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Edmonton City Council - Please Approve the EAD

July 28, 2010


The Edmonton Arena District is a hot topic right now. Dare I say even hotter than the closure of the Municipal Airport (which by the way we are completely stoked about—awesome job Councillors!). Let the evolution begin!

That’s right. The Jungleheads and virtually everyone we’ve talked to supported the closure of the Muni, and now support the development of the EAD 100%. We see the vision. We want it to happen. We want to be a part of it. Now it’s just a matter of City Council getting it done.

Why do we support it? Let me count the ways.

The current situation is broken.

If we look at the existing situation and location with Northlands and Rexall Place, be it Oilers games, concerts, exhibitions, rodeos, shows, etc.—it’s broken.

What makes it broken? Because we (Edmontonians) say it’s broken.

Northlands clearly doesn’t think—or care that Edmontonians think it’s broken and there are some people out there with ulterior motives and conflicted interests that will preach to us that it isn’t broken. But all it takes is a quick look at some of the incredibly daft, narrow-minded comments on the various blogs out there and you’ll soon see that it doesn’t matter how broken this situation is, some haters (you know who you are), attempt to knock others down with negative comments and say, “I don’t think it’s broken fool…and here’s why….”

News flash haters—I don’t care that you don’t think it’s broken. If I think it’s broken, it’s broken. If Eric thinks it’s broken, it’s broken. If Sarah thinks it’s broken, it’s broken. If anyone thinks it’s broken, it’s broken!

How many Edmontonians out there love to race home after work, then race to Rexall, then hoof it for 3 blocks in freezing cold temperatures through the dumpiest part of the city; all just to watch mediocre play whilst forking over way too much money for bad beer and worse food; then hoof it for 3 blocks back to their unheated cars in freezing cold temperatures again, trying to beat the rush, and finally race back home? I doubt there’s any, but we do it anyway. What we have is one of the worst brand experiences in the entertainment industry and it’s amazing to see what Edmontonians will put up with just to be entertained. I wonder how positive and successful the situation could be if the entertainment experience in this city was fun? Warm? Easy? Taking this one step further, I wonder what it would be like if the downtown core was more exciting? More beautiful? More desirable to live in and be around?

The bottom line is the Edmonton Arena District solves more problems than it creates.

The evidence. There’s lots of it.

Read some of the blog posts out there. Councillor Iveson’s is a great place to start. Some people choose to look at the information, a.k.a. the “evidence,” and good on them for doing it (someone’s got to). While evidence is important, it’s not what Edmontonians are interested in. Evidence is what lawyers and accountants are being paid to come up with on both sides to rationalize their decisions and to persuade with in their pitches. I’m not interested in commenting on the evidence of either side, which is why I choose not to write about it.

In my opinion, rationale is not enough. Why? Because Edmontonians don’t have time for information. We eat on the run, we drive our kids to soccer and dance practice, we work, we workout, we do it all. We do not have the time, nor do we really care to be convinced that what happened in X city and at X arena intellectually was the wrong decision. We don’t care because it has no relevance to us. We are emotional beings and therefore, information isn’t a competitive advantage like it used to be. I'd also like to think that both the Katz Group and Edmonton City Council are smart enough to learn from the past mistakes of others.

This isn’t about the Oilers.

For some reason a lot of people keep bringing the conversation back to the Oilers; and more specifically, the taxpayers funding a billionaire’s hockey team. In my opinion this isn’t about the Oilers. If it were, I wouldn’t have bothered weighing in on this topic in the first place. I don’t care that much about the Oilers—that’s Katz’s business. What I DO care about is Edmonton.

The Edmonton Arena District is much bigger than the Oilers. This is about the evolution of Edmonton as a first class city. It’s about rebuilding a downtown core that we all can be proud of. In Katz’s defense, why should he have to foot the entire bill for a facility his team only plays in a small fraction of the year? Of course he should pay some, but should the City/Province/Nation decide to make a serious push for Expo2017, this is a facility that we would have to build anyway. The only difference is that now we can get it for 50% off. A 50:50 partnership seems fair doesn't it?

Why a partnership? Because a partnership is the only way this idea will work. Partnerships create accountability. Molson failed in the development of Montreal’s arena partly because there was no incentive for the city to make it work. The same goes for the cities that were 100% responsible for building their arenas—there was no vested interest of the teams’ owners. Some people call this proposal "too risky." Yes technically it's a risk, but given the current state of Rexall Place I think it’s a bigger risk for City Council not to pull the trigger on this deal. As a true 50:50 partnership, both sides will make it work because they have to, thus mitigating the risk.

We don’t know how lucky we are.


I think we should consider ourselves pretty fortunate to have a hometown boy that actually gives a damn about investing in Edmonton and evolving this wasteland of mediocrity into an amazing place that everyone will talk about, appreciate, and reap the rewards from for generations to come—not many other cities have this luxury.

Kudos to the Katz Group. Kudos for taking a bashing like they do and still caring about Edmonton. Their hearts seem to be in the right place and we should respect them for it. Kudos for having a vision. Their vision is what has—and will continue to inspire us. As for those who feel a sense of entitlement? Shame on you. You act as if Katz owes us something. Grow up and get real—he doesn’t owe us a damn thing. He is a businessman who owns a team that many Edmontonians happen to care about. At the end of the day the haters and naysayers need to be reminded that he has the right to do whatever he wants with this team—just as any business owner does with their business. Katz has done a lot of good for Edmonton but it still doesn’t seem to be enough. There’s always someone ready to pounce on him for not doing more.

Moving on.

If you are anything like me you want more for our city. Wouldn’t you like it so that when people think of Edmonton they don’t think of “the mall?” Wouldn’t you like it so that when people ask you, “why the heck do you live in Edmonton?!” you have more reasons to give them than, “because my family lives here.” I know I do.

Edmonton is a business, and part of any successful business is caring about customers and creating experiences that we love and are proud of. The Edmonton Arena District (in it’s proposed location) is the catalyst to creating a critically contagious pulse in this city. A pulse big enough to give us not only a minute shot at winning Expo2017, but a chance at becoming a creative and intellectual mecca.

In my opinion we are in the beginnings of what could be one of the most profound times in Edmonton’s history. We are re-establishing our city. This is the age of Edmonton’s self re-discovery.

The sleeping giant is waking up and everyone at Urban Jungle is stoked to live here and be a part of it.

Edmonton Loses the Indy! (Part 2 of 2)

July 22, 2010

The ripple effects of losing an event like Indy will be detrimental to our City.

Vancouver didn’t know what they had until they lost it—and the same might end up happening to us if we’re not more cognizant of that fact. The only difference is we will never—ever get it back if we lose it. Vancouver’s kung-fu grip will be tight. They’ll never let it go a 2nd time. That being said, if (and that’s a big ‘if’) Edmonton gets 1 last chance at making Indy über-successful in 2011, the following is a list of 21 things that must be done in order to have any hope of a shot at Expo2017.

1. Create a shared vision, purpose and strategy.

Instead of a bunch of disjointed events, create 1 major event, with a central theme running through all supporting events. This gives Capital Ex (under a new name), A Taste of Edmonton, The Edmonton Indy, as well as shops, restaurants, pubs and bars a shared purpose and an aligned strategy. More importantly it gives the customers something to rally behind.

2. Establish ownership by all stakeholders.

Accountability rocks! Wouldn’t it be awesome to see all of the companies involved in running the event put their profits on the line? If it’s a success, you reap the rewards. If it’s a flop, sorry pal—no pay cheque. (This only works if everyone is on board and we don’t have dead weight).

3. Articulate innovation as an organization/event-wide commitment.

Without innovation and a sense of “nowness” you’ll have bored, uninspired staff. This trickles down to bored, uninspired customers.

4. Think long-term.

What do we want this event to be 3, 5, 10 years from now? The short-term, ‘year-to-year,’ ‘go with the flow,’ ‘take it as it comes’ attitude is so “Edmonton.” Let’s get our stuff together. Seriously.

5. Focus on the customer experience—the brand; rather than the internal processes.

Otherwise you are just going through the motions.

6. Focus on challenges of the future rather than successes of the past.

Unless you’re in the business of selling Transformers or the Rubik’s Cube, you cannot build a profitable business on nostalgia.

7. Evolve or die.

Be willing to change when your platform is burning. Even more important—be self aware. Know that your platform IS burning!

8. Leave politics out of it if-and-whenever possible.

Politics can open a lot of doors, but in many cases it leads to sustaining the status quo in order to support entrenched, misguided and conflicted interests. See #7.

9. Reward crisis prevention rather than crisis management.

10. Get rid of any hierarchies that exist.

Inspire. Undermanage. Constantly review new ideas.

11. Fund new ideas in the wake of kiboshing current underperforming efforts.

12. Kill any initiatives that are not succeeding, especially ones that are funded and staffed.

13. Think critically.

Fear of criticizing current practices and commitments is a high-risk activity.

14. Make decisions with your heart.

Addiction to left-brained, analytical thinking (“data is God”) is corporate crack. People are emotional and heart-driven beings. Data is no longer the advantage it used to be.

15. Ideate-collaborate-deviate.

Adopt a more user-friendly idea management processes.

16. Find people that understand (and more importantly care to understand) the customers.

17. Be willing to acknowledge and learn from past failures.

Why is this one so difficult? It shouldn’t be. Own up to your mistakes and move on.

18. Make innovation part of the performance review process.

This goes for every single company/stakeholder/employee/volunteer involved. “How much did we/I innovate this year?” “Did we/I raise the bar?” If you’re not moving forward, you’re moving backward.

19. Create room for more “spec time” to develop new ideas and opportunities.

Good ideas take time. The best ideas might take longer.

20. Coach innovation and creative thinking.

I’m serious. Just as execs would bring in coaches/trainers into the office for their staff, Indy should do it too. This is after all a business (or at least it should be).

21. Create reward and recognition programs for every portfolio.

People like to know that their hard work means something.

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