BIA STRATEGIC PLAN

Transcription

1 BIA STRATEGIC PLAN SHOPPING DINING SERVICES ENTERTAINMENT Downtown Downtown Brantford

2 MESSAGE FROM THE CHAIR The Downtown Brantford Business Improvement Area Board of Management (DBBIA) is excited to present our Strategic Plan. With financial assistance from Enterprise Brant, the DBBIA Board hired Colleen E. Miller Enterprise to facilitate updating the DBBIA s Strategic Plan. A comprehensive member survey was developed to determine critical issues and goals. Brainstorming sessions ensured our Mission and Vision statements were current and our Strengths, Weaknesses, Opportunities, and Threats (SWOT) were updated. We were pleased to see that many of the weaknesses and threats identified in our previous Strategic Plan have been minimized or eliminated and the following plan addresses our strong desire to continue this trend. Downtown Brantford is constantly evolving, and the DBBIA is adapting with the changes taking place. Our plan focuses on 3 main objectives: First and foremost, we will be Promoting, Engaging and Supporting our members. We will connect with our members to understand their business at every level through conventional means, social media, and face to face, while continuing to celebrate our successes on Facebook and provide opportunities for promotion and networking. Our comprehensive Marketing plan, executed through TDG Marketing, will open the door to opportunities otherwise unavailable to some of our members. We are promoting the Downtown as a destination that is exciting and safe, and as we continue to engage, support and empower our members, they become champions of revitalization and help drive economic growth. We will be creating strong partnerships with the intent of removing barriers and creating opportunities to make doing business downtown more attractive to current members and future prospects. Partnerships are the basis of downtown revitalization, as is showcased in the Urban Growth Video, produced by the DBBIA in partnership with the City of Brantford and Laurier University. It illustrates how a partnership between Post Secondary and the private and public sectors, and the DBBIA, helped kick-start the resurgence and transform our Downtown into what it is today. The DBBIA recognizes that partners in government, community, and post-secondary are the key to our success. We will leverage these partnerships as we continue to build a framework that supports the role of the downtown as a destination for shopping, dining, services, and events, and encourages an increasing density of people living in the core. Advocating with a strong voice on real issues that affect our members, we will provide a collective voice with which to push the best interests of Downtown forward. We will work with our partners to help drive economic growth that allows people and the Downtown to grow and prosper, all while creating vibrant, inclusive places to go and things to do. We have some exciting years ahead! The resurgence of the south side of Colborne and the Laurier YMCA project, the relocation of the Brant Museum, and the increasing investor confidence is changing the landscape of the Downtown. We welcome you to join us on this journey of evolution, and look forward to working together, with you, to create a vibrant, safe, attractive, and inclusive Downtown community. Sincerely, Keri Korfmann DBBIA Chair STRATEGIC PLAN

3 MANDATE, VISION, MISSION The DBBIA has a two-fold mandate To oversee the improvement, beautification and maintenance of municipally owned land, buildings, and structures in the area beyond that generally provided at the expense of the municipality; To promote the area as a business and/or shopping area. In carrying out these responsibilities, BIAs have become involved in numerous activities: Marketing: Understanding who area customers are, and creating effective promotions to retain and expand the customer base. Business Recruitment: Working with property owners to ensure that available space is occupied, and that an optimum business and service mix is achieved and maintained. Streetscape Improvement and Other Amenities: Providing for more customer-friendly lighting, signage, street furniture, planters, banners and sidewalk treatment. Seasonal Decorations: Creating a unique and pleasant environment for customers and staff of all businesses, retail and non-retail, through the use of decorations that are appropriate to the season and holiday. Special Events: Organizing and/or partnering in special events that highlight the unique attributes of the area and increase customer visits. Advocacy: Providing a collective voice with which to champion the best interests of Downtown. Vision To advocate for members of a thriving Downtown Brantford, as a destination, that typifies all that is excellent in an urban environment; a safe, fun and economically successful community with dense commercial, residential, and cultural activity. Mission Intensify the commercial and cultural activity of Downtown Brantford, enhance public safety and promote Brantford s unique character and heritage. Downtown Brantford BIA Strategic Plan Process Retained Colleen E. Miller Enterprises Inc. in February of 2015 to facilitate the updating of the BIA s Strategic Plan The DBBIA Board of Management reviewed the Strengths, Weaknesses, Opportunities and Threats from 2009 to identify any additional items in April of The DBBIA Board of Management also reviewed the Mission and Vision Statements to ensure that they were current. A comprehensive membership survey was developed to determine critical issues/goals for the next 4 years and sent via in May of Hard copies were hand delivered to those members without addresses. At the June 2015 Board meeting it was reported that there was a response rate of 26.5% which is considered good and a draft report would be forthcoming. At the July 2015 Board meeting Colleen Miller presented following: Survey Findings, Geographic Comparisons, Sector Comparisons, Developing Critical Issues Survey Review, and Sample Strategic Objectives. At the October 2015 Board meeting, the following Strategic Plan Strategic Objectives were presented and received STRATEGIC PLAN 1

4 SWOT Analysis Strengths and Weaknesses are internal factors that can enhance an organization. They can include assets, skills, or resources that an organization has at its disposal. STRENGTHS 1. Momentum 2. Enthusiasm 3. Optimism 4. History: heritage structures and gentrification 5. Continuity 6. Board Commitment 7. Board and staff skill set and knowledge/experience 8. Membership composed of small businesses 9. Growing BIA Geographical size new opportunities 10. Strong municipal government support 11. Ability to keep members informed 12. Improvements in policies and procedures 13. Harmony Square 14. Post-secondary institutions 15. YMCA 16. Library 17. Arts & Culture facilities (Sanderson Centre/galleries) 18. Farmers Market WEAKNESSES 1. Limited staff and budget 2. Lack of Performance Indicators (to be revisited/survey) 3. Changing membership pool (nature of business stability) 4. Board member time availability 5. Diversity of BIA geographical areas 6. Community s lack of awareness of business membership in the downtown what and where. Opportunities and Threats are external factors that can impact an organization. They are often not controllable in the short-term. OPPORTUNITIES 1. Enhanced opportunity for networking 2. Partnerships corporate, government, education (revenue stream other than tax base) 3. Strong Municipal Staff support 4. BIA speaks and advocates for Downtown 5. Priority of local government 6. Provincial govt. Places to Grow (Government funding may be available) 7. Downtown Master Plan 8. Streetscape plan 9. Transportation plan (Two-way traffic & infrastructure changes, Go Transit) 10. Ample retail space available 11. Heritage status or attributes 12. Southside Colborne renewal 13. Post-secondary growth will bring stronger retail/ commercial businesses 14. Safe Brantford Initiative 15. To strengthen media support THREATS 1. Lack of awareness of downtown businesses 2. Negative perceptions of downtown i.e. stigma of crime in the downtown 3. Politics of development (restricted access to businesses due to construction, inadequate infrastructure) 4. Infrastructure delays inhibit BIA from fulfilling our mandate of beautifying the downtown (lack of notice on street digs and construction, etc.) 5. Absentee landlords (property standards) 6. Concerns for unknown future development (types and structural appearance) 7. Parking management issues 2 STRATEGIC PLAN

5 Downtown Brantford Business Improvement Area Strategic Plan Strategic Objectives Marketing/Communications GOAL #1: To work with our members to drive downtown business 1.1 Formally recruit specific people from the 4 sectors (Dining/Shopping/Services/Entertainment) to participate on the Marketing Committee 1.2 Develop, execute and monitor the annual Marketing Plan GOAL #2: To work with our members and community partners to attract and support doing business downtown Identify 3 key initiatives Develop action plan with specific goals Monitor achievements and seek new opportunities Advocacy GOAL #3: To advocate with a strong voice with our members on issues critical to the growth of our catchment area Brainstorm critical issues and possible partnerships Develop action plan with specific goals, timelines and leaders responsible At the October Marketing meeting, TDG Marketing presented the 2016 Marketing Plan (points to be included in the Strategic Plan Final Report) STRATEGIC PLAN 3

6 2016 MARKETING PLAN Preamble All marketing activities in 2016 will focus on two primary objectives. A. Drive foot traffic and awareness of the catchment area for downtown business (external). The intent is to continue with the construction theme (Faces Campaign). The messaging will evolve based on pace and impact of construction. B. Effectively communicate with the BIA members about all of the ways the BIA is working on their behalf (internal). Key Executables 1. Direct marketing tools including web management, video production, social media management, collateral tools (newsletters, leave behinds) Direct marketing tools are a cost effective mechanism to reach a broad spectrum of the target audience with messaging that is 100% controlled by the BIA. 2. Strategic event support The BIA will support events that are bringing people into the downtown core and provide an opportunity to showcase the businesses within the catchment area. TDG will provide marketing support for those events that the BIA deems to fit the criterion. 3. Paid advertisements The BIA will develop a strategy to receive a maximum return for a limited advertising budget. 4. Public Relations The BIA will work with local media outlets to encourage positive stories about Downtown Brantford Second Video Spots The BIA will continue to produce a 15 second video spot every week. These will be utilized to promote specific businesses, or events happening in the downtown core. Each video will be pinned to the top of Facebook for a week. 6. Monthly Marketing Updates HTMLs The BIA will send out an blast at the end of each month that shows the marketing that has been done that month including Faces of the month featuring the four 15 second video spots, the blog that was posted that month, as well as a longer video if applicable. This will help to gain views on videos, and increase blog readership. Please note that the Marketing Plan is reviewed annually, and a new plan will be developed for each STRATEGIC PLAN

7 BIA BOARD OF MANAGEMENT Contact Information: Board of Directors Keri Korfmann Tim Hortons Chair of the Board 53 Dalhousie Street Brantford, ON N3T 3C Cell: Tina Wolak The Bodega Treasurer of the Board 75 Dalhousie Street Brantford, ON N3T 2J Darren McCormack Nexus Staffing Vice-Chair of the Board Chair of the Marketing Committee 108 Colborne Street Brantford, ON N3T 2G Michael Harrington Millennium Security Secretary of the Board 185 Market Street Brantford, ON N3T 3A Bill Keighley - Keighley s Jewellery Store 201 Colborne Street Brantford, ON N3T 2G gabill@rogers.com Cathy Oden GK York Management Services PO BOX 4647, 325 West Street Brantford, ON N3T 6J Ext. 226 cathy@gkyork.ca Dwight Rose - OK Tire and Auto Service 28 Dalhousie Street Brantford, ON N3T 2H okbrant@allstream.com Brian Xurieb Lonnie s on Market 42 ½ Market Street Brantford, ON N3T 2Z bxurieb@hotmail.com John O Neill Brant Stereo 44 Market Street Brantford, ON N3T 2Z john@brantstereo.com Councillor John Utley Ward johnutley@brantford.ca Councillor Brian Van Tilborg Ward brianvantilborg@brantford.ca Mayor Chris Friel chrisfriel@brantford.ca Councillor David Neumann (Alternate) Ward davidneumann@brantford.ca STRATEGIC PLAN 5

8 SHOPPING DINING SERVICES ENTERTAINMENT