NANAIMO DOWNTOWN PLAN

NANAIMO DOWNTOWN PLANREFERENCE DOCUMENT

April 2002City of Nanaimo Official Community Plan Policy Section of Reference Document was adopted as part of

the City of Nanaimo Official Community Plan on 2002-May-27 in Bylaw No. 6000.038Amendments approved 2004-Dec-13 for Sections 3.2, 4.9.3, 4.9.4, 4.9.10, 5.1 and 5.2

Nanaimo Downtown Plan

Table of Contents

1.0 Introduction ..................... 11.1 Plan Overview .................................21.2 Downtown & Character Area

Boundaries ......................................31.3 Preparation of the Plan ...................41.4 Plan Organization ...........................5

2.0 Context ............................. 62.1 History of Development ...................72.2 Downtown Community Profile .........82.3 Past Planning Efforts & Downtown

Organization ..................................102.4 Trends, Issues & Opportunities.. ...12

3.0 Vision and Concept ........143.1 Downtown Vision including Planning

Principles ......................................153.2 The New Concept Plan .................16

4.0 Policies and Actions .......194.1 Economic Development ................204.2 Arts, Culture & Entertainment .......224.3 Housing & Community

Development ..................................244.4 Transportation Systems .................264.5 Parks, Open Space & Recreation ..324.6 Historic Preservation .....................334.7 Natural Environment .....................354.8 Urban Design .................................364.9 Character Areas.............................39

5.0 Land Use and Form ofDevelopment ........................ 505.1 Land Use .......................................515.2 Density & Form ..............................53

6.0 Plan Implementation ...... 556.1 Plan Budget & Financing Strategy .566.2 Incentive Package & One-Stop

Review Process .............................576.3 Downtown Action Program ............586.4 Plan Operation ...............................71

List of Exhibits

APPENDICESA. - Downtown DemographicsB. - Residential Market AnalysisC. - Indicators of Progress


1

Introduction 1

INTRODUCTION

The Nanaimo Downtown Plan builds on objectives that havebeen worked on for years and provides substance to the visionthat has emerged through the creation of implementable policies.It includes a series of objectives, principles, policies, conceptsand actions to guide Downtown development and revitalizationover the next five to ten years and beyond. In presenting a broadrange of policies and an optimistic future vision, the Plan seeksto raise expectations about the Downtown’s potential. Itaddresses a number of changes that have occurred in theDowntown since 1993, when the last Plan was prepared.

The Downtown Plan forms part of Nanaimo’s Official CommunityPlan (OCP) that was enacted July 8, 1996. It fits the long termcommunity growth strategy set out in the OCP of focusingdevelopment inside Town Centres and Neighbourhood Villages,and seeks to ensure that future land use decisions contribute tothe achievement of the City’s social, economic andenvironmental goals.

The City wide OCP addresses broader community issues, whilethis Plan is used for the area defined as Downtown Nanaimo.


Introduction 2

1.1 Plan Overview

This Plan represents the culmination of manyyears of careful consideration of the Downtownarea. Ever since the impact on Downtown ofthe sub-urbanization of Nanaimo wasacknowledged in the late 80’s, there has beengrowing concern that Downtown is in seriousdecline. It is of concern that Downtownbusinesses are finding it increasingly difficult tooperate successfully. It is also disappointingthat such a unique and historically importantplace, in what can be accurately described asa fantastic natural setting, is in danger of losingits attractiveness to residents and visitors.

The City has been taking steps to reversethose trends. It has initiated such actions asthe approval of the Cameron Island highdensity residential development, thedevelopment of the new theatre and artscomplex, the recent removal of developmentcost charges from Downtown developmentsand, currently, the pursuit of positive actions toachieve a new trade and convention centrecombined with a new hotel on the significantMalaspina Hotel site.

Despite these actions the Downtown economystill lacks the energy in 2002 to generate thescale of private investment needed to bringabout desired change and to obtain theimprovements which most people seek for thearea.

While the vision encompassed in theDowntown Plan will take many years to fulfill,the plan sets out a policy environment andnumerous actions that will stimulate Downtownrehabilitation.


Introduction 3

1.2 Downtown and Character Area Boundaries

The Downtown and Character Area boundaries are shown on the map below. The Plan builds on thediversity in the Downtown by recognizing and reinforcing the strengths of each particular character area.

Twelve distinct areas have been defined with the boundaries based on historic, geographic, land use,demographic and functional characteristics.

1. Future Study Area #1 Uses to be determined2. Waterfront Public access and enjoyment3. North Gate Welcome and please come again4. Chapel Front Urban housing with high-rise5. Wallace Residential office edge6. Terminal Parkway A Parkway of trees7. Core Historic City Centre8. Fitzwilliam Old town variety9. Quennell Square Office, community service, business and housing10. Harbourpark Shopping anchor and connector11. Future Study Area #2 Uses to be determined12. South Gate Welcome and please come again


Introduction 4

1.3 Preparation of the Plan

A Concept Plan for Downtown Nanaimo wasoriginally prepared and presented in 1993;however, the Plan was not formally adopted bythe City. A review of the Plan in 2001suggested that, with certain updates andrefinements, it remained largely valid.Following several studies and work done by avariety of Downtown revitalization committeesand workshops, the City and stakeholders inthe Downtown reviewed and prioritized avariety of directions and actions that theybelieved would bring vitality back toDowntown. The actions identified as essentialto revitalizing the Downtown were groupedunder three Downtown strategies:

Increase the number of people livingDowntown, by encouraging additionalresidential development;

Create a unique niche for Downtown bypositioning the area as a centre for artsand culture activities; and

Increase the number of people working inDowntown, by building a strong businessbase in the Downtown core.

An important component of Downtownrevitalization is to create a stable policyenvironment within which the private sectorcan consider investment decisions. A newConcept Plan, completed in November 2001,was prepared for Downtown Nanaimo as a firststep for examining and updating policiesaffecting development.

This document focuses on the reformatting ofthe Concept Plan into an Official CommunityPlan (OCP) amendment bylaw and preparesthe groundwork for developing new zoningregulations that will guide future developmentin the Downtown.

This is the final stage of the Downtown Planprocess, involving reviews with stakeholdersand a statutory public hearing and City Counciladoption of the Plan as an amendment to theexisting OCP Bylaw. Once Council hasadopted the new Plan, an implementationprocess will be undertaken.


Introduction 5

1.4 Plan Organization

The Nanaimo Downtown Plan is organized intosix chapters, followed by three appendices:

1. Introduction. This chapter outlines thepurpose, rationale, boundaries, Planpreparation and organization of the Plan.

2. Context. This chapter provides informationon the context, history of development,demographics, past planning efforts, landuse distribution, and a brief overview of thetrends, issues and opportunities.

3. Vision and Concept. This chapterpresents a vision of the desired futureDowntown. The overall developmentconcept and planning principles areoutlined in this chapter.

4. Policies and Actions. This chapter is thecore of the Plan, containing the policydirection that will guide Downtowndevelopment over the next five to tenyears. The chapter is organized by subjectarea, starting with Economic Development.Each of the nine sections contains ageneral description, an overall objectiveand a series of policies and actions.

5. Land Use and Form of Development.This chapter contains the objectives andpolicies to guide the distribution of varyingland uses and activities, shape, height anddensity of development in the Downtownand in each of the Downtown areas. It setsthe direction for new zoning and designguidelines.

6. Plan Implementation. This chapterpresents the City’s incentives to supportDowntown revitalization, budget andfinancing strategy for the Plan, the City’sstreamlined review process, the DowntownAction Program and monitoring of thePlan’s outcomes.


2

Context 6

CONTEXT

This chapter provides information on thecontext, history of development,demographics, land use distribution, pastplanning efforts, and an overview of trends,issues and opportunities in the Downtown.


Context 7

2.1 History of Development

Nanaimo was born as a coal town. In fact, in1852 the Hudson's Bay Company first startedmining in the area. The HBC settlement, onwhat is today Downtown Nanaimo, was namedColviletown after Andrew Colvile, the Governorof the HBC. Early Colviletown developed inclose proximity to the mine workings andconsisted of a sawmill on the Millstone River,wharves for loading coal and log cabins andbunkhouses. Over the next ten years, thetown grew haphazardly with the mine and theshoreline governing its pattern of growth.Shops and businesses lined the rough roadsnamed Commercial, Wharf and BastionStreets. In 1860, the town was renamedNanaimo (derived from Snunéymuxw) and in1862, the HBC sold their mine interests andthe town to the Vancouver Coal Mining andLand Company, a British-owned conglomerate.The deal included the mines, buildings and6,193 acres of land.

The new company, under the management ofCharles Nicol, very quickly instituted moreorder to the physical layout of the town. In1864, the company hired an architect inBritain, George Deverill, to draft a town planbased on topographical maps of the area.Deverill gave Nanaimo one of its moredistinctive features, the fan shaped pattern ofthe Downtown streets. Rather than section thetown into a grid of regular rectangles, thestreets follow the natural downward slope andbowl formation of the land. In the case ofNanaimo, the radial plan leads the traveler tothe primary business district and towards thenatural beauty of the harbour. The town plan

was the initial step towards Nanaimo’seventual incorporation in 1874.

“Credit: Nanaimo Community Archives”

Mining was also significant in reshaping ofNanaimo’s shoreline and harbour. Minetailings were used to expand the land areaalong the waterfront and fill in the tidal ravineinlet that once divided the Downtown alongTerminal Avenue. The filling and shaping ofthe waterfront has continued into the 20th

century with the most recent additions of Swy-A-Lana Park (1984) and the waterfrontpromenades (begun in 1988).

Nanaimo has seen significant change sincethe 1960s. At that time, the Downtown wasthe city’s major commercial area. Nanaimohad an economy based on natural resources,primarily forestry and fishing. Until the 1970s,Nanaimo’s growth was slow but steady.Nanaimo’s "small town" atmosphere changedwith amalgamation in 1975. Commercial malldevelopment spread new shopping areas northalong the Island Highway and, as with manyNorth American cities, Nanaimo suffered fromsuburbanization, auto dependency and adeteriorating Downtown core.


Context 8

2.2 Downtown CommunityProfile

For the purposes of the demographic andincome distribution sections, the Downtownboundary includes the ‘Old CityNeighbourhood’ and part of the ‘SouthendNeighbourhood’ area as defined in Figure2.2.0. This is to include residents within theCity Centre planning area and toaccommodate 1996 Census Enumeration Areaboundaries.

Downtown DemographicsThe population of Downtown Nanaimo at thetime of the 1996 Census was 4405 or 6.3% ofthe city’s total population. The characteristicsof the age distribution of Downtown residentsdiffer from that of the city as a whole. Thecomponent of Downtown residents under theage of 19 is significantly less than that of thecity as a whole as seen in Figure 2.2.1. Those20 to 34 years of age make up a larger portionof the population Downtown when compared tothe city as a whole. Additionally, thecomponent of Downtown residents over 75years of age is substantially greater than thatof the entire city.

Downtown Income DistributionThe average income for households in theDowntown ($31,228 - 1995 census figure) islower than that of the city as a whole ($45,133- 1995 census figure). This significantdifference in income is not surprising, asalmost 50% of the Downtown's households aresingle person households. The averageincome for a single person household is$20,353 as compared to $24,049 city-wide.There are also many more single parentfamilies in the Downtown than there are city-wide; 27% as compared to 17.5%. As onemight expect, these two segments of thegreater population are in part drawn to theDowntown because of its affordable housingstock.

Downtown DevelopmentIn 2001, 57 building permits, at a value of $5.6million were issued for projects in theDowntown. This represents 8.9% of allbuilding permits issued for the City ofNanaimo, while representing 21% ofcommercial building permits for the city.

Figure 2.2.0 – Census Area

Figure 2.2.1 – Age Distribution (1996)


Context 9

Downtown Tax RevenueThe Downtown Plan area represents almost6% of the City’s overall tax revenue base.Almost 78% of the tax revenue generated inthe Downtown Plan area comes from thebusiness tax base, with the vast majority of theremaining 22% derived from residential taxes.The Downtown Plan area accounts for morethan 16% of the taxes generated by the City’sbusiness tax base. This tax revenuecomparison considers only the municipalportion of property taxes, and excludes SchoolDistrict, Hospital and other taxes.

Figure 2.2.1

Downtown BusinessesFor the purposes of this section, BusinessImprovement Areas 1 through 5 serve as theDowntown boundary. A detailed breakdown ofthe type of businesses which exists in theDowntown can be seen in Figure 2.2.1.

Retail trade businesses make up the largestproportion of Downtown businesses (21.6%),equivalent to 16.8% of retail trade businesseswithin the City of Nanaimo. Arts,entertainment and recreation businessesformed 2.4% of Downtown businesses, whileforming 37.5% of such businesses city wide.This suggests that the Downtown serves animportant role within the city as an arts,entertainment and recreation hub. Businessesin the Downtown also constitute a significantcomponent of the city’s accommodation andfood services, and finance and insurancebusiness sectors.

While the number of public administrationbusinesses were not available for the city as awhole, it has been estimated that this sectorcomprises 4.5% of Downtown businesses.


Context 10

Existing Land UseFigure 2.2.2 shows the existing land use in theDowntown Plan area. As might be expected,commercial uses account for the largest singleuse at 40% of the total land area. Multi-familycomprises nearly 7% of the land area withdensity estimated at 9 unit per hectare in 1996and parks and open space nearly 11%. Theindustrial component (16.2%) consists mainlyof transportation and manufacturing facilitieswithin Character Area 11 (see Future StudyArea #2). Together, vacant land and parkingaccount for 14.5% of the land area.

Figure 2.2.2

2.3 Past Planning Efforts andDowntown Organization

Downtown revitalization efforts in the mid ‘80sbegan with the implementation of DowntownDesign Guidelines in preparation for theProvincially funded Heritage AreaRevitalization Program (HARP). Work underHARP was focused on the Commercial Streetbusiness area. Services were upgraded andsurface work resulted in pedestrian lighting,street trees, street furniture and decorativesidewalk brickwork. Unfortunately, the focuson the physical design of Downtown was notenough to turn the Downtown economyaround.

In 1993, a Downtown Concept Plan wasprepared and the Height and Density Studyfollowed in 1994. Both documents haveremained as reference documents.

Between 1999 and 2001, an enormous amountof time and energy has been devoted todetermining the essential steps for revitalizingDowntown. The National Main Street Centreprovided a model for Downtown revitalizationthat has worked in 1,500 communities acrossNorth America. The report, “An Assessment ofDowntown Nanaimo’s Opportunities forRevitalization”, highlights the importance offocusing revitalization efforts on four fronts:restructuring the Downtown economy to createa market niche for retail, business andemployment; develop a strong organizationalstructure to lead revitalization and manageDowntown into the future; concentrate onDowntown design creating a public realm thatis an extension of living and working space,and will transform the Downtown into a peoplefriendly, safe and unique destination; and


Context 11

finally, promote the Downtown as an importantcommunity place that must be experienced byresidents and visitors, and business ownersand employees.

A vision identifying Downtown Nanaimo as apeople-friendly unique heart of the city wasconfirmed by residents and work began on thethree strategies intended to assist in achievingthe vision:

develop the Downtown as an arts, cultureand entertainment centre;

increase the number of people livingDowntown; and

increase the number of people workingDowntown.

Great progress has been made towardDowntown revitalization through the hard workof many volunteers and Downtownstakeholders. A $300,000 investment in 2001and again in 2002 from the Downtownbusiness improvement areas and the City ofNanaimo under a partnership agreementenabled the hiring of a Downtown ExecutiveDirector. The Executive Director manages thefinancial resources and huge amount of socialcapital directed towards improving theDowntown. The consolidation of arts andculture activities was made possible with thecapital investment by the City in the purchaseof the CIBC Centre for the Arts building, whichalso houses the Downtown NanaimoPartnership office. A Downtown ResidentialMarket Analysis and Downtown BusinessRecruitment and Retention Study will becompleted in 2002. Development cost chargeshave been removed for Downtown residentialdevelopment and parking requirements havebeen decreased. A tax incentive program willbe available for conversion of upper storey

heritage buildings for residential use in early2002.

With the completion of this Plan in the spring of2002, work will begin on new Downtown zonesand design guidelines for each of the characterareas for guiding development into the future.


Context 12

2.4 Trends, Issues andOpportunities

Many downtowns across the country haveexperienced boom and decline periodsthroughout their history. In many cases,decisions to locate malls on the edges of townhave contributed significantly to the failinghealth of downtowns and the need to rethinkthe downtown economic structure and itsmarket niche.

Over the last 15 years, an economic declineoccurred in Nanaimo’s Downtown asbusinesses followed the residential market tothe north end of the city. Businesses were alsoattracted to the larger regional market in thenorthern half of Vancouver Island. This marketshift was accompanied by a lengthy slumpingprovincial economy. The perception ofDowntown as a decaying, unsafe environmentwith nothing to offer was fanned by the lack ofattention focused on the Downtown as thecentre of the community.

Recently, considerable effort has been madeto return the focus to the Downtown withmunicipal investments into a new theatre andlibrary complex, a proposed convention centreand the purchase of the CIBC building for aCentre of the Arts. Council has madeadditional capital dollars available for 2002. Aswell, public/private initiative have resulted inthe upgrade of Wesley Street’s infrastructureand the creation of the Downtown NanaimoPartnership.

The revitalization effort has manyorganizations pooling their resources andproviding quality events in the Downtown.

Also, businesses are promoting the Downtownby combining efforts to advertise and promoteDowntown businesses. These recent trendsare positive initiatives which should intensifythe land use activity Downtown over time.

The issues identified as needing attention inthe Downtown are similar to many decliningdowntowns. Parking is almost always cited asa problem (too few spaces; payment requiredby user rather than shop owner as required atmall locations). Safety is a concern to somesince there are fewer people on the streets,properties and streets often look dirty andunkempt, and declining economies often resultin social issues such as loitering andprostitution becoming more visible. Poorsignage increases the frustration of visitorswho have difficulty finding their way around.The loss of necessary services to meet theneeds of the local population force Downtownresidents to go to other shopping areas andthe deteriorating business environment doesnot encourage new businesses to moveDowntown.

Despite trends of decline and issuesdiscouraging Downtown activity, DowntownNanaimo has important opportunities unique toDowntown. It is well connected totransportation and communication linkageswith fibre optic cables in place, seaplaneconnections to Vancouver and a footpassenger ferry to Vancouver expected in thenear future. There is a wide variety of uniqueshopping, dining, and arts and culture activitieswithin walking distance of each other. Theamphitheatre topography and siting on theharbour gives Downtown Nanaimo an


Context 13

important geographic advantage which isemphasized by the historic character andunique charm of the Old City neighbourhood.The pedestrian scale and sense of communityin the Downtown is experienced on narrowwinding streets surrounded by low-risebuildings. Commercial and residentialproperties are affordable and desirable withthe proximity to the seawall, library, theatreand other cultural and recreational facilities,and the view of the harbour and mainlandmountains. By capitalizing on opportunities tomeet some of the needs, the trends can beshifted to bring the vitality back into theDowntown, since decline over the years hasnot damaged the unique and valuedopportunities found in the Downtown.


3

Vision and Concept 14

VISION AND CONCEPT

Over many years, the Downtown communityhas been developing ideas and concepts forthe future Downtown. In 2000, the DowntownStakeholders Group developed a VisionStatement to summarize their aspirations forDowntown. This statement forms the basis forthis Plan and is expanded in this section todescribe the planning principles and conceptsthat aim to achieve the vision.



3.1 Downtown Vision including Planning Principles

The Downtown Vision set out below sees the Downtown as a place that is safe, friendly and alive withpeople and activity.

Downtown is the heart of the city. It is a people-friendly and unique placebecause of the harbour, the history evident in heritage sites and its physicaldesign. Downtown attracts residents, businesses, government, professionalservices and tourists because of its beauty, spectacular waterfront, excellenttransportation links, arts and culture events and facilities, culinary attractions,diverse shopping, and lifestyle opportunities. These all exist within a positiveand strong economic environment.

The Vision embraces six guiding principles.

1. Encourage living Downtown. Increaseresidential development, makingDowntown a place for seniors, singles andfamilies, living throughout the Downtownwithin safe, healthy neighbourhoods whereresidents feel a strong sense ofcommunity.

2. Improve and stabilize the Downtowneconomy by generating new andexpanded businesses. A strongerdevelopment climate and an ever-increasing population base will attractmore business and investment to theDowntown, including new and revitalizedshops, restaurants, and a variety ofservices.

3. Integrate and coordinate arts, cultureand entertainment facilities andprograms. Arts and culture are importantto the quality of life in Nanaimo and areparticularly appropriate located Downtownwhere they are readily accessible toeveryone, contribute to the attractiveness

and livability of Downtown and contributeto its economic stability. “A CulturalStrategy for Nanaimo”, adopted by CityCouncil, June 2001, sets out a number ofgoals and coordinated actions for the cityas a whole.

4. Provide better linkages withinDowntown and the Waterfrontemphasizing orientation to the waterfrontwith enhanced accessibility and pedestrianand cyclist pathways.

5. Conserve and enhance the scale andhistoric character of Commercial Streetreinforcing and extending the oldDowntown Core centered on CommercialStreet into adjacent areas as Downtownuses expand.

6. Provide convenient publictransportation by improving andincreasing transit use between Downtownand other parts of the Island and the LowerMainland and making it a more convenient and practical means to and fromDowntown.



3.2 The New Concept Plan

The new Downtown Concept Plan describes aDowntown that integrates the aspirations of themany stakeholders and public who havecontributed their ideas over the last severalyears. This is an interpretation of the Vision forDowntown.

Downtown is the heart of the city and itsregion. It is also the place where the history ofNanaimo began. The Bastion at the waterfrontsymbolizes the beginnings of the city and alsoprovides the centre-piece and focal point of theConcept Plan.

It recognizes the special existing features ofthe area and enhances them to create a placeof diversity and interest. Diversity and interestare provided in the shape, height and densityof development, the distribution of varying landuses and activities, special landscapingtreatments, and by emphasizing the specialcharacteristics of different areas. These arelinked together through a comprehensivepedestrian and road network.

The Plan is described in map form and itsintentions are summarized under the followingseven directions.

1. Encourage living Downtown. Provide forthe intensification of housing developmentin many forms throughout Downtown. Thiswill include locations for infill, townhouses,live/work accommodations and mediumand high density apartments, includinglocations for high-rise towers. It alsoincludes creating livable environments forthose various residential communities.They will vary from quiet enclaves to infillhousing above stores in the heart of thecommercial and entertainment core. Theywill vary from student housing and singlesto housing for families, and seniors.Housing should be inclusive of all incomelevels and strive to meet the special needsof those populations identified in theHousing Study, “Building Capacity: AHousing Needs Assessment (1999)”.

2. Improve the Physical Environment. Setguidelines for the creation of a high qualityphysical environment that includes adiversity of uses, a network of parks andopen spaces, special gateways to providenotable entrances to the Downtown,distinctive character areas, comfortableand attractive streets, emphasis on theenjoyment and convenience of walkingand programs of public art, festivals andcommunity events.



3. Strengthen Downtown BusinessOpportunities. Provide for a greatdiversity of uses in the commercial areas,continuous retail frontages with weatherprotection, increase the residentpopulation base, improve accessibility andparking and program year round eventsfocused on the commercial core andwaterfront areas. Promote ourconnectiveness through existing fibreoptics and excellent transportationlinkages to Vancouver and beyond.

4. Enhance the Enjoyment of theWaterfront and the NaturalEnvironment. Orient new developmentsto the waterfront and the expansive viewsof the surrounding ocean and mountains.Preserve existing and create new publicviews of the ocean and mountains.Improve access to the waterfront andincrease and improve pedestrian linksbetween the waterfront walkway and therest of Downtown especially the corecommercial areas.

5. Improve Accessibility. Clarify thehierarchy of roads and accesses withstreet design and a comprehensivesignage system. Emphasize pedestrian,bicycle, public transit and vehicularaccessibility to Downtown.

6. Identify Distinct Character Areas. Adoptnew zoning regulations and designguidelines that direct public and privatedevelopments to emphasize the distinctivefeatures of different areas of Downtown.

7. Create Attractive Linkages Between allAreas. Develop public and privateimprovement programs to extend andexpand walk and bike ways around theDowntown, creating greenways whereverpossible. Provide a comprehensivesignage program to provide information,orientation and direction. Give entranceroutes to Downtown special designtreatments, and encourage significantdevelopments at entrances to Downtownto provide recognizable Gateways.

The Concept will take many years to cometo fruition and will take a great deal ofenergy by many people to realize thevision. It will require a variety of actions,from negotiating and marketing, todesigning and building, and throughmonitoring and updating the policies thatare driving it.



3.2 The New Concept Plan (2004-Dec-13)


4

Policies and Actions 19

POLICIES & ACTIONS

This chapter is the core of the Downtown Plan.It contains the objectives, policies and actionsthat will guide the future development of theDowntown over the next five to ten years. Itaddresses nine areas of primary focus:

1. Economic Development2. Arts, Culture and Entertainment3. Housing and Community Development4. Transportation Systems (including

pedestrian and cycle movement)5. Parks, Open Space and Recreation6. Historic Preservation7. Natural Environment8. Urban Design9. Character Areas (Neighbourhoods)

econ development, arts, culture and entertainment, housing and community development transportation systems pedestrian and cycle move municipal services, parks, op space and recreation, historic preservation, natural environment urban design, character areas and neigh economic development, arts , culture an entertainment, housing and comm development, transportation

Downtown Plan Boundary



4.1 Economic Development

This is a long-term plan. Its fulfillment dependson the ability of Nanaimo to attract the type ofdevelopment that will generate those changesdescribed in the Downtown Plan. Similarly, thephasing will depend on which of the manyinitiatives proposed will occur first. These couldinclude a major renewal of the Harbourparkproject, the commencement of residentialdevelopment in the Chapel Front area, theredevelopment of the Front Street waterfrontproperties following the initiative of the newconvention centre, or the initiation of theimprovement of Terminal Avenue.

The presence of all levels of government in theDowntown is critically important to theDowntown economy. The Downtown hasbecome a centre for the delivery of manycommunity services provided by the privatesector, non-profit and senior governments.They play a vital role Downtown botheconomically and through their provision ofcritical community services.

It is equally important to seek cooperation andpartnerships in development amongstakeholders, owners and the private andpublic economic sectors.

ObjectiveTo build on and realize the strengths of theDowntown as the economic heart of Nanaimo;a centre for the arts, culture, tourism, specialtyretail, education, knowledge-based andtechnology industries, and a prosperousbusiness, professional, government andcommunity services centre, complemented bya strong residential community.

To capitalize on Downtown’s proximity toexcellent transportation connections and well-developed communications infrastructure andaccessibility to recreational amenities.

Policies and Actions An Economic Vision for DowntownPolicy 1 Embrace the vision of a strong,progressive and busy Downtown and forgea commitment to foster its growth.

Action 1 Encourage investment and attractpeople, actively promote the Downtown as thenatural business centre for the city and thebroader regional economy. Action 2 Facilitate networking and strategicpartnerships among members of theDowntown economic community.

Strong Downtown Economy Policy 2 Support major public and privateinvestment in the Downtown to stabilize,increase and diversify the Downtowneconomic base.

Action 1 Clarify the roles of the keystakeholders, eliminating any unnecessaryoverlap or duplication of activities.



Action 2 Develop and implement a DowntownBusiness Plan with a set of integratedstrategies to attract new economic activitiesand to keep existing activities in theDowntown.

Action 3 Consider the creation of a DowntownDevelopment Corporation to facilitate thedevelopment and implementation of thisbusiness plan.

Action 4 Implement a program to recruit newbusinesses based on the market researchundertaken for Downtown.

Action 5 Through on-going dialogue withexisting Downtown business associations,identify policies and actions that will encourageexisting businesses and community services toremain in the core area.

Action 6 Continue to explore opportunities forincentives to assist with pilot projects and timelimited revitalization initiatives.

Action 7 Develop a market identification thatadvertises the Downtown as the heart of thecommunity and promotes the Downtown as aplace to live, visit and conduct business.

Action 8 Review municipal policies andregulations to remove unintentional policybarriers that may discourage investment.

Quality DevelopmentPolicy 3 Ensure quality development inDowntown.

Action 1 Adopt land use regulations,guidelines and administrative processes thatsupport quality development in the Downtown,encouraging flexibility and design innovation.

Concentration of Government OfficesPolicy 4 Encourage municipal, regional,provincial and federal governments andgovernment funded agencies to maintain astrong presence in the Downtown.

Action 1 Actively market the Downtown toboth levels of government regarding thebenefits of retaining offices and relocatingother offices to Downtown.

Centre of Academic ExcellencePolicy 5 Encourage the growth ofeducational institutions and other trainingfacilities in the Downtown.

Action 1 Encourage a university presence inthe form of a campus and other facilities as thecore of a Downtown educational emphasis.

Action 2 Work with Malaspina UniversityCollege (MUC) to identify public/privatepartnerships focusing on the development ofDowntown educational facilities.

Action 3 Encourage the development ofsupportive services, programs and facilities forDowntown residents, staff and students.

Action 4 Coordinate with the conventioncentre and Downtown hotels, to promoteregionally based educational opportunities.

Tourism InfrastructurePolicy 6 Strengthen the Downtown’s role inNanaimo’s tourism industry.

Action 1 In conjunction with Tourism Nanaimoprepare and implement a Downtown TourismPlan to improve and promote Downtownattractions that would better serve Nanaimoarea residents, tourists and business travelers.This would provide policies and actions for



such initiatives as enhanced harbour-basedtourism, passenger ferry facilities and services,cultural, heritage and recreational facilities andprograms.

Policy 7 Encourage cruise ship visits toDowntown Nanaimo.

4.2 Arts, Culture andEntertainment

The Downtown Plan recognizes the significantand far-reaching social and economic benefitsof a strong arts, culture and entertainmentindustry, the value of artistic and culturalexpression and enjoyment, and the value ofthis sector to strengthen Nanaimo’s tourismpotential and economic growth. The Bastion,library, museum, new theatre and arts centreprovide an important beginning for what couldbecome an extensive and important presenceof the arts and culture in Downtown. Multi-useof adapted heritage buildings and new facilitieswith a variety of programmed activities canprovide Downtown with a specialattractiveness not available in other parts ofthe region and thus becoming another specialreason to visit Downtown.

Arts, Culture and Entertainment objectives,policies and actions for the Downtown aredesigned to integrate with the “NanaimoCultural Strategy, July 2001”, in order toachieve the goals of the strategy forDowntown. The Nanaimo Cultural Strategywas developed by the Nanaimo CulturalStrategy Sub-Committee and sets out theVision, Municipal Cultural Policy, Goals andStrategies for identified key areas of culturaldevelopment in Nanaimo.

The cultural strategy includes the followingcomponents:

Administration Funding Art in Public Places Facilities Marketing and Economic Development Programming/Education



ObjectiveTo enrich and enliven the spirit and quality ofthe Downtown experience by intensifying it asthe centre for arts and culture, and to expandthe Downtown role as a regional, national andinternational centre for the development andenjoyment of the arts, culture, and other formsof entertainment.

Policies and Actions Intensify Downtown Arts and CulturePolicy 1 Continue to build on the importantpresence of arts and culture in Downtown.

Action 1 Intensify the use of existing arts andculture facilities, and encourage thedevelopment of complementary activities.

Action 2 Explore opportunities to utilizeexisting heritage and other buildings for artsand culture facilities while ensuring that thelocation of such facilities is appropriate to thenature of the proposed Downtown Characterareas.

Action 3 Develop programs to encourageartists, arts and cultural groups, and relatedprofessionals to find working and living spacein the Downtown.

Downtown Public ArtPolicy 2 Encourage public art in theDowntown.

Action 1 Work with the Cultural Committee topromote the “Art in Public Places Policy” inNanaimo with the objective of commissioningand/or purchasing public art for display inpublic places in the Downtown. Action 2 Encourage private developers toincorporate public art into their projects.

Marketing and Financial SupportPolicy 3 Strengthen the funding formarketing Downtown attractions andevents.

Action 1 Continue private/public sectorpartnerships to promote year round festivals,arts, cultural and community events as part ofthe Downtown Nanaimo experience.

Action 2 Continue supporting established andemerging Downtown arts and cultural groupsand programs through municipal grantprograms.

Action 3 Continue to facilitate financial supportfrom other levels of government, foundationsand private donors.

Action 4 Provide strong support in-principle forDowntown (through letters of support).



4.3 Housing and Community Development

For many years, City Council has endorsedDowntown housing as a means to build astrong, stable population base in the citycentre. Despite these supportive policies, littlehousing has been built in the Downtown duringthe past several years.

While it is unlikely that more than oneresidential high-rise may occur every fiveyears, there seems to be consensus amongpeople that this form of housing with its higherdensities would improve the economics ofresidential development which, in turn, wouldhelp over time to provide the number ofresidents needed to add 24-hour vitality toDowntown. While economic reality will limit thenumber of high-rises built, the proposed high-rise zones in the Downtown Plan will enablehigh-rise building forms to be considered as ahousing option. These areas are speciallylocated to preserve important public views.Other housing types including convertedheritage buildings, medium-rise apartmentsand townhouses, live/work studios are allappropriate to the Downtown. They help toprovide the variety and choice to meet diversesocio-economic needs.

New initiatives and incentives are needed toattract developers and the citizens of Nanaimoto reconsider Downtown as an attractive placeto live. The Downtown Plan’s housing strategyproposes a number of policies to address thisarea.

ObjectiveTo substantially increase the Downtown’sresidential population and provide a variety ofhousing, through well-placed high-rise,medium density and townhouse development,to serve a broad range of social and economicneeds. Develop a sense of communityamongst all Downtown residents.

Policies and Actions Downtown Housing TargetsPolicy 1 Increase the resident population inthe Downtown.

Action 1 Stimulate Downtown housingdevelopment by expanding areas zoned forresidential development and encouraging highdensity and high-rise residential in specifiedareas.

Action 2 Continue to encourage theconversion of Downtown heritage buildings toresidential use through the financial incentivesavailable through the City’s DowntownHeritage Residential Conversion Program.

Action 3 Examine ways to provide moreflexibility in the application of Provincial andMunicipal Building Code regulations in order tosafely convert older buildings in the Downtownto residential use and live/workaccommodation.

Action 4 Implement a Downtown housingmarketing program involving both private andpublic sector partners in the utilization of theirproperty and the promotion of Downtownliving.



Action 5 Maintain a listing of housing availablein the Downtown for the information ofpotential residents and for use in the marketingprogram.

Action 6 Improve the residential environmentthrough public improvements to streets, parksand open spaces and convenient connectionsto local commercial, neighbourhood facilitiesand support services.

Action 7 Discuss Local Area Improvementcost sharing formulas and methods forimplementation where there is a Downtowncommunity benefit and no adjacent propertyowners.

Downtown ResidentsPolicy 2 Encourage a wide variety ofresidential development in the Downtownaffordable for people at all income levels.

Action 1 Encourage a wide range of housingchoice in terms of type, tenure, affordabilityand design in all areas of the Downtown andadjacent neighbourhoods.

Action 2 Develop an action plan to addressthe housing needs of low income and specialneeds households in the Downtown.Action 3 Consider the use of incentives toensure opportunities for the development ofaffordable and special needs housing, as listedbelow, are realized:

purpose-built market rentalhousing;

seniors housing including assistedliving options;

artists live/work studios; non-profit rent geared to income

housing suitable for students andlow income singles.

Community Development in the DowntownPolicy 3 Encourage communitydevelopment in the Downtown.

Action 1 Establish a community developmentprogram in the Downtown that facilitatesinteraction amongst the residents and works toidentify and address the need for services andfacilities.Action 2 Support Downtown residents inestablishing a representative neighbourhoodassociation.Action 3 Determine, in consultation withDowntown stakeholders, the need for newcommunity amenity space.

Policy 4 Ensure safety and security inDowntown residential areas.

Action 1 Support development of a crimeprevention program in concert with the RCMP,the business community and residents.Action 2 Maintain a Community Police Stationin the Downtown and operate crime preventionprograms such as Neighbourhood FootPatrols, Neighbourhood/Apartment Watch, theSecurity Network Program and the Crime FreeMulti-Housing Program.Action 3 Ensure that all designs for residentialbuildings are reviewed using the principles ofCrime Prevention Through EnvironmentalDesign (CEPTED).



4.4 Transportation Systems

The central theme in the future development ofthe transportation system is to reduce thereliance on the private automobile andmaximize the attractiveness of pedestrian,cycle and public transit alternatives. This stillmeans that Downtown has to be convenientlyaccessible to commercial servicing vehiclesand have good access and parking areas forthe private automobile. Therefore, it isimportant to ensure that the road network hasthe capacity to serve Downtown Nanaimo as aregional centre for people, goods and services.

The potential for business and tourism growththrough linkages by ferries, float planes andcruise ships is also vital to the future ofDowntown.

ObjectiveTo provide a safe, balanced, efficient andintegrated transportation system in theDowntown that serves the needs of existingand future development and accommodateseach mode of transportation – pedestrian,bicycle, public transit, ferry, air and railservices, and commercial and private vehicles.

Policies and Actions Policy 1 Provide a safe, efficient andpleasant environment for pedestrians,cyclists, public transit users andcommercial and private vehicle drivers.

Action 1 Develop a Downtown TransportationPlan that identifies improvements to thepresent system to implement this policy asmore specifically described in the remainder ofthis section of the Plan.

4.4.1 Pedestrian Emphasis

Emphasis is on making the Downtownattractive to the pedestrian. This meansmaking it comfortable and convenient to walkfrom place to place Downtown.

Policies and Actions A Quality Pedestrian Environment Policy 1 Create an attractive, high qualitypedestrian environment.

Action 1 Provide amenities for pedestriansthroughout the Downtown, by implementingstreetscape plans and design guidelines forspecial pedestrian routes and by encouragingactive use of sidewalk space.

Action 2 Establish a policy and procedureswhereby improvements to the pedestrianenvironment are incorporated as a significantcomponent in funding and implementingroadway improvements in the Downtown.

Action 3 Encourage continuous weatherprotection on main pedestrian routes,especially on shopping streets.

Action 4 Improve and expand the pedestriancirculation network to link importantdestinations within the Downtown as part ofsignificant redevelopment projects.



Action 5 Strengthen connections between theDowntown and adjacent neighbourhoods byidentifying missing links in the circulationnetwork.

Action 6 Establish a pedestrian signage/mapping system for Downtown streets,sidewalks and open spaces to direct and orientpedestrians and to promote Downtownattractions.

Transportation Management MeasuresPolicy 2 Improve traffic and pedestrianmovements in the Downtown byimplementing transportation managementmeasures that address the specific needsof each particular neighbourhood, asrequired.

Action 1 Review the operation of thetransportation management system.Action 2 Consider the importance ofpedestrian mobility in the Downtown.

Safety, Maintenance and Accessibility Policy 3 Ensure that pedestrian routes andpedways are safe, secure, comfortable, wellmaintained and accessible to all persons.

Action 1 Explore options for improvingintersection design and traffic calming andpermitting mid-block crossings in selectedlocations to give more priority to pedestrians.

4.4.2 Bicycle Routes

Emphasis is on encouraging cycling byproviding safe, attractive and convenient bikeroutes connecting to and throughoutDowntown.

Policies and Actions A Bicycle Friendly DowntownPolicy 1 Ensure the bike route system iscontinuous and well connected to majordestination points within the Downtownand adjacent neighbourhoods.

Action 1 Continue to develop integrated on-road and off-road cycle routes to and withinDowntown.

Action 2 Provide and encourage developmentof end-of-trip facilities such as, change rooms,showers, storage lockers and safe and securebicycle parking.



4.4.3 Public Transit

Emphasis is on increasing public transit use bymaking it a more convenient and practicalmeans to travel to and within the Downtown.

Policies and Actions Transit FirstPolicy 1 Adopt policies wherein anemphasis is placed on establishing publictransit as a practical alternate means ofaccess to the Downtown.

Action 1 Develop an easy-to-use Downtowntransit route network that integrates with othertransportation modes.

Action 2 Improve bus stops with bettershelters and route information displays.

Action 3 Develop options for and implement ashuttle bus or vintage streetcar that couldaccommodate both pedestrians and bicyclesand connects tourist and other attractions inthe Downtown, and central areaneighbourhoods to high traffic destinations.



4.4.4 Road Network

Emphasis is on encouraging the safe and efficient movement of vehicular traffic to, from and withinDowntown, while providing a safe, efficient and pleasant environment for pedestrians and cyclists.

Policies and Actions Road SystemPolicy 1 Continue to monitor the roadsystem and take any step necessary toensure that it is easy to understand andprovides convenient access to a variety ofDowntown destinations and for a variety ofpurposes.

Action 1 Review the hierarchy of roads toensure that Downtown oriented traffic needsare met.

Action 2 Provide a comprehensive signagesystem to clarify the road system and accessto and within Downtown.

Action 3 Enhance the following major entryroutes to Downtown: Fitzwilliam Street, NicolStreet, Terminal Avenue, Comox Road andAlbert Street.



4.4.5 Parking

Emphasis is on providing a sufficient supply ofconvenient parking and to implement programsand processes to make parking more attractiveand easier for the customers of the Downtownshops, offices, restaurants, arts, cultural andentertainment facilities.

Policies and Actions Downtown ParkingPolicy 1 Ensure coordinated managementof Downtown parking.

Action 1 Provide efficient and effectivemanagement of Downtown parking throughcoordinated customer oriented information,pricing and advertising programs. Action 2 Include parking signage in an overallsignage study for Downtown.

Diversified Proactive Approach to Short-TermParkingPolicy 2 Recognize that the perceived lackof convenient, visible on-street parking forshoppers and a generally poor publicperception of parking is a serious issueaffecting the Downtown economy andadopt a diversified, proactive approach tocounteract this problem.

Action 1 Parking Committee to review parkingpolicies for Downtown and recommendchanges including whether or not a new bylawis required.

Employee ParkingPolicy 3 Place a higher priority on customerparking over employee parking.

Action 1 Work towards reducing on-siteparking needs through the promotion of otherpractical and efficient travel modes.

Residential Parking RequirementsPolicy 4 Maintain present residentialparking requirements.

Action 1 Maintain reduced parkingrequirements for residential development in theDowntown to help foster redevelopment.



4.4.6 Truck Routes

Emphasis is on promoting efficient truckmovements.

Policies and Actions Truck Route Network and SignagePolicy 1 Ensure efficient design andoperation of truck route network for themovement of goods in the Downtown.

Action 1 Assess adequacy of the truck routenetwork and its operations to ensure efficiencyof urban goods movement and to reduceimpacts on traffic flow in the Downtown.Action 2 Provide clear truck route informationand signage to ensure the effective movementof goods in the Downtown.

4.4.7 Ferry, Air and Rail Service

Emphasis is to encourage improvedaccessibility to Downtown by these services.Because of its waterfront location, Downtowncan anticipate that as it grows and itsattractiveness is enhanced for business,entertainment and living, that there will beincreased demand for a variety of existing andnew services linking Downtown with otherdestinations.

Policies and Actions By AirPolicy 1 Encourage the development of airservices to the Downtown waterfront.

By WaterPolicy 2 Encourage the development of apassenger ferry connection to DowntownVancouver.

By RailPolicy 3 Encourage ongoing and improvedrail service to provide commuter andtourism access to Downtown.



4.5 Parks, Open Space andRecreation

As Downtown intensifies it is important toensure that the city’s parks, open space andrecreational facilities meet the needs of itsgrowing working and resident population aswell as support local tourism. Parks, openspaces and special features like Nanaimo’sTrail System play an important role instrengthening the appeal of the Downtown.Extensions of the trail system into more urbanwalkways and cycle ways add to theattractiveness of Downtown and provideconvenient linkages between all of its parts.

With its proximity to the Harbour and thewaterfront parks and public open spaces, theDowntown provides exceptional recreationalamenities.

Opportunities occur throughout Downtown,especially as redevelopment takes place, toprovide a variety of smaller public and privateopen spaces and some larger urban squaresfor gatherings, festivals, markets, outdoorcafes, and sitting and strolling in the sun.

Trees are an important element of the urbanlandscape and every opportunity should betaken to soften and freshen the urbanenvironment with street trees and a variety offlowers and shrubs.

ObjectivesTo ensure that the Downtown offers highquality parks, open spaces and recreationalfacilities to serve both the active and passiverecreational needs of residents, workers andvisitors, throughout the year.

Policies and Actions Provision of Parks and Open SpacePolicy 1 Ensure an adequate supply ofreadily accessible parks and open space tomeet the varied needs of a growingpopulation Downtown.

Action 1 Determine the open space needs fora new and growing population and amechanism for acquiring lands needed forparks and urban open spaces in those areas ofthe Downtown where park space needs havebeen identified, particularly in theneighbourhoods targeted for more residentialdevelopment.

Action 2 Encourage the creation of interestand surprise throughout the Downtown usingavailable corners, alleys, rooftops and nooksfor innovative open spaces.



Active Use of Open SpacesPolicy 2 Encourage active uses in openspaces appropriate to the nature of theproposed Downtown Character areas.

Action 1 Develop public open space toaccommodate uses such as open air markets,street vendors, sidewalk cafes, artwork andexhibits.

Park SafetyPolicy 3 Ensure park safety and security forresidents and visitors.

Action 1 Ensure plans for new parks and forthe redevelopment of existing parks followdesign guidelines for crime prevention.

4.6 Historic Preservation

The Downtown has a rich history. This can beseen particularly well in its unusual streetlayout and in many older buildings ofarchitectural and cultural interest. As well, thechanges that have been made to the naturaltopography by successive generations,whether it is the filling of the ocean inlet tocreate Terminal Avenue, the numerous miningshafts below, or the several remaining rockoutcroppings, remain to be conserved in oneway or another so that the Downtown of thefuture has memories of the past.

ObjectiveTo protect and manage the historic resourcesin the Downtown area so as to enhance thequality of the urban environment for thecultural and economic benefit of existing andfuture residents of the City of Nanaimo.



Policies and Actions Encourage PreservationPolicy 1 Encourage the preservation ofthose buildings, areas and structures,including monuments, bridges, builtlandscapes and artifacts, that are ofhistorical or architectural merit and ensurethat these resources are protected andenhanced.

Action 1 Develop programs providing financialand administrative support to promote therehabilitation and re-use of historic resources.

Promote the Benefits of Historic PreservationPolicy 2 Increase public awareness ofDowntown’s historic resources.

Action 1 Provide information and advice toowners, developers, interest groups,individuals and the media to foster a sense ofownership and pride in Downtown buildingsand history.

Action 2 Maintain a communication programto promote the benefits of historic preservation.

Heritage OrganizationsPolicy 3 Support the efforts of communityorganizations and historic preservationgroups.

Action 1 Involve the local community inhistoric preservation activities.Action 2 Provide advice and assistance toundertake rehabilitation initiatives.

Rehabilitation and Re-use of HistoricPropertiesPolicy 4 Maintain a flexible approach inimplementing policies to encourage thepreservation and use of historic resourcesin the Downtown.

Action 1 Promote the re-use of historicproperties by providing advice, incentives,exemptions and compensation to owners.

Action 2 Encourage civic departments, as wellas governments and government-fundedagencies and socio-cultural groups to locatetheir offices and activities in heritage buildings.

The Architectural Integrity of BuildingsPolicy 5 Ensure the visual and aestheticqualities of historic buildings, sites andstructures are preserved and rehabilitated.

Action 1 Provide design guidelines andflexible regulations appropriate to the historiccharacter of the buildings and the area.

Action 2 Ensure that infill developments,renovations and additions to existing buildingsrespect the historical nature of adjacent and/orneighbouring properties.



4.7 Natural Environment

The quality of the air, water and land inDowntown has been and continues to beheavily affected by the actions of humans. Airpollution, stormwater run off, waste production,energy use, and methods of transportation allcontribute to reducing the health of the naturalenvironment.

Progress is being made in the generalawareness of the problem and new methods ofbuilding to reduce energy consumption andwaste, and rejuvenating natural systems ofwatercourses and vegetation, are being used.Reducing the reliance on the automobilethrough development of compact communitieswith the resultant increased usage of bikes andwalking not only reduce pollution, but add tocommunity enjoyment in urban living.

ObjectiveTo enhance the quality of the naturalenvironment by taking steps to reducepollution, reduce energy consumption andminimize waste production, protect theremaining natural features, increase the stockof urban vegetation and provide opportunitiesto experience nature in the Downtown area.

Policies and Actions A Greener DowntownPolicy 1 Improve the ecological health ofthe Downtown area.

Action 1 Maintain and expand the quality andquantity of natural vegetation and trees in boththe public and private domain to improve theecological health of the Downtown area.

Stormwater Management Policy 2 Encourage on-site stormwatermanagement strategies to support on-siteinfiltration and reduce demand onstormwater infrastructure.

Action 1 Continue to employ best stormwatermanagement practices to provide informationand advice to landowners and developers.Action 2 Initiate further study for additionalapproaches for dealing with stormwater.



4.8 Urban Design

Downtown is the core of the region and thefocus of the community. It exhibits the historicbeginnings of the city in its street configurationand its numerous distinctive historic buildingsand places. As well, the present shape ofurban development has occurred in responseto the unique topographical features which itoccupies. These features provide Nanaimowith its uniqueness, its sense of time and itsbasic attractiveness. Sound urban designpolicies will ensure that as developmentcontinues these features are respected andenhanced while new urban forms provide forthe future livability of the people who live, workand visit Downtown. New developmentsshould also have regard for view preservation,the penetration of natural lighting to public andprivate spaces, weather protection, privacyand safety, public art, attractive landscapedpublic places, comfortable and convenientaccessibility, as well as creating an overallattractive image for Downtown in the future.

Memorable cities around the world arefrequently characterized by their setting.Nanaimo has a number of uniquecharacteristics which, if given expressionthrough urban design direction for newdevelopment, can provide Nanaimo with arecognizable and memorable sense of place.

The unique characteristics consist of theseelements:

The waterfront setting with outstandingeasterly views.

A natural amphitheatre – an amphitheatreformed by the Old City Area and asuccession of layers reaching from the OldCity Area to the top of Mount Benson.

The topography of the raised centre ofDowntown contrasting with the valleyformed by Terminal Avenue and the rest ofthe vestiges of the historic ocean inlet.

The various sized giant outcrops of rockoccurring randomly around the Downtownarea, some of which are already partiallyexploited to public advantage, such as themuseum.

The unusual street pattern formed by thefan shaped roads of the Old City and thecurving narrow roads in the centre ofDowntown.

ObjectiveTo strive for excellence in the builtenvironment of Downtown, enhancing itsunique topographical and historic features andensuring an attractive, comfortable andconvenient place for those who live and workthere and to attract tourists, shoppers andthose seeking recreation and entertainment.



Policies and Actions An Attractive and Livable Downtown Policy 1 Enhance the Downtown bycreating a clean, healthy, livableenvironment that offers visual and culturalrichness.

Action 1 Prepare a specific urban designstrategy for Downtown to provide guidance forall physical change in Downtown.

Action 2 Adopt urban design guidelines togive direction to Downtown developmentproposals.

Action 3 Provide guidelines for the design andintegration of new developments, in order toensure these developments improve thequality of the physical environment in theDowntown.

Action 4 Ensure that new developmentsincorporate human scale design principles inthe first two storeys of development and thatthey relate to the street and enhance thepedestrian environment.

Action 5 Ensure that where a building frontsonto the street, it is designed to minimize blankwalls or other flat surfaces that lack windowsor sculptural relief.

Action 6 Ensure that wherever possible, thedesign of a building complements thematerials, scale, texture, proportions, patterns,colours, window rhythms and alcove creationto expand sidewalk activity and details of itsneighbouring structures to create acoordinated streetscape.

Action 7 Ensure that the design of any newdevelopment does not create adverse windconditions on its periphery or in the vicinity ofnearby buildings or open spaces at streetlevel.

Action 8 Ensure that new developments allowsun penetration to streets and open spaces.

Action 9 Encourage the provision ofcontinuous weather protection, particularly inthe commercial core, through the use ofcanopies and awnings along selected streets.

Action 10 Ensure that the siting of newdevelopments maintains and enhancesexisting views, vistas and visual corridors, andwhere possible, creates new ones.

Action 11 Locate artwork in prominent publicspaces and encourage the inclusion ofartworks and/or performing arts programs inpublic and private developments.

Action 12 Provide a system of distinctive,clear and well designed public signs in theDowntown that contributes to the overallenjoyment of the pedestrian environment.

The Distinctive Areas of DowntownPolicy 2 Retain, clarify and emphasize thedistinctive characteristics of the differentareas within Downtown.

Action 1 Prepare specific land use, densityand form and character regulations andguidelines to accommodate the policies set outin section 4.9 on Character Areas.

Action 2 Identify and retain the specialtopographical features of Downtown Nanaimoand develop urban design guidelines thatensure new development will add emphasisand expression to those features.

Action 3 Encourage the development ofspecial buildings to distinguish the mainentrances to Downtown and its distinctneighbourhoods.



Create a Streetscape Environment

Policy 3 Create a unique sense of place andexperiences for all to enjoy within thepublic realm.

Action 1 Develop a program of streetscapeimprovements for the main approach routes toDowntown.

Action 2 Strengthen the special identity ofeach Downtown character area throughdistinctive designs of streetscape elementssuch as lighting, street furniture andlandscaping.

Action 3 Develop streetscape and urbandesign concepts and implementation strategiesfor special streets to ensure that they aredistinctive and that they help define a sense ofplace in each of the Downtownneighbourhoods.

Action 4 Provide for high quality amenitiesand the visual interest of the pedestrian -amenities such as trees, landscaping, greenspaces, benches, public art, pedestriansignage, warm-up places, public toilets, waterfountains and banners.

Action 5 Prepare a Downtown LightingProgram oriented to the different needs ofvehicular, cycle and pedestrian movement andto different character areas and buildingneeds. This would include special lighting oflandmark or Gateway buildings streets, openspaces, parking garages and Downtownbridges.

Action 6 Encourage activities like sidewalkcafes, open air markets, street vendors andyear round programmed events on sidewalksand open spaces in commercial areas.



4.9 Character Areas

The urban design policies and actions set out in Section 4.9 apply to all areas of Downtown. However,Downtown is characterized by a variety of geographic areas and spatial and functional experiences.Some of them, like the commercial core, are readily identifiable and generally pleasant places. Others,like Terminal Avenue, while presently having a less pleasant environment, have the potential throughfuture development of becoming especially attractive places with their own identifiable characteristics.This section describes the way to draw out and strengthen the special characteristics of these differentareas. In so doing, future development will create a variety of distinct neighbourhoods thereby furtherenriching the Downtown experience. Desired actions are identified for each area.



4.9.1 Future Study Area 1

Tucked in the north west corner of theDowntown, this area is in transition. It isseparated from the rest of town by the riverbordering its northern boundary and is welllinked to Downtown through the greenwalkways along the river to the waterfront, andComox Road. It also has a major future rolesituated at a major Gateway entry toDowntown. However, further study is neededbefore the land use, form and accessibilitypotential of the site are determined. Clearly thepedestrian linkage along the river, under theIsland Highway and connecting to the centralwaterfront will be a major component of futureurban development as will the requirement thatthe development enhances this importantintersection at the entry to Downtown.

Action Planning StudyAction 1 Undertake a study of the area todetermine planning guidelines for its futuredevelopment enhancing the pedestrianconnection through the greenway systemalong the river and its Gateway location.

4.9.2 Waterfront

The central waterfront is one of the majorphysical assets of Nanaimo. Over the yearsresponsible authorities have established it as amajor public attraction based on a sequence ofwalkways and open spaces with commercialuses, all incorporated into a vital working port.The many activities and attractions of the areawill be further enhanced with the developmentof the new convention facility on Front Streetand extending over the waterfront walkway.The whole of Downtown relates strongly to thephysical amenities of the waterfront anddevelopments next to the area should fullyexploit and respect that relationship. While thewaterfront is a major public attraction, muchcan be done in the form of new and enhancedconnections to other Downtown areas toencourage and facilitate the extension of thatattractiveness to the core commercial areas.



Action Waterfront WalkwayAction 1 Protect and enhance the waterfrontwalkway ensuring its continuity, convenienceand attractiveness to the public.

Waterfront/Downtown RelationshipAction 2 Develop design guidelines whichenhance and express a strong visual andfunctional relationship between Downtown andthe Waterfront buildings and open spaces andthe design details of those elements.

Linkages to DowntownAction 3 Develop a strategy to create strongermore attractive and convenient pedestrianlinkages between the waterfront and adjacentareas of Downtown giving priority to thoseroutes by providing special treatment forpedestrian crossings on Front Street.

4.9.3 North Gate

Here is a special place in Nanaimo where thetopographical features described in the urbandesign section provide Nanaimo with theopportunity through its zoning regulations tocreate a Gateway giving emphasis to this entryto Downtown. North Gate is the location forimpressive buildings on either side of Terminal,at Comox, to form a Gateway to mark theentrance to Downtown.

Higher density in the form of highrises issupported in portions of the North Gate area,as identified in Section 5.1 “Land Use.”

Guidelines for the development of highrises inthe character area include the following:

Minimum Lot Area:1300.6 square metres (14,000 square feet)

Setbacks:7.5 metres (24.6 feet) for all yards

Separation Between Towers:30.48 metres (100 feet)

Maximum Floor Plate:594.56 square metres (6400 square feet)for those floors six storeys or above, with amaximum depth and width of 24.38 metres(80 feet).

(2004-Dec-13)



Action Gateway to DowntownAction 1 Permit higher densities on these siteson condition that the sites are consolidated toallow comprehensive design to occur and highquality design of the buildings to express theGateway theme.

4.9.4 Chapel Front

This area contains a number of significantheritage buildings including the Courthouse. Itis also the location for the new conventioncentre, and the location of a variety ofcommercial, residential and entertainmentuses. While these uses remain appropriate forthis area, the concept envisages thedevelopment of a major high density mixeduse neighbourhood with a significant additionof medium and high density housing. Thesewill consist of townhouses, medium heightapartments, and several high-rise towers.These new uses will develop around theexisting street system but with significantconsolidation of lots to provide sufficient areafor comprehensive design. Continuous lowscale street frontages with a variety of offices,stores, live/work studios and townhousescharacterize this area. Several high-riseapartment towers are located outside of majorpublic view corridors to enjoy the expansivepanoramic views from a few storeys up. Acomprehensive plan will site the high-risecomponent of the development amongst publicand semi-public open space elements.Linkages to other parts of town are establishedalong existing streets and through some mid



block mews, courtyard and greenwaysincorporated into new developments.

Higher density in the form of highrises issupported in portions of the Chapel Front area,as identified in Section 5.1 “Land Use.”


Minimum Lot Area:2787 square metres (30,000 square feet)

Setbacks:4.6 metres (15 feet) for all yards



(2004-Dec-13)

Action A New High Density Residential AreaAction 1 Prepare new zoning and designguidelines to encourage the development ofthe Chapel Front area as a high density mixeduse urban neighbourhood incorporating welllocated high-rise apartment towers.

4.9.5 Wallace

Wallace serves this part of Downtown as animportant traffic collector and as such hasexcellent accessibility and exposure as well asbeing located on a proposed major pedestrianroute between the Old City neighbourhoodsand the Waterfront. Situated between apredominantly residential area and the futuremixed use development of Terminal Avenuesuggests that this area would best develop fora mixture of residential and office uses at adensity compatible with three to four storeyhigh, street wall related buildings. Minor retailuses are needed to service the surroundingoffice and residential uses. Design guidelinesare needed to show how developments on theeast side of Wallace Street could be developedcomprehensively with properties frontingTerminal Avenue to take advantage of thesloping site.

Action Develop and Integrate with Terminal AvenueDevelopmentsAction 1 Prepare new zoning and designguidelines to accommodate a mix of low risehousing and office development along WallaceStreet and encourage the integration of siteson the east side of Wallace Street with sites onTerminal Avenue to create terraced forms ofdevelopment fronting Terminal Avenue.



4.9.6 Terminal Parkway

Terminal Avenue once functioned as the mainnorth-south Vancouver Island Highway. Todayit is still primarily a traffic artery lined with autooriented uses. It is not an attractiveenvironment despite its interesting ravine-likeform. However, there is considerable potentialto convert the area into an attractive placegiven strong direction to minimize the impact oftraffic, greatly improve the physical and visualenvironment, and encourage new mixed usedevelopments. This requires a bold step. Amajor tree planting program on public andprivate properties would go a long way tocreating this new environment. New usescould then be encouraged along with sidewalkimprovements for the benefit of pedestrians, aswell as helping to manage traffic movementsand access to individual properties. Integratedinto the new design would be the walkwaysand bridges linking the Old City withDowntown. This requires the development of adesign plan and an implementation strategy.

Action Terminal as GreenwayAction 1 Prepare a design plan andimplementation strategy to convert TerminalAvenue into an attractive urban greenwayenvironment and encourage medium rise,terraced and mixed use developments alongits edges.



4.9.7 Core

This is the historic commercial core of theDowntown. The street pattern, the continuousshop fronts and the low rise, street wall form ofdevelopment creates the attractive humanscale character of this area. New developmentshould be encouraged which enhances thischaracter through compatible infill of offices,live/work studios and housing. Newdevelopment should respect the scale andcharacter of the core and especially respectthe architecture of the many heritage buildings.Infill developments should maintain the twoand three storey Commercial Street scale.Opportunities off of Commercial Street may beconsidered where additional storeys would notharm the existing low street scale. This is thearea of Downtown which can bestaccommodate a lively mix of uses, whereresidents expect to live in an environmentwhere clubs, cultural and entertainment usesand shopping happily coexist.

Action Encourage Intensification while RetainingScale and CharacterAction 1 Prepare zoning and designguidelines to permit conversion and infilldevelopment of a variety of uses whileensuring that the scale and character of thearea is maintained and enhanced.



4.9.8 Fitzwilliam

Already established as an attractive mixed-usearea focused on an old style shopping street,the policy here is to encourage and strengthenthis character with infill medium riseapartments and townhouses and theconsolidation of the shopping street.Fitzwilliam also functions as a major entranceway to Downtown and is the significant linkbetween Downtown and the old railway stationwhich has significant potential for futurecommuter and tourist traffic serving theDowntown area.

Consequently it is important to prepare acomprehensive streetscape plan for the street.

This would provide for the coordination ofstreet furnishings, paving and private propertyimprovements to create an overall distinctivetheme for the Street. The plan would includeguidance for street lighting, banner programs,street trees, bus stops, garbage receptacles,sidewalk cafes, canopies and the scale andcharacter of the adjoining buildings.Extensions of the scale and character would

be encouraged onto side streets which wouldbecome more residential than retail andbusiness oriented.

Actions Reinforce the Fitzwilliam CharacterAction 1 Prepare design guidelines toreinforce the emerging character of Fitzwilliamas an old style shopping street flanked bymixed, but mainly residential medium risestreet oriented uses, and serving as a majorentry way to Downtown.

A Streetscape PlanAction 2 Prepare and implement astreetscape plan for Fitzwilliam Street as aprimary character area and entry way toDowntown.



4.9.9 Quennell Square

While this area accommodates someinteresting heritage structures, it consistsprimarily of City Hall and its annexes andsignificant areas of underdeveloped lands. Thesignificant amount of publicly owned landscoupled with central location provide an idealset of circumstances for public/privatepartnership developments of a comprehensivenature. This means that a new mixed usebusiness office, residential neighbourhoodcould be planned with emphasis given tocreating an environment especially conduciveto offices and housing which complements theexisting major civic enclave. Over the longerterm, an attractive, diverse communitydesigned around sequences of walkways,mews and open spaces could be developed.Through comprehensive site planning of largesites, high-rise towers which would not intrudeon valuable public views from the Old Cityneighbourhoods to the west, could beconsidered.

Action A New Mixed Use NeighbourhoodAction 1 Prepare a comprehensive phasedplan for the development, over time, of a mixedresidential/business oriented neighbourhoodwhich is compatible with the civic precinct andimproves connection to the Downtown corearea.



4.9.10 Harbour Park

In the longer term, this area offers theopportunity to create a significant residential/commercial community which anchors thissouth end of Downtown and links thewaterfront walkway system back into theprimary Commercial Street shopping andcultural area.

The size, location and configuration of the sitelends itself to a comprehensive plan ofdevelopment including a major retail centretopped by a new low, medium and high-riseresidential community.

Higher density in the form of highrises issupported in portions of the Harbour Parkarea, as identified in Section 5.1 “Land Use.”


Minimum Lot Area:4180.5 square metres (45,000 square feet)

Setbacks:23 metres (75 feet) for all yards



(2004-Dec-13)

Action Comprehensive Vision for a New CommunityAction 1 Encourage the owners of theHarbour Park mall centre to develop theirlands for a major retail centre with anintegrated high density residential community.



4.9.11 Study Area #2 Southern Waterfront

In the longer term, it is likely that the presentferry, port and industrial uses will change overtime. Before that occurs, it will be important tohave a plan and implementation strategyprepared for the area. The determination ofdesirable uses and development forms is bestleft until the area becomes available forredevelopment so that current conditions in theDowntown and the development market canbe assessed.

Action Planning StudyAction 1 Prepare a concept plan andimplementation strategy for this area when it isapparent that it will undergo change.

4.9.12 South Gate

As the main entrance route from the southapproaches Downtown it takes a sharp turn tothe west before proceeding along TerminalAvenue ravine. Here is another Gatewayopportunity to add to the enjoyment andrecognition of Downtown. This could beexpressed by locating significant Gatewaybuildings on either side of the entry and bycreating a new major public urban squareframed by a new Harbour Park and the streetwalls of the new Gateway buildings and thecrescent of Terminal Avenue.

Action Gateway to DowntownAction 1 Develop Design Guidelines, zoningand implementation strategies to encouragethe creation of a special Gateway experienceat this location.


5

Land Use and Form of Development 50

LAND USE AND FORM OF DEVELOPMENT

This section sets out the direction to be takenin developing the Zoning Bylaw amendmentsthat will regulate and guide development toimplement the objectives of the Plan. Theseregulations will be primarily concerned withpermitted land uses, densities and forms ofdevelopment.



5.1 Land Use

While the intention is to encourage a diversityof uses throughout Downtown, each of thetwelve distinct character areas will have adifferent land use emphasis than the others.Some will encourage a different predominantuse than others and some uses will not beappropriate in all areas. For example, whereresidential neighbourhoods are planned, anumber of Downtown uses, especially thosewhich could be incompatible with the desiredresidential environment, such as clubs andbars, would be incompatible and are notpermitted in those areas.

Uses fall into three categories; those which arepermitted “as-a-right”; those which may bepermitted provided they conform with stateddesign guidelines or other conditions,“conditional”; and those which are “notpermitted”.

The overall land uses proposed are shown onthe adjoining Proposed Land Use Plan.

Action New ZoningAction 1 Amend the Zoning Bylaw toaccurately prescribe permitted land uses toreflect the intentions of the Downtown Plan.



5.1 Land Use(2004-Dec-13)



5.2 Density and Form

The Downtown Concept Plan and the Policiesand Actions describe the intended densitiesand form of development for Downtown. Keyto the future shape of Downtown are the UrbanDesign Policies and the description of each ofthe twelve character areas.

The distinctiveness of the twelve characterareas will be derived from the regulations andguidelines which control the density and formof new developments. Some of thesedirections will be contained as mandatoryregulations in the Zoning Bylaw with whichnew developments must conform.

Design guidelines will also be prepared andmade available to guide new developments.These are not mandatory requirements butprovide numerous design suggestions forthose preparing or approving developmentsDowntown. The designer has to usejudgement in balancing the guidelines againstthe particular site conditions of the actual sitewhere development is proposed.

Action New ZoningAction 1 Amend the Zoning Bylaw toaccurately prescribe permitted densities andforms to reflect the intentions of the DowntownPlan.

Action 2 Adopt specific urban designguidelines to reflect the intentions of theDowntown Plan.

2004-Dec-13



5.2 Density and Form(2004-Dec-13)


6

Plan Implementation 55

PLAN IMPLEMENTATION

The success of the Downtown Plan will bemeasured by the degree to which the Planpolicies become a reality. The implementationprogram will achieve credibility if tangibleresults can be realized.

This chapter summarizes the implementationprogram, referred to as the Downtown ActionProgram and includes the approach tofinancing the five-year and beyond program.



6.1 Plan Budget and FinancingStrategy

As the implementation budget depends largelyon funding mechanisms, the budget must beflexible. Using the actions summarized inSection 6.3, an Implementation Report will beprepared for Council annually outlining: • the status of action items that were

underway in the previous budget year; and

• proposed actions for the current budgetyear.

The Downtown Plan financing strategy is that:1. the City of Nanaimo designate funds from

its Capital Budget Plan to implement themajor projects, studies and programsidentified in the Downtown Plan. Thesedesignated funds are currently available asan operating contribution to the DowntownNanaimo Partnership and capital fundsmanaged by Council for special projectsDowntown.

Additional budgets for specific actions inthe Plan where the City is the initiatorand/or takes the lead role, will be fundedfrom existing budgets where appropriateand appear in the Five-year Financial Planor come before Council as a higher servicelevel request.

2. smaller studies and regular operatingprograms be funded through the normaloperating budgets of City departments orthrough partnerships with private sectororganizations and businesses.

3. the City form partnerships with theprovincial and federal governments to fundcertain programs and projects identified inthe Downtown Plan. The partnershipscould either be in the form of new project-specific funding partnerships or as subagreements under an existing tri-levelgovernment agreement or the CanadaInfrastructure Works Program.

4. many of the actions in the Downtown Planare currently on the Downtown NanaimoPartnership’s work plan. Those actions tobe initiated by the Downtown NanaimoPartnership but not on a work plan, will bediscussed by the Partnership, prioritizedand an annual work plan developed to beapproved by the Partnership under itsexisting operating budget. Related to theoverall actions in the Downtown Plan,those actions not to be initiated by thePartnership may be discussed by thePartnership and a recommendationregarding implementation forwarded to theDowntown Centre Standing Committee forconsideration.



6.2 Incentive Package andOne-Stop Review Process

The following incentives have been put inplace to assist Downtown property owners anddevelopers in their efforts to revitalizeDowntown under the strategies of increasedresidential development, increased employeebased business and increased arts, cultureand entertainment presence in the Downtown.1. Development Cost Charges have been

removed for a limited period of time toencourage residential developmentDowntown. Information regarding theboundaries within which DevelopmentCost Charges no longer apply and the timeframe for the incentive are available at CityHall.

2. Parking requirements have been reducedconsiderably in portions of the Old Citybowl and Downtown area in an effort toencourage infill and upper-storeyresidential development.

3. Policies are in place for a tax exemptionfor residential conversion on selectedheritage buildings. The exemption isintended to assist property owners with thecost of seismic upgrading, sprinklersystems and façade improvementsrequired when converting upper storeys toresidential use.

4. Information is available from thePartnership summarizing findings from aResidential Market Analysis study andan inventory of available properties withdevelopment potential.

5. The City is prepared to deal withDowntown development applications on aone-stop review process basis. This isan effort to help move applications along inthe Downtown where projects tend to bemore difficult and therefore, take more timethan other areas of the city due to infill andtopographical issues.



6.3 Downtown Action Program

A logical implementation procedure is vital tothe success of the Downtown Plan. A carefullyplanned sequence of activities, concentratingefforts in the next three years, will best see theDowntown capture the energy and efforts ofthe City and the many organizations andindividuals presently involved in Downtownimprovements.

The 120 actions, which make up theDowntown Action Program are summarized inthe table on pages 59-68. Actions areorganized by subject category as set out inChapter 4 of the Plan. The actions includestudies, capital works programs, specialprograms, new processes and regulations.

The actions listed in the following table aredescribed in terms of their type, funding, timeframe and implementation responsibility.Using the table, the initiator reviews proposedactions and groups related actions into projectareas. The project areas will then beprioritized and priority actions included in aproposed work plan. Resource availabilitymust be confirmed before the work plan isfinalized.

Recommendations for the use of theDowntown capital project budget will go to theDowntown Centre Standing Committee andthen to Council for discussion and finaldecision. Actions that use existing budgets willrequire approval under existing organizationalstructures. New money requires a higherservice level request to Council as part ofannual budget deliberation.

Grant opportunities will be pursued by theinitiator prior to including the action on thework plan.

An annual report, indicating progress oncurrent actions and the rationale and budgetdetails for proposed actions to be undertakenin the following year, need to accompany theannual proposed work plan.

Key to Action Plan Chart:

DNP Downtown Nanaimo Partnership

DSD Development Services

Department

PRC Parks, Recreation & Culture

Department

Cult.Com. Cultural Committee

NCHC Nanaimo Community HeritageCommission

Eng. Engineering Division

SPAC Social Planning Advisory

Committee

Com.Pln Community Planning Division

RDN Regional District of Nanaimo

VIA VIA Rail

Dev. Development Community

Ec.Dev. Economic Development Division

PW Public Works Department

E Existing Budget

N New Money

Neigh.Assoc. Neighbourhood Association

Parking Com. Parking Committee

Port Auth. Port Authority

Min. of Transp. Ministry of Transportation



Action Plan ChartACTION Initiating Role Lead Role Existing

Budget/New Money

TimeFrame

Immed. Short Long On-going

Economic DevelopmentAn Economic Vision for DowntownPolicy 1 Action 1 Encourage investment and attract people, actively promote the Downtown. DNP DNP E

Action 2 Facilitate networking and strategic partnerships. DNP DNP E

Strong Downtown EconomyPolicy 2 Action 1 Clarify the roles of the key stakeholders. DNP DNP E

Action 2 Develop and implement a Downtown Business Plan. DNP DNP E

Action 3 Consider the creation of a Downtown Development Corporation. DNP DNP E

Action 4 Implement a program to recruit new businesses. DNP DNP E

Action 5 Identify policies and actions that will encourage existing businesses and communityservices to remain in the core area.

DNP DNP E

Action 6 Continue to explore opportunities for incentives. City City

Action 7 Develop a market identification that advertises the Downtown as the heart of thecommunity.

DNP DNP E

Action 8 Remove unintentional policy barriers that may discourage investment. City DSD E

Quality Development

Policy 3 Action 1 Adopt land use regulations, guidelines and administrative processes that support qualitydevelopment in the Downtown, encouraging flexibility and design innovation.

City DSD E

Concentration of Government OfficesPolicy 4 Action 1 Actively market Downtown to both levels of government. DNP DNP E

Centre of Academic ExcellencePolicy 5 Action 1 Encourage a university presence in the form of a campus and other facilities. DNP DNP E

Action 2 Work with Malaspina University College (MUC) to identify public/private partnerships DNP DNP E

Action 3 Encourage supportive services, programs and facilities for Downtown residents, staffand students.

DNP DNP/City E

Action 4 Coordinate with the convention centre and Downtown hotels, to promote regionallybased educational opportunities.

DNP DNP E

Tourism InfrastructurePolicy 6 Action 1 In conjunction with Tourism Nanaimo prepare and implement a Downtown Tourism

Plan.DNP/Tourism DNP/Tourism E



ACTION Initiating Role Lead Role ExistingBudget/New Money

TimeFrame


Arts, Culture and EntertainmentIntensify Downtown Arts and CulturePolicy 1 Action 1 Intensify the use of existing arts and cultural facilities, and encourage the development

of complementary activities. DNP/City/Community Groups

PRC/Cult.Com. E

Action 2 Explore opportunities to utilize existing heritage and other buildings for arts and culturefacilities while ensuring that the location of such facilities is appropriate to the nature of theproposed Downtown Character areas.

DNP/City/Community Groups

PRC/Cult.Com. E/N

Action 3 Develop programs to encourage artists, arts and cultural groups, and relatedprofessionals to find working and living space in the Downtown.

DNP/CommunityGroups

DNP E

Downtown Public ArtPolicy 2 Action 1 Work with the Cultural Committee to promote the “Art in Public Places Policy”. DNP/City PRC/Cult.Com. E

Action 2 Encourage private developers to incorporate public art into their projects. City DSD Cost of dev.

Marketing and Financial SupportPolicy 3 Action 1 Continue private/public sector partnerships to promote year round festivals, arts,

cultural and community events as part of the Downtown Nanaimo experience.CommunityGroups/DNP/Tourism/City

PRC/Cult.Com./DNP

E

Action 2 Continue to provide financial support through municipal grant assistance to establishedand emerging Downtown arts and cultural groups and programs.

City Applicant E - Grants inAid/PRC/Cult.Com./DT Fund

Action 3 Continue to facilitate financial support from other levels of government, foundations andprivate donors.

DNP/CommunityGroups/Tourism

DNP/CommunityGroups/Tourism

E

Action 4 Provide strong support in principle for Downtown (through letters of support) City City E




TimeFrame


Housing and Community DevelopmentDowntown Housing TargetsPolicy 1 Action 1 Stimulate Downtown housing development by expanding areas zoned for residential

development and encouraging high density and high-rise residential in specified areas.City DSD E

Action 2 Continue to encourage the conversion of Downtown heritage buildings to residentialuse.

City/DNP NCHC/DSD/DNP E

Action 3 Continue to examine ways to provide more flexibility in the application of Building Coderegulations.

City Building Div. E

Action 4 Implement a Downtown housing marketing program. DNP DNP E

Action 5 Maintain a listing of housing available in the Downtown. DNP Realtors E

Action 6 Explore options for funding and implementing improvements to the residentialenvironment through public improvements to streets, parks and open spaces.

DNP/City Eng. N (City) orE/grant (DNP)

Action 7 Discuss Local Area Improvement cost share formulas and methods for implementationwhere there is a Downtown community benefit and no adjacent property owners.

City Com.Pln./Finance E

Downtown ResidentsPolicy 2 Action 1 Encourage a wide range of housing choice. DNP/City City Policy E

Action 2 Develop an action plan to address the housing needs of low income and special needshouseholds in the Downtown.

City Com.Pln./SPAC E

Action 3 Consider the use of incentives to ensure opportunities for the development ofaffordable and special needs housing.

DNP DSD N

Community Development in the DowntownPolicy 3 Action 1 Establish a community development program in the Downtown. City Com.Pln./SPAC E

Action 2 Support Downtown residents in establishing a representative neighbourhoodassociation.

City Com.Pln./Neigh.Assoc.

E

Action 3 Determine, in consultation with Downtown stakeholders, the need for new communityamenity space.

CityCom.Pln./PRC/DNP

E

Policy 4 Action 1 Support the development of a crime prevention program. City/DNP City/DNP/RCMP E

Action 2 Maintain a Community Police Station in the Downtown and operate crime preventionprograms.

City/Neigh.Assoc. RCMP/Com.Pln./

Neigh. Assoc.

E

Action 3 Ensure that all designs for residential buildings are reviewed using CEPTED. City DSD E




TimeFrame


Transportation SystemsPolicy 1 Action 1 Develop a Downtown Transportation Plan. City Eng./Com.Pln. N

Pedestrian EmphasisA Quality Pedestrian EnvironmentPolicy 1 Action 1 Provide amenities for pedestrians throughout the Downtown, by implementing

streetscape plans and design guidelines. City DSD/DNP N

Action 2 Establish a policy and procedures whereby improvements to the pedestrianenvironment are incorporated as a significant component in funding and implementing roadwayimprovements in the Downtown.

City Com.Pln./DSD/Eng.

E

Action 3 Encourage continuous weather protection on main pedestrian routes, especially onshopping streets.

Dev. Dev. Cost of dev.

Action 4 Improve and expand the pedestrian circulation network to link important destinations. City/Dev. PRC Cost of dev./N

Action 5 Strengthen connections by identifying missing pedestrian linkages. City PRC E

Action 6 Establish a pedestrian signage/ mapping system. City Com.Pln./PRC E

Transportation Management MeasuresPolicy 2 Action 1 Review the operation of the transportation management system. City Eng./Com.Pln. E

Action 2 Consider the importance of pedestrian mobility in the Downtown. CityEng./ComPln./PRC

E

Safety, Maintenance and Accessibility Policy 3 Action 1 Explore options for improving intersection design and traffic calming and permittingmid-block crossings.

City Eng./Com.Pln. E

Bicycle RoutesA Bicycle Friendly DowntownPolicy 1 Action 1 Continue to develop integrated on-road and off-road cycle routes to and withinDowntown.

City PRC E/N

Action 2 Provide and encourage development of end-of-trip facilities. City/DNP PRC/Dev./DNP E/N

Public TransitTransit FirstPolicy 1 Action 1 Develop an easy-to-use Downtown transit route network that integrates with othertransportation modes.

DNP/RDN RDN E

Action 2 Improve bus stops with better shelters and route information displays. DNP/RDN RDN E/N

Action 3 Develop options for and implement a shuttle bus to connect high traffic destinations inthe Downtown.

DNP/RDN RDN E




TimeFrame


Road NetworkPolicy 1 Action 1 Review the hierarchy of roads to ensure that Downtown oriented traffic needs are met. City Eng.

Action 2 Provide a comprehensive signage system to clarify the road system and access to andwithin Downtown.

City Eng./Com.Pln. E

Action 3 Enhance the following major entry routes to Downtown: Fitzwilliam Street, Nicol Street,Terminal Avenue, Comox Road and Albert Street.

City Eng./Com.Pln. N




TimeFrame


ParkingDowntown ParkingPolicy 1 Action 1 Provide efficient and effective management of Downtown parking. City Clerk’s

Office/ParkingCom.

E

Action 2 Include parking signage in an overall signage study for Downtown. City Com.Pln. E

Diversified Proactive Approach to Short-Term ParkingPolicy 2 Action 1 Parking Committee to review parking policies for Downtown. City Clerk’s

Office/ParkingCom.

E

Employee ParkingPolicy 3 Action 1 Work towards ensuring adequate employee parking and access to alternative travel

modes.DNP/City Clerk’s

Office/ParkingCom.

Residential Parking RequirementsPolicy 4 Action 1 Maintain reduced parking requirements for residential development in the Downtown. City DSD E

Truck RoutesTruck Route NetworkPolicy 1 Action 1 Assess adequacy of the truck route network and its operations. City Eng. E

Action 2 Provide clear truck route information and signage. City Eng. E

Ferry, Air and Rail ServiceBy AirPolicy 1 Encourage continual growth of air services available on the Downtown waterfront. Port Auth./private Port Auth./private E/N

By WaterPolicy 2 Encourage the development of a passenger ferry connection to Downtown Vancouver. Port Auth./private Port Auth./private E/N

By RailPolicy 3 Encourage the improvement of rail service to provide commuter and tourism access to

Downtown.VIA/Min. ofTransp./TransportCanada

Municipalitiesalong rail corridor

N




TimeFrame


Parks, Open Space and RecreationProvision of Parks and Open Space

Policy 1 Action 1 Determine the open space needs for a new and growing population and a mechanismfor acquiring lands needed for parks and urban open spaces.

City PRC E

Action 2 Encourage the creation of interest and surprise throughout the Downtown usingavailable corners, alleys, rooftops and nooks for innovative open spaces.

City/DNP/Dev. City/DNP/Dev. E/N

Active Use of Open SpacesPolicy 2 Action 1 Develop existing and new public open space to accommodate uses such as open area

markets, street vendors, sidewalk cafes, artwork and exhibits.City Dev./DNP E/N

Park Safety

Policy 3 Action 1 Ensure plans for new parks and for the redevelopment of existing parks followingdesign guidelines for crime prevention.

City PRC E




TimeFrame


Historic PreservationEncourage PreservationPolicy 1 Action 1 Develop programs providing financial and administrative support to promote the

rehabilitation and re-use of historic resources.City NCHC/DSD E

Promote the Benefits of Historic PreservationPolicy 2 Action 1 Provide information and advice to owners, developers, interest groups, individuals and

the media to foster a sense of ownership and pride in Downtown buildings and history.City NCHC/DSD E

Action 2 Maintain a communication program to promote the benefits of historic preservation. City NCHC/DSD E

Heritage OrganizationsPolicy 3 Action 1 Involve the local community in historic preservation activities. City NCHC/DSD E

Action 2 Provide advice and assistance to undertake rehabilitation initiatives. City DSD E

Rehabilitation and Re-use of Historic PropertiesPolicy 4 Action 1 Promote the re-use of historic properties by providing advice, incentives, exemptions

and compensation to owners.City NCHC/DSD E

Action 2 Encourage civic departments, as well as governments and government-fundedagencies and socio-cultural groups to locate their offices and activities in heritage buildings.

City/DNP DNP/DSD/Ec.Dev E

The Architectural Integrity of BuildingsPolicy 5 Action 1 Provide design guidelines and flexible regulations appropriate to the historic character

of the buildings and the area.City DSD E

Action 2 Ensure that infill developments, renovations and additions to existing buildings respectthe historical nature of adjacent and/or neighbouring properties.

City/NCHC DSD E

Natural EnvironmentA Greener DowntownPolicy 1 Action 1 Maintain and expand the quality and quantity of natural vegetation and trees. City/Dev. PRC/Property

ownersE/N

Stormwater Management Policy 2 Action 1 Continue to employ best stormwater management practices. City Eng. E/N

Action 2 Initiate further study for additional approaches for dealing with stormwater. City Com.Pln. E/N




TimeFrame


Urban DesignAn Attractive and Livable Downtown Policy 1 Action 1 Prepare a specific urban design strategy for Downtown. City/DNP DSD E

Action 2 Adopt urban design guidelines. City DSD E

Action 3 Provide guidelines for the design and integration of new developments. City DSD E

Action 4 Ensure that new developments incorporate human scale design principles. City DSD E

Action 5 Ensure that where a building fronts onto the street, it is designed to minimize blankwalls.

City DSD E

Action 6 Ensure the design of a building complements its neighbouring structures to create acoordinated streetscape.

City DSD E

Action 7 Ensure that the design of any new development does not create adverse windconditions.

City DSD E

Action 8 Ensure that new developments allow sun penetration to streets and open spaces. City DSD E

Action 9 Encourage the provision of continuous weather protection. City DSD E

Action 10 Ensure that the siting of new developments maintains and enhances existing views,vistas and visual corridors, and where possible, creates new ones.

City DSD E

Action 11 Locate artwork in prominent public spaces and encourage the inclusion of artworksand/ or performing arts programs in public and private developments.

City/DNP PRC E

Action 12 Provide a system of distinctive, clear and well designed public signs in the Downtown. City/DNP Com.Pln/PW E

The Distinctive Areas of DowntownPolicy 2 Action 1 Prepare specific land use, density and form regulations and guidelines. City DSD E

Action 2 Identify and retain the special topographical features of Downtown Nanaimo. City DSD/Com.Pln. E

Action 3 Encourage the development of special buildings to distinguish the main entrances. City DSD N

Policy 3 Action 1 Develop a program of streetscape improvements for the main approach routes toDowntown.

City/DNP Com.Pln/Eng/DNP

E/N

Action 2 Strengthen the special identity of each Downtown character area. City DSD E

Action 3 Develop streetscape and urban design concepts and implementation strategies forspecial streets.

City/DNP costshare

Com.Pln./DNP N/E

Action 4 Provide for high quality amenities and the visual interest of the pedestrian. City/DNP DSD/Eng. N

Action 5 Prepare a Downtown Lighting Program. City/DNP City N

Action 6 Encourage activities like sidewalk cafes, open air markets, street vendors and yearround programmed events on sidewalks and open spaces in commercial areas.

City/DNP DSD/Eng/DNP E/N




TimeFrame


Character AreasFuture Study Area 1Planning Study

Action 1 Undertake a study of the area to determine planning guidelines for its futuredevelopment.

City Com.Pln. N

WaterfrontWaterfront Walkway

Action 1 Protect and enhance the waterfront walkway. City/Port Auth. CIty/Port Auth.

Waterfront/ Downtown Relationship Action 2 Develop design guidelines. City/Port Auth. City/Port Auth.

Linkages to DowntownAction 3 Develop a strategy to create stronger more attractive and convenient pedestrianlinkages.

City/Port Auth. Com.Pln./PRC PedestrianMaster Plan

North GateGateway to Downtown

Action 1 Permit higher densities on these sites on condition that the buildings express theGateway theme.

City DSD E

Chapel FrontA New High Density Residential Area

Action 1 Prepare new zoning and design guidelines. City DSD E

WallaceDevelop and Integrate with Terminal Avenue Developments

Action 1 Prepare new zoning and design guidelines. City DSD E

Terminal ParkwayTerminal as Greenway

Action 1 Prepare a design plan and implementation strategy. City Com.Pln. N

CoreEncourage Intensification while Retaining Scale and Character

Action 1 Prepare zoning and design guidelines to permit conversion and infill. City DSD E




TimeFrame


FitzwilliamReinforce the Fitzwilliam Character

Action 1 Prepare design guidelines to reinforce the emerging character of Fitzwilliam as an oldstyle shopping street flanked by mixed, but mainly residential medium rise street oriented uses,and serving as a major entry way to Downtown.

City DSD E

A Streetscape PlanAction 2 Prepare and implement a streetscape plan for Fitzwilliam Street as a primary characterarea and entry way to Downtown.

City PW E

Quennell SquareA New Mixed Use Neighbourhood

Action 1 Prepare a comprehensive phased plan for the development. City DSD N

Harbour Park Comprehensive Vision for a New Community

Action 1 Encourage the owners of the Harbour Park mall centre to develop their lands for a majorretail centre with an integrated high density residential community.

City/Propertyowner

Property owner

Study Area 2 Southern WaterfrontPlanning Study

Action 1 Prepare a concept plan and implementation strategy for this area. City Com.Pln. N

South GateGateway to Downtown

Action 1 Develop Design Guidelines, zoning and implementation strategies to encourage thecreation of a special Gateway experience at this location.

City DSD E

Land UseNew Zoning

Action 1 Amend the Zoning Bylaw to accurately prescribe permitted land uses to reflect theintentions of the Downtown Plan.

City DSD E




TimeFrame


Density and FormNew Zoning

Action 1 Amend the Zoning Bylaw to accurately prescribe permitted densities and forms to reflectthe intentions of the Downtown Plan.

City DSD E

Action 2 Adopt specific urban design guidelines to reflect the intentions of the Downtown Plan. City DSD E



6.4 Plan Operation

The implementation of the Downtown Plan willbe a cooperative effort involving both publicand private sector Downtown stakeholders.The Downtown Action Program indicates astrong role for the Downtown NanaimoPartnership as well as the City. The existenceof the Downtown Nanaimo Partnership opensmany opportunities for actions that are beyondcurrent municipal resources or outside thepowers of the municipality under the LocalGovernment Act.

The Downtown Action Program will provide thedirection for implementation. The existingDowntown Nanaimo Partnership and City Hallprocesses will be the organizational structurefor initiating those actions within their controland/or influence. The Partnership, through thereporting structure, will providerecommendations on priority actions to assistCouncil in determining the best use of theDowntown capital budget.

If restructuring of the Downtown NanaimoPartnership occurs in the future where itscurrent status as a committee of Councilchanges and the Partnership becomes anindependent Downtown organization, initiatingand lead roles may remain as outlined in theDowntown Action Program, providedmandates and resources remain substantiallyunchanged.

If the Partnership is dissolved, those actionswithin the control and/or influence of thePartnership cannot be undertaken under anyexisting City organizational structures. Those

actions identified as City initiatives willcontinue to be considered during annual workplan preparation.


APPENDIX A - DowntownDemographics

APPENDIX B - ResidentialMarket Analysis

APPENDIX C - Indicators ofProgress

NANAIMO DOWNTOWN PLAN

Documents