In recent months, many Canadian employers in both the public and private sectors have implemented return-to-office mandates, requiring workers that transitioned to remote or hybrid work during the COVID-19 pandemic to work in-person again.

Employers are justifying these mandates by arguing they improve productivity, build more collaborative teams and improve mentorship for junior employees.

Employers are not the only group ecstatic about these mandates. Municipalities and business owners are also expressing hope that the presence of office workers will spin off into greater consumer spending at restaurants and other businesses near office buildings. The expectation is that office workers will once again start spending money on coffee, lunch or after-work beverages.

In 2022, the mayor of Ottawa partially blamed the downtown core’s economic struggles on the fact that federal public service workers were still largely working remotely. Federal workers have since been mandated to return to work in-person three days a week in late fall.

The Canadian Federation of Independent Business similarly criticized the slow return to offices as a leading factor behind why small and medium-size businesses, especially restaurants and bars, are facing challenges in downtown areas.

Insight into restaurant success

During the pandemic, there were predictions that more than half of Canada’s independent restaurants would fail as part of their customer base—office workers—shifted to working from home.

Our recent study investigated which operational, demographic and land use factors affected restaurant survival during the first year of the pandemic in London, Ont.

We found no significant differences between restaurants that failed and restaurants that survived based on proximity to office uses. Instead, operational decisions made by restaurants individually were much more predictive of their survival than any geographic factor, including the presence of offices.

We found that restaurants located in areas receiving more CERB (Canadian Emergency Response Benefit) payments, and with a higher density of entertainment venues around them, were less likely to survive.

Restaurants that adapted by offering pickup and delivery options were more likely to survive, though only for those that did their own delivery in-house rather than relying on platforms like UberEats and SkipTheDishes. Restaurants that had drive-thrus, held liquor licenses, or had been established for more than five years were more likely to survive. These older, more established restaurants were likely more resilient because of financial stability and customer loyalty.

Table-service restaurants fared better than fast food outlets, likely because they could offer large patio dining spaces during the summer. Restaurants with liquor licenses substantially benefited, especially after a regulatory change by the Ontario government that allowed alcohol sales with takeout and delivery—a first for the province.

In short, restaurant success was driven more by individual business decisions rather than being in a specific location. People working remotely instead of in the office did not significantly affect restaurant survival during the first year of the pandemic.

Downtown struggles

As Canadian downtowns look to recover, many face ongoing challenges. Activity levels are down by about 20 percent from pre-pandemic levels in many places, lagging behind many similarly sized downtowns in the United States.

This downturn has been partially attributed to a combination of higher office building vacancies and fewer workers downtown. For the first time, downtown office vacancy rates have exceeded suburban rates in the Greater Toronto Area. There has also been tremendous housing growth within many downtown cores.

At the same time, downtowns have become a highly visible focal point of Canada’s growing addictions, mental health and housing crises. The pandemic fully revealed the deeper social, economic and health challenges happening in Canadian society.

While violent incidents are rare, the social incivilities and disorder on display—public urination and defecation, open drug use, visible tents and property crime—contributes to a perception that Canadian downtowns are unsafe. This perception, whether accurate or not, has an impact on the willingness of people to engage with their downtowns.

A way forward

The damage to the reputation of Canada’s downtowns has been done. Downtown London now has the highest office vacancy rate in the country. The Workplace Safety Insurance Board of Ontario, for instance, recently chose to consolidate its offices in the outskirts of London, rather than downtown.

Many people now elect to spend their time and money in areas that have embraced the “experience economy.” These are places that provide highly manicured entertainment and shopping destinations, with restaurants being the bedrock of enabling high quality experiences in these areas.

Foot traffic is at an all-time high in suburban shopping centers. The downtowns of cities that are widely known as global tourist destinations—Las Vegas, Miami and Nashville—have activity levels close to or higher than their pre-pandemic levels.

These are places that are developing highly attractive economies that provide people with the safe, fun and exciting experiences they are looking for locally and internationally. Instead of trying to force unwilling workers back to the office, Canadian cities should instead focus on developing downtowns that people genuinely want to visit and experience.

One potential way to do this is to provide wrap-around support services and direct pathways to stable housing across the entire community, as the City of London has done. By spreading care and outreach services across the entire city, rather than concentrating them exclusively in downtown areas, the negative effects from Canada’s homelessness crisis can be reduced on urban cores.

This type of strategy will direct those who need help away from downtowns, and may even permanently lift them out of poverty. In turn, Canadian downtowns can return to being places for everyone to shop, eat, relax, and work in comfort.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Google is working on artificial intelligence software that resembles the human ability to reason, similar to OpenAI’s o1, marking a new front in the rivalry between the tech giant and the fast-growing startup.

In recent months, multiple teams at Alphabet Inc.’s Google have been making progress on AI reasoning software, according to people with knowledge of the matter, who asked not to be identified because the information is private. Such software programs are more adept at solving multistep problems in fields such as math and computer programming.

AI researchers are pursuing reasoning models as they search for the next significant step forward in the technology. Like OpenAI, Google is trying to approximate human reasoning using a technique known as chain-of-thought prompting, according to two of the people.

In this technique, which Google pioneered, the software pauses for a matter of seconds before responding to a written prompt while, behind the scenes and invisible to the user, it considers a number of related prompts and then summarizes what appears to be the best response.

Google declined to comment on the effort.

Google and OpenAI have been locked in an intense fight for dominance in AI, particularly since the release of OpenAI’s ChatGPT, a popular chatbot that some investors worry will eventually obviate the need for Google search.

Google has taken various steps to regain its lead, including merging its premier research labs to form the Google DeepMind unit and fortifying relationships between researchers and product teams.

Yet the search giant continues to move more slowly when it comes to releasing AI products, pausing to consider ethical problems, the need to live up to the public’s expectations of trust in its brand, and the competing interests of multiple similar efforts in the vast organization.

Since OpenAI unveiled its o1 model, known internally as Strawberry, in mid-September, some in DeepMind have fretted that the company had fallen behind, according to another person with knowledge of the matter. But employees are no longer as concerned as they were following the launch of ChatGPT, now that Google has debuted some of its own work, the person said.

Despite the slower pace of Google’s product rollouts, it remains a formidable player, said Oren Etzioni, a veteran AI researcher who founded TrueMedia.org, a nonprofit dedicated to combating political disinformation.

“Technically it’s always been the case that Google’s capabilities were top notch. They were just more conservative in rolling things out,” Etzioni said. “It’s a marathon, and it’s anybody’s race to win.”

In July, Google showcased AlphaProof, which specializes in math reasoning, and AlphaGeometry 2, an updated version of a model focused on geometry that the company debuted earlier this year. The programs aced four of the six problems featured in the International Mathematical Olympiad, an annual competition in which students tackle topics such as algebra and geometry, Google said in a blog post.

At its developer conference in May, Google offered a glimpse of an AI assistant, Astra, which can use a phone’s camera to see the world around it and answer questions, such as telling a user where she had left her glasses. Google said some features of assistant may come to its flagship AI model, Gemini, toward the end of this year.

“Advanced mathematical reasoning is a critical capability for modern AI,” Google DeepMind CEO Demis Hassabis wrote in a post on social network X in July.

2024 Bloomberg L.P. Distributed by Tribune Content Agency, LLC.