COLAB A CHANGE LAB FOR MARKHAMINSTITUTE W

ITHOUT BOUNDARIES

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Institute without Boundaries 2012 ISBN# 978-0-9866273-5-4

COLABA CHANGE LAB FOR MARKHAM

The Institute without Boundaries Class of 2012 Asma Khanani Caporaletti Dana Seguin Matthew Koop-Pearce Nikki Hsiao Chi Shih Raymundo Pavan Gutierrez

FOREWORDIWB + MKHM = COLAB

7

MARKHAM MEET COLABWhy A Change Lab?

What Is COLAB?

What Does COLAB Do?

How Does COLAB Work

21

COLAB AT WORKCase Studies

39

PROJECT APPROACH9

NEXT STEPS

CASE STUDY : OKRSite Context

66

97

SOURCES101

THANK YOU102

Markham Meet COLAB

Meet the Designers

COLAB AT WORKCase Studies

CASE STUDY : MSMSite Context

40

6 IwB + COLAB 2012

IwB + COLAB 2012 7

COLAB is an interdisciplinary design solutions unit for Markham. COLAB draws on the resources of the municipality, the dynamism of the private sector and the wisdom of the community to research, design, develop and prototype innovative solutions to 21st century urban challenges.

IwB + MKHM = COLAB

Founded in 2003, the Institute without Boundaries (IwB) is a Toronto-based studio that works toward collaborative design action and seeks to achieve social, ecological and economic innovation. The Institute views the designer as a problem solver with the ability to effect positive change for humanity. The studio offers a one-year intensive post-graduate certificate in Interdisciplinary Design Strategy.

The Major Project for the 2011/2012 academic year was the third year of the City Systems series at the Institute. As part of this years exploration of edge cities, students at the IwB spent nine months studying Markham, Ontario, exploring the various systems that make up the municipality and proposing design strategies and key interventions for Highway 7 and the other main streets of Markham.

The IwB design team for 2011/2012 is made up of five students from different professional and international backgrounds. Each applied their distinctive personal experiences and unique combination of abilities to address-ing the particular needs of edge cities.

Edge cities emerged in North America during the late 50s and early 60s as a result of post-war development patterns and the rise of automobile-oriented urban planning. In Toronto, the combined effect of development subsidies offered through the Canadian Mortgage and Housing Corpo-ration and the opening of the 400-series network of super-highways, transformed outlying rural hamlets and villages into suburban residential communities. The history of Markhams transformation from a collection of small villages to a leading Canadian edge city follows this general trajectory.

Unlike the conventional view of the edge city as a homoge-neous suburb, Markham is a city with an incredibly diverse population, a strong sense of civic pride, and a municipal governance structure that is visionary and ambitious. Markhams position as a high tech capital in Canada and its emphasis on leadership in innovation made this an

exciting project partnership. Members of the community, as well as municipal and local business representatives, worked with students throughout the project, acting as advisors during charrettes, reviewing proposals, attending presentations and providing ongoing feedback and support.

In partnering with Markham, students experienced first-hand the challenges that Markham faces as it strives to position itself at the forefront of sustainable urban leadership in Canada. Students explored these challenges through intensive and collaborative design projects, considering issues such as sustainable transportation infrastructure, community cultural cohesion and youth retention, intensification through live/work residential development and supporting creative industry hubs.

During these design projects, key insights emerged: for innovative ideas to take root, one must work from within a community rather than alongside it; innovation arises in environments that embrace interdisciplinary collabo-ration, experimentation and divergent thinking; and addressing complex urban problems requires a systems-thinking approach.

The 2012 City Systems team proposes a forward-looking strategy. We propose COLAB: A Change Lab for Markham. COLAB is an interdisciplinary design solutions unit draw-ing on the resources of the municipality, the dynamism of the private sector and the wisdom of the community to research, design, develop and prototype innovative solu-tions to 21st century urban challenges. In this proposal, we will demonstrate the usefulness and suitability of change labs for confronting complex urban-scale issues by highlighting our years work, explaining the key insights that lead to us to this proposal and outlining the require-ments, processes and strategies necessary to establish COLAB within Markham. Two case studies are presented as models illustrating how a functioning COLAB would use design innovation to tackle small and large-scale main street revitalizations.

FOREWARD

PROJECT APPROACH

10 IwB + COLAB 2012

IwB + COLAB 2012 11

PROJECT APPROACH

Since 2009, the City Systems project at the Institute without Boundaries has gathered interdisciplinary teams of students and professionals to examine the city at macro and micro scales and consider how design can expand the possibilities of our shared existence. Year three asked students to examine and understand edge cities and propose new design strategies for sustainable communities. With the Town of Markham as the project partner, a small group of students embarked on a nine-month journey, creating design visions to support Markhams economic and sustainability objectives.

UNDERSTANDING MARKHAM

Our year at the Institute began with a question: what makes a complete street? Nine months, four charrettes, two exhibitions and innumerable design projects later, our understanding of this question of edge cities in general has evolved considerably. From the outset, we challenged the premise that a street, or a city for that matter, could ever be complete. More than being a philo-sophical question, this challenge emerged out of a consen-sus that the city is an unfinished project, always shifting and changing form to meet new realities. The main streets of Markham provide a remarkable case study in this change, evolving over more than two centuries from concession boundaries cutting lines through the forests of the Rouge River Valley, to dusty rural roads, to their present day condition as regional arterial highways. Rather than ask abstractly what ingredients make up the complete street, we felt it was more pressing to consider design strategies and tactics that worked with existing main street conditions to enable and support sustainable change.

Our objective was not to diagnose problems, but to identify strategic opportunities and leverage existing public and private assets to effect the greatest impact. Feeling our way through the design process, we worked collaboratively on design projects to re-imagine community infrastructure; consider alternative uses for parking lots and greenfields; create tools to empower small business; identify and cele-brate community landmarks; and define creative industry hubs. Our design proposals were presented, refined and re-presented for internal and public scrutiny through charrettes, exhibitions and internal critiques. With each project and new design proposal, we challenged each other to get to the root of the design issue, to question our assumptions and biases, and to be clear about the values driving our work.

At the end of nine months, what emerged as a more important consideration than any one particular strategy or proposal was the framework that we used to achieve design innovation. The elements of this framework include an emphasis on interdisciplinarity, collaboration with community, solutions- oriented design development and the thoughtful application of seven core design processes and methods.

12 IwB + COLAB 2012

PROJECT APPROACH

RESEARCH

Research is the gathering of information to establish a context for making informed decisions. It may include interviews, photos, events, experiences, community engagement, lectures, academic research and demographic analysis.

ECONOMY

PUBLIC SPACE / ROUTESPRIVATE PLOTS OF LANDBUILDINGS

INFRASTRUCTURE

CULTURE

CIVICS

ECOLOGY

1790 1812 1837 1862 1887 1912 1937 1962 1986 20121800 1825 1850 1875 1900 1925 1950 1975 2000

POPULATION10 000100 000

1000

1791 Canada Constitutional Act divided country into Upper and Lower Canada

1793 Slavery abolished in Upper Canada

Reign of Terror began Roman Catholicism banned in France

Holy Roman Empire declared war on France

US proclaimed its neutrality

1796 York became the capital of Upper Canada

1803 First paper mill established in Lower Canada producing paper from cloth rags

1812 War of 1812: US declared war against Britain

1817 Anglo-Russian treaty over British territory in northwestern North America

1837 William Lyon Mackenzie led Rebellion

1854 Canada and the U.S. signed a Reciprocity Treaty ensuring reduction of customs duties

1871 Provinces and territories joined Confederation or were created from existing parts of Canada

1878 Anti-Chinese sentiment in British Columbia reached a high point as government banned Chinese workers from public works

1880 Canadian Pacific Railway recruited thousands of underpaid Chinese Labourers

1896 Clifford Sifton named minister of the interior with the task of filling the Prairies with settlers. Gold is discovered in the Klondike

100 000 people rushed to the Yukon in hope of getting rich

The economic depression ended in Canada.

1900 Canadian-born Reginald Fessenden made the first wireless radio broadcast near Washington, D.C., narrowly beating Marconi, who received the first transatlantic radio message at St. John's, Newfoundland, in the following year

1911 Proposal for free trade between the United States and Canada is rejected in a fiercely contested general election

1920 The Group of Seven artists held their first exhibition in Toronto

1929-1931 The Great Depression

1950 Regent Park became first low-rent housing development in Toronto

1971 Canadian Federal government officially adopted a policy of multiculturalism

1972 Rosemary Brown was the first black woman elected to the provincial legislature in British Columbia

1975 Toronto's CN Tower became world's tallest free-standing structure

1989 Free-trade agreement between Canada and the United States came into effect

1997 The People's Republic of China took over Hong Kong

1990 Iraq invaded Kuwait

1962 Trans-Canada Highway opened

1944 WWII

1914 WWI

Constitutional Act passed, provinces of Upper and Lower Canada est. 65 families arrived from Pennsylvania

Foundations of prosperous community est.: churches, cemetaries

Large influx of Scottish, English and Irish families

William Weller launched Royal Mail Line - coaches are painted bright yellow; decorated with the King's Coat of Arms; drawn by four horses with relays every 15 miles

Former slave and preacher Richard Barnhard of Methodist church arrived (now St.Andrew's United Church) in Markham

In line with the latest planning ideas, the new superhighways were built in a landscaped park-like setting and were intended to be viewed as works of art

The province of Ontario passes the Planning Act requiring each urban municipality to have its own Planning Board. York County forms the Toronto and York Planning Board

Upper Canada Rebellion

Markham Fair began

Union Mills est. along Rouge River - located @ Main St and Rouge River (burned down 1934)

First master plan of Toronto is adopted proposing development on fringes to be built w/

IwB + COLAB 2012 13

PROJECT APPROACH

IDEATION

Ideation is a messy, creative and experimental process that can lead to significant breakthroughs when ideas are shared and built on. Markham needs ideation that provides a venue for big-picture thinking, producing visions for Markhams future that are greater than the sum of its parts.

Ideation encompasses a whole range of methods that help rapidly generate ideas. It is a fluid and creative process that asks the designer to suspend judgment and simply imagine. Ideation may involve brainstorming, mind mapping, drawing, sketching and model-making.

Early in the year, ideation was one of the breakthrough tools that helped us achieve design innovation. The Green Stream and Routed projects, two digital tools designed during the Sustainable Cities charrette, are powerful examples of how ideation can be used to rapidly generate a design concept. We used methods like drawing on post-it notes, sketching and modelling to share ideas. Ideation helped us work tangibly with our ideas and move them forward into other phases of the design process.

By translating our ideas into visuals, design schemes could begin to take shape as we organized these ideas into clusters or families of common concepts and used mind mapping to expand on the concepts. We discov-ered that ideation is most powerful when practiced in groups where diverse perspectives are invited to discuss and build on ideas in a non-judgemental environment. The ideation phase is when the big picture design direction first begins to take shape, and often the key challenges and considerations are first articulated.

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PROJECT APPROACH

SYSTEMS THINKING

Systems thinking aims to reveal fundamental patterns through observing, modelling and visualiz-ing complex variables and interdependencies. A city itself is a system composed of many complex interdependent variables that, acting together, create a whole.

CULTURE CIVICS

ECONOMYECOLOGY

INFRASTRUCTURE

SUB-DIVISION

GREEN

BELTS

AUTOMOBILE / PARKING LOTS

CORPARATE CAMPUS SHOPPIN

G MALL

S

HERI

TAGE

DIST

RICT

S

ROAD

S

URBAN MORPHLOGIESPUBLIC SPACEROUTES

PRIVATE PLOTS OF LAND

BUILDINGS

For many years, students at the Institute without Boundaries have developed tools to help designers incorporate systems thinking into their process. The City Systems diagram is one such tool that we used to help us model and under-stand the relationship between the various forces that shape a city: accessibility, diversity, identity,

Cities are enormously complex. Diagramming the key variables and how they affect one another can reveal where city systems are working at their best and worst. Markham needs systems thinking to identify where new opportu-nities are, and how to leverage them.

cohesion, sustainability, wellness and safety. This year, we developed our own iteration of the City Systems diagram. We were interested in understanding specifically how the five city systems of culture, civics, economy, ecology and infrastructure shaped and informed important aspects of Markhams urban mor-phology: buildings, public spaces

and private plots of land. Through-out the entire design process, we returned to systems thinking again and again to ensure our designs |were truly addressing challenges in a holistic way and not simply focusing on single elements.

CULTURE CIVICS

ECONOMYECOLOGY

INFRASTRUCTURE

SUB-DIVISION

GREEN

BELTS

AUTOMOBILE / PARKING LOTS

CORPARATE CAMPUS SHOPPIN

G MALL

S

HERI

TAGE

DIST

RICT

S

ROAD

S

URBAN MORPHLOGIESPUBLIC SPACEROUTES

PRIVATE PLOTS OF LAND

BUILDINGS

CULTURE CIVICS

ECONOMYECOLOGY

INFRASTRUCTURE

SUB-DIVISION

GREEN

BELTS

AUTOMOBILE / PARKING LOTS

CORPARATE CAMPUS SHOPPIN

G MALL

S

HERI

TAGE

DIST

RICT

S

ROAD

S

URBAN MORPHLOGIESPUBLIC SPACEROUTES

PRIVATE PLOTS OF LAND

BUILDINGS

IwB + COLAB 2012 15

PROJECT APPROACH

DESIGN DEVELOPMENT

Design Development is the process of taking concep-tual ideas and working out the details through rendering, phasing, illustrating and evaluating their impact and results. Great ideas without proper design development never leave the page.

Civic engagement was a theme that we explored through several design projects. The Civic Engagement flash-cards project involved the creation of a set of informative cards that citi-zens of Markham could use to educate themselves about the municipal pro-cess. Design development played an important role in this project, which required taking a highly conceptual idea like municipal engagement and developing it into a physical form.

Concepts remain notions and cannot be actualized. In this crucial phase of the design process, knowledge gained from research and systems analysis is used to ensure the design details support the given objective. Markham needs design development to take the great ideas of its staff and citizens from concept to execution.

The challenge of incorporating infill building design into already built-up areas required an intensive design development process. The flexible residential and commercial design concepts we produced for Unionville during the Main Streets charrette illustrate a high level of design devel-opment in choice of materials, site positioning, scale, consideration for the needs of the surrounding commu-nity, and resolved architectural and mechanical details.

We imagined small housing typologies for land use conditions along Highway 7. In particular, our designs consid-ered infill options for residential back-yards and for the land between the property fence line and the sidewalk. In the design development phase of this project, we used our sketches and schemes to create fully detailed plans that transformed a seemingly implau-sible design exercise into working models of infill housing for these challenging sites.

16 IwB + COLAB 2012

PROJECT APPROACH

PROTOTYPING

Prototyping tests ideas by creating models and placing them in context to see how people respond and interact with them. Prototypes are a useful tool because they allow new products and services to be introduced, tested and refined before being released to the public.

Prototyping can be used to test brand messaging as well as physical designs. At the 2012 Interior Design Show we used the trade show floor to prototype our brand message, This Is Where You Live. Using the common language of the supermarket, we designed mock-ups of grocery prod-ucts, large format sale signs and receipts all as mediums to communi-cate the idea that the line between urban and suburban is blurring. This message was in fact a refined version of an even earlier prototype that we were eager to re-present and test further. We documented feedback as the public interacted with our brand.

People need to see and interact with designs in context to understand them. Without a systematic and controlled process of trial and revision, a good design concept runs the risk of falling short. Markham needs prototyping to allow for testing of innovative ideas that could enhance the citys competitiveness.

We designed a series of modular urban furniture pieces and presented them in a photorealistic rendering on the corner of Warden and Highway 7. Although the image gave users a sug-gestion as to how they would look in context, more insightful responses would have come out of prototyping the actual furniture and setting it in context along Highway 7, where the public could interact and offer feedback.

IwB + COLAB 2012 17

PROJECT APPROACH

Communication is the sharing and exchange of knowledge and information using a variety of methods, including written word, spoken word, diagrams, information graphics, photographs, drawings and physical models.

Over the course of nine months, we maintained regular communication with Markham through formal meet-ings with public officials and repre-sentatives from local business improvement associations, as well as through informal conversations with residents. The Institute without Boundaries hosted a series of char-rettes, where these stakeholders were invited to join us in our studio and collaborate on the creation of innovative design solutions to enable sustainable ways of living in Markham. Stakeholders were also invited to communicate their feed-back on the direction of our designs.

COMMUNICATION

Communication is how ideas are shared and propagated. As designers working in the public interest, maintaining regular channels of communication with citizens and other stakeholders is essential. Markham needs communication methods that are open and meaningful to ensure the city remains responsive to the changing needs of its citizens.

Diagrams and infographics were one of the most powerful tools of communication we used to express our vision. Creating diagrams and organizing data into information graphics helped us bring order to complex ideas, communicate inter-nally with colleagues and share our design visions with the public.

WATER825KM OF WATER MAIN

380litres of water consumed per resident every day

981KM OF SEWER MAIN

Litres of 380 litres of waster is waste water 340

40 litres is potable water

90communitygardenplots

KMOF SCENIC

PATHWAYSPEDESTRIAN

+ 12 BRIDGES

18 IwB + COLAB 2012

PROJECT APPROACH

FORESIGHTING

Understanding emerging patterns, proposing future scenarios, and designing strategically to meet changing future needs is an important tool that cities can use to plan for a sustainable future. Markham needs foresighting that will enable the city to identify emerging trends and step in front of the leadership curve to plan for a sustainable future.

Foresighting is a strategic way of thinking that synthesizes research insights and systems analysis to predict future trends and emerging opportuni-ties. By understanding these patterns, leaders can design urban conditions that suit or support the coming change.

Practicing strategic foresight is fundamental to sustainable design. When we imagine alternative or future scenarios, we are designing not only for the needs of people today but also for the needs of future generations. Foresighting also asks us to suspend our individual bias and exercise our empathetic imagination. We practiced our foresighting skills this year by creating personas and user scenarios to help us imagine and design for the specific needs of an individual or group. Our user scenarios set context by imagining details such as a persons age and occupation, and then modelling how that person might interact with a proposed design.

Mrs. LinJohn Stephen

Residents are encouraged to fully engage in the Town of Markham by collecting stamps based on experiences within the citys designated districts to fill their Markham Resident Passport. This passport is available at Town of Markham Information

The Town of Markham benefits from the social community both of these systems create, as well as notoriety for having various districts branded like most big cities. Payment, income and attendance associated with events and festivals in Markham bring revenue into the city to strengthen the economic and cultural infrastructures

John saw the Milliken Mills events information through the website promoting travelling to Markham.He picks up a Markham one of the branding implementation- Travel Passport, from Town of Markham Information or their hotel so that they can collect stamps as a souvenir book and redemption of a complete passport results in a free meal in one of Markhams historical districts

We used foresighting skills to predict two emerging trends in Markham: a reduced market demand for light industrial lands, and a rise in self-employment and the mobile work-force. These insights allowed us to design an innovative new housing typology for Markham that transforms employment land warehouses into exciting opportunities for increasing live/work options.

IwB + COLAB 2012 19

PROJECT APPROACH

Over the course of nine months spent researching and proposing design strategies for Markhams main streets, we extracted some important insights.

The seven design processes and methods that we identified can be applied in a number of intersecting combinations, or independently, to support design innovation. These are processes that interdisciplinary teams within the municipality can use to:

Understand issues from a citizens perspective Identify unanticipated challenges and see new opportunities Crowdsource ideas for Markham from the public and private sectors Engage the community in creative and meaningful ways Recognize emerging trends to assure competitiveness Take action to move good ideas from concept into execution Plan strategically for a sustainable future

We learned that many of the challenges Markham faces are in fact opportu-nities for innovation when viewed from the right perspective. Innovation often happens at the periphery of established practiceswhen different perspectives are invited to challenge assumptions, new approaches to problem solving are born.

Our most consistent and high quality results were achieved when we worked at the intersection of the municipality, community and private sector, harnessing the knowledge and resources of each to develop strategies that went above and beyond. Innovation in this context is about enabling dialogue and collaboration between diverse partners, and providing a laboratory for new ideas and best practices to be shared and celebrated.

KEY INSIGHTS

MARKHAM MEET COLAB

22 IwB + COLAB 2012

MARKHAM MEET COLAB

WHAT IS COLAB?

COLAB is an interdisciplinary design solutions unit for Markham.COLAB draws on the resources of the municipality, the dynamism of the private sector and the wisdom of the community to research, design, develop and prototype innovative solutions to 21st century urban challenges. COLAB is a laboratory for interdepartmental collaboration and problem solving within the municipality. Working with diverse stakeholders from the community, business sector and town, COLAB facilitates open communication and engages creative ideation methods to help Markham achieve its strategic sustainability objectives.

COLAB is not for profit and works on a per-project basis. A core staff of two employees work with stakeholders to identify project directions and source interdisciplinary teams made up of individuals representing the public, private and municipal interests.

COLAB is on site. In order to succeed, COLAB has a physical workspace in Markham where it can collaborate with citizens, municipal staff and private sector stakeholders. COLAB is accessible, located within the Civic Centre and close to key knowledge and decision-making resources. The space is open and inviting, with room for small groups to gather around tables and design facilities that sup-port the creative process.

COLAB is project based. COLAB consults with its stakeholders to identify project opportunities. COLAB takes on projects in the area of sustainable planning for the public realm. COLAB puts the right people on the right projects.

COLAB is ongoing. Great conversa-tions start in collaborative environ-ments. Business hours and online forums are not enough to support the momentum COLAB inspires in its members. COLAB regularly hosts events like charrettes and other community engagement activities to collect insight from participants.

COLAB is online. COLAB online allows for more outreach and immedi-ate feedback. COLAB online is also a resource for current and prospective clients to explore our work. Our online presence also makes us accessible to a global audience.

IwB + COLAB 2012 23

MARKHAM MEET COLAB

COLAB

COOPERATIVECODESIGNCOLLABORATIVECOCREATE

24 IwB + COLAB 2012

MARKHAM MEET COLAB

There is widespread global momentum toward collaborative thinking and doing. Rather than specialize in one medium and create solutions in silos, design has been expanding into the realm of participatory collaboration between client and designer. Contemporary thinking is now suggesting that the practice of engagement is a critical element of a design education. Three entities have emerged as leaders in the integration of design thinking, community engage-ment or a combination of both practices, to produce exceptional results: IDEO, IBM & MaRS.

In June 2011, Metropolis Maga-

zine described how IDEO had brought design thinking to the US government. This San Francisco-based product design and innovation firm had secured four contracts with different branches of the government between 2009 and 2011. This indicates that governmental interests are shifting to make their administrations more innovative and less bureaucratic. Why the sudden shift? IDEO is dis-tinctly unscientific in their approach, but employs user engagement to extract results. The process of using design thinking to approach problems faced by government agencies often results in an overall rethink of the system at large.

IBM, whose Canadian headquarters are

located in Markham, has adopted the use of community engagement. In the words of IBM Chairman and CEO Samuel Palmisano, If we want to make quantum leaps in service, we need to make quantum leaps in our thinking. For the companys 100th anniversary, it organized a huge Ser-vice Jam that engaged both current and former staff members and their families for an eight-hour session

to apply their skills and expertise to civic challenges and societal needs. In the publication following the Service Jam, one finding was the importance of an intermediary place or framework for service providers to come together to collaborate, learn and connect. IBM imagined a "Service University" where open-source knowledge could be shared by guest speakers from different professional backgrounds. Rather than requiring its own physical space, Service University would exist both online and at existing academic insti-tutions. The Service Jam report also indicated that the urgency for effec-tive collaboration across sectors and borders is building behind a weak global economy and scarce resources for businesses, governments and non-profits alike. All of this is an indication that the large-scale pri-vate sector players understand that change is needed, and sharing resources is how this new collabora-tive model makes the most sense.

In February 2012, Torontos MaRS released a publica-tion called Labs: Designing the Future that acknowl-

edges the limitations of government departments and large corporations to tackle interdisciplinary challenges.

An astute quote by Charles Leadbeater, former advisor to Tony Blair, kicks off the document by stating, In the name of doing things for people, traditional and hierarchical organiza-tions end up doing things to people. This is exactly how disconnection can develop between citizens and their municipal-level decision makers if collaboration between them has no forum to exist. MaRS has explored many global change lab initiatives in their examination of the concept, including the IwB. In a section about process and characteristics, MaRS compares the change lab to the science lab, in the way that a neutral space is used to problem solve in a highly experimental environment.

Business and governments are beginning to understand the financial opportunity that sharing resources represents, and the high level of results that open collaboration and communication between stakeholders can generate. IDEOs contracts with US governmental offices, IBMs Ser-vice Jam results, and MaRS publica-tion on this emerging methodology all reinforce an emerging belief: change is coming from the lab.

WHAT IS A CHANGE LAB?

IwB + COLAB 2012 25

MARKHAM MEET COLAB

CHANGE LABS IN ACTION

SILK is a small team based within Kent County Council that was set up in 2007 to do policy differently. Over the past 4 years we have been doing projects which have demon-strated the benefits of working in

a different way and have developed a Methodology and Toolkit which provide a structure for the way we work. We believe that the best solutions come from the people who are closest to the issue; this could be service users, residents or frontline staff. We go much further than community consultation and we believe that peo-ple should be actively involved in the design of services that they are going to use or deliver. The SILK Method-ology provides creative and innovative ways to engage with people and approach projects, and enables a col-lective ownership and responsibility for project design, delivery and outcomes.

socialinnovation.typepad.com/silk/about-silk-1.html

The Danish government has MindLab, and Kent in the United Kingdom has SILK (The Social Innovation Lab for Kent). The value of collaborative thinking is evident from these successful precedents. The IwB is in many ways a change lab for people, places and ideas. By collaborating with faculty, guest speakers and domestic and international students from interdisciplinary academic backgrounds, and, most importantly, by taking that collaboration and distilling it into solutions, the IwB transforms participants into design thinkers. Design thinking and the ability to work interdepartmentally without the limitations of civic bureaucracy are the value that a change lab offers.

MindLab is a cross-ministerial innovation unit which involves citizens and businesses in creating new solutions for society. We are also a physical space a neutral zone

for inspiring creativity, innovation and collaboration. We work with the civil servants in our three parent min-istries: the Ministry of Business and Growth, the Ministry of Taxation and the Ministry of Employment. These three ministries cover broad policy areas that affect the daily lives of virtually all Danes. Entrepreneurship, climate change, digital self-service, citizens rights, emplyment services and workplace safety are some of the areas they address. MindLab is instrumental in helping the ministrys key decision-makers and employees view their efforts from the outside-in, to see them from a citizens perspective. We use this approach as a platform for co-creating better ideas.

www.mind-lab.dk/en/about_mindlab

26 IwB + COLAB 2012

MARKHAM MEET COLAB

WHAT DOES COLAB DO?

SYSTEMS THINKING

IDEATION

DESIGN DEVELOPMENT

PROTOTYPING

COMMUNICATION

FORESIGHTING

RESEARCH

COLAB prototypes in order to thoroughly test and refine ideas before they go live. Prototyping allows us to create models or drafts of design concepts and place them in context to see how people will respond and interact with them.

COLAB communicates with the citizen, municipal and private sector stakeholders to ensure our work remains responsive to the changing needs of the city. Facilitating open and productive channels of commu-nication allows us to collaborate effectively.

COLAB conducts interviews, photo documents, organizes events and experiences, fosters community engagement, consults academic research and analyzes statistical and demographic data to establish a context for making informed decisions.

COLAB uses ideation to rapidly generate innovative ideas, tailoring our methods to suit the specific requirements of the ideation exercise. Some of these methods include brainstorming, mind mapping, drawing, sketching and model making

COLAB uses systems thinking to help us understand the important relationships between the various forces that shape a city. We use tools such as the City Systems diagram and other methods to orga-nize, categorize and visually model systems.

COLAB takes conceptual designs and works out the details by render-ing, phasing, illustrating and evaluating their impact, working with our partners in the private sector to demonstrate how schematic plans would actually work.

COLAB is a strategic design solutions unit working with Markham to help the city achieve excellence and leadership in sustainability. We synthesize research insights and apply systems thinking to predict future trends and get ahead of the curve.

IwB + COLAB 2012 27

28 IwB + COLAB 2012

MARKHAM MEET COLAB

HOW DOES COLAB WORK?

MunicipalityThe Town of Markham is an essential client partner for COLAB. Although COLAB is an independent agency, it works closely with the municipality to find innovative ways to help the town achieve its sustainability objec-tives. Markhams investment in COLAB will take three forms: financial sup-port, information and resource sup-port, and access to space. In addition to contributing financially, the Town of Markham will support COLAB by fostering a culture of openness and cooperation with the agency, consulting with COLAB in the official planning process and providing COLAB with access to staff. This close relationship between COLAB and the municipality will be supported by COLABs proximity to leaders and decision makers, being located physically in the Civic Centre.

In exchange for this support, Markham will have access to an in-house consultancy dedicated exclu-sively to helping Markham achieve design innovation. COLAB meets a need that Markham has identified in its own strategic planning docu-ments: the Green Print Sustainability Plan in particular makes a number of recommendations to support the implementation of its sustainability objectives that COLAB meets directly. These include coordinating project management of cross-departmental initiatives, embracing experimenta-tion through pilot projects and lever-aging partnerships with the private sector and community. Municipal staff will benefit directly by having a dedi-cated space where they can dream big and propose visionary ideas and pick up new skills in the design-think-ing process that can be used to sup-port their own work.

CitizensCitizens support he COLAB process by contributing their expert knowl-edge, and volunteering their time to help execute projects. This knowl-edge is invaluable, as it is the citizens of Markham who live, work and play in the city and bring an intimate and intuitive knowledge of its quirks, charms and challenges. Residents often have the most visionary ideas for the future of their communities. In addition to their deep knowledge of Markham, these citizens are also a pool of talented and well-educated professionals, capable of contributing insights and skills to the projects they work on.

By working with COLAB, citizens are able to help shape and direct Markhams future in a tangible way. COLABs projects also help citizens build capacity by helping them understand the municipal process and allowing them to build skills. Markham is already seeking to forge meaningful connections with its citi-zens, and engage them in the plan-ning process. COLAB has a strong focus on citizen engagement and can help Markham achieve this. By facili-tating relationships between citizens and the municipality, and engaging them in real world projects, COLAB helps citizens feel empowered to effect change in their world.

Private SectorsThe private sector will be a key partner in assisting COLAB to fulfill its man-date to help Markham achieve innova-tion in sustainability. The private sector can support COLAB in a num-ber of ways, including providing staff with specialized knowledge and tech-nical skills, supporting pilot projects with financial and material donations, and offering expert market advice that will be crucial to ensuring the viability of COLAB initiatives. Markham is one of Canadas leading hubs for high technology business. An impressive group of information and communications technology companies, both large and small, have chosen to locate their offices in Markham. These companies have the resources and the wherewithal to get involved in the kinds of projects that COLAB will undertake.

By supporting COLAB in its mission to help Markham achieve sustainabil-ity targets, the private sector will benefit from the creation of favour-able conditions for increased growth and commercial activity in Markham. Furthermore, by supporting COLAB with intellectual capital that may lead to innovative sustainable services and technologies, the private sector stands to benefit from the creation of new market opportunities. Joining community members on projects that contribute to quality of life and healthy living is an excellent way for businesses to meet their corporate social responsibility targets in a meaningful way. By engaging with COLAB in the creative design-thinking process, business leaders can acquire new ways of problem solving and cre-ating innovation that can be brought back to their own companies.

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MARKHAM MEET COLAB

MUNICIPALITY

CITIZENS

PRIVATE SECTORS

Municipality Departments

Culture Services

Economic Development

Urban Design

Markham Residents

Ratepayer Assocations

Community Based Organizations

30 IwB + COLAB 2012

MARKHAM MEET COLAB

The Manager reports to the Board of Directors and is responsible for help-ing to establish COLABs strategic objectives and nurturing stakeholder part-nerships. The Executive Director implements COLABs mission by setting program directions, sub-mitting funding proposals and producing regular reports and program eval-uations. The Executive Director also curates interdisciplinary teams to support COLABs ongo-ing projects and ensures that project results attain a high quality.

The Coordinator oversees the management of COLAB projects, guiding project teams to achieve successful results. The role of Design Coordinator requires strong leadership and facilitation skills to maintain the day-to-day working relation-ships of the COLAB team members. The Design Coordinator is the public face of COLAB and as such is the point of contact with the community and inquir-ing public. The Design Coordinator promotes the work of COLAB through public speaking engage-ments and other communi-cations channels.

The COLAB space is a mul-tipurpose Resource Area designed to support a vari-ety of project requirements. COLAB understands that its partnerships with the community and private and municipal stakeholders are essential to its success. As such, the COLAB Resource Area is designed to support collaboration and promote a sense of optimism, possi-bility and dynamic energy. Facilities include computers equipped with design soft-ware, printers, a shared work table, a supply of cre-ative materials and flexible space in which to move, model, draw and experiment.

The Board of Directors is responsible for setting the vision, mission and overarching strategic objec-tives of COLAB. The board is made up of nine volunteer members representing stakeholders from the com-munity, municipal and pri-vate sectors. The board is responsible for overseeing the financial health of COLAB by pursuing funding opportunities and maintain-ing financial records, as well as establishing operational policy and promoting high level partnerships with industry, academic institu-tions and the government.

COLAB is located in Markhams Civic Centre. The physical space accommodates the creative needs of a working design studio with the administrative resources to support the Board of Directors, Manager and Coordinator.

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MARKHAM MEET COLAB

BOARD OF DIRECTORS

MANAGER COORDINATOR

PROJECT TEAM PROJECT TEAM PROJECT TEAM

Community Networks

Proffessionals

Interns

Community Networks

Proffessionals

Interns

Community Networks

Proffessionals

Interns

32 IwB + COLAB 2012

MARKHAM MEET COLAB

Start Up : 6 Months Jul 2012 Dec 2013

Year One : 12 Months Jan 2013 - Dec 2014

REVENUE40,000

EXPENSES40,000

Core Staff : Coordinator Key Activities: Recruit Board of Directors, incorporate as non-profit; perform community and stakeholder outreach; lead Markham strategic policy review.

In the first six months of operations, COLAB will focus its energies on recruiting a board of directors and estab-lishing itself as a non-profit organization.

Ten board members will be recruited, with three each representing the citizens, private sector and municipality.

$30,000 in seed money from Markhams Department of Economic Development will cover start-up staffing costs.

$10,000 grant from the United Way of York Regions Strength Investment Fund will help cover other costs such as rent and studio facility purchases. The Strength Invest-ment Fund supports emerging collaboratives with a mission to bring different stakeholders together to create new and innovative approaches to tackling community issues.

The Manager will begin formally reaching out to commu-nity organizations and striking up working relationships with the private sector.

A review of existing municipal strategic plans and, in partic-ular, Markhams Green Print will determine areas of strate-gic focus for COLAB over the following three years.

A multi-stakeholder engagement process will help the Board of Directors establish a vision and mandate.

Core Staff : Coordinator + Manager Key Activities: Stakeholder outreach; Main Street greening initiative

In its first year, COLAB will continue reaching out to build relationships with its citizen, private sector and municipal stakeholders.

A Coordinator will join the Manager on the team.

Another installment of $50,000 in seed money from the Department of Economic Development will go towards staff costs and overhead.

The remainder of staffing and overhead costs will be covered by an additional $40,000 grant from the United Ways Strength Investment Fund.

A $10,000 grant from Evergreens Green Grant program, $15,000 grant from TD Banks Green Streets and $10,000 from the Markham Village BIA fund will help COLAB initiate its first major project: a Main Street Greening initiative. This project will work with the Markham Village BIA and residents to imagine, design and prototype small-scale greening initiatives for Main Street Markham. These will include tree and native species plantings, community gardens and a green wall prototype.

This project will allow COLAB to demonstrate its value as an expert facilitator and community engager while also helping the town begin to experiment with sustain-able design technology in the public realm.

The Project Coordinator will recruit a landscape archi-tecture summer student intern and volunteers to support the project.

REVENUE150,000

EXPENSES150,000

MUNICIPALITY GRANTS PRIVATE SECTORS DONATIONS

SALARIES OVERHEAD & LEGAL MARKETING EQUIPMENT & TRAINING PROJECTSEXPENSES

REVENUE

27,00099,000

50,00025,000

75,00010,000

5,000

6,000

35,000

30,000

10,000

6,000

5,000

1,000

1,000

HOW DOES COLAB BEGIN?

IwB + COLAB 2012 33

MARKHAM MEET COLAB

MUNICIPALITY GRANTS PRIVATE SECTORS DONATIONS

SALARIES OVERHEAD & LEGAL MARKETING EQUIPMENT & TRAINING PROJECTSEXPENSES

REVENUE

Year Two : 12 Months Jan 2014 Dec 2015

Year Three : 12 Months Jan 2013 Dec 2014

Core Staff : Coordinator + Manager Key Activities: Stakeholder outreach; knowledge sharing and capacity building with other change labs; Ontario Centres of Excellence, Social Innovation Partnership Challenge.

In the second and third years of operation, COLAB will focus on building its internal capacity as a change lab.

In fulfillment of this objective, COLAB will initiate a knowledge sharing and capacity building program to connect with other change labs in Ontario and around the world to establish best practices. The Ontario Ministry of Citizenship and Immigrations Partnership Grant Program will provide $210,000 in funding over three years for this project.

135,000

50,00025,000

110,000

115,000

50,00050,000

5,000

110,000

90,000

10,000

5,0005,000

5,00055,000

15,000

5,000

5,000

REVENUE190,000

EXPENSES190,000

REVENUE220,000

EXPENSES220,000

COLAB will continue to receive $65,000 annually in start-up financing from the United Ways Strength Investment Fund. Over time, COLAB will build the capacity to pursue grants and projects with the private sector.

Demonstrating leadership in social innovation, COLAB will be named a "Regional Innovation Centre" in its third year as part of the Ontario Network of Excellence program.

Building on this, COLAB will establish its first formal project with a private sector partner. HydroOne will match a $50,000 grant from the Ontario Centres of Excellence, Social Innovation Partnership Challenge. Together, COLAB and HydroOne will work with new residents in Markham Centre to develop new products, services or business models that meet social and environmental needs.

Typical Project : Main Street Markham Greening InitiativeApril COLAB would hire a coordinator to oversee the planning and implementa-tion of this project. A volunteer organizing committee made up of representatives from the Markham Village Business Improvement Association, community members and municipal staff would support the coordinator.

Grants from Evergreen and TD Friends of the Environment would help fund such project costs as staffing and materials. The coordinator would work to source sponsorships from local businesses, like Sheridan Nurseries.

May & June A Janes Walk would be organized to explore the topic of nature in the city. This walk would offer local community members a chance to learn about the Greening Initiative and help the project to begin build-ing momentum. The next step would be to host a community design charrette to create design visions for greening the public spaces along Main Street Markham. Following the charrette, an architectural summer intern would be hired to take the community visions and turn them into working plans.

July & August Over six weekends in July and August, community planting workshops would engage locals in bringing these plans to life. A prototype of a green wall would be created to demonstrate the advantages of this innovative sustain-able technology. A wrap up event with community members would be hosted to celebrate the conclusion of the proj-ect. COLAB would publish a video document of the project to share with other communities.

34 IwB + COLAB 2012

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MARKHAM MEET COLAB

Markham is recognized as a leader among Canadian municipalities for its progressive and visionary approach to planning. Time and time again, we have observed that Markham is a city that works. A culture of collaboration, respect and pragmatic problem solving is already alive and well in the halls of the Civic Centre. COLAB is a proposal that builds on this tradition. COLAB presents Markham with an opportunity to set a high bar for interdepartmental and multi-stakeholder collaboration.

WHY DOES MARKHAM NEED COLAB?

At the heart of the COLAB vision is the simple idea that the solutions to Markhams most pressing challenges are already at hand. As Canadas high tech capital and one of the most diverse municipalities in the country, Markham is in the enviable position of having incredible assets in knowledge and creative capital among its citizens. Furthermore, the design processes that are at the heart of the COLAB working model research, ideation, systems thinking, design development, proto-typing, communication and foresighting are already happening around Markham. What is not yet happening, however, is the interface between the potent mix of com-munity, industry and municipal interests and the design-thinking process within a collaborative setting.

COLAB addresses this opportunity with a proposal for a design solutions unit within the municipality that is dedicated to building partnerships with community and the private sector and engaging them in creating innovative new ideas for Markhams sustainable future. By drawing on the wisdom and perspectives of its citizens and com-plementing these insights with the knowledge of city staff and the dynamic energy of the private sector, design solu-tions can be generated that are tailor-made to meet Markhams unique needs.

COLAB responds to the need for a strategic and integrated approach to achieving sustainability that is identified in Markham's existing planning documents. Over the last decade, Markham has undertaken an impressive program of strategic planning and policy review. From the Integrated Leisure and Markham Diversity Action plans, to the Green Print Sustainability Plan, and more, the town has identified

a number of progressive sustainability and economic development objectives. These objectives encompass a range of issues from environmental health, social and cultural well-being, and economic vitality. They include recommendations for promoting greater levels of resident involvement in community stewardship; increasing the viability of local commercial food growing and processing; promoting green business development; creating a culture of walking, cycling and transit usage; and planning high performance new neighbourhoods.

The Green Print Sustainability Plan sets out a number of strategies to ensure the successful implementation of these objectives. The proposed recommendations include:

Coordinating project management of cross-departmental initiatives

Embracing pilot projects

Leveraging partnerships with the private sector

Establishing stakeholder working groups

Emphasizing the role of community engagement

These strategies are at the heart of the COLAB model. As Markham moves forward, the city requires an approach to sustainable planning that is interdepartmental, multi-stakeholder and collaborative. COLAB is the design solutions unit that can facilitate communication and consensus-building between community, the private sector and municipal departments, to help Markham achieve its economic, sustainability and community development objectives.

COLAB AT WORK

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COLAB AT WORK

The Main Street Markham and Old Kennedy Road revitalization projects are presented here as case studies to demonstrate the COLAB model at work. Each case study presents a unique approach to main street revitalization that shows how strategic problem solving and innovative ideas can be generated when interdepartmental, multi-stakeholder and collaborative design thinking is embraced.Main Street Markham and Old Kennedy Road are charac-terized by distinct histories, demographic make-ups and development conditions. Taken together, these case studies illustrate many of the key challenges and opportunities that Markham must consider as it pursues sustainable development, including: how best to undertake intensifi-cation in established low-density areas; how to incorpo-rate sustainable building design within the limitations of a heritage context; how to create resilient communities and prepare for a transit-oriented future; how to meaning-fully engage community and business in the revitalization process; and how to approach development that is strategic and leverages all available assets to greatest effect.

CASE STUDIES

In both case studies, we illustrate the COLAB model of engaging community, business and municipal stakeholders in a creative process of research, ideation and communi-cations to achieve results that respond to the real needs of people. The Main Street Markham case study shows how COLAB could help Markham use prototyping and design development to initiate small-scale design interven-tions for Main Street with a focus on enhancing accessibility, residential and commercial infill, and public realm infra-structure. The Old Kennedy Road case study shows how COLAB could help Markham use systems thinking and foresighting to plan for large-scale community revital-ization that is strategic and establishes new market opportunities for Markham in the green economy.

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HW7

407

MAIN STREET MARKHAM

OLD KENNEDY ROAD

N

40 CASE STUDY : MSM

COLAB AT WORK

CASE STUDY: MAIN STREET MARKHAM

Markham Village is one of the oldest built areas in the Town of Markham. It developed as a commercial and residential area to the north of the original grist and woolen mills that were established along the Rouge River by the Berzcy family and Pennsylvania Dutch settlers. In the 19th century, the village transitioned into an important industrial and administrative centre of the region.

By the turn of the century, a transformed, compact urban form had emerged, anchored at the centre by a main street with dignified commercial and administrative build-ings, with a collection of perpendicular residential streets forming a grid plan and a direct rail connection to Toronto along the Toronto and Nipissing Railway, making it an ideal location for growth and opportunity.

Today, despite significant changes in the architectural forms of the building, the organization of streets in the Main Street Markham district maintains its inherited 19th century grid plan form. Newer residential areas that were built in the 1950s and later, however, betray the grid pattern in favour of residential streets dominated by a net-work of crescents and closed circulation paths that are

oriented towards Highway 7 rather than the established Main Street commercial strip. The street is a mix of basic amenities, small businesses and boutique shops.

Although the heritage character of Markham Village has been maintained with new commercial establishments, revitalization of Main Street is necessary to make full use of this potential and meet the needs of residents and business owners today. Main Street Markham presents an excellent opportunity for Markham to support growth by increasing residential and commercial density and to work with the community to design sensitive interven-tions that contribute to a dynamic public realm.

The largest demographic is between the ages of 40 and 65. Home-ownership and spending power are largely governed by this group. A valuable opportunity for Markhams future lies in the retention of the 13-14% of the population between the ages of 10 and 19.

As this demographic matures, its members will require alternative, smaller and less expensive housing options if they choose to reside near Main Street Markham. Infill housing development contributes to densification and population growth, and works to retain this valuable demographic with an alternative typology to the single-family residential unit.

CASE STUDY : MSM 41

WARD 4 WARD 5

MAIN STR

EET M

ARKHAM

42 CASE STUDY : MSM

COLAB AT WORK

WARD 4

SITE CONTEXT: STATISTICS

Between 43 and 46% of the population in Ward 4 & 5 are currently employed in the business and financial sector, as well as the sales and service sector. Though only 7-9% of the population of these wards is associated with the art, culture and recreation industries, there is an ideal opportunity to grow the number of employees in this sector.

Main Street Markham is an ideal setting for arts, crafts, culture and recreation industries. Drawing entrepreneurs and artists to the area contributes to a streetscape enriched with studios, specialty shops and mixed-use buildings.

CASE STUDY : MSM 43

WARD 5

Currently of the places of work represented in Ward 4 & 5, 83% of the popula-tion is employed at usual places of work outside of the home. Only 7% work from home. As most residents in the Main Street Markham area are employed at permanent places of work, there is an opportunity to diversify the way that people work in the area.

By creating live/work housing options, the population of people working from home will rise as industries of art, craft, culture and recreation also increase.

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COLAB AT WORK

USER SCENARIO: GRACE'S STORY

Heavy traffic discourages walking and cycling Existing pedestrian and public realm infrastructure is under utilized Low residential density means fewer customers for local businesses Limited employment options in the creative sector Inconsistent application of the Markham Village identity

Its Friday morning and Im running late, but I still need to stop for a coffee on the way into work at the business that I own on Main Street Markham. I drop off my daughter at my moms house, a couple neighbourhoods away, and take my alternative route to work, avoiding Highway 7 because at this time in the morning, it's going to be packed.

Four lanes dont seem characteristic of the heritage area my business is in. What about those extra wide lanes from the 50s? Those would be a dream drive along this strip.

Theres still plenty of street parking when I get to work; most stores wont see too many customers until a little later. I find a spot close to the store and then make the trek to the other end of the street to get my coffee at Starbucks. This morning Id love a baguette, but Im at Starbucks. I go in, choose a muffin, and wait anony-mously for my drink to be called out.

Grace Davis, 36 Small business owner, ceramics studio and gallery Family: Married with one child, 4 years old Hobbies: Hiking the Rouge River Valley, collecting antique furniture Favourite thing about Markham Village: The Saturday Farmers Market in the summer and the Festival of Lights in December Least favourite thing: The heavy traffic

Drink in hand, I leave to walk back down the street. Its a quiet street in the morning and the sun is low. I have a fleeting thought that I wish my walk wasnt crammed into 3 feet of sidewalk, that I would even bike if Main Street Markhams lanes werent so busy. I could leave my bike at work, and ride up the street at lunch to run errands, instead of being stuck inside all day. Were having people over tonight I could pick up the cheese and olives Im planning to serve at lunchtime instead of having to drive to the grocery store at rush hour.

CASE STUDY : MSM 45

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COLAB AT WORK

Main Street Markham contains many important and desirable characteristics of a healthy and vibrant main street. The street possesses a fine-grained, compact urban form with beautiful heritage properties, and is represented by strong local businesses and a resourceful and engaged residential community.

In the last sixty years, as the city has grown up around Markham Village, dramatic changes in urban development and shifting consumer and employment patterns have displaced the once-preeminent role of the Main Street as the heart of the city. COLAB proposes that Main Street Markham reclaim its position as the heart of the city with a program of targeted design interventions that focus on improving quality of life, accessibility and strengthening community identity. As Markham embarks on a formal revitalization initiative for Main Street in 2012/2013, COLAB sees an opportunity to support this effort, working in collaboration with municipal planning departments, business representatives and residents to imagine, design and prototype innovative solutions.

Promote active transportation by making improvements to pedestrian and cycling infrastructure, including widening sidewalks and adding dedicated bike lanes; incorporating sustainable design elements such as permeable pavers; embracing universal design principles with bold and playful wayfinding signage.

Increase residential and commercial density by repurpos-ing parking lots for residential and commercial develop-ment; designing alternative housing types that serve the needs of community members at every stage in life, from live/work units for young professionals to accessible apartments for the elderly.

Strengthen the local economy by developing infrastructure to support the creative sector; establishing co-working facilities for designers, artists and craftspeople to pursue their work and incubate new talent; creating a compact community of live/work studios for creative professionals; promoting the creative economy on Main Street through festivals and events such as artist studio tour days.

Build a strong Markham Village identity by celebrating the heritage of Markham Village as a place of settlement and commerce over 200 years in the making; incorporating motifs that draw on this heritage and the traditional symbols of new Canadians in streetscape design elements; involving the community in the planning and design process.

Enhance public open spaces by building on the legacy of existing pocket parks on Main Street Markham and add-ing more throughout the community; incorporating green walls, green roofs and gardens to bring nature back to the city and create a unified and natural aesthetic across the main street.

CASE STUDY APPROACH

CASE STUDY : MSM 47

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COLAB AT WORK

Activity and AccessibilityCreating connections to and from Markham Village will support increased levels of foot traffic on the main street. Making the street safer and more accessible for pedestrians and cyclists will encourage the use of different transportation methods. An inte-grated wayfinding network is anchored by a dramatic gateway sign at Highway 7 and Main Street Markham. To support these efforts, COLAB will facilitate cooperation and dialog between the Main Street Markham BIA, Heritage Depart-ment staff, municipal engineers and planners, residents, and community associations. COLAB will help stakeholders understand the value of these changes and the impact they will have on improving acces-sibility for Main Street Markham.

Density and InfillThe compact urban layout of Markham Village offers significant opportunities for increasing com-mercial and residential density. Overlooked spaces such as parking lots, gaps between buildings, and even residential backyards can all be developed to add increased density. Understanding the housing needs of residents not just today but also down the road, and plan-ning strategically for housing that will attract new age groups and demographics will ensure the continued vitality of the community. To help plan for this future, COLAB will undertake research in the community, facilitating lines of communication between residents, the Business Improvement Asso-ciation and the Markhams Heri-tage and Planning departments.

Quality of Life and Public SpacePublic spaces that are both functional and beautiful contribute to a positive main street experience for residents and visitors. One of the most desir-able features of the surrounding residential streets is the continual presence of nature. A Main Street Greening Initiative would bring this feel to more public spaces and would be a simple way to promote energy savings while creating a unified look and feel on the street. COLAB will support these efforts by engaging community directly in the design of public spaces, ensuring community stories and values are represented.

EXECUTIVE SUMMARY

CASE STUDY : MSM 49

ACTIVITY AND ACCESSIBILITY

Streets Redesign

Paths

Wayfinding

QUALITY OF LIFE AND PUBLIC SPACE

Public Spaces

Distinct Intersections

Identity

DENSITY AND INFILL

Live

Work

Live/Work

Community

Centre

Paved Parking

Residential & Retail Buildings

Markham GO Station

50 CASE STUDY : MSM

COLAB AT WORK

ACTIVITY AND ACCESSIBILITY

Activity and accessibility are desirable main street characteristics. Attracting and creating different types of activity is important to the civic, cultural and economic life of Main Street Markham. The introduction of widened permeable sidewalks would make walking easier and more pleasant, while bike lanes would provide safer access for cyclists, promoting a positive main street experience. The goal is to get citizens out of their cars and onto the sidewalk to diversify street traffic. Well-designed wayfinding strategies will improve usability and guide users as they navigate the street. Reducing traffic lanes and street parking will encourage people to use other methods of transportation. These designs benefit community members, business owners and shoppers directly by bringing more prospective customers to the street. The designs also benefit the municipality by creating opportunities to generate more tax revenue.

COLAB began by conducting primary research to understand how people use the main street and the accessibility barriers they encounter day to day. Through site visits, meeting with local shop owners and customers, and pho-tographing and mapping these issues and comparing them to other communities in Markham, COLAB set a context and basis for evaluating accessibility in Markham Village.

Moving forward, COLAB would work intimately with planners, the Business Improvement Association and local residents to communicate these results and follow-up with a community mapping design exercise to help ideate solutions. Prototyping new pedestrian and cycling infrastructure, for example by painting bike lanes on the road, is one technique that COLAB recommends to explore and test different design options before full implementation. The results of these tests could be studied to help identify other key challenges and con-siderations that Markham will have to take into account as it strives to increase accessibility for pedestrians and cyclists on the main street.

Community

Centre

CASE STUDY : MSM 51

Main Street SignageAdding consistent wayfinding signage throughout Markham Village will help enhance identity while also guiding visitors to important attractions.

Sidewalk W. Cobblestone

Indent for parking

Sidewalk E. Cobblestone

Cistern underneath

2 Lanes Roadway Bikelane

GEO-THERMAL BIKE LANE

PERMEABLE PAVED SURFACE

PERMEABLE PAVED SURFACE

Street RedesignBy moving street parking to one side of the road and limiting the number of driving lanes to two, traffic along Main Street Markham would be slowed, resulting in safer streets for everyone. The street redesign also includes widened sidewalks with permeable paved surfaces to help manage storm water runoff, as well as the addition of two-way bike paths replacing street parking on one side of the road.

Sustainable PathsCurrently, many residential side streets in Markham Village do not have sidewalks. Adding a network of sustainable paths would enhance connectivity and encourage more people to walk from place to place.

52 CASE STUDY : MSM

BEFORE : A parking lot in Markham Village

CASE STUDY : MSM 53

AFTER : Artist rendering of sustainable path network

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COLAB AT WORK

DENSITY AND INFILL

Bringing increased residential and commercial density to Main Street Markham can be achieved by finding creative ways to infill under-performing parking lots and other unused properties. Increased density will provide busi-ness owners with a consistent local clientele and increase the general sense of energy and excitement on the street.

Increasing residential density also provides an opportunity to consider and plan for housing that will sustain the long-term population of Main Street Markham. COLAB proposes housing typologies for two demographic groups in particular: aging residents looking to downgrade from large homes into something more manageable, and young entrepreneurs looking for housing with space that allows them to work from home. Creating housing that supports the needs of people at every stage in their life-cycle, will not only help add density to Main Street Markham, it will also create a new and more diverse community fabric.

The creation of a co-working facility for artists and craftspeople is a smart idea because it builds on the established strengths of the community to create new economic opportunities for Main Street Markham. Taken together, the co-working space and proposed live/work residential developments will help attract and retain young people and further bolster the economic resilience of Main Street Markham.

COLAB began by conducting research to identify suitable sites on Main Street Markham where infill design could increase density. By conducting surveys and studying census information on household demographics and business statistics, COLAB gained an understanding of the housing typologies best suited for Main Street Markham.

Moving forward, COLAB will work with planners, architects and the community to facilitate a design development process to explore and understand the best configuration of new housing types and commercial spaces for Main Street Markham. Designs will consider the needs of diverse age ranges and profes-sional occupations and promote new ways of living and working on Main Street.

COLAB will encourage the BIA and Markham to develop a co-working space with shared studio facilities and street level sales rooms where artists can prac-tice and sell their work. COLAB will also work with the Business Improvement Association on a strategy to promote Main Street Markham as a community of working artists, artisans and craftspeople.

Community

Centre

CASE STUDY : MSM 55

Coach HouseThe Coach House concept pays homage to Main Street Markhams rural heritage. A backyard infill home is proposed that offers modern living with heritage design. This housing is especially suited for young people transi-tioning between home and independence or for elderly citi-zens looking to downgrade into more manageable housing.

Co-Working HubDesigned to provide a venue for artists, designers, craftspeople and other creative entrepreneurs to share studio space costs and provide a common exhibition and retail space, the facility offers various sizes of office and studio spaces. Flexible and expandable units offer adaptability for businesses as they grow. The main floor includes a cafe, retail and exhibit spaces open to the street and generous outdoor spaces for socializing and holding temporary events like markets and com-munity gatherings.

"The Box" Artist StudiosThe entry point of "The Box" artist studios is located directly on Main Street Markham with private space for residents created along an adjacent side street. This arrangement offers a balance between public work-spaces and private living. The corridor created by placing the studios across from one another forms an avenue open to the public. Providing a space where artists and craftspeople work in proximity and where the public can come and view work in progress helps promote Main Street Markham as a destination for the arts.

LIVING AREA LIVING AREA

WORK SPACE WORK SPACE

CORRIDOR

Meeting Space

Outdoor Area

Shared Kitchen & Cafe

Exhibition Space

Shared Working Space

56 CASE STUDY : MSM

BEFORE : A parking lot in Markham Village, future site of The Box Artist Studios

CASE STUDY : MSM 57

AFTER : Artist rendering of The Box Artist Studios

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COLAB AT WORK

QUALITY OF LIFE AND PUBLIC SPACE

COLAB began by documenting the way people use public open spaces on Main Street Markham. It considered what aspects or features promoted prolonged engagement with these spaces and what aspects might be considered as deterrents to their use. COLAB hosted community engagement sessions to communicate directly with citizens about what they would like to see in a public space for Main Street.

COLAB worked with the results that came out of these community engagement sessions to mock up design concepts for the public realm on Main Street, and then submitted these ideas for critical feedback. This level of communication is important because it fosters collaborative design practices and encourages residents to become involved with their city in a practical and hands-on way. Moving forward, COLAB will take the best of these ideas and them enter into a design development phase to detail designs for enhancing public spaces in Markham Village.

Well-designed public spaces with access to nature contribute to the quality of life for residents and visitors of Main Street Markham. Expanding and enhancing the network of pocket parks will provide quiet, reflective spaces for rest, away from the busy main street.

Promoting a strong sense of community identity can be achieved by representing the values and stories of Markhams diverse community through such design elements as street furniture. A series of filigree-style patterned gateways marking the entrance to each pocket park is a nod to the heritage of Main Street Markham and the diversity of the community today. Applying this same pattern to intersections along Main Street will establish a bold and consistent aesthetic motif across the entire site.

A streetscape greening initiative that includes the introduction of green walls, green roofs and native species plantings is another simple and powerful way to enhance the main street aesthetic. This also helps manage storm water and can help reduce heating costs for buildings significantly. Taken together, these interventions add value to the Main Street Markham experience for all residents, business owners and customers.

Community

Centre

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Pocket ParkHaving rest spaces and quiet moments between buildings and shops along a busy street is a natural way to provide spaces for residents and patrons to enjoy the outdoors. The residential streets of Markham Village have many mature trees and abundant green spaces. Bringing this to the Main Street will help improve neighbourhood cohe-sion and make Main Street Markham a nicer place to be. Pocket parks are an ideal way to do this.

Filigree Gateways and Pattern CrossingA striking filigree pattern, derived from the combined pattern languages of Markhams diverse residents, would become the unifying aesthetic for Markham Village. One application of this pattern would be to use the filigree to create physical structures such as gateways, benches and other street furniture. The painted application of this pattern at the intersection of Main Street Markham and Highway 7 would create an attractive and distinctive land-mark at the entry of Main Street Markham, helping to slow traffic and improve safety for all.

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BEFORE : A Parking lot in Markham Village

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AFTER : Artist rendering of pocket park with filigree gateway in front of Co-Working Hub

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COLAB AT WORK

The Main Street Markham case study shows how COLAB could help Markham initiate small-scale design interventions for the main street, with a focus on enhancing accessibility, residential and commercial infill, and public realm infrastructure. COLAB can help Markham:

Understand issues from a citizens perspective COLAB would undertake primary research with residents, business owners and customers to help Markham understand how people use the main street. COLAB would work with planners and designers to consider ethical, sustainable, intelligent and universal principles of design.

Identify unanticipated challenges and see new opportunities COLAB would work closely with the Markham Village Business Improvement Association to define business development opportunities in the arts and culture markets where Markham Village already shows strength.

Crowdsource ideas for Markham from public and private sectors COLAB would invite community members to be involved in the design of key public realm infrastructure such as pocket parks. COLAB believes that locals are the real experts and would facilitate community design workshops.

Engage community in creative and meaningful ways COLAB would engage the community upfront and in meaningful ways throughout the entire project life cycle. COLAB uses creative commu-nity engagement methods such as charrettes and design workshops to share ideas and promote collabora-tion in the design process.

Recognize emerging trends to assure competitiveness COLAB would help Markham under-stand the rise of mobile working and co-working as trends and how this can be supported to keep Markham com-petitive. COLAB proposes Markham establish a co-working facility in Markham Village for designers, artists and craftspeople to pursue their work and incubate new businesses.

Take action to move good ideas from concept into execution COLAB would facilitate communica-tion and cooperation between the municipality, citizens and the private sector, building momentum around good ideas and helping to connect individuals with the resources neces-sary to move forward.

Plan strategically for a sustainable future COLAB would pursue project direc-tions that are strategic and help Markham achieve its sustainability objectives. COLAB proposes Markham support the creation of alternative housing that serve the needs of com-munity members at every stage in life, from live/work units for young profes-sionals to accessible apartments for the elderly.

REVITALIZING MARKHAM

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Its Friday morning, Im running late and I still need to stop for a coffee on my way to work. Theres a caf across the street from my store on Main Street Markham. Maybe this morning I will try some homemade jam the baker just started selling. Last time I was there he told me he makes all the preserves himself.

Main Street Markham has changed a lot since I opened my business here. There are more people on the street, and although the number of small businesses has increased, it still has that quaint character that attracted me to the neighbourhood. Theres a new energy to the street and younger people have moved in and opened their own businesses in the new live/work units where the parking lots used to be. The changes have been inspiring even to the well-established business owners. I notice them painting and changing the way they display things. Even their business hours have increased. The whole street feels more like a little community and looks more beautiful too. Its a nice place to be and Im glad I get to work here.

I pack up my daughter and all the things she needs for her day. I leave my house and take my special route to work, avoiding Highway 7 because at this hour I know it

will be busy with commuters heading to their offices. I wont see the beautiful work thats been done to the intersection when you enter Main Street Markham from Highway 7 but I can walk down at lunch to see it if I have time. It feels so much more welcoming not just a bunch of gas stations.

I park in the lot beside the church. During the week people park here to go to their jobs or to shop nearby, but on weekends it's priority parking for churchgoers or for community events.

We walk along the new, extra-wide sidewalks to my daughters daycare and I drop her off for the day. Its so convenient having a daycare on the same street as my business I can check in whenever I have a break or even pick her up to have lunch. I enjoy the walk to my favourite coffee shop, and say a quick hello to the girls working there before heading across the street to get my bread and some of that homemade jam. I tell Chris, the new owner, that work on the pocket park up the street is done and its a nice place to eat lunch. He just moved here and opened his business in the same neighbourhood.

Main Street Markham has changed a lot since I started working here. There are more people on the street, and although the number of small businesses has increased, it still feels quaint.

Grace Davis, 36 Small business owner, ceramics studio and gallery Family: Married with one child, 4 years old Hobbies: Hiking the Rouge River Valley, collecting antique furniture Favourite thing about Markham Village: The Saturday Farmers Market in the summer and the Festival of Lights in December Least favourite thing: The heavy traffic

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COLAB AT WORK

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CASE STUDY: OLD KENNEDY ROAD

Old Kennedy Road is a historic road in Markhams Milliken Mills neighbourhood. Bordered by Steeles Avenue to the south, Denison Street to the north and the GO rail line to the west, Old Kennedy Road was once the heart of a small hamlet and regional market called Milliken Corners so called for its location at the intersection, or "corners," of Steeles, Kennedy and the rail line.

The number of heritage properties dating back to the late 1800s that sit along Old Kennedys southern edge reveal the history of Milliken Corners as an early regional settlement. Like-wise, the agricultural history of the area is evident in the landscape of narrow and horizontal property lines. This allotment of properties is a dis-tinguishing feature that reveals a his-tory of land subdivision that dates back to the original concession plan laid out by General John Grave Simcoe in the late 1700s.

The area around Old Kennedy Road has witnessed incredible growth and transformation over the last forty years. Starting in the 1970s, agricul-tural lands gave way to sprawling residential subdivisions and the rise of the automobile. These new subur-ban land use patterns dramatically transformed the rural landscape. Dusty concession dirt roads were widened and paved to become arterial roads, filled in by malls and strip plazas, and residential cul-de-sacs lined with low-density housing.

Today, the legacy of Milliken Corners as a commercial and residential hub lives on. The area around Steeles and Old Kennedy Road is one of the most populated communities in Markham. The area has become a destination community for waves of immigrants over the last two decades, primarily from China and South East Asian countries. Th