Embed Size (px)
Citation preview
F2-!
Report Committee of Council Committee of the Council ofRAMPTONBmvHfl f-i f The Corporation of the City of Brampton
bramptoiua rlOWGr UtV AReport from the Office of the CAP and * Executive Leadership Team
Date: November 21,2013 COMMITTEE OF COUNCIL
File: M25 - BDDC Review pATE: flPMgjrW 2H f2ofo
Subject: Brampton Downtown Development Corporation (BDDC) Strategic Review: Findings and Forward Plan
Contact: John Corbett, CAO (Tel: 905-874-2625)
OVERVIEW
• At the March 20, 2013 meeting, Committee of Council endorsed the creation of the Office of the Central Area. At this meeting, Council also approved a staff recommendation to undertake a mandated review of the Brampton Downtown Development Corporation (BDDC).
• The purpose of this report is to present the findings and recommendations associated with this mandated Strategic Review of the BDDC.
• The firm of Malone Given Parsons (MGP) was retained to undertake this review. An executive summary of their study findings is attached.
• The BDDC has successfully fulfilled its marketing, promotion, communication, governance and administrative mandate. Since its inception, however, the development component of the BDDC mandate has not been achieved.
• MGP evaluated four options related to the BDDC and identified a preferred option, being Option #4. This option has two goals: first, separate the business improvement area (BIA) function from the current BDDC by restarting the Brampton Downtown Business Association with the legislated mandate and responsibility of managing the business improvement area (BIA) in the historic downtown governed by a management board, funding from the property tax levy and a municipal grant. Second, the BDDC mandate is solely focused on the development of property within an expanded geography encompassing the Central Area (Secondary Plan Area #7 and #36).
• Staff recommends that Option #4 be approved, and that an ad-hoc Transition Committee be formed to prepare an implementation and transition plan.
• Should Council adopt this recommendation, in order to provide BDDC members, BDDC Board of Directors and BDDC staff with stability and continuity during a transition period, staff recommends that the existing BDDC letters patent; the existing memorandum of understanding between the City of Brampton and the BDDC; the existing letter of understanding between the City of Brampton and the Brampton Downtown Business Association (BDBA); and the existing budget approval process remain in full-effect until Council considers and approves the Transition and Implementation Plan described in these staff recommendations.
Fl-1
RECOMMENDATIONS
1. That, the report from John Corbett, Chief Administrative Officer, dated November 21, 2013, to the Committee of Council meeting of November 27, 2013, re: Brampton Downtown Development Corporation (BDDC) Strategic Review - Findings and Forward Plan, be received; and
2. That, Committee of Council endorse Option #4 as recommended by the firm of Malone Given Parsons (MGP) which states: Separate the BIA function for downtown; close coordination with Central Area Office; BDDC becomes a development corporation for the Central Area, and their mandated geography is expanded to encompass the Central Area; and
3. That, the CAO be authorised to form an Ad-Hoc Transition Committee comprised of the President and representatives of the BDDC Board of Directors, the three Council representatives on the BDDC Board of Directors, two Councillors representing the Central Area, the CAO and senior City staff; and
4. That, the mandate of the Ad-Hoc Transition Committee shall be to prepare a Transition and Implementation Plan, incorporating a community and BDDC members consultation phase, focused on how to achieve the goals outlined in Option #4, as stated in Recommendation #2; and
5. That, the CAO prepare a terms of reference guiding the mandate, roles, responsibilities and deliverables of the Ad-Hoc Transition Committee; and
6. That, staff be authorised to retain the services of Malone Given Parsons, pursuant to the City of Brampton Purchasing Bylaw, to serve as an advisor/consultant to the Ad-Hoc Transition Committee in relation to the firm's Strategic Review; and
7. That, recommendations from the Ad-Hoc Transition Committee on the proposed Transition and Implementation Plan shall be submitted to Council for their consideration and approval prior to implementation; and
8. That, in order to provide the BDDC membership, Board of Directors and staff with a level of stability and continuity during the proposed period of change, staff recommends that the existing BDDC letters patent; the existing memorandum of understanding between the City of Brampton and the BDDC; the existing memorandum of understanding between the City of Brampton and the Brampton Downtown Business Association (BDBA); the existing Corporate Bylaw and budget approval process remain in full effect until Council approves the Transition and Implementation Plan described in these staff recommendations; and
9. That, staff communicate the policy direction (option #4) and transition process to the BDDC Board of Directors, and further communicate with the BDDC membership at their next annual general meeting.
C2-2
BACKGROUND
Origin of Report
The following staff recommendation was adopted by Committee of Council on March 20, 2013 and subsequently approved by Council.
The following Council Resolution (CW076-2013) represents the origin of this report.
1. That, the report prepared by John Corbett, CAO, dated February 18, 2013, to the Committee of Council meeting of March 20, 2013, re: Forward Plan Office of the Central Area (File: M25), be received; and
2. That, Council approve the creation of the Office of the Central Area as proposed in the report titled: Forward Plan -Office of the Central Area, herein; and
3. That, the CAO be authorized to undertake the Implementation Plan contained in this report in conjunction with the Corporate Realignment project, and to report any budget implications during the 2014 Committee of Council Budget meetings; and
4. That, to avoid duplication of services, and as required by Paragraph 2.4 of the Memorandum of Understanding between the City of Brampton and the Brampton Downtown Development Corporation (BDDC), the CAO and Senior Management Team be authorized to initiate a review and evaluation of the mandate and services of the BDDC, the provision of grants and assistance to the BDDC, and the role of the Brampton Downtown Business Association (BIA-Business Improvement Area); further, the findings of the review and evaluation shall be reported to Council when completed.
The memorandum of understanding agreement between the City of Brampton and the BDDC requires that a review and evaluation of the BDDC is completed by the City of Brampton within ten years of inception.
Project Timetable (General Milestones)
March 20, 2013 Committee Resolution: Committee of Council authorised 10-year mandated review of the BDDC (See Resolution above).
March 27, 2013 Council Resolution (CW076-2013): The report from J. Corbett, Chief Administrative Officer, and Senior Management Team, dated February 18, 2013, to the Committee of Council Meeting of March 20, 2013, re: Forward Plan - Office of the Central Area (RML #2012066) (File M25) was approved.
F2-4
June 18,2013
July 19, 2013
August-September 2013
October 23, 2013
November 19, 2013
November 27, 2013
December 11, 2013
CURRENT SITUATION
Study Objectives
BDDC Board Meeting: CAO and COO met with the BDDC Board of Directors and provided the terms of reference, project time-table and project governance related to the Strategic Review, and sought feedback.
External Consultant Retained: Malone Given Parsons was
commissioned to undertake the mandated review as
approved in the March 20, 2013 resolution.
Interview Consultation Phase: MGP conducted one-on
one interviews with stakeholders from the BDDC and its
members, members of Council and staff.
Project Steering Committee Meeting: Findings of the Strategic Review, including the four policy options, was presented to the ad-hoc Steering Committee comprised of the President of the BDDC, Chair of the BDDC Board, three Councillors on the BDDC Board of Directors, Councillors representing the Downtown and senior staff. Option #4 was identified as the preferred option by MGP.
BDDC Board Meeting: MGP presented the findings of the Strategic Review to the Board of Directors of the BDDC. Option #4 was identified as the preferred option. Staff outlined the next two-steps in the Council approval process.
Committee of Council Meeting: Presentation and Staff Recommendations. MGP presents its report of findings. A staff report is presented with recommendations.
Council Meeting: Proposed date for final Council decision, including minutes of the November 27, 2013 Committee of Council meeting.
The study mandate was to undertake a strategic reviewof the BDDC from its incorporation, and to evaluate the relationship between the City and the BDDC.
The study objectives were threefold:
1. Governance & Mandate Review
2. Program Review 3. Prepare Strategic Recommendations for the Consideration of the City
P2-S"
It was not the intention of this phase of the study to conduct a comprehensive administrative/operations review of the BDDC organization.
An executive summary of the BDDC Strategic Review, prepared by MGP, can be found in Appendix 1.
Policy Options Considered
MGP analysed and presented four options to the ad-hoc Steering Committee in October 2013:
1. Maintain existing mandate & structure of the BDDC - with strengthened delivery
2. Revert to BDBA & deactivate BDDC
3. (a) Split the organization - BIA & BDDC
3. (b) City does BIAfunction, BDDC focuses on development
4. Separate BIA function for downtown, BDDC geography expanded to encompass Central Area
Recommended Option
MGP recommended Option 4 - Separate BIA function for downtown, close coordination with Central Area Office, BDDC becomes a development corporation for an expanded geography encompassing the Central Area. In this option, responsibilities would be shared among the three organizations in the tollowing way:
BDBA City Ec Dev/Central Area Development Corporation Office
• Priority setting • Marketing with • Project identification • Planning BDBA • Project planning & • Advocacy • Business attraction feasibility • Community with BDBA • Joint ventures
Improvement Plan • Maintenance • Advocacy • Financial support • Operations • Coordinate
• Marketing with City • Parking approvals • Business attraction • Revitalization • Project management
with City • Beautification • Leasing • Events • Downtown planning • Marketing • Beautification • Finance
P2-<o
Scope of Powers and Governance
A development corporation focused on the Central Area would be guided by the following powers and governance structure.
Scope of Powers
• Economic development of the Central Area including the downtown.
• Lever municipal real estate assets and infrastructure.
• Plan projects. • Acquire land and buildings. • Detailed planning. • Enter into joint ventures. • Arrange finance. • Design, feasibility. • Project management. • Sale, lease, or otherwise disposal of
land or property. • Collect revenues. • Manage strategic investment as
directed by Council.
CORPORATE IMPLICATIONS
Implementation and Transition Plan
Governance
• Wholly owned by the Municipality. • Reports to Council. • Professional directors
encompassing skills in real estate development, planning, engineering, marketing, customer service, leasing, finance.
• Chair and directors nominated by a Committee of Council.
• City Treasurer is CFO initially. • New articles, management powers
and procedures, and decision rights.
• Transition MOU.
An implementation and transition plan is required to address municipal services, functions, legal, financial, legislated, governance, resourcing and timing matters associated with Option #4.
This plan is proposed to be developed by staff in association with an outside firm, and oversight of this implementation plan would be governed by an ad-hoc steering committee comprised of the Chair of the BDDC Board of Directors, President of the BDDC, the three Councillor representatives on the BDDC Board of Directors, two Councillors representing the Central Area, the CAO and senior City staff.
Staff is recommending that the ad-hoc Transition Committee include representation from the BDDC, and that the committee's mandate include community and member consultation on how to achieve Option #4.
tt-n
2014 Budget Impact
The BDDC is presenting its 2014 budget to the City of Brampton Budget Committee on December 6, 2013. The City of Brampton currently provides a core funding grant of $264,000 from the non-departmental budget and an additional marketing/business development grant of $30,000 from the Economic Development Office budget. In addition, Council approves on an annual basis the BIA levy. Staff recommends that the existing budget approval process for the BDDC remains the same for the 2014 fiscal year (see below).
Status of Current BDDC in the Interim
In order to provide the BDDC membership, Board of Directors and staff with a level of stability and continuity during the proposed period of change, staff recommends that the existing BDDC letters patent; the existing memorandum of understanding between the City of Brampton and the BDDC; the existing memorandum of understanding between the City of Brampton and the Brampton Downtown Business Association (BDBA); and the existing budget approval process remain in full effect until Council approves the Transition and Implementation Plan described in this staff recommendation.
Timing and Transition
An Implementation and Transition Plan related to Option #4 is proposed to occur during the new term of Council commencing in 2014. A timetable shall be prepared as part of the ad-hoc Transition Committee's work plan.
Communications
Staff shall communicate Council's decision to BDDC staff and members of the Board of Directors. It is also recommended that the preferred option and transition process be communicated by staff to BDDC members at their next annual general meeting; and that they be involved in the Implementation and Transition Plan phase.
CONCLUSION
This report provides Committee of Council with information related to the mandated 10year Strategic Review of the BDDC and a forward plan related to the implementation of a realigned municipal service delivery model for Downtown Brampton and the Central Area.
^ John Corbett, CAO
Appendix 1: Executive Summary of the BDDC Strategic Review, Prepared by Malone Given Parsons (MGP), November 2013
F2-?
APPENDIX 1
Bra
mp
ton
Do
wn
tow
n D
evel
op
men
t C
orp
ora
tio
n
Str
ate
gic
Revie
w 2
01
3
Exe
cuti
ve S
um
ma
ry R
epo
rt
BM
AL
ON
E G
IVE
N
PA
RS
ON
S L
TD,
Ass
ign
men
tOb
ject
ives
To
un
der
tak
e a
stra
teg
ic r
evie
w o
f th
e B
DD
C f
rom
its
inco
rpo
rati
on
, an
d t
o e
val
uat
e th
e r
elat
ion
ship
bet
wee
n
the C
ity a
nd
th
e B
DD
C.
3 P
hases:
• G
ov
ern
an
ce &
M
an
date
Rev
iew
• P
rog
ram
Rev
iew
h
• S
trat
egic
Rec
om
men
dat
ion
s
11
.21
.20
13
Do
wn
tow
n B
ram
pto
n -
Wh
at'
s R
equ
ired
BIA
Fu
ncti
on
•
Th
e B
IA f
un
ctio
n i
s n
eces
sary
fo
r th
e D
ow
nto
wn
: m
ark
etin
g;
rev
ital
izat
ion
;
bea
uti
fica
tio
n;
even
ts;
recr
uit
men
t; a
nd
ad
vo
cacy
. •
Asp
ects
of
the f
un
ctio
n c
urr
entl
y b
ein
g p
rov
ided
by
the C
ity a
nd
BD
DC
.
Issu
es:
Cla
rity
of
role
s; i
mp
rov
ed e
ffic
ienc
ies;
ad
vo
cacy
; in
form
atio
n s
har
ing
; m
emb
ersh
ip
inte
ract
ion
an
d b
uy-i
n.
TI
Develo
pm
en
t F
un
ctio
n
!
•
Th
e d
evel
op
men
t fu
nct
ion
is
an a
dv
anta
ge
that
sho
uld
be
util
ized
. •
T
he
BD
DC
po
sses
th
e p
ow
ers
to e
ng
age
in d
evel
op
men
t b
ut
to d
ate
has
no
t m
ade
sign
ific
ant
ach
iev
emen
ts a
s a
Dev
elo
pm
ent
Co
rpo
rati
on
.
Issu
es:
Sta
ffin
g an
d r
eso
urc
es;
wil
ling
ness
an
d s
up
po
rt f
rom
Cou
ncil
an
d C
ity;
go
ver
nan
ce;
a st
rate
gic
do
wn
tow
n p
lan;
a s
trat
egic
org
aniz
atio
nal
pla
n.
11
.21
.20
13
--
--
Pro
gram
Rev
iew
-B
ud
get
Ove
rvie
w
Bu
dg
et O
ver
vie
w
20
08
2
00
9
20
10
2
01
1
20
12
20
131
1 E
xp
end
itu
res
Sala
ries &
Ben
efi
ts
S 2
88
,27
1
S 3
01
.31
3
S 2
89
,41
5
$ 2
95
,78
9
$ 3
24
,55
9
S 3
30
,45
0
Op
erat
ion
s S
43
,90
0
$ 4
9,8
00
S
50
,00
0
$ 5
7,0
00
$
85
,90
0
$ 8
4.5
00
Mar
ket
ing
&C
om
mu
nic
ati
on
s s
31
5,0
00
S
30
5,5
00
s
24
9,0
00
S
29
4,2
00
$
32
2,9
50
$
32
2,9
50
Sp
ecia
l In
itia
tive
s &
Part
ners
hip
s s
50
,15
0
s 4
4,0
00
s
12
0,0
00
s
11
8,0
00
-
-
Cap
ital
Ex
pen
dit
ure
s s
92
,00
0
s 7
7,0
00
s
77
,00
0
s 2
0,0
00
$
22
,78
5
5 6
3,7
85
Oth
er E
xp
end
itu
res
$ 1
0,0
00
s
20
,00
0
s 1
5,0
00
5
15
.00
0
$ 1
5,0
00
S
15
.00
0
N
Dev
elo
pm
en
t/C
on
sult
an
ts
S 2
21
.00
0
s 1
76
.00
0
To
tal
Exp
end
itu
re
$ 7
99
,32
1
s 7
97
,61
3
s 8
00
,41
5
$ 7
99
,98
9
s 9
92
,19
4
s 9
92
,68
5
Rev
en
ues
Bu
sin
ess
Tax
Lev
y
$ 3
50
.82
1
s 3
62
,61
3
$ 3
67
,41
5
$ 3
71
,98
9
$ 3
77
,56
9
$ 3
77
.68
5
Cit
yC
ore
Fu
nd
ing
Gra
nt
s 2
00
,00
0
s 2
00
,00
0
s 2
00
,00
0
s 2
00
,00
0
$ 2
64
,00
0
s 2
64
,00
0
City
ED
O M
ark
etin
g G
ran
t s
30
,00
0
s 3
0,0
00
$
30
,00
0
s 3
0,0
00
$
30
,00
0
s 3
0,0
00
Co
ntr
ibu
tio
n f
rom
Reserv
e F
un
d
s 1
15
,00
0
s 1
05
.00
0
s 1
05
,00
0
$ 1
00
,00
0
$ 2
32
,62
5
s 2
33
,00
0
Oth
er
Rev
en
ue
s 9
7,5
00
s
95
,00
0
s 9
6,0
00
$
96
,00
0
$ 9
6,0
00
s
96
,00
0
Inte
rest
s 6
,00
0
s 5
,00
0
s 2
,00
0
s 2
.00
0
$ 2
,00
0
s 2
,00
0
To
tal
Reven
ue
s 7
99
,32
1
$ 7
97
,61
3
$ 8
00
,41
5
s 7
99
,98
9
$ 1
,00
2,1
94
$
1,0
02
,68
5
Sou
rce:
BD
DC
Bud
gets
11
.21
.20
13
BD
DC
-C
ha
llen
ges
of a
Hyb
rid
Org
an
iza
tio
n
r.m
• F
ocus
on
sup
po
rtin
g d
ow
nto
wn
th
rou
gh
mar
keti
ng,
even
ts,
beau
tifi
cati
on,
advo
cacy
f^f]
etc.
Sta
ff &
•
Req
uir
es f
ocu
s on
mar
ket
ing
, ad
vo
cacy
,
Ma
na
gem
en
t fa
mil
iari
ty w
ith
sm
all
bu
sin
ess
issu
es,
resp
on
din
g to
nee
ds
of
pro
per
ty o
wn
ers
and
com
mer
cial
bu
sin
ess
op
era
tors
.
• S
taff
sh
ou
ld b
e f
am
ilia
r w
ith
sm
all
bu
sin
ess
issu
es,
area
mar
ket
ing
, ev
ent
pla
nn
ing
an
d
man
agem
ent,
bu
sin
ess
rete
nti
on
an
d
recru
itm
en
t.
1 •
Link
edto
tax
reve
nues
-ge
nera
llym
odes
t an
d c
on
tin
uo
us.
Po
wers
• B
IAp
ow
ers
pre
scri
bed
in
the M
unic
ipal
Act
.
• R
esp
on
sib
le t
o th
e C
ounc
il a
nd
its
mem
ber
s.
Go
vern
an
ce
• A
bo
ard
rep
rese
nti
ng
its
mem
ber
s an
d
Co
un
cil
.
Dev
elo
pm
ent
Co
rpo
rati
on
• F
ocu
sed
on
in
ves
tmen
ts,
des
ign
, co
nst
ruct
ion
,
app
rov
als,
lea
sing
, an
d o
per
atio
ns.
• R
equ
ires
ex
per
ien
ce &
cre
dib
ilit
y i
n
succ
essf
ull
y t
akin
g p
roje
cts
fro
m i
dea
sta
ge
to
com
ple
tio
n.
• S
taff
sho
uld
be f
amil
iar
wit
h le
asin
g, d
esig
n,
pro
ject
man
agem
ent
and
op
erat
ion
s.
HP
•
Req
uir
es p
roje
ct f
inan
ce -
wo
uld
req
uir
e
rela
tive
ly l
arge
am
ou
nts
, so
urc
e co
uld
be t
hird
par
ty f
inan
cial
in
stit
uti
on
s, p
riv
ate
sect
or,
th
e
mun
icip
alit
y (o
r al
l of
th
e ab
ove)
.
• D
ev.
Cor
p. o
wn
ed b
y th
e M
unic
ipal
ity
nee
ds
to o
per
ate
at a
rms-
len
gth
fro
m C
ounc
il.
• B
est
serv
ed b
y pr
ofes
sion
al d
irec
tors
wh
o
rep
rese
nt
Co
un
cil/
shar
eho
lder
.
11
.21
.20
13
Ben
chm
ark
ing
Th
e B
DD
C h
as a
un
iqu
e hy
brid
org
aniz
atio
nal
arr
ang
emen
t; m
and
ated
to
do
bo
th B
IA
and
dev
elo
pm
ent
corp
ora
tio
n a
ctiv
itie
s.
Th
e st
ruct
ure
of
the B
DD
C i
s n
ot
a co
mm
on
ap
pro
ach
; in
fac
t M
GP
's r
esea
rch
has
no
t
iden
tifi
ed a
no
ther
org
aniz
atio
n t
hat
is s
imil
arly
str
uctu
red
.
Man
y e
xam
ple
s ex
ist
of
succ
essf
ul
BIA
's an
d s
ucc
essf
ul
dev
elo
pm
ent
corp
ora
tio
ns;
bu
t
MG
P is
no
t aw
are
of
any
th
at
are
hybr
id o
rgan
izat
ion
s.
On
the B
IA s
ide
of
the B
DD
C's
wo
rk,
the B
DD
C i
s p
erfo
rmin
g w
ell
rela
tiv
e to
its
co
un
terp
art
s.
4^
In t
erm
s o
f d
evel
op
men
t ac
tivi
ty,
the B
DD
C h
as n
ot
ach
iev
ed t
ang
ible
res
ult
s, w
hic
h
has
bee
n d
ue t
o a
nu
mb
er o
f fa
cto
rs i
nclu
ding
: a
stru
ctu
re t
hat
is n
ot
con
du
civ
e to
su
cces
s; i
ssu
es o
f co
llab
ora
tio
n w
ith
th
e C
ity;
lack
of
a d
ow
nto
wn
str
ateg
ic p
lan
; an
d
lack
of
app
rop
riat
e re
sou
rces
.
11
.21
.20
13
Su
mm
ary
Ob
serv
ati
on
s
Th
ere
is a
nee
d f
or
bo
th a
BIA
an
d a
dev
elo
pm
ent
fun
ctio
n f
or
the D
ow
nto
wn
.
BD
DC
has
a u
niq
ue
org
aniz
atio
nal
man
date
as
a B
IA a
nd
a D
evel
op
men
t C
orp
ora
tio
n
Th
e B
DD
C h
as a
chie
ved
res
ult
s w
ith
it'
s B
IA a
ctiv
itie
s b
ut
has
no
t m
ade
sig
nif
ican
t
ach
iev
emen
ts a
s a
Dev
elo
pm
ent
Co
rpo
rati
on
.
Cla
rity
su
rro
un
din
g t
he r
ole
s o
f th
e E
c. D
ev.
Dep
t. a
nd
th
e B
DD
C w
ou
ld i
mp
rov
e
eff
icie
ncie
s an
d f
oste
r b
ett
er
co
llab
ora
tio
n.
An
over
all
do
wn
tow
n d
evel
op
men
t st
rate
gy
is
nec
essa
ry t
o p
rov
ide
an e
ffec
tiv
e
fram
ewo
rk f
or
BD
DC
, an
d C
ity
eco
no
mic
dev
elo
pm
en
t ac
tivi
ty.
Rel
atio
ns
bet
wee
n t
he B
DD
C a
nd
its
mem
ber
s ap
pear
to r
equ
ire
stre
ng
then
ing
.
11
.21
.20
13
Op
tio
n
1.
Main
tain
ex
ist,
man
date
& s
tru
ctu
re
wit
h s
tren
gth
ened
del
iver
y•=
>
2.
Rev
ert
to
BD
BA
&
deacti
vate
BD
DC
q>
3. (
a) S
plit
th
e
org
aniz
atio
n -
BIA
&
^> B
DD
C
3. (
b) C
ity d
oes
BIA
func
tion
, B
DD
Cfo
cuse
s
on
dev
elo
pm
ent
4. S
epar
ate
BIA
func
tion
for
do
wn
tow
n,
BD
DC
geog
raph
y ex
pand
ed to
•=>
enco
mpa
ss C
entr
al A
rea
Pot
enti
al A
pp
roa
ch
es
Op
po
rtu
nit
y
Sta
tus
qu
o m
and
ate
& o
rgan
izat
ion.
N
o or
gani
zati
onal
ch
ang
e re
qu
ired
. •
Can
it
be a
ch
iev
ed
?
BD
DC
geo
gra
ph
y c
ould
be
exp
and
ed
Co
nsi
sten
t w
ith
ori
gina
l m
and
ate.
•
Are
reso
urc
es s
uff
icie
nt?
w
ith
in t
he d
ow
nto
wn
co
re.
B
ette
r m
on
ito
rin
g.
•
Go
vern
an
ce n
eed
s t
o b
e m
ore
Fo
cus
on t
he
BD
DC
Str
ateg
ic P
lan.
Im
pro
ved
co
mm
un
icat
ion
s &
eff
ecti
ve.
eff
icie
ncie
s.
• C
hall
enge
of
mak
ing
a hy
brid
Co
ord
inat
ion
wit
h C
ity C
entr
al A
rea
org
aniz
atio
n w
ork
.
fun
cti
on
s.
|» R
esta
rt B
DB
A.
Ver
y cl
ear
man
date
s by
rem
ov
ing
•
Dev
elo
pm
ent
op
po
rtu
nit
ies
lost
.
Deacti
vate
BD
DC
. h
yb
rid
ch
arac
ter.
•
Tim
e la
g to
res
tart
BD
BA
.
No
dev
elo
pm
ent
func
tion
, R
edu
ce n
eed
for
City
in
vo
lvem
ent.
•
Sol
e re
lian
ce o
n p
riv
ate
sect
or
or
No
dev
elo
pm
ent
do
ne
to d
ate
-fo
r d
evel
op
men
t.
|Kee
p BD
DC &
refo
cus
toBI
A fu
nctio
n th
eref
ore
no
thin
g l
ost.
only
. D
evel
op
men
t d
on
e b
y p
riv
ate
sect
or.
|»
Res
tart
BD
BA
. C
lear
& s
epar
ate
man
dat
es.
Incr
ease
d m
an
ag
em
en
t
BD
DC
fo
cu
ses
on
do
wn
tow
n
Cla
rity
of
focu
s.
ov
erh
ead
s.
dev
elo
pm
ent.
Im
pro
ves
eff
icie
ncie
s.
Nar
row
dev
elo
pm
ent
focu
s.
City
Ec.
Dev
. d
oes
do
wn
tow
n
Imp
rov
ed e
ffic
ienc
ies.
N
o re
pre
sen
tati
on
of
busi
ness
.
mar
keti
ng,
even
ts,
attr
acti
on
, C
lear
role
s.
No
adv
oca
cy f
or
bu
sin
ess.
rete
nti
on
. C
onfl
ict
betw
een
City
&
BD
DC
focu
ses
on d
evel
op
men
t on
ly.
do
wn
tow
n b
usin
ess.
|»
Res
tart
BD
BA
. C
lear
do
wn
tow
n B
IA f
ocu
s.
• Is
BD
DC
th
e ri
ght
org
aniz
atio
n?
BD
DC
foc
us o
n d
evel
op
men
t w
ith
Po
ssib
le o
ther
BIA
s.
• P
erce
ived
con
flic
t w
ith
pri
vate
geo
gra
ph
ic m
and
ate
for
Cen
tral
Are
a.
Util
ize
exis
ting
leg
isla
tive
asse
t.
secto
r.
|« B
DD
C be
com
es th
e C
entr
al A
rea
Po
ten
tial
to
gen
erat
e re
ven
ue.
•
Exi
stin
g g
ov
ern
ance
.
dev
elo
pm
ent
corp
ora
tio
n.
Lev
ers
mun
icip
al a
sset
s.
Imp
lem
enta
tio
n
qu
irem
en
• C
on
firm
BD
DC
Str
ateg
ic P
lan.
• Su
ffic
ient
bu
dg
ets
HR
reso
urces.
• C
ity d
ow
nto
wn
str
ateg
y.
• R
evis
it g
ov
ern
ance
.
Cla
rifi
cati
on o
f C
ity &
BIA
role
s.
Bo
ard
reso
luti
on
.
Ag
reem
ent
am
on
g m
em
bers
&
Co
un
cil
.
Resta
rt B
DB
A.
Res
olu
tio
n b
y C
ounc
il.
Cla
rifi
cati
on o
f C
ity &
BIA
role
s.
New
art
icle
s.
Sep
arat
e st
rate
gic
pla
ns.
Bo
ard
reso
luti
on
.
Ag
reem
ent
amo
ng
mem
ber
s &
Co
un
cil
.
Clo
se d
ow
n B
IA f
un
cti
on
.
Bo
ard
reso
luti
on
.
Ag
reem
ent
amo
ng
mem
ber
s &
Co
un
cil
.
BD
DC
nam
e &
man
dat
e ch
ang
e.
Tot
al o
ver
hau
l of
go
ver
nan
ce
stru
ctu
re &
sta
ff.
Nee
d s
eed
fin
anci
ng.
City
as
agen
t fo
r ex
pro
pri
atio
n.
11
.21
.20
13
Reco
mm
en
da
tio
n
Op
tio
n 4
-S
epar
ate
BIA
fu
nct
ion
fo
r d
ow
nto
wn
, cl
ose
co
ord
inat
ion
wit
h C
entr
al A
rea
Off
ice,
BD
DC
bec
om
es C
entr
al A
rea
dev
elo
pm
ent
corp
ora
tio
n,
and
th
e g
eog
rap
hy
is
exp
and
ed t
o e
nco
mp
ass
Cen
tral
Are
a.
Res
pons
ibil
itie
s co
uld
be
shar
ed a
mo
ng
th
e th
ree o
rgan
izat
ion
s in
th
e fo
llow
ing
way
:
.
mm
v
elo
pm
en
t C
orp
ora
tio
n
• P
rio
rity
sett
ing
•
Mar
ket
ing
wit
h B
DB
A
Pro
ject
ide
ntif
icat
ion
• P
lan
nin
g
• B
usin
ess a
ttra
cti
on
wit
h B
DB
A
Pro
ject
pla
nn
ing
& f
easi
bili
ty
• A
dvoc
acy
• M
ain
ten
an
ce
Jo
int
ven
ture
s
• C
om
mu
nit
y I
mp
rov
emen
t Pl
an
• O
per
atio
ns
Ad
vo
cacy
• F
inan
cial
su
pp
ort
•
Par
kin
g
Co
ord
inat
e ap
pro
val
s
• M
arke
ting
wit
h C
ity
• R
ev
itali
zati
on
P
roje
ct m
anag
emen
t
• B
usin
ess
attr
acti
on
wit
h C
ity
• B
eau
tifi
cati
on
L
easi
ng
• E
ven
ts
• D
ow
nto
wn
pla
nn
ing
M
ark
etin
g
• B
eau
tifi
cati
on
F
inan
ce
11
.21
.20
13
Dev
. Co
rp.
-S
co
pe o
f P
ow
ers
an
d G
overn
an
ce
Sco
pe
of
Po
wer
s
Eco
no
mic
dev
elo
pm
ent
of t
he C
entr
al A
rea
incl
ud
ing
the d
ow
nto
wn
.
Lev
er
mu
nic
ipal
rea
l est
ate
ass
ets
and
infr
astr
uctu
re.
Plan
pro
ject
s.
Acq
uir
e la
nd
an
d b
uild
ings
.
Det
aile
d p
lan
nin
g.
En
ter
into
jo
int
ven
ture
s.
Arr
ang
e fi
nan
ce.
Des
ign,
fea
sibi
lity
.
Pro
ject
man
ag
em
en
t.
Sal
e, l
ease
, o
r o
ther
wis
e d
isp
osa
l of
lan
d o
r
pro
pert
y.
Co
llect
rev
en
ues.
Man
age
stra
teg
ic i
nv
estm
ent
as d
irec
ted
by
Cou
ncil.
Go
vern
an
ce
Who
lly
ow
ned
by
the
Mun
icip
alit
y.
Rep
ort
s to
Cou
ncil
.
Pro
fess
iona
l d
irec
tors
en
com
pas
sin
g s
kills
in
real
est
ate
dev
elo
pm
ent,
pla
nn
ing
, en
gin
eeri
ng
,
mar
ket
ing
, cu
sto
mer
ser
vic
e, l
easi
ng,
fin
ance
.
Ch
air
and
dir
ecto
rs n
om
inat
ed b
y a
Co
mm
itte
e o
f
Co
un
cil
.
Cit
y T
reas
ure
r is
CFO
ini
tial
ly.
1°
New
art
icle
s, m
anag
emen
t p
ow
ers
and
pro
ced
ure
s,
h
and
dec
isio
n r
ight
s.
oO
T
ran
sit
ion
MO
U.
11
.21
.20
13
