TAMRMS#: B06
8.1
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Downtown Entertainment District
Notice given by: Councillor Killick
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PROPOSED MOTION(S):
recommendation
That Administration prepare an agenda report regarding the establishment of an entertainment district for the downtown district in St. Albert, outlining process, associated budgetary requirements, and potential next steps, for Council's consideration by the end of Q3 2025.
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ADMINISTRATION’S UNDERSTANDING OF THE INTENT OF THE MOTION
As the Government of Alberta has enacted legislation that allows municipalities to create a bylaw called an “Entertainment district” with defined boundaries, Council wishes that Administration explore the potential of establishing an entertainment district in downtown St. Albert. Work would include detailing the process to establish an Entertainment district and potential budgetary requirements for this work by the end of Q3 2025.
ADMINISTRATION’S RECOMMENDATION
That Standing Committee of the Whole direct Administration to develop a comprehensive, action-oriented plan to enhance downtown vibrancy, which focuses on defined tangible actions along with budgetary requirements, which can be implemented in a 1-to-5-year period, and which would include the opportunity for an entertainment district bylaw, to be presented for Council’s consideration by Q2 2026.
PURPOSE OF REPORT
The purpose of this report is to present a motion for which Councillor Killick gave notice on May 15, 2025.
ALIGNMENT TO COUNCIL DIRECTION OR MANDATORY STATUTORY PROVISION
N/A
BACKGROUND AND DISCUSSION
Administration has been working with the St. Albert Downtown Business Association on initiatives that promote sustained vibrancy and are designed to enhance the visual aesthetic, increase visitor foot traffic, and boost consumer spending. To support this work, there have been ongoing discussions about creating a new municipal bylaw that would establish an entertainment district in the downtown core.
Municipalities are granted the authority to create a bylaw that permits the establishment of an entertainment district by the Government of Alberta in the Gaming, Liquor and Cannabis Act. An entertainment district permits the consumption of alcohol in a public place. A bylaw will limit the consumption of alcohol to that which is purchased from licensed establishments and vendors, including restaurants and bars, within the defined boundaries of the district, which would be marked with signage.
A report on the establishment of an entertainment district within St. Albert’s downtown, would include the following:
1. Preliminary Research and Analysis
A thorough review of provincial legislation, the Alberta Gaming, Liquor and Cannabis Act, as well as regulations set by AGLC, and other municipal entertainment district bylaws.
2. Initial Consultation and Stakeholder Engagement
Internal cross-functional department review and consultation. External consultation with key stakeholders, such as the St. Albert Downwtown Business Association, downtown businesses, hospitality operators, community organizations, residents in potentially affected areas, law enforcement, emergency services, and AGLC representatives.
3. Feasibility Study
Conduct a feasibility study to assess economic benefits, community impact, safety, and regulatory considerations, as well as review best practice and propose a recommended location and boundaries.
4. Public Engagement
Conduct public information and consultation sessions to collect feedback.
IMPACTS OF MOTION
Financial:
None at this time.
Compliance & Legal:
None at this time.
Program or Service:
As the primary liaison between the St. Albert Downtown Business Association and St. Albert’s local businesses, it is expected that work to undertake a feasibility study and the research required to study an entertainment district in the downtown will be led by the City’s Business, Retention, & Expansion branch of the Economic Development department. It is expected that the addition of this new unbudgeted project will result in a small, short-term service level reduction to the Business, Retention, and Expansion service.
Organizational:
The development of an entertainment district bylaw is expected to have some short-term organizational capacity impact as several departments would be involved in the internal consultation and review process.
If a bylaw were to be implemented, it is expected that additional organizational capacity would be required to help communicate changes, and coordinate with businesses, property owners, and residents within or near the district, and to enforce new regulations.
Risks:
• Strategic: Conceptually, development of an entertainment district bylaw aligns with Council’s Downtown Vibrancy strategic priority and the St. Albert Downtown Business Association’s Strategic Plan; however, there is a risk that this tactic may not align with all stakeholders’ and residents’ vision for downtown St. Albert. Conversely, it is often challenging to find broad consensus on any vision for a district.
• Operational: Work to develop an entertainment district bylaw is expected to have short-term, low operational impacts on the organization, primarily within the Economic Development department. This impact may be mitigated by reducing service levels or deferring some planned projects within the Business Retention and Expansion branch in order to accommodate this new project.
The long-term operational impacts of establishing a permanent entertainment district are not clear at this time. As one of Council’s Strategic Priorities, the Downtown Vibrancy priority would benefit from budgetary investments in human resources to implement and action future vibrancy work.
• Financial: It is anticipated that the cost of developing an entertainment district bylaw can be covered through use of existing budget dollars allocated for staff and contracted services.
At present, Administration does not have a clear picture of the ongoing operational costs associated with establishing a permanent Entertainment district.
• Stakeholder: Development of an entertainment district does present some stakeholder and community perception risks. Allowing for more visible public consumption of alcohol within the pedestrian realm may create a social stigma for the area and may deter some people from visiting, some businesses from locating, or some residents from living downtown.
• Legal: The City may be at risk of increased liability if there are alcohol-related injuries or property damage occurring withing the entertainment district.
• Compliance / Enforcement: There may be some compliance and enforcement challenges with respect to the development of a new bylaw which could allow for increased consumption of alcohol in public spaces.
ALIGNMENT TO PRIORITIES IN COUNCIL’S STRATEGIC PLAN
City Council Strategic Priority Two: Downtown Vibrancy
Strategy Three: Facilitate and support the downtown business community to leverage collaborative opportunities and promote businesses that help create a vibrant downtown.
Item aligned to Strategic Plan:
None at this time
ALIGNMENT TO LEVELS OF SERVICE DELIVERY
B.4.3 Stakeholder relations - Consultation, coordination, and collaboration with external business and economic development organizations.
ALTERNATIVES
If Council does not wish to support the proposed motion, Administration presents the following alternatives for Council’s consideration.
Alternative 1: That Administration develop a comprehensive, action-oriented plan to enhance downtown vibrancy, which focuses on defined tangible actions along with budgetary investment requirements, which can be implemented in a 1-to-5-year period, and which would include the opportunity for an entertainment district bylaw, to be presented for Council’s consideration by Q2 2026.
Financial:
Development of a downtown action-oriented plan is estimated to cost approximately $40,000 to $50,000. This cost could be covered with existing operating budget dollars, if spread over the 2025 and 2026 budget.
Actions within the plan would be accompanied by the necessary budgetary cost to implement.
Compliance & Legal:
Any bylaws emerging from the action plan, including an Entertainment district bylaw, would need to comply with provincial legislation.
Program or Service:
Development of a comprehensive action plan specific to downtown would likely require the involvement of several City departments.
As the primary liaison between the St. Albert Downtown Business Association and St. Albert’s local businesses, it is expected that work to develop the action plan would be led by the City’s Business, Retention, & Expansion branch of the Economic Development department. Addition of this new project will likely result in a temporary deferral of one or more branch projects, or a service level reduction to the Business, Retention, and Expansion service.
Organizational:
An action plan would provide the organization with greater direction and clarity on the type, scale, and scope of work that is expected to be performed in order to deliver on Council’s downtown vibrancy priority.
Development of the plan is expected to have some impact on organizational capacity over the next 12 months.
Risks
• Strategic: Development of a near-term action plan aligns with Council’s Downtown Vibrancy strategic priority and the St. Albert Downtown Business Association’s Strategic Plan, but it may result in the relocation of financial and human resources away from other strategic priorities.
• Operational: Work on an action plan would have greater impact on organization capacity over a 12-month period than the development of an entertainment district bylaw would.
• Financial: While it is anticipated that the cost of developing an action plan can be covered through use of existing budget dollars over the 2025 and 2026 budgets, the resulting cost to implement actions within the plan are unknown at this time and would be subject to Council approval.
• Stakeholder: As downtown is a district with diverse stakeholders, it is expected that different stakeholders will have different priories and expectations for the action plan. It may not be possible to satisfy all stakeholders and the public in a way that balances all interests equally and is financially feasible for the City.
• Legal: None, outside of the risks highlighted previously in the report with respect to the entertainment district.
• Compliance / Enforcement: None, outside of the risks highlighted previously in the report with respect to the entertainment district
Alternative 2: That Council direct Administration to develop an entertainment district bylaw for St. Albert’s downtown district for Council's consideration by the end of Q1 2026.
In addition to the work that would be undertaken in steps 1-4 in the background related to the proposed motion, the following steps would also be undertaken:
5. Draft Entertainment District Bylaw
Draft a bylaw for Council consideration, which would detail entertainment district boundaries, permitted activities, operational regulations, enforcement and penalties, etc., reflecting public input.
6. Council Consideration and Approval
Final bylaw to be presented to Council for consideration.
7. Coordination with AGLC
Provision of the approved bylaw and relevant operational guidelines for AGLC’s review and approval.
8. Implementation and Launch
Coordination with associated City departments, municipal enforcement, and businesses within the entertainment district to prepare for launch. Campaign to inform the public, stakeholders, and media about the bylaw and operational rules. Implementation of associated signage, waste management, safety measures, and coordination with enforcement.
9. Monitoring and Evaluation
Ongoing monitoring and evaluation of the district’s delivery of desired outcomes, collection of feedback, and implementation operational and regulation improvements, as needed.
Financial:
Development of an entertainment district bylaw, including a feasibility study and research, stakeholder and public engagement, public communications, legal support, and implementation, are expected to come at a budgetary cost of approximately $20,000 to $25,000. Some of this work can be performed by staff, however, to mitigate capacity constraints and reduce service level impacts, reprioritization of projects would occur to allow this to be funded within current budget.
Compliance & Legal:
An entertainment district bylaw will need to be compliant with provincial legislation and the Alberta Gaming, Liquor and Cannabis Commission regulations.
Program or Service:
As the primary liaison between the St. Albert Downtown Business Association and St. Albert’s local businesses, it is expected that work to develop an Entertainment district bylaw will be led by the City’s Business, Retention, & Expansion branch of the Economic Development department. It is expected that the addition of this new unbudgeted project will result in a small, short-term service level reduction to the Business, Retention and Expansion service.
Should the bylaw be approved, it would require new ongoing operational capacity to implement, maintain, monitor, amend, and enforce.
Organizational:
Same as the proposed motion.
Risks
Same as the proposed motion.
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Report Date: June 10, 2025
Author: Dan St. Pierre, Manager Business Retention & Expansion.
Department: Economic Development
Department Director: Mike Erickson
Managing Director: Adryan Slaght
Chief Administrative Officer: William Fletcher