics, 3-dimension printing, and the use
of computer numerical control tools, as well as more traditional activities such as
metalworking, woodworking, and traditional arts and crafts. The subculture stresses new and
unique applications of technologies, and encourages invention and prototyping.
The Maker movement is based on the notion that the tools of 3-D printing and digital
fabrication can be focused on customization, on adopting or fine-tuning manufactured
products to the needs of small groups of niche consumers, or even individuals. In a world
where this kind of manufacturing is possible, consumers are more likely to find the products
they seek in local fab labs than coming from mass production facilities on another continent.
A Maker culture will help strengthen local creativity and it will attract and retain young people.
63
6.4.4 Other Goals Based on Key Priorities
FIGURE 23: GOALS AND ACTIONS FOR LEADERSHIP AND MANAGEMENT
Leadership and Management
Goals
1.
2.
3.
Actions (Loyalist’s Role)
Increase the
awareness,
understanding and
support for
economic
development within
Loyalist
•
Establish Township
as a Partner for
economic
development
•
Activate Customer
First Service
experience
•
•
•
•
•
•
4.
5.
Create community
identify and unity
Enhance Loyalist’s
economic and fiscal
health
•
•
•
•
•
•
6.
Cultivate the
entrepreneurial spirit
of Loyalist residents
•
•
7.
64
Work with other
communities in the
region to enhance
the regional
competiveness
•
•
Key Performance
Indicators
Create a communication channel between Council
and the private sector and showcase Council support
for business development (lead)
Engage frequently with businesses (e.g. meetings,
celebrations) (lead)
Engage professionals in key business and
community promotion (lead)
Short-term and Intangible
Identify potential internal and external partners with
financial benefits and business opportunities (lead)
Engage local non-profit and volunteer groups for
economic development activities (lead)
Illustrate The Promise of Customer First Service
Delivery through the Township’s Identity (lead)
Develop a Communications Plan that identifies the
channels to convey The Promise (lead)
Immediate and Tangible
Identify or create social gathering place or occasions
for people to meet and build network of relationships
that creates a true community (supporter)
Support traditions in the community (supporter)
Promote local brands and the image of Made in
Loyalist (supporter)
Short-term and Tangible
Develop financial policy and strategy to fund ongoing
infrastructure development and maintenance (lead)
Share development potential with realtors in the
region (lead and partner)
Customer First Service orientation (lead)
Ensure Zoning By-laws are consistent with Maker
needs (lead)
Forward all small business inquiries to the County’s
Economic Development Office for appropriate
consultation (lead)
Showcase successful business stories including
Lone Eagles and Makers
Immediate and Intangible
Work collectively with other regional communities to
develop joint initiatives (support County)
Identify new business opportunities that enhance the
value chains of existing business in the region
(support County)
Medium/ Long-term and
Tangible
Medium-term and Intangible
Medium-term and Intangible
FIGURE 24: GOALS AND ACTIONS FOR CUSTOMER SERVICES
Customer Services
Goals
•
1.
Create a culture
of Customer
First service and
create one-stop
service and
business
process
•
•
•
•
2.
3.
65
Key Performance
Indicators
Establish
customer service
standards and
customer
expectation
•
•
•
Set
measurement
standards
•
•
•
Educate and engage Council and Senior Staff to
create a customer services environment and filter it
through the entire organization (lead)
Prepare "ready to go" collateral material to expedite
customer service (lead)
Create expedited service channels and process to
serve urgent cases (lead)
Identify channels and process to provide tailored
services to new business customers and
redevelopment need (lead)
Build relationships and partnerships through
customer services by solving problems and
streamlining information (lead)
Upgrade and commit to service standards (lead)
Identify service process and time expectation (lead)
Streamline regulations and make it easy and
transparent for developers (lead)
Track inquiries and responses (lead)
Use access results as performance measures (lead)
Identify areas for improvement (lead)
FIGURE 25: GOALS AND ACTIONS FOR BUSINESS AND INDUSTRY
Business and Industries
Areas
Goals
•
1.
Business
Retention and
Expansion
2.
3.
Retain existing
business
Expand existing
business
Identify new business
opportunities related to
existing businesses
•
•
•
4.
Small
businesses
and homebased
entrepreneurs
hips
5.
6.
7.
8.
Investment
Attraction
66
Develop
promotional/marketing
material that portrays
The Promise
Promote small
business and home
based
entrepreneurship to
take advantage of the
strategic location
Foster an environment
for small business
growth
Promote a Maker
Culture
Attract new industrial
investment to Loyalist
to fill the industrial and
business parks that fit
into the regional
context
9. Continue to improve
the industrial
infrastructures
10. Improve energy
efficiencies in the
industrial parks
•
•
•
•
•
•
•
•
Engage regular communications with
existing businesses, maintain on-going
dialogues and develop a business
culture within the Township (lead and
support County)
Showcase recent success (lead and
support County)
Identify ambassadors in the business
community to advocate for the
Township (lead)
Ensure County Official Plan is
consistent with local goals (lead)
Encourage development of local space
that allows for small professional
services agencies like engineers,
accountants, legal services, public
relations and internet/website services
(lead)
Market and promote the Lone
Eagles/Maker Culture environment
within Loyalist and neighbouring
communities
Market to local universities and
colleges the Maker Culture in Loyalist
(lead)
Focus Customer First communications
plan on this target market (lead)
Review development charges (lead)
Review competitiveness of land costs
in Loyalist East Business Park (lead)
Focus new business development for
Taylor Kidd Industrial Complex on dry
industries such as logistics, waste
handling, wholesale trade and green
business (support of County)
Take advantages of the development
of regional businesses and their value
chain (support of County)
Key Performance
Indicators
Medium -term and Tangible
Medium/Long-term and
Intangible
FIGURE 26: GOALS AND ACTIONS FOR TOURISM AND RETAIL
Tourism and Retail
Area
Goals
•
1.
2.
Tourism
3.
4.
1.
Retail
Commercial
2.
3.
67
Support for
tourism
development,
marketing and
promotion
Consolidate
tourism assets to
create
experiencebased tour
packages
Create
partnership with
tourism
organizations
and volunteer
groups
Improve
marketing and
promotion
Meet the need of
self-sufficient
community
Establish a niche
market for local
artisan shops
Promote local
brand and local
shops
•
•
•
•
•
•
•
Develop local fund to support existing and
new local events and experiences which
in turn will use Loyalist identity (lead)
Work in parallel with County of Lennox &
Addington to leverage RTO, Provincial,
and Federal resources most efficiently
(support other active organizations)
Encourage The Loyalist Parkway
Association to pursue a more aggressive
leadership role that will heighten the
relevance of this great asset (support
other active organizations)
Develop a Culture Asset Map that will
nurture regional culture and culturetourism development and long term
sustainability (support other active
organizations)
Work with neighbouring municipalities to
cross-promote complementary themes
and tourist operators and to broker
partnerships between operators (support
other active organizations)
Develop a walking and cycling trail system
within the open space system that is
accessible to the public utilizing trails,
paths, streets and other public open
spaces (lead)
Using existing market analysis, provide a
Loyalist wide market analysis and
marketing plan for local shops that
developers will use in their promotions
(lead and support other active
organizations)
Identify local brands that are worth
promotion and market Made In Loyalist
(support other active organizations)
Key Performance
Indicators
Medium-term and
Tangible
Medium-term and
Tangible
Medium-term and
Tangible
Medium-term and
Tangible
68
7 Conclusion and Implementation
This Strategy has been informed by primary and secondary research and by direct input from
Loyalist’s leadership. It is intended to build on the historical success of Loyalist Township, but
also recognizes the limits of this success and the need for greater momentum and leadership
if Loyalist is to achieve lasting and sustainable economic growth.
It must be said, however, that economic development by its nature is a dynamic landscape,
impacted by a wide range of internal and external stakeholders with opinions and ideas on
how sustainable economic development is to be achieved. This becomes apparent when
consideration is given to the scope and variety of projects that can be described as
“economic development”.
One of the key considerations in the effective implementation of this Strategy will be an
understanding and communication of how the strategy is to be resourced. This includes the
financial resources required to move forward and clarity of roles and responsibilities between
the Loyalist’s Council and municipal staff, and local and regional stakeholders. This is
relevant from the perspective of potential residents and businesses, investors and visitors to
the Township and their desire for a one stop approach to gathering information and
assistance and understanding where future partnership might emerge.
With the bulk of the opportunities identified by the Strategy receiving “high priority” status, it is
important to consider the current capacity of the Loyalist Township to address these items.
An increase in resources is required to facilitate swift and successful action for each of these
opportunities. Alternatively, an internal prioritization exercise would allow for targeted, albeit
more limited, action.
69
Appendix A: Economic Base
Analysis
Demographics
Figure 27 compares population distribution by gender between Loyalist Township and
Ontario for 2011. Overall, population distribution for Loyalist Township resembles similar
pattern with Ontario. Loyalist Township shows higher population concentration for male 15
years old, 30 to 39 years old, and mostly between 45 to 79 years old, while for female
between 45 to 49 years old, 55 to 69 years old, and 75 to 79 years old. In Loyalist Township,
there are more working age male between 15 to 59 years old than female.
FIGURE 27: POPULATION DISTRIBUTIONS IN LOYALIST TOWNSHIP AND ONTARIO BY GENDER, 2011
Loyalist 2011
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
80-84
70-74
60-64
AGE GROUP
AGE GROUP
Ontario 2011
50-54
40-44
30-34
20-24
10-14
0-4
6
4
2
0
2
4
6
6
4
Males
2
0
Females
Source: Statistics Canada, Census, 2011.
From 2006 to 2011, Loyalist’s population grew by 7.7% with strongest growth in 20 to 24 year
olds (21.0%), 60 to 64 year olds (33.5%), and 65 to 69 year olds (38.0%). Combined with a
growth of 16.7% in 75 to 79 year olds, the general increase in elderly people is notable, and
certainly largest growing segment of the population.
Figure 28 shows population growth rates between 2001 and 2011 for Loyalist Township and
the comparator communities. Loyalist Township’s growth was the strongest of the five
communities over the period at 11.2%.
70
2
4
6
PERCENT OF TOTAL POPULATION
PERCENT OF TOTAL POPULATION
Males
Females
FIGURE 28: GROWTH RATES FOR LOAYLIST TOWNSHIP AND COMPARATORS, 20012011
12.0%
11.2%
10.0%
8.0%
7.4%
8.0%
6.0%
4.0%
2.5%
2.0%
0.5%
0.0%
Loyalist
Kingston
Greater
Napanee
Belleville
Gananoque
Growth Rate
Education
Comparing education levels across
the region (Figure 29), Loyalist
Township has the lowest proportion
of people that did not complete high
school (11%), as well as the lowest
to have only a high school certificate
or equivalent (24%).
Looking toward higher education,
Loyalists has the highest proportion
of residents that have completed a
college program, non-university
degree or diploma (31%). Those that
have a bachelor level education or
higher are most concentrated in
Kingston (30%, a proportion nearly
double the second highest
community of Belleville, 16%).
FIGURE 29: HIGHEST EDUCATION ATTAINMENT, 25 TO 64 YEARS, 2011
0%
20%
Loyalist
13%
Kingston
11%
Greater
Napanee
17%
Belleville
16%
Gananoque
18%
40%
31%
24%
60%
80%
11%
8%
25%
32%
28%
31%
31%
3%
12%
8%
2% 13%
30%
26%
29%
11%
3% 10%
2%
27%
No certificate; diploma or degree
High school certificate or equivalent
Apprenticeship or trades certificate or diploma
College; CEGEP or other non-university certificate or diploma
University certificate or diploma below the bachelor level
University certificate; diploma or degree at bachelor level or above
Source: Statistics Canada, National Household Survey, 2011.
Figure 30 demonstrates how
education levels have changed between 2006 and 2011 across the comparator communities.
For population 25 to 64 years old, both Kingston and Loyalist saw equal declines in the
proportion of residents that had not completed high school, declining by 19% (each) between
2006 and 2011. Loyalist Township grew most in the college (other than university certificate
or diploma) category, with an increase of 12% between 2006 and 2011. It also saw growth in
the number of residents that had done apprenticeships or trades certificates and university
graduates (each 8%).
71
100%
16%
2% 10%
FIGURE 30: CHANGE IN HIGHEST EDUCATION LEVELS, 25 TO 64 YEARS, 2006-2011
No certificate; diploma or degree
Loyalist
-19%
Kingston
-19%
Greater
Napanee
7%
Belleville
-10%
Gananoque
6%
-10%
-2%
-5%
-1%
-1%
8%
-5%
-14%
1%
-50%
12%
9%
-1%
5%
-3%
2%
-18%
-27%
-10%
-8%
8%
5%
33%
4%
59%
High school certificate or equivalent
Apprenticeship or trades certificate or diploma
College; CEGEP or other non-university
certificate or diploma
University certificate or diploma below the
bachelor level
University certificate; diploma or degree at
bachelor level or above
Income
Figure 31 shows the median household incomes for the comparator municipalities. In all
cases, annual income has increased between 2005 income tax year and 2010 income tax
year. Of note is that in all municipalities increases of 27% or greater were evident, suggesting
that the result may be biased by under-participation in this voluntary component of the
Canadian national household survey among lower wage earners. However, they do provide
an indication of the directionality of relationships.
FIGURE 31: MEDIAN HOUSEHOLD INCOME, 2005-2010
$100,000
34%
36%
$80,000
30%
30%
Greater
Napanee
Belleville
27%
$60,000
$40,000
$20,000
$Loyalist
Kingston
2005
2010
40%
35%
30%
25%
20%
15%
10%
5%
0%
Gananoque
% Change
Source: Statistics Canada, Community Profiles, 2006; Statistics Canada, National
Household Survey, 2011.
Shifting to the distribution of income in each of the five municipalities, Figure 32 shows
Loyalist Township residents ahead of other municipalities in the $50,000 to $99,999 and
$100,000 to $124,999 income levels, and tailing only Kingston in household incomes greater
than $125,000.
72
FIGURE 32: REGIONAL DISTRIBUTIONS OF HOUSEHOLD INCOME, 2010
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than
$19,999
Loyalist
$20,000 to
$49,999
Kingston
$50,000 to
$99,999
Greater Napanee
$100,000 to
$124,999
Belleville
$125,000 or
greater
Gananoque
Labour Force
In 2006, Loyalist Township had the lowest unemployment rate of the five municipalities
(Figure 33), but the effects of the economic downturn saw it climb to 7.7% to sit just below the
7.9% rates of Greater Napanee and Belleville.
FIGURE 33: UNEMPLOYMENT FOR MUNICIPALITIES IN THE REGION, 2006-2011
9.0%
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
7.7%
7.0%
8.4%
4.8%
Loyalist
Kingston
7.9%
5.8%
7.9%
7.9%
4.6%
Greater
Napanee
2006 Unemployment
6.5%
Belleville
Gananoque
2011 Unemployment
Source: Statistics Canada, Community Profiles, 2006; Statistics Canada, National
Household Survey, 2011.
73
Looking at skill levels across the five municipalities (Figure 34), Loyalist has a higher
proportion of residents that have skills derived from college or apprenticeship training (34%),
but the position is shared with Kingston. Kingston has the highest proportion of residents that
have professional skills.
FIGURE 34: SKILL LEVELS COMPARED ACROSS REGIONAL MUNICIPALITIES, 2011
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
11%
12%
16%
12%
13%
32%
22%
33%
33%
31%
31%
25%
14%
11%
14%
10%
12%
12%
20%
Greater
Napanee
Belleville
Gananoque
Ontario
34%
34%
10%
11%
17%
Loyalist
Kingston
11%
21%
28%
31%
30%
12%
Managers
Professionals
College or apprenticeship training
High school or job-specific training
On-the-job training
Figure 35 describes the commuting flows into and out of Loyalist Township on a daily basis
for those individuals with a usual place of work. Labour force leakage to Kingston and
Greater Napanee is critical to the labor force development in Loyalist Township.
FIGURE 35: COMMUTER PATTERNS FROM AND TO LOYALIST TOWNSHIP FOR WORK
From Loyalist
0
1000
Kingston
945
Greater Napanee
South Frontenac
3000
4000
5000
4575
Loyalist
Belleville
2000
495
115
55
Ottawa
45
Stone Mills
40
Prince Edward County
35
Quinte West
25
To Loyalist
0
200
600
800
Loyalist
Kingston
775
Greater Napanee
190
South Frontenac
140
Stone Mills
125
Belleville
Quinte West
1000
945
40
20
Source: Statistics Canada, National Household Survey, 2011, 99-012-X2011032.
74
400
The large amount of labor force leakage to the neighboring communities indicates less job
opportunities in Loyalist Township. The situation put Loyalist as a “bedroom” community to
the region. Commuter studies find that people make decisions about where to live and work
by trading off wages, housing prices, and commuting costs. School quality, transportation
network quality, crime levels, and the local unemployment rate are additional factors for why
people choose to commute rather than to live closer to their place of employment. Inevitably,
the impact to Loyalist is multifold.
Business
Statistics Canada’s Canadian Business Patterns Data provides a record of business
establishments by industry and size. This data is collected from the Canada Revenue Agency
(CRA). The business data collected for Loyalist Township and its comparator communities
includes all local businesses that meet at least one of the three following criteria:



Have an employee workforce for which they submit payroll remittances to CRA; or
Have a minimum of $30,000 in annual sales revenue; or
Are incorporated under a federal or provincial act and have filed a federal corporate
income tax form within the past three years.
The establishments in the “Indeterminate” category include the self-employed (i.e. those who
do not maintain an employee payroll, but may have a workforce consisting of contracted
workers, family members or business owners). Self-employed is used to refer to the
indeterminate category in the report.
Figure 36 outlines Loyalist Township’s business distribution for 2013. There are two
businesses in the area that employ between 200 and 499 employees. One is in the
Construction sector and the other is in health care and social assistance.
The five sectors with the most businesses are:





75
Construction* (123 total)
Agriculture, forestry, fishing and hunting (51 total)
Other services (except public administration) (47 total)
Professional, scientific and technical services (44 total)
Real estate and rental and leasing (42 total)
FIGURE 36: NUMBER OF BUSINESS ESTABLISHIMENTS BY SECTOR, 2013
Businesses with one employee or more
Total
Selfemployed
1-4
5-9
10 - 19
20-49
50-99
100-199
200-499
Total
564
308
141
58
31
18
5
1
2
0
11 Agriculture, Forestry, Fishing and Hunting
51
41
4
6
0
0
0
0
0
0
Industry (NAICS)
21 Mining, Quarrying, and Oil and Gas Extraction
3
3
0
0
0
0
0
0
0
0
22 Utilities
3
2
0
0
0
0
0
1
0
0
23 Construction
123
56
38
17
8
2
1
0
1
0
31-33 Manufacturing
14
8
1
1
2
2
0
0
0
0
41 Wholesale Trade
13
9
3
1
0
0
0
0
0
0
44-45 Retail Trade
47
22
11
6
4
3
1
0
0
0
48-49 Transportation and Warehousing
35
17
15
1
1
0
1
0
0
0
51 Information and Cultural Industries
10
8
1
1
0
0
0
0
0
0
52 Finance and Insurance
18
9
5
0
1
3
0
0
0
0
53 Real Estate and Rental and Leasing
42
33
7
1
1
0
0
0
0
0
54 Professional, Scientific and Technical Services
44
30
13
1
0
0
0
0
0
0
55 Management of Companies and Enterprises
8
5
3
0
0
0
0
0
0
0
56 Administrative and Support, Waste Management and Remediation Services
28
13
5
6
3
1
0
0
0
0
61 Educational Services
6
5
1
0
0
0
0
0
0
0
62 Health Care and Social Assistance
29
8
9
4
5
1
1
0
1
0
71 Arts, Entertainment and Recreation
14
7
4
1
0
2
0
0
0
0
72 Accommodation and Food Services
29
12
1
7
5
3
1
0
0
0
81 Other Services (except Public Administration)
47
20
20
5
1
1
0
0
0
0
91 Public Administration
Total
0
0
0
0
0
0
0
0
0
0
564
308
141
58
31
18
5
1
2
0
Source: Canadian Business Patterns, Statistics Canada, Dec 2013.” Self-employed” refers to “indeterminate.”
Turning to changes over time for Loyalist Township, (Figure 37) indicates changes in
businesses between December 2008 and December 2013. The following increases are
notable:





Real estate and rental and leasing (from 20 to 42, 110%)
Information and cultural industries (from 5 to 10, 100%)
Mining, quarrying, and oil and gas extraction (from 2 to 3, 50%)
Utilities (from 2 to 3, 50%)
Administrative and support, waste management and remediation services (from 23 to 26,
21.2%)
Declines in businesses in each sector were strongest in the following:






76
500 +
Public Administration (from 1 to 0, -100%)
Management of companies of enterprises (from 12 to 8, -33%)
Professional, scientific and technical services (from 65 to 44, -32%)
Wholesale trade (from 19 to 13,-31%)
Arts, entertainment and recreation (from 19 to 14, -26.3%)
Education services (from 8 to 6, -25%)
While the decline in management of companies appears high, it is slightly inflated because of
the low numbers of businesses in the sector to begin with, as exemplified by a change of 12
to 8 constituting a net decrease of 33%. Eight of the 12 in 2008 were self-employed
businesses. Others, such as the decline in businesses in professional, scientific and technical
services (from 65 to 44) have more tangible implications, as this means 21 businesses in the
sector closed or relocated within the five year period. Even the change from one company
dealing in public administration in 2008 to zero in 2013 constituted a significant loss because
the company had employed between 100 and 199 employees.
FIGURE 37: CHANGES IN BUSINESS ESTABLISHMENTS BY SECTOR (BY NAICS), LOYALIST TOWNSHIP, 2008-2013
December 2008
Industry (NAICS)
December 2013
Total
Selfemployed
Total
Self% Change
employed
Total
% Change Selfemployed
560
313
564
308
0.7%
11 Agriculture, Forestry, Fishing and Hunting
48
38
51
41
6.3%
7.9%
21 Mining, Quarrying, and Oil and Gas Extraction
2
1
3
3
50.0%
200.0%
100%
Total
-1.6%
2
0
3
2
50.0%
123
56
123
56
0.0%
0.0%
31-33 Manufacturing
15
5
14
8
-6.7%
60.0%
41 Wholesale Trade
19
13
13
9
-31.6%
-30.8%
44-45 Retail Trade
50
25
47
22
-6.0%
-12.0%
48-49 Transportation and Warehousing
37
27
35
17
-5.4%
-37.0%
51 Information and Cultural Industries
5
3
10
8
100.0%
166.7%
52 Finance and Insurance
19
14
18
9
-5.3%
-35.7%
53 Real Estate and Rental and Leasing
20
17
42
33
110.0%
94.1%
54 Professional, Scientific and Technical Services
65
47
44
30
-32.3%
-36.2%
55 Management of Companies and Enterprises
12
10
8
5
-33.3%
-50.0%
56 Administrative and Support, Waste Management and Remediation Services
23
7
28
13
21.7%
85.7%
61 Educational Services
8
6
6
5
-25.0%
-16.7%
62 Health Care and Social Assistance
24
4
29
8
20.8%
100.0%
71 Arts, Entertainment and Recreation
19
10
14
7
-26.3%
-30.0%
72 Accommodation and Food Services
24
9
29
12
20.8%
33.3%
81 Other Services (except Public Administration)
44
21
47
20
6.8%
-4.8%
91 Public Administration
1
0
0
0
-100.0%
0.0%
560
313
564
308
0.7%
-1.6%
22 Utilities
23 Construction
Total
Source: Canadian Business Patterns, Statistics Canada, Dec 2013. “Self-employed” refers to “indeterminate.”
77
2008-2013
Appendix B: Regional
Competitiveness
This section uses Location Quotient (LQ) to analyze the relative competitiveness of Loyalist
Township with the comparator communities and Ontario. LQs by industry sector and by
occupations were analyzed separately for comparison.
LQ are used to inform a municipality of the relative degree of concentration of an industry in
their area. In calculating LQs, the relative industry employment in a municipality is divided by
the relative industry employment in a broader, benchmark area. High LQs indicate the
economic base of a region and those industries that are exporting goods and services
beyond the local area.



An LQ over 1.0 indicates a concentration of economic activity that is greater than the
region.
An LQ of 1.0 indicates local sector employment is the same as the regional sector
employment.
An LQ less than 1.0 indicates a concentration of economic activity that is less than the
region.
By examining LQ and growth rate together, we can identify the key industry sectors that drive
the economy forward, emerging development trends of industry sectors in the region, and
those sectors that fall behind. It provides evidences for informed decision making.
Industry
Figure 38 illustrates the changes in the number of jobs and LQs for the Loyalist Township
from 2010 to 2013.
Top industrial sectors (LQ>1) in Loyalist include:





Public administration
Arts, entertainment and recreation
Transportation and warehousing
Educational services
Manufacturing
However, due to less than average growth rate of the designated sector in Canada, the
competitiveness for the following sectors was slightly reduced over the three-year period.
They are:



78
Healthcare and social assistance
Agriculture, forestry, fishing and hunting
Additional efforts would be needed to strengthen the competitiveness of those industry
sectors.
Figure 38: Loyalist jobs by industry sector 2013 OVER 2010
NAICS
Code
Name
% Change
in Jobs
2014 Average
Earnings
2010 LQ
2013 LQ
11
(4%)
$15,402
0.88
0.84
22
Utilities*
9%
$94,034
0.52 (5.18)
0.54 (5.41)
23
Construction
11%
$43,883
0.52
0.50
31-33
Manufacturing
26%
$68,061
0.97
1.17
44-45
Retail trade
7%
$19,141
0.82
0.83
48-49
35%
$38,825
1.33
1.63
53
Real estate and rental and leasing
25%
$30,553
0.42
0.48
54
Professional, scientific and technical services
23%
$54,865
0.56
0.62
55
Management of companies and enterprises
0%
$0
0.00
0.00
56
Administrative and support, waste
management and remediation services
38%
$27,661
0.22
0.28
61
0%
$54,597
1.38
1.30
62
Health care and social assistance
(10%)
$37,083
1.19
0.98
71
8%
$10,907
1.78
1.79
72
Accommodation and food services
14%
$15,004
0.49
0.49
81
Other services (except public administration)
5%
$43,416
0.78
0.77
91
5%
$64,744
3.42
3.49
X0
Unclassified
5%
$48,183
1.04
1.15
*Note: Based on our knowledge in Loyalist Township, the LQs for the Utilities sector are
considerably high. EMSI calculation was based on about 100 jobs in the sector. If there were
only 10 jobs in the sector, LQs for Utilities will become 0.52 and 0.54 respectively for 2010
and 2013. These numbers will be used for analysis in the report.
79
Figure 39 below illustrates the changes in jobs and LQ for Ontario. Both job growth and LQ
for the Province was relatively steady over the period. Other than mining, quarrying, and oil
and gas extraction sector, Ontario shows an even distribution of jobs among all industry
sectors.
Compared with Ontario, Loyalist has more industry sectors showing high growth rate (>10%).
They are:







Construction
Manufacturing
Real estate and rental and leading
Administrative and support, waste management and remediation services
Loyalist is more competitive in the following sectors:




80
Education services
Figure 39: Ontario jobs by industry sector, 2013 over 2010
NAICS
Code
Name
% Change
in Jobs
2014 Average
Earnings
2010 LQ
2013 LQ
11
1%
$27,487
0.64
0.66
21
Mining, quarrying, and oil and gas extraction
8%
$88,822
0.31
0.28
22
Utilities
(2%)
$94,458
1.05
1.03
23
Construction
9%
$59,157
0.86
0.83
31-33
Manufacturing
2%
$54,981
1.15
1.16
41
Wholesale trade
3%
$57,293
1.11
1.09
44-45
Retail trade
3%
$26,858
0.94
0.95
48-49
7%
$49,656
0.94
0.94
51
Information and cultural industries
1%
$60,116
1.09
1.12
52
Finance and insurance
2%
$61,833
1.17
1.17
53
Real estate and rental and leasing
4%
$47,623
1.03
1.01
54
7%
$67,462
1.09
1.09
55
Management of companies and enterprises
(12%)
$63,617
1.09
0.98
56
Administrative and support, waste management
and remediation services
5%
$37,322
1.16
1.17
61
3%
$53,988
0.99
0.99
62
Health care and social assistance
6%
$45,797
0.95
0.96
71
1%
$31,598
0.98
0.97
72
10%
$17,949
0.92
0.93
81
Other services (except public administration)
2%
$37,559
1.00
0.99
91
(2%)
$64,247
1.01
1.01
X0
Unclassified
(4%)
$48,183
0.99
1.05
81
Figure 40 compares the 2013 LQ of Loyalist Township with four other regional communities.
As presented in the figure, Loyalist shows competitive advantages in the following industrial
sector:




Compared with Ontario, both Retail trade and Accommodation and food services sectors,
direct related to daily life, are behind.
Figure 40: 2013 LQ for comparator communities
82
NAICS
Code
Name
Loyalist
Belleville
Gananoque
Kingston
Greater
Napanee
Ontario
91
3.49
0.70
0.50
1.96
0.94
1.01
71
Arts, entertainment and
recreation
1.79
0.43
6.48
0.49
0.16
0.97
48-49
Transportation and
warehousing
1.63
0.82
0.35
0.43
0.84
0.94
61
1.30
0.91
0.64
2.12
1.11
0.99
31-33
Manufacturing
1.17
1.35
1.88
0.57
2.01
1.16
X0
Unclassified
1.15
1.03
1.08
1.08
1.07
1.05
62
Health care and social
assistance
0.98
1.31
0.62
1.15
1.26
0.96
11
Agriculture, forestry, fishing
and hunting
0.84
0.30
--
0.09
1.22
0.66
44-45
Retail trade
0.83
1.47
1.18
0.94
1.26
0.95
81
Other services (except
public administration)
0.77
0.88
0.65
0.75
0.75
0.99
54
Professional, scientific and
technical services
0.62
0.49
0.63
0.72
0.39
1.09
22
Utilities*
0.54
0.75
--
0.59
3.08
1.03
23
Construction
0.50
0.80
0.31
0.94
0.63
0.83
72
Accommodation and food
services
0.49
0.90
2.00
1.23
1.00
0.93
53
Real estate and rental and
leasing
0.48
0.78
0.68
1.01
0.62
1.01
56
Administrative and support,
waste management and
remediation services
0.28
2.00
--
1.01
0.65
1.17
55
Management of companies
and enterprises
0.00
0.67
1.01
0.87
1.09
0.98
41
Wholesale trade
--
0.82
2.18
0.49
0.36
1.09
51
Information and cultural
industries
--
0.55
--
0.65
0.39
1.12
52
Finance and insurance
--
0.39
0.65
0.57
0.71
1.17
21
Mining, quarrying, and oil
and gas extraction
--
0.00
--
0.03
0.00
0.28
Figure 41 summarizes the top five self-employed sectors in Loyalist Township, along with
comparisons to neighbouring municipalities. Loyalist is at average for the percentage of the
total self-employed population.
Figure 41: Top five self-employed sectors 2011 (by NAICS 2007)
% of Total Labour Force
Loyalist
Kingston
Greater Napanee
Belleville
Gananoque
Total self-employed
8.9%
8.4%
12.6%
9.0%
8.2%
Farms
1.4%
0.2%
2.2%
0.3%
8.2%
Professional, scientific and technical
services
1.0%
1.1%
0.8%
1.0%
0.0%
Specialty trade contractors
0.8%
0.7%
1.7%
0.9%
0.8%
Repair and maintenance
0.8%
0.1%
0.6%
0.9%
0.8%
Construction of buildings
0.6%
0.4%
1.0%
0.3%
0.0%
Source: Statistics Canada, National Household Survey, 2011, 99-012-X2011030.
Occupation
Figure 42 illustrates the changes in the number of jobs and LQ by occupations for Loyalist
Township from 2010 to 2013.
Top occupations in Loyalist include:



83
Occupations in social science, education, government services and religion
Trades, transport and equipment operators and related occupations
Occupation unique to primary industry
However, due to less than average growth rate of the occupation, management occupations
and health occupations became less competitive. Those are also the high earning
occupations. Compared with Figure 13, jobs in arts, culture, recreation, and sport show
growth by both categories. It reconfirms the potential and strength of the sector to the
economy in the region.
Figure 42: loyalist LQ by occupation 2013 over 2010
NOC-S
Name
% Change
in Jobs
Median Hourly
Earnings
2010 LQ
2013 LQ
A
Management occupations
(19%)
$37.97
0.91
0.74
B
Business, finance and administrative
occupations
(9%)
$19.99
0.81
0.70
C
Natural and applied sciences and related
occupations
23%
$29.19
0.92
1.01
D
Health occupations
6%
$25.84
0.80
0.75
E
Occupations in social science, education,
government service and religion
12%
$31.81
1.41
1.45
F
Occupations in art, culture, recreation and
sport
53%
$15.15
0.58
0.83
G
Sales and service occupations
4%
$16.74
1.00
0.97
H
Trades, transport and equipment operators
and related occupations
17%
$21.91
1.31
1.36
I
Occupations unique to primary industry
61%
$14.68
0.91
1.30
J
Occupations unique to processing,
manufacturing and utilities
20%
$21.98
0.81
0.91
X
Unclassified
5%
$0.00
1.04
1.15
Code
84
Figure 43 shows the 2013 LQ by occupation for the comparator communities. Loyalist shows
competitive advantages for the following occupations:
•
•
•
•
•
Occupations in social science, education, government services and religion
Trades, transport and equipment operators and related occupations
Occupations unique to primary industry
Unclassified
Natural and applied sciences and related occupations
Sales and service occupations and health occupations in Loyalist Township are behind the
comparator communities.
Figure 43: 2013 LQ FOR COMPARATOR COMMUNITIES
NOC-S
Code
Name
Loyalist
Belleville
Gananoque
Kingston
Greater
Napanee
A
Management occupations
0.74
0.74
1.4
0.75
0.68
B
Business, finance and
administrative occupations
0.70
0.87
0.85
0.88
0.65
C
Natural and applied sciences
and related occupations
1.01
0.61
0.96
0.86
0.45
D
Health occupations
0.75
1.33
1.17
1.37
1.4
E
Occupations in social science,
education, government service
and religion
1.45
0.87
0.71
1.29
0.92
F
Occupations in art, culture,
recreation and sport
0.83
0.67
0.95
0.94
0.42
G
Sales and service occupations
0.97
1.15
1.39
1.12
1.11
H
Trades, transport and
equipment operators and
related occupations
1.36
1.1
0.58
0.94
1.16
I
Occupations unique to primary
industry
1.30
0.78
0.25
0.67
1.27
J
Occupations unique to
processing, manufacturing and
utilities
0.91
1.41
0.95
0.63
2.33
X
Unclassified
1.15
1.03
1.08
1.08
1.07
85
Job Projection
According to the projection provided by EMSI, jobs for the regional communities are expected
to grow steadily for the next 6 years. Loyalist leads in the growth rate. Job growth is around
the same level of population growth in the region.
Figure 44: Job trends for comparator communities
Region
2010 Jobs
2013 Jobs
% Change
●
Loyalist Township
2,258
2,430
7.6%
●
Belleville
34,881
36,417
4.4%
●
Gananoque
3,042
3,110
2.3%
●
Greater Napanee
6,944
7,673
10.5%
●
Kingston
73,176
75,469
3.1%
86

Report - Loyalist Township

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