HomeMy WebLinkAbout2024-06-13 DAAC Minutes
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Downtown Action Advisory Committee
June 13, 2024, 4:00 p.m.
Schmalz Room - Second Floor City Hall
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
Present: S. Castle, Member
J. Leslie, Member
W. Turman, Chair
L. Jutzi, Member
B. Van Dam, Vice Chair
G. Eveleigh, Member
Staff: T. Mistry, Committee Administrator
_____________________________________________________________________
1. Commencement
The meeting commenced at 4:05 p.m.
The meeting began with a Land Acknowledgement given by the Chair.
2. Disclosure of Pecuniary Interest and the General Nature Thereof
None.
3. Delegations
None.
4. Discussion Items
4.1 Kitchener Market Update
Cameron Dale, Manager of the Kitchener Market, offered a snapshot of their
2021 strategy and progress since then:
Early 2021 was a challenging time, not just because of COVID.
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Municipal markets are generally large spaces that have been there a long
time. There is an assumption that they will continue to run without needing
to evolve or be maintained/upgraded.
The Kitchener Market had issues with not growing their audience, curat ing
their vendors, updating their facility, and were down 40% in attendance.
Attendance is now back up, and they see 8000-10000 people on a
Saturday.
Asked, what does the community actually want right now?
The Market has been working on growing its use as a venue, something
that was done out of necessity during the pandemic.
Downtown dwellers are looking for an experience rather then just
shopping.
Goal to triple the reasons for people to come to the market, and help
people feel like they belong. A community hub and catalyst for connection.
Come, shop, and make connections.
Walking into a new market for the first time can be intimidating. How do
we create a first impression experience that helps someone find their way
in it and feel welcome?
Have worked on curating a vendor mix. It's wonderful that some vendors
have been there for 100+ years. We also need the new vendors to feel
like they belong.
Are working on attracting entrepreneurs, on curating community
programming and upfilling the calendar.
Looked at what the staff need to do to build this space.
We need better storytelling, for people to feel engaged, to make it easier
to connect to the space.
More community-driven programming. Being a great host and venue.
Our goal as a team is to be the folks behind the scenes, to give a strong
experience.
How can we elevate the space? New customers notice if a space has
gotten tatty and old.
Implementation update:
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Wanted to share this background because it's important to be accountable
to the original plan.
Facility upgrades include new signage and hoardings for the vendors -
wanted to make it feel like a market, tidy and well arranged.
Put in 12% more retail space.
Doing a site wayfinding overhaul - soon we will have consistent branding
through the space.
Commercial Test Kitchen Pilot (more below) and the need to renovate our
upper floor.
Significant investment is required for these improvements - aiming for
Fall/Winter this year to go to Council. The Market receives a $300k
subsidy from the City + vendor fees/rentals. $30k/year is added to their
Capital account, which if you know anything about cost of renovations
doesn't go far. It's mostly used for keeping the building in good repair and
addressing deferred maintenance. Upgrades require seeking funding from
Council or sponsorship.
Good news program-wise - class registration has increased compared to
pre-pandemic. Focusing on cooking classes taught by chefs who are
experts on that particular cuisine, and are reflective of the community.
Increased special event days by focusing on revenue recapture model.
Have gradually upped the fees for vendors to take part. Focus on ensuring
the event is successful so it's worth their while. Private rentals are on par
with local rates, with a discount for non-profits, and if you are a non-profit
offering programming for free to the public you can have the space for
free.
Almost at full capacity for vendors, currently room for maybe 3 new
downstairs vendors.
Changed rules to make it easier for small local farms to join seasonally.
Fee schedule - did an open book audit of budget with vendors. Vendors
are never happy to see fees go up but understood why it was needed.
New Event Lead staffing role to work events, to free up the programming
staff to focus on building relationships and selling the space.
Questions:
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J. Leslie: What are some examples of how people rent the space and
where they are renting?
o People are renting the upstairs who are looking for an affordable, small
scale, licensed venue. It's a middle area venue for someone who
doesn't want a community centre, but can't afford a hotel.
o We never charge community to attend Market events.
o There are different areas available to rent.
o The covered area is a nice indoor-outdoor space.
2024-2026:
The goal is rebuilding our audience.
Steadying the ship, getting existing programming consistent.
Exploring what growth is realistic with how the space currently looks.
Robust evaluation to prove impact - regular surveying, implementing
tracking person counts and where they are going.
Commercial Kitchen Pilot:
There is a need for commercial kitchen spaces.
Been working with the Small Business Centre.
Commercial Kitchen would be available 24/7, used flexibly, could also
host trainings.
Not a traditional incubator program - isn't exclusively for people who need
all the supports. Some just need a kitchen space.
Has the specialized equipment people would need, plus cold/dry storage.
B. Van Dam: Is the plan that they are cooking there, and taking it
elsewhere to sell
o Many people have their goal as retail, or they do markets.
Business plan is complete. We were asked to develop a pilot. Needs to be
cost neutral.
Approached two community centres with commercial kitchens sitting
unused and offered to administer the program. All the community centre
needs to do is give participants access.
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It's not perfect. Challenges include the available hours not being ideal,
and there is no storage. But in 6 months they are are anticipating that 30
businesses will have participated, and will prove concept.
The model will likely have a sliding scale of fee, as it's meant to be a
starting place for a business and not a long term use beyond 2 years.
Ability in the proposed kitchen for 2-3 people to be working in the space at
once.
Upper Project Focus:
Renovating the upper floor. It looks like a well loved community space. If
we want to use it for other things, we need to improve it.
They won't increase vendor fees further, and are pretty much full vendor -
wise on a Saturday. The opportunity area for revenue growth is fee for
service rentals.
The beverage program is an opportunity for profit.
70% of the events who approach the Market won't work there because of
the partition wall, so that will be removed.
Upgraded flexible seating and tables, lighting (both would positively
impact community use of the space.)
Comparable spaces to what they are hoping to do include Wychwood
Barns and the St. Lawrence Market upper alcove. Neat and tidy flex use
space.
Aiming to bring business plan to Council in the Fall.
Market's biggest challenges are funding, staffing (haven't consistently had a full
team), the current state of the building, and branding and marketing challenges.
W. Turman: what would be helpful from DAC?
In other parts of the world, you don't have to make an argument for why a
market is integral. In Canada, many of these markets were torn down, or
they are sitting there as is and never invested in.
Where do you see the Market providing value to Downtown? How can a
healthy Market support your pedestrianization or vibrancy plans? We want
the Market's plans to be integrated into the Downtown as a whole.
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Over half of our shoppers have a weekly grocery budget of $60. Example
of a social project: Market sponsored 200 families to give them a food
assistance budget to shop at the market with no constraints. Took this
project to Farmers Market of Ontario, who are now working with the
Ministries to develop a pilot to roll out across multiple cities.
If we want the social impact, we have to find ways to fund and support the
Market. The more the facility slips, the more expensive it will be to get it
back up and running.
Opportunity:
W. Turman: What if we did a motion of general support?
If you are seeing things about the Market that you want to raise, or if in
your travels you observe things that you would want to see at the Market,
bring them forwards.
The Market ties into all the DTK Vision and Principles. Suggestion that it
might make a motion stronger to tie it to the Guiding Principles.
Could comment more specifically on the reports being brought to Council
in October or November.
S. Castle: What is the anticipated break even point on those capital investments?
Offered to share the business plan. The upstairs renovation would pay
itself off with events in 3 years.
W. Turman proposed a Motion:
- Whereas DAC finds the Market to be a cornerstone of the downtown
community;
- Whereas DAC finds the Market to embody the Downtown Kitchener Vision and
Principles;
- Therefore: DAC supports in principal the work of the Market and its continued
growth and sustainability.
J. Leslie: My interest is in making that area of the Downtown busy more days of
the week. Is making it a private event space taking away from community use?
That investment to improve the space also benefits the other public uses.
A. Girard: It sounds like this would contribute to making the Market a hub.
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W. Turman: There aren't many spaces available to rent and host a community
event.
J. Leslie: It's important to prioritize the Market as a public more then a private
space.
G. Eveleigh: Used to work at a conservation authority - once people were there
for a private event, it often re-introduced them to it as a public space.
J. Leslie: I just mostly want it to be open on Sunday.
We would love to have more days of operation. Generally this woul d need
to be supported by more density. Has consulted with St. Lawrence about
their expansion. Tried the Night Market last summer, and people enjoyed
it as something to do, but feedback was generally that attendees
wanted/expected the full Market footprint. There is a Friday operation
option, as vendors are already loading in. Most markets offer free fees for
the first year when they are adding a day.
If the space is a vibe, could support it being an attraction for more
days/nights of the week.
In the business plan, can focus on social benefits as well as the fiscal
side.
G. Eveleigh: I love the Market. It is one of my favourite things about Downtown
Kitchener.
Re-read the motion raised by W. Turman:
- Whereas DAC finds the Market to be a cornerstone of the downtown
community;
- Whereas DAC finds the Market to embody the Downtown Kitchener Vision
and Principles;
- Therefore: DAC supports in principal the work of the Market and its
continued growth and sustainability.
Seconded by J. Leslie.
Passed unanimously.
4.2 Pedestrianization Sub-Committee
Cory Bluhm, Executive Director of Economic Development, offered a brief,
historical context of pedestrianization in Downtown Kitchener.
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In 2008 there was a plan to reconstruct King Street from Francis to Cedar.
From public engagement at the time, it was clear that the community's
ambition was to work towards pedestrianization of King Street. Though the
residents wanted that, the business community was mostly not on board,
because of practical considerations and fear of negative impact. Parking
and access were the big concerns. How do people get to my door? It's
going to inconvenience them. How do deliveries get in? Many businesses
don't have rear lane access. And this was pre- delivery apps and Amazon.
Lessons we learned from other cities at the time - it's great when the road
is closed and there is lots of activity but what about when it isn't busy?
Buffalo and Spark Street in Ottawa are often referenced as examples of
those fears coming to life. Without cars, the street felt quieter, and then
unsafe, and then many businesses closed.
Economic Development was working on a process where slowly over time
the road could be closed to cars more and more, instead of it being a
dead stop.
In Santa Monica they had a bollard system - first closed one day a week,
then two days a week, there was positive momentum, now they only open
it in the early AM for trucks/deliveries - took them about ten years to build
to that level.
That was the premise when we redesigned King Street. Flattened the
street, made it more conducive to being regularly closed for events.
Days of Awesome - closed King Street for 6 blocks. There were a lot of
learnings. The community took time to adjust and it was a couple of weeks
before people started walkin g on the road instead of the sidewalks.
Overall, it was too large a closure to consistently activate.
Worked towards closing with programming almost every weekend, and
that's where things were in the summer months pre-pandemic.
Present day questions:
How can we do it in a way that overcomes the real and perceived
challenges?
It is a business' and their staffs' livelihoods - those considerations are not
to be taken lightly.
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The Market moved some territory with Roads and Traffic with Eby Street.
Perhaps Cameron can speak to that.
C. Dale:
Market Square LRT is a block from the market. Usage is up. We hear
vocally that cars should be prioritized, but now 52% of people walk or
cycle to the Market and 10-15% take transit.
Looked for opportunities to involve the businesses, so they had skin in the
game. Offered to pay for the road closure for a business' events. Bistro
tables serve as expanded patios.
Challenges with road closures in a municipal setting include who is closin g
the street. The Market's road closures were costing them $1500/month.
Worked with Transportation - what kind of gates can we install so anyone
can do it, and how to train the Market staff to be able to do it? Perhaps
there is opportunity to install these gates in other areas.
Now closing Eby 30-50x/year for programming.
How can we use planters, murals/artwork, signage - to guide the
experience? To make it feel like a pedestrian domain?
Looking at King - t's a long street. Which sections might you close?
Market decided they weren't going to let perfection get in the way of
progress. Closed half the street to maintain access for the Lane.
We didn't go to Transportation saying "we are doing this". We asked
questions and worked with staff.
L. Jutzi:
Concerns from business community include the ones already mentioned,
primarily parking and access.
Delivery apps - if the Uber drivers couldn't get down King, that would take
significant revenue from the businesses.
Access for deliveries is crucial.
Garbage access is crucial.
Those are all logistical things that can be solved. The biggest challenge is
the street being activated. Palette x Palate had 50 musical acts. Heard a
lot of feedback from people who loved and and think it should be like that
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downtown every weekend, but that would require significantly more
resources, both financial and staff. If you are going to close a street, it has
to have life. A dead street is bad for everyone.
C. Bluhm: The BIA's patio investment in the core also brings life to the street.
Having full patios contributes to the success of pedestrian streets.
C. Dale: Part of the life comes from the people who live in the immediate area.
You get one shot, and will need to maintain activity at that level you set. If you
stop it, people will say it didn't work. Perhaps project based on when the people
are moving in. If 50,000 people are moving into the core who won't have a
backyard, gear the plans to that growth.
C. Bluhm: Give some thought to what days/times might work well.
W. Turman: It sounds like staff have been thinking about and pursuing this for a
long time. How can the work of this sub-committee positively contribute?
C. Bluhm: Perhaps the first phase of this project is a body of research - what
cities are doing this well, what steps did they do to get to that point, a more
current best practices, perhaps looking at mid-sized, comparable communities.
L. Jutzi: Recently visited the ByWard Market District and talked to the
businesses. In order to keep that area working well, they have to have a marke t
going all summer.
B. Van Dam: Visited ByWard Market in March and it was dead, but in May it was
bumping.
A suggestion to shorten the time frame and do it well. Palette x Palate filled the
sidewalks and back alleys.
G. Eveleigh: It's 1.3km from Francis to Cedar. That's a lot of blocks. That's too
large an area to activate.
C. Dale: When researching, look at how a place did it, the analogous challenges,
and how they got around them. Look at where there is a net spend for the
benefits, what is the tipping point to it being self-sustaining.
C. Bluhm: Also include the off the wall, crazy ideas. These might inspire staff to
think in a different way.
W. Turman: Important to acknowledge that staff are constrained in time and
budget, and that this is a volunteer committee that also has constraints on the
amount of time available to dedicate to this. Crazy, off the wall ideas would excite
me.
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C. Dale: You can make 1.3km feel like a great place by animating smaller bits
within it that will contribute to that overall feeling.
G. Eveleigh: Is there a format that would be preferable to bring something to
staff?
C. Bluhm: Pictures help. Make it easy to consume. You don't need to write a
thesis. What's the essence of the idea/solution? Go to a level that you feel
comfortable with.
T. Mistry: We are also interested in creative, passive placemaking elements to
draw people into a space, so it's not 100% reliant on programming.
A. Girard: How might the City use the existing resources in the community to
activate those spaces?
4.3 What's New In DTK?
Ran out of time for this item. Check the events calendar on
downtownkitchener.ca for a snapshot of what's happening.
5. Information Items
None.
6. Adjournment
Meeting adjourned at 5:40pm