HomeMy WebLinkAboutCAO-07-024 - 2006 Downtown Monitoring Report & Downtown Strategic Plan Update
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Economic Development
REPORT
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s~ Involved:
Date of Report:
Report No.:
Subject:
RECOMMENDATION:
Finance & Corporate Services Committee
May 7, 2007
Silvia Wright, Manager, Downtown and Community Development
Chantelle Dixon, Technical Analyst, Business Development &
Sandy Curzon, Downtown Service Administrator
1&6
Apri 127, 2007
cAO-o7-o24
2006 Downtown Monitoring Report
and
Downtown Strategic Plan Update
That Report CAO-07-024 and attached "2006 Downtown Monitoring Report and Downtown Strategic Plan
Update" be received as information only.
BACKGROUND:
To guide the process of creating an environment for sustained and balanced vitality in the heart of the
city, the Downtown Strategic Plan Volume 3 provides action plans which are implemented and adapted to
changing environments. Simply stated, all action items are directed towards creating authentic
community vitality through people living, learning, working and playing downtown.
The 2006 Downtown Monitoring Report provides indicators that clearly connect the Downtown Strategic
Plan and the supporting catalyst investments provided by EDIF Economic Development Investment
Fund.
REPORT:
2006 Downtown Monitoring Report
Indicators for 2006 clearly show that the Downtown Strategic Plan and related EDIF investments and
activities are producing measurable results. This report outlines significant positive trends through the
various indicators for revitalization activities in the downtown. The real estate investment confidence and
residential unit increases indicate sustainable continued success in the urban heart of the City.
As a specific evidence of fulfilling the vision and strategy, the downtown monitoring indicators for 2006
suggested strong residential development is occurring. The following highlights suggest a positive
outlook for the current and upcoming years, summarizing activity in the Downtown and Central
Neighbourhoods:
5.1 percent increase in population to 18,848 Downtown and Central Neighbourhoods
2.0 percent increase in event attendance, mainly due to several new events being held;
4,500 visits per month have been recorded at www.downtownkitchener.ca, representing a steady
increase, with the most visited section: Downtown Living and Residential Developments
^ Building Permits up to $70.3 million in value of construction
^ 21 % of all construction in the City occurred Downtown and in the Central Neighbourhooods
^ Residential development values at $25 million in Downtown and in Central Neighbourhooods
^ 471 new residential units (by permits issued in 2006) compared to 89 in 2005 in Downtown and
Central Neighbourhoods
^ Vacancy rate is down to 3.8 % in Downtown central business zone
^ $1 million total value of projects related to incentives such as the Upper Storey and Fapade
Loan Incentives
^ Stable number of businesses - 675 businesses in 2006 and 12,445 employees associated with
those businesses
^ Increased Commercial Lease Rates -end average at $11 I square foot in the downtown
The indicators in the 2006 Downtown Monitoring Report provide evidence of a positive momentum in
downtown development, supported by the strategic direction and catalyst investments. For 2006 there
are especially strong indicators for increased residential development, which will provide a sustainable
market to downtown businesses, creating a foundation for continued rising trends in the commercial
sector. Please see Appendix A: 2006 Downtown Monitoring Report for more details.
Downtown Strategic Plan -Report Card and Future Priorities
The Downtown Strategic Plan Action Items for implementation in 2006 related to business, residential,
vitality and community development:
^ Centre Block property being presented to national developers as a Request for Proposal
(Downtown Strategic Plan -Action Item 1)
^ Urban Design Guidelines for the public and private realm (Downtown Strategic Plan -Action Items
26, 27)
^ Business Community/Cluster Strategies including the development of the Health Sciences Campus
in conjunction with McMaster School of Medicine; Initiation and development of the Digital Media
Working Group (Downtown Strategic Plan -Action item 37, modified)
^ Comfort and Security Initiatives supported by improved lighting standards, redeveloped streetscape
and lighting in the market district, targeted mobilization activities and outreach (Downtown
Strategic Plan -Action item 33)
^ Downtown Brand Development including digital marketing, video, web site and student welcome
tours of the downtown area "Centre Yourself" campaign (Downtown Strategic Plan -Action item
4, 37, 57)
^ Promote and further develop downtown incentives activity including Upper Storey, Fagade and
Interior and other incentives for downtown development (Downtown Strategic Plan -Action item 4,
52, 53)
^ Support business attraction and retention with improved downtown business survey, database and
mapping (Downtown Strategic Plan -Action item 2)
^ Provide numerous presentations for feedback and dialogue with business organizations and
community groups to support activity consistent with Healthy Communities Plan for positive
downtown perceptions and community pride (Downtown Strategic Plan -Action item 57)
Beginning with this strong foundation of a growing residential market, there is good reason to expect a
continued trend of a balanced and sustainable community in the heart of the city. A complete report card
is attached as review of the implementation of 63 Action Items from the Downtown Strategic Plan,
Volume 3, Appendix B.
Future priorities and work plans for the strategic plan have been developed through the "lens" of an
evolving urban and economic landscape, with the support of several stakeholder groups consulted
through 2006 and the early part of 2007, including interdepartmental staff leadership teams, the
Downtown Collaborative, EDAC, DAC, KDBA, various community groups, business organizations and
service clubs, students, investors and the community at large.
Based on this effort to maximize resources and activities in the future, action items are being prioritized to
sustain the current positive momentum in downtown development. The Downtown Strategic Plan
guideline for priorities moving forward in 2007 and beyond, and are strongly associated with the
economic, educational and vitality requirements for a balanced downtown community and surrounding
central neighbourhoods, and a sustainable, balanced economic lifecycle in the heart of the city of
Kitchener.
FINANCIAL IMPLICATIONS:
None
COMMUNICATIONS:
None
Silvia Wright, Manager
Downtown Community Development
Sandy Curzon
Downtown Service Administrator
Chantelle Dixon, Technical Analyst
Business Development
Attach: Appendix A: 2006 Downtown Monitoring Report
Attach: Appendix B: 2006 Downtown Strategic Plan Report Card
2006
Downtown
Monitoring Report
A portrait of activities in Downtown Kitchener
City of Kitchener
Economic Development Department
200 King St W
PO Box 1118
Kitchener, ON
Canada N2G 4G7
Phone: 519.741.2292
Fax: 519.741.2722
Email. downtown~k~tchener.ca
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[)( icy ~„f'i i~~':~"
www.kitchener.ca www.downtownkitchener.ca
For more information contact:
Chantelle Dixon
Technical Analyst
519.741.2760
chantelle.dixon~kitchener.ca
Silvia Wright
Manager of Downtown & Community Development
519.741.2392
silvia.wright~kitchener.ca
Sandy Curzon
Downtown Service Administrator
519.741.2310
sandy.curzon~kitchener.ca
Downtown Monitoring Report
Table of Contents
EXECUTIVE SUMMARY
MONITORING INDICATORS
5
Group 1. People Activity 6
Indicator 1(a) Residential Population 6
Indicator 1(b) Events 6
Indicator 1(c) Attractions 8
Indicator 1(d) Tourism Inquiries 8
Indicator 1(e) Website 8
Indicator 1(f) Parking 9
Group 2. Development Activity 10
Indicator 2(a) Construction Value of Building Permits 10
Indicator 2(b) Residential Permits 11
Indicator 2(c) Rental Noosing Demand 12
Indicator 2(d) Financial Incentives 12
Group 3. Business & Employment Activity 13
Indicator 3(a) Number of Businesses 13
Indicator 3(b) Top Employers 14
Indicator 3(c) Number of Employees 14
Indicator 3(d) Industrial Space 14
Indicator 3(e) Office Space 15
ORGANIZATIONAL UPDATE
Economic Development Investment Fund
Strategic Plan
17
17
18
OPPORTUNITIES FOR THE FUTURE 20
Downtown Monitoring Report
TABLE OF APPENDICES
Appendix A: Population Change, Kitchener CMA 2001-2006 by Census Tract
Appendix B: Downtown Project Map
Appendix C: Downtown Study Area Map By Planning Community
Appendix D: Central Zone Map for CMHC Statistics
Appendix E: Core Area Map for Industry Statistics
THANKS TO OUR PARTNERS, AND OTHER CONTRIBUTORS TO THIS REPORT:
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Canada's
Technology
Triangle
Waterloo Region
Cambridge Kitchener Waterloo
DISCLAIMER
The information in this report has been carefully gathered to obtain accurate information. While every
effort has been made to ensure the accuracy of information, the possibility for error or omission exists.
We would appreciate your assistance by notifying us of any inaccuracies. We can be contacted at
519.741.2292 or at ecodev~kitchener.ca, or by faxing 519.741.2722.
Downtown Monitoring Report
Executive Summary
The Downtown Strategic Plan and supporting Economic Development Investment Fund ~EDIF) catalyst
investments are directed at improving the economy for the city as a whole, including the revitalization of
the heart of the city. Indicators and measurable trends for 2006 clearly show that these investments and
activities are producing measurable results. This report outlines significant positive trends through the
various indicators for revitalization activities in the downtown. The real estate investment confidence and
residential unit increases indicate sustainable continued success in the urban heart of the City.
As a specific evidence of fulfilling the vision and strategy, the indicators suggest a positive outlook for the
current and upcoming years, summarizing activity in the Downtown and Central Neighbourhoods:
Now in the implementation stages, the Downtown Strategic Plan is well energized by EDIF and key
private sector developments. Indicators and measurable trends for 2006 clearly connect these activities
with results. This report outlines significant positive trends through the various indicators for revitalization
activities in the downtown. The real estate investment confidence and residential unit increases indicate
sustainable continued success in the urban heart of the City.
Building on major catalyst investments, the first development in the education cluster was realized in the
form of Wilfrid Laurier Faculty of Social Work, opening in September 2006. Construction for the
University of Waterloo Health Sciences Campus was started, exceeding expectations in scope and
breadth of health technology training and medical services to be provided to the community.
The redevelopment of the Centre Block was taken forward by the Request for Proposal extended to the
North American development industry. Though not fully realized at the end of 2006, proposal
submissions were accepted for review and selection in 2007. All indicators for 2006 are reflecting a
pattern of sustained economic growth -such as increased new residential units, increased employment
and increased event attendance.
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Downtown Kitchener is a ke centre for the Waterloo Re ion as a =~ "'""`
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recognized hub for culture and creativity including film festivals, musical ~,~~~ _ ___ ______ .._.~
events, art exhibits, and live theatre. The varied restaurants represent
food styles from around the world, attracting a diverse population to an
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Continuing with amulti-faceted approach to redevelopment, downtown ,, ~~'~ ~ :~
programs such as the financial incentives, business engagement, „~~~ , ~~~ ~ ~ ~~
streetscaping plans, community development and cultural facilitation are ,,~'~~~~~~ ~~, ~~~~~ ~ ~~~ ~ ~~4
in progress. These plans and activities create an environment for ,~ ~,~ ~~;~ ~~s ~~
sustainable economic success. Downtown Kitchener is continuin to ~~~~~~' ~ ~~~- ~~~~~ ~~
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develop as an inclusive, healthy and diverse community in the heart of ~~~~ ,,~~~ ~ ,~~~~~ ~ ~ ~~~~ ~~' ,
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2006 also saw the beginning of what promises to be a successful RFP F~ ure 1: Kaufman Lofts
rocess for develo meat of the Centre Block. Staff continues to focus on 9
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the implementation of the Downtown Strategic Plan in the context of the new economy, through the lens
of the Healthy Community Plan and across new and emerging economic clusters such as digital media.
The high number of measurable improvements in 2006 suggests that the decisions were not only
strategically appropriate, but reinforced citizen and investor confidence in the commitment of the City and
Council to the redevelopment of downtown. With confidence in the downtown growing, it is expected that
these positive trends will continue in the years to come. To learn more about the downtown, visit the City
of Kitchener website at www.downtownkitchener.ca or contact staff at 519.741.2292 or
downtownCa~kitchener.ca
Monitoring Indicators 5
Downtown Monitoring Report
Monitoring Indicators
Group 1. People Activity
Indicator 1(a) Residential Population
The following chart outlines revised downtown population estimates for 2002 to 2006 based on baseline
Census data from 2001. Despite lower growth rates in 2003 and 2004, 2005 and 2006 have seen a
significant jump in the downtown population. Several development projects such as the loft development
in the core and apartment developments in the Victoria Park area have stimuated this population growth.
Statistics Canada has released a map indicating the population growth by area in the Kitchener CMA
from the 2006 Census (Appendix A).
To sustain a balanced community and a market for goods and services, increasing the residential
population in the core regions are essential. The estimated average annual growth rate City-Wide)
between 2001 and 2006 was 1.18 percent Source: FP Markets -Canadian Demographics 2006).
Average annual growth rate in Downtown Kitchener was 1.74 percent for the same period, with most of
this growth occurring in 2002 and 2006. With the developments scheduled for completion in 2007 to
2009, this increased growth will continue to add to a vibrant and stable downtown community.
Indicator 1 ~a): Residential Population
Neighbourhood Estimated
Est. 2002 Estimated
Est. 2003 Estimated
Est. 2004 Estimated
Est.2005t Estimated
Est. 2006
1. Downtown 1,300 1,298 1,300 1,363 1,842
2. Civic Centre 2,021 2,017 2,019 2,019 2,019
3. Kin Street 1,797 1,793 1,848 1,848 1,850
4. Cedar Nill 2,538 2,577 2,564 2,564 2,552
5. Mill-Courtland 3,578 3,679 3,679 3,677 3,694
7. Victoria Park 2,718 2,720 2,722 2,720 3,138
13. Central Frederick 3,640 3,640 3,640 3,751 3,753
Total 17,592 17,724 17,771 17,941 18,848
Actual Increase
Percent Increase +272
1.6% +132
0.7% +47
0.3% +170
1.0% +907
5.1
Source: City of Kitchener Corporate Database
Based on a factor including annual vacancy rate, average persons per household and building permit data net demolitions.
2005 population estimates have been revised from our previous ~2005~ edition These values better reflect the population in the
downtown as of 2005.
Indicator 1(b) Events
Attendance in 2006 at downtown events increased by approximately 2 percent. This number does not
include the additional rentals at the Victoria Park Pavilion which amounted to attendance of 35,000.
Despite adverse weather conditions on several event dates, attendance for most events remained
consistent. Since 2003 the total attendance for downtown events has increased year-over-year with 2006
seeing the addition of several new events. New downtown events included: Kitchener Chess Festival,
The Beat Rocks the Block, Antiques Road Show and Mud Puppy Chase.
There has been a significant change in attendance of the smaller rentals. According to staff, increased
parking options, additional meeting rooms and more private function space would enable the small rental
business to grow.
Monitoring Indicators
Downtown Monitoring Report
Indicator 1 fib): Events
Event Attendance 2003 2004 2005 2006 '05 - '06 Change
Small Rentals 38,000 35,300 26,300 21,784 -4,516
Cruise Night 17,000 12,000 14,000 18,000 4,000
Motorcycle Show and Shine* 500 -500
Festival of the Night 8,000 10,000 10,000 8,000 2,000
Festival of Trees and Light 9,500 10,000 9,000 9,000 0
Christkindl Market 30,000 30,000 30,000 35,000 5,000
Open Ears Festival ~Bi-Annuals 3,000 3,000 0
ArtWorksIMFA CAFKA ~Bi-Annuals 2500 3,000 5,000 0
Tooney Tuesday 3600 3,600 3,600 3,600 0
BBQ Cookoff 5,000 5,000 5,000 0
Multicultural Festival 51,000 60,000 60,000 60,000 0
Tapestry less Multi Cultural Fest. 2,000 2,400 3,000 5,000 -2,000
Kidspark 14000 18,000 18,000 15,000 -3,000
Block Party 00-02/Unity Jam 03- 1000 800 500 500 0
Oktoberfest Opening Ceremony 2000 2,000 2,000 2,000 0
Your Downtown Oktoberfest 2,500 3,500 1,000 -2,500
Grillfest 1000 1,500 1,500 1,500 0
Victoria Park Pavilion Rentals 39,400 38,500 35,229 -3,271
Christmas Fantasy 1500 2,000 2,000 2,500 500
Festival de Velo 1,500 1,500 -1,500
Blues, Brews, BBQ -all locations 10000 30,000 45,000 45,000 0
Schweinfest* 2500 2,500 0
Word on the Street 7,000 8,000 8,000 7,000 -1,000
German Heritage Day 1,200 0 800 500 -300
1 Book 1 Community 500 1,200 1,200 1,200 0
Quilt Festival 1,000 1,000 1,000 1,000 0
Downtown Performances** 1,000 1,000 0
Market Grand Opening** 1,500 -0
Songwriter's Festival 500 700 -700
Brau & Vinzer 500 -500
Mela 2005 1,000 1,500 500
Fire Combat Challenge 5,000 5,000 0
Bricklin Car Show** 1,000 -1,000
Market Programming** 2,000 3,000 1,000
Mud Puppy 1,000 1,000
Antique Road Show 2,500 2,500
The Beat 10,000 10,000
Arts & Culture -Downtown 800 800
Pride Day 3,000 3,000
Car Free Day 500 500
Chess Festival 2,500 2,500
Fire Memorial 500 500
Total Attendance 211,100 288,700 303,100 308,113 5,013
Source: City of Kitchener Community Services Department *Discontinued **One-time event
Monitoring Indicators
Downtown Monitoring Report
Indicator 1(c) Attractions
The Centre in the Square experienced a 9.7% increase in attendance which is primarily the result of an
increase in the number of performances held during the 2006 season. Attendance at the Children's
Museum, continued to decline (9.2%). Theatre & Company attendance dropped this year however, total
attraction attendance for the year is up. The drop in attendance at Theatre & Company is a relfection of
the absence of an Artistic Director.
Indicator 1(c}: Attractions
2003 2004 2005 2006
Centre in the S care 157,488 172,532 162,600 178,381
Children's Museum 24,251* 68,283 51,255 46,556
Theatre & Com an ** 19,770 '03-`04 19,499 `04-`05 19,987 '05-'06 11,369
Total 201,509 260,314 233,842 236,306
*September to December
**Does not include studio classes, corporate rental space, and theatre rentals who do not use the box office.
Indicator 1(d) Tourism Inquiries
Since it opened in May 2003, KW Tourism/ Your Kitchener Store has seen a steady increase in walk-in
traffic each year. Located across from City Hall, the number of customers visiting the location increased to
6,500 in 2006 from 5,891 in 2005 (slightly over 10% increase). This is significant to downtown as it
suggests a continuing increase in pedestrian traffic of tourists, who represent an injection to the
downtown economy.
Indicator 1(d}: Tourism Inquiries
2004 2005 2006
Walk-in
Telephone
Email 5,090
3,920
499 5,891
3,280
424 6,500
3,192
462
Total inquiries 9,509 9,595 10,154
Brochures/ Large Orders
Packa es Mailed 49,003
759 43,851
714 41,682
331
Source: Kitchener Tourism, 2006
Indicator 1(e) Website
Launched in May 2006, the new downtown Kitchener website highlights developments such as Centre
Block and other EDIF activities. The content however, has been organized from the point of view of a
visitor who would consider living, learning, working and playing in the downtown. For the intended
demographic target audience, it is expected that Internet is the most likely way to obtain information
rather the than all other traditional media (print, radio, television).
The website provides an overview of lifestyle options, events, activities, dining and shopping. The site is
updated regularly and is scheduled for more interactive features in the future. Statistics from
www.downtownkitchener.ca/com indicate that there has been a steady increase in visitor traffic over time.
Significant to the future of downtown development, it was found that the most frequently visited part of the
site was "New Residential Developments." As the site was intended for an audience interested in
downtown as a place to live, work and play, these trends are an indication of the web site as beginning to
meet the intended target audience.
Monitoring Indicators
Downtown Monitoring Report
Indicator 1(e}: Downtown Kitchener Website Statistics
Month Unique Visitors Hits
2006
Apri I 66 71, 597
May 2,477 127,330
June 3,034 146,916
July 3,447 109,934
August 3,059 83,838
September 3,419 97,838
October 4,177 117,873
November 4,444 120,855
December 4,444 108,824
2007
January 4,745 126,420
February 4,367 130,509
March 5,461 136,360
Source: City of Kitchener Downtown Administration
Indicator 1(f) Parking
In 2006 the number of downtown monthly parkers increased by 556. The 2006 waiting list has been
significantly reduced by more than 50 percent from that of last year. This can be attributed to the
expansion of downtown parking lots to accommodate increased downtown employment and/or population
requiring paid parking.
The following chart is not intended to assess capacity or availability of parking in the downtown, but rather
to illustrate increasing demand for parking. For more information see Organizational Update, p. 18
Monitoring Indicators
Downtown Monitoring Report
Indicator 1(f): Parking
Lot Total
Spaces Limit Monthly
Parkers
Monthly Parkers
Monthly Waiting List
2005 2006 2005 2006
City Nall 442 400 401 400 66 51
Duke/Ontario 403 364 311 297 13 0
Market 283 240 114 98 0
Lot # 1 82 21 21 20 0
Lot #2 36 6 6 6 0
Lot #3 111 79 75 80 76 20
Lot #5 26 26 Ne 26 0
Lot #6 44 20 23 30 16 5
Lot #7 41 20 25 28 0
Lot #8 162 154 128 279 10 0
Lot #9 31 20 20 20 4 18
Lot # 13 156 138 0
Lot # 16 34 10 25 26 18 4
Lot # 18 124 47 0
Lot # 19 175 60 60 60 84 40
Lot #22 31 15 10 10 3 8
Lot #23 38 23 25 23 0
Lot #24 242 210 0
Lot #27 16 16 12 14 0
Total 1,929 1,448 1,256 1,812 290 141
Source: City of Kitchener Community Services Department, 2005.2006
Group 2. Development Activity
Indicator2(a) Construction Value of Building Permits
Building permit values more than doubled in 2006, an increase of 43.8 million dollars. This substantial
increase can mainly be attributed to residential permits being issued for several major projects.
Furthermore, institutional permits saw a dramatic increase. The University of Waterloo Health Sciences
Campus contributed the most significant value as the permit for the remainder of the work to be
completed for the opening in 2008 was issued.
These large scale projects have accumulated so that the downtown area represented 21 % of the city's
entire construction values in 2006. This is a significant increase over 6.7 percent in 2005 and 6.6 in 2004.
The City has worked with partners and developers to allow many of these major projects to become
reality. Tax Relief, Brownfield Remediation Programs, Development Incentives and the EDIF have all
played a role in creating this dramatically improved development situationwithin the downtown.
Monitoring Indicators 10
Downtown Monitoring Report
Indicator 2(a}: Construction Value of Building Permits
Downtown Study Area 2003 2004 2005 2006
Commercial 2,551,200 15,465,900 5,543,800 5,691,600
Industrial 40,000 106,000 1,987,000 130,000
Institutional 1,605,000 7,653,000 11,976,800 32,211,500
Multiple Use 10,902,500 192,000 - 6,100,000
Residential 3,734,200 4,629,000 6,914,500 25,963,600
Total 18,832,900 28,045,900 26,422,100 70,279,700
Source: City of Kitchener Corporate Database Note: Includes alterations
Indicator 2(a}: Construction Value of Building Permits
Neighbourhood
Commercial
Industrial
Institutional Multiple
Use
Residential
Total
1. Downtown 5,032,600 60,000 31,086,500 6,100,000 $22,430,000 $64,709,100
2. Civic Centre 159,000 - - - - $159,000
3. King Street 225,000 - - - $114,600 $339,600
4. Cedar Hill - - 500,000 - $507,000 $1,007,000
5. Mill-Courtland 75,000 70,000 610,000 - $1,627,500 $2,382,500
7. Victoria Park 90,000 - - - $965,000 $1,055,000
13. Central
Frederick
110,000
15,000
_
$319,500
$444,500
Total 5,691,600 130,000 32,211,500 6,100,000 25,963,600 70,096,700
Source: City of Kitchener Corporate Database
Note: Includes alterations
Indicator 2(b) Residential Permits
The number of units added in the Downtown in 2006 was significantly higher than in past years and is
representative of a year with unusually high building activity. With the development of several large scale
projects the values of permits was considerably higher than the past three years. Furthermore, two large
residential projects accounted for a large (460) number of new units.
With the sell-out of the Kaufman and Eaton's Lofts as well as the significant sale of Le Marche
Residences (80 percent sold), the residential demand in the downtown appears strong. This influx of
residential growth will eventually create a larger market for supporting businesses in the downtown areas
and therefore have an impact on the future overall downtown growth. Construction is expected to remain
steady and work has begun on the Arrow Loft construction project.
As with all other indicators, the residential construction activity provides strong support for the direction,
priorities and strategies that emphasize two demographic trends -the entrance of young professionals
into the housing market (substantial in number as the baby boom echo) and the baby boom generation
itself, now becoming "empty nesters." Vision and strategy, including EDIF, the Downtown Strategic Plan
Implementation) and the Downtown Incentives program are catalysts in creating a vibrant urban centre
available to these target markets described above.
Monitoring Indicators 11
Downtown Monitoring Report
Indicator 2(b}: Residential Permits
Neighbourhood 2003
Construct.
Value
Net
New
Units* 2004
Construct.
Value
Net
New
Units* 2005
Construct.
Value
Net
New
Units* 2006
Construct.
Value
Net
New
Units*
1. Downtown $121,000 -1 $92,500 1 $587,000 33 $22,430,00 249
2. Civic Centre $353,000 -2 $104,000 1 $64,000 - - -
3. King Street $8,600 -2 $2,585,000 29 $7,600 - $114,600 1
4. Cedar Hill $105,000 20 $1,327,000 -7 $50,000 - $507,000 -6
5. Mill-Courtland $2,640,700 52 $164,500 - $270,000 -1 $1,627,500 9
7. Victoria Park $58,900 1 $130,500 1 $62,500 -1 $965,000 217**
13. Central
Frederick $447,000 $225,500 $5,873,400 58 $319,500 1
Total $3,734,200 68 $4,629,000 25 $6,914,500 89 $25,963,600 471
Source: City of Kitchener Corporate Database
*Net demolitions. **Foundation only
Indicator 2(c) Rental Housing Demand
Despite the low interest rates that are driving young adults into the homeownership realm, the rental
market remains stable in the downtown, particularly for in-migration from outside Canada. The overall
rental rate for the City of Kitchener has again decreased to 3.7 percent in 2006. The Central Zone of
Kitchener (Appendix E Zone Map for CMNC Statistics) vacancy rate fell significantly in 2006, following a
similar trend identified in 2005. The vacancy rate in Kitchener Central is currently 3.8 percent, reduced
from 5.1 percent in 2005. The overall average rents in the core also increased, indicating appreciation in
the real estate market. Generally, on average, rents increased 2.9 percent across all types of units.
Rental housing demand can also be attributed to the overall higher residential demand in the area.
New rental projects such as Arrow Lofts and an apartment complex at 560 Queen Street will increase the
number of rental units available in the downtown in the near future. These additional new rental units
coincide with the high residential demand that is evident in the quick sale of lofts, thereby drawing
attention the fact that downtown Kitchener is becoming a desirable location for people to live.
Indicator 2(c}: Rental Housing Demand
Kitchener Central All Units Bachelor 1 Bedroom 2 Bedroom
2005 2006 2005 2006 2005 2006 2005 2006
Vacant Units 129 111 8 13 46 44 70 52
Universe 2,987 2,984 149 187 1,226 1,137 1,527 1,537
Availability Rate
6.5%
6.4% Not
available
13.6%
6.2%
6.8%
6.6%
5.3%
Vacancy Rate 4.3% 3.8% 5.5% 6.7% 3.8% 3.9% 4.6% 3.4%
Average Rent $748 $771 $496 $522 $667 $701 $830 $849
Source: CMHC Rental Market Report, 2006
Indicator2(d) Financial Incentives
Since 1989 the Fagade/Interior Loan Program provides financial assistance to the owners of downtown
commercial properties who want to make improvements either to the exterior or interior of their buildings.
In 2006, seven Fagade/Interior loans were approved totalling $255,000. Construction value for these
projects is estimated at $1 million.
Monitoring Indicators 12
Downtown Monitoring Report
As a further catalyst in the re-development of downtown Kitchener, in 2005, the City launched the Upper
Storey Renovation Program to provide opportunities for commercial property owners to convert upper
floors into residential spaces. This benefits the downtown economy by increased people activity and
consumer spending. Applications were first considered in 2006, with $400,000 available in the form of
loan and grant funding. The balance of the $1 million program will be available for three more years, with
up to $200,000 available each year until 2009. In 2006, three upper storey loans were in progress
totalling $265,000. Construction value for these projects exceeded $429,000. Another five applications
were approved however were not started as of the end of 2006.
The Downtown Financial Incentives Program also facilitates renovations by providing building owners
with various rebates. These include building permits, planning related fees and tax rebates. In 2006, 8
rebates were provided totalling $61,500.
In future Monitoring Reports, a statement will be made in relation to generated tax revenues from the
properties associated with these financial incentives. At this point, it is premature to report any values due
to MPAC's Municipal Property Assessment Corporations assessment schedule.
The cumulative value of all improvements made using both of these programs since 1989 now stands at
$7.2 million. The following table summarizes the annual activity of all Downtown Financial Incentives for
the past 3 years.
Indicator 2(d}: Financial Incentives
2004 2005 2006
Total incentives and loans issued 3 rebates
4 loans 4 rebates
4 loans 8 rebates
10 loans
Total value offagade/interior loans $130,000 $ 75,585 $255,000.
Total value of upper storey loans - - $265,000.
Total value offagade/interior improvements $605,000 $171,881 $1 M.
Total value of upper storey improvements - - $568,000
Total value of downtown rebates $21, 230 $40,784 $61,500.
Source: City of Kitchener Financial Service Department
Estimated improvements are based solely on loans issued through the downtown financial incentive loan program
Group 3. Business & Employment Activity
Indicator 3(a) Number of Businesses
As the number of residents increases in and around the downtown area, many businesses are being
established to serve this expected market for goods and services. Though this is a transitional time in
downtown Kitchener, there is still a stable showing of upward growth for businesses in 2006.
Approximately 26 new businesses were reported through door-to-door visits in 2006. New employers
include, Earthwinds, Y'es Sushi, Lotus Leaf and CN2M Nill.
Monitoring Indicators 13
Downtown Monitoring Report
Indicator 3(a}: Number of Businesses
Number of Businesses
2004 643
2005 673
2006 675
Source: City of Kitchener Downtown Business Database
Indicator 3(b) Top Employers
Indicator 3(b}:Top Employers
Downtown Employees
Manulife Financial 1,200
Arvato Services Inc. 900
Ro ers Telecom 700
Ro ers Communications 600
Canada Revenue A enc 550
City of Kitchener* 515
Regional Administration Building 455
Bell Canada 432
Stantec Consulting 365
Nordia Inc. 350
The Record 350
M PAC 214
Source: City of Kitchener Downtown Business Database & 2007 Business Directory
*City Hall employees only
Indicator 3(c) Number of Employees
There has been a substantial increase in the number of employees in downtown Kitchener, estimated at
12,445 people, up 780 from the previous year. The most significant increase came from Arvato Services,
increasing their employees from 385 to 900. CH2M Hill, an international enigneering firm brought 65
employees while Rogers Telecomm not listed in last year's downtown database shows 700 employees.
Indicator 3(c}: Number of Employees
Estimated Employment by District 2004 2005 2006
Centre 5,619 5,636 6,374
Civic 3,070 2,400 2,340
Market 1,631 2,757 3,051
Warehouse 481 681 680
Total 10,801 11,451 12,445
Source: City of Kitchener Downtown Business Database. & 2007 Business Directorv
Indicator 3(d) Industrial Space
The historical industrial spaces have a significantly higher vacancy rate than that of the suburban areas
and has increased since 2005. To support the revitalization plans for the heart of the city, many industrial
spaces in the downtown are being converted to mixed-use, commercial and residential developments.
The old utilities building on Duke at Breithaupt is an example of such a change. Now called the Sugar
Factory it is an artist's residence along with studio and retail space.
Monitoring Indicators 14
Downtown Monitoring Report
The city's major industrial parks and other large industrial lands are mostly located close to transportation
corridors and support networks, which are top priorities in determining a location. The downtown area is
limited in these location factors. However, despite the higher vacancy rate, the price per square foot
places the downtown at a greater advantage by more than $1.50 per square foot.
Indicator 3(d}:Industrial Space
2005 2006
Year End Core* Suburban Core* Suburban
Inventory SF 2,918,160 18,861,315 2,955,161 19,038,021
Vacanc Rate % 9.2 1.3 11.6 1.8
Net Absor tion SF - - - -
llnder Construction SF - 41,412 - 42,164
Av .Askin Lease Rate $SF/YR 4.24 5.51 4.06 5.83
Availabilit Rate % 12.7 3.5 12.3 8.2
*See Appendix E: Core Area Map for Industry Statistics
Indicator 3(d}:Industrial Space
2006
Core By Quarter 1 S Quarter 2n Quarter 3r Quarter 4 Quarter
Inventory SF 2,955,855 2,955,760 - 2,955,161
Vacancy Rate % 11.1 9.8 - 11.6
Net Absor tion SF - - - -
llnderConstruction SF - - - -
Av .Askin Lease Rate $SF/YR 4.02 4.07 - 4.06
Availabilit Rate % 11.9 10.03 - 12.3
Source: CBRE MarketView, 2006
'The change in occupied square feet from one period to the next.
2Available square feet divided by the Net Rentable Area.
Indicator 3(e) Office Space
The office space market downtown continued to strengthen in 2006. The availability rate ended the year
at 13.1 percent, up slightly by 0.6 percent from year end 2005. The average lease price has continued to
rise reaching just over $11.00 per square foot at the end of 2006. In relation to the suburban areas, the
core remains equivalent with the total square footage (inventory) of total office space. Therefore, space in
the downtown remains competitive in the office market.
Indicator 3(e}:Office Space
2005 2006
Year End Core* Suburban Core* Suburban
Inventory SF 2,265,200 2,017,435 2,377,563 2,041,724
Vacancy Rate % 12.5 8.3 12.4 8.1
Net Absorption SF (13,053) 36,180 X14,065) 18,564
Under Construction SF - - 6,337 16,474
Avg. Asking Lease Rate $SF/YR 9.88 13.05 11.07 13.14
Availability Rate % 12.5 9.4 13.1 8.7
*See Appendix E: Core Area Map for Industry Statistics
Monitoring Indicators 15
Downtown Monitoring Report
Indicator 3(e}:Office Space
2006
Core By Quarter 1 S Quarter 2n Quarter 3r Quarter 4 Quarter
Inventor SF 2,265,200 2,265,200 - 2,377,563
Vacancy Rate % 11.2 12.4 - 12.4
Net Absorption SF 29,334 X26,608) - (14,065)
Under Construction SF - - - 6,337
Avg. Asking Lease Rate $SF/YR 10.06 10.08 - 11.07
Availability Rate % 13.6 13.7 - 13.1
Source: CBRE MarketView, 2006
'The change in occupied square feet from one period to the next.
2Available square feet divided by the Net Rentable Area.
Statistics courtesy of:
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101 Frederick Stree
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F 519 571 9315
Monitoring Indicators 16
Downtown Monitoring Report
Organizational Update
Economic Development Investment Fund
In 2004, Kitchener City Council approved a flexible investment fund which provides $110-million for
economic development projects over the next 10 years. The fund will support Kitchener's manufacturing
sector through traditional business park development, while also encouraging the further development of
an education and knowledge creation sector in Downtown Kitchener.
To pay for the fund, Council approved a special tax levy over the ten years of the fund. Debt will be
issued in equal increments for 10 years, resulting in a maximum debt per capita of $373 or $74 net.
Since EDIF was created, Council has approved investing $59.4 million - or 54 per cent of the fund.
More recent successes related to the EDIF fund include:
^ City was able to leverage a $147 million investment by the University of Waterloo - in its Downtown
Kitchener Health Sciences Campus - with a $30 million investment from EDIF. The campus is
expected to generate significant economic and social benefits for the City of Kitchener and
Waterloo Region, including the promise of more family physicians practicing locally.
^ A $1.32 million investment in creating the now sold-out Grand River West Business Park which
resulted in a full return on the city's investment at the end of 2006. The industrial lands sold out two
years ahead of the projected schedule.
Approved Expenditures ~$million}
Wilfrid Laurier School of Social Work $6.50
Downtown Community Centre 1.70
Downtown Streetscape Improvements 3.30
Victoria Park Master Plan 2.70
Centre Block Land Purchases 9.70
Grand River West Business Park 1.32
Downtown Residential Intensification 1.00
Parking Solutions ~Sammy's Garage, Centre Block) 0.39
Centre Block Redevelopment 2.00
The Block that Rocks 0.66
Studies 0.14
University of Waterloo School of Pharmacy 30.0
Total Approved Expenditures $59.41
Allocated, But Not Approved Expenditures
Employment Land Development 10.68
Central Library Project 32.50
Parking Solutions 5.11
Total Allocated Expenditures $48.29
Unallocated $2.30
TOTAL EDIF $110.00
Opportunities for the Future 17
Downtown Monitoring Report
Strategic Plan
The Downtown Strategic Plan Volume III: Implementation Plan was approved by Council October 20,
2004. Volume III presents a specific action plan to implement the goals and tactics established in
Volumes I and II, with a particular focus on developing the downtown as a vibrant place where people can
live, work, learn and visit. The plan focuses on strengthening the downtown are primarily through
attracting more people to live, learn, work and play in the heart of the city. Most significant to sustaining a
healthy and balanced downtown is the attraction of new residential opportunities - creating a sustainable
market for goods, services and culture within downtown Kitchener.
Staff members are implementing the Downtown Strategic Plan and ensure that the strategies and actions
outlined are implemented across the corporation. There are a number of cross-functional teams in place
to ensure communication and support for plan objectives.
Highlights for 2006 were action items related to business, residential, vitality and community
development:
^ Centre Block property being presented to national developers as a Request for Proposal
(Downtown Strategic Plan -Action Item 1)
^ Urban Design Guidelines for the public and private realm (Downtown Strategic Plan -Action Items
26, 27)
^ Business Community/Cluster Strategies including the development of the Health Sciences Campus
in conjunction with McMaster School of Medicine; Initiation and development of the Digital Media
Working Group (Downtown Strategic Plan -Action item 37, modified)
^ Comfort and Security Initiatives supported by improved lighting standards, redeveloped streetscape
and lighting in the market district, targeted mobilization activities and outreach (Downtown
Strategic Plan -Action item 33)
^ Downtown Brand Development including digital marketing, video, web site and student welcome
tours of the downtown area "Centre Yourself" campaign (Downtown Strategic Plan -Action item
4, 37, 57)
^ Promote and further develop downtown incentives activity including Upper Storey, Fagade and
Interior and other incentives for downtown development (Downtown Strategic Plan -Action item 4,
52, 53)
^ Support business attraction and retention with improved downtown business survey, database and
mapping (Downtown Strategic Plan -Action item 2)
^ Provide numerous presentations for feedback and dialogue with business organizations and
community groups to support activity consistent with Healthy Communities Plan for positive
downtown perceptions and community pride (Downtown Strategic Plan -Action item 57)
Downtown Urban Design
On October 30th, 2006, Kitchener City Council approved a new vision for Downtown Kitchener, in the
form of new Downtown Design Policies and new Downtown Design Guidelines.
The policies outline design requirements for new construction (new buildings, storefront improvements,
new signage, etc.) and also identify a number of actions the City will take, including:
• Encourage a more pedestrian-friendly atmosphere on King Street, promote street life, activity and
vitality, and maximize outdoor retailing and patios;
• Establish tree-lined corridors for sitting, walking and cycling on certain downtown streets;
• Require or encourage facilities such as multi-use pathways and bike racks to promote alternative
modes of transit;
Opportunities for the Future 1 g
Downtown Monitoring Report
• Promote the unique character of each of the four distinct downtown design districts: City Centre,
Market, Warehouse, and Civic. This will be done through specific urban design guidelines and
standards in the City's Urban Design Manual; and,
• Encourage a mixture of people-friendly streets and car-friendly streets.
The policies will be implemented through key areas of focus, including a streetscape master plan and
urban design guidelines for King Street, a review of permits and licensing processes for King Street
buildings, engineering standards for new tree plantings, urban design guidelines and standards for the
Warehouse District, and a business case for the long-term reconstruction of the Frederick-Benton
corridor, in cooperation with the Region of Waterloo.
This initiative will help create a more pedestrian friendly environment in the downtown and hopefully
foster future growth in all areas.
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Downtown streetscape Master Plan
In late 2006, the King Street Master Plan process was initiated to implement the vision expressed by the
Downtown Strategic Plan, the Urban Design Guidelines and many public consultations. Through these
extensive public processes, citizens expressed their interest in a downtown that has: lively streets with
bustling sidewalks; outdoor cafes; more flower gardens and street trees and an overall modern,
contemporary look with improved storefronts and street signs.
It is anticipated that the King Street Master Plan project will be completed in five phases with construction
streetscape enhancements beginning sometime inscheduled to start in 2008.
Healthy Community Plan for Kitchener
In 2006 Citizens had shared their vision for the future through Who-are-you-Kitchener? and the Healthy
Community Plan Working Group had taken an extensive look at what the City is already doing in key
areas -and what it could do in the future - to ensure that Kitchener is always a great place to be and a
community that achieves an optimal balance of citizen engagement, economic prosperity, environmental
sustainability and social vitality.
Opportunities for the Future 1 g
Downtown Monitoring Report
The Healthy Community plan supported the potential to significantly lever the revitalization of the
downtown and stimulate increased employment and diversity across the City and the Waterloo Region. It
was recognized that a dynamic downtown is very important to citizens as the heart of a balanced
community.
0 ortunities for the Future
pp
These monitoring indicators demonstrate positive trends suggesting that downtown Kitchener should
continue to experience positive results in the coming years. To sustain this momentum, priorities for the
Downtown Strategic Plan must be adjusted to reflect the context of economic and community changes in
the coming years.
To thrive in the shifting new economic context, each resource investment and implementation plan needs
to be carefully prioritized to maximize the impact on economic sustainability. Seen through the lens of
economic and demographic trends, it becomes clear that our priorities need to emphasize a positive
investor climate and a vibrant urban setting that can attract the most important resource for a balanced
downtown community: the ability to attract talent in the new economy.
Now to prioritize the Downtown Strategic Plan for 2007 and beyond? Future priorities are adjusted
through the "lens" of an evolving urban and economic landscape, with the support of sevearl stakeholder
groups consulted through 2006 and the early part of 2007. Supported by staff research into economic
and demographic trends, further consultation included business groups, the Downtown Collaborative,
EDAC, DAC, KDBA, various community groups, business organizations and service clubs, students,
investors and the community at large.
Based on this consultation effort to maximize resources and activities in the future, staff is prioritizing
action items for successful downtown development. They are strongly associated with the economic,
educational and vitality requirements for a balanced downtown community with a sustainable economic
lifecycle in the surrounding neighbourhoods. The priorities include streetscape improvements, urban
vitality & events, wireless downtown, support for outdoor cafes and parking.
Opportunities for the Future 20
Appendix A: Population Change, Kitchener CMA
2001-2006 by Census Tract
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Appendix B: Downtown Project Map
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Source: City of Kitchener GIS
Appendix D: Central Zone Map for CMHC
Statistics
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Dundee Rd) (south), Woolwich Twp (Grand River), Cambridge, Hwy 401 (east), Trussler Rd (west)
Zone 2: Kitchener Central: Victoria Ave (north), Highland Rd W, Mill St (south), Conestoga Pkwy (east),
Lawrence Ave (west)
Zone 3: Kitchener West: Waterloo City boundaries (north), Highland Rd W, Mill St, Victoria Ave (south),
Woolwich Twp (Grand River) (east), Wilmot Line/Wilmot Twp boundaries (west)
Source: CMHC Rental Market Report 2006
Appendix E: Core Area Map for Industry
Statistics
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