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BUSINESS FEASIBILITY ASSESSMENT KEMPTVILLE COLLEGE REPORT SYNOPSIS Municipality of North Grenville March 30, 2016
BUSINESS FEASIBILITY ASSESSMENT KEMPTVILLE COLLEGE REPORT SYNOPSIS Municipality of North Grenville March 30, 2016
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TABLE OF CONTENTS Introduction ............................................................. 3
Section 1: Project Description ........................................ 4
Section 2: Market Assessment ........................................ 7
Section 3: Technical Assessment .................................... 16
Section 4: Organization Assessment ................................ 23
Section 5: Financial Assessment ..................................... 28
Section 6: Conclusion ................................................. 29
Documents Reviewed .................................................. 29
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INTRODUCTION
Established in 1917 by the Ontario Government, Kemptville College is one of the most prominent institutions in the community, contributing greatly to the economy of North Grenville and Eastern Ontario. The College’s historic role in applied agriculture education and training defined the agricultural economy of the region.
The University of Guelph announced in March 2014, that it would no longer support the continuation of educational programming at its Kemptville Campus beyond the spring of 2016. In response, the Municipality of North Grenville commissioned this feasibility study to determine whether the renewal of the 847 acre Kemptville College and its 52 buildings can provide a sustainable path forward for regional economic development, while keeping the campus lands intact and maintaining its position as a driving force in the region’s agricultural economy.
North Grenville’s vision for the renewal of Kemptville College is as a non-profit, multi-tenant education and community hub focused on low carbon innovation and climate change adaptation/mitigation within the areas of agricultural, forestry and water resource management.
Kemptville College was originally created to address dramatically declining food production and food security issues in Eastern Ontario through applied education in state-of-the-art agricultural innovation. Almost a century later, the opportunity exists to renew the College’s mandate in applied agricultural education by using new techniques, technologies, and state-of-the-art knowledge to address today’s threats to the agricultural industry and food security brought on by climate change.
The objective of this feasibility study, required under Section 203 of the Municipal Act, 2001 and Ontario Regulation 599/06, is to assess the viability of creating a municipal not-for-profit corporation responsible for the operation, maintenance, and eventual ownership of the lands associated with Kemptville College, as well as assess the viability of a renewed Kemptville College focused on addressing the climate change challenge.
This Report Synopsis provides a summary of the findings of the feasibility study.
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SECTION 1: PROJECT DESCRIPTION A non-profit multi-tenant education and community hub will be created through the adaptive reuse of the Kemptville College campus. The hub will focus on three pillars: education and training, health and wellness, and economic development. Each pillar provides a critical support in achieving the hub’s objective of addressing climate change adaptation/mitigation in agriculture, forestry and water resource management.
The venture will be a strategic and focused initiative to address Ontario’s greenhouse gas targets as they relate to the hub’s objectives. Using a community hub model, the venture will bring together relevant stakeholders and educators from public, private, and non-profit organizations to provide a comprehensive, holistic approach to addressing agricultural climate change adaptation and mitigation.
The future demand for an agricultural hub focused on low-carbon innovation is projected to be high. Recent national and international developments at the Paris Climate Change Conference and in the Government of Ontario’s policy priorities indicate that the political and business climate is favourable for a venture dedicated to low-carbon innovation. The agriculture and agri-food sector contributes a significant proportion of Ontario’s greenhouse gas emissions. Production inefficiencies, food insecurity, and the high costs of traditional food production necessitate the integration of viable and sustainable alternatives for both traditional and non-traditional agriculture.
The hub will explicitly focus on applied education and the implementation of low-carbon innovations. The primary tenant of the hub will be a college that provides applied training on climate change adaptation/mitigation and the reduction of greenhouse gases in the agricultural, forestry and water resource management sectors. Other tenants will include educational institutions, relevant businesses, government organizations, trade associations and charitable organizations. The hub business model is intended to create synergies that will reduce costs and create opportunities for the tenants on campus. The hub will also create value chains by including stakeholders from all stages of the process that bring agricultural products to market.
Based on expressions of interest for campus space, tenancy is expected to produce a greater proportion of the venture’s revenue than College tuition. Tenancy will therefore be the primary revenue stream, which will be supplemented by tuition received by the College. The ratio of revenue received from tenancy compared to tuition can be adjusted if the college changes in size over time. Key business drivers of the hub include: attracting first-paying tenants, creating an effective network, improved agricultural innovation, and impacting the environmental features related to forestry and water resource management. Initial costs include upgrading campus facilities, potentially purchasing the campus from the Agricultural Research Institute of Ontario, as well as ongoing costs for staffing, educational programming, and operations and maintenance. If approved, the Municipality of North Grenville will create a business plan for the venture.
Education and Training
Kemptville College’s updated post-secondary low-carbon applied education and training programs are intended to promote the knowledge transfer of innovative, environmentally sustainable practices focused on agriculture,
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forestry and water resource management to the region and beyond. A modular education model will be used, where a range of courses with different durations (days, months, weeks) and delivery methods that can be taken individually or combined to form a certificate program. Applied extension education, trades training (welding, heavy equipment), and vocational courses in horticulture could also be offered. Preferably, the Ministry of Training, Colleges and Universities will support a renewed Kemptville College in order for the intended educational programs to be provided by a recognized Ontario college. Alternatively, a private career college will be formed.
The core of the education and training pillar will be on climate change adaptation/mitigation. The hub will represent the entire continuum of education, from junior kindergarten to adult education. The hub model creates a setting for just-in-time education on climate change, with opportunities for interactive learning and pre-class assignments with other hub tenants. Primary and secondary schools will be sought as potential tenants to promote an understanding of climate change and the internalization of low-carbon practices from a young age. Continuing education tenants will also enable the climate change hub to reach adults that have been out of the educational system. Vocational horticulture training will ensure that the hub is making climate change the core of the entire spectrum of education.
Health and Wellness
In addition to a geographic impact, climate change has a very real impact on human health and wellness. Increasing particulate matter from decreasing air quality can increase the risk of heart attack or stroke, rising temperatures make a fertile breeding ground for water-borne diseases, longer and fiercer pollen seasons are expected to worsen respiratory symptoms, and extreme weather and natural disasters can harm mental health and stress levels. As a result, low-carbon innovations that mitigate climate change can enhance personal health and wellness and ensure the future health of communities and the region. An environmental health and wellness approach is intended to foster a sustainable relationship with nature and improves individual wellness by encouraging the maintenance of personal surroundings.
Under this pillar, a cold-climate solar greenhouse could provide vocational training for individuals with developmental disabilities and post-traumatic stress disorders to improve the health and wellness of the community. The program can improve the mental health of these individuals by reducing stress levels through horticulture and improving confidence through job training. The program could also be positive for the community by lessening the impact of climate change and associated health risks.
Economic Development
The hub will contribute to the community’s development by transforming the region into a leader in low-carbon innovation in agriculture. Economic growth opportunities relating to climate change innovation are projected to evolve from a changing political climate and priorities at the provincial, federal, and international levels. New opportunities for the region’s businesses and an increase in economic activity are anticipated due to a first-mover advantage. The hub model can attract business from the surrounding regions by making Kemptville College
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the centre of low-carbon innovation in agriculture, forestry and water resource management. Local businesses could also benefit from highly skilled workers and members of the community could enjoy new employment opportunities due to their competitiveness in the labour market.
The rejuvenation of Kemptville College will develop skills and best practices in retrofitting buildings and net zero home design that could be the basis of new business ventures and a major boost to the region’s economy. Co-working/maker spaces and a dedication to innovation could also promote entrepreneurialism and new business ventures. The cold-climate solar greenhouse can produce crops and plants for sale, while also promoting an innovative horticultural method that can have positive economic spinoff effects for the region. Student-run enterprises can also be incubated in the co-operative education courses and co-working spaces on campus until such time they are viable as local small businesses.
Figure 1. The Hub’s Three Pillars
Education and Training
Health and Wellness
Economic Development
Community Hub
To bring together relevant stakeholders in Ontario agriculture from public, private, and non-profit organizations to provide a
comprehensive, holistic approach to addressing climate change adaptation in agriculture, forestry, and water resource management.
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SECTION 2: MARKET ASSESSMENT
Summary of Market Assessment
Findings: • The proposed venture provides a unique community hub that promotes applied climate change
adaptation/mitigation in agriculture, forestry and water resource management with service offerings that are not provided by other competitors in the market
• Market trends indicate that the venture has significant potential due to market trends favouring climate change initiatives
• The agricultural college is not a viable venture on its own, but is valuable as a tenant in a larger community hub
• The hub model can create synergies and value chains due to the sectors and industries represented as tenants
Risks: • Developments in the Canadian economy could make climate change adaptation/mitigation less of
a concern in the agricultural sector • MTCU may not support Kemptville College as a recognized Ontario college, resulting in the risks
associated with creating a private career college • The requirements of such a diverse range of tenants can be complex, as their needs on campus
may not be compatible
Assumptions: • The price currently being charged to tenants on campus will remain relatively the same under the
new venture
Gaps: • While many potential tenants have expressed interest the proposed climate change mandate of
the venture, the ability to attract first-paying tenants is unknown.
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SWOT Analysis
Detailed Definition of the Venture
The Municipality of North Grenville will transform Kemptville College into a multi-tenant education and community hub for low-carbon innovation in agriculture. The campus will provide space to bring together service providers to help the surrounding area by offering a range of supports such as education, applied research, training, and economic development opportunities for low-carbon innovation in agriculture, forestry and water resource management. The multi-tenant model will allow tenants to streamline costs on the administrative level, spread risk, and, at times, collaborate through shared service provision. Collectively, the tenants on campus will form a community hub. The hub will be incorporated as a non-profit organization that is responsible for the operations and maintenance of the campus. Tenants will be able to lease/rent buildings, land, and facilities from the organization. The Municipality will own the campus land.
A key tenant will be an agricultural college that offers certificates, extension education, and modular education. The college will focus on applied education in agriculture, forestry, water, food security, and trades training. The college will not be an altogether new organization, but a continuation of the longstanding Kemptville College
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under new ownership. Trades training will be a particular focus of the educational programming due to Kemptville College’s historical focus on this area, resulting in purpose-built buildings with limited adaptive re-use. Trades training in diesel and heavy agriculture, welding, and horticulture will be carried over from the previous curriculum and could be offered beginning in September 2017.
The Municipality intends to have the renewed Kemptville College recognized by the Ontario Ministry of Training, Colleges and Universities. The renewal process will provide the college with 18-24 months to develop the new modular curriculum that emphasizes relevant and practical training in low-carbon innovation through hands-on, contextual learning. The new curriculum is expected to be available in September 2018. If a college charter is not granted, then a private career college will be created. The Municipality will contract external faculty to teach at the college on a fee-for-service basis.
The core of the modular curriculum will be foundation courses on small business innovation and entrepreneurial skills development. The new curriculum is meant to foster new business ventures in the region and to create new jobs. Students will learn fundamental business skills and will be able to tailor their education to particular business sectors by choosing the other courses they will add to their core curriculum. Co-operative education will be a significant component of the curriculum with modular course offerings that foster the development of student-run enterprises. These student-run businesses will be able to leverage the facilities, services, and expertise available through the campus co-working spaces.
The community hub will include two co-working spaces. These shared spaces are intended to create a process whereby low-carbon innovations are brought into the hub, learned by the community, and made into commercial ventures. A cold-climate solar greenhouse and a co-working office/maker space are projected to be available after the college’s new modular curriculum comes into effect.
The cold-climate solar greenhouse will be built on campus to promote food security, support the local economy, reduce greenhouse gas emissions, and grow year-round. The space can be used by tenants, local horticulturalists, college students, individuals seeking vocational training, and in the promotion of health and wellness. The greenhouse will also act as a showcase piece to provide an example of the type of low-carbon innovation that can be developed at the college. The co-working office/maker space will serve as business incubator for local entrepreneurial ventures in agriculture and the trades. As part of the co-working space, start-up businesses will enjoy privileged access to expertise, skilled labour, government officials, trade associations, agricultural networks, and markets.
Other tenants will come from the private, public, and non-profit sectors in the region to populate the remaining spaces on campus. To capitalize on synergies, the Municipality will seek tenants that are interested in integrating the hub’s foundational value of low-carbon innovation into their activities on campus. The applied nature of the venture is intended to have a tangible impact, produce change, and solve problems through low-carbon innovation in agriculture. The hub model will assist in turning education and training into practical solutions that can be implemented by tenants to combat climate change. Students at the college will equally benefit from their education and training being informed by real-world problems and expertise encountered by other tenants in the hub.
The community hub will promote new agricultural, forestry and water resource management practices with a sustainable carbon footprint through education, training, and implementation. Potential impact areas include:
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permaculture in fields, crops, and active farming; methane reduction through genetic and forage innovation; forest management; water conservation; and green construction/retrofitting. It is anticipated that creating an ecosystem for low-carbon innovation in agriculture will produce economic development by reducing costs for local businesses that will benefit from new agricultural methods. Additionally, the region will become a leader in agricultural best practices in climate change innovation that will create economic opportunities through a first-mover advantage. Being the first to enter the market will allow the hub to build superior brand recognition, loyalty, and provide the time necessary to perfect the services on offer. The region’s health and wellness will also be promoted through an opportunity to lease space to tenants that provide vocational training in horticulture for individuals with mental health issues, intellectual disabilities, and post-traumatic stress disorders.
Market Needs: Low-Carbon Innovation
Significant growth is anticipated in the low-carbon innovation sector of the agriculture and agri-food industry. The Government of Canada’s commitment to limiting global warming to 1.5 degrees Celsius at the recent Paris Climate Change Conference will particularly require advancements in low-carbon innovation within the agricultural sector to meet this goal. Some farming activities - raising livestock, using on-farm equipment such as tractors or food processing - add emissions. Plants and vegetation, on the other hand, absorb carbon dioxide and store it in plant material and the soil, thereby reducing atmospheric carbon. Advancements in the agriculture and agri-food industry will therefore be integral in achieving Canada’s goals regarding climate change.
The Government of Ontario is in the process of launching a new climate change strategy that will reduce emissions 15% below 1990 levels by 2020, 37% by 2030, and 80% by 2050. Agriculture and agri-food represents 6% of the province’s emissions and will play a key role in the government’s priorities going forward.1 In outlining its climate change strategy, the government has stated: “While agriculture has been able to adapt to recent changes in climate, increased innovation and tools to support farmers will be needed to ensure the rate of adaptation in agriculture can keep pace with the changing climate over the next 25 years. Working with the farming community will be critical to ensuring the resilience of the sector.”2 Ontario will specifically target innovation in land use planning, climate-smart farming practices, and energy efficiency to promote sustainable agriculture. Ongoing sustainable forest management will also be targeted to ensure forests’ continuing contribution to climate change mitigation by absorbing and storing carbon dioxide. Improved water resource management help mitigate the impacts of drought on food production and extreme weather on infrastructure such as storm sewers. The private sector has also expressed the need for low-carbon innovation in agriculture. The Ontario Federation of Agriculture (OFA), Canada’s largest voluntary general farm organization representing more than 36,000 family farm businesses in Ontario, has recently proposed a focus on taking climate change action in a pre-budget submission to the Government of Ontario.3 In the submission, the OFA recommends an investment in climate change mitigation and adaptation opportunities from efficiencies, research, knowledge translation and
1 Ontario’s Climate Change Strategy, Government of Ontario, 2015. https://dr6j45jk9xcmk.cloudfront.net/documents/4928/climate-‐change-‐strategy-‐en.pdf 2 Ibid. 3 Submission to the Ontario Standing Committee on Finance and Economic Affairs, Ontario Federation of Agriculture, February 2016.
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technology transfer to further increase rates of innovation to reduce climate change impacts.4 This includes new technological innovations that reduce or eliminate emissions, while investigating the adaptability of existing, underutilized technologies.5
Market Need: Agricultural Labour
The market demand for skilled agricultural labour is high. Industry stakeholders have expressed significant concern about the immediate labour challenges facing Canadian agriculture and agri-food businesses. The Canadian Agricultural Human Resource Council estimates that vacancy rates in the agricultural industry are 10% for small farms, with 27% of the demand for seasonal workers unfilled.6 On larger farms, vacancies were estimated to be 9%, with 20% vacancy rates for seasonal positions.7 In a Food Processing Human Resource Council study, food and beverage processing firms reported that they face the biggest challenge in finding appropriate candidates for the following occupational categories: skilled workers and operators (32%), precision workers (27%), labourers (25%), supervisors (20%), and technicians/technologists (18%).8
Employers attribute the agricultural labour shortage to such factors as an aging workforce; less reliance on family labour; lack of education about food production/processing, farming, agriculture and agri-food; and a lack of coordinated effort to recruit and retain workers and promote the industry.
Market Need: Viability and Potential
Based on Guelph University financials, Kemptville College has been facing an operating shortfall since 2012, leading to an overall deficit position due to unresolved structural issues and low student enrolment. The number of enrolled diploma students at Kemptville College peaked in 1996 at 320.9 Meetings, discussions, and correspondence with eight universities and colleges in Canada and the United States have not generated a commitment to take over the provision or management of the academic programs at Kemptville College. The educational institutions indicated that the current small number of students is insufficient to secure their interest in developing a financially feasible proposal to provide academic programs on campus.10 Kemptville College in its current form is, therefore, not a viable business venture as a stand-alone academic institution.
Several proposals have been submitted by other organizations for use of parts of the campus. Many buildings have the potential to be used as office and event space and the campus also includes considerable arable land, a sugar bush, a modern dairy barn, and equine facilities. It has been determined that a third party acting as a
4 Ibid. 5 Ibid. 6 Addressing Labour Shortages in the Agriculture & Agri-‐Food Industry through a National Labour Action Plan, Labour Task Force, October 11, 2013. 7 Ibid. 8 Ibid. 9 Future of the Kemptville College Campus, Report of the Honourable Lyle Vanclief, December 8, 2014. 10 Ibid.
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landlord, manager, and facilitating body with collaborative partners could viably develop and renew the campus as a diverse education and community hub for Eastern Ontario.11
The community hub model offers many potential benefits for the venture to successfully impact low-carbon innovation in agriculture. Research demonstrates that a holistic approach is needed to drive the adaptation of farm management decisions that improve the environment. A recent Canadian study determined the key to successful adoption of environmental practices in agriculture: good cooperation and communication among various stakeholders in the development and application of technology, fostered by the leadership of farm organizations, and effectively lobbied by government organizations with the support of applied research.12 The multi-pronged approach to climate change adaptation - connecting agricultural stakeholders, farmers, government organizations, and applied education – makes the hub model viable in promoting low-carbon innovation in the agricultural sector.
The Organization for Economic Cooperation and Development (OECD) concludes that an agricultural sector that contributes to greenhouse gas mitigation and adaptation to climate change is likely to require a combination of market-based instruments and other tools (habits, cognition, and norms) which can influence farmer behaviour.13 A hub for climate change innovation in agriculture provides a combination of instruments to achieve the adoption of environmental practices in agriculture. The application of new agricultural innovations can provide market-based incentives for adoption by reducing costs. Partnerships with government organizations provide policy instruments (subsidies, tax relief, tax penalties) with a similar monetary incentive.
Research has shown that the inclusion of diverse agricultural stakeholders in a hub model can be beneficial in changing social norms. The likelihood of adoption increases when: communication occurs among participants, participants know who has agreed to change their behaviour and their conformance is being monitored, participants jointly see themselves as sharing responsibility for future outcomes, and information is reliable and frequent.14 Community hubs provide these networks, norms, and social capital that impact individual and group action simultaneously. Research from the OECD has shown that collective action in the agricultural sector has been identified as a key point in achieving a better environment in rural areas.15
A number of studies have shown that the applied education component of the community hub is integral in the adoption of environmentally sustainable practices in agriculture. A review of the impact of different variables on changes in environmental behaviour amongst farmers demonstrates that education, technical assistance, participation in programs, and how information is gained are some of the main drivers in the adoption of sustainable practices.16 The positive relationship between education and adoption of environmental practices is particularly strong in North America.17 An Agriculture Canada study found that higher education was found to
11 Ibid. 12 Knowledge Impact in Society, C. Lindwall and B. Sonntag, University of Saskatchewan, 2010. 13 Farmer Behaviour, Agricultural Management and Climate Change, OECD, 2012. 14 A Polycentric Approach to Coping with Climate Change, Elinor Ostrom, World Development Report, 2010. 15 Farmer Behaviour, Agricultural Management and Climate Change, OECD, 2012. 16 Ibid. 17 Ibid.
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significantly increase the adoption of environmental best practices by producers, possibly because management and decision-making skills are needed to obtain optimal results.18 A recent report19 commissioned by Province advances the idea that community hubs are vibrant centres of community life that generate economic and social benefits. Community hubs provide a central access point for a range of needed health and social services, along with cultural, recreational, and green spaces to nourish community life. Whether virtual or located in a physical building, whether located in an urban neighbourhood or a rural community, each hub is as unique as the community it serves and is defined by local needs, services and resources. They are places where people come together to get services, meet one another and plan together. No community hub is like another, as each brings together a variety of different services, programs and/or social and cultural activities to reflect local community needs. It is this diversity of activity that allows community hubs to play a critical role in building economic and social cohesion in the community.
Target market to support business
Potential partners/tenants in the creation of the education/community hub have been identified through shared objectives, statements of interest, and alignment with campus facilities. The target market of organizations to create an education hub for climate change has been segmented in forestry, horticulture, agriculture, government, health and wellness, and educational sectors. These include: private agri-businesses, public sector ministries and agencies, trade associations, non-profits, and educational institutions. Value propositions have been identified to market the venture to prospective customers. The community impact of having prospective customers join the hub has also been assessed.
Competitive Analysis
Kemptville College will face competition in two markets: post-secondary agricultural education and agricultural community hubs. The post-secondary agricultural education market is dominated by a few institutions: Ontario Agriculture College (affiliated with University of Guelph), Fleming College’s Sustainable Agriculture Program (affiliated with Trent University), and Ryerson University. Ryerson’s Centre for Studies in Food Security also operates as an agricultural hub, with partnerships with a number of non-profit and government organizations. The University of Toronto is also included in the competitive analysis due to its ranking in the world’s top 100 agriculture programs.
The agricultural community hubs analyzed include: Agri-Technology Commercialization Centre (ATCC); Agriculture and Food Hub in Rouge National Urban Park; Eastern Ontario Agri-Food Network (EOAFN); Northern Ontario Farm Innovation Alliance (NOFIA); Ontario Agri-Food Venture Centre (OAFVC); and Golden Horseshoe
18 Factors Affecting the Adoption of Agricultural Beneficial Management Practices, Agriculture Canada, 2013. http://www.agr.gc.ca/eng/?id=1338239651578 19 Community Hubs in Ontario: A Strategic Framework & Action Plan, Government of Ontario, 2016. https://www.ontario.ca/page/community-‐hubs-‐ontario-‐strategic-‐framework-‐and-‐action-‐plan
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Food and Farming Alliance. The Golden Horseshoe hub also offers agricultural diplomas through an affiliation with Durham College, while EOAFN and OAFVC offer trade training and extension education.
Product Differentiation Map for Kemptville College
A competitive analysis of the agricultural education/hub market demonstrates a significant value proposition for the Kemptville College venture. While many competitors emphasize practical applications, a number of the agricultural hubs currently in the market focus on creating agri-food value chains (ATCC, NOFIA, OAFVC), with little focus on climate change. Two hubs (Golden Horseshoe and Rouge National Urban Park) and two colleges (OAC and Fleming) that cluster together do not include climate change as their primary objectives, but as an ancillary aspect of agriculture. The University of Toronto explicitly targets climate change, but the school’s agricultural education is theoretical and research-based. Ryerson University falls into a similar theoretical educational model and, along with the EOAFN hub, also emphasizes agri-food. A large gap exists in the market for an organization that provides an applied approach to agriculture and climate change.
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Product Comparison
A comparison of the products/services of competitors demonstrates that the proposed venture is singularly unique in the extensiveness of its offerings. Kemptville College would be the only organization in Ontario to offer an agricultural education/community hub focusing on climate change with applied modular, extension, and trades education. The closest competitor is the Golden Horseshoe Food and Farming Alliance, which does not offer modular or extension education, does not have a climate change mandate, and is located in Southern Ontario. The educational and community space offerings at Kemptville College would make it the most comprehensive agricultural hub in the province.
Barriers to Entry
The proposed hub for climate change innovation and education in agriculture faces social, political, and economic barriers to entry. Individual beliefs about whether climate change is caused by humans can impact the viability of the venture and support for its mandate. The Ontario Ministry of Training, Colleges and Universities can decide to restrict entry into the post-secondary education market by refusing to certify any more colleges. If Kemptville College’s certification is not supported, then the venture’s educational component will be put at risk. Similarly, the failure of government environmental entities to sanction the venture would negatively impact the legitimacy of the project. The capital requirements necessary to transform the current campus into a leading low-carbon innovation hub can also be prohibitive, requiring government funding or the sale of parts of the campus. A number of prospective hub tenants may also find that the cost of changing their current office - or starting operations in a new town or region - is too high to consider.
Social Barriers • Individual beliefs Political Barriers • Government policy
Economic Barriers • Capital requirements • Switching costs
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SECTION 3: TECHNICAL ASSESSMENT The technical assessment section takes into account the technical feasibility of the venture as described in the project description and market assessment.
Description of Kemptville College20
Kemptville College is an agricultural college and experimental farm located in the Municipality of North Grenville in eastern Ontario. First acquired by the province in 1916, and expanded by additional land purchases in 1920, 1955, and 1967, it now comprises approximately 850 acres and 52 buildings. The land base includes a built up area of 80 acres (buildings and maintained grounds), 630 acres of crop lands and forested areas on the west side of County Road 44, and 140 acres of livestock buildings, a livestock arena and crop lands on the east side of the county road. The college includes 45 buildings of significance (small shed excluded) ranging in age from
20 Statement of Heritage Value, N00955 – Kemptville Agricultural College
Summary of Technical Assessment Section
Findings: • Significant capital investment will be required to catch up on deferred maintenance for the
buildings and in-ground infrastructure • Market value of campus appears to be less than costs to improve campus • Purpose built buildings are in alignment with proposed tenants but will likely require some capital
to upgrade, renovate or re-adapt.
Risks: • Operating and maintenance costs cannot be attributable to individual buildings • Risk is that financial model may either under-estimate or over-estimate the operating costs
Assumptions: • BDO analysis is based on:
o 2006 Phase 1 Environmental Assessment o 2009 Building Condition Assessments o 2010 Market Appraisal Report and 2015 Land Use Study o 2010 Designated Substance Report o 2016 In-ground Infrastructure Assessment
Gaps: • Current market appraisal • Cost estimate for new cold climate greenhouse, interior renovations to update office space and
for any adaptive re-use
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approximately 15 to 100 years old). In addition to several buildings containing classrooms, labs, meeting halls and administration offices, the college facilities include a heavy equipment area, equine facilities, welding facilities, a free-stall dairy barn with a robotic milker, stables, a livestock arena, a maple sugar bush and syrup production facility, sports field, a cafeteria and two student residences. The college is bisected by 2 CPR rail lines (including one which has been abandoned), Prescott Street, a hydro line, a stream and several drainage ditches.
The western portion of the college is fronted by three original school buildings: the three-storey, brick, Purvis Hall (built 1917-18 as the Stock Judging Arena); the three-storey, brick, Administration Building (built 1919 as classroom space); and the 1.5-storey, Tudor Revival style, Cafeteria (built 1921 as the students’ residence; also known as Alumni Hall). Adjacent to these is a two-storey, stone farmhouse (Leahurst House, built ca1845 and expanded ca1910), that predates the school’s use of the site. These four buildings are set back from the highway and fronted by open lawns, mature trees and a gently curving roadway.
Subsequent school buildings are generally low-rise with flat roofs and brick exteriors, and are set out along a cruciform road grid to the rear of the original buildings. They include: Gibson Hall (built 1938 as a dairy school, addition 1966); F.J. Parish Building (built 1952-3 as an agricultural engineering building); the Ontario Government Building (built 1954); Veterinary Laboratory (built 1957-60); Fraser Hall (built 1957-8 as the Poultry Service Building); the Power House (built 1963); Rorke Hall (built 1960 as a women’s residence and Home Economics classrooms and laboratories, addition 1965); and Bell Hall (built 1968-71 as a men’s residence). Six buildings in a cluster of farm structures on the east side of Prescott Street date to the establishment and early years of the agricultural function of the school. These are: the Heifer Barn (built 1917 as the horse barn); the Calf Barn/Piggery (built 1917 as the piggery); the Apple Storage Building (built 1917 as the sheep pen); a two-storey frame farmhouse (built ca1918); the Farm Shop (built ca1928); and the Dairy Barn (built 1928, feed room added 1958).
Kemptville College is comprised of 6 separate parcels of land which have a total area of 850.85 acres.
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The Main campus is located along Concession Road and County Road 44. Land Use Area (acres) 1. Main Campus 78.97 2. Equestrian Centre/Farm 178.46 3. Surplus Lands 20.42 4. Surplus Lands 330 5. Surplus Lands 59.04 6. Two Building Lots 18.55
TOTAL 850.85
There are 54 buildings on campus totaling 471,199 square feet. The buildings are clustered in 3 areas on campus as detailed below:
Location # of Bldgs Area (sq ft) Remarks Main Campus 31 299,279 Main Campus
Farm related buildings 20 106,229 Farm related buildings Agro-forestry centre 1 1,767 Agro-forestry centre
TOTAL 52 407,275 TOTAL
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Figure 2: Existing Uses, Kemptville College
Source: FOTENN (2016). Kemptville Agricultural Campus Land Use Study, p.38.
Current State of Assets and Facilities
In the last 12 years, two assessments have been made of the condition of the major building components and systems of each building. Jacques Whitford Limited undertook an audit in December 2004. In their report, all but 2 buildings were reported to be in fair to good condition. The majority of the buildings (30) were in fair condition. In 2009, IRC Batten Sears Group undertook a more recent analysis and submitted their report in September 2010. They examined 22 buildings. The IRC Batten Sears report rated the conditions of each building system in each of the 21 buildings – but did not provide an overall assessment of each building. The report also
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assessed the priorities of the short-term repairs/replacements required within the next 5 years for the various components. The report recommended a capital investment of $6.9M (including inflation, contingencies and HST) over ten years (2010 to 2019).
In 2016, an assessment of the in-ground infrastructure was conducted by Novatech Engineers, Planners and Landscape Architects. Novatech is recommending a full replacement of the Water System (next 0 - 2 years) and Sanitary Sewer System (2 - 5 years) and partial replacement, repairs and maintenance to the Storm Sewer System (0 - 10 ten years). Total cost estimate over ten years (including 25% contingency); excluding taxes and inflation is $6.0M.
The majority buildings that make up the main campus are generally purpose-built for specific uses – classrooms, laboratories, conference centres, residences and greenhouses. In terms of the potential for adaptive re-use, the most “marketable” buildings (i.e. office spaces) and thus likely the most flexible in terms of tenancy represent a small percentage (~10%) of rentable space on ~80 acres relative to the purpose-built and tenant specific farm buildings – which represent a much larger percentage of rentable space (~25%) on ~180 acres. It is assumed that the buildings with very specific and purpose-built uses would be less flexible to lease and would require significant capital investment to re-adapt.
These purpose-built facilities are well positioned for similar uses and occupancies. The office buildings would be the most flexible in terms of tenancy.
Highest and Best Use Considerations21
Highest and best use is defined as “that use which most likely produces the greatest net return over a given period of time”. This net return may be in the form of income or amenities. Alternatively, highest and best use can be defined as “that reasonable and probable use that will support the highest value as of the effective date of the appraisal”.
In order to determine an appraised value of the campus in 2009, Edward Kennedy & Associates performed a market assessment based on a review of the market. Their analysis revealed the following:
“Alternative uses for large institutional properties similar to the subject could range from public to private users”22. The following were some alternative uses identified:
• Health Care Facility • Long-Term Care Facility • Training and Conference Centre • Educational Use • Residential Conversion
21 Kennedy & Associates, page 15 22 Kennedy & Associates. Page 15
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Their conclusion was that the highest and best use is for the continuation of the existing use or other institutional related uses such as a health care facility, long term care facility, training and conference centre, on the ~80 acre (Main Campus), the continued use as an Equestrian Centre/Farm (~180 acres), the continuation of farmland use on 408 acres and potential development for rural residential uses on 20 acres.
The 2015 FOTENN Land Use Study recommended maintaining the existing built-up areas of campus as institutional, and the areas under cultivation as agricultural uses.
Kemptville College Ownership and Management
In April 2006, ownership of the three regional colleges (Alfred, Kemptville and Ridgetown) and 14 research stations was transferred from the Ontario Realty Corporation (now part of Infrastructure Ontario) to Agricultural Research Institute of Ontario (ARIO).
ARIO is a non-profit corporation reporting directly to the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA). OMAFRA is the primary source of funding for ARIO, however it is also funded in part through provincial grants, federal grants, investment income, rental income, lease revenue, royalties and corporate and private donations. Through the ARIO Act, the Institute has the power “to acquire property or any interest therein by purchase, lease or otherwise and may dispose of all or any part of such property or interest therein by sale, lease or otherwise.”23
As of April 2006, the University of Guelph (U of G) assumed full responsibility for the operations and maintenance of lands and buildings associated with the regional campuses and research stations as well as 6,600 acres of land, based on funding provided through OMAF and MRA/UofG Agreement 2008 – for facilities, roads and grounds, maintenance, security, janitorial operations and utilities. U of G manages the properties under a license agreement that is connected with the OMAFRA- U of G Agreement. Since the transfer of the properties to ARIO in 2006, U of G has also been responsible for capital planning, and implementing capital projects funded by ARIO.
23 ARIO Act, Section A, Subsection 4 (3)
OMAFRAOMAFRA
ARIO – Owner/Investor
University of Guelph – Operations and Maintenance; Capital Planning and Capital
Project Implementation
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Operating and Maintaining the Campus
The University of Guelph received funding to operate and maintain the campus. This is their summation of 2013/14 operating costs;
2013-2014 Operating Costs
Kemptville Research Programs Personnel ~ Operating ~ TOTAL $ 1,868,128.00
Campus O&M Personnel $ 695,108.00 Operating $ 1,373,149.00 TOTAL $ 2,068,257.00
Other documentation from the University of Guelph indicates that operating and maintenance costs (excluding personnel costs) along with the costs for utilities, building repairs and maintenance, cleaning, roads and grounds and security for 2013/2014 was $1,552,845.
None of the individual campus buildings have independent metering – so in order to determine the operating and maintenance costs per building, an estimate will need to be done based on square footage. Data is available for the two Government of Ontario offices buildings – as they are leased on a cost recoverable basis.
According to the University of Guelph report (February 6, 2014), there have been up to $4.2 M in capital expenditures including roof replacements, repaving, window replacements and an elevator addition to the Administration Building. In addition, the University of Guelph has been funded $1.2M annually for minor capital improvements.
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SECTION 4: ORGANIZATION ASSESSMENT
Governance Model
Choosing the appropriate governance model is imperative as it will influence the venture’s ability to adapt, grow, and achieve its goals. The governance of a highly complex environment like Kemptville College must take into account that the new venture will house autonomous organizations that have different intrinsic characteristics. The governance model will have to reflect the potential mix of tenants and partners. For this purpose, a constellation model of governance can be useful to embrace operational integration, shared staff and services, co-management of the space, or other innovative solutions.
Alternatively, if the business model requires the venture to operate on a simple tenant-landlord basis, then a traditional governance framework would be appropriate. In the traditional model, the board would govern and oversee operations through committees established along functional lines (finance, human resources, programs, etc.) and delegate management functions down the organizational hierarchy.
A second factor to take into account is the level of centralization of decision-making. Some organizations operate in a business environment where centralized decision-making at the board level is necessary to achieve a focused vision, fast execution, reduced conflict, and organizational control. Other organizations require more flexibility in their operations, de-centralizing the organizational structure so that decision-making is made at the level where the decision is most significant.
The third factor is how lean the governance structure will be. Some organizations require large boards and multiple decision-making processes to ensure compliance with internal policies and external regulations. Other organizations use a lean governance model to promote efficiency, ensuring the maximization of stakeholder value by eliminating unnecessary decision-making processes.
Kemptville College will adopt de-centralized and lean decision-making, with a constellation model of governance for its tenants. De-centralized governance will permit the board to set the objectives of the venture, while allowing the tenants the flexibility to achieve these ends using the means most relevant to each individual organization. A lean governance structure will reduce the operational costs of the venture, while also placing decision-making at the appropriate level in the organizational structure. A constellation governance model will provide tenants with the governance tools necessary for a shared space. All three of these factors combined are aimed at producing the collaborative governance structure necessary for power-sharing in a hub business model.
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Two organizations will be formed through the venture: a municipal non-profit that acts as a landlord to the tenants on campus and an Ontario college. The Municipality of North Grenville will be the primary stakeholder in each organization. The graph below displays the concept of a governance model described in this section.
Collaborative Governance
Lean Governance
De-‐Centralized Governance
Constellation Governence
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The two organizations will share an interlocking corporate Board of Directors for their governance. Since the college is the primary tenant in the municipal hub, an interlocking board will ensure that the objectives and strategy of the two organizations remain entwined.
The basic components of the proposed municipal corporation are as follows:
1) A 100% municipally owned corporation that acts to manage and sustain a multi-tenant postsecondary campus pursuant to a business plan adopted by Municipal Council;
2) An expert volunteer board of directors, appointed by Municipal Council, with specific competencies and skills to oversee the municipal corporation;
3) An independent board that would oversee operations and management, approve strategic partnerships and financial plans, and develop short and long term strategies for the growth of the campus;
4) A lean administrative model providing leadership, capacity, and stability; and 5) A reporting format that ensures annual reporting to Municipal Council as the lone shareholder.
The Municipality will have a seat on the executive board, but will otherwise operate at arm’s length. Other board members will be outside directors chosen from key agricultural stakeholders with high profiles in various sectors. The board will select the Executive Director of the municipal non-profit organization and the President of the college. These positions will report directly to the board.
The board will use the Carver approach of a policy board to build flexibility into the governance structures of the two organizations. The Executive Director and President of the college will be granted significant freedom in determining the means used to achieve the ends of their respective organizations. Board policies will therefore focus on an outward vision and strategic leadership, leaving internal administrative details under the purview of the chief executives. It is important to note that as a wholly-owned corporation, directors and officers and/or the municipal corporation will be governed by applicable Provincial legislation. The municipal non-profit organization will use a constellation model of governance amongst the campus tenants to capitalize on opportunities where partnerships can achieve individual and shared outcomes. A Partnership Council will serve as a stewardship group to further the collective vision of the organization. The council will be composed of a representative from each tenant on campus, including a college representative.
The Partnership Council is responsible for managing shared spaces, common issues amongst tenants, and group investments in campus infrastructure. The structures and initiatives of the collaboration take the form of self-organizing action teams – constellations of activity in which a subset of partners voluntarily participate. Constellations can be formal projects, opportunistic initiatives, or standing subcommittees that guide particular aspects of the work of the partnership.
Anyone from the Partnership Council can ignite a constellation. Within each constellation, one partner takes a leadership role and acts as the authority on this activity. The lead is determined on a case-by-case basis, as determined by the partner’s interests, competencies, and fit with the activity. Constellations are created by the recognition of a need or opportunity, which is matched with the energetic leadership to move a particular issue forward.
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The constellations harness the power of loose coupling – enabling the right tenants to come together based on their own interests and assets. This creates stronger action teams that are harnessing the power of self-interest within the shared vision of the hub ecosystem. Constellations are permeable – encouraging the group to remain relevant by allowing partners to get in and out of the constellation easily.
Legal Model
The municipal landlord organization will be legally registered as a non-profit corporation under Ontario’s Not-for-Profit Corporations Act, 2010 (ONCA). This model will make the organization into a permanent, distinct legal entity that can own property, while limiting the legal liability of directors and officers. The organization will be required to keep records, hold annual meetings, and file annual corporate tax returns.
The organization is eligible to register as a public benefit not-for-profit corporation under ONCA’s regulations. The organization may qualify to register as a charitable public benefit corporation through the advancement of education and a climate change mandate that will benefit the community environmentally and in terms of health and wellness. Alternatively, the organization can register as a non-charitable public benefit corporation if the venture receives more than $10,000 in financial assistance from the provincial or federal government in a financial year. Public benefit corporations receive preferential tax treatment, and face different requirements for audit and review, board composition, and the process of dissolving the corporation.
The college will seek to be recognized as a certified college by the Ontario Ministry of Training, Colleges and Universities. Registration as an Ontario college under the Ontario Colleges of Applied Arts and Technology Act, 2002, will establish the organization as a corporation without share capital that consists of the members of its board of directors.
The Municipality of North Grenville will be the owner of the campus land on which the municipal non-profit and the college conduct their operations.
Staffing Model
The staffing model selected is based on the objective of building flexibility and efficiency into the organizational structures of the municipal non-profit and the college.
Many of the operational staffing requirements will be contracted out to private service providers to minimize the amount of full-time and part-time employees. The municipal non-profit will use private service providers for the operations and maintenance of the campus facilities. The college will use external faculty to teach individual courses on a fee-for-service basis. Both organizations may also contract the Municipality of North Grenville to provide various services, which would result in a paper transfer from a corporation to the Municipality.
The municipal non-profit will require three dedicated full-time employees. The venture will require an Executive Director for the leadership of the organization and accountability to the Board of Directors. A Community Manager will be necessary to manage the needs and relationships with the tenants on campus and external stakeholders.
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Additionally, a Finance Manager and a Receptionist/Administrator will be shared between the municipal non-profit and the college.
The college will require two dedicated full-time employees. A College President will be needed for the strategic leadership of the venture and reporting to the Board of Directors. A Registrar will also be required for the academic managements and administration of the college. A Finance Manager and Receptionist/Administrator will be shared with the municipal non-profit.
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SECTION 5: FINANCIAL ASSESSMENT The financial model is based on existing documentation and considers the different scenarios, meetings and discussions with key stakeholders who provided additional consideration on key assumptions of the project. The model is informed by the proposed approach for the creation of a municipal non-profit corporation and a separate Kemptville College as described in the Governance section. This approach assumes a gradual transition of the operation and ownership of the land and buildings that make up the Kemptville College site.
Pricing Strategy As a non-profit organization, the financial objectives of the venture are based on the recovery of costs. Potential revenue streams to offset costs include: rent from campus tenancy, college tuition and fees, government grants and contributions for the hub’s climate change mandate, private sector sponsorship, the sale of agricultural products produced on campus, and campus events.
The price of tenancy on campus will be established through cost-based pricing. As the primary revenue stream, tenancy will be priced to recover the costs of campus operations and management. The current rate for tenancy on campus ranges between $8.75 and $13.00 per square foot. It is estimated that an additional premium could be charged to tenants for the benefits and savings incurred from the value chains and synergies created by the community hub model.
The price of the modular course offerings on the college campus will be established through market-based pricing. A competitive survey of similar course offerings indicates that prices can range between $200 and $1,500 depending on the length of the course and the facilities and equipment required. The majority of 1-2 month short courses are priced between $580 and $700.
The market rate will also be used for any campus land sold and any agricultural products produced for sale.
The following table summarizes the revenue and expenses for the most viable option and scenario for the municipal non- profit corporation: 2017 2018 2019 2020 2021 REVENUES $1,540.632 $2,615,182 $2,695,571 $2,699,580 $2,703,670 EXPENSES $1,066,256 $2,184,416 $2,499,844 $2,549,241 $2,599,626 NET EARNING (LOSS) $ 463,454 $ 414,100 $ 170,893 $ 126,802 $ 81,698
The following table summarizes the revenue and expenses for the most viable option and scenario for Kemptville College:
2017 2018 2019 2020 2021 REVENUES $ 234,046 $847,673 $1,069,166 $1,104,757 $1,139,354 EXPENSES $ 496,805 $1,035,481 $1,085,479 $1,097,142 $1,109,038 NET EARNING (LOSS) $(266,764) $ (194,739) $ (23,595) $ 333 $ 23,393
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SECTION 6: CONCLUSION The proposed municipal non-profit corporation and college are feasible. This conclusion is based on an extensive review of the market, the technical assessment, the organizational model, and financial projections.
The main conclusions of the feasibility study are:
• Significant growth is anticipated in the low-carbon innovation sector of the agriculture, forestry and water resource management industries. The federal and provincial governments have made climate change a central pillar of their policy priorities. The private sector has also expressed the need for investment in climate change mitigation from new technological innovations and underutilized technologies.
• Community hubs can play a critical role in developing the economic and social cohesion of a community. The community hub model provides a forum for cooperation and communication among various stakeholders in the development and application of technology, fostered by the leadership of farm organizations, and effectively lobbied by government organizations with the support of applied education. In this way, community hubs can also provide the networks, norms, and social capital that impact individual and group behaviour on climate change.
• The agricultural college would be a viable venture as a valuable tenant in a larger community hub. In its current form, the college is not a viable venture on its own. The college has demonstrated a number of inefficiencies associated with operating a significant campus infrastructure with a modest number of students. The college has been facing an operating shortfall since 2012, leading to an overall deficit position due to unresolved structural issues and low student enrolment. As a result, other colleges have expressed little interest in developing a financially feasible proposal to provide post-secondary academic programs on campus.
• A large gap exists in the market for an organization that provides an applied approach to low-carbon innovation in agriculture, forestry and water resource management. A competitive analysis of the agricultural education/hub market demonstrates a significant value proposition for the Kemptville College venture. Competing organizations often focus on agri-food instead of climate change, and some are more theoretical than applied.
• The educational and community space offerings at Kemptville College would make it the most comprehensive agricultural hub in the province. A comparison of the products/services of competitors demonstrates that the proposed venture is singularly unique in the extensiveness of its offerings. Kemptville College would be the only organization in Ontario to offer an agricultural community hub focusing on climate change with applied modular, extension, and trades education.
• There are a number of potential tenants that would find value in a low-carbon innovation hub and would make a positive impact in the community. Potential partners have been identified through shared objectives, statements of interest, and alignment with campus facilities. The target market comes from the forestry, horticulture, agriculture, government, health and wellness, and educational sectors. These
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include: private businesses in property management and animal genetics, public sector ministries and agencies, trade associations, non-profits, and educational institutions.
• Significant capital investment will be required to catch up on deferred maintenance for the buildings and in-ground infrastructure.
• Most buildings are purpose-built for specific uses, leaving limitations on the amount of buildings that can be used for adaptive re-use. Purpose built buildings are in alignment with proposed venture but will likely require some capital to upgrade, renovate or re-adapt.
• The proposed venture would be a 100% municipally owned corporation that acts to manage and sustain a multi-tenant postsecondary campus pursuant to a business plan adopted by Municipal Council. An expert volunteer board of directors would be appointed by Municipal Council, with specific competencies and skills to oversee the municipal corporation. An independent board would oversee operations and management, approve strategic partnerships and financial plans, and develop short and long term strategies for the growth of the campus. A lean managerial/administrative model would provide efficiency, capacity, and stability.
• Both the municipal non-profit corporation and the college are financially viable over the long-term under certain conditions. The financial model considers different options and scenarios and their impact on the financial viability of the venture.
A venture such as revitalization of the Kemptville College should be seen as an entrepreneurial initiative. The management of the venture should recognize that the recommended path forward might need to pivot and adapt to the environment and the roadblocks it might encounter. Additionally, it should be recognized that the mix of tenants and partners can influence the direction recommended in the Feasibility Assessments.
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DOCUMENTS REVIEWED Agriculture Canada, (2013). Factors Affecting the Adoption of Agricultural Beneficial Management
Practices. Agricultural Research Institute of Ontario, (n.d.). Property Descriptions - Kemptville College legal
description. Agricultural Research Institute of Ontario, (2015). Kemptville: Building Inventory. Agricultural Research Institute of Ontario, (2015). Kemptville: Property Overview. Canadian Agricultural Human Resource Council, (2013). Addressing Labour Shortages in the
Agricutlure and Agri-Food Industry through a National Labour Action Plan. Doyletech Corporation, (2015). Building on Agri-Food in Stormont, Dundas and Glengarry. Edward C Kennedy & Ass., (2009). Consulting Report, Kemptville Campus. FOTENN, (2015). Kemptville Agricultural Campus Land Use Study. Golder Associates Ltd, (2006). Phase 1 Environmental Site Assessment, Kemptville College. Government of Ontario, (2016). Community Hubs in Ontario: A Strategic Framework & Action Plan. Government of Ontario, (2015). Ontario’s Climate Change Strategy. IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Kemptville College. Kemptville Learning Working Group, (2015). Report to Minister of Agriculture, Food and Rural Affairs.
Kemptville Learning Working Group - Report Back. Kemptville WG, (2015). Kemptville Working Group – Reporting. Appendix 6 - Kemptville WG -
Summary of Investigations. Knowler, D. and B. Bradshaw, Food Policy, (2007). Farmers’ Adoption of Conservation Agriculture: A
Review and Synthesis of Recent Research. Lindwall C. and B. Sonntag, USask, (2010). Knowledge Impact in Society. McSweeney, (2014). 2014 Economic Scan of Eastern Ontario. McSweeney, (2014). Proposal to Establish the Kemptville Centre for Rural Advancement. Moccia, R. , (2014). Overview of Assets, Financial and Programming Areas. University of Guelph Municipality of North Grenville, (2014). Future of Kemptville Campus Expression of Interest. Municipality of North Grenville, (2015). Letter of Intent to the Minister of the Environment & Climate
Change from the Municipality of North Grenville. Municipality of North Grenville, (n.d.). Kemptville Tenant Summary No author, (2014) Five Year Summary of Kemptville Campus Physical Plant Costs. No author, (2014). Kemptville Campus 5 year Financial Overview. No author, (2015). 2014-15 O & M Recovery - Kemptville Cost Summary Interim Final U of G 2014-15. No author, (2015). Building Usage for 2015-16 (Program Delivery). No author, (2015). CAMPUS ONLY - UTILITIES - 2007-2015 Comparison No author, (2015). Kemptville campus minor capital spending by building 2010-15 No author, (2015). Seven Year Projection - Apprenticeships and Post Sec Programs. No author, (n.d.) Apprenticeship & CODA Summary Financials No author, (n.d.). Infrastructure capital estimates, CCTV inspection review and recommendation. No author, (n.d.). Kemptville Campus Financial Structure. No author, (n.d.). List of Chattels. No author, (n.d.). Statement of Heritage Value, Kemptville Agricultural College. OMAF/MBS Facilities (2005). Cultural Heritage Assessment, October 12, 2005.
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Ontario Agricultural College, UGuelph, (2010). Regional Campus Real Estate & Infrastructure Assessment
Ontario Agricultural College, UGuelph, (2014). Delivering Agricultural Research & Education for Ontario - Business Case Assessment for Kemptville Regional Campus.
Ontario Agricultural College, UGuelph, (2014). Planning for Ontario's Future Agri-Food Workforce. Ontario Federation of Agriculture, (2016). Submission to the Ontario Standing Committee on Finance
and Economic Affairs. Organization for Economic Cooperation and Development, (2012). Farmer Behaviour, Agricultural
Management and Climate Change. Ostrom, Elinor, World Development Report, (2010). A Polycentric Approach to Coping with Climate
Change. Pede, James, (2015). Seven-Year Financial and Enrolment Projection for the Feasibility of Kemptville
College. Pinchin Environmental, (2007). Asbestos Building Materials Report. Sender Environmental Consulting Engineer Scientists, (2010). Survey for Asbestos-Containing
Materials. Symon, F., Carre, B. (2015). Follow-up on Submissions to Honourable Lyle Vanclief. Appendix 5 - WG
Outreach Letter University of Guelph, (2013). U of G Program Prioritization Process Task Force Report. University of Guelph, (2014). Actual Summary of KC AG DIPLOMA funds Sample Page. Detailed
summary by fund, unit and project. University of Guelph, (2014). Ontario Agricultural College: Planning for Tomorrow. University of Guelph, (n.d.). Campus Map. University of Guelph, GRC Architects, (2013). Design Charrette. University of Guelph, JRG CONSULTING GROUP, (2012). Planning for Tomorrow for OAC: Input from
Industry. Vanclief, L. (2014). Future of Kemptville College Campus.
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