The Implementation Strategies provides a roadmap for action. It outlines the necessary steps for implementing the Master Plan for the Toronto Entertainment District BIA, as well as identifying the priorities, order of magnitude costing, and the players who can assist the BIA in the undertaking.

THE RESPONSIBILITIES OF BUSINESS IMPROVEMENT AREAS TYPICALLY FALL WITHIN FOUR GENERAL CATEGORIES:

Maintenance & Beautification

The general maintenance and beautification of the BIA typically requires the largest portion of the operating budget, typically up to half of the annual budget. This includes not only the general upkeep and maintenance but also includes smaller beautification projects, such as installation of street furniture (lights, benches, waste receptacles), flower baskets, and banners to name but a few.

Promotion & Events

The fourth area is related to promotion and events within the BIA. Promotion and events typically require one-quarter of the BIA’s operating budget and includes all those elements that fall within the planning and execution of festivals and events and general economic development initiatives such as marketing campaigns.

Private Realm Involvement

These are responsibilities related to addressing issues and opportunities with new private sector development applications within the BIA boundaries. This requires minimal budget requirements on the part of the BIA, as funds will only be required on an as-needed basis rather than a fixed annual operating cost. It is recommended that BIA set up a reserve fund to address any development application related matters.

The BIA must be seen as an organized and consistent commenting agency on all private sector development applications within its boundaries.

Public Realm Enhancements

These are items related to capital projects in the public realm — which are those elements that are primarily in public ownership such as streets and open spaces. These are large infrastructure and/or public realm improvements such as streetscaping, and can be site specific or generic. Public realm enhancements will require approximately one-quarter (1/4) or the BIA’s operating budget, and projects typically require several years of budget allocations to see a project through to fruition. Public realm enhancements initiated by the BIA are typically projects that are jointly funded by other levels of government, and through the private sector development processes. The recommended actions contained within this implementation section have been organized around these four general categories.

The Implementation Strategies will be most useful in guiding the BIA in defining programs, setting priorities, allocating finances and assessing achievements. Over time, this part of the Master Plan should be revisited and updated to ensure that the strategies remain relevant and current to the Entertainment District.

For each of the four categories of BIA responsibilities, ‘Recommendations’ are provided and accompanied with proposed ‘Actions’. For each Action the following criteria is provided:

Deliverable: Physical Improvement; Study/Design; Governance/Process; Event/Program; or Other

Priority: Immediate; 1-2 years; 2-5 years; or 5-10 years

Duration: <1 year; 1-3 years; 3-5 years; 5> years; or Ongoing Budget: <N/A; <$50,000; $50,000-$150,000; $150,000; $150,000-$500,000; $500,000-$1 Million; $1 million-$5 million; or >$5 million

Agency Responsible: Toronto Entertainment District BIA; City; Landowners/Developers; Other Agencies

1. RECOMMENDATION

The creation of a co-ordinated streetscape enhancement strategy for the entire district should be explored to ensure that as capital projects are initiated by the City of Toronto or as significant developments occur, the BIA will have in place guidance for streetscape improvements that is consistent with this Master Plan. This strategy should include considerations for Toronto’s recent coordinated street furniture program so as to determine which elements to incorporate and in what locations. The streetscape strategy may also be prepared in concert with a Wayfinding Strategy as well as the design for the John Street Promenade as there may be common elements and current development activity may help to initiate parts of its construction in the near term.

ACTION

The BIA should undertake a Toronto Entertainment District Coordinated Streetscape Enhancement/ Improvement Plan which will present a palette of street design options with recommendations for matters such as paving treatments, lighting standards, street furniture and their locations, and a tree planting plan.

• Deliverable: Physical Improvement
• Priority: Immediate
• Duration: Ongoing
• Budget: $150,000-$500,000
• Agency Responsible: Toronto Entertainment District BIA

2. RECOMMENDATION

Explore opportunities to improve the cleanliness and general appearance of the Entertainment District BIA over and above those services currently provided for by the City of Toronto

ACTION

The BIA should explore additional methods of improving the general appearance and cleanliness of the Toronto Entertainment District BIA, particularly, in the early mornings during weekends to supplement those services currently provided for by the City of Toronto.

• Deliverable: Study/Design
• Priority: Immediate
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

3. RECOMMENDATION

The BIA should explore opportunities to install flower planters and light pole banners to promote the BIA and the Entertainment District. Street planters and banners provide an opportunity to beautify the street and promote the area in a visible way. The preparation of co-ordinated Streetscape Enhancement/Improvement Plan may provide direction for the design standards that ought to be used.

ACTION

Install street planters wherever possible, beginning with those streets that are visually prominent or heavily travelled by pedestrians. Banners promoting the BIA can complement the street planters.

• Deliverable: Physical Improvement
• Priority: 1-2 Years
• Duration: Ongoing
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

4. RECOMMENDATION

The BIA should take a proactive role in defining a signage vision for private businesses and properties to ensure positive impacts on the public realm. This vision can consider potential opportunities for distinctive and themed approaches to signage as well as a strategy for dealing with or directing third-party signage installations.

ACTION

Undertake a Signage Strategy to provide a framework and guidelines for appropriate signage locations, design and scale. The strategy should provide guidance for potential approaches that can distinguish areas through signage and for appropriate locations and designs of third-party signage. Implementation should be considered with respect to design review and for securing monies for the BIA from the revenues generated by third-party signage.

• Deliverable: Study/Design
• Priority: 1-2 Years
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

5. RECOMMENDATION

The BIA coordinated a creative and compelling lighting strategy to identify and highlight all the major cultural attractions in the District. The approach could be to generate a consistent light design as demonstrated in Paris or distinctive for each buildings but sharing common elements.

ACTION

Initiate a lighting strategy with key members of the BIA to transform the image of the area at night and to highlight important destinations for visitors. This could be a highly effective means of instantaneously boosting the area’s image for minimal costs.

• Deliverable: Physical Improvement
• Priority: Immediate
• Duration: < 1 Year
• Budget: $50,000-$150,000
• Agency Responsible: Toronto Entertainment District BIA

6. RECOMMENDATION

Adopt the Master Plan and promote its vision to the membership, residents, City, developers and potential investors.

ACTION

Prepare a summary version of the Master Plan as a high quality and graphic Brochure or Poster which can be mass produced and distributed amongst members and interested parties to raise awareness and to promote the BIA and its vision.

• Deliverable: Study/Design
• Priority: Immediate
• Duration: < 1 Year
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

7. RECOMMENDATION

Establish a signage and event finding strategy for both visitors and residents. This Wayfinding Strategy should consider key intersections, routes, and access points to, from and between destinations and areas within the Entertainment District. At street level there should be a natural connection with this proposed system and Toronto’s street furniture program, particularly the infopillars. Below grade, integrate a unified event and wayfinding program into the subway and PATH systems. The Wayfinding Strategy may be prepared in concert with the co-ordinated Streetscape Enhancement/Improvement Plan.

ACTION

Design and implement a signage and event Wayfinding Strategy. Integrate with infopillar mapping, interactive screens and message boards. Incorporate directional signage from highways, major arterial roads, and wayfinding at gateway arrival points.

• Deliverable: Physical Improvement | Study/Design
• Priority: Immediate | 1-2 Years
• Duration: 1-3 Years | 5 > Years
• Budget: $50,000-$150,000
• Agency Responsible: Toronto Entertainment District BIA | City

8. RECOMMENDATION

The BIA should explore the establishment of major festivals and events including opportunities to partner with the City of Toronto and other organizations on planned City-wide and local events that will include some or all of the Toronto Entertainment District BIA area.

• Deliverable: Event/Program
• Priority: Immediate
• Duration: 1-3 Years
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA | City | Other Agencies

ACTION

Partner with organizations and the City of Toronto to collaborate on new and planned events and festivals within the Entertainment District BIA area, such as the Toronto International Film Festival, Nuit Blanche, Doors Open Toronto and Luminato.

9. RECOMMENDATION

Explore joint ventures with Tourism Toronto, Hotels and other local attractions to further promote the Entertainment District BIA as the pre-eminent destination in Toronto.

ACTION

Collaborate with Tourism Toronto, Toronto Culture, Toronto Economic Development and members to develop campaigns and promotional programs as an economic development tool to promote the Entertainment District as the destination in Toronto.

• Deliverable: Event/Program
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

10. RECOMMENDATION

Develop a brand strategy for the Toronto Entertainment District BIA. Situation analysis: identify BIA strengths, weaknesses, opportunities and threats. Strategic analysis: identify target audiences and their current perceptions. Detail desired perceptions and desired activities/outcomes. Come to conclusion regarding name — stay or go? Engage all relevant stakeholders in process.

Develop a creative platform for the Toronto Entertainment District BIA. Tell the BIA story through inspiring words, logo, images and graphics. What makes this BIA so special and why should people visit, live and work here? How should our stakeholders think and talk about our area? This is a chance to answer these questions and tell the Entertainment District BIA story.

ACTION A

Undertake a professional Branding Strategy that will review all relevant research and findings; interview stakeholders; engage the Marketing Committee and other relevant stakeholders; and provide a creative brief articulating vision, mission, values, brand personality, brand promise and reward.

• Deliverable: Study/Design
• Priority: Immediate
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

ACTION B

Develop a Creative Platform, including potential name, logo & wordmark, tagline and overall look and feel as rolled out across multiple client-approved vehicles (e.g. Press Kit, Web Site and Stationery). Include a practical guide on brand use.

• Deliverable: Study/Design
• Priority: Immediate
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

11. RECOMMENDATION

Bring the Branding Platform to life through a variety of campaigns and initiatives, including print advertising, collateral, direct marketing and online. Create excitement and combat stigma through a variety of communication vehicles that complement PR and other BIA initiatives.

ACTION

Develop a Marketing Plan and launch an Awareness Campaign. Identify communications goals, working in tandem with PR initiatives, and best media vehicles required to accomplish them. Consider print and creative efficiencies to reduce cost. Include success metrics.

• Deliverable: Study/Design
• Priority: 1-2 Years
• Duration: 1-3 Years
• Budget: $50,000-$150,000
• Agency Responsible: Toronto Entertainment District BIA

12. RECOMMENDATION

The website will act as the Toronto Entertainment District’s primary communications outlet for stakeholders and new visitors alike. Build on www.TorontoED.com and leverage the many entertainment and exciting communications activities already taking place here.

ACTION

Develop an enhanced Toronto Entertainment District Website. Identify website goals and budget, create information architecture and roll-out Brand Platform creative. Consider other BIA best web practices including those used on current site. Consider streamlined CMS for simplified client access and updates.

• Deliverable: Study/Design
• Priority: 1-2 Years
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

13. RECOMMENDATION

Working in conjunction with PR resource, identify and approach potential partners including, but not limited to companies specializing in media, entertainment, technology.

ACTION

Develop a Partnership Strategy. Work with PR resource and independent consultant to create partnership strategy to approach potential partners. Leverage participation in media and PR campaigns in exchange for services, products and/or participation in partner communication campaigns.

• Deliverable: Governance/Process
• Priority: 1-2 Years
• Duration: 1-3 Years
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

14. RECOMMENDATION

The BIA should play an active role in the development approval process for any proposed developments within the BIA boundaries. The Master Plan provides a vision and guidance for the intended look and feel of the district which developments can play an important role in contributing to. In the interest of reinforcing the Districts’ best qualities and enhancing the environment, the BIA can play a pivotal role in the approval process by provided a credible and unified voice for the community on matters of development.

ACTION A

The BIA should request a commitment from City of Toronto Staff to be on the official circulation list for development applications. This will provide the BIA with an opportunity to provide comments for any proposed developments within the Toronto Entertainment District boundaries, and allows the BIA to be formally involved in the development approval process.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City

ACTION B

The BIA should develop a Development Application Checklist to respond to the any proposed development applications. The checklist should provide standards and measures based on the guidelines and principles contained within the Master Plan. The standardized checklist will help the BIA evaluate new development proposals and whether the objectives and vision of this Master Plan are being met.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: < 1 Year
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

ACTION C

The BIA should develop a process for providing their position on a proposed development. Once the BIA is confirmed as a party to the official circulation list from the City, and a checklist for evaluating applications has been prepared, the BIA should develop a process for determining whether the BIA supports the development, supports the development with conditions, or does not support the development. Formalizing broader community representation such as residents in the review process can help to further unify and give weight to positions on applications. A planning and urban design expert may be required to undertake the review and make recommendations to the BIA on an as-need basis. In all instances the BIA could be a participant at an Ontario Municipal Board (OMB) hearing, but for those development applications, which the BIA has determined it does not support, the BIA should be prepared to become a ‘Party’ at the OMB. The process developed should also include under which conditions the BIA will be a ‘Party’ at the OMB.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

ACTION D

The BIA should set up a reserve fund that could be drawn on in instances when the BIA does not support a proposed development and the only course of action would be to proceed with an appeal to the OMB.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA

ACTION E

Engage with the City and all relevant departments and agencies — in particular the Planning department and the newly established Public Realm Unit — to present and promote the Master Plan so as to work towards coordinating, partnering and setting priorities for policy amendments, capital investments and all other relevant activities that can bring the Plan to fruition.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

ACTION F

Arrange to meet with the developers of current development application in the District to present and promote the Master Plan to encourage modifications and/or contributions that are consistent with the vision.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: < 1 Year
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

15. RECOMMENDATION

The BIA should get a commitment from the City to allocate public benefits or money from Section 37 agreements, parkland dedication, parking or cash-in-lieu of parking to specific projects within the BIA.

ACTION

The BIA should co-ordinate with the City of Toronto and secure a commitment on the part of the City that any monies received as part of a new development within the BIA boundaries will be allocated for projects within the BIA.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City

16. RECOMMENDATION

The BIA should work with the City of Toronto to explore opportunities to make available incentives to the private sector for undertaking improvements to property and developments consistent with the Master Plan. A Community Improvement Plan for the Toronto Entertainment District BIA can enable these additional funding sources to provide incentives for heritage retention and improvements to façades and open spaces.

ACTION

Following four to five years after the Toronto Entertainment District BIA has been established, the BIA is eligible for to participate in the City’s Façade Improvement Program, enacted through a Community Improvement Plan. At such time, the BIA should work with the City to exploring the possibility of expanding the incentives and programs that the BIA members can access through the CIP, including the following

• Redevelopment Tax Rebate Program — a program to provide grants that would offset increases in municipal taxes that are a result of an increase in property assessment due to redevelopment;
• Planning and Development Fees Rebate Program — a program that provides rebates of various municipal application fees;
• Development Charge Exemption/Reduction Program — a program that waives or reduces development charges for appropriate forms of development;
• Study Grant Program — a program that provides grants to offset the costs of the required archaeological studies/surveys;
• Residential Loan/Grant Program — a program to improve existing residential properties and/or convert other buildings to residential use;
• Heritage Improvement Grant Program — a program to promote the sensitive adaptive reuse, restoration or improvements to façades of heritage significant buildings;
• Commercial Loan/Grant Program — a program to improve existing commercial properties;
• Realty Tax Arrears Cancellation Program — a program to allow the municipality to acquire and/or rehabilitate properties that are strategically located either directly or in partnership with other government agencies or the private sector;
• Municipal Property Acquisition/Rehabilitation Program — a program for the municipality to acquire and/or rehabilitate properties identified as having archaeological or historic merit, both directly or in partnership with other government agencies or the private sector; and,
• Landscape Improvement Grant Program — a program to promote the improvement of landscaped areas and publicly accessible private open spaces.

• Deliverable: Governance/Process
• Priority: 2-5 Years
• Duration: Ongoing
• Budget: < N/A | $50,000 - $150,000
• Agency Responsible: Toronto Entertainment District BIA | City

17. RECOMMENDATION

The BIA should work with the City of Toronto to explore opportunities to secure the protection of heritage resources in the District. As the height constraints in the current zoning-bylaw can no longer be depended on to serve as a disincentive to demolishing and redeveloping heritage significant properties, new strategies ought to be explored that can protect identified resources and while providing parallel incentives for their rehabilitation or adaptive reuse.

ACTION

Collaborate with the City to explore potential strategies to protect heritage resources and to reinforce contiguous heritage environments and streetscapes. In addition to expanding the number of designated properties, significant incentives or a Heritage Conservation District Study may be considered for areas identified in the Master Plan as Heritage Pockets and Streetscapes. The intent of the HCD would not be to prevent new developments and contemporary design, but rather, to prevent demolition, implement tailored development guidelines and to make available a toolkit of potential programs, grants and incentives.

• Deliverable: Study/Design
• Priority: Immediate | 1-2 Years
• Duration: < 1 Year
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City

18. RECOMMENDATION

The BIA should work with the City of Toronto and Toronto Parking Authority to coordinate and identify opportunities for public parking facilities to replace parking lots that have or will be displaced by new developments.

ACTION

Coordinate with the City and Toronto Parking Authority to make the retention of current levels of public parking in the District a priority and to secure public parking facilities in conjunction with new developments which displace current parking lots. Encourage developers to partner with the Toronto Parking Authority in providing for parking facilities within new developments.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City | Landowners/Developers | Other Agencies

19. RECOMMENDATION

The BIA should continue to work with the City of Toronto, Police Department, residents and licensed establishments to resolve issues relating to the night clubs in the District.

ACTION

Establish a Task Force to deal specifically with Night Clubs. This group should be charged with identifying fair solutions and/mitigating measures for issues with an eye towards a balanced strategy for the coexistence of nigh life with other uses in the District. Solutions may consider matters such as operations, noise and traffic mitigation, policing, licensing, as well as possible limitations on locations, capacity and the concentration level of licensed establishments. For those nightclubs that do not interact with the street life, they should be encouraged to undertake CPTED training and incorporate CPTED principles into the design of their clubs.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City | Other Agencies

20. RECOMMENDATION

The BIA should continue to work with the City of Toronto and the development community to further the goals and objectives espoused in the Master Plan.

ACTION

Establish a Planning & Development sub-committee or formalizing the Master Plan Advisory Committee to oversee the implementation of the Masterplan, promote the vision and participate in the development review process on behalf of the Toronto Entertainment District BIA.

• Deliverable: Governance/Process
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA

21. RECOMMENDATION

As a potential central spine for the entire District connecting major cultural attractions and the waterfront, the development of the John Street Promenade should become a key priority for enhancing and transforming the public realm in the BIA. Recognize this street as a pedestrian priority route, to be maintained in a state of good repair and marked as a priority for improvements. Although the implementation of this project will take years, the detailed design of the corridor should be a priority to take advantage of the opportunities for directing the initial phases in conjunction with key major developments underway or planned along the corridor. This plan may be undertaken in conjunction with the Toronto Entertainment District Streetscape Enhancement/Improvement Plan.

ACTION

Partner with the City, Waterfront Toronto, AGO, OCAD, Queen’s Quay Harbourfront BIA, affected major land owners and other applicable agencies to prepare a John Street Promenade & Cultural Corridor Improvement Plan, including an audit of existing conditions and detailed design proposal for implementation. Enhance the pedestrian realm along John Street with a distinctive and unique streetscape character illustrating the route’s cultural significance. Increase sidewalk width and narrow the roadway wherever possible to create a more inviting pedestrian promenade that can also support occasional street closures for festivals and events. The plan study area should extend from Grange Park to the Waterfront and include designs and coordinating strategies for:

• the Festival Plazas at the north and south sides of Metro Square;
• the King Street corridor between Simcoe and Widmer Streets;
• the John Street Gateway, incorporating the spaces at Front Street, Rogers Centre and the CN Tower;
• the Reece Street Gateway extending from Roundhouse Park to the waterfront and including design solutions for an inviting passage under the Gardiner Expressway; and
• scrambled intersections at all key intersections

• Deliverable: Physical Improvement | Study/Design
• Priority: Immediate | 1-2 Years
• Duration: 1-3 Years
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA | City | andowners/Developers | Other Agencies

22. RECOMMENDATION

Co-ordinate with the City Capital Improvement Plan.

ACTION

The BIA should co-ordinate with the relevant works and transportation divisions at the City of Toronto and the TTC to determine what capital improvements have been budgeted for within the BIA boundaries and when those improvements will be taking place.

• Deliverable: Other
• Priority: Immediate
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City

23. RECOMMENDATION

Collaborate with developers, the City and affected landowners and businesses to generate distinctive streetscapes and potential themes for designs, commercial uses and new attractions for streets identified as Mews in the Master Plan. Prioritize according to opportunities for enhancements presented by adjacent developments.

ACTION

The BIA should continue to collaborate on the emerging streetscape improvements planned in conjunction with new developments for Mercer Street and Nelson Street. These smaller streets present opportunities to design distinctive pedestrian-oriented environments that can attract speciality shops, galleries, cafés and restaurants; otherwise ‘main street’ formats for large-scale retailers or grocers. The BIA should use these models for the remaining Mews in the District by spearheading similar initiatives involving affected landowners and businesses. Where extend the design consideration to rear lanes that present opportunities for active frontages and uses.

• Deliverable: Physical Improvement | Study/Design | Governance/Process
• Priority: Immediate | 1-2 Years | 2-5 Years
• Duration: Ongoing
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City

24. RECOMMENDATION

Explore opportunities to enhance the underutilized public space surrounding Roy Thomson Hall. This may be undertaken in conjunction with a redesign of Metro Square.

ACTION

Collaborate with the City and Roy Thomson Hall to assess the feasibility of redeveloping the service court to the south, the pool to the north and the recessed area to the west of Roy Thomson Hall with grade related structures and/or open spaces, including the potential for a recessed outdoor amphitheatre, and the creation of a direct connection between the west side of the building and Metro Square.

• Deliverable: Physical Improvement | Study/Design
• Priority: 1-2 Years | 2-5 Years
• Duration: 5 > Years
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City | Other Agencies

25. RECOMMENDATION

The BIA should explore the opportunity of developing and/or collaborating on streetscape improvement plans for a number of high-profile streets within the BIA’s boundaries. The design and implementation of these streetscapes can either respond to current and planned developments or serve as catalyst to direct improvements to where they are needed. Streetscape improvements are crucial to enhancing the business environment and elevating the profile of the Toronto Entertainment District over the long-term.

ACTION

The BIA should begin setting aside funds to both undertake streetscape improvement plans for those high-profile streets within the BIA identified in this Master Plan, and for the implementation of those streetscape improvement plans. These key streets include:

• King Street: including an audit of existing conditions and detailed design proposals for implementation. The design should consider the role of the Walk of Fame, Metro Square, neighbouring attractions, PATH network, subway and public transit connections, and the potential for a crosswalk at Duncan as well as scrambled intersections at Simcoe and Peter Streets.
• Front Street: including an audit of existing conditions and detailed design proposals for implementation. The design should consider the role Simcoe Square, neighbouring attractions, PATH network, subway and public transit connections, the removal of the median and creation of a plaza, and the potential for a crosswalk between Simcoe Square and the Metro Toronto Convention Centre expansion in the streetscape design concept.
• Richmond Street and Adelaide Street: including an audit of existing conditions, exploration of conversion to two-way streets and detailed design proposals for implementation. The design should consider the potential for conversion to two-way streets, neighbouring attractions, the heritage warehouse context, subway and public transit connections, and the potential for widened sidewalks and bike lanes.
• Simcoe Street, Duncan Street and Peter Street/Blue Jays Way: including an audit of existing conditions and detailed design proposals for implementation. The design should consider opportunities to visually reinforce north-south connections, opportunities for street narrowing and widened sidewalks, the heritage warehouse context, neighbouring attractions, and public transit connections and bike lanes on Simcoe Street.

• Deliverable: Physical Improvement | Study/Design
• Priority: Immediate | 1-2 Years | 2-5 Years
• Duration: Ongoing
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA | City | andowners/Developers

26. RECOMMENDATION

Explore opportunities to enhance Roundhouse Park, Clarence Square, Metro Square Park and Simcoe Park and the potential for reconfiguring of the spaces as significant central gathering places; event space and yearround outdoor attractions for the Toronto Entertainment District.

ACTION

Work with the City and affected stakeholders to undertake a detailed design study, including an audit of existing conditions, for the potential improvement, re-design and/or re-programming of Roundhouse Park, Clarence Square, Metro Hall Park and Simcoe Park. Detailed designs could be undertaken through high-profile international design competitions which would greatly enhance the profile of the District and the BIA.

• Deliverable: Physical Improvement | Study/Design
• Priority: 1-2 Years | 2-5 Years | 5-10 Years
• Duration: 5 > Years
• Budget: < $50,000
• Agency Responsible: Toronto Entertainment District BIA | City | Other Agencies

27. RECOMMENDATION

Explore opportunities to introduce a public space on the south side of Adelaide Street West between John and Widmer Street in conjunction with the planned developments. These two blocks present a rare opportunity to provide a modest but needed green amenity in this part of the District that can serve as a major catalyst for revitalizing this segment of Adelaide Street, while providing for a buffer and transition between these major developments and the Warehouse Precinct.

ACTION

Meet with the City and affected developers and land owners to encourage the redesign of the proposals to incorporate the Adelaide Promenade as a means for improved property configurations, retaining the current house forms on Adelaide, helping to revitalize Adelaide Street, and to better transition between areas of differing scales.

• Deliverable: Other
• Priority: Immediate
• Duration: < 1 Year
• Budget: < N/A
• Agency Responsible: Toronto Entertainment District BIA | City | andowners/Developers

28. RECOMMENDATION

Explore opportunities to enhance the visibility of the Entertainment District through the implementation of key gateway and/or public art installations.

ACTION

Commission the design and construction of Gateways and/or Public Art installations at key sites throughout the District as identified in the Master Plan. Priority sites should be at major entry points and on public lands such as parks or generously scaled street corners. The BIA should utilize design competitions to leverage the profile of the District locally and internationally.

• Deliverable: Physical Improvement | Study/Design
• Priority: 2-5 Years
• Duration: Ongoing
• Budget: $500,000 - $1 Million
• Agency Responsible: Toronto Entertainment District BIA