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innipeggers are demanding a dierent result from City Hall, yet too oen the

proposed approach is to do more of the same with the hope of a dierent outcome. Oxford Dicona ries defines bold as (Of a person, acon, or idea) showing a willingness to take risks; confident and courageous; daring to do something that might be considered audacious.

Simply stated, BOLD Winnipeg is bold actualized at a community level a Chamberled, communitybacked movement that provides the means to the dierent outcome so desired. BOLD Winnipeg recognizes that people are inspired to acon by visiona ry goals and ground breaking ideas; people do not mobilize energy and eort around the sta tus quo. It does not hold to the silver bullet soluon or panacea approach. BOLD Winnipeg believes that BOLD thinking comes in all shapes and s izes, from a simple process adjustment to groundbreaking reimagining of our City and its direcon. BOLD Winnipeg represents:

ideas, not ideology discussion, not debate engagement, not exclusion passion, not polics opportunies, not obstacles possibilies, not pa rameters This is not a rejecon of the real and pressing need to address the bricks and morta r issues that challenge our city. Rather, BOLD Winnipeg is a vehicle in which Winnipeg comes together to set bold objecves and ideas that may redefine and reset how we tackle the pothole issues.

Further, by des ign, the ideas and acvies within the BOLD plaorm have not been costed. Ulmately, any idea or iniave that wins broadbased support and moves forward will need to be scoped and costed properly. BOLD Winnipeg, as one of the communitys largest civic brainstorming sessions, was not the appropriate venue for such an important s tep. It was always the intent to have BOLD Winnipeg be about the ideas, not the numbers and the chosen accounng methodology. To that end, BOLD Winnipeg has two key objecves: 1. To promote innovave, longterm vision,

thought and acon for Winnipeg, at City Hall and throughout the community

2. To inspire mayoral and council candida tes to embrace Objecve One, in parcular incorporang elements of the BOLD Winnipeg plaorm within their own plaorms

BOLD Winnipeg is the culminaon of numerous community engagement acvies and events over the years. BOLD breakfasts, BOLD conferences and social media were used extensively to solicit Winnipeggers unique and daring ideas for our city. And Winnipeggers responded en masse, invigorated by the chance to confidently oer up ideas without fear of cricism or ridicule, to allow the natural process of building upon an idea with others thought and passion to take hold and produce that which is found in the following pages.

The Winnipeg Chamber of Commerce is honoured to have been able to bring the community together around BOLD Winnipeg. As an organizaon, from the United Way to Winnipeg CrimeStoppers, The Winnipeg Chamber of Commerce has a long and disnguished history of galvanizing community acon around bold ideas.

What is BOLD Winnipeg?

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BOLD Winnipeg is civic government reinvented City Ha ll is more than the center of decisionmaking for civic issues in Winnipeg; it is where cizens and our elected representaves engage one another in craing and honing a collecve vision for our community. The current model of civic government, like any model, must adapt and, when required, transform itself to embrace new realies, moving opportunies and the changing needs of our community. At the center of this transformaon is a living, tangible commitment to openness and transparency.

Think BOLD Government is a reflecon of the society it serves; as our community evolves, so too should our government. All governments have a respons ibility to protect the public trust through openness and inclus ion. What would it take for Winnipeg cizens to be fully engaged, knowledgeable, and trusng of civic government?

BOLD Winnipeg aims to:

Redefine the relaonship between municipal government and cizens, in parcular re establishing the service in public servant and re arming cizens leadership role

Transform cizen parcipaon in local government beyond the act of vong to one whereby Winnipeg becomes a global leader in parcipa tory democracy

Be the North American leader in openness and transparency for municipal government

By 2018:

80% or grea ter of cizens indicate a moderate to high level of trust in Winnipegs elected ocia ls to eecvely manage the City of Winnipeg (esmated populaon 699,346 as of July 2013)

80% or grea ter of cizens indicate a moderate to high level of sasfacon with the openness and transparency at City Hall

80% or grea ter of cizens indicate a moderate to high level of sasfacon with elected municipal ocials accountability to cizens

65% of eligible voters cast ballots in the 2018 civic elecon (47.1% of 452,910 eligible voters cast ballots in 2010)

By 2022:

Winnipeg voter turnout (percentage of eligible voters) leads all ma jor urban centres in North America

Winnipeg voters level of trust in e lected municipal ocials is the highest of any municipal government in North America

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Be BOLD

Accountability

Establish legis lated job descripons for the Mayor and City Councillors to clearly a rculate the expectaons of cizens and the roles and responsibilies for e lected ocia ls Annual performance reports would be prepa red

and published by the Mayor and each Councillor, demonstrang performance against the criteria

SeeBOLD

In Brish Columbia, The Community Charter and The Local Government Act spulate the roles and responsibilies of a Mayor and Councillor.

Create an index of moons and vong history for

each City Councillor a nd Mayor that is easily available on the Citys website

Create an Ethics Code of Conduct along with an Ethics Commission / Commissioner

Ethics Commiss ion or Commissioner would publish annual public reports on Mayor and Councillors compliance with the Code of Conduct

CivicProvincial Relaonship Create a semiannual civicprovincial summit

meeng, modelled aer the First Ministers meengs between the federal and provincial governments

Review The City of Winnipeg Charter, in collaboraon with the Province of Manitoba, and revise as needed to ensure the City is aorded the necessary powers and flexibility to promote self determinaon and self suciency

Governance Legislate a limit of three consecuve terms for

Mayor and City Council

Pilot the use of online vong to encourage and increase voter pa rcipaon

SeeBOLD

In 2014, Markham was the firs t municipa lity in Canada to introduce electronic vong as part of a comprehensive engagement strategy to increase parcipaon in elecons. Six of the ten provinces have legislaon enabling electronic vong in municipal e lecons (Manitoba does not currently). Elecons Canada survey data reveals that among the general populaon in all survey years, me constraints or accessibility issues a re menoned most commonly to account for respondents not vong.

Assess the benefits of implemenng a new model for e lecng City Council such as the city wide slate model (Vancouver) or hybrid slate and ward model (St. Johns)

SeeBOLD

Vancouver City Council is made up of the Mayor and ten Councillors who are e lected at large for a three year term. The Mayor is the Chair of City Council. A Deputy Mayor is chosen monthly from among the Councillors. Vancouver opera tes without a n Execuve Commiee or cabinet structure; councilors are given lead responsibility for various civic porolios. St. Johns, Newfoundland has five councillors represenng wards, four atlarge councillors, one mayor and one elected deputy mayor.

Restructure City Council governance to e limina te

the have and have not division, hierarchy and secrecy among Councillors, considering various opons such as: opening aendance at Execuve Policy

Commiee meengs to all Councillors requiring Execuve Policy Commiee to report

directly to Council as a whole

eliminang Execuve Policy Commiee, creang porolios for key civic priories to reflect cizens priories, such as budget and finance, economic development, community planning,

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downtown development, housing, innovaon / eciency, tra nsportaon, environment and public safety. The Mayor would appoint each Councillor to lead, in collaboraon with other Councillors, one or more porolios, each of whom would be required to report back to Council directly. Council could vote on each porolio lead, as an alternave to mayoral appointments.

Allocate one s tudent lea der from every high school in a City of Winnipeg Youth Advisory Commiee; Instute a Youth City Council during City Council recess in August, based on the Youth Parliament of Manitoba model

Empower the Winnipeg Wards Boundary Commission to examine the benefits of creang a ward tha t would encompass the enre downtown exclusively

Openness and Transparency

Assess the need and value of instung ballot quesons during civic elecons on major policy items, such as long term infrastructure plans

Expand the City of Winnipegs open source data plaorms, based on the City of Regina model, to become a North American leader; commit to minimal rules of usage to promote maximum usage and value of the data for cizens Consider implemenng a n externa l technology

advisory panel that would advise on new technologies and approaches to support greater openness and userfriendliness

SeeBOLD

The City of Regina operates an Open Data Catalogue a self serve portal tha t allows the public to downloa d/view City of Regina da ta in dierent formats. In addion, the cata logue tool (OGDI) allows cizens to do simple data analysis, mapping and chart creaon. Further, the City of Regina encourages cizens who have developed an applicaon using the Citys data to submit the a pplicaon for posng on the Citys website. On July 8, 2014, the City of Winnipeg launched a new open data portal (data.winnipeg.ca) with an expanded array of data sets. This new portal is in addion to the May 2013 NOW portal which provides a range of open data on the Citys diverse and historical 236 neighborhoods. Further, City of Winnipeg Council meengs are now available for viewing live online, along with a library of past meetings.

Reduce barriers to public parcipaon in City Council meengs through linkages via twoway video conferencing technology in civic community centres throughout Winnipeg

Expand e CIS (electronic cizens informaon service) for more interacon between residents, municipal services and elected ocials for greater communicaon and connecvity

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BOLD Winnipeg is civic finances redefinedWinnipeg cizens recognize that there is a cost to be paid for the civic services that we receive a nd value. Yet, the linkage between ta xpayers investment and the services we receive in return is much harder to see under the current financial model. Compounding the challenge a re community forces being brought to bea r on mulple fronts pressure to fix Winnipegs infrastructure deficit while maintaining tax compeveness; calls for increased investment in everything from policing to plowing while seeking out sustainable revenue streams to meet the need. The me for nkering with percentage points is over. We must rethink the financing and delivery of civic government, redefining the urban model for the next 100 years.

Think BOLD If you were building a city from scratch today, what services would you require and how would you pay for it? What would be the foundaonal values and principles supporng the financing and delivery of municipal prog rams and services? How would you show value for dollar, or return on investment, to cizens? What criteria would you use to ensure a sustainable fiscal framework that works today and tomorrow?

BOLD Winnipeg aims to:

Transform Winnipeg into Canadas leader in ecient and eecve municipal government

Advance Winnipeg as Canadas most innovave municipal government in the development and delivery of civic services

Create a new sustainable financial framework for municipal government which becomes the model throughout North America

Establish Winnipegs financial framework as the most transpa rent and cizenfriendly in North America

By 2018:

Winnipeg has instuted a five year operang and 10year capital budget cycle

Winnipeg has established annual performance indicators and ecient targets for all program areas and services, with a commitment to report against annually

Winnipegs core service delivery cost per capita is among the lowest four in Canada

Winnipeg has established clea r and measurable linkages between all civic services and their specific funding source(s) (1998 Focus on Winnipeg Services report idenfied 260 individual civic services)

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By 2022:

Winnipeg has implemented a new financing model in which the percentage of total revenue derived from Bus iness Tax and Property Tax (58.7% as of 2013 Preliminary Operang Budget) has been reduced to below 50%, with a commitment to less than 35% by 2028 (2013 Pre liminary Operang Budget $921.6 million)

Winnipegs core service delivery cost per capita is the lowest in Canada

Be BOLD

Budget Implement a 5 year operaonal budget cycle and a

10year capital budget cycle

Collecve Agreements Tie civic collecve agreement compensaon

adjustments to the Average Weekly Earnings and Consumer Price Index for Manitoba, as per Stascs Canada

SeeBOLD According to the US Bureau of Labor Stascs, collecve bargaining agreements that e wages to the Consumer Price Index cover over 2 million workers. In May 2014, Toronto City Council passed a moon stang, the remuneraon paid to the Mayor and to other Members of Council shall be increased annually on January 1 of the year by the increase in Stascs Canada's Toronto Consumer Price Index, as calculated by the Deputy City Manager and Chief Financial Ocer and based on the previous years average.

Eecveness Mandate that all civic departments create and

publish annua l SMARTER (Specific, Measurable, Achievable, Relevant, Timely, Evaluate, Reevaluate) goals linked to their budgetary allocaons

Undertake an inventory of all civic services, similar to the 1998 Focus on Winnipeg Services report idenfying noncore services being delivered and potential core service gaps necessitating investment

Eciency Establish a Commission on City Eciencies which

ulizes extensive public consultaon in determining the current costeecveness and eciency of civic services

Establish performance indica tors and eciency targets annually, such as:

General Government Services legislave services per capita, administrave services per capita; technology investment per capita of workforce

Public Safety number of police ocers per 100,000 populaon, number of fire fighters per 100,000 populaon, and, public safety employees per 100,000 populaon; total cost of public safety services per $1,000 of assessment

Transportation maintenance costs per kilometer of roadway; replacement costs per kilometer of roadway; public transit costs per capita or per rider

Wastewater maintenance costs per kilometer of sewer mains; replacement costs per kilometer of sewer mains; physical plant operaon costs per metric ton of sewage

Solid Waste collecon costs per metric ton; disposal costs per metric ton; recycling costs per metric ton

SeeBOLD

In June 2014, the Genevabased Internaonal Organizaon for Standa rdizaon unveiled ISO 37120:2014, a new standard for cies, featuring a set of 46 performance indicators, to assess performance of city services and quality of life. The standa rds uniform approach will enable cies to seamlessly compare where they stand in relaon to other cies. This informaon can in turn be used to idenfy best pracce and learn from one another. Notable indicators include:

Voter parcipaon in last municipal e lecon (as percentage of eligible voters)

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RedefiningCivicFinances 2

Debt service rao (debt service expenditure as a percent of a municipalitys ownsource revenue

Total collected municipal solid waste per capita Number of police ocers per 100,000

populaon Number of firefighters per 100,000 populaon

Implement a mandatory, fiveyear cyclical review

of bylaws to determine connued re levancy Reinvent the civic tendering process around the

goal of promong the widest range of bidders possible. Request for Proposals (RFP) need to call for soluons to a cha llenge rather than a request for pricing for a pre determined approach, and to encourage innovave processes and technologies outside accepted and city standard pracces

Change the process for pursuing alternave service delivery, in parcular converng the ASD Commiee into a full sta nding commiee to ensure accountability and transparency, and to encourage more ecient and innovave ways to deliver civic programming

Revenue

Seek the legislave flexibility from the provincial and federal government to reorient civic revenue models toward growth rela ted tax sources, to beer link revenue to economic performance, based on a revenue neutral implementaon. Opons include: Examining the feasibility of a municipal income

tax and corpora te income tax, to be inially implemented with a corresponding reducon in residenal and commercial property taxes a nd business tax

Allowing for the introducon of a Municipal Infrastructure Levy (fuel tax)

encouraging the provincial and federal governments to make tax room by diverng a percentage of GST/PST to municipal governments

SeeBOLDIn Belgium, Norway, Germany, Switzerland and Iceland, income taxes or income surtaxes make up in excess of 75 per cent of municipal revenues. In Denmark, Finland, Luxembourg and Sweden, that figure is over 90 per cent. In the U.S., over five per cent of municipal revenues come from income taxes. (Atlanc Instute for Market Studies December 2012)

Expand the use of Tax Increment Financing (TIF), to support improvements in underdeveloped or distressed areas of the city. Increased property tax revenue from a TIF area is applied to service a nd pay the debt incurred from the local improvement

Create a community bond mechanism to finance a wide range of iniaves with an inial private capitalizaon of $1 billion

SeeBOLD

Excerpts from Guide to Municipal Finance (UNHABITAT 2009) Over the last twenty years, a number of countries have increased the powers and responsibilies of local governments but they have not matched those responsibilies with revenues at the loca l level: few countries permit local governments to levy taxes capable of yie lding sucient revenue to meet expanding local needs. Unlike the property tax, the incidence of the income tax is generally progressive though it may not be clearly related to the benefits received for municipal services. Moreover, income ta x revenues are more elasc than property ta x revenues in that they increase automacally as the economy expands. Property taxes, however, are oen costly and dicult to administer and these problems increase with the size of the tax burden. Even though the property tax is a good tax for local government, it rarely provides sucient revenues to meet expenditure needs. Revenues are insucient a t least in part because of ineecve adminis traon inadequate land registraon systems, inecient assessment pracces, and deficient tax collecon and enforcement. Moreover, property taxes a re never polically popular because of their visibility and the inherent arbitra riness in assigning values to individual properes.

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BOLD Winnipeg is ... community development reenvisioned Communies are not stac enes; their exis tence is one of constant change, be it growth or decline. Successful communies are those that recognize the opportunies to harness growth in a focused, progressive and sustainable fashion, driven by longterm vision and planning. From the Shoal Lake aqueduct to the recent CentrePort development, Winnipeg has shown it can be one of these communies. With a long term vision and focus determinaon, Winnipeg can become a global model for responsible growth and development that is proacve in defining the context rather than reacve to ad hoc needs and pressures.

Think BOLD Good urban policy celebrates not only the big scale but also the organic human scale; we should measure the success of our city not solely on the value of our building permits but on the number of feet on our sidewalks. How a re we going to accommodate growth and change? How do we capitalize on growth while making sure our city stays livable, aordable and desirable? How do we make sure tha t all Winnipeggers can benefit from this growth?

BOLD Winnipeg aims to:

Be recognized as Canadas most livable city

Become Ca nadas best planned city of tomorrow

Transform downtown Winnipeg into a livable, organic neighbourhood

Become the most neighbourhoodcentric city across Canada

By 2022:

Increase overall urban density in Winnipeg by 10% (2011 Census: 1,429/km2)

Increase downtown res idenal populaon to 20,000 (2014 populaon esmate of 15,473 by Downtown BIZ)

Winnipegs derelict building inventory decreased by 50% (390 vacant and derelict buildings as of December 2013)

Winnipegs score on Stascs Canadas Crime Severity Index is among the boom third of Canadian centres (2011 12, Winnipeg was the fourth highest of 33 centres in Canada)

Winnipeg among top three Canadian cies in per capita investment in arts and culture

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By 2030:

Winnipegs Census Metropolitan Area populaon surpasses 1 million

Be BOLD

Arts & Culture

Move forward with the recommendaons outlined in Ticket to the Future: a cultural acon plan for Winnipeg

Explore establishing a mechanism on culture with a mandate to integrate cultural policy and development into municipal decisionmaking processes

Increase civic funding of a rts and culture to $20 per capita (from its current $5.65 in 2014), with future annual adjustments ed to inflaon

SeeBOLD

According to a 2009 s tudy by Hill Strategies, the fivecity average (Toronto, Montreal, Oawa, Vancouver, Calgary) in per capita municipal investment was $35, an increase of 46 per cent over three years. During this me, Calgary saw its per capita investment expand by 175 per cent (to $42 from $15).

Fund the Winnipeg Public A rt Program by collecng an amount equal to one percent of the engineers esmate of the cost of construcng or remodeling any municipal building or infrastructure project (including roads and sewers)

Design

Eliminate zoning regulaons working against urban revitalizaon and instute smart code neighbourhoods. Convenonal codes a re rigid and focus on s ingle zone uses. Smart code or characterbased development by laws regulates urban seng such as locaon of pa rking, lot widths, building setbacks, block size, building heights and the locaon of buildings on lots. Linking environmentalism and urbanism, smart code works to crystalize a community vision by coding according to des ired outcomes in an area.

SeeBOLD

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

Create a Urban Development Commission to

review Winnipegs zoning bylaws and building codes every five years to ensure they are re levant and appropriate

Establish community centres and trans it hubs as the focal point of all new subdivision des igns

Create roof top gardens for all city schools

SeeBOLD OurWinnipeg defines placemaking as the process of creang public spaces in the city that are unique, aracve, and welldesigned to promote social interacon and posive urban experience.

Crime

Establishment of a downtown camera prog ram that would be a collaborave eort between the Winnipeg Police Service and the private sector

Expand eorts, such as LiveSAFE program, which seek to reduce the incident of violent crime through social development at a block by block, neighbourhood level

Downtown

Create a pedestrian mall downtown a street lined with storefronts and closed o to most automobile trac; develop the downtown pedestrian mall as a signature image driver for Winnipeg

Place a priority on trac signal synchronizaon in downtown Winnipeg to improve mobility and reduce congeson

Formalize a Downtown Council, comprised of the various downtown development organizaons and

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the three levels of government, to support beer coordinaon of eort and leveraging of resources

Implement economic incenves such as tax increment financing, tax free zones and other financial incenve programs to help aract new businesses to downtown Winnipeg

Develop more niche downtown retail modelled aer Downtown BIZs youth entrepreneur incubator or pop up store at Portage Place

Install more benches, meeng places for people downtown, skateboard pa rks and pet infrastructure

Housing

Mandate CentreVenture to be responsible and accountable for a downtown housing strategy, to align with a needed naonal and provincial housing strategy

Set targets that define the proper mix of residenal opons in downtown Winnipeg

Adopt a strategy to develop and promote the development of aordable condos, homes and rental units of 1,000 square feet or less

Encourage aordable, high density development along rapid trans it routes, in collaboraon with the provincial and federal government

Image

Develop urban design criteria for a ll City Image Routes, to be included in a n Urban Des ign Stra tegy, requested of the civic administraon by Council in February 2012

Expand the Faade and Storefront Improvement Program, implemented to encourage commercial building owners to invest in faade renovaons and storefront upgrades, to each of the Citys designated Image Routes

Building on the exceponal lighng along Portage Avenue during the winter holidays, develop an innovave municipal street lighng strategy designed to accentua te exceponal public spaces and buildings, in pa rcular those downtown, as well as promote Winnipeg as a green urban centre

Establish a creave planning council made up of arsts, architects, technology entrepreneurs, planners and other that would be engaged in the development of image projects that provide a creave return on investment

Promote among bus iness a nd property owners the need to take greater respons ibility for care of their property (e.g. snow clearing in winter, cigaree bus, signage, lighng, gra)

SeeBOLD

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

Land

Establish a shovelready industrial land development program that would highlight fullyserviced land, especially infill, along with the various development opportunies available therein for investors

Examine opons to incent the development community to expand infill development (e.g. tax increment fina ncing, forego property taxes unl the lot is sold, help develop and install the infrastructure through financing)

Waterfront Commit to an acon plan to implement the Forks

20year waterfront vision document River City Connecons: Reimagining the City's Riverfront

Raise the river walkway to ensure it is accessible year round

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BOLD Winnipeg is transportaon & infrastructure reconfigured Somemes the road chosen is as important as the desnaon sought. As advances in urban public transportaon globally have shown, successful communies are redefining how people and goods get from Point A to Point B. A reconstructed transportaon and infrastructure approach, which capitalizes upon Winnipegs home grown advantages and opportunies, is needed to keep Winnipegs growth a nd prosperity on the right path. BOLD Winnipeg agrees acon is needed now on pressing infrastructure challenges. But there is a risk to fixing a long term infrastructure deficit with patchwork policy that focuses on beer roads for now at the expense of tomorrow. Bold thinking allows us to construct a transportaon system with purpose for the long haul.

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

BOLD Winnipeg aims to:

Set Winnipeg as Canadas pace seer in acve transportaon policy and pracce

Posion Winnipegs infrastructure (roads, sewers, water ma ins, bridges) as a global leader in sustainability among fourseason cies

By 2018:

Proporon of workers commung to work by acve transportaon methods has increased to 25% [Stascs Canada Naonal Household Survey 2011 for Winnipeg Public Transit (13.4%); Walking (5.1%); and Bicycle (2.0%)]

Reduce congeson along ten most congested trac areas by 20% (as measured using Average Commute T ime and Congeson Costs)

Winnipegs acve transportaon network size is among the top five in Canada (as of 2013, onstreet bike lanes: 35 km; Muluse pathways: 181 km; Bike paths: 4km; Bicycle track: 2km; Sharrows: 37km; Bike boulevards: 56km)

By 2022:

Reduce annual number of water main breaks by 33% (City averages between 400800 breaks a year, or about 1 or 2 breaks a day) Source: City of Winnipeg 311

Shrink Winnipegs average commute me by 25% (average commute me 20 minutes, Economic Development Winnipeg 2014)

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ReconfiguringTransportaon&Infrastructure 4

Proporon of workers commung to work by acve transportaon methods has increased to 35% [Stascs Canada Naonal Household Survey 2011 for Winnipeg Public Transit (13.4%); Walking (5.1%); and Bicycle (2.0%)]

Reduce congeson along ten most congested trac areas by 40% (as measured using Average Commute T ime and Congeson Costs)

By 2026:

Reduce the number of combined sewer overflows from current average of 18 to a target of 3 during the recreaon season (May 1 to September 30). Source: City of Winnipeg 311

Winnipegs per capita capital spending is among the top three in Cana da

Winnipeg acve transportaon network size is among the top three in Canada

By 2038:

Winnipeg has eliminated the municipal infrastructure deficit (in 2011, Winnipegs infrastructure deficit esmated at $3.8 billion in order to bring current infrastructure up to acceptable s tandards)

Be BOLD

Acve Transportaon Require that all urban development, beyond municipal roadways, consider and, where applicable, incorporate acve transportaon planning and investment, as part of approval process

Create an online Acve Transportaon planner, based on Winnipeg Transits Navigo, where individuals can enter a starng point and desnaon to map out a n acve transportaon route Expand interconnecvity of acve transportaon methods, notably more cycling racks on transit buses to encourage use of both modes

Implement a Bike Share prog ram in which bicycles are made available for shared use to individuals on a very short term basis, in order to go from point A to B without ownership concerns

Create covered bicycle paths along ma jor Priority 1 routes to promote yearround cycling opon; designate these routes as Priority 1 for snow clearing as well

SeeBOLD Over the last several years, Whitehorse has transformed its civic identy from a cardependent community to one that values acve transportaon. With strong leadership, promoon, parcipatory events like the Urban Transportaon Showcase Programs Wheel 2 Work campaign, and the addion of highprofile bike facilies, Whitehorses car dependent mindset has been changed.

Infrastructure

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

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Ensure that best value for the cizens of Winnipeg is achieved through embracing (where appropriate) alternate delivery models for construcon and infrastructure projects

Create baseline evaluaon criteria for construcon proposals that provides a consistent approach for achieving best long term value versus low inial price in the procurement of construcon services

Complete the inner ring road to redirect truck trac in the most ecient means possible, ulizing grade separaons ra ther than controlled intersecons

Place a priority on trac s ignal synchronizaon in downtown Winnipeg to improve mobility; commit to a plan and meline for synchronizaon of all trac lights along Winnipegs major trac arteries

Advocate at the provincial level that the 1% PST revenue be dedicated enrely to municipal infrastructure, allocated as follows 1/3 new economic development infrastructure, 1/3 refurbishment, 1/3 transportaon specific infrastructure

Planning

Establish an a rms length Winnipeg Transportaon Authority, the mission and manda te of which would be formed through extens ive public engagement

Establish a protocol tha t requires annual public reporng and five year public reviews to measure progress against a 10 20 year infrastructure plan

Public Trans it

Plan to expand bus rapid transit to all areas of the City in a manner that links to economic development opportunies and the creaon of community hubs

Design community transit hubs to be mul use commercia l centers, featuring mixed small scale retail

Undertake a design compeon for strategically located Trans it shelters, modelled aer the Forks warming hut compeon, to promote more aesthecally pleasing shelters that reflect the neighbourhoods in which they are located

Assess rapid transit between James Richa rdson Internaonal Airport and downtown to move both people and goods eecvely and eciently

Commit to create measurable service standards and annual reporng, to be publically available on Winnipeg Transits website

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Repurposing Economic DevelopmentBOLD Winnipeg is economic development repurposed Economic growth and prosperity arent purely business issuesthey are the foundaon for communies to succeed across a broad spectrum of goals. It is not a coincidence tha t todays innovave, vibrant and worldclass communies have at their core a dynamic, creave economy the basis of which gives rise to social progress and wellbeing. Winnipegs economic prowess has seen its fair share of flux. Through it all, we as a community have remained steadfast in our belief in Winnipegs potenal. From the Chicago of the North era to one of Canadas most diversified economies today, the resolute determinaon and inspiring creavity and innovaon of our people will connue to be the catalyst for progress. BOLD Winnipeg doesnt need to manufacture creavity. BOLD Winnipeg seeks to create the condions to unleash our vision and creavity, and harness the energy with collecve economic purpose.

Think BOLD The queson is not whether Winnipeg will succeed, but how can all Winnipeggers contribute and share in the fruits of the labour. What are the present and future economic opportunies for Winnipeg? What are the common elements of the worlds most creave communies that set them apa rt from the rest? How do we create the winning condions for creavity and innovaon without overly

manufacturing those condions? How do we dierenate Winnipeg, and capitalize on our inherent advantages, from other communies? How do we beer integrate economic growth with social development across all communies?

BOLD Winnipeg aims to:

Centre Winnipeg as Canadas most diversified hub for creavity and innovaon

Secure Winnipeg as Canadas best place to work and do business in Canada

Be the North American model for the transformave power of economic prosperity for social progress

By 2018:

Winnipeg has the lowest overall business costs in Canada (Winnipeg had the lowest overall business costs in western Canada as per KPMG 2014 Compeve Alternaves)

Annual growth in Winnipegs Real Gross Domesc Product is among the top five in Canada (Winnipegs annual cha nge from 2012 2013 was 1.6% or 8t h among major Canadian cies)

Winnipegs unemployment rate is among the lowest four in Canada (5.9% for 2013, approximately mid ranking)

Winnipeg ranked within the top five inte lligent communies in the world, according to the Intelligent Community Forum

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By 2022:

Winnipeg boasts Canadas most divers ified economy (in 2014, Winnipeg was third at 0.92, with Hamilton and Saskatoon leading the way with 0.94 and 0.93, respecvely)

Winnipeg within the top three intelligent communies in the world, according to the Intelligent Community Forum

Annual growth in Winnipegs Real Gross Domesc Product is among the top three in Cana da

Number of se lf idenfied Aboriginal owned and operated enterprises within Winnipeg increased by 15%

Winnipeg is among the top three cies for business incubators within Canada

By 2026:

Winnipeg has the highest number of head oces per capita among Canada's major centres (11.9 head oces per 100,000 populaon in 2013; Calgary at 17.7, followed by Toronto at 12.6)

Winnipegs unemployment ra te is the lowest in Canada (5.9% for 2013, approximately mid ranking)

Annual growth in Winnipegs Real Gross Domesc Product leads all Canadian cies

Number of se lf idenfied Aboriginal owned and operated enterprises within Winnipeg increased by 35%

Winnipeg is Canadas undisputed social enterprise capital, as measured by the number of social enterprises per capita operang within Winnipeg

Be BOLD:

Iniaves Require the three levels of government to

coordinate all economic iniaves within the City of Winnipeg, under the guidance of an overarching, long term economic development vision and plan

Implement a cap on business tax revenues a t $58 million (as per 2014 operang budget); rebrand tax into a dedicated Economic Development

Investment Fund (EDIF), to be managed by Economic Development Winnipeg and YES! Winnipeg

Starng in 2016, $3 million of the Fund would be dedicated to support stra tegic economic development iniaves ed to citys economic development strategy; the remaining poron of the Fund would connue to be used to support core city services

In each of the following years, the Fund would increase by $3 million unl it reaches the $58 million revenue cap

Idenfy the West Exchange as a Creave Campus, leveraging economic incenves to aract developer investment in res idenal and commercia l property in the creave industries Establish formal linkage and coordinated eort

between the proposed Creave Campus and YES! Winnipeg

Earmark a poron of the Economic Development Investment Fund to target the creave/innovaon sector

Leverage the development of CentrePort by establishing, in pa rtnership with World Trade Centre Winnipeg, a municipal export iniave as a major component of Winnipegs economic development s trategy

SeeBOLDGreater Portland Inc., a diverse coalion of government, business, and nonprofit leaders, worked together to create a Greater Portland Export Iniave Business Plan with the goal of doubling regional exports. The region is pursuing strategies to deliver this growth, including doubling down on exisng advantages in the computer and electronics sector, boosng exports at underexporng companies, providing experse for small and medium firms who do not yet export, and through the creaon of a "We Build Green Cies," brand to leverage the region's clean economy exports.

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Establish Winnipeg as the worlds centre for human rights and advocacy using the Canadian Museum for Human Rights as an anchor

Work with YES! Winnipeg to target global organizaons that address social and human issues for oce relocaon to Winnipeg

Promote Winnipeg as a low cost centre, geographically centred in North America, with a long standing history of progressive socia l and community advocacy

Incorporate social procurement / socia l enterprise as a key focus and deliverable in municipal economic iniaves

SeeBOLD

Winnipeg: CCED Network The primary breakthrough on social enterprise has been with Manitoba Hous ing, which has been contracng social enterprises to do various work. The work includes building new units, providing energy and water eciency upgrades, basic maintena nce, bedbug remediaon, furnace replacement, tenant moves and more.

Establish a Social Enterprise Centre in every neighbourhood where there is a need for employment

Promote the development of Firs t Naons Economic Development Zones (FNEDZ) within Winnipeg; support the development of First Naons bus iness incubators, in parcular within an FNEDZ

Establish Winnipeg as a Centre of Excellence/showcase for bus technology and innovaon; incorporate Rapid Transit as a key pillar

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