• Revitalize downtown by encouraging people to live and shop there, addressing safety concerns and attracting investment.

  • Support safer, cleaner, accessible neighbourhoods and public spaces.

  • Move forward with the remediation and reuse of former industrial sites such as the General Electric property.

  • Ensure new growth enhances sense of community and fosters deeper connections among residents across the city.

The centre of Peterborough has a lot to offer: Little Lake, the Otonabee River, parks, museums, great restaurants, live music, and unique shops and essential services. There are over 400 businesses, restaurants, government offices, and care facilities that employ 1000s of people.  The downtown should be the commercial and cultural hub of the city making it a key economic driver for the municipality
But the downtown is not alone. Peterborough also boasts many great neighbourhoods throughout the city with vibrant activities, great shopping, and popular spaces.
A healthy city is a connected city that encourages residents to visit downtown as well as explore all that every corner has to offer.
Here is Mike’s plan to encourage the renewal, revitalization and connectedness the city needs:

YEAR ONE (2027)

  • Create a dedicated, inter-departmental Downtown First team focused on the downtown, reporting directly to CAO and mayor. The task force will bring together all city departments that have responsibility for providing services in the downtown as well as the Downtown Business Improvement Area (DBIA). It will improve communications between the DBIA and city staff, as well as reduce red tape and ensure a rapid response to issues of maintenance, cleanliness, lighting, accessibility and safety.

  • Create a Mayor’s Committee of Downtown Stakeholders to bring together business leaders, landlords, shelter and health-care workers, residents, and staff to encourage productive conversations and shared information.

  • Expand the “clean team” program, re-establish police foot patrols, and re-establish roving mental health and addiction teams to ensure continued cleanliness, safety of downtown areas and wellness of residents.

  • Bring back yearly market analysis of the types of commerce and activity that exist downtown with market segmentation and other information that can be used to attract new businesses.

  • Work with council and staff to renew, expand, and promote the Community Improvement Plan (CIP) particularly addressing vacancy rates, facades, brownfields, and developing new residential spaces.

  • Continue to move forward with the remediation and reuse of former industrial sites such as the General Electric property.

YEAR TWO (2028)

  • Work with staff to accelerate the city’s Official Plan goal to “intensify” downtown with both residential and commercial development; work with landlords to address vacancy issues.

  • Undertake a larger review of transit, accessibility, pedestrian-safety concerns. Report to Downtown First team for immediate repair and improvement.

  • Develop a plan to increase accessibility through universal design, including sidewalks, approaches, and lighting; removal of paid-parking in certain areas, elimination of restrictive loading zones for merchants; and any other barriers to access for both visitors and merchants in the downtown.

  • A plan for dedicated zones and easily-attainable permits to allow more busking, food trucks, and other activities that enhance both culture and commerce.

  • We cannot forget arts, culture and tourism. Not only do they create jobs directly, they are responsible for fostering the kind of environment new businesses find attractive for their own employees to live in. Pursue new venues for entertainment, the arts and sports, using creative and thoughtful approaches to funding.

  • Work with Economic Development, DBIA, and Chamber of Commerce to review market analysis of downtown and promote new businesses.

YEAR THREE (2029)

  • Develop a “Friends of Downtown” association to gain residents’ support and foster new ideas, such as a yearly “Spring Cleanup” and other promotions with City and DBIA.

  • Create Friends associations in all other wards (Otonabee, Monaghan, Ashburnham and Northcrest). Establish a program of city-led commercial tours of downtown and various wards aimed specifically at residents to promote the exploration of vibrant areas across the city.

YEAR FOUR (2030)

  • Publish community update on state of downtown as well as remediation and development of former industrial sites such as the GE. Hold public sessions on next steps.

  • Create city-sponsored “Best of Peterborough” awards highlighting citizens and neighbourhoods that have been at the forefront of urban renewal.

  • Review the Downtown First Team and the Committee of Downtown Stakeholders; fix any issues with structure or activities.

What does success look like?

Success means fewer vacant spaces downtown and around the city. The downtown will have new mixed residential and commercial developments that will bring more people into the area.  The downtown will be more connected to the rest of the city and residents will feel comfortable and safe shopping, eating, or finding entertainment.  Throughout the city, residents will have clean, safe, and accessible spaces to be proud of.