VICTORIA 3.0 Pivoting to a Higher-Value Economy 2020-2041 - DRAFT ECONOMIC ACTION PLAN
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DRAFT ECONOMIC
ACTION PLAN
VICTORIA 3.0
Pivoting to a Higher-Value Economy
2020–2041
COVER Expedition leader Adrian Round (left) and ocean operations staff member Jonathan Miller carefully monitor remotely operated vehicle operations on the seafloor more than 2 km below the vessel. Photo by Ed McNichol. WORDLE HEARTS This plan was shaped by all the residents and business owners who came to the City’s economic roundtables in the fall of 2019. As part of the roundtable process (and taking an idea we got from Barcelona, Spain), we asked all participants to use one word to describe Victoria in 2020. We then asked what one word they would like to be able to use to describe Victoria in 2041. The word clouds at the beginning and end of this document are their answers.
Our residents and business owners say victoria in 2020 is…
Building Schizophrenic
Regimented
Co
Complacent
Transforming Ho
Expensive
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Phi
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Business Ideal
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Integral Un p
ow
Lifestyle
exp hical
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Unassuming
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Welcoming
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Progressive-ish
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Emerging
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B Good
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Fresh
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T Nee
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Learning Lovely
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Pristine Open
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Victorian
ng tie
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Costly Awoken
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City of Victoria | VICTORIA 3.0 1
2 VICTORIA 3.0 | City of Victoria
Victoria 3.0 Vision
As the Capital City, Victoria is a future-ready, globally-fluent,
influencer and innovator. We are using our status as a small
powerhouse to create high-value jobs and build a high-value
economy that meets our needs now and anticipates the future.
City of Victoria | VICTORIA 3.0 3
LEKWUNGEN TRADITIONAL DANCERS
4 VICTORIA 3.0 | City of Victoria
Acknowledgement of
Lekwungen Homelands
Victoria 3.0 was developed and will be implemented are visitors here. This plan contains acts of economic
on the homelands of the Lekwungen speaking peoples, reconciliation that we will carry out by taking direction
the Songhees and Esquimalt Nations. We are grateful from the Songhees and Esquimalt Nations and the
to them for stewarding these territories for thousands other Nations on Southern Vancouver Island.
of years and for generously welcoming those of us who
City of Victoria | VICTORIA 3.0 5
6 VICTORIA 3.0 | City of Victoria
Gratitude and
Acknowledgements
In the summer of 2019, City Economic Development and on readings suggested by Rosemary and other city
staff, a small group of stakeholders and I participated experts, I presented the proposed vision for Victoria
in a “master class” on city building in the 21st century 3.0 and the future of our economy at each roundtable.
hosted by the British Columbia Investment Management We then asked participants for their input based on
Corporation (BCI) and taught by global cities expert, their experience doing business in the city and their
Rosemary Feenan. aspirations for “global fluency.”
Rosemary snapped us to attention. She shared with The input from the roundtables forms the basis of this
us “The 10 Traits of Globally Fluent Metro Areas”1 and plan. The thoughts and ideas of participants can be seen
presented data and case studies that suggested we’d be within, reflected as concrete actions. We are thankful to
wise to assess Victoria’s role in a quickly changing global those who took the time away from their businesses and
economy, driven largely by cities. She urged us to create their busy lives to help us.
a plan to make Victoria’s place in that economy. We are I am also deeply grateful to the small group of people
grateful to Rosemary for her timely intervention; who helped to edit and improve this document – from
Victoria 3.0 is in part a response to her challenge. inserting new ideas to fixing acronyms. Victoria 3.0 –
In the fall of 2019, the City hosted six roundtables (see Pivoting to a Higher-Value Economy – 2020-2041 is the
Appendix A), in which 145 residents and business owners work of many hands. And it will take many more hands,
participated. Building on the learnings from the summer working together, to bring this plan to life.
– Mayor Lisa Helps
1 Brad Dearman, Greg Clark and Joseph Parilla, “The 10 Traits of Globally Fluent Metro Areas.” The Brookings Institution Metropolitan Policy Program, 2013.
City of Victoria | VICTORIA 3.0 7
COAST CAPITAL SAVINGS INNOVATION CENTRE, UNIVERSITY OF VICTORIA
8 VICTORIA 3.0 | City of VictoriaTable of Contents
Executive Summary.............................................. 11 Big Moves to Pivot to a High Value Economy Future Big Moves.................................................42
and Position Victoria as a Globally Fluent
Introduction..........................................................13 Metro Area............................................................31 Business Profiles
5: Learn from Other Cities (2020–2041)...........31 British Columbia Investment
Where We’ve Come From.....................................17
Management Corporation ..............................20
6: Tech is #1 – Tell and Sell Victoria’s
Where We’re Going...............................................19 Checkfront........................................................ 32
Tech Story (2020–2041)............................ 33
Our Small Businesses are the Lifeblood 7: C
reate An Innovation District Pani Energy...................................................... 35
of our Community............................................... 23 (2020–2022).............................................. 35 Indigenous Ocean Governance....................... 39
1. Support Small Business............................... 23 8: Create An Ocean Futures Cluster
Appendix A – Fall 2019
2. Support Youth in the Economy................... 25 (2020–2022)...............................................37
Economic Roundtables.......................................44
3. Support Indigenous Businesses.................. 27 9: Redevelop Victoria Conference Centre
(2020–2031)................................................41
4. Support Newcomer Businesses..................29
10: R
e-Do Victoria’s Brand and Story
(2022–2026)............................................. 42
City of Victoria | VICTORIA 3.0 9BC INVESTMENT MANAGEMENT CORPORATION
10 VICTORIA 3.0 | City of VictoriaExecutive Summary
V
i ctoria 3.0 is an economic action plan Victoria 3.0 can be read in its entirety or like ISSUES VICTORIA 3.0 WILL NOT
that accompanies the City’s Official a "Choose Your Own Adventure" book. We ADDRESS DIRECTLY, BUT WILL
Community Plan to 2041. It’s a long-term recommend that everyone read the Introduction HAVE A POSITIVE INFLUENCE ON
plan and vision for a sustainable, influential city and framing sections (pages 12–19). After that
The issues below were raised at the fall 2019
that will create high-value jobs now and for the if you’re interested, for example, in support for
roundtables that informed the development of
future. We are making this plan in order to: Indigenous businesses, head to page 27. If you
Victoria 3.0. Addressing these issues is important
• Stimulate and support innovation want to learn more about our plans to create an
in our transition to a higher-value economy and
• Build on the economic stability offered by our Ocean Futures Cluster and Innovation Hub, head
to creating a strong and healthy community for
large public sector employment base to page 37.
everyone. There are other plans in place or under
• Diversify our economy The plan is divided into the following sections: development to address these issues.
• Respond to the big changes that will have 1. Support Small Business Housing
an impact on sustainable economic growth, 2. Support Youth in the Economy • Victoria Housing Strategy
including automation and climate change
3. Support Indigenous Businesses • Missing Middle Housing Plan
The aim of Victoria 3.0 is to create a diverse, 4. Support Newcomer Businesses • Regional Housing First Program
resilient, inclusive economy over the next two
5. Learn from Other Cities Transportation
decades. To use the words of Bruce Katz and
6. Tech is #1 – Tell and Sell Victoria’s • Go Victoria: Our Mobility Future
Jeremy Nowak in The New Localism, this plan
Tech Story • Transit Futures Plan
is “relentlessly future leaning.”2
7. Create an Innovation District Childcare
Twentieth century cities and economies
• Childcare Action Plan
were characterized by mass production; 8. Create an Ocean Futures Cluster
they were siloed and hierarchical. Cities and 9. Re-Develop Victoria Conference Centre Doctor Shortage
urban economies in the 21st century are more • Strategic Plan 2020 Action Item
10. Re-Do Victoria’s Brand and Story
integrated, open source, co-creative, collaborative Mental Health and Addictions
This plan should be refreshed at the beginning
and inclusive. • Community Wellness Alliance
of each term of Council with clear actions laid
Nurturing these qualities is key to economic • Community Wellness Peer Informed
out for each of the Big Moves to be undertaken
success and global relevance. Victoria 3.0 aims to Task Force
during that term. Each term of Council should be
build on these qualities in order to capitalize on considered a “sprint” in which to achieve a clear Homelessness
the changing nature of cities and urban economies series of actions. Taken together, the actions laid • Regional Housing First Program
and to create an economy for the future. out here and those to come in future sprints, will • Greater Victoria Coalition Community
build a diverse, resilient and high-value economy Plan to End Homelessness
and increase the city and the region’s global
fluency over the next two decades.
2 Bruce Katz and Jeremy Nowak, The New Localism,
How Cities Can Thrive in the Age of Populism,
(Washington DC: Brookings Institution Press, 2017), viii.
City of Victoria | VICTORIA 3.0 11COAST CAPITAL SAVINGS INNOVATION CENTRE, UNIVERSITY OF VICTORIA
12 VICTORIA 3.0 | City of VictoriaIntroduction
Victoria 3.0 is an economic action plan that Victoria 3.0 answers these questions with City 3.0 are cities in the current era.
accompanies the City’s Official Community Plan a resounding, “Yes!” and with a series of clear They are co-creative, collaborative,
to 2041. It’s a long-term plan and vision for a actions that the City and its partners will collective, circular, human-scale, have
sustainable, influential city that will create high- undertake over the next two decades to achieve smart citizens, and work and think like
value jobs now and for the future. We are making these objectives. a network or ecosystem.
this plan now in order to: Cities are changing and Victoria is no exception.
CITY 3.0 We must act now to ensure that we are driving
• Stimulate and support innovation
• Build on the economic stability offered by our Currently over half of the world’s population lives the changes needed rather than letting the global
large public sector employment base in cities and every week, three million people economy and influences beyond our control just
move into cities. Cities consume resources happen to us.
• Diversify our economy
from global hinterlands at unsustainable To implement Victoria 3.0 – Pivoting to A
• Respond to the big changes that will have
rates, produce well over 70% of greenhouse gas Higher-Value Economy, we must draw on the
an impact on sustainable economic growth,
emissions, and are places of increasing inequality characteristics of City 3.0 and put them to work
including automation and climate change
and displacement. Cities are where many of in Victoria. We must do this because:
The aim of Victoria 3.0 is to create a diverse, the world’s problems and challenges are found;
• We want high-value jobs for Victorians in a
resilient, inclusive economy over the next two they are also where some of the most innovative
global economy with a rapid pace of change
decades. solutions to global challenges will be generated.
and disruption
What if we told, and sold, a compelling story of Drawing on the work of Charles Landry and • Automation is on the rise and we want to be
Victoria’s high-tech sector nationally and globally? others, global cities expert Rosemary Feenan future ready
What if we had a large area of our downtown characterizes the changes from the 20th century • Global immigration to Greater Victoria is
dedicated to innovation and we were solving cities and economies to current 21st century cities increasing and diversity and inclusion are key
some of the world’s greatest challenges, creating in the following way: to a strong economy and a healthy community
high-value jobs at the same time? What if we were City 1.0 was pre-1990s. These cities were • There is ample economic opportunity and
globally recognized for pioneering solutions in characterized by mass production and job-creation potential in responding to the
the ocean and marine sector? What if we turned massive, monumental buildings. climate crisis
the Victoria Conference Centre into a facility that They were siloed, hierarchical, vertical
can hold more and larger conferences and also Victoria 3.0 seizes these challenges and
and selfish cities.
develops an international reputation? opportunities with gusto.
City 2.0 was post-dotcom era. They
And what if by 2030 everyone working in Victoria were high tech, integrated, open source,
were making a living wage, not because this was connected, and interactive.
mandated by any level of government, but because
of an increase in high-value jobs and a strong,
inclusive high-value economy.
City of Victoria | VICTORIA 3.0 13Introduction, continued
CLIMATE CHANGE exempt from global forces. The pace of change In the fall of 2019, as part of its “Future Of” Series,
Job-creation and innovation opportunities and technological advancement is unprecedented. the South Island Prosperity Partnership (SIPP)
associated with mitigating and adapting to There is a growing gap between rich and poor and hosted John Stackhouse, RBC VP Innovation,
climate change are priorities in Victoria 3.0. the erosion of the middle class is accelerating. in Victoria to discuss the “Future of Work”. He
Our plan aligns with the Province’s CleanBC Climate change poses a real and significant threat presented the findings of the RBC report. He
plan which clearly shows how “transitioning to communities and economies. Populism is on stressed that technological disruption always
to a low-polluting economy will deliver more the rise. And so is migration from the global south creates more jobs, not less.
and higher-value jobs.”3 to the global north.
In Canada, over the next five years – despite
As noted in CleanBC, the global market for Responding to these global forces calls for heavy job displacement in many sectors – there
clean-tech solutions is estimated at $3 trillion by a particular kind of workforce which is very will be 2.5 million new jobs added. The skill
2020. A more recent report by the Coalition for different from the workforce of the past, or even sets needed to do these jobs are different than
Urban Transitions, “Climate Emergency: Urban of the present. The roundtable participants who those in the past. And it is not all about being
Opportunity,” estimates that there will be 87 shaped this plan cited skilled workforce attraction tech savvy. As John noted in his talk, “We don’t
million jobs globally and a $24 trillion economic as a major challenge to being future ready and need a nation of coders, we need a nation of
opportunity in the next 10 years generated by globally fluent, and to growing their companies. collaborators, communicators, critical thinkers
innovations that address the climate emergency.4 Between 2017–2018, the Royal Bank of Canada and complex problem solvers.”
Victoria 3.0 will help ensure that local companies (RBC) conducted a major study of Canada’s In their “Future of Education” event, also in fall
are ready to seize these opportunities, to access workforce. Their researchers talked to students, 2019, SIPP convened the presidents of Camosun
global markets and to contribute to and share workers and educators in all sectors. They College, Royal Roads University and the University
in low-carbon prosperity. In particular, the studied job openings and automation trends and of Victoria. All three presidents shared a common
Big Moves laid out in Sections 7 and 8 – the analyzed a wealth of data. They concluded that message: The skills needed for the workforce of
Innovation District and the Ocean Futures Canada is shifting from a jobs economy to a skills the future are empathy, collaboration, critical
Cluster and the companies associated with both economy, and that employers, educators and thinking and problem solving. Their challenges
– will help the provincial government achieve the policy makers are not prepared.5 They cite four include how to teach these skills and measure
goals of CleanBC and will position Victoria as an important trends that we need to be aware of: whether they are learned? How do they assess and
influencer and innovator, developing solutions credential these skills?
1. Disruption is accelerating
for the 22nd century. 2. Flexibility is the future Victoria 3.0 must take all of these trends and
3. Digital literacy is essential questions seriously and consider what the
WORKFORCE OF THE FUTURE 4. We need to prepare for the future City, the private sector and post-secondary
Along with other cities across the globe, Victoria of work institutions can do, together, to develop the
is in a time of change and disruption. Although workforce needed to create a high-value economy
we are a small city on a global scale, we are not for the future.
3 “CleanBC: Our Nature, Our Power, Our Future,” Government of British Columbia, December 2018, 2.
4 N
icholas Stern et al, “Climate Emergency Urban Opportunity: How National Governments can Secure Economic Prosperity and Avert Climate Catastrophe by Transforming
Cities,” Coalition for Urban Transitions, 2019.
5 John Stackhouse et. al., “Humans Wanted: How Canadian Youth Can Thrive in an Age of Disruption,” Royal Bank of Canada, 2018.
14 VICTORIA 3.0 | City of VictoriaWe’re looking for another photo.
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Email a vibrant, lively,
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City of Victoria | VICTORIA 3.0 15OCEAN RIVER SPORTS
16 VICTORIA 3.0 | City of VictoriaWhere We’ve Come From
MAKING VICTORIA: UNLEASHING Making Victoria: Unleashing Potential also SIPP’s founding members chose to incorporate
POTENTIAL recommended building on our assets and playing as a non-profit society that is member driven, but
to our strengths by focusing on six key sectors: has an independent, private-sector led board of
In early 2015, the Mayor convened a Task Force
• Advanced Education and Research directors. In order to achieve buy-in and test the
on Economic Development and Prosperity to
and Development model, SIPP was set up as a five-year “project”
tackle the issues of the day, namely a high-retail
• Ocean and Marine Sector with four membership categories (government,
vacancy rate and a sense that City Hall was not
• Experiential Tourism business, non-profit, and business/industry
open for business. After seven meetings and an
• Government association). Municipal members had the option
opportunity for gathering public input, the Task
• Technology to exit as members after the third year; to date
Force released the Making Victoria: Unleashing
• Entrepreneurship, Start-Ups and none have done so.
Potential economic action plan, which was
adopted by City Council in the fall of 2015. Social Enterprise In the fall of 2019, nearing the end of its initial
A key recommendation was to open a Business In each of these areas, the Task Force developed five-year term, SIPP formed an organizational
Hub at City Hall and hire a Business a story, objectives, actions and metrics, and review committee to set the stage for its future. In
Ambassador to: assigned responsibility for each of the actions. the spring of 2020, SIPP will begin consultations
Many of the actions in the plan have been to shape its next five-year strategic plan, building
• Streamline and de-mystify all business
completed and some have evolved. We did not on the rich partnerships and collaborative
and development processes at City Hall
put in place a good process or resources for approaches established during the first few years.
• Make it easier to do business in Victoria
tracking the metrics. This is a lesson learned To deliver on its mandate, SIPP’s renewed
• Advise on how to reduce unnecessary
going forward and City Hall is building the strategy will likely continue to focus on
red tape
capacity to measure progress on economic established, export-oriented companies within
• Connect entrepreneurs with the
indicators and other initiatives. the region, attracting new businesses and
resources they need
investment, facilitating increased capacity
• Accelerate the development SOUTH ISLAND PROSPERITY for Indigenous-led economic development,
of a vibrant downtown PARTNERSHIP as well as on cluster and sector development
The Business Hub opened in December 2015. The South Island Prosperity Partnership (SIPP) and promoting the Greater Victoria brand
At the time, the downtown retail vacancy rate was founded in April 2016 after many months overseas and within the ‘Cascadia’ region
was over 10%. Today it is below 4% and has not of consultation with local governments and the (Pacific Northwest US).
gone above this even as retail space from new private sector. SIPP was created to take a regional
Victoria 3.0 should considers SIPP’s evolution
construction becomes available. approach to growing a sustainable economy at
and SIPP’s role as a key partner in delivering
the same time as attending to the unique needs of
this plan. To learn more about the South
its members. The founding members determined
Island Prosperity Partnership, please visit
that a region-wide, collaborative approach would
www.southislandprosperity.ca
enable us to tackle systemic issues collectively
and to pursue opportunities that might not
otherwise be attainable.
City of Victoria | VICTORIA 3.0 17LLAMAZOO
18 VICTORIA 3.0 | City of VictoriaWhere We’re Going
VISION 3. S
pecializations with Global Reach – Cities Government as Global Enabler – Federal,
9.
As the Capital City, Victoria is a future-ready, often establish their initial global position state, and local governments have unique and
globally-fluent, influencer and innovator. We’re through a distinct economic specialization, complementary roles to play in enabling firms
using our status as a small powerhouse to create leveraging it as a platform for diversification. and metro areas to “go global.”
high-value jobs and build a high-value economy Adaptability to Global Dynamics – Cities that
4. 10. C
ompelling Global Identity – Cities must
that meets our needs now and anticipates sustain their market positions are able to establish an appealing, global identity and
the future. adjust to each new cycle of global change. relevance in international markets not only
Culture of Knowledge and Innovation –
5. to sell the city, but also to shape and build the
WHAT IS “GLOBAL FLUENCY”? region around a common purpose.
In an increasingly knowledge-driven world,
The authors of “The 10 Traits of Globally Fluent positive development in the global economy Many Victoria companies are already delivering
Metro Areas,” define global fluency as “the requires high levels of human capital to innovative products and services to a global
level of global understanding, competence, regenerate new ideas, methods, products market. A focus on increasing our global fluency
practice and reach that a metro area exhibits and technologies. over the two-decade time horizon of Victoria 3.0
in an increasingly interconnected economy.”6 will enable more local companies to grow their
They assert that global fluency is important 6. O
pportunity and Appeal to the World –
Metro areas that are appealing, open, and global customer base by delivering solutions that
and possible even for mid-sized metro areas the world needs.
like Victoria. Becoming globally fluent over the opportunity-rich serve as magnets for
next two decades will help Victoria to better attracting people and firms from around An honest self-assessment will show that
understand, respond to and proactively position the world. Victoria is a long way from being globally fluent.
ourselves for global economic shifts, which are 7. International Connectivity – Global relevance Becoming globally fluent and reaping the benefits
always felt locally. requires global reach that efficiently for our citizens and companies will take the next
connects people and goods to international two decades. The Big Move in Section 5, Learn
10 TRAITS OF GLOBALLY FLUENT markets through well-designed, modern from Other Cities, is the first step to becoming
METRO AREAS7 infrastructure. a more globally fluent city and metro area.
Leadership with a Worldview – Local
1. Ability to Secure Investment for Strategic
8. We need to understand how Victoria’s
leadership networks with a global outlook Priorities – Attracting investment from a comparator cities globally have pivoted from
have great potential for impact on the global wide variety of domestic and international an insular, short-sighted focus, to using their
fluency of a metro area. sources is decisive in enabling metro areas resources to create future-facing, globally-
to effectively pursue new growth strategies. engaged and sustainable economies. Victoria
Legacy of Global Orientation – Due to their
2.
can learn from the successes and failures of our
location, size, and history, certain cities were
comparator cities.
naturally oriented toward global interaction
at an early stage, giving them a first mover
advantage.
6 Brad McDearman, Greg Clark and Joseph Parilla, 3.
7 Brad McDearman, Greg Clark and Joseph Parilla, 4.
City of Victoria | VICTORIA 3.0 19Where We're Going, continued
Business Profile
PIVOTING TO A HIGHER-VALUE In addition, a high-value economy will help our
ECONOMY small local businesses thrive. We don’t yet have
a large enough economy with enough people
A high-value economy has a diversity of
making high enough wages to adequately support
household sustaining jobs available in a range
our retail and restaurant businesses. Pivoting to
of sectors, and the skills and training available
a higher-value economy is an ecosystem-based
for those jobs to be filled. It’s an innovative
approach to economic development. We need
economy that develops solutions to pressing
global challenges, sells these solutions globally,
local wealth creation to support these businesses British Columbia Investment
year-round, not just during Christmas and the
and brings the money back to Victoria. High- Management Corporation
summer season.
value economies attract talent from around the British Columbia Investment Management
world to fill the high-value jobs being created Corporation (BCI), the leading provider of
and draw a wealth of experience and diversity investment management services to BC’s
to the city. public sector with more than $153 billion
A high-value economy is necessary for resilience. in managed assets, is an example of an
Right now our largest employers are in the public organization headquartered in Victoria that
and service sectors. The current public sector creates high-value jobs locally. BCI used to
economy is a stable base on which to build the outsource many of its investment decisions
high-value, globally-fluent economy of Victoria’s to external managers. Today, as an active
future. Indeed, establishing partnerships with in-house asset manager, a majority of those
large public sector employers – in particular with decisions are made right here by a growing
the provincial government’s innovation agenda and dedicated team of professionals from
and CleanBC Plan – is key to Victoria’s economic around the world.
transition over the next two decades.
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City of Victoria | VICTORIA 3.0 2122 VICTORIA 3.0 | City of Victoria
Our Small Businesses
are the Lifeblood of our
Community
Before we outline the Big Moves in Sections 5 – 10 and how to pivot to a higher-value economy, we must address how we can
continue to support Victoria’s small businesses. Some of our small retail businesses and restaurants have begun to struggle
again. Youth, Indigenous and newcomer businesses sometimes need extra support. The actions in these sections are in direct
response to the input we received from the small business, youth, Indigenous and newcomer roundtables.
1. SUPPORT SMALL BUSINESS 1.1.4 Connect entrepreneurs with the 1.3 Create a Mentorship/Mentoring Program
resources they need Build tools and resources to connect
The Ministry of Jobs, Trade and Technology’s
2019 Small Business Profile notes that 84% of 1.1.5 Accelerate the development of existing business owners and leaders
all small businesses in the province have fewer a vibrant downtown across all industries with new
than five employees, and 98% have fewer than entrepreneurs and start-ups in the City
Lead: City Staff (multiple departments;
50 employees. As well, BC’s small business of Victoria (info sessions, meet-ups, etc.)
this requires a whole government
sector generated 34% of the Provincial GDP in approach) Lead: City Staff (Economic Development,
2018. Small businesses are key to providing the Engagement)
amenity-rich lifestyle that helps Victoria attract 1.2 Develop a Business Hub Expansion Support: Greater Victoria Chamber of
and retain the workforce of the future. Strategy Commerce (The Chamber), Downtown
1.2.1 Create an additional position Victoria Business Association (DVBA),
ACTIONS
in the Business Hub to support South Island Prosperity Partnership
1.1 Continue the work of the Business Hub (SIPP) and Victoria Innovation, Advanced
the functions of the Business
1.1.1 Streamline and de-mystify all Ambassador and to elevate Technology & Entrepreneurship Council
business and development resources required in the Business (VIATEC), University of Victoria (UVIC)
processes at City Hall Hub to support Victoria 3.0
1.1.2 Make it easier to do business Lead: City Staff (Economic Development)
in Victoria
1.1.3 Advise on how to reduce
unnecessary red tape
City of Victoria | VICTORIA 3.0 2324 VICTORIA 3.0 | City of Victoria
1.4 Develop a mitigation strategy to help 1.6 Attract and Retain Talent Lead: City Staff (Economic Development
address the impacts of private and Bylaw), DVBA, Coalition to End
1.6.1 Develop a “roadshow” initiative to
sector construction and City capital Homelessness
promote Victoria and the region
projects on the daily operations Support: VicPD
to potential employees and
of small businesses
companies (SEE ALSO ACTION 6.1)
Lead: City Staff (Economic Development, 1.6.2 Continue to develop partnerships 1.9 Develop an engagement strategy to
Finance, Engineering, Engagement) with post-secondary institutions promote local economic success stories
Support: DVBA, The Chamber to find local opportunities for Lead: City Staff (Economic Development
graduating students and Engagement)
1.5 Develop a Retail Strategy Lead: City Staff (Economic Development)
A retail strategy will provide a targeted Support: SIPP, VIATEC, Alacrity Canada,
approach to ensure long-term success 2. SUPPORT YOUTH
Ocean Networks Canada,
of the downtown retail core as well as post-secondary institutions IN THE ECONOMY8
retail in neighbourhood village centres. Participants in the youth roundtable that helped
1.5.1 Identify and curate gaps 1.7 Develop a Downtown Clean and Safe shape Victoria 3.0 pointed to a comprehensive
and opportunities within the Strategy including improved safety set of needs that youth have and would like
fabric of the city to support a support and resources for downtown addressed, from secure housing to tackling
vibrant, liveable downtown and businesses climate change. The City of Victoria Youth
neighbourhood village centres Strategy, created by and for youth, addresses
Lead: Downtown Clean and Safe
some of these more general requests as do
1.5.2 Hire a consultant to guide strategy Committee (to be formed by City staff
other City plans like the Victoria Housing
development and produce from relevant departments, led by
Strategy and the Climate Leadership Plan.
a retail analysis report Business Hub)
This section focuses on what the City can do
1.5.3 Create a unified identity and Support: DVBA, The Chamber, front line to support youth in the economy.
effective marketing strategy for workers from outreach teams,
different retail zones downtown downtown businesses and residents, ACTIONS
and in neighbourhoods Victoria Police Department (VicPD)
2.1 Implement a Youth Internship Program
1.5.4 Develop a set of tactical tools that and Victoria Fire Department
and hire more co-op students
help property owners improve and at City Hall
reinforce the retail fabric 1.8 Create a Downtown Ambassador Program
Such a program would give youth an
1.5.5 Identify and prioritize investments Modelled on best practices from other
opportunity to work at City Hall, to learn
on signature streets and in the cities (New York, San Francisco, Kelowna,
more about local government and to gain
downtown core to bolster a sense San Antonio) and in partnership with the
valuable work experience.
of place and location Coalition to End Homelessness People with
Lived Experience staff, create a program to Lead: City Staff (City Manager’s Office and
Lead: City Staff (Economic Development)
increase a sense of safety and welcoming Human Resources)
Support: DVBA, The Chamber
in the downtown for all. The program will
be a resource to businesses, downtown
residents and visitors, will reduce the
front-line resource requirements for
8 W
e are using the United Nations definition of youth police and and will provide a visible and
as people ages 15–24. welcoming presence for all.
City of Victoria | VICTORIA 3.0 25ANIMIKII INDIGENOUS TECHNOLOGY 26 VICTORIA 3.0 | City of Victoria
2.2 Continue economic development 3. SUPPORT INDIGENOUS communities in economic development
education work with high school classes and entrepreneurial endeavours. The
BUSINESSES objectives are to build collective capacity
Lead: City Staff (Economic Development) Carol Anne Hilton of the Hesquiaht Nation for Indigenous prosperity, including
Support: Downtown Victoria Business and founder of the Indigenomics Institute entrepreneurial or management skills,
Association (DVBA), Greater Victoria cites a TD Economics report that estimates or the administrative capacity to start
Chamber of Commerce (The Chamber) the current size of the Indigenous economy in band-owned businesses or joint ventures.
Canada as $32 billion.9 Her objective is to rally In future, the venue will be rotated
2.3 Continue Mayor’s High School us all around the goal of growing this to $100 throughout the South Island Nations.
Entrepreneur Award billion over the next five years. The Lekwungen
speaking people, the Songhees and Esquimalt Lead: SIPP
Two awards, valued at $250 each, were
established by the Mayor in 2015 and Nations on whose homelands Victoria was built, Support: Songhees Innovation
are granted annually to two students at are well poised to participate in this economic Centre, other relevant Indigenous-led
Victoria High School who are showing growth, as are the other Nations on Southern organizations and businesses
promise as entrepreneurs. Vancouver Island. Helping to unleash potential
and build capacity while taking direction from 3.3 Create a Mentorship Program
Lead: Mayor’s Office
the Nations as to what they want and need to be See Action 1.3
Support: Victoria High School Awards successful is an act of economic reconciliation.
Committee
3.4 Create a platform to make it easy
ACTIONS
for Vancouver Island MASH sector
2.4 Feature young entrepreneurs and 3.1 Hold Quarterly Indigenous Prosperity institutions (Municipalities, School
youth business start-ups on the Gatherings Boards, Health Regions and
Business Hub website
3.1.1 Implement recommendations Publicly-Funded Post-Secondary
Lead: City Staff (Economic Development) Institutions) and large companies
generated at the gatherings
to procure from Indigenous businesses
Lead: South Island Prosperity Partnership
2.5 Host Young Entrepreneur Business Info
(SIPP) Lead: Coastal Communities Social
Sessions at City Hall
Support: Financial institutions and Procurement Initiative (CCSPI)
Lead: City Staff (Economic Development)
relevant organizations Support: City Staff (Economic
Development), SIPP
2.6 For the life of this plan (2020–2041),
3.2 Continue Indigenous Connect Forum
engage youth on a regular basis to
The Indigenous Connect Forum is open to 3.5 Develop a First Customer Strategy
ensure that their needs in relation to
all First Nation communities throughout for new Indigenous businesses to do
economic inclusion continue to be met.
the South Island region, as well as to business with Vancouver Island MASH
Lead: City Staff (Economic Development sector institutions and large companies
all Indigenous people on or off reserve.
and Engagement)
Indigenous Connect focuses on engaging Lead: City Staff (Economic Development),
Indigenous owned/operated enterprises SIPP
within or separate from Nations. Support: CCSPI
SIPP is currently partnered with the
Songhees Innovation Centre to create
this monthly, face-to-face forum with
9 “ Estimating the Size of the Aboriginal Market in a goal to engage more First Nations
Canada,” TD Economic, January 2011.
City of Victoria | VICTORIA 3.0 273.6 Maintain Indigenous Business Directory
Lead: Greater Victoria Harbour Authority
(GVHA)
Support: SIPP
3.7 Promote the Inter-community business
licence as a measure for on-reserve
businesses to work freely and openly
across the region
Lead: City Staff (Economic Development)
3.8 Create an Indigenous Arts and Crafts
Stewardship and Licensing Program
This program would certify and license
Indigenous arts, intellectual property,
and products for the purpose of targeting
tourists and consumers with viable, ethical
and authentic products and services.
Artists would have increased opportunities
for revenue and higher margins.
3.8.1 Use this program as a pilot with
a goal that all products sold within
the GVHA retail experiences are in
compliance with the program
3.8.2 Develop decal program or other
signage along Government Street
to inform visitors of stores carrying
goods certified by the program
Lead: TBD
Support: TBD
28 VICTORIA 3.0 | City of Victoria4.5.1 Translate materials into two priority
4. SUPPORT NEWCOMER 4.3 Create a platform to make it easy
languages per year
for Vancouver Island MASH Sector
BUSINESSES institutions (Municipalities, School Lead: City Staff (Economic Development)
Newcomers to Canada enrich our communities Boards, Health Regions and Support: SIPP (“Digital Welcome Mat”
and our economy. Global migration to Victoria Publicly-Funded Post-Secondary initiative)
is increasing and we need to work hard to Institutions) and large companies
welcome and integrate newcomers into our to procure from newcomer businesses 4.6 Endorse the Municipal Nominee Program
community through economic inclusion. Not
Lead: Coastal Communities Social being developed by the Government
only does this enhance a sense of connection
Procurement Initiative (CCSPI) of Canada
and belonging, it makes us a more diverse and
resilient community. Support: City Staff (Economic Our city and region is failing to attract
Development), immigrants at the same levels as
A report from the 2017 Victoria Forum notes
South Island Prosperity Partnership (SIPP) major Canadian cities (even on a per
that “though there are barriers to achieving
capita basis). Immigrants are often
these goals, it was found that a one per cent
4.4 Develop a First Customer Strategy entrepreneurial and their cultural and
increase in ethno-cultural workplace diversity
for new and emerging newcomer life experiences will make our city more
led to one per cent increase in productivity and
businesses to do business with exciting and interesting. Diverse cities are
2.4 per cent increase in revenue.”10 There are
Vancouver Island MASH sector also more innovative.
clear economic benefits to workplace diversity
Institutions and large companies Lead: Mayor and City Staff (Economic
and there are many skilled people in the city
and region who have arrived from places Lead: City Staff (Economic Development), Development)
around the world and who are looking SIPP Support: SIPP
for meaningful work. Support: CCSPI
ACTIONS
4.5 Offer business information and materials
4.1 Develop a Welcoming City Strategy in translated versions in order to
Lead: Mayor’s Office, Councillors Dubow maximize the ease of understanding
and Thornton-Joe and compliance
Support: Inter-Cultural Association, This action signifies that the City is open
Victoria Immigrant Refugee Centre to newcomer businesses and wants them
Society, Here Magazine to feel part of the community. Additionally,
these materials could offer tip sheets on
4.2 Continue Business Info Sessions at how to succeed in the Canadian cultural
City Hall for Newcomers and business context. Newcomers can
sometimes be surprised by cultural
Lead: City Staff (Economic Development)
differences between Canada and their
Support: Relevant partner agencies home country.
10 B
essma Momani, Mark Tschirgi and Adel Guitouni, “Diversity and Economic Prosperity,” in Canada@150:
Promoting Diversity & Inclusion: Report of the Inaugural Victoria Forum, ed. Adel Guitouni, Saul Klein, Séb astien
Beaulieu, (Victoria: University of Victoria, 2018), 24.
City of Victoria | VICTORIA 3.0 29KANO
30 VICTORIA 3.0 | City of VictoriaBig Moves to Pivot to a High
Value Economy and Position
Victoria as a Globally Fluent
Metro Area
To make the Big Moves outlined in Sections 5 to 10, will take well-managed, disciplined, focused momentum. Our success in
achieving these Big Moves will help to establish Victoria as a small powerhouse city with global influence. According to "World
Cities: Mapping the Pathways to Success", the capacity of cities to “deliver bold, transformational projects are among factors
to consider when assessing the long-term potential” and global reach of a city.11 We will need to convene small, dedicated and
focused groups of community leaders to make these big changes happen.
5. LEARN FROM OTHER Preliminary research shows that Victoria’s ACTIONS
comparative global cities (at the time of plan
CITIES (2020–2041) development) are Oslo, Auckland, Boulder,
5.1 Measure the City and region against
We will learn from the successes and challenges 10 Traits of Globally Fluent Metro Areas
Bristol and Barcelona. These cities are in the
of other cities and build on the national and process of pivoting or have pivoted and focused Lead: TBD
global networks that Victoria is starting to their resources to create future-facing, globally- Support: TBD
participate in. The authors of “World Cities: engaged and sustainable economies. There are
Mapping Pathways to Success,” also note that, also likely others to learn from. Work will begin 5.2 Research policies and best practices
“Cities operate in a context where they share in 2020 to assess Victoria’s (City and region’s) needed to get us from we are (largest
similar styles of assets and advantages with a status globally and global fluency. source of jobs is service and public
small group of other cities, most of which are
sector) to where we want to go (balance
outside their own national urban system.”12
of public sector and high-value private
sector jobs)
11 R
osemary Feenan, Tim Moonen, et al, “World Cities: Mapping the Pathways to Success,” JLL and The Business of Lead: TBD
Cities, 2018, 6
Support: TBD
12 Feenan, Moonen et al, 6.
City of Victoria | VICTORIA 3.0 315.3 Undertake case studies on what cities/ 5.6 Develop a measurement framework to
regions have done to deliberately track progress over time. How many high-
Business Profile unlock the following: value jobs created? How globally fluent?
› Small and medium enterprise How many spin-offs from Ocean Futures
innovation/Business Enterprise Cluster and Innovation District?
Research and Development Rates Lead: TBD
› Research commercialization Support: TBD
(university spin-off)
› Municipal role in economic 5.7 Create an Annual Education Program
reconciliation with First Nations that modelled on Denver’s Urban
has led to increased empowerment for Exploration Program
Checkfront Nations to successfully lead and/or
Since 2008, Denver has been bringing
Checkfront is a booking management collaborate on economic development
together the public and private sectors,
platform that provides the tools tourism Lead: TBD City and business leaders to take a trip to
businesses need to streamline their a downtown somewhere else in the world
Support: TBD
operations, centralize administration, that they can learn from. They believe
and sell and market their services online. that the only way to continue building
5.4 Determine comparator cities; assess how
The Saas booking application is an all-in- and growing their downtown is to learn
we rank in comparison to other small,
one solution which allows merchants to from cities that are facing the similar
high-performing, high-calibre cities
manage their reservations and optimize challenges. The group meets with people
their e-commerce functions with analytics, Lead: TBD who have already solved ‘that’ problem
reporting, notifications, automated invoices Support: TBD and who can guide them in their pursuit
and more. to build an economically-vibrant, healthy,
Since launching in June 2010, Checkfront 5.5 Gain insight on advancing key projects: and growing city.13
has grown to a company of 80; most are i.) O
cean Futures Cluster Lead: TBD
located at its headquarters in downtown
ii.) Creation of an Innovation District Support: TBD
Victoria. Over the past 10 years, the
Checkfront team has accomplished iii.) A
ttracting a post-secondary institution
monumental growth, becoming the leading to open a campus in downtown Victoria
independent booking system in the world for Lead: TBD
travel experiences. Support: TBD
Over 5,000 tour, activity, and
accommodation providers around the
world use Checkfront to simplify complex
problems, allowing them to focus on doing
what they love — providing unforgettable
experiences.
13 https://www.downtowndenver.com/membership/
civic-leadership/urban-exploration/
32 VICTORIA 3.0 | City of Victoria6. TECH IS #1 – TELL AND 6.2 Develop a Conference and Partnership 6.3 Assist tech companies with exporting and
Strategy and attend relevant trade shows international sales
SELL VICTORIA’S to promote Victoria tech ecosystem and Lead: SIPP
TECH STORY (2020–2041) attract talent
We will support, develop and promote Victoria’s
6.2.1 Attend relevant tradeshows and 6.4 Develop Digital Promotion Strategy for
flourishing tech industry so that it continues
conferences global audience
to grow. The tech sector is our region’s largest
6.2.2 Look for opportunities for the Tell Victoria’s success stories and
private sector industry, creating $5 billion of
City to amplify existing tech-sector promote Victoria’s tech opportunities and
economic impact annually. The sector will grow
initiatives ecosystem to a global audience in order
over the next 20 years. Tech is permeating all
other industries, and innovation and disruption Lead: Mayor, City Staff (Economic to attract senior level talent and expand
are the new normal in a globalizing economy Development) opportunities for local companies.
with a rapid rate of change. Support: VIATEC Lead: VIATEC
A message received loud and clear from the Some relevant examples at time of plan Support: City Staff (Economic
“Tech, Research and Development Roundtable” writing include: Development), SIPP
is that the City needs to take a leadership role
› Expo 2020 Dubai, October 20, 2020
to tell and sell the story of tech nationally and 6.5 Create a platform to make it easy
to April 10, 2021
globally in order to ensure strong growth and for Vancouver Island MASH sector
March 22–28, 2021 is “Water Thematic
continued high-value job creation in this area. institutions (Municipalities, School
Focus – Energy, Marine, Ocean, Water”
Boards, Health Regions and Publicly-
ACTIONS relevant to Ocean Futures Cluster
Funded Post-Secondary Institutions) and
6.1 Go on an Annual Tech Road Show › Path92 – Victoria Tech Conference for large companies to procure from Victoria
Emerging Leaders and Business Owners tech companies
Choose strategic cities to visit with the
A local tech company, SOHTOH created
mission of promoting Victoria’s tech Lead: City Staff (Economic Development),
Path92 in 2019 with the help
industry and attracting senior level SIPP
of Canadian Council for Aboriginal
executive talent and relevant opportunities Support: Coastal Communities Social
Business, Dyspatch, Startup Slam,
to Victoria. Procurement Initiative (CCSPI)
Battlesnake and Shopify to bring
Lead: Victoria Innovation Advanced together emerging leaders and business
Technology & Entrepreneurship owners in tech, who can contribute and 6.6 Develop a First Customer Strategy for
Council (VIATEC) start their own path down economic small tech companies and start-ups to
Support: Mayor and City Staff (Economic reconciliation in the tech sector. do business with Vancouver Island MASH
Development), tech companies, South sector institutions and large companies.
› Annual Cascadia Innovation
Island Prosperity Partnership (SIPP) Corridor Conference Lead: City, SIPP
This conference brings together Support: CCSPI
business, academic, and government
leaders from both sides of the border
to explore new strategies for the
region to come together, maximize our
shared competitive advantages, and
elevate the Cascadia region’s global
economic position.
City of Victoria | VICTORIA 3.0 33FIGURE 1. INNOVATION DISTRICT - INITIAL PROPOSED BOUNDARY This is a draft map; revisions will be made over time through the process of consultation and engagement. 34 VICTORIA 3.0 | City of Victoria
7. CREATE AN INNOVATION exchange ideas, achieve excellence, to address
the world’s most pressing problems with
DISTRICT (2020–2022)
Business Profile
products and services that can be marketed
The City will work with the private sector, globally, and to create the economy of the
leading Canadian post-secondary learning future. It will be an amenity-rich place in which
and technical training institutions and the small businesses flourish and benefit from the
provincial and federal governments to create concentration of high-value economic activity
an Innovation District in the north end of in this area.
downtown. An Innovation District is a hub
of cross-sector collaboration, a place where To establish an Innovation District in a three-year
research and development leads to ideas that time period will require that the City also takes
an innovative approach to its own processes.
are commercialized (turned into products Pani Energy
and services), and where new high-value jobs
ACTIONS Pani Energy was founded with the spirit of
are created.
research within the halls of the University
7.1 Work with landowners in the proposed
The vision of the Innovation District is to honour of Victoria's Engineering and Chemistry
Innovation District area to develop
the current industrial land uses and build for department. Pani Energy's founder Devesh
a shared vision
the future. The Innovation District is a once-in- Bharadwaj brought two passionate research
a-generation chance to lead and to create: The Innovation District is proposed for the groups together to innovate and develop
the north end of downtown adjacent to interdisciplinary technologies that would
• Visionary mixed-use developments the harbour (SEE FIGURE 1). It’s currently enable a significant reduction in the cost
• High-quality public and private spaces a mix of heavy industry, commercial, retail, of producing fresh water from non-fresh
• A catalyst to 22nd century well-being surface parking lots, recently remediated sources.
• Indigenous economic development land owned jointly by the Songhees and
Esquimalt Nations, and craft brewers. Pani Energy was founded and spun-out
and resurgence with the backing of years of research,
Developing a coherent vision for the future
• A showcase for BC architecture alongside Dr. Ian Maconald and Dr. Tom
of the area while continuing to support the
and construction Fyles, who sprinted towards bringing these
current high-value jobs generated by the
• A model for climate adaptation industrial lands is critically important. technologies from the academic world to
and resilience with energy-efficient commercialization.
and sustainable construction and Lead: Mayor, City Staff (Economic
Since these early days, intellectual curiosity
community design Development and Real Estate)
has remained embodied in Pani Energy's
• A model for cultural and social inclusion Support: Landowners ethos. Pursuing this early passion for R&D
• A tribute to BC’s marine heritage with has led to the creation of our software and
7.2 Develop a name and brand for the hardware technologies, for both the water
a working dock
Innovation District and energy industries.
• An Ocean and Marine Innovation Hub
The name and brand will need to tell the Pani continues R&D in the energy and
• A flagship for Canada story of the area – its history, its present water nexus, with interests in improving
The Innovation District will be global facing, day story as its future aspirations. efficiencies through software and novel
attract companies that anticipate and solve Lead: Mayor, City Staff (Economic hardware system designs in desalination and
the problems of the 22nd century, and ensure Development) large-scale energy storage, building upon
sustainable economic engines to benefit the adaptive and intelligent membrane process
Support: Relevant stakeholders
local economy. This District will be a site to design and operation.
City of Victoria | VICTORIA 3.0 35ROCKLAND SCIENTIFIC INTERNATIONAL INC. 36 VICTORIA 3.0 | City of Victoria
7.3 Attract a post-secondary institution 8. CREATE AN OCEAN The Ocean Futures Cluster will operate through
or institutions to downtown Victoria a Blue Economy Framework. According to
as an anchor in the Innovation District
FUTURES CLUSTER the World Bank, the Blue Economy is the
(2020–2022) “sustainable use of ocean resources for
Lead: Mayor, City Staff (Economic
An economic cluster is a dense network economic growth, improved livelihoods and
Development and Real Estate), South
of companies and institutions located in jobs, and ocean ecosystem health.”14 The Blue
Island Prosperity Partnership (SIPP)
a concentrated geographic area. Clusters are Economy recognizes the increased advantage
Support: Relevant companies, Provincial
considered to increase the productivity with offered by intersecting business growth and
government
which companies can compete, nationally development with responsible, sustainable
and globally. ocean use. The Ocean Futures Cluster will work
7.4 Undertake a charette (focused planning with the expertise and knowledge offered by
process) to develop a plan for the District A significant and under-realized opportunity for
Victoria is our location as a coastal and island First Nations communities who have lived by the
Lead: City Staff (Economic Development, community on the Pacific Ocean. Victoria is close Coast Salish waters for generations.
Planning and Real Estate) to the shipping gateway to Asia-Pacific markets As a key Big Move in Victoria 3.0, the Ocean
Support: Mayor, community stakeholders and a critical transit point to the Arctic Ocean. Futures Cluster will grow existing enterprises
Victoria can lead globally in ocean science and and attract new ones where the resulting
7.5 Consider incentives to stimulate technology. With 90% of the world’s population products, services, technology, know-how,
development of the Innovation District living within close proximity to the ocean, there and intelligence support the arc that leads
is a huge market for ocean technology, data, to sustainability and climate change mitigation
Lead: City Staff (Economic Development
science and solutions. We will create jobs and and adaptation. The Ocean Futures Cluster will
and Planning)
export opportunities by solving the world’s most help our region and Canada to achieve the
pressing ocean and climate-related problems. UN Sustainable Development Goals, specifically,
7.6 Establish partnerships and/or funding
Goal 14: “Life Below Water – Conserve and
relationships to create the To develop the Ocean Futures Cluster, we will sustainably use the oceans, seas and marine
Innovation District build on major assets like the University of resources for sustainable development.”
Lead: Mayor, City Staff (Economic Victoria’s Ocean Networks Canada, the Victoria
Shipyards (operated by Seaspan), the Esquimalt There is an ocean supercluster operating
Development)
Graving Dock including Babcock Canada and in Atlantic Canada. Victoria’s Ocean Futures
Support: SIPP Cluster will build on and amplify the work on
Lockheed Martin Canada, the Institute of Ocean
Sciences and the Camosun Coastal Centre — all the east coast and create high-value jobs in
7.7 Develop creative financing models British Columbia at the same time as work to
of the supply chains around the CFB Esquimalt
Lead: Mayor, City Staff (Economic and Point Hope Shipyard, and all the ocean and position Canada as a leader in ocean science,
Development) marine-related businesses in our region to create tech, commercialization and solutions. Our Ocean
a 22nd-century-oriented ocean and marine Futures Cluster will be a hub and spokes model
Support: Civic Lab
economic cluster. (or an octopus) with the hub/body in Victoria and
the spokes/legs reaching out across the province.
14 https://www.worldbank.org/en/news/infographic/2017/06/06/blue-economy
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