VISION FOR A WORLD CLASS CITY

Calgary’s recovery will depend on decisions we make today.

What must those decisions be?

1 has been hit by a triple whammy in recent years. It’s been a tough stretch. Fortunately, we are good at pulling up our bootstraps and getting back at it.

The world is changing. We have an ideal opportunity today to get in front of that change; to secure the future for our kids and grandkids. We don’t have to reinvent the wheel. Other cities have already done it. Take a look at Austin. Denver. Miami. Pittsburgh. They have lessons for Calgary. Some of those lessons are in these pages.

Brad’s plan includes: Expanding current industries: • Supporting ’s energy sector which is diversifying and meeting the demands of a carbon-restrained world • Transforming transportation and logistics - for which Calgary is ideally suited - to the new world of online shopping and fulfillment • Expanding our current foundations in film, video, animation and entertainment

Attracting new industries: • Finance and data management technologies • Commercializing high tech ideas and inventions already being developed in Calgary

Business, Conventions, Trade Shows & Tourism • World class facilities to host events • Easy and efficient transportation from the airport to and the mountains • A vibrant arts, entertainment and sports scene that makes Calgary a destination city

Quality of Life • Be the city that attracts knowledge-based people and industries that could choose to locate anywhere in the world, and choose here • Be the city where young people choose to live and work and raise their families

2 Table of Contents Step by Step: The Plan

Priority Based Budgeting Page 4 Budgeting Based on Citizen Priorities Page 5 A Virtual Community Engagement Hub Page 6 Reasonable Taxation, Efficient Operations Page 7 Revitalizing Downtown Page 8 Rekindle Downtown’s Entrepreneurial Vitality Page 9 Clean to the Core Page 10 A Destination City Page 11 Downtown Co-op Program Page 12 ’s Music and Entertainment City Page 13 Downtown Accessibility Page 14 An Airport Train Page 15 Sustainability: A 21st Century City Page 16 Accountability Page 17 A Compassionate City Page 18 Housing First Page 19 Quality of Life Page 20 What Comes Next? Page 21 Contact Information Page 22

Photo credits - Photos of Brad: Jon Yee; Page 4, Jon Tyson; Page 6: christina@wocintechchat; Page 7: Azin Ghaffari/PostMedia; Page 8: Asweseeit.ca; Page 10: Priscilla Du Preez; Page 12: City of Calgary rendering of new BMO centre; Page 13: Unsplash unattributed; Page 14: Calgary Fringe Festival; Page 15: Max Bender; Page 16: Calgary Airport Authority; Page 17: CTV; Page 18: Elyssa Fahndrich; Page 19: Global News; Page 21: Eliott Reyna.

3 VISION: Priority Based Budgeting Starting at the foundation with smart spending

Governments tend to focus most of their efforts at achieving economic recovery by spending billions of our dollars on programs and incentives they hope will kick start the economy. While some stimulus spending is prudent, the inability for government to spend within its means will result in more money coming out of our jeans in the way of taxes. Brad will strive to empower city staff to provide excellent front-line services to citizens at a reasonable cost to taxpayers. This starts with new thinking to change the way the city budgets based on successful strategies tested by other cities.

Priority Based Budgeting f The way we currently budget makes it businesses and the City more predictable and impossible to determine which programs stable tax revenue and expenses. and services truly create better results for f Rather than using the previous year’s budget Calgarians. to determine how much money is needed, it f We cannot continue to keep doing things the first identifies the amount of money available same way with budgeting - or any other city to fund operations and capital expenditures. program or service - and expect different f Then, through a modern 21st Century way results. to engage with citizens, a better consensus f Brad wants to change this to drive better between Calgarians and Council is achieved services and outcomes for citizens through on the programs and services that need to be transparency, accountability, and better funded using limited taxpayer dollars. engagement with citizens. f In Brad’s first 100 days as mayor, he will ask f To do this, Brad will implement Priority Based administration to begin implementing this Budgeting. new way to budget for the benefit of all Calgarians. f Priority Based Budgeting works. It’s being used in more than 200 North American cities. f His vision is to transform the culture at City Hall by engaging with citizens to help set f It has proven to be effective in setting priorities, then empowering city staff to priorities and expectations for what can be efficiently deliver those programs within the accomplished, because it gives citizens, available resources.

4 VISION: Budgeting Based on Citizen Priorities

Brad will reach out to taxpayers rather than reaching in to their pockets, advocating for a better way to budget based on the real priorities of citizens and communities. f Today’s way of budgeting where individual and capital expenditures, by determining a departments come forward with competing reasonable level of taxation. funding asks –with last year’s budget serving f We fund first those activities that support the as the basis for the following year’s budget end results Calgarians expect. City staff are – makes it impossible to determine which empowered to deliver programs based on the programs and services are truly effective at outcomes and budgets. creating better outcomes for Calgarians. f PBB gives citizens and businesses more f Modelled after new and successful Priority predictable tax obligations and the City more Based Budgeting systems now being employed stable tax revenue. in more than 200 North American cities, Brad will change to a Priority Based Budgeting f Example: Much like Calgary, in 2008 Baltimore faced system to enable a stronger coalition between decreasing tax revenue due to a recession. They citizens and Council. implemented the Advanced Outcome Budgeting System in 2010 to focus resources on the most f Instead of identifying the resources needed effective services to meet citizens’ priority needs, or wanted for the next fiscal year, it first resulting in improved outcomes for residents. They identifies the amount of resources available focused on aligning resources with results. to fund operations, one-time initiatives

Transform City Hall Culture

Brad will lead the charge for a change of attitude The way Council engages with Calgarians is at City Hall, and champion key metrics that counterproductive to meaningful consultation citizens should expect from their services. and input. This must change to enable Priority Based Budgeting and be a catalyst for managing We have seen too many examples of poorly- meaningful engagement across city departments. contrived citizen engagement that has outraged Calgarians and sent many well-meaning programs Instead of Council coming to Calgarians for a back to the drawing board. rubber stamp on what they think are the key priorities of the city, Brad will advocate for much That’s because of the lack of leadership. earlier citizen input to enable citizens to build the city’s budgeting process from the ground up.

5 VISION: A Virtual Community Engagement Hub Within the first 100 days of taking office, Brad will ask administration to develop a Virtual Community Engagement Hub to better engage with citizens. f Difficult decisions will be required by the next options for presentation to Council. The City Council. To deal with shifting tax revenues, can provide instant feedback on issues as they the City must heavily engage citizens using happen. Ultimately, it is Council that votes; 21st Century tools in order to get results that but this process is much more transparent, are needed to govern collaboratively and including being clear when Council votes in respectfully. opposition to what the public identified. f By engaging in new ways for the 21st century, f This kind of instant ongoing feedback would Council will gain better feedback, increase supplant any expensive or divisive plebiscites engagement in communities, and incentivize and referendums; as well as situations where citizens to be involved in their community. time delays hide the outcomes of Council votes compared to citizen input. f Implementing a Virtual Community Engagement Hub will support the engagement f Because this would be one of the first of its needed to shift to Priority Based Budgeting and kind for a major city in Canada, it would be a the way the City provides value to its citizens. natural draw for technology companies, and help to solidify Calgary’s reputation as an f Using on-line technology, an engagement hub entrepreneurial, innovative and technology would enable citizens to communicate directly driven city for the 21st Century. with administration to better inform the

6 VISION: Reasonable Taxation, Efficient Operations

Calgarians don’t want a free ride, but they do want good services at a reasonable cost for their investment in this city. They want efficient, streamlined operations to keep costs in check. f We can’t keep looking to the citizens and senior bureaucrats are making life extremely businesses of Calgary to pick up the tab for difficult for established businesses trying poor operations. to survive, rebuild or expand, like the now infamous Dairy Queen fiasco. f You can’t tax a business that has closed its doors. And we can’t keep asking households f Brad believes that City Councillors and top to cut their spending in other areas just to pay bureaucrats themselves can often be at blame more to the tax and fee collector. when they try to artificially engineer a business climate to their liking, rather than allowing the f Credit where it is due, the city’s Business and market to decide by creating a common-sense Local Economy team has done a very good job and predictable regulatory environment. making improvements to help small businesses navigate through red tape and bureaucracy. f Brad will advocate that briefings be provided to the Mayor and Councillors by the Business f However, while this is happening as a and Local Economy team to ensure that result of good work by city employees - to elected officials and top bureaucrats don’t get help especially new businesses establish in the way of good efforts to create a more themselves more easily - there are still far too predictable regulatory process for businesses. many examples where City Councillors and

7 VISION: Revitalizing Downtown

Calgary has all the ingredients to be a world-class city – an idyllic setting and clean environment, a high and relatively affordable standard of living, strong health care and education institutions, a highly-educated workforce, a proven track record for technological innovation, a world-renowned energy sector and an increasingly diversified economy.

However, despite these strong attributes, the city has been significantly impacted by the triple whammy of the commodity price crash, economic downturn and global pandemic. Adding to that is a dysfunctional and splintered city council that has displayed a disrespectful attitude towards the public and bred a divided populace. f It is essential that we attract start-ups and businesses to locate downtown, while fostering an environment where existing businesses can thrive and grow. f Brad supports the creation of economic zones f Brad supports bringing back a renewed in the city, starting with downtown, to support Clean to the Core program to better connect hard-hit small business, where we can look at the City, police, social services agencies, economic tools used by cities like Seattle to shelters, and a newly formed Downtown encourage new and existing small businesses Residents Association to help make the to bring life back to the core. downtown safer and more liveable by lowering crime. f Brad advocates for the continued expansion of the city’s successful Business and Local f Brad proposes an educational Co-op Program Economy initiative that will take further steps to encourage businesses to develop a to reduce roadblocks and red tape to make the home-grown talent pipeline like what the city more business friendly. City of Waterloo, Ontario has been doing successfully. f World-class facilities for conventions, tradeshows, festivals, concerts, sporting f Brad’s plan includes advocating for events and tourism are absolutely necessary relaxation of noise bylaws in the downtown to attract and retain visitors and workers in to incentivize more music, arts and cultural our city – though not at any cost. festivals while finding innovative solutions to respect residents living near these spaces. f Brad will ask Council to hold the line on all further use of taxpayer dollars on downtown f Brad will advocate for a focused effort to infrastructure spending apart from currently address the high cost of parking downtown. approved projects until City Council can get Brad will also ensure that the city does more to the bottom of reported cost overruns on to ensure there is barrier-free access to city the arena and uncertainties around scope and offices and services, with particular attention cost of the . to those who find it a challenge to walk or drive, to make downtown more accessible.

8 VISION: Rekindle Downtown’s Entrepreneurial Vitality

Brad will advocate for a small-business economic zone in the downtown. f A small business economic zone will offer demonstrate a track record of providing credits for new and existing small businesses employment and contributing to the city’s tax that create and/or retain new jobs over a base. negotiated term. f Brad will advocate for administration to f Small businesses are the lifeblood of bring recommendations forward, similar to downtown; the people who bring character and programs tried in cities such as Columbus, vibrancy to places like Stephen Ave, the +15 Ohio. It rewards businesses that demonstrate network and 17th Avenue. successful models that create jobs and sustain their businesses over a negotiated period. f City Council should be working to attract investment, entrepreneurship and innovation f This program should include existing small in the core, to create an ecosystem to reach a businesses in the core that have continued to critical mass of start-ups. create jobs through the economic downturn and the COVID-19 pandemic. f Taxpayers alone cannot foot the bill to provide economic recovery and revitalization. Nor f Combined with strategies to convert vacant should they be expected to. office space into residential or multi-use spaces, an expanded downtown small business f Brad does not support costly long-term tax base would also help shoulder the tax incentive programs that artificially support load of businesses outside of downtown that businesses, but he believes the City can have been impacted by the high commercial and should reward those businesses setting vacancy rates in the core. up or expanding to the core and/or which

Example: We need to stop talking about the Plus 15 Policy update and get on with it. In addition to added cost, when public consultation drags out for a disproportionate amount of time, there can be concerns about whether earlier feedback will have been forgotten by the time a decision is reached; let alone whether a decision will materialize.

Especially as a winter city, Calgary’s unique Plus 15 network plays a vital role for the economy, pedestrian mobility and downtown connection.

Brad will support an opportunity identified in the Calgary Greater Downtown Strategy to enhance connection and integration of the Plus 15 network to the street level to improve street vitality and support ground level businesses.

9 VISION: “Clean to the Core” Downtown must feel - and be - safe

Brad will support a renewed Clean to the Core program to better connect the City, police, social services agencies, businesses, shelters, and a newly formed Downtown Residents Association to help make the downtown safer and more liveable.

f Brad knows safety must be at the foundation of everything we do.

f Within his first 30 days, Brad will advocate for a downtown safety summit that will bring these organizations together to look for ways to better collaborate and reduce the spate of gender-based violence, hate, intolerance and petty crime in the core.

f He will advocate for increased support for the police and other agencies and take a recommendation to Council to allocate resources to support training on mental health, addictions and religious and cultural sensitivity for emergency responders.

f He will facilitate cross jurisdictional action to address the root causes of addictions issues such as poverty, adequate, safe and appropriate housing, nutrition and health care.

f He will take a recommendation to Council to allocate specific funds to provide free access to recreation programs and facilities in the downtown for children and low-income families to ensure downtown is an inviting place to be for all citizens.

f Brad knows people are not going to come downtown and go home using transit if they feel unsafe.

f When downtown is safe and has a healthy, thriving economy, we can truly begin our economic revitalization in the core.

10 VISION: World Class Destination City Tourism is big business. Business, convention and trade show tourism are particularly lucrative. We have to have the facilities, infrastructure and attractions to compete with other cities to host events. Calgary can also be a destination city for leisure visitors seeking world class attractions like concerts, sporting events, exhibitions and festivals. Tourism has a good return on investment. f Brad strongly supports the Events Centre, $1.1 billion on the Greater Calgary Downtown Green Line, BMO and expansion. Plan. f Brad believes a world-class city must have f Decisions of this magnitude need to be linked world-class facilities and a vibrant downtown. to clear outcomes that citizens can expect for He believes these facilities will be enjoyed by their hard-earned tax dollars. Calgarians for decades to come and will be part of what attracts visitors and residents. f He is also concerned that much of the funding relies on other orders of government that f The East Victoria Park redevelopment projects, have massive amounts of red ink on their own specifically the new arena and events centre, balance sheets. More discussions are required are vital transformative works to bring Calgary’s with other levels of government before further entertainment, event capacity/capability, and city dollars are committed. civic amenities into the 21st Century. f The plan currently lacks several foundational f However, the City should not spend more than it elements including downtown safety and has already committed to taxpayers. a small business plan, and it is focused too heavily on expensive office conversions to f He plans to be joined at the hip with general residential. The plan needs further innovative managers and project leaders to guard against thinking such as increased co-operation cost overruns and scope creep. between post-secondary institutions and f He remains concerned that Council rushed business. spending the first $200 million of a proposed

11 VISION: Downtown Co-op Build our own talent pipeline

Brad will advocate for a Co-operative Education Program Strategy that nurtures future talent pools and attracts students to Calgary’s downtown, f The City of Calgary must take a leadership role in ensuring the education system can cultivate the necessary skills for a talented and sustainable workforce that not only attracts, but also preserves, businesses in the City. f Businesses of the future will choose their location in part because of the availability of talented knowledge workers at that location. f Brad will facilitate a comprehensive Co- operative Education Program Strategy that connects students to local businesses and capitalizes on Calgary’s downtown office and rental space. f This might include subsidized housing for students while they participate in their Co- op programs or allowing free transit access during their placement. Not only would this create a more attractive Co-op program in the City, but it would also encourage students from other universities and provinces to apply to Co-op placements located in the City of Calgary. f Additional partnerships with local businesses f Example: The Waterloo Regional District School and events could be considered to further Board, in collaboration with the municipality, incentivize student jobs and to draw students created an innovative process that not only provided downtown. Ultimately, this would incentivize high school students with the opportunity to learn younger populations to live, work and play in the necessary skills at a young age to be successful Calgary’s downtown. Simply put, young people in their career paths, but one that also ensures the will energize the community and the economy. City’s workforce needs can be met by its existing talent. This both encourages students to remain in the city, and also attracts new students to their programs with the understanding that co-operative learning options are available.

12 VISION: Canada’s Music and Entertainment City

Brad will advocate that Administration work with entertainment promoters and a newly- formed Downtown Residents’ Association to discuss ways to incentivize more outdoor cultural activities in the core, while respecting the neighbourhoods near them. f A vibrant downtown core that attracts tourists f With few exceptions, this has made the and residents to come downtown - and live downtown much of an outdoor entertainment downtown - requires interesting shops, no-go zone. restaurants and bars, events and festivals, f We must set up a framework that enables more street life and walkable, sittable spaces. options and fully utilizes the great space that f Brad will look for ways to bring neighbourhoods already exists. and arts and culture promoters together to f Brad hears time and time again that Council allow downtown streets to come alive. will not look at innovative solutions for using f Some members of have new venues downtown that respect the made downtown an unwelcoming place for residents living near these spaces. promoters of concerts and festivals in the f This can be accomplished by working to relax core, without looking for solutions that will noise bylaws and putting in place a supportive ensure residents can better enjoy the festivals permitting process that offers certainty for near their neighbourhoods. both event organizers and residents.

Calgary Fringe Festival 13 VISION: Accessibility Make it easy to use downtown

We cannot continue to ignore problems because they may be hard to solve. It is time to bring meaningful and positive change to how people access the downtown core. f Brad Field will advocate that Administration, the Calgary Parking Authority, the Traffic Engineer (who can make decisions to amend parking rates and policies) and the private sector collaborate and create ways and new policies that will help make parking more affordable and accessible so that this is no longer a barrier to enjoying the downtown. f While Brad commends efforts to make the downtown more pedestrian friendly, he is concerned that people who live far from the core, are elderly or have mobility issues are being kept away from the downtown due to high parking rates, lack of convenient parking or accessibility barriers. f They are deterring Calgarians from not only working downtown – but coming downtown f We have known for years that the cost for meetings, for lunches or dinner, or to take of parking downtown is in the top most in arts, culture and entertainment attractions. expensive cities in North America - just behind New York! People are telling Brad f The City has enjoyed the robust revenue that that paying these parking rates is no longer comes from downtown parking, but hasn’t sustainable. provided leadership with the private sector to ensure that many private parking stalls can be opened up beyond typical business hours for those visiting the downtown in the evenings.

f As a core commitment, Brad will also ensure that the city does more to provide barrier-free access to city offices, services and amenities that citizens want to use (such as for passes and Fair Entry to name two examples). In a truly inclusive city, Calgarians with mobility challenges, and who may not be able to easily walk or drive, must have their access needs better accommodated so that they, too, can access downtown facilities.

14 VISION: Airport Train For Business, For Visitors to a World Class City

World Class cities have convenient, inexpensive airport transportation. Calgary is losing millions of mountain visitors who don’t pause to visit our downtown. Brad will work to make it easier for them to do so, and for convention and event patrons to get downtown. f Brad supports the current feasibility study by f An efficient and affordable airport link is an the provincial and federal governments (Canada asset in attracting convention and trade show Infrastructure Bank) and private sector who are business, and makes it easier for visitors currently studying a rail link from YYC to Banff coming to Calgary for events and shows. via . f It would also transport workers conveniently to f Calgary lacks an easy, fast, and inexpensive link the airport and on-site businesses. between our airport and downtown. f Anecdotally, the Airport Authority estimates, f Soon – once the Montreal rail project is up based on the number of bus trips and car and running – Calgary will be the only top-4 rentals that take place, roughly 1.3 million Canadian city without a rail link between its people are going directly to the mountains airport and downtown. World Class cities have annually spending no time or money in Calgary world class transportation networks. To be a proper. world class city we need this link. f Imagine if it were easy for them to route their f YYC had 17.96 million passengers and trip through downtown Calgary, buying a 238,843 aircraft movements in 2019, Calgary night or two’s accommodation and meals, and International is the busiest airport in Alberta purchasing souvenirs or visiting attractions. and the fourth-busiest in Canada by both Why wouldn’t we want to make that easy? measures.

15 VISION: Sustainability A 21st Century City f Brad will advocate for the timely completion f Brad is committed to climate change of a south to north Green Line so Calgary will adaptation and mitigation as a continued have a modern, efficient, public transportation priority for the city. network that supports workers, businesses f Brad will advocate for investment in a large- and communities, reduces congestion and scale multi-year retrofit program to assess emissions, and generates significant economic Calgary buildings’ baseline energy performance stimulation. and to achieve 25% energy reduction in f Brad will push hard to work with other levels municipal buildings by 2030. of government to build a much-needed rail f Brad will advocate for a Circular Material link from the airport to the mountains via Warehouse and Network initiative to create a downtown, to move people efficiently and warehouse and a network of local community affordably to new venues such as the Events organizations working to keep reusable Centre, BMO Centre and other downtown building materials out of the landfills and to attractions, as well as encourage visitors who put them into the hands of those that can use would otherwise bypass the city to explore and them, similar to an initiative in Houston. spend a few days downtown.

f Brad will advocate for a South Calgary Wetlands Initiative to create an urban wetland area to help conserve and filter water from River and ensure that the water quality is optimal for other communities downstream.

16 VISION: Accountability A City Council that listens and values integrity

Brad commits to raising accountability and integrity to the next level if elected Mayor.

Donor Transparency go-forward basis, whether civic pensions should Brad has voluntarily committed to release his list of be closer in design to private sector plans or financial donors starting three months prior to the alternative, less costly, arrangements. election (July 18) and each month thereafter. Term Limits Councillor Integrity Brad has voluntarily committed to remain no Councillor and Mayor jobs are management level longer than two terms (8 years) if elected Mayor. positions, and it is appropriate to pay at that level. He will also ask other Councillors to make a similar The trouble is that Calgary doesn’t always get voluntary commitment, and to consider formally management level output. The point shouldn’t making term limits a policy by asking the province be whether the policy permits something, but to amend Calgary’s charter. whether taxpayers are getting good value for the expenditure. Councillors should be expected to be Voter’s List able to make that distinction. While being in agreement that no voters list It is very difficult for a government to move forward with home addresses should be distributed with good leadership when they’ve lost the trust to candidates who threaten to use it to harm of those they govern – and even harder when our Calgarians, Brad does feel a voters list should elected leaders don’t even trust each other. be compiled for purposes of running an efficient election that avoids long lineups, barriers to some On pensions, many Calgarians have no pension people being able to vote, and possible fraud. He at all, let alone a “defined benefit” plan. While we also feels City Council and the Province should must honour contracts made in good faith, we consider ways to disqualify candidates who need to take a look at pensions and consider, on a threaten to harm voters or break the law.

17 VISION: A Compassionate City Equal Opportunity for all

Our city must be welcoming and supportive of everyone, irrespective of gender, race, religion, gender identity or any other characteristic. We must support those who need extra help. We are a compassionate place to live, offering equal opportunity to all.

f Calgary has a robust non-profit sector that f Brad believes that a good quality of life is a helps Calgarians every day, and we need to key reason we, our kids and grandkids will ensure the necessary services continue. want to live and work here in Calgary. However, Calgary has agencies and authorities often trying to do the same thing, without f He is committed to making sure that collaboration or a united purpose. Brad will every Calgarian has the opportunity for an start by bringing people together to find ways excellent quality of life. to work more collaboratively and collectively f To succeed at achieving this goal, we need for the united benefit of all. a compassionate, accepting and open society.

» Providing safe, stable, affordable housing to those who need a hand up.

» Supporting truth and reconciliation, as well as listening and learning about the challenges our Indigenous neighbours face.

» Building an accepting and open society that allows everyone to participate, thrive, and belong. This includes members of the LGBTQ2+ community, women, youth, people of colour, Indigenous and new Canadians.

» Building a strong network similar to the former Clean to the Core program that supports police through enhanced co-ordination and collaboration with shelters, by-law, EMS, and other agencies to respond quickly to acts of gender-based violence, hate crimes and intolerance in the downtown core.

18 VISION: Housing First Having a home is a fundamental first step

Putting a roof over the heads of people is not only the compassionate thing to do, but also saves money by reducing the need for emergency services, and making it more effective to provide assistance. Some people just need a short term hand up while others need longer term support. f Brad believes in Housing First, a principle that a stable home have fewer interactions with the asserts that if you can first help a person find medical and judicial systems: a stable and safe place to live, other issues can » 96% fewer incarcerations be addressed more readily, whether it is a need » 63% fewer police interactions for job and living skills, for addiction or mental » 61% fewer EMS calls health treatment, or treatment of physical » 57% fewer hospital stays challenges or illnesses. » 50% fewer ER visits f It’s not only compassionate, it makes economic f There is a gap in our housing policy for those sense. Statistics show that we spend less with only short-term emergency housing responding to emergencies when people have a needs, such as those who have lost their job home. and need a hand up for 60 or 90 days while they f It costs about $55,000 per year to support a get back on track. We need to close this gap. high-needs homeless person with essential This is often the case for younger, single people services; but only about $21,000 when that who face an unexpected job loss and need time person has appropriate housing and supports. to recover. f Considering there are about 3,000-3,500 f Example: Medicine Hat eliminated homeless people in Calgary, that could be a homelessness in 2015 with their Housing savings of about $119 million/year. First strategy. Anyone who accesses one service immediately gets added to a central f The social benefits are significant. People with list so they can get supports and be housed. Permanent housing is the first priority, then a case worker helps get resources to address issues that might have contributed to homelessness in the first place. The city successfully reached “functional zero,” with no more than three people experiencing chronic homelessness for three straight months.

Proposed affordable housing conversion in downtown Calgary.

19 VISION: Quality of Life A Place We Want to Live

Today’s skilled knowledge workers can choose to live anywhere in the world. Knowledge industries will locate where the talent wants to live. We want them to choose Calgary. We want our own children to choose Calgary. And we want to love living here too.

What does that take?

f Brad supports investments in the new event centre, the BMO convention facility, Arts Commons and other infrastructure. Without those facilities, we won’t attract world class sports, entertainment, conventions, trade shows, festivals and events.

f Brad wants a brilliant arts and culture scene: music, art galleries, theatre and other performing arts, street buskers, restaurants and bars, and yes, interesting street art. Those help make Calgary a destination for tourism and business events, not to mention just more fun for people who live here.

f People want to raise their families in an affordable city with good health care, education, housing options, transit, clean water and air, lower levels of crime, and accessible recreation. Those are assets Calgary already has that many cities in the world wish they had. Let’s boast a bit.

f Our city must be welcoming and supportive of everyone, irrespective of gender, race, religion, gender identity or anything else frankly. We must support those who need extra help. We are a compassionate place to live, offering equal opportunity to all.

f And green space. Our green space - both developed and undeveloped, is a huge asset. Protect it, love it, use it and enjoy it.

20 WHAT NEXT?

Leadership Workforce f Someone has to lead this effort, keep it on f Knowledge based industries need knowledge track, and keep pushing workers f That’s the Mayor f Build on our educational infrastructure with f We need to set inspiring but achievable “moon- opportunities for mentoring, internships, co- shot” goals and specific targets; to measure op placements and new skill development success regularly and re-tool when required f Consider downtown space for SAIT and MRU to Agencies facilitate synergies with new businesses f We need a stronger focus. Calgary has f Make Calgary a place where talented agencies and authorities often trying to do the young knowledge workers want to live. The same thing, without collaboration or a united companies will only go where their workers purpose want to be f Start by putting them under one roof Start Ups f Not only could that save administration costs, f Big companies hunt for opportunity where the but they will talk to one another innovative start-up companies are f One group will be the “hunters” to find the f An active ecosystem of starts ups attracts opportunities and the venture capital; another angel investors, venture capital, and the big will be the “farmers” to help existing and new players like Apple, Google and Samsung businesses grow and succeed f Calgary needs to foster, incubate and Culture accelerate 1500 starts ups (we have 700 now) f This also starts in the Mayor’s office Space f We need a culture of being a “start up” city f Starts ups need inexpensive space in which to grow. That’s a major asset in Calgary today. f That means being “open for business” with a one-window approach to permitting, reducing Political Certainty excess red tape, and fair and predictable taxes f Political uncertainty is death to this sector. It f We need a concierge service for investors discourages investors f We won’t try to buy jobs with subsidies - f The municipal political environment must be instead we need to leverage assets (like stable, collaborative and supportive vacant space) Expanding Existing Industries Be a Safe Place to Take Risks f Not just about new industries, we will also f People have to feel that Calgary is a place they identify strategies to expand Calgary’s legacy can take a risk and if it doesn’t work, they can industries including energy, transportation and try again logistics, and production of entertainment. f Rebrand Calgary to illustrate this point Quality of life Identify Gaps f It has to be a holistic strategy f What companies or industries are we f Business goes where its talented workforce attracting and what do they need? wants to live, and talented young knowledge workers want a vibrant, affordable city with f Fill those gaps world class amenities.

21 Want more detail? It’s on the website: VoteBradField.ca

Campaign Headquarters Suite 105, 101 Sixth Street SW Calgary, Alberta. T2P 5K7

Phone: (403) 300-BRAD (2723) E-mail: [email protected]

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