A RESILIENT DOWNTOWN20

20

How the Downtown Edmonton Community Can Continue to Recover, Adapt and Grow Through COVID-19 and Beyond

1a resilient downtownDowntown Business Association

The spread of COVID-19 has impacted the entire Downtown community. As businesses respondto the new normal, many are seeking or finding strategies to remain resilient. Research and in-terviews conducted with Downtown stakehold-ers between May and August revealed four key drivers of community resiliency, select issues that impact those drivers, proven strategies to overcome those issues and business examples showcasing those strategies in action.

ʃ Fostering Innovation ʃ Enhancing Inclusivity ʃ Strengthening Cultural Vitality ʃ Developing Interconnectivity

While the list is not all-encompassing, these drivers and associated strategies provide a ba-sis for further discussion and guidance for thecommunity on how to band together, withstand challenges and preserve Downtown vibrancy.

A Resilient DowntownHOW THE DOWNTOWN EDMONTON COMMUNITY CAN CONTINUE TO RECOVER, ADAPT AND GROW THROUGH COVID-19 AND BEYOND.

Executive Summary

2a resilient downtownDowntown Business Association

ISSUE TO ADDRESS: HOMELESSNESS

COVID-19 has added even greater stress on our vulnerable populations.Strategies: By learning about, contacting and supporting local agencies and services, our commu-nity can help improve individual wellbeing, decrease economic costs, and support re-entry into the workforce.

ISSUE TO ADDRESS: FOOD SECURITY

Recent food chain disruptions exposed market vulnerabilities.Strategies: Food banks, farmers markets and community gardens help shorten and innovate the food chain, providing food relief and development opportunities to those in need.

BUSINESS TIP: ENGAGE WITH EMPATHYThe Nook Cafe lends an ear to all customers to better direct vulnerable people to the right resources in their community.

Driver 2: Enhancing InclusivityCOVID-19 has made it clear that we are all in this together. To thrive as a community, we need to ensure all members are engaged and supported. Inclusive communities afford all people, regardless of race, age, income level or physical ability the conditions to prosper and contribute to our capacity for recovery.

COVID-19 flipped many business models on their head, forcing our business community to pivot to survive.Strategies: Resiliency is demonstrated by organizations who act quickly, develop online engage-ment and seek new market opportunities for product or service development.

ISSUE TO ADDRESS: DIVERSIFYING REVENUE

BUSINESS TIP: TAP INTO YOUR COMMUNITY FOR IDEASOodle Noodle restaurant forms local partnerships to support creatives, spark innovation and enhance vibrancy.

To remain resilient, decision makers need to think beyond their specific problem and look at the broader system for solutions to effectively spark innovation and strengthen community resil-iency. 1

Driver 1: Fostering Innovation

ISSUE TO ADDRESS: SECURITY & SAFETY

Safety and security concerns restrict the community’s ability to grow, adapt and innovate.Strategies: By redesigning workspaces and modernizing IT/Tech, we can combat security issues and protect our community against external threats.

3a resilient downtownDowntown Business Association

Driver 3: Strengthening Cultural Vitality

When communities experiment, brain storm and co-create ideas, they increase participation and strengthen cultural ties. A connected community will invest in its collective recovery and ongoing resiliency.

Without having a connection to place, people are less likely to engage in effective community problem solving.Strategies: By forming a unique identity, utilizing public space and promoting public art, we can strengthen our community’s connection to Downtown Edmonton.

ISSUE TO ADDRESS: CONNECTING PEOPLE TO PLACE

Maintaining and growing Downtown’s strong base of creators, entrepre neurs and organizational leaders is now more important than ever.Strategies: By encouraging creatives and tapping into our student network, we stand to retain top talent and attract community champions.

BUSINESS TIP: CREATE A PLATFORM FOR COMMUNITY ENGAGEMENTWild Heart Collective uses their voice, networks and influence to brainstorm and engage with the community on joint initiatives.

ISSUE TO ADDRESS: RETAINING TALENT

BUSINESS TIP: ACTIVATE THE STREET Dialog, an architectural design firm, redefines public space and considers alternative uses for their street to encourage wider collaboration and engagement.

Developing linkages between members in a community is essential for creating a strong socialnetwork and forming a cohesive Downtown core.

Driver 4: Developing Interconnectivity

Limited transportation options restricts connectivity through heightened exposure to traffic jams, road maintenance and stress.Strategies: By continuing to enhance active transportation networks and public transportation, visitors can more easily and safely travel Downtown, find their destination, facilitate meetings and discover new products or services.

ISSUE TO ADDRESS: TRANSPORTATION

Interconnected public spaces are frequently activated.Strategies: Mixed-use development and multi-functional hubs can attract businesses, residents and visitors to collaborate and invest in our Downtown. Visitors can more easily and safely travel Downtown, find their destination, facilitate meetings and discover new products or services.

ISSUE TO ADDRESS: MONO FUNCTIONALITY

4a resilient downtownDowntown Business Association

TABLE OF CONTENTS1. Executive Summary

2. Introduction

3. Fostering Innovation

4. Enhancing Inclusivity

5. Strengthening Cultural Vitality

6. Developing Interconnectivity

7. Final Thoughts

The Downtown Business Association’s primary role is “To Support, Connect, and Enrich Edmon-ton’s Downtown Community.” The Downtown Business Association of Edmonton was formed through the establishment of a Business Revitalization Zone for Downtown Edmonton in 1985. This zone includes the area from 95 Street to 111 Street and from 97 Avenue to 105 Avenue. More information about the DBA can be found at:www.edmontondowntown.com

Written and researched by: Kennedy Quigley

About the Downtown Business Association Of Edmonton

5a resilient downtownDowntown Business Association

A RESILIENT DOWNTOWN20

20

A DBA report on how the Downtown Edmonton community can recover, adapt and grow through COVID-19 and beyond

Coming out of this, it’s clear this pandemic has exacerbated many of the issues we’ve seen and it’s highlighted where there’s looming tensions. But it’s also given us a focus on the need to address them. MATTI SIEMIATYCKI, UNIVERSITY OF TORONTO

6a resilient downtownDowntown Business Association

The COVID-19 crisis inflicted both a shock and stress on our Downtown community, testing local resiliency and revealing important issues and improvement opportunities. In response, many community members acted in solidarity to help aid recovery and provide a base of support. This report considers how we, as a Downtown community, can enhance our resilience during COVID-19 and beyond.

Resiliency refers to the ability of individuals, organizations, businesses and systems to transform, adapt to and withstand shocks and stresses. Diversity provides strength in times of disruption.2 By gathering our community’s resources, knowledge and expertise, we can re-position rather than returning to the status quo.3

As we learn to withstand challenges and seize new opportunities, our Downtown can create a resiliency roadmap with strategies to develop vi-brancy and vitality, which will allow us to better weather future crises.

To investigate resiliency, we interviewed various community stakeholders, researched whitepa-pers and academic articles, and reviewed pre-

vious DBA business recruitment reports. While not all-encompassing, the research revealed four central drivers of resiliency relevant to our Downtown community in particular:

ʃ Fostering Innovation ʃ Enhancing Inclusivity ʃ Strengthening Cultural Vitality ʃ Developing Interconnectivity

Each section of this report identifies key issues and strategies associated with the four drivers. So too, this report contains business tips and stories to showcase examples of strategies in action. While the drivers, issues to address and strategies contained herein are by no means all encompassing, they offer a strong foundation from which our community can continue its re-covery and growth from COVID-19.

Our Downtown community is vulnerable to both natural and humanmade disruptions. Analyzing potential issues relevant to our community will allow our members to identify strengths, seek opportunities for improvement and prepare for future challenges. Business owners, developers, non-profits leaders, planners, entrepreneurs and artists all play a key role in building our Down-town. The more our community understands the key components of resiliency building, the easier we can recover, adapt and grow together through ongoing challenges and change.

SIDEBAR: SHOCK VS. STRESSWhile shocks represent an acute event, such as a natural disaster, stresses refer to more long-lasting damage, like climate change or an economic crisis.

IntroductionWHY IS RESILIENCY IMPORTANT?

7a resilient downtownDowntown Business Association

Driver 1: Fostering Innovation

COVID-19 unquestionably impacted every busi-ness, but one product of disruption can be in-novation.5 Those Downtown businesses that adapted to COVID- 19 with new products, com-munication methods and in-store etiquette, re-ceived a flood of support from customers and community members.

A resilient society is always adapting and trans-forming in a dynamic and reoccurring manner.1 Despite constant changes, social resilience allows communities to remain steady in its in-tegrity and identity.1 As the situation evolves in response to COVID-19, businesses across Downtown will need to continue implementing

new strategies to help their companies recover, adapt and grow.

A resilient lens encourages decision makers to think beyond their specific problem and look at the broader system for solutions,1 effectively sparking innovation that strengthens communi-ty resiliency. By undergoing a period of distur-bance, businesses are forced to use available resources and experiment with inventing new products or services.1 When stress or shock threatens the community, we canbuild resil-ience by looking for windows of opportunity and innovation.1

8a resilient downtownDowntown Business Association

Growing businesses, non-profits and municipalities often use a moment of stability to prepare for expansion into new or adjacent markets. COVID-19, however, forced Downtown businesses to sur-vive by pivoting amidst significant revenue loss and an ongoing period of uncertainty. Resiliency is demonstrated by the organizations who act quick and seek new market opportunities for innova-tion when others became obsolete.

ISSUE #1 DIVERSIFYING REVENUE

Following the onset of COVID-19, estimates showed a 50% to 70% increase in Internet use for online entertainment and more.6 Lo-cal service-orientated businesses can utilize increased interest by creating an online ex-perience through teleconferencing, remote

consultations, 3D tours and Facebook Live. Virtual events allow users to find and reach new markets. Consider which online tools will best serve your customers and their pref-erences, as well as initiatives that can com-plement your evolving in-store experience.

STRATEGY #1 DEVELOP ONLINE ENGAGEMENT

STRATEGY #2 INTRODUCE NEW PRODUCTS OR SERVICES

Restrictions imposed by governments in re-sponse to the current pandemic halted many lines of business, forcing many to rethink mod-els and operations. Businesses across Down-town reframed how to connect with and deliver products or services to customers. With many consumers confined to their living space, com-

panies are shifting their approach to expand beyond their business location with direct- to-consumer promotions. Others are reposi-tioning, offering new products and services to meet changes in demand, such as distilleries who pivoted to marketing hand sanitizer.

So too, businesses can use e-commerce to get online, reach customers directly, pinpoint and widen their target market through social media advertising. Online engagement tools, such as Google Analytics, Survey Monkey and Zendesk, can help businesses gather customer prefer-ence data to improve advertising efforts.

Upgrading tech platforms, creating an online e-commerce store through Shopify, or setting up a website through easy-to-use platforms like Wix or Squarespace can help customers find products or services online as a complement to brick and mortar locations.

USE SOCIAL MEDIA AND E-COMMERCE AS A LAUNCHING PAD

9a resilient downtownDowntown Business Association

THE COMMONThe Common, a local restaurant, works closely with and supports the arts and culture sector in Downtown Edmonton. As a social space and community hub, there were many challenges with new COVID-19 gathering restrictions and a decrease in traffic. Until this year, they did not have a takeaway model, nor did they previously explore delivery service. Along with changing their sales model, they focused on supporting the arts community through fundraisers and storytelling, investing their time and money

into raising. Co-owner Rob Clarke noted, “in order to make it through, we have to make it together.” When they started getting messag-es from couples who canceled their weddings, they set aside Saturdays to exclusively host wedding receptions. Tapping into employee tal-ents and their community base, they found a new value proposition, offering couples a full-er experience with access to photographers, makeup artists, musicians, the restaurant and more.

COVID-19 exposed many business vulnerabilities, as organizations faced safety issues and cy-bersecurity threats. Structural elements like elevators and co-working desks posed a new risk to employee and customer safety. So too, allowing employees greater flexibility to work from home spurred a rise in cyberattacks. Using the Coronavirus as bait, attackers employed new phishing and ransomware schemes. To remain resilient, organizations need to think strategically and creatively to ensure operations can continue safely.

Modernizing IT and tech is one strategy to help combat security issues. By securing VPNs andpasswords, writing remote working policies, educating employees about online schemes and prioritizing cybersecurity, individuals and businesses can remain resilient, minimize dis-turbance and protect themselves online.

THESE DOWNTOWN I.T. COMPANIES HELP ORGANIZATIONS PROTECT THEMSELVES IN THE DIGITAL SPHERE:

ʃ Solūt: controls your digital environment by securing systems both in your office and on your corporate device.

ʃ CGI: employs 1,700+ cybersecurity experts to help clients follow best practice.

ʃ Yellow Pencil: works with the public sec-tor to secure and protect data as it moves around the web.

STRATEGY #1 MODERNIZE IT/TECH

ISSUE #2 SERCURITY & SAFETY

BUSINESS TIP #1 TAP INTO YOUR COMMUNITY FOR IDEAS

10a resilient downtownDowntown Business Association

COVID-19 caused an immediate shift in our Downtown population, as large organizations and businesses moved their workforce online by necessity. Restaurants and venues accept-ed reduced capacity restrictions and exper-imented with hosting activity on sidewalks and in the street. The Downtown community’s response showcased its ingenuity by improv-ing safe experiences for employees and cus-tomers, allowing our economy to reopen. The opportunity now exists for organizations to show similar ingenuity in returning to Down-town workplaces and taking due caution to re-engage safely. While a combination of dig-ital and in-person work environments may be an ongoing reality, established safety protocols and innovative approaches can be deployed to ensure the benefits of office environments, such as greater connection, collaboration and creativity, are again realized.7

"When your back's really up against the wall, you have to get super creative."

Over a few months, XTHERAPY transformed its business by chasing opportunities, acting strategi-cally and maintaining ties to their community.

Wear Your Mask, Photo Credit: Jordan Riemer

STRATEGY #2 ALTERNATE WORK SPACE ARRANGEMENTS

How Do You Generate Revenue When Your Business Is Essentially Reliant On Human Contact?AN INTERVIEW WITH XTHERAPY

11a resilient downtownDowntown Business Association

When the pandemic hit Downtown Edmonton XTHERAPY shut its doors to a growing customer base, wondering how it would make money with having to cancel classes. However, when they no-ticed fitness equipment flying off the shelves, the boutique studio got an idea. They promptly rented out their 36 in-studio bikes, which sold out in only a few hours, along with other bundled equipment like dumbbells, bands and gliders. “We pushed our equipment to our community as quickly as we could,” said Tamera Rude, XTHERAPY’s Director of Impact and Operations. With a monthly income generator secured each month, the studio researched other companies for sourcing. They found a third-party provider that offered an additional 40 bikes to sublet, which they acquired as an alterna-tive form of capital.

STRATEGY #1 ALTERNATIVE ACCESS TO CAPITAL

To keep up with big players like Peloton, XTHERAPY next created an on-demand subscription ser-vice to provide customers pre-recorded workout videos incorporating home equipment. XTHER-APY directors knew they needed an online presence long-term. “That was a big learning curve. X-ONLINE is essentially a whole separate business.” They created online fitness challenges with a point-system, virtual check-ins and strategies to develop good fitness habits. People loved it, and X-ONLINE became the studio’s new primary member acquisition tool.

STRATEGY #2 BUILD CUSTOMER LOYALTY

Before COVID, XTHERAPY operated within a multi-faceted studio that included a room for bar, yoga and hit. However, their extensive square footage still could not accommodate social distancing rules. They needed enough participants to cover an instructor but could only fit 8 bikes in a room that holds 36. Again, XTHERAPY had to act fast. With hit and ride being their bread and butter, they blasted down the wall and retrofitted the basement to fit an extra 37 bikes at a safe social distance with only a week to complete the job. “You’re back to those bootstrapping days where its baptism by fire. Don’t worry about how high you still have left to climb. Just look back and know that every step forward is a step in the right direction.” As Tamera notes, there were sidesteps, steps backward and even backflips.

STRATEGY #3 FOCUS ON YOUR STRENGTHS

XTHERAPY prefers not to call itself a gym but rather a place to call home. Next to your house or office, XTHERAPY aims to be your “third place.” Your third place could be anything, but Tamera notes, it should be where you can be yourself and feel welcomed right away. The studio works to create this space of belonging where their community can connect. Pre-COVID, XTHERAPY hosted a happy hour each Friday for their members to stay and interact. “We have members who started as strangers, and then we’ll come to class and see them walk into DOSC for brunch together, which is the best feeling ever.”

STRATEGY #4 CREATE A THIRD PLACE

12a resilient downtownDowntown Business Association

Driver 2: Enhancing Inclusivity

Cities are key for economic growth but risinginequalities undermine development.9 Without equal rights or fair access to opportunities, resi-dents and users will struggle to contribute to, or, aid recovery from COVID-19. To weather future shocks and stress, we need to first identify vul-nerabilities and promote an inclusive communi-ty where citizens are valued for their diversity, have access to resources and can participate in the decision-making process.10

An inclusive and resilient Downtown communi-ty provides opportunities for all to participate, prosper and reach their potential.11 Inclusive communities afford all people, regardless of race, age, income level or physical ability the conditions to strengthen their local capacity.11

By adding stakeholder input, decision-makers can better understand central issues and create more realistic and applicable solutions to issues in times of crisis. Enhancing inclusivity, is inte-gral to resiliency planning.

THE WORLD BANK ESTIMATES THAT WHILE MORE THAN HALF OF THE WORLD’S POPULATION LIVES IN CITIES, THIS PROPORTION WILL REACH 70% BY 2050. 8

13a resilient downtownDowntown Business Association

ISSUE #1 HOMELESSNESS

Part of building an inclusive Downtown is creating a community where everyone can enjoy safety, stability, and the opportunity to build a life.12 Without housing options, many cannot advance or se-cure their basic needs. Those that struggle with housing costs include low-wage workers, seniors, single-income families, and individuals requiring income support.12 While many sleep outdoors and on the street, the majority reside in emergency shelters, institutions or temporary dwellings.13 Home-lessness impacts the health care, police and court systems, costing the Canadian economy $7.05B annually.14 Without housing, individuals struggle to deal with mental health or addiction issues, or receive the proper supports they need to find a job.15 COVID-19 has only increased pressures on the homeless population.

As Homeward Trust notes, “no one agency or program can eliminate homelessness.” 13 There are many government, businesses and commu-nity partners working together to eliminate this issue in Downtown Edmonton. In 2009, when homelessness was rising, counts estimated that more than 6,500 people would be without a home by 2018. Responding to this information, the community leapt into action and created the Plan to End Homelessness through secure housing programs.13 These efforts effectively curbed the growth in homelessness, but there is still more work ahead.

While Downtown Edmonton offers an enjoyable space for recreation and entertainment, there

are people who still struggle daily.15 The need for more permanent, affordable housing options, emergency accommodation, urban revitaliza-tion and social support programs is ongoing. Part of Edmonton’s Plan to End Homelessness involves balancing public safety concerns with long-term solutions and a need to increase ac-ceptance of vulnerable people – a process that is essential for building “a vibrant and inclusive community.” 16 By learning about and support-ing organizations that address homelessness, we can limit the amount of people who are left behind in times of shock or stress.

STRATEGY #1 COMMUNITY SUPPORTS

Through community involvement, stakeholder engagement and inter-agency collaboration, REACH works to develop the efficiency of so-cial programs and funding streams, find and fill service gaps, and develop solutions based on citizen engagement.

The Bissell Centre works to eliminate poverty in Downtown Edmonton to improve cultural, social and economic prosperity. They offer a variety of supports and interventions to help individuals, families and communities.

REACH EDMONTON COUNCIL FOR SAFE COMMUNITIES

BISSELL CENTRE

14a resilient downtownDowntown Business Association

CALL TO REACH IF FOR

911 Emergency Services

You or someone is in danger

Unresponsive or unconscious persons, over-dose or impaired driving, property or public fire

211 Press 3 24/7 Crisis HotlineYou or someone is in a non-emergency crisis

A person regularly sleeping in public areas, extreme public intoxication, mental health crisis, loitering or panhandling

780-423-4567Edmonton PoliceNon-EmergencyLine

You need to report an in-cident to the police

Illegal drug activity, sexual activity or public nudity, intoxication in public, property or vehicle damage, theft, vandalism, domes-tic violence

As a business owner or citizen who encounters difficult social situations on the street, it can often be confusing to know how best to help. Calling the right people can ensure individuals receive the proper services and support they need, while leaving police and medical responders to address emergency situations. Studies show many who are homeless are more likely to experience compro-mised health or mental illness.17 These issues precede and contribute to homelessness, weakening our social resiliency.

Boyle Street Community Services works with clients who face multiple barriers to inclusion. They address challenges, find solutions, sup-port vulnerable populations and improve healthy community involvement.

BOYLE STREET COMMUNITY SERVICESDriven by the philosophy of Housing First, Homeward Trust works to end homelessness in Edmonton and advocate for every person’s right to a home. By addressing the devastat-ing impacts of homelessness on individuals, families and neighbourhoods, Homeward Trust is shaping a stronger, safer and more vibrant community.

HOMEWARD TRUST

STRATEGY #2 KNOW WHO TO CALL

BELOW ARE A FEW NEIGHBOURHOOD RESPONDERS TO CALL FOR SUPPORT:

15a resilient downtownDowntown Business Association

CALL TO REACH IF FOR

1-866-644-5135 24/7 IncomeSupport ContactCentre

You or someone is in need of an emergency for basic needs

Shelter, food, clothing and transportation needs

1-800-387-5437or

310-0000

Child Abuse Ho-tline

You witness a child being abandoned or abused

A child that is alone, lost or harmed

780-342-7777

1-877-303-2642

780-482-HELP(4367)

24/7 CommunityUrgent Servicesand StabilizationTeam

24/7 Mental Health Helpline 24/7 Distress Line

You see someone strug-gling with mental health issues

Psychosis or mental health crisis, threatened or attempted suicide

311 or 311 App City of Edmonton You find a city mainte-nance clean-up or repair issue

Parking violations, burnt out streetlights, litter or overflowing garbage cans, park, side-walk or road damage, greenery or playground maintenance, graffiti or vandalism, discard-ing a needle in a public place, a homeless tent or shelter, lost pet, wild animal

Sources:https://www.edmonton.ca/residential_neighbourhoods/neighbourhood-response-resource.pdfhttps://www.alberta.ca/emergency-numbers.aspx

16a resilient downtownDowntown Business Association

The Nook Cafe offers a cozy and warm, shared space that encourages meaningful relationship building. Located on 97th Street and 101st Av-enue, Nook owners adopted the Suspended Coffee program  and created a currency sys-tem using a button  to support vulnerable cus-tomers  and offer  compassion.  For  $3, Nook customers can buy the Button which is later redeemed for either coffee or tea and day-old pastry by someone who cannot afford to pay. No explanations needed, customers can use the buttons to order, providing greater dignity to marginalized individuals.

Beyond the program, The Nook Cafe also pro-vides a public washroom, free art space for lo-cal artists, and affordable event space for local performers. They also partner with community initiatives and employ marginalized people.

By welcoming all customers, the cafe reduces panhandling on the street and supports an in-clusive community.

STANLEY A. MILNER LIBRARY

The Edmonton Public Library acts as a leader in Downtown Edmonton by welcoming everyone through their doors and directly tackling resil-iency issues. When EPL noticed a large popu-lation seeking refuge at the Downtown branch, they launched an outreach program with Boyle Street Community Services. Visitors to the Stanley A. Milner Library gain education, con-nections and social support.

By forming partnerships with the help of Bissell Centre and Homeward Trust, EPL also tackles homelessness directly by helping individuals find housing and employing a team of social workers. As it reopens, the Stanley A. Milner Li-brary will continue to provide a safe and friendly space for all visitors Downtown.18

THE NOOK CAFE

THE NOOK CAFE IS EXPANDING THE DEFINITION OF WHAT HOME MEANS AND WHO BELONGS INSIDE.

Businesses can help support an inclusive com-munity by learning about the challenges facing more vulnerable populations with whom they share Downtown. Employing social skills like empathy, trust, and openness can go a long way to understanding the issue of homeless-ness and working toward solutions. Downtown

businesses have a powerful voice in advocat-ing for, or championing social supports and services that can contribute to local market and workforce development, while enhancing Downtown vibrancy.

BUSINESS TIP #2 ENGAGE WITH EMPATHY

17a resilient downtownDowntown Business Association

COVID-19 recently disrupted and tested the strength of our food supply chains in Edmonton. Food Secure Canada expects the current 4.4 million people experiencing food insecurity to double in Can-ada.19 Reduced food options and unemployment increase the need for food relief, particularly for marginalized communities.20 Recent food chain disruptions exposed market vulnerabilities, border disruptions and logistical transportation issues.19 By finding a way to shorten the food chain, we can ensure more opportunity and inclusiveness for our Downtown community.19 Healthy food options can include easily accessible supermarkets, local markets and community gardens within walking distance.

ISSUE #2 FOOD INSECURITY

Food banks play a central role in aiding the food sector by distributing donated and purchased items directly to individuals and families who experience food insecurity. During short-term crises, food banks provide a safety net for those having to choose between shelter, utili-ties or feeding their family.21 Beyond distribut-ing food, however, many food banks also offer training, education and help finding employ-

ment.21 Our Downtown community can help food banks effectively tackle their client’s food security needs by ensuring they have adequate resources and provisions.22

EDMONTON FOOD BANKThe Edmonton Food Bank works to create a kinder community where no one goes hungry. They help over 20,000 people and distribute four million kilograms of food each month. Donors can volunteer money, food and time to help strengthen the resiliency of this service for the betterment of our Downtown community.

STRATEGY #1 FOOD BANKS

#YEGTECHCARESYeg Tech companies donated a portion of em-ployee salary for three months to the Edmon-ton Food Bank to ease food insecurity during COVID-19. Participants gave an hour of sala-

ry each month to support the cause with the company matching their donation. Across the industry and others, the campaign raised over $150k.

BUSINESS TIP #3 USE YOUR STRENGTHS TO FILL A NEED

18a resilient downtownDowntown Business Association

Markets provide both access to healthy food for residents and market opportunities for lo-cal producers. During the COVID-19 crisis, customer awareness and demand for local, sustainable, healthy food options increased.23 Markets also offer an opportunity to build and improve the resiliency of our regional food pro-duction and distribution systems.23 Our local

markets, for example, continue to provide safe and accessible sales opportunities for farmers despite recent disruptions. So too, participants can engage directly with businesses and com-munity-led organizations to create a more inti-mate food experience.23

The Edmonton Food Bank works to create a kinder community where no one goes hungry. They help over 20,000 people and distribute four million kilograms of food each month. Donors can volunteer money, food and time to help strengthen the resiliency of this service for the betterment of our Downtown community.

EDMONTON DOWNTOWN FARMERS MARKET

Al Fresco emerged as a new summer, Saturday outdoor market on 104th Street Promenade. While businesses grappled with COVID-19, the Downtown community banded together to offer a safe, engaging experience featuring extend-ed patios, food trucks and retail vendors. The market aims to support local business recovery and Downtown vibrancy.

AL FRESCO ON 104TH

STRATEGY #2 LOCAL MARKETS

Many Downtown residents do not have access to a gardening plot or yard. Community gar-dens provide an opportunity to learn garden-ing skills, gain volunteering experience, engage neighbours and grow healthy food. By working together to make collective decisions, partici-pants gain trust in their neighbourhood and form valuable connections.25 During times of

insecurity, community gardens help mitigate food challenges by ensuring access to nutri-tious options and helping families supplement their food budget.26 While COVID-19 increased health risks for shopping and grocery collec-tion, community gardens provide safe access to sustainable food production.

STRATEGY #3 COMMUNITY GARDENS

19a resilient downtownDowntown Business Association

ALEX DECOTEAU PARK To improve food security, the City of Edmonton plans to add over 350 gardening plots for pop-up gardens in sites across the city.27 Alex Deco-teau Park houses Downtown’s plot. Residents can book and rent raised planters for garden-ing. The park also includes a dog park, spray park and green space. Downtown residents can apply for a plot through the Downtown Edmon-ton Community League.

URBAN EDEN PROJECTThrough the Partners in Parks program, a group of independent gardeners formed the Urban Eden Community garden for residents living in the Downtown core. Gardeners can join a working community and participate in cleanups, site maintenance, repairs, tours and special events beyond regular gardening ac-tivities.

Alex Decoteau Park Community Plot,Photo Credit: Jordan Riemer

20a resilient downtownDowntown Business Association

Oodle Noodle’s story starts with who they are and what they represent. They found a way to support their community and shareholders by sticking to core values and focusing on inclusiv-ity. When COVID-19 threatened the community, Oodle Noodle jumped into action, noticing local charities facing a reduction in resources and an increase in demand. Founder Sonny Pham asked, what could the company do to help? Oodle Noo-dle has a production facility in Edmonton where they make their noodles. Noticing rising food needs, they decided to increase production and donate the extra to organizations like the Mus-tard Seed, Youth Empowerment and Edmonton Food Bank. While struggling themselves, Oodle Noodle’s quick activism brought joy to the peo-ple they supported and their team.

Naturally, they asked, “how can we do more?” In addition to donating 400 pounds of noodles and sauce, the company created a mechanism to additionally contribute 10% of sales each week to charities requiring financial support. To date, Oodle Noodle has donated $70,000 to lo-cal charities during the pandemic. Jay Downton, President of Oodle Noodle, notes, “this level of involvement won’t go away” after the pandemic. The initiatives created a “circle of support” and a platform for other organizations to share their story. Most importantly, the company’s actions allowed Oodle Noodle to stay true to their brand and demonstrate what it means to support lo-cal. Oodle Noodle recognizes that their company operates within an ecosystem that they have a responsibility to uplift and make more inclusive.

How Do You Support the Community When Your Business is Also Suffering? AN INTERVIEW WITH OODLE NOODLE

We are constantly looking for ways to reinforce the statement: Oodle Noodle Loves Edmonton.

21a resilient downtownDowntown Business Association

Driver 3: Strengthening Cultural VitalityCommunity developers consider cultural vitalitythe result or effect of a commitment to support-ing arts and culture.28 Arts, culture and creative expression are essential components for help-ing a community create a resilient strategy to withstand shocks and stresses.29 The work of artists, designers and creative leaders prompts discussion, inspiration, collaboration, learning and investment, all of which help develop cul-tural vitality.

The concept of cultural vitality, however, is at-tractive to many because it enlists participation from a wider collection of stakeholders.28 While we often confine artistic activity to designated buildings, such as theatres, concert halls, art galleries or museums, a resilient arts and cul-ture sector encourages active engagement and participation from a community that defines culture more broadly.30

Over 50% of Canadian audiences prefer to at-tend parks, festivals or food and drink experi-ences over more traditional art and music exhi-bitions.31 By expanding our definition of artistic activity, we can encourage greater participation from those who do not consider themselves “experts” or professionals in the arts and cul-ture sector but can contribute to strengthening cultural vitality.28

Outside stakeholders include entrepreneurs, policymakers, arts funders, administrators and planners. Each have the ability to offer expert knowledge, contribute creatively and help iden-tify where development is needed for the com-munity to remain culturally vital andresilient long-term.28

22a resilient downtownDowntown Business Association

As Ethan Kent at Project for Public Places notes, “a community’s connection to place is the very heart of resilience.”32 If residents do not feel an attachment to or investment in place, resiliency will have limited value.32 To ensure resiliency long-term, we need to work on connecting people to place. Resiliency requires people to carry a community during difficult times. When our community undergoes disturbance, residents will be more likely to problem solve, contribute to and protect the cultural, social, and physical lives of a place they feel a connection with.32 Our Downtown is our legacy and a place that inspires us to take part in something bigger than ourselves. We can improve sustainability and livability by allowing communities to experiment, brainstorm and imple-ment co-creative ideas.

TAKE A RISK MURALIn 2016, in collaboration with Make Some-thing Edmonton, designer Clay Lowe finished the “Wall of Encouragement,” a mural on Mel-cor’s 100 St. Place building, prompting Ed-montonians to take more risks. Risk-taking is important for navigating difficult periods and economic cycles. As “risk-takers”, we act with confidence and courage to achieve a goal de-spite uncertainty.

A WINTER CITYLiving in a “winter city,” Edmontonians are no strangers to resiliency. In recent years, Downtown Ed-monton exploded with outdoor patios, winter festivals and recreation opportunities. By embracing our northern identity, we can find ways to make the most of challenging weather and dark days.

Wall of Encouragement by Clay Lowe, Photo Credit: Jordan Riemer

ISSUE #1 CONNECTING PEOPLE TO PLACE

Resilient communities provide a base of sup-port during times of stress or pressure. Form-ing a unique identity and cultivating collective, civic pride is important for building strength and banding together during tough times.

As Edmontonians and members of the Down-town, we can form identity across different lev-els to develop collective strength – as a city, community, district, street or building.

STRATEGY #1 FORMING A UNIQUE IDENTITY

23a resilient downtownDowntown Business Association

COVID-19 prompted people around the world to mourn the loss of unrestricted use of public space. Public areas such as parks, trails, side-walks and squares provide opportunities for so-cial connection, exercise, relaxation and travel, while showcasing cultural vitality. Public space also offers collision space for neighbours to in-teract, which helps decrease feelings of loneli-ness, isolation and improve mental health.33

So too, well-designed public spaces drive eco-nomic growth. Public parks have been found to provide a 5-20% increase in property val-ue by generating jobs, lowering infrastructure

costs, and attracting residents, businesses and private investment.34 Public space provides ex-tended area for businesses to safely operate outdoors and local tourists to explore Down-town. Redesigning and reopening these spaces to allow safe social interaction will help main-tain their economic value while improving over-all community wellness and vitality.

Amiskwaskahegan (Beaver Hills House Park), Photo Credit: Jordan Riemer

BUSINESS TIP #4 CREATE A PLATFORM FOR COMMUNITY ENGAGEMENT

WILD HEART COLLECTIVEWild Heart Collective is passionate about build-ing resilient and colourful communities through event programming. The organization plans ini-tiatives, engages in special event production and assists with small business development to give the community what it wants. When cre-ating an inclusive platform, their first step is to identify individuals with unique knowledge and

skillset. Utilizing public space, Wild Heart Col-lective acts as a bridge to fill community gaps, identify key issues and unite diverse stakehold-ers. Their festival work, public market and con-sulting activity increases resiliency by strength-ening social cohesion and providing engaging spaces for visitors to interact.

STRATEGY #2 UTILIZE PUBLIC SPACE

24a resilient downtownDowntown Business Association

PLACE MAKINGPublic spaces have the potential to become great places – an environment where people can invest meaning and develop cultural vitali-ty.35 Placemaking is the process of reimagining and reinventing public space to create a place for people to form community connections. A great place offers sociability options, multi-use activities, accessibility, connectivity and com-fortability.36 Initiatives are low-cost but high impact. The process of placemaking encour-ages relationship building by attaching people to their environment through creative activa-tion projects. Placemaking activity engages multiple stakeholders to expand the commu-nity’s capacity, increase shared value and de-velop cross-sector collaboration – all central components of resiliency building.32

PARKING DAY PARK(ing) Day allows community members to reimagine the street by temporarily transform-ing a parking stall into an entertainment space, parklet, artistic display or other public space.37

The initiative allows participants to experiment with reprograming the public realm and devel-op a sense of civic pride. An 8 by 24 feet stall becomes an incubator for urban prototyping, program development and community en-gagement.37 Last year, Downtown participants created pop-up libraries, photo booths, art in-stallations, clothing sales, yard games, craft stations, tea parties, playgrounds, patios, im-prov shows and mini-golf courses. 38

Parking Day Submissions, Photo Credit: Amos Kajner-Nonnekes

Parking Day Submissions, Photo Credit: Amos Kajner-Nonnekes

25a resilient downtownDowntown Business Association

Public art plays a vital role in the community, as it is free, accessible and open to everyone. Public art also boosts financial resilience and urban revitalization by reducing crime, increas-ing community engagement and spurring re-development projects.39 Beyond paintings or sculptures, public art can take many forms and serve different purposes. Public art connects people by creating a touchstone, a vibrant des-tination or recognizable landmark. Often public art helps stimulate a space by promoting festival and event programming. In turn, these events generate civic pride, cultivate a sense of belong-

ing, strengthen community ties and draw peo-ple to the core. While public art can sometimes feel mass-produced or industrial, it can and should accurately represent the neighbourhood. Through shared ownership, a community can use public art to recognize, inspire, celebrate, and protect shared values, thereby kickstarting engagement. Greta McLain, from Good Space Murals, speaks about the power of the commer-cial billboard. She notes that public art allows us to take back our stories, share how we see our-selves and showcase where we are heading as a Downtown community. 39

“Public art activates public space”AMOS KAJNER-NONNEKES, DESIGN, ET CETERA.

STRATEGY #3 PROMOTE PUBLIC ART

Transition Mural by Josh Holinaty and Luke Ramsey, Photo Credit: Jordan Riemer

26a resilient downtownDowntown Business Association

ENGAGE THE PEOPLEIn 2017, after removing a mural and monument, Mural Arts Philadelphia invited 20 artists and hundreds of thousands of Philadelphians to an-swer a single question: “What is an appropriate monument for the current city of Philadelphia?” They received 4,500 answers. Researchers learned that monuments should represent im-portant social movements, showcase diverse

or grassroots individuals, and signal hope for sol-idarity.40 The survey also offered strategies for developing civic pride and engaging stakeholder feedback to learn community values important for guiding the monument creation process.

HOW TO CONNECT ARTISTIC PROJECTS TO PLACE:

ʃ Build on local resources and assets

ʃ Tell an authentic story

ʃ Engage various stakeholders to inform artistry

ʃ Allow the community to participate

ʃ Document and celebrate the process

Talent acquisition and retention is critical to the strength and resiliency of our Downtown community. The disruption of COVID-19 creates new market dynamics wherein our creators, entrepreneurs and organizational leaders are being forced to consider the value of living in Edmonton versus other cities, provinces or countries. Our success in preserving and growing our base of talent will breed greater resiliency, as talent attracts talent. Creating a network of entrepreneurs, artists and business owners can help foster a culture of learning and innovation that stands to drive our economic recovery.41 We need to identify and employ strategies to retain top talent, particularly in times of crisis or disturbance.

ISSUE #2 RETAINING TALENT

27a resilient downtownDowntown Business Association

Artists, entrepreneurs, activists and engaged citizens help build and shape Downtown. They move us through difficult times by providing music, food, art, innovation, entertainment, humor, relief and much more. We rely on creators to maintain social resiliency and sustain our community when chal-lenged. Places with energy and activity stimulate, inspire and enhance local vibrancy by engaging visitors emotionally. We have an opportunity to work with, encourage and retain our local entrepre-neurs and artists by taking the following actions:

ʃ Recognize Talent. Community leaders can stimulate creativity by spotlighting our network of Downtown creators.

ʃ Offer Short Term Studio Space. Property owners could consider renting out temporary studio space at reduced prices until development or long term tenancy occurs.

ʃ Develop Activity Hubs. Developers can facilitate creation by building spaces for creators to network, connect and showcase their art to the public.

ʃ Collaborate Business. Owners can invite creatives to participate in joint events to enhance the experiential nature of their offerings or business environments.

Creativity is a natural resource but unlike oil or coal, the more of it you use, the more you generate.PETER KAGEYAMA, FOR THE LOVE OF CITIES

WHAT ARE OTHER CITIES DOING?In 2006, a Winnipeg developer creating a new housing project called The Edge Artist Village on Main Street to provide artists an affordable place to live and work.42 The Edge’s founder created the space to revitalize the street, provide artists24 hour access to the neighbourhood and increase security and stability in the broader community.43 The gallery hosts art exhibitions, workshops, classes and musical events.44

STRATEGY #1 ENCOURAGING CREATIVES

28a resilient downtownDowntown Business Association

STARTUP EDMONTONStartup Edmonton created a tech communi-ty that welcomes, encourages and facilitates student involvement. They offer programming, courses, speaker series, workshops, co-work-ing space, group support, networking opportu-nities and educational updates to students in addition to their work supporting new entrepre-neurs. In six years, the organization has worked with thousands of post-secondary students to

get involved and invest in the Startup commu-nity. 46 In 2020, Startup Edmonton received a $250,000 grant from Western Economic Di-versification (WD) Canada to launch a Student Founders Program for young entrepreneurs building early-stage tech-enabled products or businesses.47

There are over 40 different education providers in Downtown Edmonton, drawing thousands of students Downtown via public transporta-tion methods. Student engagement initiatives should support, empower and engage students as leaders in their community.45 By strength-

ening student relationships and expanding post-secondary partnerships, Downtown can encourage young visitors to contribute their tal-ents and participate in building the community.

Source: Interview with Anastasia Lim, ED of Community Relations, University of Alberta

1. Create a destination. Students are purpose-driven. Organize an event, festival or themed activity that will peak interest and draw students to the core.

2. Consider transportation cost. Students are aware of cost-benefit. Leverage your unique offering to persuade students to travel Downtown.

3. Recognize affordability. Students are price-conscious. Promote student discounts, sidewalk sales, special programming, set menu items or cost-effective activities.

4. Offer development opportunities. Students are eager to learn. Utilize students’ unique knowledge, skills, talent and experience by creating internship and community outreach oppor-tunities.

5. Facilitate a place for gathering. Students are social. Create locations for interaction and recreation among individuals, student groups and faculties.

6. Friendly rivalries. Students are competitive. Develop challenges for students across and be-tween campuses that benefit Edmonton as a whole.

6 TIPS TO ATTRACT STUDENTS

STRATEGY #2 STUDENT ENGAGEMENT

29a resilient downtownDowntown Business Association

Driver 4: Developing InterconnectivityA HUB, NOT AN ISLAND

Interconnectivity refers to the nature and strength of different interactions or compo-nents. In a social network, businesses and or-ganizations act independently inside a system of connections.48 Interconnectivity strengthens resiliency by first building relationships and a community of support. Actors in an intercon-nected system can more easily learn, connect, share resources, travel to and build trust with one another. Secondly, developing interconnec-tivity reduces the impact of disturbance after a shock or stress. Adding connections requires identifying obstacles, eliminating inefficiencies and removing barriers. Recent strategies during COVID-19 illustrated these benefits. Our Down-town core is stronger together.

The Downtown community is certainly not lim-ited to the boundaries of the Business Improve-ment Area. Edmonton is a network of over 400 neighbourhoods linked together by nodes and corridors,49 with Downtown Edmonton acting as its hub for policy, commerce, art, entertainment, innovation and employment. The resiliency of our community is strengthened by ensuring that strong links and access points continue to exist in and out of Downtown during COVID-19 and beyond.

30a resilient downtownDowntown Business Association

Improving transportation networks is critical for ensuring sustainability, economic development and good health51 Downtown Edmonton is making moves to improve access to active and public trans-portation methods. Relying only on driving or vehicular navigation can negatively impact individu-als, communities and the environment.52 On the contrary, expanding transportation options helps mitigate the impacts of traffic jams, road maintenance, air pollution, fuel consumption, increased stress and commuter time.52 By enhancing structural interconnectivity, visitors can more easily trav-el Downtown, find their destination, facilitate meetings and discover new products or services, rein-forcing economic, social and environmental resiliency.

63% of millenials want to travel without a car.50

ISSUE #1 TRANSPORTATION

104 th Street Bike Rack, Photo Credit: Jordan Riemer Shared Pathway Traffic Cone

Active transportation refers to human-powered movement such as walking or biking. Active transportation networks not only improve con-nectivity and accessibility but also safety, equi-ty, and economic development.50 Well-connect-ed cities attract and retain top talent, increase job creation and property value.50 Active trans-portation also improves social, physical and

mental health, thereby lowering health costs and saving lives.50 Finally, active transportation supports inclusivity for minorities including the elderly, children and those who cannot drive.50 By building up and reinforcing active networks, we can serve a wider population and develop Downtown’s capacity for growth as traffic es-calates with increased residency.

STRATEGY #1 ACTIVE TRANSPORTATION NETWORKS

31a resilient downtownDowntown Business Association

WALKABILITYDowntown is the 2nd most walkable neighbour-hood in Edmonton with a walk score of 86, meaning most errands (visits to coffee shops, bars, grocery stores, parks, schools and en-tertainment) are accessible by walking53. Our Downtown streets are connectors,  access points and spaces to explore.

17% of walking trips in Edmon-ton and the surrounding regions are made to, from and within the Downtown sector (2015).54

ʃ Build a Center: main streets, parks and public spaces provide a center for gather-ing and play

ʃ People: more residents and visitors to Downtown Edmonton allow public transit to run frequently and flourish

ʃ Pedestrian Design: buildings orientated close to the street with parking lots in the back encourages greater pedestri-an use

ʃ Complete Streets: streets designed for micro-mobility, pedestrians and transit encourage walkability

WALKING AND BICYCLE TRIPS IN THE DOWNTOWN SECTOR

*Statistics from 2015 Edmonton and Region Household Travel Survey: Summary Report, April 2018.

Source: Walkable Neighbourhoods, Walk Score

WHAT MAKES A PLACE WALKABLE?A well-designed street allows people to interact spontaneously and make connections. Chance en-counters generate touchstones that later help spark and actualize new ideas. There are a few tangi-ble ways we can improve walkability:

32a resilient downtownDowntown Business Association

Rice Howard Way, Photo Credit: Jordan Riemer

MICRO-MOBILITYAs Edmonton expands transportation networks, residents are finding and championing smaller forms of travel to cross short-distances. These transportation methods are considered forms of micro-mobility. Micro-mobility includes elec-tronic scooters, bikes, skateboards, Segways and hoverboards. Basically, a vehicle is

micro-mobile if it is more suited to travel in a bike lane than a sidewalk or vehicle-occupied road. While a new concept, research shows that we have only scratched the surface when it comes to vehicle and mobility design.55

When you’re driving, you’re focused on the road and you miss things, the beautiful things in your community. If you’re not out walking, not only are you more sedentary, but you also don’t gain thatemotional connection to people. MARIAH SAMJI, INFILL DEVELOPMENT IN EDMONTON ASSOCIATION

33a resilient downtownDowntown Business Association

DOWNTOWN BIKE NETWORKOn August 1, 2017, Edmonton’s Downtown Bike Network opened with over 7.8 km of “protected bike lanes, shared roadways, and paths for public use.”56 One year in, a Downtown Comfort Survey found 84% of cyclists and 55% of pedestrians had a better impression of Downtown because of the network.57 Bicycle counts averaged 582 peak volume in the morning and 768 in the evening. The network added positive and safe active transport within Downtown.57

SCOOTERSElectronic scooters are a sustainable and efficient form of travel, cutting back on CO2 emissions. Lime Riders around the world took more than 50 million trips in less than two years.58 Scooters can travel on bike lanes, shared pathways, streets and roads with a limit of 50km/h or less.59

RIVER CITY REVIVAL HOUSE - SKATE SHOESWhen COVID-19 first shut customers indoors, River City employees sprang into action, wheeling out of the restaurant in skate sneakers to deliver orders across Downtown Edmonton.

The Downtown Bike Network can rearrange to complement new projects, changes in infra-structure and shifts in traffic patterns. Adapt-ability is integral for improving connectivity.

Japer Ave & 103 Street, Photo Credit: Jordan Riemer

34a resilient downtownDowntown Business Association

STRATEGY #2 PUBLIC TRANSPORTATION NETWORKS

Urbanism puts pressure on public transporta-tion systems. As our city expands, our public transportation system needs to offer demo-graphics living both inside and outside access to the core. Transportation systems that are convenient, safe, affordable and have broad

coverage support growing interconnectivity needs.60 By expanding our public transportation infrastructure, we can improve travel efficiency and reliability, thereby drawing more residents, employees and businesses Downtown.

LRT EXPANSIONEdmonton is investing in LRT infrastructure to meet the future demands of a growing, modern city.61 Improving accessibility and connectivity across Edmonton will ensure flexible transportation op-tions for an increasing population conectivity tivity across Edmonton will ensure flexible transporta-tion options for an increasing population.

ʃ Capital Line: South – design complete ʃ Valley Line: West – procurement phase ʃ Valley Line: Southeast – construction started ʃ Metro Line: Northwest – construction started

URBAN GONDOLAPrairie Sky is looking to build an urban gondola that will transport Edmontonians from Old Strathco-na through West Rossdale to Downtown. A gondola provides fast, reliable and sustainable transpor-tation by connecting central nodes in our city's core. The project not only enhances interconnectivity but aims to unlocks potential for development in and around each station.62

BUSINESS TIP #5 MAKE ACCESSIBILITY THE NORM

GLASS BOOKSHOPOwners Jason Purcell and Matthew Stepanic created a welcoming event space for commu-nity gathering. In 2019, Purcell and Stepanic opened Glass Bookshop in City Centre Mall after a long search. They wanted an area that was wheelchair accessible and connected to the transit system. Setting up a pop-up shop in the mall allowed them to provide connectivity. Customers could use elevators, escalators and pedways to access their store.

However, when COVID-19 closed their shop, they had to find new ways to provide their cus-tomers merchandise. They decided to offer free delivery so that those isolating could still have access to books. By driving to different areas of the city, they learned who their customers were and expanded beyond the core. Knowing their customer's preferences helped direct and im-prove product selection and customer service.

35a resilient downtownDowntown Business Association

Mixed-use development combines three or more building uses into one space or structure.66 Combinations of use could include recreation, tourism, retail, entertainment, edu-cation, employment, health, arts, culture, her-itage, parking or residential. Beyond building new developments, opportunities may exist to repurpose our current buildings, and blend of-

fice and residential in Downtown Edmonton to serve multiple, changing needs. Mixed-use de-velopment helps increase housing density, en-ergy efficiency, neighbourhood character and integration of transportation, thereby improving interconnectivity and strengthening local resil-iency.66

Interconnected public spaces require frequent activation. We can support resiliency long-term by avoiding mono functionality – building areas of only residential or only offices.63 Edmonton has a reputation for low-density, dispersed and single-use development, but the City is making chang-es.64 Mono functional cities tend to contain concentrated areas (i.e. mainly retail and residents) and zones with little activity.65 Mono-functional spaces contain activity to a particular area, thereby dividing the Downtown, reducing interconnectivity and weakening resiliency. Pedestrian presence in the day and night helps put eyes on the street, which improves feelings of safety and security.65 A mix of business and residential types in the Downtown, however, can increase interconnectivity and inclusivity. By diversifying use within buildings and neighbourhoods, we can support greater density, inspire design work and attract more business and visitors to our community.

ISSUE #2 MONO FUCTIONALITY

STRATEGY #1 MIXED USE DEVELOPMENT

36a resilient downtownDowntown Business Association

Community hubs help facilitate innovations needed to spur growth. A hub could be a pla-za, green space, building, street, or space de-signed for people to congregate.67 Community hubs are often multi- functional in design, offer-ing residents access to live-work opportunities, co-working offices, resources, workshops or courses.67 Our tech industry recently exploded

in Downtown Edmonton with the help of incu-bators, accelerators and co-working spaces. Pre-COVID-19, Edmonton also saw the begin-nings of a food renaissance. Our community can support momentum by building inclusive hubs suitable for activity, discovery, experimen-tation and innovation.

Final ThoughtsWhile Edmonton is undergoing a period of uncertainty and transition, the Downtown community has strong foundations that can be built upon to lead the recovery from COVID-19. Now is the time to act strategically to foster innovation, enhance inclusivity, strengthen community vitality and develop interconnectivity, which will further enable the Downtown Edmonton community to recover, adapt and grow through COVID-19 and beyond.

STRATEGY #2 CREATE MULTI-FUNCTIONAL HUBS

BUSINESS TIP #6 ACTIVATE THE STREET

DIALOGEvery year, Dialog, an architectural design firm, closes a part of 104 street in front of their Ed-monton studio to host their annual street hock-ey tournament and entertain Downtown with their skills. Their initiative challenges precon-ceptions by activating the street in a new way and reimagining its function.

Beyond a place for transportation, Dialog con-siders the road a living laboratory for experimen-tation and opportunity to practice innovation. Their hockey tournament draws employees, neighbors and visitors together to strengthen community connection and increase vibrancy in the neighborhood.

37a resilient downtownDowntown Business Association

References1. https://ssir.org/articles/entry/social_innovation_and_resilience_how_one_enhances_the_other

2. https://www.mplsdowntown.com/wp-content/uploads/2019/02/IDA-VODT_Minneapolis_Fi-nal1.pdf

3. https://ontarioplanners.ca/blog/planning-exchange/august-2019/urban-resiliency-what-is-it-and-why-does-it-matter

4. https://www.uschamberfoundation.org/bhq/leading-way-community-resilience-0

5. https://www.forbes.com/sites/jasonbloomberg/2014/09/23/innovation-the-flip-side-of-resil-ience/#4a25b5344d9a

6. https://www.forbes.com/sites/markbeech/2020/03/25/covid-19-pushes-up-internet-use-70-streaming-more-than-12-first-figures-reveal/#72eb538b3104

7. https://www.cpacanada.ca/en/news/canada/2020-07-09-returning-staff-covid-19

8. https://www.worldbank.org/en/topic/inclusive-cities

9. https://blogs.worldbank.org/sustainablecities/building-safer-more-inclusive-and-more-resil-ient-cities

10. https://ctb.ku.edu/en/table-of-contents/culture/cultural-competence/inclusive-communities/main

11. https://americas.uli.org/wp-content/uploads/ULI-Documents/10P_BuildingResilience.pdf

12. https://www.edmonton.ca/programs_services/programs-housing.aspx

13. http://homewardtrust.ca

14. https://www.homelesshub.ca/about-homelessness/homelessness-101/cost-analysis-home-lessness

15. http://homewardtrust.ca/wp-content/uploads/2016/12/A-Place-to-Call-Home-—-Edmontons-10-Year-Plan-to-End-Homelessness.pdf

16. http://endhomelessnessyeg.ca/wp-content/uploads/2017/07/Edmonton-Full-Booklet-web.pdf

17. https://homelesshub.ca/sites/default/files/attachments/2.3%20CPHI%20Mental%20Health%20Mental%20Illness%20and%20Homelessness.pdf

18. https://www.epl.ca/outreach/

19. https://foodsecurecanada.org/sites/foodsecurecanada.org/files/fsc_-_growing_resilience_eq-uity_10_june_2020.pdf

20. https://futurecitiescanada.ca/stories/covid-19-shines-light-on-the-inequality-of-the-food-sys-tem/

21. Food Banks Canada. (2019). Hunger Count: 2019 Report.

22. https://link.springer.com/article/10.1007/s10900-015-0147-5

23. https://sustainontario.com/2020/07/17/now-is-the-time-to-build-sustainable-food-system-re-silience/

24. https://yegdtmarket.com/about/the-history-of-the-city-market-downtown/

25. https://umanitoba.ca/institutes/natural_resources/pdf/theses/Looy,%20Teresa.MNRM%202016.pdf

38a resilient downtownDowntown Business Association

26. https://www.brandonu.ca/research-connection/rc-article/community-gardening-for-social-re-silience/

27. https://www.edmonton.ca/programs_services/landscaping_gardening/pop-up-communi-ty-gardens-pilot.aspx

28. https://www.urban.org/sites/default/files/publication/50676/311392-Cultural-Vitality-in-Com-munities-Interpretation-and-Indicators.PDF

29. https://www.frbsf.org/community-development/publications/community-development-invest-ment-review/2019/november/culture-and-creativity-are-fundamental-to-resilient-communities/

30. https://www.youtube.com/watch?v=cJKxvADyvLg

31. http://www.businessandarts.org/wp-content/uploads/2018/07/CT-Canada-Report.pdf

32. https://www.pps.org/article/placemaking-drives-resilient-cities

33. https://www.edmonton.ca/programs_services/for_communities/urban-isolation-men-tal-health.aspx

34. http://www.mayorsforparks.org/why-parks-matter.html

35. https://www.pps.org/article/placemaking-and-place-led-development-a-new-paradigm-for-cit-ies-of-the-future

36. https://www.pps.org/article/what-is-placemaking

37. https://www.edmonton.ca/city_government/initiatives_innovation/citylab/parking-day.aspx

38. https://www.youtube.com/watch?time_continue=44&v=bpIHeUuzNYQ&fea-ture=emb_logo

39. https://www.strongtowns.org/journal/2019/7/10/its-the-little-things-35

40. https://monumentlab.com/s/ML_Report_to_the_City_Web.pdf

41. http://www.creativeclass.com/rfcgdb/articles/Catalyst.pdf

42. https://www.cbc.ca/news/canada/manitoba/new-artist-village-to-open-in-winnipeg-s-ex-change-district-1.604490

43. https://umanitoba.ca/faculties/architecture/media/CiP_2009_Barb.pdf

44. https://edgevillage.com

45. https://www.alberta.ca/student-engagement.aspx

46. https://studentstartuplife.com/programs/overview

47. https://www.eedc.ca/wp-content/uploads/2020/06/2019-Report-to-the-community.pdf

48. https://applyingresilience.org/en/principle-2/

49. https://www.edmontonsarchitecturalheritage.ca/index.cfm/neighbourhoods/

50. Speck, J. (2018). Walkable City Rules: 101 Steps to Making Better Places.

51. Mosaberpana, M., & Khales, S. D. (2013). The Role of Transportation in Sustainable Devel-opment. ResearchGate.

52. https://www.transportationefficient.org/benefits-transportation-efficiency/

53. https://www.walkscore.com/CA-AB/Edmonton/Downtown

54. https://www.edmonton.ca/transportation/RoadsTraffic/2015_HTS_SummaryReport.pdf

39a resilient downtownDowntown Business Association

55. Rasheq Zarif, D. M. (n.d.). Small is beautiful. Deloitte.

56. https://www.edmonton.ca/transportation/using-downtown-bike-network.aspx

57. https://www.edmonton.ca/transportation/The_Downtown_Bike_Network_Interim_Report.pdf

58. https://www.li.me/second-street/lime-celebrates-50-million-rides-in-18-months

59. https://www.edmonton.ca/transportation/cycling_walking/bike-electric-scooter-sharing.aspx

60. https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Sustainability/Our%20Insights/Elements%20of%20success%20Urban%20transportation%20systems%20of%2024%20global%20cities/Urban-transportation-systems_e-versions.ashx

61. https://www.edmonton.ca/projects_plans/transit/future-lrt-projects.aspx

62. https://www.prairieskygondola.com

63. https://www.resite.org/stories/design-and-the-city-human-centered-smart-cities-with-marian-thi-tatari

64. https://www.edmonton.ca/city_government/documents/Attachment_1_Trends_and_Emerg-ing_Directions.pdf

65. https://yourvoiceyourlaunceston.com.au/2783/documents/3824

66. https://www.urban-hub.com/buildings/mixed-use-buildings-for-diversified-sustainable-sites/

67. https://www.edmonton.ca/city_government/documents/PDF/CommunityHubs.pdf

A RESILIENT DOWNTOWNHow the Downtown Edmonton Community Can Continue to Recover, Adapt and Grow Through COVID-19 and Beyond

@dbayeg

@dbayeg

facebook.com/dbayeg

www.edmontondowntown.com