SUMMARY Report of the Downtown Task Group

MANDATE Review of the current health of downtown and identify current challenges and opportunities. This may include consultation with an extended list of stakeholders as identified by the Task Group. Participate as a group or individually in city-led activities to exchange information and views with the broader community on the vision for downtown. Develop a set of recommended indicators which should be tracked on an ongoing basis to measure success.. Review of the current initiatives of each of the member organizations, and assess the alignment of each with the current challenges and opportunities. Develop a set of recommended actions to address challenges and exploit opportunities, and including budget implications, partnership opportunities and responsibilities for each of the member organizations in implementing the recommended action plan. Review of the vision for downtown and make recommendations on any changes that the task group considers appropriate..

Partners Review of the current initiatives of each of the member organizations, and assess the alignment of each with the current challenges and opportunities.

Review of the vision for downtown and make recommendations on any changes that the task group considers appropriate.. “Creating an active waterfront downtown destination that showcases the cultural heart of Burlington”. “ Burlington's Downtown is uniquely situated at the heart of the Greater Golden Horseshoe on the beautiful shoreline of Lake Ontario. Our downtown is a vibrant civic centre, where the community thrives, business prospers and tourists explore. As we move forward existing residential communities will be enhanced, new residential investments encouraged, office developments supported, retail shopping revitalized, and tourism and special events promoted. Burlington’s Downtown will become the premier waterfront destination of the Golden Horseshoe.” Vision 2005 DRAFT Vision 2013:

State of the Downtown Review of the current health of downtown and identify current challenges and opportunities. This may include consultation with an extended list of stakeholders as identified by the Task Group. Benchmarking study said…..we identify with many same critical success factors as neighbouring downtowns Cost of Doing Business Downtown (Deloitte) said…….. Asking rents and additional rent costs are in- line with other retail areas in Burlington Downtown Vision Workshop said….downtown has a lot going for it, agree with more office development and diversity of housing choices Intercept surveys said…people come downtown to dine, 80% of DT patrons from south of QEW

State of the Downtown (Challenges) Review of the current health of downtown and identify current challenges and opportunities. This may include consultation with an extended list of stakeholders as identified by the Task Group. Benchmarking study said…..vacancy rates and business turnover rates track slightly higher than comparative averages Cost of Doing Business Downtown (Deloitte) said…new retail ventures will be affected by cost/availability of parking for patrons/tenants Downtown Vision Workshop said…. Farmer’s Market important, attract retail uses, vibrancy needed both day and evenings, more events Intercept surveys said…top improvements: priority for pedestrians, better parking, specialty foods

Competitiveness Strategy : Consider needs of Downtown workforce when developing parking options Power/electricity: extend hydro surface and bury overhead lines Wi Fi capability expansion & district heating and cooling Establish business recruitment programme/targeted business Develop a set of recommended actions to address challenges and exploit opportunities Examine, in conjunction with the Region, the need for and the feasibility of a graduated tax rate structure for small retail properties

Downtown Living Strategy: Increase police presence and security measures and manage nightlife with Downtown Hospitality Group Implement public art policy & Cultural Action Plan findings Pedestrian priority programme Ensure optimum delivery of transit services Complete the Trails Master Plan Develop a set of recommended actions to address challenges and exploit opportunities Review the City’s park dedication policies to address the need for urban plazas and open spaces in areas of intensification

Employment Strategy : Examine the feasibility of office component part of future residential developments Explore opportunities to attract post-secondary and related learning opportunities Review of accommodations for City staff, including redevelopment options for City Hall Develop a set of recommended actions to address challenges and exploit opportunities Prepare an employment strategy for the downtown supported by a business case and including a real estate strategy. Examine options for incentives such as TIF’s, grants and interest free loans or the leveraging of City assets to attract employment uses

Programming/Animation Strategy : Develop a set of recommended actions to address challenges and exploit opportunities Review the role of the City in delivering events in the downtown Explore opportunities to establish a year- round farmer’s market in the downtown and report to Council, including considerations for providing start- up support, financial or otherwise, and/or a permanent indoor space for the market (BDBA)

Develop a set of recommended indicators which should be tracked on an ongoing basis to measure success.. Benchmarking study said…..favourable comparison to Downtown: Collingwood, Oakville, Brantford, St. Catharines, Waterloo O Information on current value assessment o Commercial vacancy rates o Office vacancy rates O Number of jobs located in the downtown o Activity generators/festivals and events O Frequent pedestrian counts Measuring Success

KEY TARGETS Growth Target: 200 residents/jobs per hectare next 18 years Employment Targets: Job creation strategy to attract an additional 1,500 + jobs between by 2031 Commercial Strategy: Growth in downtown’s Primary Trade Area to 2031 could support 107,000 square feet of storefront space (= new storefronts) Learning Target: Locate 1,500 new students at post-secondary institution or learning annex in the core Merchandising Target: By 2018 secure green grocer, hardware, butcher Targeted Housing: Build 300+ units suitable to accommodate the creative class downtown

Recommendations: * RECEIVE this report * REFER the complete list of Strategic Initiatives found in Appendix A for discussion at the City Council Workshop on March 28 th, 2013 Participate as a group or individually in city-led activities to exchange information and views with the broader community on the vision for downtown.