Date: File: Subject: Ward: Contact: Overview: BRAMPTON bramptonxa Flower City Gl-l-t May 29, 2015 M2-Office of the Central Area Report Economic Development Committee A Standing Committee of Council The Corporation of the City of Brampton Economic Development Committee Date: Jung 24- , 2ol^ RECOMMENDATION REPORT Multi-year Business Plan- Office of the Central Area Wards-1,3,4,5 Thomas Plant, Director, Strategic and Enterprise Services, 905 874-5929 It is the City's goal to position Brampton as a premier, highly sought-after business location with an open for business attitude; a City that is dedicated to promoting and supporting innovation and economic growth. Current growth projections (to 2041) for the Downtown and Central Area demonstrates that the population is expected to increase by approximately 69,000 people, translating to about 12 million square feet of residential development; and employment is forecasted to increase by 48,000 people, generating approximately 17 million square feet of new non-residential development supply in the Downtown and Central Area. Council approved the vision and mandate of the Office of the Central Area (OCA) on March 25, 2015. Incorporated as part of the last corporate realignment strategy, the OCA now operates as a section within the Strategic Enterprise Services Division of the Department of the Chief Operating Officer. City staff have been engaging and communicating with businesses to obtain feedback on what they see as the core services of the Office of the Central Area, and its role in implementing the City's vision for the Central Area. This recommendation report summarizes the feedback obtained from these stakeholders meetings and have been incorporated in the development of the Multi-year Plan for the OCA.
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Date:
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Overview:
BRAMPTONbramptonxa Flower City
Gl-l-t
May 29, 2015
M2-Office of the Central Area
ReportEconomic Development Committee
A Standing Committee of Council
The Corporation of the City ofBrampton
Economic Development CommitteeDate: Jung 24- , 2ol^
RECOMMENDATION REPORT
Multi-year Business Plan- Office of the Central Area
Wards-1,3,4,5
Thomas Plant, Director, Strategic and Enterprise Services, 905 874-5929
It is the City's goal to position Brampton as a premier, highly sought-afterbusiness location with an open for business attitude; a City that is dedicatedto promoting and supporting innovation and economic growth. Currentgrowth projections (to 2041) for the Downtown and Central Areademonstrates that the population is expected to increase by approximately69,000 people, translating to about 12 million square feet of residential
development; and employment is forecasted to increase by 48,000 people,generating approximately 17 million square feet of new non-residentialdevelopment supply in the Downtown and Central Area.
Council approved the vision and mandate of the Office of the Central Area
(OCA) on March 25, 2015. Incorporated as part of the last corporate
realignment strategy, the OCA now operates as a section within the StrategicEnterprise Services Division of the Department of the Chief Operating Officer.
City staff have been engaging and communicating with businesses to obtainfeedback on what they see as the core services of the Office of the CentralArea, and its role in implementing the City's vision for the Central Area.
This recommendation report summarizes the feedback obtained from thesestakeholders meetings and have been incorporated in the development of theMulti-year Plan for the OCA.
G2-VIRecommendations:
Based on the following report, it is recommended
1. THAT, the report from Thomas Plant, Director Strategic and Enterprise Servicestitled "Recommendation Report, Multiyear Business Plan- Office of the CentralArea" dated May 29, 2015 to the Economic Development Committee meeting ofJune 24, 2015 be received, and;
2. THAT, the proposed multiyear plan for the Office of the Central Area outlined inthis report be approved and implemented; and
3. THAT, the Mayor and Clerk be authorized to execute agreements required toeffect the recommendations in this report, subject to such agreements beingsatisfactory to the City Solicitor (or designate) and the content of such agreementsare satisfactory to the Director of Strategic and Enterprise Services.
Background:
Incorporated as part of the corporate realignment strategy, the Office of the CentralArea now operates as a section within the Strategic Enterprise Services Division of theDepartment of the Chief Operating Officer. In September 2014, the Office opened itsdoor and was strategically located in the highly visible atrium level of City Hall. TheOffice has a staff complement comprising of the Manager of the Office of the CentralArea, two Central Area Planners, Central Area Coordinator, Central Area ResearchAnalyst and a Central Area Urban Design Coordinator.
Current Situation:
Established as a 2013 Council priority in the Strategic Plan, it is the goal to position theCity as a premier, highly sought-after business location with an open for businessattitude and dedication to supporting the innovation and strategic growth of ourcommunity. Growth projections to the year 2041 will see a population increase ofapproximately 69,000 people in the Downtown and Central Area which translates toapproximately 12 million square feet of residential development. In addition, anestimated increase of 48,000 jobs in the Downtown and Central Area will driveapproximately 17 million square feet of non-residential development.
Public Engagement and Workshop
In the development of the Multi-year Business Plan, the Office engaged the businesscommunity through direct interviews with key business leaders and the hosting of apublic workshop held on March 27, 2015. More than sixty attendees from the businesscommunity attended the event. During these interviews and workshop, feedback wasgathered on stakeholder's vision of the Central Area and their expectation of the Officeof the Central Area in fulfilling that vision. The feedback from the interviews and
workshop were used to identify and establish the key priorities for the proposed OCAMulti-year Plan. A summary of the public workshop feedback is attached as Appendix'A'.
The top priorities identified are:
1. Create a vibrant and interesting Central Area animated through festivals andevents.
2. Establish a progressive economic strategy to realize the Central Area Visionthrough proper incentives programs to attract development and businesses.
3. Implement effective and regular communication and engagement withstakeholders.
4. Establish clear implementation priorities for capital and infrastructure projects toachieve the shared vision (i.e. all day GO services and LRT)
5. Provide effective and fast one stop customer concierge service for developmentapplications and processes.
6. Facilitate the attraction and retention of businesses and development torejuvenate the Central Area
Multi-year Business Plan
Based on the feedback obtained from these stakeholder engagements, the Multi-yearBusiness Plan was formulated as can be seen in Appendix B\ The business planinitiatives have been organized under three strategic pillars; Engage, Facilitate, andCoordinate. These pillars are aligned with the mandate and vision of the Office.
Many of the initiatives and projects outlined in the Multi-year Business Plan are currentlyongoing and can be accomplished with current staff resources. Some of the capitalprojects are ready for immediate implementation as funding sources have already beenapproved in the 2015 budget. The remaining initiatives will be implemented in 2016-2018 due to required approvals and integration with other capital works or departments.Projects that require additional funding and resources will be revisited in subsequentbudget years for future funding considerations on a year by year basis.
Short Term Priority Initiatives 2015-2016:
• Initiate a Central Area Corporate Calling and Outreach Program• Develop a Central Area Marketing and Communication Plan to facilitate new
investment and development
• Facilitate the development of the Peel Memorial District Economic DevelopmentPlan
• Implement an extended downtown parking hours initiative• Support the start-up of the reconstituted Business Improvement Area Board of
Management and its 2015 programs and services• Implementation of current Community Improvement Plan financial and planning
tools including the Facade Improvement Program (FIP), Building Improvement
3
program (BIP), Development Charges Incentive Program (DCIP) and theSignage Program.
• Initiate phase one of an Interactive 3D physical model of the Downtown
Mid/Long Term Priority Initiatives 2017-2018:
• Investigate the feasibility of developing a downtown mobile application (app)• Expansion of new Central Area Incentives Program• Implement Central Area Master Plan
• Business integration and alignment with Brampton Downtown BusinessAssociation
• Phase two and three of an Interactive 3D physical model for the remainder of theCentral Area
New projects and initiatives in response to business feedback and studyrecommendations will be reviewed on an annual basis in each budget cycle.
Corporate Implications:
Budget Impact:
The 2015 approved budget includes sufficient funding to proceed with the followinginitiatives:
Central Area Corporate Calling and Outreach ProgramCentral Area Marketing and Communication PlanPeel Memorial District Economic Development PlanExtended downtown parking hours initiativeSupport the start-up of the reconstituted Business Improvement Area Board ofManagement and its 2015 programs and services
• Implementation of current Community Improvement Plan financial and planningtools including the Facade Improvement Program (FIP), Building Improvementprogram (BIP), Development Charges Incentive Program (DCIP) and theSignage Program.
• Phase one Interactive 3D physical model of the Downtown
Funding requirements for the following initiatives will be included in the 2016-2018budgets and are subject to Council approval of future budgets:
• Downtown mobile application (app)
• Expansion of new Central Area Incentive Programs• Projects identified/approved through the Central Area Master Plan process• Business integration and alignment with the Brampton Downtown Business
Association
G2-2>-5• Phase two and three of an Interactive 3D physical model for the remainder of the
Central Area
Other Impacts:
The Office of the Central Area Multi-year Business Plan will require strong collaboration,cooperation and integration of services among various City Departments in order toachieve success.
Strategic Plan:
This report achieves the Strategic Plan priorities by supporting the Growth Managementobjective of increasing the prominence of the Central Area and aligning key plans andthriving Economic Development objective of attracting and supporting knowledge-basedjobs
Conclusion:
The formation of the Office of the Central Area is an exciting and unique initiative for theCity of Brampton. Through this new organization structure, the City will be positioned tomove the Central Area into its next epoch of innovation and strategic excitement.
Staff recommends approval of this Multi-year Business Plan in order to achieve thevision of the Office of the Central Area: "delivery of service excellence to be a leader inhelping the City achieve its vision for the Central Area".
Anthony Wong MArch, MRAIC
Manager, Office of the Central Area
Thomas Plant MBA, MPA, PMP
Director, Strategic Enterprise Services
APPENDICES
Appendix 'A' - Summary of May 27th, Workshop FeedbackAppendix 'B' - Office of the Central Area 2015-2018 Business Plan
Office of the Central AreaMay 27th Workshop Feedback
Summary<t2-2>-1
On May 27, 2015 more than 60 Brampton businesses joined Mayor LindaJeffrey, City Councillors, and City staff at a workshop to brainstorm ideasconcerning the Downtown and Central Area.
The workshop also provided an opportunity for the Office of the Central Area to
communicate its vision, mandate and services provided to businesses and the
community including the launch of the 2015 Facade and Building Improvement
Incentive Programs. A graphic recorder was also present to capture the
feedback during the workshop in a pictorial format as can be seen on the last
page of this document.
Further, several property owners who had participated in the Fagade
Improvement Program shared their experiences on the benefit of improving the
look and value of their properties through this program and how they were able
to attract better tenants to their property.
This summary report documents the feedback received at the workshop. This
feedback was utilized in the development of the Office of the Central Area's
Multi-year Business Plan. Future workshop sessions will be planned to follow up
on the progress in implementing the Plan.
Business Stakeholder Feedback: May 27, 2015
Marketing
• Major media advertising like radio, TV etc. Example is Vaughan's City above Torontocampaign (3)
Use LCD screen to promote (i.e. 24 hour advertisements) (3)Downtown businesses promoting and offering discounts to City employees (i.e. shopcard)(2)
Sticky note plan to ask community what they want to see in an empty space/lotTargeting condos to market downtown retailers
List of events printed and given to all retailersBe part of the LRT experience by linking markets (i.e. Port Credit, Orangeville etc.)with Brampton being centre of these markets
Really sell the beauty and uniqueness of Brampton. We are a great CityMore vibrant business signs
Marketing Brampton as sexier
Focus on festivals, events etc.
Feature local business owners and artisans
Heritage Walk - market to tourists and locals (i.e. Stratford horse rides)Tell rest of Brampton that Downtown Brampton existsSocial media/web
Events with more signage and billboards etc.
Phone apps for events
Directory online and printed
Advertising support (i.e. small signs for off main corridor businesses)Business directory @ Gage Park
Mayor's or Staff picks of the day (i.e. Oprah's picks)Examples: "I love the Arctic Lion at Tea By Daniel"
Create a social media network with everyone at this meeting (May 27) and starttelling people about each other's businesses (BTB networking)Advertising at Recreation Centres
Bulletin boards at Starbucks etc. for "smaller" events
Actual promotions that are time sensitive
i.e. $10 off today at local business or $1 off coffee between 1-2PM
Downtown businesses must at a minimum post their hours. Downtown businessesshould stay open same as a mall to hold onto pedestrian traffic
• Substantial budget for a City marketing plan
^Number ofstakeholders with similar feedback isindicated in brackets 8
• Discount on lunch (outside the box) to get people to talk about Brampton for us• "The only City that rewards you for overstaying"• Communicate to public with new sign and online
Events/Attractions
Theatre Events
• More community events like Rib'n Roll, street parties, Jazz festival (Jazz in the Park),etc. (9)
• More theatre performances like Heritage plays that are affordable and open topublic
• Rose Theatre should not be only theatre• Community/Special Events
Cultural Events
• More cultural events like multicultural "Taste of Brampton", "Diwali Day" etc.(2)• Retail Events
• More promotional events like "Nights in Lane" (retail event) (2)• Christmas market
• Seasonal activities, year round Christmas Tree
Trade Shows/Exhibitions
• More exhibitions like computer and travel trade shows etc.
Sports Events
• Come down and cheer on Canada's Women's Soccer team on our new screen
downtown (World Cup in June)
• Chess tournament in Chess Lane
Attractions
• Extend the horse ride season and route to let more people see it and promote it
Public Art
• Sculptures, more art work
• Monuments
• Community-based public art projects (night and day unison)
• Solar tree - murals from high schools and art students
• Smaller art galleries intertwined in events
• More collaborative approach to arts and City
• Beaux work more closely with City for public art projects and community events
• Pop up art shows in empty store fronts (i.e. community based art events)
Economic Development• Bring in a grocery store (5)
• Restaurants and bars - Organic Juice bars, drive night life etc. (4)
'Number ofstakeholders with similar feedback is indicated in brackets g
&2-VI0Adaptive reuse of Heritage Theater (3)
Bring a university to the Downtown (2)
Diplock Lane and George Street Convention Centre (2)More parking (2)
Encourage more businesses and/or recognizable brands to come Downtown (2)Indoor market
Music Hall/Recording facility
Bring in major anchors (i.e. Rabba, urban Sobeys , Whole Foods etc.)More accessible and affordable venues
More layers such as Toronto where there are many theatres. Brampton can venture(create?) more theatrical areas
Interesting stores and storefronts
More distinguished architectural landmarks
Good mix of small businesses and corporate offices etc.
Getting rid of condemned look of closed/run down store fronts
Facade improvement theme
Colour coordination
Businesses working together
Uniformity (i.e. Jelly Bean Streets)Rhythm to landscape (business flows)Vibrant store front displays - flowersFast track adding to incentive toolbox
More condos=more people
Provide incentives to developers to build high risesDevelopment incentives
More options for retail signage in laneways for stores/businesses in lanewaysFunding program to be extended beyond present Downtown boundariesStore Signage By-laws to be changed
City Service Enhancements• Parking Issues/concerns (6)
• Guidance on creating accessible buildings• Encourage realistic expectations for property valuations
*Number of stakeholders with similar feedback is indicated in brackets -J Q
Gl'l-H• Increase pedestrian traffic by closing streets (Farmers Market) from Nelson to
Queen/Wellington on Saturdays/Sundays (i.e. Kensington Market)• Clean streets and clean up buildings
• Hosting networking events and/or subject specific workshops• Awareness of City services and programs available (i.e. Small Business Enterprise
Service)
• Strengthen the partnership/relationship with City Hall - corporate calls• One stop Concierge approach
• City to treat public like partners
• Role of OCA is to maximize City Core Plan, communicate it, and keep it on track. Stayfocused on making the core (heart of the City) the priority so it can attract the right kindof development
• City support of cultural events to bring new customers to Downtown (throughcommunity groups)
Transportation ImprovementsFacilitate two-way GO service to Downtown GO Station
Thought out transit design
LRTto go past North Brampton Border
LRTto go underground at Historic Downtown to maintain streetscape qualitySubway (not the sandwich)
City Infrastructure Improvements• Improvement to street lighting to make people feel safer travelling at night• Improving walkability via sidewalk widening, lighting, patios, bike lanes, reduced
speed limits etc.
• Study city bike trails - existing and future
• Bike trails must get people to core
• City investment in core - set public projects and advertise to all areas of Brampton• Project examples include, River walk (2), Clark Blvd. Extension, Bike Lane System,
Street improvements, sidewalks, parking, lighting
Miscellaneous
• Population to make real commitment (investment vs. spending)
*Number ofstakeholders with similarfeedback is indicated in brackets a^
&2-a-/i
Graphic recording of the feedback from Central Area Business
Community feedback at the City of Brampton Workshop held onWednesday 27 May, 2015
62-1-li
Appendix 'B'
Office of the Central AreaW 2015-2018 Business Plan
13
G2-VI4
VISION
Through the delivery of service excellence,
be a leader in helping the City achieve its
vision for the Downtown and Central Area
MANDATE
Coordination of
service deliveryin the Central
Area
One-stop shopfor businesses in
the Central Area
STRATEGIC PILLARS
ENGAGE
FACILITATE
i y COORDINATE
14
To create opportunitiesfor businesses to
locate within the
Central Area
G2-i-»5
ENGAGE
One stop shop far businesses in the Central Area.
Actively engaging and involving our Central Area business stakeholders and City staff throughconsultation and continuous communication as partners in the redevelopment of the CentralArea.
Goals Strategic Initiatives
Establish one fully integrated central service point for businessstakeholders, investors, developers and others requiring generalenquiries or information, planning services, permits and anyother services related to investing or doing business in theCentral Area
Collaborate with Economic Development and Tourism Divisionto introduce new Central Area focused market research services
such as data collection and analysis to provide SMEs and micro-business stakeholders with advice, marketing research,marketing profiles and economic data to stimulate businessdevelopment in the Central Area
Design and develop a free informal pre-submission consultationservice to allow developers and investors to discuss their projectscope, City approval processes, site plan applications, zoningamendment applications, minor variance/consent applicationsetc. to expedite the formal planning pre-consultation processand ensure successful outcomes
Create and develop a new Central Area Business Guide to
provide businesses and investors with FAQs, general informationand the steps involved in the planning process
Consult with Information Technology Division to develop aCustomer Relationship Management system to manage contactsand effectively track Central Area stakeholder engagement toincrease customer responsiveness and satisfaction
15
Implement a Shared
Central Area Vision
Through consultation and
collaboration with required
stakeholders
Foster Increased
Outreach and
Networking for
Central Area
Businesses
Through direct engagement
initiatives
Advocate for Central
Area Stakeholders
Through year round
communication and
engagement with all
stakeholders
«-*-«.
Consult with Central Area business stakeholders to create a new
Central Area Vision to be incorporated into a new Central AreaMaster Plan that focuses on the three Central Area precincts;Historic Downtown; Queen Street Corridor; Bramalea Centre
Collaborate with Planning staff to develop a new CentralAreaMaster Plan including the incorporation of a new Central AreaVision based on stakeholder consultations
Coordinate the linking and integration of existing City policies,SOPs, Plans and Strategies to align with the new Central AreaMaster Plan
Expand business community outreach through Corporate CallingProgram to increase retention and expansion of Central Area
businesses
Support business to business networking through connectingbusiness stakeholders directly through targeted networkinginitiatives
Broker introductions and relationships between local, regionaland government organizations and Central Area businessstakeholders
Develop new communication tools to engage and obtainfeedback from Central Area business stakeholders
Initiate opportunities for ongoing collaboration with theBrampton Downtown Business Association (BDBA) to identifyissues, seek out opportunities, and more effectively assess the
needs of Central Area business stakeholders
Consult and work collaboratively with the BDBA on jointinitiatives to enhance communication with business
stakeholders in order to develop an effective advocacyposition for the Central Area
Identify and resolve Central Area stakeholder issues throughongoing collaboration with internal departments to
continuously improve business processes impacting servicedelivery and communication in the Central Area
16
&2-h-n
FACILITATE
10 create opportunftrec for kvcfnecsec to locate, wfthfn '.fie Central/-
Partnering with City departments, Region of Peel staff and other community stakeholders to
facilitate economic growth and renewal in the Central Area.
Goals
Facilitate the
Development of
Planning Initiatives
to Promote
Economic Growth
Through consultation and
collaboration with Planning
and Infrastructure Division
Facilitate the
Implementation of
Community
Improvement Plans
to Encourage
Economic Renewal
Through consultation and
collaboration with the
Planning and Infrastructure
Division
Strategic Initiatives
Lead the development and implementation of two new CentralArea Development Permit Systems [Queen Street West and QueenStreet East) to accelerate and streamline development planningand growth in the Central Area
Support and facilitate the implementation and integration of theMainStreet North Development PermitSystem to align with theCentral Area Master Plan
Implement and provide administration for the DowntownFacade Improvement Program and the Downtown BuildingImprovement Program to support the ongoing revitalization ofthe Historic Downtown Precinct
Facilitate the implementation and administration of theDowntown Display Wares Program and the Downtown SignageFees Waiver Program to promote sustainable investment in theCentral Area
Develop new Community Improvement Plan tools, programsand incentives to bolster investment and economic growth inthe Central Area
17
Facilitate Strategic
Partnerships to
Support Economic
Innovation
Through partnering with
strategic local partners
62-i-IS
Collaborate with internal departments to create new parkingincentive program in the Downtown and Central area to attract
businesses and visitors
Work in collaboration with the Economic Development andTourism Division to facilitate innovation partnerships withexternal government and regional partners through jointinitiatives that will have a positive economic impact in theCentral Area
Collaborate with strategic local partners to build a physical 3Dmodel of the Central Area, expand existing joint initiatives andfacilitate the introduction of new interactive programs andattractions within the Historic Downtown Precinct in
conjunction with internal departments
Collaborate with internal Arts, Culture and Theatre and Festivals
and Special Events teams in developing artistic and creativeevents and programming to attract businesses and citizens tothe Central Area
18
M-V-fl
COORDINATE
Coordination of service delivery in the Central Area
Acting as an innovation catalyst to coordinate and enable change by leading the harmonization,streamlining and coordination of all planning and delivery of City services in the Central Area.
Goals
Coordinate and
Establish Central
Area Service Delivery
Standards and
Streamlined
Processes
Through leading and
collaborating with City
Operating Departments
Coordinate New
Planning Initiatives
to Support the City's
Strategic Plan
Objectives
Through consultation and
collaboration with key City
Stakeholders
Strategic Initiatives
Coordinate and lead a new Central Area Maintenance &
Operations Committee consisting of internal stakeholdersinvolved in service delivery within the Central Area to
implement continuous performance improvements and servicequality enhancements
Coordinate the development of new Central Area servicestandards and servicing levels for road maintenance, snow-clearing and other operational level services
Coordinate the development of a new Central Area Operationsand Servicing Monitoring Toolto establish performance metricsand an effective monitoring mechanism to achieve results andimprove service quality
Coordinate with the Planning and Building Department todevelop the Mobility Hub Master Plan to drive economic growthin the Downtown
Coordinate with the Planning and Building Department todevelop new Central Area planning policies to guide thedevelopment and economic revitalization of the Central Area
19
Coordinate New
Economic Initiatives
to Support the City's
Strategic Plan
Objectives
Through consultation and
collaboration with the
Economic Development and
Tourism Division
G-2-i-2o
• Work in conjunction with Economic Development staff todraft a new CentralArea Economic Strategy Plan
• Coordinate research and business development activitiesfocused on attracting new shopping and restaurantdevelopment to the Central Area
• Coordinate the development of a new Peel MemorialEconomic District Development Plan including the potentialof creating a new medical research innovation hub
• Consult in the development of the Queen Street CorridorHigher Order Transit Feasibility Study to explore economicgrowth opportunities in the Central Area
Consult with internal staff stakeholders to support thedevelopment of new strategic grant and rebate programsthrough the CIP Toolbox to encourage economic investmentin the Central Area
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