RAISING THE STANDARD 2021 UPDATE TO THE PUBLIC REALM STRATEGY FOR TORONTO'S FINANCIAL DISTRICT SEPTEMBER 2021 - Toronto Financial District BIA
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2021 UPDATE TO THE PUBLIC REALM STRATEGY FOR TORONTO’S FINANCIAL DISTRICT SEPTEMBER 2021 RAISING THE STANDARD
TABLE OF CONTENTS
1 2021 Update to the Financial District Public Realm Strategy 1
2 Toronto Financial District BIA Boundaries (Figure 1) 3
3 A Resilient Financial District 4
4 Maximizing the Use of Outdoor Space in the Financial District 7
5 A Transit-Oriented Financial District 10
6 Summary of Streetscape Recommendations and Project Implementations 12
7 Financial District Operations Map (Figure 2) 13
8 Major Construction Projects in the Financial District (Figure 3) 14
9 Appendix A – Completed Public Realm Improvements 2013 – 2021 20
10 Appendix B – Project Development Checklist 22
11 Appendix C – 2021 Update to Summary of Streetscape Recommendations 23
and Project Implementation
12 Special Addendum to the 2021 Update to the Public Realm Strategy for 31
Toronto’s Financial District
RAISING THE STANDARD B
ABOUT THIS REPORT This strategy is an annual update of the Toronto Financial District BIA’s public realm strategy Raising the Standard that was first completed in 2013 and received a comprehensive update in 2018. It summarizes the functional and aesthetic state of the public realm in the Financial District and highlights updated best practices and key areas for improvement. This update also includes an overview of public realm improvements completed to date, as well as an outline of future improvements based on the City of Toronto’s Five-Year Capital Plan. The Toronto Financial District BIA will continue to lead a collaborative effort to ensure implementation of the highest City standards in the public realm. As such, this strategy is a living document and will be reviewed and updated on an annual basis. ABOUT THIS REPORT RAISING THE STANDARD C
ABOUT THE TORONTO FINANCIAL DISTRICT BIA The Toronto Financial District Business Improvement Area (BIA) represents Toronto’s premier business centre, an area that includes Union Station, the PATH underground walkway, and Canada’s five major banks and most prominent firms. With a mandate to promote economic development in the area, initiatives include improving public spaces, showcasing daily activity of our vibrant businesses at www.MyTOFD.com and @MyTOFD, and identifying collaborative opportunities that ensure the Financial District and PATH are well-maintained, integrated, connected, and accessible. ABOUT THE TORONTO FINANCIAL DISTRICT BIA RAISING THE STANDARD D
2021 UPDATE TO THE FINANCIAL DISTRICT PUBLIC REALM STRATEGY
As Canada’s premier economic centre and a global financial presence,
the Financial District is Toronto’s public face to the world. The area showcases
Canada’s most prominent office towers and is home to world-class architecture
and design. The FDBIA takes a consistent planning approach to effectively manage
a wide array of materials and state of good repair.
ANNUAL REVIEW
PUBLIC REALM The strategy, which is based on the City’s Five-Year Capital Plan, undergoes an annual review
All publicly accessible physical to ensure that it captures the most current information on project scope and delivery timelines
space between buildings, including outlined by the City. This 2021 update to the 2018 – 2023 strategy will be circulated to City staff,
sidewalks, roads, laneways, parks, officials, and agencies to incorporate project scope and intent into the major capital and infrastructure
and open spaces. In the Financial planning process. The full strategy is available on the Toronto Financial District BIA’s website at
District, this includes the primarily https://www.torontofinancialdistrict.com/publicrealm.
privately owned and maintained
PATH underground walkway. A TOOL TO RAISE STANDARDS
The 2018 – 2023 Public Realm Strategy for Toronto’s Financial District provides a comprehensive
update on the functional and aesthetic state of the public realm in the Financial District and
highlights best practices and areas for improvement. The Toronto Financial District BIA will
continue to lead a collaborative effort to improve the standards of the public realm.
INVESTING IN TORONTO’S FUTURE
Toronto’s Financial District is a worldwide competitor and an economic generator for the city. The
15 square blocks of the Financial District make up less than 0.1% of Toronto’s land, but generate
5% of its property tax revenue and 16% of its jobs. In 2020, Toronto Finance International (TFI)
scored Toronto as the second-largest financial centre in North America, behind only New York, and
ranked seventh globally, in employment.
A well-functioning and active public realm fosters an increased perception of order and security
and has been proven to generate returns in the form of higher property values and tax revenues,
reduced vacancy rates, increased employee retention, improved transportation flow, and a safer,
healthier environment. This update to the 2018 – 2023 public realm strategy outlines continued
investment and improvements in the Financial District to ensure it remains a world class competitor
and key contributor to Toronto’s future.
2021 UPDATE TO THE FINANCIAL DISTRICT PUBLIC REALM STRATEGY RAISING THE STANDARD 1
KEY RECOMMENDATION 1
The City of Toronto must allocate
capital budgets to support bringing
the Financial District’s public realm
to the highest-quality City standard
as outlined in this strategy.
KEY RECOMMENDATION 2
Capital improvements must also
address the unique operational
requirements of the Financial District
to support future employment AN EVIDENCE-BASED APPROACH TO IMPROVEMENTS
growth and private investment. In 2012, the Toronto Financial District BIA conducted a thorough analysis of the state of its public
realm. An asset inventory was created to track and audit the state of all public elements on the street,
KEY RECOMMENDATION 3 from poles and trees to sidewalk conditions and newspaper boxes. The asset inventory demonstrated
There must be coordination well in that publicly owned and managed streets and spaces were in poor condition. In contrast, adjacent
advance of large, multi-stakeholder private owners invest heavily in high-quality standards and finishes.
projects to ensure minimal disruption The information collected led to extensive consultations with City officials and staff, neighbouring
of operations and maximum return BIAs, building management teams, and members of the public to inform the Toronto Financial
on investment. District BIA’s original 2013 five-year public realm strategy, Raising the Standard and the subsequent
2018 – 2023 public realm strategy.
In the past several years, the Toronto Financial District BIA has worked with the City and
stakeholders to leverage opportunities for public realm improvements, making significant progress
on a number of streets.
A COLLABORATIVE RETURN ON INVESTMENT
For a maximum return on public realm investments, it is critical that a collaborative, long-term
planning approach is utilized by the City, property owners and other area stakeholders. Capital
works projects must be leveraged to improve operations and aesthetics of the area simultaneously.
A disciplined application of the City’s highest standards must be applied to complement the years
of investment made by the private sector.
With the Toronto Financial District BIA as the ongoing coordinator for the area, the approach
outlined here will continue to produce a consistent public realm that addresses operational and
environmental concerns, supports employment growth, and increases Toronto’s pride of place as
a world-class financial centre.
2021 UPDATE TO THE FINANCIAL DISTRICT PUBLIC REALM STRATEGY RAISING THE STANDARD 2
FIGURE 1
TORONTO FINANCIAL DISTRICT BIA BOUNDARIES
CIBC SQUARE
TORONTO FINANCIAL DISTRICT BIA BOUNDARIES RAISING THE STANDARD 3
A RESILIENT FINANCIAL DISTRICT THE CASE FOR RESILIENCE
Toronto has suffered several 100-year storms in the last 15 years,
notably extreme rainstorms in 2005, 2013, and 2018, causing
extensive damage to public and private infrastructure. Toronto
will continue to experience marked increases in extreme weather
that will test its resilience, such as higher average and maximum
temperatures, and less frequent but more intense rainstorms.1
Investing in a more resilient Financial District will mitigate the
impacts of extreme weather, which helps to preserve property
values and commercial rates, ensure the timely delivery of goods
and services, prevent transportation disruptions, and maintain a
thriving community for people to live, work and play.
ECONOMIC IMPACT OF EXTREME WEATHER
• The August 2005 rainstorm damaged roads and cost the City
$47 million in infrastructure repairs.2
RESILIENCE • The July 2013 rainstorm caused extensive flooding damages sur-
The ability of a system, entity, passing $70 million in public-related expenditures and revenue
community, or person to withstand losses and nearly $1 billion in private property damage.3
shocks while still maintaining its • The December 2013 winter storm event left more than 300,000
essential functions and to recover people without power and cost the City an estimated $106
quickly and effectively. million in public-related expenditures and revenue losses.4
(Rockefeller Foundation) • The April 2018 ice storm event left approximately 100,000
customers without power and cost insurers more than $190
million arising from more than 15,000 insurance claims.5
THE COST OF INACTION
Ensuring a continuity of critical services and operations improves
a city’s ability to retain its economic competitiveness.6 There is a
gap in quality between public infrastructure and the high-quality
private infrastructure in the Financial District. Failure to improve
and maintain infrastructure could prove costlier than proactively
planning for adaptation to climate change and other external
pressures.7 Investments in resilience can have significant positive
economic impacts through the reduction of future lost revenues.8
Additionally, evidence has suggested that failure to address
environmental challenges will affect productivity.9 Mobility has
also been recognized as one of the key resilience challenges
in Toronto. These challenges have economic consequences as
the cost of congestion in Toronto’s economy has been estimated
to be between $6 and $11 billion annually and is expected
to increase.10
1 City of Toronto. (2012). Toronto’s Future Climate: Study Outcomes. Retrieved from: https://www.toronto 7 City of Toronto. (2014). Resilient City – Preparing for a Changing Climate. Retrieved from https://
.ca/legdocs/mmis/2012/pe/bgrd/backgroundfile-51552.pdf. Accessed July 18, 2018. www.toronto.ca/wp-content/uploads/2017/08/8e9a-resilient-city%E2%80%93preparing-for-a-
2 Ibid. changingclimate.pdf. Accessed July 20, 2018.
3 City of Toronto. (2014). Resilient City – Preparing for a Changing Climate. Retrieved from 8 The World Bank. (2013). Building Resilience: Integrating Climate and Disaster Risk into Development.
http://www.toronto.ca/legdocs/mmis/2014/pe/bgrd/backgroundfile-70623.pdf. Accessed July 18, 2018. Retrieved from http://documents.worldbank.org/curated/en/762871468148506173/Main-report.
4 City of Toronto. (2014). Impacts from the December 2013 Extreme Winter Storm Event on the City of Accessed July 18, 2018.
Toronto. Retrieved from http://www.toronto.ca/legdocs/mmis/2014/cc/bgrd/backgroundfile-65676.pdf. 9 World Economic Forum. (2019). The Global Competitiveness Report. Retrieved from http:// www3.
Accessed July 18, 2018. weforum.org/docs/WEF_TheGlobalCompetitivenessReport2019.pdf. Accessed June 25, 2020
5 Contant, J. (2018, May 10). CatIQ releases updated toll of April ice storm damage. Retrieved from https:// 10 City of Toronto. (2019). Toronto’s First Resilience Strategy. Retrieved from https://www.toronto.ca/ext/
www.canadianunderwriter.ca/claims/catiq-releases-updated-toll-april-ice-storm-damage-1004131532/. digital_comm/pdfs/resilience-office/toronto-resilience-strategy.pdf. Accessed June 25, 2020.
Accessed May 15, 2018.
6 World Economic Forum. (2014). The Global Competitiveness Report 2014-2015. Retrieved from http://
www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf. Accessed July 18, 2018.
A RESILIENT FINANCIAL DISTRICT RAISING THE STANDARD 4
RESILIENCE IN TOCORE: PLANNING DOWNTOWN
As part of the 2018 TOcore: Planning Downtown study,
the City of Toronto included energy and water infrastructure
strategies that set priorities for infrastructure investment and
guidance for their implementation. City staff will report back
to City Council every five years on the implementation of these
strategies to ensure infrastructure improvements are aligned
with growth in the downtown. The FDBIA will advocate for
an annual report card to ensure the run rate on infrastructure
renewal is understood. Additionally, Toronto has released its
First Resilience Strategy, the implementation of which is housed
in the City Manager’s office.
GREEN INFRASTRUCTURE
Investment in green infrastructure such as permeable surfaces,
street trees, bioswales, and natural areas can mitigate the effects
of surface water runoff and flooding from damaging building
foundations. Street trees can increase pavement life by 40 to
60% 11 and have been estimated to generate a 660% to 850%
return on the initial capital investment over a 50-year period.12
RECOMMENDATIONS FOR INCREASING RESILIENCE IN
THE FINANCIAL DISTRICT
• Identify and coordinate private infrastructure hardening
opportunities as part of City capital projects.
• Increase permeability throughout the district by identifying
opportunities on designated “green streets” to divert storm-
water away from building foundations.
• Continue the increase of tree planting and canopy where
possible to reduce burden on drainage infrastructure and
reduce the urban heat island effect.
• Increase LED lighting where possible to reduce power and
maintenance costs.
• Bury overhead hydro wires where possible to reduce conflict
with tree canopy.
• Continue to track and monitor new and existing assets to
ensure adequate asset lifespan.
11 Burden, D. (2006). Urban Street Trees – 22 Benefits – Specific Applications. Retrieved from https://www.
michigan.gov/documents/dnr/22_benefits_208084_7.pdf. Accessed July 17, 2018.
12 Green Roofs for Healthy Cities. (n.d.). Green Infrastructure Design Charrette – Making the Business Case
for Green Infrastructure Investment in Your Community. Retrieved from https://static1.squarespace.com/
static/58a5ddae6a49639715bab06d/t/58b067a19de4bbf11e937011/1487955923104/Charrette_
Final-Report.pdf. Accessed July 17, 2018.
A RESILIENT FINANCIAL DISTRICT RAISING THE STANDARD 5
PANDEMIC RESILIENCE
SUPPORTING RECOVERY THROUGH QUALITY PUBLIC REALM
The COVID-19 pandemic and extended lockdowns have been a
challenging experience for many individuals and businesses in the
Financial District. Recognizing that well-designed spaces help drive
economic growth, support the retention of talented employees, and
relieve congestion, completing planned improvements on schedule
has been a key priority to ensure a world class public realm that is
well suited for a thriving return to the Financial District.
In certain cases, reduced pedestrian and vehicle traffic presented
an opportunity to accelerate the completion of planned public realm
improvements, including rehabilitating the York, Bay, and Yonge
Street rail underpasses. Completing these improvements as planned
has been critical to ensure the area remains well-maintained,
integrated, connected, and accessible.
PROMOTING A SAFE AND COMFORTABLE RETURN TO OFFICE
Since the onset of the pandemic, the FDBIA has been committed
to leading and supporting initiatives focused on business recovery
and the safe return of office workers. Recommendations included
in the Best Practices for Return to Work in the Financial District13
have helped shape our ongoing advocacy for a safe return to the
Financial District while balancing the operational requirements
for large commercial buildings with high volumes of workers.
These recommendations have also been key to adopting a uniform
approach among landlords and tenants to implement COVID-19
mitigations.
As a Steering Committee member of the Toronto Region Board
of Trade’s Financial District Pilot Zone, the FDBIA has continued
to aid in the development of principles that promote a safe and
comfortable return to the district. Maintaining a safe, accessible,
and attractive public realm will contribute to the recovery of
nearly 2,400 small businesses in the district and reinforce the
benefits of working together, in person.14
RECOMMENDATIONS FOR CONTINUED RESILIENCE IN THE FINANICAL
DISTRICT AMID COVID-19
• Continue new social protocols for movement of people
in common areas, particularly in elevators and the PATH
pedestrian network as building occupancy increases.
• Continue to provide consistent and clear communications
of social protocols related to physical distancing, personal
hygiene, and regulatory and public health requirements.
• Consider implementation of new technologies, such as
touchless facilities, to provide long-term benefits while
reducing risk of viral transmission
13 Toronto Financial District BIA. (2020). Best Practices for Return to Work in the Financial District: Version
2. Retrieved from: http://torontofinancialdistrict.com/wp-content/uploads/2020/05/Best-Practices-for-
Return-to-Work-in-the-Financial-District-V2-FIN.pdf. Accessed June 25, 2020.
14 Toronto Region Board of Trade, 2021. Financial District Pilot Zone Playbook. Toronto. Retrieved from:
https://www.bot.com/Portals/0/PDFs/TRBOT_Playbook_FinancialDistrict_07072021.pdf.
Accessed July 15, 2021.
A RESILIENT FINANCIAL DISTRICT RAISING THE STANDARD 6MAXIMIZING THE USE OF OUTDOOR SPACE IN THE FINANCIAL DISTRICT
COVID-19 AND THE PUBLIC REALM
At peaks of the pandemic, Toronto and many other cities such as Vancouver, Calgary, New York,
and Boston introduced stay-at-home orders, which placed restrictions on outdoor recreational
amenities, gatherings, and dining in order to curb the spread of the virus. These restrictions,
along with new demands for outdoor space, have required the Financial District’s public realm
to adapt. Given the success of many temporary outdoor installations that were executed during
COVID-19, it is anticipated they will become permanent outdoor installations to better support
businesses and individuals as Toronto’s economy recovers.
KEY RECOMMENDATION 1
Maximize use of roads, sidewalks, The FDBIA has conducted a review of current City programs, including those surrounding out-
and POPS in the Financial District, door dining, outdoor recreational spaces, active transportation, and workspaces, to inform the
to construct permanent outdoor following recommendations for permanent installation in the Financial District.
installations.
KEY RECOMMENDATION 2 RECOMMENDATIONS FOR OUTDOOR DINING IN THE FINANCIAL DISTRICT
The City of Toronto, FDBIA, • The City of Toronto should enact a Zoning By-law Amend-
stakeholders, and local businesses ment to allow for a permanent increase to the maximum size
should work in a collaborative of outdoor patios located on private property.
manner to make decisions about • Permanent curb lane patios are encouraged where feasible but
permanent outdoor installations should not impede traffic (pedestrian, vehicular, cyclist) flow
in the Financial District. or building operations. Curb lane patios are not encouraged
for streets with high operational requirements, cycle track
lanes, and significant curbside activity to mitigate disruption
to building operations.
• Where space permits and accessibility requirements are met,
sidewalk space is encouraged to be utilized for expanded
outdoor dining.
• Underutilized parking lots and POPS should be considered for
potential installation of outdoor patios.
CASE STUDY: CAFÉTO15
The CaféTO program was implemented in Spring of 2020 in response to province-wide restric-
tions on indoor dining at restaurants. CaféTO guidelines make it possible for restaurants to
access public space and expand outdoor dining areas on sidewalks and curb lanes to maintain
physical distancing requirements. The program allows restaurants to remain operational and
for people to engage with outdoor space within the city.
RECOMMENDATIONS FOR POP UP PARKS AND PLAZAS IN THE
FINANCIAL DISTRICT
• Where feasible, temporary pop-up plazas and parks should be
constructed on side streets with limited traffic.
• Pop-up plazas and parks should operate on weekends only to
mitigate disruption to building operations.
• Design elements for pop-up plazas and parklets should include
physical barriers, lane closure signage, and accessibility ramps.16
• Incorporate winter design elements in future public realm
initiatives to encourage year-round use.
15 City of Toronto. (2021). CafeTO Guidebook. https://www.toronto.ca/wpcontent/uploads/2021/02/92ca-
TSCafeTO-Guidelines2021.pdf.
16 Federation of Canadian Municipalities. (2020). COVID-19 Street Rebalancing Guide. https://data.fcm.ca/
documents/COVID-19/COVID-19-Street-Rebalancing-Guide-EN.pdf.
MAXIMIZING THE USE OF OUTDOOR SPACE IN THE FINANCIAL DISTRICT RAISING THE STANDARD 7• Winter design elements such as wind screens, lighting, gas fire
pits and other heating features should be utilized to improve
comfort in seating and dining areas.17
• Shelters that can provide protection from the elements 17
should be placed in constructed patios, pop up plazas, parklets
and along POPS, during the winter.
• Maintenance of pop-up plazas and parklets must be a key
consideration.
CASE STUDY: POP-UP PLAZAS, VANCOUVER18
KEY RECOMMENDATION 3 The City of Vancouver’s Pop-up Plazas are temporary neighbourhood public spaces constructed
All permanent outdoor installations on side streets and are particularly convenient as they create outdoor spaces within the city centre
should be equitably designed to be where outdoor public space is limited. Pop-up Plazas reconfigure streets and create public spaces
accessible to users of all communi- which allow for safe physical distancing, access to local businesses, eating, small-scale gathering,
ties, ages, and abilities. resting, walking, and cycling, along with other activities. These spaces are created in collabo-
ration with residents, partner businesses, community organizations and Vancouver’s Business
KEY RECOMMENDATION 4 Improvement Associations to ensure they are inclusive of all users.
Workplaces should create outdoor
workspaces for employees, where CASE STUDY: POP-UP PLAZAS, VANCOUVER19
feasible, and aim to bring more Parklets are created in partnership with local non-profits, community organizations, and business
outdoor elements indoors. associations. These outdoor spaces allow for passive recreation and leisure and are open to the
public, free of charge. Parklet elements usually include seating, tables, planters and landscaping,
artistic features, and attractive design. Through the implementation of these parklets, public
outdoor spaces within the city are expanded, local businesses are supported, and a sense of com-
munity and social life is fostered.
RECOMMENDATIONS FOR ACTIVE TRANSPORTATION IN THE
FINANCIAL DISTRICT
• There should be open consultation with all impacted stake-
holders such as the City, transportation committees, BIAs,
residents and local businesses on potential locations for
bike lanes, cycle tracks, and other active transportation
infrastructure (e.g., Bike Share stations).
• Installation of permanent bike lanes or cycle tracks should
build upon existing active transportation plans and polices.16
• All future bike lanes, cycle tracks, and other active transporta-
tion infrastructure (e.g., Bike Share stations) should minimize
interference with building operations, vehicle delivery access
points, emergency vehicles, and waste management.16
• Bike lanes, cycle tracks, and other active transportation infra-
structure (e.g., Bike Share stations) should be designed for all
ages and abilities to navigate safely.16
• Bike lane or cycle track designs should incorporate signage
and pavement markings so users have a clear and predict-
able route.16
17 City of Edmonton. (2016). Winter City Design Guidelines. https://www.edmonton.ca/city_government/
documents/PDF/WinterCityDesignGuidelines_draft.pdf
18 City of Vancouver. (2021). Pop-up Plazas. Shape Your City Vancouver. https://shapeyourcity.ca/pop-
up-plazas.
19 City of Vancouver. (2021). Parklet Program. Shape Your City of Vancouver. https://vancouver.ca/streets-
transportation/parklets.aspx.
MAXIMIZING THE USE OF OUTDOOR SPACE IN THE FINANCIAL DISTRICT RAISING THE STANDARD 8CASE STUDY: ACTIVETO, TORONTO 20
The City’s ActiveTO program has been extremely successful in creating the space and opportunity
for people to be active and utilize outdoor space during the pandemic, especially those who may
not have access to adequate outdoor space. The three main programs under ActiveTO include:
Major Road Closures, Quiet Streets, and Cycling Network Expansion. Due to the overall success
of ActiveTO in 2020, the City of Toronto has approved the program for 2021, with some rec-
ommendations. However, the feasibility of road closures to facilitate the ActiveTO program have
been impacted by major road work already underway. Through the implementation of the Cycling
Network Expansion program, new bike lanes were installed along eight key corridors which mir-
rored major transit routes and connected to trails and greenspace. Using temporary materials and
by repurposing curb lanes, 24 kilometres of new cycle tracks and bike lanes were installed, along
with 16 kilometres of council-approved on-street projects, and 5 kilometres of multi-use trails. The
Cycling Network Expansion program is designed to be flexible so that bike lane installations can
be adjusted based on traffic volumes and the needs of residents and businesses.
RECOMMENDATIONS FOR OUTDOOR WORKSPACES
• Buildings with accessible rooftops or terraces should design
workspaces in these areas so employees have the option to
access outdoor space during work hours.21
• Design elements for outdoor workspaces should include
moveable seats, seating pods, workstations, shaded areas,
and greenery.21
20 City of Toronto. (2021). Quiet Streets Toronto. City of Toronto: ActiveTO. https://www.toronto.ca/home/
covid-19/covid-19-protect-yourself-others/covid-19- reduce-virus-spread/covid-19-activeto/covid-19-
activeto-quiet-streets/.
21 Zhai, D. (2020). Ten outdoor spaces designed for productivity in fresh air. https://www.wework.com/ideas/
workspace-solutions/flexible-products/ten-outdoor-spaces-designed-for-productivity-in-fresh-air.
MAXIMIZING THE USE OF OUTDOOR SPACE IN THE FINANCIAL DISTRICT RAISING THE STANDARD 9A TRANSIT ORIENTED FINANCIAL DISTRICT
PRIORITIZING TRANSIT ALONG THE KING STREET CORRIDOR
Connecting the largest concentration of jobs in the country, King Street is a vital economic
corridor to the Financial District, the City of Toronto and Canada as a whole. It is also the
busiest surface transit route in the city, moving more than 84,000 riders on an average weekday.
With over 200,000 employees commuting to work in the Financial District, there is a clear need
for consistent, quality, and reliable transit options.
The King Street Pilot sought to prioritize transit by transforming the public realm with temporary
KEY RECOMMENDATION 1 infrastructure components for streetcar stops, including vinyl wrapped concrete barriers, wheel-
Coordination between the City of To- chair ramps, and painted yellow lines demarking the boarding and alighting areas for streetcars.
ronto and King Street BIAs is needed These temporary elements do not meet the operational or aesthetic needs of the Financial District.
to develop a maintenance strategy
for temporary streetcar stops. When King Street became a permanent transit priority corridor in 2019, the FDBIA began study-
ing permanent design options for transit facilities to be integrated into capital construction
KEY RECOMMENDATION 2 originally planned for 2023 along King Street. With the deferral of capital construction to 2026,
The City of Toronto and TTC must it is imperative that a repair, replacement, and general maintenance plan be delivered on an
coordinate with the FDBIA ongoing basis.
throughout the planning, design
and implementation phases of The FDBIA has convened a working group with neighbouring King Street BIAs and City staff to
enhanced transit service facilities develop a coordinated approach to enhancing the streetcar stops in the interim.
on King Street.
HIGH-QUALITY, FUNCTIONAL TRANSIT STOPS ARE CRITICAL
KEY RECOMMENDATION 3 Access to the Financial District can be further improved through a high quality and efficient transit
Selected materials for permanent experience, including waiting for and boarding the streetcar. Integrating high quality transit shelters
infrastructure assets should be of a that provide stop amenities can improve the waiting experience for passengers. They can also be key
high quality, durable in all weather to designating appropriate waiting areas for transit passengers, separate from pedestrian paths and
conditions, and low maintenance buildings. Amenities within transit stops such as queue management systems can increase efficiency by
to ensure they remain in a state of speeding the boarding process. Thoughtful design choices for transit shelters, including cantilevered
good repair year-round. structures can help reduce space requirements for shelters and provide clearly designated passenger
waiting areas, separate from pedestrian paths to reduce congestion and ease the boarding process.
Raised transit stop platforms with an integrated cycling track and ramp, as well as clear signage
informing cyclists to yield to pedestrians may support accessibility, create more waiting space for
passengers and reduce congestion on sidewalks for pedestrians.
MAINTAINING A STATE OF GOOD REPAIR
High quality materials that are low maintenance and durable in all weather conditions will help
to ensure that transit stop infrastructure in the Financial District can be kept in a state of good
repair year-round. Materials for transit shelters, platforms and pavement markings should be
carefully selected and monitored throughout the year to assure that they are resilient to all weather
conditions and general wear and tear from continuous use. Materials should also be selected and
monitored to ensure they function for a diverse range of transit riders, as well as the operational
and aesthetic needs of the Financial District.
SUPPORTING CLARITY AND ENFORCEABILITY OF RULES
Functional design that supports the legibility of transit stop locations and extents, signage, and pave-
ment design can all assist in clearly communicating road rules and stop information to transit riders,
pedestrians, cyclists, and motorists. This will help complement and reduce conflict of varied
transportation movements along the King Street corridor. Clearly designating lane allocation for
transit priority through appropriate lane treatments and signage within the road right-of-way may
improve compliance and simplify enforcement with permitted travel movements among all road users.
A TRANSIT ORIENTED FINANCIAL DISTRICT RAISING THE STANDARD 10RECOMMENDATIONS FOR ENHANCING STREETCAR
OPERATIONS IN THE FINANCIAL DISTRICT
• Coordinate permanent design and implementation of transit
stop facilities with new and existing developments adjacent to
the King Street Transit Priority Corridor.
• Reduce conflict of vehicle, transit, and cyclist movements at
intersections and support enforceability through the use of
appropriate pavement markings and signage.
• Provide clear indication of stop extent and support accessibility
for all users and abilities through appropriate surface treatments.
• Enhance the waiting experience for passengers by including
stop amenities and integrate shelters within passenger waiting
areas to provide appropriate waiting and boarding space that is
separate from pedestrian paths and buildings.
• Improve stop identification and travel planning through
enhanced signage.
• Incorporate solutions to integrate passenger waiting areas with
cycling tracks, create additional space for waiting areas and
reduce congestion on sidewalks for pedestrians.
A TRANSIT ORIENTED FINANCIAL DISTRICT RAISING THE STANDARD 11SUMMARY OF STREETSCAPE RECOMMENDATIONS
AND PROJECT IMPLEMENTATIONS
The following provides an update to the information provided in
Appendices A, B, and C in Raising the Standard: A Public Realm
Strategy for Toronto’s Financial District (2018 – 2023).
PROJECT DEVELOPMENT PUBLIC REALM PROJECTS
Projects include coordinated information obtained from exten- A key strategic directive of this strategy is to leverage the City’s
sive public consultations, meetings with property managers, and Five-Year Capital Plan and identify proposed, scheduled,
City staff and agencies, review of the City’s Five-Year Capital and planned public and private capital infrastructure activities
Plan and best practices. and planning studies in the Financial District with the intent
of leveraging and maximizing coordination and investments to
improve the public realm. This strategy proposes a framework
to ensure that all capital and repair work leads to functional
and aesthetic improvements.
COMPLETE STREETS In developing project scopes, each street in the Financial District
Complete streets are designed to was analyzed to review its character, operational constraints
accommodate various user groups and considerations, scheduled work, and opportunities for
and modes of travel, ensuring improvement. Projects take a “complete streets” approach,
transit, automobiles, commercial developing a hierarchy of streets to ensure the district can
vehicles, pedestrians, and cycling are support various user groups, operations, and activities. These
forefront in the planning process. project descriptions provide a framework for discussions with
City officials, staff, utility companies, and the private sector.
By leveraging the City’s Five-Year Capital Plan, this strategy
continues to bring about positive change within the Financial
District by ensuring improvement projects are incorporated
early in the planning stages. Further collaboration and/or studies
will be required to shape specific project details when timelines,
funding, stakeholder engagement, and operational requirements
are identified and confirmed.
SUMMARY OF STREETSCAPE RECOMMENDATIONS AND PROJECT IMPLEMENTATIONS RAISING THE STANDARD 12FIGURE
FIGURE2 2
FINANCIAL
FINANCIALDISTRICT
DISTRICTOPERATIONS
OPERATIONSMAP
MAP
QUEEN STATION
TEMPERANCE STREET
TTC SUBWAY
CITY PARK
CONSTRUCTION SITE
CONSTRUCTION LANE
OCCUPANCY
BUILDING ENTRANCE
GREEN PARKING ENTRANCE
TRANSIT SHELTER
SERVICE DUAL
SERVICE SINGLE
PARKING DUAL
PARKING SINGLE
BIKE SHARE TORONTO
BIKE PARKING LOCATION
EXISTING BIKE LANE
SEPARATED CYCLE TRACK
ONE-WAY
SHARED STREET
AUTOSHARE ON-STREET
LOCATION
AUTOSHARE OFF-STREET
LOCATION
VENDOR / FOOD TRUCK
COURIER DELIVERY ZONE
NO TURN (BYLAW)
HEAVY FILM USE
RAILWAY CORRIDOR
STREET CAR
EMERGENCY ROUTE
ACTIVE ROUTES
LAKE SHORE BOULEVARD
SEPTEMBER
FINANCIAL 2021
DISTRICT OPERATIONS MAP RAISING THE
RAISING STANDARD
THE STANDARD 513FIGURE 3
MAJOR CONSTRUCTION PROJECTS IN THE FINANCIAL DISTRICT, 2022-2026
MAJOR CONSTRUCTION PROJECTS IN THE FINANCIAL DISTRICT 2022-2026
See Appendix C for project details
2022 MAJOR PROJECT
TTC TRACK REPLACEMENT
WATERMAIN REPLACEMENT
ROAD RECONSTRUCTION
2026 MAJOR PROJECT
TTC TRACK REPLACEMENT
WATERMAIN REPLACEMENT
ROAD RECONSTRUCTION
MAJOR CONSTRUCTION PROJECTS IN THE FINANCIAL DISTRICT 2022-2026 RAISING THE STANDARD 14RAISING THE STANDARD 15
RAISING THE STANDARD 16
APPENDICES
SEPTEMBER 2019 RAISING THE STANDARD 11
17WORKS CITED
Burden, D. (2006). City of Toronto. (2021).
Urban Street Trees – 22 Benefits – Specific Applications. CaféTO Guidebook.
Retrieved from: Retrieved from:
https://www.michigan.gov/documents/dnr/ https://www.toronto.ca/wp-content/uploads/2021/02/92ca-TS-
22_benefits_208084_7.pdf. CafeTO-Guidelines2021.pdf
Accessed July 17, 2018. Accessed July 15, 2021.
City of Edmonton. (2016). City of Vancouver. (2021).
Winter City Design Guidelines. Pop-up Plazas. Shape Your City Vancouver.
Retrieved from: Retrieved from:
https://www.edmonton.ca/city_government/documents/PDF/ https://shapeyourcity.ca/pop-up-plazas.
WinterCityDesignGuidelines_draft.pdf Accessed July 15, 2021.
Accessed July 15, 2021.
City of Vancouver. (2021).
City of Toronto. (2012). Parklet Program – Shape Your City Vancouver.
Toronto’s Future Climate: Study Outcomes. Retrieved from:
Retrieved from: https://vancouver.ca/streets-transportation/parklets.aspx.
https://www.toronto.ca/legdocs/mmis/2012/pe/bgrd/ Accessed July 15, 2021.
backgroundfile-51552.pdf
Accessed July 18, 2018. Contant, J. (2018).
CatIQ releases updated toll of April ice storm damage.
City of Toronto. (2014). Retrieved from:
Impacts from the December 2013 Extreme Winter Storm Event https://www.canadianunderwriter.ca/claims/catiq-releases-up-
on the City of Toronto. dated-toll-april-ice-storm-damage-1004131532/
Retrieved from: Accessed May 15, 2018.
http://www.toronto.ca/legdocs/mmis/2014/cc/bgrd/
backgroundfile-65676.pdf. Federation of Canadian Municipalities. (2020).
Accessed July 18, 2018. COVID-19 Street Rebalancing Guide.
Retrieved from:
City of Toronto. (2014). https://data.fcm.ca/documents/COVID-19/COVID-19-Street-
Resilient City – Preparing for a Changing Climate. Rebalancing-Guide-EN.pdf.
Retrieved from: Accessed July 15, 2021.
http://www.toronto.ca/legdocs/mmis/2014/pe/bgrd/
backgroundfile-70623.pdf Green Roofs for Healthy Cities. (n.d.).
Accessed July 18, 2018. Green Infrastructure Design Charette – Making the Business Case
for Green Infrastructure Investment in Your Community.
City of Toronto. (2014). Retrieved from:
Resilient City – Preparing for a Changing Climate. https://static1.squarespace.com/
Retrieved from: static/58a5ddae6a49639715bab06d/t/58b067a19de4bb-
https://www.toronto.ca/wp-content/uploads/2017/08/8e9a-re- f11e937011/1487955923104/Charrette_Final-Report.pdf.
silient-city%E2%80%93preparing-for-achangingclimate. pdf. Accessed July 17, 2018.
Accessed July 20, 2018.
WORKS CITED RAISING THE STANDARD 18Toronto Region Board of Trade. (2021). Financial District Pilot Zone Playbook. Retrieved from: https://www.bot.com/Portals/0/PDFs/TRBOT_Playbook_ FinanciaDistrict_07072021.pdf. Accessed July 15, 2021. The World Bank. (2013). Building Resilience: Integrating Climate and Disaster Risk into Development. Retrieved from: http://documents.worldbank.org/curated/ en/762871468148506173/Main-report. Accessed July 18, 2018. World Economic Forum. (2014). The Global Competitiveness Report 2014-2015. Retrieved from: http://www3.weforum.org/docs/WEF_GlobalCompetitiveness Report_2014-15.pdf. Accessed July 18, 2018. Accessed July 18, 2018. Zhai, D. (2020). Ten outdoor spaces designed for productivity in fresh air. Retrieved from: https://www.wework.com/ideas/work- space-solutions/flexible-products/ ten-outdoor-spaces-designed-for-productivity-in-fresh-air. Accessed July 15, 2021. WORKS CITED RAISING THE STANDARD 19
!
APPENDIX A
COMPLETED PUBLIC REALM IMPROVEMENTS 2013 – 2021
Based on June 2021 forecast
Location Capital Work, Toronto Financial District Year Toronto Financial District
Pilot Projects and Programs BIA Improvements Completed BIA Investment
STREETS
Adelaide Street TTC Track Removal and Upgraded sidewalks to highest City standard, 2014 $3,825
Road Rehabilitation consolidated bicycle parking*
Adelaide Street Cycle Track Pilot Installation of landscaped planters along 2016 $13,388
cycle track pilot*
Bay Street Road Rehabilitation Upgraded sidewalks to highest City standard, 2015 $450,301
added and consolidated bicycle parking *
Front Street Front Street Revitalization Installation of planters along 2015 $0
Front Street median*
King Street TTC Streetcar Accessibility Upgraded sidewalks to highest City standard * 2015 $89,871
Improvements
Installed improved tree planting detail 2018 $1,525
east of Bay*
King Street Pilot Study 2017 – 2018 $0
Pearl Street Conversion to Two-way Traffic 2018 $0
(University to York)
Queen Street Watermain Replacement and 2021 $0
TTC Track Removal
Richmond Street Watermain Replacement and Upgraded sidewalks to highest City standard 2016 $53,148
TTC Track Removal and improved tree planting detail*
Richmond Street Cycle Track Pilot Installation of landscaped planters along 2016 $12,098
cycle track pilot*
Watermain Replacement Upgraded sidewalks to highest City standard 2019 – 2020 $20,000
and improved tree planting detail*
Sheppard Street Sheppard Street Watermain Upgraded sidewalks to highest City standard * 2019 – 2020 $15,351
Replacement
Simcoe Street Simcoe Street Cycle Track Pilot Toronto Downtown West BIA installed 2014 $0
planters along cycle track pilot*
Temperance Street Temperance Street Parklet Cafés Designed site plan and café parklets 2018 $30,000
Wellington Street Watermain Replacement and TTC Upgraded sidewalks to highest City standard 2017 $16,568
Track Removal and improved tree planting detail*
Watermain Replacement and TTC 2021 $0
Track Removal
York Street York Street Pedestrian Pilot Installed planters along east curblane to 2016 $38,396
delineate pedestrian space
Subtotal Toronto Financial District BIA Investment $675,972
* Items noted with an asterisk were cost-shared between the City of Toronto and Toronto Financial District BIA.
SEPTEMBER
SEPTEMBER 2019
2021 RAISING THE
RAISING THESTANDARD
STANDARD 12
20Location Capital Work, Toronto Financial District Year Toronto Financial District
Pilot Projects and Programs BIA Improvements Completed BIA Investment
AREAWIDE IMPROVEMENTS
BIA-branded street signs* 2013 – 2014 $15,846
Newest model Astral litter bins 2014 $20,943
BIA-branded banners installed 2013 – 2021 $364,783
Poles and Canada Post relay boxes 2013 – 2021 $1,551,768
wrapped with BIA-branded poster- and
graffiti-resistant material
Traffic control boxes wrapped with 2018 – 2021 $50,148
poster- and graffiti-resistant public art*
Subtotal Toronto Financial District BIA Investment $2,003,488
WAYFINDING
TO360 Wayfinding Project development and installation of 2015 $100,000
11 TO360 wayfinding signs*
Complete installation of TO360 Wayfinding in 2019 $59,091
Financial District*
PATH Wayfinding Development and ongoing installation of $231,153
new PATH wayfinding standard*
Subtotal Toronto Financial District BIA Investment $390,244
MAINTENANCE
Maintenance of Toronto Financial District BIA 2013 – 2021 $1,075,470
improvements (wraps, banners, planters, etc.)
Total Investment By Toronto Financial District BIA $4,145,174
* Items noted with an asterisk were cost-shared between the City of Toronto and Toronto Financial District BIA.
SEPTEMBER
SEPTEMBER 2019
2021 RAISING THE
RAISING THESTANDARD
STANDARD 13
21APPENDIX B
PROJECT DEVELOPMENT CHECK-LIST
The following factors and considerations should be applied
as best as possible when planning new projects within the
Financial District.
A) TOOLS FOR DECISION MAKING
Well-maintained Integrated
□ Materials are of high-quality □ Projects expand on existing capital program
□ Materials are low-maintenance/easily maintained □ Programs support FDBIA branding and communications strategies
□ Materials either resist or prevent graffiti, tagging and posters □ Project fits into long-term vision for area
□ Operational factors and costs □ Project was coordinated with other BIAs, City agencies and
□ Appropriate budgets allocated for maintenance private sector to ensure consistency in look, materials and
desired outcomes
□ Understanding true cost of projects and maintenance
requirements (e.g., living materials) □ Links to overall green approach of district – overall culture
of the district
□ Long-term maintenance
□ Projects should reflect existing high-quality standards
□ Understanding who is performing the maintenance
(roles/responsibilities) □ Projects should maintain individual identities of properties while
providing coherent linkages
□ Does not introduce new clutter to the street
□ Integration of pedestrians – how do spaces interact with people?
□ Removes existing clutter
□ Supports City of Toronto planning policies (e.g., TOcore public realm)
□ Protecting investments
□ Designs should deter loitering and illicit activities
□ Removing unmaintained elements
□ Legal requirements (MOU)
B) HUMAN CONSIDERATIONS
Connected Accessible
□ Project links to PATH and TTC □ Transportation and operational considerations (cars, bikes, walking,
□ Project provides opportunity for indoor/outdoor connection trucks, loading, parking)
(e.g., sidewalk/parklet cafes) □ Project is “age friendly” and uses materials that deter
□ Project connects POPS to public streets tripping/slipping
□ Movement of people, goods and transportation □ Signage/way-finding should be part of project
□ Above/below grade connections □ Ensure adequate level of lighting
□ Maintain existing connections □ Clean/clear spaces support traffic flow (multi-modal)
□ Projects should be seamless □ Create welcoming, personable, comfortable and inviting spaces
□ Feeling of security and safety for all
□ Expand public space by either widening sidewalks or creating new places
for people to gather off of main streets (central gathering space)
□ Maintains minimum sidewalk clearance of 2.1 m
C) OPERATIONAL CONSIDERATIONS (FOR FDBIA)
Transparent Metrics
□ Clarity of responsibility, process and public consultation □ Accountability – City and other agencies need to be held accountable for
□ Communications – branding, clear ownership performing accordingly
□ Funding/financials □ Meet goal of projects and have clear project goals
□ Measure success (e.g., property value, interest in area,
new street level activity)
□ Perceived sense of wellbeing and value
□ City investment – value
□ Leverage existing activities
SEPTEMBER
SEPTEMBER2021
2019 RAISING
RAISINGTHE
THESTANDARD
STANDARD 22
14APPENDIX C
2021 UPDATE TO SUMMARY OF STREETSCAPE
RECOMMENDATIONS AND PROJECT IMPLEMENTATION
Utility work is scheduled on an as-needed basis and is maintained separately from this document.
STREETSCAPE SUMMARY
Street Name Total Road Sidewalk City- Above- Recommended City-standard Recommended Tree Detail Year of Capital
ROW in Width in Width in standard City- Sidewalk Details – 200 x 200 x Investment
Meters Meters Meters Sidewalks standard 60 mm Charcoal Grey Granite
(Average) (Average) (Average) % Sidewalks
%
Adelaide Street 20.62 12.73 3.94 65% 35% 2-band Granite Paver In-ground open tree pit 2014, 2016,
(minimum 2400mm) 2022
Bay Street 22.32 13.61 4.35 50% 50% 2-band Granite Paver None 2015
Emily Street 10.10 6.50 1.80 100% 0% Poured Concrete None TBD
Front Street 30.01 22.48 3.77 82% 18% 2-band Granite Paver None 2015 – 2020
Jordan Street 11.77 7.27 2.25 39% 61% 2-band Granite Paver In-ground open tree pit TBD
(minimum 2400mm)
with charcoal granite curb
(T-1A or most current approved equivalent)
King Street 22.71 12.88 4.91 30% 70% 6-band Granite Paver None 2015, 2026
Melinda Street 16.21 8.51 3.85 71% 29% 2-band Granite Paver In-ground open tree pit TBD
(minimum 2400mm)
with charcoal granite curb
(T-1A or most current approved equivalent)
Pearl Street 12.10 7.30 2.40 50% 50% Poured Concrete None TBD
Piper Street 10.30 7.30 1.50 100% 0% Poured Concrete None TBD
Queen Street 24.17 16.80 3.68 100% 0% Nathan Phillips Square Queen In-ground open tree pit TBD
Street Detail (TBC) (minimum 2400mm)
Richmond Street 21.17 13.35 3.91 99% 1% 2-band Granite Paver In-ground open tree pit 2016, 2020
(minimum 2400mm)
Sheppard Street 14.92 9.10 2.91 100% 0% 2-band Granite Paver None 2019
Simcoe Street 20.91 11.25 4.83 85% 15% 6-band Granite Paver In-ground open tree pit 2014
(minimum 2400mm)
with charcoal granite curb
(T-1A or most current approved equivalent)
Temperance Street 15.14 7.90 3.62 84% 15% TBD as part of Cloud Gardens / TBD as part of Cloud Gardens / TBD
Temperance / Sheppard Street Temperance / Sheppard Street
Precinct Plan Precinct Plan
University Avenue 38.30 28.62 4.84 87% 13% 2-band Granite Paver In-ground open tree pit TBD
(minimum 2400mm)
with charcoal granite curb
(T-1A or most current approved equivalent)
Victoria Street 17.60 11.00 3.30 100% 0% 2-band Granite Paver None TBD
Wellington Street 20.53 12.99 3.77 35% 65% 2-band Granite Paver In-ground open tree pit 2017
(minimum 2400mm)
with charcoal granite curb
(T-1A or most current approved equivalent)
Yonge Street 21.13 13.93 3.60 100% 0% 2-band Granite Paver None TBD
York Street 21.32 12.90 4.21 74% 26% 2-band Granite Paver None 2016
SEPTEMBER
SEPTEMBER2020
2021
2020 RAISING
RAISINGTHE
THESTANDARD
STANDARD 19
23
15Utility work is scheduled on an as-needed basis and is maintained separately from this document.
STREETSCAPE SUMMARY
Street Name FDBIA Proposed Work City / Public Work Development Funding Action Key City
Anticipated Applications / Availability / Departments
Private Property Deficit and Agencies
Work
Adelaide Street Remove raised planters and Adelaide Cycle Track Eligible to Work with City and Cycling
place trees in ground where Relocation apply for stakeholders on final Infrastructure
possible (open pit minimum 2400 (York to Victoria) 50/50 cost design of cycle tracks and Programs
mm, minimum spacing of 10 metres) (2022) share for
to provide opportunities for 2022 project Identify as BIA Economic
private properties to Pedestrian Infrastructure project with MCIC as Development
landscape and maintain Improvements part of 2022 TTC
(Simcoe, York, Yonge, Victoria) Engineering &
open tree pits with (2022) Track Removal and
decorative plant materials Watermain Replacement Construction
FDBIA Streetscape Services
Consolidate and improve Improvements
bicycle parking areas (Sheppard to Victoria) TTC Special
(2022) Projects
Complete installation of
City-standard sidewalk TTC Track Replacement Parks, Forestry
with 2-band of grey granite (Charlotte to Victoria) and Recreation
pavers and detectable (2022)
warning plates (York to Transportation
Watermain Replacement Services
Victoria Street)
(York to Victoria)
(2022)
Relocate cycle track to Toronto Downtown
north side and incorporate Major Road Resurfacing West BIA
permanent solution to (Bay to Church)
separate cycle track from (2022)
traffic and eliminate
need for ongoing planter
maintenance
Bay Street Improve connectivity On-street Bikeway CIBC SQUARE Discuss public realm Economic
between the Financial Paving Markings (81 and 141 improvements with Development
District via the Bay Street (Queen to Lake Shore) Bay Street) City and developer as
Railway Underpass with (2023) (2022) part of CIBC SQUARE Transportation
lighting, public art and development Services
raised sidewalks
Pedestrian
Work with City and Projects, Public
stakeholders during Realm Section
laneway reconstruction
StART
Waterfront BIA
Emily Street Implement consistent Watermain Replacement Engineering &
City-standard concrete (King to Wellington) Construction
sidewalk (2026) Services
SEPTEMBER
SEPTEMBER2020
2020
2021 RAISING
RAISINGTHE
THESTANDARD
STANDARD 20
16
24Utility work is scheduled on an as-needed basis and is maintained separately from this document.
STREETSCAPE SUMMARY
Street Name FDBIA Proposed Work City / Public Work Development Funding Action Key City
Anticipated Applications / Availability / Departments
Private Property Deficit and Agencies
Work
Front Street West Extend existing civic plaza Union Station 1 Front Street Coordinate public Union Station
using high-quality materials Security Perimeter West (Proposed) realm improvements Working Group
east of Bay Street, including (2022) with City and
expanding the sidewalk in developer as part of 1 City Planning
front of the redeveloped On-street Bikeway Front Street West
Dominion Public Building Paving Markings development Engineering &
(Simcoe to Church) Construction
Incorporate permanent (2025)
Coordinate with City Services
features to replace installed Sewer Rehabilitation and properties for
planters to stop illegal security perimeter Pedestrian
(1 Front St W to 30 Projects, Public
parking on median in front Yonge St)
of Union Station Realm Section
(2024)
Incorporate permanent,
high quality pedestrian
safety measures
King Street Removal of unnecessary King Station Eligible to Work with Engineering &
streetscape elements to Improvements apply for Transportation Construction
improve pedestrian flows (Jordan to Yonge) 50/50 cost Services and TTC Services
(2022-2024) share in to install new
Implement permanent 2026 transit stops TTC
high quality transit stops TTC Track and Watermain
Replacement Identify as BIA Pedestrian
(Charlotte to Yonge) Projects, Public
(2026) project with
MCIC as part of Realm Section
2026 watermain
replacement Parks, Forestry
and Recreation
Lake Shore Gardiner Expressway Engineering &
Boulevard Rehabilitation Construction
(Yonge to Spadina) Services
(2026-2028)
Melinda and Improve the connection of Watermain Replacement Economic
Jordan Streets Jordan and Melinda (Jordan from King to Development
Streets to Commerce Court Melinda)
(2026) Pedestrian
Explore programming and Projects, Public
shared street principles Realm Section
to activate the street as
a temporary public Engineering &
open space Construction
Services
Install detectable warning
plates at intersections
and crosswalks
Consolidate and improve
bicycle parking
Pearl Street Evaluate Pearl Street TEY Traffic
conversion and implement Operations and
changes as necessary Traffic Planning
SEPTEMBER
SEPTEMBER2020
2021
2020 RAISING
RAISINGTHE
THESTANDARD
STANDARD 21
25
17Utility work is scheduled on an as-needed basis and is maintained separately from this document.
STREETSCAPE SUMMARY
Street Name FDBIA Proposed Work City / Public Work Development Funding Action Key City
Anticipated Applications / Availability / Departments
Private Property Deficit and Agencies
Work
Piper Street Implement consistent Transportation
City-standard concrete Services
sidewalk
Queen Street West Identify future opportunities Ontario Line Construction Economic
for public art at Queen and (Spadina to Parliament) Development
Bay intersection (TBD)
Engineering &
Increase tree canopy Construction
Services
Remove raised planters and
place trees in ground where TTC Special
Projects
possible (open pit minimum 2400
mm, 10M spacing)
City Planning /
(Simcoe to York Street) Civic
Improvements
City-standard sidewalk
with 2-band of grey Pedestrian
granite pavers Projects, Public
(Simcoe to Bay Street) Realm Section
Install detectable warning
plates at intersections and
crosswalks
Richmond Street Consolidate and improve Received Coordinate project Cycling
bicycle parking 50/50 cost development and Infrastructure
share for implementation and Programs
Remove raised planters and 2019 – 2020
place trees in ground Economic
where possible Development
(open pit minimum 2400 mm)
(University to York Street) Engineering &
Construction
Incorporate permanent Services
solution to separate cycle
track from traffic to TTC Special
Projects
eliminate need for ongoing
planter maintenance Parks, Forestry
and Recreation
Transportation
Infrastructure,
Transportation
Services
SEPTEMBER
SEPTEMBER2020
2021
2020 RAISING
RAISINGTHE
THESTANDARD
STANDARD 22
26
18You can also read
