development corporation bddc budget2013 · 2014. 6. 20. · new years eve event •we will evaluate...
TRANSCRIPT
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I'MBramptonDowntownDEVELOPMENT CORPORATION
BDDC Budget 2013Presented to Brampton City Council December 12th, 2012
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Today's AgendaProvide a context
Present the 2013 figures
Show the marketing plan
Present the development plan
Answer questions
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Funding Request for 2013• No increase the City of Brampton funding contribution of;
Core city funding $ 264,000
EDO marketing grant $ 30,000
$ 294,000
No increase to primary tax levy:• Core city funding $377,569
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Revenue
Primary Tax Levy
City Core Grant
Event Revenue
EDO Marketing
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Expenses
43%
33%
Development
Operations & Salaries
Marketing
Capital Projects
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Marketing vs. Primary Tax Levy
Marketing Expenditures
Other
92% of the property tax levy
directly funds marketing activities
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2013 Budget
EXPENDITURES
Salaries and Benefits
Operations
Marketing
Development /Consultants
Capital Expenses
Other Expenditures
TOTAL EXPENDITURES
REVENUES
Business Tax Levy
City -Core Funding GrantCity - EDO Marketing GrantTax Levy and City Funding
Contribution from Reserve Fund
Other Revenue ( Events)Interest
Other Revenues
TOTAL REVENUES
BRAMPTON DOWNTOWN DEVELOPMENT CORPORATION
2013 BUDGET SUMMARY
2013 %OF 2012 %OF S VARIANCE %
BUDGET TOTAL BUDGET TOTAL 2013-2012
S 330,450 33.0% $ 324,559 32.4% $ 5,891 1.8%
84,500 8.4% 85,900 8.6% $ (1,400) -1.6%
322,950 19.5% 322,950 32.2% $ - 0.0%
176,000 17.6% 221,000 22.1% $ (45,000) -20.4%
63,785 6.4% 22,785 2.3% S 41,000 179.9%
15,000 1.5% 15,000 1.5% $ - 0.0%
S 1.002,685 100.0% s 1,002.194 100% s 491 0.0%
377,685 37.7%
264,000 26.3%
30,000 3.0%
671,685
233,000 23.2%
96,000 9.6%
2,000 0.2%
331,000
S 1.002.685 100c
377,569
264,000
30,000
671,569
232,625
96,000
2,000
330,625
$ 1.002.194
37.7%
26.3%
3.0%
23.2%
9.6%
0.2%
100%
116
116
375
375
491
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
0.1%
0.0%
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Marketing
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Marketing 2013• Committee driven decisions
• Started with "challenges facing downtown"• Strategy was created
• Tactics support strategy
• Committee decides and presents recommendationto the board
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Marketing 2013Challenge
Pedestrian traffic could be
stronger
Strategy
Generate more pedestriantraffic with events in BramptonDowntown by improving currentBDDC managed events andsponsoring / supporting otherevents.
Tactics
Classic Cars & Legendary Stars:
• Centre the entertainment in the
downtown core
Carriage Rides:
• Keep pickup / drop off atDiplock Lane
• Make sure the carriage ridersare given promotional materialfor Brampton Downtownbusinesses
Thursday Night Concert Series:
• Spread the event through-outthe downtown core & activate
the laneway space withentertainment
10
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Marketing 2013Challenge
Pedestrian traffic could be
stronger
Strategy
Generate more pedestriantraffic with events in BramptonDowntown by improving currentBDDC managed events andsponsoring/supporting otherevents.
Tactics
Pumpkin Decorating Event:
•BDDC purchases 250 piepumpkins and contracts with theBrampton Rangers to manage apumpkin decorating station at thelast day of the Brampton FarmersMarket
New Years Eve (COB) - EventSponsorship
•Continue to sponsor the COB'sNew Years Eve event
•We will evaluate the 2012 Video
campaign to make sure it waseffective before pursuing thesame project for 2013
11
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Marketing 2013Challenge
Pedestrian traffic could be
stronger
Strategy
Generate more pedestriantraffic with events in BramptonDowntown by improving currentBDDC managed events andsponsoring/supporting otherevents.
Tactics
Art of Jazz - Event
Sponsorship
•Continue to support the eventwith a financial contribution.
Flower City Parade - EventSponsorship
Santa Clause Parade - Event
Sponsorship
Brampton Day - (COB) EventSponsorship
Brampton Independent ArtsFestival - (COB) EventSponsorship
Christmas Market: BDDC Event
•Evaluate the 2012 Christmas
Market
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Marketing 2013Challenge
Pedestrian traffic could be
stronger
Strategy
Generate more pedestriantraffic with events in BramptonDowntown by improving currentBDDC managed events andsponsoring/supporting otherevents.
Tactics
Other Downtown Events -
Sponsorships
•Ensure that a sufficient amount
of funds are reserved in the 2013
marketing budget to support otherBrampton Downtown events
13
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Marketing 2013Challenge
Downtown workers could be
doing more shoppingdowntown
Strategy
Offer downtown employeesspecial deals
Understand why employees arenot shopping downtown beforedeveloping or executing tactics
Tactics
City of Brampton EmployeeDeals
• Continue the program
Survey Program
• Conduct a survey of thedowntown businesses that
employ 20 or more people(including the COB) to find outwhy these people are notshopping in BramptonDowntown
14
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Marketing 2013Challenge
Lack of awareness of the
Brampton Downtownlocation / existence
Strategy
Creating a branding andawareness campaign tosupport and promote BramptonDowntown as a shopping andbusiness area
Tactics
Branding Brampton Downtown:
• Formalize a general brandmessage that properlypositions Brampton Downtownas a shopping and businessarea
Create and Execute a Branding& Awareness Media Plan
• Source various media outlets
(print, out of home [OOH],including Brampton Transit)that will provide the level ofexposure needed for abranding & awarenesscampaign
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Marketing 2013Challenge
Lack of awareness of the
businesses location /
existence
Strategy
Create opportunities that willhelp to promote individualmember businesses within
general Brampton Downtownmarketing & promotionalopportunities
Tactics
BDDC Website Redevelopment:
• Redevelop and refocus andBDDC website to promote thebusinesses
GO Transit Opportunities
• Continue to engage the transitmarket / population with adcampaigns and continue toinvestigate GO transitmarketing opportunities.
Downtown Directory
• Create a printed downtowndirectory of memberbusinesses
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Marketing 2013Challenge
People don't know where tofind parking
Restaurants in Brampton Downtown
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Walking distance toRote Theatre
Savour the food, soakup the culture
Visit the shops Inmoron Downtown.
Strategy
Create & continue campaignsthat promote parking
Tactics
Rose Theatre Restaurant
Directory
• Continue restaurant directoryprogram
• Investigate ways to helppromote other businesses
Parking Cards
• Continue to distribute the
parking cards to memberbusinesses continue with
parking cards
• Investigate to see if we canput a map of parking garageson the street parking meters
17
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Marketing 2013Challenge
Business can't afford to
advertise as often as needed
Strategy
Create and continue programsto make advertisingopportunities more affordable
Tactics
Ad Subsidy Program
• BDDC to identify and evaluatead subsidy opportunitiesbased on the current ad
subsidy guidelines
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Marketing 2013Challenge
I don't feel I'm doing the bestjob marketing my businessonline
Strategy
Create training and educationopportunities for members
Tactics
Training Seminars
• The BDDC to work with
marketing & committeemembers to define trainingsubjects
• BDDC to create RFP, source
training service providers andhire
• Topics that have beensuggested so far:
a. Store front design
b. Online marketing
c. Store front
merchandising
d. Small business finance
and marketing plans
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Marketing 2013Challenge
The sidewalk and lanes
aren't aesthetically pleasingfor pedestrians
Strategy
• Create beautification and decor
programs for sidewalks andlaneways
Tactics
Event Decorations:
• Continue to purchase anddistribute event themed
balloons to decorate
downtown during key events(classic cars, Jazz Festival)
Murals
• BDDC to work with
landowners to secure mural
space opportunities
• BDDC to investigateopportunities to work withartists on mural projects
• BDDC to set aside funding formural projects
• BDDC to investigate grant andbursary programs to help fundmural programs
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Marketing 2013Challenge
The sidewalk and lanes
could be more appealing
Strategy
• Create beautification and decor
programs for sidewalks andlaneways
Tactics
Street Banners
• The BDDC street banners will
be redesigned to representBrampton Downtown and thevarious key events that takeplace in Brampton Downtown.
• The BDDC will contract to
have the follow banners
designed
a. A general BramptonDowntown banner
b. Classic cars banner
c. Farmers Market banner
d. Art of Jazz Banner
e. Christmas/holidayseason banner
21
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Marketing 2013Challenge
The sidewalk and lanes
could be more appealing
Strategy
• Create beautification and decor
programs for sidewalks andlaneways
Tactics
• The above 5 banners will
replace the current 5 seasonalbanners
• The BDDC will work with the
event managers for the Art ofJazz and the Farmers Market
to partner on banner costs
Christmas Lights
• The BDDC will work with the
COB to ensure the trees in
Brampton Downtown aredecorated and that requestsfor the decorating of specifictress are communicated
22
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Marketing 2013Challenge
Businesses close too early
Strategy
Encourage businesses to stayopen
Tactics
BDDC members will
encourage other members tostays open
The summer events executed
by the BDDC will hopefullywork to encourage businessesto stay open due to theincreased pedestrian traffic
23
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Marketing 2013Challenge
The BDDC isn't
communicating enough tomembers (mandate, how wecan help, progress updates,etc.)
Strategy
Create a print communicationpiece
Tactics
The BDDC to create a BDDC
member information pamphletto inform members about what
the BDDC is and what the
BDDC does (mandate,services etc.)
The BDDC pamphlet will besent to all landlords askingthat the land lords present thepamphlets to new, existingand prospecting tenants
BDDC members (especiallyboard members and
committee members) will beencouraged to keep extrapamphlets on hand to passalong to new and prospectivetenants as well)
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Development
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The Value of Investing inCanadian Downtowns
• 25% of Toronto's property tax revenue comes from
its Downtown
• Compared with:• 10% in Saskatoon
• 9% in London Ont.
• 2% in Brampton
•
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Property Taxes within 1km ofMain and Queen
$6.3 million
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What is the upside of theDevelopment of Downtown• If only 10% of our property tax base comes from the
Downtown, this represents $29 million or an
increase of $23 million annually
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Assess
• MMM Development Study underway
• Research
• Trends
• Proformae / opportunity sites
• Identify the gaps
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ModifyWork with City of Brampton (EDO / planning /finance)
• Create a vital community improvement program• Facade improvement grants
• Development charge credits (include the Region)
• Cash in lieu of programs
• Tax increment funding (TIF)
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Promote
U Brampton Downtown
Network and promote• Use the presentation centre to promote downtown
• Community improvement program
• HACE
• Opportunity sites
• Retail vacancies32
•
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Ongoing Projects
Acquisition• Funding source
• Purchase procedures
• Financial criteria
Beautification• Lighting standards and banners ( $ 21 Ok ask from City)
• Directories
• Pedestrian signage
• Comprehensive spending downtown PP&D / T&W / CS / BDDC
33
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Ongoing ProjectsProject Support
Restaurant patio
Two floor retail expansion
Restaurant franchise activity
HACE• Centre for social innovation
• HACE block support
• Creative economy summit
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Development 5 Year Forecast
2013 2014 2015 2016 2017 Total
Vision $20k 5k 5k 30k
Downtown
Collaboration 60k 5k 5k 5k 5k 80k
CIP Contributions 10k 50 k 25k 10k 10k 105k
Retail /
DevelopmentRecruitment 60k 30k 30k 10k 20k 150k
Acquisitions 30k
175k
40k
125k 95k
30k
55k
20k
60k
150k
$510k
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SummaryWe remain on our strategic track
Marketing Programs have never been stronger
Development work is well underway
2013 we migrate into the "selling" of Brampton Downtown
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JjSV
BramptonDowntownDEVELOPMENT CORPORATION
EXPENDITURES
Salaries and Benefits
OperationsMarketingDevelopment ActivitiesCapital ExpensesOther ExpendituresTOTAL EXPENDITURES
REVENUES
Business Tax LevyCity -Core Funding GrantCity - EDO Marketing GrantTax Levy and City Funding
Contribution from Reserve Fund
Other Revenue (Events)Interest
Other Revenues
TOTAL REVENUES
BRAMPTON DOWNTOWN DEVELOPMENT CORPORATION
2013 BUDGET SUMMARY
2013 %OF 2012 %OF $ VARIANCE %
BUDGET TOTAL BUDGET TOTAL 2013-2012
$ 330,450 33.0% $ 324,559 32.4% $ 5,891 1.8%
84,500 8.4% 85,900 8.6% $ (1,400) -1.6%
332,950 33.2% 332,950 33.2% $ - 0.0%
176,000 17.6% 221,000 22.1% $ (45,000) -20.4%
63,785 6.4% 22,785 2.3% $ 41,000 179.9%
15,000 1.5% 15,000 1.5% $ - 0.0%
$ 1,002,685 100.0% $ 1,002,194 100% $ 491 0.0%
377,685
264,000
30.000
37.7%
26.3%
3.0%
377,569
264,000
30,000
37.7%
26.3%
3.0%
$
$$
116 0.0%
0.0%
0.0%
671,685
233,000
96,000
2,000
23.2%
9.6%
0.2%
671,569
232,625
96,000
2,000
23.2%
9.6%
0.2%
$
$
$
$
116
375
0.0%
0.2%
0.0%
0.0%
331,000
$ 1,002,685 100%
330,625
$ 1,002,194 100% $
375
491
0.1%
0.0%