HomeMy WebLinkAboutCAO-06-030 - Downtown Strategic Plan Update 2006: A Magnetic FutureReport To: Finance & Corporate Services Committeeo
Date of Meeting: May 1, 2006
Submitted By: Silvia Wright, Manager Downtown Development, Economic
Development
Rod Regier, Executive Director, Economic Development
Prepared By: Silvia Wright, Manager Downtown Development, Economic
Development
Ward(s) Involved: 1 & 6
Date of Report: April 26, 2006
Report No.: CAO-06-030
Subject: DOWNTOWN STRATEGIC PLAN UPDATE 2006: A
MAGNETIC FUTURE
RECOMMENDATION:
That this report, appendices and presentation (May 1, 2006) be accepted as information
reporting on the current status and future directions of the Downtown Strategic Plan Volume III.
BACKGROUND:
The City of Kitchener Downtown Strategic Plan Volume III -The Implementation Plan was
approved in October 2004. The plan allows for implementation within a framework of priorities
and principles that adapt well to changing conditions over time. This report provides a
description of past accomplishments as well as future priorities as seen through the "lens" of an
evolving urban and economic landscape.
REPORT:
Downtown Strategic Plan Update 2006: Highlights
Residential intensification
Sustainable urban lifecycles rely on people living downtown, creating a ready market for goods
and services in the heart of the city. To satisfy this objective, in October 2005 the Upper Storey
Renovation Program was approved. It provides an incentive to develop underused downtown
buildings for quality urban apartment living. Stakeholder input, approvals and the establishment
of a downtown incentive review team followed. Implemented in November 2005, the program
approvals are now in progress. A total of $200,000 per year for a total of $1 million will be
loaned and granted. It has already inspired small building owners to raise the standards of
building maintenance and improvement. Spurred on by catalytic investment announcements in
education and knowledge creation sectors, additional loft and condominium developments are
expected to add approximately 300 units over 2006.
(See Appendix A for related Action Items: 4, 53)
Downtown Incentives Program
As identified by the strategic plan, all incentive programs available within the Community
Improvement Area have been updated. A multidisciplinary review team has been established
and new program marketing materials have been created. These activities have encouraged
interest among building owners with strong business plans and accelerated ambitions for
downtown economic success.
(See Appendix A for related Action Item: 2)
Urban design, planning and streetscape elements
Design and planning of the physical environment creates a foundation for economic and
community success in Downtown Kitchener. Victoria Park improvement plans, entrance
reconstruction and the completed Civic Park redesign contribute to the strategy. Urban Design
Guidelines are currently in development with an unprecedented opportunity for targeted public
engagement online. Downtown streetscape improvement plans and implementation will follow
from these community-driven guidelines. The Working Lighting Group established immediate,
interim and long term lighting improvements that are already initiated downtown. An
interdisciplinary team is coordinating a student housing strategy with representation from the
University of waterloo, Wilfrid Laurier University and community neighbourhood feedback.
(See Appendix A for related Action Items: 23, 29, 54)
Vitality, security and comfort initiatives
To maintain vitality, security and comfort downtown, work continues with community
stakeholders, employer representation and coordination with the KDBA. Vitality and safety are
built on increased numbers of people visiting downtown as part of every day activity as well as
with special events. New event liaison and development, an effective real estate awareness
program and community outreach activities are supported throughout the downtown for
continued vitality and comfort.
(See Appendix A for related Action Items: 33, 16, 4~
Business community, marketing and cluster initiatives
The business inventory database for downtown Kitchener has been updated. Business visits are
coordinated with Economic Development and the KDBA. Cluster strategies are in progress
within Economic Development. For example, with an emphasis on downtown, opportunities for
an emerging digital media cluster are encouraged by a working group which seeks to network
between the arts community, education and digital media developers. Marketing initiatives
include the web site at www.downtownkitchener.ca, the "centre yourself" brand demonstrated in
all print materials such as folders, covers and customized feature sheets.
(See Appendix A for related Action Items: 4, 37, 57, 20, 56, 1, 53)
Context of the New Economy: Significance of Talent Attraction
At the time of writing for the strategic plan, the trend of a knowledge economy was recognized
as a significant factor in economic development for an urban community. In an accelerated
economic landscape, each resource investment and implementation plan needs to be carefully
prioritized in this light to maximize the impact on economic sustainability.
Through the "lens" of the new economy, the shift away from manufacturing and towards
knowledge industry creates a new definition for business site selection factors.
Sustainable economic regions require talent to thrive in a new context of shifting manufacturing
sectors. Rather than proximity to transportation networks and resources, businesses need to
have access to a primarily significant resource: talent. Trends have led sophisticated relocation
consultants to advise businesses on the "knowledge worker quotient" in comparing communities
for business expansion.
It has been recognized that for every 2 people who are retiring, there will be less than 1 person
to take their place. Communities will be competing for an increasingly scarce pool of talent.
Three out of four people between 25 and 35 will first choose a place to live and then find a job.
Competing for this talent means that a community can assure economic sustainability by
becoming a "magnet" for the next generation.
As an urban mid-sized community, the City of Kitchener is setting the stage for the new
economy with the most significant factor for success: post-secondary education. Providing
these campuses creates access to a talent pool for local business, but providing urban vitality
retains the talent:
"As more companies engage in the knowledge sector of the economy, competition
for highly educated workers will become even more intense. Metros with a
concentration of these workers will prosper, while those that don't, won't."
Bill King, Expansion Management Magazine 2006 Knowledge Worker Quotient,
April 1, 2006
(As a reading list relating to talent attraction, and sources for this report and presentation,
please sees Appendix 8)
Downtown Strategic Plan Future Priorities: Magnetic Actions
Three areas are documented to provide an environment for successful talent attraction in the
new economy:
• Support economic opportunities,
• Support educational opportunities and
• Building after-hours vitality.
In addition to the education sector, economic opportunities include attracting businesses in
emerging clusters so as to provide a "thick" labour market. Though staying in a similar field,
most job tenure now ranges 18 months to 3 years with any one company. The next generation
will look for challenges within a field, with opportunities to network with smaller interesting
businesses rather than long term job security. Having witnessed their parents become
"downsized" during a career of corporate loyalty, the next generation is self-reliant and seeks
work-life balance ahead of company loyalty.
Live/work alternatives, wireless services, lofts, townhouse developments contribute to economic
success for the next generation. Stable adjacent neighbourhoods, as currently surround
downtown Kitchener, need to be preserved as the next generation moves through their careers
and into family lifecycles. Addressing the start of this demographic cycle ensures the likelihood
of stable economic patterns and community.
Of most significance to the next generation is after-hours vitality. Beginning with gathering
spots for exchange of ideas, outdoor cafes, dinner patios and strolling urban environments are
identified as "magnetic" assets. Major spectator sport venues, casinos, organized sport
programs, and shopping malls are not high on the list for this demographic. Theatres,
independent music, art, festivals, cultural diversity, and 24/7 vitality are factors that retain talent
in an urban setting. A medium sized city has advantages of affordable after-hours activity - a
significant factor to young professionals in the new economy.
Downtown Strategic Plan
Action items with highest magnetic impact opportunities for:
A economy B education C vitality
19 Outdoor terraces, gathering spots: provide highest vitality index C
16 Increase events for higher vitality index C
5 Support arts, culture cluster as economic engine andto create C
an environment to attract talent
3 Technology: wireless downtown A, B, C
57 Digital media communication, brand strategy to reach target A, B, C
audience
29 Implement streetscape urban design C
60 Support and target cluster businesses A
2 Fagade /Interior Loan Program for streetscape, heritage A, C
4 Upper Storey Renovation Program for higher density, vitality A, C
FINANCIAL IMPLICATIONS:
None
COMMUNICATIONS:
None
CONCLUSION:
The Downtown Strategic Plan has set the stage for a sustainable economy in the heart of the
city. Continued activities with an emphasis on talent attraction will provide business site
selection advantages and create a "magnetic" urban community for the next generation.
Rod Regier
Executive Director
Silvia Wright
Manager of Downtown and
Community Development
Attach: Appendix A: Downtown Strategic Plan Volume III 2005-2006 (Report Card)
Appendix B: Reading List for Talent Attraction in the New Economy
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APPENDIX B: Reading List as sources for presentation
1 coolcities.com An incentive program to "knowledge workers" who are leaving Michigan in
alarming numbers. It's about encouraging young people to live, work and play in your city because
they find it cool.
2 nextgenerationconsultinq.com Regional economic development consulting to understand
generational differences, anticipate workforce shortage and address it by creating cool community
as a magnet for talent
3 Linda Duxburv, Professor, School of Business, Carleton University Impact of demographic
groups on Canadian business environment -informed by the coming workforce shortage-
illustrate how talent has become a source of real power for workers.
4 Larry Beasley, Director of Current Planning, Vancouver, BC.
Urban Planning and Design -Panel Discussion, Region of Waterloo Council Chamber,
February 16, 2006
5 Bloq Content Search: Downtown Kitchener
(Current dialogue and trends within the target market)
6 Bill King, Expansion Mana®, ement Ma®azine Knowledge Worker Quotient, Jan 4, 2006