JUNE 2014 | 1

B OL D WI NNI PE G PL AT FOR M 2014

2 | BOLD WINNIPEG
innipeggers are demanding a dierent
result f rom City Hall, yet too oen the
proposed approach is to do more of the same with
the hope of a dierent outcome.
Oxford Diconaries denes bold as (Of a person,
acon, or idea) showi ng a willi ngness to take risks;
condent and courageous; daring to do something
that might be consi dered audacious.
Simply stated, BOLD Winni peg is bold actual ized at a
communi ty level a Chamberled, community
backed movement that provides the means to the
dierent outcome so desi red.
BOLD Winni peg recognizes that people are inspired
to acon by visionary goals and ground breaking
ideas; people do not mobil ize energy and eort
around the status quo. It does not hold to the silver
bullet sol uon or panacea approach. BOLD
Winnipeg believes that BOLD thinking comes i n all
shapes and sizes, from a simple process adjustment
to groundbreaking reimagini ng of our City and i ts
direcon.
BOLD Winnipeg represents:
ideas, not i deology
discussion, not debate
engagement, not exclusion
passion, not pol ics
opportunies, not obstacles
possibil ies, not parameters
This is not a rejecon of the real and pressing need to
address the bricks and mortar issues that chal lenge
our city. Rather, BOLD Winnipeg is a vehicle in which
Winnipeg comes together to set bol d objecves and
ideas that may redene and reset how we tackle the
pothole issues.
Further, by design, the i deas and acvies within the
BOLD plaorm have not been costed. Ulmately, any
idea or iniave that wins broad based support and
moves forward wi ll need to be scoped and costed
properly. BOLD Winnipeg, as one of the communi tys
largest civic brainstorming sessions, was not the
appropriate venue for such an important step. It was
always the intent to have BOLD Wi nnipeg be about
the i deas, not the numbers and the chosen
accounng methodol ogy.
To that end, BOLD Winni peg has two key objecves:
1. To promote innovave, longterm vision,
thought and acon f or Winnipeg, at City Hal l and
throughout the community
2. To inspire mayoral and council candidates to
embrace Objecve One, in parcular
incorporang elements of the BOLD Winnipeg
plaorm within thei r own plaorms
BOLD Winnipeg is the culmi naon of numerous
communi ty engagement acvies and events over
the years. BOLD breakfasts, BOLD conferences and
social media were used extensively to sol icit
Winnipeggers unique and dari ng ideas for our city.
And Winnipeggers responded en masse, invigorated
by the chance to condently oer up ideas without
fear of cricism or ridi cule, to allow the natural
process of building upon an idea with others thought
and passion to take hol d and produce that which is
found in the following pages.
The Winnipeg Chamber of Commerce is honoured to
have been able to bring the community together
around BOLD Winni peg. As an organizaon, from the
United Way to Winnipeg CrimeStoppers, The
Winnipeg Chamber of Commerce has a l ong and
disnguished history of galvanizing community acon
around bol d ideas.
What is
BOLD Winnipeg?
W

JUNE 2014 | 3
BOLD Winni peg is
ci vi c government rei nvented
City Hall is more than the center of decisionmaking
for civic issues in Wi nnipeg; it is where cizens and
our elected representaves engage one another in
craing and honing a col lecve vision for our
communi ty. The current model of civic government,
like any model, must adapt and, when required,
transform itself to embrace new realies, moving
opportunies and the changing needs of our
communi ty. At the center of this transformaon is a
living, tangible commi tment to openness and
transparency.


Thi nk BOLD
Government is a reecon of the society it serves; as
our community evolves, so too should our
government. All governments have a responsibi lity to
protect the publ ic trust through openness and
inclusion. What woul d it take for Wi nnipeg cizens to
be fully engaged, knowledgeable, and trusng of civic
government?

BOLD Winnipeg aims to:
Redene the relaonshi p between municipal
government and cizens, in parcular re
establishi ng the service in public servant and re
arming cizens leadership role
Transform cizen parcipaon in local government
beyond the act of vong to one whereby Winnipeg
becomes a gl obal leader in parcipatory
democracy
Be the North Ameri can leader in openness and
transparency for muni cipal government

By 2018:
80% or greater of cizens indi cate a moderate to
high level of trust in Winnipegs elected ocials to
eecvely manage the City of Winnipeg (esmated
populaon 699,346 as of July 2013)
80% or greater of cizens indi cate a moderate to
high level of sasfacon with the openness and
transparency at City Hall
80% or greater of cizens indi cate a moderate to
high level of sasfacon with elected municipal
ocials accountabi lity to cizens
65% of eligible voters cast bal lots i n the 2018 civic
elecon (47.1% of 452,910 eligi ble voters cast
ballots in 2010)

By 2022:
Winnipeg voter turnout (percentage of eligi ble
voters) leads al l major urban centres in North
America
Winnipeg voters level of trust in elected municipal
ocials is the highest of any munici pal government
in North Ameri ca
Reinvenng
CivicGovernment
1

4 | BOLD WINNIPEG
Be BOLD
Accountability
Establish legislated job descri pons for the Mayor
and Ci ty Counci llors to clearly arculate the
expectaons of cizens and the roles and
responsi bilies f or elected ocials
Annual perf ormance reports would be prepared
and publ ished by the Mayor and each
Councill or, demonstrang performance against
the criteria


SeeBOLD

In Brish Columbia, The Communi ty Charter and
The Local Government Act spulate the roles and
responsi bilies of a Mayor and Council lor.



Create an i ndex of moons and vong history for
each Ci ty Councillor and Mayor that is easily
available on the Citys website
Create an Ethics Code of Conduct al ong wi th an
Ethics Commission / Commissioner
Ethics Commission or Commissioner would
publish annual publ ic reports on Mayor and
Councill ors compl iance with the Code of
Conduct

CivicProvincial Relaonship
Create a semi annual civicprovincial summit
meeng, modelled aer the First Mi nisters
meengs between the federal and provincial
governments
Review The City of Winni peg Charter, in
collaboraon with the Province of Mani toba, and
revise as needed to ensure the Ci ty is aorded the
necessary powers and exibili ty to promote self
determi naon and sel f suciency

Governance
Legislate a limit of three consecuve terms for
Mayor and City Council
Pilot the use of onli ne vong to encourage and
increase voter parcipaon

SeeBOLD

In 2014, Markham was the rst municipality in
Canada to introduce electronic vong as part of a
comprehensive engagement strategy to increase
parcipaon i n elecons. Si x of the ten provinces
have legislaon enabling electronic vong in
munici pal elecons (Mani toba does not
currently). Elecons Canada survey data reveals
that among the general populaon in all survey
years, me constraints or accessi bili ty issues are
menoned most commonly to account for
respondents not vong.


Assess the benets of implemenng a new model
for elecng City Council such as the city wide
slate model (Vancouver) or hybri d slate and ward
model (St. Johns)

SeeBOLD

Vancouver Ci ty Council is made up of the Mayor
and ten Councillors who are elected at large f or a
threeyear term. The Mayor is the Chair of City
Council. A Deputy Mayor is chosen monthly from
among the Councill ors. Vancouver operates
without an Execuve Commi ee or cabinet
structure; counci lors are given lead responsi bil ity
for vari ous civic porol ios. St. Johns,
Newfoundland has ve council lors represenng
wards, four atlarge council lors, one mayor and
one elected deputy mayor.

Restructure City Council governance to eliminate

the have and have not division, hierarchy and
secrecy among Councillors, considering various
opons such as:
opening aendance at Execuve Policy
Commiee meengs to all Counci llors
requi ring Execuve Policy Commiee to report
directly to Council as a whole
eliminang Execuve Policy Commi ee, creang
porolios for key civic pri ories to reect
cizens priories, such as budget and nance,
economi c devel opment, community planning,
ReinvenngCivicGovernment 1

JUNE 2014 | 5
downtown development, housing, innovaon /
eciency, transportaon, environment and
publi c safety. The Mayor would appoint each
Councill or to lead, in collaboraon with other
Councill ors, one or more porolios, each of
whom would be requi red to report back to
Council directly. Council could vote on each
porolio lead, as an al ternave to mayoral
appointments.
Allocate one student leader f rom every high school
in a City of Winni peg Youth Advisory Commiee;
Instute a Youth City Council during City Counci l
recess i n August, based on the Youth Parl iament of
Manitoba model
Empower the Winni peg Wards Boundary
Commission to examine the benets of creang a
ward that would encompass the enre downtown
exclusively

Openness and Transparency
Assess the need and value of instung ballot
quesons during civic elecons on major policy
items, such as l ongterm inf rastructure plans
Expand the City of Winni pegs open source data
plaorms, based on the City of Regina model, to
become a North American leader; commit to
minimal rules of usage to promote maximum
usage and value of the data f or cizens
Consider implemenng an external technology
advisory panel that would advise on new
technologies and approaches to support greater
openness and userfriendliness


SeeBOLD

The Ci ty of Regina operates an Open Data
Catalogue a self serve portal that all ows the
publi c to download/view City of Regina data in
dierent formats. In addion, the catalogue
tool (OGDI) allows cizens to do simple data
analysis, mapping and chart creaon. Further,
the City of Regina encourages cizens who
have developed an applicaon using the Citys
data to submit the appli caon for posng on
the Ci tys website.

On July 8, 2014, the City of Winnipeg launched
a new open data portal (data.winnipeg.ca) wi th
an expanded array of data sets. This new
portal is in addion to the May 2013 NOW
portal which provides a range of open data on
the Ci tys diverse and historical 236
neighborhoods. Further, City of Winnipeg
Council meengs are now available for viewing
live online, along with a library of past meetings.

Reduce barriers to public parci paon in Ci ty
Council meengs through l inkages via twoway
video conferencing technology in civic communi ty
centres throughout Wi nnipeg
Expand eCIS (electroni c cizens i nformaon
service) for more interacon between residents,
munici pal services and elected ocials for greater
communi caon and connecvity
ReinvenngCivicGovernment 1

6 | BOLD WINNIPEG
BOLD Winni peg is
ci vi c nances redened
Winnipeg cizens recognize that there is a cost to be
paid for the civic services that we receive and value.
Yet, the li nkage between taxpayers investment and
the services we receive in return is much harder to see
under the current nancial model. Compounding the
challenge are communi ty forces being brought to bear
on mulple fronts pressure to x Winni pegs
infrastructure decit while maintaining tax
compeveness; calls for increased investment i n
everything from policing to plowi ng while seeking out
sustainable revenue streams to meet the need.

The me for nkering wi th percentage points is over.
We must rethi nk the nancing and del ivery of civic
government, redening the urban model for the next
100 years.


Thi nk BOLD
If you were buildi ng a city from scratch today, what
services would you require and how would you pay for
it? What would be the foundaonal values and
principles supporng the nanci ng and delivery of
munici pal programs and services? How would you
show value for dollar, or return on investment, to
cizens? What criteria would you use to ensure a
sustainable scal f ramework that works today and
tomorrow?

BOLD Winnipeg aims to:
Transform Winnipeg i nto Canadas leader i n
ecient and eecve municipal government
Advance Winni peg as Canadas most innovave
munici pal government in the development and
delivery of civic services
Create a new sustai nable nancial f ramework for
munici pal government which becomes the model
throughout North Ameri ca
Establish Winni pegs nancial framework as the
most transparent and cizenfriendly in North
America

By 2018:
Winnipeg has instuted a veyear operang and
10year capital budget cycle
Winnipeg has established annual performance
indicators and ecient targets f or al l program
areas and services, with a commi tment to report
against annually
Winnipegs core service delivery cost per capita is
among the l owest f our in Canada
Winnipeg has established clear and measurable
linkages between all civic services and their specic
funding source(s) (1998 Focus on Winnipeg
Services report idened 260 indi vidual civic
services)

Redening
CivicFinances
2

JUNE 2014 | 7
By 2022:
Winnipeg has implemented a new nancing model
in which the percentage of total revenue derived
from Business Tax and Property Tax (58.7% as of
2013 Prel iminary Operang Budget) has been
reduced to bel ow 50%, with a commitment to less
than 35% by 2028 (2013 Prelimi nary Operang
Budget $921.6 mil lion)
Winnipegs core service delivery cost per capita is
the lowest i n Canada


Be BOLD

Budget
Implement a 5year operaonal budget cycle and a
10year capital budget cycle

Collecve Agreements
Tie civic collecve agreement compensaon
adjustments to the Average Weekly Earnings and
Consumer Price Index for Manitoba, as per
Stascs Canada


SeeBOLD

According to the US Bureau of Labor Stascs,
collecve bargaining agreements that e wages
to the Consumer Price Index cover over 2 mil lion
workers.

In May 2014, Toronto Ci ty Council passed a
moon stang, the remuneraon pai d to the
Mayor and to other Members of Council shall be
increased annually on January 1 of the year by
the i ncrease in Stascs Canada's Toronto
Consumer Price Index, as calculated by the
Deputy City Manager and Chief Financial Ocer
and based on the previous years average.


Eecveness
Mandate that all civic departments create and
publish annual SMARTER (Speci c, Measurable,
Achievable, Relevant, Timely, Evaluate, Re
evaluate) goals linked to thei r budgetary
allocaons
Undertake an inventory of all civic services, similar
to the 1998 Focus on Winnipeg Services report
idenfying noncore services being del ivered and
potential core service gaps necessitating investment

Eciency
Establish a Commission on Ci ty Eciencies which
ulizes extensive public consultaon in
determi ning the current costeecveness and
eciency of civic services
Establish perf ormance i ndicators and eciency
targets annual ly, such as:
General Government Services legislave
services per capita, admi nistrave services per
capita; technology investment per capita of
workforce
Public Safety number of police ocers per
100,000 populaon, number of re ghters per
100,000 populaon, and, publ ic safety
employees per 100,000 populaon; total cost of
publi c safety services per $1,000 of assessment
Transportation maintenance costs per kilometer
of roadway; replacement costs per kilometer of
roadway; publ ic transit costs per capita or per
rider
Wastewater maintenance costs per kilometer
of sewer mains; replacement costs per kilometer
of sewer mains; physical plant operaon costs
per metric ton of sewage
Solid Waste col lecon costs per metric ton;
disposal costs per metric ton; recycling costs per
metric ton

SeeBOLD

In June 2014, the Genevabased Internaonal
Organizaon for Standardizaon unveiled ISO
37120:2014, a new standard for cies, featuring a
set of 46 performance i ndicators, to assess
performance of city services and quali ty of life.
The standards uniform approach wi ll enable
cies to seamlessly compare where they stand in
relaon to other cies. This informaon can in
turn be used to idenfy best pracce and learn
from one another. Notable indicators i nclude:

Voter parci paon in last muni cipal elecon
(as percentage of eligi ble voters)
RedeningCivicFinances 2

8 | BOLD WINNIPEG
RedeningCivicFinances 2
Debt service rao (debt service expendi ture as a
percent of a municipali tys ownsource revenue
Total collected munici pal sol id waste per capi ta
Number of police ocers per 100,000
populaon
Number of reghters per 100,000 populaon

Implement a mandatory, veyear cyclical review
of bylaws to determine connued relevancy
Reinvent the civic tendering process around the
goal of promong the widest range of bidders
possible. Request for Proposals (RFP) need to cal l
for soluons to a challenge rather than a request
for pricing for a predetermi ned approach, and to
encourage i nnovave processes and technologies
outside accepted and city standard pracces
Change the process for pursuing alternave service
delivery, in parcular converng the ASD
Commiee into a f ull standing commiee to
ensure accountabi lity and transparency, and to
encourage more ecient and innovave ways to
deliver civic programming

Revenue
Seek the legislave exibi lity f rom the provincial
and federal government to reorient civic revenue
models toward growth related tax sources, to
beer link revenue to economic perf ormance,
based on a revenueneutral implementaon.
Opons include:
Examining the feasi bili ty of a municipal income
tax and corporate income tax, to be inially
implemented wi th a corresponding reducon in
residenal and commercial property taxes and
business tax
Allowing for the introducon of a Munici pal
Infrastructure Levy (fuel tax)
encouragi ng the provincial and federal
governments to make tax room by diverng a
percentage of GST/PST to munici pal
governments

SeeBOLD
In Belgium, Norway, Germany, Switzerland and
Iceland, income taxes or income surtaxes make up
in excess of 75 per cent of muni cipal revenues. In
Denmark, Finland, Luxembourg and Sweden, that
figure is over 90 per cent. In the U.S., over five per
cent of municipal revenues come from income taxes.
(Atlanc Instute for Market Studies December 2012)
Expand the use of Tax Increment Financing (TIF), to
support improvements in underdeveloped or
distressed areas of the city. Increased property tax
revenue f rom a TIF area is appl ied to service and
pay the debt incurred f rom the l ocal improvement
Create a community bond mechanism to nance a
wide range of i niaves with an i nial private
capitalizaon of $1 bil lion

SeeBOLD

Excerpts from Guide to Muni cipal Fi nance
(UNHABITAT 2009)
Over the last twenty years, a number of countries
have increased the powers and responsibilies of
local governments but they have not matched
those responsibi lies wi th revenues at the local
level: few countries permit local governments to
levy taxes capable of yielding sucient revenue to
meet expanding local needs.

Unlike the property tax, the incidence of the
income tax is generally progressive though it may
not be clearly related to the benets received for
munici pal services. Moreover, income tax
revenues are more elasc than property tax
revenues in that they i ncrease automacally as the
economy expands.

Property taxes, however, are oen costly and
dicul t to administer and these problems increase
with the size of the tax burden. Even though the
property tax is a good tax for local government, i t
rarely provi des sucient revenues to meet
expendi ture needs. Revenues are insucient at
least in part because of ineecve administraon
inadequate land registraon systems, inecient
assessment pracces, and decient tax collecon
and enf orcement. Moreover, property taxes are
never pol ically popular because of their visibil ity
and the inherent arbitrariness in assigning values
to individual properes.

JUNE 2014 | 9
BOLD Winni peg is ...
communi ty development reenvisi oned
Communies are not stac enes; their existence is
one of constant change, be it growth or decl ine.
Successful communies are those that recognize the
opportunies to harness growth in a focused,
progressive and sustainable fashi on, driven by long
term vision and planning.

From the Shoal Lake aqueduct to the recent
CentrePort devel opment, Winni peg has shown i t can
be one of these communies. With a l ongterm vision
and focus determinaon, Winnipeg can become a
global model f or responsible growth and development
that is proacve in dening the context rather than
reacve to ad hoc needs and pressures.


Thi nk BOLD
Good urban poli cy celebrates not only the big scale
but also the organic human scale; we should measure
the success of our city not solely on the value of our
building permits but on the number of feet on our
sidewalks. How are we going to accommodate growth
and change? How do we capital ize on growth while
making sure our city stays livable, aordable and
desirable? How do we make sure that all
Winnipeggers can benet f rom this growth?
BOLD Winnipeg aims to:
Be recognized as Canadas most l ivable ci ty
Become Canadas best planned city of tomorrow
Transform downtown Winnipeg into a livable,
organic neighbourhood
Become the most neighbourhoodcentric city
across Canada

By 2022:
Increase overall urban densi ty in Winnipeg by 10%
(2011 Census: 1,429/km2)
Increase downtown residenal populaon to
20,000 (2014 populaon esmate of 15,473 by
Downtown BIZ)
Winnipegs derel ict building inventory decreased
by 50% ( 390 vacant and derelict bui ldings as of
December 2013)
Winnipegs score on Stascs Canadas Crime
Severity Index is among the boom thi rd of
Canadian centres (201112, Winnipeg was the
fourth highest of 33 centres in Canada)
Winnipeg among top three Canadian cies in per
capita i nvestment i n arts and culture

Reenvisioning
CommunityDevelopment
3

10 | BOLD WINNIPEG
ReenvisioningCommunityDevelopment
3
By 2030:
Winnipegs Census Metropol itan Area populaon
surpasses 1 mi llion


Be BOLD
Arts & Culture
Move forward with the recommendaons outlined
in Ticket to the Future: a cultural acon plan for
Winnipeg
Explore establ ishi ng a mechanism on culture with a
mandate to integrate cul tural policy and
development into muni cipal decisi onmaking
processes
Increase civic f unding of arts and culture to $20 per
capita (from its current $5.65 in 2014), with future
annual adjustments ed to inaon


SeeBOLD

According to a 2009 study by Hill Strategies, the
vecity average (Toronto, Montreal, Oawa,
Vancouver, Calgary) i n per capita municipal
investment was $35, an i ncrease of 46 per cent
over three years. Duri ng this me, Calgary saw
its per capi ta investment expand by 175 per cent
(to $42 f rom $15).



Fund the Winni peg Public Art Program by col lecng
an amount equal to one percent of the engi neers
esmate of the cost of construcng or remodeli ng
any municipal buildi ng or inf rastructure project
(including roads and sewers)

Design
Eliminate zoning regulaons working against urban
revitalizaon and i nstute smart code
neighbourhoods. Convenonal codes are rigid and
focus on singlezone uses. Smart code or
characterbased development by laws regulates
urban seng such as l ocaon of parking, lot
widths, buil ding setbacks, block size, buildi ng
heights and the l ocaon of buildings on l ots.
Linking environmentalism and urbanism, smart
code works to crystalize a communi ty vision by
coding according to desired outcomes in an area.
SeeBOLD

The number of major metropolitan centres
switchi ng to smart coding connues to grow
Calgary, Toronto, Miami, Dallas, Denver, El Paso,
Memphis, Balmore, Nashville, Tulsa, Portland,
and Cincinna.


Create a Urban Development Commissi on to
review Winnipegs zoning bylaws and buildi ng
codes every ve years to ensure they are relevant
and appropriate
Establish community centres and transit hubs as
the focal point of all new subdivisi on designs
Create roof top gardens for al l ci ty schools


SeeBOLD

OurWinni peg denes placemaking as the
process of creang public spaces in the city that
are unique, aracve, and wel l designed to
promote social i nteracon and posive urban
experience.


Crime
Establishment of a downtown camera program
that would be a col laborave eort between the
Winnipeg Police Service and the private sector
Expand eorts, such as LiveSAFE program, which
seek to reduce the incident of violent crime
through social development at a block by block,
neighbourhood level

Downtown
Create a pedestrian mal l downtown a street li ned
with storefronts and cl osed o to most
automobi le trac; develop the downtown
pedestrian mall as a signature image driver for
Winnipeg
Place a priority on trac signal synchronizaon in
downtown Wi nnipeg to improve mobili ty and
reduce congeson
Formalize a Downtown Council, comprised of the
various downtown development organizaons and

JUNE 2014 | 11
the three levels of government, to support
beer coordi naon of eort and
leveraging of resources
Implement economic incenves such as
tax increment nancing, tax freezones
and other nancial i ncenve programs to
help aract new businesses to downtown
Winnipeg
Develop more ni che downtown retail
modelled aer Downtown BIZs youth
entrepreneur incubator or pop up store at
Portage Place
Install more benches, meeng places for
people downtown, skateboard parks and
pet inf rastructure

Housing
Mandate CentreVenture to be responsible and
accountable for a downtown housi ng strategy, to
align with a needed naonal and provincial housi ng
strategy
Set targets that dene the proper mi x of residenal
opons in downtown Winnipeg
Adopt a strategy to develop and promote the
development of aordable condos, homes and
rental uni ts of 1,000 square feet or less
Encourage aordable, high density development
along rapid transit routes, in collaboraon with the
provincial and federal government

Image
Develop urban design criteria for all Ci ty Image
Routes, to be included in an Urban Design Strategy,
requested of the civic administraon by Counci l in
February 2012
Expand the Faade and Storef ront Improvement
Program, implemented to encourage commercial
building owners to invest i n faade renovaons
and storef ront upgrades, to each of the Citys
designated Image Routes
Buil ding on the exceponal l ighng along Portage
Avenue during the winter hol idays, develop an
innovave municipal street l ighng strategy
designed to accentuate exceponal public spaces
and buil dings, in parcular those downtown, as
well as promote Winnipeg as a green urban centre
Establish a creave planning council made up of
arsts, architects, technology entrepreneurs,
planners and other that would be engaged in the
development of image projects that provide a
creave return on investment
Promote among business and property owners the
need to take greater responsibil ity f or care of their
property (e.g. snow clearing in winter, cigaree
bus, signage, lighng, gra)

SeeBOLD

Winnipeg's Crescentwood area was voted one of
North America's most family f riendly
neighbourhoods of 2013 by This Old House.

Land
Establish a shovelready industrial land
development program that would highlight ful ly
serviced land, especial ly inll, al ong with the
various development opportunies available
therei n for investors
Examine opons to i ncent the development
communi ty to expand i nll development (e.g. tax
increment nancing, forego property taxes unl
the lot is sold, hel p develop and instal l the
infrastructure through nanci ng)

Waterfront
Commit to an acon plan to implement the Forks
20year waterfront vision document River Ci ty
Connecons: Reimagining the Ci ty's Ri verfront
Raise the river walkway to ensure it is accessible
year round
ReenvisioningCommunityDevelopment
3

12 | BOLD WINNIPEG
BOLD Winni peg is transportaon
& i nfrastructure recongured
Somemes the road chosen is as important as the
desnaon sought. As advances in urban publi c
transportaon gl obally have shown, successful
communies are redening how people and goods
get from Point A to Point B. A reconstructed
transportaon and inf rastructure approach, which
capitalizes upon Winni pegs homegrown advantages
and opportunies, is needed to keep Winni pegs
growth and prosperity on the right path.

BOLD Winnipeg agrees acon is needed now on
pressing infrastructure challenges. But there is a risk
to xing a long term i nfrastructure deci t with
patchwork policy that focuses on beer roads for
now at the expense of tomorrow. Bold thinking
allows us to construct a transportaon system with
purpose for the long haul.


Thi nk BOLD
How can Winnipeg become an acve transportaon
leader in Canada? How can Winnipeg embrace transi t
oriented development? How does transportaon
extend beyond modes of transport, beyond concrete
and asphalt? How do we marry the model of
transportaon as the movement of people and as the
linkage of communies? What can we do to plan
transportaon beer in Winni peg?


BOLD Winnipeg aims to:
Set Winnipeg as Canadas paceseer in acve
transportaon poli cy and pracce
Posion Winnipegs infrastructure (roads, sewers,
water mains, bridges) as a gl obal leader i n
sustainabil ity among fourseason cies

By 2018:
Proporon of workers commung to work by
acve transportaon methods has increased to
25% [Stascs Canada Naonal Household Survey
2011 for Winnipeg Publi c Transit (13.4%);
Walking (5.1%); and Bicycle (2.0%)]
Reduce congeson along ten most congested
trac areas by 20% (as measured usi ng Average
Commute Time and Congeson Costs)
Winnipegs acve transportaon network size is
among the top ve in Canada (as of 2013, on
street bike lanes: 35 km; Muluse pathways: 181
km; Bike paths: 4km; Bi cycle track: 2km; Sharrows:
37km; Bike boulevards: 56km)

By 2022:
Reduce annual number of water mai n breaks by
33% (City averages between 400800 breaks a
year, or about 1 or 2 breaks a day) Source: City of
Winnipeg 311
Shrink Winnipegs average commute me by 25%
(average commute me 20 minutes, Economi c
Development Wi nni peg 2014)
Reconguring
Transportaon&Infrastructure
4

JUNE 2014 | 13
ReconguringTransportaon&Infrastructure 4
Proporon of workers commung to work by
acve transportaon methods has increased to
35% [Stascs Canada Naonal Househol d Survey
2011 for Winni peg Public Transi t (13.4%);
Walking (5.1%); and Bicycle (2.0%)]
Reduce congeson along ten most congested
trac areas by 40% (as measured using Average
Commute Time and Congeson Costs)

By 2026:
Reduce the number of combined sewer overows
from current average of 18 to a target of 3 during
the recreaon season (May 1 to September 30).
Source: Ci ty of Wi nnipeg 311
Winnipegs per capi ta capi tal spending is among
the top three in Canada
Winnipeg acve transportaon network size is
among the top three in Canada

By 2038:
Winnipeg has el iminated the municipal
infrastructure deci t (in 2011, Winnipegs
infrastructure decit esmated at $3.8 billi on in
order to bring current infrastructure up to
acceptable standards)
Be BOLD
Acve Transportaon
Requi re that all urban development,
beyond muni cipal roadways, consider and,
where applicable, incorporate acve
transportaon planning and i nvestment, as
part of approval process
Create an online Acve Transportaon
planner, based on Winnipeg Transits Navigo,
where individuals can enter a starng point
and desnaon to map out an acve
transportaon route
Expand interconnecvity of acve
transportaon methods, notably more
cycling racks on transi t buses to encourage
use of both modes
Implement a Bike Share program in
which bicycles are made available for shared
use to individuals on a very short term basis,
in order to go from point A to B wi thout
ownership concerns
Create covered bicycle paths along major Priority 1
routes to promote yearround cycl ing opon;
designate these routes as Pri ori ty 1 for snow
clearing as well



SeeBOLD

Over the last several years, Whitehorse has
transformed i ts civic identy from a car
dependent community to one that values acve
transportaon. With strong leadershi p,
promoon, parcipatory events like the Urban
Transportaon Showcase Programs Wheel 2
Work campaign, and the addion of high prole
bike facil ies, Whitehorses car dependent
mindset has been changed.



Infrastructure
Increase municipal per capita capital spending up
from $525 to a sevencity average of $1,078
(Edmonton, Calgary, Saskatoon, Regina, Hamilton,
Toronto and Oawa, 2014)

14 | BOLD WINNIPEG
Ensure that best value for the cizens of Winni peg
is achieved through embracing ( where
appropriate) alternate del ivery models f or
construcon and infrastructure projects
Create baseline evaluaon criteria for construcon
proposals that provides a consistent approach f or
achieving best l ongterm value versus low inial
price in the procurement of construcon services
Complete the i nner ring road to redirect truck
trac in the most ecient means possible, ulizing
grade separaons rather than controlled
intersecons
Place a priority on trac signal synchronizaon in
downtown Winni peg to improve mobili ty; commit
to a plan and meli ne for synchronizaon of all
trac l ights al ong Winnipegs major trac arteries
Advocate at the provincial level that the 1% PST
revenue be dedicated enrely to muni cipal
infrastructure, al located as follows 1/3 new
economi c development infrastructure, 1/3
refurbishment, 1/3 transportaon specic
infrastructure

Planning
Establish an arms length Winnipeg Transportaon
Authority, the mission and mandate of which
would be formed through extensive public
engagement
Establish a protocol that requi res annual public
reporng and veyear publi c reviews to measure
progress against a 1020 year infrastructure plan

Public Transit
Plan to expand bus rapid transi t to al l areas of the
City i n a manner that li nks to economic
development opportunies and the creaon of
communi ty hubs
Design community transi t hubs to be muluse
commercial centers, featuring mixed small scale
retail
Undertake a design compeon for strategical ly
located Transit shel ters, model led aer the Forks
warming hut compeon, to promote more
aesthecally pleasing shel ters that reect the
neighbourhoods i n whi ch they are l ocated
Assess rapid transi t between James Richardson
Internaonal Airport and downtown to move both
people and goods eecvely and eciently
Commit to create measurable service standards
and annual reporng, to be publi cally available on
Winnipeg Transits websi te
ReconguringTransportaon&Infrastructure 4

JUNE 2014 | 15
Repurposing
Economic Development
BOLD Winni peg is
economic devel opment repurposed
Economic growth and prosperity arent purely
business issuesthey are the foundaon for
communies to succeed across a broad spectrum of
goals. It is not a coincidence that todays innovave,
vibrant and worl dclass communies have at their
core a dynamic, creave economy the basis of which
gives rise to social progress and well being.

Winnipegs economic prowess has seen its fair share
of ux. Through it al l, we as a community have
remained steadfast in our belief in Wi nnipegs
potenal. From the Chicago of the North era to one
of Canadas most diversied economies today, the
resolute determi naon and inspiring creavity and
innovaon of our people wi ll connue to be the
catalyst for progress.

BOLD Winnipeg doesnt need to manufacture
creavity. BOLD Winni peg seeks to create the
condions to unleash our vision and creavity, and
harness the energy wi th collecve economic purpose.

Thi nk BOLD
The queson is not whether Winnipeg wi ll succeed,
but how can all Winnipeggers contribute and share in
the fruits of the labour. What are the present and
future economic opportunies for Winni peg? What
are the common elements of the worlds most
creave communies that set them apart from the
rest? How do we create the winning condions for
creavity and innovaon without overly
manufacturing those condions? How do we
dierenate Winnipeg, and capitalize on our inherent
advantages, from other communies? How do we
beer i ntegrate economic growth with social
development across al l communies?

BOLD Winnipeg aims to:
Centre Winnipeg as Canadas most diversied hub
for creavity and innovaon
Secure Winnipeg as Canadas best place to work
and do business in Canada
Be the North American model for the
transformave power of economic prosperi ty for
social progress

By 2018:
Winnipeg has the lowest overal l business costs in
Canada (Winni peg had the lowest overal l busi ness
costs in western Canada as per KPMG 2014
Compeve Alternaves)
Annual growth in Winnipegs Real Gross Domesc
Product is among the top ve in Canada
(Winnipegs annual change from 20122013 was
1.6% or 8
t h
among major Canadian cies)
Winnipegs unemployment rate is among the
lowest four in Canada (5.9% f or 2013,
approximately mid ranking)
Winnipeg ranked within the top ve intelligent
communies in the world, accordi ng to the
Intelligent Community Forum

5

16 | BOLD WINNIPEG
RepurposingEconomicDevelopment 5
By 2022:
Winnipeg boasts Canadas most diversied
economy (in 2014, Winnipeg was third at 0.92,
with Hamil ton and Saskatoon leading the way with
0.94 and 0.93, respecvely)
Winnipeg wi thin the top three i ntel ligent
communies in the world, according to the
Intelligent Community Forum
Annual growth in Winni pegs Real Gross Domesc
Product is among the top three in Canada
Number of self idened Aboriginal owned and
operated enterprises within Wi nni peg increased by
15%
Winnipeg is among the top three cies f or business
incubators within Canada


By 2026:
Winnipeg has the highest number of head oces
per capita among Canada's major centres ( 11.9
head oces per 100,000 populaon in 2013;
Calgary at 17.7, followed by Toronto at 12.6)
Winnipegs unempl oyment rate is the lowest in
Canada (5.9% for 2013, approximately mid ranking)
Annual growth in Winni pegs Real Gross Domesc
Product leads all Canadian cies
Number of self idened Aboriginal owned and
operated enterprises within Wi nni peg increased by
35%
Winnipeg is Canadas undisputed social enterprise
capital, as measured by the number of social
enterprises per capita operang within Winnipeg


Be BOLD:
Iniaves
Requi re the three levels of government to
coordinate all economic i niaves withi n the Ci ty
of Winnipeg, under the guidance of an over
arching, longterm economic development vision
and plan
Implement a cap on busi ness tax revenues at $58
million (as per 2014 operang budget); rebrand tax
into a dedi cated Economic Development
Investment Fund (EDIF), to be managed by
Economic Development Winnipeg and YES!
Winnipeg
Starng in 2016, $3 mi lli on of the Fund would
be dedicated to support strategic economic
development iniaves ed to citys economic
development strategy; the remai ning poron of
the Fund woul d connue to be used to support
core city services
In each of the foll owing years, the Fund would
increase by $3 mil lion unl i t reaches the $58
million revenue cap
Idenfy the West Exchange as a Creave Campus,
leveraging economic i ncenves to aract
developer i nvestment i n residenal and
commercial property in the creave industries
Establish formal l inkage and coordi nated eort
between the proposed Creave Campus and
YES! Winnipeg
Earmark a poron of the Economic
Development Investment Fund to target the
creave/innovaon sector
Leverage the development of CentrePort by
establishi ng, in partnership wi th World Trade
Centre Wi nni peg, a municipal export iniave as a
major component of Winnipegs economic
development strategy

SeeBOLD

Greater Portland Inc., a diverse coal ion of

government, business, and nonprot leaders,
worked together to create a Greater Portland
Export Iniave Business Plan with the goal of
doubl ing regi onal exports. The regi on is
pursui ng strategies to del iver this growth,
including doubli ng down on exisng advantages
in the computer and electronics sector, boosng
exports at underexporng companies,
providi ng experse for smal l and medium rms
who do not yet export, and through the creaon
of a "We Build Green Cies," brand to leverage
the regi on's clean economy exports.






JUNE 2014 | 17
Establish Winnipeg as the worlds centre for
human rights and advocacy using the Canadian
Museum for Human Rights as an anchor
Work with YES! Winni peg to target gl obal
organizaons that address social and human
issues for oce relocaon to Winnipeg
Promote Winnipeg as a l ow cost centre,
geographically centred i n North America, with a
long standi ng history of progressive social and
communi ty advocacy
Incorporate social procurement / social enterprise
as a key focus and deliverable i n municipal
economi c iniaves

SeeBOLD

Winnipeg: CCED Network
The primary breakthrough on social enterprise
has been with Manitoba Housing, which has
been contracng social enterprises to do
various work. The work includes building new
units, providing energy and water eciency
upgrades, basic maintenance, bedbug
remediaon, furnace replacement, tenant
moves and more.
Establish a Social Enterprise Centre i n every
neighbourhood where there is a need for
employment
Promote the development of First Naons
Economic Development Zones (FNEDZ) wi thin
Winnipeg; support the development of First
Naons business incubators, in parcular wi thin
an FNEDZ
Establish Wi nnipeg as a Centre of Excellence/
showcase for bus technol ogy and innovaon;
incorporate Rapid Transit as a key pi llar

RepurposingEconomicDevelopment 5

18 | BOLD WINNIPEG