GLOBAL PROJECT EVALUATION OF SOCIAL DISTRICTS VIBRANCY AND SAFETY
BUILDING AN ALLIANCE FOR COMPLIANCE AND CIVILITY
Nighttime Economy Management is an evolving specialization in cities throughout the world, dominated by addressing impacts of residential development near nightlife districts, increased awareness of security and safety, especially from sexual assault and gun violence, quality of life impacts from sound, trash and bio-waste, and desire to preserve the social spaces for people to gather and enjoy in person connections with food, drink, music and dance.
The GLOBAL PROJECT is a demonstration of how to measure key indicators associated with risk to public safety and quality of life in nightlife "social districts". Three cities are participating in the project: Toronto, Canada, Dublin, Ireland and Cancun Mexico.
PROJECT OBJECTIVE: The goal is to establish alliances to collaborate on sharing data and developing a strategic approach to enhance vibrancy, assure safety and plan for people.
Through programs and alliances implemented through the Hospitality Zone Assessment process, a comparison of the following variables will document progress from systems changes in nighttime management.
DUBLIN STUDY AREAS
TORONTO STUDY AREAS
DATA POINTS FOR COMPARISON: 2018 VERSUS 2019
A general impression of venues in social districts is that a few "bad operators" create the most risk and disorder in the community.
The goal is to engage key stakeholders to identify variables to measure risk and compliance to rules, regulations and community standards, provide tools to increase compliance and civility, and coordinate early assistance and recognition of best practices to reduce risk.
CRIME, HARM AND DISORDER
Crime reports in the study area can indicate patterns of risk, and opportunity for collaborative social media and marketing to inform venues and their patrons. Reports specific to alcohol related incidents or crime can also provide data on place of last drink, an important tool to provide information to venues, propose improvements in alcohol service practices or strategies for assisting at-risk patrons.
POTENTIAL INDICATORS TO BE IDENTIFIED
Rank the top risks to venue patrons and the public?
The goal is to establish baseline information about the overall level of compliance by all social venues in the study area.
The basic strategy is to use information of the most common mistakes or violations made by new and existing venues, share with a network of venue leaders, and collaborate on any outreach, education or training, either by the agency or by the association/alliance of venues to improve compliance.
POTENTIAL INDICATORS TO BE IDENTIFIED
Rank the most common violations of new and existing venues?
FIRE AND EMERGENCY SERVICES
LICENSING AND INSPECTIONS
EXAMPLES OF RISK FACTORS
VENUE ASSESSMENT: SELF-COMPLIANCE POLICIES AND PRACTICES
Building an alliance of venues in the study area, either through a formal association or ad hoc group will provide more efficient means of communication and data collection.
As the areas of non-compliance are identified, this alliance can work as mentors to assist at-risk businesses access better policy, practices and training.
The goal is to establish a baseline of information about the current status of participation by venues or their staff in any existing training resources that are available.
Over the course of the year, a survey and street level inventory and a formal alliance of venues in the study area will work to increase participation and showcase progress.
Diffusion of innovations as a theory for Social District Management
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread through cultures.
Moving from a Patron and Venue focus of risk management to a District focus of Compliance versus Enforcement requires a new technology built upon shared data and alliances among government agencies and venues operating in a social district.
A PROPOSED outcome of the Global City Project is to evaluate risk management in the two study areas; establish a baseline of venue policy and practices, including dedicated training of staff; and collaborate to achieve the following progress from 2018 to 2019.