Municipality of North Grenville

BUSINESS FEASIBILITY ASSESSMENT
KEMPTVILLE COLLEGE
Municipality of North Grenville
March 29, 2016
TABLE OF CONTENTS
Introduction ............................................................. 3
Section 1: Project Description ....................................... 5
Section 2: Market Assessment ........................................ 8
Section 3: Technical Assessment ................................... 38
Section 4: Organization Assessment ................................ 55
Section 5: Financial Assessment .................................... 62
Section 6: Conclusion ................................................. 67
Documents Reviewed ................................................. 67
INTRODUCTION
Established in 1917 by the Ontario Government, Kemptville College is one of the most prominent institutions in
the community. The College has a 99-year old history of contributing to the economic development of North
Grenville and Eastern Ontario. The colleges traditional role in the agricultural economy and training in the
region has long been recognized as a defining element of the local economy.
The University of Guelph announced in March 2014, that it would no longer support the continuation of
educational programming at the Kemptville College due to low enrolment, inefficient program delivery, an
aging physical footprint, and low research output.
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 land intact, and maintain its position as a driving
force in the regions economy.
The objective of the feasibility study, required under Section 203 of the Municipal Act, 2001 and 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 Kemptville College.
The Municipality of North Grenville has long been recognized as a progressive leader in sustainable
development within Eastern Ontario. By leveraging the communitys Green and Growing brand, North
Grenville supports the promotion of farm practices that encourage the conservation of surface and
groundwater resources, aquatic habitat, woodlands, wetlands, wildlife habitat and natural features.
North Grenvilles vision for the renewal of Kemptville College is to create an agriculture, forestry and water
resource management centre for climate change adaptation as a non-profit multi-tenant education and
community hub. The municipality recognizes that no one tenant can assume responsibility for the entire
campus. The venture will 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. Multiple tenants will be sought to leverage synergies and ensure that the value of the venture
amounts to more than the sum of its parts.
The expected outcome of the venture is a rejuvenation of the role that Kemptville College has historically
played in the economy of Eastern Ontario. Kemptville College was created in 1917 with the cooperation of the
federal and provincial governments to address dramatically declining food production and food security in
Ontario through agricultural innovation. Almost a century later, the campus has the opportunity to renew its
mandate and update its objectives by using new techniques, technologies, and skills to address todays source
of agricultural insecurity by mitigating the effects of climate change.
This feasibility study explores the vision for the renewal of Kemptville College to determine whether it can
meet the requirements of a successful not-for-profit corporation.
SECTION 1: PROJECT DESCRIPTION

A non-profit multi-tenant education and community hub will be created through the re-development of the
Kemptville College campus. The venture will be a strategic and focused initiative to address Ontarios
greenhouse gas targets as they relate to agricultural production and supply. Using a community hub model, the
venture will 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.
The future demand for an agriculture, forestry and water resource management hub for low-carbon innovation
is projected to be high. Recent developments at the Paris Climate Change Conference and in the Government
of Ontarios 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
Ontarios 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 nontraditional agriculture. Research shows that the proposed community hub model is ideal as education and a
tight network of agricultural stakeholders are integral factors in changing social norms regarding environmental
practices.
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 and the
reduction of greenhouse gases in the agricultural sector. Other tenants will include businesses, government
organizations, trade associations, educational institutions, and charitable organizations related to forestry,
horticulture, agriculture, and water resource management. 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 brings agricultural products to
market.
Tenancy is expected to produce a greater proportion of the ventures revenue than tuition due to expressions
of interest for campus space and the projected small size of the college. 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 environment. Initial costs include upgrading campus facilities, purchasing a solar
greenhouse, 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.
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 hubs objective of addressing climate change adaptation
in agriculture, forestry and water resource management.
Education and Training

Kemptville Colleges updated post-secondary education and training programs are intended to promote the
knowledge transfer of innovative environmentally sustainable agricultural practices to the region and the
province through low-carbon applied training. 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 renew Kemptville Colleges charter so the educational programs will be provided
by an Ontario college. Alternatively, a private career college will be formed.
The core of the education and training pillar will be on climate change adaptation. 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
education 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 communitys development by transforming the region into a leader in lowcarbon 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 regions 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 the centre of low-carbon innovation in agriculture, forestry and water resource
6
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 regions 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 Hubs Three Pillars
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.
Education and
Training
Health and
Wellness
Economic
Development
SECTION 2: MARKET ASSESSMENT

Summary of Market Assessment Section
Findings:
The proposed venture provides a unique community hub that promotes applied climate change adaptation
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 a 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 in the
list of potential tenants
Risks:
Developments in the Canadian economy could make climate change adaptation less of a concern in the
agricultural sector
MTCU may not renew Kemptville Colleges charter, 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 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.
1) Review and evaluation of existing market information

SWOT Analysis
Strengths
Comprehensive facilities: Kemptville College contains a land base of 847 acres, of which 1/3 is arable.
The campus has 52 buildings including a few small sheds. In addition to several buildings containing
classrooms, labs, meeting halls, and administration offices, the Campus 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 fields, a cafeteria,
and a student residence.
Historic reputation: As one of the most prominent institutions with the community, the 97 year old
Kemptville College has long been recognized as a defining element of the local economy, having
significant regional impact beyond the boundaries of North Grenville. The college is widely recognized
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as the catalyst for the adoption of innovative agricultural practices and research, increasing the
productivity and profitability of agriculture in Eastern Ontario for many decades.
Agricultural expertise/location: Kemptville Colleges central location in Eastern Ontario has been ideal
in encouraging agriculture and rural groups to come together to discuss common issues and facilitate
innovation and the exchange of information. The colleges central location is also ideal for educational
opportunities for members of the regions agricultural sector, who may not have the ability to leave the
farm during business operations.
Weaknesses
Need for new educational programming: Some of the current educational programs will not be relevant
to the needs of the new venture. An analysis conducted by the University of Guelph determined that a
number of Kemptville Colleges current programs are underperforming.1 These programs will need to be
re-structured or eliminated for the adoption of the new ventures climate change focus.
Phasing out research: Research will not be relevant to a new venture that emphasizes applied training.
Current research projects will need to be phased out. Kemptville Colleges current research activity is
primarily focused on dairy cattle studies overseen by one researcher. The University of Guelph recently
announced that all dairy research at Kemptville College, including the researcher, will be transferred to
the new Dairy Research and Innovation Centre in Elora.
Capital investment required for building and site re-capitalization and renovation of building interiors to
modernize office space and technology investments to enable educational and horticultural programs:
Many buildings are purpose-built for agriculture and would require major retrofitting if they were to be
re-adapted for other uses. Buildings that are no longer useful may need to be demolished. Significant
capital investment may be required to upgrade the in-ground site infrastructure.
Rural campus setting: Research on the agricultural sector shows that the rural setting of the college
may prevent the attraction and retention of students due to distances from services and urban
amenities.2
Opportunities
Agricultural labour shortage: 58% of agricultural producers polled online stated that they have a
shortage of qualified labour now and 68% reported that they expect to have a shortage of qualified
labour in 2016 or beyond.3
Agricultural skills shortage: A large gap currently exists in Ontario in the supply of graduates trained in
agriculture and food programs and the difficulties employers are having finding suitably trained
graduates. Employers are looking for subject matter experts in crop science, animal sciences, genetics,
Delivering Agricultural Research and Education for Ontario: Business Case Assessment for Kemptville Regional Campus, University of
Guelph, February 6, 2014.
2
Addressing Labour Shortages in the Agriculture & Agri-Food Industry through a National Labour Action Plan, Labour Task Force,
October 11, 2013.
3
Proposal to Establish the Kemptville Centre for Rural Advancement, McSweeney, October 29, 2014.
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and laboratory sciences. Soft skills are also sought when hiring, including communication, teamwork,
and presentation skills, as well as organization and time management, multitasking, and practicality.
Role in Eastern Ontario agriculture: Leeds and Grenville accounts for 8.6% of all agriculture businesses
in Eastern Ontario, totalling 513 businesses in 2012.4
Growing agricultural businesses: The number of agricultural businesses in Leeds and Grenville grew
26.4% between 2008 and 2012, the second fastest growth rate in all Eastern Ontario counties.5
Demand for marketing and distribution expertise: Small producers compete through reputation, wordof-mouth, and limited advertising in local press and farm trade papers. They provide their own
transport and rely on others for distribution networks to reach customers.
Demand for applied education: There appears to be a fundamental shift within the marketplace for
more applied, competency-based learning which is causing existing post-secondary institutions to rethink how they offer education.6
Demand for new crops and technologies expertise: Agricultural schools in Eastern Ontario have no
expertise in new crops or new farming technologies. For example, the closest source of hops know-how
is the University of Vermont and the closest source for organic farming is Fleming College in
Peterborough.
Demand for local and regional food: Despite a significant increase in the demand for local and regional
food, small and medium companies are unable to meet this demand due to limited market access.
These companies use direct-to-consumer strategies such as farmers markets, farm stands, and
community supported agriculture, but are unable to effectively compete in traditional distribution
systems.
Growth in enviro/green agriculture: New innovations in solar greenhouses, soil management to enhance
carbon capture, and pollinator habitat management provide new tools to reduce greenhouse gas
emissions.
Health and wellness: There is a growing connection between health and wellness and
agriculture/horticulture, with increasing demand for foods and activities that promote healthy
lifestyles.
Farm transfer/succession: There is a need for capital and skills in farmland lease financing due to a
large demographic group of farmers that is aging and facing retirement.
Agri-food hub in Stormont, Dundas, Glengarry: A 2015 proposal to create an agri-food hub in Stormont,
Dundas, and Glengarry counties can result in a strategic partnership with another agricultural hub in the
Eastern Ontario region.
Threats
Low enrolment: Changing demographics resulting in lower enrolment has impacted the post-secondary
sector in Ontario, including Kemptville College. Post-secondary institutions face a declining pool of
Building on Agri-Food in Stormont, Dundas and Glengarry, Doyletech Corporation, February 2015.
Ibid.
6
Kemptville Learning Working Group A Report to Minister of Agriculture, Food and Rural Affairs, OMAFRA, November 2015.
5
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students now that the baby boom echo has passed through the education system.7 Enrolment has
declined 34% at Kemptville College between 2010 and 2014, with declines occurring in all programs on
offer.8
Shift to temporary seasonal labourers: In 2012, 39,700 temporary foreign workers were employed in
agriculture. The agricultural sector employs 20% of all temporary foreign workers in Canada.9
Shift in employment to food and beverage: The number of workers in primary agriculture has declined
20% over the past 30 years, while employment in the food processing industry has remained relatively
stable over the past 10 years.10
New technologies: Due to labour shortages, many operators have incorporated capital-intensive, laboursaving technologies to facilitate, automate and mechanize all stages of the production process. Such a
development can impact the demand for agricultural education programs and their relevancy.
Competition for labour from other sectors: Employment opportunities in oil, gas, mining, construction,
and technology companies are often preferred to agricultural jobs and may offer more competitive
wages. There is a negative view of employment opportunities in agriculture, which seriously impacts the
number of students who seek educational programs related to the sector.
Seasonality of Canadian agriculture: The seasonal nature of Canadian agriculture results in a challenge
attracting and retaining domestic workers who might prefer permanent year-round opportunities.
Temporary seasonal labourers may also prefer other opportunities where agricultural work is conducted
year-round, such as in California.
Aging domestic workforce: The largest share of workers in primary agriculture is over 55 years old. The
share of younger workers aged 25-44 has fallen from 38% in 1997 to 29% in 2012.11
Climate change: Ontario is vulnerable to food insecurity. Food security and costs will be early problems
as climate change impacts where and how food is grown. Severe weather anomalies represent a
considerable threat to Ontarios traditional outdoor food production.
MTCU regulations: The Ontario Ministry of Training, Colleges and Universities has expressed that it does
not intend to create any new Ontario colleges over the next five years.
Expansion-averse post-secondary institutions: The declining pool of potential students appears to be
causing institutions to be more focused on consolidating and adjusting their own operations than
expanding their operations to a new campus.12
Ibid.
9
October 11, 2013.
10
Ibid.
11
Ibid.
12
Kemptville Learning Working Group A Report to Minister of Agriculture, Food and Rural Affairs, OMAFRA, November 2015.
8
12
A Vision of Success: Sustainable Agriculture in Vermont

The State of Vermont is a leader in developing sustainable agricultural practices through its academic
institutions. The state sustains over 7,000 farms over 1.2 million acres, or 20% of Vermonts landmass. Dairy
represents 72% of the total agricultural economy and Vermont is the United States largest producer of maple
syrup. Other significant sectors include: cattle and calves, greenhouse/nursery, hay, apples, honey, and corn.
Vermont Technical College: Applied Agricultural Education

Vermont Technical Colleges Institute for Applied Agriculture and Food Systems provides educational offerings
that teach practical, hands-on techniques to meet the agricultural workforce needs around the state. The
educational content is rooted in the belief that all food and fiber production must be science-based and
sustainably support the environment over the long-term through a full-cycle food system. The Institute uses a
cooperative education learning model to provide programs and courses that encourage students to develop the
skills, knowledge, and competency to make an immediate impact in the agricultural or food system.
Students, farmers, and agricultural specialists are supported with educational opportunities related to animals,
plants, soils, food systems, sustainability, mechanical systems, and agriculture business management. The
Institute uses a learning laboratory food loop where students can practice all aspects of functioning agriculture
on campus, from dirt to plant to animal to food processing to dining hall, and then to waste handling, methane
digester, and back to dirt. The programs and courses span the breadth of diversified agriculture from
vegetable, fruit, and berry production to dairy herd management to technical skills such as meat-cutting and
welding.
The institute provides three types of educational offerings. Certificates are available in a number of programs
that range in length from three sessions to three semesters. Many of the components of the certificate
programs are also available as individual short courses, with different offerings each month. The Institute also
offers an extended program during the summer on diversified agriculture, including a service-learning
component. Over eight weeks, students complete three credits in agricultural techniques, three credits in
vegetable crop management, and are exposed to agricultural management and business techniques in direct
marketing, community-supported agriculture models, and wholesale.
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Educational Programming at Vermont Technical College

Certificates
Selected Short Courses
Extended Summer Diversified

Agriculture Program
Working Lands Certificate

Meat Cutting Master Certificate
Labor Management and Human
Resources for Farmers Certificate
Herdsman Training Master
Certificate
Herd Care Certificate
Food Production Master
Certificate
Farm Equipment Maintenance and
Repair Master Certificate
Digester Operations Master
Certificate
Agriculture Business Management

Master Certificate
Anaerobic Digester Operations

Cold Climate Viticulture Series:
Winery & Equipment
Considerations
Maple Vacuum System
Installations
Introduction to GTAW (TIG)
Welding
Art & Science of Natural Dyeing
Tomato Grafting & Production
Artificial Insemination of Dairy
Cattle & Reproductive
Management
Meat Cutting Certificate:
Butchering Basics
Winter Greenhouse Growing in
Cold Climates
Brewing: Science, Safety, Sensory
& Skills
Agricultural Techniques (3
credits)
Vegetable Crop Management and
Production (3 credits)
Agricultural Management and
Business Techniques
Direct Marketing
Community supported
agriculture (CSA) models
Wholesale
Service-learning
Farmstead & Artisan Cheeses:

From Concept to Commerce
In addition to the modular and extended education offerings, Vermont Technical College also offers degree
programs in agriculture. Associate degrees are available in: Agribusiness Management Technology, Dairy Farm
Management, and Landscape Design and Sustainable Horticulture. A bachelor degree is available in Diversified
Agriculture. These programs have a 100% employment success rate after six months. Associate degrees are also
available in Equine Studies and Veterinary Technology.
University of Vermont: A Hub for Agriculture and Climate Change

The University of Vermont (UVM) has created a community hub for agriculture and climate change by
leveraging four of the universitys existing initiatives. UVMs Center for Sustainable Agriculture includes a
Farming & Climate Change program. The program provides educational opportunities and consultation to
producers and other stakeholders, acts as a resource hub and knowledge outlet for research-based information,
works closely with state and federal agencies and non-profit organizations, and performs relevant applied
research. Technical assistance is provided to farmers, agricultural service providers, and policy-makers
regarding sustainable strategies for adapting to - and mitigating the impact of - climate change. The program
also seeks innovative and research-based solutions to climate-related challenges facing the regions
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agriculture. Current research topics include: increasing resiliency of farming systems to moisture extremes,
reducing soil nutrient loss during intense storms, distributed on-farm watershed storage approaches for flood
and drought risk mitigation, and innovative uses of various biomass materials for livestock heavy-use areas. A
main focus is helping farmers adapt to unpredictable rainfall through low-cost irrigation sand filter plans and
improving resistance in row crop production.
The Vermont Agricultural Resilience in a Changing Climate initiative focuses on evaluating and implementing
on-farm climate change mitigation and adaptation practices by working with farmers, agricultural service
providers, researchers, and community organizations. In partnership with farmers, the project identifies the
best strategies related to climate change mitigation and adaptation to the Vermont Landscape, and evaluating
the impact of these strategies on the economic health of farms, their environmental quality, and their
preservation. The project also informs state and federal policy-makers. Funding has been provided by the
United States Department of Agriculture, the Vermont Community Foundation, and the High Meadows Fund.
The initiative has facilitated a farm to plate network, stakeholder focus groups, and conferences on grazing,
organic farming, and climate change resilient farming.
The work of the Vermont Agricultural Experiment Station (AES) and the University of Vermont Cooperative
Extension program feed into one another. AES research is translated in UVM Extensions science-based
programs that work with farmers, communities, and organizations throughout Vermont. The AES budget allots
16% ($1.26 million) specifically for climate change research. For example, an important project is currently
researching how grains can withstand dramatic temperature change. DNA from pooid grasses is being extracted
to identify genes responsible for cold hardiness and being compared across species to find indicators of a
common ancestor. UVM Extension is currently assisting growers with greenhouse growing and adoption of high
tunnels and a biomass (wood pellet) heating option. A single system installation averages a savings of 600
gallons of propane -- which equals $360,000 over ten years and a net reduction of 3.6 tons of carbon dioxide.
UVM Extension also works with the local community to combine environmental education and service learning
for youth through a 4-H program and activities for families and wellness.
The four UVM units are part of the USDA Northeast Climate Hub, which provides a network for knowledge
sharing and collaboration on agriculture and climate change. The Northeast hub is itself connected to other
regional hubs in the United States, creating a national network for technical support, assessments, forecasts,
outreach, and education. UVMs initiatives are also partnered with the state government (Vermont Agency of
Agriculture, Farms & Markets and the Vermont Sustainable Jobs Fund), private businesses (Golden Russet Farm,
Foster Brother Farm, and the Cabot Creamery Cooperative), and non-profits (Center for Agricultural Economy,
Vermont Fresh Network, and Shelburne Farms).
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2) Detailed definition of the venture versus market needs, viability and

potential
Detailed Definition of the Venture
The Municipality of North Grenville will re-develop 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.
The main tenant will be an Ontario 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 under new ownership. Trades training will be a particular focus of the educational
programming due to Kemptville Colleges 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 offered starting in September 2017.
The municipality intends to renew Kemptville Colleges charter from 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 renewed 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 colleges new modular curriculum comes into effect.
16
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. Tenants will be offered a triple net lease where they agree to pay for all real
estate taxes, building insurance, and maintenance fees, including garbage collection and cleaning. To
capitalize on synergies, the municipality will seek tenants that are interested in integrating the hubs
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 agriculture, forestry and water resource management practices with a
sustainable carbon footprint through education, training, and implementation. Potential impact areas include:
permaculture in fields, crops, and active farming; methane reduction through genetic innovation; food
production; 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 regions 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 Canadas 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
17
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 Canadas 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 provinces emissions and will play a key role in the governments priorities going forward.13 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.14 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.
The private sector has also expressed the need for low-carbon innovation in agriculture. The Ontario
Federation of Agriculture (OFA), Canadas 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.15 In the submission, the OFA recommends an investment
in climate change mitigation and adaptation opportunities from efficiencies, research, knowledge translation
and technology transfer to further increase rates of innovation to reduce climate change impacts.16 This
includes new technological innovations that reduce or eliminate emissions, while investigating the adaptability
of existing, underutilized technologies.17
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.18 On larger farms, vacancies were
estimated to be 9%, with 20% vacancy rates for seasonal positions.19 In a Food Processing Human Resource
Council study, food and beverage processing firms reported that they face the biggest challenge in finding
13
Ontarios Climate Change Strategy, Government of Ontario, 2015. https://dr6j45jk9xcmk.cloudfront.net/documents/4928/climatechange-strategy-en.pdf

14
Ibid.
15
Submission to the Ontario Standing Committee on Finance and Economic Affairs, Ontario Federation of Agriculture, February 2016.
16
Ibid.
17
Ibid.
18
October 11, 2013.
19
Ibid.
18
appropriate candidates for the following occupational categories: skilled workers and operators (32%),
precision workers (27%), labourers (25%), supervisors (20%), and technicians/technologists (18%).20
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 Viability and Potential

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.21 The college receives its funding from the
Government of Ontario, through MTCU funds 100 and 104 and OMAFRA fund 110. Kemptville College has
demonstrated significant inefficiency in terms of return on investment for education, operations, and research.
Funding per student for diploma education and operations and maintenance at Kemptville College was $18,570
in 2013/14, compared with $4,980 at Ridgetown Campus.22 Kemptville College also cost $1.2 million per
researcher FTE, compared with $114,000 per researcher FTE at Ridgetown Campus.23 These costs clearly
indicate the inefficiencies of operating a significant amount of infrastructure for a modest amount of students.
The number of enrolled diploma students at Kemptville College peaked in 1996 at 320.24 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.25 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. The Honourable Lyle Vanclief, provincial facilitator
for OMAFRA, has determined that a third party acting as a 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.26 In Vancliefs view, there is a combination of interested parties that could lease most or
all of the facilities on the campus which would ensure benefits to many regional, community and agricultural
20
Ibid.
22
Ibid.
23
Ibid.
24
Future of the Kemptville College Campus, Report of the Honourable Lyle Vanclief, December 8, 2014.
25
Ibid.
26
Ibid.
21
19
needs and an active presence of the campus in the area.27 He concludes: A local, independent, governmentbased, non-profit organization would likely be best positioned to work with partners to ensure its success.28
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.29 The
multi-pronged approach to climate change adaptation - connecting agricultural stakeholders, farmers,
government organizations, and applied education makes the hub model viable in producing 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.30 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.31 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.32
27
Ibid.
Ibid.
29
Knowledge Impact in Society, C. Lindwall and B. Sonntag, University of Saskatchewan, 2010.
30
Farmer Behaviour, Agricultural Management and Climate Change, OECD, 2012.
31
A Polycentric Approach to Coping with Climate Change, Elinor Ostrom, World Development Report, 2010.
32
Farmer Behaviour, Agricultural Management and Climate Change, OECD, 2012.
28
20
Factors Affecting the Adoption of Conservation Agriculture in Recent Studies33
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.34 The positive relationship between education and adoption of environmental practices is
particularly strong in North America.35 An Agriculture Canada study found that higher education was found to
33
Farmers Adoption of Conservation Agriculture: A Review and Synthesis of Recent Research, D. Knowler and B. Bradshaw, Food Policy,
2007.
34
Ibid.
35
Ibid.
21
significantly increase the adoption of environmental best practices by producers, possibly because management
and decision-making skills are needed to obtain optimal results.36
A recent report37 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.
3) Target market to support business

Potential partners/tenants in the creation of the community hub have been identified through shared
objectives, statements of interest, and alignment with campus facilities. The target market of organizations to
create an agricultural hub for climate change has been segmented in forestry, horticulture, agriculture,
government, health and wellness, and educational sectors. These include: private businesses in property
management and animals genetics, 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 customer join the hub has also been assessed.
Forestry Market
Ferguson Forest Centre
Industry/Business: Non-Profit
Location: Kemptville, Ontario
The Ferguson Forest Centre is a tree nursery growing high quality ecologically suitable trees and shrubs from
known seed sources that are sold to people and organizations to help sustain the supply of forest products
and improve the environment. The nursery grows native and proven non-invasive trees and woody shrubs
hardy for the south-central and eastern Ontario climate as well as the south western Quebec climate. The
FFC produces seedlings to supply the demands of private landowners, the forest industry, as well as
numerous other agencies for large and small planting projects.
36
Factors Affecting the Adoption of Agricultural Beneficial Management Practices, Agriculture Canada, 2013.
http://www.agr.gc.ca/eng/?id=1338239651578
37
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
22
The non-profit corporation leases the seedling production land from the Municipality of North Grenville. The
corporation uses the profits from the tree nursery to fund its goals which are: to promote good forestry as
well as supporting conservation and recreation in the Municipality of North Grenville.
Value Proposition:
Location proximity in Kemptville
Environmental mandate for forest conservation
Hub model with other stakeholders in the forestry sector
Community Impact:
Environmental sustainability of local forests
Economic development of regional forest industry
Ontario Maple Syrup Producers Association

Industry/Business: Trade Association
OMSPA represents over 400 maple syrup producers across the province that are committed to producing the
highest quality maple products using the best available management practices. The organization provides
consumers with information on the benefits of using maple products and where to obtain locally produced
maple syrup. OMSPA is also committed to providing producers with a forum for networking, learning, and
contributing to the improvement of Ontarios maple syrup industry. Producers are also provided with a
source for the latest news, developments, and information on the industry. OMSPA is visible at numerous
local and regional events across the province to promote maple products.
The association works closely with all levels of government and other organizations to promote and protect
Ontarios maple industry. OMSPA supports a prosperous and viable maple products industry through the
application of new and more effective ways to produce quality maple syrup and the maintenance of a
sustainable and healthy maple forest resource base.
Value Proposition:
Location proximity in Kemptville
Environmental mandate for sustainable forestry
Hub model with other forestry stakeholders
Sugar bush and taps on campus
Community Impact:
Economic development of regions maple industry
Eastern Ontario Model Forest

As one of 15 large-scale working model forests that represent the five major forest ecoregions of Canada,
the EOMF works with government, landowners, industry, First Nations, and non-governmental organizations
to develop new ways to sustain and manage forest resources. The model forest provides a unique forum
where forest users can forge partnerships and gain a greater understanding of conflicting views, share their
knowledge, and combine their expertise and resources. EOMFs vision of forests for seven generations has
23
been a sustainable landscape valued by all communities. The organization is currently located on the
Kemptville College campus.
The model forest works with communities and other stakeholders to develop new and advance existing
forest-based opportunities. The EOMF works with communities to pilot ideas, conduct research and develop
integrated, multi-sector approaches based on science and innovation that enable them to respond to a
forest sector in transition and to build community capacity. The organization strives to develop and share
sustainable forest management knowledge, practices, tools, and experiences with international forestdependent communities in keeping with Canadas international forest agenda.
Value Proposition:
Location proximity of Kemptville College
Environmental mandate for sustainable forestry
Innovative solutions for climate change
Build community capacity for climate change mitigation
Hub with other forestry stakeholders
Community Impact:
Environmental sustainability of local forests
Leading-edge forestry innovation
Horticulture Market
Ontario Greenhouse Vegetable Growers
Location: Leamington, Ontario
OGVG represents all producers of greenhouse tomatoes, peppers, and cucumbers in Ontario. It is financed by
its membership to provide services for the purpose of improving the profitability of these producers and the
sustainability of the sector. The organization advances the interests of growers by providing market access
for producers and ensuring the opportunity for economic success.
To support sustainable production, OVGV is committed to improving production technology development and
transfer; ensuring access to competitively priced production inputs; enhancing product quality, safety, and
sustainability practices; and improving business risk management programming. The organization also aims to
improve producer marketplace returns, ensure regulatory compliance, and inform and influence government,
industry, and public opinion.
Value Proposition:
Solar greenhouse technology
Co-working space
Environmental mandate for sustainable production
Skilled greenhouse labour
Community Impact:
Market access for local growers
24
Two Rivers Food Hub

Location: Smiths Falls, Ontario
The Two Rivers Food Hub is a connection point for buyers and sellers of local food. The organizations
mandate is to support the small farm agricultural community around the two rivers that run through Lanark,
Leeds, and Grenville counties. The hub provides the physical and logistical connection between local
producers and larger, more varied markets that demand high volumes of produce (i.e. institutional buyers).
This nexus benefits farmers by assuring them a larger, more stable market. Buyers also benefit by acquiring
access to sufficient volumes to fill their orders. The surrounding community also acquires increased access to
sustainably produced local food.
Start-up funding was raised with successful grants from provincial and municipal governments and donations
from diverse groups and individuals. The non-profit corporation is designed to be self-sustaining within 3 to 5
years. The hub offers commercial kitchen, processing, and storage equipment rentals for local farmers; the
sale of local food baskets; wholesale aggregation and distribution; and informal agricultural extension
education at Kemptville College. The organization aims to improve small farm sustainability, reduce food
miles, and provide food security through value-chain solutions.
Value Proposition:
Extension education at Kemptville College
Co-working space
Hub model to connect local agricultural community
Environmental mandate for sustainable production
Location proximity in North Grenville
Community Impact:
Community becomes the nexus for the local food market
Food security and reduction in the environmental impact of food production
Landscape Ontario Horticultural Trades Association
Location: Milton, Ontario
LOHTA is an association representing over 2,000 horticulture professionals, including: landscapers,
maintenance and snow management contractors, landscape designers, lawn care operators, garden centre
owners, arborists, nursery growers, interior landscapers, and irrigation and landscape lighting contractors.
LOHTA members are committed to maintaining confidence and trust in the profession of horticulture and to
encourage and support education and research within the horticultural field. The opportunity for
professionals to network in order to share ideas and brainstorm potential solutions to problems is one of the
founding principles of the association.
The association has also pledged to elevate the green industry and enhance the environment through various
public events like Canada Blooms, and participation in local home shows and community events. Members of
LOHTA donated time and materials worth over $500,000 last year through projects to green their
communities.
Value Proposition:
25

Skilled horticultural labour
Hub model for professional networking and events
Environmental mandate to green communities
Community Impact:
Employment opportunities in for local community
Community becomes a source for horticultural information and best practices
Agriculture Market
Semex Alliance Inc.
Industry/Business: Animal Genetics
Location: Guelph, Ontario
Semex develops bovine genetic solutions for producers in Canada and internationally. The company offers
dairy and beef genetics and embryos through its distributor network in Canada, the United States, Latin
America, Africa, the Middle East, the Asia Pacific, and Europe. The Semex Alliance was initially formed in
1997 current partners include EastGen, WestGen, and CIAQ. The company controls over 50% of the
Canadian artificial insemination market and houses some of the most sought after sires in the world. Semex
strives to have the most knowledgeable staff in bovine genetics and to lead the industry with unmatched
genetic innovation, leading-edge technology, and advanced reproductive solutions.
Semex has over 1,800 employees worldwide; 110 distributors in 80 countries; and global housing facilities
with over 1,600 bulls on 5 continents. The company exports millions of doses each year through a state-ofthe-art distribution center and a comprehensive embryo export program. Semex also performs extensive
research and development on internal reproductive, embryo, and semen technology through its LAlliance
Boviteq Centre.
Value Proposition:
Housing facilities for cattle
Dedication to low-carbon innovation
Skilled agricultural labour
Community Impact:
Multinational business located in the region
Leading technologies in bovine genetic innovation
Reduction in environmental impact of methane gas
Employment opportunities for local community
Bonnefield
Industry/Business: Investment/Property Management Location: Ottawa, Ontario
Bonnefield is the largest farmland investment and property manager in Canada, providing farmland lease
financing to operators across the country. The companys ultimate goal is to preserve farmland for farming.
26
Through Bonnefields investment practice, the company offers investors the opportunity to hold Canadian
farmland for long-term capital appreciation and income through pooled limited partnerships. To help farm
operators achieve their goals, Bonnefield offers an alternative to debt or direct equity financing through
farmland lease financing. The company offers alternative sources of capital for farmers seeking to capitalize
on economies of scale and those facing retirement.
Through the farmland management practice, Bonnefield works with farmland owners and operators to ensure
they have the resources they need to enhance the value of the farmlands. The company works together with
owners and operators to monitor multi-year agrology, crop rotation and fertilizer plans; identify
opportunities for improving the physical maintenance and layout of farmland; and look for ancillary income
opportunities such as wind rights, water rights, and crop sharing opportunities. Bonnefield incorporates
principles of environmental stewardship and sustainable farming and agronomic practices in its operations.
Value Proposition:
Climate change innovation to enhance the value of farmlands
Hub of potential customers in farm owners and operators
Environmental mandate for sustainable farming
Skilled labour in low-carbon innovation in agriculture
Community Impact:
Alternative financing options for implementation of low-carbon innovation
Regional land is preserved for farming
Economic development of the region
Government Market
Ontario Ministry of Agriculture, Food and Rural Affairs
Industry/Business: Government
Location: Guelph, Ontario
OMAFRAs programs principally support the creation of a supportive and dynamic business environment
through efforts to accelerate growth in the agri-food sector by attracting investment, increasing domestic
and international market share, and helping the sector double its growth rate to create 120,000 jobs by
2020. OMAFRA does this by facilitating, coordinating, and delivering appropriate resources, tools, and
information to rural municipalities, organizations, businesses, and entrepreneurs. The ministry also provides
knowledge, resources, and connections to allow Ontarios agriculture and food businesses to reap the
benefits of cutting edge information, technology, research, and marketing opportunities, and position them
for sustainable growth.
The ministry also contributes to leadership on environmental sustainability and climate change mitigation.
OMAFRA is committed to enhancing environmental protection efforts through technical education, outreach,
and advisory services that assist Ontarios producers and manage soil and water resources effectively. The
ministry is also responsible for public health in the agri-food system related to farm animal disease, food
contamination, agricultural plant disease, and pest infestation. The ministry has already developed a
Pollinator Health Strategy that aims to reduce the number of acres planted with neonicotinoid treated corn
and soybean seed and to decrease the over-winter honeybee mortality rate to 15%. OMAFRA also delivers
27
infrastructure programming to support the modernization of infrastructure and transportation networks. The
ministry offers resources for economic development, research, business risk management transfers, and
agriculture and rural affairs capital.
Value Proposition:
Rural economic development
Skilled agricultural labour through applied education
Low-carbon innovation for sustainable growth
Climate change leadership in agriculture for increased market share
Community Impact:
Information/communication pipeline to Government of Ontario
Expertise on low-carbon innovation in agriculture
Ontario Ministry of Natural Resources and Forestry

Industry/Business: Government
Location: Peterborough, Ontario
MNRF is responsible for protecting and sustainably managing Ontarios diverse natural resources, and
supporting the provinces economic prosperity, environmental sustainability, and quality of life. To achieve
its mandate, the ministry: monitors, researches, and plans the management and use of Ontarios natural
resources; develops legislation, policies, and programs to regulate the conservation or sustainable use of
Ontarios natural resources; delivers direct services to the public and industry; and protects the public from
natural disasters or occurrences, such as floods and forest fires.
The ministry is contributing to the governments climate change strategy by planting 50 million new trees,
including one million in urban areas, and ensuring sustainable forest practices. The ministry is supporting
jobs and investment in the forestry sector by implementing enhanced Sustainable Forest Licences across the
province and investing in forest access roads. This investment will create safer roads and allow industry
greater access to forestry resources, creating jobs and economic growth. The ministry is also working to
facilitate the availability of Crown land for renewable energy projects, including wind, water, solar, and bioenergy. MNRFs key activities include: biodiversity management; natural heritage and protected area
management; crown land, water, and non-renewable resource management; renewable energy; forestry;
emergency and forest fire management; land and resources information technology; and corporate
management.
Value Proposition:
Mandate to promote the sustainability of natural resources
Forum to promote best practices in natural resource preservation to various agricultural stakeholders
Community Impact:
Information/communication pipeline to the Government of Ontario
Expertise on sustainable use of natural resources
Public sector investment in regional infrastructure and employment
28
Rideau Valley Conservation Authority

Industry/Business: Government agency
Location: Manotick, Ontario
The RVCA is one of Ontarios 36 Conservation Authorities. The organization is a community-based
environmental protection agency that works closely with municipal, provincial, and federal government
partners, landowners, and community groups to maintain and improve the natural resources in the Rideau
watershed. The RVCA provides reliable information, experienced advice, and cost-effective services in water
and related land conservation delivered to individuals, families, businesses, and government decision-makers
at all levels.
The organization aims to: improve water quality, reduce flood risk and erosion hazards, protect water
supplies, improve watershed habitats, and increase conservation lands within the Rideau Valley watershed.
The RVCA promotes an integrated watershed approach one the balances human, environmental, and
economic needs. The organizations success is based on local initiative, watershed jurisdiction, and
partnerships in resource management.
Value Proposition:
Location proximity in Rideau Valley
Environmental mandate for watershed conservation
Geography of Kemptville Creek and Rideau River
Community Impact:
Information/communication pipeline to Government of Ontario
Expertise in watershed conservation
Preservation of local watershed
Municipality of North Grenville

Industry/Business: Municipal government
Undoubtedly the fastest growing municipality in Leeds Grenville, North Grenville offers great promise for
economic development. The municipality is strategically located 20 minutes from Ottawa, the international
airport and the U.S. border at Johnstown. This vibrant community houses a unique blend of rural and smalltown culture with a population of approximately 15,000 people enjoying the benefits of quality lifestyle,
natural heritage, essential services, positive growth and more.
North Grenville is a 'Green and Growing' community, offering a variety of residential and commercial
development with serviced land abutting Highway 416. The municipality has commercial properties in
Kemptville's downtown core that are ideal for green, clean and creative businesses. North Grenville is home
to the University of Guelph's Kemptville Campus and the Ferguson Forestry Centre. The community also
boasts two of the highest-achieving schools in Ontario, an expanding Kemptville District Hospital with a
growing number of physicians, quality recreational facilities and a new library. A major 300,000-square-foot
retail development called The Kemptville Colonnade on County Road includes Walmart, Staples, A&W,
Canadian Tire and Mark's Work Warehouse, to name a few.
29
Value Proposition:
Location proximity in North Grenville
Agriculture hub for green and growing initiative
Economic development of the municipality and entrepreneurial opportunities
Rejuvenation of Kemptville College
Education and employment opportunities for residents
Community Impact:
Information/communication pipeline to municipal government
Municipal government relationships with other hub tenants
Health and Wellness Market

Ongwanada
Location: Kingston, Ontario
Ongwanada is dedicated to supporting people with developmental disabilities and their families, responding
to their evolving needs, respecting and advocating for their rights, and increasing their opportunities to have
choices and make decisions. The organization offers a wide range of individualized services and community
supports to people with developmental disabilities and their families in Eastern Ontario. Funding comes
primarily from the provincial Ministry of Community and Social Services. Ongwanada is also affiliated with
Queens University, collaborating internationally in research to enhance understanding and improve the
quality of life of individuals with developmental disabilities.
In addition to residential options, services include day support, vocational and life-skills training, medical
services, occupational and physical therapy, respite care, community behavioural services, and adult
protective services. A sensory garden provides many therapeutic, educational, and recreational benefits to
individuals with varying physical and development disabilities. Those with less severe disabilities enjoy the
opportunity to participate in the care and maintenance of the garden offering them additional educational,
vocational, recreational, and physical benefits of gardening. An herbicide and pesticide free community
garden also promotes exercise, healthy living, and the chance to grow ones own food.
Value Proposition:
Location in Eastern Ontario
Proximity to Kemptville District Hospital
Solar greenhouse for year-round vocational training
Dedication to improving health and wellness
Modular education and short courses
Residential options on campus
Community Impact:
Improves the health and wellness of the region
Skilled horticultural workers
30
Veterans House
Location: Pembroke, Ontario
Veterans House is a halfway/group home facility for veterans to heal Operational Stress Injuries (OSI), such
as Post-Traumatic Stress Disorder (PTSD) and other injuries. VH is the first veterans group/halfway home in
Canada operating as an interface between researchers, practitioners, and veterans. VH provides a full range
of programs to help cope with OSI and the stresses of learning to re-enter life after suffering traumatic
physical losses. VH is a place where veterans experiencing crisis can come and know that they will be safe
and cared for until they are able to work after their crisis. Each year, VH helps 30-40 veterans recover and
re-integrate into society without alienation or feelings of segregation.
Corporations listing veterans in their statement of corporate social responsibilities are given the opportunity
to boost their image by partnering with VH to secure funding and expertise and in the creating of a social
enterprise impacting veterans and mental health issues on a world stage.
Value Proposition:
Solar greenhouse vocational training
Dedication to community health and wellness
Modular, extension, and trades education
Residential space on campus
Proximity to Kemptville District Hospital
Community Impact:
Skilled horticultural workers
Education Market
Conseil des coles catholiques du Centre-Est
Industry/Business: School Board
Location: Ottawa, Ontario
With more than 21,000 students in 41 elementary and 10 secondary schools, as well as its school for adults,
the CECCE is the largest Canadian network of French-language schools outside Quebec. Full-time school is
offered from age 4 until Grade 12. 90% of classes between Junior Kindergarten and Grade 3 have 20 students
or fewer. The students of the CECCEs schools rank among the best in Ontario on provincial tests and many
specialized programs are offered. The school boards graduation rate is over 85% and the vast majority of
graduates are bilingual.
The CECCE aims for its students to be inspired by their Catholic and Francophone identities in progressing
toward their full potential. The school board fosters critical and creative thinkers who are able to discern
complex, real-life problems; are capable of innovation and entrepreneurship; and have digital literacy and
31
information skills. Students become assertive and mature young adults with developed character,
communication skills, and the capacity for constructive collaboration. The CECCE also aims to create
engaged and ethical citizens who have incorporated a sense of environmental responsibility into their vision
and behaviour.
Value Proposition:
Location proximity in Eastern Ontario with large Francophone population
Mandate for environmental responsibility
Dedication to applied education and solving real-world problems
Low-carbon innovation in agriculture
Entrepreneurship in co-working spaces
Community Impact:
Education of future generations on environmental responsibility
Tailored education for regions large Francophone and Catholic communities
Conseil des coles publiques de lEst de lOntario
Industry/Business: School board
CEPEO is the public school board responsible for French language education in Eastern Ontario. The area in
which the school board operates covers 40,314 square kilometres of Ontario. The board consists of 12
trustees and 2 student trustees elected each year. CEPEO employs more than 3,000 people, the majority
being teachers. The board administers 38 schools in the region that comprise over 14,000 students.
CEPEO is the first school board in the world to offer an ISO 14000 program for students and the school has
received its ISO 14001 certification. ISO 14000 is a series of environmental management standards adopted
by the United Nations to provide a framework for organizations that need to improve their environmental
management efforts. CEPEOs eco-responsibility program won a prize for initiative of the year from the
National Capital Region.
Value Proposition:
Location proximity in Eastern Ontario with large Francophone population
Mandate for environmental responsibility
Low-carbon innovation in agriculture
Community Impact:
Education of future generations on environmental responsibility
Tailored education for regions large Francophone community
TR Leger School of Adult, Alternative and Continuing Education
Industry/Business: School
Location: Cornwall, Ontario
The TR Leger School of Adult, Alternative and Continuing Education boasts 30 learning sites spread across
Eastern Ontario. The school graduates 300 students each year, the largest number of graduates of any similar
institutions in Eastern Ontario. Student have access to a variety of flexible, relevant programs, including
credit courses and non-credit programs designed to meet individual learning needs. The school includes full32
time students who attend a minimum of 210 class minutes a day on an individualized timetable, part-time
students who attend 75 minutes per day, co-op students who earn high school credits while employed, and
correspondence students who are enrolled full-time at another Upper Canada District School Board school.
Students can earn an Ontario Secondary School Diploma, prepare for the changing Canadian job market,
prepare for post-secondary education or an apprenticeship, explore various occupations, get help making
career decisions, or participate in apprenticeship programming. Students include adults of all ages,
Employment Insurance recipients and Ontario Works participants, displaces workers, adolescent students
requiring alternative education, individuals re-entering the world of work, individuals resuming their
education, adult literary students, and newcomers to Canada learning English.
Value Proposition:
Location proximity in Eastern Ontario
Current location at Kemptville College
Applied education
Co-operative education opportunities
Trades training
Educational hub model with primary, secondary, and post-secondary institutions
Community Impact:
Skilled workers
Adult/alternative educational opportunities for local community
Ottawa School of Art

The Ottawa School of Art has for many years and continues to offer gallery hosting for artists, art lessons for
all ages, as well as hosting drawing sessions with live models. The school features three visual art galleries.
The Ottawa School of Art Main Gallery and the Lee Matasi Gallery, which features student artwork, are
located at the schools headquarters in the Byward Market district of Ottawa. The OSA Orleans Campus
Gallery is located at the Shenkman Arts Centre.
The school offers a full range of specialized art courses including lifedrawing, landscape painting,
photography, ceramics, sculpture, lithography, watercolour, etching, printmaking, and a wide variety of
specialized short courses and workshops. Children and teen classes range from multimedia to animation and
cartooning, sculpture and construction, pottery, drawing and painting.
Value Proposition:
Alumni Hall basement for pottery classes
Educational hub
Potential for after-school classes for children and teens
Community Impact:
Enhances the regions art and culture sector
33
4) Competition and barriers to the market

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 Colleges Sustainable Agriculture Program
(affiliated with Trent University), and Ryerson University. Ryersons 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 worlds 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
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.
34
5) 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 schools
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.
35
Product Comparison Chart

Kemptville
OAC
Fleming
Ryerson
UofT
ATCC
NOFIA
OAFVC
EOAFN
Rouge
Horseshoe
Hub
--
--
-----
--
-
------
-
---
-
---
--
--
-
---
--
Co-Working/
Incubator
--
--
--
--
--
--
Greenhouse/
Greenspace
--
--
--
--
--
--
Eastern Ontario
Health and Wellness
--
--
--
---
--
-
---
-
---
----
--
--
-
-
Economic
Development
--
Education
Agriculture
Applied
Trades
Modular
Objectives
Community
Space
Extension
Innovation
Climate Change
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. 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 Colleges certification is not renewed, then the ventures 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.
36
Social Barriers
Political Barriers
Individual beliefs
Government policy
Economic Barriers
Capital requirements
Switching costs
37
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.
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
Purpose built buildings are in alignment with proposed venture 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 Assessment Report
o 2010 Market Appraisal Report and 2015 Land Use Study
o 2010 Designated Substance Report
o 2016 In-ground Infrastructure Assessment
o Various University of Guelph reports
Gaps:
Current market appraisal

Requirements and cost estimates for new cold climate greenhouse, interior renovations to update office
space and for any adaptive re-use
38
6) Technical Background
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 the county road, 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 sheds excluded) ranging in age
from 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, a hydro line, a stream and several drainage ditches.
39
7) Description of Kemptville College38

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 schools 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 womens residence and
Home Economics classrooms and laboratories, addition 1965); and Bell Hall (built 1968-71 as a mens
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).
38
Statement of Heritage Value, N00955 Kemptville Agricultural College
40
8) Property Highlights39
Kemptville College is comprised of 6 separate parcels of land which have a total area of 850.85 acres.
The Main campus is located along Concession Road

Land Use
1. Main Campus
2. Equestrian Centre/Farm
3. Surplus Lands
4. Surplus Lands
5. Surplus Lands
6. Two Building Lots
TOTAL
39
and County Road 44.

Area (acres)
78.97
178.46
20.42
330
59.04
18.55
850.85
Consulting Report: Kemptville Campus, Edward C Kennedy & Associates, August 1, 2009
41
According to the 2015 FOTENN Land Use Study, current land uses on the site include40:
Agriculture there are currently approximately 388 acres under cultivation, including the two sugar
maple areas.
Agro-forestry there is a tapped sugar bush along the southern boundary of the site adjacent to the
Hamlet of Bedell. There is an educational building associated with the sugar bush along the southern
boundary of the site. There is also an untapped sugar bush along the northern boundary adjacent to
Concession Road.
Recreation there are several sports fields on the site, including several mini soccer pitches, full-sized
soccer pitches, and a lit softball diamond. There are also informal paths through the wooded and
wetland area, as well as the abandoned north-south rail corridor that is currently used for active
transportation.
Institutional uses the existing Campus buildings are currently in use - but academic programs are
ending in April 2016
Offices uses offices for provincial agencies occupy some of the Campus buildings near Concession
Road.
Community uses the Municipality of North Grenville has used the site for conferences, festivals, and
other community events.
40
Kemptville Agricultural Campus, Land Use Study, FOTENN, December 2015
42
Figure 2: Existing Uses Kemptville Campus
Source: FOTENN (2016). Kemptville Agricultural Campus Land Use Study, p.38.
There are 52 buildings on campus totaling 407,275 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
43
9) 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 22 buildings but did not provide an overall assessment of each building. The report also
assessed the priorities of the short-term repairs/replacements required within the next 5 years for the various
components according to the following criteria41:
Priority A Life Safety

Hazardous conditions which cannot be deferred and which could lead to loss of life or critical or extremely
severe injury. This priority is for those conditions which are extremely hazardous and which, if not corrected,
could lead to critical injury or loss of life. The required scope of work will generally be localized and normally
include only a portion of a particular building component or building system.
Priority B Structural Integrity

Conditions that lead to the deterioration of structural elements of a property must be investigated and
corrected if necessary. Failure to do so may lead to unsafe, life threatening conditions and will eventually
render the building structurally unsound and physically obsolescent; incapable of performing the task it was
designed to do. This priority is to be assigned to the rehabilitation of structural building elements which have
deteriorated to such an extent that they are no longer structurally sound and are not capable of performing
their intended task. Examples such as cracked columns, severe spalling or cracked shear walls, failing shelf
angles, corroded structural steel supporting members and decaying wood support members are characteristic
of the priority.
Priority C Legislative Requirements

All buildings and building systems must be upgraded so that they comply with revision to existing legislation or
to the requirements of newly adopted legislation. This priority is to be assigned to work that is required to
ensure that buildings comply with new requirements brought about by changes to applicable existing
legislation, such as the Fire Code, or newly adopted legislation. Building elements that have deteriorated to an
extent that they no longer comply with existing codes are not assigned this priority.
41
Building Condition Assessment, Guelph University Kemptville College Campus, IRC Batten Sears Groups Inc, September 2010.
44
Priority D Building Functionality

Replacement required for building components which have a direct and significant impact on the building as a
whole. These building components and systems must be maintained in order to protect the value and
operational viability of the asset. Included within this priority is the replacement of building elements, which
have reached the end of their useful life. This work is necessary in order to maintain occupants quality of life
and to prevent the building from becoming physically or functionally obsolescent. Certain building systems
must be maintained in order to protect the value and operational viability of the asset. Accordingly, work
that directly and significantly affects the overall performance of a primary building system, or a major part
thereof, is assigned this priority.
Priority E Cost Effective Upgrades

Upgrades with either cost-effective or other initiatives that improve the operational efficiency or
aesthetics/marketability of the property and which are considered to have a reasonable payback or add
nontangible value. These costs may be considered discretionary and not essential for the continued operation
of the building as is. Operating efficiencies and initiatives, and upgrades with a perceived payback are assigned
this priority. Typically energy management, water conservation programs; and/or upgrades to improve nontangibles such as curb appeal and aesthetic appearance of the buildings as a whole.
Priority F Pre-replacement Repairs

This priority is assigned to components where significant repairs beyond that of everyday routine maintenance
is recommended to ensure that the full expected service life or an increase to the basic remaining life may be
achieved with cost effective preventative repairs.
Priority Rating Summary

The following table demonstrates the short-term priorities identified for each of the 21 buildings. Of the 94
priority assessments assigned, the majority (67) were Priority D (Building Functionality). 16 Priority A (Life
Safety) assessments were identified in 13 buildings; 8 Priority B (Structural Integrity) and 2 Priority C
(Legislative Requirements).
45
Priority Rating Summary

10
9
8
7
6
5
4
3
2
1
0
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 Architects42. For the purposes of this assessment, the Municipality of North Grenville defined inground infrastructure to include sanitary sewers, storm sewers, piped water, gas, hydro, telecommunication
infrastructure and streetlights. The condition assessment was based on the data collected from field
inspections and interpreted from background documents and discussions provided by the Municipality.
Novatech used the following ratings/definitions to assess the conditions of the existing infrastructure. These
ratings are generally consistent with the rating system used for the Building Condition Assessment Report (IRC,
September 2010).
CONDITION DESCRIPTION
RATING
GOOD
Component is in reasonable condition and is not anticipated to require capital expenditure
within the next 10 20 years.
FAIR
Component is in a condition that may become poor within the next few years unless
deficiencies are addressed; or replacement may be deferred with repair. Capital expenditure
may be expected within the next 5 to 10 years or less, if not addressed.
POOR
Component has exceeded its design life and is beyond repair.
Capital expenditure is recommended within the next 0 to 2 years
42
Municipality of North Grenville, In-Ground Infrastructure Assessment for the Lands Associated with the Former Kemptville College,
Novatech Engineers, Planners and Landscape Architects, February 29, 2016.
46
In order to prioritize the repairs and replacements that are required over the next several years, the following
rating system was used. These ratings are generally consistent with the rating system contained in the Building
Condition Assessment report (IRC, September 2010).
PRIORITY
RATING
Priority A
Priority B
Priority C
Priority D
Priority E
Priority F1
Priority F2
Priority
None
DESCRIPTION
Hazardous conditions which cannot be deferred and which could lead to loss of life or critical
or extremely sever injury.
Conditions that lead to the deterioration of structural elements of a system and must be
investigated and corrected if necessary.
Components or systems must be upgraded so that they comply with current Municipal,
conservation Authority, Provincial or other applicable agency standards, codes or legislations.
Replacement required for system components which have a direct and significant on the
functionality of the systems as a whole.
Upgrades with either cost-effective or other initiatives that improve operational efficiency or
aesthetics of the system.
This priority is assigned to components where significant repairs beyond that of routine
maintenance are required.
This priority is assigned to components where minor repairs beyond that of routine
maintenance are required.
This priority is assigned to components where no significant repairs or replacement is expected
within the next 5-year period.
The following table highlights both the condition ratings and priority ratings for the various elements of the inground infrastructure.
47
Condition Rating Priority Rating
In-Ground Infrastructure Condition and Priority Ratings

None
F2
F1
E
D
Unknown
Not Assessed
Poor
Fair
Good
0
20
Maintenance and Catchbasins

Valves and Hydrants
40
60
80
100
120
Sanitary and Storm Sewers

Streetlights
140
160
Sanitary Pumping Station
Novatech concluded that in general terms, the electrical maintenance holes, streetlights, utilities and
sanitary pump stations appear to be in good condition and will only require minor repairs or standard
maintenance over the next few years. However 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.
In-Ground Infrastructure Cost Estimates - Main Campus

$1,800,000.00
$1,600,000.00
$1,400,000.00
$1,200,000.00
$1,000,000.00
$800,000.00
$600,000.00
$400,000.00
$200,000.00
$0-2 yrs
Storm Sewer
Sanitary Sewer
2 - 5 yrs
Water
5 - 10 yrs
Electrical Maintenance
Streetlights
10 - 20 yrs
Contingency
48
In-Ground Infrastructure Costs - Farm Campus

$1,000,000.00
$900,000.00
$800,000.00
$700,000.00
$600,000.00
$500,000.00
$400,000.00
$300,000.00
$200,000.00
$100,000.00
$0-2 yrs
2 - 5 yrs
5 - 10 yrs
10 - 20 yrs
Storm Sewer
Sanitary Sewer
Water
Electrical Maintenance
Streetlights
Soft Costs + Contigency
Summary of Estimated Repair and Replacement Costs

$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0-2 yrs
2-5 yrs
Main Campus
5-10 yrs
10-20 yrs
Barn Campus
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
49
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.
The following table categorizes the current and potential tenants and the buildings they occupy in terms of the
three pillars: Education and Training, Health and Wellness and Economic Development.
Building(s)
Education and Training
Health and Wellness Economic Development
Administration Building
Alumni Hall and
Cafeteria
Rorke Hall Residence
Bell Hall Residence
Gibson Hall
F.J. Parish
Fraser Hall
Purvis Hall
W.B. George Centre
A.J. Logsdail Header
House
+ 4 Greenhouses
Leahurst
Powerhouse
Welding Shop
Power and Equipment
Centre
Agro-forestry Centre
Vet Lab, Agronomy
Bldg, OMAFRA,
Government of Ontario
Building
Farm Buildings
General office space

Conference services and
general office space
School Board
School Board
School Board
School Board
Common recreation facility for
school boards and municipality
Horticultural training
Collaborative office space

Conference services
Horticultural training
and special needs
programs
Daycare
Engine maintenance training
Welding training
Agricultural and heavy
equipment training
Potential to lease to
municipality
Student run enterprise
Long term government tenants
OMAFRA, MNR, UofG, Service
Ontario
Private sector
Legend:
Lease currently in place or under negotiation
Potential tenant
50
10) Highest and Best Use Considerations43

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
users44. The following were some alternative uses identified:
Health Care Facility

Long-Term Care Facility
Training and Conference Centre
Educational Use
Residential Conversion
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 Study45 presented a Practical Land Use Option that takes into account the sites
unique context and constraints. The FOTENN report proposed the following for the 6 parcels:
Parcel 1 Land uses in the Practical Land Use Option broadly reflect existing land uses (Institutional,
Significant Woodlands/Parks and Open Space, Agricultural, Utility).
Parcels 2 and 3 Consideration may be given to divesting of these parcels to third parties for residential
development.
Parcel 4 Consideration could be given to re-zoning the majority of this parcel to Agricultural in order to
conserve the agricultural uses in this area.
Parcel 5 Recommends this parcel remain in Agricultural use.
Parcel 6 Consideration could be given to divesting of this parcel to a third party for residential
development.
The FOTENN report also noted that the Kemptville Campus is within land subject to an Algonquin land claim.
Though the area has not been selected as a candidate for transfer to the Algonquin under the Agreement in
Principle between the government of Ontario and Algonquin, these land selections are subject to change.
43
Consulting Report: Kemptville Campus, Edward C Kennedy & Associates, August 1, 2009
Ibid.
45
Kemptville Agricultural Campus, Land Use Study, FOTENN, December 2015
44
51
11) 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). As of March 6, 2007, the titles for capital assets (land and
buildings) with a carrying value of approximately $60.9 million were transferred from the Government of
Ontario. According to the Public Accounts of Ontario 2014-2015, the cost of land for all regional campuses
(including Kemptville) was $3,092,104 while the cost of buildings for the regional campuses was $38,330,296.46
The following table summarizes the book value of all three campuses:
Cost
Accumulated Amortization
Net 2015
Land: Regional Campuses
$3,092,104
$0
$3,092,104
Buildings: Regional Campuses $38,330,296
$10,645,582
$27,684,714
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 ARIO 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.47
OMAFRA
OMAFRA
ARIO Owner/Investor
University of Guelph Operations and

Maintenance; Capital Planning and Capital
Project Implementation
46
47
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 - UofG
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.
Note 5 to Public Accounts, 2014 2015, page 1-29

ARIO Act, Section A, Subsection 4 (3)
52
12) 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
Personnel
Kemptville Research Programs Operating
TOTAL
Personnel
Campus O&M
Operating
TOTAL
$
$
$
$
~
~
1,868,128.00
695,108.00
1,373,149.00
2,068,257.00
Other documentation from the University of Guelph indicates that operating and maintenance costs (excluding
personnel costs) indicates that 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.
The following table represents the current tenant costs which includes the operating costs.
Government Tenant Leases
Bldg #
Area
(rsf)
Base
O&M
(a)
PILs
(b)
TOTAL
(c)
MNR
Ontario Gov't
B12765
17434
$104,604
$6.00
$107,044.76
$6.14
Storage Garage
Regional Storage
Bldg
B22748
2703
$54.50
$0.02
B23954
600
$900
$1.50
OMAFRA Offices
B12766
6819
$40,914
Storage
B22748
324
$19,526.08
$1.12
$31,174.84
$13.26
$54.50
$0.02
$900.00
$1.50
$6.00
$44,644.45
$6.55
$12.55
$486
$1.50
$1.50
3480
$30,480
$8.76
$8.76
3164
$15,000
$4.74
$4.74
OMAFRA
Non-Government Leases
Upper Canada
District School
Board
B12519
North Grenville
Co-Op Pre-School
B12524
53
13) Historical Campus Long-Term Capital Costs

The 2009/2010 Building Condition Assessment provided an estimate for a 10 year capital expenditure of $7
million (including inflation, contingencies and HST). In addition, the University of Guelph estimated a further
$4 M required for water and sewer main upgrades, road and parking and electrical vault upgrades.
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.
The following table summarizes the three sources of financial information made available to BDO that present
diverging data on capital expenditures.
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
Kemptville Campus
$1,010,598 $868,532 $1,478,135 $1,066,724 $484,787 $183,900
Capital Expenditures by
Building
Capital expenditures at
$214,119 $204,477 $665,666 $1,065,563 $760,979 $1,295,470 $189,992 $300,000
Kemptville
Source: University of Guelph
Kemptville Campus
Capital Spending
$992,000
$864,000 $1,112,000
$222,000
$260,000
Source: Financial Overview
The graph presents the range of capital expenditures at Kemptville College.

Range of Capital Expenditures
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
MAX
MIN
54
SECTION 4: ORGANIZATION ASSESSMENT

14) Governance Model
Choosing the appropriate governance model is imperative as it will influence the ventures 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 powersharing in a hub business model.
55
DeCentralized
Governance
Constellation
Governence
Lean
Governance
Collaborative Governance
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.
56
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 municipal non-profit and the college 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 municipality will have a seat on the
executive board, but will otherwise operate at arms 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.
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 selforganizing 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 partners 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.
57
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.
15) Legal Model

The municipal landlord organization will be legally registered as a non-profit corporation under Ontarios Notfor-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 ONCAs 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 have its charter renewed 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.
16) 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.
58
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. Additionally, a Finance Manager and a Receptionist/Administrator will be shared
between the municipal non-profit and the college.
Municipal Non-Profit
Role
Executive Director
Community
Manager
Finance Manager
(shared)
Responsibilities
Participating with the Board of Directors in
developing a vision and strategic plan;
Identify, assess, and inform the Board of
Directors on internal and external issues that
affect the organization;
Act as a spokesperson for the organization;
Represent the organization at community
activities to enhance the community profile;
Work with staff and the board to prepare a
comprehensive budget;
Approve expenditures within the authority
delegated by the Board;
Establish good working relationships with
community stakeholders to help achieve the
goals of the organization;
Facilities booking and coordination;
Relationship management with tenants;
External relations, public relations, and
marketing;
Build and harvest the community as per the
strategic direction of the venture.
Develop and maintain timely and accurate
financial statements and reports;
Develop, implement, and ensure compliance
with internal financial and accounting policies
and procedures;
Document and maintain complete and accurate
supporting information for all financial
transactions;
Develop and maintain financial accounting
systems for cash management, accounts
payable, accounts receivable, credit control,
and petty cash;
Manage cash flow and prepare cash flow
forecasts;
Skills
Knowledge of non-profit leadership

and management principles;
Knowledge of current community
challenges and opportunities relating
to the mission of the venture;
Strategic thinking;
Excellent communication skills;
Creative and innovative leadership;
Ability to interface and engage
diverse stakeholders.
Teamwork/ collaboration skills;

Verbal and written communication;
Conflict resolution;
Media and social media savvy.
Knowledge of generally accepted

accounting principles;
Knowledge of federal and provincial
legislation affecting non-profits and
colleges;
Experience in non-profit and postsecondary sectors;
Strong analytical skills and detailoriented;
Strong communication skills.
59
Receptionist/
Administrator
(shared)
Manage the acquisition of capital assets and

ensure assets are properly recorded, amortized,
and disposed of as appropriate.
Answer telephone and emails screen and
direct communications;
Take and relay messages;
Greet persons entering campus;
Deal with queries from the public;
Provide general administrative and clerical
support;
Prepare correspondence and documents;
Receive and sort mail and deliveries;
Schedule appointments;
Co-ordinate meetings.
Verbal and written communication

skills;
Professional personal presentation;
Customer service orientation;
Information management;
Organization and planning;
Attention to detail;
Initiative;
Reliability.
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.
Kemptville College
Role
College President
Responsibilities
Registrar
Provide effective and innovative leadership in

fulfilling the colleges mission, vision, and strategic
outcomes;
Develop and recommend to the Board short- and
long-term plans for the benefit and advancement
of the college;
Assess the educational needs of the college and
devise and deliver appropriate programs and
services to meet these needs;
Work with staff and the Board to prepare a
comprehensive budget;
Promote the colleges interests locally, provincial,
and nationally;
Establish and maintain communications with
community organizations and local and provincial
governments, and act as a representative to these
groups as appropriate.
Lead strategic enrolment planning and
management;
Create and maintain policies, systems, and
procedures which support accurate reporting of
student academic and related data;
Skills
Extensive experience in the

post-secondary sector;
Community perspective;
Strategic thinking;
Experienced manager of a
complex organization;
Deft understanding of politics;
Excellent communication
skills;
Creative and innovative
leadership;
Ability to interface and
engage diverse stakeholders.
Records management;
Awareness of the operation of
a post-secondary institution;
Knowledge of registrarial
process from recruitment to
graduation;
60
Finance Manager
(shared)
Receptionist/
Administrator
(shared)
Implement official policies on access to student

information and protection of individual privacy;
Oversees the procurement of qualified external
faculty to teach individual courses offered;
Oversees the effective management of a large
classroom inventory, including the creation of class
schedules and timetabling;
Creation of the examination timetable and the
administration of final examinations;
Management and administration of certificates,
diplomas, and degrees.
Develop and maintain timely and accurate financial
statements and reports;
Develop, implement, and ensure compliance with
internal financial and accounting policies and
procedures;
Document and maintain complete and accurate
supporting information for all financial
transactions;
Develop and maintain financial accounting systems
for cash management, accounts payable, accounts
receivable, credit control, and petty cash;
Manage cash flow and prepare cash flow forecasts;
Manage the acquisition of capital assets and ensure
assets are properly recorded, amortized, and
disposed of as appropriate.
Answer telephone and emails screen and direct
communications;
Take and relay messages;
Greet persons entering campus;
Deal with queries from the public;
Provide general administrative and clerical support;
Prepare correspondence and documents;
Receive and sort mail and deliveries;
Schedule appointments;
Co-ordinate meetings.
Knowledge of policies,
practices, and procedures
related to student affairs;
Experience in process
documentation;
Experience with student
information systems.
Knowledge of generally
accepted accounting
principles;
Knowledge of federal and
provincial legislation affecting
non-profits and colleges;
Experience in non-profit and
post-secondary sectors;
Strong analytical skills and
detail-oriented;
Strong communication skills.
Verbal and written

communication skills;
Professional personal
presentation;
Customer service orientation;
Information management;
Organization and planning;
Attention to detail;
Initiative;
Reliability.
The two executive positions will receive a salary of $100,000-$120,000 a year. The two management positions
and the registrar will receive an annual salary between $70,000-$85,000. The receptionist will receive a salary
of $40,000-$55,000.
61
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.
17) 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 hubs climate change mandate, the sale of land, 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, depending on the space being leased.
Classroom space for educational tenants will be $12.00 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 at Ryerson University and Vermont Technical College
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.
18) Financial Model

The financial model for the municipal non-profit corporation is based on three operating options and three
negotiating scenarios. The three operating options take into account the potential square footage available to
lease and the required capital investments required to improve the buildings for lease. The three negotiating
scenarios demonstrate the viability of the venture depending on the price offered by the Province and the
capital investment the Province is willing to invest to address deficiencies highlighted in the 2010 Building
Condition Assessment Report and the 2016 In-ground Infrastructure Assessment Report.
62
The following table summarizes the options considered:

OPTION 1
OPTION 2
OPTION 3
Current and Potential

Tenants
Assumptions:
Operations expense transfer
April 1, 2017;
MNPC to budget annually for
the repair, maintenance and
capital as of April 1, 2018;
Rent revenue transfer from
ARIO to MNPC April 1, 2017;
Kemptville College to pay
rent as of September 2017.
College President, MNPC
Executive Director,
Registrar, and
Receptionist/Administrator
are staffed for establishment
of the campus and
curriculum development
September 6, 2016;
Facilities Manager, external
facilities staff, Finance
Manager and Community
Manager are staffed for
operations transfer April 1,
2017
Option 1 Tenants + Renovation and

Leasing of Purvis
Assumptions:
Operations expense transfer April 1,
2017;
Start date of Purvis renovation - April
2017; end date March 2018;
MNPC to budget annually for the
repair, maintenance and capital as of
April 1, 2018;
Rent revenue transfer from ARIO to
MNPC April 1, 2017;
Kemptville College to pay rent as of
September 2017;
Purvis can be rented as of April 1,
2018.
College President, MNPC Executive
Director, Registrar, and
Receptionist/Administrator are
staffed for establishment of the
campus and curriculum development
September 6, 2016;
Facilities Manager, external facilities
staff, Finance Manager and
Community Manager are staffed for
operations transfer April 1, 2017
Option 1 and 2 + Renovation of

Admin
Assumptions:
Operations expense transfer
April 1, 2017;
Start date of Admin renovation
June 2021; end date Dec 2021.
MNPC to budget annually for the
repair, maintenance and capital
as of April 1, 2018 ;
Rent revenue transfer from ARIO
to MNPC April 1, 2017;
Kemptville College to pay rent as
of September 2017;
College President, MNPC
Executive Director, Registrar,
and Receptionist/ Administrator
are staffed for establishment of
the campus and curriculum
development September 6,
2016;
Facilities Manager, external
facilities staff, Finance Manager
and Community Manager are
staffed for operations transfer
April 1, 2017
MNPC = Municipal Non-Profit Corporation

FMV = Fair Market Value
63
The table below summarizes the negotiating scenarios:

Negotiating Scenarios
SCENARIO 1
a. MNPC enters into License Agreement with ARIO to operate KC (assumes facility management contracts and
receives rent revenue) (April 1, 2017)
b. ARIO transfers ownership to MNPC for $1 (April 1, 2018)
c. ARIO funds deferred maintenance deficit for buildings ($3.5M) and 0 5 years in-ground infrastructure
($4.6M) = $8.1M
SCENARIO 2
b. ARIO transfers ownership to MNPC for FMV = $5.4M - $6.3M (April 1, 2018)
c. ARIO funds deferred maintenance deficit ($8.1M)
SCENARIO 3
b. ARIO transfers ownership to MNPC for FMV = $5.4M - $6.3M(April 1, 2018)
c. MNPC funds deferred maintenance deficit ($8.1M)
Key Assumptions:
2009 Fair Market Value of KC is = $5.4M to $6.3M based on value of farmland of $2400 to $3200/acre and
residential lots at $24,000 to $26,000/acre and value of marketable space of $10 - $12/sq ft.
Deferred Maintenance Deficit for Buildings is $3.5M and for In-Ground Infrastructure is $6M excluding
inflation and taxes (0 2 yr = $2.9M; 2 5 yrs = $1.0M; 5-10 yrs = $1.5M; 10- 20 yrs = $0.6M).
Capital Investment for Admin Building is $3M and Purvis Hall is $765,450
Inflation =2%;
Budget for Repair, Maintenance and Capital for Bldgs and site infrastructure 2% of Replacement Value
Replacement Value:
School (vocational) = 110,000 sq ft x $300/sq ft = $33,000,000
Residence (budget hotel) = 41,000 sqft x $162/sq ft = $6,642,000
Farm = 62,000 sq ft x $96/sq ft = $5,952,000
Office = 40,000 sq ft x $195/sq ft = $7,800,000
TOTAL $53,394,000
Option 1: Vet Lab, Administration, Alumni Hall, Rorke Hall, Gibson Hall, F.J. Parish, Fraser Hall, Power
House, Leahurst, Ontario Government Building, OMAFRA Building, Greenhouses 1 4, W.B. George, A.J.
Logsdail, Welding Shop, New Beef Barn, Bull Test Station (Barn 16)
Option 2: Option 1 + Purvis Hall
Option 3: Option 2 + Renovation of Administration Building
64
The financial model is based on the following high level timeline (see Appendix A for more detail):
2016
2017
2018
2019
Launch of KC Trades Training and Launch of KC Low-Carbon Applied

Extension Programs
Training Programs
Negotiation with
Ontario for
Training and
Education
Programs
Development of
Business Plan
Curriculum Development
Establishment
of Kemptville
College
100th
Anniversary
Establishment of
Municipal NonProfit (MNP)
Negotiations
with Ontario
for Buildings
and Land
Transfer
Capital Repairs to Buildings and
In-ground Infrastructure
Jul16 - Apr18
MNG Council
Meeting - BDO
Presentation
April 4, 2016
MNG Council
Approval of
Business Plan
September 6,
2016
Transfer of
Operations from
UofG to MNP
Transfer of
Occupancy
Instruments from
ARIO to MNP
April 1, 2017
Transfer of
Ownership from
ARIO to
Municipal NonProfit
April 1, 2018
The model demonstrates that if the municipal non-profit receives the buildings and land from the Province of
Ontario for a nominal amount of $1, and the Province invests ~$8M in the buildings and in-ground
infrastructure, then the venture can be viable if it can lease out approximately 46% of the square footage of
the Kemptville College buildings in 2017 and gradually increasing to 55% in 2019 at an average rental rate of
$11.50/square ft. This is the most viable option (Option 2/Scenario 1).
The following table summarizes the revenue and expenses for the most viable option and scenario for the
municipal non-profit corporation (Option 2/Scenario 1). Summaries of the eight other options reviewed can be
found in Appendix B.
REVENUES
EXPENSES
NET EARNING
(LOSS)
2017
$1,540.632
$1,066,256
2018
$2,615,182
$2,184,416
2019
$2,695,571
$2,499,844
2020
$2,699,580
$2,549,241
$ 463,454
$ 414,100
$ 170,893
$ 126,802
2021
$2,703,670
$2,599,626
$
81,698
65
The financial model for the college is based on retaining apprenticeship programs in horticulture and heavy
agriculture, retaining the pre-apprenticeship program in welding, and adding a new modular climate change
curriculum. The introduction of these programs is staggered to allow time for curriculum development and
approval. The programs will be introduced between September 2017 and September 2018.
Key Assumptions:
Heavy agriculture and horticulture apprenticeship programs will be available for the Fall 2017 semester and
the welding pre-apprenticeship program will be available for the Summer 2018 semester
Heavy agriculture apprenticeship will enrol 50 students each year, the horticulture apprenticeship will
enrol 45 students, and the welding pre-apprenticeship will enrol 30 students.
Adjunct instructors will be used for all courses. Instructors will be paid $40/hour and will be compensated
for one hour of preparation time for each hour taught in class.
Tuition for the apprenticeship and pre-apprenticeship programs will remain the same as under University of
Guelph. Lower costs for adjunct instructors will result in a corresponding decrease in grant revenue
provided by MTCU for these programs.
New modular climate change curriculum will be available for the Fall 2018 semester
New modular climate change curriculum will comprise 30 courses offered each academic year, with an
average length of 20 teaching hours per course, and an average tuition of $500 per course.
New modular curriculum will have 37.5 students in 2018 and approximately 150 students each subsequent
year. Average students in the new modular climate change curriculum will take four courses each academic
year.
The model demonstrates that the college is financially viable over the long-term. The model relies on
attracting tuition from the new modular climate change curriculum, receiving grants for trades training from
MTCU, reducing teaching costs by employing adjunct instructors, and reducing overall operating and
administrative costs. If the college can achieve its enrolment objectives and adhere to the timeline for rolling
out the programs, then the venture will be financially viable in 2020.
The following table summarizes the revenue and expenses for the most viable option and scenario for
Kemptville College:
REVENUES
EXPENSES
NET EARNING
(LOSS)
2017
$234,046
$496,805
$(266,764)
2018
$847,673
$1,035,481
$ (194,739)
2019
$1,069,166
$1,085,479
$
(23,595)
2020
$1,104,757
$1,097,142
$
333
2021
$1,139,354
$1,109,038
$
23,393
66
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
include: private businesses in property management and animal genetics, public sector ministries and
agencies, trade associations, non-profits, and educational institutions.
67
Significant capital investment will be required to catch up on deferred maintenance for the buildings and
in-ground infrastructure. Deferred Maintenance Deficit for Buildings is $3.5M and for In-Ground
Infrastructure is $6M.
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.
The most viable municipal non-profit option and scenario is Option 2, Scenario 1. The financial model
demonstrates that if the municipal non-profit receives the buildings and land from the Province of Ontario
for a nominal amount of $1, and the Province invests ~$8M in the buildings and in-ground infrastructure,
then the venture can be viable if it can lease out approximately 46% of the square footage of the
Kemptville College buildings in 2017 and gradually increasing to 55% in 2019 at an average rental rate of
$11.50/square ft.
The college is financially viable over the long-term. A viable financial model includes: new tuition revenue
from the new modular climate change curriculum, grants for trades training from MTCU, a reduction in
teaching costs by employing adjunct instructors, and a reduction in overall operating and administrative
costs. If the college can achieve its enrolment objectives and adhere to the timeline for rolling out the
programs, then the venture will be financially viable in 2020.
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.
Recommendations:
The Municipality of North Grenville should seek a mandate from the Municipal Council to enter into
negotiations with the Province of Ontario for the eventual transfer of the buildings and lands of Kemptville
College;
In negotiations with the Province, MNG should highlight Option 2, Scenario 1 as the most viable option for
the success of the venture. MNG should seek to acquire the land and buildings for $1 and to have the
Province invest ~$8M for buildings and in-ground infrastructure;
MNG should commission 2 business plans for the municipal non-profit corporation and the college to plan
out the specific details, vision, and roadmap for each venture.
68
APPENDIX A: TIMELINE
69
APPENDIX B: FINANCIAL SUMMARIES

Municipal Non-Profit - Scenario 1 / Option 1
Year
Revenues
Operating expenses
Earnings before other expenses
Other expenses
Net earning (loss)
2016 (4 months)
51,271
(51,271)
782
$(52,052)
2017
1,540,632
1,066,256
474,377
$474,377
2018
2,519,501
2,184,416
335,085
$335,085
2019
2,567,996
2,499,844
68,152
10,000
$58,152
2020
2,572,005
2,549,241
22,764
9,000
$13,764
2021
2,576,095
2,599,626
(23,530)
8,100
$(31,630)
2018
2019
2020
2021

Year
2016 (4 months)
Revenues
Operating expenses
Other expenses
Net earning (loss)
2017
-
1,540,632
2,615,182
2,695,571
2,699,580
2,703,670
51,271
1,066,256
2,184,416
2,499,844
2,549,241
2,599,626
(51,271)
474,377
430,767
195,727
150,339
104,045
782
10,923
16,667
24,834
23,537
22,347
$(52,052)
$463,454
$414,100
$170,893
$126,802
$81,698

Year
Revenues
Operating expenses
Other expenses
Net earning (loss)
2016 (4 months)
2017
2018
2019
2020
2021
1,540,632
2,519,501
2,695,571
2,699,580
2,703,670
51,271
1,066,256
2,184,416
2,499,844
2,549,241
2,599,626
(51,271)
474,377
335,085
195,727
150,339
104,045
782
10,923
16,878
24,834
23,537
97,892
$(52,052)
$ 463,454
$318,207
$ 170,893
$ 126,802
$ 6,153

Year
2016 (4 months)
Revenues
Operating expenses
Other expenses
Net earning (loss)
2017
2018
2019
2020
1,540,632
2,519,501
2,567,996
51,271
1,066,256
2,184,416
(51,271)
474,377
335,085
782
782
156,668
$(52,052)
$473,595
$178,418
$(166,238)
2021
2,572,005
2,576,095
2,549,241
2,599,626
68,152
22,764
(23,530)
234,390
229,177
228,208
$(206,412)
$(251,738)
2,499,844

Year
Revenues
Operating expenses
Other expenses
Net earning (loss)
2016 (4 months)
2017
2018
2019
2020
2021
51,271
1,540,632
1,066,256
2,615,182
2,184,416
2,695,571
2,499,844
2,699,580
2,549,241
2,703,670
2,599,626
(51,271)
474,377
430,767
195,727
150,339
104,045
782
10,923
188,551
271,646
265,003
258,792
$(52,052)
$463,454
$242,216
$(75,920)
$(114,664)
$(154,748)
70

Year
Revenues
Operating expenses
Other expenses
Net earning (loss)
2016 (4 months)
2017
2018
2019
2020
2021
51,271
1,540,632
1,066,256
2,519,501
2,184,416
2,695,571
2,499,844
2,699,580
2,549,241
2,703,670
2,599,626
(51,271)
782
474,377
10,923
335,085
188,551
195,727
271,646
150,339
265,003
104,045
293,357
$(52,052)
$463,454
$146,535
$(75,920)
$(114,664)
$(189,313)

Year
2016 (4 months)
Revenues
Operating expenses
Other expenses
Net earning (loss)
2017
2018
2019
2020
2021
1,540,632
2,519,501
2,567,996
2,572,005
2,576,095
51,271
1,066,256
2,184,416
2,499,844
2,549,241
2,599,626
(51,271)
474,377
335,085
68,152
22,764
(23,530)
98,921
207,225
465,412
607,371
620,333
660,477
$(150,191)
$267,152
$(130,326)
$(539,219)
$(597,569)
$ (684,008)

Year
2016 (4 months)
Revenues
Operating expenses
Other expenses
Net earning (loss)
2017
2018
2019
2020
2021
1,540,632
2,615,182
2,695,571
2,699,580
2,703,670
51,271
1,066,256
2,184,416
2,499,844
2,549,241
2,599,626
(51,271)
474,377
430,767
195,727
150,339
104,045
98,921
224,581
505,197
643,007
653,789
662,996
$(150,191)
$249,795
$(74,430)
$(447,280)
$(503,450)
$(558,951)

Year
Revenues
Operating expenses
Other expenses
Net earning (loss)
2016 (4 months)
2017
2018
2019
2020
2021
1,540,632
2,519,501
2,695,571
2,699,580
2,703,670
51,271
1,066,256
2,184,416
2,499,844
2,549,241
2,599,626
(51,271)
474,377
335,085
195,727
150,339
104,045
98,921
224,581
505,197
644,469
655,267
672,073
$ (150,191)
$249,795
$(170,112)
$(448,743)
$(504,927)
$(568,028)
71
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 AgriFood 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). Ontarios Climate Change Strategy.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Kemptville College.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Administration Building.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Purvis Hall.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Rorke Hall.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Bell Hall.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for MNR.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Gibson Hall.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for W.B. George Centre.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for OMAFRA.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Alumni Hall & Cafeteria.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Agronomy Building.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for AM Barr.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Animal Health Lab.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Vault Building.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Agroforestry Building.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Power Equipment Centre.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Storefront.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Fraser Hall.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Power House.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for AJ Lonsdail.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Leahurst.
IRC Batten Sears Group Inc., (2010). Building Condition Assessment for Pesticide Storage Building.
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.
72
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.
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.
73
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.
74
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BUSINESS FEASIBILITY ASSESSMENT

SECTION 1: PROJECT DESCRIPTION

Education and Training

Health and Wellness

SECTION 2: MARKET ASSESSMENT

1) Review and evaluation of existing market information

A Vision of Success: Sustainable Agriculture in Vermont

Vermont Technical College: Applied Agricultural Education

Educational Programming at Vermont Technical College

Selected Short Courses

Extended Summer Diversified

Working Lands Certificate

Agriculture Business Management

Anaerobic Digester Operations

Farmstead & Artisan Cheeses:

University of Vermont: A Hub for Agriculture and Climate Change

2) Detailed definition of the venture versus market needs, viability and

Ontarios Climate Change Strategy, Government of Ontario, 2015. https://dr6j45jk9xcmk.cloudfront.net/documents/4928/climatechange-strategy-en.pdf

Market Viability and Potential

Factors Affecting the Adoption of Conservation Agriculture in Recent Studies33

3) Target market to support business

Ontario Maple Syrup Producers Association

Eastern Ontario Model Forest

Two Rivers Food Hub

Solar greenhouse technology

Ontario Ministry of Natural Resources and Forestry

Rideau Valley Conservation Authority

Health and Wellness Market

Ottawa School of Art

4) Competition and barriers to the market

5) Product Differentiation Map for Kemptville College

Product Comparison Chart

Health and Wellness

SECTION 3: TECHNICAL ASSESSMENT

Summary of Technical Assessment Section

Operating and maintenance costs cannot be attributable to individual buildings

BDO analysis is based on:

Current market appraisal

7) Description of Kemptville College38

Statement of Heritage Value, N00955 Kemptville Agricultural College

The Main campus is located along Concession Road

and County Road 44.

Kemptville Agricultural Campus, Land Use Study, FOTENN, December 2015

Figure 2: Existing Uses Kemptville Campus

9) Current State of Assets And Facilities

Priority A Life Safety

Priority B Structural Integrity

Priority C Legislative Requirements

Priority D Building Functionality

Priority E Cost Effective Upgrades

Priority F Pre-replacement Repairs

Priority Rating Summary

Priority Rating Summary

Condition Rating Priority Rating

In-Ground Infrastructure Condition and Priority Ratings

Maintenance and Catchbasins

Sanitary and Storm Sewers

Sanitary Pumping Station

In-Ground Infrastructure Cost Estimates - Main Campus

In-Ground Infrastructure Costs - Farm Campus

Soft Costs + Contigency

Summary of Estimated Repair and Replacement Costs

Education and Training