“a cultural experience.” - edmonton

“A cultural experience.”

November 2, 2010

2Page A Cultural Experience.

McCauley Revitalization Strategy November 2, 2010

Acknowledgements ........................................................................................................................... Page 3

Chapter 1 ― Background SupportingLiveability ...........................................................................................................................Page 4 CommunityServicesDepartment―CreatingaVibrantCity ................................................................Page 5 NeighbourhoodRevitalizationIntroduction .........................................................................................Page 5 PlanningContent ..................................................................................................................................Page 6 EnvironmentalScan ..............................................................................................................................Page 7 ObjectivesandIssues ............................................................................................................................Page 10 Approach ..............................................................................................................................................Page 10

Chapter 2 ― Planning and Vision CollaborativePlanning ..........................................................................................................................Page 12 SummarizingtheConsultationProcess ................................................................................................Page 12 DesignCharrete2009 ...........................................................................................................................Page 14 McCauleyCommunity’sVisionforitsNeighbourhood .........................................................................Page 14 Goals .....................................................................................................................................................Page 15

Chapter 3 ― Community Recommendations Overview ...............................................................................................................................................Page 16

Chapter 4 ― Implementation Strategy ImplementationGovernanceStructure ................................................................................................1 ReportingStructure ..............................................................................................................................Page 22 NextSteps .............................................................................................................................................Page 23 MeasuringChange ................................................................................................................................Page 23

Chapter 5 ― Financial Strategy Overview ...............................................................................................................................................Page 24 FinancialRequirements ........................................................................................................................Page 24 BudgetProcess .....................................................................................................................................Page 24

Conclusion ......................................................................................................................................... Page 25

Appendices ........................................................................................................................................ Page 26

Table of Contents

3PageA Cultural Experience.

McCauley Revitalization StrategyNovember 2, 2010

AcknowledgementsThankyoutoallindividualsinvolvedinthemultiplemeetings,planningsessionsandworkshopsheldthroughout2008to2010.YourtimeandinvolvementhashelpedtoprovidethedirectionfortheMcCauleyStrategy.Yourinputcontinuestobevaluedandverymuchappreciated.

ThankyoutothecommunityprojectteamsandIntegratedServicesteamwhohaveattendedconsultations,providedfeedbackandgivenoftheirtimetowardthedevelopmentoftheMcCauleyStrategy.

City of Edmonton Integrated Services TeamSusanCoward-Director(2008)StephaneLabonne-Director(2009-Onward)JaneMolstad-RevitalizationCoordinatorConstableNicoleChapdelaine-EdmontonPoliceServiceSgtDaveKabyn-EdmontonPoliceServiceConstableMikeBates-EdmontonPoliceServiceDnyaneshDeshpande-Planning&DevelopmentMartinFereday-AssetManagement&PublicWorksGordCebryk-TransportationChrisYap-TransportationJennyKain-CommunityServicesColtonKirsop-CommunityServicesKenZahara-Planning&DevelopmentJydeHeaven-EdmontonPublicSchoolBoard

AndthevaluablesupportfromCommunityServicesstaff:DarrylNordelBeckyRedfordJudyAllanMarianBruin

MirandaRingmaCommunityMember JonathonHootenCommunityMember NhanTuCommunityMemberSherryMcKibbenCommunityMember WolfGeislerCommunityMember RobStackCommunityMember SophyYeungCommunityMember JohnGeeCommunityMember AlisonPotterCommunityMember JoanneMcNealCommunityMember RosalieGeldermanCommunityMember BobMcKeonCommunityMember JennyMalanchuk CommunityMemberJoeSimonsCommunityMemberRatanLawrenceBusinessAssociationExecutiveDirectorFatherJimHollandPastorSacredHeartChurch

McCauley Steering Committee, Planning Groups and Project Teams 2008 - 2010

TerryLuiBusinessRepresentativeBolaNeduiBusinessRepresentativeTeresaSpinelliBusinessOwnerLindaWedmanTheWorksCaitlinBeatonAgencyRepresentativeBarrieReederAgencyRepresentativeYvonneChuiAgencyRepresentativeCouncillorJaneBattyCouncillorBenHenderson



NeighbourhoodRevitalizationisaCorporateinitiativewhichidentifiesneighbourhoodswithopportunitiestoimprovetheirqualityoflife.Intheseneighbourhoods,notallresidentshaveaccesstoresourcestomeetbasicneedsandtheneighbourhooddoesnotnecessarilyhavetheassetsrequiredtokeepitstrongandvibrant.

Asafephysicalenvironment,vibrant,culturallyrich,welcoming–areattributesthatcontributetoqualityoflife.Inneighbourhoodswhichstruggletomaintainaclean,safe,qualitycommunitytolive,workandplayin,itisimportantthatthequalityoflifeberevitalizedthroughtheidentificationofkeyareasinneedofresourcesandimprovement.Revitalizationreferstobuildingonthemanyassetsoftheneighbourhood.Bydedicatingtimeandattentiontoincreasingqualityoflifeinaneighbourhood,itwillhavethepotentialtoberejuvenated,affectingrealchange.

TheRevitalizationStrategyfortheMcCauleyneighbourhoodwillcreateavisionforthefutureandwillencompassthosesocial,environmentalandeconomicaspectsimportanttocommunitylife.

SinceMarch2008,theMcCauleyCoordinatorhasconnectedwithcommunityresidents,businessesandexistingorganizationstobegintheprocessofidentifyingissues,solutionsandanewvisionfortheirNeighbourhood.Todate,26publicinvolvementsessions(morethan650attendees),communityupdatemeetings,coffeemeetingsandothercommunityconnectioneffortshavehelpeddirecttherevitalizationofMcCauleyandallowedforcommunicationandcollaborationbetweenneighbourhoodresidentsandtheCity.

Supporting LiveabilityAccordingtotheCityofEdmonton’sStrategicPlan“TheWayAhead”,livabilityrefersto“aninterrelatedsetoffactorsthatinfluencespeopletochooseaplacetoliveandreinforcestheirsenseofwell-beingthere.”Aliveablecityprovideslinksbetweeneconomyandsociallife,and“isintimatelylinkedtoitsnaturalandbuiltenvironment,andtogethertheseelementsimpactsocialandculturalgoals.”

The Way Ahead Goal: Improving Edmonton “ToimproveEdmonton’slivability,theCityintendstofocusonthepeopleconcernsassociatedwithimprovedlivabilitybyconcentratingeffortsonpreventionandgettingtotherootcausesorbarriersthatareinthewayofachievingamorelivablecity.Thisgoalisfocusedspecificallyonthestrategicareasofwelcoming,safetyperception,cleanlinessandaspectsimportanttothenotionofurbanvillagecreation.”

Chapter 1: Background



The Office of Great Neighbourhoods works to:RevitalizationsarecoordinatedbytheOfficeofGreatNeighbourhoodstoensureacorporate,integratedapproach,ensuringcommunitiesbenefitfromtheattentionofallCitydepartments.

facilitateharmonizeddeliveryofmunicipal•services,programsandplanninginneighbourhoods

fosterinnovativeapproachestocreating•andsustaininggreatneighbourhoods

increasetheCity’sresponsiveness•tocritical,timesensitiveissuesandopportunitiesinneighbourhoods

enhancetwo-waycommunicationwith•residentsandotherneighbourhoodstakeholders

deliverprogramsandservicesrelatedto•neighbourhoodrevitalization,litterandgraffitireductionandneighbourhoodempowerment

Neighbourhood Revitalization IntroductionStrongneighbourhoodscontributetoqualityoflifeforeveryone–cleanstreets,vibrantlocalbusinesses,walkablecommunitieswithnearbyamenitiesandparkland,andanenvironmentthatshunscrimeandviolence.Stepstobuildsocialinfrastructureandstrengthenneighbourhoodsareamongthemostimportantinvestmentsmadeinthehealthandwell-beingofEdmonton’scommunities.Theyareoftenlessvisiblethantheroadsthatarepavedorthefacilitiesthatarebuilt,

buttheyareessentialtosupportingstrong,vibrantcommunities.ThroughNeighbourhoodRevitalization,communitymembersaresupportedastheyidentifyandresolveissueswithintheirneighbourhoods.Thecommunitymembersdirectthekindsofinitiativesthattheywanttosee,andleadchangesthatwillhavethegreatestimpactonqualityoflife.



Planning ContextIn1994,afteranextensivecommunityplanningprocessinvolvingmanyhoursofvolunteertime,CityCouncilapprovedtheBoyleMcCauleyAreaRedevelopmentPlan(ARP).TheARPremainstheprimarylandusedocumentforthearea.TheMcCauleyRevitalizationstrategyrepresentsanupdatedvisionforthecommunity,addressingissuesbeyondthescopeoftheARP.ARPamendmentswillbemadewithimplementationofthestrategy.

History of the AreaTheneighbourhoodssurroundingtheChinatown/LittleItalyareaareamongEdmonton’soldest.HousesintheMcCauleycommunitywereconstructedintheearly1900s,andwhilesomehavebeenrenovatedandrebuilt,manyremain.ThefirstciviccommitteeformedintheMcCauleyareawastheNorwoodResidentsGrievanceCommitteeof1910-100yearsago!AmeetinginJanuary1922resultedintheformationoftheNorwood-PatriciaSquareCommunityLeague.Interestingly,thegroupstartingalocalbeautificationprogram,andanannualflowerandgardencompetition;activitieswhichhavebeenresurrectedtodayintherevitalizationbeautificationeffortsandthePrimaveraSpringGardenevent.

Little ItalyInLittleItaly,GiovanniCabotoPark,asitisknowntoday,wasbuiltastheGyroParkin1913.Childrenhavegatheredandenjoyedoutdooractivitiesonthisspaceformorethan100years!In1980theparkwasrenamedinhonouroftheItaliancommunityandtheconcentrationofrestaurantsandshopsfeaturingItalianfoodsandmerchandise.

Focus Area

Focus Area

Area of Influence Area of

Influence

Area of Influence



ChinatownThebeautifulRedGatessignifytheentrancetoEdmonton’sChinatown,avibrantshoppinganddiningdestinationbrimmingwithAsiancultureandflair.InadditiontotheChinesepopulationinthisarea,thereisagrowingVietnamesepopulationhasaddedtotheculturaldiversity.Historicbuildingsdotthearea,whilenewandupgradedstructuresarepoppingupaspartoftherenewalofthearea.

Environmental ScanAsoneofEdmonton’soldestneighbourhoods,McCauleyislocatedjustnortheastofthedowntowncore.BorderedbyadjacentneighbourhoodsBoyleStreet,Cromdale,Parkdale,AlbertaAvenueandSpruceAvenue,McCauleyoffersauniquemulticulturaldynamismparticulartothearea.

Withapopulationof4,750residents,thegeographicalscopeoftheplanningareaoftheMcCauleyRevitalizationisNorwoodBoulevardto111Avenuetothenorth,105Avenuetothesouth,101StreettothewestandtheLRTtrackstotheeast.

AccordingtotheMcCauleyCommunityprofile,theaverageresidentisbetweentheagesof35to49,livealoneandhaveanaverageincomeof$33,888(2006),withlesseducationthan

theaverageEdmontoncitizen(24.18%ofpopulationage20+withlessthanGrade9).Thisisalowincomearea,withalargeportionofresidentslivinginapartmentbuildings/multi-familydwellings(duplex,roominghouses,rowhousing,etc.),amajorityofresidentsrenttheirhome(72.94%).

Businesses in McCauleyThereare246businesses,largeandsmall,rangingfromfurniturestores,bakeries,grocerystores,pharmaciestorestaurants.Shopperscanalsoenjoyethnicexperiencesin‘Chinatown’and‘LittleItaly.’TheseareincludedintheBRZArea.Anumberofbusinessesdonotowntheproperty.

Leger Marketing Survey of Business OwnersInDecember2008,LegerMarketingEdmontonwascommissionedbytheCityofEdmontontoconductasurveyof50businessownersinChinaTownandLittleItaly,togathertheirimpressionsonseveralaspectsofthearea,forinputintheMcCauleyrevitalizationproject.(Note:duetosmallsamplesize,cautionshouldbeexercisedininterpretingtheresults).Amongthefindings:

Majority(81%)ofrespondentsagreethat•safetyconcernsdetercustomersfromgoingtotheirbusinesses(88%inChinaTownand74%inLittleItaly).Activitiescelebratingmulticulturalism•stronglysupportedbyrespondents(93%)Celebratingtheartsissupportedtoalesser•extent(70%)Businessownersagreethatimprovingstore•frontsisimportant(84%,with92%inChinaTown)98%ofrespondentsagreethatcleanliness•shouldbeimproved79%agreethatimprovinggreeneryis•important81%agreethatincreasedlightingis•important81%agreethathomelessnessintheareais•adeterrentforcustomers71%ofChinaTownbusinessownersand•47%ofLittleItalybusinessownersagreethatfoottrafficisadequatefortheirbusinesses40%disagreethatthereisadequateparking•74%agreethattheCityofEdmonton•shouldhelppaytoclosestreetsforcelebrations72%supporthavingashuttlebustobring•peopletothearea



Emerging Directions and Community Services Consulting – Review of Social Service AgenciesInMarch,2008,EmergingDirectionswascontractedbytheCityofEdmontontoevaluatestakeholderinputaboutthesocialserviceagenciesthatoperateintheMcCauleyarea.Theyresearchedinformationondemographicsofthearea,mappedtheagenciestoshowclusters,andreviewedliteratureaboutotherNorthAmericancitiesfacingsimilarissues.

BetweenAprilandSeptember2008,stakeholderconsultationswereheld,withthefollowingcommentsprovided:

Thereisanover-concentrationofsocial•serviceagenciesinMcCauley8of26stakeholdergroupssuggested•relocatingagenciestootherareasofthecityRelationshipsbetweenagenciesand•arearesidentsneedtobeimproved,andagenciesneedtobecomemoreinvolvedwiththecommunity.

Strengths and Challenges in McCauleyStrengths ChallengesGreattrees Crime/SafetyProximitytodowntown,Stadium DrugsMulticulturalareas(Chinatown/LittleItaly) ProstitutionGiovanniCabotoPark Vacantlots(31)ChurchStreet(mostchurchesononestreet) Untidy/uncleanproperties,litterWalkable LackofcommunityfocalpointEasyaccess,connectedness EmergingcommunityleadershipCommonwealthCommunityRecreationCentre NumberofsocialagenciesCharacterhomes Notenoughparks,greenspacesHistoricalbuildings/areas AbsenteelandlordsSupportivecommunity



Revitalizing the CommunityDirectedbythecommunityandsupportedbytheOfficeofGreatNeighbourhoodsandCitydepartments,neighbourhoodrevitalizationisacorporateprocesswhichidentifiesthestrengths,issues,challengesandpotentialofaparticularneighbourhood.Together,people,businesses,andorganizationsdeterminegoalsandactionplanstostrengthenandimprovethequalityoflifeinacommunity.

Consultingwithpeopleinthearea,theOfficeofGreatNeighbourhoodsRevitalizationProjectManagerworkswithindividuals,businessesandorganizationstosupportthemindeterminingcommunitygoalsandanactionplan.

What Defines Success?Peoplefromthecommunitywilldefinesuccessbasedontheirgoalsandactionplan.TheOfficeofGreatNeighbourhoodswillmonitoraseriesofindicatorsthatwillhelptrackneighbourhoodchangesasplansareimplemented.

Starting the McCauley ProcessTheMcCauleyRevitalizationSteeringCommittee,comprisedofvolunteersandWardCouncillorsJaneBattyandBenHenderson,collaboratedwiththeOfficeofGreatNeighbourhoodsinFebruary2008tobegindevelopingthebestpossibleplanforMcCauley.

TheProjectManager,throughaseriesofconsultationsessions,collectedtheopinionsofresidents,businessesandagenciestodetermineimprovementpriorities.

TheSteeringCommitteewasresponsibleforthefollowingwhenrepresenting McCauleyconcerns:

Appreciatingthesignificance•oftheMcCauleystrategyforallstakeholdersandstrivetorepresenttheirneeds

Havinganinterestina•broadrangeofissuesintherevitalizationefforts

Beinggenuinelyinterestedinthe•RevitalizationprocessandbeanadvocateforthepeopleinMcCauley

Promotingapositivemeetingenvironment•thatencouragesnewmemberswhogetinvolved

RecognizingthattheCommitteereports•backtothecommunityandensuresthatthecommunityisbroughttogetheronanongoingbasistoprovidefeedbackonemergingissuesandupdateswiththeRevitalization.



Objectives and IssuesTheMcCauleyRevitalizationstrategywillfocusonphysical,social,andeconomicimprovementsimpactingtheareadefinedastheChinatownandLittleItalyBRZ.

Objectives:Toensurethecommunityisconsulted•throughouttheprocessToensureCitybranches/departments•haveanintegratedresponsetoissuesandchallengesfacedbytheMcCauleyneighbourhoodToensuretheplanhaslong-term•sustainabilityTodevelopstrongrelationshipsbetween•residents,businessesandCitydepartmentsthatfostercollaborationandconstructiveproblemsolving.

Streetsafetyandcleanlinesswereamongthemostprevalentcommunityconcerns.Neighbourhoodresidentssuggestedsolutionssuchasmorepolicesupport,improvedlightingandcareofpublicspaces,andcontrolledactivitiesforthosewithouthomesledbylocalagenciesandchurches.Residentsexpressedconcerntheareaisnotreceivingasmany

Cityservicesasisnecessarytomaintainareasonablelevelofcleanliness.Residentssuggestedincreasedservicesincludinggarbageremoval,streetcleaning,maintenanceandimproveduseofvacantlots,improvedCity-ownedlotsaswellaspilotprojectstohelpdesignbetterremovalofrefuseinthecommunity.ResidentspinpointedanumberofareasrequiringimmediateattentionincludingMaryBurliePark,andstorefrontsofvariousagenciesandbusinesses.

Itwassuggestedthatincentivesforresidentsandbusinessownersbeputinplacetoimprovecareandattentionofneglectedproperties.Residentssuggestedcleanuppilotprojectsspearheadedbyacommunityresidentgroup,wouldhelpimprovethelookoftheareawhilepromotingasenseofresponsibilityonbehalfofresidentsandbusinessowners.

Culturalevents,includingthosedesignedtoinvolvebothchildrenandseniors,willhelpcreateasenseofcommunitywhilemakingpositiveuseoflocalparksandvenues.Residentsalsosuggestedcreatinganumberofsocial“hubs”suchascoffeeshops,theatresandacommunityrecreationcentretoengagecommunityresidents–andparticularlyyouth–inapositiveway.Residentsareinterestedinpromotinggreateraccessibilityforbicycles

andwalkabilitybyimprovingthepathwaysandcreatingawalkabilityprogramtoshowcasetheassetsofthecommunitywhileincreasingtouristandlocaltraffictoareassuchasLittleItalyandChinatown.Lastly,residentsareinterestedinthepossibilityofcreatingacommunitycorporationtosustaineffortsandworkingtowardsachievingestablishedgoals.

ApproachTheOfficeofGreatNeighbourhoodsisfollowingaprojectmanagementframeworkasoutlinedintheNeighbourhoodRevitalizationFrameworkthatincludesfourphases:PhaseI:ProjectConceptandWorkplanPhaseII:ConsultationandResearchPhaseIII:DevelopmentoftheStrategy,andImplementationPhaseIV:TerminationandTransferofOwnershiptoCommunity



City of Edmonton Neighbourhood Revitalization Framework

Vision Guiding Principles

Key Steps and Activities

ASSESS NEIGHBOURHOOD READINESS

Corporate Leadership Team - Approval

Establish Project Man-ager and Integrated Service Team

INITIAL ENGAGEMENT OF NEIGHBOURHOOD

Current State AssessmentUnderstand & identify neighbourhood; history, as-•sets, issues, capacitiesReview area development plans, demographics, •trends, policies, corporate initiativesConnect with broad range of community members•Establish Community Advisory Committee•

Implementfirstpublicconsultation

Information/input from public consultation, internal/external stakeholders

NEIGHBOURHOOD ENGAGEMENT & EMPOWERMENT

Develop shared vision for community action plan•Agree on goals, outcomes & action•Make commitments for action•Develop and agree on governance structure/pro-•cess for community action plan implementationAdministrationdeterminesfinancialrequirements•and connect to annual budget process

GNLT - Update

Develop community action plan & consultation plan

Implement second public consultationGNLT-Approvalforconfirmedcommu-nity action plan

Finalize community action plan

Implement changes based on feedback and agreed changes. Disband Community Advisory Committee.

Implement community action plan.

Establish Community Steering Committee

Annual reports to GNLT and community

Evaluate, monitor and report

Updates on community action plan

Neighbourhood Revitalization Project close-out – shared end point

Phase 1 18 Months

Phase 2 19-36 Months

Develop & implement public involvement plan with Community Advisory Committee.

Develop communication plan. Develop workplan for key deliverables



Community Input 2009Spring:Threeresidentsessions•Summer:Threeresidentsessions•Fall:Threeresidentandbusiness•workshops

Community Input 2010Tenmeetingswithbusinesses•Threemeetingswithchurches•Fivemeetingswithagencies•

Chapter 2: Planning and VisionCollaborative PlanningCollaborativeplanningensurescommunityrevitalizationstrategytakesrootinthecommunityandisdrivenbystakeholders.Keyadvantagesincludestrongerownershipbycommunitystakeholdersandgreater‘outside’pressuresongovernmenttomakethenecessarychanges.

ThroughouttheMcCauleyrevitalizationprocess,residentsandbusinessownershavebeenengagedtoensurethegoalsandactionsdecideduponrepresenttheexpectationsofthecommunity.

TheMcCauleyRevitalizationStrategyprovidesamechanismtoaddressmanyfacetsofthecommunity:social,economicandenvironmental.ThestrategycomplementstheexistingAreaRedevelopmentPlan(ARP),whichistheprimarylandusedocumentforthisarea.Throughthedevelopmentofthestrategy,therewillbeopportunitiestorecommendamendmentstotheARPasthepeopleofthecommunityhelpshapethefutureofMcCauley.ARPrevisionswillbeneededtofacilitatethevisionandoutcomesofthecharetteprocess.

Summarizing the Consultation ProcessCommunity Input 2008Twelveinputsessionswereheldoverfourmonthsduring2008.Thefollowinginputgroupswereincludedintheconsultationprocess:

Session1:Youth&Children,Grades4•through9Session2:Agencies&Churches•Session3:Cancelledduetopoor•participationSession4:Residents•Session5:ItalianCommunity&Seniors•Session6:BusinessesinChinatown•Session7:Residents•Session8:Residents•Session9:AboriginalCommunity•Session10:Residents•Session11:Residents•Session12:Residents•



Here’s what the Community said:Area discussed Vision for McCauley Changes you’d like to see Areas for improvement Priorities to focus onSafetyandviolence Moresecurity,police,lessgangs,

riots,theftsBetterlighting,pedestriantrafficcontrol,lessmuggings,vandalism

Lesscars,morepolice,security,lessbullying,vandalism,gangs

Morepolice,betterlighting,education,lesscrime,racism,patronizingofbusinesses

Cleanlinessandbeautification

Lessgarbage,cleanerneighbourhoods,morecontrolleddevelopment,art/sculptures,upgradestreetscapes

Cleanuplitter,graffiti,improveenvironmentaldesign,backalleys

Recycling,ridclutter,moresharp’scontainers,cleanerenvironment,architecturalideas,better/morewalking/bikepaths

Example:cleanschools,graffiti,communityarea,upgradestreets/sidewalks,frontageofhousesandbusinesses,addsculptures/art,streetscapeprojects,walkabilityimprovements

Businessandservices Morestores(hardware,etc.),markets,vision/healthservices,supportgroups

Morerestaurants,bikeshops,seniors’homes,counsellingservices,volunteers

Needhelpcentres,chiropractors,newspaperboxes,mailboxes,openmarket,communityliaisons,counsellingservices

Bringinwelcomewagon,stores,Starbucks,rehabilitationcentres,outreachprograms

Transportation Affordabletransit,pathways/improvepedestrianareas

Affordablepublictransportation Morefrequentbusruns,bettertrafficcontrol,transiteast/west107AAve

Improvewalkwaysandwalkableareas

Recreation,parksandgreenspaces

Moreswimmingpools,tenniscourts,parksandplaygrounds

Wantathleticfields,leisurecentres,moreflowers,gardens

Establishclubs,arecreationcentre,swings,biggerparks,moretrees/flowers

Wouldlikefairs/festivals,soccercentres,skateboard/rockclimbing,parks,plants/trees

Drugsandprostitution Fewerdealers,addicts,prostitutes

Getridofdrughouses,drugdealers,hookers,hustling

Getridofaddicts,dealers,prostitution

Ridofdrugdealers,addicts,prostitutes

Helpforhomeless Affordablehousing,shelters,panhandlers,streetpeople

Moreshelters/drop-ins,publicfacilities

Waterfacilities,publicwashrooms,affordablehousing/apartments

Food,drop-ins/shelters,publicfacilities

Miscellaneous Diversity,incentives,morefunding

Bettermixedincomefamilies,resourcesforagencies,bestpractices

Morefunding,bestpractices,wheelchairaccessibility

Morefunding,diveristymix,bestpracticespolicies,smokehouse



Community Walkabout 2008Morethan30peopleturnedoutforthecommunitywalkabout–anexercisetoexaminekeyareasoftherevitalizationprojectandevaluatestrengthsandweaknesses.Peoplebrokeintogroupsoffiveorsix,eachgrouptakingalookatadifferentarea:

CooksCorner–111Avenue•LittleItaly•PaskinHousesite•ChurchStreet–96Street•Chinatown•MaryBurliePark•

TheCommunityWalkabouthelpedparticipantsviewareasofMcCauleywiththespecificintentionofidentifyingassetsandareasforimprovement.

Prioritiesincluded:Createaclean/safeneighbourhood•CelebratethegreataspectsofChinatown/•LittleItalyBringinnewbusiness-incentives•Creategardensonvacantlots•Addtothe‘CulturalExperience’•ConnectChinatownandLittleItaly•

Design Charrette 2009Apublicconsultationanddesign“charrette”(workshop)washeldMarch6and7.Theprimarypurposewastogiveanopportunitytoresidents,businessownersandstakeholderstoworkalongsideplannersandurbandesignersfromtheCityofEdmontontocreateanewurbandesignstrategyforMcCauley.About30peopleparticipatedoverthetwodaysoftheworkshop.Somecommonthemesemerged:

Create and accommodate street • vendors, cafes and a vibrant pedestrian environment. Well-designedsmallscalebuildingswithgroundfloorretailandresidentialunitsabove-97StreetChinatownCore.

Add outdoor cafes, markets and festivals • at Giovanni Caboto Park to contribute to the vitality of the area. Increasedfamily-orientedhousingwithafocusonpedestrianenvironment-95StreetLittleItaly.

A mixed commercial, pedestrian friendly • development with traffic calming to create a pleasant multi-modal connection between Chinatown and Little Italy-107AAvenueLink.

Enhanced downtown themed • development consisting of medium-to-large scale retail, offices and other anchor developments-101StreetCorridor.

Create a mixed character area with • residential character intended to be retained through improvements to existing buildings and construction of new, fine-grained residential units-97Street.

Recognize that a vision for the • future needs to be developed and an implementation proposal developed-111Ave/NorwoodBlvd.

McCauley Community’s Vision for its Neighbourhood:“WeareproudofMcCauleyasavibrant,safe,colourfulanddiverseneighbourhood.Asweplanforitsgrowth,weareguidedbyprinciplesofsustainability,inclusivity,preservationandbeauty.Atthesametime–withgusto–weembraceideasofcommunityconnectednessandvitalityforallthosewhowalkoursidewalks,resideinourhomes,workandshopinourbusinesses,andarecaredforinourneighbourhood.”



GoalsMcCauley Revitalization “A Cultural Experience”ThisinputresultedinthecreationoffourgoalsforMcCauley.

Goal 1 – Creating a Safe CommunityResidentsofMcCauleyenvisionaneighbourhoodwherepeoplecanlive,workandplayinsafety,withoutthreatofcrime,drugsandprostitutionencroachingintotheirlives.McCauleywillbeaplaceforfamilies,individuals,entrepreneurs,workers,Churchmembers,shoppers,andothersupportsystemsthatcontributetothewell-beingofthepeopleofMcCauley.Thebusinessareawillbesafeandvibrantforallcitizens.

Goal 2 – Celebrating the CommunityTheabilitytocreateandsharecommunityeventsbringspeopletogether.ThefirstEastMeetsWestcommunityfair,heldAugust22and23,attractedabout4,000peoplefromboththeMcCauleyareaandtherestofEdmonton.Eventssuchasthispromotediversity,art,culture,andgreaterunderstanding.Mostofall,ithelpseveryonetoseeMcCauleyinanewlight,andawarenessisthefirststepinchange.

Goal 3 – Building the CommunityEnhancingtheeffectiveuseoflandintheMcCauleyareaisimportanttoresidents.Peoplewishtoseemoreparksandgreenspace,vacantlotscleanedup,newbusinessesattracted,andenhancementstomaketheneighbourhoodmorewalkable.

BuildingwouldincludedevelopmentofanLRTstation,streetsthathavegreaterwalkabilityandhistoricalappreciation.

Buildingalsoreferstotheneedforcommunityhubstobecreated.Anchorsexistinthecommunity,butmoreareneeded.

Goal 4 – Providing Sustainable Housing and Service OptionsMcCauleyishometomorethan30socialserviceagenciesandchurches,mostofwhichprovideservicesandsupportstohomelesspersons,individualswithmentalillnesses,prostitutes,drugaddictsandalcoholics.Thecommunityneedstoworktogethertocreatepositiverelationshipsbetweentheresidentsandagencies.Initiativessuchashousingandotherserviceoptionsmayhelp.Markethousingisadesiredoutcome.

McCauley

Safe Community

Building the Community

Celebrating the

CommunitySustainable

Housing

Other Area InitiativesCommonwealthCommunityRecreationCentre

LRTTransitOrientedDevelopment

EPCORBuilding

PotentialDowntownArenaDevelopment

BoyleRenaissance

TheQuarters

ImmigrationHall

111AvenueCondominiumDevelopment

McCauley Revitalization Vision



OverviewAfterthecommunityandChinatown/LittleItalybusinessesprovidedtheirinputthroughthemanyconsultationprocesses,theywereaskedtothinkabouttheactionitemsforeachgoalthatwouldhelpMcCauleyneighbourhoodachieveitsvision.Theactionsaregroupedintoshort,mediumandlong-termtimeframeswhicharereflectiveofboththeprioritiesandamountofworkrequiredtocompletetheactions.

Chapter 3: Community RecommendationsProject TeamsProjectTeamsofresidents,businessesandagenciesweredevelopedtostarttheinitialworkneeded.

SafetyBlockbyBlockCleanup/BylawEnforcementTreesPleaseCPTED/PublicWashrooms

CelebrationEastMeetsWestPrimaveraHeartofSaturdayNightWinterFestivals

BuildingArtistsVillageCommunityTeaHouseCommunityGardens

SustainingMarketHousingBusinessIncentives



SafetyGoal Short Term Actions Long Term ActionsEnhancepersonalsafetythroughinvestmentsininfrastructureandfacilities

CitywillexploreoptionstocreateMarcoPoloWay•on107AAvenueStudytransportationissuestodetermine•improvementsintegratedwithMarcoPoloWayconceptImprovedandinnovativepedestrianlighting•Boulevardimprovements,crosswalkatPacific •RimMallPublicwashrooms•CPTEDassessmenttobecompletedforareas •ofneedImplementCPTEDrecommendations•

Studytheprivately-ownedunderpasson•97St.todetermineandachievethebestpossibleoutcomes.Boulevarddevelopment,including•decorativeelements,trees,flowersStudytrafficcalming(107AAve,111Ave•and92St.)107AAvedevelopment(MarcoPoloWay)•DevelopaplanforMaryBurliepark•Createnewwaysoflightingareasinthe•businesscommunityLRTpedestrianaccesstobestudied•

IncreaseenforcementofCitybylaws HaveaBylawOfficerassignedtoMcCauleyto•attendtorequirementsofvacantlots,absenteelandlords,garbageandderelictpropertiesNeighbourhoodandstorefrontcleanliness,graffiti•preventionEnhancefireinspectionsandpreventionprograms•

Workwithabsenteepropertyownersto•takeresponsibilityfortheirpropertyCreateaprojectteamofbusinessestowork•onanannualplan

EnhancepersonalandpropertysecuritythroughenhancedcoordinationwithEPSandincreasedcommunityconnections

Zerotolerancefordrugs,prostitutionandother•crimesRequestaNETTeam•Increaseneighbourhoodinvolvementbycreatinga•BlockbyBlocksafetyprogram

Educateresidentsonhowtoreportcrime•Educateresidentsoncrimeprevention•TreesPleaseimplementedtocreateanew•look



Celebrating the CommunityGoal Short Term Actions Long Term ActionsEnhanceMcCauley’sappealasanattractivedestinationinEdmonton,especiallyChinatownandLittleItaly

DevelopthebrandforMcCauley-‘ACulturalExperience’

Developamarketingstrategytopromotethe•culturaleventsandactivitiesinthearea:

EastMeetsWest•PrimaveraGardenEvent•LunarNewYear•HeartoftheCity•

Createmuralstodiscouragegraffiti•

PromoteMcCauley’suniquecultural•experiences(food,shopping,events)EnhancecleanlinesstomakeMcCauleya•moreattractivedestinationCreateatourismopportunitywithlocal•hotels

DevelopopportunitiestocreateasenseofconnectednessinMcCauley

Developleadershipwithkeypeopleinthe•communityIncreasefocusonheritagebuildingsandchurches•inMcCauley,andpromotehistoricalwalksofchurchesImprovewalkability-walkabilityassessment•Developawalkabilitymap•

Establishacommunitygatheringspace•Increasemembershipincommunity•activitiesandotherexistingprogramsCompletewalkabilityimprovements•

Improveaccesstoservicesandcommunity-basedeventsandactivities

Linktotranslationservicestoimproveaccess•Improveawarenessofservices(e.g.recreation,•library,etc.)

Createalinkforinformation•

EncourageaccesstograntstoenhanceMcCauley’sopportunities

Publicizeavailabilityofgrants• Increasethenumberofcommunity•activitieseligibleforgrants



Building the CommunityGoal Short Term Actions Long Term ActionsEnhancephysicalappearanceoftheMcCauleyNeighbourhood

EnhanceentrytoChinatown•EnhanceentrywaystoMcCauleyon95St. •(Citylands)ImprovetheLRTcorridorfromdowntownto•StadiumCitywillexploreoptionstocreateMarcoPoloWay•connectingChinatownandLittleItalyalong107Aand107Avenues

Studytheprivately-ownedunderpasson•97St.todetermineandachievethebestpossibleoutcomes.Implement,build,developMarcoPoloWay•conceptconnectingChinatownandLittleItalyalong107Aand107Avenues

Makeimprovementsthatpositivelyimpacttheneighbourhood’samenities,environmentandbusinessopportunities

Improverecyclingandbigbinopportunities•Workwithschoolboardsregardingclosedschools,•businessplansorplansforreuseStudyenhancementsforbikepaths•IncreaseeconomicopportunitiesinMcCauley•includinganArtistVillage

Createanetzerohouseasademonstration•projectAttractbusinessestothearea,includinga•bankwithATMservices,hardwarestore,automotiverepair,bookstore,chainrestaurants(TimHorton’s,Starbucks)Createcommunityteahouse•CreateArtist’sVillage•Createcommunitygatheringspace•StudyopportunityforanLRTstation•

Enhancegreenspace Parkdevelopmentandacquisition-need•assessmentCommunitygardens/Chinesegarden•Vacantlotimprovement•Signage,historicalenhancementsonChurchStreet•Enhancetreesandboulevards•

RedesignofMaryBurliePark•Increasegardenopportunitiesonvacant•lots

Developacommunitydevelopmentcorporation

Startprocessforcapacityandleadershipbuilding•toworktowardsestablishmentofCommunityDevelopmentCorporation

CommunityDevelopmentCorporation•providesongoingopportunityforcommunitydevelopmentinitiativesinMcCauley



Sustainable Housing & Service OptionsShort Term Actions Medium Term Actions Long Term ActionsAttainablehousing Encourageagreatermixofhousing•

Encouragecoophousingorotheroptionstoenable•arangeofhousingoptionsEncouragecondodevelopments,suchasanartist’s•villagePromoteexistinggrants:DevelopmentFund/•FacadeProgram,greenfunds,etc.

EncourageHabitatforHumanityprojects•Createopportunitiesforinvestment•

Createandsustainbettercommunityconnectionswithsocialagencies

Creategoodneighbouragreementstohelpidentify•andresolveissuesbetweengroups/organizationsCitypolicyonnon-markethousing•

EstablishingaGoodNeighbourAgreement•toolkitSustainablehousingandservicesin•communityHelpfacilitatechangestosocialprograms•tomeetmutualinterests

BusinessIncentivesHousingIncentives

Promotionofexistingbusinessdevelopment•opportunitiesBusinessincubatorproject•

NewbusinessstartinMcCauley•Increaseeconomicopportunitiesin•McCauley



Chapter 4: Implementing the StrategyImplementation Governance Structure

Community Steering CommitteeIntegrated Service Team

Safe Community

Project Team

Celebrating the Community

Project Team Celebrating the Community

Sustainable Housing Project Team

Building the Community

Project Team



Reporting StructureCity Council

Integrated Services Team

DepartmentManagement/ •SeniorStaffLevelApplicableCityStaffassigned•workwithandsupportWorkingCommittees

Community

Membersincluderepresentationsfrom:churchesandagencies•BusinessRevitalizationZone•thecommunity•CityCouncillors•

Community Steering Committee

Safe CommunityProject Team

Building the CommunityProject Team

Celebrating the Community Project Team

Corporate Leadership TeamOffice of Great

Neighbourhoods

Sustainable HousingProject Team



SummaryTodate,29publicinputsessions,communityupdatemeetings,coffeemeetingsandothercommunityconnectioneffortshavehelpednotonlydirecttherevitalizationofMcCauleybuthavealsoallowedanopportunityforgreatercommunicationbetweencommunityresidentsandtheCity.Nextup:theSteeringCommitteeisfocusedontheimplementationofspecificactionstoachievegoalsandpriorities.Projectteamshavebeenestablishedtomakechangeshappen.Forexample,safetywasmentionedbymanypeopleasapriorityforthearea.Aprojectteamhasbeenstrucktolookattheissuesrelatedtosafety,andwillworkwithCitystafftoidentifyactionsthatwillhelpmakeimprovements.Newprojectteamshavebeenestablishedtoworkonotheractivities,suchaswalkabilityandculturalevents.

PrioritiesidentifiedfortheMcCauleyRevitalizationinclude:safeneighbourhood,neighbourhoodbuilding,celebratingandpromotingourneighbourhood,andsustainablehousingandsupportservices.Correspondingprojectteamshavebeenestablishedtorefinethegoalsandactionforthestrategy.Specificprojectteamshavebeencreatedtohelpgetthingsstarted.

Measuring ChangeIn2002,theCityofEdmontonbegantoconceptuallyplantheprocessestoestablishhighpriorityneighbourhoodservice-deliverytargets.Theteamwastaskedwithselectingindicatorsthatwouldidentifyneighbourhoodsrequiringtargetedeffortsandinnovativeapproachestoaddresssignificantsocial,economicandenvironmentalissues.Theythenconducted“BestPracticeResearch”bycollectinginformationfromotherNorthAmericancities,NewZealandandEnglandthathaveadoptedthistargetedapproach.

TheCity’sCorporateLeadershipTeamapprovedalistofcorporateneighbourhoodindicators.CensusandlocaldatawerecollectedandtabulatedtodeterminethescoreforeachneighbourhoodinEdmonton.Thirtyneighbourhoodswereidentifiedas“highestneed.”

Indicatorsmeasuresixdomains:EconomicandEmployment•SocialHealthandWellness•PersonalandCommunitySafety•Education•Housing•PhysicalandNaturalEnvironment•

IndicatorswillbemeasuredsothatstakeholdersandCitystaffcandeterminehowwelltheMcCauleyRevitalizationStrategyisimprovingsafety,economicandenvironmentalwellbeing.

Next StepsUponapprovalofthisstrategy,adetailedimplementationplanwillbedevelopedthatoutlinesroles,responsibilities,feasibility,budgetsandmore.



Chapter 5: Financial StrategyOverviewTheRevitalizationSteeringcommitteereviewedthefullrangeofactionsandinitiativescontainedinthestrategy.Thisrankingprocessidentifiedthetopcommunityprioritiesforthefirstbudgetcycle.Thebusinessandresidentialcommunityhadsignificantinputintotherankingofthestrategyactionsandprioritysettingexercises.

SubsequentbudgetcycleswillrequiretheguidanceoftheRevitalizationSteeringCommitteetoidentifyneworemergingprioritiesforfundingintheyearsahead.

Financial RequirementsOperatingBudget:ContributionsfromtheCity’soperatingbudgetensuresthattheRevitalizationcontinuestoengageresidentsthroughfundingwithgrants,festivalsupports,projectsandgeneralprogramopportunitieswheregapshavebeenidentified.

CapitalBudget:ContributionsfromtheCity’scapitalbudgetsupporttheconceptualanddetaileddesignpreparationandtheconstructionofinfrastructureincludingsidewalks,roadwayandwalkabiltyenhancements.

Budget ProcessTheCity’sbudgetprocessbeginsinthespringofeachyearwiththepreparationofabudgetforecast.TheforecastisusedinthebudgetguidelinesettingprocesswithCouncilthattakesplaceinJune.OperatingbudgetsubmissionsbyCitydepartmentsandauthoritiesaresubmittedattheendofAugust.SubmissionsarereviewedbytheCorporateLeadershipTeamtodevelopaproposedbudgetconsistentwithCouncil’sprioritiesandthebudgetguidelines.Theadministrationsproposedbudgetisreleasedtothepublic

inearlyNovember.CouncilthendeliberatesontheoperatingbudgetstartinginearlyDecemberwiththebudgetbeingapprovedbymidDecember.

Thecapitalbudgetprocessworksonathreeyearcycle.Projectsareapprovedforthreeyearswiththecurrentcyclebeingfrom2009to2011.Atthestartofa3yearcyclecapitalprojectsubmissionsaresubmittedbydepartmentsandauthoritiesinAugust.TheyarevettedthroughaCapitalSteeringCommitteewheretheyareprioritizedandcoordinated.TherecommendedcapitalbudgetthenmovesontoCorporateLeadershipTeamfortheirapprovalbeforemovingtoCouncildeliberationsandfinalapprovalinDecember.

Budget Allocations for McCauleyThefundingfortheMcCauleyRevitalizationconceptualdesignhavebeenrecommendedfor2010and2011.ArecommendationisgoingforwardtoCityCouncilfor$10.2million,budgetedfor2011to2014.

Arevitalizationsteeringcommitteereviewofremainingactionsandinitiativesin2011willidentifyfundingneedsforthe2011to2014period.



ConclusionBusinesses,communitymembers,agenciesandchurcheshaveproventheyarededicatedtorevitalizingtheircommunitythroughsharedeffortandresponsibility.Buildingonthemomentumestablishedinthevariousconsultationprocessesinitiatedtodate,theMcCauleyRevitalizationstrategywillcontinuetoactuponandsupportissuesandactionsbroughtforwardbyitsbusinessowners,residents,agenciesandchurches.

WiththecommitmentoftheCityofEdmontonandcommunityresources,McCauleycanberestoredtoavibrantneighbourhoodthatwelcomesall.



Appendix A: Urban Design StrategyKey Urban Design Principles

Integrate Chinatown and Little Italy with downtown and surrounding areas.

Strengthen Chinese cultural character in the existing Chinatown area (97 Street Corridor)

Develop strong east-west pedestrian connections between Chinatown and Little Italy.

Energize the cultural character of Chinatown and Little Italy.

Attract market housing.

Encourage major anchors to promote the area as a destination of choice for citizens as well as for tourists.

Create an interconnected network of open spaces and community gardens.

Program year-round community events.

Connect Chinatown and Little Italy to the LRT system.

Reclaim 96 Street (Church Street) as a major heritage destination.

Key Urban Design Principles

Strengthen Italian cultural character in the existing Little Italy area (95 Street Corridor).

107A Av.

111 Av.

95 S

t.

96 S

t.

106A Av.107 Av.

101

St.

98 S

t.

97 S

t.

109A Av.

108A Av.

Review design opportunities for Norwood Blvd.



Urban Design Principles & Strategy Actions

Appendix A: Urban Design Strategy

ThisdocumentpresentsthedrafturbandesignprinciplesforMcCauley.EachprincipleispairedwithasetofopportunitiesandarangeofshorttermandlongtermactionsfromtheRevitalizationStrategy.ThisarrangementisintendedtodemonstratethealignmentoftheRevitalizationStrategyandDraftUrbanDesignPrinciples,formingcomplementary,supportivedocuments.

Integrate Chinatown and Little Italy with downtown and surrounding areas.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Improveconnectionsfromdowntownto•ChinatownandLittleItalyalong97Street,85Streetand101Street;ExplorethepossibilityofanLRTstationat•95StreettoserveChinatown,LittleItalyandtheQuarters;andStrengthenthecharacterof101Streetasa•majorentrancecorridortodowntown.

EnhanceentrytoChinatown.•EnhanceentrywaytoMcCauleyon95•Street.ImproveLRTcorridorfromdowntownto•Stadium.Studyforenhancementofbikepath.•

Studytheprivately-ownedunderpasson97•Streettodetermineandachievethebestpossibleoutcomes.RedesignaplanforMaryBurliePark.•StudyLRTpedestrianaccess.•

Onceimplementationbegins,adetailedurbandesignplanwillbeproduced,includingphasing,landusestrategyandstreetscaping.




Strengthen Chinese cultural character in the existing Chinatown area (97 Street Corridor).Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Maintainandenhancetheexistingfine-•grain,lowrisebuiltformalong97Street;Encouragemixedusedevelopmentsalong•97StreetwithspecialityChineseretailatthegroundfloorandresidential/officesabove;Maintainandupgradeexistingstreetscape;•Developpublicgatheringplacesalong97•StreetwithastrongChineseculturalfocus;andAttractnewChinesebusinesses.•

Improvedandinnovativepedestrian•lighting.Neighbourhoodandstorefrontcleanliness,•graffitiprevention.Streetscapemaintenance(97St).•

Createaprojectteamofbusinessestowork•onanannualplan.EnhancecleanlinesstomakeMcCauleya•moreattractivedestination.

Strengthen Italian cultural character in the existing Little Italy area (95 Street Corridor).Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Enhancetheexistingstreetscapedesign;•Developpublicgatheringplacesalong95StreetwithastrongItalianculturalfocus;Encouragemixedusedevelopmentsalong•95StreetwithspecialtyItalianretailatthegroundfloorandresidential/officesabove;Developtheareabetween107AAvenue•and105Avenueon95Streetasanartist’svillage;andAttractmoreItalianthemedretail.•

Developamarketingstrategytopromote•theculturaleventsandactivitiesinthearea.Createmuralstodiscouragegraffiti.•ConceptplanforArtist’sVillage(business•plan).

Createaprojectteamofbusinessestowork•onanannualplan.EnhancecleanlinesstomakeMcCauleya•moreattractivedestination.Build/developArtist’sVillage•




Develop strong east-west pedestrian connections between Chinatown and Little Italy.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Encouragemixeduseresidentialinfillalong•107AAvenue;Improvethepedestrianenvironment•along107AAvenuethroughstreetscapeimprovements,includingwidersidewalks,pedestrian-orientedlightsandboulevardtrees;Provideopportunitiesforcommunity•amenitiesandmulticulturalinstitutionsalong107Acorridor;andEncouragesmallscalerestaurantsand•specialtyretailalong107Avenue.107AvenuecouldbeanalternativepedestrianlinktoconnectChinatownandLittleItaly.

CreateMarcoPoloWayconnecting•ChinatownandLittleItalyalong107AAvenueconceptplan.Improvedpedestrianlighting.•Studytrafficcalming.•

Boulevarddevelopmentincluding•decorativeelements,trees,flowers.ImplementMarcoPoloWayconceptplan.•

Energize the cultural character of Chinatown and Little Italy.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Improvethepublicrealmalong100Street•and106Avenue;andCreateincentivestoattractandretainthe•multi-culturalaspectofthearea.

Createmuralstodiscouragegraffiti.•Developamarketingstrategytopromote•culturaleventsinthearea.

PromoteMcCauley’suniquecultural•experiences(food,shopping,events).EnhancecleanlinesstomakeMcCauleya•moreattractivedestination.




Attract market housing.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Provideincentivesandadesignframework•formidrisemarkethousingalongthe98Streetcorridor;andDevelopcommunityamenitiesandpublic•spacestoattractyoungfamiliestothearea.

Encouragegreatermixofhousing.•Encouragecoophousingorotheroptions.•Encouragecondodevelopmentssuchas•Artist’sVillage.Developawalkabilitymap.•Promotefirsttimebuyersprogram.•Improvewalkabiltyandidentifyaresfor•improvement.Improveawarenessofservices(e.g.•recreation,library,etc.).Publicizeavailabilityofgrants.•Creategoodneighbouragreementstohelp•identifyandresolveissuesbetweengroups/organizations.Reducerent/businessincubator•HaveabylawofficerassignedtoMcCauley•toattendtotherequirementsofvacantlots,absenteelandlords,garbageandderelictproperties.BlockbyBlocksafetyprogram.•

Establishacommunityhub/centre.•Increasemembershipincommunity•leaguesandotherexistingorganizations.EncourageHabitatforHumanity•developments.NetZerodemonstrationhouse.•EnhancecleanlinesstomakeMcCauleya•moreattractivedestination.Implementwalkabilityenhancements.•



Encourage major anchors to promote the area as a destination of choice for citizens as well as for tourists.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Attractmajoranchorswithaculturalfocus,•aswellasotherspecialtymerchants,totheareaadjacenttoChinatown’smainstreet(97Street).ImprovepedestriancharacterofNorwood•Blvd.Encouragemixedusedevelopmentin•Norwood.

Publicizeavailabilityofgrants(i.e.•DevelopmentFundandFaçadeImprovementProgram.)Streetscapeimprovements.•Retailfocusatgroundlevel.•

Attractbusinessestothearea,including•abanks,hardwarestores,automotiverepair,bookstores,andchaincafesandrestaurants.Createcommunityteahouse.•CreateArtist’sVillage.•EnhancecleanlinesstomakeMcCauleya•moreattractivedestination.

Create an interconnected network of open spaces and community gardens.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Workwithpropertyownerstodevelop•temporarycommunitygardensforcommunityuse;andIdentifykeylandparcelsfortheCityto•purchaseanddevelopascommunityopenspacesand/orcommunitygardens.

Parkdevelopmentandcompletepark•needsassessment.Communitygardens/Chinesegarden.•Vacantlotimprovement.•Signage,historicalenhancements.•Treesandboulevards.•

RedevelopMaryBurliePark.•Increasegardenopportunitiesonvacant•lots.TreesPleaseimplementedtocreateanew•look.




Program year-round community events.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Developavarietyofyear-roundevents•thatcelebrateChinese,Italianandothercultures,tostrengthencommunityidentityandpride.

Developamarketingstrategytopromote•theculturalevents,streetmarketsandactivitiesinthearea:

EastMeetsWest•PrimaveraGardenEvent•LunarNewYear•HeartoftheCity•

Buildacommunitygatheringspacewith•programmedevents.

Connect Chinatown and Little Italy to the LRT system.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

StudythepotentialLRTstationatthe•intersectionof95Streetand106AvenuecanhelprevitalizetheLittleItalyAreaandthepotentialartistvillagealong95Street.

Studyacontinuebikepath.• StudythepotentialofaLRTStation.•

Reclaim 96 Street (Church Street) as a major heritage destination.Opportunities Short-Term Strategy Actions Long-Term Strategy Actions

Developastrongnode/publicgathering•placeattheintersectionof96Streetand107A/107Avenue;Maintain,preserveandenhancethe•existingheritagecharacterof96Street;andExploreopportunitiesforthereuseof•existingchurchesforalternativecommunityuseswithoutcompromisingtheirarchitecturalcharacter.

Signageandhistoricalenhancements.•Increasefocusonheritagebuildings•andchurchesinMcCauleyandpromotehistoricalwalksofchurches.NOTE:HeritageInventoryunderwayinMcCauley.

Createacommunityhub/centre.•




Appendix B: Artist’s Village Design Concept

All renderings conceptual.For inspiration only.

“a cultural experience.” - edmonton

Documents