special city council meeting agenda -...
TRANSCRIPT
Special City Council Meeting Agenda
Thursday, February 16, 2017 – 6:00 p.m. Meeting Room C, Guelph City Hall, 1 Carden Street
Please turn off or place on non-audible all electronic devices during the meeting. Please note that an electronic version of this agenda is available on guelph.ca/agendas. Call to Order – 6:00 p.m.
Disclosure of Pecuniary Interest and General Nature Thereof 2017 Downtown Guelph Implementation Strategy – Work Planning – Council Workshop #1 Presentation: Ian Panabaker, Corporate Manager, Downtown Renewal Peter Cartwright, General Manager, Business Development and Enterprise Recommendation:
That Council receive Report IDE 17-19 – ‘2017 Downtown Guelph Implementation Strategy – Work Planning – Council Workshop #1’.
Adjournment
City of Guelph Council Agenda Page 1 of 1
1
2017 Downtown Guelph Implementation Strategy
Council Workshop # 1
February 16, 2017
2
Agenda 6:00 Welcome, Opening Comments, Desired Outcomes
Downtown Guelph Secondary Plan Refresher
Current State
Desired State
Questions/Comments
7:00 Break
7:10 Facilitated Workshop
8:10 Wrap Up/Next Steps.
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Downtown Guelph Secondary Plan Refresher
• Municipal Context • Policy and Directions
– Principles – Directions & Objectives
• Implementation Directions
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Downtown Portfolio: ‘Current State’ ~ AlT-1: IDE-17-19
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Financial Framework: ‘Current State’
• Downtown Implementation is still estimated to be $25.8 million short of required funding.
• Assumes that the 1% annual increase in capital funding will continue until at least 2026.
• City Building projects across the corporation would be $15-20 million underfunded over the next 10 years
Estimated Downtown Costs and Funding 2017-2026
Infrastructure Renewal Growth City Building Total
Cost $70.0 million $46.0 million $84.0 million $200.0 million
Forecasted Available Funding $65.2 million $46.0 million $63.0 million $174.2 million
Shortfall $4.8 million $0.0 million $22.0 million $25.8 million
7
Desired State vs. Current State IDEAL
Council and Staff have a clear understanding of: • The project logic • Short, mid and long-term priorities • Current status of resources, assignments and
budget allocations Implementation Strategy Adopted:
• Budget and staff assigned accordingly • Financial and resource plans established
CURRENT • Council and staff and evolving policy frameworks not
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Without solving these gaps the successful delivery of the DSP vision is challenging
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Questions/Comments
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Facilitated Workshop
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Wrap Up/Next Steps
Staff Report To City Council Service Area Infrastructure, Development and Enterprise Services Date Thursday, February 16, 2017 Subject 2017 Downtown Guelph Implementation Strategy –
Work Planning – Council Workshop # 1 Report Number IDE 17-19 Recommendation 1. That Council receive Report IDE 17-19 – ‘2017 Downtown Guelph
Implementation Strategy – Work Planning – Council Workshop # 1’.
Executive Summary
Purpose of Report The purpose of this report is to inform Council of the inter-departmental work that has been conducted to date to create a multi-departmental, multi-year ‘Downtown Guelph Implementation Strategy Work Plan’ which will serve to implement City led components of the Downtown Guelph Secondary Plan (DSP). This information will serve as background material which will be further discussed at the February 16, 2017 Council workshop, which is intended to establish criteria that will be used to develop an up-to-date inter-departmental Downtown Guelph Implementation Strategy. Specifically, this report provides an introduction to background findings and identified gaps that will be addressed in the first of three facilitated Council work-shops. This report also builds on information that was provided at the January 23, 2017 ‘Corporate Asset Management Policy - Special Council Work Shop’.
Key Findings Since 2012, with the adoption of the Downtown Guelph Secondary Plan and the Downtown Guelph Community Improvement Plan, there has been significant private redevelopment and continued public infrastructure investments. At the five year mark, it is time to update and renew the strategies, aligned to new information and policies to support the further building out of the community vision in the DSP.
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Staff have mapped the inter-relationships of projects/programs and the alignment of inter-departmental resources that will serve to implement the Downtown Secondary Plan (Attachment #1). These initiatives, some of which have been created since the adoption of the DSP, need further alignment, as well as clarification on funding and resource commitments to achieve the deliverables in the approved Downtown Secondary Plan. Gross costs revised since the 2017 capital budget process estimate that the implementation of these projects/programs is in the range of $200M over the next ten years. This figure does not include annual operating costs, and also does not include potential partnership and funding sources beyond the municipal contributions. The implementation of each of the initiatives identified in Attachment #1 will require the coordinated and dedicated commitment of most multiple municipal departments. The implementation of the Downtown Secondary Plan will be in competition with other corporate priorities, as provided in the Financial Implications section of this report. Staff have identified the following matters which will need to be addressed and commonly agreed to in order to proceed with developing the work-plan for the 2017 Downtown Guelph Implementation Strategy: - The sustainable financial parameters (affordability limits) of the DSP; - Opportunity and strategic positioning of initiatives and actions within the greater community context;
- The criteria for short, mid and long-term work-plans; and - The weighting of the work planning criteria. This report focuses on the first of a series of facilitated Council workshops that are required to help guide the creation of the 2017 Downtown Guelph Implementation Strategy. The first workshop is intended to address and provide agreement and direction regarding the above identified matters. The resolution of these matters will serve to help form the initial contents and directions of the 2017 Downtown Guelph Implementation Strategy, which will be further refined through subsequent Council workshops.
Financial Implications One of the main objectives of the ‘2017 Downtown Guelph Implementation Strategy’ will be to align department budgets and work plans. It will also serve to leverage corporate finances with potential upper levels of government programs, private sector contributions and other funding sources. The full financial implications will be developed through the creation of the ‘2017 Downtown Guelph Implementation Strategy’.
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Report 1.0 Downtown Guelph Secondary Plan – Municipal Context This information is being provided as a refresher of the Downtown Guelph Secondary Plan. It will serve to provide context and framework for the facilitated Council workshop, which is intended to:
• Provide a common understanding of the objectives of the DSP; • Understand the complexities of implementing the plan; • Consider preliminary criteria and weighting which will assist with the creation
of the 2017 Downtown Guelph Implementation Strategy, which will serve to implement the plan over the coming years.
In 2009, after extended public consultations, Council approved a Growth Management Strategy (GMS) to accommodate growth within the current City boundaries. The GMS demonstrated that the City should plan for a total population of 175,000 people and approximately 100,000 jobs by 2031—this will mean adding 54,000 people and 32,400 jobs. The following year, 2010, Council adopted Prosperity 2020, the community’s economic strategy, which identified the investment in Downtown Guelph as one of the strategic directions for the local economy and tourism. This thinking was further developed and incorporated into the vision and ambitions of the DSP. Over 2011-12 the Downtown Guelph Community Improvement Plan underwent a major amendment to include upgraded programs and major program funding. This work was coordinated with the Heritage Redevelopment policies and Brownfield CIP. Council workshops at the time set priority on landing the residential opportunities that have since developed, as well as reiterating the direction of having Baker Street redeveloped. Council approved the Downtown Guelph Secondary Plan on May 28, 2012. The Ontario Municipal Board (OMB) decision of June 21, 2013 brought the DSP into effect as of May 28, 2012 with the exception of site specific appeals. The OMB approved site specific modifications in decisions dated November 6, 2013 and November 27, 2015. The plan is now in full force and effect. The Downtown Guelph Secondary Plan is intended to contribute to the goals of the GMS and Prosperity 2020. It is a visionary plan which will guide future development within the downtown Guelph area over the next 20 years. Its focus is on how change should occur downtown with an emphasis on land use and urban design. The growth targets for the Downtown Guelph Secondary Plan are 6,000 new residents and 1,500 new jobs. This growth is intended to significantly enhance the vitality of downtown and achieve the density target of 150 people and jobs per hectare, set by the Provincial Growth Plan. The Downtown Guelph Secondary Plan can be viewed in its entirety at: http://guelph.ca/wp-content/uploads/Attachment1OPA43.pdf.
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2.0 Downtown Guelph Secondary Plan – Policy Directions and Objectives For the purpose of this report and to assist with the first Council workshop the following information has been taken and summarized from the plan. ‘The following core principles flow from the vision for the Downtown and provide the foundation for the Secondary Plan. They serve as a touchstone against which future initiatives and proposals for Downtown will be considered. The principles translate the vision into general objectives and specific targets of the plan, articulating what is important and providing guidance to discussions that will shape the future of the area. Since the principles are inter-related and mutually reinforcing, targets that support more than one principle have been repeated.’
• Principle 1 - Celebrate What We’ve Got. • Principle 2 - Set the Scene for Living Well Downtown. • Principle 3 - A Creative Place for Business. • Principle 4 - We Come Together Here • Principle 5 - Reconnect with the River • Principle 6 - Make it Easy to Move Around • Principle 7 - Embody Guelph’s Green Ambitions • Principle 8 - Build Beautifully
With respect to its implementation, the Plan provides policies relating to the following: 2.1 Economic Development The Plan provides policies that are intended to foster economic development within the Downtown and recognizes that economic vitality is paramount to the success of redeveloping the Downtown. Downtown will continue its significant role in the economic development of the City and the overall positioning of Guelph as a place for investment. Downtown will also be the preferred location for jobs that depend on proximity to urban services and sectors which tend to attract employees who prefer living in a downtown urban setting. The main ‘Economic Development’ objectives are to:
• Target Downtown as the preferred location for major office uses, key knowledge-based sectors such as the information and communication technology sector and post-secondary institutions;
• Support strategic and collaborative economic development partnerships in the local community;
• Encourage a supportive business environment by fostering learning and innovation within Downtown;
• Attract more Guelph citizens and tourists to Downtown and make Downtown the centerpiece of the City; and
• Pursue projects that are economic priorities for the Downtown and contribute to the renewal of the City.
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2.2 Mobility Policies are also provided in the Plan regarding the downtown’s street network, public transit, the trail and bicycle network, and parking. The Plan recognizes that successful downtowns require a mixture of modes of travel—public transit, driving, cycling and walking. Downtown should be walkable because it is life on the streets that attracts new businesses and residents and supports commercial and civic activities. The main ‘Mobility’ objectives are to:
• Achieve a network of streets, transit facilities, trails and other infrastructure that supports multiple modes of travel;
• Promote the use of public transit, both within the city and to other regions; • Ensure Guelph Central Station is easily accessed by all modes; • Encourage walking or cycling for trips within Downtown; • Ensure Downtown is highly accessible to people of all ages and all abilities; • Provide route options for those traveling to and through Downtown; • Provide parking to meet the needs of Downtown businesses, residents and
visitors; and • Ensure planned mobility improvements are coordinated with development.
2.3 Public Realm, Community Facilities and Heritage The Plan states that the downtown’s public realm is fundamental to the attractiveness and livability of the core and indeed the entire city. The policies in this section of the Plan focus on key streets as places targeted for improvements that will support Downtown land uses, functional needs and the overall aesthetics of Downtown. The intent of the ‘Public Realm, Community Facilities and Heritage’ policies are to:
• Ensure existing and future Downtown residents have access to amenities that meet their recreational needs;
• Improve physical and visual access to the river’s edge; • Establish settings for civic gatherings and cultural events; • Increase opportunities for informal gatherings Downtown and the
enjoyment of leisure activities; and • Protect cultural heritage resources.
2.4 Energy, Water and the Natural Environment Development in Downtown Guelph will help to achieve the city’s goals for environmental sustainability by being compact and by encouraging walking and transit use. Further, residential and commercial buildings are viewed as major contributors to greenhouse gas emissions. The Plan also cites that there are features of the natural environment that future development needs to respect and protect. The intent of the ‘Energy, Water and the Natural Environment’ policies are to:
• Efficiently use existing municipal services, municipal facilities and utilities to support growth downtown;
• Maximize opportunities for renewable and alternative energy generation and delivery systems such as district energy;
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• Promote site planning, architecture, landscape architecture and storm-water management that demonstrates best practices in environmental design;
• Increase the amount of urban forest tree canopy cover Downtown; • Ensure the risks to human health and safety from flooding downtown are
minimized; • Promote development that mitigates and adapts to climate change; • Protect habitat of threatened and endangered species; and • Promote the clean-up of brownfields Downtown.
2.5 Land Use and Built Form Underlying the long-term vision for Downtown Guelph is a framework of land uses, which will achieve the following objectives:
• Promote design excellence; • Encourage a wide range of land uses and built forms; • Capitalize on and support existing and planned transit services; • Promote the development of diverse neighbourhoods; • Reinforce targeted downtown streets as main commercial streets while
encouraging retail establishments and restaurants in other areas as well. • Ensure the built form contributes to attractive streetscapes and open spaces
and supports an inviting, comfortable and active public realm. • Ensure new development respects the character of downtown’s historic fabric
and the quality of life in surrounding neighbourhoods. 2.6 Guelph Downtown Secondary Plan – Implementation Directions The implementation of Envision Guelph will require a variety of tools and the coordination and scheduling of many actions on the part of the City, private landowners, institutions, downtown businesses and others. The Plan states that: ‘The City will prepare and periodically update a Downtown Implementation Strategy to coordinate and activate the implementation of this Secondary Plan, specifically components of the plan related to public infrastructure, facilities and programs, and/or which otherwise require some degree of City investment to implement. It will link community and economic development in phased action-oriented plans for priority areas that use existing assets and capitalize on emerging trends. The implementation of the policies of the Downtown Secondary Plan will be subject to the capital budget and financial policies and procedures approved by City Council, as well as the availability of funding from other levels of government.’
3.0 Implementation – Work Plan – Council Workshop #1 Business Development and Enterprise has been working in collaboration with other service areas (as identified in the ‘Consultations’ section of this report), to create a multi-departmental, multi-year ‘Downtown Guelph Implementation Strategy’, which will serve to implement the DSP.
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Given the diverse directions and objectives of the secondary plan, combined with other current and potential corporate objectives, as well as current and committed municipal resources (budget and staff) the team has identified the following matters which need to be addressed in collaboration with Council and stakeholders (at future workshops) to facilitate further development of a work-plan.
1. Align downtown initiatives in relationship to other Corporate priorities and commitments;
2. Strategically align downtown project/programs with department budgets and resources to allow for committed, efficient and affordable implementation;
3. Identify the highest-and-best outcomes for initiatives, including economic impact, funding leverage and community return on investment potentials and;
4. Establish long, mid and short-term programs of work. With this in mind, this section of the report is intended to provide material and scope for the first of three (minimum) facilitated Council workshops which will aid with the development of an up to date ‘Downtown Guelph Implementation Strategy’. The main objectives of the first workshop are to:
1. Ensure that staff and Council understand the factors and gaps affecting the implementation of the DSP;
2. Establish preliminary financial parameters; and 3. Establish preliminary criteria and weighting which will assist with the creation
and alignment of work plan activities, project/program scheduling, and resource allocation.
Upon addressing these matters, staff will then commence the scoping of the 2017 ‘Downtown Guelph Implementation Strategy’ to guide the next years of DSP implementation, which will be presented and refined during subsequent Council workshops. For Work-shop #1 staff have therefore developed the following material, which will serve the following purposes: Attachment 1 – ‘Downtown Implementation - Strategy Portfolio Map’ The intent of this map is to illustrate the number of downtown projects/programs that have been identified, their respective inter-dependencies, where they fit into larger Programs of Work, and how they are intended to support the advancement of those main subject areas that have been identified within the DIS. Through a facilitated process, staff and Council will be taken through this mapping to review the complexities of these projects, the allocation of current resources and to understand current funding and resource gaps.
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Attachment 2 – ‘Downtown Secondary Plan – Relationship Map The purpose of this map is to illustrate how the Downtown Secondary Plan connects with other Corporate, Community and Provincial/Federal initiatives, which may serve to help prioritize downtown projects/activities. An understanding of these connections will be important in understanding other stakeholder interest in the DSP, their potential roles implementing the DSP, and where it may be possible for corporate projects/programs to be aligned and leveraged with these external resources. This material will also serve to discuss the DIS in relationship to competing corporate priorities. Attachment 3 – ‘Downtown Secondary Plan – Background Summary’ This summary information serves to provide a base-line of the background and current state versus the ideal state, which will be used to guide and ground discussions. Without this common understanding and agreement it will be difficult to establish the priorities. Workshop - Approach As referenced elsewhere in the report, workshop #1 is intended to accomplish the following:
• Create a common understanding of the current issues and limits associated with the creation of a Downtown Secondary Plan Implementation Strategy;
• Start to scope out the financial parameters related to this plan, including affordability and timing;
• Create preliminary work-planning criteria; and • Create preliminary weighting for each criterion.
The firm GLPi has been retained to lead these facilitated discussions. In order to help start these discussions the following criteria themes are being proposed by staff. It is felt these themes represent a reasonable starting point for further refinement. They are not meant to be all inclusive and will most likely be amended and/or added to through workshop exercises.
• Supports Economic Development Activity • Represents Financially Responsible • Contributes to excellence in Urban Design • Contributes to Community and Cultural Benefits • Addresses Capital Asset Management Needs • Enhances/Maintains Health and Safety Requirements • Meeting Legislative and Legal Obligations • Supports Mobility
GLPi will facilitate plenary discussions of the criteria themes, with staff and Council being invited to share potential additions and/or refinements, including sub-elements that should be taken into account as part of a criterion.
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Upon the agreement of the criteria and definition, staff and Council will be taken through a facilitated process which will start to scope and review the weighting for each criterion through the use of hand held devices. This will be done at a very high level, and once the results have been tabulated, Council will be given the opportunity to further discuss if the resulting level of weighting as “about right”, “higher”, or “lower”. The intent of the evening will not be to absolutely land the criteria and weighting, but to commence establishing parameters to be used by staff for further work-planning, which will be reported back to Council at workshop #2 for further consideration.
Financial Implications One of the main objectives of a ‘2017 Downtown Guelph Implementation Strategy’ is to align department budgets. It will also serve to leverage corporate finances with upper-levels of government programs, private sector opportunities and other funding sources. At this time the complete financial implications of a Plan have not yet been determined.
As discussed during the 2017 budget process current estimates to complete the plan are in the range of $200 million over a period of 10 plus years. The table below demonstrates the breakdown of these costs across the areas of Infrastructure Renewal, Growth and City Building. Estimated available funding is based on current funding levels including the Dedicated Capital levy approved as part of the 2017 budget. These estimates assume that the 1% annual increase in capital funding will continue until at least 2026. With a portion of these funds being allocated to the DIS it is estimated there will be a funding shortfall of $25.8 million.
Estimated Downtown Costs and Funding 2017-2026
Infrastructure Renewal
Growth City Building
Total
Cost $70.0 million $46.0 million
$84.0 million
$200.0 million
Forecasted Available Funding
$65.2 million $46.0 million
$63.0 million
$174.2 million
Shortfall $4.8 million $0.0 million
$22.0 million
$25.8 million
In addition to this shortfall the balance of City Building projects across the corporation would be $15-20 million underfunded over the next 10 years. As discussed at the January 23rd Asset Management workshop the recently completed Corporate Asset Management Plan will be presented to Council in March 2017. Through the 2017 budget process an estimate of the current tax and non-tax funded back log was upwards of $200m. Further revisions and updates of this back
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log will be presented to Council in March 2017 through the Corporate Asset Management Plan. Further discussions of specific details regarding projects costs and funding options will be discussed at future workshops based on the work plan criteria developed at this workshop.
Consultations This report has been developed in consultation and agreement with the following service areas: Planning, Urban Design and Building Services Engineering and Capital Infrastructure Services Project Management Office Finance Parks and Recreation Culture, Tourism and Community Investment
Corporate Administrative Plan Overarching Goals Service Excellence Financial Stability Innovation Service Area Operational Work Plans Our Services - Municipal services that make lives better Our People- Building a great community together Our Resources - A solid foundation for a growing city
Attachments ATT-1 Downtown Implementation Strategy – Portfolio Map ATT-2 Downtown Secondary Plan – Relationship Map ATT-3 Downtown Secondary Plan – Background Summary
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Departmental Approval The following departments have provided input and reviewed this report:
Planning, Urban Design and Building Services
Engineering and Capital Infrastructure Services Project Management Office Finance
Parks and Recreation Culture, Tourism and Community Investment
Report Author
The co-authors of this report are: Peter J. Cartwright
Ian Panabaker
__________________________ __________________________ Approved By Recommended By
Peter Cartwright Scott Stewart, C.E.T General Manager Deputy CAO Business Development and Infrastructure Development and Enterprise
Enterprise 519-822-1260 ext. 3445 519-822-1260 ext. 2820 [email protected]
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Dow
nto
wn S
trate
gic
Ass
ess
ment
(2013 D
raft
)
Dow
nto
wn I
mple
menta
tion
Str
ate
gy (
5 y
ear
Cycl
es)
Arm
our
Acq
uis
itio
nStr
ate
gy
Dow
nto
wn M
ark
eting
& T
ourism
Str
ate
gy
Wayfindin
g P
lan
(city-s
ide w
/Dow
nto
wn)
Dest
inationG
UELPH
(R
T04)
Solid
Wast
e
Dow
nto
wn E
vents
/ Pro
gra
mm
ing S
trate
gy
Public
Realm
M
ain
tenance
/Faci
litie
s
Public
Park
ing:
Neeve/
Guelp
h C
entr
al
Sta
tion (
Contr
ibution)
Tra
ils:
from
Welli
ngto
n t
o
Guelp
h C
entr
al
Faci
lity R
enovations
Tra
nsi
t Term
inal U
pgra
des
Lease
Com
mitm
ents
V
IA S
tation
Ele
ctric
Vehic
les
Car
Share
s
Em
plo
yer
Invitia
tives
Str
ee
t: W
ilso
n S
tre
et
Re
co
nstr
ucti
on
Pu
bli
c P
ark
ing
: W
ilso
n S
tre
et
Public
Space
:
Gord
on/W
ilson T
riangle
Pe
de
str
ian
Bri
dg
e o
ve
r N
orf
olk
w/W
ilso
n P
ark
ad
e
Str
eet:
N
eeve
Founta
in R
eco
nst
ruct
ions
Pedest
rian B
ridge:
Over
Rail
Corr
idor
at
Neeve
Part
ners
hip
Identifica
tion
(M
x, Private
)
GIS
Syst
em
Develo
pm
ent
Back
Off
ice S
yst
em
s
On-S
treet
Managem
ent
East
Park
ade
Repairs
West
Park
ade
Repairs
Dow
nto
wn R
iver
Syst
em
s M
ast
er
Pla
n (
2020)
Dow
nto
wn B
uilt
Form
& S
treets
cape M
anuals
Phase
2 (
2018)
Pedest
rian B
ridge E
A (
2016-2
017)
Phase
5 (
2024)
Phase
6 H
erita
ge B
uild
ing
(poss
ible
2018)
Develo
pm
ent
Agre
em
ent
(2015)
Phase
1 (
2017)
Phase
3 (
2020)
Phase
4 (2
022)
Pedest
rian B
ridge (
2025)
OM
B R
eso
lution (
2012-2
016)
Riv
erf
ront
Acq
uis
itio
n
Str
ate
gy
Welli
ngto
n P
ark
Land A
cquis
itio
nPhase
(2022-2
030)
Park
Pro
gra
m C
onfirm
ation
Desi
gn (
2030)
Park
Const
ruct
ion (
2031-)
Welli
ngto
n(G
ord
on t
o W
yndham
)
Alla
n’s
Dam
at
Macd
onell
(repair &
old
bridge r
em
oval)
Welli
ngto
n
(Wyndham
to M
acD
onell)
Life-c
ycl
e R
epla
cem
ent
Rese
rve
Bik
e P
ark
ing
Macd
onell
Str
eet
(Wyndham
to N
orf
olk
)
Macd
onell
Str
eet
(Welli
ngto
n t
o W
yndham
)
Art
hur
Str
eet
Tru
nk R
ealig
nm
ents
Wyndham
Str
eet
South
(York
to H
ow
itt)
GJR
Pedest
rian B
ridges
EA
Tourism
Pote
ntial Relo
cation o
f Serv
ice
Legend: Approved and Funded
In the 10 Year Program Window (2017-2026)
Not Active – Not Within 10 Year Window
Dow
nto
wn C
om
munity
Impro
vem
ent
Pla
n
Bro
wfield
Com
munity
Impro
vem
ent
Pla
n
Herita
ge R
edevelo
pm
ent
Rese
rve P
olic
y
TIB
G R
ese
rve P
olic
yConvert
to s
ust
ain
able
co
ntr
ibution
Land B
ankin
g P
olic
y/R
ese
rve
Tra
nsp
ort
ation D
em
and
Managem
ent
Pla
n
Loca
l Serv
icin
g S
tudy
(City &
Utilit
ies)
Dow
nto
wn
Opera
tions
Pla
n
Tourism
Wayfindin
g I
mple
menta
tion
Dow
nto
wn C
ontr
ibution
to C
ity-w
ide P
roje
ct
PUBLIC LANDS REDEVELOPMENT
LAND USE & BUILT FORM MOBILITY
Downtown Implementation Strategy Portfolio MapStr
eet:
Wyndham
(Card
en t
o W
oolw
ich)
St.
Georg
e;s
Square
Str
eet:
Quebec
Str
eet
Str
eet:
Baker
Str
eet
Land A
cquis
itio
n
Part
ners
hip
Identifica
tion
Develo
pm
ent
Appro
vals
/ U
DM
P
Public
Park
ing:
Baker
Str
eet
(Pro
ject
Contr
ibution)
Lib
rary
: C
ity C
ontr
ibution
Post
-seco
ndary
Inst
itution:
City C
ontr
ibution
Adaptive R
euse
Part
ners
hip
Herita
ge D
istr
ict
Stu
dy:
Core
Herita
ge D
istr
ict
Stu
dy:
St.
Patr
ick’s
Ward
Dow
nto
wn B
uilt
Form
Sta
ndard
s
Zonin
g B
y-L
aw
Update
Art
s &
Culture
Eco
nom
ic D
evelo
pm
ent/
Pro
sperity
2020
Civ
ic T
ech
Clu
ster
Str
ate
gy
Busi
ness
Rete
ntion +
Expansi
on D
ow
nto
wn
Complete
Park
ing E
quip
ment
Lifecy
cle
Repla
cem
ent
Str
eet:
Norw
ich S
treet
Str
eet:
Surr
ey S
treet
Currently Active Tier-1 Projects
Guelph Transit Master Plan
Corporate Asset Management
Plan
Stormwater Master Plan
Public
Sch
ool Sites
Wyn
dham
Str
eet
St.
Georg
e’s
Square
Act
ivation P
rogra
m
ATT-1: IDE-17-19
GJR
Pedest
rian B
ridge (
2018)
2017 C
IP U
pdate
PMOInitial DRAFT: Jan. 6, 2017
DRAFT v4: Jan. 30, 2017
Co
rpo
rate
(Cit
y o
f G
ue
lph
)
Council Shared Agenda (CSA)
Downtown Secondary Plan (DSP) – Relationship Map
Guelph Community
Fe
de
ralCorporate
Administrative Plan (CAP)
Corporate Asset Management Plan
Parking Master Plan (PMP)
City of Guelph’s Annual Budget
Community Energy Initiative
Corporate Energy Management Plan
Recreation, Parks and Culture Strategic
Master Plan (DRAFT 2009)
Downtown Built Form Standards
Cycling Master Plan
Urban Design Action Plan
Build Canada (Grants)
Downtown Secondary Plan
(DSP)
Pro
vin
cia
l
Partnerships
Department of National Defence
University of Guelph
Colleges Innovation GuelphBusiness Centre
Guelph-WellingtonChamber of Commerce
Downtown Guelph Business
AssociationPrivate Developers
CWWF (clean water and waste
water)
Re
gio
na
l
Regional Transportation
Strategy
Places to Grow (intensification)
Big Move Update (Metrolinx)
Community Improvement Plans
(Downtown; Brownfield)
ATT-2: IDE-17-19
Guelph Trail Masterplan
Guelph Public Library
Innovation Corridor
Prosperity 2020DT Strategic Assessment
(DRAFT 2014)
Tourism Initiatives (RT04)
Cultural Heritage Action Plan
Downtown Secondary Plan (DSP) – Background Summary
I. BACKGROUND
VI. PROPOSED COURSE OF ACTIONS
PMODRAFT created: Jan. 6, 2017
Updated: Jan. 30, 2017
II. DSP LONG-TERM VISION
IV. ALIGNMENT WITH EXISTING STRATEGIES & PLANS
V. ALIGNMENT OF COUNCIL PRIORITIES & RESOURCE PLANNING
III. PARTNERSHIPS & STAKEHOLDERS
· 2011: Council workshop provided direction to focus on Residential development and Baker St. redevelopment.
· May 2012: Council approved the Downtown Secondary Plan (DSP).
· June 2013: The OMB decision brought the DSP into effect with the exception of site specific appeals.
· Nov. 2013 & Nov. 2015: The OMB approved site specific modifications and the plan is now in full force and effect.
· 2011: Council workshop provided direction to focus on Residential development and Baker St. redevelopment.
· May 2012: Council approved the Downtown Secondary Plan (DSP).
· June 2013: The OMB decision brought the DSP into effect with the exception of site specific appeals.
· Nov. 2013 & Nov. 2015: The OMB approved site specific modifications and the plan is now in full force and effect.
· A comprehensive vision for revitalizing downtown Guelph up to 2031.
· Recognizes the need for actions on the part of the City, private landowners, institutions, downtown businesses and others.
· Identifies projects and partnerships intended to implement key elements of the plan and encourages private sector development and reinvestment.
· Provides preliminary commentary with respect to priority capital projects (listed below) to be further refined and updated as part of the Downtown Implementation Strategy (DIS) without amendment to the DSP.
· A comprehensive vision for revitalizing downtown Guelph up to 2031.
· Recognizes the need for actions on the part of the City, private landowners, institutions, downtown businesses and others.
· Identifies projects and partnerships intended to implement key elements of the plan and encourages private sector development and reinvestment.
· Provides preliminary commentary with respect to priority capital projects (listed below) to be further refined and updated as part of the Downtown Implementation Strategy (DIS) without amendment to the DSP.
· New Downtown Main Library
· Public Parking and Public Square
· Parking Structure Investments (Wilson Street)
· New Downtown Main Library
· Public Parking and Public Square
· Parking Structure Investments (Wilson Street)
· Upper Wyndham Street Reconstruction
· St. George’s Square Reconstruction
· Development of a new Riverfront Park
· Upper Wyndham Street Reconstruction
· St. George’s Square Reconstruction
· Development of a new Riverfront Park
· Recommended strategic partnership initiatives the City should pursue with private land owners, developers, institutions, the Downtown business community and other (to be defined) stakeholders:
· Recommended strategic partnership initiatives the City should pursue with private land owners, developers, institutions, the Downtown business community and other (to be defined) stakeholders:
DEVELOPMENT / RE-DEVELOPMENTDEVELOPMENT / RE-DEVELOPMENT PARTNERSHIPS / COOPERATIONPARTNERSHIPS / COOPERATION
· Re-development of the Baker Street and Fountain Street Parking Lots
· Residential and / or Institutional uses and Public Parking
· Armoury Relocation / Re-use Feasibility Study and Acquisition Strategy
· The Department of National Defence
· A Facility for educational use · University of College Faculty or Dept.
· Development of a Business Incubator · Innovation Guelph, Business Centre Guelph-Wellington, Chamber of Commerce
· New Annual / Seasonal Festivals or Special Events, Downtown Marketing & Tourism Strategy, Materials and Activities
· The Downtown business community
· In addition to the critical need to prioritize and allocate the limited resources (both financial and staff), there are many existing strategies and plans in place that need to be aligned with the DSP.
· In addition to the critical need to prioritize and allocate the limited resources (both financial and staff), there are many existing strategies and plans in place that need to be aligned with the DSP.
· Council Shared Agenda (CSA)
· Corporate Administrative Plan (CAP)
· Corporate Asset Management Plan
· Parking Master Plan
· Prosperity 2020
· Community Energy Initiative
· Council Shared Agenda (CSA)
· Corporate Administrative Plan (CAP)
· Corporate Asset Management Plan
· Parking Master Plan
· Prosperity 2020
· Community Energy Initiative
· Corporate Energy Management Plan
· Recreation, Parks and Culture Strategic Master Plan
· Guelph Market Place Strategic Urban Design Plan
· Cycling Master Plan
· Urban Design Action Plan
· Corporate Energy Management Plan
· Recreation, Parks and Culture Strategic Master Plan
· Guelph Market Place Strategic Urban Design Plan
· Cycling Master Plan
· Urban Design Action Plan
1) Council and staff have a clear and consistent understanding of:
· The DSP and the interdependencies with all other related strategies and plans
· The priorities for long, mid and short-terms
· The current status of resource (financial & staff) availability, assignments and allocations
1) Council and staff have a clear and consistent understanding of:
· The DSP and the interdependencies with all other related strategies and plans
· The priorities for long, mid and short-terms
· The current status of resource (financial & staff) availability, assignments and allocations
IDEAL STATE:IDEAL STATE:
2) The staff has solid plans to implement the DSP by:
· Allocating budget and assigning staff according to the agreed-upon priorities
· Planning resources to deliver the short, mid and long-term work plans (i.e. capital budget, sufficient reserve funds, staff training, succession planning, etc.)
2) The staff has solid plans to implement the DSP by:
· Allocating budget and assigning staff according to the agreed-upon priorities
· Planning resources to deliver the short, mid and long-term work plans (i.e. capital budget, sufficient reserve funds, staff training, succession planning, etc.)
CURRENT STATE:CURRENT STATE:
1) With turn-overs of Council and staff as well as many evolving activities and complexity of the DSP, the level of understanding of current conditions and priorities are inconsistent among Council and staff.
2) There are gaps in the current financial and staff allocations and long-term work plans.
1) With turn-overs of Council and staff as well as many evolving activities and complexity of the DSP, the level of understanding of current conditions and priorities are inconsistent among Council and staff.
2) There are gaps in the current financial and staff allocations and long-term work plans.
Without solving these gaps, the successful delivery of the DSP to achieve its vision is at risk.Without solving these gaps, the successful delivery of the DSP to achieve its vision is at risk.
Invest time and efforts of staff and Council to achieve the above-mentioned Ideal State through a series of special workshops.
Invest time and efforts of staff and Council to achieve the above-mentioned Ideal State through a series of special workshops.
1. Visualization of Current Conditions
2. Awareness of other related programs
(i.e. Federal/Prov Infrastructure programs)
3. Proposed Preliminary Criteria and Weighting Process for DSP workplanning
INPUT
(Staff to provide)
INPUT
(Staff to provide)
OUTPUT
(Asks for Council)
OUTPUT
(Asks for Council)
1. Clear understanding of Current Conditions
2. Preliminary financial parameters
3. Approval of Criteria Setting Process to inform DSP short, mid and long-term work planning
WorkshopWorkshop
#1
(Feb.16)
#1
(Feb.16)
1. Identification of DSP focus (based on
criteria)
2. Identification of Resource Gap
3. Proposed re-alignment of resources
1. Consensus and Approval of DSP Work plans
2. Input and Approval of Proposed Resource
Re-alignment Plans
#2
(June - TBD)
#2
(June - TBD)
1. Proposed Revised Work Plans (long,
mid and short-terms)
2. Proposed method and measurements of
Achievements (metrics and targets)
#3
(Oct. - TBD)
#3
(Oct. - TBD)
Finalize work plans and re-allocate resources (budget and staff) accordingly to inform 2017 Budget Planning
Finalize work plans and re-allocate resources (budget and staff) accordingly to inform 2017 Budget Planning
1. Input and Approval of proposed work
plans
2. Input and Approval of metrics and targets
Implementation & Annual Updates of Metrics Achievements against the TargetsImplementation & Annual Updates of Metrics Achievements against the Targets
ATT-3: IDE-17-19