RESOURCE TEAM REPORTCHATHAM. ONTARIO

AUGUST 1989

TABLE OF CONTENTS

I.INTRODUCTION1.0 Background

2.0 Four-Point Main Strcct Canada Approach

3.0 Resourcc Team and Report Objectivcs

4.0 Report Contents

II. COMMUNITY GOALS1.0 Mission Stateme nt and Goals for Downtown Chatham

2.0 Mission Statement for the Main Street Project

I I I . ISSUES AND PRIORITIES1.0 Organization

1.1 OverviewI.2 Organizational Strengths and Weakncsses7.3 Organizational Issues and Prioritics

2.0 Marketing2.1 C)vcrvisw2.2 Marketing Strcngths and Wcaknesses2.3 Markcting lssucs and Priorit ics

3.0 EconomicDcvelopmcnt3.1 Overvicw3.2 Economic Development Strcngths and Wcakncsses3.3 Economic Dcvclopmcnt Issucs and Priorit ics

4.0 Dcsign4.1 Overvicw4.2 Design Strengths and Weaknesscs4.3 Design Issues and Priorit ics

IV ACTION PLAN1.0 Action Plan Summary

2.0 Action Plan Details

APPENDICESA LIST OF PEOPLE INTERVIEWED

B FOCUSGROUPNOTES

C PRIORITY SETTING MEETING

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I INTRODUCTION

1.0 BackgroundA nine member Resource Te am, comprised of local people and outside advisors met in Chatham for three

days from March L4-16, 1989. Through meetings, a focus group session, intervicws, a public reception, an ope n

house in the downtown mall, and on-site analysis, the Resource Team identified major issues facing downtown

Chatham, set priorit ies among these issues, and them developed a2to3 year action plan.

This report documents the findings of the Resource Team and provides a framework for the Main Street

programme operating in downtoun Chatham. The Main Street Canada programme is a three-year commitme nl.

on the part of the City of Chatham in concert with the Downtown Chatham-On-The-Thames Business lmprove-

mcnt Area (B.I.A.) and thc Heritagc Canada Foundation, aimed at making significant headway in the revitaliz-a-

tion and development of thc downtown area.

The Main Street Canada programme was brought to downtown Chatham in the summer of 1988, by civic

and business leaders, with thc hope that it would resolve several problems that were holding the downtown back

from reaching its full potential. Thc principlc conccrns idcntif icd wcrc:o a pcrccption lhat a significant rctail markct wa.s being lost to London and Windsor at an incrcas-

ing ratc;a more than sixtecn empty storcfronts;. a lack of participation by building owncrs in facade improvements and private property

upgrades; ando a desirc to scc an apparcntly "stallcd", largc sc,alc rcdcvclopntcnt projcct (hotcl and rctail com-

plex) proceod.

Since the 18.1{l 's, downto*.n Chalham has bccn thc hcart of Kcnt County, Ontario. Todav, Chatham has a

population of approximatcly 42,tX[ peoplc, and Kcnt County has approximately 64,0t[ peoplc. Together thcy

form a "catchmcnt" area whic:h is cstimatcd at 106,0([. This "catchmcnt" area is scrvcd by thc 240 busincsscs lo-

catcd in thc Downtown Chatham-On-The-Thames B.I.A. The pcoplc who brought thc Main Strcet Canada

programmc to Chatham not only want thc downtown to continue to be thc hcart of Kcnt County, they want it to

be thc best it can possibly bc, a source of pridc, l ivclihood, enjoymcnt and community spirit.

2.0 Four-Point Main Street Canada ApproachThc Main Street Canada approach to downtown revitaliz-ation is foundcd on two principlcs. First, thc conl-

mitment and energy nccessary for successful rcvitalization must comc from within thc community. Outside ad-

visors, whether from the Heritage Canada Foundation, consultants, developers or senior government officers,

can provide valuablc assistancc or funds. but downtown revitalization only works when the community's mcr-

chants, property owners, residcnts and municipal government are committed to making the downtown succress-

ful.

The second principlc of thc Main Strcct approach focuses on four elements, refcrred to as the "four point

approach".

1. organization2. marketing3. cconomic dcvclopmcnt4. design and hcritagc conscrvation

To assist communities in applying this four point approach, the Main Stre ct programmc provides thc follow-

ing benefits to participating communities:o training programmcs for thc project co-ordinator;a a three-year schedule of activit ies, prepared by the Resource Team, to help the community set

priorities and meet its objective;o ongoing consultation particularly in specialized areas.

RESOURCE TEAM REPORT, CITY OF CHATHAM

MAP 1 : REGIONAL CONTEXT

A U G U S T 1 9 8 9

S C A L E : N . T . S .

3.0 Resource Team and Report ObjectivesMain Street Canada provides assistance to communities that havc a commitment to maintaining not only thc

physical character, but the financial viability and vitality of their downtowns. A key aspect of the Foundation'sassistance is the organization of the Resource Team - a combination of local representatives and outside ad-visors who work together during a brief, but intensive time, to help assess the current situation and assist thccommunity in setting objectives and prioritics for downtown revitalization.

The concept of the Resource Team, as a group of local people and outside advisors, was developed forsevcral reasons. First, individuals from outside the community are in a position to raise questions and to look atthe situation from a fresh perspective in a way that an insider cannot. Local members, however, can supply adepth of understanding of the community that outsiders cannot provide.

Second, a team approach has thc potential to produce results with lasting valuc.

Third, the intensity of thc three-day period focuses thinking and energy in a unique way, permitting a largenumber of interviews to be conducted in a short period of time and calling attention to the revitalization effortthrough media covcrage and spccial evcnts.

Thc following individuals wcrc mcmbcrs o[ thc Chatham Rcsourcc Tcam:o Bill Erickson, Mayor of the City of Chathamr David McNcil, Chairpcrson of the Chatham Busincss Impr<lvemcnt Arcao Bill Alexander, Board Mcmber of the Chatham Business Improvement Area and Chairperson of

the Economic Developmcnt Committceo James Snydcr, Community Developmcnt Co-ordinator, thc City of Chathamo Bob Whcclcr, Dircctor of Econclmic Devclopmcnt, the City of Chathamo Todd Letts, Manager of [hc Dou,ntown Chatham-On-The-Thamcs B.l.A.o Tom Lcmon, Regional Co-ordinator, Ccntral Rcgion, Main Strcct Canadao Paul Boirc, Archi(cct with Maquirc & Boire Architects, Inc., design consultanto Tiziano P.Zaghi, Consultant with M.M. Dil lon Limited, business consultant

During their three-day visit, thc Resourcc Team:o interviewcd dou'ntown and community rcpresentativcs (Appcndix A);o organized a focus group which gcnerated kcy issues and suggestions (Appendix B);o held an opcn housc in thc Downtown Chatham Centre Mall;o met with thc local media; ando assemblcd as a group for discussion, synlhesis, clc.

This report is intended to summarize thc information and ideas generated during thcse activit ies and to as-sist Chatham in identifying thc direction for downtown revitaliz-ation during the three-year Main Street project.

4.0 Report ContentsThis report is structured in four sections. Section I is the introduction. Section II summariz-es the goals of the

community related to the Main Street programme. Key issues and priorit ies arc examined in Section III accord-ing to each of the four points: organization, marketing, economic development, and design. The Action PIan,presented in Section IV, summarizes a schedulc of actions to be undertaken by the Main Street office and otherkey organizations.

II COMMUNITY GOALS

1.0 Mission Statement and Goals for Downtown ChathamIn order to provide overall direction to the Main Street Canada project and to the general revitalization of

downtown Chatham, it was necessary to establish and write down the community's goals for the downtown.Based on the input received during the Resource Team's visit and revie'*'of the City's Official Plan, and thcB.I.A.'s policy statements, the following intentions wcre identified:

1.1 Overall Mission Statement for Downtown Chatham

Downtown Chatham will be "the heart/the downtown of Kent County ."

1.2 Overall Goals for Downtown Chatham

It was established by the Resourcc Toam, that the community's goals for downtown are that it wil l:

i) providc pcoplc with what they want:

Provide thc gcneral public, and thc business scctor, within thc Kent County area with what they necdand want in terms ot: (1) rctail goods; (2) personal and prolessional services; (3) govcrnment services;(4) hotel-food-beverage; (-5) recreation. entcrtainmcnt, social and cultural opportunities; (6) education-al opportunitics; (7) locations for busincss, officcs and invcstmcnt; and (8) inncr urban residential op-portunitics. and proridc thc.sc so that they arc convcnicnt, high quality and compctit ivc.

2) be a rcally enjoyablc pcoplc placc:

Be a rcally enjoyable placc-a "pcople place" that is fun, has plcasant surroundings, has historical con-text with up-to-date convenienccs and amcnitics, and that insti l ls pridc, community spirit, personal in-volvemcnt, commitmcnt, and a widcly hcld

"icw that downtown Chatham is thc "heart/ of Kcnt

County".

3) maximizc. its business and cconomic potential:

Take advantagc of its busincss, cconomic and investmcnt potential. Downtown wil l capitalizc on its op-portunities to generate private business profits, it wil l rcduce the leakages to communities outside ofChatham and Kent County area, it will create more and stable jobs, it will providc safe and reasonablereturns on private investment, it will promote increased investment in businesses and property, and itwil l help broaden the municipal tax base without significant increases in municipal infrastructurcs.

2.0 Mission Statement for the I\{ain Street ProjectIn order to providc clear dircction for the Main Street Projcct, a mission statement for thc project itself was

identified as follows:

"The purpose of the Main Street project in Chatham, Ontario is to assist the B.LA. and the City of Chathamto dcvelop a strong organization with clcar strategics, and to start inrplomcnting thcsc stratcgies in ordcr to hcl;rthe downtown achieve it mission, goals and objective s - to enhancc downtown Chatham as the "hcart" o[ KcntCounty."

ItI ISSUES AND PRIORITIES

1.0 Organization

1.1 Overview

Tbe key "players" in downtown Chatham include the24O businesses in the B.l.A. area, thc B.I.A. itself as anorganization, the downtown building and property owners, the City of Chatham (Council, Economic Develop-ment Department, Community Development Department, City Administration, Planning Department, BuildingDepartment and the Local Architectural Conservation Advisory Committee (LACAC)), the media, theChatham Chamber of Commerce and a number of local clubs organizations.

In terms of making things happen in downtown from an organizational standpoint, it was obvious during theResource Team visit that there are excellent resources available through the City and the B.l.A.. The B.I.A. it-self is maturing as an effective organization as shown by their 1988/89 Plan and emerging committee structure.At the same timc, thcre is a need lor a clear, shared vision, strong co-ordination, a need to bring the buildingand propcrty owners on-sidc, and similarly to encourage greatcr participation from tho 240 B.I.A. memberstowards thc enhancement of downtown Chatham.

1.2 Organizational Strengths and Weaknesses

The following organizational strcngths and wcaknesscs \4,crc.sunrrnarizcd bv thc Rcsourcc Team during itsfinal session:

1. Strengthso monies/cxpert isercsourceavai lablco quality of Board mcmbcrso do havc a B . l .A .o active B.I.A.o City Council support (i.c. devclopment of Downtou'n C-'hatham Ccntrc, strectscapc bcautif ica-

tion, riverfront devclopmcnt project)a downtown infrastructurc in placco networks are thcrco co-op/good terms. pool of intelligence/skillso member belief there is a problcm

2. Weaknesseso B.I.A. membership lack of supporto need risk takingo B.I.A. membcr non-participaliono B.l.A. geographic areaa some owners are Don co-operativeo roles and responsibilities of B.I.A. members not always understoodo B.I.A. organiz-ational structure is not always workableo mall - 1 representativc only, u'hv not usc 75 mall retail managers as resourccso lack of co-ordination, key playcrs in private and public sectorso Chamber - BIA. relationship is better but could be even strongcro weak networking/powerbrokingo role of B.LA. Board vs. B.I.A. Manager requires clarif icationo breakdown in long rangc planningo reactive vs. proaclivco a few key retailcrs and property o!*rtcrs not involved

1.3 Organizational Issues and Priorities (O)

The following organizational issues were identified and discussed. The issues were ranked by the ResourceTeam according to high, medium and low priority. The distinction between high, medium and low was deter-mined by applying the criteria of "had to be addressed" (i.e. high priority), "should be addressed" (i.e. mediumpriority) and "would be nice to address" (i.e. low priority).

ISSUES AND PRIORITIES

o-1 Hire a new B'l 'A' manaqsr prioritv-Hieh

o-2

o-3

o-4

Sell the vision, goals, stratcgv, action plan for the Main street Project to the "players"

Translate Resource Tcam Report into clear organizational structurc and workplans

Sell thc building owncrs on thcir rolc, gcl thcm involved, doing their sharc, assist them,ments/results

Providc co-ordination. lcadcrship. dircct approach

Ensure that all downtown "playcrs" know what is going on - communications

Preparcr a long-tcrm plan/stratcgy- for do*ntown

Ensurc cntire B.I.A. is involvcd, nol just King Strcct

Monitor Progrcss

Priority- High

Priority- High

reward achicvc-

Priority-High

Pr ior i ty- High

Priority- High

o-5

o-6

o-7

o-8

o-9

Priority - Mediuni

Priority - Mcdiunr

Priority- Medium

O-10 Reward results and achicvements

o-11

Priority-Medium

Instill cnthusiasm, tcam spirit, good feelings about downtown, sensc of co-opcration, feelings of succcssPriority-Medium

O-72 Expand the B.I.A. area (Please note that the expansion of the B.I.A. area may become a higher priority in

order to implement this report and other initiatives of the B.LA.)Priority- Low

O-13 Devclop a welcomc packagc for ncw bustncsscsPrioritv- Low

Increase number of mall rctailcrs involved on the B.l.A. Board of Management sub-committeesPrioritv - Low

o-14

O-15 [.ook at carrots and sticks to get property owners involved (i.e. carrots being grants, loans, direct assis-tance. Slicks being a special le"y or tax to go to thc B.l.A., enforcement of the property standards by-law etc.)

Priority-As required depcnding on responsc

2.0 Marketing

2.1 Overview

Looking at the three variables of downtown marketing including: (1) the market; (2) the downtown product;and (3) the competition to downtown, the adjective that seems appropriate in describing downtown Chatham is"good".

There is a good market with approximately 42,(m peoplc in the City and over 100,000 people in the tradearea.

The downtown product is quitc good with 240 busincsses, covering the full spectrum of retail stores whichgenerallv provide a satisfaclor1, Icvcl of sclcction, pricc, service and promotion. Thc Downtown ChathamCentre Mall plays a significant role in the retail mix of the downtown. Other services and products provided inthe downtown include: f inancial, profcssional and personal serviccs; rcstauranl and entertainmcnt; churchcs;the municipal offices; cultural centre; museum; and parks, including the riverfront area. With respect to park-ing, thcre are over 3,000 parking spaccs available in downtown Chatham. Although there may be some location-al, opcrational, and perccption problcms associatcd with downtown parking, in gene ral parking is good.

The compctit ion to downtown is also good. As shown on Map 2, thcre are at least 10 other commercialnodcs in thc City of Chatham, (North Maplc Mall is just outsidc thc City i imits). Thcre arc also scveral 2 to 3storc, "commcrcial strips" that arc not shown on Map 2.Each of thcse arcas compcte with downtown formarket sharc. Sevcral t imes during thc tcam's visit, the argumcnt was madc that "neighbourhood-typc" con-veniencc centres did not take a*'ay from the downlt>wn's markct share, but hard data was not available to sub-stanl.iatc this argument. It was intcrcsting to observc thcrc is also a high vacancy ratc in many o[ the commercialstrips, leading several pcoplc to concludc that thcrc appcars to bc an ovcr supply o[ commercial space inChatham.

Beyond thc commcrcial compctitors in Chatham itself, therc is strong competit ion in L,ondon,Windsor/Detroit, Sarnia, and to a lcsscr exlcnt for certain goods, in thc many smallcr ccntres within Chatham'strade area, (i.e. Wallaceburg (pop. 71,289), Blenheim (pop.4,345), Dresden (pop. 2,545), Ridgetown (pop.3.115), Tilbury (pop. 4,166). Specific market data (i.e. market research information) was not availablc to idcntifyLhe nature and magnitude of market share loss to thesc compctitors.

2.2 Marketing Strengths and Weaknesses

1) Strengthso locationo potential for opportunity as a market centrco variety of goods and servicesO Compacl areao B.I.A. there to help organizeo physical enlironment (i.e. rivcr)o cultural and public facil i t icso diversity of useso downtourl "is differcnt" from malls, othcr placesa compact - can have coherent imageo historical, waterfront "theme - imagc"o people with talcnt

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RESOURCE TEAM REPORT, CITY OF CHATHAMMAP 2: GOMMERCIAL AREAS

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AUGUST 1989

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RESOURCE TEAM REPORT, CITY OF CHATHAMMAP 3: DOWNTOWN & THE BIA AREA

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A U G U S T 1 9 8 9

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o very personal seruceo good public rclations covcrage in mediao tourism potential

2) Weaknessesa empty storesa owner attitudeso lack of marketing plan to attract clicntso no unityo no uniformity (i.e. advertising, hours of operation)o poor service, quality, training, sales staff of some merchantso lacks strong imageo fragmentation of mediao lack ofreal advertising strategy (unsophisticated)o lack of advertising into region's communities and marketso lack of understanding and awareness of regional marketo lack offocus to progrcsso poor maintenance of storefrontsr Iack marketing coordinationo lack long range marketing plan./stralcglo lack coordination between privatc and public scctors. some gaps in variety. not enough B.I.A. budgct for markcting

2.3 Marketing Issues and Priorit ies (M)

ISSUES AND PRIORITIES

M-1 Conduct rcsearch on thc market, product and competit ionPr ior i ty- High

M-2 Put the rcsearch results into usablc form and communicatc thcm to thc B.l.A. mcmbcrs and both thc: Cilyand B.I.A. Economic Dcvclorrmcnt CommitLees

Priority - High

M-3 Concentrate on a few highly visiblc improvemcnts in the short-term (i.e. store windows, customer servicc,high impact image ads for thc down(own (i.e. newspaper, billboard) ).

Priority-High

M-4 Continuc the B.I.A.'s Promotions Plan in short-term until such time that thc full strategy is developed.Reducc emphasis on rctail promotions. Increase cmphasis on image building general advertising

Priority-High

M-5 Prepare a long-term marketing stratcgy for lhe downtown.Priority-High

I\{-(r Promotc rctail upgrades (i.e. using dircct approach, B.l.A. ncwsletters. seminars, rewards to good cx-amples etc., and focussing on customer service, alt itudes, merchandising, imagc)

Prioritv - High

M-7 Facilitate retail recruitment efforts to fill gaps in business mix especially gaps that trigger out-of-town shop-ping trips

Priority-High

M-8 Work with Council and City staff to sponsor a city-wide economic dcvelopment plan and marketingstrategy

Priority- Mediunr

M-9 Implement the 1988 Recommendations of the B.l.A. Parking Committee

M-10 Co-ordinate store hoursPriority- Low

M-11 Find a way for the B.I.A. to generate more funds for marketing (i.e. B.l.A. expansion) (Short Term,see O-12)

Priority- Low

3.0 Economic Development

3.1 Overview

Chatham's economy is generally mature, diversified and stable. Four economic sectors provide solidcornerstones for Chatham and its downtown. First, Chatham is thc principal scrvice ccntre for thc Kent Countyarea. The downtown plays a significant part in this rolc. Second, Chatham has historically and conlinues to havea significant economic base in thc agricultural scctor (handling, shipping, primary processing). Third, the Cityhas strong ties to the automotivc and transportation sectors. Fourth, Chatham is the home of Union Gas with itscorporate and operations hcadquarters. In addition, Chatham has a diverse range of small shop manufacturers,spccialized servicc businesses, is a local govcrnmenl ccntre and is placing incrcasing emphasis on tourism as asector with growth potential. It is located just off Highway 401 within onc hour of Windsor/Dctroit or London.Chatham is approximately a 3.5 hour drivc wcst of Toronto.

Chatham has a fascinating economic hist<lry. A quick look at thc residential, commercial and institutionalbuildings dating from the 1880-1910 pcriod testif ies to thc boom times associatcd with that period. Significantcorporate and personal wealth was generatcd and circulated within the City, giving Chatham a vibrant,economic, polit ical, social and architectural l i fc and history. Downtown Chathanr was the heart of thal era, offcr-ing the people of Chatham and Kent County a tastc of thc bcst that the world and community life could offer.

Today, the corporate structure of Chatham's economy has changed significantly, but fundamentally, theeconomy is good, (some say it could bc better, stronger, morc divcrsif ied, and havc a highcr cash floVper capitadisposable income level). It was the conclusion of the Resource Team that there is the economic potential for astronger performance from thc downtown arca.

As mentioned earlier thcre are 240 businesses in the Chatham B.l.A. The most significant private invest-ments in the downtown in recent years were the $28 million Downtown Chatham Centre mall and the almost $1million Cinema Six Theatre complex located just east of the B.I.A. area completed in 1988. Since 1977, public in-vestmcnts include the new Civic Centre, the Judv LaMarsh Fedcral Building, King Street improvements, therivcrfront project, Tecumse h Park, and upgrades at thc Chatham Cultural Centrc. Thcrc has bcen considcrablcreal estate speculation on downtou'n properties but comparatively l i tt le private investment has been madc. Atthe time of the Resource Team visit, there were 16 vacant storelronts downtown, very l itt le use of second storeyspaces and no capital development or renovation projccts underwar,.

3.2 Economic Development Strengths and Weaknesses

1.) Strengths. space available. opportunities to fill vacanciesr network there for potential use (internal and eKernal)o infrastructure/services are in placeo streetscape improvements and cleanliness have improvcd downtown imageo available buildings for future useo significant money spent on upgrading (i.c. services, streetscape, waterfront, etc.)o room for B.I.A. expansiono skilled volunteers on Economic Development Committeeo locational advantages (largc markct arca)o reasonable rentso low taxes when compared to other areas of Ontarioo use of outside fundsr potential for "mixed uscs"

2.) Wcaknesscso lack action plan/marketing stratcg,vo empty storesa softness in entrepreneurial spirito lack information/stratcgy. no rctailers on Economic Dcvclopmcnt Committec (City)o 2nd and 3rd floor vacancl,o poor quality of building stock and lack of maintcnanccro fragmcntcd imagco lack of Ci ty and B. I .A. rccru i tmcnt. poor attitudc of owncrs/landlordso no self-help plano no markct survcva strong agricultural basc, yct no farmcrs' markcto lack major retailers - just Sears - other department store s?o local invcstmcnt community not active in dountou'no Council 's rolc in the recruitmcnt of invcstmcnt to thc downtownI internal compctit ion "mc vs. wc"o private sector looking to City Hall for solutions instead of acting

3.3 Economic Development Issues and Priorit ies (ED)

ISSUES AND PRIORITIES

ED-1 Fil l vacant storclronts (i.e. all 16 to bc fi l lcd within 3 years with viablc, contributing businesses). Preparcrecruitment strategy. Short-term, fill with exhibits, improve maintenance, get owners on side.

Priority-High

EDJ Rescarch and launch an Au'arcness Campaign on thc rolc and importancc of dou'ntown in Chatham'seconomY'

prioritv - Hiqh

ED-3 Confirm potential and target the small business sector in downtown and Chatham as a key for growth inthe Chatham economv.

Prioriry- High

ED-4 Co-ordinate activities of B.l.A. and City's economic development organizationsPriority - High

ED-5 Facil itate a major project (i.e. hoteVcommercial complcx)Priority- Medium

ED-6 Participate in the preparation of a downtown residential strategyPriority- Me dium

ED-7 Participate in the preparation of tourism strategyPriority-Medium

4.0 Design

4.1 Overview

From a design standpoint, downtown Chatham is a potential gem. It is compact, definable and under-standable. It has a strong "sense of place", good access and rcasonablc parking. A sufficient stock of late Vic-torian buildings provide historical continuity and dcspitc thc loss o[ scvcral significant buildings in the clearingof 9.5 acres for the Downtown Chatham Centre mall in 1981, attenrpts were madc to integrate the developmentinto the urban contexl (bctter lhan several othcr Ontario cxamplcs). Strectscaping acc<lmpanicd the rcconstruc-tion of King Strect in 1911 and significant improvcmgnts wcrc madc to thc shorclinc of thc Thamcs River bcgin-ning in 1987.

In gencral, the dountown functions adcquatclv for traffic, pedcstrians (although mcrchants outsidc thc mallwould l ike to see customcr traffic incrcaso to at least thc levcls insidc thc mall), parking, signagc, snow rcmoval,street clcaning (although thcre was a r.isiblc problcm during thc wcck of thc Resource Team visit), public opcnspace and night l ighting. The conclusion of the team was that what needs to happcn is to pull many loose endstogether, make the necessary l inks and connections, take advantagc of opportunities, review the design qualit icsof the competit ion (i.c. Whitc Oaks Mall in London) and devclop a strategy for "enhancement".

Much more could be said about several of the latc-Victorian commercial buildings that extcnd along KingStreet. There are at least a half dozen facades that were, and have the potential to be, fine examples of commer-cial facades at their very best. There has been a rcal problcm howcver, in gctting a numbcr of downtown build-ing owners and businesses to proceed with facade restoration work.

Concern was expressed aboul the design and compatibil i ty of new development. What character should ittake on? What role should thc B.I.A. and City play in guiding the design qualit ies o[ new development?

A number of recurring questions arose during the Resource Team's visit regarding the image or theme fordowntown. This included questions such as: "What image does dountown Chatham project from a designstandpoint; what image is to be achieved in the future; and does imagc relato to the marketing of downtown?"There cxists an expectation that the Nlain Strect project wil l assist in addressing thcse qucstions.

10

4.2 Design Strengths and Weaknesses

1) Strengthsr characterpotential (historical continuity)o community bulletin boardo night feature lightinge infrastructure in placeo historical architectureo river and linear parko compact, definable areao good mix of old and new buildingso parking at both ends of the downtowno bridges provide good accesso sufficient open land for future developmcnto integration of mall with older business areao historical potentialo potential to integratc downtown into surrounding arcao some owncrs are willing to co-operateo availabil ity of second floor spacco doublc en(ry to stores (i.e. strcet and river)

2. Weaknesseso side streets underuscd. no plan for proper building rostorationo somc building ()wne rs unctrope rativer lack of information rcgarding restoration of buildings and signagco too much "sccond ratc" (i.o. storcfronts, signage , ctc.)o public washrooms nccd signso lack of building maintcnancca unccrtainlv to valuc of heritagc dcsignation through L.A.C.A.C.o owners inscnsit. ivc to wha( they havc - historical buildingsr lack o[ money to do progressivc urban dcsigno sidcwalks pitted, patchcd and gencrally poor quality on King St.o Wcll ington St. used as acccss, not cnough as busincss arca

4.3 Design Issues and Priorit ies (D)

ISSUES AND PRIORITIES

D-1 Facil itate the complction o[ at least onc or two "show mc" type facade restoration projectsPriority- High

D-2 Target and facil i tate buildings for repair, clean up and design improvcmentsPriority-High

D-3 Prepare a statcmcnt of de sign intcnt, principles. "vision", Ihemc, guidelines or character to be achievedPriority- High

D-.1 Significantly raise the awarcness of building owners, busincsses and the public about the resource con-tained in older buildinss downtown

Priority- High

D-5 Establish an urban dcsign review processPriority-High

l l

D-6 Prepare a plan and strategy for public area improvements considering:

(i) upgrading of the King Street strcetscaping(ii) aaaing a few more on-street parking spaces on King Strect

(iii) night lighting of features (stceples etc.)(iv) sound system(v) public art(vi) alley way upgrades bctween buildings(vii) back alley upgradcs(ix) bulletin boards(x) billboards(xi) improve streelscaping along Wcllington St.

priority_ High

D-7 Implement the 1988 recommcndations of the B.I.A. parking committee:

(i) duration of meters in fringe lots(ii) enforcement(iii) parking reserve fund/taxcs(iv) signage(v) marketing, education, and communications

priority_ Mcclium

D-8 Ensure regular year rouncl street clcaning, sidcwalk cleaning, garbage pick-up, maintenancePriority- Mcdium

D-9 Rcvicw and possibly revisc thc sign bv-law

D-10 Considcr thc prcparation qf a hcritagc conservation district study

D-11 Assist L.A.C.A.C. to cffcctivcly bccomc involved in dou'nto$'n issucs

D-72 Assemblc historical photos of the downtown, possibly inlo a book

Pr ior i ty - Mcdiunr

Priorit-v" - Low

Priority- Low

Priority.- Low

t2

IV ACTION PLAN

This final section of the report prescnts thc Resource Team's recommendations for action that should betaken in a concerted effort to implement downtown revitalization. These recommendations will provideguidance for the Main Street Canada project throughout its threc-ycar duration.

Recommendations are described in order of priority, based on thc importance of that action to the overallrevitalization effort. Several activities should be started immediately and completed in the near future. Otherswill require more time because of the need to put an organization in place, secure funds and/or to obtain moreinformation. Many actions will become an ongoing part of the revitalizaLion process.

Not all issues described in the foregoing sections of this report are included in the Action Plan. These issuesshould not be omitted from future consideration and therelore remain in the body of the reporr.

It was established by the Resource Tcam that the B.I.A. Board of Management in concert with the B.I.A.manager, wil l bc the "driving force" bchind the Main Street project. The rcsources of the City, the HeritageCanada Foundation and others, it is suggested, should bc drawn in thc process by thc B.I.A. Board as required.Somc actions may be passed on to othcr organizations entirely with ths B.LA. playing a l imited rolc or no rolcat all ( i.c. the marketing of Chatham in gcncral for economic dcvelopmcnt, tourism strategy etc.). The B.I.A.wil l however, play the "co-ordinating rolc" in thc implementation of the Main Strect Canada project and lheResource Team Report, including thc following Action Plan.

1.0 Action Plan SummaryA total of 23 actions havc becn summariz.cd for tho [<lur points thut makc up the Main Strect Canada's f<-rur

point approach (i.c. Organiz-ation (O), Marketing (M), Economic Dcvclopmcnt (ED) and Dcsign (D)).

Act ion Responsib le Ycar In i t ia tcdO-1 Hire new B. I .A. Managcr B. l .A. 1O-2 Sell tho vision, goals, stralcgy, action plan B.LA. 1O-3 Organizational structure and work plans B.I.A., E.D.C., City IO-4 Sell building owncrs on thcir rolc B.l.A. 2O-5 Provide co-ordination leadcrship, direct approach B.I.A., City 10-6 Ensure that all downtown "playcrs" know what is going on - communications B.l.A. 1M-1 Conduct markct, product, compctit ion rcscarch B.l.A., City 2M-2 Put results into use B.l.A., City 2M-3 Concentrate on highly visiblc marketing improvements B.l.A. 2M-;1 Continue B.I.A. promotions plan in the short-term B.l.A. 1M-5 Prepare long-term marketing stratcgy B.l.A. 3M-6 Promote retail upgradcs B.l.A. 2M-7 Fil l gaps in business/retail mix (see also ED-1) B.l.A., E.D.C. 2ED-i Fil l vacant storcfronts,/retail recruitment B.I.A., E.D.C. 2ED-z Awareness campaign on downtown's economic role B.I.A. 2ED-3 Target small business scctor for E.D. growth B.I.A., E.D.C. 2ED-4 Co-ordinate efforts of B.I.A. and City E.D.C. on development B.l.A., E.D.C. 2D-l Complete one or two "show mc" lgre facadc restorations B.l.A. 2D-2 Target buildings for clcan-up and repair B.I.A. 2D-3 Preparc statement of design pr inc ip lcs B. l .A. 1D-4 Raise awarencss of downtown heritagc resourcc B.I.A. 2D-5 Establish urban design ro'icw process B.l.A., City 2D-6 Preparc a plan for public arca improvements B.l.A., City 223 Actions (Total)CODE B.lA. : Busittess Intprovcnrcnt Area, Boart\ Subcottrnrittccs, Ilanager

E.D.C. : City Econonic Developnrctt DeparlntentCity : Council and Depaflntents othcr than E.D.C.

1.t

2.0 Action Plan DetailsORGANIZATION

0-1 Hire new B.I.A. Manager:o a full time B.I.A. Manager with the knowledge, skills and abilities to carry out this Action Plan is

essential to the success of the Main Street Canada project and to downtown Chatham's future;. prepare a full job description (completed spring 1989);o train, support and monitor progress;o ensure Manager has clear work plans (6 month time frames rccommended); ando provide on-going technical assistance

0-2 Sell the vision, goals , strategy, Action Plan:o present the Resource Team Report to Council, Board and subcommittcos;o distribute the report to key groups, organizations and individuals;o provide a press release, press conference and media liaison;o full summary in a B.I.A. newsletter;o hand deliver copies and explanation to City officials; ando distribute B.LA. ncwslctter to ALL dountown building owncrs.

0-3 Translate Resource Team Report into organizational structure and work plans:o prepare summaries of the actions in the Resource Team Report on topics and distribute to thc

appropriate committee(s) ;o guide committecs in translating Action Plan items into clear targets, t imeframes and individual

rcsponsibil i t ics:o where a committce docs nol cxist, f ind individuals or organizations to take resp<lnsibil i ty;o monil.or progress, reque.st rcport o[ progress, assist; anda ensure that progrcss is bcing madc.

0-4 Scll building owncrs on their rolc:. preparc a spccial information packagc for building owncrs (distributc);o clearly state their r<llc and pcrformancc expecta(ions;o explain the assistance available and proccss;o target specific owners for onc on one discussion.s;o use the dircct approach;o use the media, peer pressure, "carrots" as much as possiblc;o providc on-going, regular communications;o prepare design work and cost estimates on speculations;o "hand hold" possibil i t ics through the process;o reconsider a design resource team event;o dramatically reward rcsults;o provide technical assistance to the B.l.A. Design Committcc; ando be prepared to volunteer to do minor work lor free (i.e. cleaning windows, paint touch-up, gar-

bage clean-up); ando investigate a method to access property taxes in a manncr similar to busincsses taxes, for the

upgrading of the downtown.

0-5 Provide co-ordination, leadcrship, direct approach:o B.I.A. Board Mcmbcrs, Subcommittccs, B.I.A. Managcr, local Resourcc Team membcrs, othcrs;o make things happen;o take the init iative, show by example, do thc "gentle are twisting":o use the Rcsource Team Report contents to advantage; ando scll thc "vision/mission" and thc actions wil l follow.

t4

0-6 Ensure that all the "players" know what is going on - communications:o establish monthly newsletter;o distribute it to all B.I.A. members, City officials, building owners and others;o ensure visibility and public profile of the B.I.A. Manager and Board members;a ensure media awareness of activities and progress; anda ensure workplans, monthly reports and annual reports are prepared and know by those involved.

MARKETING

M-1 Conduct market, product, competition research:o assign responsibility (i.e. B.I.A. Marketing Committee, City Economic Development Committee,

Chamber of Commerce, Kent Tourist Bureau e(c.);o prepare Terms of Reference;o identify and obtain necessary resources;o conduct research; ando provide full report documentation.

M-2 Put the research results into use:o preparc summaries of useful information;a communicate results to the downtown "players"; ando prepare summarics for specific users (i.e. retailers, B.l.A. marketing committec, rctail recruit-

ment committee, design committee, City Works Department, etc.).

M-3 Conccntrate on highly visiblc markcting improvemcnt;o show some "visible" improvcments;o suggcstions includc storc windows, customcr servicc, visual mcrchandising, promotional gim-

micks (i.e. Chatham shopping bags, fridgc magnets). individual advcrtising. high impact gencralads for downtown (i.e. newspapcr full pagc sprcads, bil lboards, bus shcltcrs, etc.); and makc it"visiblc" that somcthing is happcning.

M-4 Continue promotional plan in thc short-term:o havc to keep credibil i ty with retailcrs - B.I.A. membcrs;. suggest de-emphasing rctail salcs promotions and increasing thc emphasis on "imagc" building,

advertising and promotions; ando revise promotions plan once long-tcrm marketing stratcgy is in placc.

M-5 Prepare long-term marketing strategy:o to follow completion of market research;. prepare summaries of data;o Main Street Canada could assist in preparation of a strategy framcwork;o obtain resource; and. prepare full strategy.

M-6 Promote retail upgrades:. use the B.I.A. newsletters, seminars, courses and articles;o focus on customer service, merchandising, staff training and business attitudes, image, marketing,

advertising and promotions;o promote media coveragc;o use the market rese arch results as evidence:o rewards, awards;o build team spirit, co-operation; ando try somc "kno'*',vour neighbour" events etc. (see Orangevil lc Successes).

15

M-7 Fill gaps in business/retail mix (see also ED-1):o use the market research datalo tie into the retail recruitment activities; ando target the triggers to out-o[-town shopping trips.

ECONOMIC DE\€LOPMENT

ED-1 Fil l Vacant Storefront/Retail Recruitment:o form a special small committee of Small Business Support Corp. from B.I.A. subcommittee and

CiSs Economic Development Committee (also suggest onc building owner);o create profile that this is an all out "CAMPAIGNI";o prepare short-term and long-term strategy (set targets);o get the message out:o prepare simple information packages;o get building owners "tee'd up";o clean vacant space, put for rent signs in windows:o possibly put exhibits or art work into vacant spaces;o start recruiting immediately;o once market research is completed, devclop a targcled stratcgy-;o kecp at it;o ensurc progrcss reports, milcstones, t imc targcts, rccruitmcnl. Iarge(s, rolcs and responsibil i t ics

are identified:o welcome new businesses; ando look at busincss expansions, sccond locations, joint vcnturcs and neu'rccruits.

ED-2 Launch an awarcness campaign on downtown's cconclmic rolc:o assemble facts: jobs, asscssmcnt, dollar value of invcstmcnt, cash flow cl.c.lo dcvelop stratcgy: ando launch a concertcd campaign.

ED-3 Target thc small busincss sector for cconomic gri lulh:r co-ordinate betwccn Economic Dcvclopmcnt Committcc of thc City, lhc Small Business Support

Group, thc B. l .A. , Banks, etc .

ED-4 Co-ordinate efforts of B.I.A. and City Economic Dcvclopmcnt Committce:o communicate;o share strategy development; ando identify roles and responsibilities.

DESIGN

D-1 Complcte one or two "show me" tlpe facade restorations:o identify potential candidates and work with the owners offering complete support;o do everything possible to assist in making them happen (awards, media attention, free design ser-

vices, grants, loans, cost estimates etc.);o B.I.A. and/or the City could form a corporation, try a "good" example, complete the full restora-

tion and either flip it or rent it; ando set clcar targct dcadlincs and make it happcn.

16

D-2 Target buildings for clean-up and repair:o c.omplete the downtown inventory;. contact owners directly;o also use the newsletter;a as a last resort, volunteer to organize a "work party weekend" and do it yourselves - with pcrmis-

sion;o make improvements happen; ando have the City "dust off' the Property Standards By-Law (use it if necessary- talk to the Town of

Lindsay about its' successes!).

D-3 Prepare Statement of Design Principles:o possible involve BIA design committee, L.A.C.A.C., City Planning Department and Building

Department, transportalion. etc.;o identify what the design "vision" is; ando develop a clear, concise, statement of intent or principles.

D-4 Raise awareness of downtown hcritage rcsource:o media campaign;o contests, scminars, Cablc T.V.; and. use newsletters for building owncrs and busincsses.

D-5 Establish urban design review process:. between City Planning, Building, B.I.A. and possibly L.A.C.A.C.;o uti l ize site plan control;o design review process bcfore building pcrmits arc issucd for evcrything from signs to nc\r'con-

struction; ando should bc bascd on dcsign principlc:s (scc D-3).

D-6 Prcpare plan for public area improvcmcnts:o B.I.A. design committse should take thc init iativc;a preparc tcrms of re fcrencc;o idcntify and obtain rcsources to preparc thc plan;o h i rc consuhanl lo supervise contract;o guide implementation; anda see D-6 in "Issucs and Priorit ics Section III" for arcas of exan.rination.

77

APPENDIX A

LIST OF PEOPLE INTERVIEWED ( please note that this is only as partial listing. Our apologies toanyone who was interviewed, but whose name does not appear on the following list):

Toni Adey Tourism Co-Ordinator, Kent-Cha(ham Tourist BureauBill Alexander B.I.A. Board Member, Chairman, Economic Development CommittecJim Anderson President, Chamber of CommerceCalvin Antaya Merchant (Peter Pan Children's Wear)Doug Arbour AldermanJean Baker B.I.A. Board Member, Marketing Co-Chairman, Merchant (Balloon Fantasy)Phil Boivin Merchant (James Photo & Frames)William Erickson Mayor, City of ChathamJulie Fleishman Tourism Co-Ordinator, City of ChathamDon Howelling Merchant (Spaghetti Junction)Arts Kovats General Manager, CFCO RadioMary Lee AldcrmanEd Marciconda Merchant/Property Owncr (Boycs & Hcrd) Parking Committcc MemberLionel Marl. in Mcrchanl (Lionel's Mcn's Wcar)David McNcil B.l.A. ChairmanJim Mullaly Alderman, City of Chatham Past B.I.A. Chairman, Member of City Traffic

CommitteeLarry C)'Rouke AldcrmanJohn Oostvccn Building Inspector, City of ChathamRon Sandcrman B.I.A. Board Mcmber, Mcmber of Parking C<lmmittce Managcr, Downtown

Chatham Ccntrc mallNorm Shaw Merchant/Propcrty Owner (Rivicra Men's Wcar)Jamcs Snydcr Community Dcvelopment Co-ordina(or, Citv of Chal.hanrDoug Sulman Alderman, City of ChathamColleen Warrcncr Voluntecr, Mcmbcr of Design ComnrittccBob Wheelcr Dircctor of Economic Developmcnt, City of ClhathamSherry Wright B.I.A. Board Mcmbcr, Design Commiltec Chairpcrson, Inlcrior DesigncrSteve Zak Editor, Chatham Daily Ncws

18

APPENDIX B

FOCUS GROUP NOTES: MARCH 14. 1989

PURPOSEThe Focus Group is a forum to exchange views of parties in the community who will be affected by the Main

Street revitalization process. Views were solicited from the key downtown actors as to the priorities of theprocess and the actions to make the programme successful.

The following notes are copies of the original flip charts used during the Focus Group meeting, and have notbeen altered except for clarification.

IDENTIFICATION OF ISSUESCODE: (0) Organization and Management

(M) Marketing(D) Design(E) Economic Developmcnt

Become A People Place "Theme" (M,D,E,)

How?o new uses (tea housc, outdoor cafcs)o encourage scniors (M)o promotion, co-ordination of ads, mcdia, radio (M)o provide sense of place by rcinforcing a positive imagc, markcting and integration with watcrfront

devclopmcnt (D,M)

Need A Shopping Survcy (D,Nl,E)o identif ication of markets/customersa store typcso retail mix

More Downtown Residcntial (D.E)

Reduce Loitering (0)

Short-term Decoration oI Vacant Stores (D)

Store Hours (cxte nded)(scasonal) (0)

Use of Store Backs on River and Back Alleys (D)

Strengthen Entertainment Areas (M)

Promotion of Downtou'no Franchise options geared to teens (hardware storc) (E)r Marketing strategy and plan (M,E)o Assist in selling downtown space, more parking (E)o Train downtown staff on what is available (0)o Promote positive attitudc and co-operative spirit (0)o Increase number of stores (D)o Rent store space for public displav (D)

19

o Identify customers needs (0,M)o Better utilization oI secondary downtown streets (D). Stronger commitment among downtown merchants & Co-op (O)o More green spaces, benches (D)o Encourage older time store owners to reinvest (O)o Send message to customers-what wc have to offer (de-emphasis on sales-orientcd promos)

(quality, value, goods, customer service, qualified help) (M)

Market Awareness- Chatham (O,M)o 42,UX) population (Chatham)o 106,000 population (Kent County)o L million population (1 hour drive)o 4 mill ion population (Detroit region). 20,000 craft - Lake St. Clair basin (potential tourists)

Enchantment (M,D,E). More higher quality restaurants. Use of graphics - local artists can display work in vacant storcs at no cost

Better Information on Parking (signage) (D)

Preserve Architectural Dctails of Buildings (D)

Increasc Public Awarcncss (N{)

Staff Training (O,M)o customer scrvicco atte ntion to customerso know productso improve window displays

Rcorganization and providc morc public parking (M,D)

Fil l vacant storcs (M,E)

Increase selection o[ storc typcs (i.c. artsv boutiqucs) (M,E)

Better retail mix/product selection (M,E)

Building Improvcmenl.s (M,D)a storefront facadeso window displayso signage

Utilization of 2nd & 3rd Storics for Residential and Retail Use (D,E)

Cclmmon Theme (encourage integration of waterfront) (M,D)

More Public Events (sale oricnted) (N{)

"Sclf Help" Services for B.l.A. Mcmbers (N{)

/ t I

Improve Merchant Skills (O,M)o marketingo stafftraininga customer serviceo positive attitudc

Important Theme Elements of Downtown (D,M)o "Quaint" - maintain architectural style and building scaleo "Personable" - use of Thames Rivero "Charming"-i.e. Birmingham, Michigano Must be ablc to compete with Richmond Row, Yonge, Eaton Centrc (M,E)

Increase Variety of Retail and Selection of Goods (M,E)

Survey Chatham people, their Image of the City (O,M)

Increase Awareness of Chatham and Pride in City (O,M)o Great place to raise a family

Higher Downtown Residcntial Dcnsity (D,E)

Promote Downtown Recreation for Kids (D,E)o fairo Quccn Mary on Thamcs

CLASSIFICATION OF ISSUES

A. O r ganizational Compone n t

i) Playcrs in Downtown

B.LA. (2,m Businesses)

Do*ntown Propcrty Owncrs:o approximately 30 privatc owncrso public sector owners (Federal, Provincial, Municipal)

City:o CounciVStaff. Economic Developmento Culture/Staffo Economic/Dcvelopmcnto Culture/Recreationo Planning. CommunityDevelopmentr Chamber of Commercc

Kent-Chatham Tourist Bureau:o Rotary Clubo Jayceesr Optimists Club

21

Provincial:r Ministry of Municipal Affairso PRIDE Programme-Municipal Affairso MITT - Ministry of Industry, Trade & Technology

Small Business Support Corp.

National. Comm. Futures Committceo the Heritage Canada Foundation

ii) Role of B.I.A.o City has been the leader and prcssurc group.o B.I.A. has been reactivc but increasing its pro-active role.. Mature to point where B.l.A. comes to City as representatives of the downtown.

iii) Needs

Self-help Scrvices: (high priority)o training- train B.l.A. Board. courses (staffwages). seminars (in service) (scminars cxpcnsive) (vidcos to view in stores - 10 min.)o consulting advice

Market Survcy: (high priority)r BIA to takc leadr need expcrtisea terms of rcfercnce - Chambcr o[ Commcrcc involvcmcnto funding rcquired. Ci ty /B. l .A. (St . Cla i r Col lcgc) & Univcrs i ty of Windsor parr ic ipa( ion

Loitcring (lou, priority)

Promote Positive Attitudc Among Chathamites: (high priority)o market surycvo tourism

Motivate Property Owners to Invest, Upgrade, Leasc: (medium priority)o identify real estates' rolco reduce speculationo encourage outside investors. prepare information packagc (i.c. prospcctus)r driven by B.I.A.

B. Marketing Component

i) Retail and Business MLr

ii) Promote Goods and Service s

ii i) Parking Information Program (Coppcrfields Program)

iv) Highlights Events "People Place" - Events

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v) Facades & Streetscape

C. Design Component

i) Facades

ii) Signage

iii) Design Continuity

iv) Other Streets

v) Decorate Vacant Stores

vi) Public Spaces

vii) Higher Residential Densities

viii) Garage Clean Up

ix) Two Entrances to Downtown

D. Economic Development Component

i) Market Analysis:o customcr survcyo precursor to retail rccruitmcnt

ii) Improvc Retail Mixo fi l l vacant storcs - priorit l

i i i) 2nd Stories/Increases Dcnsity

iv) Promotc "peoplc placc" imagca attractionsI entertainmentr Festival of Nations

PRIORIry ISSUES

A. Organizational Component

i) Seeing B.I.A. as lead co-ordinator lor Downtown And City as partncr - othcr players are businesses andproperty owncrs

ii) Market Survey

iii) Training/Experienccs

iv) Positive Attitudc - spin-off high

B. Marketing Component

i) Improving Retail Mix and Business Mix

ii) Promoting Quality Goods/Services to Customers

iii) Education to Combat Parking Pcrception Problem

iv) Highlight Public Eventso recreational, cultural features

v) Improving Facades and Streetscapcs

C. Design Component

i) Facades/Imageo restorationo architcctural dctails

ii) Signagco parkingo storefronto numbcrs

ii i) Design

iv) Util ization of Sccondary Strccts

v) Decorate Vacant Storcs

vi) Peoplc/Public - Spaccs

vii) Higher Rcsidcntial Dcnsity

vii i) Garbagc Clean-up

ix) Two Entrances to Downtown

D. Economic Development Component

i) Market Analysiso customer surveyo assistance in selling downtown spacc

ii) Fill Vacant Stores

iii) Improve Retail Mix/Types of Storcso franchise storeso teen marketo more artsy specialty shopsI hardware s lorcs

iv) 2nd Floor Development/Commercial. increase density (res.)o more downtown (res.)

v) Create Imageo a people placeo destination areao Queen Mary on Thamcso downtown recreation for kidso exciting eventsO create enchantment

PRJORJTY SUMMARY1. Survey customer needs/market analysis.o assistance in selling downtown space - bigger rolc City/stats.

2. FiIl vacant storcs.o more artsy/spccialty boutiqueso more stores types/selection

3. Increase retail mix/types o[ storeso need franchise storcs - feen markcto hardware store

4. Downtown densityo 2nd floor devclopmcnt comm./residcntialo morc downto'*,n rcsidcntial

5. Downtown Recrcation (kids)a Qucen Mary on Thamcso promote peoplc place, cxcitcmcnt, evontso integratcriverfrontdcvelopmenta creatc enhanccmcnt-bcttcr restaurants/artists displays in vacant storcso creatc image/dcstination arca

APPENDIX C

PRIORITY SETTING MEETING NOTES: MARCH 16. 1989

PURPOSEDuring the three days of the resource team's work, a variety of issues arose. By the end of the third day, it

was necessary that the team arrive at a conscnsus as to the principle issues, prioritics, and actions which thecommunity must face. The priority setting meeting was the final opportunitv for the team to reach a consensusfor the final report. The outcome was a l ist of issucs priorit ized according to their need for attention and an ac-tion plan.

The following notes are copies of the original flip charts used during the Priority Setting Meeting, and havcnot been altered except for clarification.

IDENTIFICATION OF ISSUES

A. Organizational Component

i) Strengthsl Resources availablco Quality of Board mcmbcrso Do havc a B. l .A.o Active B.l.A.o City Council support (i.c. dcvclopmcnt of Downtclwn Cha(ham Clcnlrc, strcctscapc bcautif ica-

tion)o Downtown infrastructurc in placco Nctworks are thcreo Co-operation, good tcrmso Pool of Intell igcncc/Skil lso Strong networko Members belicvc thcrc is a rrroblem

ii) Weaknesseso B.I.A. membership lack of supporto Need risk takingo B.I.A. mcmber non-participationo B.I.A. geographic areao Owncrs arc non co-opcrativco Roles and responsibil i t ies of B.I.A. mcmbcrs not always understoodo B.I.A. organizational structure is not always workableo Mall - 1 representative only, why not use the 75 retail managers in Lhe mall stores as resourceso Lack of co-ordination , key players in private and public sectorso Weak Chamber-B.I.A. relationshipo Weak networkiny'powerbrokingo Breakdo*n in long range planningo Reactivc vs. proactiveo A few key retailcrs and property owncrs not involved

B. Marketing Component

i) Strengthso L,ocationo Potential for opportunitv as a markct centroo Variety of goods and scrviccso Compact areao B.I.A. there to help organizeo Physical environment (ic. the river)o Cultural and public faciliticso Diversification of useso Downtown "is different" from malls, other placeso Compact - can havc cohcrcnt imageo Historical, waterfront "theme - image"o People with talento Very pcrsonal serviceo Good public relations coverage in mcdiao Tourism potcntial

i i) Weaknessesr Empty storcso Owner attitudcso Lack of marketing plan to attrac( clientso No unityo No continuity (i.e. advcrtising, hours of opcration)o Poor scrvice, quality, training. sales staff of somc mcrchantso Lacks strong imagco Fragmentation of mcdiao Lack of real advertising stratcgv (unsophisticated)o Lack of advertising into rcgion's communities and markctso Lack of understanding and awarcncss of rcgional marketo Lack focus to progresso Poor maintenance of storefrontso Lack marketing coordina(iono Lack long rango markc(ing plan/stratcglo Lack coordination bctwcen prival.c and public scctorso Some gaps in varictyo Not enough B.I.A. budget for marketing

C. Design Component

i) Strengthso Characterpotential (historical continuity)o Community bulletin boardo Night feature lightingo Infrastructure in placeo Histor ica larchi tecturco River and linear parko Compact, definable areao Good mix old and ncw buildingso Parking at both ends of thc downtowno Bridges provide good accesso Sufficient open land for future development

o Integration of mall with oldcr business areao Historical potcntialo Potential to integrate downtown into surrounding areao Some owners are willing to co-operateo Availability of second floor spacer Double entry to storcs (i.e. strect and rivcr)

ii) Weaknesseso Side streets undcrusedo No plan for proper building restorationo Building owners uncoopcrativco Lack of information regarding restoration of buildings and signagco Too much "second rate" (i.e. storefronts, signage, etc.)r Public washrooms/need signso Lack of building maintenanceo Uncertainty to value of heritage designation through L.A.C.A.C.o Owners insensitive to what they havc - historical building.so Lack of money to do progrcssivc urban dcsigno Sidcwalks pitted

D. Economic Development Component

i) Strengthso Space availablc opportunitics to fi l l vacancieso Expand B. l .A. opportuni tvo Network there for potcntial usc (intcrnal and cxtcrnal)o Infrastructure/serviccs arc in placco Streetscape improvements and cleanliness havc improved downtown imagco Available buildings for futurc usco Significant mon€y spont on upgrading (i.c. scrvices, strcetscapc. watcrfront, etc.)o Room for B.I.A. expansiono Skil led volunteers on Ec<lnonric Dcvelopmcnt Committceo Locational advantages (large market arca)o Reasonablc rentso [.ow taxes when compared to othcr arcas o[ Ontarioo Use of outside fundsr Potential for "mixed uses"

ii) Weaknesseso Lack action plan for economic dcvclopment and marketing stratcgyr Empty storeso Softness in entrepreneurial spirito Lack informatiorVstrategyo No retailers on Economic Development Committee (City)o 2nd and 3rd floor vacancyo Poor quality of building stock and lack of nraintenancco Fragmented imagco Lack of City and B.l.A. rccruitmento Poor attitude of owners,4andlordso No self-help planr No market surveva Strong agricultural base, yct no farmers'marketo Lack major retailers-just Sears-other Department stores?o Local investment community not active in downtown

o Council's role in the recruitment of investment to downtowno Internal competition "me vs. wc"r Private sector looking to city Hall for solutions instead of actins

IDENTIFICATION OF THREE PRIORITIES-

(Note: Response from each Resource Team member A to E only 5 of 9 respondents identif ied duc toduplication of priorities).

A' 1. UnderstandMarket/competit ion/product/Gaps(BasicRescarch)

2. Targeted Strategies - Marketing, Retail Recruitment (f ind one new business pcr year)

3. Two sample facades done "right", with an awareness of Chatham's special architecture anddesign features

4. Powerbroke on BIG projccr - hotevmotcl, cafc, re tail on Riverfront

B. 1. Gamc Plan-comprehensivc long rangc marketing plan

2. Site maintenancer windou'a slgns

3. Negativc parking pcrccption turnaround ancl somc parking improvcmcnts

C. 1. Dcsign [hcnrc, imagc improvcmcnls, focu.s

2. Improved mcrchandising skil ls

3. Attract new and divcrsc busincsscso primarv markcto boatcrso ant iqucsI cralto ar t is ts

D. 1. Focus, direction, strategy to guide development

2. Training, dcsign scrviccs

3. Improvc attitudc, c'-op owners, recruit new (brcak cxisring cliquc)

E. 1. Fil l store vacancies in onc vear and pror.iclc good mix

2. Morc interest and bcttcr co-operation bctween:o landlordso store owncrs

3. Appcarancc o[ store extcriors and in(eriors

4. Sales staff skil ls

MISSION STATEMENT1. Develop goals and priorities for the follo*'ing:o economic rejuvenationo building restoraliono attitude/imagechangeo vibrant urban area to raise a family

2. Maximize positive qualities of downtowno quality of life through design and economic developmcnto improve economic environment

3. Improve quality of life - Chathamites and visitorso fun, excitemento keen to return

4. Re-establish viability of downtown as a focal point in Kent County by:o Encouraging local investment network improvement and marketing strategy. Accomplished by:

revitalizationo improve mcrchants' attitudco facade upgradingo PRIDE grantsr Re-organization of purpose of B.I.A.o Facil it ies social, economic and cultural potential of Downtown (both private and public)

FORMATION OF ACTION PLAN

High Priority:1. . i ) Markct Rcscarch

ii) Marketing Strategv

High Priority:2. 2nd Storey Renovations, Window, Mainl.enance and Facadc Fix-ups

i) Design Resource Team to provide:

ii) Develop Ncfwork (year1)

ii i) Education (year1)

iv) Start first building (Year 2)

v) Completion of one good projcct (year 3)

Low Priority:3. Powerbroke on Big Project, hotcl, cafe, residential, specialty stores, spccial dcsign features, open to

riverfront, government officcs

High Priority:4. Newsletter, published monthly (year 1)

i) Distribution

ii) Format

i i i ) Implcmcntat ion

5. "Show Mc Trip" (ycar 1)

6. Reward Successcs for Increased Sales (ycar 1)

7. Economic Development of Downtown Area - Mix/Gaps Assessment

i) Process (Year 1)

ii) Proccss (Year 2)

iii) Process (Year 3)

8. B.I.A.'s Restaffing Budgeti) Board of Management to gencrate more revenue by:

ii) Research, thinking, strategy (year 1)

iii) Evaluate implementation lciy (year 2)

iv) Expansion and intensification of BIA (years 2, 3, 4)

9. Improve Customer Service By:i) Staff training seminars (year 1)