AGENDA

SPC ON PLANNING AND URBAN DEVELOPMENT

June 5, 2019, 9:30 AM IN THE COUNCIL CHAMBER Members

Councillor J. Gondek, Chair Councillor R. Jones, Vice-Chair Councillor G-C. Carra Councillor J. Davison Councillor P. Demong Councillor D. Farrell Councillor W. Sutherland Mayor N. Nenshi, Ex-Officio

1. CALL TO ORDER

2. OPENING REMARKS

3. CONFIRMATION OF AGENDA

4. CONFIRMATION OF MINUTES

4.1 Minutes of the Regular Meeting of the SPC on Planning and Urban Development, 2019 May 01

5. CONSENT AGENDA

5.1 Status of Outstanding Motions and Directions – Planning and Urban Development, PUD2019-0737

6. POSTPONED REPORTS (including related/supplemental reports)

None

7. ITEMS FROM OFFICERS, ADMINISTRATION AND COMMITTEES

7.1 Health Impact Assessment Update, PUD2019-0744 7.2 Establishment of a Downtown Convention District, PUD2019-0677

8. ITEMS DIRECTLY TO COMMITTEE

8.1 REFERRED REPORTS None

8.2 NOTICE(S) OF MOTION None

9. URGENT BUSINESS

10. CONFIDENTIAL ITEMS

10.1 ITEMS FROM OFFICERS, ADMINISTRATION AND COMMITTEES None

10.2 URGENT BUSINESS

11. ADJOURNMENT Members of Council may participate remotely, if required. Item # 4.1

MINUTES SPC ON PLANNING AND URBAN DEVELOPMENT

May 1, 2019, 9:30 AM IN THE COUNCIL CHAMBER

PRESENT: Councillor J. Gondek, Chair Councillor R. Jones, Vice-Chair Councillor G-C. Carra Councillor J. Davison Councillor P. Demong Councillor D. Farrell Councillor W. Sutherland Councillor E. Woolley ALSO PRESENT: General Manager S. Dalgleish Acting City Clerk G. Chaudhary Legislative Advisor J. Dubetz

1. CALL TO ORDER Councillor Gondek called the Meeting to order at 9:32 a.m. 2. OPENING REMARKS Councillor Gondek, on behalf of Committee, provided opening remarks and requested a moment of silence for the passing of Barb Clifford. 3. CONFIRMATION OF AGENDA Moved by Councillor Jones That the Agenda for the 2019 May 01 Regular Meeting of the Standing Policy Committee on Planning and Urban Development be confirmed, after amendment by bringing forward Item 7.6, Report PUD2019-0393 as the first item of business. MOTION CARRIED

4. CONFIRMATION OF MINUTES 4.1 Minutes of the Regular Meeting of the SPC on Planning and Urban Development, 2019 April 03. Moved by Councillor Demong That the Minutes of the Regular meeting of the Standing Policy Committee on Planning and Urban Development, held 2019 April 3, be confirmed.

Confirmed Minutes 2019 May 01 Page 1 of 7 ISC: UNRESTRICTED Item # 4.1

MOTION CARRIED

5. CONSENT AGENDA None 6. POSTPONED REPORTS None 7. ITEMS FROM OFFICERS, ADMINISTRATION AND COMMITTEES 7.1 Land Use Bylaw Amendment – Enabling Pop-Up and Interim Uses, PUD2019- 0452 A presentation entitled "Item 7.1 Enabling Pop-up and Interim Uses", dated 2019 May 01 was distributed with respect to Report PUD2019-0452. The following speakers addressed Committee with respect to Report PUD2019- 0452: 1. Bernie Bayer, Taurus Property Group; and 2. Deana Haley, Economic Development. Moved by Councillor Farrell That with respect to Report PUD2019-0452, the following be approved: That the Standing Policy Committee on Planning and Urban Development: 1. Direct Administration to: a. prepare an amending bylaw to the Land Use Bylaw 1P2007 as outlined in the proposed text in Attachment 1; and b. forward the proposed bylaw, to accommodate the required advertising, and this report, directly to the 2019 May 27 Combined Meeting to Council. 2. Recommend that Council hold a Public Hearing for the proposed amending bylaw and give three readings to the proposed Land Use Bylaw Amendment in Attachment 1. MOTION CARRIED

7.2 Update Report on the Main Streets Investment Program and the Established Area Growth and Change Strategy, PUD2019-0305 The following distributions were made with respect to Report PUD2019-0305:  A letter from Guy Huntingford, AIOP Calgary, dated May 1, 2019;  A letter from Grace G. Lui, BILD Calgary Region, dated April 26, 2019;  A letter from Advocates Into Main Streets, dated April 30, 2019, which was also distributed in association with Report PUD2019-0435;

Confirmed Minutes 2019 May 01 Page 2 of 7 ISC: UNRESTRICTED Item # 4.1

 A presentation entitled "Update Report on the Main Streets Investment Program & Established Areas Growth and Change Strategy", dated May 1, 2019; and  A revised page 5 of the above noted presentation. Administration requested that the letters distributed with respect to Report PUD2019-0305 form part of a revised attachment 8 of the Report. The following speakers addressed Committee with respect to Report PUD2019- 0305: 1. Grace G. Lui, BILD Calgary Region; 2. Guy Huntingford, NAIOP Calgary; 3. Rebecca O'Brien, Inglewood Business Improvement Area; 4. Bob van Wegen, Advocates Into Main Streets (AIMS); 5. Naz Virani, Sarina Homes; and 6. Chris Ollenberger, Quantum Place Developments. Moved by Councillor Carra That with respect to Report PUD2019-0305, the following be approved: That the Standing Policy Committee on Planning and Urban Development recommend that Council: Direct Administration to report by 2020 March to Council, through the Priorities and Finance Committee, with Phase 1 work elements, as identified in this report, and refinement of plans and timing for Phase 2 work. MOTION CARRIED

7.3 33rd and 34th Avenues S.W. (Marda Loop) Streetscape Master Plan, PUD2019- 0435 The following distributions were made with respect to Report CPC2019-0435:  A letter from Advocates Into Main Streets, dated April 30, 2019; and  A letter from MacKenzie Kroeger, Marda Loop Communities Association, dated April 28, 2019. A presentation entitled "33rd/34th Avenues SW Marda Loop Streetscape Master Plan", dated May 1, 2019 was received for the Corporate Record with respect to Report PUD2019-0435. Pursuant to Section 6(1) of the Procedure Bylaw 35M2017, Section 78(2)(a) was suspended by general consent, in order to conclude this item before lunch recess. The following speakers addressed Committee with respect to Report PUD2019- 0435:

Confirmed Minutes 2019 May 01 Page 3 of 7 ISC: UNRESTRICTED Item # 4.1

1. Bob van Wegen, Marda Loop Business Improvement Area; 2. Andrea Joyce, Marda Loop Community Association; and 3. Naz Virani, Sarina Homes. Moved by Councillor Farrell That with respect to Report PUD2019-0435, the following be approved: That the Standing Policy Committee on Planning & Urban Development recommends that Council receive for information the Transportation Leadership Team (TLT) approved 33rd and 34th Avenues S.W. (Marda Loop) Streetscape Master Plan that includes options that are integrated with the proposed SW Bus Rapid Transit (BRT) route at Crowchild Trail and 33rd Avenue S.W. intersection, along with funding options. Against: Councillor Farrell MOTION CARRIED Committee recessed at 12:22 p.m. and reconvened at 1:09 p.m. with Councillor Jones in the Chair. 7.4 Enabling Successful Infill Development – Options for Changes, PUD2019-0402 Introduction Councillor Farrell introduced a group of students from Crescent Heights High School in Ward 7 along with their teacher, Melissa Sigvaldason. The following distributions were made with respect to Report CPC2019-0402:  A presentation entitled ‘Item: 7.4 Enabling Successful Infill Development’, dated 2019 May 1;  A communication from Warren Gual, Knightsbridge Custom Homebuilders Ltd;  A letter from Beverly Jarvis, BILD Calgary Region, dated 2019 May 1; and  A letter from Toun Osuntogun and Ben Morin, Federation of Calgary Communities, dated 2019 April 29. The following speakers addressed Committee with respect to Report PUD2019- 0402: 1. Bev Jarvis, BILD; 2. Mike Borkristl, Tricor Design Group; and 3. Paul Bergmann, Winchester Builders. Moved by Councillor Farrell That with respect to Report PUD2019-0402, the following be approved: That the Standing Policy Committee on Planning and Urban Development:

Confirmed Minutes 2019 May 01 Page 4 of 7 ISC: UNRESTRICTED Item # 4.1

1. Direct Administration to: a. prepare an amending bylaw to the Land Use Bylaw 1P2007 as outlined in the proposed text in Attachment 1; and b. forward the proposed bylaw, to accommodate the required advertising, and this report, directly to the 2019 June 17 Combined Meeting of Council. 2. Recommend that Council hold a Public Hearing for the proposed amending bylaw at the 2019 June 17 Combined Meeting of Council; and a. give three readings to the proposed Land Use Bylaw Amendment in Attachment 1; and b. direct Administration to return, through the Developed Areas Guidebook report, with an outline for what new developed area districts could look like and how the 12 issues will be addressed (option 3). MOTION CARRIED

7.5 Investigation of Potential City-initiated Land Use Redesignations in Capitol Hill and Banff Trail, PUD2018-0819 A presentation entitled "Investigation of Potential City-initiated Land Use Redesignations in Banff Trail and Capitol Hill", dated May 1, 2019 was received for the Corporate Record with respect to Report PUD2018-0819. Moved by Councillor Farrell That with respect to Report PUD2018-0819, the following be approved: That the Standing Policy Committee on Planning and Urban Development recommend that Council: 1. Direct Administration to include policy in the North Hill Communities Local Growth Planning Initiative (scheduled for completion in Q4 2019) that acknowledges the existence of a restrictive legal caveat affecting parcels within Capitol Hill, and that addresses the misalignment between the caveat and the objectives of the future Area Redevelopment Plan; and 2. Direct Administration to amend the Banff Trail Area Redevelopment Plan to include policy that acknowledges the existence of a restrictive legal caveat affecting parcels within Banff Trail, and that addresses the misalignment between the caveat and the objectives of the Area Redevelopment Plan. MOTION CARRIED

7.6 Joint Use Coordinating Committee and Joint Use Reserve Fund Annual Report, PUD2019-0393 A presentation entitled "Joint Use Coordinating Committee and Joint Use Reserve Fund Annual Report", dated May 1, 2019 was received for the Corporate Record with respect to Report PUD2019-0393.

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The following members of the Joint Use Coordinating Committee presented to Committee with respect to Report PUD2019-0393: 1. Scott Lockwood, Chair; 2. Keath Parker; 3. Sherri Lambourn; 4. Anne Trombley; and 5. Brad MacDonald. Moved by Councillor Carra That with respect to Report PUD2019-0393, the following be approved: That the Standing Policy Committee on Planning and Urban Development recommends that Council receive for information this report and its attachment. MOTION CARRIED By general consent, the Standing Policy Committee on Planning and Urban Development directed that any presentations received by Committee be forwarded to Council as an additional attachment. 8. ITEMS DIRECTLY TO COMMITTEE 8.1 REFERRED REPORTS None 8.2 NOTICE(S) OF MOTION None 9. URGENT BUSINESS None 10. CONFIDENTIAL ITEMS 10.1 ITEMS FROM OFFICERS, ADMINISTRATION AND COMMITTEES None 10.2 URGENT BUSINESS None 11. ADJOURNMENT Moved by Councillor Demong That this meeting adjourn at 2:11 p.m. MOTION CARRIED

Confirmed Minutes 2019 May 01 Page 6 of 7 ISC: UNRESTRICTED Item # 4.1

THE FOLLOWING ITEMS HAVE BEEN FORWARDED TO THE 2019 MAY 27 COMBINED MEETING OF COUNCIL: CONSENT:  Update Report on the Main Streets Investment Program and the Established Area Growth and Change Strategy, PUD2019-0305  33rd and 34th Avenues S.W. (Marda Loop) Streetscape Master Plan, PUD2019- 0435  Investigation of Potential City-initiated Land Use Redesignations in Capitol Hill and Banff Trail, PUD2018-0819  Joint Use Coordinating Committee and Joint Use Reserve Fund Annual Report, PUD2019-0393

PLANNING MATTERS FOR PUBLIC HEARING:  Land Use Bylaw Amendment – Enabling Pop-Up and Interim Uses, PUD2019-0452

THE FOLLOWING ITEMS HAVE BEEN FORWARDED TO THE 2019 JUNE 17 COMBINED MEETING OF COUNCIL: PLANNING MATTERS FOR PUBLIC HEARING:  Enabling Successful Infill Development – Options for Changes, PUD2019-0402

The next Regular Meeting of the Standing Policy Committee on Planning and Urban Development is scheduled to be held on 2019 June 5.

CONFIRMED BY COMMITTEE ON

______CHAIR ACTING CITY CLERK

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Page 1 of 2 Item # 5.1

Planning & Development Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0737 2019 June 05

Status of Outstanding Motions and Directions – Planning and Urban Development

EXECUTIVE SUMMARY This report and attachment (Attachment 1) provides a summary of outstanding motions and directions for the SPC on Planning and Urban Development as of 2019 June 5.

ADMINISTRATION RECOMMENDATION: That the SPC on Planning and Urban Development receive this report for information.

PREVIOUS COUNCIL DIRECTION / POLICY On 2007 February 06, Personnel and Accountability Committee approved PAC2007-05 Status of Outstanding Motions and Directions, directing Administration to bring forward as an item of business to each SPC a list of tabled and referred motions and reports for each committee; such lists to be reviewed by each Standing Policy Committee to be dealt with on a quarterly basis.

BACKGROUND

INVESTIGATION: ALTERNATIVES AND ANALYSIS This report and attachment (Attachment 1) provides a summary of outstanding motions and directions for the SPC on Planning and Urban Development.

Stakeholder Engagement, Research and Communication Not applicable.

Strategic Alignment Not applicable.

Social, Environmental, Economic (External) Not applicable.

Financial Capacity Current and Future Operating Budget: Not applicable. Current and Future Capital Budget: Not applicable.

Risk Assessment Not applicable.

Approval(s): Dalgleish, Stuart concurs with this report. Author: Fuller, Christina Page 2 of 2 Item # 5.1

Planning & Development Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0737 2019 June 05

Status of Outstanding Motions and Directions – Planning and Urban Development

REASON(S) FOR RECOMMENDATION(S):

ATTACHMENT(S) 1. Attachment 1 – SPC on Planning and Urban Development: Status of Outstanding Motions and Directions as of 2019 June 5.

Approval(s): Dalgleish, Stuart concurs with this report. Author: Fuller, Christina PUD2019-0737 ATTACHMENT 1 SPC on Planning and Urban Development: Status of Outstanding Motions and Directions as of 2019 June 05

The following items represent outstanding direction due to return to the SPC on Planning and Urban Development as of 2019 June 5. The items are listed in order of anticipated meeting date when they will be returning.

NO. ITEM DATE OF MOVED AT SUBJECT ANTICIPATED REQUEST COUNCIL BY MEETING DATE 1 HealthYYC Update 2017 May 29 Councillor Direct Administration to report back to Council, through the SPC on Planning and Urban 2019 June 5 Chabot Development, on the progress of the HealthYYC Initiative no later than 2019 Q2. 2 Establishment of a 2019 Jan 14 Councillor Engage with the CTCC and key stakeholders to examine the merits of formally establishing a 2019 June 5 Downtown Colley- Downtown Convention District, reporting back in Q2 2019; Bring proposed analysis and (Interim report) Convention District Urquhart amendments for a Downtown Convention District to Council through the Standing Policy 2019 December Committee on Planning and Urban Development no later than December 2019; and 04 Upon Council direction, return with an updated Centre City Plan along with associated amendments for a Downtown Convention District no later than Q4 2019 for final Council approval. 3 Off-Leash Dog Parks 2019 Feb 4 Councillor Direct that Administration work with stakeholders to revise relevant policies and guidelines 2019 Sept 4 within Municipal Colley- in The Open Space Plan and Public Use Policy to enable off-leash dog parks as a component Reserve and other Urquhart of the design and programming of open spaces within Municipal Reserve and other park park spaces (motion spaces within communities. And that Administration report proposed changes to relevant arising) policies to Council through the SPC on Planning and Urban Development by the end of September 2019. 4 Enabling Successful 2019 May 1 Councillor Direct Administration to return, through the Developed Areas Guidebook report, with an 2019 Sept 4 Infill development (To be Farrell outline for what new developed area districts could look like and how the 12 issues will be confirmed addressed (option 3). June 17 Council) 5 Developed Areas 2018 Oct 1 Councillor Direct Administration to return to the Standing Policy Committee on Planning and Urban 2019 Sept 4 Guidebook Carra Development no later than Q2 2019 with amendments to the Municipal Development Plan, Amendments Volume 2, Part 3, Developed Areas Guidebook that completes the work done to-date, and provides further implementation tools for local area planning to guide development in the Developed Areas. 6 Enabling Successful 2018 Sept 24 Councillor Direct Administration to explore requirements related to communications and/or 2019 Sept 4 Rowhouse Davison engagement for redesignations from R-C1 to R-CG and to report back to Council, through Development the SPC on Planning and Urban Development, by Q3, 2019. (Motion arising).

Page 1 of 3 ISC: Unrestricted PUD2019-0737 ATTACHMENT 1 SPC on Planning and Urban Development: Status of Outstanding Motions and Directions as of 2019 June 05

NO. ITEM DATE OF MOVED AT SUBJECT ANTICIPATED REQUEST COUNCIL BY MEETING DATE 7 Status of Outstanding 2007 Feb 7 Councillor On 2007 February 07, Personnel and Accountability Committee approved PAC2007-05 2019 Sept 4 items Colley- Status of Outstanding Motions and Directions, directing Administration to bring forward as 2019 Dec 4 Urquhart an item of business to each SPC a list of tabled and referred motions and reports for each committee; such lists to be reviewed by each Standing Policy Committee to be dealt with on a quarterly basis. 8 Local Growth Planning 2018 May 7 Councillor Direct Administration to report back to Council through the SPC on Planning and Urban 2019 Nov 6 in North Central Green Magliocca Development no later than Q4 2019. That with respect to Report PUD2018-0347, the Line Communities following Motion Arising be adopted: That Council direct Administration to investigate the inclusion of the lands south of McKnight Blvd between 4 Street NW and Edmonton trail. 9 Backyard Suite Design 2019 Jan 14 Councillor Direct Administration to work with the area Councillors to revise the Map of the Policy to 2019 Oct 2 Standards Farrell Guide Discretion for Secondary Suites and Backyard Suites to better reflect mobility criteria and return with a revised map to Council as soon as possible. 10 Improving Secondary 2019 April 3 Councillor 2019 Oct 2 Direct Administration to report back to the SPC on Planning and Urban Development by the Suite Safety in Semi- Carra (with item 8 end of Q4 2019, with the required Land Use Bylaw and policy amendments to support Detached Housing above) Option #2 as described in this report.

11 Municipal 2019 Jan 9 Councillor Undertake the review work of the Municipal Development Plan and Calgary Transportation 2019 Dec 4 Development Plan and Farrell Plan in accordance with the scope identified in Attachment 1; and, Return with the Calgary Transportation outcomes of Phase 1 to Council through the Standing Policy Committee on Planning and Plan Review – Scoping Urban Development no later than Q4 2019. Report 12 Industry/City Work 2019 Jan 9 Councillor Industry/City Work Plan 2018 Year-end Report back to the SPC on Planning and Urban 2020 Jan Plan 2018 Year-end Demong Development with a 2019 year-end Industry/City Work Plan report, no later than 2020 Report January. 13 Building Maintenance 2018 Dec 3 Councillor Provide a monitoring report to Council through the SPC on Planning and Urban 2020 Q3 Bylaw Update Farrell Development no later than Q3 2020 and a final evaluation report with a scoping report, risk 2022 Q1 matrix and amendments if required through the SPC on Planning and Urban Development no later than Q1 2022.

Page 2 of 3 ISC: Unrestricted PUD2019-0737 ATTACHMENT 1 SPC on Planning and Urban Development: Status of Outstanding Motions and Directions as of 2019 June 05

NO. ITEM DATE OF MOVED AT SUBJECT ANTICIPATED REQUEST COUNCIL BY MEETING DATE 14 Hillhurst / Sunnyside 2018 July 16 Councillor Report back to the SPC on Planning and Urban Development with amendments to the 2020 Q4* (New Area Redevelopment Farrell Hillhurst/ Sunnyside Area Redevelopment Plan no later than 2019 Q2. report-back date Plan confirmed as part of the Council approval 2019 City Planning & Policy Workplan on 2019 March 18) 15 Municipal 2018 June 25 Councillor Direct Administration to adjust timelines for the planned 10-year review of the Calgary 2022 Q1 Development Plan Demong Transportation Plan (CTP) and Municipal Development Plan (MDP) and report back with a (MDP)/Calgary completed MDP/CTP review report to Council, through the SPC on Planning and Urban Transportation Plan development meeting, no later than Q1 2022 to be able to inform the next four-year budget (CTP) Review cycle.

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Page 1 of 7 Item # 7.1

Urban Strategy Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0744 2019 June 05

Health Impact Assessment Update

EXECUTIVE SUMMARY This report presents a progress update on the HealthYYC Initiative for Council’s information and responds to Council’s direction to report on this Initiative. The HealthYYC Initiative is supported by an informal advisory board as per Council’s direction, with the focus to advance the inclusion of health principles into planning and development policy and/or practices. This report provides an update on the strategy including, accomplishments, and next steps. The HealthYYC Initiative is designed to provide a framework that will capture many perspectives and ideas together to build and create opportunities to further support the inclusion of health in building and sustaining our communities. The advisory board is City-led and co-chaired by Urban Strategy and an appointed member from Urban Land Institute (ULI) and consists of Administration and key external stakeholders who represent a range of partners committed to building healthy communities. The initial direction from Council was to look at integrating the Eight Healthy Planning Principles into policy, however while working with development partners such as BILD Calgary Region, ULI and National Association of Industrial and Office Properties (NAIOP), community partners and health advocacy groups such as Alberta Health Services, VIVO and Federation of Calgary Communities the direction changed from policy alone to focus on how to operationalize the Eight Healthy Planning Principles through policy and/or best practices. Through various meetings the advisory board concluded that the most effective method to operationalize the Eight Healthy Planning Principles was to develop a tangible resource that support the different groups represented by the advisory board, and serve as a source of information for other policy projects. This resource is a Playbook for Building Healthy Communities in Calgary. The advisory board has completed two out of the three action areas that they set out to accomplish. The next phase will focus on the third action area – which will largely work towards the development of a Playbook for Building Healthy Communities in Calgary. This will focus on providing the tools and research for all partners, identifying barriers and developing opportunities to support the development of healthy community building. The focus on providing research, examples of best practices, education and building partnerships will advance the facilitation of building healthy communities while providing information that could shape planning and development policy.

ADMINISTRATION RECOMMENDATION: That the SPC on Planning and Urban Development recommend that Council: 1. Receive this report for information; and

2. Direct Administration to report back to Council, through the SPC on Planning and Urban Development, on the progress of the HealthYYC Initiative no later than 2021 June

PREVIOUS COUNCIL DIRECTION / POLICY At the 2017 May 29 Regular Meeting of Council, the Health Impact Update was adopted as follows:

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 2 of 7 Item # 7.1

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Health Impact Assessment Update

ADOPT, Moved by Councillor Chabot, Seconded by Councillor Magliocca, that the SPC on Planning and Urban Development Recommendations contained in Report PUD2017-0390 be adopted, was follows: That Council:

1. Receive this report on Health Impact Assessment Update with the attached HealthYYC Initiatives terms of reference for information; and

2. Direct Administration to report back to Council, through the SPC on Planning and Urban Development, on the progress of the HealthYYC Initiative no later than 2019 Q2. At the 2017 January 23 Regular Meeting of Council, the Health Impact Assessment Update was adopted as follows: ADOPT, Moved by Councillor Chabot, Seconded by Councillor Colley-Urquhart, that the SPC on Planning and Urban Development Recommendations contained in Report PUD2017-0016 be adopted, after amendment, as follows: That Council: 1. Receive the report on Health Impact Assessment for Information; and 2. Direct Administration to report to Council, through the SPC on Planning & Urban Development, by no later than 2017 May, on a terms of reference for a committee, including stakeholder roles, to develop recommendations to advance the inclusion of health principles into planning and development policy and/or practices.

At the 2016 September 26 Regular Meeting of Council, the Health Impact Assessment Update – Deferral Report was adopted as follows: “ADOPT, Moved by Councillor Pootmans, Seconded by Councillor Pincott, that Council: 1. Reconsider its decision contained in the minutes of the 2015 December 07- 08 meeting of Council, with respect to the adopted motion arising out of Report CPC2015-218 to bring a HIA presentation to a 2016 Strategic Council Meeting; 2. Direct Administration to bring forward the presentation on the Health Impact Assessment approach including healthy planning principles and ramifications, to Council through the SPC on PUD; and 3. Defer this item to return to the SPC on PUD no later than Q1 2017.”

At the 2015 December 07 Combined Meeting of Council, the following Motion Arising was moved by Councillor Woolley: “MOTION ARISING, Moved by Councillor Woolley, Seconded by Councillor Demong, that with respect to CPC2015-218, Council direct Administration to bring forward a presentation on the Health Impact Assessment approach including healthy planning principles and ramifications to a 2016 Strategic Council Meeting.” This report responds to Council direction by providing an update on the progress of the HealthYYC Initiative.

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 3 of 7 Item # 7.1

Urban Strategy Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0744 2019 June 05

Health Impact Assessment Update

BACKGROUND In 2015, the Nose Creek Area Structure Plan introduced a Health Impact Assessment as a tool to deliver a new community policy plan that focused on the vision of building a healthy community. Utilizing research and development industry guidelines that support the connection between built environments and health, the area structure plan developed the Eight Healthy Planning Principles that guided the engagement process and shaped the policies within the plan. This work was the first policy plan adopted by Council that integrated a Health Impact Assessment into the planning process and resulted in the creation of new partnerships with health agencies, researchers, community groups and industry partners that all recognize the connection of the design and building of new communities to the health of the people that live in them.

In 2017 the HealthYYC Initiative was created to support the Council directed work to develop an approach that would integrate the Eight Healthy Planning Principles from the Nose Creak Area Structure plan into a best practice guide to act as a resource for the various participants in city building. It was identified that although there were various policies and plans that included elements supporting health, there was a need to operationalize this work. To action this approach, a terms of reference and an advisory board was created and presented to Council for information at the 2017 May 29 Regular meeting of Council, see Attachment 1: HealthYYC Terms of Reference. The current members of the HealthYYC advisory board includes a range of partners that are committed to building healthy communities, see Attachment 2: HealthYYC Initiative Advisory Board Members.

The focus of the HealthYYC advisory board is the development of a Playbook for Building Healthy Communities in Calgary. The intent of this document is to offer a resource that is shaped around the Eight Healthy Planning Principles that support all partners in designing and building healthy communities at the different stages of the planning process in Calgary.

INVESTIGATION: ALTERNATIVES AND ANALYSIS The HealthYYC advisory board, since its formation in 2017 June, has focused on the goals of the initiative, which are to: connect, share and accelerate action towards positive health outcomes in building healthy communities for Calgary. The Eight Healthy Planning Principles remain as the foundational framework to organize research and best practices to produce a tool that would be useful to all partners involved in building healthy communities in Calgary. Goals one and two listed below have already occurred and will continue as they maintain the initiatives ability to provide new information that promote innovative solutions. Goal three is currently planned for next steps. See Attachment 3: HealthYYC Vision Diagram for a depiction of the connections between the planning principles, research, education, and the network of partners engaged.

Progress to date: Progress to date has focused on the first two goals as setting the foundation: 1. Connect goal: We have brought a multi-sectoral group together with a common commitment to support the building of healthy communities for Calgary, and to foster

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 4 of 7 Item # 7.1

Urban Strategy Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0744 2019 June 05

Health Impact Assessment Update

new relationships and opportunities to work together. This enables the amplification of an individual organization’s actions, events and support to a wider reaching audience. The work to support this goal will continue.

2. Share goal: Partners, through email communication send information of events, research projects and partnership opportunities to their organizations. Broadening the information sharing. A website was created as a place to share resource material on aspects that support healthy communities for anyone. The focus of this goal is education and building awareness. A Health Impact Assessment is a subject that has been of interest to the public and stakeholders and HealthYYC have made various presentations, hosted workshops and a training session. Next steps: Going forward, the next steps will include shifting focus to the third goal which is about creating tangible tools to support this work in action: 3. Accelerate goal: Creation of a toolkit that would operationalize the Eight Healthy Planning Principles. The advisory board created the outline for the HealthYYC Playbook for Building Healthy Communities in Calgary. The proposed scope of this work includes: a. A review of current City policies that support the Eight Healthy Planning Principles. b. Collect examples of best practices that execute each of the Healthy Planning Principles with a focus on Calgary and other cities with similar variables (weather, regulator system, socio-economical demographics etc.). c. Research and collate the physical, social and mental health benefits of the Healthy Planning Principles. d. Host workshops with stakeholder groups by providing the training for a Health Impact Assessment, share the findings of the previous 3 steps, and collect information on current barriers that limit their ability to action the Eight Healthy Principles in the areas they operate or influence. e. Compile the information with working subcommittees into a document that is organized by the different stages of community building at the City of Calgary (Policy, outline plan and subdivision, land use, development permit and building permit). This document would include tools that can be used by various partners, such as administration, community groups, and circulation groups like Alberta Health Services, applicants, developers, and builders as they participate in the city-building process.

The advisory board believes that the Playbook will facilitate the development of building healthy communities. And will prioritize this work by identifying funding options and project delivery.

Stakeholder Engagement, Research and Communication The HealthYYC Initiative consists of partners that volunteer their time and staff that attend the meetings to act as conduits for the business units they represent on potential alignment with their projects, and research in their fields that would be valuable to the group. Key outcomes of the meetings to date include:  Development of a three-prong approach as shown in Attachment 3.

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 5 of 7 Item # 7.1

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Health Impact Assessment Update

 On 2017 December 12 a full day workshop on Health Impact Assessments was held with 36 people attending. It included representation from Alberta Health Services, City of Calgary, community groups, development partners, health advocacy groups and the University of Calgary.  The publication of a research paper that involved the City and The University of Calgary on the connection between built form and health. This was recently recognized by Health Canada.  Promoting and connecting with the work by Alberta Health Services.  Supporting the variety of community work and research by Vivo which includes but not limited to: o Testing of the Eight Healthy Planning Principles with their community in the development of the Vivo Expansion Project; o Vivo’s Creating Coventry model that starting as a pilot project with the City and is now a tool for other communities looking to reimagining their existing community parks; o Vivo Gen H Play Project is in collaboration with the Public Health Agency on a $3.5M four-year project that looks at shifting the needle on chronic disease and influence the design of typical suburban neighborhoods.  Developing the framework for one comprehensive document that would be valuable for all partners in building healthy communities. One document promotes transparency and collaboration between the various stakeholder groups through developing a common understanding and language of the research, best practices, and steps to implement the design and building of healthy communities. The format of the document will be organized to align with the Eight Healthy Planning Principles and then by the various stages of the planning process. Subcommittees have been created to start the Playbook and this work will continue into 2020.

Strategic Alignment The HealthYYC Initiative would directly support many City of Calgary priorities, policies and guidelines. They include many of the 2019-2022 Citizen Priorities such as: A prosperous city, A city that moves, A healthy and green city, and A city of safe and inspiring neighborhoods, as well as the Municipal Development plan (MDP) and the 100 Resilient Cities. See Attachment 4: Strategic Alignment for more detail.

Social, Environmental, Economic (External)

Social The HealthYYC Initiative focuses on creating and sustaining a health mind set towards building healthy communities, which impacts all Calgarians. The Eight Healthy Planning Principles are an example of this approach that aims to improve the physical and mental health of Calgarians and provide social, environmental and economic benefits. See Attachment 5: Eight Healthy Planning Principles from the Nose Creek Area Structure Plan and Health Impact Assessment.

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 6 of 7 Item # 7.1

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Health Impact Assessment Update

Environmental Many of the principles support prioritizing non-motorized modes of transportation which would result in reduced greenhouse gas emissions. Other health principles are about the provision of healthy food within walking distance of residential areas, and respecting and integrating the natural landscape into the community design. These would result in reduction of our ecological footprint, improvement in air and water quality, and maintain and enhance biodiversity. Economic Real estate experts through the Urban Land Institute and local industry partners indicate that building healthy communities have economic returns. The Eight Healthy Planning Principles focus on creating walkable communities (which is more equitable) by creating grid networks that include amenities and mixed-use buildings, at a scale that is comfortable for people. Studies have concluded that walkable communities with a mix of uses attract the two largest population cohorts, the aging population (baby boomers) and the young working adults (millennials), who will then invest in their community and support the local retailers and business. In addition, the focus on mobility of people over cars creates narrower roadways that can reduce the cost to construct and maintain while providing more developable land. To date, the HealthYYC Initiative has optimized the use of City resources through collaborative engagement, by building relationships with internal and external stakeholders that have projects and programs that would feed into building healthy communities in Calgary. Further, the initiative is not a formal City of Calgary Committee, Board or Commission which reduces the amount of time and resources associated with the protocol of regular reporting and appointments. Time and resources are focused on outcome-based action in partnership with external stakeholders. Other groups have approached HealthYYC to share the Playbook once it is completed as it would inform their projects.

Financial Capacity Current and Future Operating Budget: The initiative is being coordinated by Urban Strategy – Implementation. The Urban Strategy Implementation portfolio coordinates the delivery of public realm projects that strives to improve the quality of life for those in the community through programming and design projects. The approach and outcome of this work supports and benefits from the research and best practices around the Eight Healthy Planning Principles. To support the importance of this work the advisory board will explore different resourcing models to support this work including grants, potential partnerships with ULI and/or local consultants. Administration will propose that this would be included in the City Planning & Policy 2020 work plan.

Current and Future Capital Budget: There is currently no impact to Capital Budget.

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang Page 7 of 7 Item # 7.1

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Health Impact Assessment Update

Risk Assessment The HealthYYC Initiative mitigates the risk of not meeting the Council priority for Calgary to be a prosperous, healthy and green city with safe and inspiring neighborhoods. Research, industry partners and public health agencies have called attention to the connection between health and the built form and there is value and need to support development projects and initiatives through partnership in building healthy communities in Calgary. There are a variety of existing City of Calgary policies that touch on health, however there is no plan in place that operationalizes these policies with external groups and members of the community. It has been identified by various advisory board members that the planned work for the HealthYYC Playbook for Building Healthy Communities in Calgary which incorporates the Eight Healthy Planning Principles and best practices, would advance other City of Calgary policy projects, support our partners in their community work and advancing development opportunities. In absence of this work being completed the momentum of the committee and the associated research, and valued approach towards city building with our partners would be significantly hampered.

REASON(S) FOR RECOMMENDATION(S): (1) The HealthYYC Initiative continues to be of interest to both our internal and external partners as it provides value and a resource to their work. (2) The HealthYYC initiative supports Council’s direction for how the City can advance the inclusion of health in building communities in an effective, efficient and collaborative manner. (3) The members of the HealthYYC Initiative advisory board see the value of the Playbook for building Health Communities which benefit current policy work, support development activity and improve quality of life for Calgarians.

ATTACHMENT(S) 1. HealthYYC Initiative Terms of Reference 2. HealthYYC Advisory Board Membership 3. HealthYYC Vision Diagram 4. Strategic Alignment 5. Eight Healthy Planning Principles 6. Letters of Support

Approval(s): Stuart Dalgleish concurs with this report. Author: Joyce Tang

PUD2019-0744 ATTACHMENT 1 HealthYYC Initiative Terms of Reference

1. Overview In December of 2015 the Nose Creek Area Structure Plan (NCASP) and Health Impact Assessment (HIA) was adopted by council. This was the first community planning project that integrated a health impact assessment into the process. One key outcome of that process was the eight Healthy Planning Principles that were the foundation for the plan, which also included a set of policies. It was this new approach and principles that prompted the conversation at council to learn more. In January of 2017 a presentation was made to the Standing Policy Committee on Planning and Urban Development on the eight Healthy Planning Principles and the topic of health impact assessments as a tool. At the 23 January 2017 Regular Council meeting council directed administration to create a committee that would provide recommendations to advance the inclusion of health principles into planning and development policy and/or practices.

Another key outcome of the Nose Creek Area Structure Plan and Health Impact Assessment was the interest in this health approach and the HIA tool from many external stakeholders of varying disciplines and interest groups. This resulted in the development of many new partnerships for sharing information, ideas and educational presentations.

To build upon these aforementioned outcomes, the HealthYYC Initiative is designed to provide a framework that will capture many individual partnerships and ideas together to leverage, build and create opportunities to further support the inclusion of health in building and sustaining our communities. The ultimate goal is to embed a mindset around health in all aspects of our communities.

2. Purpose The purpose of the Initiative is to connect, share and accelerate action towards positive health outcomes in building healthy communities for Calgary.

3. Mandate The Initiative is a resource that could provide recommendations to Administration, community groups or agencies to advance the inclusion of health principles into planning and development policy and/or practices, but it has no formal decision- making authority.

4. Composition The HealthYYC Initiative is a City of Calgary-led initiative administered by the Urban Strategy department, on behalf of the City of Calgary. The HealthYYC Initiative will consist of a mix of City administration and external stakeholders serving on the Advisory Board which is led by the Co-chairs.

4.1 Co-Chair The General Manager of Urban Strategy will appoint one Co-Chair from that department, and one Co-Chair from the Urban Land Institute.

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4.2 Administration Advisory Board Members The Initiative will be supported by an Advisory Board that consists of a balanced mix of Administration and external experts and stakeholders who influence the field of built form and health of our communities. The composition of this group demonstrates the interest in and impact of health across several disciplines.

Four members of Administration are appointed as follows:  Representative appointed by the General Manager of Planning and Development  Representative appointed by the General Manager of Community Services  Representative appointed by the General Manager of Transportation  Representative appointed by the General Manager of Utilities and Environmental Protection

Administration members may send a delegate if they are unable to attend.

4.3 External Advisory Board Members Six external members will be approved by the Co-Chairs of the Initiative. External membership composition shall be aligned with the following criteria:  One member – representing Alberta Health Services  Two members – representing local development industry partner (BILD, NAOIP)  Three members - representing community, academic and/or health advocacy sectors (University of Calgary MakeCalgary, Federation of Calgary Communities, VIVO)

External members may send a delegate if they are unable to attend.

4.4 Qualification for Administration members Administration members are appointed to the board by their department and will be selected based on their expertise in public health, or in their discipline that contributes to healthy built environments, or both.

4.5 Qualifications for external members External members appointed to the board will be selected based on their expertise in the fields of public health, healthy built environments, or both.

4.6 Attendance by non-members Other members of Administration and external stakeholders will be invited to meetings, based on agenda topics and with the agreement of the Advisory board.

4.7 Role of the Co-Chairs The Co-Chairs shall have the authority to schedule meetings; accept agenda items from the Advisory Body, Administration and external bodies; and set the agenda.

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5. Appointment Terms 5.1 Administration Advisory Board members Initial appointments to the Advisory Board will be for a two year term, and if a person occupying one of the Administration offices changes, the successor to that role shall be appointed to the Advisory Board upon taking over the role until the end of the original term with the approval of the two Co-Chairs, or a suitable alternate as selected by the General Manager of that department that meets the qualifications outlined in this terms of reference.

5.2 External Advisory Board members Initial appointments to the board will be for a two year term, and should the representative leave the office or agency they are representing a new member from that agency or a similar agency may fill that vacancy with the approval of the two Co- chairs.

6. Conduct of Meetings 6.1. Procedures The procedures of meetings shall be determined by the Co-Chairs, who will rotate hosting the meetings. The intent is that meetings will be informal and agenda items will be presented verbally.

6.2. Decision-Making The Advisory Board members do not have decision-making authority on the matters that are discussed at the meetings.

6.3. Frequency of Meetings Meetings shall be scheduled four times per year. Additional meetings may be scheduled at the call of the Co-chairs, and subject to the availability of Advisory Board members.

7. Committee Continuity The Terms of Reference and functioning of the Initiative shall be reviewed and the Advisory Board members shall make a recommendation to continue, change or disband the Initiative no later than two years after the initial appointments are made, following the approval of these Terms of Reference. The Terms of reference may be amended through a majority vote of the HealthYYC Initiative Advisory Board members, with the support of the Co-Chairs.

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PUD2019-0744 ATTACHMENT 2

HealthYYC Initiative Advisory Board Membership

Organization Current Member Previous Member

City of Calgary – Urban Strategy (co-chair and Joyce Tang administrative support)

Urban Land Institute (co-chair) Tracy Liu

BILD Calgary Region Beverly Jarvis

National Association of Industrial and Office Properties Doug Porozni Rick Charlton (NAIOP)

Federation of Communities Currently vacant Ben Morin

Alberta Health Services Dr. Jason Cabaj

VIVO Tracy Martin

University of Calgary – makeCalgary Fiona Boulet Melanie Rock (O’Brien Institute)

City of Calgary – Transportation Blanka Bracic Dale Lynch

City of Calgary – Planning and Development Christina Fueller Christina Fueller (interim)

City of Calgary – Utility and Environmental Protection Jen Silverthorn Tanya Sakamoto

City of Calgary – Community Services Ashley Wedderburn Ron Smith

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PUD2019-0744 ATTACHMENT 3

HealthYYC Vision Diagram

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PUD2019-0744 ATTACHMENT 4

Strategic Alignment

The HealthYYC Initiative would directly support many City of Calgary priorities, policies and guidelines. They include:  The 2019-2022 Citizen Priorities: - A prosperous city: The HealthYYC initiatives brings community groups and public agencies like Alberta Health Services in the building of healthy community which supports equity. - A city that moves: The Eight Healthy Planning Principles focuses on the importance of providing people with active modes of transportation which improves the physical health of the individual, the economic benefit that is pedestrian rich communities bring with lower construction costs to roadways and increase to local consumer spending. - A healthy and green city: The Eight Healthy Planning Principles support many aspects that are key to healthy living, such as access to nature, healthy foods and active modes of transportation. - A city of safe and inspiring neighbourhoods: Great neighbourhoods require partnerships with various community groups to increase the vitality of the community. With the Federation of Calgary Communities as an advisory board member the Initiative can integrate information from community groups into the Playbook. The creation of the Playbook is to assist with strategic actions to improve developments that meet our MDP objectives.  The Municipal Development Plan (MDP) provides a vision for how Calgary could grow and develop and aims to build a city where Calgarians can choose from a variety of housing types in unique communities, and to provide multiple transportation options. These all align with principles around building healthy communities. Examples of direct mention of health in the MPD include: - Policy 2.1: A prosperous economy. . Creating a city attractive to people. (a) Provide safe and Healthy Communities with a variety of housing choices, employment opportunities, local retail and services and mobility options. - Policy 2.2: Shaping a more compact urban form. Policies in this section include: Nurturing vibrant, active, healthy, safe and caring communities, designing communities for social cohesion and health and wellness. - Policy 2.3: Creating great communities. . Create quality public parks, open spaces and other community amenities, and make leisure and recreation activities available to all Calgarians. To promote overall community health and quality of life for all Calgarians

 100 Resilient Cities: The Calgary Resilience Challenge focuses on building economic and environmental resiliency, as the associated shocks and stresses have physical and mental health impacts to communities and the people within them. The 8 healthy planning principles which are a foundation for the HealthYYC Initiative focus on the outcome of building places that would support physical and mental and health. Research and data provided by real estate experts (ULI) indicate that building healthy communities also has positive economic impact.

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PUD2019-0744 ATTACHMENT 5 Eight Healthy Plannig Principles

These are the Eight Healthy Planning Principles that originated from the Nose Creek Area Structure Plan and Health Impact Assessment.

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PUD2019-0744 ATTACHMENT 6 Letters of Support

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Urban Strategy Report to ISC: UNRESTRICTED SPC on Planning and Urban Development PUD2019-0677 2019 June 05

Establishment of a Downtown Convention District

EXECUTIVE SUMMARY A defined downtown convention district would be a community of businesses, retailers, restaurants, and hosting facilities brought together to create a unified community product and service offering; a recognized place, a landmark neighbourhood, a brand, and a downtown gathering space. It would establish a proactive strategy for marketing the district as a destination for conventions, arts and culture events, hotels, restaurants and retail businesses in the area. Administration has met with the Calgary Convention Centre (CTCC) and other key stakeholders and there is agreement that the concept of a district focused on improving delegate and visitor experiences can be layered onto other planning initiatives in the downtown core. Bringing more focus to the area will improve the experiences of multiple groups including local residents, workers, tourists and leisure visitors and showcase access to the cultural and entertainment amenities in the downtown core. This report provides an initial overview of the potential benefits of establishing a Downtown Convention District and recommends that further work is required to prepare a plan and scope of work that would lead to establishing a new Downtown Convention District.

ADMINISTRATION RECOMMENDATION: That the SPC on Planning and Urban Development recommend that Council direct Administration, in partnership with the Calgary Convention Centre Authority (Calgary TELUS Convention Centre), to prepare a plan and scope of work that would lead to establishing a Downtown Convention District, and report back no later than Q4 2019 to Council, through the Planning and Urban Development Committee.

PREVIOUS COUNCIL DIRECTION / POLICY At the 2019 January 14 combined meeting of Council, the following direction was provided to Administration: That with respect to Postponed Report C2018-0671, the following be adopted, after amendment: NOW THEREFORE BE IT RESOLVED THAT Administration be directed to: 1. Engage with the Calgary TELUS Convention Centre (CTCC) and key stakeholders to examine the merits of formally establishing a Downtown Convention District, reporting back in Q2 2019; 2. Bring proposed analysis and amendments for a Downtown Convention District to Council through the Standing Policy Committee on Planning and Urban Development no later than December 2019; and 3. Upon Council direction by December 2018, return with an updated Centre City Plan along with associated amendments for a Downtown Convention District no later than Q4 2019 for final Council approval. At the 2018 September 24 combined meeting of Council, the following direction was provided to Administration: That with respect to Report C2018-0671, the following be adopted:

Approval(s): Dalgleish, Stuart concurs with this report. Author: McMahon, Patrick S. Page 2 of 5 Item # 7.2

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Establishment of a Downtown Convention District

That Council: 1. Postpone Report C2018-0671 to no later than a 2019 January Meeting of Council; and 2. Direct that the closed meeting discussions with respect to Report C2018-0671 remain confidential pursuant to Section 24 and 25 of the Freedom of Information and Protection of Privacy Act. At the 2018 May 28 regular meeting of Council a Notice of Motion was brought forward by Councillor Colley Urquhart providing the following direction: That Councillor Colley-Urquhart’s Motion, as follows, be postponed to the 2018 September 24 Regular Meeting of Council. That with respect to Notice of Motion C2018-0671, the following be adopted: NOW THEREFORE BE IT RESOLVED THAT Administration be directed to: 1. Engage with the Calgary TELUS Convention Centre (CTCC) and key stakeholders to examine the merits of formally establishing a Downtown Convention District; 2. Bring proposed analysis and amendments for a Downtown Convention District to Council through the Standing Policy Committee on Planning and Urban Development no later than December 2018; and 3. Upon Council direction by December 2018, return with an updated Centre City Plan along with associated amendments for a Downtown Convention District no later than Q1 2019 for final Council approval.

BACKGROUND The Calgary Convention Centre Authority (CCCA) has a mandate to manage, market and operate the City-owned Calgary TELUS Convention Centre (CTCC) in an efficient and competitive manner to maximize overall economic benefits to The City of Calgary while maintaining financial performance within an acceptable range. Like many other jurisdictions across North America, The City of Calgary has invested in convention centre facilities to support economic development by attracting spending that supports the local economy and promotes Calgary as a business traveler and tourist destination. CCCA is a key partner in implementing Calgary’s economic strategy, and its vision is to attract and build events to and for Calgary with the intent of activating the downtown core by connecting global thought leaders to the business community.

Since it’s opening in 1974, the CTCC facility located between 7th Avenue and 9th Avenue, has been a focal point for activity in the downtown. The facility exists as two buildings, one on the north side of and one to the south. They are connected by a Plus 15 bridge that provides for future potential connections of the CTCC into the overall Plus 15 system. The CTCC has been Calgary’s premier hosting facility for 45 years. Today, it continues to deliver a compelling offering for conventions focused on professional, academic and corporate gatherings. This continues to position Calgary as a vibrant urban community that welcomes, embraces and connects with our inbound delegates.

The establishment of a district to enhance convention delegate experiences in the downtown core would align and extend to other planning initiatives underway that focus on investment, programming and initiatives to improve the experiences of Calgarians and visitors. Once

Approval(s): Dalgleish, Stuart concurs with this report. Author: McMahon, Patrick S. Page 3 of 5 Item # 7.2

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Establishment of a Downtown Convention District established, the district would have nearly 300,000 square feet of mixed meeting space to rent, (compared to CTCC’s 122,000), 1,250 hotel rooms, six theatres, various local restaurants, an art gallery and museum, a major library, along with arts and culture offerings such as the philharmonic, live plays and shows. It would become a place to live, work, celebrate, share and belong; a community where businesses thrive, and people come together. Having a recognizable and cohesive district in which to operate and market convention facilities in and around the CTCC would be a considerable advantage to generating future business.

INVESTIGATION: ALTERNATIVES AND ANALYSIS Under the current Centre City Plan, there is a provision for the establishment of special districts and to create strategies within these districts. The Centre City Plan is currently in the process of being reviewed and updated. However, there is also an opportunity to include more specific direction and consideration for a district to illustrate and inform the role it could play within the city overall and the downtown core.

CTCC and Administration have identified several potential short, medium and long-term opportunities for improvement in the area related to this work including, but not limited to, those found in Attachment 1. Ultimately, the strategy would include a vision, along with a fully developed set of goals for the area, and an implementation plan including timelines and assigned leads for specific tasks. It would also include discussion on potential funding arrangements to implement the strategy.

The CCCA has conducted research and consulting work, in cooperation with Creative Intelligence, which recommends that now is the time to invest in recognizing, unifying and establishing a Downtown Convention District. Creative Intelligence was hired to determine the viability of establishing a Convention District Marketing Partnership. In response to this, they initiated a stakeholder consultation process by consolidating both customer (delegates, event coordinators, etc.) and industry insight. Through their engagement consultation, they determined that marketing Calgary as a destination space is ever evolving and the only way for CTCC to continue to carry out its mandate was to move towards delivering a more service- oriented convention offering. This offering would bring a greater emphasis on providing a total attendee "experience" that moves beyond traditional expectations both locally and abroad. The results of this business survey can be found in Attachment 2.

A district has also been identified as a key opportunity under the ‘Place’ pillar in the implementation of the Council approved economic development strategy - Calgary in the New Economy. Under Place, the vision is that Calgary is Canada’s most livable city. The newly created Place Committee, which has the mandate to implement the Place pillar and is chaired by CMLC, has identified a Downtown Convention District as one of its three priority actions. Discussions at the Place Committee have included ways to implement the Winter Strategy within the area, testing creative signage and wayfinding, delivering more programming to activate the area and to address safety concerns. These initiatives would not only enhance the experience of convention delegates but would equally support Calgarians, visitors, and other cultural institutions in the area. This work will be ongoing through 2019 and it is being fully integrated into the work on the updated Centre City Plan to ensure alignment and coordination of effort amongst key stakeholders. Administration and the CTCC are committed to continuing to work with the Place Committee and the Centre City Plan refresh project. Approval(s): Dalgleish, Stuart concurs with this report. Author: McMahon, Patrick S. Page 4 of 5 Item # 7.2

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Establishment of a Downtown Convention District

To date, stakeholders have agreed that establishing a district refers to more than just the CTCC and any future boundary, the branding or strategy must also consider the variety of businesses, attractions, communities, and arts and cultural venues in the area as part of its stakeholder work. It should also be purposeful in considering how the area links to other destinations such as the riverfront pathway. The approach would leverage work previously undertaken in 2007 under the Cultural District and its implementation strategy, “Calgary Starts Here: Manifesto,” an initiative that had significant success in animating the area with activity and events but ended due to limited funding and the economic downturn. Since that time, Council also approved the Civic District Public Realm Strategy (2015) which identified many physical improvements and connectivity projects to help make the area more identifiable as a special and unique place within the downtown. This work can also inform the considerations of the Place Committee. A District would include the and City-owned facility. The role of a District in supporting Arts Commons and how Arts Commons can support the growth and success of other partners in the area, including the CTCC, is being considered as part of this work. The integration with the Arts Commons project has been identified as a long-term opportunity and the CTCC, local hotels and businesses, as well as Arts Commons, are currently in negotiations to draft a memorandum of understanding that will outline how the different facilities interact with one another and their clients. The CTCC currently provides weekly event schedules to surrounding businesses so that they are aware of how to anticipate allocation of staffing resources and have provided anecdotal evidence that the CTCC’s conference and event activities help to sustain their small businesses, particularly through the winter months when fewer Calgarians frequent Stephen Avenue (see Attachment 2).

Stakeholder Engagement, Research and Communication Administration developed this report in collaboration with CCCA and has met with CCCA on two occasions since 2019 January, specifically on this Notice of Motion (NoM). Through participation on the Place Committee, Administration has also engaged with other key stakeholders including Arts Commons, Calgary Downtown Association, and Calgary Economic Development. The list of potential groups to engage with has expanded to include CMLC, Tourism Calgary, Calgary Downtown Association, (BMO Centre), Calgary Public Library, Calgary Arts Development Authority, Aspen Properties, and TELUS Sky in addition to the following groups that were outlined specifically in the NoM:  Calgary Marriott Downtown Hotel  Le Germain Calgary Hotel  Hyatt Calgary Downtown  Glenbow Museum  The Fairmont Pallister Hotel  Arts Commons  Palliser Square Strategic Alignment The establishment of a district aligns with the Centre City Plan, the Civic District Public Realm Strategy, the Cultural Plan for Calgary, Calgary in the New Economy: An Updated Economic Strategy for Calgary, Business and Local Economy Initiative, the Resilient Calgary strategy (currently under development) and One Calgary’s citizen priorities: A Prosperous City and A Well Run City. The strategy for establishing a district would also support the following ongoing work: the update of the Centre City Plan, implementation of the Stephen Avenue Master Plan,

Approval(s): Dalgleish, Stuart concurs with this report. Author: McMahon, Patrick S. Page 5 of 5 Item # 7.2

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Establishment of a Downtown Convention District the Downtown Strategy work, the development of a Winter City Strategy and exploration of the Arts Commons Transformation project. Many of the stakeholders in the area, including The City’s Civic Partners, also have their own strategies and Administration has been coordinating with them to ensure alignment and to identify opportunities to leverage related work currently underway.

Social, Environmental, Economic (External) Spending in the local community by delegates of the CTCC and by leisure travelers in the local community has a significant impact on Calgary’s economy. Embedding a focus on improving the experience of convention delegates within existing efforts to improve the downtown core for all users, including patrons, visitors and Calgarians, will enhance collaboration among facilities in the area, including Civic Partners, hotels, and businesses. Creating an area that Calgarians can identify with will help to attract tourism and business to the downtown. Enhanced connections to and from the area will provide comfort to convention delegates, visitors and Calgarians who live and work in the area.

Financial Capacity Current and Future Operating Budget: None. Current and Future Capital Budget: None.

Risk Assessment Supporting the CTCC, Arts Commons, Glenbow Museum, tourism, hotels and businesses in the downtown is a priority for The City. Establishing an identifiable District is an opportunity to enhance the area and leverage the proposed plans for Arts Commons, Olympic Plaza, Stephen Avenue public realm and other enhancement projects in the area.

REASON(S) FOR RECOMMENDATION(S): Convention delegates contribute significantly to the local economy, and The City has invested in the Calgary TELUS Convention Centre as part of its portfolio of economic development strategies. Establishing a District will support the services and offerings of the CTCC by improving the experience of CTCC delegates. It will leverage and enhance the arts, cultural, and business assets in the downtown core and align with broader efforts to improve experiences for visitors and Calgarians in the area. Establishing a District aligns with Calgary in the New Economy: An Updated Economic Strategy for Calgary, in particular the work of the Place Committee, Downtown Strategy, and Centre City Plan.

ATTACHMENT(S) Attachment 1 – 2019 Short, Medium, and Long Term Workplan Items Attachment 2 – Convention District Impact Study

Approval(s): Dalgleish, Stuart concurs with this report. Author: McMahon, Patrick S.

PUD2019-0677 Attachment 1

2019 Short, Medium, and Long Term Workplan Items

Timeline No. Item Start End Date Date Short Term 1 Developing a scoping document Q3 2019 Q4 2019 2 Naming the area and establishing a boundary Q3 2019 Q4 2020 3 Bylaw relief on signage and pageantry Q4 2019 Q2 2020 4 *Special events and festival zoning designation along Stephen Avenue Q2 2019 Q2 2020 5 *Stephen Avenue public realm improvements to increase safety and visibility Q2 2019 Q2 2020 6 Enhancing vehicular, cyclist, and pedestrian management TBD TBD Medium Term 7 Parking management strategies (to be scoped) TBD TBD 8 Investigating potential for C-Train Station improvements on the Centre Street platform Q4 2019 Q4 2020 9 Stephen Avenue Master Plan Q2 2020 TBD Long Term 10 The integration with Arts Commons project Q3 2019 TBD 11 Explore +15 connectivity, especially to the new TELUS Sky building Q1 2020 TBD Improved connections between the CTCC’s north and south buildings along with hotels and 12 businesses Q1 2020 TBD * Concurrent with Stephen Avenue Master Plan project.

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PUD2019-0677 Attachment 2

Convention District Impact Study

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Page 1 of 6 Building a Neighbourhood: The Impact of the TELUS Convention Centre on the Downtown Core and its Business Community The Calgary TELUS Convention Centre opened in 1974 and was at the time the first and only purpose-built convention centre in Canada. With a hotel attached to it and a Museum sharing its space, Calgary’s city planners of the 1960’s conceived of a gathering place for Calgarians and visitors, which was thoughtful and experiential for both Calgarians and visitors to our city. In 2000, with the expansion of the CTCC to add a North Building, once again the city planned well to straddle one of Calgary’s National Historic sites, Stephen Ave Mall. The historic significance of this District has been part of Calgary for well over 125 years as a place for gathering, trading, celebrating and doing business. Today, the CTCC builds on these traditions and deep historic significance. The shopkeepers of 2019 may do business differently and transact in modern ways but the sense of place that was Stephen Avenue in the late 1800’s is alive and well today. The importance of having a central location to convene to share ideas from around the world with Calgarians and Calgary businesses is a fundamental component of the heartbeat of our downtown core. With the hotel community growing and the restaurant scene developing in new and exciting ways, the reasons to come to the downtown core are growing. As we see the convergence of the daytime business community and convention delegate mix and mingle with the after-hours offering of theatres, museums, shopping and food, there is an opportunity to accelerate this activity and make a vibrant, lively 24/7/365 place in our city. This neighbourhood has the potential to truly become a hosting district that generates economic impact and influences our community in many ways. Job creation, business sustainability, intellectual capital exchange, exposure to the arts, elevation of the food scene and visitor hosting are all components of the district. The sum total of this economic impact in 2018 was calculated to be over $133 million. By extension, this sustained multiple businesses in Calgary and over 1500 jobs for Calgarians. This demonstrates the opportunity to focus our city on this important district. Recently the CTCC team went down Stephen Avenue and interviewed a number of the retail outlets along the Mall to better understand the impact that a convention or other activations at the CTCC, has on their business. It was remarkable to hear the stories they told of serving our visitors and Calgarians alike. Here are some samples of the stories we heard.

Page 2 of 6 CALGARY TELUS CONVENTION CENTRE CONVENTION DISTRICT

THE REAL IMPACT OF CONVENTIONS ON DOWNTOWN CALGARY

Page 3 of 6 CALGARY TELUS CONVENTION CENTRE CONVENTION DISTRICT

THE REAL IMPACT OF CONVENTIONS ON DOWNTOWN CALGARY

Nikisha Mohamed Eweline Jurek Cullen Cousins

"We need more conventions! You don’t realize "There is a huge difference for sales when there "We do see more sales and business increases what the month looks like us for when a is a conference in the North Building of Calgary noticeably when there is a convention next convention brings tourists to Stephen Avenue. Telus Convention Centre. Our store is right in door. It would be great if we could get more Last Otafest at the Convention Centre, a tourist here and we always get really positive feedback meetings here on Stephen Avenue because the bough $1K worth of maple syrup alone. One about how we add more vegan and vegetarian store gets busier, we sell more First Nation’s year when there were international guests here options for the downtown core." blankets and get to meet really interesting for a week-long event at the TELUS Convention people." Centre, I had to restock my key chain display Ewelina Jurek six times over four days! That was $18K in Rosso Coffee Roasters Cullen Cousins keychain sales! I also sold $25K worth of maple Glenbow Museum Gift Shop syrup – I ran out of syrup."

Nizar Mohamed Kanata Trading Post Page 4 of 6 CALGARY TELUS CONVENTION CENTRE CONVENTION DISTRICT

THE REAL IMPACT OF CONVENTIONS ON DOWNTOWN CALGARY

Bryce Hickson Christina Mah Colin Logiss & Dottie the Scottie

"I’ve worked here as a bar manager for three "We love having convention delegates in "It’s the tourists who actually keep the years and I always notice the difference when because it’s a chance to tell Calgary’s story. businesses going on Stephen Avenue and in there is a convention or event happening – The Telus Convention Centre team always let’s downtown Calgary. Tourists are the ones even if folks don’t come in to dine, it will still add us know in advance what the weekly event making purchases not Calgarians – tourists that to the vibrancy of the street life on Stephen schedule is so that we can plan for it well – we are brought here because of conventions, Avenue. I take the weekly event schedule that feel supported and connected to this community meetings and events are the ones supporting TELUS Convention Centre sends me and plan which allows us to continue to build the front of our store and buying flowers." shifts accordingly so I know I have enough staff relationships with other small business owners on convention days." here, and showcase them to our guests too." Colin Logiss Twigs & Company Bryce Hickson Christina Mah SALTLIK Calgary KLEIN / HARRIS

Page 5 of 6 CALGARY TELUS CONVENTION CENTRE CONVENTION DISTRICT

THE REAL IMPACT OF CONVENTIONS ON DOWNTOWN CALGARY

Omar Jivraj Spencer Arthurs Patrick Lynn

"I’ve been working at this location for 13-years "There is a very significant impact when a "Delegates at the Telus Convention Centre and what I love about conventions are seeing conference or event is on Stephen Avenue. We keeps us busy and the environment positive my annual regulars. Sometimes they have post- all benefit from this activity – for us, it means a during the day when there aren’t any shows event receptions and we bring in band/artists. sale for forgotten toiletries or snacks but even if happening at Arts Commons yet." · Events at the TELUS Convention Centre people don’t make a purchase and only came in always have such a positive impact on our to ask for directions or local recommendations, Spencer Arthurs team. Our restaurant was completely empty it is still very interesting to meet people from Ca'Puccini Café one day but then people from the Robert Burns other cities and countries. In the winter when Supper let out and suddenly were a full house the foot traffic is a lot slower due to the cold with a line-up at the doors out into the street. weather, the convention delegates keep us

going." Jen Dean

James Joyce Irish Pub Omar Jivraj Downtown Drugmart Page 6 of 6