2023 Calgary DT Report 3 Reduced Final

CATALYZING
CALGARY’S
DOWNTOWN
WEST
LAND ACKNOWLEDGMENT
In the spirit of reconciliation, we acknowledge that we
live, work and play on the traditional territories of the
Blackfoot Confederacy (Siksika, Kainai, Piikani), the
Tsuut’ina, the Îyâxe Nakoda Nations, the Métis Nation
(Region 3), and all people who make their homes in the
Treaty 7 region of Southern Alberta.
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CONTENTS
THE TEAM 2 4.0 SCORECARD 48
4.1 Scorecard Approach 49
CATALYZING IMPLEMENTATION 6
4.1.1 Why a Scorecard?50
4.1.2 Methodology50
EXECUTIVE SUMMARY 8
4.2 Scorecard 52
Mission 9
Overview 9
5.0 IMPLEMENTATION CORRIDORS 54
Three Phases of Implementation 10
5.1 Emerging Patterns 55
5.2 Recommended Project List 58
1.0 DOCUMENT PURPOSE AND OUR PROCESS 14
1.1 Purpose of Document 16
6.0 RECOMMENDED PHASING PLAN 60
1.2 Document Structure 17
7.0 CONCLUSION 66
2.0 THE DOWNTOWN WEST OPPORTUNITY 18
2.1 The Opportunity 19 APPENDIX A 68
2.2 Downtown West Current Context 21
2.3 Current Planning Context 29
3.0 DOWNTOWN CHARETTE 34

3.1 Charette Panelists and Participants 35
3.2 Charette Overview 38
3.3 Charette Discussion 40
3.4 Charette Outputs 44
3.5 Charette Identified Priorities 46
Catalyzing Calgary’s Downtown West | iii

THE TEAM
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THE TEAM
This work originated through conversations with Annie MacInnis
of the Kensington Business Improvement Area, the International
Downtown Association, and other engaged players over a series
of months prior to the October 2022 charette, driven by common
goals and a desire to continue to help improve Calgary’s downtown.
As the project evolved, the team came together to deliver a three day
charette in downtown Calgary.
Catalyzing Calgary’s Downtown West | 3

CALGARY DOWNTOWN STANTEC’S URBAN PLACES KENSINGTON BUSINESS
THE TEAM
ASSOCIATION • Hailey Bloom, Urban Planner, IMPROVEMENT AREA

Community Development
• Mark Garner, Executive Director • Annie MacInnis, Executive Director
• David Dixon, FAIA, Vice President,
• Heather McRae, Director Strategic Stantec’s Urban Places Fellow The Kensington Business Improvement Area
Communications and Marketing • Camille Ducusin, (BIA) is responsible for the beautification, event
The Calgary Downtown Association (CDA) Visual Communication Designer planning, and marketing of the shopping district
advocates for—and contributes to many • Ali Kershek, Marketing & BD Manager, and is financed through a portion of business
activations—an area with over 50 million Urban Places taxes from our member businesses. The BIA role,
square feet of office, hotel, retail, restaurant, • Christina Lombardo, Urban Planner, as defined by The City of Calgary, is to:
entertainment, attractions, cultural and Community Development • Enhance the economic development of an area
government buildings. CDA is one of Calgary’s • Nancy MacDonald, RPP, MCIP, through promotion and marketing
oldest Business Improvement Areas (BIA) with Director, Urban Places, Vice President, • Improve the physical environment of public
more than 30 years’ experience and commitment Community Development spaces in commercial areas
to improving the daily Downtown experience for • Marcus Paterson, RPP, MCIP, Associate, • Develop, improve, and maintain public parking.
our members, their customers, residents and Senior Planner, Community Development • Work collaboratively with The City in delivery of
stakeholders. Our members join us from over Bringing together global experts in planning and municipal services in their zones
2,500 businesses within 140 blocks of Calgary’s urban design, urban and smart mobility, resilience, • Advocate for policies and practices that
Downtown Core, which includes Downtown West. real estate development, mixed-use architecture, support economic vitality in their zones
We’re a non-profit, funded primarily by a levy on smart cities, and brownfield redevelopment, the
the business taxes paid by Downtown businesses, Urban Places team provides our clients innovative
including the recent inclusion of Downtown West and creative plans and designs from a cohesive,
as part of the CDA. focused team. Helping clients realize the full range
of benefits that flow from fully urban, walkable
downtowns, neighbourhoods, and suburban
centres, our process is driven by data and grounded
in the marketplace. The team creates plans that
inspire people, generate excitement, and respond
to stakeholder concerns—building consensus in
complex planning environments and with diverse
communities. And perhaps most noteworthy
our work gets implemented. Our team helps
communities across North America chart a path
to greater livability, equity, and sustainability.
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CENTER FOR CIVILIZATION ADDITIONAL SUPPORT
THE TEAM
AT THE UNIVERSITY OF • University of Calgary School of Architecture,
• Alberta Real Estate Foundation
CALGARY SCHOOL OF (supporting the Center for Civilization research)
Planning and Landscape students who took
notes during the charette:
ARCHITECTURE, PLANNING • The City of Calgary Downtown Strategy Team » Afrin Islam (MLA ’24)
AND LANDSCAPE • Center for Civilization team members who » Chetna Sidhu (MPlan ’24)
worked on the report: » Corinne Osmanski (MArch ’23)
• Alberto de Salvatierra, Assistant Professor of » Daniel Wray (MArch ’24)
» Ji Song Sun, Research Associate
Urbanism and Data in Architecture, Founder » Eti Rahman Borah (MLA ’24)
» Shreya Wilson (MArch ’23),
and Director of the Center for Civilization, » Harjee Singh (MPlan ’24)
Graduate Researcher
University of Calgary, School of Architecture, » Jo-Lynn Yen (MArch ’23)
» Chris Lin (MArch ’24),
Planning & Landscape » Karen Ajala (MArch ’23)
Graduate Researcher
• Joshua Taron, Associate Dean (Research & » Khalil Bizani (MArch ’25)
Innovation), Associate Professor, Architecture, • Center for Civilization team members who
» Krisha Shah (MPlan ’23)
University of Calgary, School of Architecture, took notes during the Charette:
» Luis Francisco Labastida (MLA ’25)
Planning and Landscape » Tom Brown (MLA ’23)
» Maneet Singh Duggal (MPlan ’24)
» Deepali Dang (MPlan ’23)
The Center for Civilization at the University » Milad Mohammadkhani (MEDes ’24)
» Pranshul Dangwal (MLA ’23)
of Calgary School of Architecture, Planning » Nafeesa Ahmed (MArch ’24)
» Madiha Mehdi (MLA ’23)
and Landscape is a design research lab and » Nissmah Atif (MArch ’24)
» Chris Lin (MArch ’24)
international think tank working at the intersection » Sahil Kadiwar (MPlan ’24)
» Connie Tran (MEDes ’23)
of cities, society, and civilization. We believe » Sidrah Anees (MPlan ’24)
» Shreya Wilson (MArch ’23)
humanity finds itself at a critical inflection point. » Sonia Kamal (MPlan ’23)
Actions today will determine the longevity of » Soumya Shashidharan (MPlan ’24)
tomorrow. Bold and unapologetic visions of what » Sukhneer Sidhu (MArch ’23)
can be possible must catalyze endeavors that » Sushmitha Ravi (MPlan ’24)
prioritize positive impact and change. » Yaser Rahmaniani (PhD ’25)
» Yiming Yang (MArch ’24)
Aspiring to redesign current paradigms and
» Vincent Yong (MEDes ’23)
operating procedures of contemporary civilization,
we develop and execute sponsored design
research projects across multiple scales and
disciplines. We also complement the work of our
lab by deploying the convening power of our think
tank—pursuing longer-term, transdisciplinary
projects at an international scale.

CATALYZING
IMPLEMENTATION
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CATALYZING IMPLEMENTATION
Downtowns are the economic and cultural heart of cities. They are The City and the community has studied Downtown West for many
central hubs for business, innovation, and creativity. A healthy and years but now is the time to take direct action. While there is no one
vibrant downtown also promotes key functions and safeguards perfect solution to transforming Downtown West into a resilient,
against economic impacts. During the early stages of the pandemic adaptable, welcoming community, this report helps advance
for example, it was Montreal’s unique downtown—dense, walkable, specific implementation options informed by the deep knowledge
green, and enmeshed with resident student populations—that of local residents and groups and urban experts with a wide range
enabled it and the various businesses found within it to weather the of experience in urban revitalization. The key to success remains
economic impacts of lockdowns and loss of office workers. An entire an effective partnership between the public, private, institutional, and
ecosystem—the city—with its downtown at its fulcrum, worked in non-profit sectors.
tandem to support stability. Downtowns, as engines for their cities, The City of Calgary's approach is rooted in collaborative action with
require urgent action. a commitment to enabling direct action through funding, regulatory
This crucial insight has precipitated a constellation of efforts change, and facilitation. This report is a community-driven initiative
in rehabilitating and revitalizing Downtown Calgary. Yet, what is recognized by The City and will serve as a guide and inspiration
critical to the overall success is urban renewal driven by an for future work and investment. We look forward to the conversations
economic development, impact investment, and a coordinated spurred by this report and hope the actions that follow will seed a better
implementation strategy. Many recent initiatives, have already tomorrow for the community of Downtown West.
secured successes, with more strategic interventions on the way.
Among these is renewed attention to the challenges in Downtown
West—a source of unprecedented opportunity to facilitate lasting
improvements for those that live, work, play, learn, and shop in the
core. The city is a collaborative endeavor, and it must be approached
with nothing less than transdisciplinary strategies to ensure
its longevity.
In this spirit, we share the Catalyzing Calgary’s Downtown West
Report—the culmination of an initial step to advance implementation
options and provide a framework for ongoing discussions with
groups engaged in the community's success deeply invested in the
community’s success. Based on a partnership and collaboration
model, this report provides actions to focus, advocate and help
outlines possibilities for improved cultural, social, and retail
amenities in Downtown West. This report seeks to catalyze the
implementation of a holistic vision for Downtown West—grounded
in improved safety and physical improvements, and supportive of
a robust neighbourhood strategy governed by quality-of-life and
economic lenses.

EXECUTIVE
SUMMARY
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MISSION
EXECUTIVE SUMMARY
Downtowns are central to a city and region’s success. For years prior
to the pandemic, Calgary experienced economic shifts and now
those, paired with the impacts from COVID, provide an opportunity to
reimagine how our downtown can support economic recovery and
growth—how investment in Calgary’s Downtown West can catalyze
change, foster a stronger sense of community, and contribute to
the overall success of Downtown, all of Calgary, and the region.
OVERVIEW
The Calgary Downtown Association, the University of Calgary
School of Architecture, Planning and Landscape’s Center for
Civilization, and Stantec partnered to organize a multi-day charette
in October 2022, focused on exploring, validating, and refining
priorities for investment to further align downtown partners and
collaborators in Downtown Calgary. The goal was to accelerate and
multiply the impact of investments and change within the area.
This charette combined expertise from local stakeholders, municipal
collaborators, and external panelists from across North America.
Building on the significant work previously developed for Downtown
Calgary, discussions occurred around previous and current planning,
design, and redevelopment initiatives.
Using Downtown West as a focal point and test bed for ideas,
the event explored how to move beyond ideation and planning
by focusing on implementation tools and identifying priority
investment opportunities. This report summarizes key outputs
of the October charette, captures a point-in-time review of existing
plans and policies, documents additional insights into the Downtown
West neighbourhood, and provides a scorecard evaluation of potential
projects leading to a phased implementation approach.
As The City advances 2023-2026 service plans, experiences continual
changes to the economy, and realizes post-COVID opportunities, this
report serves to catalyze re-engagement around Downtown West and
move forward with specific, implementable actions as part of the
implementation of The City's Greater Downtown Plan.

EXECUTIVE SUMMARY
THREE PHASES OF IMPLEMENTATION

There are numerous paths to successfully transforming Downtown
West into a community that focuses on its residents and improves
community amenities. As such, the priority projects recommended
in this report are delivered in three phases and should be viewed as
a series of options and not a definitive, prescriptive list that must be
implemented in an exact sequence. Based on specific budget and
political considerations, the sequencing and timing of projects
selected to proceed may vary, and it is expected that this project list
will change as Downtown West grows and evolves.
The recommended project list is presented as three phases of work,
based on:
• Major projects that represent significant capital investment
from The City of Calgary with a complementary selection of
smaller quick wins and other recommended projects that can be
deployed early in each phase, and concurrently or in advance of
the major projects.
• Applying these scales of project implementation demonstrate
short-term, immediate action and longer-term, larger project
delivery in Downtown West. This approach aims to move quickly
with visible projects that help improve the sense of community
while managing the challenges that may arise with large scale
project construction. This approach also signals commitment by
The City of Calgary to other potential private sector developers,
encouraging momentum and interest in these key investment corridors.
The three recommended phases of work aim to:
• Phase 1: Establish Strong Sense of Community and Connection
to the Bow River
• Phase 2: Create Memorable Public Realm Destinations and
Mobility Corridors for Residents and Visitors
• Phase 3: Complete Connections, Purposefully Link Public Spaces,
and Close the Gaps
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EXECUTIVE SUMMARY
Building community identity
through river connections
Phase 1
During the charette, there was consistent conversation focused on connecting
to nature and improving access to the Bow River to help build community
identity. Preliminary 8 St SW corridor planning which has begun will serve
as a major access corridor to drive visitors and residents to the river along
the eastern edge of the plan area. Potential quick wins within this cluster of
development focus on setting the stage for community development and
planning through possible future local area planning, and rebranding and
wayfinding that strengthen community identity setting the stage for future
phases of wayfinding.
Strengthen community
connection to the river.
Major Projects Quick Wins Other Recommended Projects

PROJECTS
z 8 St SW Corridor Improvements z Temporary Dog Park z Lighting Addition to Dark Areas

z 4 Ave/River Promenade Re-alignment � Temporary Flower Pot Program z Bowforth Park Activation and Upgrades
z Pedestrian/Cyclying Overpass from Riverfront � Street Closures for Events z Bike Lanes Connecting to River Path
to Bow Trail into Community and Within Community
z Redevelopment of Parking Lots � Downtown West Local Area Plan
z Improve River Walk Accessibility

EXECUTIVE SUMMARY
Establishing the community of Downtown West

as a Unique Destination
Phase 2
Currently in progress, 11 St SW underpass project focuses on multi-modal
mobility and improving the connection from Downtown West to adjacent
neighbourhoods. Phase 2 is designed to align the 11 St SW underpass and
Stephen Avenue Streetscape Improvement projects as destination drivers for
Downtown West. The nexus of the western terminus of Stephen Avenue, Shaw
Millennium Park, and the intersection of 9th Ave and 11th St SW provides the
ideal focal point for investment activity and public realm activation. Internally
focused programming and smaller scale projects are designed for residents
and visitors to create memorable and unique experiences.
Create memorable
public realm destinations
and mobility corridors for
residents and visitors.

PROJECTS
z Shaw Millennium Park Upgrades z Temporary Dog Park z Lighting Addition to Dark Areas
z 11 St SW Underpass Design and Build � Food Truck Day z Bike Lanes Connecting to River Path
and Within Community
z Stephen Ave Public Realm Upgrades � Mural Program
� Affordable/Open Art Spaces
� Temporary Flower Pot Program
� Facades Improvement Program
� Street Closures for Events
� Rebranding and Banner Program with
Community Brand/Logo
� Addition of Green Space
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EXECUTIVE SUMMARY
Strengthening connections within
Downtown West
Phase 3
Phase 3 focuses on completing corridor connections established in earlier

phases of work, and fully integrating public realm and mobility improvements
throughout the community. The 11 St SW investment strengthens the public
realm between the Bow River and 9th Avenue, which benefits users from
the community and beyond. 9th St SW transit street improvements provide
alternative modes of transportation for the community, linking to existing strong
light rail transit (LRT) and bike connections, and encouraging more visitors to
the community.
Complete connections,
purposefully link public
spaces, and close the gaps.

PROJECTS
z 9 St as a Transit Street � Street Closures for Events z Bike Lanes Connecting to River Path
z 11 St SW as a Green Street � Public Parklets

1.0
DOCUMENT PURPOSE
AND OUR PROCESS
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DOCUMENT PURPOSE AND OUR PROCESS
The City has been working with the larger
community to develop significant planning
guidance for Downtown, including Downtown
West. The City has embarked on implementation,
including introducing groundbreaking collaboration
with industry through financial incentives to spur
transformation of Class B and C office space into
needed housing.
The challenge ahead is to translate

this leadership, planning
guidance, and bold approach to
implementation into a set of further
specific strategies to unlock Downtown
West’s full potential.

1.1 PURPOSE OF DOCUMENT

As The City of Calgary moves into implementation of its
Greater Downtown Plan, approves new budgets and service plans for
2023-2026 and beyond, experiences dramatic changes to the economy,
and realizes post-COVID opportunities, this report is presented to serve
as a catalyst for re-engaging the discussion around Downtown West
and moving forward with additional specific, implementable actions.
This report:
• Provides additional context and detail to help better understand
what makes Downtown West unique, what challenges it faces,
and key considerations for future investment.
• Summarizes the key outputs of the October 2022 charette,
including identifying top potential projects for Downtown West.
• Reviews existing policy and plans and combines potential
projects from existing documents with the outcomes of the
charette process. These projects were then evaluated in a
two-stage process to develop a series of recommendations for
priority projects to proceed.
• Provides suggestions for effectively clustering key City-led
projects to catalyze additional private investment, based on
a phased approach for project implementation.
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1.2 DOCUMENT STRUCTURE
The Downtown West Downtown West Current Downtown Charette

Opportunity Community Context Planning Context
An overview of the October
This section outlines, through This section outlines the This section provides 12–14, 2022 charette
the lens of North American features and characteristics an overview of The City process, discussions, and
trends, the new era of that make Downtown West of Calgary’s Greater identified priorities that
opportunity for downtowns unique and well-suited for Downtown Plan (2021) and emerged from the event.
and key considerations additional investment. broader policy documents
that will drive change and applicable to Downtown
economic growth. West, identifying key policies
relevant to implementation
and action.
Scorecard Implementation: Recommended Conclusion

Moving From Policy Phasing Plan
This section outlines the to Place Downtown West is
purpose of the scorecard, Presents three phases for established as a place
the two-staged approach This section starts with implementation, with a of opportunity, ready
that aligns with City and mapping of proposed selection of project scales available to accommodate
charette-specific goals, and projects, identifies emerging based on time frame and cost change. Conclusions are
final outputs. patterns, and generates a in each suggested phase. presented to help guide
recommended project list as. the implementation of the
recommended phasing plan.

2.0
THE DOWNTOWN
WEST OPPORTUNITY
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Figure 1. Downtown West Context
THE DOWNTOWN WEST OPPORTUNITY

City of Calgary 2.1 THE OPPORTUNITY
While the combined impacts of energy industry disruptions, the
pandemic, and the rise of hybrid work has posed significant
challenges for Downtown Calgary, Downtown stands at the cusp of
an era of unprecedented opportunity—paired with an imperative to
act now to enhance Downtown as a citywide and regional engine
for competitiveness in a rapidly evolving economy. With the right
planning, leadership, and implementation strategy, the potential
exists to achieve long-held goals that enhance livability, prosperity,
equity, and opportunities to celebrate shared community—not just for
Downtown but all of Calgary and the larger region. At the same time,
like its counterparts across North America, Downtown Calgary will
play an essential role in adapting Calgary and the surrounding region
to compete in an economy increasingly dominated by knowledge
and innovation.
Figure Source: Center for Civilization

For example, over the next two decades:

• Profound economic shifts across the entire developed world
will mean that more and more new jobs across North America
will require at least some higher education, a clear indicator that
knowledge industries—led by innovation—will drive economic
growth for virtually every region. Calgary benefits from an
educated workforce—41.3% of people aged 25 to 64 in Calgary
had a bachelor's degree or higher, compared to 31.1% in Alberta
and 32.9% in Canada[1]
• Growth in the supply of educated workers, termed “talent”, who
represent the key to attracting knowledge industry jobs and
investment[2], is lagging behind accelerating demand—sparking
growing interest across North America in creating places that
attract and retain this talent—and the knowledge industry jobs
and investment that follow.
• A clear strategy for attracting and retaining this talent—focus on
reinforcing the culturally rich, mixed-use, diverse, and walkable
places for which downtowns provide a natural home, and which
represent the places where this talent overwhelming chooses to
live and work.
• The convenience and cost advantages of living downtown will
continue to help promote growth toward the core of cities.
The vacant offices, empty first floors, underutilized buildings,
surface parking lots, and limited sense of community and place
that have for years impeded investment in the community
represent a critical mass of opportunity for leveraging fundamental
economic, demographic, technological, and environmental forces
that are reshaping communities across North America to create a
model for 21st century city-building. Downtown West is prime for
redevelopment, and is well positioned to lead the way.
Focus on Geography Series, 2021 Census - Calgary

[1]
(Census metropolitan area) (statcan.gc.ca)
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2.2 DOWNTOWN WEST Figure 2. Population by Age
CURRENT CONTEXT
Downtown West contains several foundational elements to make it
an attractive place to live, work, and invest, including proximity to
the Bow River, LRT access, and distinctive cultural resources (Shaw
Millennium Park and Contemporary Calgary). However, development
has been slowed by the lack of everyday amenities, requiring
residents to travel to adjacent neighbourhoods to serve their daily
needs. The area is also disconnected from the Downtown Core and
has been slow to gain traction within the development industry.
Age Demographics and Income

A large portion of Downtown West’s population are between the ages
of 15 and 64, similar to that of the Downtown Core. Income disparity
is apparent as a majority of residents receive an annual income of
less than $20K, followed by those who earn more than
$200K per year.
Figure 3. Annual Income

Population Diversity Figure 4. Population Diversity
Downtown West contains a mix of both non-immigrant and

immigrant populations, and nearly half of the current residents
identify as being part of a visible minority group.
Figure 5. Visible Minorities
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Household Size and Affordability Figure 6. Household Size
Most of the households in Downtown West contain more than

three people, which is comparable to Calgary’s average family size.
Note: This may consist of a family unit or a group of unrelated
persons sharing a dwelling. In addition, a greater proportion of
people are renters, rather than owners, of their dwelling units.
Figure 7. Tenure

Commuting Methods and Walkability Figure 8. Commuting Method
Most Downtown West residents either walk or drive as a primary

commuting method followed by transit. Data shows that Downtown
West has poor overall walkability and connectivity with the exception
of primary corridor routes. Note: Most primary corridors within
Downtown West have been designed as auto-oriented streets which
may create an uncomfortable or unsafe pedestrian experience.
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Figure 9. Downtown West Walkability Score While the following opportunities and constraints—from research
conducted by the Center for Civilization—apply to the entirety of
Calgary’s Downtown, the following points are applicable to the
Downtown West itself.
Constraints
• Lower demand for office spaces have been observed while parks/
recreational spaces and shared spaces have a higher demand
• An increased presence of persons experiencing homelessness
creates a feeling that Downtown is unsafe
• There is a sense that Downtown is not a place to spend time
outside of working hours
• Concern around rising prices in Downtown may impact local
organizations/businesses
Opportunities
• Potential to convert office space to additional park space

• Use of placemaking as a tool for attracting residents to
Downtown which increases vibrancy and safety and creates
a sense of community

During the October Charette an evening panel

discussion was hosted by the Center for
Civilization with panelists from the Charette.
Charette attendees and other members of the
public engaged in conversation and celebrated
the closing of the City of a Thousand Planets
Interactive Exhibition.
Photo credits: Max Krewiak
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Photo credits: Max Krewiak
Figure 10. Downtown West existing assets
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2.3 CURRENT PLANNING CONTEXT Calgary Transportation Plan (2021)
Goals and objectives within the Calgary ransportation
The City of Calgary’s substantial existing policy and work completed
Plan (CTP) directly correlate with the MDP. However,
over the last number of years provides direction and a planning
key directions specific to land use and mobility
framework for Downtown West. The policies and work include:
within the CTP are outlined as follows:
Municipal Development Plan (2021) • Achieve a balance of growth between
established and greenfield communities
The City of Calgary's Municipal Development Plan (MDP) outlines • Provide more choice within complete communities
various city-wide goals and objectives which provide a guidance • Direct land use change within a framework of
for of potential projects within the Downtown West. nodes and corridors
• Link land use decisions to transit
City-wide Policies:
• Increase mobility choices
• Creating a prosperous economy • Develop a Primary Transit Network
• Shaping a more compact urban form • Create Complete Streets
• Creating great communities • Optimize infrastructure
• Urban design
• Connecting the City
• Greening the City
City-building Principles:
• Create a range of housing opportunities and choices
• Create walkable environments
• Foster distinctive, attractive communities with a strong sense of place
• Provide a variety of transportation options
• Preserve open space, agricultural land, natural beauty,
and critical environmental areas
• Mix land uses
• Strategically direct and manage redevelopment
opportunities within existing areas
• Support compact development
• Connect people, goods and services locally, regionally and globally
• Provide transportation services in a safe, effective, affordable,
and efficient manner that ensures reasonable accessibility to all
areas of the city for all residents
• Utilize natural infrastructure and buildings

The City of Calgary has conducted previous analysis of Downtown Downtown West Revitalization Strategy (2018)
West, in addition to the following plans, work on the Stephen Avenue
The West End is home public realm and streetscape improvements project is currently The Downtown West Revitalization Strategy provides an
to approximately underway and a master planned design will be complete in fall 2023. implementation plan with short-term, low-cost initiatives that can
Construction along Stephen Avenue is anticipated to begin in 2026. provide immediate benefit and draw to the area along with longer term
2,800 residents strategies and action. The document focuses on five essential pillars
A design concept has been awarded for the 8 St SW Public Realm
who must leave the Improvements project. for revitalization along with a vision for each. The five pillars are:
community in order to 1. The Local Economy
Calgary Greater Downtown Plan (2021)
serve their daily needs. 2. The Physical Environment
According to the Calgary Greater Downtown Plan, to transform the 3. Neighbourhood Vibrancy
image of Downtown West there must be: 4. Connections and Places
5. Community Identity
• A rebuilding of neighbourhood identity and vitality, possibly by
leveraging the role of Contemporary Calgary The strategy highlights current challenges within the community
such as a lack of amenities and community identity, aging
• Improved connections to the river, Beltline, and Downtown Core infrastructure, vacant lots, and poor connection to the
• Significant public realm improvements Downtown Core.
• Adaptive reuse of older office buildings
Improvements to the Downtown West river promenade will be guided
by a master plan and capital investment plan.
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1. The Local Economy
There is opportunity to fill in some of the amenity gaps by
attracting new business to locate through incentive programs,
marketing tactics, and support for catalysts, incubators and
testing grounds.
2. The Physical Environment

There is opportunity for Downtown West to become a beautiful
and attractive place for residents, visitors and prospective business.
With the recent development projects and planned improvements,
the neighbourhood appearance will start to shift and reflect public
and private investment.
3. Neighbourhood Vibrancy
There is opportunity to activate and program some of these vacant
spaces for public art, events, and other community benefit uses.
There is also opportunity to inject some life and colour into the
neighbourhood through simple measures such as mural art and
urban animation tactics.
4. Connections and Places

Downtown West is a prime location with the amenities of
the riverfront, access to two LRT stations that connect in all
directions, and adjacent to the Downtown Core. There is opportunity
to take advantage of its location and showcase its assets through
enhanced connections and by creating much-needed community
places and activity nodes.
5. Community Identity
With so much vacant land and potential for significant future
development, there is great opportunity to establish a brand and
identity that can be integrated and supported through these projects.
Developing a Downtown West brand that can be reflected through a
banner program and community signage, and can be incorporated
into the Community Association, local business, development
projects and neighbourhood marketing tactics, will establish a
foundation for identity that the community can build on.

City Centre Urban Design Guidelines (2011)

The City Centre Urban Design Guidelines consolidates The City
of Calgary urban design policies and best practices to serve as a
guide and inspiration for future development in the City Centre area.
Specific to Downtown West, the guidelines suggest that:
• 11 St SW is transformed into a Green Street which is defined
as a street that “connect(s) multiple open spaces/places to
the riverfronts” and “provide a strong green environment for
pedestrians and use of alternative transportation modes”. In
addition, Green Streets have an emphasis on pedestrian safety,
landscaping, and recreational offerings.
• 7 Ave SW and 9 St SW (north of 7 Ave SW) become Transit
Streets. Transit Streets are defined as streets that “incorporate
priority for pedestrians with high-density mixed land uses, and the
highest volumes of public transit and pedestrian traffic.” Personal
vehicles are not permitted on Transit Streets as they allow LRT,
buses, and emergency vehicles only. They provide a “comfortable,
animated, and visually attractive streetscape environment”.
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3.0
DOWNTOWN
CHARETTE
34 | Stantec
DOWNTOWN CHARETTE
3.1 CHARETTE PANELISTS MARY W. ROWE BRETT ROLER
AND PARTICIPANTS President and CEO Senior Vice President Planning
Canadian Urban Institute and Development
With North American wide perspectives and lived
experiences, charette panelists were invited to
Downtown Memphis Commission
provide their input, thoughts, and advice to the Mary W. Rowe is a leading urban advocate and civil Brett is a downtown advocate and urban planner
unique challenges facing Calgary, focusing on the society trailblazer who has worked in cities and with working in Memphis, Tennessee. As Vice President
opportunities of Downtown West. communities across Canada and the United States. of Planning and Development at the Downtown
Currently living in Toronto, Mary is the President and Memphis Commission (DMC), Brett administers the
CEO at The Canadian Urban Institute (CUI). DMC’s portfolio of economic development tools and
Prior to joining CUI, Mary lived in New York City incentive programs including development loans,
and served as Executive Vice President of the façade grants, and a commercial property tax
Municipal Art Society (MASNYC), one of America’s freeze program.
oldest civic advocacy organizations focused on the Brett also leads Open on Main, a pop-up retail
built environment. Under Mary’s leadership, CUI program that has filled seven vacant commercial
has expanded its work to include an international spaces on Main Street and provided over 50 local
network from government, industry, community, and entrepreneurs a low-risk opportunity to open a
city-building professions to advance research and Downtown business. He also manages DMC’s
collaborate on solutions to some of our greatest anti-blight team to proactively address the top 25
urban challenges. vacant and blighted properties downtown.
Mary is a frequent contributor to national and
international city-building programs, including UN
Habitat, the Massey City Summit, The Art of City
Building, and the World Urban Forum.

DOWNTOWN CHARETTE
TODD ZIMMERMAN GLENN CASTANHEIRA DAVID DIXON

Director Emeritus Executive Director Stantec’s Urban Places Fellow
Zimmerman/Volk Associates SDC Montreal centre-ville Stantec
Todd was one of the framers of the Charter of the Glenn has spent over a decade honing a unique Residential Architecture Magazine named David
Congress for the New Urbanism (CNU), a member expertise and interest in downtowns and main to their Hall of Fame as “the person we call to ask
of the CNU Board of Directors, and the CNU streets. With a professional and academic about cities” and the American Institute of Architects
executive committee. He also served as chairman background in both the public and private sectors, awarded him their Thomas Jefferson Medal for
of the CNU Council of Task Force Chairs and in 2016 he has had the opportunity to witness, learn, and “a lifetime of creating livable neighbourhoods, vibrant
was named a CNU Fellow. implement best practices defined and tested around civic spaces, and vital downtowns.”
Todd established a national reputation for his early the world. An expert in urban planning and design, David is
identification of real estate market trends as Editor Glenn was the economic and commercial adviser to well known for helping create new, mixed-use urban
and Publisher of Multi-Housing News and Senior the Mayor of Montreal where he helped implement a districts (in both cities and suburbs) and the planning,
Living News, and founding Publisher and Editorial variety of measures aimed to support the city’s main revitalization, and redevelopment of downtowns.
Director of Real Estate Times. streets—among them, the Small Business Plan and His current and recent work focuses on urban
Canada’s first financial aid program for businesses transformations, including the reemergence of the
For more than a decade, Todd was program
affected by major road work. long-depressed East Franklinton neighbourhood in
chairman of Multi-Housing World, the nation’s
Columbus, Ohio, as an arts/innovation district; a
largest conference devoted solely to density Glenn has also distinguished himself in Montreal’s
master plan for the nine-million-square-foot, mixed-use
housing. He was a founding director and executive economic development having served as Vice
Water Street District adjacent to downtown Tampa; a
committee member of the National Association for President of the CDEC Centre-Sud/Plateau
planning framework to guide transformation of Kanata
Senior Living Industries. Mont-Royal (now PME-MTL)—an organization
North, Canada’s large innovation cluster, into a 21st
tasked with fostering and overseeing territorial
century innovation district; and market-driven
economic development—and held executive seats
redevelopment of a public housing site into
at Montreal’s BIA Association and Montreal’s Public
One Charlestown—a 3,200-unit, mixed-income
Markets Corporation.
neighbourhood with no displacement in one of
Boston’s most historic neighbourhoods.
36 | Stantec
DOWNTOWN CHARETTE
Over 100 people attended the three-day event and
represented various organizations, including but
not limited to:
• Private sector developers
• Cultural organizations
• Institutional participants
• Municipal staff
• BRZ/BIA members
• Design industry professionals
• Community associations
• Non-profit organizations

3.2 CHARETTE OVERVIEW
DOWNTOWN CHARETTE
LEGEND
During the October 2022 charette, a diverse cross-
section of stakeholders were invited to attend
Working session
a series of sessions, with discussions guided by
invited panelists from across North America.
Charette report back and closing
Implementation
focused conversations
supported by
Discuss specific panelist input,
Downtown West including preliminary Panelists provide
challenges, identification of priority their final
opportunities, and investment areas, recommendations
examples. and confirmation of and feedback.
priorities to advance.
1 2 3 4 5
Discuss challenges Groups prepare brief “report Focused discussion

and opportunities backs” of working session on ideas requiring further
at a downtown 1 and 2 discussions, investigation. Draft key
wide scale. identifying top three outputs from each
opportunities/areas of working group.
focus per group. Panelists
provide their insights and
thoughts in response to
ideas that emerged.
38 | Stantec
DOWNTOWN CHARETTE
Presentations
The following presentations were occurred
throughout the working sessions:
Presentation 1: Civic Commons Catalyst,

Initiative, Center for Civilization
Alberto Desalvatierr
• Assistant Professor, Urbanism and Data
in Architecture
• Founder and Director, Center for Civilization
• Presentation: Greater Downtown Calgary
considerations and background
Presentation 2: University of Calgary, School

of Architecture, Planning and Landscape
Joshua M. Taron
• Co-director, Laboratory for Integrative Design
• Presentation: Inclusive climate action strategies

DOWNTOWN CHARETTE
3.3 CHARETTE DISCUSSION Opening
The Center for Civilization captured discussions and prepared a

series of word clouds for each working session, identifying themes
and frequently discussed topics and projects.
The working session data was collected and shown in the following
word clouds.
Panel
Closing
40 | Stantec
DOWNTOWN CHARETTE
DOWNTOWN CHARETTE
Working session 2
Working session 1
Working session 3
Working session 2
Working session 4
42 | Stantec
DOWNTOWN CHARETTE
3.4 CHARETTE OUTPUTS
DOWNTOWN CHARETTE
The Charette working sessions generated a final output of ten urban

layers, which highlighted key conversation topic discussed during
the Charette. These ten urban layers are used as inputs in the
scorecard process.
44 | Stantec
Figure 11. Emerging projects distilled from the charette sessions
DOWNTOWN CHARETTE
S E S S I O N S D R I V E R S U R B A N L A Y E R S
Note 01
Opening
Note 02
Note 03
Table Unspecified
Table 04 x
Table 05
Table 06_1
Session 01
Table 06_2 x
Table 07_1
Table 07_2
Table 08
Area/Street Vacancy
Table 09_1
Table 09_2
Alley Conversions
Table Unspecified
Table 04
Global Connectivity
Table 05
Session 02
Table 06 x
Affordable Housing
Table 07_1
Table 07_2
Green Space Analysis
Table 08
Table 09
Downtown University District 10 City’s Heritage
Table 10
Table Unspecified_1
Local Connectivity 9 Green Connectivity
Table Unspecified_2
Table 04_1 8 Public Transit and Metro Connectivity

Meaningful Destinations
Table 04_2
7 Alley Conversions
Session 03
Table 05_1 (Surface) Parking Lot Conversions
Table 05_2
6 Neighborhood as Urban Node
Table 06 Plus 15
Table 07 5 Neighborhood to City Connection through Plus 15
Table 08_1 Public/Private Amenities
4 Underutilized Spatial Assets (CCC Catalog)

Table 08_2
Table 09 Public Transit and Metro Connectivity
3 (Surface) Parking Lot Conversions

Table Unspecified
Table 04_1 x Riverwalk Development/Accessibility

2 Riverwalk Development + River Accessibility
Session 04
Table 04_2
Shadow Vacancies
Table 04_3 1 Walkability
Table 09 x
Street Development
Table 10
Table 05
Underutilized Spatial Assets

Table 05_2
Session 05
Table 05_3
Urban Furniture
Table 07
Table 07_2
Urban Nodes
Table 07_3
Note 01
Walkable Neighborhoods (Walkability)
Note 02 x
Panel Discussion
Note 03
Neighborhood to City Connection
Note 04
Note 05 x
Note 06
Note 07
Note 08
Note 01
Note 02
Note 03
Closing
Note 04
Note 06
Note 07
Note 08_1 x
Note 08_2

DOWNTOWN CHARETTE
3.5 CHARETTE
IDENTIFIED PRIORITIES
Vision
Downtown West’s long-standing challenges

are now the source of unprecedented
opportunity. Its underutilized storefronts, upper
floors, surface parking lots, parks, and riverfront
provide the buildings blocks for a new era of
urban resurgence. As the city and its private,
institutional, and non-profit partners make vacant
storefronts incubators for culturally diverse food,
art, music, and other businesses, they will animate
local sidewalks. Empty upper stories will house
people with a diversity of needs and kickstart
new and innovative businesses. Half-filled surface
parking lots will sprout a fresh generation of urban
mixed-use buildings that line newly walkable streets.
Unused parks and an idle riverfront will blossom
into common grounds that invites the full spectrum
of Calgarians to celebrate shared community.
Downtown West will emerge as a model for
unlocking 21st century urban potential.
46 | Stantec
DOWNTOWN CHARETTE
The charette set the foundation for the next phases of work by
establishing a shared vision of Downtown West as a place that
finds its unique identity in celebrating its cultural and economic
diversity. This vision is made real by tangible opportunities to transform
longstanding challenges into valuable assets. Key discussions included:
• Vacant storefronts, upper floors, and parking lots can become the
distinctive eateries and shops, artists workspaces and galleries,
mixed-income housing, innovation workspaces, and similar
spaces that showcase Downtown West’s diversity.
• A district whose busy streets have long-challenged walkability
can now also look to its alleyways as a unique opportunity to
pioneer a network of walkable places enlivened by unique places
to grab a beer with friends or tour an artist’s studio.
• A series of freestanding institutions and public spaces—for
example Contemporary Calgary, Shaw Millennium Park, and a
currently isolated Riverfront—can be connected and brought
to life as a public realm enlivened by the Downtown West
community’s diversity and creativity that serves as a new
common ground for Downtown, Calgary, and the region.
• A strong need to focus on equity, inclusion, and ensure access
for all residents and visitors to Downtown West should be The challenge facing Downtown West is not a lack of potential
considered with any projects recommended to proceed. projects, policies, and initiatives but rather a lack of implementation
• A recognition that existing City-led programs and investment in strategy. The critical next step is to select priority projects, identify
office to residential conversions are leading the way to increased a phased approach for implementation and communicate that
population density and a diverse population base that will need to approach widely to catalyze private investment. Revitalization is
see improved amenities to foster a stronger sense of community not a goal in its own right, but an essential strategy for enhancing
and place. Additional housing is well on its way and should be quality of life, economic opportunity, resilience, and a sense of shared
viewed as an underpinning to support future project development community for those who live and work in Downtown West.
in the community.
• While any investment in Downtown West would generate
improvement, there needs to be effective communication as
projects are selected to proceed. This includes articulating
updates to diverse stakeholders, monitoring project success,
and adjusting investment planning over time to ensure continued
success as Downtown West transforms.

4.0
SCORECARD
48 | Stantec
SCORECARD
4.1 SCORECARD APPROACH
City of Calgary University of Downtown Charette Other Existing Data

Goals and Objectives Calgary Research Key Takeaways for Downtown West
SCORECARD
PRIORITY PROJECTS

SCORECARD
4.1.1 WHY A SCORECARD? Stage 1: Alignment with existing city goals

The first stage generated a score based on alignment with the City of
A scorecard was developed to consolidate the extensive research
Calgary principles listed in the Greater Downtown Plan.
and ideas previously generated by a numerous organizations
including the City of Calgary and the University of Calgary, as well The 10 principles for Greater Downtown are:
as the key takeaways from the charette. The scorecard analyzes
• Economic vitality and innovation
each project independently to identify alignment with existing City of
• Identity and place
Calgary goals, and to determine how effectively the project will enhance
• Opportunity and choice
the Downtown West community or catalyze other significant projects in
• Health and wellness
the area. A greater total score indicates greater positive impact.
• Social interaction
The projects listed in the 4.2 Scorecard section were sourced from • The green network and natural environment
the following reports: • Mobility for all
• Calgary Greater Downtown Plan (City of Calgary) • Climate mitigation and adaptation
• Downtown West Revitalization Strategy (City of Calgary) • Quality urban design
• City Centre Urban Design Guidelines (City of Calgary) • Resilient and prepared
• Downtown West Placemaking Action Plan (Intelligent Futures) These principles are high-level as they are designed to be applied to
• Charrette Outcomes and Discussions the entire Downtown area.
For the first stage of scoring, each project was assigned one (1) point
per principle that it was in alignment with, for a maximum score of 10
4.1.2 METHODOLOGY points and zero (0) points for each principle that was not in alignment.
To determine a score for each project, they were individually analyzed

in two stages:
1. Stage 1: Alignment with existing City goals
2. Stage 2: Alignment with charette specific goals
50 | Stantec
SCORECARD
Stage 2: Charette specific goals Figure 12. Stage 2 scorecard categories
The second stage of the scorecard analyzed the

projects through a finer grained lens, looking at
four high-level categories—economy, social equity,
innovation, and collaboration, and their various ECONOMY SOCIAL EQUITY INNOVATION COLLABORATION
sub-categories (see Figure 10). The categories
were determined from key takeaways that emerged
from the charrette and reflective of the unique
Economic Impact Equity Innovation Collaboration
nature and opportunities of Downtown West.
Support
Within each category, a question was developed to Economic Multiplier Accessibility Sustainability
determine the project's impact on the Downtown
Perception
West community. Each project was scored based
on questions listed in Table 1, allowing a hierarchy
of project priorities to emerge.
Stage two of the scorecard has eight subcategories,
each assigned 10% weighting. Combining these eight Table 1. Summary of scorecard categories and questions
categories (80% total) with Stage one totals (at
20% weighting) results in the final scorecard. CATEGORY SUBCATEGORY QUESTION
Economic Impact Does the project have an economic impact on community members?
Does it benefit a large user base?
ECONOMY
Economic Multiplier Does the project create economic multipliers?
(i.e., What is the project’s ability to catalyze other projects in the area?)
Equity Is the project open and available to everyone?

Are there cultural or operational barriers associated with the project? (e.g., hours of operation)
SOCIAL EQUITY Accessibility Does the project make accessibility better for a large user base?
Perception Does the project impove public perception of Downtown West?
Innovation Is the project a unique, innovative approach that has not been attempted in Calgary previously?
INNOVATION
Sustainability Does the project allow people to change their behaviour to be more sustainable?
Collaboration Does the project have community buy-in? Is it supported by a broad user base?
COLLABORATION
Support

Table 2. Second Scorecard Summary
SCORECARD
Project Project Description Priority Time Cost

Number Score Frame
SITE SPECIFIC PROJECTS x/100%
1 Shaw Millennium Park Upgrades 66% Long Greater than $10 M
2 4 Ave/River Promenade Re-alignment 76% Long Greater than $10 M
3 10 St SW Main Street Activation (Creating a Main Street) 49% Long Between $5 M and $10 M
4 11 St SW Underpass Design and Build 54% Long Greater than $10 M
5 Temporary Dog Park 19% Medium Less than $5 M
4.2 SCORECARD 6 Illumination Program on 10 St Bridge 20% Medium Less than $5 M
7 Pedestrian/Cycling Overpass from Riverfront to Bow Trail into Community 27% Long Between $5 M and $10 M
The final scorecard totals 100%: Stage one 8 Temporary Activation of Vacant City Owned Land Between 4 Ave and 5 Ave SW 35% Medium Less than $5 M
(focused on alignment with existing City goals at 9 Lighting Additions and Light Features 30% Long Less than $5 M
20%) and Stage two (focused on alignment with 10 8 St SW Corridor Improvements/Streetscape Enhancements 59% Long Greater than $10 M
Downtown West specific goals at 80%). 11 Stephen Avenue Public Realm Upgrades 76% Long Greater than $10 M
12 Bowforth Park Temporary Activation and Upgrades 35% Medium Between $5 M and $10 M
More details can be found in Appendix A.
13 Bike Lanes Connecting to River Path and Within Community 28% Medium Less than $5 M
Time frame categories 14 7 Ave as a Transit Street 58% Long Greater than $10 M
15 9 St SW as a Transit Street 58% Long Greater than $10 M
• Long: Greater than 5 years 16 11 St SW as a Green Street 61% Long Greater than $10 M
• Medium: 18 months to 5 years 17 Improve West Village to Downtown Connection through Plus 15 System 15% Long Greater than $10 M
• Short: 18 months
18 Available Back Alley Conversions (Alley Activation) 27% Medium Less than $5 M
The following table provides a summary of project 19 Parking Lot Conversions - Redevelopment 37% Long Greater than $10 M
scores as a percentage with associated time frame 20 River Walk Development and Improved Accessibility 62% Long Greater than $10 M
and estimated cost of each project. 21 Parking Lot Conversions - Temporary Activation 36% Medium Less than $5 M
PROGRAM LEVEL PROJECTS
22 Food Truck Day 17% Short Less than $5 M
23 Affordable/Open Art Spaces 18% Medium Less than $5 M
NOTE: Project numbers 36 24 Façade Improvement Program 18% Medium Less than $5 M
and 37 in the scorecard are 25 Mural Program 15% Medium Less than $5 M
26 Temporary Flower Pot Program 12% Medium Less than $5 M
information level projects only
27 Street Closures for Events 24% Medium Less than $5 M
leading to neutral impact and 28 Public Parklets 18% Medium Less than $5 M
a score of 0. PROGRAM LEVEL - FLEXIBLE IMPLEMENTATION LOCATIONS
29 Programming of Public Spaces 19% Medium Less than $5 M
30 Create Walkable Corridors/Improve Walkability 38% Long Between $5 M and $10 M
31 Addition of Green Space 45% Long Between $5 M and $10 M
32 Improve Public Transit and Connectivity 34% Medium Between $5 M and $10 M
33 Transform Downtown West into an Urban Centre 33% Medium Greater than $10M
34 Downtown West Local Area Plan 42% Long Less than $5 M
35 Rebranding and Banner Program with Community Brand/Logo 8% Medium Less than $5 M
INFORMATION LEVEL PROJECTS (NOT MAPPED)
36 Surface Infrastructure Inventory 0% Medium Less than $5 M
37 Inventory of Vacant Retail Space 0% Medium Less than $5 M
52 | Stantec
5.0
IMPLEMENTATION
CORRIDORS
54 | Stantec
5.1 EMERGING PATTERNS Figure 13. Project locations
IMPLEMENTATION CORRIDORS
Using the final scores displayed in Table 2, the projects were mapped
based on their known or estimated geographic location.
Gateway into Downtown West
Major Projects
1 Shaw Millennium Park Upgrades
2 4 Ave/River Promenade Re-alignment
3 10 St SW Main Street Activation
4 11 St SW Underpass Design and Build
5 Temporary Dog Park
6 Illumination Program on 10 St Bridge
7 Pedestrian/Cycling Overpass from Riverfront

to Bow Trail into Community
8 Temporary Activation of Vacant City Owned Land

Between 4 Ave and 5 Ave SW
9 Lighting Addition to Dark Areas
10 8 St SW Corridor Improvements Program Level Projects Program Level - Applicable Across Downtown West
22 Food Truck Day 29 Programming of Public Spaces
11 Stephen Ave Public Realm Upgrades
23 Affordable/Open Art Spaces 30 Create Walkable Corridors/Improve Walkability
12 Bowforth Park Temporary Activation and Upgrades
24 Facade Improvement Program 31 Addition of Green Space
13 Bike Lanes Connecting to River Path and Within Community
25 Mural Program 32 Improve Public Transit and Connectivity
14 7 Ave SW as a Transit Street
26 Temporary Flower Pot Program 33 Transform Downtown West into an Urban Centre
15 9 St SW as a Transit Street
16 27 Street Closures for Events 34 Downtown West Local Area Plan
11 St SW as a Green Street
28 Public Parklets 35 Rebranding and Banner Program with Community Brand/Logo
17 Improve Connectivity of Downtown West
to Downtown Core Through Plus 15 System
18 Temporary Activation of Back Alleys
19 Redevelopment of Parking Lots
20 Improve River Walk Accessiblity
21 Temporary Activation of Parking Lots

Projects shown in orange are associated with a specific location. Figure 14. Site specific and programmatic projects with associated scores (>50% and <50%)
Projects in grey are programmatic but a particular location has
been selected based on site understanding. Projects 29 through
37 (except for 35) do not have a location associated on the map as
they may occur at various locations across the site. Project 35 has
been included on the map in several locations as gateways that are
associated with rebranding and the creation of a banner program for
the Downtown West.
Projects with scores greater than 50% received a large circle as they
have a larger positive impact when implemented, while projects with
scores less than 50% received a small circle (See Figure 12).
The scorecard is the first stage of evaluation. When we look at the
outputs of the scorecard geographically, focus areas emerge from
our analysis. Our recommended phasing plan (Section 6.0) combines
the scorecard outputs and emerging patterns through the lens of
time and cost.
Score of >50%
Score of Score of
<50% <50%
Site Specific Program Level

Projects Projects
56 | Stantec
Geographical trends emerged from the scoring and mapping Figure 15. Priority corridors for projects
exercises, leading to the identification of two priority corridors
within Downtown West:
1. 4 Ave SW along the river to 11 St SW
2. Stephen Avenue from 8 St SW to Shaw Millennium Park
These key corridors provide an opportunity for focused investment
within Downtown West as projects along these corridors have
potential to act as a catalyst for additional investment and for
adjacent projects to be implemented.

Figure 16. Matrix 1: All potential projects 5.2 RECOMMENDED PROJECT LIST
MAJOR PROJECTS
Each project was plotted on a matrix based on the estimated cost

LONG < $5 M LONG $5 M - $10 M LONG > $10 M
and time frame of the project (Figure 16). The higher cost projects
30 3
15 14
20 1 11 tend to align with a longer time frame, while projects that are less
16
31 7 10 17 4 2 costly often occur on a shorter time frame. Projects that fall within
19
or adjacent to the main priority corridors outlined in the previous
MEDIUM < $5 M MEDIUM $5 M - $10 M MEDIUM > $10 M section were highlighted as a final filter to determine which projects
34 are to be considered priorities for the Downtown West while taking
TIME FRAME
9
13
35 23 into account the desired timeline or funding availability (Figure 17).
18 24 32 33
A recommended project list was developed and categorized into three
scales of opportunity:
SHORT < $5 M SHORT $5 M - $10 M SHORT > $10 M
6
1. Major Projects: Projects with a longer time frame (greater than 5
26 21 8
37 29 25 12 years) and high cost (greater than $10 M), though often result in a
QUICK WINS 22
5 27
28
greater community impact compared to smaller scaled projects.
36
2. Quick Wins: Projects that can be implemented relatively quickly
(18 months or less) and require fewer funds but can enhance
COST elements of the community between construction phases of
Major Projects.
3. Other Recommended Projects: Projects that landed in a priority
corridor but do not fall into a major project or quick win category.
Figure 17. Matrix 2: Projects along priority corridors These projects require a low to mid-range cost and may take 18
months to 5 years to complete. Note: Project 31 and 34 have
been included in the list as they received higher scores compared
to other program level projects.
Major site specific and long-term projects tended to score higher as
they can demonstrate a wider range of impact across the scorecard
categories. Though a majority of program level and quick win
projects produced lower scores, they are still important as they
can act as complementary projects to enhance the implementation
of many site specific projects. These smaller projects should be
deployed alongside major projects to maximize interest in priority
areas rather than being spread thinly throughout the plan area. This
will ensure their impact is more effective and concentrated.
58 | Stantec
Major Projects Other Recommended Projects
RECOMMENDED PROJECT LIST
1 Shaw Millennium Park Upgrades 9 Lighting Addition to Dark Areas
2 4 Ave/River Promenade Re-alignment 12 Bowforth Park Activation and Upgrades
4 11 St SW Underpass Design and Build 13 Bike Lanes Connecting to River Path and
Within Community
7 Pedestrian/Cycling Overpass from Riverfront
to Bow Trail into Community 23 Affordable/Open Art Spaces
10 8 St SW Corridor Improvements 24 Facade Improvement Program
11 Stephen Ave Public Realm Upgrades 31 Addition of Green Space
15 9 St SW as a Transit Street 34 Rebranding and Banner Program With

16 11 St SW as a Green Street
35 Downtown West Local Area Plan
Quick Wins
5 Temporary Dog Park
22 Food Truck Day
25 Mural Program
26 Temporary Flower Pot Program
27 Street Closures for Events
28 Public Parklets

6.0
RECOMMENDED
PHASING PLAN
60 | Stantec
RECOMMENDED PHASING PLAN
As a result of the previous analysis, a recommended phasing plan
was developed. The recommended project list is divided into three
phases of work, based on major projects that represent significant
capital investment from The City of Calgary with a complementary
selection of smaller quick wins and other recommended projects that
can be deployed early in each phase and concurrently or in advance
of the major projects.
The goal of various scales to project implementation is to
demonstrate investment in Downtown West, foster an immediate
sense of community and investment while managing the challenges
that may arise with large scale project construction, and signaling to
other potential private sector developers the momentum and interest
in these key investment corridors.
The priority projects recommended in this report should be viewed
as a series of options that emerged towards the top of lists and not
a definitive, prescriptive list that must be implemented in an exact
sequence. Based on specific budget and political considerations, the
sequencing and timing of projects selected to proceed may vary, and
it is expected that this project list will change as Downtown West
grows and evolves.

Building community identity

through river connections
Phase 1
Consistent conversation arose in the charette focusing on connections to
nature and improving Bow River access as well as helping to build community
identity through a stronger connection to the river. Preliminary 8 St SW corridor
planning has been set in motion which will serve as a major access corridor
to drive visitors and residents to the river along the eastern edge of the plan
area. Potential quick wins within this cluster of development focus on setting
the stage for community development and planning through possible future
local area planning, and rebranding and wayfinding that strengthen community
identity setting the stage for future phases of wayfinding.
Strengthen community
connection to the river.

PROJECTS
10 8 St SW Corridor Improvements 5 Temporary Dog Park 9 Lighting Addition to Dark Areas

(design concept has been awarded)
26 Temporary Flower Pot Program 12 Bowforth Park Activation and Upgrades
2 4 Ave/River Promenade Re-alignment
27 Street Closures for Events 13 Bike Lanes Connecting to River Path
7 Pedestrian/Cycling Overpass and Within Community
from Riverfront to Bow Trail into Community
34 Downtown West Local Area Plan
62 | Stantec
Establishing the community of Downtown West
as a Unique Destination
Phase 2
The 11 St SW underpass project is underway and focuses on multi-
modal mobility and improving the connection from Downtown West
to adjacent neighbourhoods. This phase is designed to align the
11 St underpass and Stephen Avenue streetscape improvement
projects as destination drivers for Downtown West. The nexus of the
western terminus of Stephen Avenue, Shaw Millennium Park, and the
intersection of 9 Ave and 11 St SW provides the ideal focal point for
investment activity and public realm activation. Internally focused
programming and smaller scale projects are designed for residents
and visitors to create memorable and unique experiences.
Create memorable
public realm destinations
and mobility corridors for
residents and visitors.

PROJECTS
1 Shaw Millennium Park Upgrades 5 Temporary Dog Park 9 Lighting Addition to Dark Areas
4 11 St SW Underpass Design and Build 22 Food Truck Day 13 Bike Lanes Connecting to River Path
11 Stephen Ave Public Realm Upgrades 25 Mural Program
23 Affordable/Open Art Spaces
26 Temporary Flower Pot Program
24 Facade Improvement Program
27 Street Closures for Events
31 Addition of Green Space
34 Rebranding and Banner Program

With Communtiy Brand/Logo
Strengthening connections within

Downtown West
Phase 3
Phase 3 focuses on completing corridor connections established
in earlier phases of work, fully integrating public realm and mobility
improvements throughout the community. 11 St SW investment
strengthens the public realm between the Bow River and 9 Ave SW,
which benefits users within the community and beyond. 9 St SW transit
street improvements provide alternative modes of transportation for
the community, linking to existing strong LRT and bike connections,
and encouraging more visitors to the community.
Complete connections,
purposefully link public
spaces, and close the gaps.

PROJECTS
15 9 St SW as a Transit Street 27 Street Closures for Events 13 Bike Lanes Connecting to River Path
16 11 St SW as a Green Street 28 Public Parklets
64 | Stantec
Alongside the phasing plan, it will be important to In the event that larger or longer term projects are
track and monitor projects as they are implemented difficult to fund or advance in a timely manner, it is
to evaluate progress over time. The collection and recommended to advance a series of quick wins
analysis of this data will allow future projects to or other recommended projects as an alternative
evolve with the community. approach to project implementation and phasing.
This can create quicker deployment of investment
while remaining in aligned with many of the key
priorities established in the Greater Downtown Plan.

7.0
CONCLUSION
66 | Stantec
CONCLUSION
The team evaluated potential projects using a scorecard approach, • To effectively spur investment from others, The City of Calgary
resulting in a phased implementation strategy. The phased should continue to openly communicate future investment
recommendations in Section 6.0 should be viewed in conjunction plans, regularly update and engage with stakeholders as projects
with the following conclusions: proceed, and ensure that future projects are identified well in
advance so that private sector developers and other community
• There is no one perfect solution to transforming Downtown West
stakeholders can appropriately plan and leverage adjacent and
into a resilient, adaptable, welcoming community that focuses on
interconnected projects. Engaging the full range of stakeholders
its residents and improves community amenities. As such, the
in the community early and often will help achieve the best
priority projects recommended should be viewed as a series of
possible outcomes.
options that emerged toward the top of lists and not a definitive,
prescriptive list that must be implemented in an exact sequence. • A strong need to focus on equity, inclusion, and accessibility
Based on specific budget and political considerations, the for all residents and visitors to Downtown West should be
sequencing and timing of projects selected to proceed may vary, considered with any projects recommended to proceed.
and it is expected that this list will change as Downtown West • Ensure that structures are in place to track and, monitor, and
grows and evolves. evaluate progress of projects over time. The collection and
• Focus on key areas for investment to act as a catalyst for analysis of this data will allow future projects to be refined and
additional investment from others. Commit and communicate continue to best represent the needs of the community as it
these investment choices. evolves and grows.
• A series of freestanding institutions and public spaces— • Site specific projects scored higher but benefit from additional
Contemporary Calgary, Shaw Millennium Park, and a currently complementary program level projects that may help manage
isolated Riverfront—can be connected and brought to life as community expectations during construction of larger projects.
a public realm enlivened by the Downtown West community’s Program level projects should be deployed to maximize interest
diversity and creativity that serves as a new common ground for in priority areas rather than being spread thinly throughout the
Downtown, Calgary, and the region. plan area so that their impact is more effective and concentrated.
• Vacant store fronts, upper floors, and parking lots can become • Maintaining and expanding post-secondary institutional presence in
the distinctive eateries and shops, artists workspaces and Downtown West has the potential to fuel vibrancy in the community.
galleries, mixed-income housing, innovation workspaces, and
Cities, led by their downtowns, must evolve in the face of changing
similar spaces that showcase Downtown West’s diversity.
times. The key to success will be, as it has been during previous
• A recognition that existing City-led programs and investment in periods of disruptive change, an effective partnership between the
office to residential conversions are leading the way to increased public, private, institutional, and non-profit sectors.
population density and a diverse population base. These will
need to see improved amenities to foster a stronger sense of
community and place. Additional housing is well on its way and
should be viewed as an underpinning to support future project
development in the community.

APPENDIX A
68 | Stantec
Table 3. Stage 1 Scorecard Site Specific Projects Program Level Projects Program Level - Applicable Across Downtown West Information Level Projects
Economic Vitality Identity and Place Opportunity Health Social Interaction The Green Network Mobility for All Climate Mitigation Quality Resilient Score out of 10
and Innovation and Choice and Wellness and and Adaptation Urban Design and Prepared
Natural Environment
1 Shaw Millennium Park Upgrades
10
2 4 Ave/River Promenade Realignment 10

3 10 St SW Main Street Activation
10
(creating a main street)
4 11 St SW Underpass Design and Build 8
5 Temporary Dog Park 5
6 Illumination Program on 10 St Bridge 2
7 Pedestrian/Cycling Overpass from
6
Riverfront to Bow Trail into Community
8 Temporary Activation of Vacant City
5
Owned Land Between 4 Ave and 5 Ave SW
9 Lighting Additions and Light Features 2
10 8 St SW Corridor Improvements/
10
Streetscape Enhancements
11 Stephen Avenue Public Realm Upgrades 10
12 Bowforth Park Temporary Activation
5
and Upgrades
13 Bike Lanes Connecting to River Path
5
14 7 Ave as a Transit Street 3
15 9 St SW as a Transit Street 3
16 11 St SW as a Green Street 6
17 Improve West Village to Downtown
3
Connection Through Plus 15 System
18 Activate Back Alleys 4
19 Parking Lot Conversions -
4
Long Term Redevelopment
20 River Walk Development
10
and Improved Accessibility
21 Parking Lot Conversions -
5
Temporary activation
22 Food Truck Day 4
23 Affordable/Open Art Spaces 3
24 Façade Improvement Program 3
25 Mural Program 3
26 Temporary Flower Pot Program 3
27 Street Closures for Events 3
28 Public Parklets 3
Table 3. Stage 1 Scorecard (continued) Site Specific Projects Program Level Projects Program Level - Applicable Across Downtown West Information Level Projects
Economic Vitality Identity and Place Opportunity Health Social Interaction The Green Network Mobility for All Climate Mitigation Quality Resilient Score out of 10
and Innovation and Choice and Wellness and and Adaptation Urban Design and Prepared
Natural Environment
29 Programming of Public Spaces 2
30 Create Walkable
3
Corridors/Improve Walkability
31 Addition of Green Space 7
32 Improve Public Transit and Connectivity 3
33 Transform Downtown West into
4
an Urban Centre
34 Downtown West Local Area Plan 10
35 Rebranding and Banner Program with
1
36 Surface Infrastructure Inventory N/A
37 Inventory of Vacant Retail Space N/A
Table 4. Stage 2 Scorecard
STAGE 1 STAGE 2
Project List Source Alignment with 20% Economic 10% Economic 10% Equity 10% Accessibility 10% Perception 10% Innovation 10% Sustainability 10% Collaboration 10% Totals Time Cost
Downtown Weighted Impact Weighted Multiplier Weighted Weighted Weighted Weighted Weighted Weighted Support Weighted Frame
Principles Value Value Value Value Value Value Value Value Value
SITE SPECIFIC PROJECTS /100
1 Shaw Millennium Park Upgrades Calgary Greater 10 20% Agree 3% Agree 3% Strongly 10% Strongly Agree 10% Strongly 10% Neutral 0% Neutral 0% Strongly Agree 10% 66% Long Greater
Downtown Plan Agree Agree than $10 M
2 4 Ave/River Calgary Greater Downtown 10 20% Strongly 10% Strongly 10% Strongly 10% Strongly Agree 10% Agree 3% Neutral 0% Agree 3% Strongly Agree 10% 76% Long Greater
Promenade Realignment Plan, Downtown West Agree Agree Agree than $10 M
Revitalization Strategy
3 10 St SW Main Street Activation Calgary Greater 10 20% Agree 3% Strongly 10% Agree 3% Neutral 0% Strongly 10% Neutral 0% Neutral 0% Agree 3% 49% Long Between
(Creating a Main Street) Downtown Plan Agree Agree $5 M and
$10 M
4 11 St SW Underpass Design Calgary Greater Downtown 8 16% Agree 3% Agree 3% Agree 3% Agree 3% Strongly 10% Strongly Agree 10% Agree 3% Agree 3% 54% Long Greater
and Build Plan, Downtown West Agree than $10 M
Revitalization Strategy
5 Temporary Dog Park Calgary Greater 5 10% Neutral 0 Neutral 0% Agree 3% Neutral 0% Agree 3% Neutral 0% Neutral 0% Agree 3% 19% Short Less than
Downtown Plan $5 M
6 Illumination Program Downtown West 2 4% Neutral 0 Neutral 0% Strongly 10% Agree 3% Agree 3% Neutral 0% Neutral 0% Neutral 0% 20% Short Less than
on 10 St Bridge Revitalization Strategy Agree $5 M
7 Pedestrian/Cycling Overpass Downtown West 6 12% Neutral 0 Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Agree 3% Neutral 0% 27% Long Between
from Riverfront to Bow Trail Revitalization Strategy $5 and
into Community $10 M
8 Temporary Activation of Vacant Downtown West 5 10% Agree 3% Agree 3% Strongly 10% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 35% Short Less than
City Owned Land Between 4 Ave Revitalization Strategy Agree $5 M
and 5 Ave SW
9 Lighting Additions and Downtown West 2 4% Neutral 0 Neutral 0% Agree 3% Strongly Agree 10% Strongly 10% Neutral 0% Neutral 0% Agree 3% 30% Medium Less than
Light Features Revitalization Strategy, Agree $5 M
Downtown West
Placemaking Action Plan
10 8 St SW Corridor Improvements/ Downtown West 10 20% Strongly 10% Strongly 10% Strongly 10% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 59% Long Greater
Streetscape Enhancements Revitalization Strategy Agree Agree Agree than $10 M
11 Stephen Avenue Public Calgary Greater 10 20% Strongly 10% Strongly 10% Strongly 10% Strongly Agree 10% Strongly 10% Agree 3% Neutral 0% Agree 3% 76% Long Greater
Realm Upgrades Downtown Plan Agree Agree Agree Agree than $10 M
12 Bowforth Park Temporary Downtown West 5 10% Agree 3% Agree 3% Strongly 10% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 35% Short Between
Activation and Upgrades Placemaking Action Plan Agree $5 M and
$10 M
13 Bike Lanes Connecting to River Downtown West 5 10% Agree 3% Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Agree 3% Neutral 0% 28% Medium Less than
Path and Within Community Revitalization Strategy $5 M
14 7 Ave as a Transit Street City Centre Urban 3 6% Agree 3% Agree 3% Strongly 10% Strongly Agree 10% Strongly 10% Strongly Agree 10% Agree 3% Agree 3% 58% Long Greater
Design Guidelines Agree Agree than $10M
15 9 St SW as a Transit Street City Centre Urban 3 6% Agree 3% Agree 3% Strongly 10% Strongly Agree 10% Strongly 10% Strongly Agree 10% Agree 3% Agree 3% 58% Long Greater
Design Guidelines Agree Agree than $10 M
16 11 St SW as a Green Street City Centre Urban 6 12% Neutral 0 Agree 3% Strongly 10% Strongly Agree 10% Strongly 10% Strongly Agree 10% Agree 3% Agree 3% 61% Long Greater
Design Guidelines Agree Agree than $10 M
17 Improve West Village to Charette Outcomes 3 6% Neutral 0 Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Neutral 0% Neutral 0% 15% Long Greater
Downtown Connection Through than $10 M
Plus 15 System
18 Available Back Alley Conversions Charette Outcomes 4 8% Neutral 0 Neutral 0% Strongly 10% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 27% Medium Less than
Agree $5 M
19 Parking Lot Conversions - Charette Outcomes 4 8% Strongly 10% Strongly 10% Neutral 0% Neutral Agree 3% Neutral 0% Agree 3% Agree 3% 37% Long Greater
Redevelopment Agree Agree than $10 M
20 River Walk Development and Charette Outcomes 10 20% Agree 3% Agree 3% Strongly 10% Strongly Agree 10% Agree 3% Neutral 0% Agree 3% Strongly Agree 10% 62% Long Greater
Improved Accessibility Agree than $10 M
21 Parking Lot Conversions - Charette Outcomes 5 10% Neutral 0 Neutral 0% Strongly 10% Strongly Agree 10% Agree 3% Neutral 0% Neutral 0% Agree 3% 36% Short Less than
Temporary activation Agree $5 M
Site Specific Projects Program Level - Applicable Across Downtown West Strongly Agree = 3/3 Calculation Method
Agree = 1/3
Program Level Projects Information Level Projects Neutral = 0 Example: Shaw Millennium Park
Disagree = (-1)/3
Strongly Disagree = (-3)/3 Phase 1
10/10 = 20% of weighted total
Phase 2
Agree = 1/3 = 33.33% = 3% weighted total
Strongly Agree = 3/3 = 100% = 10% weighted total
Neutral = 0/3 = 0% weighted total
Calculation
20% + 3% + 3% + 10% + 10% + 10% + 0% + 0% + 10% = 66%
Table 4. Stage 2 Scorecard (continued)
STAGE 1 STAGE 2
Project List Source Alignment with 20% Economic 10% Economic 10% Equity 10% Accessibility 10% Perception 10% Innovation 10% Sustainability 10% Collaboration 10% Totals Time Cost
Downtown Weighted Impact Weighted Multiplier Weighted Weighted Weighted Weighted Weighted Weighted Support Weighted Frame
Principles Value Value Value Value Value Value Value Value Value
PROGRAM LEVEL PROJECTS
22 Food Truck Day Downtown West 4 8% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% Neutral 0% Neutral 0% Neutral 0% 17% Short Less than
Revitalization Strategy $5 M
23 Affordable/Open Art Spaces Charette Outcomes 3 6% Agree 3% Agree 3% Agree 3% Neutral 0% Disagree -3% Agree 3% Neutral 0% Agree 3% 18% Medium Less than
$5 M
24 Façade Improvement Program Downtown West 3 6% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% Neutral 0% Neutral 0% Agree 3% 18% Medium Less than
Revitalization Strategy, $5 M
Downtown West
25 Mural Program Calgary Greater 3 6% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% Neutral 0% Neutral 0% Neutral 0% 15% Short Less than
Downtown Plan $5 M
26 Temporary Flower Pot Program Calgary Greater Downtown 3 6% Neutral 0 Neutral 0% Agree 3% Neutral 0% Agree 3% Neutral 0% Neutral 0% Neutral 0% 12% Short Less than
Plan, Downtown West $5 M
27 Street Closures for Events Downtown West 3 6% Agree 3% Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 24% Short Less than
Placemaking Action Plan $5 M
28 Public Parklets Downtown West 3 6% Agree 3% Neutral 0% Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Neutral 0% 18% Short Less than
PROGRAM LEVEL - APPLICABLE ACROSS DOWNTOWN WEST
29 Programming of Public Spaces Downtown West 2 4% Agree 3% Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Neutral 0% 19% Short Less than
30 Create Walkable Corridors/ Charette Outcomes 3 6% Agree 3% Neutral 0% Strongly 10% Strongly Agree 10% Agree 3% Neutral 0% Agree 3% Agree 3% 38% Long Between
Improve Walkability Agree $5 M and
$10 M
31 Addition of Green Space Charette Outcomes 7 14% Agree 3% Agree 3% Agree 3% Agree 3% Strongly 10% Agree 3% Agree 3% Agree 3% 45% Long Between
Agree $5 M and
$10 M
32 Improve Public Transit Charette Outcomes 3 6% Agree 3% Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Agree 3% Agree 3% 34% Medium Between
and Connectivity $5 M and
$10 M
33 Transform Downtown West into Charette Outcomes 4 8% Strongly 10% Strongly 10% Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% 33% Medium Greater
an Urban Centre Agree Agree than $10M
34 Downtown West Local Area Plan Calgary Greater 10 20% Agree 3% Agree 3% Agree 3% Agree 3% Neutral 0% Neutral 0% Neutral 0% Strongly Agree 10% 42% Long Less than
Downtown Plan $5 M
35 Rebranding and Banner Program Downtown West 1 2% Agree 3% Agree 3% Neutral 0% Neutral 0% Agree 3% Neutral 0% Neutral 0% Neutral 0% 8% Medium Less than
with Community Brand/Logo Revitalization Strategy, $5 M
Downtown West
INFORMATION LEVEL PROJECTS
36 Surface Infrastructure Inventory Downtown West N/A N/A Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% 0% Short Less than
37 Inventory of Vacant Retail Space Downtown West N/A N/A Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% Neutral 0% 0% Short Less than
Site Specific Projects Program Level - Applicable Across Downtown West Strongly Agree = 3/3 Calculation Method
Agree = 1/3
Program Level Projects Information Level Projects Neutral = 0 Example: Shaw Millennium Park
Disagree = (-1)/3
Strongly Disagree = (-3)/3
Phase 1
10/10 = 20% of weighted total
Phase 2
Agree = 1/3 = 33.33% = 3% weighted total
Strongly Agree = 3/3 = 100% = 10% weighted total
Neutral = 0/3 = 0% weighted total
Calculation
20% + 3% + 3% + 10% + 10% + 10% + 0% + 0% + 10% = 66%
Table 5. Category definitions and questions
Category
ECONOMY Economic Impact
Questions Does the project have an economic impact on community members? Does it benefit a large user base?
Strongly agree (3) Significant economic benefit for larger user base
Agree (1) Economic benefit or improvement for small user base
Neutral (0) No change to any existing users
Disagree (-1) Negatively impacts a small user base (local residents)
Strongly disagree (-3) Negatively impacts a large user base (residents in area, commuters, visitors)
Economic Multiplier
Questions Does the project create economic multipliers? (i.e., What is the project’s ability to catalyze other projects
in the area?)
Strongly agree Meaningful interest and investment from adjacent projects. Limited number of players
are needed to implement the project with large support from the community
Agree Some players needed, minimal impact on adjacent projects
Neutral No impacts on adjacent projects
Disagree Harm a small number of projects
Strongly disagree May harm several projects around it
SOCIAL EQUITY Equity
Questions Is the project open and available to everyone? Are there cultural or operational (open hours) barriers
associated with the project? (e.g., hours of operation)
Strongly agree Open and available at all times, at no cost
Agree Open and available most times, low cost
Neutral N/A
Disagree Some available hours, pay for use
Strongly disagree Negatively impacts people. Only available hours occur during working hours, pay for use
Table 5. Category definitions and questions (continued)
Category
Accessibility
Questions Does the project make accessiblity better for a large user base?
Strongly agree Improves accessibility for all users
Agree Provides minor improvements for users
Neutral Provides no improvements to users
Disagree Negatively impacts some users
Strongly disagree Negatively impacts all users
Perception
Questions Does the project improve public perception of Downtown West?
Strongly agree Project greatly improves public perception of Downtown West

(i.e., acts as a city wide attraction)
Agree Project improves public perception for Downtown West residents

(i.e., acts as a local attraction)
Neutral No change to public perception
Disagree Project negatively impacts public perception
Strongly disagree N/A
INNOVATION Innovation
Questions Is the project a unique, innovative approach that has not been attempted in Calgary previously?
Strongly agree Uses an innovative approach that is unique to City of Calgary
Agree Uses an innovative approach that is unique to Downtown West
Neutral No innovative approach and not unique
Disagree Approach has been used elsewhere with negative effects observed
Strongly disagree N/A

Table 5. Category definitions and questions (continued)
Category
Sustainability
Questions Does the project allow people to change their behaviour to be more sustainable?
Strongly agree Well beyond compliance with all sustainability goals
Agree Some goals beyond compliance
Neutral Compliance with sustainability goals
Disagree Short term impediments to sustainability
Strongly disagree Long term detriment to sustainable goals
COLLABORATION
Collaboration Support
SUPPORT
Questions Does this project have community buy-in? Are there large barriers for success?
Ease of collaboration - Is it supported by broad user base?
Strongly agree Project is strongly supported by community and collaborators
Agree Project is supported with minor opposition
Neutral N/A
Disagree Project is not supported by community
Strongly disagree Project is strongly opposed by all parties

SECTION NAME
Design with community in mind

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CATALYZING

3.0 DOWNTOWN CHARETTE 34

Catalyzing Calgary’s Downtown West | iii

Catalyzing Calgary’s Downtown West | 3

ASSOCIATION • Hailey Bloom, Urban Planner, IMPROVEMENT AREA

Catalyzing Calgary’s Downtown West | 5

Catalyzing Calgary’s Downtown West | 7

Catalyzing Calgary’s Downtown West | 9

THREE PHASES OF IMPLEMENTATION

Major Projects Quick Wins Other Recommended Projects

z 8 St SW Corridor Improvements z Temporary Dog Park z Lighting Addition to Dark Areas

Catalyzing Calgary’s Downtown West | 11

Establishing the community of Downtown West

Major Projects Quick Wins Other Recommended Projects

Phase 3 focuses on completing corridor connections established in earlier

Major Projects Quick Wins Other Recommended Projects

Catalyzing Calgary’s Downtown West | 13

The challenge ahead is to translate

Catalyzing Calgary’s Downtown West | 15

1.1 PURPOSE OF DOCUMENT

The Downtown West Downtown West Current Downtown Charette

Scorecard Implementation: Recommended Conclusion

Catalyzing Calgary’s Downtown West | 17

THE DOWNTOWN WEST OPPORTUNITY

Figure Source: Center for Civilization

Catalyzing Calgary’s Downtown West | 19

For example, over the next two decades:

Focus on Geography Series, 2021 Census - Calgary

(Census metropolitan area) (statcan.gc.ca)

Age Demographics and Income

Figure Source: Center for Civilization

Catalyzing Calgary’s Downtown West | 21

Population Diversity Figure 4. Population Diversity

Downtown West contains a mix of both non-immigrant and

Figure 5. Visible Minorities

Figure Source: Center for Civilization

Most of the households in Downtown West contain more than

Figure Source: Center for Civilization

Catalyzing Calgary’s Downtown West | 23

Commuting Methods and Walkability Figure 8. Commuting Method

Most Downtown West residents either walk or drive as a primary

Figure Source: Center for Civilization

• Potential to convert office space to additional park space

Catalyzing Calgary’s Downtown West | 25

During the October Charette an evening panel

Photo credits: Max Krewiak

Figure 10. Downtown West existing assets

Figure Source: Center for Civilization

Catalyzing Calgary’s Downtown West | 29

2. The Physical Environment

4. Connections and Places

Catalyzing Calgary’s Downtown West | 31

City Centre Urban Design Guidelines (2011)

Catalyzing Calgary’s Downtown West | 35

TODD ZIMMERMAN GLENN CASTANHEIRA DAVID DIXON

Catalyzing Calgary’s Downtown West | 37

Discuss challenges Groups prepare brief “report Focused discussion

Presentation 1: Civic Commons Catalyst,

Presentation 2: University of Calgary, School

Catalyzing Calgary’s Downtown West | 39

3.3 CHARETTE DISCUSSION Opening

The Center for Civilization captured discussions and prepared a

The Charette working sessions generated a final output of ten urban

Table 04_1 8 Public Transit and Metro Connectivity

3.0 DOWNTOWN CHARETTE 34