Public Report
To:
Development Services Committee
From:
Paul D. Ralph, BES, RPP, MCIP, Commissioner,
Development Services
Report Number:
DS-15-87
Date of Report:
April 8, 2015
Date of Meeting:
April 13, 2015
Subject:
Downtown Comparative Study and Gap Analysis
File:
B-1210
1.0
Purpose
The purpose of this report is to overview the findings of the Downtown Comparative Study
and Gap Analysis (the “Study”) that was conducted by staff in July/August, 2014.
Members of Council have been provided with a copy of the Study.
A copy of the Study is available for review by contacting David Tuley, Downtown
Development Officer, Economic Development Services.
2.0
Recommendation
That the Development Services Committee recommend to City Council that Report DS-1587 dated April 8, 2015 concerning the Downtown Comparative Study and Gap Analysis be
received for information.
3.0
Executive Summary
Downtown Oshawa looks very different today than it did just 10 years ago. Major
brownfield sites have become home to new facilities including the General Motors Centre
and the Durham Consolidated Courthouse. New residential development is occurring and
hotels have been added to the mix.
Over 2,500 university students are now downtown full-time for classes. Cuisine-oriented
businesses have stepped to the forefront and arts, culture and entrepreneurship are more
mainstream.
In September 2014, Council approved Plan 20Twenty, a comprehensive action plan
intended to improve Downtown Oshawa by creating a more lively and vibrant downtown.
As part of the plan, a retail and culinary gap analysis was identified for staff to undertake.
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Report to Development Services Committee
Meeting Date: April 13, 2015
Item: DS-15-87
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In July/August 2014, staff from Economic Development Services and Planning Services
conducted research in six Ontario municipalities to determine what Downtown Oshawa
was lacking and what kinds of businesses could be attracted to the downtown.
In addition to the retail and culinary business research, staff also studied the necessary
elements needed to foster a vibrant and successful downtown.
A “Go-Forward Strategy” is being implemented to market Downtown Oshawa to specific
businesses found in the other municipalities.
4.0
Input From Other Sources
Information from Kitchener, Guelph, Hamilton, Barrie, Peterborough and St. Catharines
was reviewed.
5.0
Analysis
5.1
Background
In September 2014, Council approved Plan 20Twenty, a new comprehensive community
led action plan intended to create a vibrant, attractive and animated downtown where
people come together to live, work, shop, meet and engage.
In the Business Growth section of Plan20Twenty, it was recommended that a retail and
culinary gap analysis be conducted in order to research business activities that exist in
other downtowns and determine the gaps in Downtown Oshawa.
Staff identified six municipalities to study based on size, location, industrial roots and the
presence of post-secondary education.
In late July/early August 2014 staff from Economic Development Services and Planning
Services visited Kitchener, Guelph, Hamilton, Barrie, Peterborough and St. Catharines.
In these municipalities staff conducted interviews with business owners, municipal staff
and members of the Business Improvement Areas (BIA). Staff also identified and
photographed interesting urban elements including wayfinding features, facades, public
art, traffic calming elements and unique residential and commercial developments.
The Study was briefly overviewed with the community steering/stakeholder “Group
20Twenty” in February 2015.
5.2
Literature Review of Downtowns
Staff also conducted a literature review to examine what make downtowns “great places”.
According to the literature review, the following attributes contribute to a great downtown:

The downtown should be easily defined through gateways, decorative crosswalks, pole
banners and other identifiers creating a sense of arrival;
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Report to Development Services Committee
Meeting Date: April 13, 2015
Item: DS-15-87
Page 3

Wayfinding should educate visitors on what a downtown has to offer and where it’s
located;

The area should be branded and given a name to make it a destination as opposed to
a place;

Focus improvements on a concentrated area (e.g. one or two blocks) in order to make
a big impact;

Develop policies that allow private encroachments like canopies, blade signs, sandwich
boards and other displays over public right-of-ways;

Narrow streets and widen sidewalks in order to create an intimate surrounding that
attracts people. Allow sidewalk cafes and install good night lighting, furniture and street
trees;

Have open air markets 2-3 times per week with art vendors, musicians, food and
regular events;

Encourage residential development including upper-story apartments, condos and
hotels;

Turn parks and empty lots into plazas and include open air markets, public art, stages
and water features;

Attract property owners who support promising tenants and will invest in curb appeal;

Share the presence of stable, adjacent residential neighbourhoods within walking
distance – adjacent neighbourhoods often provide a key base of patrons for the
downtown;

Either contain an educational campus or have one nearby;

Have mixed uses;

Encourage retail but recognize that it is in a state of flux and higher paying food and
beverage businesses tend to replace traditional retail;

Support growth in entertainment, performing art centres, theatres and sport venues;

Great downtowns are loved by their citizens and leaders; and

In the span of three blocks, great downtowns have at least:
10 places that sell food;
10 upper-tier retailers;
10 places open after 6 pm;
17 private or public major traffic generators within walking distance of one another;
and
- 1-2 anchor tenants that attract shoppers from an hour away.
-
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Report to Development Services Committee
Meeting Date: April 13, 2015
Item: DS-15-87
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The literature review helped staff to better understand which of these attributes were
present in the municipalities being studied.
5.3
Key Findings of the Study
After completing a field analysis and retail/restaurant inventory of several downtowns, it
was evident to staff that this Study had become something much more than simply a retail
and culinary gap analysis. Staff were able to observe, experience and learn first-hand the
necessary elements needed to foster a vibrant and successful downtown, which in turn
play a vital role in ensuring retail and culinary gaps are not just filled, but remain
successful.
The following are the key findings of the Study.
1. Staff examined the business base in each of the downtowns and identified a number of
opportunities in both franchise and independent operations for Downtown Oshawa.
2. If you build it they will come (i.e. streets designed to accommodate cafés, will attract
cafés).
3. Concentrated revitalization efforts will be more successful and make a bigger impact.
4. Independent businesses are prevalent in downtowns and help to make a downtown
unique.
5. Private/public partnerships are vital in producing meaningful changes in a downtown.
6. A vibrant downtown is pedestrian-friendly, accessible and transit-oriented – not car
dominated.
7. Gateway features, street signage and branding help to define a downtown.
5.4
Go-Forward Strategy to Fill the Gaps
The following “Go-Forward Strategy” is being implemented to address the retail and
culinary gaps in Downtown Oshawa:
1. City staff and the BIA Economic Development Committee are developing, a recruitment
strategy to identify specific franchises and independent operators that would enhance
Downtown Oshawa. The goal is to fill vacant spaces with complimentary retail
establishments and restaurants.
2. City staff will market the Downtown as a destination for family owned businesses.
3. City staff and the BIA will work closely with property owners to market their vacancies
effectively. This will involve, in part, City staff connecting with property owners with
vacant commercial space in the Downtown and developing and maintaining a regular
inventory and map of vacant commercial spaces. Sites will be marketed to site
selectors/real estate professionals.
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Report to Development Services Committee
Meeting Date: April 13, 2015
Item: DS-15-87
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4. City staff will proactively market the revitalization/reuse of the Genosha Hotel as a key
initiative in Downtown.
5. City staff will attend appropriate franchise shows.
6. Continue to monitor other municipalities to identify future retail and culinary
opportunities.
7. City staff will be reviewing the Downtown Community Improvement Plan to identify
potential financial incentives that will assist in filling vacant space with quality uses.
6.0
Financial Implications
There are no financial implications associated with the recommendation this report.
7.0
Relationship to the Oshawa Strategic Plan
The Downtown Comparative Study and Gap Analysis advances the Economic Prosperity,
Cultural Vitality and Social Equity goals of the Oshawa Strategic Plan.
Cindy L. Symons-Milroy, Ec.D., CEcD, Director,
Economic Development Services
Paul D. Ralph, BES, RPP, MCIP, Commissioner,
Development Services
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