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Home My WebLink AboutKPL - Vision for the Civic District - November 12, 2007 1HE Kt[4'SIR9 .r 4 ~~. AST C~.LER'Y i H R i R f Report To: Development and Technical Services Committee Date of Meeting: November 19, 2007 Submitted By: Centre in the Square, Kitchener Public Library, Kitchener- Waterloo Art Gallery, Registry Theatre, Prepared By: Jamie Grant, Sonia Lewis, Alf Bogusky, Don Bourgeois Ward(s) Involved: All Date of Report: November 12, 2007 Subject: Vision for the Civic District RECOMMENDATION: The Civic District Visioning Team recommends: 1. That the City of Kitchener endorse the development of a greater vision for the Civic District, based on the findings of the visioning exercise, that is focussed on enhanced arts, cultural, educational and related uses within the Civic District, to be presented to Council for approval at a later date; and further, 2. That City Council direct staff (Chief Administrator's Office, Development and Technical Services, and Community Services) to work with the Civic District Visioning Team to develop: (i) a comprehensive plan, (ii) partnerships (including neighbourhood associations, Region of Waterloo, Province of Ontario, Government of Canada, major educational institutions, private sector, and others who have an interest and potential role that is consistent with the greater vision), and (iii) a proposed model for the implementation of the comprehensive plan. BACKGROUND: The Centre In The Square, Kitchener Public Library, Kitchener-Waterloo Art Gallery and The Registry Theatre ("Civic District Visioning Team") undertook in September and October 2007 a public visioning process for the Civic District. Development and Technical Services Committee supported this visioning process at its August 13, 2007 meeting. (Appendix A -Report to DTS, July 30, 2007; Appendix B -Minutes of DTS Committee Meeting) The purpose of the visioning process was to identify new opportunities for the programming of, and use of land in, the Civic District. This report is: 1. to advise Development and Technical Services Committee of the results of that public visioning process, and 2. to make recommendations to Development and Technical Services Committee. REPORT: Public Visioning Process: The What Can You Imagine? public visioning process included the following elements: 1. public information -interviews leading to coverage in The Record -August 11, September 18 and October 13, Community News -October 3 and November 7 (Appendix C), posting on kwnow.ca website, Farwell Live, Rogers Cable (September 6) 2. public launch at Centre In The Square on September 6, including DVD presentation 3. development of website for the Civic District Visioning Team, hosted by Centre In The Square and accessible from websites of all members of the Visioning Team 4. survey available online through each member of the Civic District Visioning Team's website and in hardcopy at each of the four institutions (Appendix D -Survey Results) 5. focus groups in September (Appendix E -Summary of Focus Groups Comments) 6. public meeting on October 16 (Appendix F -Public Meeting Results) 7. design charette on October 27 (Appendix G -Design Charette Findings) 8. public discourse by all members of the Civic District Visioning Team in interviews, speeches, public meetings and similar activities, including to local Rotary club, board meetings, Alliance for a Grand Community, Community Leaders Forum, Prosperity Council, Grant Review Team for Ontario Trillium Foundation and similar opportunities. Further public discussion is scheduled for CKWR on November 7 to review the results of the visioning process. Results of the Public Visioning Process: A consistent comment from all elements of the public visioning process has been: THINK BIG! DO IT RIGHT! The Team members were surprised by the level of public support for the initiative. Those who attended the focus groups, the public meeting, speaking engagements and the design charette want the Civic District to be an important part of their community and of their lives. They see it as an important, if not critical, component to continued enhancements of the arts and cultural facilities and programming in the Region but also for the long term economic health of the City and the Region. A number of themes can be identified from the process: 1. build on the Civic District as the centre for the arts 2. smart and versatile design that is sustainable and incorporates or accommodates restaurants, residential, office space, educational facilities, new or expanded library, new and expanded art gallery, public art, hotel/conference facilities, and that is transit friendly 3. build pathways and connections (i) within the Civic District and (ii) with the neighbourhoods and downtown core (via Queen and Frederick Streets) 4. create a "third space" in which the Civic District becomes a destination that is active throughout the day, evening and weekend on a year-round basis - a space that anchors community life and facilitates and fosters broader, more creative interaction 5. take the time to develop appropriate partnerships and stakeholders 6. provide quality - in terms of design, architecture and programming 7. make better use of surface parking lots for new facilities while accommodating parking in underground or (sensitively) structured facilities 8. THINK BIG! DO IT RIGHT! The public imagined a Civic District that is: • a place where people meet - 79% • a creative, inspiring place - 69% • a place for culture and learning - 63% • a place for creative businesses - 46% • a place with open public space - 73% • a place for restaurants - 69% • a place with an outdoor theatre - 60% • a place with art studios - 52% In short -the public imagined a Civic District that is a place that is people friendly, open with connected public pathways, a focus on arts and culture, with underground parking and fewer surface lots, better use of existing surface lots at a new or expanded library, art gallery, Registry Theatre and other public institutions. Strategic Alignment: The public's views of what should be in the Civic District should not be surprising. The Civic District is an important part of our community and the public recognizes that importance. The public also recognizes the opportunities in the Civic District to advance other community objectives. The development of a new vision for the Civic District aligns with several other strategies and initiatives of the City of Kitchener. For example, the redevelopment of the Civic District is supportive of the objectives of: • Plan for Healthy Kitchener -Development Action Item #5 -the City continues with its economic strategies on cluster development for education, knowledge creation, arts and culture • 2007-2010 Economic Development Strategy -Best Bets for New Initiatives (Initiative 3.5.1) -support the development of a new plan for the Civic District • Downtown Strategic Plan Volume 3 -Strategy -the Civic District will remain the regional centre for the performing and visual arts • Culture Plan II -City to consider an arts district in Downtown, as a "centre of excellence" in the arts • Downtown Design Policies -Second objective is to embrace art and culture. The Civic District is intended to look like and function as one coordinated urban square. The Civic District is characterized as a centre of visual and performing arts. CONCLUSION: The Civic District Visioning Team has completed the public visioning process that it undertook. It is clear that there is a strong interest in a new Civic District, one that captures the future. That vision is much bigger than what any of the members of the Team can accomplish alone or even together. That vision is, in fact, the 21St version of integrated community building that was at the core of the 1960s vision -but with a much bolder and more comprehensive approach. That vision requires the City's involvement and that of the other property owners in the Civic District - a point that is important to keep in mind; the lands and buildings are not owned by any of the members of the Team. That vision requires a commitment to the future and to a common development of Civic District by the City and Region and, to lesser extent, federal and provincial governments. Jamie Grant, General Manager Sonia Lewis, CEO Centre in the Square Kitchener Public Library Alf Bogusky, Director General Don Bourgeois, President Kitchener-Waterloo Art Gallery Registry Theatre Attachments: Appendix A -Report to Development and Technical Services, July 30, 2007 Appendix B -Minutes of Development and Technical Services, August 13, 2007 Appendix C -Examples of Newspaper Coverage Appendix D -Civic District Visioning Survey Results Appendix E -Summary of Focus Groups Comments Appendix F -Public Meeting Results Appendix G -Design Charette Findings