HomeMy WebLinkAboutDTS-07-188 - King St & The City Centre District: Streetscape Master PlanREPORT
Report To: Council and Committee of a Whole
Date of Meeting: December 10, 2007
Submitted By: Grant Murphy
Director of Engineering, Engineering Services
Rod Regier
Executive Director, Economic Developmet
Prepared By: Eric Saunderson
Design & Construction Project Manager, Engineering Services
Cory Bluhm
Urban Investment Advisor, Economic Development
Ward(s) Involved: Ward 1 & 6
Date of Report: November 27, 2007
Report No.: DTS 07-188
Subject: KING STREET & THE CITY CENTRE DISTRICT:
STREETSCAPE MASTER PLAN -
BUSINESS CASE
RECOMMENDATION:
1. That Council and Committee of a whole support a flexible, pedestrian first, streetscape design for
King Street, a concept recommendation for Speakers Corner and vision for the City Centre District as
presented on December 10, 2007.
2. That Council and Committee of a Whole endorse the King Street Master Plan Business Case
and the allocation of a $5,680,000 budget, which includes accelerated streetscape improvements to
King Street, improvements to Speaker's Corner, a Public Art feature and an Urban Vitality Strategy,
with funding allocated as follows:
• that the draft EDIF projection for streetscape improvements be amended to $2,820,000 in
2008, $1,010,000 in 2009 and $0 in 2010 and reduce the uncommitted employment lands
allocation by $1,000,000 in 2013; and,
• that $1,500,000 be allocated ($500,000 per year from 2008 to 2010) from the Engineering
Infrastructure Improvement Program (Roads Resurfacing) budget.
3. That City staff continue with the project schedule as outlined in Appendix C, Staging of
Construction and extend the limits of construction on King Street in 2008 from College Street to
Frederick / Benton Street, including Speakers Corner.
REPORT:
Streetscaae Desian -Pedestrian First
On April 24, 2007, the project team conducted a streetscape design workshop and charrette. The
workshop commenced with a presentation followed by a general overview and an approach for the
stakeholder charrette. The approach encouraged stakeholders to comment on a series of questions
focusing on themes for King Street.
Arts & Culture Theme -embrace arts and culture first by creating a diversity of cultural experiences.
Sustainability Theme -approach sustainable and/or green design first which is not only limited to
trees and has emphasis on other forms of vegetation, permeable surfaces, storm-water technologies,
renewable resources and energy sources.
Pedestrian Theme -consider pedestrians as the ultimate user and respect their safety, convenience,
comfort and interests first.
Business Theme -aimed at businesses, their customers, clients and staff first with emphasis on
service, visibility, accessibility, parking and convenience.
Status Quo -remain functionally as it is today with maintenance of roads and sidewalks.
Later, it was agreed by Steering Committee that sustainable design elements should common
throughout each theme as they would play a significant role in the final design concept:
On May 22, 2007, the project team presented the design themes and streetscape concepts at the first
of three public consultation centres on May 22, 2007. Based on theme approach, participants were
asked to comment on design concepts and elements that can be added to enhance King Street.
Each design concept included an image to illustrate how King Street might look based on each
theme. A series of elements were listed for each theme and participants were asked to select which
items they'd like to see on King Street.
Based on the public's feedback and detailed review by the Steering Committee, the Pedestrian First
model Concept 3) was the preferred option. The Pedestrian First model involves narrowing King
Street in the City Centre District to widen sidewalks and improve accessibility, including upgrades to
both the design and surface treatment of major and minor intersections. The area directly in front of
City Hall will be designed as a special civic area that can be easily closed and used for special
events. Parking spaces will be converted and relocated to give way to a vehicular drop off and loading
zone. A rolled curb will be introduced for King Street from Frederick to Victoria to improve pedestrian
movement and improve accessibility.
On September 26, 2007, preliminary design drawings for the pedestrian first, streetscape design for
the King Street & Speakers Corner were submitted to the City and Steering Committee for review as
part of 30% design submission. A revised design was later released for public consultation on
October 11, 2007 at W.L.U School of Social Work.
Based on this feedback, a 60% design package has been prepared and will be presented for review
on December 10, 2007.
Generally, the Pedestrian First design has followed four key design objectives, three of which were
identified in the City's design policies, and one which was identified through consultation with the
downtown business community. For each objective, the proposed streetscape incorporates a range
of design elements which are being considered as part of the functional design.
A Lively King Street:
• Wider sidewalks, coupled with flexible parking/walking zones, allocate large portions of the
sidewalk for private sector use outdoor retailing, cafe space, etc.};
• Special event and vendor pads can be used for small outdoor performances, vendor carts, public
art, etc.;
• Removable bollards will allow each block to be closed for events; and,
• Civic Square will be extended across King Street with a more flush surface) to better service
major special events.
A Livable & Sustainable King Street:
• More than 100 trees would be planted, in a medium with irrigation that will improve vegetative
growth. These trees will provide shade, wind protection and reduce urban heat effect, while
offsetting a portion of the carbon emissions from automobile traffic. By improving the micro-
climate, the street should be much more comfortable for pedestrians;
• Distinct transit shelters would be provided along King Street by Grand River Transit;
New bike racks would be added to increase bike parking while improvements to cycling routes
and cycling connections will be considered as part of the City Centre District Master Plan;
• Improved street lighting should reduce dark spots and improve visibility; and
Improved surface treatments and new curb treatments should improve barrier free accessibility.
To make King Street sustainable, a series of design elements are being considered for
incorporation, including:
• Storm water planter beds which absorb and filter rain water;
Integrating solar powered technologies where possible, such as tree lights and bollard lights;
• A continuous soil trench, or similar techniques, to improve tree growth; and,
The use of recycled and locally manufactured materials.
A Beautifully Designed King Street:
• An overall sleek, chic contemporary design would blend harmoniously with heritage buildings and
future modern architecture, while ensuring the streetscape style does not become outdated;
• High quality surface materials, such as granite, would be used for curbs, banding and certain
sidewalk zones;
• Planter beds would be surfaced with high quality materials, such as granite, slate or natural
stone, that can be easily replaced should the materials become dated or damaged;
• Modern sidewalk furnishings benches, garbage/recycling receptacles, bollards, etc.}, street light
poles and transit shelters would reinforce the contemporary design style;
• Extensive landscaping and street trees would soften the physical environment; and,
• Extending the Civic Square design across King Street to create a complete urban square.
Vibrant Shopping and Dining:
• Tremendous curb appeal, with a sleek contemporary look, that should age gracefully over time;
• High end finishes (sidewalk patterns, curbing, bollards, etc.} to attract new stores and urban
spenders;
• A flexible parking arrangement that will maximize space for on-street parking during cold months,
and maximize space for street activity outdoor retailing, cafe space, etc} during warmer months;
• Abundant tree plantings will provide shade and comfort for customers; and,
• An overall design that allows King Street to become distinguishable from other forms of retail.
Business Case, Cost Options and Financial Implications
The attached business case confirms that an investment it
leverage further downtown economic growth, would provide
encourage high quality design of private-sector facades, st
these objectives, the business case recommends the use
streetscape improvements and public art. This figure was
options (note -costs identified are based on lum
increase/decrease upon final design):
a high quality streetscape would help to
numerous community benefits, and could
~refronts and developments. To achieve
of $5,200,000 of capital funding for the
arrived at by analyzing four possible cost
~ sum estimates, and may possibly
Option 1 Basic) - N$3.9 million
- includes flexible parking design, new street trees, planter beds, bollards, new sidewalk
furnishings;
-excludes any decorative sidewalk treatments (basic concrete with no banding, paving stones,
etc.), no high quality curbs, no new street lights, no accent lighting.
Option 2 (Typical} - N$4.7 million
- includes flexible parking design, new street trees, planter beds, bollards, new sidewalk
furnishings, coloured concrete with banding, new street lights;
- excludes any high quality sidewalk treatments such as paving stones, no high quality curbs,
no accent lighting.
Option 3 Recommended) - N$5.2 million
- includes flexible parking design, new street trees, planter beds, bollards, new sidewalk
furnishings, the use of paving stones in decorative flex zones, high quality curbs, new street
lights, accent lighting;
- excludes any decorative sidewalk treatments (basic concrete with no banding, paving stones,
etc.), no new street lights or accent lighting.
Option 4 Full) - N$5.9 million
- includes everything in Option 3, plus a higher quality treatment adjacent to Civic Square (full
use of paving stones), new hydrants, fully serviced special event pads;
Based on the analysis of the business case, option 3 provides the best, and most feasible, option for
maximizing the potential economic and community benefits. The following is breakdown of the total
cost of construction and recommended sources of funding.
Streetscaoe Construction
King Street Frederick to Francis) $5,100,000
Public Art at King Street/Speakers Corner $100,000
Speakers Corner Parkette $350,000
Urban Vitality 130 000
Total . $5,680,000
Source of Funding
EDIF $3,830,000
DTS Road Resurfacing $1,500,000*
CSD Downtown Parkettes 350 000**
Total . $5,680,000
* includes $500,000/yr. between 2008/10 from DTS Resurfacing
** $350,000 for Speakers Corner is scheduled in the 2008 draft Capital Forecast from CSD
To accommodate the increased streetscape budget, as well as an accelerated construction schedule,
EDIF funds would need to be adjusted accordingly. Currently, $1 million has been allocated per year
in 2008, 2009 and 2010. However, the proposed plan would require EDIF expenditures of $2,820,000
in 2008, $1,010,000 in 2009 and $0 in 2010. To accommodate the increased budget, the
uncommitted employment lands allocation would need to be reduced by $1,000,000 in 2013 (includes
$830,000 to the King Street budget and $170,000 of lost interest/expense impacts).
Project Schedule and Staginq of Construction Phase X2008 / 2009)
As per DTS Committee direction on October 15, 2007, staff have explored an accelerated
construction program. The following staging of construction plan would accommodate this option.
2008 Staging of Construction -King Street, College Street to Frederick / Benton Street, and,
Speakers Corner
Sta a 1: Late March: College Street to Gaukel Street City Hall) - *start date weather pending
April /May: College Street to Young Street (City Hall) and Young Street to Ontario
Street -start date on or about April 7 / *critical completion date: May 16 in advance of
Memorial Cup celebrations at City Hall -road reopened between College Street
and Young Street /excluding north side of King Street (Centre Block)
Sta a 2: June /July: Ontario Street to Queen Street -start date on or about June 2 / *critical
date: June 14th Cruising on King Street -road reopened for special event
Sta a 3: July /August: Queen Street to Frederick / Benton Street (north side) -start date on or
about July 14 / *critical date: August 7 Blues Festival at City Hall and other downtown
locations -road reopened for special event between phasing of north and south side
construction
Sta a 4: August: College Street and Frederick / Benton Street -start date on or about Saturday,
August 23 -one week) for rehabilitation of roadway -road reopened on August 29 for
Labour Day weekend
Sta a 5: August /September: Queen Street to Frederick / Benton Street (south side) and
Speakers Corner -start date on or about August 11 / *critical completion date: October
3 in advance of Oktoberfest celebrations on Frederick / Benton Street and Speakers
Corner
2009 / 2010 Staging of Construction -King Street, College Street to Francis Street, and, Young
Street to Ontario Street north side -Centre Block} - schedule to be confirmed
*Refer to Appendix B, 2008-12 Capital Project Forecast for Downtown Kitchener, Appendix C, Staging
of Construction Diagram and Description for King Street & Speakers Corner
COMMUNICATIONS:
Stakeholder meetings and staff review discussions:
• Economic Development Advisory Committee -October 24, 2007
• Downtown Advisory Committee -November 8, 2007
• K-W Oktoberfest -November 8, 2007
• Region of Waterloo, Grand River Transit -November 19, 2007
• City of Kitchener, CSD Design & Development / Operations Parks} -November 23, 2007
• City of Kitchener, CSD Operations (Roads) -November 27, 2007
• Corporate Management Team -November 20 and 27, 2007
*Refer to DTS 07-163 for previous meetings and communication tasks prior to October 9, 2007
BACKGRQUND:
Downtown Kitchener
Historically, downtown Kitchener has been the centre of activity and has functioned as the primary
destination in town. It has been a centre for trade, transportation, entertainment, commerce and
culture. At the height of its success, it was a reflection of residents' pride and prosperity.
During the early 1900's, downtown Kitchener, reflected a strong manufacturing sector, entrepreneurial
spirit and architectural character. Over the course of time, Kitchener evolved as industry moved from
the downtown core into business parks on the fringes of the city. People started to leave the
downtown as new communities were built -changing where people live and work. In later part of the
20th century, Kitchener experienced a steady decline in downtown activity and vitality. To address this
concern, the City developed a strategy to re-energize and revitalize the City centre.
In 2004, the City of Kitchener, supported by its residents, business owners and stakeholders, took a
hands-on approach to diversify the local economy to ensure continued prosperity well into the future.
An innovative, one-of-a-kind strategy was approved to fund major infrastructure and economic
development projects, creating a flexible $110 million Economic Development Investment Fund
~EDIF).
As a result of this approach, the community's vision for future economic growth was developed, this
includes: bringing employment back to the core through the development of emerging clusters -
Education and Knowledge Creation, Biotechnology and Arts and Culture; supporting the growth of
new employment lands; and developing strategic partnerships to leverage municipal investment.
In the last several years, the City has taken numerous steps to improve the downtown and
collectively, these steps have laid the foundation on which the City can build its future. The current
strategy is intended to integrate these steps into a comprehensive plan that can serve long into the
future. The basis of this strategy will always centre on the belief that it is people that create a
downtown -and on the need to draw people back to the core.
Today, the vision for downtown Kitchener is as clear as it was 100 years ago - to make
downtown a `Place for People'
- Downtown Strategic Plan
The opportunity has never been greater. In the past, despite persistent efforts, people weren't
interested in living in the downtown. Today, however, the demand for downtown living has returned.
Residents wanting an alternative to suburban homes are looking to the downtown to find other types
of living. These people want to experience the urban lifestyle in an area defined by social relevance
and a fuller quality of life.
The Place
Identified as an `Urban Growth Centre', provincial and regional growth plans anticipate intense
economic and population growth. With a population of about 470,000, the Region is now the 10th
largest urban area in Canada and the 4th largest in Ontario. By 2025, Kitchener is expected to
increase by more than 60,000 urban-minded residents (students, young professionals, empty nesters
and seniors}.
With new residential developments, such as the Regency, Kaufman and Arrow Lofts, the downtown
community is already showing signs of growth. This trend has created an opportunity in the
marketplace that currently exists for downtown development. Reurbanisation and intensification of the
core has already begun and will play a significant role in revitalizing downtown Kitchener, King Street
and the City Centre District. Providing more attractive living options in the core will create a better
concentration of people /jobs, which will contribute to the vibrancy, social activity and success of the
downtown.
Kitchener's core is currently undergoing a transition as development proceeds with the University of
Waterloo / McMaster Medical Science campus which will bring significant employment and residential
opportunities to the downtown. While attracting creative minds, prospective students and new
knowledge workers, downtown Kitchener has begun to shift to aknowledge-based economy.
Founded on industrial manufacturing, the City and the Region have evolved into one of the leading
`knowledge and innovation' based economies in the world. By 2010, the region aspires to be known
as the knowledge capital of Canada.
The People
Already a centre for innovation and entrepreneurship in manufacturing and services, all sectors now
rely on a trained /educated workforce to drive the knowledge economy. It is important that medium
sized cities like Kitchener not only attract this generation, but also retain young people who were born
and raised in the city who may choose to move elsewhere to find an urban lifestyle. Specifically,
creating an environment which is attractive to the next generation creates a foundation for families
and communities long into the future.
Amenities such as loft style living, outdoor cafes, wireless Internet, vibrant nightlife, independent,
unique shops, restaurants and services available to a 24-7 work-lifestyle, all contribute to a place
where young people want to live. Three out of four people between the ages of 25 and 35 already
choose first where they want to live, then look for a job in their chosen field. This demographic is
significant as the large baby-boom echo is graduating from post-secondary school and entering the
knowledge economy, and soon to choose a community in which to begin their adult lives.
As young people move through their careers and lives, they seek more work /life balance than any
other generation before them. Mobile in their careers, they look for opportunities and jobs throughout
their work patterns, but will anchor in a community that offers them amenities at every stage of life.
Multicultural, diverse people of all ages, occupations and social-economic stratum create a rich
environment in which to start a career, raise a family, appreciate the freedom of an empty nest and
find retirement living in an accessible, convenient environment.
This retention of young people to start in a desirable urban environment creates a vital, sustainable
economy and builds on the strengths of neighbourhoods throughout all of Kitchener. Young
professionals and creative knowledge workers will become the primary audience, users and residents
of King Street and the City Centre District. In order to attract and retain this growing group, the
preferred streetscape design must reflect their values, tastes and desires.
CONCLUSION:
That Council and Committee of a whole support a flexible, pedestrian first, streetscape design for
King Street, a concept recommendation for Speakers Corner and vision for the City Centre District as
presented on December 10, 2007.
That Council and Committee of a Whole endorse the King Street Master Plan Business Case and the
allocation of a $5,680,000 budget, which includes accelerated streetscape improvements to King
Street, improvements to Speaker's Corner, a Public Art feature and an Urban Vitality Strategy.
That City staff continue with the project schedule as outlined in Appendix C, Staging of Construction
and extend the limits of construction on King Street in 2008 from College Street to Frederick / Benton
Street, including Speakers Corner.
Eric Saunderson
Design & Construction Project Manager
Engineering Services
Cory Bluhm
Urban Investment Advisor
Economic Development
Grant Murphy Rod Regier
Director of Engineering Services Executive Director
Engineering Services Economic Development
Project Team
Eric Saunderson, Project Manager (CofK), DTS -Engineering Services
John McBride, DTS -Transportation Planning
Silvia Wright, CAO -Downtown Community Development
Cory Bluhm, CAO -Economic Development
Colleen Collins, CAO -Communications/Marketing
Kathy Steiss, CS -Inclusion Services
Cheryl York, CS -Arts & Culture
Don Chapman, CS -Special Events
Dan Ritz, CS -Design & Development
Christina Weylie, Office of the Mayor and Council
Linda Stewart, Kitchener Downtown Business Association
Trevor McIntyre, Project Director (Consultant), IBI Group
Don Drackley, Project Manager (Consultant), IBI Group
Kelly Cobbe, IBI Group
Jay Cheon, IBI Group
Julius Aquino, IBI Group
Ashish Ghate, IBI Group
John MacDonald, John MacDonald Architect Inc.
NOV 25/2007
CAO~sO~iice-E~~rx~rnic ae-u~~k~p~~t
~ - 6~gi~~ing S~~rvic~~
..
King Street Master Plan
(Part of the King Street & City Centre District Streetscape Master Plan)
Table of Contents
1.0 Executive Summary .....................................................................................................................2
2.0 Background ..................................................................................................................................4
2.1 Opportunity .....................................................................................................................................4
2.2 Current Situation and The Need for Change ...................................................................................4
2.3 Community Goals for a New King Street ........................................................................................5
2.4 Project Description .........................................................................................................................5
3.0 The Economic Case .....................................................................................................................6
3.1 Summary of Findings .....................................................................................................................7
3.2 Goal #1- A Lively King Street ........................................................................................................9
3.3 Goal #2 - A Livable and Sustainable King Street ..........................................................................11
3.4 Goal #3 -Make King Street Beautiful ............................................................................................13
3.5 Goal #4 -Vibrant Shopping and Dining .......................................................................................15
4.0 Community Benefits ..................................................................................................................17
5.0 Keys to Long-Term Success .....................................................................................................18
5.1 Strategy for Supporting Urban Vitality ................................................. ..........................................18
5.2 Build Community Capacity ................................................................. ..........................................21
5.3 Attract Capable Businesses & Developers ......................................... ..........................................22
5.4 Show Municipal Leadership ................................................................ ..........................................22
5.5 Annual OperatinglMaintenance Budget .............................................. ..........................................22
6.0 Strategic Alignment ...................................................................................................................23
7.0 Environment Analysis ................................................................................................................24
8.0 Alternatives .................................................................................................................................25
8.1 Design Alternatives ......................................................................................................................25
8.2 Current Alternatives ......................................................................................................................25
9.0 Capital, Operational and Business Impacts .............................................................................26
9.1 Initial Capital Investment (2008-2010} ..........................................................................................26
9.2 Additional Planned Capital Investments (2008-2012} ...................................................................26
9.3 Operating Expenses (Entire Downtown) .......................................................................................27
9.4 Impacts on City Business and Services ........................................................................................29
10.0 Project Risk Assessment ........................................................................................................30
11.0 Conclusions &Recommendations .........................................................................................31
BUSINESS CASE- KING STREET MASTER PLAN PAGE 1
King Street Master Plan
A local leader recently challenged the community to "build the city of 10 years from now, rather than respond to the city
of 5 years ago". Kitchener residents have clearly defined the King Street of 10 years from now as being apedestrian-
first place that is lid, livable, sustainable and beautiful with vibrant shopping and dining. To achieve apedestrian-first
environment, this business case recommends the use of $5.68 million of municipal funds to implement the King Street
Master Plan's new streetscape design. This would include the six block section between Frederick/Benton Street and
Francis Street, with construction commencing in 2008.
However, ordinary streets don't necessarily evolve into vibrant streets on their own. To ensure the King Street
streetscape will flourish, a range of post-construction supports are suggested, including an urban vitality strategy, a
business attraction strategy, municipal leadership, and an appropriate operating budget. An urban vitality strategy, for
example, would help to animate King Street through the use of digital projection technology and a vendor cart program.
streetscape Component (Cost)
King Street streetscape ($5,100,000 million)
Public Art ($100,000)
Urban Vitality Strategy ($130,000)
CSD Speaker's Corner Parkette ($350,000)
Total = $5, 680,000
Fundin` Source Amount)
EDIF ($3,830,000)
DTS EIIP ($1,500,000 million)
Downtown Parkettes ($350,000)
Total = $5, 680,000
If implemented, the King Street Master Plan should help to achieve many of the community goals, and should generate
the following outcomes:
- Expect apedestrian-first streetscape that can maxim ize street life and pedestrian activity;
- Expect, through the use of sustainable design features, an improved micro-climate and better support for
alternative modes of transportation, such as walking and transit;
- Expect improved curb appeal that will allow downtown businesses to differentiate themselves from, and compete
with, suburban commercial centres;
- Expect an appealing streetscape environment that can help attract potential developers, potential new condo
buyers, the urban consumer and our talented workforce and,
- Expect the pedestrian-first design to be widely accepted and praised for its strategic alignment with local, and
external initiatives, for its environmental leadership, and for its innovative design.
Economically, the future looks promising for commerce and development in downtown Kitchener. The following is
expected:
- Expect Kitchener's more urban-minded demographic age groups (young adults, empty nesters, seniors) to grow by
29,530 people in the next 10 years, and by 63,000+ in the next 25 years;
- Expect overall disposable income levels to increase over the next 25 years, which should lead to growing retail and
restaurant expenditures;
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 2
- Expect demand for higher density forms of housing to increase over the next 25 years; and,
- Expect faster tax revenue growth through large~cale redevelopments.
King Street's ultimate success, however, will be measured not by the appearance of the sidewalks, but by the ability of
the private sector to convert economic opportunity into action (new stores, new condos, improved facades, etc.). As
such, the City must use this investment as a catalyst for encouraging and challenging the private sector to invest and
make improvements. This report identifies 10 such possible challenges.
But to what degree is Kitchener's private sector capable of rising to these challenges, and seizing the economic
opportunities that lie ahead? How likely is success? Based on an in-depth analysis of King Street's track record,
today's marketplace and social climate and the ability of the proposed streetscape to capitalize on emerging economic
opportunities, the following outcomes could be expected:
- Expect more outdoor cafes, increased foot traffic and increased special event attendance;
- Expect short term private sector improvements to be limited to infill developments, new merchants filling vacant
space, and new land owners purchasing and improving existing buildings;
- Don't expect many existing merchants and existing property owners to substantially improve their facades and
store interiors;
- Expect interest in major infill developments, but expect this interest to come mostly from external, urban-focused
developers, and not from the local development industry; and,
- Expect to continue capacity building initiatives (such as through the Small Business Centre) and municipal
leadership initiatives (such as design policies and guidelines), to assist existing merchants and the local
development industry in playing a strong role in King Street's revitalization.
But what can be expected if the City does not invest in the King Street streetscape, but simply performs routine
maintenance and relies solely on the fortunes the marketplace may or may not provide? Under such a scenario:
- Expect King Street to continue to appeal only to urban promoters and risk takers, and not to the general population;
- Expect the number of urban consumers and dwellers to grow rapidly over the next 25 years, but don't necessarily
expect them to be attracted to King Street or downtown Kitchener;
- Expect new developments, such as Centre Block and Icon to continue, but don't expect accelerated rates, or a
flurry of new developments, if King Street's vitality does not improve;
- Expect continued turnover of business, but don't expect rapid improvements to the overall health and quality of the
commercial sector; and,
- Expect slower tax revenue growth.
In the end, the proposed investment gives the City, the Kitchener Downtown Business Association and the community,
the credibility and leverage needed to attract, inspire and demand higher quality shops, restaurants and buildings on
King Street. This investment better enables King Street to evolve into the pedestrian-first environment, full of street life
and vibrancy, that Kitchener residents have been yearning for for decades. And environmentally, this investment
makes a clear statement that Kitchener is a leader in building sustainable urban communities. The Master Plan allows
us, as a community, to better dictate what the King Street of 10 years from now should be, rather than have the
marketplace dictate King Street's future for us.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 3
2.1 opportunity
Our vibrant economy is beginning to shift from suburban to urban, and King Street is ideally situated to benefit Over
the past 10 years, annual retail sales in Waterloo Region have grown by $2.74 billion. Over the past 5 years, annual
restaurant expenditures have grown by an estimated $39 million. Not only should these numbers continue to
increase, they should increase in a more urban direction.
Over the next 25 years, the number of young adults, empty nesters and seniors in Kitchener is expected to grow by
more than 63,000. That's 63,000+ people potentially looking to shift from a single detached home, to a more urban
form of housing. That's 63,000+ people that typically have higher levels of expendable income to spend on goods
and food. That's 63,000+ people that typically have more free time to spend shopping, dining, and attending events
or performances. While not all of these people will choose or desire an urban lifestyle, the level of investment on King
Street will have a direct impact on the proportion that will consider living or shopping downtown. In other words, invest
in a higher quality streetscape, and the likelihood of attracting more businesses, shoppers and residents will increase.
The emergence of lifestyle retailing and the refurbishment of shopping malls (ie: Sportsworld Crossing, Fairview Park
Mall and Conestoga Mall) is a direct indication that the commercial sector is responding to these opportunities. The
question today is to what extent should King Street respond to, and compete for, this growing urban market. Should
the streetscape remain as is, and let fate and the marketplace dictate King Street's success? Or, should the
streetscape be improved to allow merchants a chance to compete on a level playing field?
With the proposed design, we have the opportunity to set the stage for a vibrant street full of life and vitality. We can
create a setting that will appeal to urban consumers and urban dwellers, that could attract talented minds and grow
employment opportunities. We can create an urban form so beautiful, that it could not only showcase existing
architecture, but will challenge and inspire architects and designers to follow suit. And lastly, we can create an urban
green street that might inspire and allow Kitchener residents to live a more sustainable lifestyle. Opportunity certainly
exists.
2.2 Current Situation and The Need for Change
Physically, King Street is not ideally suited to compete for a growing urban consumer market. These consumers are
looking for a high quality experience full of street life and activity. The following is just a sample of current physical
deficiencies that could prevent King Street merchants from competing for urban spending, and could prevent
developers from competing for urban dwellers and:
- Current streetscape style is dated and no-longer reflective of modern retail trends ;
- Sidewalks are stained and weathered, with a patchwork of past repairs;
- Inconsistent street furniture and signage have created urban clutter;
- Interlocking bricks have settled, separated and heaved;
- Concrete planter beds have been chipped and damaged;
- Insufficient lighting levels due to widely separated light poles;
- Street trees have not grown well, due to poor soil conditions and lack of water;
- The current placement of streetscape features (light posts, concrete planter beds, parking bays, etc.) has limited
the amount of space available for outdoor restaurant and retail space;
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 4
The overall infrastructure (sidewalks, roads, lighting, etc.) is below municipal ~andards and warrants upgrading;
and,
The current operating budget has limited the level of service being provided (cleaning, maintenance, etc.).
2.3 Community Goals for a New King Street
The Help Design Downtown Kitchener project identified clear community design objectives which have been applied to
the King Street Master Plan:
1) Make King Street Lively - by creating a great place for people with lively street activity (outdoor retailing, cafes,
etc. ).
2) Make King Street Livable and Environmentally Sustainable - by maximizing plant material in public and private
places, improving pedestrian pathways, etc.
3) Make King Street Beautiful -through innovation, architectural excellence and the use of high end features and
materials.
As the primary focus of King Street is to provide for commerce, it was reasonable to also add the following goal:
4) Vibrant Shopping and Dining -creating curb appeal for stores, restaurants and new developments.
2.4 Project Description
The King Street and City Centre District Streetscape Master Plan will identify strategies for many downtown streets
presently planned for reconstruction over the next 5 years. A master plan for King Street and Speaker's Corners is
the first phase, and the subject of this business case. Detailed drawings have been developed based on the preferred
`pedestrian-firsf theme.
The limit of work planned for King Street extends from Frederick/Benton Street to Francis Street, including Speaker's
Corners. The scope of work generally includes:
- relocation of existing curb lines to increase sidewalk space while reducing pedestrian crossing distances;
- replacement of concrete barrier curbs with custom sloped curbs to provide better accessibility for pedestrians as
well as a mountable surface for vehicular parking;
- parking bays raised flush with sidewalks to create flexible use of space;
- use of movable bollards within sidewalk area to convert parking spaces into sidewalk space for pedestrians;
- use of movable bollards within the roadway to close down sections of the street during special events;
- use of fixed bollards at intersections to improve pedestrian safety;
- use of improved interlocking stone pavers (with concrete base to prevent settlement) for sidewalks, crosswalks and
textured portions of the roadway;
- planting of new street trees with adequate soil conditions and irrigation to promote vegetative growth;
- installation of infiltration planters to collect storm water runoff which will recharge the groundwater system and
reduce the impact on municipal sewers;
- enhanced pedestrian level lighting to improve visibility on sidewalks, at intersections and in the roadway;
- secondary lighting in planters, sidewalks and bollards to enhance the pedestrian experience
- distinct transit stops/shelters to promote ridership and improve customer service;
- new street furnishings such as benches, bike racks, garbage receptacles and vendor carts;
- new cross~treet banner features at gateways into the district;
- redesign of Speaker's corner, including removal of unhealthy trees, planting of new trees, introducing new hard
surface treatments, installation of public art features, etc.;
- installation of small special event pads to provide space and facilities for performances, vendor carts, etc. ;
- installation of two digital projectors to illuminate the City Hall cube; and,
- acquisition of a mobile digital projector for digital art displays, for use during special events, etc.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 5
The true economic success of this project will not be judged by the initial municipal investment, but by the subsequent
actions and investments of retailers, restaurant owners, and developers. As such, the economic case will assess the
ability of the King Street Master Plan (and its design elements) to act as a catalyst for challenging and encouraging the
private sector to improve the economic climate on King Street. For example, the Qty can build a flexible street that
offers greater opportunities for outdoor cafes and retail, but what is the likelihood merchants will actually utilize that
space?
What is the likelihood that we, as a community, can take advantage of the opportunities the proposed King Street
design provides, so that we might foster an environment of economic success and achieve our community goals?
This section will attempt to answer this very question as follows. The design elements for each goal allow the
municipality to challenge the private sector in ten strategic ways (thus allowing the streetscape to become a catalyst for
change). By analyzing the track record of King Street businesses and assessing the future growth potential, this
section will suggest the likelihood of the streetscape improvements translati ng into economic action.
4 King Street Current Likelihood of
Design Design Situation 8~
Community Elements Becomes a Potential Success?
Goals
Catalyst Opportunities
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 6
3.'I Summary of Findings
The following table summarizes the key findings that are laid out in detail in parts 3.2 to 3.5
King StreetBecomesa Catalyst-Summary Table
Goals Challenge ... Current Potential Downtown Likelihood of
Situation Opportunities the Track Success
New Streetscape Record
Provides
1) ...existing and new King 7 of 20 existing Capacity for 21 Strong Strong
Street restaurants to fill the restaurants with suitable patios;
sidewalks with outdoor cafe patios (excluding expect 3 or more
seating; The Still) new patios by
2008
2) ...existing and new King 5 of 31 retailers Capacity for all Weak Weak
Street retailers to fill the participate retailers to hold
sidewalks with outdoor retailing regularly sidewalk sales;
and sidewalk sales; climate and other
challenges will limit
sidewalk sales to
lunch hours/events
3) ...the KDBA and special 9% increase in Flexible street Strong Strong
event organizations to better major event design will allow for
utilize Civic Square, a closed attendance in smaller, more
~, King Street and the special 2006, the frequent events
~
Y event and vendor pads; number of small
~ events is
,> increasing
~ annually
a
~ 4) ...the development industry 600+ units Long term capacity Weak Strong
Y to capture residential growth proposed along for 1750 additional
and demand by building new King Street; residents; 19,000
°' residential units on Kin Street,
9
more young adults,
~ as the marketplace will allow. empty nesters and
`~
N seniors by 2016
3
~ 5) ...the development industry Centre Block Technologies are Weak Moderate
~ to incorporate sustainable would be first still costly and
~, design features into new LEED standard unproven; grants
downtown developments. development required to assist
J ~ existing building
owners
Q~
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 7
Goals Challenge ... Current Potential Downtown Likelihood of
Situation Opportunities the Track Success
New Streetscape Record
Provides
6) ...King Street businesses Only 42% of Changes likely to Weak Weak (existing
(existing and new), architects, storefronts meet come from new merchants) to
sign designers, etc., to do their current design merchants, new Strong (new
part by incorporating only high policies; limited building owners merchants)
quality designs into all fapade, improvements and infill projects
sign and interior improvements. from existing only; expect slow
merchants change.
7) ...the development industry, 8 award winning Current Moderate Moderate to
local planners, architects, designs in past 5 development Strong
landscape architects, etc., to years proposals are high
do their part by putting forward quality; City has
only high quality development site plan control;
proposals along King Street. quality dependent
on willingness of
the marketplace to
pay higher prices
a~
a~
L
~
8) ...King Street property
Limited uptake
Changes likely to
Weak
Weak
a~ owners to do their part by of City come from new
Y refurbishing and illuminating incentives; building owners
upper storey building facades. improvements
have been made
~ limited to major
m corporations
a
9) ...King Street retailers to do Only 30% of 19,000 more Weak to Weak (existing
their part by modernizing and existing retailers urban-minded Moderate merchants) to
upgrading their products, meet modern shoppers by 2016; Strong (new
services and in~tore standards; new available merchants)
experience to appeal to urban retailers have expendable income
shoppers. raised quality should increase;
~, improvements most
~= likely to come from
o new merchants
o~
~ 10) ... King Street restaurants 65% of existing Restaurant Moderate Moderate to
~ to do their part by modernizing restaurants meet expenditures Strong
~ and upgrading their menus, modern day increasing;
~ service and restaurant standards employment and
~ experience to appeal to urban residential growth
~ diners. will help
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 8
3.2 Goal #1- A Lively King Street
Design Elements
A lively street is a byproduct of facilitating multiple points of activity within each block. The more diverse the activity, the
more dynamic the experience will be. The proposed design maximizes opportunities for activity in the following ways;
- Wider sidewalks, coupled with flexible parkinglwalking zones, allocate large portions of the sidewalk for private
sector use (outdoor retailing, cafe space, etc.);
- Special event and vendor pads can be used for small outdoor performances, vendor carts, public art, etc. ;
- Removable bollards will allow each block to be closed for events; and,
- Civic Square will be extended across King Street (with a more flush surface) to better service major special events.
King Street Becomes a Catalyst
The proposed design elements create a flexible streetscape that will allow businesses to animate the sidewalks with
outdoor uses. If implemented, the City of Kitchener would be able to challenge the community and private sector in the
following ways:
1. Challenge existing and new King Street restaurants to fill the sidewalks with outdoor cafe seating;
2. Challenge existing and new King Street retailers to fill the sidewalks with outdoor retailing and sidewalk sales;
and,
3. Challenge the KDBA and special event organizations to better utilize Civic Square, a closed King Street, and
the special eventlvendor pads.
Assessment of Current Situation and Potential Opportunities
Outdoor Cafes -Excluding the Still, 7 of the 20 restaurants along King Street have outdoor cafes, with seating for 68
patrons. To accommodate a viable outdoor cafe, with two rows of tables and a minimum capacity of 16 patrons, 4.8
metres of unobstructed space is needed. This provides 3.0 metres for the cafe and 1.8 metres for sidewalk circulation.
Under the proposed design, only 3 of the potential 24+ (20 existing, 2 future, 2 vacant) restaurants would not have 4.8
metres of clearance. The three exceptions would have approximately 4 metres of clearance, which is still suitable for a
smaller patio arrangement.
Outdoor Retailing -Currently, only 5 retailers hold regular sidewalk sales. The proposed design will provide space for
all businesses to utilize the sidewalk for outdoor retailing. Sun exposure on the north side of the street does cause
challenges for outdoor merchandising. If all of the current retailers on the south side of King Street fold regular
sidewalk sales, the total number could increase to 17 retailers.
Special Events - In 2006, events on King Street generated approximately 95,000 usitors, a 9% increase from 2005.
The majority of these visitors are the result of major events, such as the Blues Festival. Significant opportunity exists to
increase the number of smaller, more informal events. The City has now developed a staff position responsible for
fostering community-based events. City Special Event staff estimate that smaller events have increased by 10% over
the past two years, and with the new staff position, this should continue to increase.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 9
Likelihood of Success
More Outdoor Cafes -With the success of the Still, restaurant owners have realized the benefits of outdoor patios. By
improving physical limitations, micro~limate and aesthetics, the proposed design should generate a significant increase
in the quantity of outdoor cafes. Existing and future restaurants have already indicated a willingness to provide an
outdoor cafe.
Likelihood of Success =Strong
More Outdoor Retailing -Hot summers, limited foot traffic, and the need for additional staff have challenged the
effectiveness of sidewalk sales. While the proposed design should improve micro-climate, increase foot traffic, and
provide a more aesthetically pleasing space for outdoor retailing, staffing problems could continue to persist. As such,
extensive outdoor retailing is unlikely, and may be limited to lunch hours and during special events.
Likelihood of Success =Weak
More Special Events -Attendance at major events continues to increase, while the number of smaller, community
driven events is increasing annually. With a streetscape that is better designed to accommodate smaller events, and a
staff resource to assist in event development, increased frequency and attendance should be expected. While large
special events will benefit the entire core, smaller events are expected to have a more localized benefit, supporting only
those stores and restaurants within close proximity.
Likelihood of Success =Strong
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 10
3.3 Goal #2 - A Livable and Sustainable King Street
Design Elements
The proposed design could establish King Street as an urban green street by incorporating livable and sustainable
design elements. To be livable, King Street would cater to pedestrians, cyclists and transit riders through the following:
- More than 100 trees would be planted, in a medium with irrigation that will improve vegitativgrowth. These trees
will provide shade, wind protection and reduce urban heat effect, while offsetting a portion of the carbon emissions
from automobile traffic. By improving the micro-climate, the street should be much more comfortable for
pedestrians;
- Distinct transit shelters would be provided along King Street by Grand River Transit
- New bike racks would be added to increase bike parking while nnprovements to cycling routes and cycling
connections will be considered as part of the City Centre District Master Plan;
- Improved street lighting should reduce dark spots and improve visibility; and
- Improved surface treatments and new curb treatments should improve barrier free accessibility.
To make King Street sustainable, a series of design elements are being considered for incorporation, including:
- Storm water planter beds which absorb and filter rain water;
- Integrating solar powered technologies where possible, such as tree lights and bollard lights;
- A continuous soil trench, or similar techniques, to improve tree growth; and,
- The use of recycled and locally manufactured materials.
King Street Becomes a Catalyst
These proposed design elements create a more desirable environment for new residential development, while
providing leadership in environmental sustainability. If implemented, the City of Kitchener could challenge t1e
community and private sector in the following ways:
4. More Residential Development -Challenge the development industry to capture residential growth and
demand by building new residential units on King Street, as the marketplace will allow; and,
5. Increased Sustainable Design Practices -Challenge the development industry to incorporate sustainable
design features into new downtown developments.
Assessment of Current Situation and Potential Opportunities
Residential Development -Downtown Kitchener has a current residential population of approximately 1,850. The
completion of current developments (ex: Kaufman Lofts) and the eventual completion of proposed projects could add
an additional 600+ residential units along King Street. If existing surface parking lots and vacant lands between Duke,
Frederick/Benton, Charles and Francis Streets were also redeveloped, an additional 600+ units could be added. As
many as 50 upper storey residential units could also be refurbished. All totaled, this equates to more than 1250
potential new residential units - an addition of approximately 1750 residents along the King Street corridor alone.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 11
Kitchener's population is expected to steadily increase over the next 25 years. At the same time, the proportion of the
population that is more likely to live in an urban environment (those between the ages of 20 to 34 and 56+ years old),
will increase as well:
~ Kitchener's Projected Population Change ~
2006 2011 2016 2021 2026 2031
Total 204,675 233,410 244,030 265,555 286,135 304,655
Projected Change - +18,735 +39,355 +60,880 +81,460 +99,980
Potential Urban Dwellers
20-34, 56+ ears old 90,125 103,885 119,665 134,210 145,215 153,690
Pro~ected Chan e - +13,760 +29,530 +44,085 +55,090 +63,565
According to Kitchener's Built Form Review, current zoning potential would allow for an additional 18,000 residents
within Downtown and the Central Neighbourhoods. If large tracts of former industrial land were rezoned and
redeveloped, such as 1 Adam Street, the same area could accommodate more than 40,000 new residents. Such
population increases would grow the annual municipal tax base as follows:
Population Increase Potential Households* Total Potential Tax Increase** Municipal Portion (35%)
18,000 12,857 ~$28 million ~$9.8 million
40,000 28,571 ~$62 million $21.9 million
63,565 45,404 ~$99 million 34.8 million
* assumes an average household size of 1.4 persons
'~ assumes an average unit value $175,000 and a tax assessment of 1.25% of the unit value
Condominium developments are the most likely housing form to attract young professionals, empty nesters and
seniors. Today, ~ is estimated that Kitchener alone has the potential for approximately 10,700 to 15,700 condominium
units, or approximately 15,000 to 22,000 condominium dwellers. Currently, Kitchener has approximately 7525
condominium units, of which approximately 4515 (60%) are owner-occupied - 40% are rentals. This equates to a
potential demand for new condominium units ranging anywhere between 3,175 to 11,185 condo units (or 4,445 to
15,659 dwellers). With the constant influx of university students and the number of non-family households in Waterloo
Region on the rise, additional demand for condo/apartment units should be expected.
Sustainable Design -There are currently no LEED certified buildings in Downtown Kitchener, although the Centre
Block project could be the first. Numerous businesses have taken part in KW Hydro's `Cool Shops' program. While full
LEED certification will likely be limited to new, large scale developments, opportunity exists to improve the energy
management of existing stores and buildings.
Likelihood of Success
More Residential Development -The supply of potential urban dwellers will not be a concern. The challenge, though,
is drawing that growth and supply to King Street. A higher quality streetscape should provide sufficient curb appeal,
while added street activity and improvements to the King Street commercial sector would further enhance desirability.
But most important to residential attraction is the private sector providing the right form of housing to attract these
demographics. As local builders have been hesitant to build Downtown, attracting developers from the GTA or London
may be necessary. While the current Downtown housing market is still unproven, the resale speed of Kaufman Lofts
and the sales of Centre Block and Icon will help determine the strength and depth of the market.
Likelihood of Success =Strong
Increased Sustainable Design Practices -Most new, large scale developments are incorporating either sustainable
design standards or energy management systems. However, affordability and reliability of new technologies remain
impediments. But as technologies improve and costs decrease, expect greater use of sustainable practices. The
upgrading of existing buildings will be dependant largely on the availability of grants, or more affordable solutions.
Likelihood of Success =Moderate
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 12
3~4 Goal #3 -Make King Street Beautiful
Design Elements
The proposed design itself will be an aesthetically beautiful streetscape that should encourage and inspire designers,
merchants and developers to follow suit with their own buildings, storefronts and signage. The following high quality
design features are proposed:
- An overall sleek, chic contemporary design would blend harmoniously with heritage buildings and future modern
architecture, while ensuring the streetscape style does not become outdated;
- High quality surface materials, such as granite, would be used for curbs, banding and certain sidewalk zones;
- Planter beds would be surfaced with high quality materials, such as granite, slate or natural stone, that can be
easily replaced should the materials become dated or damaged;
- Modern sidewalk furnishings (benches, garbage/recycling receptacles, bollards, etc.), street light poles and transit
shelters would reinforce the contemporary design style;
- Extensive landscaping and street trees would soften the physical environment; and,
- Extending the Civic Square design across King Street to create a complete urban square.
King Street Becomes a Catalyst
These proposed design elements will create one of the highest quality streetscapes in Waterloo Region. As a result,
the City of Kitchener could challenge the community and private sector in the following ways:
6. Challenge King Street businesses (existing and new), architects, sign designers, etc., to do their part by
incorporating only high quality designs for all facade, business and sign improvements;
7. Challenge the development industry, planners, architects, landscape architects, etc., to do their part by putting
forward only high quality development proposals along the King Street corridor; which incorporate high quality
facades, high quality signage, public art, etc., and,
8. Challenge King Street property owners to do their part by refurbishing and illuminating upper storey building
facades.
Assessment of Current Situation and Potential Opportunities
Storefront Facades, Interiors and Signage -The City has recently established new design policies for storefronts and
signage, to assist merchants with meeting the basic quality expectations of urban consumers. Of all non-vacant
commercial storefronts, only 42% meet these policies.
Existing merchants have not demonstrated an ability orwillingness to upgrade their storefronts. Over the past 5 years,
only 25% of the long term King Street merchants have substantially upgraded their facades, interiors and/or signs to
meet consumer expectations. This is likely due to a series of factors, such as lack of equity available to fund
improvements, inability to secure loans, and a lack of awareness of consumer expectations. While the fagade loan
program is one solution, its application has been limited and ineffective where store owners do not own the building, or
where extensive fagade work is required.
Based on these patterns, private sector improvements along King Street are most likely to occur through 1) infill
developments that add new storefronts, and 2) new merchants filling vacant space. Infill developments are regulated
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 13
by site plan control, where the City of Kitchener has reasonable control over the quality of design. Filling of vacant
space is not governed by the same legislation, but with proactive dialogue and effective design guidelines, the City can
still play a role in influencing and encouraging good storefront design prior to occupancy of vacant storefronts. Of the 6
newest stores and restaurants on King Street, 5 have been designed to a standard that would meet the expectations of
urban consumers (ex: Les Fleurs).
High Quality Development Proposals -Recently, new developments in and around downtown have provided award
winning urban design. These include:
- 209 Frederick Street (2006 Urban Design Award Winner)
- Betzner Brownstones (2006 Urban Design Award Winner)
- WLU School of Social Work (2006 Mike Wagner Heritage Award Winner);
- Downtown Community Centre/UVCDSB Offices (2006 Urban Design and Mike Wagner Heritage Award Winner);
- Tim Hortons at 197 Frederick Street (2004 Urban Design Award Winner);
- Mansion Street Townhomes (2004 Urban Design Award Winner);
- Governor's House and Gaol (2002 Urban Design and Mike Wagner Heritage Award Winner); and
- 70 Victoria Street North (2002 Urban Design Award Winner).
The most recent downtown development proposals (Centre Block, Kaufman Lofts, UW School of Pharmacy) all offer
high quality urban design, while the Icon Condominium project is likely to follow suit. Success of the Kaufman Lofts,
Centre Block and Icon will determine if Kitchener's urban residential marketplace is willing to pay the price to live in
higher quality, buildings on King Street.
Refurbished Upper Storey Facades -Upper-storey facade improvements have typically gone hand-in-hand with
renovations to interior apartment units. Unfortunately, no King Street building owner has taken advantage of the City's
heritage tax grant program to refurbish historic buildings. Similarly, the upper storey facade program has been in place
for two years, and only one King Street building owner has taken advantage. It is expected that two more owners may
use the program this year. Further refurbishments will likely take place once demand in the urban housing and rental
market has increased. The opening of the Health Science Campus could stimulate such interest.
Buildings associated with larger organizations, however, such as banks, the Walper Terrace Hotel and government
institutions, have been well maintained.
Likelihood of Success
Improved Storefront Facades, Signage and Interiors -Improvements are most likely to result from filling vacancies,
merchant turnover, and infill developments. A new, high quality streetscape, coupled with growth in the marketplace of
more affluent urban consumers, should help entice new stores to locate on King Street. By 2011, if all current
vacancies are filled, two future new storefronts are built (Centre Block and Icon), and annual turnover continues at 5%,
74% of King Street storefronts could meet the City's design standards.
Likelihood of Success (upgrading existing stores) =Weak
Likelihood of Success (infill storefronts) =Strong
Likelihood of Success (new merchants in vacant space) =Moderate to Strong
More High Quality Development Proposals -The past five years have produced numerous award winning, high quality
design projects. With a high quality streetscape, growth in the urban marketplace, newly approved downtown design
policies, and continued effort by City staff, most new development proposals should result in high quality designs.
Likelihood of Success =Moderate to Strong
More Refurbished Upper Storey Facades - Upper storey improvements will likely occur only as a result of changes
in ownership, or with an influx of new, financially stable merchants. Even with the new streetscape, these changes are
likely to occur slowly.
Likelihood of Success =Weak
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 14
3.5 Goal #4 -Vibrant Shopping and Dining
Design Elements
With the emergence of lifestyle retailing (ex: proposed Sportsworld Crossing) and a refurbished Fairview Park Mall,
adding to an already growing list of power centres, King Street merchants are increasingly challenged to compete for
consumer spending in Waterloo Region. The proposed design aims to assist businesses in not only competing, but
succeeding, through the following features:
- Tremendous curb appeal, with a sleek contemporary look, that should age gracefully over time;
- High end finishes (sidewalk patterns, curbing, bollards, etc.) to attract new stores and urban spenders;
- A flexible parking arrangement that will maximize space for on-street parking during cold months, and maximize
space for street activity (outdoor retailing, cafe space, etc) during warmer months;
- Abundant tree plantings will provide shade and comfort for customers; and,
- An overall design that allows King Street to become distinguishable form other forms of retail.
King Street Becomes a Catalyst
These proposed design elements will create a modernized shopping environment with great curb appeal. As a result,
the City of Kitchener could challenge the private sector in the following ways:
1. Challenge King Street retailers to do their part by modernizing and upgrading their products, service and in-
store experience to appeal to urban shoppers; and,
2. Challenge King Street restaurants to do their part by modernizing and upgrading their menus, service and
restaurant experience to appeal to urban diners.
Assessment of Current Situation and Potential Opportunities
Quality Urban Retailers -Retail spending in Waterloo Region has grown from $2.86 billion in 1996 to $5.60 billion in
2006 - a 96% increase. Over the same period, total income in Waterloo Region has increased from $7.34 billion to
$13.00 billion - a 77% increase. Inflation over this period has increased by 22.5%. These numbers suggest that
Waterloo residents, over the past 10 years, made more money, spent more money, and their amount of available
discretionary income increased.
A demographic shift is expected to further increase levels of discretionary spending. Parallel to urban dwellers, the
most likely to shop in an urban environment are those between the ages of 19 and 35, and over 55. These shoppers
typically have greater expendable/discretionary income, and more free time flan traditional suburban shoppers.
However, as a result, their expectations for quality of product, service and experience are typically higher. In Kitchener,
these age groups are expected to rise from 90,125 in 2006 to 119,655 by 2016.
The increase n urban consumers should lead to added retail spending downtown. However, the immergence of
"lifestyle retailing" at Sportsworld Crossing, will create a direct competitor. Lifestyle retailing is a new form of power
centre which offers smaller stores in a more traditional urban setting. Retailers tend to offer high quality products,
service and experience, to attract the growing market of urban shoppers.
In order for King Street businesses to compete, they too will have to offer high quality products, service and experience.
After assessing King Street merchants against modern day standards (ie: storefront, signage, interior), approximately
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 15
only 30% of retailers measure up to today's standards. Of King Street's longterm retailers (more than 5 years dd),
approximately only 25% meet today's standards.
A number of new King Street retailers, such as Les Fleurs, 11t" Hour and Inception have demonstrated a firm
understanding of modern retail standards. David's Gourmet, opening in November, will likely do the same. Very few
long-term retailers, however, have shown a similar understanding. The Wine Rack is one of the few long-term retailers
that have updated their interiors to be competitive with modern standards.
Quality Urban Restaurants - In Ontario, the average household expenditure on restaurant food grew from $1509 per
year in 2001 to $1852 per year in 2005. Assuming Kitchener households spend similar amounts, Kitchener's
restaurant industry would have grown its annual total revenues from approximately $109 million in 2001 to
approximately $147 million in 2006.
Like retail consumers, urban diners are also looking for style and quality. The track record of existing restaurants,
however, has been much stronger than retailing, with approximately 65% up to modern day standards. Restaurants,
like Peter Martin's 20 King, Matter of Taste and Niko Niko are currently offering style and quality, while chain
restaurants, like William's Coffee Pub and Mr. Sub, have maintained modern-day standards. Still, a number of
restaurants could use improvements to either their exteriors and/or interiors.
Likelihood of Success
More Quality Urban Retailers -Clearly residents are spending money on retail goods -the challenge for King Street
businesses is to better compete for commercial spending. Streetscape improvements and growth in the downtown
residential and employment populations should help to ensure a retail environment that can compete with Fairview Park
Mall and Sportsworld Crossing for consumer spending. But ultimately, the responsibility lies with individual businesses
who will need to offer the products, service and environment that will appeal to urban consumers. With downtown's
recent poor track record, retail attraction (attracting new stylish, quality retailers to fill vacancies) is the most likely
avenue for substantially upgrading the overall retail environment. With an approximate 5% turnover rate, overall
improvement will be slow.
Likelihood of Success =Moderate
More Quality Urban Restaurants -Growth in the downtown employment and residential populations, and growth in the
urban consumer market (with higher levels of expendable income) should lead to continued increased spending on
food and dining. With a reasonable track record of success, and a suitable number of existing high quality restaurants,
King Street's curb appeal should help these businesses succeed.
Likelihood of Success =Moderate to Strong
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 16
In addition to the potential economic opportunities identified in section 3, the proposed King Street Master Plan could
also help produce to the following community and social benefits:
Increased Civic Pride -Kitchener residents have been generally dissatisfied with the overall appearance and quality
of Downtown since the 1960s. Improving the physical appearance of King Street is a key part to reclaiming lost
community pride.
Increased Pedestrian Traffic -Currently, the average lunch hour generates approximately 900 pedestrian
movements per block (daily peak), morning peaks generate approximately 475 pedestrian movements per block, and
evening peaks generate approximately 550 movements. With over 12,000 downtown employees and over 1800
downtown residents alone, not including visiting customers, a new streetscape King Street has the potential to generate
significantly higher levels of pedestrian traffic.
Increased Urban Vitality -Foot traffic on King Street will be generated largely by stores, restaurants, outdoor cafes
and events. The proposed plan has been designed to allow businesses to fill King Street with as much activity and
street life as possible.
Improved Lighting -The lighting scheme proposed in the new streetscape will improve both the levels and distribution
of light on King Street. This should reduce the number of dark spots and improve overall visibility.
Improved Perceptions of Safety -Amore attractive appearance, more foot traffic and better lighting are three of the
most basic methods of making a space feel safer. Improving storefronts, eliminating recessed entryways over time,
and improving maintenance levels would further reduce perceptions that King Street is unsafe.
Talent Attraction & Retention -Highly skilled workers typically want to live in a aty with thriving urban streets that
offer a diversity of activity, street life, nightlife and cultural experiences. The proposed design, if activated accordingly
by merchants, can help Downtown Kitchener become a magnet for a talented workforce and help transform students
into community stakeholders who may choose to remain after graduation.
Improved Accessibility - By designing a flat sidewalk and parking zone, and by reducing curb heights, the King Street
design should improve accessibility for residents with mobility challenges. All parking stalls would be more accessible
than current stalls, and the current unevenness of the walking zone would be eliminated. With an aging population,
such changes will enhance the ability of businesses to cater to 55+ customers.
Global Environmental Leadership -The proposed plan strives to make it easier for Kitchener residents to live a
green, urban lifestyle. Higher levels of transit usage, cycling and walking can help counteract global warming.
Collectively, this community can become a shining example of environmental leadership.
Improved Public Health -Providing an urban environment that allows residents to drive less, and walk or cycle more,
has been proven to enhance overall public health. The streetscape master plan would result in a series of
improvements that better enable alternative modes of transportation.
Accelerated Revitalization -All of the above noted benefits contribute to accelerating urban renewal. While
intensification is expected to occur naturally, a vibrant King Street could help accelerate condo sales, boost investor
confidence and draw new businesses at a much faster rate. Not proceeding with an enhanced streetscape could limit
investment to only those companies brave enough to take risks.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 17
Ultimately, success of the improvements to King Street will not be judged on the appearance of the sidewalks, but on
the improvements that occur within the private sector -improved stores, restaurants, facades, etc. In addition building
the infrastructure, the City needs amulti-pronged approach to support private sector improvements.
1. Support Urban Vitality
(Fostering Events, Promoting Street Activity, etc.)
2. Build Community Capacity
(Training, Support, Financial Incentives, etc.)
Build the Infrastructure ~ 3. Attract Capable Businesses 8~ Developers
(Streetscape Master Plan) (Targeted Business Attraction Strategy)
4. Show Municipal Leadership
(Set Expectations, Educate, Inform, etc.)
5. Annual OperatinglMaintenance Budget
(Cleaning, Maintenance, Planting, etc.)
5.1 Strategy for Supporting Urban Vitality
The current momentum of business and community development indicates a strong desire to see King Street as the
vibrant, bustling urban heart of the city. This momentum however, requires support to stimulate and sustain the urban
vitality into a resilient and diverse area with around-the-clock engagement of people throughout the community. Las
Ramblas in Barcelona, for example, is supported by a busker program, numerous artisan markets, a vendor cart
program and major community celebrations. These activities draw consumers and tourists on mass to the restaurants,
cafes and stores which line the street and surrounding blocks. Likewise, Santa Monica's vibrant 3`~ Street Promenade
is supported by extensive event programming, a banner program and street musicians.
For King Street to reach its potential, an Urban Vitality Strategy is proposed. This strategy builds and consolidates a
number of initiatives which align directly with several existing City of Kitchener goals, objectives and community
programs. Consistent with several existing strategies at the City of Kitchener, the program actively brings many of the
current objectives to life.
1. Digital Animation -Economic Development and Events staff will collaborate with partners in the digital media and
cultural communities to develop a digital animation program, centred on King Street. The program will be based on the
ability to project digital content at City Hall and at a variety of locations around the downtown in support of special
events and ongoing programming.
Strategic Impact
• Creates a visitor attraction to draw people in evenings
• Provides a global profile for Kitchener where art meets technology
• Attracts further business interest in the digital media cluster
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 18
• Builds community pride
Financial Impact $130, 000
• 2 digital projectors would be purchased and mounted on the City Hall cube, providing nightly animation;
• 1 mobile digital projector would be purchased for use throughout downtown, either to support an event, or
for periodic digital displays;
• Infrastructure supports for the projectors in 2008 and 2009;
• Program funding to support the development of content and exhibits for the projectors in 2008;
Status: Planned for 2008 start
2. Street Performance -Economic Development and Events Staff will work with partners in the performing arts to
animate King Street at strategic times during the day (11:00 a.m. to 1:00 p.m. and 4:00 p.m. to 7:00 p.m.) to draw
downtown employees out onto the street and attract others to the downtown to shop and dine. Current businesses and
employers have indicated an interest in supporting this vitality as a feature to recruit new staff and define the work
environment in the competition fortalent in the new economy.
Strategic Impact
• Assists in building best first impressions for employee recruitment downtown
• Retains businesses which are exposed as people stop at performances
• Builds a consistent positive brand for downtown Kitchener
Financial Impact
• Funding for street performance pilot projects will be allocated from existing budgets.
Status: Planned for 2008, pilot for December 2007
3. Community Banner Festival -Economic Development and Events Staff will work with community groups to
develop a public art Banner festival. It will become a visible demonstration of public art in the City providing an annual
event of public pride and artistic expression.
Strategic Impact
• Creates an attraction to visit or tour from other parts of the City
• Builds community pride and better associates suburban residents with downtown Kitchener
• Builds a consistent positive brand for downtown Kitchener
Financial Impact
• Funding for street the community banner festival project will be allocated from existing budgets.
Status: Planned for 2009 start
4. Vendor Carts -Economic Development and Events staff will collaborate on the development of a vending cart
program to increase the diversity and density of boutique retail in the downtown. In 2008, this may involve acquisition of
several vendor carts may be purchased and placed along King Street, offering opportunities for artisans, flower
vendors, etc. to add activity along the street. Existing staff resources would be used to initiate the program. Initial
capital costs would be covered under existing budgets, or a business case would be developed for 2009.
Strategic Impact
• Business attraction through `incubation' of start-up opportunities
• Builds a consistent positive brand experience at more community touch-points
• Enhances security with more `eyes on the street'
• Builds a sense of sidewalk community
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 19
Financial Impact
• Funding for vending cart program will be allocated from existing capital budgets as pilot program
Status: Planned for 2009, possible pilot program in 2008
5. Downtown Tours and Ambassadors -Economic Development has started a successful tour program which is
offered to students, faculty, employee orientation and business interest groups. These tours highlight opportunities for
retail, service, restaurant and community activity. They support talent attraction by building interest in the City among
young students who will more likely choose to live in Kitchener after graduation. It has become an excellent employee
orientation tool for new businesses. The addition of part time summer ambassadors will also aid in coordination of
visitor needs, security and social services within downtown.
Strategic Impact
• Creates ideal controlled environment to promote positive perception of downtown
• Develops a feeling of community among newcomers and students
• Aids in talent attraction and retention for new and existing businesses
• Enhances security with more `eyes on the street'
• Builds a sense of sidewalk community
• Supports visitor services
• Provides liaison with social agencies within the existing community downtown
Financial Impact
• Funding for downtown tours and ambassadors have been allocated from existing budgets and
partnerships with educational groups, businesses and the KDBA
Status: Tours in progress since 2006, Ambassadors could start in 2008
6. Expanded Downtown Events -Building on the existing 80+ events in the City of Kitchener, the model would
expand to sustain more community based activities and events downtown, specifically smaller events to fill gaps
throughout the calendar year. The objective would be to attract more people to people downtown and help to sustain
the current business and community momentum.
Strategic Impact
• Aids in talent attraction and retention for new and existing businesses
• Enhances security with more `eyes on the street'
• Supports existing businesses in the downtown with more customer exposure
• Provides immediate economic impact as events ensure more spending downtown
Financial Impact
• Funding for downtown events will be allocated from existing budgets and partnerships with community
groups, sponsors, the KDBA and facilitated through future business cases and investment strategies
Status: Ongoing
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 20
Urban Vitality Program Summary
Program Strategic Impact Financial Impact Status
on EDIF for this
project
7. Digrtaal Anima~on Builds Talent Retention and $130,000 Not Sorted
Attraction
2. Sheet Supports Diversity in the City None Start 2008
Performance
• Creates an environment for
3. Communiil3rr Business Retention and None Start 2009
BannerFestival Attraction, Economic Cluster
Development
4. Vending Carts Creates Positive Perception and None Start 2008
Brand
5. Downtown Tours None In progress
andAmbassadors Creates a Safe and Secure
Downtown
• Maximizes Urban Streetscape
Use
• Builds Communit
Pride &
6. Expanded y
Leadership None Ongoing
Downtown Events
• Supports Arts Cluster Activity
• Supports Strategy for the
Environment
5.2 Build Community Capacity
To ensure existing King Street merchants and the local development industry have the knowledge, capabilities and
resources necessary to succeed on a revitalized King Street, the City of Kitchener needs to work closely with the KDBA
and the Small Business Centre (SBC) to build their capacity for change and improvement. The following are just a
sample of current and potential capacity building initiatives:
Seminars Specific to Main Street Retailing - Piloted in 2007, the Small Business Centre has developed a series of
seminars to assist main street merchants improve their businesses. Similar programs are being developed to support
local artists become entrepreneurs.
Access to Consulting Services & Professional Design Assistance - Whether it be business planning, marketing,
interior design, exterior design, etc., the City, KDBA and SBC should jointly explore funding sources for providing King
Street merchants with cost effective access to a range of design professionals.
Access to SBC Resource Centre -The SBC already offers an extensive supply of resources, programs and
seminars that can assist existing businesses. Promoting and expanding this resource could be beneficial.
Review Downtown Financial Incentives -City staff are currently reviewing the Downtown CIP to assess the
usefulness of the existing incentives, and determine if adjustments are necessary to better address business and
development needs.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 21
5.3 Attract Capable Businesses & Developers
To compliment existing businesses, City staff are exploring options for strategically attracting businesses (ie: retailers,
restaurants, etc.) and developers that are 1) capable of succeeding in an urban environment, and 2) can meet the City's
design policies. This could include marketing strategies, analysis of site selection criteria, promotion, etc.
5.4 Show Municipal Leadership
Historically, City staff have lacked the capacity to positively impact the vibrancy and appeal of King Street. However,
the new streetscape provides opportunity for the City to play a more proactive role:
Work with and Challenge the Private Sector -The King Street improvements should be used as leverage to inspire,
encourage and negotiate private sector improvements. This is not unlike shopping centres or malls, who upgrade
interiors and exteriors, and expect improvements to individual stores to follow suit. Other municipalities utilize their
planning, building, permit and financial incentive applications as the vehicle for encouraging higher quality
improvements.
Facade Improvement & Signage Guidelines- Advancements in the urban design field should better enable staff to
raise expectations for ~gade and sign designs. Better coordination amongst Planning, Building, Licensing and
Economic Development staff would allow the City to become stewards of good design.
Better Communication with Real Estate Agents, Homebuilders, Developers -Local developers and real estate
agents have typically not supported downtown revitalization. The City needs to continually educate local professionals
about the King Street Master Plan and emerging growth trends, so they might direct new developments and
businesses to Downtown Kitchener.
5.5 Annual OperatinglMaintenance Budget
How we clean, look after and maintain our main street is a direct reflection of how much we, as a community, care
about our city. If King Street is to become the premiere urban street in Waterloo Region, merchants and the City need
to jointly care for the streetscape in a manner that ensures its appeal and longevity. City staff are currently reviewing
the operational services levels for King Street, and determining if upgrades are feasible, or if additional funding would
be needed. Preliminary assumptions regarding the implications to the City's operating budget are outlined in section 9.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 22
The work proposed by the King Street Master Plan aligns strategically with a variety of existing City initiatives
Plan for a Healthy Kitchener - Fostering a `dynamic downtown' is one of the six areas of focus. Strategic directions
include: attract more people to the core, address issues of safety perception, and improve Downtown's economic
health. The Master Plan would help address all of these issues.
2007-2010 Economic Development Strategy - Building a Dynamic Downtown' is one of the six areas of focus.
Implementing the King Street Master Plan was identified as one of 12 best bests for action.
Economic Development Investment Fund - A beautiful new streetscape has the potential to physically and
aesthetically link many of the previous EDIF investments (UW School of Pharmacy, Young-Gaukel Corridor, WLU
School of Social Work, Centre Block, Downtown Community Centre, King Street East streetscape, Your Kitchener
Market), as well as many of the private sector developments to which the City has assisted with in some fashion
(Kaufman Lofts, Block that Rocks, City Hall, Waterloo Region Children's Museum).
Downtown Strategic Plan Vol. 3 -Action items of this plan include: facilitating fagade improvements, implement new
public realm standards, and make municipal investments in catalyst projects that bring people downtown. The Master
Plan would help address all of these issues.
City's Municipal Plan -The City's downtown design policies recommend, for this portion of King Street, that streets be
designed with a contemporary streetscape style that maximizes sidewalk space for outdoor retailing and restaurant
patios. The Master Plan would address both of these policies.
Strategic Plan for the Environment -This plan recommends that the City's physical development should involve
leading edge environmental planning techniques. The proposed sustainable design features would help do just that.
Culture Plan II -Recommendation 10 supports the incorporation of public art, recommendation 17 supports a
commitment to a healthy environment, while recommendation 54 supports the growth of local festivals and events. The
proposed plan incorporates public art, sustainable design features and an infrastructure designed to support special
events.
Pedestrian Charter -The City's Pedestrian Charter promotes walkable communities, upholding the right of
pedestrians to have safe and comfortable walking conditions, and the development of a walking environment that
meets the travel needs of pedestrians. The King Street Master Plan has been designed to be `Pedestrian-First'.
Accelerated Infrastructure Program -Improvements to many of the streets surrounding King Street will be made as
a result of the accelerated infrastructure improvement program. The City Centre District streetscape Master Plan will
establish strategies and design guidelines to set the stage for these projects.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 23
The work proposed by the King Street Master Plan aligns strategically with a variety of external policies, plans and
initiatives:
Places to Grow: Growth Plan for the Greater Golden Horseshoe -The Province's growth plan has identified
Downtown Kitchener as an urban growth centre, and will establish targets for future intensification and growth. Anew
streetscape should help to draw new development projects to King Street.
Waterloo Regional Growth Management Strategy -The Region's growth plan identifies King Street as the central
spine of a primary reurbanization area. Goal #2 of the strategy is to build vibrant urban places -the proposed
streetscape aims to build a dynamic, vibrant street.
Creative Cities - On the heels of Richard Florida's book `Rise of the Creative Class', cities are looking to build their
capacity for training, attracting and retaining creative minds, as a key contributor to economic prosperity. With
globalization, cities around the world are competing against each other for creative, talented minds. One factor that
attracts creative minds is the power of place -vibrant, diverse and interesting streets and spaces that offer activity and
vitality. The proposed streetscape provides the foundation for downtown merchants to create a lively street.
Climate CrisislGlobal Warming -With communities across North America stepping up to help create a more
environmentally sustainable world, the King Street Master Plan can be one small piece of the puzzle. By trying to
create a more sustainable and livable street, the future King Street will not only allow local residents to live a greener
lifestyle, but other cities could learn from our successes.
New Urbanism -Focused on designing people-oriented developments, new urbanism is a planning movement that
promotes walkable communities, transit oriented streets, and high quality building designs which enhance the
pedestrian experience. While the streetscape plan will enhance walkability, new fapade guidelines would assist in
ensuring King Street buildings enhance the pedestrian experience.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 24
8.1 Design Alternatives
In June of 2007, the King Street Master Plan project steering team used a `reasoned argument' evaluation methodology
to evaluate and compare four alternative design concepts based on 14 different criteria. The concepts were assessed
as follows:
Description On-Line Survey Reasoned Argument
Preference Average Criteria Rating
(low = 0%, high =100%~
1. Status Quo Keep existing design, replace materials and 13% 30%
features only as needed
2. Business First Designed to cater primarily to customer 19% 43%
needs of shops and restaurants.
3. Pedestrian First Designed to cater primarily to the needs of 42% 73%
all pedestrians who might use King Street.
4. Culture First Designed like a plaza to maximize outdoor 26% 63%
activities, events, etc.
As a result, it was determined that the pedestrian first design theme would guide the final streetscape design, as it
would best address the 14 criteria. These criteria included a mixture of community goals, business needs and
functional design needs. In addition, the community identified `environmental sustainability' as a key issue to address
through the Master Plan.
8.2 Current Alternatives
At this stage, the two remaining alternatives include: 1) build a new streetscape based on the King Street Master Plan;
or 2) maintain status quo, and continue to perform routine maintenance only. The risks of proceeding with the status
quo alternative are as follows. King Street would likely:
- Experience continued difficulty attracting urban shoppers and consumers;
- Experience difficulty attracting large numbers of new urban dwellers and condo buyers;
- Experience continued difficulty attracting new businesses and urban developers;
- Be challenged to attract considerable new urban density, and be challenged to achieve provincial/regional growth
targets;
- Not overcome negative perceptions of King Street;
- Experience slower growth of tax assessmentlrevenues; and
- Experience continued difficulty encouraging or negotiating for higher quality private sector developments,
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 25
The City of Kitchener should anticipate the following capital, operational and business impacts, as a result of an
enhanced streetscape:
9.1 Initial Capital Investment (2008 2010)
King Street (includes streetscape, public art and Vitality Strategy):
$3,730,000 - EDIF(presently $1.0 million allocated per year, over 3 yrs; this would be accelerated to $2,820,000
in 2008, $1,010,000 in 2009 and $0 in 2010; an additional $1,000,000 would be allocated from the 2013
uncommitted employment lands item, which includes $830,000 for the project, and $170,000 of interest
income/expense impact)
$1,500,000 -DTS Engineering Infrastructure Improvement Program (presently $500,000 per year /over 3 yrs.)
Speaker's Corner:
$350,000 - CSD Downtown Parkettes (previously planned for 2010 per 2008-17 Capital Forecast -moved
forward to coincide with King St construction)
$100,000 - EDIF public art competition /feature at King and Benton Sts (approximately 2% of capital investment
for King Stand Speakers Corner)
City Hall -Civic Square Furniture:
$60,000 - CAO Downtown Development
Region of Waterloo (Grand River Transit) for Transit Shelters:
Funding to be determined
9.2 Additional Planned Capital Investments (2008-2012)
Accelerated Infrastructure Program (DTS downtown sewer and water reconstruction):
$2,900,000 -Francis Street /Water Street North (2008)
$ 987,000 -Water Street South /Bell Lane (2009)
$2,421,000 - Bramm Street /Linden Avenue /Michael Street /Oak Street (2009)
$2,430,000 -Duke Street (2011)
$1,800,000 -Hall's Lane (2011/12)
1 856 000 -David Street l Ontario Street (2012)
$12,394,000
Community Services Department Downtown Parkette~
$150,000 -Vogelsang Green (proposed for 2011)
$150,000 -Cenotaph (previously planned for 2010)
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 26
9.3 Operating Expenses (Entire Downtown)
CSD Maintenance Operations Budget:
2006 Expectation After
Item Expenses King Street
Reconstruction
Landscape Maintenance Downtown (651404) $167,161 Decrease
FurniturelBanners/Lights (651424) $54,969 Initial Increase
Downtown Light Maintenance (contractor) $16,896 Initial Decrease
Entrance Features (Downtown only)
608
$1
Increase
651428
~ ) ,
Sanitation/Cleaning/Curbside Pickup $286,878 To be determined
(821355)
Sanitation (Waste Management)(Ops & To be determined
Market)
Winter Sidewalk Maintenance(824052) $160,225 Potential Increase
Winter Snow Loading/Hauling (823369) $175,426 Potential Increase
City Hall Rink Snow Removal(824770) $28,883 No Effect
City Hall Sidewalk Snow Removal (824775) $33,666 No Effect
Total $935, 712
Graffiti - KDBA(downtown & outside of core) $20,000
*note -the 2006 values relate to the entire downtown and for the most part, should not change significantly.
However, sanitation and maintenance costs might be reduced in the Master Plan through a central drop-off
location.
Service Levels (King Street -Francis Street to Frederick I Benton Street only):
Landscape Downtown (651404) Maintenance Schedule Expectation After
Reconstruction
Flowerbed Maintenance weekly Decrease
Shrub/bed Maintenance bi-weekly No effect
Hanging Basket Maintenance daily Removed
Landscape Watering (Flowerbeds,trees, etc.) daily Decrease
Watering Contract Services (2007) daily Decreased
Entrance Features Maintenance bi-weekly No effect
FurniturelBanners/Lights (651424)
Furniture Maintenance as required Decrease
Banners, Flags, Light Maintenance as required Increase
Tree Lighting/ Guards & Grades as required No effect
Sanitation (821355
Sidewalk Sweeping 7 days/week No effect
Debris Pickup 7 days/week No effect
Street Sweeping 7 days/week No effect
Sidewalk Power Washin
g 2x/year & on demand power
washing ($19,000 in 2007) Increased
~Vllaste Management Collection Contract (810069&620700)
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 27
Garbage Bin Collection(Downtown & Market) weekly per attached schedule n/a - DT laneways
Garbage Curb Side Pickup 7 days/week To be determined
inter Maintenance
Sidewalk Snow Removal checked daily (staff deployed Potential increase in
as needed) staff time
Snow Loading as required depending on No effect
accumulation
City Hall Rink Snow Removal as required No effect
City Hall Sidewalk Snow Removal checked daily (staff deployed No effect
as needed)
Expected Impacts After Reconstruction of King Street;
Illiiminatinn
Energy conservation technologies such as LED (Light Emitting Diode) are being considered as part of the
illumination design. If implemented, LED would result in an increase in capital costs by comparison to the
current standard(s); however,
LED could result in decreases in operating ecpenses over the course of time (ex: estimated reduction
in electricity use of 60%, long life expectancy).
Rnllarrlc
- An increase in operating expenses is expected for the maintenance 1 replacement of moveable parking
bollards and non-movable intersection bollards when damaged by vehicles, equipment, etc.;
- Estimated costs for bollard replacement will vary based on style and function (bollards with solar powered
lighting are generally 40-50% more expensive, but provide additional illumination using renewable energy);
- An increase in staff time is required to relocate movable bollards through the flexible street design (likely
relocated once in the spring and once in the fall)).
- Limited bollard relocation is expected during the first few years of operation but it is anticipated that this need
will increase over the course of time; and
- It is anticipated that City, in conjunction with the KDBA, will develop a policy for on-street parking and will
further define parking requirements on an annual basis.
Landscaping
- A decrease in operating costs is expected through the installation of storm water infiltration planters (less
regular maintenance required than flower beds);
- Routine removal of weeds 1 garbage will still be required but daily watering and seasonal changing of plant
material will not be required.
- It is anticipated that the planter walls will be constructed out of concrete and faced with a decorative
treatment such as the or brick, which can be replaced, extending the longevity of the planter.
- An increase in operating costs is expected through the installation of irrigation for plant material and trees,
ensuring adequate water during the drier months of the year, etc.;
- A decrease in operating costs is expected through the reduction of streetlight hanging baskets; and,
- An increase in operating costs is expected to maintain and water more portable pots on a regular basis.
~irlA~n~alkc
- A decrease in maintenance costs is expected, as an improved design will reduce settlement;
- Paver stones are less likely to fade and deteriorate as impressed coloured concrete; and,
- Sealants can be added to surfaces to reduce cleaning costs.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 28
9~4 Impacts on City Business and Services
The following impacts to municipal services are expected, in order to ensure the King Street Master Plan
becomes a catalyst:
Internal Stakeholder Description of Impact
DTS -Planning Services Increased staff time needed to develop private
DTS -Building Services sector guidelines, encourage better design,
CAO -Downtown Development encourage and negotiate better design where
necessary, etc. Potential for increased staff time
to manage financial incentive programs (ex:
fagade loan program) should the reconstruction
stimulate interest.
Small Business Centre Increased staff time may be needed to provide
services to King Street businesses as needed
CSD -Special Events Increased staff time needed to facilitate small
events; currently exploring options for EDIF
spending to support street activity
CAO -Business Development Increased staff time meeting with prospective
businesses and developers for King Street
CAO -Economic Development Increased staff time and minor operational
spending to develop and implement a business
(retail) attraction strategy
DTS -Transportation Planning Potential for increased staff time to facilitate
flexible parking arrangements and temporary
road closures for events
DTS -Engineering Services Increased staff time to manage construction on
King Street and further downtown improvements
as part of the accelerated infrastructure program
CSD -Operations Increased staff time maintaining street, trees, etc.
(see service level chart in section 9.3)
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 29
Project Risk Assessment Probability Impact
Mitigation Strategy
Capital and EDIF funding is not made available Low High
City continues general maintenance as necessary. Private sector design guidelines
would be developed to encourage better design.
Capital and EDIF funding is not sufficient to fund project High High
City seeks out alternative funding options (private donations, provincial green funds,
etc.). Failing new funds, scale back on design features.
Lack of community support for proposed streetscape plan Low Medium
Extensive public and stakeholder consultation has occurred to date, to ensure positive
public support.
Approval of Environmental Assessment is appealed by local business, property Low Medium
owner or interested party
Extensive stakeholder consultation has occurred to date to ensure stakeholder buy-in.
Project would be delayed with potential changes made to the final design.
operating funding is not increased, leading to long-term depreciation of High High
streetscape quality
City would work with the KDBA and existing businesses to offset maintenance and
cleaning demands.
Gnce completed, a lack of private sector improvements (facade, signage, High Medium
interior, etc.) leads to unmet community expectations
City will develop a business attraction strategy to help fill existing vacancies, will review
existing financial incentives, and will develop private sector guidelines to encourage
high quality design of new stores and buildings.
once completed, existing businesses do not participate in creating a lively Low High
streetscape
City works with existing businesses to promote use of sidewalks. City considers urban
vitality strategy to help program the street with vendor cart program, small events, etc.
once completed, no new events take advantage of flexible street Low Low
City Special Events staff work with businesses and event organizations over time to
make use of the streetscape.
Rising Canadian dollar leads to overall decrease in regional retail spending High Low
City works with KDBA to help local merchants compete for regional spending.
once completed, existing property owners unwilling to redevelop lands and Low Medium
buildings, or sell to prospective developers
City could initiate process to redevelop City owned parking lots.
once completed, majority of urba n intensification occurs in Uptown Waterloo, Low High
Downtown Galt, etc.
City develops talent attraction strategy to promote Downtown Kitchener lifestyle.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 30
From the community's perspective, the conclusion seems clear. The current King Street streetscape does not meet
their expectations for a variety of reasons (aesthetics, safety perceptions, etc.). If improved, King Street could begin to
meet these expectations while producing a range of other benefits. General feedback on the master plan thus far has
been extremely positive, enthusiastic and optimistic. The community wants King Street improved, and they appear to
like the design that is proposed.
Economically, the decision to be made can be simplified as follows: should the City of Kitchener invest in upgrading the
streetscape to better position King Street to compete for future investment and future consumer spending, and possibly
accelerate future change -or- not invest in the streetscape, and leave King Street's fate in the hands of the local
marketplace?
Future commercial spending and growth do not appear to be an obstacle. The region has a $5.6 billion retail industry
and a $147 million restaurant industry that are shifting in a more urban direction. The proportion of potential urban
dwellers is expected to increase by more than 55,000 residents over the next 20 years. Based on the analysis
presented in this business case, King Street would be best positioned to capture this growth by attracting new investors,
developers, merchants, businesses, etc. However, the existing streetscape has been an obstacle to attracting private
sector investment, particularly within the retail sector, and needs to be updated.
But a new streetscape can do more than just attract new investment - it can act as a catalyst for a range of aesthetic
and social improvements to King Street. It would give the municipality leverage to raise expectations while encouraging
the right types of new business. It may also inspire street activity and interest that might otherwise not occur.
While existing property owners and merchants have not demonstrated that they all have the capacity to compete for
urban spending, the City can support the streetscape investment by undertaking a series of initiatives. Building
community capacity, attracting new businesses and showing municipal leadership are three primary support initiatives
that should be undertaken.
Recommendation #1:
The City should invest in a new streetscape in order to attract new private sector investment.
Recommendation #2:
The City should use the streetscape as a catalyst, by challenging the community and private sector in the 10 ways
identified in section 3.
Recommendation #3:
The City should undertake the following municipal initiatives to give King Street the best chance for success:
- An urban vitality strategy;
- A business attraction strategy;
- Private sector fagade and signage design guidelines;
- Capacity building tools to assist small businesses and existing merchants; and,
- An administrative approach that encourages and challenges the private sector to raise the quality of future
proposals and improvements.
By investing in a new streetscape and establishing the programs that could support this investment, King Street would
be given an opportunity to finally become a lively, livable, sustainable and beautiful street, with vibrant shopping and
dining.
BUSINESS CASE- KING S TREET MASTER PLAN PAGE 31
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KING STREET & THE CITY CENTRE DISTRICT: STREETSCAPE MASTER
PLAN - Bl1SINESS CASE (DTS 07-188}
Aaaendix C: Staaina of Construction
In accordance with DTSC Report 07-110: King Street & the City Centre District:
Streetscape Master Plan -Project Update and Information Report, shown below is a
general outline of the scope of work and phasing process completed /planned as part of
this project:
Concept Phase (June 2007}
Concept evaluation complete / streetscape theme selected for King Street:
Development & Technical Services Committee -June 18, 2007
Council of awhole -June 25, 2007
Feasibility Phase (June to August 2007}
Capital budget estimate and cost feasibility analysis ion-going)
Prioritization of projects as part of the 2008 Capital budget planning process ~on-
going)
Streetscape strategy development for the City Centre District ion-going)
Design Phase (August to December 2007}
• Preliminary design drawings X30% design package} completed for King Street
• Public Consultation Centre re: design drawings for King Street, concepts for Speakers
Corner and vision for the City Centre District-October 11, 2007
• Functional design drawings X60% design package} for King Street -October 26, 2007
• Functional design drawings X90% design package} for King Street and Speakers
Corner -December 24, 2007
Tender Phase (December 2007 to February 2008}
• Functional design drawings for King Street and Speakers Corner completed Mender
documents}
Concept drawings, details and strategies completed for projects planned for
reconstruction in the City Centre District:
Bell Lane, Francis Street North to College Street
Duke Street, Francis Street North to Frederick Street
Frederick Street / Benton Street, Charles Street East to Duke Street East
Hall's Lane East, Eby Street South to Ontario Street South
Hall's Lane West, Ontario Street South to Victoria Street South
Water Street South, King Street West to Joseph Street
Construction Phase (2008 / 2009}
2008 Staging of Construction -King Street, College Street to Frederick 1 Benton
Street, and, Speakers Corner
Sta a 1:
Late March: College Street to Gaukel Street (City Hall} - *start date weather pending
Stage 1: (continued)
April /May: College Street to Young Street City Hall) and Young Street to Ontario Street
-start date on or about April 7 / *critical completion date: May 16 in advance of Memorial
Cup celebrations at City Hall -road reopened between College Street and Young Street
/excluding north side of King Street Centre Block}
Sta a 2:
June /July: Ontario Street to Queen Street -start date on or about June 2 / *critical
date: June 14th Cruising on King Street -road reopened for special event
Sta a 3:
July /August: Queen Street to Frederick / Benton Street north side} -start date on or
about July 14 / *critical date: August 7 Blues Festival at City Hall and other downtown
locations -road reopened for special event between phasing of north and south side
construction
Sta a 4:
August: College Street and Frederick / Benton Street -start date on or about Saturday,
August 23 -one week} for rehabilitation of roadway -road reopened on August 29 for
Labour Day weekend
Sta a 5:
August /September: Queen Street to Frederick / Benton Street south side} and
Speakers Corner -start date on or about August 11 / *critical completion date: October
3 in advance of Oktoberfest celebrations on Frederick / Benton Street and Speakers
Corner
2009 Staging of Construction -King Street, College Street to Francis Street
(schedule to be confirmed)
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