Attachment 1

Edmonton Downtown Development Corporation

Business Plan

2003

Contents

A.Origin and History

B.Impetus for Change

C.Mission

D.Strategic Directions

E.Key area – Advocacy and Communication

E.2Initiative – Downtown First

E.3Initiative – Downtown Data on the Internet

E.4Initiative – City Council Relationship Building

E.5Initiative – Membership Development

F.Key area - Planning

F.1Discussion

F.2Initiative – South Boyle Street Redevelopment

F.3Initiative – Transportation and Access

G.Key area - Projects

G.2Project: Arts District Partnership

G.3Project: City Market

G.4Project: Jasper East Village

G.5Initiative – Project Identification

H.Resources

H.2Actions

I.Governance

A.Chairs message

The past year for the DDC saw the continuation of some important initiatives.

Sir Winston Churchill Square Redevelopment

  • The DDC Board was represented on the steering committee of this important civic project.
  • The Board of the DDC considers this proposed Legacy Project to celebrate the City of Edmonton’s Centennial as one of the most important downtown redevelopment projects to date. This opportunity to create a world class central square to demonstrate our magnificent growth as a major North American city can not underestimated and must not be deferred or reduced.

Arts District (Chairman, Doug McConnell)

  • Hiring of Tracy Elofson as a full time coordinator to facilitate the work of the Arts District Partnership
  • Launching of new website (
  • Hugely successful 5th annual Arts District Open House

Jasper East Village (Chairman, John Webster)

  • Historic designation and restoration of Kingston Powell (Fix and Smith) Building, 97 Street.
  • Began façade development on the Cowan Building and Canadian Furniture Building
  • Launched website (

City Market

  • With the pending sale of the market property, present vendors and loyal users ensured that members of City Council were reminded of the importance both culturally and historically of this over 100 year old institution.
  • The DDC continues to play an active role in identifying an alternative venue to ensure a public market remains downtown.

In January 2003, the Board of the DDC had one of its most comprehensive planning sessions entitled ‘The Downtown Job’, which focused on what needs to be done to ensure a vital downtown, who is doing what and how can it be done better.

As a result of this planning session, it was agreed that the downtown would greatly benefit from a review of all the existing downtown organizations and produce a more productive approach to representing and promoting the ‘heart and soul’ of our city. Since then I have had meetings with senior members of the Chamber of Commerce, The Downtown Business Association, The City of Edmonton City Manager and the Mayor.

I have had nothing but an enthusiastic response to the review of developing a more focused, less fragmented strategy to better manage, maintain and market our downtown. The Board of the DDC commits to playing a lead role in this redevelopment process.

The Business Plan for the Edmonton Downtown Development Corporation reflects our commitment to work on this challenging issue, while continuing to advance the important initiatives we undertake under our mandate.

Bob Walker, Chair

B.Origin and History

Intensified efforts to revitalize Edmonton's downtown area began in 1983. That year the Mayor's Task Force on the Heart of the City recommended the formation of a downtown development corporation to ensure the momentum and commitment required for successful revitalization would be sustained, and downtown interests could be organized into a cohesive and effective form. Partnerships between the private and public sectors would also be essential for effective downtown revitalization. Research of different public/private partnership organizations in Canada and the United States demonstrated downtown revitalization had been most successful in circumstances where corporations were created separate from the Civic Administration.

As a result of the Task Force's report, the Edmonton Downtown Development Corporation was established in 1986. Its mandate was to combine resources, expertise and leadership of both public and private sectors within one umbrella organization. The EDDC would be capable, either alone or in joint ventures with others, of undertaking projects that were in the public interest, and contributed to the revitalization of downtown within the framework of the Heart of the City Task Force's final report.

Since that time, the EDDC has been a vehicle for the promotion and coordination of projects benefiting downtown and complementing private investment. The leadership and expertise has come from the private sector, as a result of the composition of the Board. Members have the opportunity to affect public policy and become involved in shaping the city.

C.Impetus for Change

Much has changed since the creation of the Downtown Development Corporation. This applies to downtown issues as a whole, but also how the public sector and private sector can respond to those issues, what resources are available, and who comprises Downtown stakeholders. Once primarily tenanted by office and retail uses, downtown is now an emerging community of residents, educational institutions, arts and cultural destinations and is the venue for a growing number of special events.

The work done since 1994 to create and then implement the Capital City Downtown Plan (1997), has contributed significantly to the changes downtown has experienced. There are many success that have resulted from the work of all of the organizations which supported the plan, and the impact of those initiatives will continue to have a positive effect on downtown. There remains much to be done, however, and it is imperative that the work of so many vested individuals and organizations be coordinated in such a way as to be effective in implementation and efficient in the use of resources.

In recognizing this need, the DDC Board is committed to working towards the best organizational solution for downtown, while continuing to undertake the much-needed work to be done under the existing mandate. The following initiatives reflect the priorities established by the Board that are specific to that mandate, however it should be noted that there are several other pressing issues that the DDC recognizes as urgent for downtown. These include marketing and maintenance issues that are not within the purview of the DDC’s mandate.

D.Mission

The Downtown Development Corporation exists to ensure that the Edmonton Region enjoys all the benefits of a vibrant, prosperous and attractive downtown.

E.Strategic Directions

In the recent past the DDC undertook an intensive review of its governance policies. As part of that review the DDC adopted Carver’s approach to governance and in defining the focus and drivers for the organization. The result was the development of several global ends that capture the ultimate goal of the DDC, and provide structure for its efforts. These are:

  • A downtown that is the primary centre of business activity of the Edmonton Region;
  • A downtown that has functional, accessible, and inspiring public spaces;
  • A downtown that has a densely populated resident community;
  • A downtown that has rich and dynamic cultural and entertainment activities;
  • A downtown that successfully utilizes historical districts and historical buildings;
  • A downtown that has great access from all parts of the city;
  • A downtown that is surrounded by strong and viable neighbourhoods;

The DDC recognizes the complexity of the challenges facing downtown, and the interdependence of approaches to meet those challenges. It has organized its work into 3 key focus areas, each addressing numerous actions that support the ends. They are Projects, Advocacy & Communication, and Planning.

F.Key area – Advocacy and Communication

Discussion

An important role of the Downtown Development Corporation is to assess issues, develop positions on matters of public interest and communicate those to public and private interests.

F.2Initiative – Downtown First

Downtown First has been the coordinated effort of the DDC and stakeholders from other organizations to put downtown on the agenda of all levels decision makers of government.

Goal

To secure commitments from the 3 orders of government to make the vitality of downtown a priority in policy development and implementation and when making logistical decisions.

Actions

  • Prepare presentation supporting the adoption of Downtown First
  • Coordinate meetings with key individuals to ensure its implementation
  • Identify opportunities to collaborate with Calgary initiatives to secure province wide support

F.3Initiative – Downtown Data on the Internet

Goal

To have information available on the Internet regarding downtown projects – both private and public – and promote a forum for information exchange.

Actions

  • Collaborate with industry partners to develop key components of information to be displayed and efficient, cost effective means of updating it
  • Develop website with backend database capable of maintaining information in a current usable format

F.4Initiative – City Council Relationship Building

Goal

To have effective two-way communication with City Council, providing reports on progress and responding to Council Inquiries on issues related to DDC’s mandate.

Actions

  • Provide regular reports to City Council
  • Organize biannual meetings to discuss pertinent issues
  • Monitor Council Agendas for items impacting downtown, and advise council on positions
  • Be a resource to Council for input and information

F.5Initiative – Membership Development

Goal

To develop strong corporate commitment to downtown.

Actions

  • Organize 8 members receptions per year
  • Provide members with opportunities to participate on DDC committees
  • Distribute Monthly Newsletter

G.Key area - Planning

Discussion

It is important to be continually looking ahead, anticipating change and opportunity. The City has many plans that impact on the success of downtown, and there is an ongoing need to review and update them. The DDC seeks to proactively identify areas or issues where long term visioning and strategic directions can enhance downtown or attract significant investment.

G.2Initiative – South Boyle Street Redevelopment

Goal

To spur private development in South Boyle Street.

Actions

  • Review existing plan documents and recent development trends, ownership of developable land
  • Build case for reinvestment through financial analysis of development potential and benefits to community
  • Produce concept plan for area – similar scope as East Village in Calgary
  • Identify and advocate for initiatives that will stimulate infill development, primarily housing, and evaluate other city programs for their application potential in this area (such as Housing Investment Program)

G.3Initiative – Transportation and Access

Goal

To ensure long term planning for transportation supports the vision of an intensely developed and highly utilized core, and that strong connections are emphasized between downtown and its surrounding communities.

Actions

  • Meet with Chamber of Commerce Transportation Committee to share information and priorities
  • Establish priorities of short, mid and long-term improvements to transportation and access

H.Key area - Projects

Discussion

The Downtown Development Corporation remains project-focused and works on a number of seemingly separate initiatives that all play a role in a vital downtown. With some of the projects identified, the DDC has an ongoing commitment to, while others are considered highly desirable and worthy of further development.

In order to facilitate emerging initiative and identify opportunities as they arise, the DDC has reinitiated its Project Identification Committee.

H.2Project: Arts District Partnership

The Arts District Partnership was formally named in 1996, following an intensive consultation with community stakeholders and District venues. Following the example of several other successful cities, the DDC brought together key parties to ensure that the Arts District continued to develop into the vibrant heart of the downtown that it is becoming.

The Partnership has responded to changes and growth in the district by emphasizing activities that will result in the most impact. Currently, the Partnership is focused on intensive promotion and communication efforts and is eager to assist with future developments to Churchill Square that will ensure its ongoing success once improvements are made.

Goal:

Vibrant, well managed and maintained public spaces that provide activities to a attract passive and active users to the District

Actions

  • Work with groups including Night of Artists, the Downtown Business Association, Art and Design in Public Places and City Market Vendors to develop ‘market’ environment on Molson (Centennial) Plaza
  • Promote through joint marketing initiatives with Edmonton Tourism and area hoteliers
  • Produce the Annual Arts District Open House, showcasing the area venues and introducing new customers to the entertainment and arts offerings in a unique format

H.3Project: City Market

Since assuming responsibility for the management of the City Market in 1998, the market has undergone significant changes, particularly in the areas of safety and public awareness. The future of the Market at its current location is uncertain, however the DDC remains committed to the ongoing presence of a Downtown Market, as there has been for over 100 years.

Goal

To promote and develop the current market vendor and customer base, while working to ensure it has a long-term future role in the downtown.

Actions

  • Expand the Market to utilize more outdoors space in the summer and build base of seasonal vendors
  • Evaluate various site alternatives for the market to be located in the future, including indoor and outdoor options
  • Operate and promote related market activities such as bedding plant season, Christmas Craft Fair and others

H.4Project: Jasper East Village

Alberta Main Street Funding for the Jasper East Village is nearing its end, and the Steering Committee has been focused on ensuring properties eligible for improvements are completed in time to receive funding.

Goal

To ensure long term positive impact for the investment in the façade improvements and preservation of historic properties is realized.

Actions

  • Complete coordination of remain façade improvements
  • Complete design guidelines and have them adopted in conjunction with other relevant guidelines administered by the City of Edmonton
  • Facilitate business attraction efforts in the area
  • Establish ongoing support needs for Marketing and Economic Development Committees

H.5Initiative – Project Identification

The Project Identification Committee of the DDC looks for project opportunities for the organization, and evaluates the level of DDC participation in them. The level of involvement can range from facilitation and promotion to undertaking projects independently.

Goal

To ensure that the DDC is responsive to opportunities to effectively act as catalyst and/or proponent of downtown revitalization projects.

Actions

  • Review projects that have been contemplated (such as a new Arts Hab project, Civic Museum and completion of Louise McKinney Riverfront Park) and assess potential for success
  • Work with community stakeholders regarding non-DDC projects that are being contemplated, to facilitate development
  • Determine and maintain timelines for DDC involvement

I.Resources

Discussion

The DDC has a core staff of three – an Executive Director, Project Manager and Administrative Assistant. Additional staff is retained on a contract basis to work on specific initiatives. This addition is dependant on project funding.

Primary funding sources include the City of Edmonton (45%), Membership (20%), and Property Management (35%). This core budget of $210,000 is augmented by project specific funding and netted against expenses. Currently, grant funding is being used to advance the agenda of the Arts District Partnership and the Jasper East Village. Funding for both of those projects will end during 2003.

Currently, the DDC is located in Chancery Hall. While there are many advantages to this location, it is not easily accessible from other groups with a common mandate and interest.

I.2Actions

  • Review use of Property Management Revenue and redirect towards project development, either through selling the property or using existing line of credit
  • Assess possibility of relocating offices to co-locate with other organizations, with possible resource/staff sharing
  • Seek sustaining funding for the Arts District Partnership
  • Secure grant funding and sponsorship for unfounded initiatives

J.Governance

The Edmonton Downtown Development Corporation has adopted policies that govern the role of the Board, the Directors, Chair and Executive Director and the relationships between each.

The entire policy is attached as an appendix to this Business Plan.