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HomeMy WebLinkAboutCAO-09-055 - Downtown Strategic Plan - 5 Year UpdateREPORT REPORT TO: Finance & Corporate Services Committee DATE OF MEETING: November 16, 2009 SUBMITTED BY: Rod Regier, Executive Director, Economic Development PREPARED BY: Silvia Di Donato, Manager, Downtown & Community Development WARD(S) INVOLVED: 1, 6 DATE OF REPORT: November 9, 2009 REPORT NO.: CAO-09-055 SUBJECT: DOWNTOWN STRATEGIC PLAN: FIVE YEAR UPDATE RECOMMENDATIONS: That this report be accepted as a five-year review of the Downtown Strategic Plan, Vol. III and further; That the “2010 Downtown Themes and Actions” (Residents, Retail, Vitality and Infrastructure) be accepted as continued strategic direction supported by the Downtown Advisory Committee. REPORT: Downtown Strategic Plan, Volume III TheDowntown Strategic Plan, Volume III: The Implementation was approved by Council October 25, 2004. The focus of the plan was to maximize opportunities for economic development in the central business district, benefiting Kitchener as a whole. Building on Volumes I and II, the action plan provides overall vision as a place for people. Furthering this vision are contained 63 action items in such areas as district character, urban design, neighbourhoods, culture, residential development, business and investment. Alignment with City-Wide Strategies The plan forms the foundation for, and is closely aligned with four key city strategies: EDIF (Economic Development Investment Fund) 2004 based on public consultation Plan for Healthy Kitchener, “Dynamic Downtown,” based on community priorities 2006 Economic Development Strategic Plan, Cluster Development, Dynamic Downtown 2007 City of Kitchener Strategic Plan, based on community priorities 2008 As described in the plan, “a key underpinning to this Plan is securing educational uses for the downtown, specifically centres for knowledge creation such as university campuses and faculties.” This direction provided the foundation for a focus on “economic cluster” development. “Education & Knowledge Creation” transforms a largely manufacturing economy to one based on innovation and technology. The plans included development of the former St. Jerome’s building on Duke Street, now in use as WLU Graduate School of Social Work and the former ç ó ï Epton lands, now the home of the UW School of Pharmacy, UW School of Optometry, McMaster Medical School campus, known as the Downtown Kitchener Health Sciences Campus. Work Plans, Process and People Many small projects connect opportunities between major catalyst investments. It is this work, process and people that bring the downtown vision to life. Therefore, the Downtown Strategic Plan is “based on practical, achievable targets.” They require engagement from the entire organization at various levels and collaboration with stakeholders such as the Downtown Kitchener BIA, community groups, building owners, developers and neighbourhood community. Action plan status is reviewed and updated as staff monitor, facilitate or implement activities related to downtown development. Dedicated effort across all departments at the City of Kitchener and partner organizations such as the Downtown Kitchener BIA is required to coordinate large and small project activity. Central to the forward motion is the Downtown Interdepartmental Resource Group (DIRG) which includes staff and BIA. This working group consists of a team of managers who meet monthly to prioritize, evaluate and create efficiencies for all activities as they intersect in the downtown. DIRG coordination includes specific downtown projects such as the King Street Master Plan and city-wide activities that also occur downtown, such as snow removal or waste disposal. In addition to DIRG, continued stakeholder collaboration includes community and business groups in downtown and throughout Kitchener. The overall success of large catalyst projects are supported by the many small cumulative programs. These activities ensure that attraction of people, businesses that ‘spin-off’ from these investments is realized directly in the downtown. A few examples of this work include: improved administration, modification and creation of new financial incentives; implementation of the new Downtown Design Policies and Guidelines that are included as part of the development approvals process; digital presence developed such as web site, City Hall projection, e-newsletters, DVD “youtube” video channel, GIS business, building data management improved liquor license process; patio encroachment policy improvements; business and employer mobilization outreach and development; safety action plans and process that ensure accountability for enforcement and social service at all levels of government; support for downtown brand and vitality through business and neighbourhood community communication, enhanced and targeted increased events walking and tasting tours downtown, introduction of downtown ambassadors; comprehensive operational activities provided through staff engagement in Downtown Development and across the organization, to name only a few of the activities. Healthy Communities Model The Downtown Strategic Plan action items support the strategic plan for Kitchener, representing the economic, social, environmental and cultural elements of a healthy community. This provides continuous evaluation through the comprehensive lens of the Healthy Community model. This model is used in our final summary attached as “Appendix A: Downtown Strategic Plan: The Implementation Plan Report Card, October 2009.” ç ó î Five Year Milestone Results (2004-2009) The catalyst investments of EDIF were based on unprecedented public consultation supported by Kitchener City Council vision and the dedicated efforts of staff throughout every department at the City of Kitchener. At this five-year milestone in 2009, the results of these efforts have been realized more rapidly and in a more sustained manner than anticipated. Economic Engine of the Region Every day approximately 12,000 employees go to work in Downtown Kitchener. This concentration of talent is providing the economic engine to drive and transform the community. Remarkably, even in these times of global economic crisis, Downtown Kitchener is providing measurable positive results. Below are highlights of “Trends and Indicators” results, interim for October 31, 2009. (For detailed report of annual trends and indicators to 2008, please see Report, approved May 27, 2009) CAO-09-027 2004 2009 Downtown Kitchener Key Indicators 17,505 18,774 Residents including neighbourhoods 1,607 2,100 Residents just downtown 636 697 Businesses downtown 10,354 11,967 Employees 14.0% 6.8% Office vacancies $9.41 $10.43 Office lease rate 288,700 380,000 Event attendance 2,000 3,637 Students – estimated 2004 Downtown Kitchener 5 Year Highlights 2004 – 2009 7% more residents in neighbourhoods 10% more businesses downtown 11% increase in office lease rates 16% more employees downtown 31% more residents just downtown 32% more people at events 51% drop in office vacancies 82% more students downtown (estimated 2004) A Few Fast Facts: $125,000,000: Total Residential and Commercial Construction values since 2004 728: Net residential new units in central neighbourhoods and downtown since 2004 $3,000,000: Estimated leveraged development related to financial incentives since 2004 Since 2004 the visionary implementation of EDIF, the Downtown Strategic Plan Volume III, public consultation and catalyst investment throughout the downtown has stimulated the development of numerous projects. In response to the Health Sciences Campus in Downtown Kitchener alone, $150,000,000 of private investment has been realized in the heart of the city within less than 5 years since introducing the Economic Development Investment Fund (EDIF.) ç ó í Moving Forward 2010 – Four Strategic Themes Through research and stakeholder consultation, staff identified four areas where improvement opportunities exist to continue strategic positive momentum. For example, a distinct issue emerges from the data because of high density employment but not enough residential density to support a thriving retail or service sector. Research shows that ‘retail follows rooftops’ and therefore residential development will be a significant strategic theme moving forward. In the interim and long term, this will also require careful and targeted retail recruitment action plans in collaboration with the BIA in Downtown Kitchener. Through consultation and research two related themes emerge: residential intensification and related retail recruitment. Related to these areas of focus are initiatives where the municipality has had sustained impact: vitality and infrastructure. Cultural events and opportunities to bring people downtown continue to serve the economic and community needs downtown. Infrastructure and the public realm provide a canvas upon which business and communities are created. These themes address potential gaps and provide for stable employment opportunities in a transformative urban community. Consultation and communication with stakeholders is continuous, including assessments which occur annually through DAC and staff review of Downtown Trends and Indicators. The Downtown Advisory Committee (DAC) has supported the four strategic themes for continued action, as well as some long term direction for the future of Downtown Kitchener. Facilitated discussion at the start of DAC term in 2008 and 2009 also informed staff work plan direction. A special DAC Workshop was facilitated on October 28. 2009 to discuss the four strategic themes for 2010 and future direction. Nine members of DAC were in attendance, supported by staff facilitators. Through this workshop the following themes were developed: THEME 1: MORE RESIDENTS To create opportunities for more people to live downtown, consistent with goals of residential intensification as in the Kitchener Growth Management Strategy; and the need to grow a ready market for goods and services RESIDENTIAL INCENTIVES: Continue existing financial building rebate incentives for development and evaluate the need for a new residential incentive programs CITY-OWNED LAND: Consult with stakeholders on the potential strategic disposition of City-owned land suitable for medium and high-density residential development HIGH QUALITY URBAN DESIGN: Develop a design brief that will guide future residential developments (i.e. high rise developments) ensuring quality urban and architectural design as per the City’s Downtown Design Policies. THEME 2: MORE RETAIL To strengthen the retail sector downtown by attracting the right mix of retail businesses RETAIL OPPORTUNITIES: Conduct research and analysis to identify gaps/opportunities in the urban retail and restaurant markets, with a focus on unique, independent and authentic urban businesses SMALL BUSINESS SUPPORT: Investigate the development of a small business support program to ensure strong independent downtown retailers and restaurateurs TARGET BUSINESSES: Target specific businesses through BIA-led recruitment initiatives, supported by the City’s Economic Development staff. FINANCIAL INCENTIVES: Continue Façade Grant program and evaluate the need for new programs that provide specific assistance to retailers downtown ç ó ì SHORT TERM PARKING: Evaluate short term parking availability for retail and service sector requirements BUILDING OWNER ENGAGEMENT: Continue Landlord / Building Manager Group and evaluate the need for a pro-active property standards inspection team; THEME 3: MORE VITALITY To support and communicate cultural vitality downtown, and to build capacity for the community to provide more events and activities that attract people downtown. COMMUNITY-DRIVEN ACTIVITIES: Encourage self organized events in community, building capacity with support of Special Events team, expanding beyond King Street; MAJOR EVENTS: Support the promotion of major events to raise the profile that attracts customers for retail, service and restaurants; OUTDOOR PATIOS: In partnership with the BIA, encourage well designed patios through encroachment agreement, and explore opportunities to assist businesses with acquiring quality furnishings; RESTAURANT VITALITY: In partnership with the BIA, actively promote the vitality and diversity of the restaurant community; DOWNTOWN TOURS: As reinforcement of positive downtown brand opportunities, continue and expand the Downtown Kitchener Walking & Tasting Tours for students, employees, citizens; DOWNTOWN DIGITAL BRAND: Continue innovative promotion through web presence, downtown e-news, webinars, interactive web cam, digital projection, social media and other technologies as emerging; THEME 4: MORE INFRASTRUCTURE To create a public realm infrastructure that supports future needs in physical environment downtown, including a technology network STREETSCAPE RE-CONSTRUCTION: Continue with Phase 2 King Street Reconstruction, Young and College improvements, Hall’s Lane and other projects in collaboration with City’s Engineering Services DOWNTOWN APPEARANCE: Continue Downtown banners for annual signature City- supported events, singular community supported banner programs (such as Olympic Torch Relay) continue plantings, decoration and with BIA support augment seasonal décor and beautification downtown, and through DIRG coordinate operational activities to keep a high standard of appearance downtown; CONTINUE CIVIC DISTRICT URBAN SQUARE DESIGN: Finalize a conceptual design, cost estimate and implementation plan for the Civic District Urban Square, for approval by both City and Regional Councils. ENSURE TECHNOLOGY FRAMEWORK: Continue to ensure residential and commercial developments to maximize technology such as wireless, fibre optic, and quality broadband infrastructure Future Long Term Comprehensive Strategy for Downtown Kitchener Following the strategic themes in 2010, it is important that a longer term plan be initiated. A comprehensive plan with a ten-year horizon will be a refinement of strategies in consultation with stakeholders. With further consultation and research, a future strategic planning process will be brought forward to Council in early 2011. As a start, several long term elements were explored by the Downtown Advisory Committee workshop on October 28 below. ç ó ë LONG TERM PLANNING Through public and stakeholder consultation, and as represented through the “Healthy Community Model” begin consideration of a 10 year strategic plan for Downtown Kitchener. A few suggestions from stakeholders include: COMPREHENSIVE PLAN: Begin to develop a post-EDIF strategic plan (with a 10 year horizon) that builds off the City’s current investments and the City’s existing Downtown Design Policies, possibly with research assistance from university student internship. CITY-OWNED LAND: Consult with stakeholders on the potential strategic disposition of City-owned land suitable for employment, medium and high-density residential development or other uses as determined by research and stakeholder consultation; PRIVATE-PUBLIC ENHANCEMENTS: In collaboration with the City’s Engineering Services, evaluate the potential for strategic improvements and maintenance in conjunction with private development. In collaboration with the City’s Planning Services, evaluate opportunities to require private-sector streetscape enhancements through the Planning Act and plan for supported uses – restaurants, etc. around major development to ensure an attractive, vibrant, safe pedestrian corridors, for example in and around the future Waterloo Regional Consolidated Courthouse NEW DOWNTOWN FOCAL POINTS: In collaboration with the City’s Parks Development staff, evaluate opportunities for new focal points and gathering places such as enhanced outdoor spaces, entertainment/sports facilities, etc; TRANSPORTATION OPPORTUNITIES: In collaboration with Regional staff, evaluate the need for additional station area planning around proposed LRT stops, evaluate opportunities for streetscape upgrades along rapid transit corridors, create welcoming access for ; pedestrian, bicyclists EMPLOYMENT GROWTH: In concert with city-wide economic development plans, further support clusters focused downtown such as life sciences, digital media, arts and culture. CONCLUSION: Implementation of the Downtown Strategic Plan over the last five years is brining the community vision to life. EDIF provided major catalysts for investment that have already shown significant economic impact, especially for employment creation. The economic cluster strategies have identified emerging related businesses which are now growing the economy and show great future promise to sustain and diversify the regional economy. At this five year milestone the positive data results, especially during recent intense economic shift, indicates Downtown Kitchener is well positioned for success. Stakeholder input and staff research indicate that continued momentum relies on strategic attention towards four essential themes outlined for consideration in 2010. Future consideration will include comprehensive long range planning to move through the next decade and beyond. FINANCIAL IMPLICATIONS: None. Attachments: Appendix A: Downtown Strategic Plan: The Implementation Plan Report Card, October 2009. ACKNOWLEDGED BY: Rod Regier, Executive Director, Economic Development ç ó ê ç ó é ç ó è ç ó ç ç ó ïð ç ó ïï ç ó ïî ç ó ïí