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Strategic Plan
DOWNTOWN KINGSTON! B.I.A. STRATEGIC PLAN
Revised November 2001 AGM
The Downtown Kingston! Business Association is a Business Improvement Area (B.I.A.) as described in Section 220 of the Municipal Act (Province of
Ontario). It is governed by the Board of Management a Board of the City of
Kingston. All property owners and businesses operating within the Central
Business District of the City of Kingston are members.
GOAL 1 - MARKETING
Implement customer-driven programmes that effectively market Downtown
Kingston!
Implement customer-driven programmes that effectively market Downtown
Kingston!
Objectives:
1. Advertising Programme should offer co-operative advertising opportunities for the membership and promote the whole downtown.
2. Special events should present downtown as the City's activity centre and be integrated with all marketing functions including merchandising.
3. In terms of tourism, the primary objective of Downtown Kingston!
programming should be to attract local citizens and their guests to the downtown. (VFR Market- visiting friends & relatives)
4. Collect marketing information for use by association committees and
members.
5. Develop programmes that help achieve consistent
retail standards.
6. Pursue long-term partnerships and strategic alliances to achieve marketing objectives for the downtown. (i.e. employee groups-CFB Kingston, Hotel Dieu, Empire, etc., tourist attractions, service suppliers i.e. internet service suppliers).
Strategies: Advertising:
1. Develop and maintain an advertising programme that offers both co-operative advertising opportunities for the membership as well as an institutional programme to promote DK! as a whole.
2. Advertising should be professional, have integrity and reflect Downtown
Kingston!'s positioning as the premier business district.
3. Build a consistent look & theme throughout all advertising.
4. Explore new technologies and methods of communicating with those who use the downtown.
5. Consider using external expertise as required on special projects.
6. Thematic advertising should be undertaken to tackle positives and/or
negative perceptions of downtown.
7. Advertising programmes should be reviewed regularly to examine the
effectiveness of its integration with special events.
8. There should be regular assessments of the impact and effectiveness of
advertising programmes.
9. Pursue fresh, strong, and new creative in advertising.
Events:
1. Schedule events in a way that takes into consideration the needs of the
membership and their business cycles, balanced with the practical constraints of presenting events successfully.
2. Employ marketing integration techniques to all appropriate events.
3. Member participation and integration should be encouraged.
4. Events should be planned with clear target markets in mind.
5. Support efforts to develop larger venue downtown (i.e. multi-use facility).
6. Develop seed events, directly or with community groups, to grow the
major events of the future.
7. Pursue advantageous partnerships with arts events (example:Kingston Summer Festival).
8. The appeal of Market Square/Confederation Basin should be used to
advantage.
Tourism:
1. Pursue a program of promotions and community involvement to create local ambassadors who have positive impact on VFR market (in consultation with umbrella plans by KEDCO).
2. Facilitate member education on tourism issues (e.g.: Fair Exchange).
Market Information:
1. Collect and update information by way of surveys, focus groups and other
techniques on a regular basis and disseminate results as appropriate.
2. Conduct regular, systematic reviews of contests, balloting, events,
attendance levels, pedestrian counts, participation levels and cost/benefit analysis.
3. Undertake marketing research of key target groups including township
residents, high- volume or power shoppers, downtown employees, student markets and tourists.
4. Promote training of service staff(s) so they are well informed on, among
other things, product/shopping information, events, DK! programming and tourism information/issues.
5. Examine qualitative information as well as comparative studies with other
communities.
6. Consider use of new technologies to gather and distribute information.
7. Keep downtown members up-to-date on current trends (i.e. bring in expert speakers).
8. Assess emerging trends (such as aging populations, new technology, cashless consumers and Big Box retailers/category killers) and identify their future impact on DK! marketing strategies.
Consistent Retail Standards:
1. Since retailers cannot be forced to honour consistent retail standards, DK!
strategy should be to pursue options where compliance is of real benefit to members.
2. Liaise with Downtown Development to ensure new members are aware of the importance of consistent retail standards.
3. Continue to assist by way of advertising and events to promote hours of
operation, returns policy, display standards and awards etc.
4. Consider focus campaigns (by block or sector, or timing), incentives and
alliances as tools to assist promotion of consistent standards.
5. Build on small successes.
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GOAL 2 - MUNICIPAL LIAISON
Effective liaison between member businesses and City Hall.
Objectives:
1. Two way communications.
2. Downtown Kingston! representatives on appropriate City Hall committees.
3. Positive relationships with City politicians and administrators.
Strategies:
1. "Contact" newsletter distribution
2. Frequent topical timely "Newsflashes"
3. News releases
4. Personal contacts
5. Advertisements
6. Reports to City Council
7. Meetings with Mayor, Administrators, Councillors
8. Delegations to City Council
9. Joint projects and events with City
10. Sponsorship of City events
11. City Clerks office used to circulate Board minutes, and other internal
communications
12. City Human Resources department consulted regarding personnel matters.
13. Formal budget presentation to City Council annually
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GOAL 3 - DOWNTOWN ENVIRONMENT
Ensure downtown is physically attractive and user friendly.
Objectives:
1. A high level of year round maintenance to roadways, sidewalks, street
lamps and benches.
2. Cleanliness
3. Effective garbage removal and litter control.
4. Beautification programmes.
5. High level of Sidewalk Use for commercial and event purposes.
6. An effective transportation system
7. Integrating public transportation, parking systems, motorists, pedestrians, bicyclists.
8. A safe and secure downtown.
Strategies:
1. Assist development of City maintenance and beautification programmes
2. Develop Downtown Kingston! maintenance and beautification programmes
3. Sidewalk snow removal: encourage businesses, and assist the City in both
awareness and enforcement of the Bylaw.
4. Flowers
5. Flags and banners
6. Christmas decorations
7. Public awareness campaigns
8. Awards to businesses
9. Window Display, Outstanding Business
10. Heritage Week
11. Golden Broom
12. Parking marketing plans, maps, signage improvements, stamp programme, etc.
13. Public Transit
14. Work with PUC and the City to develop promotional programmes
15. Development of sidewalk patios
16. Development and regulations of street vending and KIOSK activities
17. Development of street entertainment
18. Security
19. Liaise with the Police, Bylaw enforcement, businesses, and residents
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GOAL 4 - ECONOMIC DEVELOPMENT
Encourage and support economic development initiatives that benefit
Downtown Kingston!
Objectives:
1. Active business recruitment/retention programme.
2. Attractive Mix - including retail, office, service, government,
entertainment, residential, cultural and community uses.
3. Commitment to the City Official Plan and Secondary Central Business
District Plan.
4. Highest use of downtown properties through appropriate development and
redevelopment.
5. Collect marketing information for use by association committees and
members.
6. Develop programs that help achieve consistent retail standards.
Strategies:
1. Recruitment
2. Assess opportunities
3. Liaise with KEDCO, City of Kingston, Chamber of Commerce, property owners, and realtors.
4. Retail survey
5. Market studies
6. Land use database
7. Prospecting
8. Focus on East Ontario independent businesses, secondary are franchises and nationals etc.
9. Leasing agent involvement
10. Trade fairs
11. Partner with other agencies
12. Local developers
13. Short term space utilization
14. Recruitment/retention literature
15. Lure Kit, and Locations, space available information and advice
16. Multi-Use Community Complex
17. Market Square redevelopment
18. Skating rink
19. Confederation Basin
20. Block D
21. Four Blocks
22. Princess Street Garage Project.
23. Retention
24. Training
25. Support groups
26. Referrals to mentor business people/stimulate networking
27. Expanded Welcome Programme; information on garbage pickup, signage bylaws, etc.
Market Information:
1. Collect and update information by way of surveys, focus groups and other
techniques on a regular basis and disseminate results as appropriate.
2. Conduct regular, systematic reviews of contests, balloting, events,
attendance levels, pedestrian counts, participation levels and cost/benefit
analysis.
3. Undertake marketing research of key target groups including township
residents, high- volume or power shoppers, downtown employees, student markets and tourists.
4. Promote training of service staff(s) so they are well informed on, among
other things, product/shopping information, events, DK! programming and tourism information/issues.
5. Examine qualitative information as well as comparative studies with other
communities.
6. Consider use of new technologies to gather and distribute information.
7. Keep downtown members up-to-date on current trends (i.e. bring in expert
speakers).
8. Assess emerging trends (such as aging populations, new technology, cashless consumers and Big Box retailers/category killers) and identify their future impact on DK! marketing strategies.
Consistent Retail Standards:
1. Since retailers cannot be forced to honour consistent retail standards, DK!
strategy should be to pursue options where compliance is of real benefit to
members.
2. Liaise with Downtown Development to ensure new members are aware of the importance of consistent retail standards.
3. Continue to assist by way of advertising and events to promote hours of
operation, returns policy, display standards and awards etc.
4. Consider focus campaigns (by block or sector, or timing), incentives and
alliances as tools to assist promotion of consistent standards.
5. Build on small successes.
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GOAL 5 - ADVOCACY
To be the voice of businesses located in Downtown Kingston! and represent
their interests.
Objectives:
1. To be knowledgeable of the range of concerns and interests of the
membership.
2. To represent the membership at City Hall.
3. To represent the membership to governments, agencies, associations that
deal with provincial level and federal level issues.
Strategies:
1. Regular formal and informal surveys of member attitudes.
2. Memberships - International Downtowns Association
3. International Festivals and Events Association
4. Festivals and Events Ontario
5. Retail Council of Canada
6. Economic Development Council of Ontario/Economic Developers Assoc. of
Canada
7. Liaise with other local business organizations, i.e. Chamber, and KEDCO regarding issues of mutual interest.
8. Monitor business communications, i.e. Downtown Idea Exchange, Downtown
9. Promotional Reporter, Globe and Mail.
10. Read City Council and committees agendas and minutes.
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GOAL 6 - ORGANIZATIONAL
To operate a professional and credible member-driven association.
Objectives:
1. Provide effective staffing for Board and Committees.
2. Public relations and profile.
3. Represent Downtown Kingston! to appropriate local, provincial and
federal, public and private agencies.
4. Financial management and reporting.
5. Policy development.
6. Planning.
7. Visible, accessible office.
Strategies:
1. General meetings
2. Spring and Annual
3. Open house (office)
4. Liaise with community groups-including Ontario Street Committee, ratepayers associations, Vision Kingston, Kingston 2000, Volunteer Bureau, etc.
5. Regular personnel performance reviews
6. Continuous improvement programmes-"Nil Stultius Quam Priore Anno"
7. Board member and volunteer training and orientation
8. Professional development programs for staff.
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