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DRA & DV2020 Election Questions for a Better Downtown Victoria Submitted by Chris Coleman www.chriscoleman.ca Please list specific initiatives and proposals you will put forward to improve the livability of Downtown for its residents. Downtown potential for improved liveability requires a two-pronged approach: A) increasing the residential capacity, based on accepting greater density in the core (which means necessarily a continued dialogue about appropriate height!); &, at the same time, B) addressing all the problems that we encounter that hinder our Downtown's growth. Often these are lumped together as the "social" problems, but realistically can be divided into four areas: commit to support (and find funding for!) the initiatives of the Coalition to End Homelessness increase access to downtown by expanding public transportation (particularly at night) make Downtown a more attractive economic generator by embracing arts opportunities such as the Central Library, the Art Gallery & a renewed Centennial Square Performance site increase the Police capacity to deal with the changing face of organised/gang crime & the drug trade. Please state your opinion about, and a corresponding action you would propose that the City of Victoria adopt, on the following issues: a. Park planning/green space There are a number of initiatives that are in process now (the Parks Master Plan, the Harbour Pathway Plan, the Urban Forest Management Plan are examples) which need to be completed. I feel that we need to embrace a formal "no net loss" principle for our green spaces so when the City re-uses a specific greenspace (as in the Ellice Street Park instance) there is an obligation to replace the space with a more appropriate usable space for the community. This can be achieved by working with developers to support the inclusion of greenspace in their projects & supporting a parks development plan. The City also needs to be much more strategic in our understanding of the model of linear parks, or greenways, which link up nodes of population density. b. Late night downtown issues The City needs to work with the entertainment sector operators to find the appropriate balanced between a fun & alive downtown & the influences that can tend to rowdiness that acts as an inhibitor to increased residential capacity c. Policing and safety I did a 12 hour ride-along with the Police a couple of weeks ago and I can attest to the extra-ordinary job our Police members do. I can also see the stress that they face because they are understaffed (I can't say to what exact level, but eventually the 20 new officers the City committed to this year, will have to be doubled again; the City will need to find the funding strategy to make this happen). We must also be aware that the Policing role has to take into account the changing nature of crime (and particularly the organised criminal influences that are coming from the Lower Mainland) and have the capacity to proactively challange this trend d. Continuing residential development This must be predicated upon a blend of higher new builds and increased residential conversion in the upper floors of our heritage buildings. These, however must be achieved in a manner that also supports Downtown's role for diverse retail & office capacity. e. Additional cultural/social amenities We must continue to push Downtown as the centre of a "Learning City". In order to support this concept we need to adopt the strategy that sees a new Central Library, a downtown Art Gallery (perhaps in partnership with a Childrens' Museum) proper performance facilities (both of a larger, & of a more intimate nature) f. Commercial prosperity The City needs to realise that its commercial tax rates are becoming an inhibitor to economic growth in our core. We have seen a rise in the tax ratio over the last decade from 2.5 times the residential rate to 3.5 times that rate; that particular direction must stop & see some rollback. The City also needs to show greater support for the Greater Victoria Economic Development Agency. We deserve credit for being a founding funder of this organisation, but must now advocate for greater regional support; it is an initiative that we have fostered, but must now grow & then unleash into the very competitive world of Economic Development. If we ever wish to truly address the notion of "affordable housing" we must match the strategy with one that retains present, & attracts new "household sustaining" jobs. g. Transportation planning The region needs a properly vested transit authority that views the world in greater terms than merely "bus specific" ones. We have done some of the early planning for greater public transit opportunities by protecting the future transit corridors, but this embryonic planning needs follow-up (and appropriate funding strategies) h.. Infrastructure improvements There is no question that there is a crisis in the area that is described nationally as the "Municipal Infrastructure Deficit" (totalled across Canada at $125 Billion). Victoria shares in this issue for both the infrastructure above ground (roads, bridges & transportation) and below ground (sewers, utilities & storm drains). Further, some of the unaddressed issues (the growing areas of "green" and "cultural" infrastructure initiatives) will only add to the list of critical municipal needs. The solution to these problems is found in the way we work through the FCM, the federal municipal association, to have the federal government recognise municipalities as legitimate partners in the infrastructure discussions. The initiative that the City of Victoria could take on by itself would be to invest in one staff position to actively identify & attract alternative sources of funding (presently this is done off the side of the desk of our employees in a very ad hoc manner) i. Budget priorities There is a need to bring the City's budget priorities in line with its strategic goals. The prioritising exercise that has to be achieved over the next three years needs to reflect the direction of the City, & its investments for the next 30 years. There needs to be fairness between the residential and commercial tax ratios; but in the light of the world economy, the City needs to adhere to its core mandates. j. Property taxes We need to be especially cognisant of some of the properties in our Downtown core that have lapsed into disuse (for whatever reasons); the City has begun the discussion with the Province to allow us greater latitude to penalise landowners who choose to neglect their properties. The goal must be to increase economic vibrancy & the tax base of the City. Balancing the City's need to increase its tax base, is the reality that many tax payers (both residential & business) are feeling the effects of continual tax lifts & depend upon the municipal reps to make sure that there is always value to the taxes they pay. Please explain your plan to ensure that an effective Good Neighbour Agreement with respect to social service providers is put in place to avoid negative effects in the surrounding area. The City has used Good Neighbour Agreements in a number of instances; they seem to work when applied to contentious businesses because there is a recognised penalty process (when there are too many problems occuring, the business may be called to a business license hearing &, potentially, loose the right to operate.........an enormous, & obvious, penalty!). In the case of social service providers, however, we have not been so diligent in identifying the appropriate penalties for non-compliance. Council, working with all affected stakeholders, must make this its goal in setting up future Good Neighbour Agreements. The Social Health of Downtown There are 214 Non Profits funded by the United Way in Victoria. Funding Analysis shows that their volunteer base and number of funders is declining. Many of these Non Profits are charged with providing essential services for the social health of Victoria. Now that the economic climate is weakening these services are more important than ever. How would you work to support Non Profits in the community, and what role do you see the City playing in helping keep this sector strong? I sit on the Campaign Cabinet for the United Way of Greater Victoria (& please note that it is "Greater Victoria") and understand this complexity well. The reality, however, is that the City of Victoria supports the voluntary/non-profit sector to a much greater degree than any other municipality in the region (much of this is done not only through grants but also through the permissive tax exemptions it gives to many of the not-for-profit agencies..........almost $1.6 million each year. Like so many other issues in the region, we need to address the equitable support of this sector by all participants in the region.............particularly for the umbrella organisations providing regional services. We have a Coalition to end Homelessness, we have a plan, but we don't have all of the organizations working together yet. The new mayor and council will be charged in ensuring that this is resolved or the Coalition will not be successful and the problems will only get worse. How do you propose getting all 214 non-profits to come to the table and work together under the Greater Victoria Coalition to End Homelessness to provide a more seamless provision of services to those in need and stop providing a duplication of services and therefore a waste of valuable funding? I am not sure how much duplication there really is, but there clearly is that perception. As the chair of the local chapter of the Federal Task Force on Homelessness, known as the HPS, for the last eight years, I have witnessed all sorts of examples of our non-profits working together to better deliver services to their clients. I think the answer, however, is to find the needed funding strategies to support the Coalition to End Homelessness. With the appropriate level of funding in place, all the non-profits have a greater vested interest in working together. I have pushed the concept of a Capital Regional District levy, matched by senior levels of government, as one of the possible solutions to the regional issue of Homelessness & Affordable Housing. Similar to the levy of 1999 that assessed a yearly fee of $10 per average household for parkland acquisition, it is an "out of the box" concept that would allow the CRD to emulate the initiative of Calgary's Commission to End Homelessness. Senior levels of government match municipal contributions based on: the development of a concrete plan to comprehensively address the critical issue of homelessness; the identification of strategic benchmarks of success; & the commitment to annually report on the outcomes of each initiative. As an example, a $20 per average household (based on assessment) fee would generate, over a ten year term, $100 million (with senior government participation). Making Plans become Realities The City planning department, in cooperation with community associations and other stakeholder groups has created some excellent plans to ensure the success and vitality of downtown. Unfortunately some of these plans have been "in the works" for many years without much tangible progress on the ground. In particular we are concerned about the following four plans: The Downtown Plan - The City needs not just to adopt this plan but also to consider how to activate it, fund it, and make sure things come to pass. The Harbourfront Walkway Plan, which would connect the harbour from Ogden Point all the way up to the Selkirk trestle. Two key areas are the Belleville Terminal and the Blue Bridge. An excellent plan adopted in 1992 entitled the Downtown Beautification Strategy which seems to have fallen into disuse. The Greenways Plan which will make our city a more sustainable, walkable and liveable place. Are you aware of all these initiatives? How will you move these ideas out of the "plans and incentives stage" and towards action and results? I am well aware of the Downtown Plan, The Harbourfront Walkway Plan & the Greenways Plan; the Downtown Beautification Plan is not the focus of much discussion at City Hall. The first three of these plans are moving forward. The healthier the City's economic vitality is, the sooner these plans can be appropriately funded & implemented.............conversely, the tougher the City's economic situation, the slower all initiatives will be. 6. Monitoring the Well-being of Downtown Much of the progress downtown Victoria has made over the last few years has been the result of a very strong economic climate. There are signs that this climate is weakening, and the question on our minds is, "Have we made enough progress to sustain ourselves over the coming times?" No, we are just coming to terms with the concept of municipal sustainability (not only for the capital cost of infrastructure projects, but also for ongoing operational costs).....over the last period of growth, we have not developed the requisite funding for all the City needs. How would you provide diligence in monitoring the health of downtown retail and services? By working in concert with the DVBA, the Chamber of Commerce & the Greater Victoria Development Agency Are you willing to take a stand in supporting more residential density downtown as part of ensuring environmental, social and economic sustainability in our region? Yes, as I have been over my nine years on Council. Are you prepared to take leadership in ensuring that downtown provides the cultural and educational resources appropriate to it's role as the hub of the provincial capital? Yes. In fact I sit on the Board of the Canadian Capital Cities Organisation that works on this sort of positioning for all provincial, territorial & federal capitals in our nation. What kind of priority will you give issues such as building a new and up-to-date Central Library, encouraging institutions such as the Art Gallery, or University to come downtown? Ongoing & complete. . back to candidate list .
info@dv2020.ca

DRA & DV2020 Election Questions
for a Better Downtown Victoria
Submitted by Chris Coleman

www.chriscoleman.ca

Please list specific initiatives and proposals you will put forward to improve the livability of Downtown for its residents.

Downtown potential for improved liveability requires a two-pronged approach:

A) increasing the residential capacity, based on accepting greater density in the core (which means necessarily a continued dialogue about appropriate height!); &, at the same time,

B) addressing all the problems that we encounter that hinder our Downtown's growth. Often these are lumped together as the "social" problems, but realistically can be divided into four areas:

commit to support (and find funding for!) the initiatives of the Coalition to End Homelessness
increase access to downtown by expanding public transportation (particularly at night)
make Downtown a more attractive economic generator by embracing arts opportunities such as the Central Library, the Art Gallery & a renewed Centennial Square Performance site
increase the Police capacity to deal with the changing face of organised/gang crime & the drug trade.

Please state your opinion about, and a corresponding action you would propose that the City of Victoria adopt, on the following issues:

a. Park planning/green space

There are a number of initiatives that are in process now (the Parks Master Plan, the Harbour Pathway Plan, the Urban Forest Management Plan are examples) which need to be completed.

I feel that we need to embrace a formal "no net loss" principle for our green spaces so when the City re-uses a specific greenspace (as in the Ellice Street Park instance) there is an obligation to replace the space with a more appropriate usable space for the community. This can be achieved by working with developers to support the inclusion of greenspace in their projects & supporting a parks development plan.

The City also needs to be much more strategic in our understanding of the model of linear parks, or greenways, which link up nodes of population density.

b. Late night downtown issues

The City needs to work with the entertainment sector operators to find the appropriate balanced between a fun & alive downtown & the influences that can tend to rowdiness that acts as an inhibitor to increased residential capacity

c. Policing and safety

I did a 12 hour ride-along with the Police a couple of weeks ago and I can attest to the extra-ordinary job our Police members do. I can also see the stress that they face because they are understaffed (I can't say to what exact level, but eventually the 20 new officers the City committed to this year, will have to be doubled again; the City will need to find the funding strategy to make this happen).

We must also be aware that the Policing role has to take into account the changing nature of crime (and particularly the organised criminal influences that are coming from the Lower Mainland) and have the capacity to proactively challange this trend

d. Continuing residential development

This must be predicated upon a blend of higher new builds and increased residential conversion in the upper floors of our heritage buildings. These, however must be achieved in a manner that also supports Downtown's role for diverse retail & office capacity.

e. Additional cultural/social amenities

We must continue to push Downtown as the centre of a "Learning City". In order to support this concept we need to adopt the strategy that sees

a new Central Library,
a downtown Art Gallery (perhaps in partnership with a Childrens' Museum)
proper performance facilities (both of a larger, & of a more intimate nature)

f. Commercial prosperity

The City needs to realise that its commercial tax rates are becoming an inhibitor to economic growth in our core. We have seen a rise in the tax ratio over the last decade from 2.5 times the residential rate to 3.5 times that rate; that particular direction must stop & see some rollback.

The City also needs to show greater support for the Greater Victoria Economic Development Agency. We deserve credit for being a founding funder of this organisation, but must now advocate for greater regional support; it is an initiative that we have fostered, but must now grow & then unleash into the very competitive world of Economic Development.

If we ever wish to truly address the notion of "affordable housing" we must match the strategy with one that retains present, & attracts new "household sustaining" jobs.

g. Transportation planning

The region needs a properly vested transit authority that views the world in greater terms than merely "bus specific" ones.

We have done some of the early planning for greater public transit opportunities by protecting the future transit corridors, but this embryonic planning needs follow-up (and appropriate funding strategies)

h.. Infrastructure improvements

There is no question that there is a crisis in the area that is described nationally as the "Municipal Infrastructure Deficit" (totalled across Canada at $125 Billion). Victoria shares in this issue for both the infrastructure above ground (roads, bridges & transportation) and below ground (sewers, utilities & storm drains). Further, some of the unaddressed issues (the growing areas of "green" and "cultural" infrastructure initiatives) will only add to the list of critical municipal needs.

The solution to these problems is found in the way we work through the FCM, the federal municipal association, to have the federal government recognise municipalities as legitimate partners in the infrastructure discussions.

The initiative that the City of Victoria could take on by itself would be to invest in one staff position to actively identify & attract alternative sources of funding (presently this is done off the side of the desk of our employees in a very ad hoc manner)

i. Budget priorities

There is a need to bring the City's budget priorities in line with its strategic goals. The prioritising exercise that has to be achieved over the next three years needs to reflect the direction of the City, & its investments for the next 30 years.

There needs to be fairness between the residential and commercial tax ratios; but in the light of the world economy, the City needs to adhere to its core mandates.

j. Property taxes

We need to be especially cognisant of some of the properties in our Downtown core that have lapsed into disuse (for whatever reasons); the City has begun the discussion with the Province to allow us greater latitude to penalise landowners who choose to neglect their properties. The goal must be to increase economic vibrancy & the tax base of the City.

Balancing the City's need to increase its tax base, is the reality that many tax payers (both residential & business) are feeling the effects of continual tax lifts & depend upon the municipal reps to make sure that there is always value to the taxes they pay.

Please explain your plan to ensure that an effective Good Neighbour Agreement with respect to social service providers is put in place to avoid negative effects in the surrounding area.

The City has used Good Neighbour Agreements in a number of instances; they seem to work when applied to contentious businesses because there is a recognised penalty process (when there are too many problems occuring, the business may be called to a business license hearing &, potentially, loose the right to operate.........an enormous, & obvious, penalty!).

In the case of social service providers, however, we have not been so diligent in identifying the appropriate penalties for non-compliance. Council, working with all affected stakeholders, must make this its goal in setting up future Good Neighbour Agreements.

The Social Health of Downtown

There are 214 Non Profits funded by the United Way in Victoria. Funding Analysis shows that their volunteer base and number of funders is declining. Many of these Non Profits are charged with providing essential services for the social health of Victoria. Now that the economic climate is weakening these services are more important than ever. How would you work to support Non Profits in the community, and what role do you see the City playing in helping keep this sector strong?

I sit on the Campaign Cabinet for the United Way of Greater Victoria (& please note that it is "Greater Victoria") and understand this complexity well. The reality, however, is that the City of Victoria supports the voluntary/non-profit sector to a much greater degree than any other municipality in the region (much of this is done not only through grants but also through the permissive tax exemptions it gives to many of the not-for-profit agencies..........almost $1.6 million each year.

Like so many other issues in the region, we need to address the equitable support of this sector by all participants in the region.............particularly for the umbrella organisations providing regional services.

We have a Coalition to end Homelessness, we have a plan, but we don't have all of the organizations working together yet. The new mayor and council will be charged in ensuring that this is resolved or the Coalition will not be successful and the problems will only get worse. How do you propose getting all 214 non-profits to come to the table and work together under the Greater Victoria Coalition to End Homelessness to provide a more seamless provision of services to those in need and stop providing a duplication of services and therefore a waste of valuable funding?

I am not sure how much duplication there really is, but there clearly is that perception. As the chair of the local chapter of the Federal Task Force on Homelessness, known as the HPS, for the last eight years, I have witnessed all sorts of examples of our non-profits working together to better deliver services to their clients.

I think the answer, however, is to find the needed funding strategies to support the Coalition to End Homelessness. With the appropriate level of funding in place, all the non-profits have a greater vested interest in working together.

I have pushed the concept of a Capital Regional District levy, matched by senior levels of government, as one of the possible solutions to the regional issue of Homelessness & Affordable Housing.

Similar to the levy of 1999 that assessed a yearly fee of $10 per average household for parkland acquisition, it is an "out of the box" concept that would allow the CRD to emulate the initiative of Calgary's Commission to End Homelessness. Senior levels of government match municipal contributions based on:

the development of a concrete plan to comprehensively address the critical issue of homelessness;
the identification of strategic benchmarks of success; &
the commitment to annually report on the outcomes of each initiative.

As an example, a $20 per average household (based on assessment) fee would generate, over a ten year term, $100 million (with senior government participation).

Making Plans become Realities

The City planning department, in cooperation with community associations and other stakeholder groups has created some excellent plans to ensure the success and vitality of downtown. Unfortunately some of these plans have been "in the works" for many years without much tangible progress on the ground. In particular we are concerned about the following four plans:

The Downtown Plan - The City needs not just to adopt this plan but also to consider how to activate it, fund it, and make sure things come to pass.
The Harbourfront Walkway Plan, which would connect the harbour from Ogden Point all the way up to the Selkirk trestle. Two key areas are the Belleville Terminal and the Blue Bridge.
An excellent plan adopted in 1992 entitled the Downtown Beautification Strategy which seems to have fallen into disuse.
The Greenways Plan which will make our city a more sustainable, walkable and liveable place.

Are you aware of all these initiatives? How will you move these ideas out of the "plans and incentives stage" and towards action and results?

I am well aware of the Downtown Plan, The Harbourfront Walkway Plan & the Greenways Plan; the Downtown Beautification Plan is not the focus of much discussion at City Hall.

The first three of these plans are moving forward. The healthier the City's economic vitality is, the sooner these plans can be appropriately funded & implemented.............conversely, the tougher the City's economic situation, the slower all initiatives will be.

6. Monitoring the Well-being of Downtown

Much of the progress downtown Victoria has made over the last few years has been the result of a very strong economic climate. There are signs that this climate is weakening, and the question on our minds is, "Have we made enough progress to sustain ourselves over the coming times?"

No, we are just coming to terms with the concept of municipal sustainability (not only for the capital cost of infrastructure projects, but also for ongoing operational costs).....over the last period of growth, we have not developed the requisite funding for all the City needs.

How would you provide diligence in monitoring the health of downtown retail and services?

By working in concert with the DVBA, the Chamber of Commerce & the Greater Victoria Development Agency

Are you willing to take a stand in supporting more residential density downtown as part of ensuring environmental, social and economic sustainability in our region?

Yes, as I have been over my nine years on Council.

Are you prepared to take leadership in ensuring that downtown provides the cultural and educational resources appropriate to it's role as the hub of the provincial capital?

Yes. In fact I sit on the Board of the Canadian Capital Cities Organisation that works on this sort of positioning for all provincial, territorial & federal capitals in our nation.

What kind of priority will you give issues such as building a new and up-to-date Central Library, encouraging institutions such as the Art Gallery, or University to come downtown?

Ongoing & complete.

DRA & DV2020 Election Questions for a Better Downtown Victoria Submitted by Chris Coleman