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HomeMy WebLinkAboutDSD-2022-014 - Downtown Kitchener Vision Project Plan REPORT TO: Planning and Strategic Initiatives Committee DATE OF MEETING: January 10, 2022 SUBMITTED BY: Cory Bluhm, Executive Director Economic Development, 519-741- 2200 ext. 7065 Rosa Bustamante, Director of Planning, 519-741-2200 ext. 7319 PREPARED BY: Darren Becks, Manager of Downtown Development and Innovation, 519-741-2200 ext. 7064 Natalie Goss, Manager of Policy and Research, 519-741-2200 ext. 7648 WARD(S) INVOLVED: Wards 9 and 10 DATE OF REPORT: December 23, 2021 REPORT NO.: DSD-2022-014 SUBJECT: Downtown Kitchener Vision Project Plan RECOMMENDATION: That the Downtown Kitchener Vision project plan outlined in this report be endorsed. REPORT HIGHLIGHTS: This report provides an overview of the project plan for the development of a comprehensive vision for Downtown Kitchener The Downtown Kitchener vision process will be community-led, and staff supported. Central to this community-led process is a Downtown Community Working Group (DCWG) comprised of approximately 25-30 members of the downtown and broader Kitchener community each bringing unique and diversified perspectives to the process To ensure robust conversations on the development of a vision, theme areas are included as conversation points to guide the DCWG and broader downtown community/stakeholder engagements in the areas of growth/housing, business, movement of people/goods, public spaces, events/street life, climate change/environmental leadership, equity, and safety/security. Additional themes may be identified and added through the process This project is funded through approved capital budget for costs associated with consultant services and community engagement. This report supports the Strategic Plan theme A Vibrant Economy. BACKGROUND: Downtown Kitchener (DTK) is at a key point in its evolution. Unprecedented growth is happening at a time where housing affordability, climate, equity, and social factors are intersecting. The pandemic has caused significant impacts to our business community, including the many businesses and organizations reliant on in-person engagement. The office community has largely been forced to work remotely, with uncertainty on what a post- *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. pandemic work environment will look like. As a result of all these converging factors, it is an opportune time for the community to shape a new vision for DTK; a new vision that includes a set of equity-based guiding principles for the next generation of community-led transformation. In 2003, City Council endorsed a vision for DTK with key guiding principles (Downtown Strategy Plan Vol. 1). key decisions over the following decades such as: Investments in post-secondary institutions Pedestrian-first redesign of King Street Growth of festivals and events Creation of the Downtown Community Centre Expansion of KPL Central Library, and Policy changes to support residential intensification. The 2003 vision still resonates today in many of our recent policy and investment decisions. Plan (2019-2022), Make It Kitchener 2.0 (2020), Shaping DTK A Vision for 2020 and updated Off Design Manual. The Downtown Kitchener BIA is a key stakeholder and partner in the evolution and success of DTK. Over the past 4 years, the City and BIA have shared a common strategy (Shaping DTK A Vision for 2020) which has enabled both organizations to align and This vision process provides an opportunity to advance similar collaboration with the BIA but also to engage with other downtown stakeholders and the broader downtown community. Over the next several decades, there are numerous and sizable bodies of work that will be undertaken by the City that will continue to shape and transform DTK. There is an opportunity to have the community working together with the City to craft a collective DTK vision to inform and align these bodies of work. At this time, identified in-progress and future city initiatives that a collective DTK vision would help inform include: A new land use and zoning framework for DTK A Civic District master plan A Bramm Yards master plan An Arts and Culture Strategy A District Energy plan for DTK Inclusionary zoning for DTK Places and Spaces Master Plan City-owned lands strategy (Make it Kitchener 2.0), and A new Official Plan REPORT: The goal of the DTK vision process is to develop a comprehensive vision and set of guiding principles for DTK founded on the values, principles, and needs that are unique to DTK. The DTK vision process will be community-led, and staff supported. The project plan, which includes the scope of work, timeline, and community engagement approach, is attached to this report as Attachment 1. Central to this community-led process is a Downtown Community Working Group (DCWG). The DCWG will be comprised of approximately 25-30 members of the downtown and broader Kitchener community each bringing unique and diversified perspectives to the process. The DCWG will: Shape a comprehensive community engagement process Craft a vision that encapsulates Identify and define a set of principles that shape, direct and contextualize future decision-making for DTK. The DCWG will work together with and be supported by community engagement consultants and staff. A space for input and collaboration with the broader DTK community will be part of the community engagement process. The graphic below shows the functional relationships of the project. Figure 1: DTK Vision functional relationships diagram To ensure robust conversations on the development of a DTK vision and principles, theme areas are included as conversation points with the DCWG and broader downtown community/stakeholders. The following are already identified themes. Additional themes may be identified and added through the process: Growth Housing Neighbourhoods Supporting existing business and recovery (1 to 4 years out) Business - imagine forward (5 to 10 years out) Movement of people and goods Public spaces Events, animation, and street life Climate and environmental leadership Equity Safety and security The table below outlines what is in scope and out of scope for the DTK vision project. In scope Out of scope Together with the Downtown Community Updates to any city or community Working Group and community documents (e.g., Official Plan, Places and engagement consultants, develop and Spaces, Make it Kitchener 2.0) execute a communications and community engagement plan for this project. Review of existing city and community An action plan to implement the DTK documents and plans that currently provide vision/principles including the identification guidance/direction for DTK. Review of costs, priority of future works provincial and federal policies for relevance. Research other downtown plans from across the province, country, and globe. Develop a new vision and key principles Funding or resources allocation for for DTK to guide future decisions implementation The DTK vision project will take place during 2022 and 2023 through four phases: Phase 1 project planning (Q4 2021-Q1 2022). This phase includes the preparation of a project plan, recruitment, and establishment of the DCWG, and preparation of a communications and community engagement plan. The DCWG will meet for the first time during this phase to confirm the goals of the project and share/explore background material. Phase 2 community-led visioning through theme-based discussions (Q2-Q3 2022). A series of 10 to 12 workshops based on themes will occur with the DCWG. Broad community workshops will also occur as part of this phase. Conversations on certain themes may be prioritized in timing to align with impending related project deliverables, such as various Council strategic plan actions. For example, to allow work to progress in 2022/23 on a new land use and zoning framework for DTK and Major Transit Station Areas (MTSAs) conversations on the growth, housing, and neighbourhoods themes are planned to occur first. Phase 3 development of a DTK vision and principles (Q4 2022-Q1 2023) This phase includes the development of a vision and principles for DTK led by the DCWG with guidance by the community engagement consultants and staff. Broad community engagement on the draft and final DTK vision and principles will happen during this phase. Phase 4 approval of a DTK vision and principles (Q1 2023). This phase includes a wrap-up session with the DCWG to confirm the final DTK vision STRATEGIC PLAN ALIGNMENT: This report supports A Vibrant Economy. The DTK vision project plan delivers a wholistic vision for the future of DTK enabling the continuation of strategic investments supporting job creation, economic prosperity, thriving arts and culture, and great places to live. FINANCIAL IMPLICATIONS: Capital Budget This project is funded through approved capital budget for costs associated with consultant services and community engagement. Operating Budget The recommendation has no impact on the Operating Budget. COMMUNITY ENGAGEMENT: The DTK vision engagement process is community-led and, staff supported. Central to the engagement process is a DCWG, comprised of 25 to 30 individuals representing different aspects of downtown life. The DCWG will inform, guide, and participate in themed conversations which will be used as the starting point for conversations with the broader community. A series of approximately 10 to 12 theme-based workshops will be held with the DCWG. The DCWG will also collaboratively develop a DTK vision with guidance from subject matter experts, and engagement consultants. In addition to the theme-based workshops outlined above, there will be a series of broad community engagement points at key milestones. It is anticipated that there will be a minimum of 5 community engagement events throughout the DTK vision process. The project plan (Attachment A) describes the composition of the DCWG and how opportunities for broader community conversations are woven throughout the process. Council will also be engaged at key points in the process via strategic sessions of council. INFORM h the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: There are no previous reports/authorities related to this matter. APPROVED BY: Justin Readman, General Manager, Development Services ATTACHMENTS: Attachment A Downtown Kitchener Vision Project Plan Attachment 1 Downtown Kitchener Vision Project Plan PROJECT PLAN Downtown Kitchener Vision and Principles 1.0 PROJECT OVERVIEW 1.1 Problem/Opportunity Statement Downtown Kitchener (DTK) has realized tremendous change in the form of growth, investment, a strong initial vision and core principles established in 2003, centered , high quality design and the growth of a knowledge economy. As Downtown has evolved, advancements such as the ION, new post-secondary institutions, an increase in housing supply, unprecedented development, and continued growth within the tech sector have anchored this transformation. The global pandemic has slowed some of this investment, but all indications are that the next 10 years will see DTK grow through investments and revitalization. transpired was the result of a true community effort, including a large community of passionate stakeholders (Kitchener residents, business leaders, academic partners, cultural organizations, creative professionals, entrepreneurs, social service providers, developers, event organizers, the Downtown BIA, As we look forward, DTK is at a key point in its evolution. Unprecedented growth is happening at a time where housing affordability, climate, equity, and social factors are intersecting, requiring a new vision for DTK with a set of equity-based guiding principles for the next generation of community-led transformation. To achieve such success requires a community driven, pan-corporation effort through a full community and stakeholder engagement process. Over the next several decades, there are numerous, and sizable bodies of work that will be undertaken by the City that will continue to shape and transform DTK. The opportunity to craft a collective DTK Vision to inform and align these bodies of work, led by community is before us. This project will deliver a broad, comprehensive, people-centered vision and set of principles for DTK providing direction for ongoing and future city initiatives in the areas of equity, experience, growth, and sustainability. At this time, identified in-progress and future city initiatives include: - A new land use and zoning framework for the Major Transit Station Areas (MTSAs) that are west of the Conestoga Parkway which includes the Urban Growth Centre (DTK) - A Civic District master plan - A Bramm Yards master plan - An Arts and Culture Strategy - A District Energy plan a capital project - Inclusionary zoning for DTK and MTSAs - Places and Spaces Master Plan - City-owned lands strategy (Make it Kitchener 2.0), and - A new or updated Official Plan This project, with the assistance of external supports, will be guided by the community through a community working group, will include extensive community engagement, inter-departmental co-operation, and will draw upon our collective wisdom to build a DTK Vision for the next 10 years. 1.2 Project Goals and Objectives The goal of the project is to develop a comprehensive vision and set of guiding principles for DTK founded on the values, principles, and needs identified by the community. Through this community driven process, the Downtown Community Working Group (DCWG) will: - Shape a comprehensive public engagement process, - Craft a vison that encapsulates DTK in 10 years, one that is premised on a downtown for all and, - Identify and define a set of principles that shape, direct, and contextualize future decision- making for DTK. This process is intended to, and perhaps most importantly, this process needs to: - Build continued consensus - Motivate and inspire action, and - Ensure inclusive community building. 1.3 Project Scope The considerable work over the past 20 years (strategic plans, policies, investments, etc.) to support DTK will be the foundation from which the community will develop a new vision and key principles to shape future decisions. The following table outlines what is in and out of scope for this project. In scope Out of scope Together with the Downtown Community Updates to any city or community documents Working Group and community engagement (e.g., Official Plan, Places and Spaces, Make consultants, develop and execute a it Kitchener 2.0) communications and community engagement plan for this project. Review of existing city and community An action plan to implement the DTK documents and plans that currently provide vision/principles including the identification of guidance/direction for DTK. Review provincial costs, priority of future works and federal policies for relevance. Research other downtown plans from across the province, country, and globe. Develop a new vision and key principles for Funding or resources allocation for DTK to guide future decisions implementation As outlined above, the process for developing a DTK vision and principles is community-led, and staff supported. Central to this process is a Downtown Community Working Group (DCWG) who will, together with and supported by engagement consultants and staff resources, guide the development of a DTK vision and principles. Members of the DCWG will report back to their various advisory bodies or member organizations, where applicable, to engage their groups in conversations. A space for input and collaboration with the broader DTK community is also included in the community engagement process. The process to develop a vision and principles for DTK and the vision itself will be used to inform, provide direction to, and support initiatives, strategic priorities and practical tools needed for implementation. To ensure robust conversations on the development of a DTK vision and principles the following theme areas are included as minimum conversation points with the DCWG and with the broader downtown community and stakeholders throughout community engagement. Through conversations with the DCWG additional themes may be identified. Already identified themes include: 1. Growth where and how should more people and jobs be added in DTK? 2. Housing - How can DTK be a home for all (e.g., housing supply, housing affordability)? 3. Neighbourhood - How do we imagine DTK as a distinct neighborhood? 4. Supporting Existing Businesses and Recovery (1-4 years out) How do we support businesses in recovering from the impacts of the pandemic? 5. Business - Imagine Forward (5-10 years out) - What does the retail, hospitality, service, and office sectors look like in the DTK? 6. Movement of People and Goods How do we plan and maintain a transportation system that supports and prioritizes safety for all users and reduces automobile dependence while providing safe and efficient movement of people and goods in and through the downtown? 7. Public spaces - How do we plan and support engaging public spaces and places (e.g., parks and amenity spaces) that support a vibrant DTK neighbourhood and quality of life? 8. Events, Animation, and Street life How do we support a vibrant street life through festivals, programs, patios etc.? 9. Climate change/Environmental Leadership climate change and sustainable development be considered and balanced with all other 10. Equity - How do we create a downtown that meets the needs of all, is welcoming to all and provides opportunities for all? How do we support those most in need? 11. Safety and Security - How can we construct and foster an empathetic, supportive community? In addition to conversations on the above themes, conversations with the DCWG will include an initial meeting that will confirm the goals of the project and share/explore background material. A final meeting with the DCWG will see the DCWG confirm the final DTK vision and principles 1.4 Key Milestones and Baseline Project Schedule The project is organized into 4 phases as follows: Phase 1 Project planning Q4 2021 to Q1 2022 Phase 1 establishes the project framework. It includes the development of a project charter and request for proposals for a community engagement consultant. Phase 1 will also include the retention of the consultant and, recruitment and establishment of the DCWG. An initial meeting with the DCWG will occur in this phase to confirm the goals of the project and share/explore background material. Phase 2 Community-led visioning Q2 to Q3 2022 Phase 2 includes the development of a draft community engagement plan by the consultant with input from the DCWG and Project Steering Committee (PSC) to gather input on proposed theme areas for a series of workshops. Once the CEP is finalized, the consultant will facilitate, with support from the PSC and technical experts, a series of approximately 10-12 theme-based workshops with the DCWG. In addition to the theme-based workshops with the DCWG there will be a series of broad community engagement points at key milestones. It is anticipated that there will be a minimum of 5 broad community engagement events. Certain themes may be prioritized to align with impending project deliverables, such as various Council strategic plan actions. For example, to allow work to progress in 2022/23 on a new land use and zoning framework for DTK and Major Transit Station Areas (MTSAs), at a minimum, conversations on themes 1-3 outlined above would be held in Q2 2022. Phase 3 Development of a DTK vision and principles Q4 2022 Q1 2023 Informed by conversations in Phase 2 and a draft DTK vision and principles will be created collaboratively with the DCWG, project leads, PSC. These conversations will be facilitated by the consultant. Input on the draft DTK vision and principles will be sought from the broader community. Phase 4 Approval of DTK vision and principles Q1 2023 A final vision and principles for DTK, once endorsed by the DCWG using an agreed to consensus model, will be presented to Council for approval and will be used to inform the in- progress and future projects outlined above and any others identified along the way. 1.5 Risks and Threats to Project Viability Risk Assumption Mitigation Adequate time scheduled for That the project schedule The project leads will monitor specific tasks, both generally provides for adequate time the project schedule and if a and considering the ongoing for each task to be deadline or milestone is global pandemic. completed. missed, or anticipated to be missed, by more than 2 weeks there may be a need to adjust the project timeline in consultation with the Project Steering Committee. At each milestone, the project leads will detail out the next phase of the project and will consider any impacts that the previous phase had on the overall project timeline. This will be done in consultation with the Project Steering Committee. Changes to the timeline will require approval by the Project Directors and Project Sponsor. Risk Assumption Mitigation Internal and external Key resources such financial A resourcing commitment resource availability and staffing will be available from leadership at the during all phases for the commencement of the project project is necessary as this body of work is dependent on cross departmental collaboration. Project leads will work collaboratively with all departments to resource this project. Should key resources not be available in the timeframe required to meet project milestones, the project leads, in consultation with the project steering committee, will consider options to adjusting the project timelines and/or workload priorities Should consultants not be retained within the required timeframe or consultants be retained with not the full ability to complete all intended tasks, the project leads in consultation with the Project Steering Committee, will consider options to adjusting the project timelines or assignment of additional tasks city resources (if available and appropriate). Alignment with the ongoing Messaging about and The project steering corporate strategic plan information gathered committee will work with the through the DTK vision and strategic plan team corporate strategic plan throughout both respective processes will be shared processes to ensure that and aligned. information is shared regularly, specifically information gathered through community engagement. Risk Assumption Mitigation Additional community That community The Project Leads, together engagement requested engagement will be with the consultant will executed as outlined in the consider options and revise community engagement the community engagement plan plan accordingly. The community engagement plan will only be revised once the Project Steering Committee has considered implications on timelines, resourcing, and budget. Should additional community engagement be identified that is beyond the Project Directors may identify internal resources to support identified engagement. Agreement on approach for The Community The Project Leads and community engagement. Engagement Plan that is Directors will actively maintain Certain interest groups (e.g., developed will ensure that relations with key BIA, DAAC etc.) may desire input is obtained from as stakeholders to ensure there a greater level of many stakeholders and the is broad support for the engagement than others broader community as process, DCWG, draft vision, and may identify concerns possible. and project. with a Downtown Should such challenges arise, Community Working Group Project Leads will work with led approach to Project Directors to assess engagement. and identify any strategies to ensure broad support. Agreement on project That the scope outlined in The Project Leads will work approach, scope, goals, and the project charter will be with the Project Steering objectives adhered to. Committee and consultant to manage and articulate the scope of the project to the DCWG and broader community. A communications plan will be developed to assist with key messaging on the scope of the project. Should changes in scope be proposed, the project leads in collaboration with the Project Steering Committee, will consider them in the context of the project timeline and budget. Risk Assumption Mitigation Adequate budget That City staff will work The budget earmarked for collaboratively to determine this project is shared with a funding sources for any related Planning Division recommended strategies project on updating land use and zoning for DTK. Should Change control process and the scope of engagement or procedures will be in place timeline of the project expand to ensure project beyond that which is deliverables are realized established in this project charter there may be implications. The Project Leads will update the Project Steering Committee at key millstones throughout the project on budget aspects. All change orders from the community engagement consultant that will have an impact on the project budget, scope, or timeline will be reviewed and discussed the Project Steering Committee. 1.6 Funding Authority This project is funded through approved capital budget for costs associated with consultant services and community engagement. 2.0 PROJECT ORGANIZATION 2.1 Project Roles and Responsibilities Project Champion General Manager Development Services The project champion will be the visible champion of the project from CLT and will address issues of scope, deliverables, and resources. The Project Champion will sign off on all project deliverables including the charter, terms of reference, and project vision. Project Director(s) - Executive Director of Economic Development Director of Planning The project directors(s) will be the project leadership and will work with the Project Steering Committee to ensure obstacles or barriers to success are removed. The project directors will: - Secure support of corporate leadership - Validate direction, and field resource allocation requests - Coach, mentor to support project outcomes Project Lead(s) - Manager of Downtown Development and Innovation Manager of Policy Planning Project Lead(s) will work with the Project Steering Committee, and the selected consultant to execute on the project deliverables. The Project Charter, the Project Terms of Reference, and the RFP documentation will all serve as guiding documents. Project lead(s) will guide the project, make sure the project aligns with agreed to milestones, outcomes, and ensure that the project proceeds within the given timeframe. The project leads will also be responsible for working with the DCWG and engagement consultants on drafting the downtown vision and principles. Engagement Consultant The engagement consulting team will work with the project leads and DCWG to: - Provide project management and facilitation supports for the DCWG, - Support the development of a Community Engagement Process, including identification of techniques (ex: survey and potential questions, workshops, charettes, etc.) by preparing a Draft Community Engagement Plan to be reviewed by the DCWG and Project Steering Committee - Facilitate all community engagement - Support the DCWG in the development of a DTK vision and principles Internal Leadership Group The Internal Leadership Group will be assembled with manger or director level leaders from internal departments that have a connection to key themes that are intended to shape the vision and will have responsibility for bodies of work that will impact DTK or support its vision. Representatives will include, but not limited to: - Director of Transportation Services - Director of Parks & Cemeteries - Director of Sport - Director, Strategy and Corporate Performance - Manager of Community Centers - Corporate Communications & Marketing - Manager of Special Events At key milestones, the work of the DCWG will be reviewed by the Internal Leadership Team and to provide feedback and advice from their area of expertise. The Project Leads will establish defined touch points once the Community Engagement Plan has been established. Project Steering Committee The project steering committee will be responsible for outlining priorities, identifying project deliverables and provide overall vision and direction of the Downtown Vision. In addition, the project steering committee will review and evaluate each submitted consultant proposal, be a member of the evaluation team and if required, participate in interviews for short-listed proposals. The project steering committee with be comprised of the project sponsor, project directors, project leaders and staff working team members Staff Working Team The staff working team will function as business analysts or resource supports. These individuals are key in supporting the Project Steering Committee to ensure the required tools are in place to support project deliverables, document or analyze project execution, and liaise with the external consultant of progress and schedule. The staff working team will be responsible for supporting the work plan and providing the necessary logistics for adherence to establish schedules. The staff working team members include staff resources from Economic Development. The DCWG will also be supported by the staff working team who will provide process, administrative and analytical support. This will include such tasks as scheduling meetings, minute taking, supporting the execution of community engagement exercises, providing statistical information, etc. Subject Matter Experts The complexity and range of issues to be discussed as inputs into the development of a DTK vision and principles requires the use of subject matter experts to support the engagement processes, provide educational aspects of engagement, clarity of technical requirements, and to participate in community engagement activities. Subject Matter Experts will be drawn into the process as required. Subject Matter Experts either lead existing business units which touch DTK or are leading bodies of work that will impact the future of DTK. Divisions or external governments/agencies that will provide subject matter support include: - Planning policy, urban design, environmental planning - Equity, AntiRacism, and Indigenous Initiatives - s ocial planning and affordable housing - Neigbourhood Development Office - Transportation planning parking - Economic Development All - Parks and Cemeteries Places and Spaces - Bylaw enforcement - DTK BIA - Corporate sustainability officer - Region of Waterloo housing; transit; social services; emergency services - Communitech - Waterloo Region Police Services Downtown Community Working Group Given the nature of the DTK vision work, it will be essential to lean on a diverse and broad set of external participants. The Downtown Community Working Group (DCWG) will be comprised of approximately 30 team members. By design, this team will encompass the necessary skills, expertise, investment, and passion for the Downtown including interests such as, but not limited to: - Academic (1) - Arts and Culture Representative (artist/institution) (1) - Business Owner Hospitality and Night Life (1) - Business Owner Office, Services (1) - Business Owner Restaurant (1) - Business Owner Retail (1) - Climate/Sustainability professional (1) - Developer/Land or building owner Commercial (1) - Developer/Landowner Residential (1) - Executive Director, Downtown Kitchener BIA (1) - Planner/Architect (1) - Post-Secondary Downtown Campus (1) - Post-Secondary - Student (1) - Representative Street Involved/Lived Experience (1) - Representative - Underrepresented Populations (2) - Resident-at-Large Downtown and adjacent neighbourhoods 1 representative from each of the following neighbourhoods; Downtown, Mount Hope Briethaupt Park, KW Hospital, Cherry Hill, Victoria Park, Cedar Hill, King Street East, Central Frederick, and Civic Centre (9) - Resident-at-Large Outside Downtown/adjacent neighbourhoods (2) - Social Services Downtown Agency (1) - Social Services Housing (1) In addition to the specific expertise that each representative provides, the selection team will look to recruit representatives that make up the demographic composition of the downtown community. Figure 1 illustrates the functional relationships of the groups involved in the project. Figure 1 Functional relationships of the DTK Vision project 2.2 Project Structure Organization and Mandate Charter sign-off Notification/confirmation of steering committee and project team Develop work plan (Gantt chart) Define approval process Establish standards and benchmarks Identify issues, concerns, risk gaps Analysis Review existing plans, provincial and federal policies, and research other downtown plans from across the Province, country, globe Gather stakeholder/Council feedback Deliverables Community engagement plan Communications plan Community engagement summaries Vision and principles draft and final Reports to Council