13 th Annual General Meeting November 30, 2017 WBIA AGM 2017 - 2 - - PowerPoint PPT Presentation

13th Annual General Meeting November 30, 2017

Opening Remarks Kevin Currie Chairman Board of Management, The Waterfront BIA

This meeting is being recorded. Your questions and comments will be repeated by the presenter for our minutes.

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Welcome to our 13th Annual General Meeting

Since 2004, The Waterfront BIA has worked in partnership with the City to create a thriving, competitive, and safe business area that attracts shoppers, diners, tourists, and new businesses. By working collectively, local businesses have the organizational and funding capacity to be catalysts for civic improvement, enhancing the quality of life in their local neighbourhood and the City as a whole. Toronto now boasts 82 BIAs – the largest number in North America - representing more than 40,000

• businesses. The world's first BIA was started in Toronto in 1970. Since then, this innovative public-private

partnership model has been copied internationally. Focusing on street/sidewalk beautification, marketing and promotional campaigns, street festivals, clean street/graffiti-removal campaigns, and crime prevention strategies, BIAs also act as a unified voice to address issues on behalf of their membership. By working collectively, local businesses and property owners have the organizational and funding capacity to be catalysts for civic improvement, enhancing the quality of life in their local neighbourhood and the City as a whole. BIA members employ more than 400,000 people in full-time and part-time positions. Over 7 million people attend the more than 160 community events and street festivals supported and produced by BIAs throughout the year. ~ Source: City of Toronto www.toronto.ca

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Chairman of the Board - Founder Kevin Currie Wheel Excitement Vice-Chair Cindi Vanden Heuvel Mariposa Cruises Treasurer Ana Carreira Brookfield Properties Secretary Rosie Middleton Briarlane Property Management

City Councillors

Joe Cressy Councillor, Ward 20 Lucy Troisi Councillor, Ward 28 Henry Byres BIA Advisor, Economic Development

Directors

Shey Clark Great Lakes Schooner Chris Hutchinson Harbourfront Centre Stuart Jolliffe Westin Harbour Castle Nathalie Lalonde Radisson Admiral Alison Pitfield Scotiabank Jost Rittershaus FAB Concepts Udo Schliemann Entro Communications Craig Somers City Sightseeing Toronto Philip Yan GenesisXD

Staff

Carol Jolly Executive Director Emily Crema Operations Manager Katherine Hebb Marketing Manager Anna Sebert Member Services Manager Angela Senis Administrative Assistant

Introductions - Board of Management and Staff

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Kevin Currie Chairman Board of Management, The Waterfront BIA

Motion: A motion to approve the 2016 AGM Minutes.

Approval of 2016 Annual General Meeting Minutes

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Rafiq Dosani Auditor The Waterfront BIA 2016 Auditor’s Report

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INDEPENDENT AUDITOR’S REPORT To the Council of the Corporation of the City of Toronto and the Board of Management for the Waterfront Business Improvement Area, I have audited the accompanying financial statements of Waterfront Business Improvement Area, which comprise the statement of financial position as at December 31, 2016 and the statement of

• perations and accumulated surplus, statement of changes in net financial assets and statement of

cash flows for the year then ended, and the related notes which comprises a summary of significant accounting policies and other explanatory information. Opinion In my opinion, these financial statements present fairly in all material respects, the financial position

• f The Waterfront Business Improvement Area as at December 31, 2016 and the results of its
• perations and cash flows for the year then ended in accordance with Canadian accounting

standards for local governments as prescribed by the Public Sector Accounting Board (PSAB).

Toronto, Ontario Chartered Professional Accountant April 27, 2017 Licensed Public Accountant

2016 Auditor’s Report

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2016 Auditor’s Report

Statement of Financial Position As At December 31, 2016 2016 $ 2015 $ FINANCIAL ASSETS Cash 252,218 116,857 Short-term investment (Note 3) 5,294 115,916 Accounts receivable City of Toronto - Special charges (Note 4) 406,420 467,858 Prepaid Expenses 79,297 3,893 Other 3,843 17,675 747,072 722,199 LIABILITIES Accounts payable and accrued liabilities City of Toronto

• 13,975

Other 28,103 57,927 28,103 71,902 NET FINANCIAL ASSETS 718,969 650,297 NON-FINANCIAL ASSETS Tangible Capital Assets (Note 5) 35,622 46,313 ACCUMULATED SURPLUS 754,591 696,610

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2016 Auditor’s Report

Statement of Operations and Accumulated Surplus For the Year Ended December 31, 2016 2016 Budget (Note 10) 2016 Actual 2015 Actual REVENUE CITY OF TORONTO – SPECIAL CHARGES 704,100 742,712 1,075,795 Grants, sponsorships, interest and other 50,700 98,266 75,649 754,800 840,978 1,151,444 EXPENSES Administration 330,827 329,808 340,287 Promotion and advertising 357,000 315,022 484,834 Maintenance 20,500 18,377 10,193 Capital (Note 8) 125,000 1,435 533 Amortization

• 14,832

14,037 Provision for uncollected special charges (Note 4) 3,473 103,523 37,469 836,800 782,997 887,353 SURPLUS (DEFICIT) FOR THE YEAR (82,000) 57,981 264,091 ACCUMULATED SURPLUS, BEGINNING OF YEAR 696,610 696,610 432,519 ACCUMULATED SURPLUS, END OF YEAR 614,610 754,591 696,610

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Kevin Currie Chairman Board of Management, The Waterfront BIA

Motion: A motion to adopt the audited Financial Statements as presented. Motion: A motion to appoint Rafiq Dosani as the Auditor for the 2017 Financial Statements.

2017 Appointment of Auditor

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Carol Jolly Executive Director The Waterfront BIA 2017 Highlights

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2017 Strategic Framework & Tactical Plan

We recently completed a Strategic Framework & Tactical Plan, authored by Live Work Learn Play (LWLP). The plan is the culmination of a 5-month process undertaken by LWLP, between February and June 2017, in collaboration with the WBIA and major stakeholders. It provides an overview assessment – from a real estate, planning and economic development perspective – of our challenges and opportunities, as well as a strategic framework incorporating implementable tactics to guide our future initiatives.

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Two overarching goals are considered most crucial to the successful evolution of The Waterfront BIA and the Central Waterfront, which guided the strategies developed in this plan: GOAL 1: Drive increased footfall, visitation and overall economic activity within WBIA boundaries year-round, creating a thriving, and attractive city destination. GOAL 2: Evolve Toronto from being a “city with a waterfront” into a globally-competitive “Waterfront City”.

2017 Strategic Framework & Tactical Plan

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2017 Strategic Framework & Tactical Plan

Following extensive outreach with key stakeholders and analysis of geographic and physical conditions, policy context, and current market realities, LWLP highlighted what is and is not working, as it relates to achieving our two stated goals. WHAT IS WORKING 1. The Water’s Edge: Our primary differentiator and driver of visitation and economy. 2. Proximity to Downtown Attractions: The massive number of tourists nearby is an untapped opportunity. 3. Significant Summer Visitation: The existing pool of potential customers can generate greater economic uplift and year-round footfall, if they are given compelling reasons to come to the area. 4. Some Successful Local Anchors: Certain commercial concepts generate consistent all-day, year-round traffic. 5. Beautified Public Realm: Significant public investment has transformed the area into highly attractive pedestrian space.

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2017 Strategic Framework & Tactical Plan

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WHAT IS NOT WORKING 1. Physical and Psychological Barriers to the Waterfront: Entering the area on foot is not always an enjoyable experience and can deter visitation. 2. Disconnected Pedestrian Environment: Several factors make it difficult for people walking through the area. 3. Lack of Reasons to Linger on the Street: Many visitors come to Queens Quay for a single purpose (e.g. Harbourfront Centre, the Island Ferry and Airport) and do not have other reasons to stay. 4. Lack of Winter Programming: Visitation and economy suffer in the winter as visitors lack reasons to come and are deterred by the cold weather. 5. Low Awareness of Activities: Current WBIA activities must be better communicated and promoted. 6. Many Stakeholders – One Waterfront: General lack of alignment of goals among Waterfront organizations.

2017 Strategic Framework & Tactical Plan

CORE STRATEGIES The Strategic Framework & Tactical Plan is underpinned by the following six strategies: Short & Medium-Term Strategies

• 1. Create a unified area of distinct places.
• 2. Create reasons to come year-round.
• 3. Improve north-south connections.
• 4. Evolve the role & scope of the WBIA.

Longer-Term Strategies

• 5. Animate & use the water.
• 6. Celebrate & evolve the Islands.

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2017 Promotions and Advertising Highlights

We developed an outdoor campaign featuring four unique and compelling seasonal posters. A new ‘Call for Submissions’ to all members resulted in highlighting three local businesses and featured the primary message that the Waterfront is beautiful throughout all seasons and a short walk from the Downtown core. The campaign consisted of 110 TTC subway posters and a transit shelter, displayed and rotated seasonally for 52 weeks total. Through extensive negotiations with Pattison Outdoor, we are receiving preferred rates (75% off). The total retail value of this campaign was $124,000. 36 Million Total Impressions

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YEAR-ROUND TTC AD CAMPAIGN

OUTDOOR ADVERTISING TTC Subway Ad Campaigns: 110, 20x28 in. vertical posters were featured for 2 signature events (Waterfront Artisan Market: 6 months, Ice Breakers: 2 months). 24 Million Impressions Astral Transit Shelter: A 4x6 ft. poster located at Yonge and Queens Quay year-round. 3 Million Impressions Hydro Pole Banners: 151 double-sided banners line Queens Quay, from Yonge to Stadium Road and north to the Lake Shore: 12 Million Impressions Lake Shore Blvd Bridge Banners: 2, 40x3 ft. banners facing east/west on display July 20 - October 7. 11 Million Impressions Jack Layton Ferry Terminal Poster Frames: 20 posters for our events and seasonal campaigns were displayed in frames throughout the terminal and on board ferries. 15 Million Impressions 65 Million Total Outdoor Impressions

2017 Promotions and Advertising Highlights

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Waterfront Welcome Bags: Produced 500 “I Love the Waterfront” double-sided, reusable bags to promote the Waterfront Artisan Market. The bags included coupons and giveaways from local businesses. Waterfront Buttons: Produced 5,000 “I Love the Waterfront” buttons to distribute to members and colleagues at community events. Member Services Manager: Responsible for outreach, social media and our website. Waterfront Savings Card: Produced 20,000 cards, providing marketing and development support to this FREE promotional program, including:

• Partnership with Sobeys Urban Fresh as exclusive distributor
• Devoted landing page on waterfrontbia.com
• Singing Ambassador promotion and distribution
• E-Newsletter feature in November ‘Shop Local’ edition

2017 Promotions and Advertising Highlights

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2017 Promotions and Advertising Highlights

Primary benefits included (what they did for us):

• Digital Media (social media/website/

monthly e-newsletters/dedicated e- blasts)

• TTC Subway & Shelter Posters
• On-Site Signage & Verbal Recognition
• Media (Articles/PR/press kits)
• Flyers & Event Program Advertising
• Contesting
• Lake Shore Blvd Banners

CROSS PROMOTIONAL PARTNERSHIPS We worked with several partners to leverage cross-promotional opportunities, providing our BIA with in-kind support and drawing visitors to the Waterfront while bolstering cultural vitality.

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MEMBER APPRECIATION BREAKFASTS Member breakfasts showcased our Waterfront events and offered presentations from industry

• experts. These events were a vehicle to share information and encourage member networking.

2017 Promotions and Advertising Highlights

January: TOcore Downtown Toronto Retail Study - John Archer of 360 Collective and David Fitzpatrick of the City of Toronto. September: Waterfront BIA Strategic Plan - Rob Spanier and Joseph Milos of Live Work Learn Play.

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2017 Promotions and Advertising Highlights

Spectacle of Lights returned last winter, by popular demand. We produced the event which featured three stunning illuminated sights coming alive all along Queens Quay West. These included the spiral tree at the Westin (recently relocated to the Peter Street Basin), the fire truck, stars and snowflake motif at the Fire Hall, and the animated music notes, harps and canopy at the Toronto Music Garden.

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THE RIPPLE E-NEWSLETTER

• Executed a ‘JOIN our mailing list and WIN” contest for

Porter Airlines tickets which helped grow our database by 20% year over year.

• Improved SEO by hosting monthly articles on our

website, including live links to our members.

• Included profiles for our Waterfront Artisan Market

vendors to highlight/ create additional buzz for the market (May – October).

• 7,900+ opt-in subscribers
• 26% Average Open Rate (aligned with industry

average)*

• 16% Average Click-throughs (80% above industry

average)*

*Average industry rates for Civic/Social Membership Organizations, Constant Contact, 2017

2017 Promotions and Advertising Highlights

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61%

are aged 25-44 +4% TOP 5 WEB PAGES VISITED 1. Waterfront Artisan Market (23,934), +90% vs. 2016 2. Ice Breakers (15,946), NEW 3. Home Page (13,981), -40% 4. Coming Events Calendar (6,623), +4% 5. Spectacle of Lights (4,210), NEW

2017 Website Highlights

TOP 5 REFERRAL WEBSITES 1. toronto.com (4,999) 2. seetorontonow.com (1,749) 3. toronto4kids.com (974) 4. blogto.com (998) 5. todocanada.ca (890)

72%

use a mobile device to visit our site +31%

70,625

visitor sessions +15%

84%

are accessing from Toronto +19%

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64%

are female +3%

YOUTUBE 6,279 views +48%

2017 Social Media Highlights

TWITTER 4,453 Followers +31% FACEBOOK 6,338 Fans +12% INSTAGRAM 1,130 Followers +44%

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2017 Program and Event Highlights

Event Committee: Volunteer group composed of BIA members and staff who make recommendations to the Board regarding programs and events on the Waterfront. Committee members focus on the impact to the overall community, successes and challenges, and growth

• pportunities within the context of our mandate.

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ICE BREAKERS, a temporary winter exhibit, ran from January 21 to February 26, 2017 with five

• riginal art installations located on Queens Quay

from York to Spadina. A collaboration between the WBIA and the founders of Winter Stations - the popular, annual art competition held along Toronto’s East End Beaches – the exhibit brought an interactive and design-centric event to the area. Ice Breakers was conceived to inspire exploration and discovery of the beauty of the Toronto Waterfront in the colder months. In partnership with Ports Toronto, Waterfront Toronto, Porter, and Harbourfront Centre.

• Est. Attendance: 37,500

36 Million Media Impressions

Ice Breakers

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Ice Breakers: Successes and Key Learnings

Emerging from the success of the first year, Ice Breakers 2018 will open the competition internationally to increase PR and marketing reach, place installations and signage closer to the promenade, increase social media support to drive awareness and traffic, and host a larger launch/media event.

*Source: 2017 WBIA Post-Event Survey, with 810 respondents

After a successful first year (including analysis of post-event survey results*), Ice Breakers was celebrated in the community and a great benefit to our members:

• 81% of attendees reported visiting a

member business before or after the event, spending an average of $31

• Estimated Local Impact of $926,438

(at member businesses)

• Art installations were well received by

member businesses and we had several comments asking if the art could be permanent

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The Waterfront Artisan Market (WAM), presented by The Waterfront BIA in partnership with Scadding Court Community Centre (SCCC), returned for a This year, WAM had extended hours and market days to become a weekly event, Saturdays 11 am to 8 pm, from May 20 - October 7. A destination for local residents and visitors across the city, WAM brought together a carefully curated mix of top artisans, crafters, chefs and bakers. The market provided visitors with a destination to discover new foods and artisanal crafts, while supporting local businesses.

• Est. Attendance: 221,000

230 Million Media Impressions (15% increase vs 2016)

Waterfront Artisan Market

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second season at HTO Park.

Waterfront Artisan Market: Successes and Key Learnings

Based on the growing success and learnings of a second season, WAM 2018 will explore expanding to a Saturday & Sunday market, begin vendor recruitment early to increase the number, variety and quality of vendors, and increase social media support to drive awareness by targeting local residents and those within 5km of the Waterfront.

*Source: 2017 WBIA Post-Event Survey, with 980 respondents

After a successful first year, WAM was welcomed back for a second season by the community. Based

• n analysis of this years’ post-event survey

results*, WAM continued to grow its benefits to

• ur members.
• 70% of market visitors reported visiting a

member business before or after the event, spending an average of $46

• Estimated Local Impact of $7,038,850

(at member businesses) over six months

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June 5 to September 4, 2017 Returning for the sixth year, the triple-award winning program features eight talented students, branded in WBIA clothing and accessories for easy recognition. Travelling along the Waterfront in quartets, they attend member and neighbouring events, and visit major Toronto attractions and transit hubs; offering assistance, directions and recommendations to visitors, and breaking out into spontaneous, a cappella performances!

Waterfront Singing Ambassadors™

Scheduled singing appearances created a unique atmosphere within and far beyond the community. They were invited to perform at the Redpath Waterfront Festival, Dora Awards, Beaches Jazz Festival, Sail-In Cinema, Open Streets, CityFest, Art & Music Ontario, and the Active Ontario Festival. High-traffic areas included: Billy Bishop Toronto City Airport, Jack Layton Ferry Terminal, Union Station, Distillery District, Yonge-Dundas Square, Toronto Islands, and other major Toronto attractions. We received $29,000 from the Canada Summer Jobs program, up $9,000 from 2016! 43 Million Media Impressions

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“They sang with such seemingly effortless unity, feeding each other so well rhythmically. To the group … really

• utstanding and you deserve to be very pleased with
• yourselves. I look forward to the next time I get to hear you.”
• Michael Colgrass, Waterfront Resident and Pulitzer Prize

winning musician, composer, and educator “Awe-inspiring!”

• Paul, Otter Guys (Water Taxi)

“You literally gave me goosebumps!” - Katherine, Union Station “We so appreciate their youthful spirit and lovely singing. …Their pleasantness and energy fills in the summer. Their presence indeed enlivens the Toronto Waterfront even more!”

• Amy Cheung, Genesis XD

“I’m here for 3 months. Thank you so much for all your help! You made this trip so much better for me.” - Lillian, Visitor

Waterfront Singing Ambassadors ™ Program – Testimonials

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2017 Redpath Waterfront Festival Victoria Syme Manager, Partnerships + Marketing Harmony Marketing

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2017 POST-EVENT REPORT

Prepared by: Harmony Marketing

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PROGRAMMING OVERVIEW

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ECONOMIC IMPACT SURVEY- RESULTS SUMMARY

31% ages 0-19 yrs 36% ages 20-39 yrs 27% ages 40-59 yrs 6% ages 60+ 56% female 44% male

• Economic Impact estimated at $7.6M *
• Non-local attendees & event operations

resulted in $10.6M of new spending

• Local residents (those that live within 40km)

spent an estimated $16.5M

• 51% annual income over $80,000

750,000 visitors 69% of visitors lived within 40km 19% lived 40km - 100km 12% from 100km +

• 35% of non-local visitors stayed at

least 1 night in Toronto

• Average nights stayed among

international visitors was 2.2 nights 83% of visitors would return to the waterfront for shopping or dining. How respondents heard of RWF (top sources): 50% TV (ad or story) 39% Facebook 38% Twitter/Instagram 37% Radio (ad or story) 28% RWF website 21% Print (ad or story) 21% TTC poster 18% Other Website PR Impressions: 222,987,733 Media Impressions: 85,118,617 Social Impressions: 2,420,130 Visitors current living situation: 36% - Couple with children 20% - Couple no children 17% - Single on own 13% - Single with parents 14% - Other 75% of visitors main reason for attending was the Duck

*Economic Impact study conducted by Enigma Research

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2017 Operations and Maintenance Highlights Kevin Currie Chairman Board of Management, The Waterfront BIA

Area Planning Committee: Volunteer committee composed of BIA members who monitor and advise the Board regarding area development, points of issue, and our place within the larger footprint of Toronto’s downtown core.

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2017 Operations and Maintenance Highlights

AREA PLANNING COMMITTEE REVIEW On-Going Projects

• TO360 Wayfinding Strategy
• Gardiner Expressway Lower Simcoe Ramp
• Waterfront Transit Reset
• Robertson Crescent Redesign
• Queens Quay Pending Work – Toronto

Hydro/Martin Goodman Trail Pinch Point

• Jack Layton Ferry Terminal/Harbour Square Park

Redesign

• Bathurst Quay Neighbourhood Plan
• Lower Yonge Precinct Design
• East Bayfront Development
• MLS Sidewalk Café and Marketing Display Permit

Fees Review Gardiner Expressway Lower Simcoe Ramp Jack Layton Ferry Terminal Redesign Harbour Square Park Redesign

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2017 Operations and Maintenance Highlights

CLEAN STREETS TEAM To boost our streetscaping activities, we designed and implemented a Clean Streets Team, in partnership with Progress Place - an organization that offers an inclusive, respectful community for people living with a mental illness, and creates an environment conducive to health and wellness by combining a comprehensive network of services for its members. Two teams of five spent approximately four hours, twice a week (for a total of 675 man hours) beautifying the Waterfront. From the end of May until mid-October, teams decked out in safety vests and branded hats cleaned up litter, broken glass and cigarette butts; removed graffiti, posters, stickers and residue; swept the Martin Goodman Trail gutters; removed staples from public message boards; and reported on a variety of area/asset issues.

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2017 Operations and Maintenance Highlights

THE CLEAN STREETS TEAM IN ACTION!

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2017 Operations and Maintenance Highlights

Graffiti Garbage & Cigarette Butts Graffiti THE CLEAN STREETS TEAM – BEFORE AND AFTER

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2017 Operations and Maintenance Highlights

PETER STREET BASIN Maintenance, cleaning, animation and beautification have been carried out through enrichments to the space, in an effort to reclaim it for public benefit.

• Our Parks maintenance agreement was carried forward,

wherein the water-lot was kept clean, executed together with property management at The Quay.

• A boom was installed (by PortsToronto upon request) to

mitigate floating debris, which significantly reduced cleanings.

• We added a 12’ fountain, which was lit at night, to animate

the space. Four floating gardens enhanced the water as a focal point, improved the habitat for aquatic life, and reintroduced wetland

• species. The project was led by Scadding Court Community

Centre and made possible with the support of Councillor Cressy, Harbourfront Centre, Waterfarmers Aquaponics, Toronto and Region Conservation Authority and youth from Alexandra Park.

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Carol Jolly Executive Director The Waterfront BIA

Staff Report – 2018 Proposed Plan

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2017 Database Subscribers

Source: 2017 WBIA Post-Event Surveys

TOP 5 WAYS OUR SUBSCRIBERS LEARN ABOUT US

7%

Via our Website +0%

31%

e-Newsletter +0%

20%

Social Media +3%

8%

Word of Mouth +1%

7,875

Opt-in users

+18%

57%

25 to 44 yrs old +8%

89%

Live in Toronto +1%

43%

Live on the Waterfront +4%

87%

No children under the age of 12 +0%

37%

Household income of $100,000 – $199,000 +5%

61%

Walk to our events +12%

21%

Walk-by our Outdoor Advertising +2%

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Our focus in 2018 is to support our members and continue to build Toronto’s Waterfront into a world-class destination! Through events, programs, operations, maintenance, and marketing we aim to secure our position as one of the City’s premiere neighbourhoods. This year, in support of our new Strategic Plan, investments will include:

• Clean Streets Team
• Hydro Pole Banners – new artwork

will be developed

• Ice Breakers
• Waterfront Artisan Market
• Singing Ambassadors
• Spectacle of Lights
• Redpath Waterfront Festival
• Member Appreciation Breakfasts
• NEW! Pursue a neighbourhood App

to replace the manual Savings Card program

2018 Proposed Plan

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2018 Proposed Plan

We will focus on the following short & medium-term strategies: OPERATIONS: REES STREET AND PETER STREET BASIN We plan to pursue further revitalization and animation of these areas. It will include improving the north-south connections to the Downtown core with a goal to generate more traffic through continued beautification. The fountain will be returning along with new street furniture; including tables, chairs and umbrellas. MARKETING: YEAR-ROUND SOCIAL MEDIA CAMPAIGN

March - May and September - February (9 months total)

Together with Lux9 (a social media agency), we will develop a strategic campaign via boosted newsfeed postings, ads, event promotions and videos, to achieve

• ur objective of driving year-round traffic.

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• 1. Create a unified area of distinct places
• 2. Create reasons to come year-round
• 3. Improve north-south connections
• 4. Evolve the role & scope of the BIA

2018 Proposed Plan

PEOPLE COUNTERS – NEW! Knowing foot traffic levels at specific locations is invaluable for planning and managing investments. We’ve purchased three Eco-Counter Pyro Boxes to be installed at key locations, which will provide cyclist and pedestrian counts and data analysis, to efficiently measure traffic flow. By combining sensors and patented algorithms, Eco-Counter provides powerful technology with an accuracy of over 95%! These insights will be used to understand visitor trends, customize planning, justify the need for improved infrastructure and determine the success of events. Eco-Visio’s weather module will also enable us to analyze the relationship between atypical visitor counts and weather.

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Ice Breakers 2018 Vakis Boutsalis Senior Account Director Kim Graham & Associates

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After a successful inaugural year, Ice Breakers is returning to Toronto's Waterfront. The Waterfront BIA has again enlisted Winter Stations Inc. to bring five temporary, public art installations to various sights between Lower Spadina Ave. and York St. for five weeks, commencing Friday, January 19, 2018.

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On October 19, the Ice Breakers’ jury met to choose the final five art installations that will be built and featured along Queens Quay West. It was a full day of jury deliberations of over 100 international submissions.

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Ice Breakers 2018 Winners

• 1. ‘Root Cabin’ by Liz Wreford and Peter Sampson,

Public City Architecture (Canada)

• 2. ‘Black Bamboo’ by Marburger Bennet and Ji Zhang, 2408 Studio

(China)

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Ice Breakers 2018 Winners

• 3. ‘Winter Fan Fare’ by Thena Tak, VJAA

(USA)

• 4. ‘Through the Eyes of the Bear’

by Tanya Goertzen, People Places (Canada)

• 5. 'Ensemble' by João Araújo Sousa and Joana Correia Silva, JJs

Arquitectura (Portugal)

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2018 Proposed Budget Summary Ana Carreira Treasurer Board of Management

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Proposed Budget Summary 2018

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Kevin Currie Chairman Board of Management, The Waterfront BIA

Motion: A motion to approve the 2018 Budget.

Approval of 2018 Budget Summary

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New Business

Thank you to our Board of Management and Staff. We are committed to working with you to continue enhancing

• ur Waterfront community!

Meeting Adjourned!

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