brussels plan

Ami Schimanski

Social Enterprise Intern, 2013

Brussels is a small rural community located in the township of Huron East. It is a small town rich in historical architecture, landmarks, and events. Within recent years there has been a push to improve Brussels for the future, while still holding onto its history.

1.0 Vision

“Shaping our future - Remembering the Past”

1.1 ProcessThe Brussels Project has been developed to improve Brussels, both economically

and aesthetically. Since 2010 there have been studies conducted within Brussels, involving business owners, stakeholders, and citizens to discover what they feel needs to be taken into action to improve Brussels. The Studies Include:

• The Brussels Build – BREE OMFRA Final Report 2010• Walking Trail Study – University of Waterloo, 2012• Cultural Heritage Landscape Study – University of Waterloo, 2012• Brussels Streetscape Master Plan – University of Guelph, 2013• Urban Design Guild – Huron County Planning, 2012

Addition to these studies, a position was founded through the Canadian Economic Development Network with the Huron Business Development Corporation for a Social Enterprise Intern who will be building the timelines for the completion of the 9 ideas to be implemented within Brussels. (Seen in 3.1.0)

With this plan the service clubs, business owners, and citizens will all need to work together to see any change.

In the Summer of 2014, the main street will be under regular maintenance construction. There is a need to push the proposed streetscape plan by the end of Fall 2013 to ensure that we will be able to have some of the changes happen then.

1.2 Where are we now?As outlined in the surveys conducted Brussels already has many strengths, but is

also suffering from many weaknesses. The Brussels Build Report outlines these weaknesses as addressed by business owners. This report is the follow up to surveys completed by 46% of the businesses in Brussels. Within this, it outlines some barriers for business development and introduction within Brussels. Some of these include (Final Report, 8):

• Lack of serviced land• Lack of proactive new business recruitment• Availability of space to be rented

• Availability of financing

Within the same survey, Business owners were asked for some recommendations to improve the local business climate. Some of these included (BRNEE, 9)

• Extend Library Hours• Make downtown core more attractive and appealing• Provide information for effective Marketing strategies for

Brussels Business• Address Access to health care• Develop a town theme• Keep pricing in stores reasonable to reduce outside shopping

Most of the recommendations are possible and can be implemented within an outlined time frame.

1.3

Since these studies have been conducted, there have been many new ideas implemented in Brussels. Such as,

• The Famers Market• More green area in the downtown• Clean up projects (for the downtown and the dam)• Improvement to sports fields• Implementation of walking trails• Recognizing historic buildings• New research done into our history.

This has given the community of Brussels hope for improvement and growth. However, there is still much to do. Within the same study, 91% of people survey said that “they could not see other business relocating to Brussels.” (BRNEE, 17) The main reason for this is the unattractive down town area. Suggested for this is:

• To address buildings in poor conditions• Have main street property standards and enforce them• Improve signage• Improve the general appearance of the roadside• Create space for speciality shops and more restaurants• More events to make Brussels an attraction• More businesses in the downtown• Develop a town theme

These suggestions are believed to bring more business to the downtown, and improve the overall atmosphere. Brussels has faced some challenges with the Public school leaving, the aging downtown, businesses leaving, and a tarnished appearance. These suggestions will enhance the aesthetic appearance of Brussels, therefore, increasing town moral and growth.

2.0 Where do we want to be?

• In the next 5-10 years, would like to see Brussels continue to grow, attract new businesses into the downtown, and attract visitors into Brussels.

• Some ideas to see this happen:

New signage, light fixtures, ext Local art in the downtown More natural space New streetscape Develop a town theme Protect historic buildings and landmarks Address the downtown appearance

2.1 Brussels’ Youth (age 18-30)

In the summer of 2013, Ami Schimanski conducted a survey for her Internship with the Canadian Economic Development Network project. The Project was designed to complete a presentation to other interns within Canada on how youth within their communities perceive and view their communities.

The survey was distributed to young adults between the ages of 18-30, who where raised in Brussels and/or currently live in Brussels. The 20 question survey asked specific questions to see why youth may be leaving or staying in Brussels, and what they wish to see happen to Brussels. Out of the 1401 residents in this age group, 47% filled out the survey.

The Questions ranged from “Why are or why aren’t you returning to Brussels after post-secondary?”, “What things could be added to Brussels to ensure its economic sustainability?”, “What would you like to see happen to Brussels’ community events?”, “Rank the 8 possible ideas to be implemented t0 Brussels”.

76% of all age groups are either considering moving back to Brussels, or already have. 63% are moving back due to family reasons, whereas 54% agree that a lack of job opportunity is a consideration not to return.

75% believe that Brussels would benefit from a Pub or Restaurant, and 47% agree that a larger business in Brussels would help its’ economic strength.

77% of those interviewed are either College/University graduates or currently attending College/University. 18% have a Trade

1 Edited number from the 2011 Canadian Census to the estimated number for 2013

or Certificate program, and only 5% only have a High School diploma. All are employed in some area of their field, with only 3% unemployed.

This survey showed that most of the 18-30 aged adults within the Brussels area do care about their community and want to see it improve. A majority of citizens are under the impression that this age group does not care about Brussels and isn’t returning. However, Brussels has the lowest number of citizens in this age group compared to other towns in the area of equal size. For instance, according to the 2011 census, Brussels has a total population of 1,157. (Canadian Census) Within the age group of 18-30, there are only 140 citizens, equaling 12% of our total population. If we look back to the 2006 census, this number has not change. (Canadian Census). Brussels is comparable to Lucknow, whose total population was 1,105 in 2011, their population of the 18-30 age group is 155, being 14% of their total population. Seaforth has a total population of 2,625, and their 18-30 population is roughly 400, being 15% of their total population. It isn’t a retention problem; it’s a demographic problem. This age group is staying within the area, despite there being a lack of job opportunities for most.

Part of the reason for older generations believing that this age group is not around, and seems to not care, is a majority of them are returning from school and gaining their footing before they start donating their time to the community. 65% of those interviewed believe that the current community events do not appeal to their age group. If this is the case, 65% of those citizens are not going to participate in something that they do not feel fits their interests.

3.0 How do we get there?

The studies conducted have left us with numerous ideas to improve Brussels. With the help of stakeholders, business owners, social groups, and citizens, most of these ideas can be applied to Brussels.

3.1 Social Service Groups/Contact/Motto

Within Brussels, we have many social community groups, all working towards common goals of community improvement and youth involvement. Since the Public School closing, we have seen a decrease in youth involvement within the community. These social groups have since focused most of their attention to involving them and providing extra-curricular activities.

Lions Clubo Paul Mutter – Presidento “We Serve”o Meet every 2nd/4th Monday at BM&G

Optimist Clubo Chad Fischero Mission: “By providing hope and positive vision, Optimists bring out the

best in kids.”

o Vision: “Optimist International will be recognized worldwide as the premier volunteer organization that values all children and helps them develop to their full potential.”

Women’s Instituteo Yvonne Knighto "We envision an Ontario where women work together for safe, healthy

families, communities and pursue an enriched and balanced lifestyle." Legion Branch 218

o Brussels Build

o Kathy Nicole Brussels/Blyth Minor Hockey

o Girl Guides

o Meet in the Mennonite Churcho Make a positive difference in the life of girls, and teach them to contribute

responsibly to their communitieso “Enable girls to be confident, resourceful and courageous, and to make a

difference in the world.” Cadets

o Paul Dawsono “National organization to develop in youth the attributes of leadership,

engaged and active citizenship and physical fitness, in an environment that simulates an interest in the Canadian Forces.”

Leo’s Cluno Paul Nichol, Gord Mitchelo Brussels Business and Cultural Centreo Set meeting times have yet to be estabilished

Horticultural Societyo Kathy Workman

Agricultural Societyo Nicole Lowe-Nobleo Meet 1st Wednesday of Month, Melville Church Basement

Brussels Church’s:o Brussels United

Sandra Cableo Brussels Presbyterian

Amy Wright Elwin Garland - Minister

o Brussels Anglican

o Brussels Mennonite Fellowship

o St. Ambrose Catholic Father Morrison

• Each Group can choose a part that they wish to develop and found.

• As a group, decide on the most important strategic priorities — those that will have the greatest impact as your club works toward the vision.

3.2 Applicable Ideas

As outlined by the studies, there are many things in which can be applied to Brussels. Included is also a time frame and potential costs.

3.2.1 Develop town theme

Studies Found Within:

Found in Urban Design, page 15.

Brussels Build Study

Potential Groups:

Stakeholders

All Service Groups

Community vote/discussion (to the best of the towns ability)

Why should we do this?:

Keeps all signage similar Adds an attraction to the town Promotes community unity and spirit Easier to create new events and attractions Other town examples include: Exeter’s White Squirrels, Lucan’s Irish Community

Potential Problems:

Potential Time frame:

Immediately

Determine different suggestions of a town theme Hold a “vote” to determine which theme the town would like

3.2.2 Walking Trail, improvement and expansion


Walking Trail Study (all)

Cultural Heritage Study, page 11

Brussels Build Project

Potential Groups:

All service groups

Stakeholders

Why should we do this?: Places Historical Landmarks in Brussels on display. (see 3.2.4) To become an advertised attraction for Brussels Provides a structured, outlined route for fitness Potential to be expanded.

Potential Problems: Issues regarding trail outline. Trail up-keep Cost of add on’s – garbage, bathrooms, water Potential litter issue Crosses privately owned property


Immediately: Second half of trail needs to be re-outline due to private property issues. Brush cut the rail tracks for the second half of the trail Begin advertising the trail

Advertise the conservation area as a picnic area and rest stop through the trail

Within 5 years:

Expand advertising of trail Signage in front of all land marks Signage to indicate trail path, distance, directions, etc. Change medium of trail

oNeed to decide on mediumoSuggested gravel or sand as it is “more natural” to the trail and easier

up keep

Potentially stock the dammed area with fish for sport fishing.

5 years and on:

Continued Expansion of trail

Things to implement/Cost:

Cost estimate for trail materials: (Walking Trail Study, 31) $27.50/meter for sand or gravel

o $3.28/meter estimate for annual maintenance (for non-flood areas) $49.50/meter for asphalt

o $5.39/meter for potential annual maintenance Stone dust for trail (Walking trail, 77)

o 25$ per metero For a 2.5km trail, this is more cost effective as it does not need much

maintenance and works into the natural setting of the trail.

The Study suggests that asphalt be used over sand or gravel due to lower up keep cost. However, gravel and sand are more natural for the area of the trail that needs this laid out.

Potential cost of benches (Walking trail, 34) o $350-385 per bencho Suggested to have a bench at every 1.0km. Therefore total cost at a

estimate of $1050 Trash receptacles (walking trail, 34)

o $150-165 eacho Suggested only at entrance ways. Therefore only 1-2 needed per trail

Signageo $100-500 each (walking trail, 77)o Suggested at every 300m of trail. This may not be practical due to cost

and layout of trail. Could be suggested that signs be placed every 0.5-1km http://www.orangeville.ca/page.php?id=2517

http://www.orangeville.ca/page.php?id=2517

3.2.3 Light Fixtures, new signage, more inviting business entrances


Urban Design, pages 12, 31

Streetscape Plan, page 22

Potential Groups:

Women’s Auxiliary

Brussels Build

Lions Club

Optimist Club

Legion

Huron East

Stakeholders


Creates a focal point within the town Adds more historical character Ensures drivers can see locations and be directed (ie. Funeral Home sign, Signs to

Churches, etc.) o Some of these existing signs are hard to read or see

Can identify land marks (ie. Logans’ Mill, Library, Ainley homestead, etc) Have a common theme for all signs and lighting that fits with the town theme Add bike racks for riders, benches for walkers

Potential Problems: Potential cost of instillation Business would have to be on board


Immediately:

Identify locations that need additional signage After town theme is decided, the appearance for signage and lighting needs to be

determined Have the whole community agree on signage change Signage to the conservation area – ex. picnic area

Within 5-10 years:

Change signage and lighting

Add additional benches and bike racks Continue with up keep of signage

Cost: http://www.recorder.ca/2013/03/05/town-sends-out-signs-to-visitors Cost of signage listed above Change Lights to LED

o Potential energy and cost savings o Redlands, California has also taken advantage of the benefits of LED

lighting. Their retrofit project was completed in November of 2012 and consisted of replacing 203 decorative street lights with LED street lights. The city decided to install retrofit kits into existing fixtures to keep the style and quality that was all ready a part of the town’s character and identity. The replacement of these high pressure sodium lights with LED is expected to save the city $17,000 a year in energy and maintenance costs. (G4 Report - http://groupivsemi.com/led-retrofits-save-big-for-small-towns/)

o Fixtures approximate cost $80-2000 New Holiday/Yearly town Light Banners (All Quoted from Christmas Lights Etc.

- USA)o New wreathes approximately $1000-2000o Banners approximately $90-300 o Brackets for Banners $50-150

http://groupivsemi.com/led-retrofits-save-big-for-small-towns/

http://groupivsemi.com/led-retrofits-save-big-for-small-towns/

http://www.recorder.ca/2013/03/05/town-sends-out-signs-to-visitors

3.2.4 Outline and protect Historic Buildings, making them attractions


Urban Design, page 15

Cultural heritage Study, page 16, 31, 35, 42

Walking Trail Study, (all)

Potential Groups:

Brussels Build

Women’s Auxiliary

Legion, Lions Club

Optimist Club

Agricultural Society

Horticultural Society


Can be used as advertised attractions Can be incorporated into walking trails Renovate some and open for tours Cemeteries can be included Currently, the Library is the only building/landmark that is protected under the

Heritage Act, Part IV Building currently suggested

o Leckie Houseo Ament Houseo Duncan McIntosh Houseo The MacRae-Trollope Houseo Carneige Libraryo Melville Presbyterian Churcho Dunedin Manoro Logans’ Mill, Brussels Dam

o The Old Railway

Potential Problems:

Deciding which buildings are considered “Historic” Cost of up-keep or renovations Cost of signage


Immediately:

Outline buildings that we wish to be protected or have signage in front of Place these on the walking trail Add signage in front of and too buildings Place interesting facts on the signs

Within 5-10 years:

Have these places protected Potentially open some up for tours Find new, interesting information about each location

Cost:

See cost of signage in 3.2.3

3.2.5 More natural space in the down town


Urban Design, pages 19, 21

Streetscape Plan, 14

Potential Groups:

Churches

Women’s Auxiliary




Adds a natural atmosphere to travelers within the downtown

Cleans up view of street Can potentially slow down traffic – not just a straight

drive though

Potential Problems:

Up keep can be expensive Volunteer work needed Implantation will be costly and time consuming


Immediately:

Add another park beside library

The space between the library and the other buildings, suggest season displays.

o Christmas – have a Christmas tree decorated, and a potential display (Potential cost list above in 3.2.3)

Determine what types of trees and flowers we would like to plant in boxes in the downtown

Within 5 years:

Create more stationary flower boxes on the streetscape for small treeso Specifically, low cement boxes that are built into the side walks

Create smaller boxes for flowers and other shrubbery.

Cost:

Cost of Trees/Shrubs - $150-500 each (Garden Centre, Humber, http://www.gardencentre.com/Portals/0/PDFs/2013%20shade%20and%20ornamental%20trees%20USE.pdf)

Flowers - $5-20 (Garden Centre, Humber, http://www.gardencentre.com/Portals/0/2013%20annuals%20and%20perennials.pdf)

Flower Boxes – Can be constructed or bought. Cost will range from $100-700 depending on medium. Can be built right into the side walk, and then used all season.

Built in cement flower boxes – approx. $380/m (Windsor Street Renovations)

http://www.gardencentre.com/Portals/0/2013%20annuals%20and%20perennials.pdf

http://www.gardencentre.com/Portals/0/2013%20annuals%20and%20perennials.pdf

3.2.6 Incorporate a Sound system into the downtown



Potential Groups:

All Service Groups

Stakeholders


Can be used for special events or daily use Adds a ambience within the town Will attract people to the downtown Easy to incorporate downtown events with system already in place (ie. Street

dances, Farmers Market, Parade, etc)

Potential Problems:

Cost of instillation and up-keep May annoy some business owners or citizens Need permissions from all downtown business owners


Immediately:

Gain approval of all downtown businesses Additional approval from citizens Decided on placement of each speaker Determine schedule of use

Within 1-5 years:

Install Begin to implement into already existing events

Cost:

Cost Estimate via Exeter, 2011. Information provided by Mark Cassidy, July 9, 2013.

Exeter BIA Sound System Equipment Inventory List

Original purchase price of the original system (Gidley to Ann St.) was $18,459 (600m)

Item Quantity Location CostSpeakers (via Exeter Music) 26 Outside on light

poles$5200

Speaker cable and support cable (via JMR Electric)

1 partial spool

Stored in Roads Dept. Shed

$4770

Mixer (via Exeter Music) 1 Cabinet – top shelf

$2188Amp (via Exeter Music) 1 Cabinet – second

shelfMicrophone and Cord (via Exeter Music)

1 Cabinet – top shelf

CD Player – Sony DiscMan (via McLeans Hardware)

1 Cabinet – top shelf $40

MP3 player (via McLeans Hardware) 1 with cord (shares with

DiscMan

Cabinet – top shelf $20

Sirius Radio (via McLeans Hardware)

1 Cabinet – top shelf $216Plus monthly feeSirius Radio outdoor antenna (via

McLeans Hardware)1 Outside of cabinet

Sirius Radio BoomBox (via McLeans Hardware)

1 with adapter

Cabinet – top shelf

Notes:

Date EventApril 2011

System installed

August Electronic Timer installedNov 26 First Santa Claus Parade with Music

Music for all of Christmas Shopping SeasonDecember Sirius Radio installedDecember 2 Speakers removed from intersection of Main

and Sanders due to conflict with new Audible Traffic Light signal2 Speakers to be added to light pole at south end of system

This system cost is an estimate for roughly 600m. Our downtown section is roughly 300m. Therefore, our costs could be around half of what was paid.

3.2.7 Change Cross walk visibility, alter streetscape



Streetscape Plan (all)

Potential Groups:

Huron East Municipality

Brussels Build

Stakeholders, All service groups - donations


Use a different material or paint style (recommended Zebra painting for cross walk)

Makes the cross walk more visible Slows down traffic Makes pedestrians feel more confident while crossing road

Potential Problems:

Overal Cost Instillation time Up-keep of paint, etc. Resistance from citizens May infact not slow traffic, force

people to take other routes


Immediately:

Approve Streetscape Plan Decide what ideas are the most beneficial and practical for Brussels Begin process with Huron County

For Summer 2014 Renovations:

Ensure Huron County’s approval Inform citizens and business owners

Cost:

Need to have the plan approved before the end of the summer, as Huron County is tearing up the main street Summer of 2014.

Main things that need to be changed are the cross walks. This is when we can also add in the flower boxes.

Wyandotte Street Renovations, Windsor ON

o Total length – 775m

o Cost of side walk, including stamped colour concrete - $210,000

o Total cost for planters - $220,000 (approx. $380/m)

3.2.8 Fill in windows with art, add murals



Potential Groups:

Legion

Lions Club

Optimist Club




Found in Urban Design, page 11 Creates a focal point for divers and pedestrians Already have some – tells story about town Can add new ones to empty buildings – makes town more appealing

Potential Problems:

Resistance from business owners Cost of art work May lead buildings to always be empty


Within the year:

Determine windows we would like to use Determine what murals or window displays should be Seek approval of the building owners

Cost: Large Hand painted Mural - $1000-7000 Could do “themed” window displays

o Christmaso Fall fairo Other events

3.2.9 Expand new and current Events


Suggested by citzens

Potential Groups:

All Service Groups


Provides excitement for the town Builds it as an attraction Brings focus to all other service groups in town

Potential Problems:

Need of additional volunteers Some may feel we have enough events all ready Cost of rentals, organization, events Lack of ideas and initiative


Immediately: Determine an interest in additional events Discuss improvements on current events

o Fall Fairo Fun Fest/Home Comingo Lions Elimination Drawo Boot Hill Basho Farmers Market

Begin developmento Allow for service groups to develop their own

Within 5 years: Have established events within Brussels Ensure they are annual, and around the same time each year to ensure more

visitors

Examples of Different events:

Interest in beer tents or drinking Farm related events If an outdoor rink is established, we can host a 3on3 outdoor tournament

Cost:

Determined by event and location Potential cost to raise money for different organizations

4.0 Business Development

In addition to the ideas listed in 3.0-3.2.9, there needs to be economic development. There has been active recruitment of new business into the area. According to the Brussels Build plan in 2010, the reasons for the lack of economic development of the downtown are absentee landlords, expensive rent and taxes, and not a large enough population to support certain businesses.

However, Brussels is in need of a unique, destination business that will attract more than just the local shoppers. Currently, our general population is not enough to alone support most of the businesses in the area.

By implementing some of these listed ideas, we will be able to attract more people into Brussels, and more business.

5.0 Communication

Communication is key to the success of these ideas and for the overall development of Brussels

Besides Facebook, we need to use other forms of media to tell the public about these ideas and how we plan to implement them

o Articles within local papers and community new bulletinso Hold community meetings where the ideas and concerns can be discussedo Place booths in as many different events as possible to get ideas out

Also, there is potential for additional surveys to be conducted that will gather the voice of the citizens of Brussels, not just the business owners.

5.1 Conclusion

The Brussels plan will not happen over night. However, with the cooperation and support from everyone within Brussels, we can see these improvements happen.

Most of the above ideas can be implemented through fundraising and community awareness. By bringing the community together and focusing on a common goal, there is no reason why Brussels cannot become the village it could be.

Brussels is already a naturally beautiful village. With the Maitland River flowing through, picturesc parks, historical buildings, and lively citizens, we do not have very fair to go to make Brussels the town it could be. With simply implementing most of the above suggests, and continuing to move forward while remembering our past, Brussels will prosper and be better than ever.

brussels plan

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