HEART OF THE CITY REVITALIZATION COMMITTEE AGENDA

DATE: December 14, 2011

LOCATION: City Council Chambers

TIME: 4:00 p.m. – 7:00 p.m.

1. Welcome and Introductions

2. Election of Chairman and Vice-Chairman (Attachment 1) 3. Approval of Agenda

4. Adoption of Minutes (Attachment 2)

5. Business Arising

6. Delegation

a. Marketing Committee via Skype (Attachment 3) – 45 minutes

7. Strategic

a. PRATS Update – final report to be handed out at meeting as not available until December 14, 2011 – Will be reviewed in detail at the January Meeting - 15 minutes

SUPPER IN CITY COUNCIL BOARDROOM

8. Operational

a. Sub-Committee Reports – each Committee should be prepared to provide a written/oral report of the year’s activities

a. Design, Planning & Regulatory Processes Sub-Committee Report (Attachment 4) b. Sub-Committee Appointments (Terms of Reference and Current Composition Attachment 5)

c. Heart of Our City Video – not complete. Deferred until January, 2012

9. For Information

a. Building & Development Permit Activity (none for the month of November)

b. Contact Information for Members (Attachment 6)

c. Terms of Reference for the Heart of Our City Revitalization Committee (Attachment 7)

d. Draft 2012 -2014 Budget (Attachment 8)

e. Community Futures Agreement and Brochure (Attachment 9)

f. Report from Lethbridge Seniors Citizens Organization Grant of $5,025 (Attachment 10)

g. Report from Allied Arts Council Grant of $8,000 (Attachment 11)

10. What’s happening

a. Around the Table

b. Downtown Revitalization Manager

11. Adjournment

Process for Election of Chairman

1. City Manager Designate will call for nominations for the position of Chairman

2. Nomination is made by a voting Committee member 3. Seconders are not required for a nomination 4. Nominee has to agree to the nomination 5. City Manager Designate will continue to call for nominations until it is clear

that no other nominations are proposed 6. Motion for nominations to cease will be requested. 7. If only one nomination, person will declare to be elected as Chairman by

acclamation 8. If more than one nomination, voting will be by secret ballot 9. Tabulation of the voting will be done by the City Manager Designate and

Heart of Our City Manager 10. City Manager Designate will announce the person elected as Chairman.

The results will not be disclosed. 11. Ballots used will be destroyed 12. Meeting will be turned over to the Chairman 13. The City Council member is automatically the Vice-Chairman according to

the Terms of Reference

MINUTES of a Meeting of the HEART OF OUR CITY REVITALIZATION COMMITTEE, held on Wednesday, November 9, 2011, at 4:00 p.m. in the City Hall of the City of Lethbridge with the following in attendance: CHAIRMAN: Ken Nakagama, Downtown BRZ MEMBERS: Renae Barlow, Economic Development Lethbridge

Mark Bellamy, Citizen-at-large Jeff Carlson, Alderman Belinda Crowson, Lethbridge Historical Society Grace Duff, Chamber of Commerce

OTHERS: Jeff Greene, Director, Planning & Development Services George Kuhl, Downtown Revitalization Manager

David Sarsfield, City Clerk’s Office ABSENT: Suzanne Lint, Allied Arts Council CALL TO ORDER: The Meeting was called to order at 4:00 p.m. by Chairman Nakagama APPROVAL OF AGENDA: The agenda for November 9,, 2011 was circulated. City Council has not yet appointed the member at large appointments to the Committee. The PRATS Update, Election of Chairman and Vice-Chairman, and Sub-Committee Appointments were removed from the proposed agenda..

RENAE BARLOW: THAT the Agenda of November 9, 2011 be approved as amended.

CARRIED APPROVAL OF MINUTES: The Minutes of October 12, 2011 were circulated.

JEFF CARLSON: THAT the Minutes of October 12, 2011 be approved as presented.

CARRIED BUSINESS ARISING FROM THE MINUTES: George Kuhl stated that the video is proposed to be presented to City Council at the December 10, 2011 Meeting. Jody Meli, Manager of Strategic Initiatives, has offered to assist the Heart of Our City Revitalization Committee with the development of a Communication Plan.

Page 2 of 3 Heart of Our City Revitalization Committee Minutes

DELEGATION: Community Futures Loans Update

Darlene Sinclair, General Manager, and Morley Belle, Business Analyst of Community Futures joined the meeting. Community Futures are proposing a partnership with the Lethbridge Business Revitalization Zone (BRZ) and the Heart of Our City Revitalization Committees. The purpose of this program is to encourage and provide businesses the opportunity to improve the appearance of their businesses in downtown Lethbridge. Interest free loans up to $10,000 will be made available to BRZ members. Interest is to be paid through the Heart of Our City Revitalization Committee and administered by BRZ in the form of a grant. The interest rate would be 8.0%. Questions raised by the Committee included the following:

• Determination of who was eligible • Recognition process of the various partners • Rationale for the interest rate to be prime plus 5% • Differentiation of roles between the Heart of Our City Revitalization Committee

and the Downtown Business Revitalization Zone Committee

MARK BELLAMY: THAT the Heart of Our City Revitalization Committee proceed with the Business Improvement Interest Forgiveness Grant proposed by the Community Futures Lethbridge Region for a three year period subject to the following conditions:

• That any individual loan not exceed $10,000 • Interest rate be 8.0% • That the maximum term for a loan will be three years • That the maximum contribution from the Downtown Redevelopment Fund for

interest forgiveness shall not exceed $25,000 per year • That funds be derived from the Main Street Program Budget • That the Downtown Lethbridge Business Revitalization District administer the

program on behalf of the Committee • That quarterly reports be submitted to the Committee for verification and

monitoring purposes • That any business or not-for profit tenants with the Heart of Our City Master Plan

boundaries be eligible for the grant and • That a letter of agreement be prepared accepting the terms and conditions.

CARRIED OPERATIONAL: a) Sub-Committee Reports

1) Marketing Sub-Committee Report – The Marketing Committee received the draft

St. Clements report outlining the strategic framework The next draft will be presented to the Marketing Committee on November 30, 2011 and to the Heart of Our City Revitalization Committee on December 14, 2011. The final version

Page 3 of 3 Heart of Our City Revitalization Committee Minutes

will be considered at the January 11, 2012 Heart of Our City Revitalization Committee Meeting.

There were no other Sub-Committee Reports. FOR INFORMATION: a. Building and Development Permit Activity The activities for the month of October, 2011 were circulated. WHAT’S HAPPENING: a. Around the Table

The following was reported:

• Alex Johnston Lecture to be delivered • Bright Lights Festival will take place Friday, November 18, 2011 • Chinese National League Building will likely be demolished • Business License Bylaw 5658 is being reviewed • Parking Ticket Fees will be increased from $6.00 to $10.00 effective January 1,

2012 • Christmas Downtown Ambassador Program will be continued

NEXT MEETING: The next regular meeting, will be held Wednesday, December 14, 2011 from 4:00 - 7:00 p.m. It will include the organizational meeting, Marketing Strategy, and PRATS update. ADJOURNMENT:

JEFF CARLSON:

That the meeting adjourn.

CARRIED

The meeting adjourned at 5:16 p.m.

CHAIRMAN

CLERK

Hea

rt o

f Our

City

the st. clements group inc.

November 2011

Lethbridge Downtown Marketing Strategy

DRAFTFor discussion only

Lethbridge Downtown

Marketing Strategy

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Executive summary

Lethbridge downtown marketing strategy

ver the course of the summer and early fall of 2011, the St. Clements Group Inc. worked with the marketing committee of the Heart of Our City

Revitalization Committee (HOCRC) to prepare a marketing strategy for downtown Lethbridge. The St. Clements Group was chosen after a public tender to assist the HOCRC to work through the many, and sometimes difficult, decisions to come up with a strategy to increase the use of the downtown by residents and visitors. During the time of the strategy’s development, over 50 people participated in the deliberations through personal interviews, workshops, and focus groups. Together, the participants worked through the following issues: • The image that the downtown must

convey to potential users: an image that is meaningful, credible, and compelling

• The unique features of the downtown that no other business area in southern Alberta is able to duplicate, or easily duplicate

• The priority of target audiences to which the downtown must appeal

• The strengths of the downtown that it should capitalize on and the weaknesses it must mitigate

With this understanding, a marketing strategy for the downtown was developed. The downtown’s strengths, weaknesses, and unique meaningful qualities Numerous strengths and weaknesses were identified by project participants. The most significant downtown’s strengths include: • Cultural attractions • Entertainment venues including some

foodservice types • Government services • Preponderance of owner-operated

businesses • Destination shopping1

• The Galt Gardens

• Park Place • New community arts centre

1 Definitions: A “destination” good or service

is one in which a buyer is willing to make a special trip to obtain. It may be because the product can only be gotten from a particular store or the service or knowledge of the staff is unique or special. An example is the bridal shops in downtown Lethbridge. Contrast this with a “convenience” good or service where the buyer is more concerned with how easy it is to make the purchase. An example is a corner store selling milk.

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Contrast these with the downtown’s perceived weaknesses, which include: • Perceived lack of safety/comfort • Lack of awareness of downtown

businesses and services • No ongoing event/activity/destination

with sufficient weight to act as a brand for downtown (excepting Park Place, the future arts centre, and perhaps Galt Gardens)

• Galt Gardens’ location at the edge of the shopping area which does not require visitors to traverse the shopping area in order to attend events

• The dominance of Park Place vs. the rest of downtown as a shopping area

• The disproportionate number of seniors (who live on the periphery of the downtown)

• The lack of a “built-in” residential population base

From this enumeration, the project team noted a number of aspects in which competing business precincts could out-compete the downtown. On the other hand, the downtown had a number of strong attributes that other precincts did not. For the former, the downtown needs to find mitigations or, in many cases, avoid competing at all. For the latter, the downtown needs to capitalize on the positive qualities that distinguish it from its competition, and to use these special qualities to form the basis of its “sales pitch” – and to do so in a way that is meaningful to its target audiences. The marketing strategy From the investigation of the downtown’s strengths, weaknesses, and key positive qualities, the project team and marketing committee prepared a marketing strategy

that identified a unique role for the downtown, a branding strategy,2

and target audience priorities. The team also prepared an implementation plan that the HOCRC will, on the whole, be responsible for overseeing. This plan includes themes and messages; roles and responsibilities; building traffic; marketing tools and channels; and the sequence of events.

Role for the downtown The key roles of the downtown are: • Cultural precinct/cultural hub of the

region • Entertainment centre, including fine

dining • Preponderance of owner-operated

businesses that are trendy, unique non-corporate and non-branded offering destination goods and services

• Government presence Branding strategy and messages No one image will define the downtown in the minds of users. Rather, if we think in terms of promises we make and the feeling we want users to hold, the brand should include: • Core beliefs

• “The downtown is the real heart of the city.”

• “The downtown is the starting place to understanding and appreciating Lethbridge.”

• “The downtown is a unique shopping environment/experience.”

2 The branding strategy is a discussion of the

underlying ideas that define an image of a product or place (i.e. “strategy”), not a discussion of logos and slogans (i.e. tactics).

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• Promises • “It is comfortable to visit downtown.” • “You can find a mix of products,

services, and attractions downtown that are difficult or impossible to find elsewhere in any other Southern Alberta community.”

• Personality • “The downtown is alive (with special

events, entertainment, and night-life).”

• “The buildings and street is at a human scale; you aren’t dwarfed by skyscrapers and faceless structures.”

• “The downtown is cool and non-corporate.”

The physical environment The City should continue to encourage the notion of the downtown as the traditional core of the region and to capitalize on the existing character of the downtown area. The physical amenities of the downtown and the stories they embody are unique and cannot be duplicated elsewhere. In addition, the generally more “human” scale of the buildings, the openness of the public places and streets, and the traffic patterns support a positive relationship between visitors and the downtown. Again, this is something that is hard to duplicate in other shopping nodes. Target audience priorities Depending on the particular product, service, event, or attraction in question, target audiences will differ. This will affect the media employed, timing of the contact, breadth of the distribution (such as postal walks purchased), the facilitating partners involved, and the resources employed. The audiences with the highest priority are:

• For “destination” goods and services sales • Residents of the area to the south and

east • Residents of the area to the train

tracks to the north • Residents of the rest of the city

• Users of the downtown • Office workers • Attendees of cultural attractions and

events • Foodservice and entertainment users • Users of Park Place, Galt Garden

events, and community arts centre • Facilitators and partners

• Parties that advise users or influence them (such as the media and social conveners)

• Collaborating organizations such as cultural attractions and organizations

• Marketing partners and sponsors The implementation of the marketing strategy The marketing actions aim to do the following: • Shoppers’ experience

• Increase the number, range, and frequency of non-sales events.

• Increase the level of animation of the street to give it a sense of excitement to give the area a “life” so that shoppers and users go there for more than just shopping

• Improve perceptions about downtown safety and shoppers’ comfort.

• Purpose of marketing tactics • Increase the non-shopping use of

downtown. • Extend the length of stay of users. • Divert purchases from other

shopping precincts to the downtown.

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• Extend the stay of office workers and visiting Park Place shoppers.

• Make the downtown the preferred location for destination goods and services for the extended trading area.

• Identity • Create a distinct and meaningful

identity for the downtown as the cultural heart of the region.

• Create/strengthen the downtown identity/brand to distinguish it from other business nodes

• Knowledge • Ensure that all regional residents are

aware of the image of the downtown as the cultural heart of the region.

• Create a higher top-of-mind of downtown for retail, entertainment, culture, and celebrations.

• Relationships • Encourage stakeholder organizations

to actively participate in the animation of the downtown.

• Encourage stakeholder organizations to effectively promote the downtown through their marketing vehicles and communications channels.

Themes and messages The general themes underlying all marketing and communications activities regardless of the audience are as follows:

Exhibit ES1

Themes and messages Theme Benefit to the audience It is comfortable to visit downtown (i.e. the downtown is safe)

You have a place to shop, visit, and entertain yourself, family, friends and visitors.

The downtown is the location for the city’s celebrations and commemorations

You have a place to root your family and make meaningful connections with your community.

The businesses and services are one-of-a-kind destination businesses and services, non-corporate feeling, and owned and operated by Lethbridgians.

You have a place to get special gifts, support your neighbours, and be part of a community

Downtown is the location of leisure activities, comfortable places to relax (both outdoors and indoors), places to learn, and places to connect.

Downtown is like your home’s family room. It is where you relax, reunite and reconnect, contemplate life and times, entertain, learn, take your family and friends, pass time, and explore.

There is always something interesting and exciting going on downtown.

Downtown is more than just shopping. It is the place where you celebrate, commemorate, and find your roots.

Please note that messages that support the themes such as situational slogans, speeches and presentations, displays, the selection of photos and graphics, sound signatures, and other campaign pieces will change depending on the circumstances. The core ideas stay the same.

Roles and responsibilities The HOCRC has the following marketing-related responsibilities: • Coordinate the efforts of the

organizational partners, along with HOCRC’s own marketing efforts, to

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promote the downtown and its events and activities.

• Instigate the downtown’s signature events (see below under “building traffic for more details) that bring together all the stakeholders.

• Have a broad vision of the downtown — The HOCRC is the only body that represents all Lethbridgians’ interest in the downtown.

• Advise the City and region on planned changes to the downtown and its marketing.

A marketing coordinator/manager is needed to implement the marketing strategy and to coordinate the HOCRC’s marketing efforts and its relationship with other downtown stakeholders. That person would be responsible for the following: • Liaising regularly with the key downtown

stakeholder organizations: acting as the lead day-to-day contact with partnering organizations, sponsors and marketing partners such as the BRZ, downtown institutions, other stakeholders, media, and the public

• Identifying, retaining, and managing the third-party providers of goods and services required to implement the marketing strategy

• Managing the budget allocated to the strategy’s implementation

• With the HOCRC, EDL and the downtown stakeholders, developing performance evaluation criteria and targets, as well as a plan to collect such data as is required by this measurement process

• Reporting progress regularly to HOCRC, EDL and the downtown stakeholders

• Managing the market research process: data collection and interpretation to

identify needs of target markets on an on-going basis

The marketer will report to the HOCRC and has an all-in budget of $60–70,000 per year plus the out-of-pocket costs of promotions and campaigns to be determined. Building traffic To increase the use of the downtown, we have identified the following activities: • Signature events — These define the

downtown, they are media-friendly and are perceived to be important, and entices stakeholder participation. Given the marketing needs of the downtown for an event that both draws an audience as well as focuses the efforts of stakeholders, we recommend the launching of a regular First Friday event. "First Fridays" are a recurring event in which a community’s many cultural, sales, and social events are held together on the first Friday of every month. Numerous supporting activities can take advantage of the cultural events. This includes block parties and social gathering, awards shows, retail and service sales, foodservice specials…the number and types of participants is endless.

• Secondary events and activities — These events are aimed at a narrower trading area and audience (such as office workers) and are part of the regular downtown programming. A secondary event (or commemoration such as Remembrance Day) could in time become a signature event.

• Reminder-based marketing activities — These regular ongoing marketing activities create the steady “hum” so that audiences are both aware of the downtown’s assets as well as its services

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and products. The purpose is to avoid “out-of-sight, out-of-mind” thinking by potential users.

Marketing tools and channels The types of marketing-related activities that need to be undertaken are: • Preparation of marketing infrastructure

— These are processes and tools needed to operate the marketing campaigns. Examples of these are contact lists and marketing research.

• Pre-launch and launch activities — Using the initial First Friday as the launch

event, these are the activities that must be completed to launch that event.

• Ongoing marketing activities — These are the bread and butter of the strategy made up of the day-to-day communications with the audiences.

• Internal communications — This is very specifically directed at the HOCRC board members, partnering organizations, and other stakeholders with a role in the welfare and marketing of the downtown.

Sequence of events The main next steps are shown in exhibit ES1 below.

Exhibit ES1

Sequence of events (MC=HOCRC marketing committee, HOCRC=whole committee, MM=marketing manager)

Step Leader Timing Approvals Present marketing strategy to HOCRC MC January 2012 “Governance” Identify marketing committee(s) including a special events committee HOCRC February Set up First Friday organizing committee HOCRC February Internal communications HOCRC briefs mayor, council, senior management HOCRC March HOCRC talking tour of stakeholder organizations (especially those that we want involved in the First Friday)

HOCRC April

HOCRC briefs BRZ, cultural attractions boards, cultural events HOCRC March Information package about First Friday MM May Internal web MM June Internal schedule of events MM June Marketing infrastructure Hire marketer HOCRC February Begin building infrastructure MM March First Friday (assuming June 2012) Sell concept of First Friday to stakeholder organizations HOCRC March Identify theme of event HOCRC March Notify media (interviews and backgrounders) MM May Promotional programme MM May Find sponsors and marketing partners MM March Year 2/3 — Continue year 1 activities plus: Annual progress report HOCRC TBD

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Table of content

Introduction .................................................... 10 1. The principal issues reviewed in the

preparation of the marketing strategy

2. Activities undertaken to complete the strategy

3. Assumptions and orientation 4. Structure of this report 5. Notes to the reader

1. Introduction to the marketing strategy . 14 2. The marketing context ............................ 16

1. Strengths (in comparison with other shopping precincts)

2. The downtown’s weaknesses 3. What other areas do better than the

downtown 3. Introduction to the marketing strategy . 18 3A Role of the downtown ............................. 20 3B. Branding strategy .................................... 21

1. The ideas behind the brand 2. The physical character of the

downtown and its role in marketing 3. Building the brand FAQ

3C. Target markets priorities ....................... 26 1. General description of the trading

area 2. Priority of target audiences

4. Implementation........................................ 28 1. Basic thrust of the marketing tactics

4A Themes and messages .......................... 30 1. General themes 2. The “Ask” (desired behavior) 3. Answering objections from targets

4B. Roles and responsibilities ...................... 34

1. HOCRC’s role 2. Marketing contract position

4C. Building traffic .......................................... 37

1. Rhythm of the marketing 2. Signature event 3. Secondary events and activities 4. Reminder-based marketing activities 5. Internal communications programme 6. Building traffic FAQ

4D. Marketing tools and activities ................ 43 1. Marketing infrastructure 2. Pre-launch and launch activities

(based on initial First Friday) 3. Ongoing marketing activities 4. Internal communications 5. Implementation challenges

5. Sequence of events ................................ 49 Appendix A. Analysis of the role of

downtown ................................................. 51

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Introduction

Purpose of the marketing strategy

he strategic plan for the redevelopment of Lethbridge’s downtown precipitated the City’s desire to prepare a marketing strategy for the area. After a

public tender, the St. Clements Group Inc., a marketing and business development consultancy with offices in Toronto and Vancouver, was selected to assist the Heart of Our City Revitalization Committee (HOCRC) to prepare a marketing strategy and implementation plan. During the period from August through November 2011, the consulting team worked with the HOCRC’s marketing committee to prepare a strategy to increase the use of the downtown by residents and visitors to the city. Over 50 individuals participated in the development of the strategy. The views of the project’s participants and a review of background documentation and market statistics were combined with the study team’s experiences with other communities across Canada and internationally to form the basis for this marketing strategy. In short, the purpose of this marketing strategy is to increase the number of users of the downtown. These users may be shoppers, office workers, tourists, or regional residents who rarely or never

come into the downtown. This marketing strategy aims to change the behavior of all these groups so that there are more frequent trips made into the downtown, and that users spend more time there. This will result in a more vital and vibrant downtown area, as well as one that is more profitable for businesses and investors. 1. The principal issues reviewed in the preparation of the marketing strategy For many people, the term “marketing” conjures an image of advertising campaigns and special events. And while these were certainly part of the discussions that occurred over the time of this project, they were not the main focus of the HOCRC’s marketing committee. Advertising campaigns, special events, and their ilk are the manifestations of a more fundamental concept: the nature of the “product” (i.e. downtown Lethbridge), the target audiences with whom we must communicate, and the behaviours we wish to elicit. These are the province of a “strategy.” So, while this report addresses some of the “tactics” that one might put in place to implement the “strategy,” these tactics are not the focus of the project. They are more properly the responsibility of those ultimately tasked with implementing the strategy. Nevertheless, this report does outline sample tactics as

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part of the implementation plan, though not to the detailed level of specific dates and amounts. These types of decisions will be made at the time of the event or activity, in the context of the actualities of that time. The City (and its residents), through the HOCRC planning process, has strongly expressed its desire for a strong downtown. While this marketing strategy is ostensibly for the betterment of downtown Lethbridge, the impact of a strengthened downtown will have far-ranging effects on the rest of the community, and indeed on Southern Alberta. A strengthened downtown (through marketing, infrastructure changes, new uses, and other means) positively affects the lifestyles, economic health, and cultural identity of all residents. So ultimately, the real strategic aim of the marketing strategy for the downtown is to increase the “size of the pie” for everyone. For instance, a hoped-for end result is that a strengthened downtown will attract more tourists into the area, who will spend more time in the city, and as a result, spend more here (whether it is downtown or elsewhere in the city). Special events downtown will cause residents to spend more in the community than they otherwise would have (e.g. spending money at home rather than going for the weekend to Calgary). So everyone wins. 2. Activities undertaken to complete the strategy The development of this marketing strategy was overseen by the HOCRC’s marketing committee. The preparation of the strategy occurred between the last week of August 2011 (the time of the first steering committee meeting) and November. During that time, the following activities were completed:

• Two in-depth visits to Lethbridge by the

team • Three steering committee meetings • Two workshops (with the BRZ board of

directors and representatives of Lethbridge’s different cultural sectors)

• In-person and telephone interviews with representatives of community organizations and businesses

• Site visits to the various cultural institutions in and around downtown Lethbridge

• A “secret shoppers’” tour of downtown • A tour of non-downtown shopping

precincts • A tour of the neighbouring residential

areas and the outskirts of the downtown (by bicycle)

In total, over 50 individuals participated in the deliberations (not counting individuals we encountered on the shoppers’ tour who, unbeknownst to them, became valuable contributors). 3. Assumptions and orientation The deliberations leading to the development of the final marketing strategy were shaped by a number of assumptions. These assumptions arose from the interviews with informants and were ultimately confirmed by the HOCRC’s marketing committee. They set a basis for the preparation of the strategy. • Downtown residential

• That residential densification will be slow to develop. In the medium term, second- and upper-floor conversions will not result in any major increase in the number of people living in the downtown area. The implication is that the downtown must increase

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both the size of its geographic trading area, and the frequency with which users come into the area.

• That the demographic composition of those living downtown is not likely to change in the foreseeable future. It will continue to be made up mostly of seniors.

• That few single-family homes will be constructed in the downtown.

• Downtown uses

• That neither the University of Lethbridge nor Lethbridge College will be establishing a campus downtown that caters to fulltime academic students. The classes at the new Community Arts Centre will be associated with continuing education programmes directed at families, not at post-secondary fulltime students. This means that regular classes with regular groups of university or college students will not be held downtown. Notwithstanding that, the continuing education classes at the Community Arts Centre are expected to attract a different audience to the downtown (many of whom many not have been regular downtown visitors). This implies that no particular emphasis should be placed on attempting to attract university or college student-focused businesses and services to the downtown. However, the downtown can still serve as the entertainment and cultural hub for the student market.

• That the Galt Gardens continues to evolve as a family-friendly centre as the public’s perception of its safety improves and after the adjacent Community Arts Centre opens.

• That community celebrations can be moved into the downtown (this will affect the residents’ relationship with and image of the downtown—this is desirable but not critical to the marketing strategy).

• Other actors on the downtown

• That the implementation of the marketing strategy will be strongly affected by the other changes to the downtown and must work hand-in-hand with the economic development, business retention and expansion (BR&E), tourism, residential, infrastructure improvement, and land use strategies.

• Visitors’ experience

• That the downtown continues to maintain its physical plant and to maintain its cleanliness.

• That the perception of safety and comfort in the downtown improves.

• That the downtown does not need to be in direct competition with other shopping precincts because it serves a different market with different expectations and needs.

4. Structure of this report This report is divided into five main sections. These are: • Introduction — This current section

introduces the marketing strategy and identifies its purpose, the assumptions underlying the structure of the plan, and readers’ cautions.

• Section 1 reviews the objectives of the strategy and its basic thrust.

• Section 2 outlines the context for development of the marketing strategy.

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• Section 3 lays out the marketing strategy. The section is further divided into subsections looking at the role of the downtown, a branding strategy, and target audiences.

• Section 4 identifies the major next steps to implement the plan. This section is also divided into subsections addressing different aspects of the implementation.

• Section 5 deals with the sequence of events.

5. Notes to the reader Please note the following when reading this report: • The term “user” refers to all people who

visit the downtown, whether they are local residents or tourists. We refer specifically to “resident” and “tourist” when appropriate.

• The implementation of the marketing strategy is a long-term effort, rather than a one-time campaign.

• Actual implementation of the marketing strategy will be undertaken by the HOCRC, City, or other organization and is not part of this engagement with the St. Clements Group.

• The following terms are used to describe the downtown geographically:

• "Downtown" includes the area defined by the HOCRC plan, including Park Place, Galt Gardens, and the Community Arts Centre under construction.

• "Traditional downtown" refers to the original shopping and government precinct, and excludes Park Place and Galt Gardens.

In addition, the reader should note that the marketing strategy is not the following: • A plan to market the HOCRC strategy

itself (i.e. the “Heart of the City” document, the HOCRC, and related initiatives)

• A plan to market the downtown businesses and service providers (the BRZ has this responsibility), though the marketing strategy will hopefully positively affect BRZ’s marketing efforts and that of their member businesses

• A month-by-month promotional plan • Economic development and tourism

marketing strategies aimed at investors, developers, and visitors (the economic development organizations are responsible for these)

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Section 1

Introduction to the marketing strategy

ethbridge’s downtown has a marketing challenge similar to that faced by many communities with strong heritage and cultural assets and is part of a living community.

The challenge is in mixing the old with the new; ensuring that the area is relevant to residents, tourists, event goers, shoppers, and other users especially in light of new shopping and entertainment areas, internet shopping, new channels of communications, and changing buying and leisure behaviour caused by group buying, social media, and by the availability of instant information and user reviews. Fortunately, downtown has what many other communities would envy: a strong heritage building stock, a long-time application of the Main Street process, human-scale street beautification, transportation links, and a number of cultural institutions in the precinct. The starting place for any marketing strategy is the overall corporate vision and goals. The marketing strategy goals must be consistent with these goals. The HOCRC strategic plan outlines the following vision for the downtown: Downtown is characterized by a variety of residential, commercial, institutional, cultural

and recreational components that firmly establish the role of the city core as the heart of the greater Lethbridge community. Downtown is also the symbolic and historic heart of Lethbridge. It is distinguished by its rich past that is evident in its historic architecture, streets, parks, neighbourhoods and landmarks, which are also expressive of the cultural heritage and community values that are unique to Lethbridge as a whole. Downtown is thus both a source and an expression of community identity and pride. Change and growth should strive to strengthen these roles and build on the best qualities that define this urban environment. Downtown will build on its rich history and distinctive character to nurture an urban context that will create broad sustainable benefits to the community with respect to social, arts, cultural, educational, environmental and economic vitality. Downtown will serve to enhance the quality of life for all Lethbridge citizens. The vibrancy of Downtown is rooted in its diverse population and accordingly it will strive to be an open, safe, affordable, accessible and welcoming place to people of all walks of life. This social diversity will be embraced and celebrated through urban

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design, architecture and the day-today function and role of Downtown Lethbridge. This aspiration sets the direction for the marketing strategy outlined in this report. On considering this, the reader should note the following: Overarching all other goals is the need for the City to generate more "usage” (rather than just “retail sales”) of the downtown. We need to take into account the downtown’s multiple roles. A retail and service shopping district is but one; other roles include being the city’s civic centre, its cultural hub, its entertainment hub, a tourism destination, and a place for investment. It is this combination of uses that allows the downtown to distinguish itself from the single-purpose shopping precincts. One expected outcome of increased usage is an increase in retail and service sales. Ultimately, the marketing strategy (plus all the other planning and infrastructure work) aims at changing Lethbridgians’ relationship with the downtown into what we colloquially think of as the “family room” of the city. And like your own home, the family room is the place where:

• You entertain your friends • You relax • You connect with family • You grow intellectually and emotionally • It is a place of safety and security Now to turn this idea of the family room into a downtown context, we have to: • Think of downtown as the community’s

place where celebrations and commemorations occur

• Use the downtown as the meeting place; it is the hub of day-to-day activities

• Find it easy and comfortable to visit downtown (issues: safety, parking, selection, multiple reasons to be downtown)

• Feel comfortable to explore and wander about without a particular destination or event to visit (e.g. “coffee culture,” multiple regular activities rather than special events-focused)

So how do the circumstances facing the downtown play into these aspirations? The next section looks at the weakness and strengths of the downtown from this perspective.

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Section 2

The marketing context

s we noted earlier, marketing strategies generally need to have an understanding of the strengths and weaknesses of the product in question. This

discussion needs to take into account how your own product measures up against competitors. It is from this that we are able to identify those attributes that make your product unique, what target audiences make the most sense for you, and what the branding messages might be needed to entice your target groups to make a “purchase” from you. In the end it is an analysis of strengths and weaknesses that allow you to identify threats and opportunities. More generally, we note the following circumstances that have a bearing on the marketing of the downtown: • The relationship between Lethbridge

residents/visitors and the downtown has changed significantly over the last few decades as alternative entertainment, shopping, and leisure centres have arisen outside of the downtown core.

• The downtown is not the centre for many of the City’s celebrations or

commemorative activities (Henderson Park is).

Notwithstanding these, downtown Lethbridge is still “special,” in that no other precinct has the weight of non-sales related activities, institutions, ingrained habit and tradition, civic focus (i.e., City Hall), and heritage that exists there. More specifically, the downtown has certain strengths and weaknesses in comparison with other business and shopping precincts. The following sections look more closely at those strengths and weaknesses in the context of the downtown visitor experience. 1. Strengths (in comparison with other shopping precincts) The downtown has a number of strengths that other shopping precincts do not. Exhibit 1 below shows those attributes and rates them in terms of uniqueness in comparison to other business precincts, their expected meaningfulness to potential visitors (to take into account those attributes that are unique but not very interesting to target audiences), and as traffic generators (to take into account those that are unique and meaningful but may or may not cause more visits).

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Exhibit 1

Downtown strengths ( — Some; — A lot)

Strength Uniqueness Meaningfulness Traffic

generator Cultural attractions Entertainment venues including some foodservice types

Government services Preponderance of owner-operated businesses Fine dining (emerging) “Coffee culture” Destination shopping (e.g. bridal shops) The Galt Gardens Cultural facilities (e.g. SAAG) Captive seniors market Park Place Large concentration of office workers 2. The downtown’s weaknesses Exhibit 2 looks at the weaknesses of the downtown visitors’ experience as identified by the study participants. The identified weaknesses are necessarily anecdotal as no shopper satisfaction surveys are available.

We then estimate the importance of the weakness to potential downtown users (whether it will make a difference to individuals coming downtown) and the weaknesses’ impact on total visitor traffic to the traditional downtown.

Exhibit 2

Downtown weaknesses ( — Some; — A lot)

Weakness Importance to

potential users Impact on total

traffic A perception of a lack of safety or comfort A lack of awareness the extent and variety of businesses and services No “heavy weight” special event/activity/destination Infrequent (or under-publicized) local special events Uncoordinated (and ad hoc) opening and closing hours Cultural institutions are around periphery of traditional shopping area The physical orientation and placement of Park Place The disproportionate number of seniors (living at periphery) A lack of “built-in” residential population base The downtown is not-top-of-mind for local residents and for visitors Weather (certain times of the year)

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3. What other areas do better than the downtown As we noted earlier, marketing strategies typically are set against the strengths and weaknesses of competitors. In the downtown’s case, there are a number of perceptions that potential visitors have that mitigate their use of the area. These attributes contribute to the overall shopping experience and the downtown may need to address them. These perceptions set the stage for preparing brands, messages, and campaigns that the downtown will undertake to distinguish itself from those competitors and to find the keys to attracting users to the downtown. Exhibit 3 shows how residents may perceive the downtown shopping

experience in comparison with competing shopping precincts. We assess the strength of the perception (strong, medium, low) and its impact on whether a person will come to the downtown (high, neutral, low). Please note that these views are generalities and come from the views of the study participants and project team and are anecdotal. They are meant as indications rather than absolutes. Also note that the “baseline” is the shopping experience of an enclosed shopping mall populated with national chains (typically meaning uniformity in policies, merchandise, training, pricing — essentially, “no surprises”). The views are of the traditional downtown and do not include Park Place.

Exhibit 3

Perceptions of the traditional downtown compared to a shopping mall Perceptions of the downtown visitor experience compared to a shopping mall

Strength of the perception

Affect on traffic

More difficult parking downtown Strong Medium Downtown businesses generally offer less familiarity with the look and feel of businesses (knowing the inventory and placement of products)

Strong High

The downtown is a less familiar shopping experience Strong High Downtown has less transparent and uniform (and maybe hassle-free) return policies

Strong Medium

Downtown has less contemporary fashions and lifestyle Medium High Downtown does not have coordinated hours (no surprises) Strong Low Downtown has higher pricing (maybe) Low Low Downtown businesses generally have less product knowledge (selected products)

Low Low

Downtown has narrower and shallower inventory and selection (generally)

Low Medium

Downtown has fewer trained employees (generally) Low Low Downtown has a lesser sense of security/safety Strong High Downtown shopping is less physically appealing (i.e. climate control) Strong High

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Section 3 — Strategic recommendations

Introduction to the marketing strategy

onsidering the context of the marketing strategy and the goals of the community for the downtown, the marketing strategy needs to balance three types of

fundamental activities: • Retail vs. branding marketing – In this

context, a “retail” strategy focuses on the sale of specific goods, services, or events; a “branding” strategy promotes an organization or institution irrespective of its products. For instance, McDonald’s retail strategy aims to sell merchandise and menu items. The company’s branding strategy simply promotes the idea of McDonald’s. In the case of Lethbridge, the branding strategy is to sell the concept of downtown rather than any particular business or service.

• Attracting new user vs. reminding existing users.

• Going with the downtown’s strengths vs. creating new strengths.

It is this balancing act that underpins the marketing strategy. More generally, our approach is long term relationship building with downtown users and marketing partners such as cultural

organizations, the BRZ, and other downtown stakeholders. This latter group is very important to the marketing strategy as they can help the HOCRC tell its stories (for instance, the partners might allow the HOCRC to piggyback on their communications). Their collaboration on the marketing of the downtown, the organizing of special events, and their access to their own audiences makes it possible for the HOCRC to extend its resources and do more with less. The hope is that these partners will, in the normal course of their own work, find opportunities for collaboration, opportunities to keep the downtown in front of their audiences, and that they support the HOCRC’s efforts. Given the context of the marketing strategy and relationship that residents have with the downtown, the resources that may be available to the HOCRC, and the programmes that it might initiate, we propose a marketing programme built along the following lines: • A long-term face-to-face relationship-

based approach with partner organizations. This implies that the HOCRC has a coordinator in place responsible for regular contact and

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liaison with other community organizations.

• The building of relationships and a coalition made up of organizations who have a stake in the downtown or which benefit from its vitality. This includes cultural organizations, the BRZ, government, and ratepayer associations. These organizations do not have to be resident in the downtown, only that they have a stake in its wellbeing.

• Replace cash with labour — Ask “extended family” of partners to convey messages and support marketing efforts.

• Extensive internal communications to coordinate timing, ensure consistency of messaging, and develop buy-in.

• The timing of marketing activities such as special events is based on the weather, prime sales periods (e.g. back-to-school, Christmas, Mothers’ Day), and special events.

• The choice of marketing vehicles are predicated on: • Choosing “frequency” rather than

“reach” when selecting marketing activities

• Targets communicated with by means of a variety of different sources

• Messages conveyed locally as well as in the regions

• The marketing activities are focused on relationship building rather than one-time “stunt” marketing events. As a result, each year’s activities build on the previous year’s thereby building up a constituency and familiarity with the downtown’s events and marketing activities.

The marketing strategy to increase use of the downtown needs to examine the following fundamental issues. These are addressed in the following subsections. 3a - The “product” — The question to be answered here is “what is the downtown actually selling”? It might be convenience shopping and destination shopping; or it might be a cultural experience made up of heritage and cultural attractions (with the shopping and services an adjunct to those). If it is a cultural experience, for instance, this will colour the type of businesses and services recruited into the area, the types of promotions that the downtown undertakes, and the types of users it focuses on attracting. 3b - Branding strategy — Target audiences need to have a quick understanding of what distinguishes downtown Lethbridge from other shopping and business precincts. We look at positioning and benefits statements; essentially what distinguishes downtown from other shopping experiences and investment opportunities and why those benefits should be important to shoppers, visitors, and investors. The discussion of a branding strategy is not about graphic images and slogans but about the story that the HOCRC wants audiences to perceive and believe about the experience. 3c - Understanding the target audiences — The make-up and shopping or investment behaviour/patterns of potential shoppers, investors, and new business and services and their needs must be understood.

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Section 3A — Strategic recommendations

Role of the downtown

hat are we selling? We can look at it two different ways: • The downtown visitor experience —

This is a discussion of the role of the downtown in the daily lives of users, be they residents or visitors, the type of shopping or other experience they have, the range of businesses and services they expect to find downtown, and the word of mouth they pass along to others relating to their downtown experience. In other words, this is the actual experience that people have when downtown.

• The idea, image, or feeling that people have for the downtown — This is more ethereal and is a discussion regarding the way the HOCRC would like its target audiences to perceive the downtown. In other words, this is the expected experience that people have when they think about going downtown.

Regardless, which way we wish to look at the issue of the “product”, it must strive to be meaningful to target audiences and be made up of compelling components that in combination distinguishes the area from other shopping precincts or makes it a part

of Lethbridgians’ living experience (for instance, after a day of hiking, it is “natural” for people to go downtown for a meal or that a shopping spree includes downtown). These flow directly from the downtown’s strengths and affect the business recruitment programme, marketing messages, special events, tourism draw, timing, property development, and public space planning. From the “actual experience” point-of-view (section 3B looks at the “expected experience), given the strengths and weaknesses of the downtown, what meaningful distinctions it has over other city and regional precincts, and attributes that it has that would attract visitors, we recommend the downtown be pitched the cultural (and entertainment) centre of the city and region. Its messaging should focus on its cultural assets, including attractions such as Galt Gardens, its stock of heritage buildings, and existing and new cultural and community related events. It would be known as the “cultural heart of the region”. The main attributes of the actual experience that we recommend be part of the marketing pitch are: • Cultural precinct/cultural hub • Entertainment including fine dining

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• Preponderance of owner-operated businesses which are “funky/cool/hip”, trendy, unique non-corporate and non-branded offering destination goods

• Government and institutional focal point of the community (for events, civic celebrations, memorials, community commemorations)

In regards to the retail and service roles of the downtown, we recommend that the focus of future business retention and expansion efforts be on destination goods and services

to serve the extended trading area (e.g. lower volume/destination goods; “high value” shoppers); businesses which are responsive and flexible to market/fashion demand. Appendix A contains an expanded discussion of the retail role of the downtown Together, these roles for the downtown distinguish it in a meaningful and compelling way from other precincts in Lethbridge and elsewhere in Southern Alberta.

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Section 3B — Strategic recommendation

Branding strategy

hat is the image or feeling of the downtown that we want to convey to our target audiences? What is the “expected

experience”? Or to put it another way, what are the most distinguishing, compelling, and unique feature (and therefore the greatest strength) of the "family room" of the city? That identity must be meaningful to potential users, distinct from other business districts both inside and outside Lethbridge (within the extended trading area), compelling enough to overcome past and current perceptions and behaviour, and encompassing so that all stakeholders in the area and residents of the city have a stake in its success or can benefit from it. In this section, we will examine the beliefs about the downtown that we want audiences to hold after their interactions with us. In other words, the branding strategy. 1. The ideas behind the brand Think of the brand3

3 Please note that the discussion of a branding

strategy is not about graphic images, slogans, and colour selection but about the message that the downtown wants audiences to perceive and believe about the experience. The actual development of

as the handful of ideas, promises, and feelings that a person will

have about the downtown as we interact with him or her over time. Those feelings come from not just the marketing we undertake but also come from the physical nature of the downtown, that person’s experiences on the street, the messages that he or she gets second hand from others, and from myriad other sources. These impressions together form the brand. A brand for a product or for the downtown is for the long term. These attributes and promises and feelings that we try to convince our audiences of don’t change very often and then only very deliberately. It normally takes many years for a brand to solidify and appreciated by an audience. By the same token, an existing negative feeling or perception about a downtown (the brand) can take years to dissipate. After stating that, a carefully cultivated brand (the feelings and perceptions) can be ruined in a moment of inattention or crisis. The marketing of the downtown needs a central idea that brings together the disparate ideas of what the downtown is, what benefits it gives residents, why residents should value it, and ultimately why they should use it.

design elements is part of the implementation of the strategy and is not part of this engagement.

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We need to look at the downtown’s brand from several vantage points. No one thought will define the downtown in the minds of users. Rather, it is the collective that together will hopefully over time define the downtown. The following are statements about the brand (think in terms of promises we make and the feeling we want users to hold) of the downtown that we convey to audiences through the marketing messaging and activities: • Core belief

• “The downtown is the real heart of the city.”

• “The downtown is the starting place to understanding and appreciating Lethbridge.”

• “The downtown is not and will not be a clone of other shopping precincts.”

• Promises

• “It is comfortable to visit downtown.” • “You can find products, services,

and attractions downtown that are difficult or impossible to find elsewhere in Southern Alberta.”

• “You can find non-run-of-the-mill items and services in the downtown.”

• “Downtown is a unique experience—you’ll always find something to surprise and delight you.”

• Personality

• “The downtown is alive.” • “The place to greet, make, and talk

to friends.” • “The buildings and street are at a

human scale.” • “The downtown is cool and non-

corporate.”

These thoughts define the downtown’s unique selling proposition (USP) (what distinguishes the downtown from its competition) and the value proposition (why potential users should patronize the downtown). Together these attributes paint a picture of what the downtown’s target audiences can expect about the downtown. 2. The physical character of the downtown and its role in marketing An important consideration for the downtown is the role that its existing physical attributes and non-physical heritage will have in the marketing of the downtown. At the most basic level, the existing physical amenities of the downtown can be considered a wrapper for the shopping (or investment) experience. It is a way to distinguish the downtown from other shopping and tourism experiences. Upon closer examination, however, the buildings, messages, and sense of renewal are integral to the branding and give the area a strong identity. In Lethbridge’s case, the long-time work of the Main Street programme, the BRZ, and the property owners have created a story for the area that other areas do not have (or have only weakly). It is an excellent starting point for the sales pitch to shoppers, service users, investors, and tourists. The City should continue to encourage the perception of the downtown as the traditional core of the region, and to capitalize on the existing character of the downtown area. The physical amenities of the downtown and the stories they embody are unique and cannot be duplicated elsewhere. In addition, the generally more “human” scale of the buildings, the openness of the public places and streets, and the traffic patterns support a positive

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relationship between visitors and the downtown. Again, this is something that is hard to duplicate in other shopping nodes. We recommend the following: • Renovations to existing buildings in the

downtown area should respect their character, particularly those buildings that have been identified as having historical and/or architectural interest.

• New construction in the downtown area, whether traditional or contemporary in style, should be compatible with the overall character of neighbouring and nearby buildings, including their form, scale, proportions, materials, and details.

• Design guidelines should be prepared to encourage respectful and compatible changes to the downtown.

3. Building the brand FAQ Some considerations when building the brand. Q1. If the word “culture” might conjures up

negative impressions of the downtown, can we make culture the main plank in the branding without saying “culture”?

A1. Yes, through demonstration and activity. The concept of “culture” should always be paired with “entertainment” or “celebration” (or some version of them) to more directly show the benefit of the event or activity to the audience. Overtime, the expectation is that myriad

culturally-related activities will imprint in the mind of audiences that the downtown is the centre of these activities. It is branding by stealth.

Q2. What does “culture” cover? A2. From the marketing point of view, and

given the downtown’s need to increase usage, culture is widely defined to include what we might conventionally think of as culture (e.g., museums, heritage buildings, visual and performing arts) as well as what we might not, such as crafts (e.g., quilters), collectors (e.g., antique automobiles), and sports. We suggest inclusiveness in the definition.

Q3. What about graphic and audio identifiers

like logos, wordmarks, slogans, and sound signatures?

A3. If they are needed, they will be developed during the implementation stage and are not typically part of strategy development when the focus is on the “big picture”. Identifiers are manifestations of the thinking and are a way to capture that thinking in a phrase or image.

Q4. Who control and manages the brand as

well as the graphic identifiers and any other identifiers such as sound signature, colour selections, and printed look?

A4. HOCRC.

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Section 3C — Strategic recommendations

Target markets priorities

he marketing of the downtown needs to “talk” to a variety of audiences, including: • Users or patrons of service, businesses,

attractions, and events • Parties that advise users or influence

them (such as the media) • Collaborating organizations such as

cultural attractions and organizations • Marketing partners and sponsors • An “internal” audience made up of City

staff, elected officials, and staff and boards of arms-length, quasi-government organizations such as Economic Development Lethbridge and Chinook Country

Because the HOCRC has a finite amount of resources, it is important to prioritize the target audiences given the marketing objectives. Please note that the marketing work is ultimately aimed at users (sometimes through the facilitating audiences such as the media); none is used for promoting the HOCRC itself. (In fact, users might not even be aware that behind the marketing efforts lies an agency called the HOCRC.) The target audiences can be delineated geographically,

demographically, and by the purpose of their visit. 1. General description of the trading area The trading area of the downtown has the following attributes: • The market is an extended trading area

of 200,000 (approximately a one hour isochrone radiating from the city centre) Slightly beyond this (taking in Fernie, Cranbrook, Fort Macleod, Brownie, Shelby) the market estimate ranges upwards to 275,000.

• The boundaries of the downtown as set out by the HOCRC strategy do not match the psycho-geographical boundaries of the downtown. Some residents (and businesses) which are not strictly within the boundaries of downtown are part of it for marketing purposes.

• The under/overpass to the North End is a psychological barrier to residents of that part of town even though it is contiguous to the downtown area.

• The London Road area may be considered part of the downtown for marketing purposes.

• Approximately 1,500 people are resident in the downtown (as defined by the HOCRC boundaries).

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• The current downtown market is heavy with seniors who are residents of the six long term care facilities. On the whole, the residents are mobile though a number of the facilities have their own commissaries and leisure activities. Park Place has a seniors programme in place to take advantage of the large number of seniors.

• Approximately 8,500 workers travel to the downtown each day but generally do not stay after work hours.

• Downtown users drive rather than stroll between stops.

• In the short and medium term, college and university students will only make

up a small proportion of the market (lack of student-oriented services and goods and “unreliable” and inconvenient transportation).

2. Priority of target audiences Depending on the particular product, service, event, or attraction in question, the target audiences will differ. This affects, for instance, media selection, contract timing, breadth of distribution (such as postal walks purchased), the facilitating partners involved, and the resources employed. Exhibit 4 shows the priority of different audiences that the HOCRC might communicate with.

Exhibit 4

Priority of audiences Priority For “destination” retail and service sales Residents of the area to the south and east High Residents of the area to the train tracks to the north High Residents of the rest of the city High Residents of the downtown (as defined by the HOCRC report) Medium Residents outside city to the west to BC; north to part way to Calgary (line is closer to Lethbridge); east to part way to Medicine Hat (line is closer to Medicine Hat); south to US border

Medium

Tourists and visitors who happen to be in the regional area Low Users of the downtown Office workers High Attendees of cultural attractions and events High Foodservice and entertainment users High Users of Park Place, Galt Garden events, and community arts centre High Users of downtown government services Medium Attendees of community-wide special events, celebrations, commemorations, and other non-sales use

Residents of the downtown (as defined by the HOCRC report) High Residents of the rest of the city High “Visiting friends and relatives” High Residents outside city to the west to BC; north to part way to Calgary; east to part way to Medicine Hat; south to US border

Medium

Attendees of cultural attractions and events Residents of the downtown (as defined by the HOCRC report) High Residents of the rest of the city High

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Priority “Visiting friends and relatives” High West into BC; north to part way to Calgary (further north than retail sales line); east to part way to Medicine Hat (further east than retail sales line); south over US border

Medium

By profile Office workers High Attendees to celebrations High Attendees to cultural attractions High Shoppers at Park Place High Galt Garden users (primary purpose) High Community Arts Centre users High “Visiting friends and relatives” (VFR) Medium University and college students, teachers, staff, families, and visitors Medium Sports tourists Low Downtown seniors residents Low Facilitators and partners Parties that advise users or influence them (such as the media) High Collaborating organizations such as cultural attractions and organizations High Marketing partners and sponsors High “Internal” City staff High Elected officials — City High Arms-length, quasi-government organizations and staff and board High

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Section 4 — Implementation recommendations

Implementation

ithin the context of the HOCRC’s overall mission and goals and the direction of the brand, the “product”, and the priority of the

target audiences, we now come to the tactics employed to increase downtown’s use by residents and visitors. So while section 3 above looked at long term strategic issues, this section focuses on implementation which is more apt to vary over time and circumstance. We begin the implementation discussion by outlining the goals of the tactics and then move on to perhaps the most important issue of who (or what) is responsible for the implementation. We also provide an overview of the types of marketing tools and channels that might be employed to communicate with the audiences identified in section 3. 1. Basic thrust of the marketing tactics The marketing of the downtown rests on the following tactics • Shoppers’ experience

• Increase the number and variety of non-sales events

• Improve perceptions about downtown safety (or shopping comfort)

• Purpose of marketing tactics — general • Generate more foot traffic in total • Increase residents’ non-shopping

use of downtown • Extend length of stay of users • Divert purchases to the downtown

from other shopping precincts • Extend stay of office workers and

visiting shoppers • Make the downtown the location for

destination goods and services for the extended trading area

• Identity

• Create a distinct and meaningful identity of the downtown as the cultural heart of the region

• Create/strengthen downtown identity/brand to distinguish it from other business nodes

• Knowledge

• Ensure that all regional residents are aware of the image of the downtown as the cultural heart of the region

• Create a higher top-of-mind of the downtown as the place to go for retail goods and services, entertainment, culture, and celebrations

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• Purpose of marketing tactics — specific target audiences • Divert office worker purchases to the

downtown (rather having those purchases made in their residential neighbourhoods)

• Divert traffic from celebrations and cultural attractions/entertainment visits to the downtown shopping area

• Encourage visitors to extend their stay in the traditional downtown after visiting Park Place, Galt Gardens, and/or community arts centre

• Purpose of the marketing tactics —

relationships • Encourage stakeholder organizations

to participate in the animation of the downtown

• Encourage stakeholder organizations to promote the downtown through their marketing vehicles and communications channels

• Ensure the City is committed to the animation of the downtown

• Ensure local media is aware and supportive of the downtown

The following sections examine these tactics in more detail. The actual specific promotions, advertising campaigns, and events will vary from year to year and will be determined by the HOCRC.

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Section 4A — Implementation recommendation

Themes and messages

he HOCRC has a number of messages that must be conveyed to potential downtown users. In addition, it has complementary messages for facilitators, supporters, and

interested third-parties. The themes and messages can be divided into those that are core to the marketing strategy and underlie all the marketing work over a long period and the more transitory messages which

might change event by event or promotion (but even those must complement the core messages so as to both strengthen them and avoid contradiction). 1. General themes The general themes underlying all marketing activities regardless of the audience are keyed on the premise that the downtown is the family room of the community. The themes are as follows:

Exhibit 5

Core themes and messages Theme Benefit to the audience It is comfortable to visit downtown (i.e. the downtown is safe)

• You have a place to shop, visit, and entertain yourself, family, friends and visitors.

The downtown is the city’s centre for special events, culture, fine dining (eventually), and entertainment

• A trip downtown is a special event – where you go for a special experience (culture, entertainment, culinary)

• Like your family room, the downtown is where you entertain guests

The downtown is the location for the city’s celebrations and commemorations

• You have a place to root your family and make meaningful connections with your community.

The businesses and services are one-of-a-kind destination businesses and services, non-corporate feeling, and owned and operated by Lethbridgians.

• You have a place to get special gifts, support your neighbours, and be part of a community.

Downtown is the location of leisure activities, comfortable places to relax (both outdoors and indoors), places to learn, and places to connect.

• It allows you to extend your living space. Downtown is like your home’s family room. It is where you relax, contemplate life and times, entertain, learn, take your family and friends, pass time, and explore.

There is always something interesting and exciting going on downtown.

• Downtown is more than just shopping. It is the place where you celebrate, commemorate, and find their roots.

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2. The “Ask” (desired behavior) In any sales (marketing) campaign, there is a specific “Ask” (that is, the desired behavior you want your audience to act out) which might be a request for commitment, a specific dollar or percentage, or a specific

behavior. Exhibit 6 outlines possible “Asks” for each of the target audiences. A further refinement of the Asks will be undertaken by the HOCRC’s board of directors as a very early step in the roll out.

Exhibit 6

The “Ask” Target audience Possible “Asks” Shoppers (primary purpose) • “Stay longer.”

• “Buy more.” • “Come down for entertainment, special events, and other

non-retail activities. Office workers • “Don’t take your business home but make your purchases

downtown.” (when goods/services are available) • “Get out of your office buildings and walk around.” • Have lunch out downtown • Have coffee out downtown • “Don’t go home yet. Stay for culture and events, dining and

entertainment.” • Come back more often

Users of downtown government services

• “Stay longer.” • “Make your purchases downtown rather than closer to

home.” Foodservice and entertainment users • “Don’t just come and immediately leave afterwards. Visit and

use the other facilities, retailers, services and foodservices downtown.”

Users of Park Place, Galt Garden events, and Community Arts Centre

• “Don’t just come and immediately leave afterwards. Visit and use the other facilities, retailers, services and foodservices downtown.”

Attendees of special events, celebrations, commemorations, and other non-sales use

• “Don’t just come and immediately leave afterwards. Plan a longer visit. Visit and use the other facilities, retailers, services and foodservices downtown.”

Attendees of cultural attractions and events

• “Don’t just come and immediately leave afterwards. Visit and use the other facilities, retailers, services and foodservices downtown.”

“Visiting friends and relatives” (VFR) • “Visit downtown for entertainment, special events, cultural facilities and events, and the “real” Lethbridge.”

University and college students, teachers, and staff

• “Visit downtown for entertainment, special events, and cultural facilities and events.”

University and college families, and visitors

• “Visit downtown for entertainment, special events, cultural facilities and events, and the “real” Lethbridge.”

Sports tourists • “Visit downtown for entertainment, special events, cultural facilities and events, and the “real” Lethbridge.”

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3. Answering objections from targets The study participants identified typical objections (i.e. reasons that people don’t come downtown) that the downtown has encountered in the past. Exhibit 7 shows possible answers to these objections. A

number of the objections have no immediate answer but might be fixed over time as the circumstances of the downtown, the number of people who travel there increases, and the mix of businesses and services change.

Exhibit 7

Answer to objections Objections Possible answers to objections “It is hard to find a parking space.” “We have lots of parking space, and good signage to show you

where it is. But if you want the most convenient spots, come early because downtown is very popular. Often you can drive right up to the front door.”

“I am not comfortable walking on the street.” (Safety or comfort issue)

We might be able to let time and the massive increase in street traffic fix this “problem”.

“I can’t get groceries downtown.” No answer at this time. Perhaps not a marketing issue. “It’s dangerous crossing Scenic Drive.” No answer at this time. Perhaps not a marketing issue. “There’s nothing to do after 5pm.” “Take a look at First Fridays and the many other evening

events. Also the downtown is the location of the city’s many fine dining restaurants.”

“There’s nothing to do on Sunday.” “Take a look at First Fridays and the many other cultural events. Also the downtown is the location of the city’s many fine dining restaurants.”

“It is too inconvenient to get here from the University/College.”

No answer at this time. Perhaps not a marketing issue. Perhaps extra service has been added for special events.

“I am not sure what I am going to get by patronizing the traditional downtown’s owner-operated businesses.” (i.e. perceived lack of familiar shopping experience, uniform return policies, corporate-wide common look and feel, contemporary fashions and lifestyle, level of product knowledge, wider and deeper inventory and selection)

“The downtown is the home of destination businesses and products that you can’t get or would have a difficult time getting anywhere else. It means that we can promise you the product knowledge, the inventory, and the comfort that comes from buying from a neighbour.”

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Section 4B — Implementation recommendation

Roles and responsibilities

mplementing the marketing strategy is a shared responsibility between the HOCRC, downtown stakeholders, and community organizations. We recognize that the HOCRC can set the stage for the

marketing, especially the branding and messaging, but it is the combined events, promotional activities, and efforts of all the stakeholders that are needed. The HOCRC should not usurp the roles and responsibilities of the existing downtown stakeholders such as the BRZ, City, culture institutions, and others, but rather support and complement them. For instance, we noted earlier that office workers were an important target audience for the downtown. Causing them to come outside their offices into the local area to partake of the businesses, services, and activities is actually the responsibility of the BRZ and the individual culture and entertainment facilities. The HOCRC may have a coordinating role amongst disparate stakeholder groups when it is appropriate but it should not be responsible for organizing and managing particular promotions (the “retail marketing” function we mentioned earlier) specifically oriented towards office workers (for example, a couponing campaign).

1. HOCRC’s role The HOCRC has the following principal marketing-related roles: • Have a broad vision of the downtown —

The HOCRC is the only body that does not have a specific constituency but represents all Lethbridgians’ interest in the downtown. It is able to play a neutral role in determining the activities and directions of the downtown.

• Setting a direction for the overall marketing of the downtown. • Undertakes long term marketing

planning • Leads the yearly assessment of the

marketing outcomes • Advise the City and region on

planned changes to the downtown and its marketing.

• Coordinates the efforts of the organizational partners, along with its own marketing efforts (i.e. this strategy), to promote the downtown and its events and activities.

• First Friday (see section 4C for a description) — The HOCRC is the main instigator of the monthly event that brings together all the stakeholders.

I

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More specifically, • The HOCRC marketing committee

• Oversee the development of the core messages and the “Ask”

• Identify marketing opportunities • Advise the marketing

coordinator/manager (see below) • The HOCRC chair

• Primary media spokesperson for the marketing strategy

We also suggest the following roles: • Lethbridge city council and staff

• Support work of the HCRC through staff and budget and, equally important, attendance at events

• Economic Development Lethbridge • Manage marketer’s contract • Provide space and equipment for

marketer 2. Marketing contract position While the HOCRC is responsible for the implementation of the strategy as a whole, we recommend that a coordinator or manager be hired by HOCRC to manage the actual marketing activities with a specific focus on the First Friday event (see section 4C) to be launched in the initial year of operation. Job description We recommend a full-time contract position for a period of one year, renewable upon performance and results. The major requirement of the job is to manage the overall roll-out of the marketing strategy as described in this document. Specific components of this overall responsibility are outlined below:

• Liaise regularly with the key downtown stakeholder organizations: act as the lead operational contact with partnering organizations, sponsors and marketing partners such as the BRZ, downtown institutions, other stakeholders, media, and the public

• Identify, retain and manage the third-party providers of goods and services required to implement the strategy

• Manage the budget allocated to the plan implementation

• With the HOCRC, EDL and the downtown stakeholders, develop performance evaluation criteria and targets, as well as a plan to collect such data as is required by this measurement process

• Report progress regularly to HOCRC, EDL and the downtown stakeholders

Qualifications The ideal candidate will have the following skills and characteristics: • At least five years’ relevant managerial

experience • Exceptional organization,

communications and facilitation skills • Persuasive and personable • Media experience • Familiarity with downtown revitalization

theory and practice • Familiarity with not-for-profit and

volunteer organizations • Currently a Lethbridge resident (or

willing to become one) with a good familiarity with the community and the downtown

Reporting relationships This is a contract position that is ultimately accountable to the HOCSC. The day-to-day reporting relationship would be to city staff.

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Administratively, the position would be housed with EDL. Remuneration Depending upon qualifications and experience, the anticipated salary and benefits compensation for this position would be in the $40,000–$60,000 range. Associated office costs (computer, office

supplies, telephone, etc.) would be on the order of $5,000 to $10,000. The out-of-pocket cost of implementing the strategy is to be determined and will depend on the amount of in-kind assistance available from partnering organizations, the re-use of existing marketing materials, production deals, and the timing of the roll-out.

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Section 4C — Implementation recommendation

Building traffic

s noted earlier, an important aim of the marketing strategy is to encourage increased use of the downtown by residents and visitors. To build traffic we

recommend a special events-based marketing strategy. Such an approach will help turn downtown into the community’s “family room,” create a branding strategy that focuses on culture and the special feeling of downtown, and increase the profile of downtown in the minds of potential audiences. This section examines more closely these traffic-building considerations. It ends with a series of “frequently asked questions” (FAQs) that the HOCRC may face in terms of implementing this marketing strategy. 1. Rhythm of the marketing The marketing strategy has four main components. These are: • Signature event(s) — These major

events define the downtown, are media-friendly and important, and can create desire on the part of downtown stakeholder organizations to participate. These events are aimed at the wider trading area and have the following goals:

• To create an underlying image of the downtown as exciting, interesting, and active

• To cause audiences to consider downtown to be their first choice for leisure and destination shopping rather than an after-thought

• To create awareness and interest by stakeholders in the downtown’s activities, and ultimately to change their behaviour so that they actually take part in them

• To organize the stakeholders around common cause for improvements in the downtown

• Secondary events and activities —

These events are aimed at a narrower trading area and audience (such as office workers) and are part of the regular downtown programming. A secondary event (or commemoration such as Remembrance Day) could in time become a signature event. The goals of the secondary events are: • To extend the stay of visitors to the

downtown (e.g., staying in the downtown after finishing their course at the community arts centre)

• To encourage existing downtown users (e.g., office workers) to make purchases in the downtown

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• To divert users into the traditional downtown after their visits to Park Place, Galt Gardens, and the community arts centre

• Reminder-based marketing activities

— These regular, ongoing marketing activities create the steady “hum” so that audiences are aware of the downtown’s assets as well as it services and products. • To avoid “out-of-sight, out-of-mind”

thinking by potential users

• Internal communications programme — This addresses the need to involve and excite the many downtown stakeholders and to ensure that they are on board and working towards a common direction.

The exhibit below shows the goals, examples, audiences, and timing of the components. Further details follow below.

Exhibit 8

Four-part marketing strategy Strategy Examples Audiences Timing “Signature” special event

• First Friday • Doors Open

• Extended trading area • Stakeholder groups • Cultural community

• Once a month beginning in the Spring of 2012

Secondary events • Farmers’ Market • Commemorations • Buskers

• Lethbridge residents • University and college

students

• Not on the First Friday

• Weekly in the high season

Reminder-based marketing activities

• Couponing • Signage • Calendar of events

• Office workers • Users of community

arts centre

• Ongoing

Internal communications

• HOCRC chair speaking tour

• Newsletter

• Event organizers • Cultural organizations

• Begin immediately ongoing

2. Signature event Given the marketing needs of the downtown for an event that both draws an audience as well as focuses the efforts of stakeholders, we recommend launching a regular “First Friday” event. Seen now in many communities across Canada, "First Fridays" are a recurring event in which a mix of community events is held

on the first Friday of every month.4

4 See: http://en.wikipedia.org/wiki/

First_Friday_(public_event)

. While the main focus elsewhere has been on cultural events such as gallery and museum exhibit openings, performances, shows, and concerts, First Fridays can benefit all downtown stakeholders. Numerous supporting activities can take advantage of the cultural events, including block parties and social gatherings, awards shows, retail and service sales, foodservice specials. The

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number and type of events and participants are virtually endless. Other considerations: • From Lethbridge’s point-of-view, First

Fridays can act as a focal point for the efforts of the downtown’s stakeholders and can act as a catalyst to the increased use of the downtown by residents. The theme of the First Friday or the focus of each event can be slight different as long as the event is centred in the downtown. One or more events can be the headliner (to be determined by an organizing committee). For the downtown, First Friday events can help create the image of the area as an exciting and interesting place to be.

• The participants in First Fridays are

typically organizations such as the BRZ, arts groups, community groups (such as the 4-H), cultural attractions, and social organizations. For the purposes of marketing the downtown, the most important criteria for the participants’ involvement is that their event or activity be held downtown.

• An organizing committee made up of

stakeholder organizations, the city EDC, BRZ, and tourism industry representatives sets the direction of the event and plans the yearly schedule. The day-to-day organizing work will require a manager (see section 4B-2) and perhaps additional staff over time as the event grows. We do not recommend that an existing organization such as the BRZ or a particular arts or culture group manage the event since the event affects a much larger constituency than that of any particular group.

• The very soonest we could get the first

one up and running is March or April, if the community is supportive and willing to be involved. However, the first few First Fridays need to show organizers, participating (and potential) organizations, the media, and attendees that the event is a worthwhile and valuable community asset. We also need a few months to ramp up the event so that it can be carried through the darker autumn and winter months, by which time audiences hopefully come to expect and excitedly anticipate the next month’s First Friday. Putting all this together would suggest the very first First Fridays would be on Friday, June 1, 2012.

• Many communities have 9-10 First

Fridays a year. January is sometimes skipped because the first Friday of the month is so close to New Year’s Day. For some communities, other months (such as December, July, and August) may already be chock-full with events though the First Friday may repackage these events so that all events benefit from stronger joint promotion. The advantage of holding an event each month is that people come to anticipate the event and attending becomes part of their habit. There is no guessing on their part as to whether any particular month has one. Since each First Friday is an amalgam of different events, no one organization is responsible for being the primary attraction for every First Friday. On the other hand, each First Friday can be an intense organizing challenge; especially the first few as partnering organizations and the organizing committee find their sea legs. On balance, assuming the

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organizers are able, we suggest holding the event monthly, with possible exceptions in December and January.

• We might consider a “soft launch” for

the initial First Friday so as to test the organizing of it and to use the first as a “sales” tool for a larger second event. This is similar to new restaurants and retailers when they test systems without the risk associated with a full-blown opening.

• The following are examples of other First

Friday events:

• Winnipeg Exchange District — www.firstfridayswinnipeg.org

• Robert McLaughlin Gallery, Oshawa, ON — www.rmg.on.ca/First-Fridays.php

• Ithaca, NY — www.gallerynightithaca.com

• Phoenix, AZ — www.phoenix.about.com/cs/enter/a/firstfriday.htm

• Toronto, ON — www.firstfridays.ca 3. Secondary events and activities The secondary events are aimed at residents within the city limits (see section 3C regarding target audiences) and are part of living in the community (the “family room” aspect of the branding). One way of thinking about these secondary events is the media coverage likely for them and whether there would be interest by national sponsors. These secondary events are likely

less attractive to sponsors and the media than the signature events. Examples of secondary events include: • Memorials, such as Remembrance Day • Street fairs and parades such as the

Santa Parade • Farmers’ market • Sales-related events (e.g., Midnight

sales) The secondary events might also include traveling street shows such as travelling antique, book, and art shows put on by private promoters or arts and crafts councils (i.e., the Alberta craft-show circuit). These latter types of shows often make their arrangements through business associations or chambers of commerce. 4. Reminder-based marketing activities Reminder-based marketing is just like it sounds. It’s how we ensure that the downtown is continuously front and centre in the minds of audiences, eventually crowding out the competition when audiences make buying decisions. The marketing activities do not always have to be large-scale and highly visible. More importantly, the reminders should be regular and have meaningful offers (for instance, a discount coupon). Exhibit 9 below shows the goals for each specific target audience noted in section 3C above, the challenges to overcome, and possible tactics. The actual promotions will be determined by the marketing committee and manager.

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Exhibit 9

Important target audiences and marketing considerations Target audience Marketing considerations Office workers

• Goal • Get downtown office worker into the street during the day after work • Make purchases in the downtown instead of nearer to home

• Challenges • Parking lots are either under or adjacent to the office buildings so that

workers generally do not have to cross downtown to get to their cars • Bus routes are at edge of the downtown • Convenience goods are typically closer to home

• Possible tactics • Ensure they are aware of activities and events occurring • Encourage corporate participation/sponsorship of First Friday events • Shopping cards, coffee cards, lunch cards, sampling, • Street events centred on food such outdoor vendors and lunch time music • Create monthly or bi-weekly events during the warmer weather to get

market used to a new pattern • Retailers and foodservices key their own promotions to the outdoor events • The farmers’ market may institute a stronger fast food component to attract

office workers Community arts centre users

• Goal • Move users into the downtown after their visit to the centre

• Challenges • Need to create a new shopping pattern for users who may not be aware of

the downtown’s assets • Possible tactics

• Coupon/incentive package as part of their programme package • For Conservatory users: aim promotion at parents, for lunch and snacks after

lessons Users of cultural facilities and events and entertainment and foodservice

• Goal • Extend users stay in the downtown

• Challenges • Parking is perceived to be lacking

• Possible tactics • Dinner and a show packages • After show coffee and dessert promotions

Visitors to Park Place

• Goal • Move them to the traditional downtown after visiting Park Place

• Challenges • Parking is at entrance way which is at the “back” of the building • Galt Gardens is between Park Place and traditional downtown

• Possible tactics • Coffee and foodservice • Habit through First Friday • Farmers’ Market and other secondary events

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5. Internal communications programme The next section (4D) outlines different activities to encourage the different attractions, institutions, event organizers, and other downtown stakeholders to come on board and work in a common direction. 6. Building traffic FAQ Q1. How many events, campaigns, and

promotions can the downtown handle before we burn out the organizers (and the audiences)?

A1. One or two a month, though each month will likely have a different focus and therefore a different instigator and main organizer. Notwithstanding that, the size of the community and need to involve the BRZ, cultural institutions, and city staff will limit the total number of events that can be delivered. We expect that large events will in turn act as a catalyst for other smaller events that are run by the private sector and individual organizations.

Q2. Does it always have to be a BRZ-led

sales-related event, or can it have a non-sales orientation that drives non-sales traffic?

A2. We expect that the non-sales events will have the most pull for the downtown, especially as we are aiming at a “family room” atmosphere where users come to the downtown for numerous reasons in addition to shopping. On the other hand, we fully expect that the non-sales events will generate additional sales and that

downtown merchants and services will take advantage of the signature events.

Q3. Does it matter whether opening and

closing hours are uniform? A3. We should leave this to market forces

and the good sense of the individual business owners who, if downtown traffic picks up, will see the benefits of longer hours (which in itself will make the hours more uniform). In any event, if this emerges as a key issue and opportunity, we expect that the BRZ would play a major role in encouraging its adoption among businesses.

Q4, Do we need a “shoppers’ charter” that

promises uniform-ish return policies, complaint-resolution systems, and layaway policies?

A4. Like uniform hours, we expect that this too will evolve as the downtown traffic increases and businesses find themselves in stiffer competition with the chain stores (which have versions of a “shoppers’ charter.” Again, the BRZ would play the part of the primary agency in encouraging these practices.

Q5. Is parking a problem? A5. It’s a bit counter-intuitive, but if parking

becomes a challenge for users it’s because the downtown has become a desirable destination. The objective should be to get more people out of their cars, once they have parked, to walk rather than drive between the various stores, restaurants, and services.

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Section 4D — Implementation recommendation

Marketing tools and activities

e have four types of marketing-related tools and activities that will be needed to support the traffic building directions

shown in section 4C. These are: • Marketing infrastructure — These are

the basic “toolkit” of processes and tools needed to undertake the marketing activities. Examples of these are contact lists, the setup of social media vehicles, and collateral material.

• Pre-launch and launch activities — Using the initial First Friday as the launch event, these are the activities that must be completed to launch that event

• Ongoing marketing activities — These are the bread and butter of the marketing and are the activities that are

the day-to-day communications with the target audiences

• Internal communications — This is very specifically directed at the HOCRC board members, partnering organizations, and other stakeholders with a role in the downtown’s marketing

Please note that we have focused on the essential tools and activities and have ignored the less important “nice-to-do” activities. Our suggestions are subject to change as circumstances and resources fluctuate and the HOCRC becomes more familiar with the marketing process. The marketing manager will be responsible for developing an annual plan that outlines the year’s activities. 1. Marketing infrastructure This is the basic set of tools that should be put in place to support all future campaigns.

Exhibit 10

Marketing infrastructure Tools and activities Description Timing Responsible

1. Media information kits

• Backgrounder — Information about the downtown, the HOCRC plan, and how downtown positively affects the community’s financial, cultural, and societal health.

• Information sheet(s) about the HOCRC • Media release forms

As needed Marketing manager

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Tools and activities Description Timing Responsible

2. Collateral material and promotional items

• Paper and electronic brochure about downtown and the HOCRC

• Stationery • Signs • Promotional items (to be determined)

Immediate Marketing manager

3. Contact lists

• Assemble and maintain the following contact lists • Calendar of events editors • Hospitality, accommodations front desk • Media contact • Other facilitators • Social conveners and event organizers • Web directory, bulletin boards, blogs,

Facebook pages • Organizational newsletters

• The contact must be a name of an actual person and not generic titles in an organization.

• This is an ongoing activity to ensure contact information is correct. The list will grow slowly over time as contacts self-identify.

• All contact lists should be “aged” or updated each year and as new contact information is received.

Immediate and ongoing maintenance

Marketing manager

4. Third-party social networks contact list

• Community, heritage, arts, university and college, and cultural related blogs, Twitter, Facebook networks

• Monitor and participate in third-party social networks to convey downtown messages

April and ongoing maintenance

Marketing manager

5. Social media sites including Facebook, Twitter, and blog

• The FB page immediately to be used as a schedule of events listing, as contest page, and to develop a dialogue with downtown enthusiasts.

• The HOCRC should also be a friend on other networks which are interested in downtown, local entertainment, heritage, and culture.

• “Friend” (network) with BRZ and other local FBs. • Twitter next for First Fridays using the

experience and contact list of the FB. Use more resources week before and during each First Friday.

• Blog for specific topic such as heritage or entertainment.

Immediate and ongoing

Marketing manager

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Tools and activities Description Timing Responsible

6. First Friday website

• A new and separate site • The look, feel, tone, and ease-of-use of the

website must match the tone of the messages that the HOCRC conveys to its audiences.

• The primary target of the website is firstly downtown users and VFRs. The secondary audience are supporting organizations and potential investors.

• The website must be easily maintained by the marketing manager who we assume will continue to update the web monthly

• Interactivity is probably less important than good solid relevant information, updated often. (The social networks will take care of the interactive part.)

Immediate and ongoing web

Marketing manager

2. Pre-launch and launch activities (based on initial First Friday) The following activities as well as those that follow as part of the ongoing marketing and

the internal marketing make use of the infrastructure above.

Exhibit 11

Pre-launch and launch activities Tools and activities Description Timing Responsible

7. Chair face-to-face meeting with organizational partners and community groups

• Part of the selling of the First Friday to convince organizations to get involved, volunteer time and their own communications vehicles, and schedule their events for First Friday

• Obtain invitation as lunch time or meeting speaker

Immediately and yearly

Chair

8. Yearly schedule of First Friday

• Prepare schedule of First Friday themes, events, and headline events

• Part of the annual marketing planning process

Immediate and yearly

HOCRC

9. Collateral material and promotional items

• Paper and electronic brochure about First Friday event

• Signs • Promotional items (to be determined)

May Marketing manager

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Tools and activities Description Timing Responsible

10. Promotional programme

• To be determined by marketing manager but will likely include: • Out-of-home (window posters, leaflets,

directional signs, banners) • Banners • Radio ads • Print ads • Facebook (every couple of hours just before

event launch and during event itself) • Twitter (every hour or more frequent just

before event launch and during) • Web update • Publicity stunts and/or photo opportunities

April Marketing manager

11. Email blast

• Different email messages are needed for each of type of recipient. • Media — Aimed at getting early and same day

coverage and radio remotes • Social conveners and event organizers — Get

them to bring their members to the First Friday

• Partnering organizations — Get them to use their own communications vehicles to get their member to go to event

Starting April

Marketing manager

3. Ongoing marketing activities In addition to the activities that are initiated as part of the infrastructure and the First

Friday launch, the HOCRC should also undertake the following as part of their regular communications.

Exhibit 12

Ongoing marketing activities Tools and activities Description Timing Responsible

12. Community group presentations by Chair

• This includes service clubs, cultural organizations, business groups (e.g. the Chamber), and other downtown stakeholders and potential users.

As needed Chair

13. Local calendar of events editors

• Includes • Traditional media • “Friended” social networks • Social conveners • Partnering organizations

Ongoing Marketing manager

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Tools and activities Description Timing Responsible

14. Web and social media maintenance

• Ensure regular update to ensure that the sites do not become stale. • Website — monthly • Twitter — Weekly, more frequent near to

each First Friday • Blog — Weekly, more frequent near to each

First Friday • Wikipedia

Ongoing Marketing manager

15. Ongoing communications with 3rd party communicators and marketers

• Maintain communications with third-party editors of newsletter, blogs, Twitter, and Facebook owners. Frequency increases near each First Friday.

Ongoing Marketing manager

16. Yearly promotional plan

• Set out the events and related costs • Involve the stakeholder organizations (those who

are part of First Friday and those we wish to be part) in the planning

Fall HOCRC

4. Internal communications This is marketing of a different sort and is really networking and communications directed at keeping participating organizations, city departments, and elected

officials interested and informed of the downtown events and marketing activities. It is a way to create buy-in to the marketing programme through informed stakeholders.

Exhibit 13

Internal communications Tools and activities Description Timing Responsible

17. Internal email newsletter

• “This month downtown.” • To maintain dialogue

Monthly Marketing manager

18. Participants’ section of the First Friday website or (closed) group Facebook page

• Major topics: • Latest internal and external news • New provincial government programmes and

policies • Tips for fundraising, partnerships, and

sponsorships • Calendar of events • Forms • City permitting information

Ongoing Marketing manager and “friends”

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Tools and activities Description Timing Responsible

19. Chair’s personal letter to chairs of existing and potential participating organizations

• Used to rally troops, state HOCRC’s plans for the marketing of the downtown to excite the troops, and to ensure that there is a single source of major messages

Once a year Chair

20. Awards programme

• Appreciation events to thank stakeholders and partner organizations for supporting the marketing of the downtown. Part of buy-in, relationship building, and volunteer recruitment.

February Chair

21. Annual report of the state of the downtown

• Audience is city council, stakeholders, and partnering organizations

• Tone should be celebratory • Printed and electronic version for website and

email blast • Should be accompanied by a Chair’s speaking tour

Fall HOCRC

5. Implementation challenges Please note that the implementation of the marketing strategy needs to take the following into account: • We noted earlier the various roles

accorded to different members of the HOCRC “family”. Notwithstanding that, the majority of activities will still require staff time. We note that the marketing workload in the first 6-8 months will be very heavy and staff and the “family” will need to find a way to fit the marketing work into their regular routine.

• Many of the activities initiated such as the First Friday will require some attention until the HOCRC is familiar with

its organization and procedures. One should expect to see hiccups in this first stage.

• There are a large number of activities so there may be some inclination to cherry pick activities. We would discourage the HOCRC from doing this as the different activities hinge one-on-the-other. It would be better to spread the activities out over a longer period than to abandon large numbers of activities. Notwithstanding that, the reader is reminded that the basic timing of activities is keyed to the initial First Friday with the crescendo just prior to and during the event.

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Section 5 — Implementation recommendation

Sequence of events

his section brings together the various activities and tasks that should be attempted in the next several years as Lethbridge downtown rolls out its marketing strategy.

Exhibit 13 below shows the main steps needed to implement the strategy. Please

note that the timing will hinge on the ability of the HOCRC to hire on a marketer to take the organizing lead. The critical milestone is the initial First Friday. We propose a June 2012 event (this is subject to other existing events that may conflict with this timing though it is entirely possible for the First Friday to be the overarching promotion that incorporates the existing event).

Exhibit 13

Sequence of events (MC=HOCRC marketing committee; HOCRC=whole committee; MM=marketing manager)

Step Leader Timing Approvals Present marketing strategy to HOCRC MC January 2012 “Governance” Identify marketing management committee(s) including a special events committee

HOCRC February

Set up First Friday organizing committee HOCRC February Internal communications HOCRC briefs mayor, council, senior management HOCRC March HOCRC briefs BRZ, cultural attractions boards, cultural events HOCRC March HOCRC talking tour or stakeholder organizations (especially those that we want involved in the First Friday)

HOCRC April

Information package MM May Internal web MM June Internal schedule of events MM June Marketing infrastructure Hire marketer HOCRC Feb Begin building infrastructure MM March

T

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Step Leader Timing First Friday (assuming June 2012) Sell concept of First Friday to stakeholder organizations HOCRC March Identify theme of event HOCRC March Find sponsors and marketing partners MM March Notify media (interviews and backgrounders) MM May Promotional programme MM May Year 2/3 — Continue year 1 activities plus: Newsletter HOCRC Quarterly

starting May Annual Report HOCRC Spring 2012

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Appendix A

Analysis of the role of downtown

n order to prepare a marketing strategy, we must have a stronger idea of the makeup of the “product”. In this case, we need a consensus about the current and particularly future role of the downtown. This

then affects the branding, messaging, priority of target audiences, and the

methods we use to increase usage of the downtown. The following analysis examines a variety of roles or functions that downtown Lethbridge does or could play in the community. The roles or functions of the downtown that are examined are shown below in exhibit A1.

Exhibit A1

Roles and functions of the downtown Role Function Retail A. Convenience goods

B. Comparison goods C. Specialty or “destination” goods

Service D. Convenience services E. Comparison services F. Destination services

Arts/Culture/Entertainment G. Performing and visual arts entertainment activities H. Festivals, special events and activities I. Interpretation of heritage in context of city and region

Culinary J. Fine dining restaurant opportunities K. Bars and pubs L. Family restaurants M. Fast food N. “Coffee culture”

Civic O. City hall focus P. Municipal celebrations

Residential Q. Seniors’ housing R. Singles/young couples S. Family housing

Educational T. University of Lethbridge U. Lethbridge College

I

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Role Function Economic Development V. Incubator location for new businesses

W. Meeting/convention location Accommodation X. Major and branded hotels

Y. Small-scale and specialty hotels Parks, Recreation and Green space

Z. Parks and green space provision

For each role and function, exhibit 2 show examples of the sorts of specific stores, functions, or activities that would be implied in each role; outline the target markets (in very broad terms) that might be attracted to the downtown under each role; discuss the current or present role or position of the

downtown in each of these roles; and finally, present the desired future role of the downtown in each of these areas. (Future roles have been ascertained through review of various background documents such as the HOCRC plan and the various interviews and workshops undertaken.)

Exhibit A2

Possible future roles of the downtown Product type Examples Target markets Current downtown

role/position Desired or expected future downtown role/position

Retail A. Convenience goods

• Groceries, newspapers and magazines, dollar stores

• Residents right in the downtown

• Workers in the downtown

• Quite weak • Somewhat stronger, to support increased residential population and greater downtown-based workforce, but this will never be a major focus for the downtown

B. Comparison goods

• Clothing, shoes • Entire trading area • Relatively weak • In direct

completion with other precincts for some products, especially price sensitive goods. Need multiple stores for some products (i.e. agglomeration economies)

• Continuing weak • Not a strategic

position for the downtown to compete with malls/big boxes/Calgary

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Product type Examples Target markets Current downtown role/position

Desired or expected future downtown role/position

C. Specialty or “destination” goods

• Commercial art galleries, antique shops

• Entire trading area • Tourist market

• Moderate • Stronger • Greater role for

the downtown as a cultural precinct will imply a greater role as a place for unique and handcrafted specialty goods

Services D. Convenience services

• Barbers, banking

• Residents right in the downtown

• Residents in the zone immediately adjacent to the downtown

• Workers in the downtown

• Moderate • Some, to support growing residential population and greater downtown-based workforce

E. Comparison services

• Lawyers, accountants, doctors, dentists

• All Lethbridge residents

• Moderate • Ability,

knowledge and customer service more important than price though price still important. Can be a downtown strength.

• Stronger • Increase

positioning of downtown as a services centre in support of augmented roles in other areas (residential, employment centre)

F. Destination services

• Provincial and federal government services, specialty medical services

• Entire trading area • Moderate • As above

Arts/culture/entertainment G. Performing and visual arts entertainment activities

• Museum, public art gallery, performing arts, nightclubs

• Entire trading area • Tourists and

visitors

• Strong • Stronger • To become the

dominant focal point in the city for arts and cultural activities — the “cultural precinct”

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Product type Examples Target markets Current downtown role/position

Desired or expected future downtown role/position

H. Festivals, special events and activities

• Farmers’ market

• “First Friday” events

• BRZ events • Art Walk,

JazzFest • Banquet hall

• Entire trading area • Tourists and

visitors

• Strong (BRZ plays strong role)

• Stronger • To host more

activities and events that support the other identified roles for the downtown

I. Heritage • Museums and historic sites

• Interpretive signs and plaques

• Walking tours, interpretive programmes

• Entire trading area • Tourists and

visitors

• Galt museum located downtown

• Some plaques and historical interpretation

• Gives the downtown a distinction from other shopping precincts and serves as the main visual branding asset

Culinary J. Fine dining, innovative, ethnic

• Ethnic cuisine • Fusion cuisine • Organic and

“100-mile” restaurants

• Vegetarian restaurants

• Entire trading area • Tourist market

• Relatively strong • Focal point in the city for fine dining and innovative cuisine

K. Bars and pubs

• Drinking establishments

• Residents right in the downtown

• Residents in the zone immediately adjacent to the downtown

• Workers in the downtown

• Students at the College and the University

• Tourists and visitors

• Moderate • Moderate to strong

• Downtown will need a certain base of bars and pubs to support residents, students, downtown, workers and visitors

55

Product type Examples Target markets Current downtown role/position

Desired or expected future downtown role/position

L. Family dining restaurants

• One-off owner-operator

• Chains and franchises (e.g. White spot)

• Residents right in the downtown

• Residents in the zone immediately adjacent to the downtown

• Workers in the downtown

• Tourists (families) • Users of cultural

facilities and downtown celebrations

• Weak • Continuing fairly weak in short term

• Moderate in middle term

• Possibly more to support residential role

M. Fast food • Chains and franchises

• Residents right in the downtown

• Residents in the zone immediately adjacent to the downtown

• Workers in the downtown

• Tourists (families) • Users of cultural

facilities and downtown celebrations

• Weak • Continuing fairly weak

• Fast food restaurants not encouraged

• Possibly some more family restaurants to support residential role

N. Coffee “culture”

• One-off owner-operator

• Chains and franchises

• Residents right in the downtown

• Residents in the zone immediately adjacent to the downtown

• Workers in the downtown

• Tourists (families)

• Strong • Continue to grow

Civic O. Government (politicians and bureaucracy.

• Council chambers

• Municipal offices

• All residents • Dominant focal point

• Will continue as dominant focal point

P. Municipal celebrations and observances

• July 1st, Christmas, New Years

• Lethbridge residents

• Tourist visitors

• Not the focal point

• Become the focal point for most municipal celebrations

56

Product type Examples Target markets Current downtown role/position

Desired or expected future downtown role/position

Residential Q. Seniors housing

• Retirement residences

• Longer-term care facilities

• Affluent seniors within the entire trading area

• Strong • Continue to be a welcoming and safe location for seniors, but diversify residential base downtown to other demographic household types

R. Singles/young couples

• Upper-floor residential development

• Condo development

• Singles and young couples who prefer the excitement and vibrancy of living downtown

• Virtually none • Become a desirable location of choice for young singles and couples

• Students subject to additional transportation

• Some convenience retail to support this residential population will be required

S. Family housing

• Condo development

• Townhouses

• Families with children

• Virtually none • Larger role: develop more family housing in or near to the downtown

Educational T. University of Lethbridge

— • Students • Faculty • Continuing

education (youngsters and their parents)

• Some: U of L owns a vacant building downtown, and will participate in Community Arts Centre (Conservatory)

• No large increase in number of students attending classes in foreseeable future

• Potentially large number of new users drawn to continuing education courses

U. Lethbridge College

— • As above • None • Uncertain

57

Product type Examples Target markets Current downtown role/position

Desired or expected future downtown role/position

Economic development V. Incubator facilities for new retail/service/arts businesses

• Business incubator function exists elsewhere in downtowns (formally or informally), taking advantage of available space, lower rents, and proximity to services

• Artist live-work studios

• Entrepreneurs • The “creative

class”

• None (or if so, role of the downtown in this regard is not well recognized)

• Possible stronger role for the downtown in this area (to be determined)

• Second storey residents may be suitable for artist work/live space as a possible outcrop of UoL’s presence

W. Conventions/ meetings role

• Convention centre and hotels

•

• Corporate sector within trading area

• Meeting/event planners

• Organizations and associations

• None at present • None envisaged in future

Accommodation X. Major and branded hotels

• Major hotel chains (budget to upscale)

• Tourists and visitors, including business travelers

• Some in downtown

• Continuing role in future

Y. Small-scale and specialty hotels

• Bed and breakfasts (B and Bs)

• Primarily leisure tourists

• Some on periphery of downtown

• Continuing moderate present role; greater range and variety in future

Parks, Recreation, Green space Z. Parks, plazas and promenades

• Downtown parks and parkettes

• Major promenades and boulevards

• Walking and biking trails through the downtown

• Sport venues and activities

• Users of, and visitors, to the downtown

• Entire trading area • Tourists

• Galt park a major facility and public asset

• Increased beautification and utilization of Galt park

• Additional plazas and promenades envisaged in HOCRC plan

• Visitors extend stay downtown for shopping, and dining

58

For More Information:

Glen LooThe St. Clements Group Inc.99 Crown’s Lane, First Floor

Toronto, Ontario Canada M5R 3P4Telephone: 416.322.9626 Facsimile: 416.515.1255

E-mail: gloo@stclementsgroup.com

www.stclementsgroup.com

Design, Planning and Regulatory Processes Sub-Committee Report Belinda Crowson and Grace Duff

November 24, 2011

The Design, Planning and Regulatory Processes Sub-Committee have started the review of the City Bylaws and their impact on the Heart of Our City. Attached is a listing of the bylaws which are currently under review by the Sub-Committee. It does not appear there are many bylaws which are specific to the Downtown Area. Most apply to the whole City. The Sub-Committee will be reviewing them, sometimes asking for help from others. Any changes or recommendations will be brought to the Committee as a whole. The Sub-Committee is currently focused on the following ones:

• Weed Control Bylaw 3595 – not current with provincial legislation. Comments gathered from Nature Centre and passed on to Regulatory Services

• Minimum Property Standards – new one being passed November 28, 2011 with #3348 being rescinded. Will review after it has passed

• Business License Bylaw 5658 – will be reviewed by members of the Chamber of Commerce. The City is currently revised the fee structure

• Monument Policy – originally passed in 2005. Satisfactory • Patio Policy – being reviewed by members of the Chamber of Commerce. Comparing it to the

Streets Bylaw 3446 for consistencies. Where there is a discrepancy, the Bylaw is followed • Streets Bylaw 3446 – being reviewed by members of the Chamber of Commerce. • Bicycle Bylaw 3515 – satisfactory in its current form. Once new sidewalks are situated, easy to

allow for change in bicycle flow

Title Bylaw # Last Updated PurposeImpact on Downtown

Area Status

Vandalism Reward 2300 1/12/59

provides a $25.00 reward for information leading to vandalism resolution low Regulatory

Restricting of Eating Establishments 2701 7/4/67 to be closed between 1 - 6 p.m. low RegulatoryMinimum Property Standards 3348 6/28/76 provides standards for properties high Regulatory

rescinded and new bylaw passed November 28, 2011

Streets 3446 12/1/97 use of streets and sidewalks high Transportation

Traffic 3499 11/30/09 parking, traffic lights, parades, banners medium TransportationBicycle 3515 9/22/86 outlines rules for bicycles low Regulatory

Weed Control 3595 3/31/80

designation of restricted, noxious, or nuisance weeds

low Regulatory

Not current with provincial legislation. Have received feedback from Nature Centre and have passed on changes to Regulatory

City Ambulance 4173 5/19/87 rules for ambulances low Fire

Downtown Area Redevelopment Plan 4183 4/5/88

development of buildings and improvement of services for a designated downtown area high Planning

Hours of Retail Shop 4410 1/1/91 have to close 1 day per year low RegulatorySports Stadium Facilities Liquor Sales 4509 3/11/96

authorizes sale and consumption of liquor sales in Yates low Planning

Local Improvements 4544 6/22/92

Cost of a local improvement to be 100% borne by properties subject to the special frontage assessment low Taxation

Downtown BRZ 4770 2/9/09 establishes Downtown BRZ medium PlanningSnow Removal 4865 12/1/97 snow to be removed within 24 hours medium TransportationMuseum and Archives 4890 3/22/04 operation of the museum low Museum

Alarm Systems 5078 11/19/01rules for alarm systems including false alarms low Fire

Development Fees and Charges 5197 1/1/09 permit, subdivision, and sign fees low PlanningDog Control 5235 1/1/06 Dog on Leash none RegulatoryPortable Sign 5240 1/1/12 placement of portable signs medium Planning

Noise 5270 5/17/04limit noise in residential and hospital zone none Regulatory

Graffiti 5529 9/2/08graffiti to be removed from public view upon given 7 days notice low Regulatory

Establishment of Fire and EMS 5542 1/1/10 operation of the fire department low FireBuilding Permit 5624 1/1/11 rules for building permits medium Planning

Unsightly Property 5630 1/25/10

order written if property detrimental to the surrounding area because of its unsightly condition medium Regulatory

Integrated Community Sustainability Plan / Municipal Development Plan 5650 7/5/10 provide a future plan for the City high PlanningParks 5651 6/7/10 outlines rules for Galt Gardens high ParksLicense 5658 1/1/12 rules for business licenses and fees high Regulatory2011 Downtown BRZ Tax 5687 2/22/11 authorizes City to charge BRZ tax low Taxation2011 Downtown BRZ Tax Levy Rate 5691 4/18/11 sets 2011 Downtown BRZ tax rate low Taxation2011 Property Tax 5693 5/2/11 sets tax rates and classifications low TaxationLand Use Bylaw 5700 9/1/11 rules for development permits high PlanningMunicipal Heritage designation

individual bylaws for each of the designated properties low Heritage

Championing, Marketing & Promotion Sub-Committee Terms of Reference Adopted September 14, 2011

1. Purpose

The purpose of the Championing, Marketing & Promotion Sub-Committee is to oversee the development and implementation of a marketing strategy for the downtown district in concert with downtown stakeholders.

2. Composition of the Committee

The Championing, Marketing & Promotion Sub-Committee shall be comprised of no less than 3 Heart of Our City Revitalization Committee (HOC) members and the Downtown Revitalization Manager. The Sub-Committee, at its discretion, may also invite other persons to sit on the Sub-Committee on an ad hoc basis to be of assistance with regard to the various initiatives and projects that they may oversee.

3. Committee Chairman

The Chairman shall be determined by the members of the Sub-Committee.

4. Duties and Responsibilities

a. The Championing, Marketing & Promotion Sub-Committee shall:

• Oversee the development and implementation of a marketing strategy for the downtown district of the City of Lethbridge in concert with downtown stakeholders

• Ensure branding is consistent and cohesive

b. A budget is to be recommended annually and be approved by HOC. Modifications and revisions can be recommended and approved if required

c. The Championing, Marketing & Promotion Sub-Committee may act on behalf of the HOC when requested to do so

5. Meetings

a. The Championing, Marketing & Promotion Sub-Committee shall meet at least two weeks prior to a regularly scheduled HOC meeting to ensure agenda materials for the next HOC meeting are in order

b. The Sub-Committee may schedule any special meetings with 48 hours notice as provided for in the HOC Terms of Reference

c. Between meetings, communications will be virtual in nature, either by conference call or via email

d. It is expected that, each month, members of the Sub-Committee will be spend approximately 3 hours per month on committee work, over and above attending the monthly HOC meetings

Heart of Our City Revitalization Committee

Design, Planning & Regulatory Sub-Committee Terms of Reference

1. Purpose The purpose of Design, Planning & Regulatory Sub-Committee is to assist with HOCRC recommended changes that affect downtown design, planning and regulatory services.

2. Composition of the Committee The Design, Planning & Regulatory Sub-Committee shall be comprised of no less than two (2) HOCRC Committee members, and the Downtown Revitalization Manager. A minimum of three (3) Chamber of Commerce members will be asked to serve in an advisory capacity.

3. Committee Chairman The Chairman shall be determined by the members of the Sub-Committee

4. Duties and Responsibilities a. The Design, Planning & Regulatory Sub-Committee shall :

Assist the City Administration team that is working with an external consultant on

the Public Realm and Transportation Study (PRATS) for Downtown Lethbridge

Assist the City Administration internal team that is updating the Downtown Area Redevelopment Plan (DARP) from 1988

Consider new methods that might streamline and simplify the business permitting and development approval process that will create a more amenable environment for the dynamic and creative nature of Downtown businesses

b. A budget is to be recommended annually and be approved by HOCRC. Modifications and

revisions can be recommended and approved if required.

c. The Design, Planning & Regulatory Sub-Committee may act on behalf of the HOCRC when requested to do so.

5. Meetings

a. The Design, Planning & Regulatory Sub-Committee shall meet monthly at least two (2) weeks prior to a regularly scheduled HOCRC committee meeting to ensure that agenda materials for the next HOCRC meeting are in order.

b. The Sub-Committee may schedule any special meetings with forty-eight (48) hours notice as

provided for in the HOCRC terms of reference

Downtown Life (Events) Sub-Committee Terms of Reference July 8, 2011

Purpose The purpose of the Downtown Life (Events) Sub-Committee is to assist the Heart of Our City Revitalization Committee (HOCRC) in providing event opportunities in the downtown core.

Composition of the Sub-Committee

The Sub-Committee shall be comprised of no less than two (2) HOCRC representatives and the Downtown Revitalization Manager. The Sub-Committee, at its discretion, may also invite other persons to sit on the Sub-Committee on an ad hoc basis to be of assistance with regard to the various initiatives and projects that they may oversee.

Sub-Committee Chairman

The Chairman shall be determined by the members of the Sub-Committee.

Duties and Responsibilities

a. The Downtown Life (Events) Sub-Committee shall advise and inform the HOCRC with issues and priorities arising from the events occurring in the downtown core.

b. The Downtown Life (Events) Sub-Committee shall provide the HOCRC with an events budget recommendation in conjunction with the City of Lethbridge Three Year budget process.

c. The Downtown Life (Events) Sub-Committee shall annually review the Heart of The City Activity Grant program and will recommend modifications as required.

d. The Downtown Life (Events) Sub-Committee will provide monthly reports to the HOCRC

Meetings

The Downtown Life (Events) Sub-Committee shall meet at least twice annually. The Sub-Committee may schedule any special meetings with 48 hours notice.

Enhancement & Functional Works Sub-Committee Terms of Reference Adopted September 14, 2011

1. Purpose

The purpose of the Enhancement and Functional Works Sub-Committee is to assist the Heart of Our City Revitalization Committee (HOC) in overseeing the development and implementation of initiatives and projects that are enhancements to the downtown core and to further assist the HOC with the functional maintenance and upkeep of the downtown core.

2. Composition of the Sub-Committee The Sub-Committee shall be comprised of no less than two (2) HOC representatives and the Downtown Revitalization Manager. The Sub-Committee, at its discretion, may also invite other persons to sit on the Sub-Committee on an ad hoc basis to be of assistance with regard to the various initiatives and projects that they may oversee.

3. Sub-Committee Chairman The Chairman shall be determined by the members of the Sub-Committee.

4. Duties and Responsibilities a. The Enhancement and Functional Works Sub-Committee shall assist City Administration with the

development and implementation of enhancement projects and initiatives as identified by the HOC

b. A budget is to be recommended annually and be approved by HOC. Modifications and revisions can be recommended and approved if required

c. The Enhancement and Functional Works Sub-Committee shall assist City Administration with maintenance and upkeep issues arising from the downtown core in keeping with the HOC and the Master plan

d. The Enhancement and Functional Works Sub-Committee shall: advise and inform the HOC with issues and priorities arising from the enhancement, maintenance and upkeep of the downtown core

5. Meetings

a. The Enhancement and Functional Works Sub-Committee shall meet at least two weeks prior to a regularly scheduled HOC meeting to ensure agenda materials for the next HOC meeting are in order

b. The Sub-Committee may schedule any special meetings with 48 hours notice as provided for in the HOC Terms of Reference

Committee Membership as of October 31, 2011

Governance and Administration • Heart of Our City Revitalization Committee as a Whole

Championing, Marketing and Promotion

• Renae Barlow • Bev Lanz

Design, Planning and Regulatory Processes

• Alderman Carlson • Belinda Crowson • Grace Duff

Downtown Life (Events)

• Suzanne Lint • Mark Bellamy

Functional Works Maintenance and Upkeep (Clean and Safe)

• Mark Bellamy • Ken Nakagama

FOR INFORMATION PURPOSES

Heart of Our City Revitalization Committee Contact Information as of November 29, 2011

PostalLast Name First Name Organization Addresss Code Business Home email

Barlow Renae EDL308 Stafford Dr. S. Lethbridge, AB T1J 2L1 331-0022 renae@chooselethbridge.ca

Bellamy Mark Citizen-at-large1414 Waterton Road S. Lethbridge, AB T1K 4Z7 329-3344 420-8620 mark.bellamy@stantec.com

Carlson Jeff Alderman City of Lethbridge 360-7550 jeff.carlson@lethbridge.caCoffman Jeff Alderman City of Lethbridge 315-9092 jeff.coffman@lethbridge.ca

Connolly Kate Citizen-at-large 627 - 9 Street S. Lethbridge, AB T1J 2L5 329-4568 kate.connolly@uleth.caCrowson Belinda Historical Society 320-4248 belinda.crowson@galtmuseum.com

Dohms Kimberley Citizen-at-large1513 - 9 Avenue S. Lethbridge, AB T1J 1V9 894-4937 kim.dohms@uleth.ca

Duff Grace Lethbridge Chamber

Lethbridge Centre Admin Office #200; 200 - 4 Avenue S. Lethbridge, AB T1J 4C9 327-6211 gduff@shawcable.com

Harvie KenUrban Development Institute

Stranville Group, #260, 719 - 4 Avenue S Lethbridge, AB T1J 0P1 320-8131 315-0408 ken@stranville.com

Lanz Bev Citizen-at-largec/o Peter and Clarke's 506 5 Avenue S. Lethbridge, AB T1J 0T8 329-3200 328-2170 b_lanz@telus.net

Lint Suzanne Allied Arts Council 318 - 7 Street S. Lethbridge, AB T1J 2G2 320-0555 suzanne@artslethbridge.org

Nakagama Ken Downtown BRZ 322 2 Avenue S. Lethbridge, AB T1J 0C1 327-5337 rnc1947@yahoo.ca

AdvisoryGaehring Maureen Community Planning Manager 320-3191 maureen.gaehring@lethbridge.caGreene Jeff City Manager Designate 320-4702 jeff.greene@lethbridge.caKuhl George Downtown Revitalization Manager 320-3926 george.kuhl@lethbridge.caSarsfield David City Clerk's Office 329-7329 david.sarsfield@lethbridge.caSetta Tats Community Planner 320-4745 Tatsuyuki.Setta@lethbridge.ca

Stilson TedManaging Coordinator, DBRZ

c/o Downtown Lethbridge BRZ 310 6 Street S Lethbridge, AB T1J 2C8 327-9002

ted.stilson@downtown.lethbridge.com

Telephone

Committee Membership as of October 31, 2011

Governance and Administration • Heart of Our City Revitalization Committee as a Whole

Championing, Marketing and Promotion

• Renae Barlow • Bev Lanz

Design, Planning and Regulatory Processes

• Alderman Carlson • Belinda Crowson • Grace Duff

Downtown Life (Events)

• Suzanne Lint • Mark Bellamy

Functional Works Maintenance and Upkeep (Clean and Safe)

• Mark Bellamy • Ken Nakagama

FOR INFORMATION PURPOSES

1

CITY OF LETHBRIDGE HEART OF OUR CITY REVITALIZATION COMMITTEE

FINAL TERMS OF REFERENCE (as of September 19, 2011)

1. Name and Type of Committee

a. Heart of Our City Revitalization Committee b. Standing Committee of City Council

2. Statement of Purpose

The purpose of the Heart of Our City Revitalization Committee is to champion the revitalization of Downtown Lethbridge through implementation of the Heart of Our City Master Plan and to provide strategic leadership through the implementation of the Heart of Our City Master Plan.

3. Composition of the Committee

The Committee shall be comprised of representatives based on the pillars listed in the Municipal Development Plan (governance, economic, social, cultural, and environmental) according to the following:

a. City of Lethbridge

i. one (1) City Council representative

ii. one (1) City Council alternate representative

iii. Mayor (as ex-officio)

b. Downtown Lethbridge Business Revitalization Zone - one (1) representative

c. Urban Development Institute – one (1) representative

d. Lethbridge Chamber of Commerce - one (1) representative

e. Economic Development Lethbridge - one (1) representative

f. Lethbridge Historical Society – one (1) representative

g. Allied Arts Council – one (1) representative

h. Citizen at Large – four (4) representatives from the social, cultural, educational, or environmental communities. Consideration will also be given to those who reside in the Downtown Area

4. Term of Appointment

Members of the Committee shall be appointed for two (2) year terms except for City Council and City Administration. Members appointed by City Council are eligible to be appointed for a maximum period of six (6) years. Term length for members appointed by other groups is left at the discretion of the group.

2

5. Chair and Vice-Chair

a. The Chair shall be elected from amongst the membership.

b. The Vice-Chair shall be a member of City Council c. The Chair and Vice-Chair are to be elected annually

6. Sub-Committees The Committee may establish sub-committees to examine, consider, report, and take action, which is consistent with the sub-committee terms of reference.

a. The Chair of any such committee shall be a board member.

b. Members from the community at large may be appointed to committees.

c. Committee meetings may be called at the request of the Chair of the committee.

d. Minutes of all committee meetings will be provided to all Committee members.

7. Duties and Responsibilities

a. The Committee shall have standing to make recommendations on planning and

development matters with respect to downtown revitalization to City Council;

b. The Committee shall monitor planning and development applications and may make representation on planning and development matters with respect to downtown revitalization;

c. The Committee shall undertake and be responsible for:

i. recommendations to City Council on strategic direction and policy to implement the Heart of Our City Master Plan Campaign;

ii. identification of critical success measures that City Council and the community can use to monitor and to evaluate the efficacy of the Heart of Our City Master Plan Campaign;

d. The Committee shall:

i. Prepare and monitor the Downtown Redevelopment Fund budget on an annual basis;

ii. advise on the preparation of business planning related to Downtown Revitalization in alignment with City of Lethbridge budget cycles

e. The Committee shall review the Terms of Reference as needed with any amendments being agreed upon by the Committee and adopted by City Council;

f. The Committee shall submit an annual report to the City Council

3

8. Meetings

a. The committee meetings shall be held monthly.

b. A special committee meeting may be called at the request of the Chair or Vice-Chair with 48 hours notice.

9. Voting

All decisions of the Committee shall be by a simple majority of members present.

10. Quorum

A quorum of the Committee shall consist of five (5) of the voting members. 11. Support Services

The City of Lethbridge shall provide the Committee with administrative and clerical support.

2011 2011 2011 2011Available Originally Additional HOCRC/Council 2012 2013 2014 Budget

FUNDING SOURCES: Budget Approved Approved Ttl Approved Projected Projected Projected TOTALS

Annual Base Budget $500,000 $0 $500,000 $500,000 $500,000 $500,000 $1,500,000Budget Allocated Unexpended $922,175 $214,643 $307,203 $521,846 $181,443 $109,443 $109,443 $400,329

TOTAL FUNDING: $922,175 $714,643 $307,203 $1,021,846 $681,443 $609,443 $609,443 $1,900,329

PROJECT COSTS:

Governance and Administration 130,530 $0 130,530 $130,530 $130,530 $130,530 $391,590

Main Street Program 35,000 $0 35,000 $0 $0 $0 $0Training and Memberships 1,169 $3,831 5,000 $2,500 $2,500 $2,500 $7,500Subotal Administration 166,699 $3,831 170,530 $133,030 $133,030 $133,030 $399,090

Strategic Considerations (Structural Momentum)

Design, Planning and Regulatory Processes PRATS $121,505 $0 $121,505 $0 $0 $0 $0 Process Streamlining $0 $15,000 $15,000 $5,000 $5,000 $5,000 $15,000

Subtotal $121,505 $15,000 $136,505 $5,000 $5,000 $5,000 $15,000

Championing, Marketing and PromotionBranding $7,000 $68,000 $75,000 $70,000 $45,000 $45,000 $160,000Advertising $0 $5,000 $5,000 $0 $0 $0 $0Subtotal $7,000 $73,000 $80,000 $70,000 $45,000.00 $45,000.00 $160,000

Subtotal Strategic Considerations $128,505 $88,000 $216,505 $75,000 $50,000.00 $50,000.00 $175,000

Operational Considerations (Sustaining)

Downtown Life (Events)Bright Lights Festival $0 $5,000 $5,000 $5,000 $5,000 $5,000 $15,000Downtown Events $0 $50,000 $50,000 $45,000 $45,000 $45,000 $135,000Subtotal $0 $55,000 $55,000 $50,000 $50,000 $50,000 $150,000

Enhancement Works$19,249 $30,751 $50,000 $35,000 $35,000 $35,000 $105,000

Historic Plaque Program & Tour $3,350 $3,650 $7,000 $6,913 $6,913 $6,913 $20,739 Landscaping works (Flower Beds, Lot cleanup)

2012 to 2014

FOR DISCUSSION PURPOSES

Heart of Our City Master PlanProjected for 2011 & 2012-14

City Project Administration Support

Building Murals $0 $1,000 $1,000 $1,500 $1,500 $1,500 $5,500Subtotal $22,599 $35,401 58,000$ $43,413 $43,413 $43,413 $130,239

Functional Works Maintenance and Upkeep (Clean and Sa Shelter Clean Sweep Program - Summer $0 $80,000 $80,000 $80,000 $80,000 $80,000 $240,000Snow Clearing $0 $40,000 $40,000 $40,000 $40,000 $40,000 $120,000Sidewalk Cleaning $600 $13,400 $14,000 $14,000 $14,000 $14,000 $42,000Security $27,400 $7,600 $35,000 $30,000 $30,000 $30,000 $90,000Fixtures (bike racks, street signs, gateways,poles etc.) $5,044 $24,956 $30,000 $20,000 $20,000 $20,000 $60,000 Kiosk $0 $15,000 $15,000 $0 $0 $0 $0Decorative Lights - Galt Garden $0 $5,000 $5,000 $7,000 $8,000 $8,000 $23,000Ambassador Program - summer $255 $19,745 $20,000 $20,000 $20,000 $20,000 $60,000Ambassador - winter meter plugging $40,844 -$25,844 $15,000 $15,000 $15,000 $15,000 $45,000Walkway $53,186 $814 $54,000 $0 $0 $0 $0Galt Gardens - Phase 3 - major project $0 $10,000 $10,000 $30,000 $0 $0 $30,000High Speed Wireless $6,739 $0 $6,739 $24,000 $6,000 $6,000 $36,000N34 Mainstreet Program (prov. Replacement ends 2011) $135,860 $0 $135,860 $100,000 $100,000 $100,000 $300,000N66 Shelter and Bench Sanitation $65,700 -$65,700 $0 $0 $0 $0 $0Subtotal $335,628 $124,971 $460,599 $380,000 $333,000.00 $333,000.00 $1,046,000

Subtotal Operational Considerations $358,227 $215,372 $573,599 $473,413 $426,413.00 $426,413.00 $1,326,239 Add 2007 and 8 Projects $61,212 $0 $61,212 $0 $0.00 $0.00 $0

TOTAL BUDGET SUMMARY

Subtotal Council Approved Projects $714,643 $307,203 1,021,846$ 681,443$ $609,443.00 $609,443.00 $1,900,329Contingencies $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Council Approved Projects $0 $714,643 $307,203 $1,021,846 $681,443 $609,443.00 $609,443.00 $1,900,329

Budget Allocated Unexpended $922,175TOTAL $922,175

Budget $1,021,846 $681,443 $609,443 $609,443 $1,900,329Total Costs $1,021,846 $681,443 $609,443 $609,443 $1,900,329

Carried Over to BAU $400,329 $218,886 $109,443 $0 $0

Downtown BAU $0