Nanaimo Downtown Plan

NANAIMO DOWNTOWN PLAN
REFERENCE DOCUMENT
April 2002
City of Nanaimo Official Community Plan Policy Section of Reference Document was adopted as part of
the City of Nanaimo Official Community Plan on 2002-May-27 in Bylaw No. 6000.038
Amendments approved 2004-Dec-13 for Sections 3.2, 4.9.3, 4.9.4, 4.9.10, 5.1 and 5.2
Nanaimo Downtown Plan
1.0 Introduction ..................... 1 5.0 Land Use and Form of

1.1 Plan Overview ................................. 2 Development ........................ 50
1.2 Downtown & Character Area 5.1 Land Use ....................................... 51
Boundaries ...................................... 3 5.2 Density & Form .............................. 53
1.3 Preparation of the Plan ................... 4
1.4 Plan Organization ........................... 5 6.0 Plan Implementation ...... 55
6.1 Plan Budget & Financing Strategy . 56
2.0 Context ............................. 6 6.2 Incentive Package & One-Stop
2.1 History of Development ................... 7 Review Process ............................. 57
2.2 Downtown Community Profile ......... 8 6.3 Downtown Action Program ............ 58
2.3 Past Planning Efforts & Downtown 6.4 Plan Operation ............................... 71
Organization .................................. 10
2.4 Trends, Issues & Opportunities.. ...12 List of Exhibits
3.0 Vision and Concept ........14 APPENDICES

3.1 Downtown Vision including Planning A. - Downtown Demographics
Principles ...................................... 15 B. - Residential Market Analysis
3.2 The New Concept Plan ................. 16 C. - Indicators of Progress
4.0 Policies and Actions .......19

4.1 Economic Development ................ 20
4.2 Arts, Culture & Entertainment ....... 22
4.3 Housing & Community
Development .................................. 24
4.4 Transportation Systems ................. 26
4.5 Parks, Open Space & Recreation .. 32
4.6 Historic Preservation ..................... 33
4.7 Natural Environment ..................... 35
4.8 Urban Design ................................. 36
4.9 Character Areas............................. 39
Table of Contents
1
INTRODUCTION
The Nanaimo Downtown Plan builds on objectives that have

been worked on for years and provides substance to the vision
that has emerged through the creation of implementable policies.
It includes a series of objectives, principles, policies, concepts
and actions to guide Downtown development and revitalization
over the next five to ten years and beyond. In presenting a broad
range of policies and an optimistic future vision, the Plan seeks
to raise expectations about the Downtown’s potential. It
addresses a number of changes that have occurred in the
Downtown since 1993, when the last Plan was prepared.
The Downtown Plan forms part of Nanaimo’s Official Community

Plan (OCP) that was enacted July 8, 1996. It fits the long term
community growth strategy set out in the OCP of focusing
development inside Town Centres and Neighbourhood Villages,
and seeks to ensure that future land use decisions contribute to
the achievement of the City’s social, economic and
environmental goals.
The City wide OCP addresses broader community issues, while

this Plan is used for the area defined as Downtown Nanaimo.
Introduction 1
1.1 Plan Overview While the vision encompassed in the

Downtown Plan will take many years to fulfill,
This Plan represents the culmination of many the plan sets out a policy environment and
years of careful consideration of the Downtown numerous actions that will stimulate Downtown
area. Ever since the impact on Downtown of rehabilitation.
the sub-urbanization of Nanaimo was
acknowledged in the late 80’s, there has been
growing concern that Downtown is in serious
decline. It is of concern that Downtown
businesses are finding it increasingly difficult to
operate successfully. It is also disappointing
that such a unique and historically important
place, in what can be accurately described as
a fantastic natural setting, is in danger of losing
its attractiveness to residents and visitors.
The City has been taking steps to reverse

those trends. It has initiated such actions as
the approval of the Cameron Island high
density residential development, the
development of the new theatre and arts
complex, the recent removal of development
cost charges from Downtown developments
and, currently, the pursuit of positive actions to
achieve a new trade and convention centre
combined with a new hotel on the significant
Malaspina Hotel site.
Despite these actions the Downtown economy

still lacks the energy in 2002 to generate the
scale of private investment needed to bring
about desired change and to obtain the
improvements which most people seek for the
area.
Introduction 2
1.2 Downtown and Character Area Boundaries
The Downtown and Character Area boundaries are shown on the map below. The Plan builds on the
diversity in the Downtown by recognizing and reinforcing the strengths of each particular character area.
Twelve distinct areas have been defined with the boundaries based on historic, geographic, land use,
demographic and functional characteristics.
1. Future Study Area #1 Uses to be determined

2. Waterfront Public access and enjoyment
3. North Gate Welcome and please come again
4. Chapel Front Urban housing with high-rise
5. Wallace Residential office edge
6. Terminal Parkway A Parkway of trees
7. Core Historic City Centre
8. Fitzwilliam Old town variety
9. Quennell Square Office, community service, business and housing
10. Harbourpark Shopping anchor and connector
11. Future Study Area #2 Uses to be determined
12. South Gate Welcome and please come again
Introduction 3
1.3 Preparation of the Plan

A Concept Plan for Downtown Nanaimo was This document focuses on the reformatting of
originally prepared and presented in 1993; the Concept Plan into an Official Community
however, the Plan was not formally adopted by Plan (OCP) amendment bylaw and prepares
the City. A review of the Plan in 2001 the groundwork for developing new zoning
suggested that, with certain updates and regulations that will guide future development
refinements, it remained largely valid. in the Downtown.
Following several studies and work done by a
variety of Downtown revitalization committees This is the final stage of the Downtown Plan
and workshops, the City and stakeholders in process, involving reviews with stakeholders
the Downtown reviewed and prioritized a and a statutory public hearing and City Council
variety of directions and actions that they adoption of the Plan as an amendment to the
believed would bring vitality back to existing OCP Bylaw. Once Council has
Downtown. The actions identified as essential adopted the new Plan, an implementation
to revitalizing the Downtown were grouped process will be undertaken.
under three Downtown strategies:
Increase the number of people living

Downtown, by encouraging additional
residential development;
Create a unique niche for Downtown by

positioning the area as a centre for arts
and culture activities; and
Increase the number of people working in

Downtown, by building a strong business
base in the Downtown core.
An important component of Downtown

revitalization is to create a stable policy
environment within which the private sector
can consider investment decisions. A new
Concept Plan, completed in November 2001,
was prepared for Downtown Nanaimo as a first
step for examining and updating policies
affecting development.
Introduction 4
1.4 Plan Organization
The Nanaimo Downtown Plan is organized into

six chapters, followed by three appendices:
1. Introduction. This chapter outlines the 6. Plan Implementation. This chapter

purpose, rationale, boundaries, Plan presents the City’s incentives to support
preparation and organization of the Plan. Downtown revitalization, budget and
financing strategy for the Plan, the City’s
2. Context. This chapter provides information streamlined review process, the Downtown
on the context, history of development, Action Program and monitoring of the
demographics, past planning efforts, land Plan’s outcomes.
use distribution, and a brief overview of the
trends, issues and opportunities.
3. Vision and Concept. This chapter

presents a vision of the desired future
Downtown. The overall development
concept and planning principles are
outlined in this chapter.
4. Policies and Actions. This chapter is the

core of the Plan, containing the policy
direction that will guide Downtown
development over the next five to ten
years. The chapter is organized by subject
area, starting with Economic Development.
Each of the nine sections contains a
general description, an overall objective
and a series of policies and actions.
5. Land Use and Form of Development.

This chapter contains the objectives and
policies to guide the distribution of varying
land uses and activities, shape, height and
density of development in the Downtown
and in each of the Downtown areas. It sets
the direction for new zoning and design
guidelines.
Introduction 5
2
CONTEXT
This chapter provides information on the

context, history of development,
demographics, land use distribution, past
planning efforts, and an overview of trends,
issues and opportunities in the Downtown.
Context 6
2.1 History of Development

Nanaimo was born as a coal town. In fact, in was the initial step towards Nanaimo’s
1852 the Hudson's Bay Company first started eventual incorporation in 1874.
mining in the area. The HBC settlement, on
what is today Downtown Nanaimo, was named
Colviletown after Andrew Colvile, the Governor
of the HBC. Early Colviletown developed in
close proximity to the mine workings and
consisted of a sawmill on the Millstone River,
wharves for loading coal and log cabins and
bunkhouses. Over the next ten years, the
town grew haphazardly with the mine and the
shoreline governing its pattern of growth.
Shops and businesses lined the rough roads “Credit: Nanaimo Community Archives”
named Commercial, Wharf and Bastion
Streets. In 1860, the town was renamed Mining was also significant in reshaping of
Nanaimo (derived from Snunéymuxw) and in Nanaimo’s shoreline and harbour. Mine
1862, the HBC sold their mine interests and tailings were used to expand the land area
the town to the Vancouver Coal Mining and along the waterfront and fill in the tidal ravine
Land Company, a British-owned conglomerate. inlet that once divided the Downtown along
The deal included the mines, buildings and Terminal Avenue. The filling and shaping of
6,193 acres of land. the waterfront has continued into the 20th
century with the most recent additions of Swy-
The new company, under the management of A-Lana Park (1984) and the waterfront
Charles Nicol, very quickly instituted more promenades (begun in 1988).
order to the physical layout of the town. In
1864, the company hired an architect in Nanaimo has seen significant change since
Britain, George Deverill, to draft a town plan the 1960s. At that time, the Downtown was
based on topographical maps of the area. the city’s major commercial area. Nanaimo
Deverill gave Nanaimo one of its more had an economy based on natural resources,
distinctive features, the fan shaped pattern of primarily forestry and fishing. Until the 1970s,
the Downtown streets. Rather than section the Nanaimo’s growth was slow but steady.
town into a grid of regular rectangles, the Nanaimo’s "small town" atmosphere changed
streets follow the natural downward slope and with amalgamation in 1975. Commercial mall
bowl formation of the land. In the case of development spread new shopping areas north
Nanaimo, the radial plan leads the traveler to along the Island Highway and, as with many
the primary business district and towards the North American cities, Nanaimo suffered from
natural beauty of the harbour. The town plan suburbanization, auto dependency and a
deteriorating Downtown core.
Context 7
2.2 Downtown Community

Profile
Figure 2.2.1 – Age Distribution (1996)
For the purposes of the demographic and
income distribution sections, the Downtown
boundary includes the ‘Old City
Neighbourhood’ and part of the ‘Southend
Neighbourhood’ area as defined in Figure
2.2.0. This is to include residents within the
City Centre planning area and to
accommodate 1996 Census Enumeration Area
boundaries.
Figure 2.2.0 – Census Area
Downtown Income Distribution

The average income for households in the
Downtown ($31,228 - 1995 census figure) is
lower than that of the city as a whole ($45,133
- 1995 census figure). This significant
difference in income is not surprising, as
almost 50% of the Downtown's households are
Downtown Demographics single person households. The average
The population of Downtown Nanaimo at the income for a single person household is
time of the 1996 Census was 4405 or 6.3% of $20,353 as compared to $24,049 city-wide.
the city’s total population. The characteristics There are also many more single parent
of the age distribution of Downtown residents families in the Downtown than there are city-
differ from that of the city as a whole. The wide; 27% as compared to 17.5%. As one
component of Downtown residents under the might expect, these two segments of the
age of 19 is significantly less than that of the greater population are in part drawn to the
city as a whole as seen in Figure 2.2.1. Those Downtown because of its affordable housing
20 to 34 years of age make up a larger portion stock.
of the population Downtown when compared to
the city as a whole. Additionally, the Downtown Development
component of Downtown residents over 75 In 2001, 57 building permits, at a value of $5.6
years of age is substantially greater than that million were issued for projects in the
of the entire city. Downtown. This represents 8.9% of all
building permits issued for the City of
Nanaimo, while representing 21% of
commercial building permits for the city.
Context 8
Downtown Tax Revenue Downtown Businesses

The Downtown Plan area represents almost For the purposes of this section, Business
6% of the City’s overall tax revenue base. Improvement Areas 1 through 5 serve as the
Almost 78% of the tax revenue generated in Downtown boundary. A detailed breakdown of
the Downtown Plan area comes from the the type of businesses which exists in the
business tax base, with the vast majority of the Downtown can be seen in Figure 2.2.1.
remaining 22% derived from residential taxes.
The Downtown Plan area accounts for more Retail trade businesses make up the largest
than 16% of the taxes generated by the City’s proportion of Downtown businesses (21.6%),
business tax base. This tax revenue equivalent to 16.8% of retail trade businesses
comparison considers only the municipal within the City of Nanaimo. Arts,
portion of property taxes, and excludes School entertainment and recreation businesses
District, Hospital and other taxes. formed 2.4% of Downtown businesses, while
forming 37.5% of such businesses city wide.
This suggests that the Downtown serves an
important role within the city as an arts,
Figure 2.2.1 entertainment and recreation hub. Businesses
in the Downtown also constitute a significant
component of the city’s accommodation and
food services, and finance and insurance
business sectors.
While the number of public administration

businesses were not available for the city as a
whole, it has been estimated that this sector
comprises 4.5% of Downtown businesses.
Context 9
2.3 Past Planning Efforts and

Downtown Organization
Existing Land Use Downtown revitalization efforts in the mid ‘80s
Figure 2.2.2 shows the existing land use in the began with the implementation of Downtown
Downtown Plan area. As might be expected, Design Guidelines in preparation for the
commercial uses account for the largest single Provincially funded Heritage Area
use at 40% of the total land area. Multi-family Revitalization Program (HARP). Work under
comprises nearly 7% of the land area with HARP was focused on the Commercial Street
density estimated at 9 unit per hectare in 1996 business area. Services were upgraded and
and parks and open space nearly 11%. The surface work resulted in pedestrian lighting,
industrial component (16.2%) consists mainly street trees, street furniture and decorative
of transportation and manufacturing facilities sidewalk brickwork. Unfortunately, the focus
within Character Area 11 (see Future Study on the physical design of Downtown was not
Area #2). Together, vacant land and parking enough to turn the Downtown economy
account for 14.5% of the land area. around.
Figure 2.2.2 In 1993, a Downtown Concept Plan was

prepared and the Height and Density Study
followed in 1994. Both documents have
remained as reference documents.
Between 1999 and 2001, an enormous amount

of time and energy has been devoted to
determining the essential steps for revitalizing
Downtown. The National Main Street Centre
provided a model for Downtown revitalization
that has worked in 1,500 communities across
North America. The report, “An Assessment of
Downtown Nanaimo’s Opportunities for
Revitalization”, highlights the importance of
focusing revitalization efforts on four fronts:
restructuring the Downtown economy to create
a market niche for retail, business and
employment; develop a strong organizational
structure to lead revitalization and manage
Downtown into the future; concentrate on
Downtown design creating a public realm that
is an extension of living and working space,
and will transform the Downtown into a people
friendly, safe and unique destination; and
Context 10
finally, promote the Downtown as an important heritage buildings for residential use in early
community place that must be experienced by 2002.
residents and visitors, and business owners
and employees. With the completion of this Plan in the spring of
2002, work will begin on new Downtown zones
A vision identifying Downtown Nanaimo as a and design guidelines for each of the character
people-friendly unique heart of the city was areas for guiding development into the future.
confirmed by residents and work began on the
three strategies intended to assist in achieving
the vision:
develop the Downtown as an arts, culture
and entertainment centre;
increase the number of people living
Downtown; and
increase the number of people working
Downtown.
Great progress has been made toward

Downtown revitalization through the hard work
of many volunteers and Downtown
stakeholders. A $300,000 investment in 2001
and again in 2002 from the Downtown
business improvement areas and the City of
Nanaimo under a partnership agreement
enabled the hiring of a Downtown Executive
Director. The Executive Director manages the
financial resources and huge amount of social
capital directed towards improving the
Downtown. The consolidation of arts and
culture activities was made possible with the
capital investment by the City in the purchase
of the CIBC Centre for the Arts building, which
also houses the Downtown Nanaimo
Partnership office. A Downtown Residential
Market Analysis and Downtown Business
Recruitment and Retention Study will be
completed in 2002. Development cost charges
have been removed for Downtown residential
development and parking requirements have
been decreased. A tax incentive program will
be available for conversion of upper storey
Context 11
2.4 Trends, Issues and

Opportunities
Many downtowns across the country have Also, businesses are promoting the Downtown
experienced boom and decline periods by combining efforts to advertise and promote
throughout their history. In many cases, Downtown businesses. These recent trends
decisions to locate malls on the edges of town are positive initiatives which should intensify
have contributed significantly to the failing the land use activity Downtown over time.
health of downtowns and the need to rethink
the downtown economic structure and its The issues identified as needing attention in
market niche. the Downtown are similar to many declining
downtowns. Parking is almost always cited as
Over the last 15 years, an economic decline a problem (too few spaces; payment required
occurred in Nanaimo’s Downtown as by user rather than shop owner as required at
businesses followed the residential market to mall locations). Safety is a concern to some
the north end of the city. Businesses were also since there are fewer people on the streets,
attracted to the larger regional market in the properties and streets often look dirty and
northern half of Vancouver Island. This market unkempt, and declining economies often result
shift was accompanied by a lengthy slumping in social issues such as loitering and
provincial economy. The perception of prostitution becoming more visible. Poor
Downtown as a decaying, unsafe environment signage increases the frustration of visitors
with nothing to offer was fanned by the lack of who have difficulty finding their way around.
attention focused on the Downtown as the The loss of necessary services to meet the
centre of the community. needs of the local population force Downtown
residents to go to other shopping areas and
Recently, considerable effort has been made the deteriorating business environment does
to return the focus to the Downtown with not encourage new businesses to move
municipal investments into a new theatre and Downtown.
library complex, a proposed convention centre
and the purchase of the CIBC building for a Despite trends of decline and issues
Centre of the Arts. Council has made discouraging Downtown activity, Downtown
additional capital dollars available for 2002. As Nanaimo has important opportunities unique to
well, public/private initiative have resulted in Downtown. It is well connected to
the upgrade of Wesley Street’s infrastructure transportation and communication linkages
and the creation of the Downtown Nanaimo with fibre optic cables in place, seaplane
Partnership. connections to Vancouver and a foot
passenger ferry to Vancouver expected in the
The revitalization effort has many near future. There is a wide variety of unique
organizations pooling their resources and shopping, dining, and arts and culture activities
providing quality events in the Downtown. within walking distance of each other. The
amphitheatre topography and siting on the
harbour gives Downtown Nanaimo an
Context 12
important geographic advantage which is

emphasized by the historic character and
unique charm of the Old City neighbourhood.
The pedestrian scale and sense of community
in the Downtown is experienced on narrow
winding streets surrounded by low-rise
buildings. Commercial and residential
properties are affordable and desirable with
the proximity to the seawall, library, theatre
and other cultural and recreational facilities,
and the view of the harbour and mainland
mountains. By capitalizing on opportunities to
meet some of the needs, the trends can be
shifted to bring the vitality back into the
Downtown, since decline over the years has
not damaged the unique and valued
opportunities found in the Downtown.
Context 13
3
VISION AND CONCEPT
Over many years, the Downtown community

has been developing ideas and concepts for
the future Downtown. In 2000, the Downtown
Stakeholders Group developed a Vision
Statement to summarize their aspirations for
Downtown. This statement forms the basis for
this Plan and is expanded in this section to
describe the planning principles and concepts
that aim to achieve the vision.
Vision and Concept 14

3.1 Downtown Vision including Planning Principles

The Downtown Vision set out below sees the Downtown as a place that is safe, friendly and alive with
people and activity.
Downtown is the heart of the city. It is a people-friendly and unique place

because of the harbour, the history evident in heritage sites and its physical
design. Downtown attracts residents, businesses, government, professional
services and tourists because of its beauty, spectacular waterfront, excellent
transportation links, arts and culture events and facilities, culinary attractions,
diverse shopping, and lifestyle opportunities. These all exist within a positive
and strong economic environment.
The Vision embraces six guiding principles.

and livability of Downtown and contribute
1. Encourage living Downtown. Increase to its economic stability. “A Cultural
residential development, making Strategy for Nanaimo”, adopted by City
Downtown a place for seniors, singles and Council, June 2001, sets out a number of
families, living throughout the Downtown goals and coordinated actions for the city
within safe, healthy neighbourhoods where as a whole.
residents feel a strong sense of 4. Provide better linkages within
community. Downtown and the Waterfront
2. Improve and stabilize the Downtown emphasizing orientation to the waterfront
economy by generating new and with enhanced accessibility and pedestrian
expanded businesses. A stronger and cyclist pathways.
development climate and an ever- 5. Conserve and enhance the scale and
increasing population base will attract historic character of Commercial Street
more business and investment to the reinforcing and extending the old
Downtown, including new and revitalized Downtown Core centered on Commercial
shops, restaurants, and a variety of Street into adjacent areas as Downtown
services. uses expand.
3. Integrate and coordinate arts, culture 6. Provide convenient public
and entertainment facilities and transportation by improving and
programs. Arts and culture are important increasing transit use between Downtown
to the quality of life in Nanaimo and are and other parts of the Island and the Lower
particularly appropriate located Downtown Mainland and making it a more convenient
where they are readily accessible to and practical means to and from
everyone, contribute to the attractiveness Downtown.

3.2 The New Concept Plan
The new Downtown Concept Plan describes a The Plan is described in map form and its
Downtown that integrates the aspirations of the intentions are summarized under the following
many stakeholders and public who have seven directions.
contributed their ideas over the last several
years. This is an interpretation of the Vision for 1. Encourage living Downtown. Provide for
Downtown. the intensification of housing development
in many forms throughout Downtown. This
Downtown is the heart of the city and its will include locations for infill, townhouses,
region. It is also the place where the history of live/work accommodations and medium
Nanaimo began. The Bastion at the waterfront and high density apartments, including
symbolizes the beginnings of the city and also locations for high-rise towers. It also
provides the centre-piece and focal point of the includes creating livable environments for
Concept Plan. those various residential communities.
They will vary from quiet enclaves to infill
housing above stores in the heart of the
commercial and entertainment core. They
will vary from student housing and singles
to housing for families, and seniors.
Housing should be inclusive of all income
levels and strive to meet the special needs
of those populations identified in the
Housing Study, “Building Capacity: A
Housing Needs Assessment (1999)”.
2. Improve the Physical Environment. Set

guidelines for the creation of a high quality
physical environment that includes a
It recognizes the special existing features of diversity of uses, a network of parks and
the area and enhances them to create a place open spaces, special gateways to provide
of diversity and interest. Diversity and interest notable entrances to the Downtown,
are provided in the shape, height and density distinctive character areas, comfortable
of development, the distribution of varying land and attractive streets, emphasis on the
uses and activities, special landscaping enjoyment and convenience of walking
treatments, and by emphasizing the special and programs of public art, festivals and
characteristics of different areas. These are community events.
linked together through a comprehensive
pedestrian and road network.

3. Strengthen Downtown Business 7. Create Attractive Linkages Between all

Opportunities. Provide for a great Areas. Develop public and private
diversity of uses in the commercial areas, improvement programs to extend and
continuous retail frontages with weather expand walk and bike ways around the
protection, increase the resident Downtown, creating greenways wherever
population base, improve accessibility and possible. Provide a comprehensive
parking and program year round events signage program to provide information,
focused on the commercial core and orientation and direction. Give entrance
waterfront areas. Promote our routes to Downtown special design
connectiveness through existing fibre treatments, and encourage significant
optics and excellent transportation developments at entrances to Downtown
linkages to Vancouver and beyond. to provide recognizable Gateways.
4. Enhance the Enjoyment of the The Concept will take many years to come
Waterfront and the Natural to fruition and will take a great deal of
Environment. Orient new developments energy by many people to realize the
to the waterfront and the expansive views vision. It will require a variety of actions,
of the surrounding ocean and mountains. from negotiating and marketing, to
Preserve existing and create new public designing and building, and through
views of the ocean and mountains. monitoring and updating the policies that
Improve access to the waterfront and are driving it.
increase and improve pedestrian links
between the waterfront walkway and the
rest of Downtown especially the core
commercial areas.
5. Improve Accessibility. Clarify the

hierarchy of roads and accesses with
street design and a comprehensive
signage system. Emphasize pedestrian,
bicycle, public transit and vehicular
accessibility to Downtown.
6. Identify Distinct Character Areas. Adopt

new zoning regulations and design
guidelines that direct public and private
developments to emphasize the distinctive
features of different areas of Downtown.

3.2 The New Concept Plan

(2004-Dec-13)

4
POLICIES & ACTIONS
econ
development, arts, culture
and entertainment, housing
and community development
transportation systems
pedestrian and cycle move
Downtown Plan
municipal services, parks, op Boundary
space and recreation, historic
preservation, natural environment
urban design, character areas and neigh
economic development, arts , culture an
entertainment, housing and comm
development, transportation
This chapter is the core of the Downtown Plan.

It contains the objectives, policies and actions
that will guide the future development of the
Downtown over the next five to ten years. It
addresses nine areas of primary focus:
1. Economic Development
2. Arts, Culture and Entertainment
3. Housing and Community Development
4. Transportation Systems (including
pedestrian and cycle movement)
5. Parks, Open Space and Recreation
6. Historic Preservation
7. Natural Environment
8. Urban Design
9. Character Areas (Neighbourhoods)
Policies and Actions 19

4.1 Economic Development
This is a long-term plan. Its fulfillment depends Objective

on the ability of Nanaimo to attract the type of To build on and realize the strengths of the
development that will generate those changes Downtown as the economic heart of Nanaimo;
described in the Downtown Plan. Similarly, the a centre for the arts, culture, tourism, specialty
phasing will depend on which of the many retail, education, knowledge-based and
initiatives proposed will occur first. These could technology industries, and a prosperous
include a major renewal of the Harbourpark business, professional, government and
project, the commencement of residential community services centre, complemented by
development in the Chapel Front area, the a strong residential community.
redevelopment of the Front Street waterfront
properties following the initiative of the new To capitalize on Downtown’s proximity to
convention centre, or the initiation of the excellent transportation connections and well-
improvement of Terminal Avenue. developed communications infrastructure and
accessibility to recreational amenities.
The presence of all levels of government in the
Downtown is critically important to the Policies and Actions
Downtown economy. The Downtown has An Economic Vision for Downtown
become a centre for the delivery of many Policy 1 Embrace the vision of a strong,
community services provided by the private progressive and busy Downtown and forge
sector, non-profit and senior governments. a commitment to foster its growth.
They play a vital role Downtown both
economically and through their provision of Action 1 Encourage investment and attract
critical community services. people, actively promote the Downtown as the
natural business centre for the city and the
It is equally important to seek cooperation and broader regional economy.
partnerships in development among Action 2 Facilitate networking and strategic
stakeholders, owners and the private and partnerships among members of the
public economic sectors. Downtown economic community.
Strong Downtown Economy

Policy 2 Support major public and private
investment in the Downtown to stabilize,
increase and diversify the Downtown
economic base.
Action 1 Clarify the roles of the key

stakeholders, eliminating any unnecessary
overlap or duplication of activities.

Action 2 Develop and implement a Downtown Concentration of Government Offices

Business Plan with a set of integrated Policy 4 Encourage municipal, regional,
strategies to attract new economic activities provincial and federal governments and
and to keep existing activities in the government funded agencies to maintain a
Downtown. strong presence in the Downtown.
Action 3 Consider the creation of a Downtown
Development Corporation to facilitate the Action 1 Actively market the Downtown to
development and implementation of this both levels of government regarding the
business plan. benefits of retaining offices and relocating
other offices to Downtown.
Action 4 Implement a program to recruit new
businesses based on the market research
Centre of Academic Excellence
undertaken for Downtown.
Policy 5 Encourage the growth of
Action 5 Through on-going dialogue with
educational institutions and other training
existing Downtown business associations,
facilities in the Downtown.
identify policies and actions that will encourage
existing businesses and community services to
Action 1 Encourage a university presence in
remain in the core area.
the form of a campus and other facilities as the
Action 6 Continue to explore opportunities for core of a Downtown educational emphasis.
incentives to assist with pilot projects and time
Action 2 Work with Malaspina University
limited revitalization initiatives.
College (MUC) to identify public/private
Action 7 Develop a market identification that partnerships focusing on the development of
advertises the Downtown as the heart of the Downtown educational facilities.
community and promotes the Downtown as a
Action 3 Encourage the development of
place to live, visit and conduct business.
supportive services, programs and facilities for
Action 8 Review municipal policies and Downtown residents, staff and students.
regulations to remove unintentional policy
Action 4 Coordinate with the convention
barriers that may discourage investment.
centre and Downtown hotels, to promote
regionally based educational opportunities.
Quality Development
Policy 3 Ensure quality development in Tourism Infrastructure
Downtown. Policy 6 Strengthen the Downtown’s role in
Nanaimo’s tourism industry.
Action 1 Adopt land use regulations,
guidelines and administrative processes that Action 1 In conjunction with Tourism Nanaimo
support quality development in the Downtown, prepare and implement a Downtown Tourism
encouraging flexibility and design innovation. Plan to improve and promote Downtown
attractions that would better serve Nanaimo
area residents, tourists and business travelers.
This would provide policies and actions for

4.2 Arts, Culture and

Entertainment
such initiatives as enhanced harbour-based The Downtown Plan recognizes the significant
tourism, passenger ferry facilities and services, and far-reaching social and economic benefits
cultural, heritage and recreational facilities and of a strong arts, culture and entertainment
programs. industry, the value of artistic and cultural
expression and enjoyment, and the value of
Policy 7 Encourage cruise ship visits to this sector to strengthen Nanaimo’s tourism
Downtown Nanaimo. potential and economic growth. The Bastion,
library, museum, new theatre and arts centre
provide an important beginning for what could
become an extensive and important presence
of the arts and culture in Downtown. Multi-use
of adapted heritage buildings and new facilities
with a variety of programmed activities can
provide Downtown with a special
attractiveness not available in other parts of
the region and thus becoming another special
reason to visit Downtown.
Arts, Culture and Entertainment objectives,

policies and actions for the Downtown are
designed to integrate with the “Nanaimo
Cultural Strategy, July 2001”, in order to
achieve the goals of the strategy for
Downtown. The Nanaimo Cultural Strategy
was developed by the Nanaimo Cultural
Strategy Sub-Committee and sets out the
Vision, Municipal Cultural Policy, Goals and
Strategies for identified key areas of cultural
development in Nanaimo.
The cultural strategy includes the following

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

Downtown Public Art

Objective Policy 2 Encourage public art in the
To enrich and enliven the spirit and quality of Downtown.
the Downtown experience by intensifying it as
the centre for arts and culture, and to expand Action 1 Work with the Cultural Committee to
the Downtown role as a regional, national and promote the “Art in Public Places Policy” in
international centre for the development and Nanaimo with the objective of commissioning
enjoyment of the arts, culture, and other forms and/or purchasing public art for display in
of entertainment. public places in the Downtown.
Action 2 Encourage private developers to
incorporate public art into their projects.
Marketing and Financial Support

Policy 3 Strengthen the funding for
marketing Downtown attractions and
events.
Action 1 Continue private/public sector

partnerships to promote year round festivals,
arts, cultural and community events as part of
the Downtown Nanaimo experience.
Policies and Actions
Intensify Downtown Arts and Culture Action 2 Continue supporting established and
Policy 1 Continue to build on the important emerging Downtown arts and cultural groups
presence of arts and culture in Downtown. and programs through municipal grant
programs.
Action 1 Intensify the use of existing arts and Action 3 Continue to facilitate financial support
culture facilities, and encourage the from other levels of government, foundations
development of complementary activities. and private donors.
Action 2 Explore opportunities to utilize Action 4 Provide strong support in-principle for
existing heritage and other buildings for arts Downtown (through letters of support).
and culture facilities while ensuring that the
location of such facilities is appropriate to the
nature of the proposed Downtown Character
areas.
Action 3 Develop programs to encourage
artists, arts and cultural groups, and related
professionals to find working and living space
in the Downtown.

4.3 Housing and Community

Development
For many years, City Council has endorsed Objective

Downtown housing as a means to build a To substantially increase the Downtown’s
strong, stable population base in the city residential population and provide a variety of
centre. Despite these supportive policies, little housing, through well-placed high-rise,
housing has been built in the Downtown during medium density and townhouse development,
the past several years. to serve a broad range of social and economic
needs. Develop a sense of community
While it is unlikely that more than one amongst all Downtown residents.
residential high-rise may occur every five
years, there seems to be consensus among Policies and Actions
people that this form of housing with its higher Downtown Housing Targets
densities would improve the economics of Policy 1 Increase the resident population in
residential development which, in turn, would the Downtown.
help over time to provide the number of
residents needed to add 24-hour vitality to Action 1 Stimulate Downtown housing
Downtown. While economic reality will limit the development by expanding areas zoned for
number of high-rises built, the proposed high- residential development and encouraging high
rise zones in the Downtown Plan will enable density and high-rise residential in specified
high-rise building forms to be considered as a areas.
housing option. These areas are specially Action 2 Continue to encourage the
located to preserve important public views. conversion of Downtown heritage buildings to
Other housing types including converted residential use through the financial incentives
heritage buildings, medium-rise apartments available through the City’s Downtown
and townhouses, live/work studios are all Heritage Residential Conversion Program.
appropriate to the Downtown. They help to Action 3 Examine ways to provide more
provide the variety and choice to meet diverse flexibility in the application of Provincial and
socio-economic needs. Municipal Building Code regulations in order to
safely convert older buildings in the Downtown
New initiatives and incentives are needed to to residential use and live/work
attract developers and the citizens of Nanaimo accommodation.
to reconsider Downtown as an attractive place
Action 4 Implement a Downtown housing
to live. The Downtown Plan’s housing strategy
marketing program involving both private and
proposes a number of policies to address this
public sector partners in the utilization of their
area.
property and the promotion of Downtown
living.

Action 5 Maintain a listing of housing available

in the Downtown for the information of Community Development in the Downtown
potential residents and for use in the marketing Policy 3 Encourage community
program. development in the Downtown.
Action 6 Improve the residential environment
through public improvements to streets, parks Action 1 Establish a community development
and open spaces and convenient connections program in the Downtown that facilitates
to local commercial, neighbourhood facilities interaction amongst the residents and works to
and support services. identify and address the need for services and
facilities.
Action 7 Discuss Local Area Improvement
Action 2 Support Downtown residents in
cost sharing formulas and methods for
establishing a representative neighbourhood
implementation where there is a Downtown
association.
community benefit and no adjacent property
Action 3 Determine, in consultation with
owners.
Downtown stakeholders, the need for new
community amenity space.
Downtown Residents
Policy 2 Encourage a wide variety of
Policy 4 Ensure safety and security in
residential development in the Downtown
Downtown residential areas.
affordable for people at all income levels.
Action 1 Support development of a crime

Action 1 Encourage a wide range of housing
prevention program in concert with the RCMP,
choice in terms of type, tenure, affordability
the business community and residents.
and design in all areas of the Downtown and
Action 2 Maintain a Community Police Station
adjacent neighbourhoods.
in the Downtown and operate crime prevention
Action 2 Develop an action plan to address
programs such as Neighbourhood Foot
the housing needs of low income and special
Patrols, Neighbourhood/Apartment Watch, the
needs households in the Downtown.
Security Network Program and the Crime Free
Action 3 Consider the use of incentives to
Multi-Housing Program.
ensure opportunities for the development of
Action 3 Ensure that all designs for residential
affordable and special needs housing, as listed
buildings are reviewed using the principles of
below, are realized:
Crime Prevention Through Environmental
purpose-built market rental Design (CEPTED).
housing;
seniors housing including assisted
living options;
artists live/work studios;
non-profit rent geared to income
housing suitable for students and
low income singles.

4.4 Transportation Systems
The central theme in the future development of 4.4.1 Pedestrian Emphasis

the transportation system is to reduce the
reliance on the private automobile and
maximize the attractiveness of pedestrian,
cycle and public transit alternatives. This still
means that Downtown has to be conveniently
accessible to commercial servicing vehicles
and have good access and parking areas for
the private automobile. Therefore, it is
important to ensure that the road network has
the capacity to serve Downtown Nanaimo as a
regional centre for people, goods and services.
Emphasis is on making the Downtown
The potential for business and tourism growth attractive to the pedestrian. This means
through linkages by ferries, float planes and making it comfortable and convenient to walk
cruise ships is also vital to the future of from place to place Downtown.
Downtown.
Objective A Quality Pedestrian Environment
To provide a safe, balanced, efficient and Policy 1 Create an attractive, high quality
integrated transportation system in the pedestrian environment.
Downtown that serves the needs of existing
and future development and accommodates Action 1 Provide amenities for pedestrians
each mode of transportation – pedestrian, throughout the Downtown, by implementing
bicycle, public transit, ferry, air and rail streetscape plans and design guidelines for
services, and commercial and private vehicles. special pedestrian routes and by encouraging
active use of sidewalk space.
Policies and Actions Action 2 Establish a policy and procedures
Policy 1 Provide a safe, efficient and whereby improvements to the pedestrian
pleasant environment for pedestrians, environment are incorporated as a significant
cyclists, public transit users and component in funding and implementing
commercial and private vehicle drivers. roadway improvements in the Downtown.
Action 3 Encourage continuous weather
Action 1 Develop a Downtown Transportation
protection on main pedestrian routes,
Plan that identifies improvements to the
especially on shopping streets.
present system to implement this policy as
Action 4 Improve and expand the pedestrian
more specifically described in the remainder of
circulation network to link important
this section of the Plan.
destinations within the Downtown as part of
significant redevelopment projects.

Action 5 Strengthen connections between the 4.4.2 Bicycle Routes

Downtown and adjacent neighbourhoods by
identifying missing links in the circulation
network.
Action 6 Establish a pedestrian signage/
mapping system for Downtown streets,
sidewalks and open spaces to direct and orient
pedestrians and to promote Downtown
attractions.
Transportation Management Measures

Policy 2 Improve traffic and pedestrian Emphasis is on encouraging cycling by
movements in the Downtown by providing safe, attractive and convenient bike
implementing transportation management routes connecting to and throughout
measures that address the specific needs Downtown.
of each particular neighbourhood, as
required. Policies and Actions
A Bicycle Friendly Downtown
Action 1 Review the operation of the Policy 1 Ensure the bike route system is
transportation management system. continuous and well connected to major
Action 2 Consider the importance of destination points within the Downtown
pedestrian mobility in the Downtown. and adjacent neighbourhoods.
Safety, Maintenance and Accessibility Action 1 Continue to develop integrated on-

Policy 3 Ensure that pedestrian routes and road and off-road cycle routes to and within
pedways are safe, secure, comfortable, well Downtown.
maintained and accessible to all persons. Action 2 Provide and encourage development
of end-of-trip facilities such as, change rooms,
Action 1 Explore options for improving showers, storage lockers and safe and secure
intersection design and traffic calming and bicycle parking.
permitting mid-block crossings in selected
locations to give more priority to pedestrians.

4.4.3 Public Transit Policies and Actions

Transit First
Policy 1 Adopt policies wherein an
emphasis is placed on establishing public
transit as a practical alternate means of
access to the Downtown.
Action 1 Develop an easy-to-use Downtown

transit route network that integrates with other
transportation modes.
Action 2 Improve bus stops with better
shelters and route information displays.
Action 3 Develop options for and implement a
shuttle bus or vintage streetcar that could
accommodate both pedestrians and bicycles
and connects tourist and other attractions in
the Downtown, and central area
neighbourhoods to high traffic destinations.
Emphasis is on increasing public transit use by
making it a more convenient and practical
means to travel to and within the Downtown.

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

Road System
Policy 1 Continue to monitor the road Action 2 Provide a comprehensive signage
system and take any step necessary to system to clarify the road system and access
ensure that it is easy to understand and to and within Downtown.
provides convenient access to a variety of
Downtown destinations and for a variety of
purposes. Action 3 Enhance the following major entry
routes to Downtown: Fitzwilliam Street, Nicol
Action 1 Review the hierarchy of roads to Street, Terminal Avenue, Comox Road and
ensure that Downtown oriented traffic needs Albert Street.
are met.

4.4.5 Parking
Diversified Proactive Approach to Short-Term

Parking
Policy 2 Recognize that the perceived lack
of convenient, visible on-street parking for
shoppers and a generally poor public
perception of parking is a serious issue
affecting the Downtown economy and
adopt a diversified, proactive approach to
counteract this problem.
Action 1 Parking Committee to review parking

policies for Downtown and recommend
changes including whether or not a new bylaw
is required.
Employee Parking
Policy 3 Place a higher priority on customer
Emphasis is on providing a sufficient supply of parking over employee parking.
convenient parking and to implement programs
and processes to make parking more attractive Action 1 Work towards reducing on-site
and easier for the customers of the Downtown parking needs through the promotion of other
shops, offices, restaurants, arts, cultural and practical and efficient travel modes.
entertainment facilities.
Residential Parking Requirements
Policies and Actions Policy 4 Maintain present residential
Downtown Parking parking requirements.
Policy 1 Ensure coordinated management
of Downtown parking. Action 1 Maintain reduced parking
requirements for residential development in the
Action 1 Provide efficient and effective Downtown to help foster redevelopment.
management of Downtown parking through
coordinated customer oriented information,
pricing and advertising programs.
Action 2 Include parking signage in an overall
signage study for Downtown.

4.4.6 Truck Routes 4.4.7 Ferry, Air and Rail Service
Emphasis is on promoting efficient truck Emphasis is to encourage improved

movements. accessibility to Downtown by these services.
Because of its waterfront location, Downtown
Policies and Actions can anticipate that as it grows and its
Truck Route Network and Signage attractiveness is enhanced for business,
Policy 1 Ensure efficient design and entertainment and living, that there will be
operation of truck route network for the increased demand for a variety of existing and
movement of goods in the Downtown. new services linking Downtown with other
destinations.
Action 1 Assess adequacy of the truck route
network and its operations to ensure efficiency Policies and Actions
of urban goods movement and to reduce By Air
impacts on traffic flow in the Downtown. Policy 1 Encourage the development of air
Action 2 Provide clear truck route information services to the Downtown waterfront.
and signage to ensure the effective movement
of goods in the Downtown. By Water
Policy 2 Encourage the development of a
passenger ferry connection to Downtown
Vancouver.
By Rail
Policy 3 Encourage ongoing and improved
rail service to provide commuter and
tourism access to Downtown.

4.5 Parks, Open Space and

Recreation
Trees are an important element of the urban
landscape and every opportunity should be
taken to soften and freshen the urban
environment with street trees and a variety of
flowers and shrubs.
Objectives
To ensure that the Downtown offers high
quality parks, open spaces and recreational
facilities to serve both the active and passive
recreational needs of residents, workers and
visitors, throughout the year.
As Downtown intensifies it is important to Policies and Actions

ensure that the city’s parks, open space and Provision of Parks and Open Space
recreational facilities meet the needs of its Policy 1 Ensure an adequate supply of
growing working and resident population as readily accessible parks and open space to
well as support local tourism. Parks, open meet the varied needs of a growing
spaces and special features like Nanaimo’s population Downtown.
Trail System play an important role in
strengthening the appeal of the Downtown. Action 1 Determine the open space needs for
Extensions of the trail system into more urban a new and growing population and a
walkways and cycle ways add to the mechanism for acquiring lands needed for
attractiveness of Downtown and provide parks and urban open spaces in those areas of
convenient linkages between all of its parts. the Downtown where park space needs have
been identified, particularly in the
With its proximity to the Harbour and the neighbourhoods targeted for more residential
waterfront parks and public open spaces, the development.
Downtown provides exceptional recreational Action 2 Encourage the creation of interest
amenities. and surprise throughout the Downtown using
available corners, alleys, rooftops and nooks
Opportunities occur throughout Downtown, for innovative open spaces.
especially as redevelopment takes place, to
provide a variety of smaller public and private
open spaces and some larger urban squares
for gatherings, festivals, markets, outdoor
cafes, and sitting and strolling in the sun.

4.6 Historic Preservation
Active Use of Open Spaces

Policy 2 Encourage active uses in open
spaces appropriate to the nature of the
proposed Downtown Character areas.
Action 1 Develop public open space to The Downtown has a rich history. This can be
accommodate uses such as open air markets, seen particularly well in its unusual street
street vendors, sidewalk cafes, artwork and layout and in many older buildings of
exhibits. architectural and cultural interest. As well, the
changes that have been made to the natural
Park Safety topography by successive generations,
Policy 3 Ensure park safety and security for whether it is the filling of the ocean inlet to
residents and visitors. create Terminal Avenue, the numerous mining
shafts below, or the several remaining rock
Action 1 Ensure plans for new parks and for outcroppings, remain to be conserved in one
the redevelopment of existing parks follow way or another so that the Downtown of the
design guidelines for crime prevention. future has memories of the past.
Objective
To protect and manage the historic resources
in the Downtown area so as to enhance the
quality of the urban environment for the
cultural and economic benefit of existing and
future residents of the City of Nanaimo.

Policies and Actions Rehabilitation and Re-use of Historic

Encourage Preservation Properties
Policy 1 Encourage the preservation of Policy 4 Maintain a flexible approach in
those buildings, areas and structures, implementing policies to encourage the
including monuments, bridges, built preservation and use of historic resources
landscapes and artifacts, that are of in the Downtown.
historical or architectural merit and ensure
that these resources are protected and Action 1 Promote the re-use of historic
enhanced. properties by providing advice, incentives,
exemptions and compensation to owners.
Action 1 Develop programs providing financial
Action 2 Encourage civic departments, as well
and administrative support to promote the
as governments and government-funded
rehabilitation and re-use of historic resources.
agencies and socio-cultural groups to locate
their offices and activities in heritage buildings.
Promote the Benefits of Historic Preservation
Policy 2 Increase public awareness of
Downtown’s historic resources. The Architectural Integrity of Buildings
Policy 5 Ensure the visual and aesthetic
Action 1 Provide information and advice to qualities of historic buildings, sites and
owners, developers, interest groups, structures are preserved and rehabilitated.
individuals and the media to foster a sense of
ownership and pride in Downtown buildings Action 1 Provide design guidelines and
and history. flexible regulations appropriate to the historic
character of the buildings and the area.
Action 2 Maintain a communication program
to promote the benefits of historic preservation. Action 2 Ensure that infill developments,
renovations and additions to existing buildings
respect the historical nature of adjacent and/or
Heritage Organizations
neighbouring properties.
Policy 3 Support the efforts of community
organizations and historic preservation
groups.
Action 1 Involve the local community in

historic preservation activities.
Action 2 Provide advice and assistance to
undertake rehabilitation initiatives.

4.7 Natural Environment Stormwater Management

Policy 2 Encourage on-site stormwater
The quality of the air, water and land in management strategies to support on-site
Downtown has been and continues to be infiltration and reduce demand on
heavily affected by the actions of humans. Air stormwater infrastructure.
pollution, stormwater run off, waste production,
energy use, and methods of transportation all Action 1 Continue to employ best stormwater
contribute to reducing the health of the natural management practices to provide information
environment. and advice to landowners and developers.
Action 2 Initiate further study for additional
Progress is being made in the general approaches for dealing with stormwater.
awareness of the problem and new methods of
building to reduce energy consumption and
waste, and rejuvenating natural systems of
watercourses and vegetation, are being used.
Reducing the reliance on the automobile
through development of compact communities
with the resultant increased usage of bikes and
walking not only reduce pollution, but add to
community enjoyment in urban living.
Objective
To enhance the quality of the natural
environment by taking steps to reduce
pollution, reduce energy consumption and
minimize waste production, protect the
remaining natural features, increase the stock
of urban vegetation and provide opportunities
to experience nature in the Downtown area.

A Greener Downtown
Policy 1 Improve the ecological health of
the Downtown area.
Action 1 Maintain and expand the quality and

quantity of natural vegetation and trees in both
the public and private domain to improve the
ecological health of the Downtown area.

4.8 Urban Design
Downtown is the core of the region and the The unique characteristics consist of these
focus of the community. It exhibits the historic elements:
beginnings of the city in its street configuration The waterfront setting with outstanding
and its numerous distinctive historic buildings easterly views.
and places. As well, the present shape of A natural amphitheatre – an amphitheatre
urban development has occurred in response formed by the Old City Area and a
to the unique topographical features which it succession of layers reaching from the Old
occupies. These features provide Nanaimo City Area to the top of Mount Benson.
with its uniqueness, its sense of time and its The topography of the raised centre of
basic attractiveness. Sound urban design Downtown contrasting with the valley
policies will ensure that as development formed by Terminal Avenue and the rest of
continues these features are respected and the vestiges of the historic ocean inlet.
enhanced while new urban forms provide for The various sized giant outcrops of rock
the future livability of the people who live, work occurring randomly around the Downtown
and visit Downtown. New developments area, some of which are already partially
should also have regard for view preservation, exploited to public advantage, such as the
the penetration of natural lighting to public and museum.
private spaces, weather protection, privacy The unusual street pattern formed by the
and safety, public art, attractive landscaped fan shaped roads of the Old City and the
public places, comfortable and convenient curving narrow roads in the centre of
accessibility, as well as creating an overall Downtown.
attractive image for Downtown in the future.
Memorable cities around the world are Objective

frequently characterized by their setting. To strive for excellence in the built
Nanaimo has a number of unique environment of Downtown, enhancing its
characteristics which, if given expression unique topographical and historic features and
through urban design direction for new ensuring an attractive, comfortable and
development, can provide Nanaimo with a convenient place for those who live and work
recognizable and memorable sense of place. there and to attract tourists, shoppers and
those seeking recreation and entertainment.

Policies and Actions Action 8 Ensure that new developments allow

An Attractive and Livable Downtown sun penetration to streets and open spaces.
Policy 1 Enhance the Downtown by Action 9 Encourage the provision of
creating a clean, healthy, livable continuous weather protection, particularly in
environment that offers visual and cultural the commercial core, through the use of
richness. canopies and awnings along selected streets.
Action 10 Ensure that the siting of new
Action 1 Prepare a specific urban design developments maintains and enhances
strategy for Downtown to provide guidance for existing views, vistas and visual corridors, and
all physical change in Downtown. where possible, creates new ones.
Action 2 Adopt urban design guidelines to Action 11 Locate artwork in prominent public
give direction to Downtown development spaces and encourage the inclusion of
proposals. artworks and/or performing arts programs in
Action 3 Provide guidelines for the design and public and private developments.
integration of new developments, in order to Action 12 Provide a system of distinctive,
ensure these developments improve the clear and well designed public signs in the
quality of the physical environment in the Downtown that contributes to the overall
Downtown. enjoyment of the pedestrian environment.
Action 4 Ensure that new developments
incorporate human scale design principles in The Distinctive Areas of Downtown
the first two storeys of development and that Policy 2 Retain, clarify and emphasize the
they relate to the street and enhance the distinctive characteristics of the different
pedestrian environment. areas within Downtown.
Action 5 Ensure that where a building fronts
onto the street, it is designed to minimize blank Action 1 Prepare specific land use, density
walls or other flat surfaces that lack windows and form and character regulations and
or sculptural relief. guidelines to accommodate the policies set out
Action 6 Ensure that wherever possible, the in section 4.9 on Character Areas.
design of a building complements the Action 2 Identify and retain the special
materials, scale, texture, proportions, patterns, topographical features of Downtown Nanaimo
colours, window rhythms and alcove creation and develop urban design guidelines that
to expand sidewalk activity and details of its ensure new development will add emphasis
neighbouring structures to create a and expression to those features.
coordinated streetscape. Action 3 Encourage the development of
Action 7 Ensure that the design of any new special buildings to distinguish the main
development does not create adverse wind entrances to Downtown and its distinct
conditions on its periphery or in the vicinity of neighbourhoods.
nearby buildings or open spaces at street
level.

Create a Streetscape Environment

Policy 3 Create a unique sense of place and
experiences for all to enjoy within the
public realm.
Action 1 Develop a program of streetscape

improvements for the main approach routes to
Downtown.
Action 2 Strengthen the special identity of
each Downtown character area through
distinctive designs of streetscape elements
such as lighting, street furniture and
landscaping.
Action 3 Develop streetscape and urban
design concepts and implementation strategies
for special streets to ensure that they are
distinctive and that they help define a sense of
place in each of the Downtown
neighbourhoods.
Action 4 Provide for high quality amenities
and the visual interest of the pedestrian -
amenities such as trees, landscaping, green
spaces, benches, public art, pedestrian
signage, warm-up places, public toilets, water
fountains and banners.
Action 5 Prepare a Downtown Lighting
Program oriented to the different needs of
vehicular, cycle and pedestrian movement and
to different character areas and building
needs. This would include special lighting of
landmark or Gateway buildings streets, open
spaces, parking garages and Downtown
bridges.
Action 6 Encourage activities like sidewalk
cafes, open air markets, street vendors and
year round programmed events on sidewalks
and open spaces in commercial areas.

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

4.9.1 Future Study Area 1 4.9.2 Waterfront
Tucked in the north west corner of the The central waterfront is one of the major
Downtown, this area is in transition. It is physical assets of Nanaimo. Over the years
separated from the rest of town by the river responsible authorities have established it as a
bordering its northern boundary and is well major public attraction based on a sequence of
linked to Downtown through the green walkways and open spaces with commercial
walkways along the river to the waterfront, and uses, all incorporated into a vital working port.
Comox Road. It also has a major future role The many activities and attractions of the area
situated at a major Gateway entry to will be further enhanced with the development
Downtown. However, further study is needed of the new convention facility on Front Street
before the land use, form and accessibility and extending over the waterfront walkway.
potential of the site are determined. Clearly the The whole of Downtown relates strongly to the
pedestrian linkage along the river, under the physical amenities of the waterfront and
Island Highway and connecting to the central developments next to the area should fully
waterfront will be a major component of future exploit and respect that relationship. While the
urban development as will the requirement that waterfront is a major public attraction, much
the development enhances this important can be done in the form of new and enhanced
intersection at the entry to Downtown. connections to other Downtown areas to
encourage and facilitate the extension of that
Action attractiveness to the core commercial areas.
Planning Study
Action 1 Undertake a study of the area to
determine planning guidelines for its future
development enhancing the pedestrian
connection through the greenway system
along the river and its Gateway location.

Action 4.9.3 North Gate

Waterfront Walkway
Action 1 Protect and enhance the waterfront
walkway ensuring its continuity, convenience
and attractiveness to the public.
Waterfront/Downtown Relationship
Action 2 Develop design guidelines which
enhance and express a strong visual and
functional relationship between Downtown and
the Waterfront buildings and open spaces and
the design details of those elements.
Linkages to Downtown Here is a special place in Nanaimo where the

Action 3 Develop a strategy to create stronger topographical features described in the urban
more attractive and convenient pedestrian design section provide Nanaimo with the
linkages between the waterfront and adjacent opportunity through its zoning regulations to
areas of Downtown giving priority to those create a Gateway giving emphasis to this entry
routes by providing special treatment for to Downtown. North Gate is the location for
pedestrian crossings on Front Street. impressive buildings on either side of Terminal,
at Comox, to form a Gateway to mark the
entrance to Downtown.
Higher density in the form of highrises is

supported in portions of the North Gate area,
as identified in Section 5.1 “Land Use.”
Guidelines for the development of highrises in

the character area include the following:
Minimum Lot Area:

1300.6 square metres (14,000 square feet)
Setbacks:
7.5 metres (24.6 feet) for all yards
Separation Between Towers:
30.48 metres (100 feet)
Maximum Floor Plate:
594.56 square metres (6400 square feet)
for those floors six storeys or above, with a
maximum depth and width of 24.38 metres
(80 feet).
(2004-Dec-13)

Action 4.9.4 Chapel Front

Gateway to Downtown
Action 1 Permit higher densities on these sites
on condition that the sites are consolidated to
allow comprehensive design to occur and high
quality design of the buildings to express the
Gateway theme.
This area contains a number of significant

heritage buildings including the Courthouse. It
is also the location for the new convention
centre, and the location of a variety of
commercial, residential and entertainment
uses. While these uses remain appropriate for
this area, the concept envisages the
development of a major high density mixed
use neighbourhood with a significant addition
of medium and high density housing. These
will consist of townhouses, medium height
apartments, and several high-rise towers.
These new uses will develop around the
existing street system but with significant
consolidation of lots to provide sufficient area
for comprehensive design. Continuous low
scale street frontages with a variety of offices,
stores, live/work studios and townhouses
characterize this area. Several high-rise
apartment towers are located outside of major
public view corridors to enjoy the expansive
panoramic views from a few storeys up. A
comprehensive plan will site the high-rise
component of the development amongst public
and semi-public open space elements.
Linkages to other parts of town are established
along existing streets and through some mid

block mews, courtyard and greenways 4.9.5 Wallace

incorporated into new developments.

supported in portions of the Chapel Front area,
as identified in Section 5.1 “Land Use.”

Minimum Lot Area:

2787 square metres (30,000 square feet)
Setbacks:
4.6 metres (15 feet) for all yards
30.48 metres (100 feet) Wallace serves this part of Downtown as an
Maximum Floor Plate: important traffic collector and as such has
594.56 square metres (6400 square feet) excellent accessibility and exposure as well as
maximum depth and width of 24.38 metres being located on a proposed major pedestrian
(80 feet). route between the Old City neighbourhoods
(2004-Dec-13) and the Waterfront. Situated between a
predominantly residential area and the future
mixed use development of Terminal Avenue
suggests that this area would best develop for
a mixture of residential and office uses at a
density compatible with three to four storey
high, street wall related buildings. Minor retail
uses are needed to service the surrounding
office and residential uses. Design guidelines
are needed to show how developments on the
east side of Wallace Street could be developed
comprehensively with properties fronting
Terminal Avenue to take advantage of the
sloping site.
Action
Action
Develop and Integrate with Terminal Avenue
A New High Density Residential Area
Developments
Action 1 Prepare new zoning and design
Action 1 Prepare new zoning and design
guidelines to encourage the development of
guidelines to accommodate a mix of low rise
the Chapel Front area as a high density mixed
housing and office development along Wallace
use urban neighbourhood incorporating well
Street and encourage the integration of sites
located high-rise apartment towers.
on the east side of Wallace Street with sites on
Terminal Avenue to create terraced forms of
development fronting Terminal Avenue.

4.9.6 Terminal Parkway
Action
Terminal as Greenway
Action 1 Prepare a design plan and
implementation strategy to convert Terminal
Avenue into an attractive urban greenway
environment and encourage medium rise,
terraced and mixed use developments along
its edges.
Terminal Avenue once functioned as the main

north-south Vancouver Island Highway. Today
it is still primarily a traffic artery lined with auto
oriented uses. It is not an attractive
environment despite its interesting ravine-like
form. However, there is considerable potential
to convert the area into an attractive place
given strong direction to minimize the impact of
traffic, greatly improve the physical and visual
environment, and encourage new mixed use
developments. This requires a bold step. A
major tree planting program on public and
private properties would go a long way to
creating this new environment. New uses
could then be encouraged along with sidewalk
improvements for the benefit of pedestrians, as
well as helping to manage traffic movements
and access to individual properties. Integrated
into the new design would be the walkways
and bridges linking the Old City with
Downtown. This requires the development of a
design plan and an implementation strategy.

4.9.7 Core
Action
Encourage Intensification while Retaining
Scale and Character
Action 1 Prepare zoning and design
guidelines to permit conversion and infill
development of a variety of uses while
ensuring that the scale and character of the
area is maintained and enhanced.
This is the historic commercial core of the

Downtown. The street pattern, the continuous
shop fronts and the low rise, street wall form of
development creates the attractive human
scale character of this area. New development
should be encouraged which enhances this
character through compatible infill of offices,
live/work studios and housing. New
development should respect the scale and
character of the core and especially respect
the architecture of the many heritage buildings.
Infill developments should maintain the two
and three storey Commercial Street scale.
Opportunities off of Commercial Street may be
considered where additional storeys would not
harm the existing low street scale. This is the
area of Downtown which can best
accommodate a lively mix of uses, where
residents expect to live in an environment
where clubs, cultural and entertainment uses
and shopping happily coexist.

4.9.8 Fitzwilliam
be encouraged onto side streets which would

become more residential than retail and
business oriented.
Actions
Reinforce the Fitzwilliam Character
Action 1 Prepare design guidelines to
reinforce the emerging character of Fitzwilliam
as an old style shopping street flanked by
mixed, but mainly residential medium rise
street oriented uses, and serving as a major
entry way to Downtown.
Already established as an attractive mixed-use
area focused on an old style shopping street, A Streetscape Plan
the policy here is to encourage and strengthen Action 2 Prepare and implement a
this character with infill medium rise streetscape plan for Fitzwilliam Street as a
apartments and townhouses and the primary character area and entry way to
consolidation of the shopping street. Downtown.
Fitzwilliam also functions as a major entrance
way to Downtown and is the significant link
between Downtown and the old railway station
which has significant potential for future
commuter and tourist traffic serving the
Downtown area.
Consequently it is important to prepare a

comprehensive streetscape plan for the street.
This would provide for the coordination of

street furnishings, paving and private property
improvements to create an overall distinctive
theme for the Street. The plan would include
guidance for street lighting, banner programs,
street trees, bus stops, garbage receptacles,
sidewalk cafes, canopies and the scale and
character of the adjoining buildings.
Extensions of the scale and character would

4.9.9 Quennell Square

Action
A New Mixed Use Neighbourhood
Action 1 Prepare a comprehensive phased
plan for the development, over time, of a mixed
residential/business oriented neighbourhood
which is compatible with the civic precinct and
improves connection to the Downtown core
area.
While this area accommodates some

interesting heritage structures, it consists
primarily of City Hall and its annexes and
significant areas of underdeveloped lands. The
significant amount of publicly owned lands
coupled with central location provide an ideal
set of circumstances for public/private
partnership developments of a comprehensive
nature. This means that a new mixed use
business office, residential neighbourhood
could be planned with emphasis given to
creating an environment especially conducive
to offices and housing which complements the
existing major civic enclave. Over the longer
term, an attractive, diverse community
designed around sequences of walkways,
mews and open spaces could be developed.
Through comprehensive site planning of large
sites, high-rise towers which would not intrude
on valuable public views from the Old City
neighbourhoods to the west, could be
considered.

4.9.10 Harbour Park
Action
Comprehensive Vision for a New Community
Action 1 Encourage the owners of the
Harbour Park mall centre to develop their
lands for a major retail centre with an
integrated high density residential community.
In the longer term, this area offers the

opportunity to create a significant residential/
commercial community which anchors this
south end of Downtown and links the
waterfront walkway system back into the
primary Commercial Street shopping and
cultural area.
The size, location and configuration of the site

lends itself to a comprehensive plan of
development including a major retail centre
topped by a new low, medium and high-rise
residential community.

supported in portions of the Harbour Park
area, as identified in Section 5.1 “Land Use.”

Minimum Lot Area:

4180.5 square metres (45,000 square feet)
Setbacks:
23 metres (75 feet) for all yards
45.72 metres (150 feet)
Maximum Floor Plate:
594.56 square metres (6400 square feet)
maximum depth and width of 24.38 metres
(80 feet).
(2004-Dec-13)

4.9.11 Study Area #2 4.9.12 South Gate

Southern Waterfront
In the longer term, it is likely that the present

ferry, port and industrial uses will change over
time. Before that occurs, it will be important to
have a plan and implementation strategy
prepared for the area. The determination of
desirable uses and development forms is best
left until the area becomes available for
redevelopment so that current conditions in the
Downtown and the development market can
be assessed.
Action
Planning Study As the main entrance route from the south
Action 1 Prepare a concept plan and approaches Downtown it takes a sharp turn to
implementation strategy for this area when it is the west before proceeding along Terminal
apparent that it will undergo change. Avenue ravine. Here is another Gateway
opportunity to add to the enjoyment and
recognition of Downtown. This could be
expressed by locating significant Gateway
buildings on either side of the entry and by
creating a new major public urban square
framed by a new Harbour Park and the street
walls of the new Gateway buildings and the
crescent of Terminal Avenue.
Action
Gateway to Downtown
Action 1 Develop Design Guidelines, zoning
and implementation strategies to encourage
the creation of a special Gateway experience
at this location.

5
LAND USE AND FORM OF DEVELOPMENT
This section sets out the direction to be taken

in developing the Zoning Bylaw amendments
that will regulate and guide development to
implement the objectives of the Plan. These
regulations will be primarily concerned with
permitted land uses, densities and forms of
development.
Land Use and Form of Development 50

5.1 Land Use
While the intention is to encourage a diversity

of uses throughout Downtown, each of the
twelve distinct character areas will have a
different land use emphasis than the others.
Some will encourage a different predominant
use than others and some uses will not be
appropriate in all areas. For example, where
residential neighbourhoods are planned, a
number of Downtown uses, especially those
which could be incompatible with the desired
residential environment, such as clubs and
bars, would be incompatible and are not
permitted in those areas.
Uses fall into three categories; those which are

permitted “as-a-right”; those which may be
permitted provided they conform with stated
design guidelines or other conditions,
“conditional”; and those which are “not
permitted”.
The overall land uses proposed are shown on

the adjoining Proposed Land Use Plan.
Action
New Zoning
Action 1 Amend the Zoning Bylaw to
accurately prescribe permitted land uses to
reflect the intentions of the Downtown Plan.

5.1 Land Use

(2004-Dec-13)

5.2 Density and Form
The Downtown Concept Plan and the Policies Design guidelines will also be prepared and
and Actions describe the intended densities made available to guide new developments.
and form of development for Downtown. Key These are not mandatory requirements but
to the future shape of Downtown are the Urban provide numerous design suggestions for
Design Policies and the description of each of those preparing or approving developments
the twelve character areas. Downtown. The designer has to use
judgement in balancing the guidelines against
The distinctiveness of the twelve character the particular site conditions of the actual site
areas will be derived from the regulations and where development is proposed.
guidelines which control the density and form
of new developments. Some of these Action
directions will be contained as mandatory New Zoning
regulations in the Zoning Bylaw with which Action 1 Amend the Zoning Bylaw to
new developments must conform. accurately prescribe permitted densities and
forms to reflect the intentions of the Downtown
Plan.
Action 2 Adopt specific urban design
guidelines to reflect the intentions of the
Downtown Plan.
2004-Dec-13

5.2 Density and Form

(2004-Dec-13)

6
PLAN IMPLEMENTATION
The success of the Downtown Plan will be

measured by the degree to which the Plan
policies become a reality. The implementation
program will achieve credibility if tangible
results can be realized.
This chapter summarizes the implementation

program, referred to as the Downtown Action
Program and includes the approach to
financing the five-year and beyond program.
Plan Implementation 55
6.1 Plan Budget and Financing

Strategy
As the implementation budget depends largely
on funding mechanisms, the budget must be 3. the City form partnerships with the
flexible. Using the actions summarized in provincial and federal governments to fund
Section 6.3, an Implementation Report will be certain programs and projects identified in
prepared for Council annually outlining: the Downtown Plan. The partnerships
• the status of action items that were could either be in the form of new project-
underway in the previous budget year; and specific funding partnerships or as sub
agreements under an existing tri-level
• proposed actions for the current budget government agreement or the Canada
year. Infrastructure Works Program.
The Downtown Plan financing strategy is that: 4. many of the actions in the Downtown Plan
1. the City of Nanaimo designate funds from are currently on the Downtown Nanaimo
its Capital Budget Plan to implement the Partnership’s work plan. Those actions to
major projects, studies and programs be initiated by the Downtown Nanaimo
identified in the Downtown Plan. These Partnership but not on a work plan, will be
designated funds are currently available as discussed by the Partnership, prioritized
an operating contribution to the Downtown and an annual work plan developed to be
Nanaimo Partnership and capital funds approved by the Partnership under its
managed by Council for special projects existing operating budget. Related to the
Downtown. overall actions in the Downtown Plan,
those actions not to be initiated by the
Additional budgets for specific actions in Partnership may be discussed by the
the Plan where the City is the initiator Partnership and a recommendation
and/or takes the lead role, will be funded regarding implementation forwarded to the
from existing budgets where appropriate Downtown Centre Standing Committee for
and appear in the Five-year Financial Plan consideration.
or come before Council as a higher service
level request.
2. smaller studies and regular operating

programs be funded through the normal
operating budgets of City departments or
through partnerships with private sector
organizations and businesses.
6.2 Incentive Package and

One-Stop Review Process
The following incentives have been put in 5. The City is prepared to deal with
place to assist Downtown property owners and Downtown development applications on a
developers in their efforts to revitalize one-stop review process basis. This is
Downtown under the strategies of increased an effort to help move applications along in
residential development, increased employee the Downtown where projects tend to be
based business and increased arts, culture more difficult and therefore, take more time
and entertainment presence in the Downtown. than other areas of the city due to infill and
1. Development Cost Charges have been topographical issues.
removed for a limited period of time to
encourage residential development
Downtown. Information regarding the
boundaries within which Development
Cost Charges no longer apply and the time
frame for the incentive are available at City
Hall.
2. Parking requirements have been reduced
considerably in portions of the Old City
bowl and Downtown area in an effort to
encourage infill and upper-storey
residential development.
3. Policies are in place for a tax exemption
for residential conversion on selected
heritage buildings. The exemption is
intended to assist property owners with the
cost of seismic upgrading, sprinkler
systems and façade improvements
required when converting upper storeys to
residential use.
4. Information is available from the
Partnership summarizing findings from a
Residential Market Analysis study and
an inventory of available properties with
development potential.
6.3 Downtown Action Program
A logical implementation procedure is vital to Grant opportunities will be pursued by the

the success of the Downtown Plan. A carefully initiator prior to including the action on the
planned sequence of activities, concentrating work plan.
efforts in the next three years, will best see the
Downtown capture the energy and efforts of An annual report, indicating progress on
the City and the many organizations and current actions and the rationale and budget
individuals presently involved in Downtown details for proposed actions to be undertaken
improvements. in the following year, need to accompany the
annual proposed work plan.
The 120 actions, which make up the
Downtown Action Program are summarized in
the table on pages 59-68. Actions are Key to Action Plan Chart:
organized by subject category as set out in
Chapter 4 of the Plan. The actions include DNP Downtown Nanaimo Partnership
studies, capital works programs, special DSD Development Services
programs, new processes and regulations. Department
PRC Parks, Recreation & Culture
The actions listed in the following table are Department
described in terms of their type, funding, time Cult.Com. Cultural Committee
frame and implementation responsibility. NCHC Nanaimo Community Heritage
Commission
Using the table, the initiator reviews proposed
Eng. Engineering Division
actions and groups related actions into project
SPAC Social Planning Advisory
areas. The project areas will then be
Committee
prioritized and priority actions included in a
Com.Pln Community Planning Division
proposed work plan. Resource availability
RDN Regional District of Nanaimo
must be confirmed before the work plan is
VIA VIA Rail
finalized.
Dev. Development Community
Recommendations for the use of the Ec.Dev. Economic Development Division
Downtown capital project budget will go to the PW Public Works Department
Downtown Centre Standing Committee and E Existing Budget
then to Council for discussion and final N New Money

decision. Actions that use existing budgets will Neigh.Assoc. Neighbourhood Association
require approval under existing organizational Parking Com. Parking Committee
structures. New money requires a higher Port Auth. Port Authority
service level request to Council as part of Min. of Transp. Ministry of Transportation
annual budget deliberation.
Action Plan Chart

Initiating Role Lead Role Existing Time
ACTION Budget/ Frame
New Money
Immed. Short Long On-going
Economic Development
An Economic Vision for Downtown
Policy 1 Action 1 Encourage investment and attract people, actively promote the Downtown. DNP DNP E
Action 2 Facilitate networking and strategic partnerships. DNP DNP E
Strong Downtown Economy

Policy 2 Action 1 Clarify the roles of the key stakeholders. DNP DNP E
Action 2 Develop and implement a Downtown Business Plan. DNP DNP E
Action 3 Consider the creation of a Downtown Development Corporation. DNP DNP E
Action 4 Implement a program to recruit new businesses. DNP DNP E
Action 5 Identify policies and actions that will encourage existing businesses and community DNP DNP E
services to remain in the core area.
Action 6 Continue to explore opportunities for incentives. City City
Action 7 Develop a market identification that advertises the Downtown as the heart of the DNP DNP E
community.
Action 8 Remove unintentional policy barriers that may discourage investment. City DSD E
Quality Development
Policy 3 Action 1 Adopt land use regulations, guidelines and administrative processes that support quality City DSD E
development in the Downtown, encouraging flexibility and design innovation.
Concentration of Government Offices
Policy 4 Action 1 Actively market Downtown to both levels of government. DNP DNP E
Centre of Academic Excellence

Policy 5 Action 1 Encourage a university presence in the form of a campus and other facilities. DNP DNP E
Action 2 Work with Malaspina University College (MUC) to identify public/private partnerships DNP DNP E
Action 3 Encourage supportive services, programs and facilities for Downtown residents, staff DNP DNP/City E
and students.
Action 4 Coordinate with the convention centre and Downtown hotels, to promote regionally DNP DNP E
based educational opportunities.
Tourism Infrastructure
Policy 6 Action 1 In conjunction with Tourism Nanaimo prepare and implement a Downtown Tourism DNP/Tourism DNP/Tourism E
Plan.

New Money
Arts, Culture and Entertainment

Intensify Downtown Arts and Culture
Policy 1 Action 1 Intensify the use of existing arts and cultural facilities, and encourage the development PRC/Cult.Com. E
of complementary activities. DNP/City/Commu
nity Groups
Action 2 Explore opportunities to utilize existing heritage and other buildings for arts and culture PRC/Cult.Com. E/N
facilities while ensuring that the location of such facilities is appropriate to the nature of the DNP/City/Commu
proposed Downtown Character areas. nity Groups
Action 3 Develop programs to encourage artists, arts and cultural groups, and related DNP/Community DNP E
professionals to find working and living space in the Downtown. Groups
Downtown Public Art

Policy 2 Action 1 Work with the Cultural Committee to promote the “Art in Public Places Policy”. DNP/City PRC/Cult.Com. E
Action 2 Encourage private developers to incorporate public art into their projects. City DSD Cost of dev.
Marketing and Financial Support

Policy 3 Action 1 Continue private/public sector partnerships to promote year round festivals, arts, Community PRC/Cult. E
Groups/DNP/ Com./DNP
cultural and community events as part of the Downtown Nanaimo experience.
Tourism/City
Action 2 Continue to provide financial support through municipal grant assistance to established City Applicant E - Grants in
and emerging Downtown arts and cultural groups and programs. Aid/PRC/Cult.Co
m./DT Fund
Action 3 Continue to facilitate financial support from other levels of government, foundations and DNP/Community DNP/Community E
private donors. Groups/Tourism Groups/Tourism
Action 4 Provide strong support in principle for Downtown (through letters of support) City City E

New Money
Housing and Community Development

Downtown Housing Targets
Policy 1 Action 1 Stimulate Downtown housing development by expanding areas zoned for residential City DSD E
development and encouraging high density and high-rise residential in specified areas.
Action 2 Continue to encourage the conversion of Downtown heritage buildings to residential City/DNP NCHC/DSD/DNP E
use.
Action 3 Continue to examine ways to provide more flexibility in the application of Building Code City Building Div. E
regulations.
Action 4 Implement a Downtown housing marketing program. DNP DNP E
Action 5 Maintain a listing of housing available in the Downtown. DNP Realtors E
Action 6 Explore options for funding and implementing improvements to the residential DNP/City Eng. N (City) or
environment through public improvements to streets, parks and open spaces. E/grant (DNP)
Action 7 Discuss Local Area Improvement cost share formulas and methods for implementation City Com.Pln./Finance E
where there is a Downtown community benefit and no adjacent property owners.
Downtown Residents
Policy 2 Action 1 Encourage a wide range of housing choice. DNP/City City Policy E
Action 2 Develop an action plan to address the housing needs of low income and special needs City Com.Pln./SPAC E
households in the Downtown.
Action 3 Consider the use of incentives to ensure opportunities for the development of DNP DSD N
affordable and special needs housing.
Community Development in the Downtown
Policy 3 Action 1 Establish a community development program in the Downtown. City Com.Pln./SPAC E
Action 2 Support Downtown residents in establishing a representative neighbourhood City Com.Pln./Neigh. E

association. Assoc.
Action 3 Determine, in consultation with Downtown stakeholders, the need for new community City E
amenity space. Com.Pln./PRC/D
NP
Policy 4 Action 1 Support the development of a crime prevention program. City/DNP City/DNP/RCMP E
Action 2 Maintain a Community Police Station in the Downtown and operate crime prevention City/Neigh. E
Assoc. RCMP/Com.Pln./
programs.
Neigh. Assoc.
Action 3 Ensure that all designs for residential buildings are reviewed using CEPTED. City DSD E

New Money
Transportation Systems
Policy 1 Action 1 Develop a Downtown Transportation Plan. City Eng./Com.Pln. N
Pedestrian Emphasis
A Quality Pedestrian Environment
Policy 1 Action 1 Provide amenities for pedestrians throughout the Downtown, by implementing City DSD/DNP N
streetscape plans and design guidelines.
Action 2 Establish a policy and procedures whereby improvements to the pedestrian City Com.Pln./DSD/ E
environment are incorporated as a significant component in funding and implementing roadway Eng.
improvements in the Downtown.
Action 3 Encourage continuous weather protection on main pedestrian routes, especially on Dev. Dev. Cost of dev.
shopping streets.
Action 4 Improve and expand the pedestrian circulation network to link important destinations. City/Dev. PRC Cost of dev./N
Action 5 Strengthen connections by identifying missing pedestrian linkages. City PRC E
Action 6 Establish a pedestrian signage/ mapping system. City Com.Pln./PRC E
Transportation Management Measures

Policy 2 Action 1 Review the operation of the transportation management system. City Eng./Com.Pln. E
Action 2 Consider the importance of pedestrian mobility in the Downtown. City E

Eng./ComPln./PR
C
Safety, Maintenance and Accessibility
Policy 3 Action 1 Explore options for improving intersection design and traffic calming and permitting City Eng./Com.Pln. E
mid-block crossings.
Bicycle Routes
A Bicycle Friendly Downtown
Policy 1 Action 1 Continue to develop integrated on-road and off-road cycle routes to and within City PRC E/N
Downtown.
Action 2 Provide and encourage development of end-of-trip facilities. City/DNP PRC/Dev./DNP E/N
Public Transit
Transit First
Policy 1 Action 1 Develop an easy-to-use Downtown transit route network that integrates with other DNP/RDN RDN E
transportation modes.
Action 2 Improve bus stops with better shelters and route information displays. DNP/RDN RDN E/N
Action 3 Develop options for and implement a shuttle bus to connect high traffic destinations in DNP/RDN RDN E
the Downtown.

New Money
Road Network
Policy 1 Action 1 Review the hierarchy of roads to ensure that Downtown oriented traffic needs are met. City Eng.
Action 2 Provide a comprehensive signage system to clarify the road system and access to and City Eng./Com.Pln. E
within Downtown.
Action 3 Enhance the following major entry routes to Downtown: Fitzwilliam Street, Nicol Street, City Eng./Com.Pln. N
Terminal Avenue, Comox Road and Albert Street.

New Money
Parking
Downtown Parking
Policy 1 Action 1 Provide efficient and effective management of Downtown parking. City Clerk’s E
Office/Parking
Com.
Action 2 Include parking signage in an overall signage study for Downtown. City Com.Pln. E
Diversified Proactive Approach to Short-Term Parking

Policy 2 Action 1 Parking Committee to review parking policies for Downtown. City Clerk’s E
Office/Parking
Com.
Employee Parking
Policy 3 Action 1 Work towards ensuring adequate employee parking and access to alternative travel DNP/City Clerk’s
modes. Office/Parking
Com.
Residential Parking Requirements
Policy 4 Action 1 Maintain reduced parking requirements for residential development in the Downtown. City DSD E
Truck Routes
Truck Route Network
Policy 1 Action 1 Assess adequacy of the truck route network and its operations. City Eng. E
Action 2 Provide clear truck route information and signage. City Eng. E
Ferry, Air and Rail Service

By Air
Policy 1 Encourage continual growth of air services available on the Downtown waterfront. Port Auth./private Port Auth./private E/N
By Water
Policy 2 Encourage the development of a passenger ferry connection to Downtown Vancouver. Port Auth./private Port Auth./private E/N
By Rail
Policy 3 Encourage the improvement of rail service to provide commuter and tourism access to VIA/Min. of Municipalities N
Downtown. Transp./Transport along rail corridor
Canada

New Money
Parks, Open Space and Recreation

Provision of Parks and Open Space
Policy 1 Action 1 Determine the open space needs for a new and growing population and a mechanism City PRC E
for acquiring lands needed for parks and urban open spaces.
Action 2 Encourage the creation of interest and surprise throughout the Downtown using City/DNP/Dev. City/DNP/Dev. E/N
available corners, alleys, rooftops and nooks for innovative open spaces.
Active Use of Open Spaces
Policy 2 Action 1 Develop existing and new public open space to accommodate uses such as open area City Dev./DNP E/N
markets, street vendors, sidewalk cafes, artwork and exhibits.
Park Safety
Policy 3 Action 1 Ensure plans for new parks and for the redevelopment of existing parks following City PRC E
design guidelines for crime prevention.

New Money
Historic Preservation
Encourage Preservation
Policy 1 Action 1 Develop programs providing financial and administrative support to promote the City NCHC/DSD E
rehabilitation and re-use of historic resources.
Promote the Benefits of Historic Preservation
Policy 2 Action 1 Provide information and advice to owners, developers, interest groups, individuals and City NCHC/DSD E
the media to foster a sense of ownership and pride in Downtown buildings and history.
Action 2 Maintain a communication program to promote the benefits of historic preservation. City NCHC/DSD E
Heritage Organizations
Policy 3 Action 1 Involve the local community in historic preservation activities. City NCHC/DSD E
Action 2 Provide advice and assistance to undertake rehabilitation initiatives. City DSD E
Rehabilitation and Re-use of Historic Properties

Policy 4 Action 1 Promote the re-use of historic properties by providing advice, incentives, exemptions City NCHC/DSD E
and compensation to owners.
Action 2 Encourage civic departments, as well as governments and government-funded City/DNP DNP/DSD/Ec.Dev E
agencies and socio-cultural groups to locate their offices and activities in heritage buildings.
The Architectural Integrity of Buildings
Policy 5 Action 1 Provide design guidelines and flexible regulations appropriate to the historic character City DSD E
of the buildings and the area.
Action 2 Ensure that infill developments, renovations and additions to existing buildings respect City/NCHC DSD E
the historical nature of adjacent and/or neighbouring properties.
Natural Environment
A Greener Downtown
Policy 1 Action 1 Maintain and expand the quality and quantity of natural vegetation and trees. City/Dev. PRC/Property E/N
owners
Stormwater Management
Policy 2 Action 1 Continue to employ best stormwater management practices. City Eng. E/N
Action 2 Initiate further study for additional approaches for dealing with stormwater. City Com.Pln. E/N

New Money
Urban Design
An Attractive and Livable Downtown
Policy 1 Action 1 Prepare a specific urban design strategy for Downtown. City/DNP DSD E
Action 2 Adopt urban design guidelines. City DSD E
Action 3 Provide guidelines for the design and integration of new developments. City DSD E
Action 4 Ensure that new developments incorporate human scale design principles. City DSD E
Action 5 Ensure that where a building fronts onto the street, it is designed to minimize blank City DSD E
walls.
Action 6 Ensure the design of a building complements its neighbouring structures to create a City DSD E
coordinated streetscape.
Action 7 Ensure that the design of any new development does not create adverse wind City DSD E
conditions.
Action 8 Ensure that new developments allow sun penetration to streets and open spaces. City DSD E
Action 9 Encourage the provision of continuous weather protection. City DSD E
Action 10 Ensure that the siting of new developments maintains and enhances existing views, City DSD E
vistas and visual corridors, and where possible, creates new ones.
Action 11 Locate artwork in prominent public spaces and encourage the inclusion of artworks City/DNP PRC E
and/ or performing arts programs in public and private developments.
Action 12 Provide a system of distinctive, clear and well designed public signs in the Downtown. City/DNP Com.Pln/PW E
The Distinctive Areas of Downtown

Policy 2 Action 1 Prepare specific land use, density and form regulations and guidelines. City DSD E
Action 2 Identify and retain the special topographical features of Downtown Nanaimo. City DSD/Com.Pln. E
Action 3 Encourage the development of special buildings to distinguish the main entrances. City DSD N
Policy 3 Action 1 Develop a program of streetscape improvements for the main approach routes to City/DNP Com.Pln/Eng/ E/N
Downtown. DNP
Action 2 Strengthen the special identity of each Downtown character area. City DSD E
Action 3 Develop streetscape and urban design concepts and implementation strategies for City/DNP cost Com.Pln./DNP N/E
special streets. share
Action 4 Provide for high quality amenities and the visual interest of the pedestrian. City/DNP DSD/Eng. N
Action 5 Prepare a Downtown Lighting Program. City/DNP City N
Action 6 Encourage activities like sidewalk cafes, open air markets, street vendors and year City/DNP DSD/Eng/DNP E/N
round programmed events on sidewalks and open spaces in commercial areas.

New Money
Character Areas
Future Study Area 1
Planning Study
Action 1 Undertake a study of the area to determine planning guidelines for its future City Com.Pln. N
development.
Waterfront
Waterfront Walkway
Action 1 Protect and enhance the waterfront walkway. City/Port Auth. CIty/Port Auth.
Waterfront/ Downtown Relationship

Action 2 Develop design guidelines. City/Port Auth. City/Port Auth.
Linkages to Downtown
Action 3 Develop a strategy to create stronger more attractive and convenient pedestrian City/Port Auth. Com.Pln./PRC Pedestrian
linkages. Master Plan
North Gate
Gateway to Downtown
Action 1 Permit higher densities on these sites on condition that the buildings express the City DSD E
Gateway theme.
Chapel Front
A New High Density Residential Area
Action 1 Prepare new zoning and design guidelines. City DSD E
Wallace
Develop and Integrate with Terminal Avenue Developments
Action 1 Prepare new zoning and design guidelines. City DSD E
Terminal Parkway
Terminal as Greenway
Action 1 Prepare a design plan and implementation strategy. City Com.Pln. N
Core
Encourage Intensification while Retaining Scale and Character
Action 1 Prepare zoning and design guidelines to permit conversion and infill. City DSD E

New Money
Fitzwilliam
Reinforce the Fitzwilliam Character
Action 1 Prepare design guidelines to reinforce the emerging character of Fitzwilliam as an old City DSD E
style shopping street flanked by mixed, but mainly residential medium rise street oriented uses,
and serving as a major entry way to Downtown.
A Streetscape Plan
Action 2 Prepare and implement a streetscape plan for Fitzwilliam Street as a primary character City PW E
area and entry way to Downtown.
Quennell Square
A New Mixed Use Neighbourhood
Action 1 Prepare a comprehensive phased plan for the development. City DSD N
Harbour Park
Comprehensive Vision for a New Community
Action 1 Encourage the owners of the Harbour Park mall centre to develop their lands for a major City/Property Property owner
retail centre with an integrated high density residential community. owner
Study Area 2 Southern Waterfront

Planning Study
Action 1 Prepare a concept plan and implementation strategy for this area. City Com.Pln. N
South Gate
Gateway to Downtown
Action 1 Develop Design Guidelines, zoning and implementation strategies to encourage the City DSD E
creation of a special Gateway experience at this location.
Land Use
New Zoning
Action 1 Amend the Zoning Bylaw to accurately prescribe permitted land uses to reflect the City DSD E
intentions of the Downtown Plan.

New Money
Density and Form

New Zoning
Action 1 Amend the Zoning Bylaw to accurately prescribe permitted densities and forms to reflect City DSD E
the intentions of the Downtown Plan.
Action 2 Adopt specific urban design guidelines to reflect the intentions of the Downtown Plan. City DSD E
6.4 Plan Operation

The implementation of the Downtown Plan will actions identified as City initiatives will
be a cooperative effort involving both public continue to be considered during annual work
and private sector Downtown stakeholders. plan preparation.
The Downtown Action Program indicates a
strong role for the Downtown Nanaimo
Partnership as well as the City. The existence
of the Downtown Nanaimo Partnership opens
many opportunities for actions that are beyond
current municipal resources or outside the
powers of the municipality under the Local
Government Act.
The Downtown Action Program will provide the

direction for implementation. The existing
Downtown Nanaimo Partnership and City Hall
processes will be the organizational structure
for initiating those actions within their control
and/or influence. The Partnership, through the
reporting structure, will provide
recommendations on priority actions to assist
Council in determining the best use of the
Downtown capital budget.
If restructuring of the Downtown Nanaimo

Partnership occurs in the future where its
current status as a committee of Council
changes and the Partnership becomes an
independent Downtown organization, initiating
and lead roles may remain as outlined in the
Downtown Action Program, provided
mandates and resources remain substantially
unchanged.
If the Partnership is dissolved, those actions

within the control and/or influence of the
Partnership cannot be undertaken under any
existing City organizational structures. Those
APPENDIX A - Downtown
Demographics
APPENDIX B - Residential
Market Analysis
APPENDIX C - Indicators of
Progress

Nanaimo Downtown Plan

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NANAIMO DOWNTOWN PLAN

1.0 Introduction ..................... 1 5.0 Land Use and Form of

3.0 Vision and Concept ........14 APPENDICES

4.0 Policies and Actions .......19

The Nanaimo Downtown Plan builds on objectives that have

The Downtown Plan forms part of Nanaimo’s Official Community

The City wide OCP addresses broader community issues, while

1.1 Plan Overview While the vision encompassed in the

The City has been taking steps to reverse

Despite these actions the Downtown economy

1.2 Downtown and Character Area Boundaries

1. Future Study Area #1 Uses to be determined

1.3 Preparation of the Plan

 Increase the number of people living

 Create a unique niche for Downtown by

 Increase the number of people working in

An important component of Downtown

1.4 Plan Organization

The Nanaimo Downtown Plan is organized into

1. Introduction. This chapter outlines the 6. Plan Implementation. This chapter

3. Vision and Concept. This chapter

4. Policies and Actions. This chapter is the

5. Land Use and Form of Development.

This chapter provides information on the

2.1 History of Development

2.2 Downtown Community

Figure 2.2.0 – Census Area

Downtown Income Distribution

Downtown Tax Revenue Downtown Businesses

While the number of public administration

2.3 Past Planning Efforts and

Figure 2.2.2 In 1993, a Downtown Concept Plan was

Between 1999 and 2001, an enormous amount

Great progress has been made toward

2.4 Trends, Issues and

important geographic advantage which is

Over many years, the Downtown community

Vision and Concept 14

3.1 Downtown Vision including Planning Principles

Downtown is the heart of the city. It is a people-friendly and unique place

The Vision embraces six guiding principles.

Vision and Concept 15

3.2 The New Concept Plan

2. Improve the Physical Environment. Set

Vision and Concept 16

3. Strengthen Downtown Business 7. Create Attractive Linkages Between all

5. Improve Accessibility. Clarify the

6. Identify Distinct Character Areas. Adopt

Vision and Concept 17

3.2 The New Concept Plan

Vision and Concept 18

This chapter is the core of the Downtown Plan.

Policies and Actions 19

4.1 Economic Development

This is a long-term plan. Its fulfillment depends Objective

Strong Downtown Economy

Action 1 Clarify the roles of the key

Policies and Actions 20

Action 2 Develop and implement a Downtown Concentration of Government Offices

Increase the number of people living

Create a unique niche for Downtown by

Increase the number of people working in