Downtown Plan Community Workshop May, 2009 Downtown Community Plan - PDF document

The Big Picture Downtown Plan Community Workshop May, 2009 Downtown Community Plan Process Vision and Phase 1: Background Analysis Phase 2: Issues and Opportunities Planning Principles Phase 3: Ideas into Directions Phase 4: Draft Plan Preparation (we are here) Phase 5: Sustainability Action Plan Phase 6: Final Plan and OCP Implementation Plan Principles Proposed Vision for the Downtown The Downtown is a unique neighbourhood in the The Downtown: City. It functions as the economic, cultural, � Is a Complete and Livable Community historic and residential hub of New Westminster. � Is Inclusive and Safe Its natural amenities along the riverfront and � Is Connected to the Waterfront historic streetscapes enhance its tourism, entertainment and retail appeal. Its high density � Is Accessible residential and commercial buildings adjacent to � Is Vibrant and Unique transit provide a showcase for the attributes of � Is Economically Sustainable and Viable sustainable and responsible growth in Metro � Is a Neighbourhood and a Destination Vancouver. 1

Public Consultation Public Consultation • A key objective - involve a wide diversity of • 1000 people involved in shaping the plan so far interests and stakeholders – December 2007 Open House (50 people); • Important to identifying issues and gaining – a telephone survey of residents and businesses (600 people); different perspectives on how to address – September 2008 Open House (40 people); them – Workshop (50 people) • Important to building a sense of ownership – Design Charrette (60 people) and commitment, which will be critical to – March 2009 Open House and Workshop (70 people) later plan implementation and success – Several City committees/commissions (100) • Downtown Community Plan Task Group Community Consensus Community Consensus 1. Develop Downtown as a Regional Town Centre 6. Promote Walking, Cycling and Transit Use in Downtown 2. Create a Complete Community 7. Create a High Quality Urban Environment 3. Create an Inclusive and Intergeneration Downtown 8. Preserve Heritage Character which makes the Downtown Unique 4. Enhance Open Space and Parks in Downtown 9. Create a Livable and a Socially Sustainable 5. Connect Downtown to the Waterfront Downtown 10.Create a Viable and Economically Sustainable and Viable Downtown Non Consensus Non Consensus 4. Parkade – needed for public parking to 1. Incongruence – NFPR and support business versus unattractive barrier Downtown as growth between Downtown and Waterfront concentration area 5. Eastern side of Downtown – lack of clarity 2. Columbia Street – retaining regarding amount and type of development heritage character while 6. Heights – lack of clarity regarding allowable allowing redevelopment in heights in high density development historic district and issue of façade retention 3. Role of Downtown – neighbourhood versus regional destination uses 2

Metro Vancouver’s Regional Growth Growth Management Strategy and New Westminster’s Downtown Connecting Land Use & Transportation A new Regional Growth Strategy… Land use patterns that support • Preliminary Draft to practical transit choices: Land Use and – Regional Town Centres which Transportation are interconnected areas for Committee and Board residences, employment and cultural activities. early in 2009 – Capitalize on significant public • What issues in the new investments in transportation Regional Growth infrastructure. Strategy will be key to Downtown? Responding to Climate Change Supporting a Prosperous Economy Greenhouse Gas Emissions Inventory • Attract a diverse workforce Metro Vancouver & Fraser Valley Miscellaneous (waste, • Ensure adequate land supply to Planes, trains, marine vessels agriculture and burning) meet the region’s economic and off-road equipment 4 % Industrial facilities 10 % needs 20 % • Ensure a good match between High density, mixed where people live and work use areas served by transit results in • Ensure good transit/goods reductions in movement accessibility (but not greenhouse gas emissions. in conflict with other growth Cars and trucks objectives) Buildings 35 % 31 % Source: Metro Vancouver. 2007 Lower Fraser Valley includes Metro Vancouver and FVRD 3

Benefits of Urban Development 1. Helps create walkable 5. Helps improve security neighbourhoods 6. Protects the environment 2. Supports housing Growth Projections choice and affordability 7. Efficient use of services 3. Helps expand 8. Support local businesses transportation choices 4. Reduces municipal costs (taxes) City Population Growth by Area City-Wide Population Growth to 2041 2008-2031 Metro Vancouver vs. Coriolis Forecasts for New Westminster 140,000 116,903 Regional 22% 120,000 Growth 42% Queensborough 97,263 Strategy 100,000 103,000 Downtown 36% Coriolis 80,940 94,000 80,000 Rest of City 82,000 60,000 61,800 40,000 2006 2021 2031 2041 City-Wide Population Growth New Westminster Population Housing 98,000 76,000 88,000 61,800 2006 2021 2031 2041 4

Downtown Residential: Population Housing Growth Projections and Housing Housing Unit Growth 2008 to 2031 Downtown Population and Housing Growth % of Citywide Housing Unit Growth - Housing Projected 25,000 Form Growth By Type Single Family 20,000 19,112 15,441 25,000 Dwelling 4% Population 20,000 S ingle Family 15,000 9,265 15,000 Townhouse 10,836 10,000 10,000 Housing Townhouse 5% Low-Rise Apts 5,000 8,677 Units High-Rise Apts Low Rise 5,000 0 4,770 Apartment 26% 2008 2021 2031 - High Rise 2006 2021 2031 Apartment 65% Affordable Housing Downtown Housing Growth Downtown Housing Unit Growth by Type Downtown Focus = Rental Residential units rented 41% Residential units owned 59% Housing Average gross rent $770/month 10,000 Single Family* Qualifying hh income to rent $31,000 • Aging stock (all built between 1895 – 8,000 Townhouse 1977) Median hh income (2006) $48,773 Low-Rise Apts DT purpose-built rental stock 15.9% 6,000 • Is a critical form of affordable Share of City purpose-built rental 12% High-Rise Apts housing stock 4,000 *Single Family: In Draft AHS and the Downtown: 2,000 2008, there were 40 units. No added 0 • Limit the loss of existing affordable rental housing (e.g., replacement policy) units are forecast. 2008 2021 2031 • Use financial tools and incentives (i.e., Density Bonusing for affordable housing) • Support the development of a mix of housing products (i.e., more ground- oriented housing; adaptable design) Livable City Strategy Actions to create a strong Downtown : Commercial •Build relationships with senior governments to locate offices Downtown •Promote the Downtowns assets such as the riverfront, regional centrality, character and excellent transit, to office developers •Enhance the Downtown’s role as an From the Livable City Strategy (Economic arts/culture and visitor draw Development Strategy) 5

Downtown Commercial: Office Downtown Commercial: Retail Forecast Retail Growth to 2031 Forecast Office Growth to 2031 1,000,000 1,200,000 Columbia Square Retail 27,000 1,000,000 Pop'n Regional Centre 800,000 (underway) 180,000 Related Office 420,000 800,000 Plaza 88 Retail 600,000 Demand Local-Serving (underway) 600,000 80,000 is Office 400,000 208,000 400,000 Existing Existing 665,000 (Occupied) 526,500 (Occupied) sq. ft. 200,000 200,000 - - Sq. Ft. of Office Space Sq. Ft. of Retail Space Downtown as Cultural Hub • Downtown has history as City’s cultural hub • Existing arts and culture events and festivals - Hyack Festival, Santa Claus Parade, Arts & Culture Fraserfest, Show n’ Shine Challenges • limited funding for arts and culture programs • limited facilities in Downtown • entertainment dollars leaving to neighbouring Cities (Shadbolt, Red Robinson Theatre) Tourism Opportunities Livable City Strategy • New Westminster Tourism Plan emphasizes that arts and culture is a key sector which • Downtown is an attractive location for arts and should continue to be developed. cultural facilities and events • The downtown community plan should: • Commercial and residential growth in the – Foster the Downtown as a tourism destination. Downtown will help stimulate tourism, arts and – Facilitate the provision of an entertainment and arts culture program opportunities that meets a diversity of • Arts and Culture sector is growing regionally affordability levels and age groups. • City needs to capitalize on this important sector – Identify the Downtown as the preferred location for City-serving cultural facilities. • More focus needed on tourism infrastructure 6