GLOBAL DEMONSTRATION OF NIGHTTIME ECONOMY MANAGEMENT

Transcription

1 GLOBAL DEMONSTRATION OF NIGHTTIME ECONOMY MANAGEMENT The Responsible Hospitality Institute (RHI) requests funding to implement a comprehensive approach to nighttime economy management in demonstration sites in Europe, Australia, Africa, and North and South America. HARNESS GLOBAL ENTHUSIASM FOR NIGHT MAYORS TO DEMONSTRATE A MODEL FOR NIGHTTIME MANAGEMENT Cities worldwide are desperately seeking night mayors. Five out of seven continents have cities with a night mayor or are formally seeking to hire one. In the U.S., New Orleans, Fort Lauderdale and Orlando are putting out calls to fill this position. In Europe, Budapest, Stockholm, Edinburgh and Dublin are looking for one. Even cities in Paraguay, Colombia, South Africa, and Australia have expressed need for this role. Though the title varies Night Mayor, Night Czar, Nighttime Economy Coordinator, Night Manager the expectations are the same: a designated liaison among government, business and community stakeholders responsible for promoting music and culture, branding a city s social experience and maintaining public safety in nightlife districts. Elected officials have bought in: they know they need to hire someone to oversee nightlife in their city. But they don t know what a job description should be or where to house the position. There is no training available for this role. RHI can serve as a global resource for this sought after need. The only organization in North America that has compiled information on nightlife management, RHI has convened subject matter experts from North America and Europe on international event panels and webinars. More than 70 cities have undergone RHI s Hospitality Zone Assessment process, which has generated an unmatched resource of tools and innovative case studies. The time is ripe for RHI to partner with international pioneers to disseminate its collective expertise on a global level. Chief among the European pioneers is Mirik Milan, Night Mayor of Amsterdam, exemplar of the concept and role. He will join RHI in this project as a consultant and liaison to the many cities embracing the night mayor approach. Cities are finally ready to invest in their dining, entertainment and social attractions, as seen by the worldwide recognition of the need for a night mayor, and, more broadly, the search for guidance in nightlife management. But RHI knows that it takes more than one person to plan and manage a safe and vibrant nightlife. A night mayor cannot operate in isolation and expect to succeed. A community of invested stakeholders drives sustainable nightlife. Collaborative partnerships across private, public and government sectors form the foundation of a flourishing nighttime economy that prioritizes social vivacity without sacrificing public safety or quality of life. However, consensus on how to improve nightlife is hard to achieve. Luckily, RHI has already refined the process to mobilize a community of diverse stakeholders and achieve a common vision. Yet a plan or even an organized group without a champion to lead it will eventually falter. Therefore, the two concepts need to be combined for the ultimate model of nighttime economy management to yield the greatest outcomes in harm reduction and nighttime vibrancy. RHI PROPOSES TO DEMONSTRATE THE MOST EFFECTIVE MODEL FOR NIGHTTIME ECONOMY MANAGEMENT: Formal training and installation of a dedicated staff person (i.e. night mayor) to lead nightlife advocacy Development of a city wide alliance to implement a consensus driven action plan to address challenges Responsible Hospitality Institute 1

2 OUTCOMES OF RHI S PROPOSAL Creation of a universal template for collecting data on nightlife s impact on the economy and public safety. Results will form the first global data comparison, using the same data sets, on nightlife. Development of the Sociable City Guide for Nighttime Management. Topics will include tips and lessons learned by and for night managers, such as how to organize a community s stakeholders into sub committees, lead a consensus driven action plan to address challenges and facilitate improvements to nightlife vibrancy, safety and quality of life. Presentation of a formal Nighttime Management training at RHI s 2018 International Leadership Summit. Cities worldwide will be invited to attend and learn from the only organized source of information on how to create a dedicated staff position and work cooperatively with an alliance of public, private and government stakeholders on nightlife issues. Demonstration cities selected from North and Latin America, Europe, Africa, and Australia will demonstrate the ultimate model for nighttime economy management Each demonstration site will receive a stipend for program management and one representative (per city) to attend the 2018 Leadership Summit and Training in New Orleans. Costs will also include technical support for data collection, program implementation, remote consultation via online training, communication and logistics coordination. Jim Peters will conduct two onsite visits (two visits per demonstration site), along with designated consultants and co trainers. Each visit will be comprised of four days plus travel. FRAMEWORK FOR BUILDING A SAFE AND VIBRANT NIGHTTIME ECONOMY RHI s framework for engaging a community s key stakeholders involves a comprehensive analysis resulting in an action plan to reduce risk and maximize opportunity in the nighttime economy. RHI evaluates a community s nighttime economy based on how well they plan for people, assure safety and enhance vibrancy. Collaborative partnerships between diverse stakeholders form the foundation of a wellplanned and managed hospitality zone. An alliance can guide allocation of resources and provide input in crafting new policies and procedures. Alliances may be divided up into several action teams to oversee implementation in specific areas. Dedicated staff from each action team reports to a night manager, who coordinates partnerships and helps resolve conflict. Planning for how people will use a mixed use hospitality zone at different times of day and for different purposes requires foresight and infrastructure. Residents expect a high quality of life, even in active hospitality zones. This requires clear community standards and management of sound, litter and waste. Nightlife patrons need safe rides home to prevent impaired driving. Coordination of transportation options requires a robust mobility management plan. Assuring nighttime safety requires systems to prevent crime and address disorder in public space and private venues. Overall public safety requires a continuum of partnerships; police, fire marshals, private security and district ambassadors all have a role to play. Organizing nightlife businesses into trade associations can formalize best practices and lead to better communication with regulatory and enforcement agencies. Vibrancy in hospitality zones can be enhanced by creating a seamless flow of social experiences in public and private spaces from sidewalk cafes and buskers to live entertainment in restaurants, bars and clubs. Truly vibrant cities maintain social activity during the day and night, but vibrancy requires work. It takes systems to support venues, nurture performers and provide opportunities for entrepreneurs to showcase their talent. Responsible Hospitality Institute 2

3 DATA COLLECTION TEMPLATES RHI s work has led to new approaches to document key indicators of harm, risk, and prevention strategies to evaluate their effectiveness in nightlife districts. These will be organized into data collection templates to be used by demonstration sites for comparison from interventions. The Global Demonstration of Nighttime Economy Management will establish a comprehensive approach to improve the social experience of residents and visitors in a city s entertainment district. The plan will also define safety and security standards in social venues, supported by dedicated community services and policies to reduce risk to the individual, the business and the community. Assessing the Impact of Alcohol Use on Communities Social interaction can be enhanced by the effects of alcohol to lower inhibitions and move people from awkwardness to comfort. As the evening progresses into late night hours, social interaction may be driven by increasing levels of impairment and intoxication from alcohol. This impacts judgement and physical control in the environment, increasing risk to the drinker and others in the venue or community. Measuring alcohol use and harm in communities is complex and requires researchers to determine the most appropriate and available data sources, and find creative ways of assessing the local level impact of alcohol. The data source and indicator used will depend on three primary factors (Flynn and Wells, 2014.) 1 : 1. Data availability e.g. some communities may not collect certain data indicators 2. The purpose of the research e.g. to provide a community with descriptive data versus evaluation of an intervention 3. Community support to facilitate access to archival data or cooperation in primary data collection (i.e. survey) efforts The wide variation in reporting crime and disorder in an active nightlife district, and any correlation to alcohol, makes a direct and consistent measure extremely difficult. For this project, multiple measures will be used. Data analysts will operate under the assumption that late night (after midnight) reported incidents gathered in the project will have alcohol as a contributing factor. Some data will have a more direct correlation to alcohol involvement, such as a report of place of last drink in an alcohol related crash or arrest. Other data may have an indirect though likely correlation to alcohol, such as call for police service to intervene in a fight taking place at a venue. Demonstration City Selection Participation in Demonstration Project will require a city meet the following criteria: 1. A night mayor/manager hired or planned to be hired as a liaison and coordinator of the project. 2. An existing alliance or plans to form an alliance of stakeholders with access to archival data or willingness to collect primary data for the project. 3. Identification and submission of existing data or ability to collect data included below to measure crime, harm, disorder and venue practices. 1 (Flynn, A., & Wells, S. (2014). Community indicators: Assessing the Impact of Alcohol use on Communities. Alcohol Research: Current Reviews, 35(2), ). Responsible Hospitality Institute 3

4 Measuring Crime Key indicators of Part 1 Crime from the FBI Uniform Crime Code will be adapted for this project. This will include the following indicators: Cri Criminal Homicide Murder Nonnegligent Manslaughter Rape and Sexual Assault Rape Sexual Assault Robbery Armed Robbery Aggravated Robbery Mugging Aggravated Assault Assault with Weapon Assault without Weapon Hate Crime Larceny/theft Completed Attempted Motor Vehicle Theft of Vehicle Vehicle Break in and Theft Identify Theft Unauthorized use or attempted use of credit cards Unauthorized use or attempted use of checking Misuse of personal information Drugs and Crime Possess Distribute Stalking/Intimidations Fear for Safety Measuring Harm and Disorder Measuring the association of harm to individuals or disorderly behavior provides a more direct association with high risk drinking behavior and effects of alcohol intoxication. The following are indicators to be monitored if information is available: Traffic Indicators Traffic Offense Careless/Dangerous Driving Impaired Driving Arrest Crash with Injury Crash with Fatality Impaired Pedestrians: Injuries, Fatalities Arrest Injury Fatality Disorder Indicators Trouble with Person Intoxicated Person Pedestrian Violation Underage in Possession of Alcohol Property Damage Vandalism Sound Disturbance to Residents Prostitution Loitering Curfew Violation Emergency Room Transport Cost of Public Safety and Policing Nightlife Districts The Major Cities Chiefs Association is collaborating with RHI in development of a template for evaluating the cost of policing nightlife districts using a standard measure for city to city comparison. As nightlife district evolve, not only creating crowd management challenges, revenue rises, employment rises and taxes rise. Understanding costs of public safety can be matched by growth so vibrancy doesn t become chaos. Responsible Hospitality Institute 4

5 Measuring Venue Practices and Risk Management The project will create a data collection template to gather best practices to measure procedures and training for safety, security and service, use of technology for communication and age identification, options for music, dining and socializing. Hospitality and nightlife associations have worked in cooperation with public safety agencies and community advocacy organizations in development of best practices to better manage risk. In the UK and Canada, the Best Bar None is an example of an incentive system for responsible businesses. Many hospitality and nightlife associations in the US, including Seattle, San Francisco and New York City have Best Practices Guides with topics pertinent to nightlife that are generally not covered in even the most contemporary responsible beverage service training e.g. door security, crowd management, response to violence, recognition and intervention to prevent sexual harassment and assault. One substantial project intervention will be directed to venues, their internal policies, training and practices, and external involvement with regulatory, public safety and compliance agencies. To measure change, the following indicators will be collected and compared before and after the project s implementation. Venue Indicators Calls for Service Fights or Aggressive Behavior Patron Theft of Property (e.g. Smart Phone) Crowd Management Occupancy Violation Sound Management Disturbances to Residents Place of Last Drink Reports Name of Venue Frequency of Citations Blood Alcohol Level Number of Drinks Consumed Training and Policies Untrained Service Staff Untrained Security Staff Lack of House Policy on Safety and Security Venue Density Number of active outlet licenses per 100,000 population Concentration/spatial distribution of outlets Number of occupancy seats per 100,000 population Number of occupancy seats in the defined boundaries of a district Unlicensed Venues e.g. Party Buses Alcohol Service without License Underage Possession/Consumption Parking lot Alcohol Consumption Economic Impact Studies There is a global effort to document the economic and employment value of the nighttime economy both direct and indirect. More recently, there has been a trend to document the many daytime businesses that benefit from nightlife. This project will build upon studies conducted to establish standards for city to city comparison. Direct Contributors: Revenue, taxes, employment Indirect Contributors: Distributors of food, beverages, supplies; professional services such as banking, insurance, accounting; creative businesses such as graphic artists, printers, musicians and entertainers; and the fashion and beauty businesses providing products and services for people preparing to going out to socialize Responsible Hospitality Institute 5