THE HERITAGE CANADA FOUNDATION 1

RESOURCE TEAM REPORT SUDBURY, ONTARIO

I LA FONDATION CANAMENNE POUR LA PROTECTION DU PATRlMOlNE I

TABLE OF CO WENTS

MECUTIVE SUMMARY

1. INTRODUCTION

HERITAGE CANADA SUDBURYRESOURCETEAMREPORT

1.1 Background and History of the Downtam 1.2 Four-Point Main Street Canada Approach I .3 Purpose of This Report 1.4 Resource Team

2. COMMUNITY GOALS

2.1 Overall Goals otsudbury 2.1.1 Economic Diversity 2.1.2 Sud bury as Regional Capital 2.1.3 Sudbuw as Cultural Centre

2.2 Goals of the Downtown

3. ISSUES AND PRIORITIES

3.1 Organization 3.1 .I The Main Street Organization 3.1 "2 Other Organizations Involved 3.1.3 Strengths and Weaknesses 3.1.4 lssues and Pfiofjtjss

3.2 Marketing 3.2.7 Trade Area and Market Share 3.2.2 Promotional EHorts of Downtown 3.2.3 Strengths and Weaknesses 3.2.4 Issues and Priorities

3.3 Design 3.3.1 Purpose of Derlgn Downtown 3.3.2 identity Threatened 3.3.3 Beginning Points 3.3.4 Public Spaces 3.3.5 Private Spaces 3.3.6 Strengths and Weaknesses 3.3-7 Issues and Priorities

3.4 Commercial and Ecorromic Development 3.4.1 Community Eow~~mic Base 3.4.2 Downtown Real Estate Indicators 3.4.3 Strengths and Weaknesses 3.4.4 Issues and P r i d e s

Page

4. ACTION PLAN

4.1 introduction 4.1 .I Definition of an 'Action Plan' 4.t .2 The Dual Agency Plan

4.2 Immediate and Short Term Adions 4.3 Long Range Plans

4.3.T Parking 4.3.2 Marketing 4,3.3 Design 4,3.4 Economic Development

4.4 Conclusion

EXECUTIVE SUMMARY

THE MAIN STREET PROGRAM

The City of Sudbury was established in the late nineteenth century as a rallroad town. The discovery of copper

and nickel in the 7880s stimulated above-average growth levels so that It has become one of the largest urban areas in

Northern Ontario. Its postwar history has seen it become a municipal region with influence spreading well beyond its

original downtown core.

As has also occurred in many similar Canadian towns and cities, the Sudbury downtown became neglected

as g r W stimulated ihe suburban areas. There is a cumnt initiative k i n g formulated to try to restore interest and

vitality En the d o m t m , known as the Dowmown Developmem Aetion Plan (DDAP). This plan, the final version of

which is due by the spring of 1989, is oriented towards revitalicing the economy of the City. Some betieve that

downtown Sudbury can function as an unoficial or regional capid of Northeastern Ontario.

Because the Downtown presently lacks focus, definition and Wi, it was felt that the Heritage Canada Main

Street prqramme muld assist efforts to ald in this important revitalization, in a manner oornplementaryto the DDAP

initiatives. The Main Street programme is founded on the interrelationship of 4 key principles:

I. Organization: those cooperative forces brought about by groups, individuals and instautions acting on the downtown;

2. Marketing: identifying strategies to "self' tha downtown;

3. Design: physical site improvements and facade renovations as well as the identification of design themes and issues; and

4. Cornmerclal and economic development: the identification and encouragement of new and additional activities in the downtown area.

The local Main Street Coordinator serves as the executive dFrector of the Metro Centre Management Board,

which is also the local Business Improvement Area (BIA) established by the Ci of Sudbury in f 977.

In May I=, a Resource Team comprised of the Main Street Coordinator, representatives of Heritage

Canada, Sudbury Regional Planning staff and local representatives, and external design and business consuttants

spent three days in downtown Sudbury, examining ways in which the (re)development of the downtown can be

assured and hastened in each of the four areas of the program (as previously outlined). Activities conducted Included:

- extensive interviews with community members;

- a "facus group' session with key business owners and operatars;;

- a review of relevant background materials such as planning reports;

- a reception for process participants;

- an open house, to which members of the public were invited;

- a small public survey at the City Centre and New Sudbury shopping malls; and

- a 'brainstorming' and priotii sgtting session.

The Resource Team report documents the issues and priorities estabkhed through this intensive

examinatlon of downtown Sudbury.

ISSUES AND PRIORITIES IDENTIFIED

Issues and prioriiies were identified under the four categories described above and further fadored into

strengths and weaknesses for analytical purposes. The major findings ofthe Resource Team were as follows:

The interaction among Metro Centre, the Chamber of Commerce, the City of Sudbury, the Regional Municipality of Sudbury and the provincial government was reviewed. The major strengths identified were the high energy levels of individual$ and organizations interested in the downtown and the high level of support emanating from the various levels of government, On the other hand, the lack of a centrat coordinating agency and a master plan for Metra Centre were seen as current weaknesses. The Resource Team identified the following three main issues needing attention:

1. a long-range strategy plan for Metre Centre needs to be developed;

2. a clarification of the roles af organizations affecting downtown policies and planning is required;

3, a coordinated solution to the significant parking problem needs to be developed.

Marketinq

The population of the primary trading area of Sudbury is estimated at 150,000. Downtown Sudbury has lost market share over recent decades to suburban shopping centres, but similar communities have shown that well coordinated programmes d renovation and revitalization can rejuvenate their central areas. While Sudbury has acquired such notable tourist attractions as Science North, the Resource team was unable to identify a significant additional major tourist attraction ready for implementation at the present time, in the downtown that would increase its market share.

Marketing strengths were seen as the variety and quality in the retail mix already present; the presence of grocery stores and the good buildings providing attractive retail spaces. Weaknesses were seen to be high prices; lack of a marketing plan; and little regular contact between merchants and Metro Centre. The main issues Identified were:

1. certain negative aspects regarding the image of downtown; and

2. its market positioning relative to the competition.

Desian

Design efforts provide the 'packaging' for the presentation of downtown to the consuming public. It is therefore important to consider how the process is conceived and carried om The Resource Team recommended that the best way to ensure a quality future through design is to:

- use the old built forms as a framework for future design efforts, to respect the earlier history of Sudbury, but not to be limited by it in rigid ways;

- encourage made-inSudbury designs through appropriate stimulating mechanisms; and

- encourage design competitions (with public input) for significant or prominent sites.

A variety of public and private spa- were identified which are in need of being upgraded. Examples are:

- Metro doektwr;

- the front of the Grand Theare;

- the bandsherdowntown d in Memorial Park/Civic Square;

- the area in front of Christ the Uing/Ste. Anne's; and

- the area in front of Woolworth's.

Strengths were seen to be the basically sound bullding 8t06k; the renovations to Cw Centre, the quality of the newer buildings; the high quality streetscaping; the pleasing developmem of the Civic Centre and Memorial Park; and the accessibility of shops and offices,

Weaknesses in design were a d a t e d with the lack of exciting spaces and facilities such as restaurants, cafes, theatres, etc. which would enhance downtown living; tha downtown not being geared to pedestrian use; the destruction of, or adding of inappropriate elements to, of historic structures; the current lack of a major focal point downtown; and the lack of adaptation to winter conditions.

Issues identified were:

1. the need for facade improvements; 2. the availability of publicjinstituZional space and how h should be programmed; 3. the need to clean up unsightly areas in the downtown; 4. the need for more housing downtown (in existing second storey spaces); 5, the opportunity to, and desirability of, developing more recreational activities downtown; 6. the m d for appropriate spaces for am and cultural events; 7. the need to educate property m e r s in the downtown with respect to design matters.

The strengths of the downtown from this perspective were: the possibility of met ing a major tourist attraction; a good climate lor public/private partnerships or joint ventures; and the possibilrty of expanding on the increasing presence of high quality medical facilities.

Weaknesses were identified as: the lack of (good) restaurants; only having one grocery store downtown; and the lack of modem, up-t~date convention facilities.

H was also noted that the nmss'hy forthe Sudbury Region Development Corporation (SRDC) to divide its energies among all regional municipalities means that it cannot devote all of its resources to assisting economic development in the downtown.

Other key issues identified were the need to dWop mom downtown housing and the construction of either a small or medium sized convention centre to coordinate the hotel spaces now available, as wel as new space.

ACTION PLAN

The condudes with an Aetion Plan which defines immediate, short term and medium to longer tern

strategies within the f w r emgorim described above. The immediate and short terms run from now untO summer 1989;

the medium and longer terms frwn h! point on. It is Important throughout the immediate and short terms that the

Adion Plan discussed here b mrnpatible with the DDAP (Damtown Development Adion plan).'

Each element of ?he Aaion Plan developed in the Resource Team report describes the separate tasks

essential for sumssful completion; aha suggested completion date; the deslred result ofthe adion; the group which

should have the main responslbili kr canying out the task; and finaflythe group{s) which should be approached for

support and assistance.

The specific actions proposed for the Immediate and short terms are summarized in the chart below.

Phase brea Strafesic Thrust

Immediate Organization I. develop a long-range plan Metro Centre 2. prepare organkation roles

position paper Metro Centre 3. review parking situation City 4. conduet rnarket/prcdub/

cornpeftion research

Marketing

Design

5. identify market niches Chamber of Commerce 6. design special promotions Chamber of Commerce 7. greater communications wiZh City

BIA 8. get acoupk high profife

facade improvements done

9, expand facade improvement guidelines CQ

10, clean up unsigw areas Region 1 1. support arts/cutture facirih'es SAFA 12 create local design committee IACAC

7. As previously mentioned, a major review of the d m w b m is taking place which is termed the Downtown Development Action R w r a m (DDAP). The overall goal is to discover ways to make 'Dawntown Sudbury the service, retail and entertainment centre af Northeastern Ontario.' This plan is essentially an economic development master plan for d o w n t m Sudbury and will nom spif ical ly address issues such as marketing and design.

Phase - Area

Economic Development

S hort-Term Organization

Marketing

Design

Strateaie Thrust Responsibility

13. develop more downtown housing Region

14. initiate communications with SRDC. Consolidate list of potential opportunities and develop strategy for going affer them.

1. cwrtlnue parking Initiatives Ci

2. market Sudbury's image Metro Centre

3. Implement facade improve Metro Centre as ments Private Property

4. review pu blic/inststMnal Region space

5. continue arts/cutture SAFA inkiatives

Economic 6. continue hwslng development Region Development 7. plan dor convention facilities Cham'ber of Commerce

8. implement strategy for going after downtorm business opportunities

CONCLUSION

Sudbury is a community with significant assets facing significant challenges. The key strategic actions

contained in the plan outlined above will help channel the interest and enthusiasm for development that the Resource

Team discerned in its interviews, into concrete and effsctive adion. It 1s evident that there exists a strong desire to

succeed within the C i and that many of the required skills are available from within. As well, though, outside help from

the City as well as to soma extent expertise form elsewhere, will be witical to the success of the plan outlined here.

Even before the establishment ofthe Main Street Programme, Sudbu7y's downtown appears to be heading in

an upward direction. The Resource Team ir confident that this course can be aalerated through the implementation

of this plan of action.

1 .l BACKGROUND AND HlSTORY OF W E DOWNTOWN

Sudbury owes its initial existence to the buiFding of the tranmntinental railroad, As it progressed westward

from Montreal across northern Ontario, the CPR established in f 883 one of its many sidings on the north aide of Lake

Ramsey. It was named by James Worthington, superintendent ofthe construction crews, after his wife's birthplace,

Sudbury in Suffolotk, England. Wih the building of branch lines to Sauk Ste. Matie and Toronto, Sudbury became an

important rail junction.

Akhough R owes Ra origin to the CPR, Sudbury owes its real development to the accidental discevery in 1884,

during wnstructlon of the rail bed, of copper and nlckel ores 2 1/2 miles northwest ofthe seztlement. An influx of

prospeetors and mlnlng interest6 following the strike led to the establishment of the new community. In 1893, Sudbury

was incorporated as a town, wlth a population of 795. Stimulated 'by the growing world demand for nickel and copper,

Sudbury grew rapidly in the first three decades of the 20th century. In 1930 it became a city, and by 1931 it had a

population of 18,518. Oevefopment during and after the Second World War led to the amalgamation of several

surrounding communities into the City in 1960. After three pars of study, the provincial government decided in 1972 to

introduce regional local govemrnerrt for Sudbury and its surrounding area.

Sudbury's development was mstrained by railway fines and the topography of rock outcrops. The

community was also hindered by the lack of a solid propem tax base, receiving no taxes from the mining industry. It

gradually expanded outwards along the maJor roads divided by rocky ridges into the adjoining townships and the

'mllef within the Sudbury Basin, the cantre of which forms an extmsfve plain. Planning in the 1950s led to numerous

projects, including an urban renewal scheme and the wnant Civic Centre. The mining indushy created some barren

landscapes, but the area has bmn the s ' b of one otthe world's largest urban land-reclamation schemes.

Sudbury is Canada's most important mining community. In 1951 more than 40% of the labour force was

engaged in mining, though by 1981 that sector employed less than 25% of the labour force. The area remains the

largest single swm of nickel in the wodd and is Canada's largest copper prducer, lronore pellets, acid and precious

metals are also produced. Employment in services and public adminlstratlon has grown considerably, along with

wholesaSing and distribution operations.

At the present moment, there is a variety of signlficanr development projects underway. A $22 million cancer

treatment centre is being buirt; both Laurentian University and Cambrian Collage are undergoing major expansions;

and the provincial government will be investing #Q million in new facilities for the Ministry of Northern Developmsnt

and Mines.

D m n t m m Sudbury was of a r s e the original torms'm with a typical range of amenities such as a housing

and retail area interspersed with a few government buildings, rail and bus terminals.

The building st& of downtown Sudbury is largely cornposed of brick veneer structures built in the early to

mid 20th century. Many of the earliest buildings have been attered at street level over the years, and the original

character disguised or compromised. In many instances, fortunately, the original solid core remains beneath the

present exterior. (Unfortunately, a number af valuable buildings were demolished beginning in the 1950s and are

hence lost.)

Downtown Sudbuiy has seen many Eargeacale changes over the years. The rail yards which used to have a

solid 'industrial presence' are now perceived as unkempt and rundown. The CPR station is in disrepair and the fencing

is ineffectual as a barrier to the noise and pollution oftbe current rail operations. The South Elgin area around the CPR

station (except for the Sudbury Arena itselq is the least attractive part of downtown; r u n d m ban and their clientele

are not attractive to residents or visitors.

The Borgia area, northwest of the downtown, was subjmed to urban renewal some years ago and an entire

neighbourhood was replaced with the Ci Centre shopping plaza and several high rise apartment buildings.

The southeast corner of the dawntown has become largely an ingt'tutional area as buildings were razed to

provide for the Civic Centre and the Bell Building. There is currently a smattering of housing that will be redeveloped in

the next few years in and around Shaughnessy Street. Although there is a park adjacent and some public

programming, the Civic Centre has not emerged as a significant public focal point. A large new provincial government

building is to be added to this cluster in the next hw years.

As downtown has evolved, retailing site and diversity have dwindled mostly because ofthe development of

wtlying shopping wrrtres, Nslghbourhoods have largely dlsappsarsd because of:

-the developmant of modern suburban housing; urban renewal;

-the development of the Clvie Centre complex; and -the decline of retailing,

(It must be noted that while the City Centre mall provides a significant shopping centre presence downtown, there is

SOme feeling that many customers am not amadud to e h r downtom f a d l k which can offer a variety of additional

services and experiences.)

The heavy transportation cwrldor is shifting from Mwy. I7 (Elm St.) running east-wst through the northern part

d chintown to Brady St. and the gwthem part of downtown, arwnd Civic Square. This will act 'beneficially to shlft

heavy truck traffic from the retall core to the priphery of the d m m t m

At the time, a major review of the &wntmm is faking placa and Is Wined the Downtown

Development Adion Ragram (DDAP). The ovedl goal k to disewer waye to make Qowtom Sudbury the service,

retail and mertalnment eentre of NWbasrern ~ntario."' This plan in awmtidly an economic dEwelopment master

plan fw downtown Sudbury and will not specifically a r t d r a imuee such as mrhting and design.

In summary, whereas SudbuMs dormtarm bgan rn a tightly intrgratd urban unit. it presently la& f w s ,

definklon and vitality, m u m the area holds so much promise for a revitalized and significant urban focal pint, the

Heritage Canada Resauree Team eb&d to work with the BlAto try and help achieve those gads through the Main

Street Programme.

1.2 FOUR-POINT MAIN STREET CANADA APPROACH

The Main Street Programma aperates by having a residenZ'Main Street Cooldinah%' who acts as a catalyst

and resource person, and -0s involved in a wlde variety of issues peelnlng ta economic revitalization and

architectural rehabiflitation In the downtown area There are four key 'thrusts' to the Main Street approach in any

1. Oraan'btim - The Instllllng of a cmperathRa sffort between the different forces acting on the downtown.

2. Marketlnq - The strategies to 'sell' dmmtown as a commercial area.

3. Desia~ - The physical improv~ment of downtown including buing and facade renovations, street bahfication, and signage.

4. Cornmedal and Economic D e v e l o n m - Ths mwuragement of new and additional commercial activities in the downtown area, m l i n g use where approprlate of government programmes, land development schemes, retail recnrirment approaches, etc.

1. John C. Williams Consultant8 Ud., Proma1 to the Cltv of Sudbwv on the Downtawn Develobment Action Prmramm, Toronto, December 1987.

The approach towards each of these mitical components, as wall as the relative weight of each in terms of the

time and efforts of the Main Street Coordinatw, mll vary fnrm mmuniiyto community, depending upon its general

rsituation and the specific issues it faces. The components, howww* a in unison, without over-emphasis In one area

mt the expense of the others.

In Sudbury, the programme is offerd through the Metro Cantre Management Board (Warn Centre'), a

Buslness Improvement Area (BIA) established in 1977 under City of Sudbury By-'taw 77-76, Its oemra! purpose Is to

revkalize the Central Business District (CBD) of the City.

7.3 PURPOSE OF THlS REPORT

Tha Main Street Coordinator (Executive Director of BIA) has been working in Sudbury almost sin= the

founding of MBho Centre. This has allowad sufficient time for her to establish contacts, identify the key issues involved,

and develop a sense of what needs to be done. The putpose of a RBSOU~CB Team asssrrrnem at this polnt In the

threeyear Main Street Programme is fourfold:

1. to hdp the community refins and articulate b objectlvea for downtown Sudbury;

2. t~ identify $sues a d priorities facing fhs d m Sudbury;

3, to provide a compibtion of basic background data; md

4. to develop a framework for m adim plan for tb next two p a n , integraied with the emerging DDAP.

The report resulting from this proaegs win km u s d bythe Main Street Coordinator (and other community

groups) in responding to these issues over the coming two years ofthe programme, and quite possibly beyond.

1.4 RESOURCE TEAM

A Resource Team is comprised of the Matn Street Cowdimor, local representatives w i l y members of

the business and polhlcal interest6 In the community), representatives of HeTitage Canada, an external design

consultant (generally an architect), and an external business msuhnt , who -nates the input from the various

Team Members and authors the report. The rattonale for thls approach is lo combine objediw advice with inaepth

familiarity of the ammunlty's problems and opportunities. 1 he members &the Resource Team in Sudburywre as

follows:

Individual Afliliation Besource Team Role

John Fauquier

Wayne Floreani

Woods Gordon, Consukant (Business) Management Consukants

Sudbury Regional Development SRDC role in economic -ation development of core

Stephen Lauer Main Street Canada, Cambrldge Resource Person

Bill Lautenbach Regional Planning Regional Partnership/ Programs

Maureen Luoma Sudbury Metro Centre, Project Coordinator - Exeartive Diredor Main Street Program

David Petryna

Carlos Salazar

Chairperson, Sudbuq Metro Owntown Centre

Chief Cornmissloner, City Partnership/ City of Sudbury Programs

Vice-Chajrperson, Downtown Sudbury Metro Centre

Regional Planning Department 'Associated' Project Coordinator

Herb Stover Independent Consultant Consultant (Design)

The Resource Team visited Sudbury on May 24-26,1988. During this time, a number of activities were held,

including:

- extensive interviews with a number of community representatives;

- a 'focus group' session with key business owners and operators, and community representatives;

- review of relevant background materials;

- a reception (hosted by Hetitage Canada) for participants in the process;

- an open house, to which members of the public were invited;

- a small public survey at the City Centre and New Sudbury shopping malls; and

- a 'brainstorming" and priority setting session.

This report documents the issues and priorities that were raised, and suggests an action plan to respond to

these. Note that while it was the res~onsibilih, of the Business Consuttant to prepare this rewrt. the various directions

and recommendations that it contains represent the consensus of the Resource Team.

2. pOWNTOWN GOALS

2.1 QVERAU GOALS OF SUDBURY

Interviews and d i i o n s with rariwa officials thrwghoutthe City have allowed the Resource Team to draw

condusims an the general m n s u s regarding overall goats at the Cty. The three main goals synthesized from these

resouroes are brim described blow.

2.7 ,I Economic divers'^

The Sudbury Region has for many years been highly dependent fw its economic livelihood on the mining

sector. Recent history has pmen the area's wlnetabil'i to such a 'single resource' structure. Spacific initiatives, rueh

as the creation of the Sudbury Regional Development Cwpwation, are attempting to create a more diversified

economy which will be able to better weather recessionary periods in any single industrial sectw.

2.1.2 Sudbuw as Reufonal Cawital

The Region has defined for itself an emerging role as capital of Northeastern Ontario. This is bawd upon:

-the largest urban population in the region; -the south central location of the C i within Northern Ontario; -the -ion of the City as a multi-model transportation hub; -the historical importance of the C i t o Norzt7ern Ontario; and -the number of government agendes and services in the City.

Furthermore, no sther urban area within the Reglon has clalmed to be a 'regional capkaP and this is hence a new

initiative w h i i will take time to establish.

21.3 Sudburv as Cuttural Centre

In recent years, Sudbury has added slgnlficant cultural centres such a8 the Grand 1 heatre, Laurentian

University and science North. These f a t i l i i ~ add riehnsss and dlvenHy to the quality of life for the Region" rresldents

as well as i-ng m h m receipts.

Organizations such as the Sudbury Arts Festival Association (SAFA) provide a forum and cmrdinating

agency for local artists and arts administrsaors.

The imeasa in cutrural facilities integrates well with the other City development objective of economic

diversity and the emerging sense that Sudbury is qu'kkly acquiring a reputatbn for becoming the 'arts and culture

2.2. GOALS OF THE DOWNTOWN

Various individuals and groups have expressed c m s m over the qualily of fife in downtown Sudbury In recent

yearn. It was thl8 collsetlve desire for owfecbire action w h i has led to the Dowmawn Devalopment Action Program

(and this Main Street Canada review). Pubk meetings were held to enumerate problems and ideas over the period.

From these meetlngt, a list of 53 desires, opportunkies and ideas and 43 eonwrns and problems are attached as an

appendix at the end of this repon

The following list of goals is taken directly from the DDAP as a ccrnsalldatlon ofthe most signifim d m

issues:

i.1 To make downtown Sudbury the social, cultural and entertainment antre par excellence for the City and Region of Sudbury as well as for all Northeastern Ontario (500,MX).600,000 people).

1.2 To develop and sn hanee down?cm as a tourist destination area,

1.3 To reinforce downtown Sudbory the financial c e m for Northeastern Ontarlo.

1.4 To promote the varied cultuml and ethic background of the community.

1.5 f o ancowage private investment through incentives (rather than through regulations),

1 .B To create puMicJpivate partnerships in order to induce Fnto the downtown new businesses, renovation and rehabireation of existing Btructures, and new development.

1.7 To promote winter heability concepts (such as skywalks ( + 15'), underground wnmions, and building links at ground floorwithin a block) leading to a pedestrian circulation networkwith meeting places so as to minimize 'winter effects'.

1.8 To bring U a l and cultural Ii (day-nigM/surnmw-winter) to dwvntrrwn by providing the physical facilities conducive to this aim. Some of the people's plaees to b encwraged are:

- sldewalk cafes - plazzas . atria - galleria - ethnic food courts - visual and performing arts f&Trti= - museums - gathering and perlwming places (mncerts-festivals-agora concept)

1.9 To hprws ths aesthetTc appeal of downtown by improving the overall downtown 8h'mtscape in the f o n m g mas:

-street furniture -sidewalk materials - landscape (trees, plants) - parking lot landscaping and sereenlng - signage (traffic, parklng, street names, business signs) - public art

1.10 To upgrade and promote the downtown area as an attractive, convenient and safe place in which to live, entertain and shop.

1 .I 1 To foster retail development which will complement rafher than compete with existing downtown commercial establishments.

1.12 To promote and advertise the sewice, cukurnl, social and commercial assets of downtown commercial establishments.

1 .I3 To protect and enhance the cultural and architectural heritage of the community by undertaking an aetive historic preservation programme.

1.14 To advocate infill development h i c h emphasizes the opportunities of the existing urban structure and buildings in contrast to the urban renewaljslum clearance approach.

1 .15 To focus on projeds which are socially and economically viable rather than on megaprojects wch as enclosed streets or city domes.'

Specific strategies are currently being developed to translate these DDAP goals into action. The report

articulating these strategy uses is currently being prepared by the consultant, and is due for public release by the end

of February, 1W.

Clearly, when the DDAP report becomes public, Metro Centre should review the specific actions

recommended in that report and match them to the strategic thrusts recommended here. Metro Centre should see

itself as an agency to undertake these actions of the DDAP that are most appropriate to its fulfilment of its mandate, in

representing the needs and interests of its members. We are confident that the major thrusts recammended in the

DDAP report will not in any way contradid the recommendations of this Resource Team report - the major challenge

will lie in ensuring #at implementation occurs in the most efficient and effective manner possibte, among all

organizations concerned with the development and improvement of the downtown.

3, ISSUES AND PRlORlTlES

In this section of the report, we discuss fhe various issues and priohles facing Sudbuy in the four main areas

of concern to the Mdn Street Programme - organization, marketing, design, and commercial and economic

development. Each is presented in terms of some relevant background Information, the strengths and weaknesses of

Sudburlf in that partiwlar area, and the issues and prioritks MeMd by h s Reaourcs Team. In each of the following

seaions dealing with strengths and weaknesses, for t h m Msnmsd through our pubttc survey, the notation 'PS'

followed bythe number of responses appear in parentheses at the end of each Item,

The issues and priorities have been 'cded' for easy refenma throughout this report. This coding system is:

0 - Organization Id - Marketing D - Design C - Commercial and economic devdopment

Thus, for example, (M-3) would r& to zke third issue identMed h the 'Marketing' section of the Repoh

In addition, each issue has been ranked as, 'high', 'medium' or 'M priority, depen&ng upon the Resource

Team's assessment of the importance of each in terms of utilizing the limited time and energy of the Coordinator and

the resources available to Metro Centre.

3.1 ORGANIZATION

3.1.1 Metro Centre (Downtown Sudbuw BlAl

The Main Street Programme wm brought to Sudbury largelythrough the efforts of tha Executive Dir-r of

Metro Centre.

Metro Centre has been actively involved in the development and promotion of Sudbury's downtown since its

inceptbn in 1977. It is structured m s BIA and hen- has the sanction ofthe Ci of Sudbury and the entire downtown

business mmunfty. At present, there an slightly more than 700 member businesses.

Opsrating funds are gemmed thrargh an annual levy on the business tax paid by each CBD business.

Additional revenues m e from government grants. The 1988 budget is approximately $255,00(5.

1 he Board of Directors is mprised of9 members, 2 O1I whom must be memkrs of City Council. Each

member represents bus;inesses in a spedftc sub-area for a $year term crmxlrren? with C3ty Council, Thus, the Board

tends ta renew itself evety three y e a . The full Board meets in open session the second Monday of each month.

3.1.2 W e r Orsanlzations fnvolved

A number of other organizations are involved directly and Indirectly with the promotion and development of

the dmmtown. They indude:

CIf\r of Sudbuq

The Ci and most of its administrative depamencs are involved In supporting the revital'iation of Sudbuqts

downtown. Active support is given mstlythr~ugh the supply of municipal services such as tax collection, snow

plowing, garbage cotleetion and parking services.

Reaional Municipality at Sudbuw

The focus of regional government is less on dormtorrrn Sudbutythan for the City. However, there is a general

undeWanding that the more @able the downtown -re, the healthithe entire region. Therefore, the Reglon supports

downtown redevelopment. 1 ha Rsalonal Plannino and Development Denamnt provides plannlng services and is

currently administering the work of the DDAP. The Sudburv Reqional Develooment commt i~ (SRDC) is actively

engaged in assisting the downtown, while also stimulating economic development actively in the other 6 regional

municipalities.

Prmlnclal Government De~artments

A n u m b of ministries and agemies of the provincial government eve in a posaion to assist with dmmtmm

development. Moreover, it is a6rm p o r i of the current governmen? to support strongly economic development in

Northern Ontario. Examples of ministries w h i are or muld be interested in the downtown include:

Ministrv of Munici~al Afhirs - r q ~ d i w land use planning, Community Renewal Branch (PRIDE programme), neighbourhood development, the Oficial Plan and zoning;

Ministrv of Revenue . regarding taxation and ammsment;

Ministw of Culture & Communlcationa - regarding fine ark organhationq museums and ethnic/cultural centres and potentially through LACAC designation and community grants;

Ministrv of Tourism & Recreation . regarding the development of tourist attractions in or near ths d-;

Ministry of Houslnq . regarding neighbourhood development and housing programs for special populations such as seniors, creation of rental housing (partiwlarly convert-terent);

Ministrv of Northern Qem10~rnent and Mines - regarding special northern development p r o m

The local Chamber of Commerce has been very of dmntcm revfta'Iization in general and Metro

Centre in particular. The Chamber eooperateg m a number of joint ptograms with Metro Centre and pursues

others on its own.

prowem Owners

The properly owners in the downtown, unless operating their own businesses there, are not organized as a

separate group. As such, they remain outside the mainstream of ofoommunbtiom and thus have little input

into decisions affecting change in the area

3. I .3 Strenaths and Weaknesses

Our interviews with various individuals have led us to the following mndusions regarding the strengths and

weaknesses of the existing organizations Involved with or asslstlng the downtown businesses.

- Strong mdre of cammitred individuals and organlzatlons such as Metro Centre and the Chamber of Cornmeree.

- Municipal and regional government commmed to supporting revitaliratlon.

- The body of planning which has k e n done and Is continuing, particularly the Downtown Sudbury Secondary plan.

- hck of specific plan for administering Metro Centre goals and objectives.

- Some people find the area uninviting to shop during the wlrrter months. Roads and sidewalks are slushy w h i ks an obstacle fw shoppers. Shoppers tand to go to the New Sudbury Centre (PS-I r=ponse).

- f here are constanyl a number of homeless and d-6 people in the downtown area. This deters m e from enjoying the amenittes of the =re area, such as Memorial Park.

- Parking or I&& d il is a probfem. Howwr, 11s this a perceived problem or an aetual one7 Many people report that this is a major deterrent to shop downtown. Besides the lack of parking, there Is also the mst faaor. Many feel that by Sudbury standards, the costs of parking am too high. Also, many parking lots are mad too far away the core. Many feel the parking stamp programme is a waste of time (PS-17 mponses).

No fomd comMwtim which lays out ha rules and prooedures of the BIA Elections are iniiated by the city clerk.

There we no written goals or objedives for ?he BIA Board d Management. If the of Management does not knowwhat it is doing or where k is going, then how can it projedthese thoughts/ldeas ro the membership?

- Many ofthe members become Intermed and Involved only when a contenti- issue such as emnded hours w reassessment arises (P53 responses).

- There is g e m apathy and no real interest in meetings with the BIA. Out of 500 businesses, only 20 pople med fw the Board of Management.

- Many members do not know what i~ the role and fundion of the 81A.

- Poor bus s6rvlc~l into the d- (PS-2 raspanses).

- A need for day care facilitiw (far am* and shoppers) in the doHnrtown (PS.1 response).

3.1.4 Issues and Priorities

The following are the three main issues relating to '~rganitation" as idmifd by the Resource Team

at the md ofthe site vis h:

1. Lack of a LoneRanae Plan for Metro Centre

This organization which must play a key role in the revkaliratlon of the downtown does not haw a Long-range

plan. Major concams relating to this issue are:

- lack of &nuRy of Board mernbefs because of the requlrament to renw #self every three yeam in conjunction wiih the municipal elections:.

- a typically uninvolved membership who haws dtfkuhy in being able to discern an explicit direction from the Board;

- a limited mandate for the staff to carry out; and

- a lack of definition of commtttee rdes and r a s p o m h i

Ths R e s w m Team considered the lack of a lonqrange plan to be h e most important issue facing

downtown Sudbury. R is considered to be the most prssslng need at the present moment and ths one change, if well

designed and implemented, that could have the most catalytic effect on stimulating redevelopment and gncrwth.

The a p M c elernem which the Resauree Team identified as priority issues are listed belaw and

coded according to the scheme deswibd earlier. Where kerns makh with the goals of ths DDAP (as outlined

in Section 2.2 of this report), a moss-rsfermeed nomion is mademade

(dl) The BlA doe8 not have a long-range plan but begin with a sMrt term action plan based on a 2 year plan, This should contain the appropriate @s/objectivesi and methadology. (hlgh priority)

(0.2) A number of p p l e Mieve that there Ea a need for the revitalization of the CPR building Communtty Centre, and the South Elgin St. area This could be done through a strategic plan for the area (medium prlorii)

(M) Wkh redevelopment of the downtown, especially Elgin St., this may push ovt the undesirables. A mechanism is needed beween police and RIA to ensure the congregation of these people in the park does nclt accur. (DDAP - t .7) (high priority)

(04) The Blk needs a written constitution to formalize p r d u r e s . (h priority)

p. Roles of Related Omanizations

Also a high priority and linked to the issue above is the fact that there is no unified direction or coordination

amongst the various agsncies with an interest in d m o w n redevelopment. Those w h m actions need to be

coordinated am:

- Metro Centre - dcrwntown businesses - d m m property owners - Regional Planning - SRDC - SAFA - Chamber of Commerce - CQ staff - City CouneiI - Ministry of Municipal Affarrs - Media - Public

The following is a list of priority aetivities relating to the organizational interacti~l among the

aforementioned stakeholder individuals and groups:

(0-5) Continua the mmunications with Zhe various government departments and olffiicials. Continue to inform politicians of the needs of BIA members. (DIDAP - 1.1 J1/6/1/15) (high priorky)

(0-6) Continue liaison between the B1A and City Public Works to remove snow promptly after every snowfall. Educate property ownem on the need ?o dean walks constantly to improve access and image.

(W) Since there is a very rite contact with B1A members, it is reownmended that a blmk-eaptaln system be developed. One person wwld bs selsaed for every la20 businesses to inform them of meetings, goings on, etc. Also, if there is a n d for mas betwgen the Metro Cmre manager and the members, It may ba 'better for that p m n to contact them face to face, as this will make it more difficult for someone to reject a request. @DAP - 1.8/1.10/1.11/1.12) (medium priority)

(M) Better contact wlth new members, especially on Yhr part of the Manager. Discuss with them the role of Metro Centre, the ~ervices that can be provided, etc. (QDAP - 1.12) (high priority)

(0-9) Establish a tlst of the dawntown proper?, owners and opn the lines of communication (i.e., put them on the Metro Centre mailing list for newletters, send them letters of intro re: main street moss Btc.)

The issue of adequate parking is one which fails into all bur areas of analysis: Organization;

Marketing; Design and Economle Development. -use of expensive bulkling canditions and undemanding

~ is la t lve requirements, parking k considered to bs one of the major problems in domrtown Sudbury, there being

generally inadequate parkhg throughout the downtown.

Parking is a m p l e x issue. There are high, medlurn and low priority elements to be dealt with. Some

aspeas of improved maintenance, stgnage and communications should be deatt with immedlataly: analysis

and planning for Mure parking W l i i e s in the short term; and improvements to streetsap and sidewalks In

the medium to longer term (after other related design policies have been established). With mspeet to the analysis of

dmmtown parking the variws facts to be eonsidered are:

- Is there enough for retail, flce, residential and special events n d s ?

- Haw should capital and operating casts be covered?

- Are present fa$iliias clean enough?

- How well are facilities integrated with the stremapa and sidewalks?

- Is slgnage and other communications aspeas of parking adequate?

The s p M c issue identlfled under 'organlzatlon' relating to parking was:

(&I 0) Prwnote existing parking amas, Identifyto people, arspecially business people, that ahgte is a significant amount of parklng. E d u m business people to the that there is a pIenIy of 'unauthoriz@ free parklng on Thursday, Friday evenings and Saturdays. Parking problems are a question of the perception by business and people. The BIA must develop a plan to overcome this. (DDAP - 1.9) (high priority)

al Local and Rmional Resident Market

The primmytrading area of Sudbury is m i d e i e d to ~avsrthe Region of SudburywfGi has an

estimated population of 150.0a3. (Population within this trading area is currently dsdining at a rate of about 9%

per deade). The secondary trading area reaches west, nMth end east through Northeastern Orrtario for

considerable d i m s , atthough population concentrations in the outtying areas are often small. Retail sales

for 1967 were dmated to be about $870 minian and per capita retail spending was approximately $5,900.

Personal income runs 756 below the national average.

The dedine in population and the blow average levels of income are currently belng countered by a

$ u p of ~o-OR Mvhy h the Region. Therefore, thera are reasons to b optimistic that Sudbury is

maturing m an urban centre. income levels wilt rise as the local economy diversifies into government and

sewice seaor J o b and as women gradually attain pay equity.

wfth most other North Amerlm communities, downtown Sudbury has lost market share to suburban

shopping antre@. However, the current era has presented opportunities for communities to rediscwer their roots and

heritage through downtowfi renovations and revltafiuation. Some ofthat has 'been ammpfished in Sudbuly; r n h

more can yet be achievsd.

bl Tourlst Markq

Whlle the remnt development of such facilities as S d m North have signifidly increased tourism receipts

in the Sudbury Region, downfown Ihi devold of a major tourist &traction or of firstdass cwwantion/oonfem

fadlities. At the current stage of development, the Resource Team was not able to identify an immediate opportunity for

the creation of a major tourlsm attraction. H m r , there is the possibilitythat a new h d with eonvention/confemnce

facilities for about 1.500 could probably be successful. (The current hotel rooms are spread throughout and

surrounding the downtown, whh the Holiday Inn ddng the majority of present convention business.)

In summary. the twrism sector in the downtown b underdeveloped l the present time, and no immediate

opmnit ies are w e n t . Of #rum, shwld an attractive prosped be klentiM, k should be carefully evaluated as

tanism can be a panrerful m m i c development tool.

322 Promotional Emm of - It was generaly feh that too few coordinated promotional/advertlsIng campaigns are undertaken by

dmmm business. The main player in the promotion of downtown Is Metro Centre through its Promotion Committee

which dedicates of its annual budget ($57,000) to the following spscHic mivitiea:

- Consistent Campaion: this includes: public affairs promotlone placed in the Sudbury Star, Mid Canada Radio and Telemedia Comrnuni&ions; 'Downtorm Protile" whlch appears weekly in the Sudbury Star and Shopper; and regular -p advertlslng on 2 local radio ~tations:

-cia1 Everrts: Street Fair: Christmas: planned event for 1988 Wofld Junior Games;

- Newslatter: monthty publication with advertisfng opportunities for locar businesses;

- Cornmunitv Advertisinq: a wide range of advertising In a variety of special publications and other media;

DirectoFESShop~ers' Guide;

- Sho~mrJResident Sunney: to d i m r shopping patterns and attitudes in f 988;

- PRIDE Award: presented to bushsms Wich haw undertaken major renovations;

- Windm Oisptav Awards: fw M e c h d attm&m displays;

S W a l SeminartWorksho~g: to train and upgmda retail pradices and to share information and ideas.

3.2.3 -nqths and Weaknesses

Based on the foregoing, and our iMms with a wide r;ange of krdividuals, fhe Resource Team has

assessed the s t r e w s and weaknesses of dmmtmn with resped to "marketing' issues to bs as follows:

- Quality and variety o f b retail nrtbr at Ci Centra (PS-11 responses)

- Variety of bars (FSl response)

- Presence of grocery stores (PS-1 response)

- Good building stock presents the oppomrnity forthat maah retail spaces

Weaknesses

- People imagine downtown Sudbury as Zha ICwlreon, Lado, Mws T w m , the Townhouse. Sudbuva populatttion is now more sophistWed and popla want better quality. This sophistication will increase as the city becomes more of a white =liar w r k ~ C B Wrth the influx of government office activity.

- The BIA has no marketing plan. Then Is a lack of basic market/produa/oom~'rtion research to provide a basis for dacisions lrelating to advertlslng, promotions, businass development and design improvements,

- Many of the rnsrchant~ have littls or no formal corrtaem the BIA Many do nut mad the newsletter and telephone calls seem too impersonal.

- The BIA and munlclpality needs to promote downtom Sudbuv as the ecne of the Region or its 'livlng room'.' It should also market the m e as the 'living roomn of the north.

1. 'llvlng room' Is a term comlng into common usage to represent urban spa- which encourage people to meet and socialize in a setting whlch encourages such Interadion.

- Many ofthe upscale and specialbed stores are d m . This should be exploitad more turry.

- O k marketing schemes, such as sidewalk sales, if d n d y and unimaginatively executed, can km seen to be passe. Many merchants do not participate -use of the lack of consumer int-, and customers often do not shop because of the low grade merchandise Mng sold during the sales. Also, beer gardens tend to attract undesirables which in turn inhibits people coming downtown.

- Prices rare too high (PS-2 -)

3.2.4 Issues and Priorities

The Resource Team identified 2 main issues: the image of dawntown and its 'positioning' as a retail

(M-1) The image of Sudbury is changing slowly from that of a tough, on&industr)r mining t o m to a modern. diversified urban centre. h effective change is already m n i n g . we concluded that initiatives M build a posffive image should have a medium priority. So far, there has not emerged a single unified image to which the vast majority can subscribe, Some of the suggested image M m e s wa uncovered were:

- as Caphat of Northeastem Ontario; - as the Reglm's "living room'; and - as a deslrable I d o n to lw, mrk and play.

(DDAP - 1 .I /1.2/1.4/1.10/1.12/1.13) (medium priorily)

Downtom Sudbury has not built a solid oora of retail owners' behaviour which resufs in a good

marketing image. We identified specific issues and their prloriiies En the following way

(M-2) initiate basic market/pmduct/competklon research immediately. Recommend 3 stdies. Consumer study, 'Damtown p&uGt iaudy, Retail Cornpetftors-Amas study

(M-3) opportunity to dewlap certain ~pecfalkd niche marketing opportunities (DO# - 1 .I O/ l . t 1) (high priorii)

(M-4) need for more special promotions (DDAP - 1.1 OJl .I 1) (high prlortty)

(All-5) recruit more of spclatty tyhops (DDAP - 1.10/1.11) (high priority)

(Ma) need for owners and staff to upgrade 'business skills (ODAP - 1.10/1.11) (high priority)

(M-J) need to develop greater interaction with Metro Centre (DDAP - 1.10/1.11) (high priority)

(Ma) opportunity to market the area as a speciallred shopping area (DDAP - 1 . l O / l .I I) (high priori!y)

(M-Q) need to improve the relationship of private building owners to City Centre {DDAP - 1.1 0/1 .I 1 ) (high priority)

(M-10) need for consistent and well promotud store hours [DDAP - 1.1 0/1.11) (high priority)

(M-1 1) need to overcome the real and predeved bagmentation of the retail district (DDAP - 1.10/1.11) (high priorit))

(M-12) need to weate a rnarketlng plan form core and *re a new upscale image, (DDAP - 1 .I) (medium priority)

9.3 DESIGN

Design is not the most critical tool (in the Sudbury situation) to or sustain m m i c heatth;

however, it can play a important suppofiing role In increasing downtown atbetiom and building demand for

downtown mierviees, - wen residential accommodation. R can also play a signfieant role in enhancing

and channelling parallel marketing devebpment initiatives through signagr, publlc sculpture, m.

3.3.1 Purpose of Desisn Downtown

Design sfforts provide the 'packagem through what downtown'r gods and services an made available

to consumers; judgments made about design appropriateness should rerelate to the question: Will this help

make the package better; more appealing; clear&? This "packaging' of dcwntown requires focus on the

specla1 qualkies or charadenstics that combine to give downtown its characteristicownWMy.

The purpose of design efforts must be:

a) to recognize and define the key elemem af that identity; and

b) to toe these elements as clues in Inspiring work to upgrade and enhance the old, and provide directim for the new.

While it may be possible to stimulate some pubrdy shared sense of what design goals could do for a

new 'high-tgch' Sudburythmugh minacs, wwkshops and discussion, etc., kt Es still inevhable that architects

and their clients, on an individual project W s , who define hat future identity. Accordingly, the best way to

ensure that the vision Is a qua!& one, IS to create a dimate w h i i encourages excePenoe In contemporary

architecture. This further implies:

1 respecting the existing built environment so as to guide new expression;

2. muraging 'mad&imSudburf designs (eithsr those who work here, or those prepared tc come here for long enough to get a valid feel for the place);

3. encourage design competi!ions (with public input) k r slgnlficant sites.

3.3.2 fdentii Threatened

The physical identity of Sudbury is being eroded in several ways. Its idmtii relates to 1 Wi and earty

20th century efforts to bring urban amenhles to a resource town, through imposing a street grid and hlgh

design standards in materials such as brick and stone . e.g. witkinson's Bulldlng, the Codson Building. Some

of the factors relating to this eroslon include:

1. Gwemrnant/corpoFate deslgn s l a t e m (9.g. Civic Ceme) which ignore context no cues as taken from surrounding buildings in Eocw, materials, scale proportion, massing; nor have on-the-ground pedestrian flow been looked at as a basis for organizing the landscape.

2. The casual proliferation of parking lots for perce'nrsd sb?-ierm gain (at the expense of long- term loss of identky to building blmks, e,g, Frontenac Hotel).

3. The g e m ? dfrectlon of storefront renovation undertaken in h e last 10 ar 20 years, ded ing loss of mnfidence and a desire to adopt a 'withif marketing image or idiom, to sustain marke? shars; these relatively careless r m a t i m have effaced, or -red up many of the characteristic facades which might have contributd to the downtown's identity.

4. The present confusion of retail mix (and retall Identity) fw most of the traditional downtom - outside ofthe C i i Centre, the 'Bay St.' banking precinct ete.

The 'resource town' image is reflected in Sudbury's identity mostly through external elements - the

edges, boundaries - the railway lines, the v i m to hllls topped bywater towers. These elements should be

reeagnlzed and their contribution maintained:

I. Too much 'greening' of the rocks could fuuy these boundarks (whlch, admittedly, was not a concern expressed by local membrs d the Resource Team but rather by the external members);

2, The railway yards, viewed by most as an eyesore, should be improved wlthout M n g their function or activity; This doesn't mean they should be hidden; rather it implies putting pressure on VIA to maintain buildings and clean grounds to a higher standard, or to ra fmm with something less offensive than steel mesh and barbed wire.

A tremendous amount of detailed investigative work has already taken place and should bs buih on.

The link needs to be strengthened between the Facade Improvement Plan and the Community Improvement

Plan in term of shared philosophy, to ensure rsaub are harmonious and consistent. The Facade

Improvement Study looks closely at the idea of identity; the Cummun'ny lrnprwement Plan at admin'Mation

pro6eduns, budget, costing, broad goals, but does not state a fundamental swfce of design inspltat'm.

3,3,4 Public Soaces

There seems ampla opportunhyto make aesthetic choices fw s!mtsqe schemes supported by

PRIDE, in reMan to the ksy identity cons&eraions atready discussed. There also seems an opportunity to

enhance public amenity s m (fuflher to the 'Sudbu~y as living rmm of northeastern Ontario' philosophy)

with available funds, In accord with fie dMmd identity. Consistent with this is an approach towards actively

programming existing public s p s (through aalvities and events) such as:

- Metro clock tower -the front of Grand Theatre - bandshell downtown in Memorial ParkJcivic Square - area of front of Christ the Klng/Ste. Annes. - in from of spaces such as monuments and the Civic Square

3.3.5 Private Spaces

The Facade Improvement Study provldea many opportunities to rebuild and redaim sp#c#k elements

of identity, e.g.

- the languishing houses on Shaughnessy St. -the "hotels' on Elgin St.

These are strong opportunities (through development) to intern'@ use, and strengthen character.

There is a danger in Sudbury that the preeption of an eyesore or a a l malaise ooold see the buildings swept

away (as has happened with the Borgia Area - once very much a key part of* Sudbury idemity) without

realizing the poterstial posM contribution such dements could make. The Facade Improvemen? Study also

provides a d i d backgraund through its background nates, mearch and the principles R develops for design

guidelines fw use d m o w n . In fad. the first half of the book ia preserrted as guidefines; what is needed now

is a brief summary of princiges to make the research accessible. Simplified guldellnea would be of real use

almost immediately by

1. giving direction to 4 or 5 owners now prepared to spend money on storefronts and privately held facades, bur who want - first (before committing dollan) . remauranws that their spending will support a broad general theme;

2. stimulating some real debate in the downtown mmmunhy about the idea of identtty and what it means (i.e., uninformfty vr. unity); and

3. giving direction to development projects which may emerge from the Downtown Development Action Programme.

Guldellnes, however, to be eiTeetive, must b ammpanied by educationalJpartidpative programmes

which Incnase public understanding and ownership of concepts and principles (atherwise, guidefinas b m e

authoritarian eonhol, without a base of support). Thlr owld begin with a workshop to deflna the kdy

elements of Sudbuqs identity, as assets to be bulk on. Guidelines themhas need to k written very

carefully. Language needs to be open and eneouraglng, n d prescriptive or limiting. Many precedents are

available form Main Street Canada regearch. Public education workshops are most sffective when different

constituencies are involved, Indudlng ddgners and suppliers of street tumlre, awnings, signs, etc

3.3.6 Strenaths and Weaknesses

Based upon the foregoing, and our interviews WMI awkk rangs of Individuals, the Resource Team has

assessed the strengths and weaknesses of the Sudbu y downtornn with m-ta design-related issues to be

as follows:

a baslc building stodr which cwld ke parlly restored to 'ts original appearam, and recapture some aspects of the 'resource town' origins and character

- attractive renovations to City Centre (PS-I3 responses)

- attractive new buildings (PS-1 respbnse)

- Wve streetscaping aceomplishrnents to date (PS-3 reqmnses)

- The attractive Civic Centre and Memorial Park area (PS-3)

- a-ibilii of shops and offices (PS-2 responses)

Weaknesses

- Aesthetically unappealing. Many people have constantfy reminded us dzhe Sports Illustrated' artlcle on the Eigin St.-CPR station area. Although many people initially reacted defensively, thsy later reallred that this area is indeed a problem. It acts as a major access into the Downtown core and it presents a very negative image not onlyto mident shoppers, but to tourists and travelbrs as well. Other areas of neglect include the Shaughnessy St. area, and CPR track fringe batwmn Durham and Elm (PS-I).

- Dmntmm has not been welt designed as a place to eniqrwinter. Snow shovelling policies and shekers have not been worked out effectively alttwugh there is ample opportunity to improve on this h %re.

- D w m o m is not currently a people place, but has the potential to bewme so. People in the past have tended to go downtown not only to shop, but to b involved in some form of m i a l interaction - to see other people. At this point h time, this role has diminished as people only come downtown to shop at a particular store. The lack of entertainment facirfies such as good restaurants and a f e s is one reason for this.

- The area is not geared for pedestrian use, Ughtlng is p r at night, and tt Is unsafs. The s?rwt8cape, w lack of it, inhibi walking. The lack of 'people" also prevents walking. 'People" tend to attract "people'.

- Lack of preservation of heritage strudures. Many struaures of heritage value have been destroyed or covered up, thus creating soma identity confusion, and significantly weakening the link to the past.

- Civic square is a highly underutilized spa- (public area only) which is devoid of benches, tables or cafes which inhibis the use by the public (PS6 responses).

- Memorial Park is not extensively used as a resutt of undesirables and design layout. All major buildings have turned their back on the park. There is a poor linkage between the park and the core area (PS6 responses).

- No major external focal polnt in the downtown for people. The City Ceme tends to athad a large number of people away from the 'street advkf. Many of the restau-, theatres, cultural centres are on the periphery of the downtown. There are also no park-, or ussable piazzas within the downtown.

Any new residents are located on the periphmy. Them am very l i e residents I-d above stores. Also, many of the new residents are seniors and are thus not Knked to having a vibrant core area.

- The attractiveness (facades, win-) of many stmkms is pot# (PS-4 r-)

3.3.7 jssues and Priarities

The Research Team identified m a ! design issues:

- Facade Imwrovsments: Improvements to misting W e s a n result in high visual impad and can also encourage neighbouring retailers and shoppers. Issues Whch need addressing include:

- axtent and areas to be included - guidelines to facilitate and show what is achievable - estimates of means to get p r o w undetway and/or incent-be programmes - there is a rwed to tie back to original fwms, but mt tw sttidly as to suppress creativity and originality

- Public/lnstitutional S ~ a w The full development of these spaces will emurage tpoth the public's use of downtown and the weation of the 'capital of NoRhsastern Ontario' image. Issues are:

- when should ths feKxls(sa) WI - what programming would be L>est? - the need far a beautification prqramrna - the opprtunfiy to encourage local design competklons

- Unsinhtliness: Unattractive elements still exist in downtown. Some examples are:

- railwaytracks - vagrants, vandals, 'bartown* image - litter

- Housinq: It is essential to bring people back downtown. That is most easily and efficiently carried out by promoting marketable housing units. The issues are:

- forhatrnarkets? - optimal I d i o n s - phasing - ties to restaurants, retail, services, eic.

- Recreation: This has not been strongly supported in Sudbury - in fad there is a lack of basic facilities.

- Arts/Culturat These aspects of life downtown serve to broaden and enrich the Eives of those who live, work and shop in the area. There are a number of intenelated issues characterized by:

- Farmers' Market success - Grand Theatre - need for:

- performance space - muttiwttural facility - support structures - role of SAFA - role of Sudbury Littie Theatre

- Desian Attitude: The aft'rfude towards design issues in Sudbury needs to be improved through education and example. The following should assist in developing most positive findings about the considerable heritage which Sudbury already has.

- clarifying community deslgn attaudes - embodying community values - support for local design workshops

The Resource Team concluded that the following ar? the key issues and their respective priorities:

(D-I) To ensure that downtown is a people place at night, the BIA should adopt the objectives of attracting mid to upscale restaurants, pubs, and cafes. They should also ensure that there be some interaction between the street and people. (DPAP - 1.5/1.8 /I .9/1.10/1,12) (high priority)

(0-2) The BIA and municipality need to adopt the objdve of enhancing the archiiectun of the downtown in order to re-assert the heritage of the core area (DDAP - I .13) (high priority)

(0-3) The municipality and BIA need to have the objective of encouraging more public use of the square. Make it into a European piazza, with cafes, concerts, family entertainment. I f Memorial Park is used by undesirables, this square could be used as a new focus as a means of eliminating that problem. (DDAP - 1.8/1 /lo) (medium priority)

(0-4) The municipality and BdA should look at improving the linkages from Memorial Park to the core area Better lighting and landscaping may make tfie park a much better foal point. (DDAP - 1 .?/I .8/4 3) (medium priority)

(D-5) The municipality and BIA need to work mether to encourage the development of people places, such as outdoor cafes and reataura. (DDAP - I. t 0) (low priority)

(06) The municipaii should encourage the re-use of second storey vacant spaces to residential and try to encourage younger people to locate there. (DDAP - 1.4) (low priorii)

3.4 COMMERCIAL AND ECONOMIC DEVELOPMFNT

3.4.1 Communh Economic Base

As previously mentioned, Sudbury is a highly developed urban centre. The Region is comprised of all

She key components of a modern urban complex, among them:

- regional health and medical facilities; - mutiimodel transportation hub; - regional retailing centfe; - mature higher education facilities; - a range of tourism amenities; and - government centre.

While the population is currently declining, economic development fadon which could reverse that

effect are:

- current construction boom;

- diversification of the primary resource dependent I d economy, particularly into the service sector; and

- increase in government offices.

Both welfare recipients and the number of unemployed (9%) have recently dropped, but are still above

national and provincial averages as a result mainly of the adjustments in the mining business.

The tourism sector is particularly underdeveloped in Sudbury. As the Region and City continue to

develop as a real rather than symbolic regional capital, significwrt opportunities should become availabfe for

development.

3.4.2 Downtown Real Estate Indicators

The recent spurt in downtown renovations and bitding plans suggest that the market is relatively

healthy. However, there are still 'soft spots' such as around the CPR station, Shaughnessy St. and the top of

Durham St. which will require extensive renovation to become attractive development sites.

Quantaative information regarding the exaet market health of downtown real estate was not available

to the Resource Team, but our general conclusion form all the evidence presentd is that of a generally

positive outlook.

3.4.3 5-

Based upan the foregoing. as well as our various interviews and rimrings, the Remum T m has

assessed the strengths and weaknesses of d m o w n , the City and the Region, from a commercial and

economic development m v e as the following:

Strsnuths/Onpomities

- Possbli of attracting a major wrist mct lon In or near the

Good dimata for public/private partnership or jdnt development projects.

- Possibility of a x w i g the downtown professibnal msdlcal cumrnunity through ths dwdopment of new facllitles and

Weaknesses

- lack of restaums (PS8 responses).

- Only one major grocary store downtown (PS-1 rqmmes).

- SRDC, the regional economic development agency, must divide, md is seen to divide its staff, resources and recommendations among all of the municipalities.

3.4.4 Issues and Piiwities

The following projects were identified as promising economic development generators suitabk to

dawntornrn Sudbury. Other seetors such as manufacturing wen r e j a 9s inappropriate for the downtbwn

context.

The completlan ofthe PDAP will undoubtedly provide a broad range of ideas for mnovation, renewal

and impkmentation.

Downtown Business Pevelo~ment Ommmnities (E-f)

Even a superficial revlew of gaps/opportunitiea in the downtown buslness mix suggests that there are

a significant number of small scale business developmerrt oppatunkii in the retail, food wnrlce and "yuppie'

upscale midmlaCproparty development sectors. It is recommended thadthe SRDC be given responaibilii

for pursuing thew opportunities with the -peration of Metro Centre.

Conference Centre (E-2) (DDAP - 1.1 /I .6/1.10/1.12) (medium priorii)

This concept would see the creation of a firstdass facility for in a prominent downtown

location. Some of the critical factors are:

- the exact size most appropriate for the intended use and prevailing market conditions;

- the location;

- the phasing;

- the function; and

- whether proximity to a hotel is required.

A further question relates to whether a new faci l i i is required rather than one renovated for the

purpose. Development of a 'Sudbur)r experience should be an important part of such a projed.

Convention Centre (E-3) (DDAP - 1.1 /I .6/1.10/1.12) (low priority)

Almost identical to the project above, a Convention Centre would be planned on a large scale for

groups of up to 1,500.

Downtown Medical Centre (E-4) (DDAP - 1.511.6 J1.15) (medium priorii)

Since the Resource Team's visit, this project is now in place.

Other Projects (E-5) (low priority)

It is estimated that the new cancer treatment centre wlll employ close to 300 people resulting in a

significant new market for downtown housing and retailing.

The Ministry of Northern Development and Mines move to downtown Sudbury will result in a direct

infusion of 500 jobs and an annual payroll of $16 million. This project in particular represents an opportunity to

provide housing for young professionals and witE help to create a punger dwlnntown residential community.

4. ACTION PLAN

4.1 rNTRODUCTlON

4.1.1 Definaion of an 'Action Plan'

An adion plan is a set of interrelated goals which have been identified and quantified as to their ability

to help achieve the objectives of an organization. In this case, the action desired is the renovation and

revitariation of downtown Sudbury. The purpose of an aciion plan is to put in place an agreed upon framework

for achieving specific objectives that a large numbr d people and organizations have generally agreed upon.

In the case of downtwlm Sudbury, the action plan is intended forthe use primarily of Metro Centre, although it

is expected that all interested parties will contribute to its evolution and implementation.

The timeframe of this particular action plan is from the present time to August 1990, when the DDAP

wifl be in At that time, it is expected that the main goals for downtown will be clearly idenfified and a

truly coordinated plan will finally be in place.

The resources to implement the Action Plan will come in part from Metro Centre but also from the

Chamber of Commerce, the municipal, reglonal and provincial governments and, of course, from the local

mercharrts and entrepreneurs whose livelihood depends upon the suocess of thesa efforts.

After identifying and ranking the various issues and opportunities facing the downtown, the Resource Team

discussed potential actions that the Main Street Coordinator could undertake in order to help develop

solutions. This report identifies a threbphased aetion plan, encompassing the following time periods:

1. 'Immediate' - from the present time until August 1989 2. 'ShortTermm-from September 1989to December 1989 3. 'Medium Term' - from the beginning of 1W to August 1990

Dividing up the future planning period into bids allows for a desegregation of a complex task Fnto simple

units and the creation of 'milestones' to more easily track the ongoing progress ofthe plan.

The purpose of the immediate term is:

- to inliafe the most important elements of the plan, particularly those on which hinge a numkr of later but dependant events;

1. The DDAP mainly addresses 'Economic Develo~ment issues and actions. Upon its completion, this action plan should still be valid beyond August, 1990. At that time, a co-ordinated approach may evolve and suggest re-assessing time frames.

- to show interested observers that measurable results are quickly (and hopefully easily) forthcoming; and

- to generate enthusiasm amongst 'stakeholders' for projects which are important but which can also show results quickly.

These features are important as Metro Centre has been working hard since 1977 on many of the

issues identified in this report and still there are many individuals and organizations who are largely unaware

of the various initiatives.

After the initial Bmonth (approximately) startup perid, the strategy would advance to the m d , or

'Short Tern' phase in which projects would be initiated which require preplanning or are of a second order of

pr io i i , This phase would run from September to Decemkr of 1#9. It is also important to monitor the

progress of the total project to ensure that 'immediate' term projects are either completed or are running

smoothly and have freed up staff and other resources for reassignment.

The final, 'Medium Term-phase is six months in duration (from January 1993 to August of that year) to

allow for the achievement of projects which require either longer lead times to get underway or prewndiions

which can only be met by completing tasks assigned to earlier phases.

4.1.2 The Dual Aaenev Plan

The most lrnpoFtant stakeholders in downtown revitalization are Metro Centre and the Sudbury

municipal governments. Each has a significant investment already made in policies and programmes relating to

downtown redevelopment; each has greater potential to achieve more in this area.

It is the view of the Resouree Team that neither one group nor the other should dominate the planning

process, but that each group should be responsible for the elements which are closest to its mandate and

resource base.

Because Metro Ceme is the main advocacy group for downtown Sudbury, it should be responsible for

organization and marketing. The City of Sudbury should look after design, economic development and

infrastructure needs. (In some cases, responsibility will need to crossover these categorizations, or share

specific p ro jm . ) It is important that this Metro Centre should also k directly involved in design and

economic development. There is a real need to cpordinate any planning activity so that i t not be confused with

the Downtown Development Action Plan. This Main Street Canada initiative is intended to achieve the

recommendations of this report whereas the goals of the DDAP are to identify the specific sites most likely to

result in ~proje&- beneficid to the m m i c development of downtown,

Ct is the intention of the rsmalnder of this report to provide a framework for the plan without

considering the detalb of staffing other administrative matters. We believe the Mefro Gentre team should be

headed by its Chairman and the Cky by the Chlef Commissioner, City of Sudbuv.

Each phase is discussed In further detal in the next section dthe R m r c e Team m.

4.2 IMMEDIATE AND SHORT TERM ACTIONS

The following charts present those 'Immediate' and '8shoR term' actiens proposed by the Resource

Team in some detail. The following table summarizes the broad thrusts recommended; the cham PreSnt the

detailed actions. Note that deadlines refer to zhe times at w h i i tha inUatims should be largely eornpiete - the

initiatives should, of course, be started in the Phase under ~ W w a t i o n l . The first set of dlarts relate to those

resulting from immediate action; subsequent charts relate to ttie next period; short-term actions; medium term

and less well-defined issues are considered last.

Phase S m - brea ic Thrust ~es~~bsibi l i ty

Immediate Organization

Marketing

Design

Economic Development

1. develop a long-range plan Metro Centre 2. prepare organization roles

position paper Metro Centre 3. review parking situation city 4. conduct market/product/

competition research

5, identify market niches Chamber of Commerce 6. design special promotions Chamber of Commerce 7. greater communications with City

BIA 8. get a couple high profile

facade improvements done

B. expand W improvement guidelines citw

10. clean up unsightly amas Region t r. support am/culture w r i SAFA 12. create lacal design mrnrnittee WCAC

13. develop mom dCMRtown housing Region

14. initiate communications with SRDC. Consolidate list of potential opportunities and develop strategy for going after them.

Phase - Arga

Short-Term Organization

Marketing

Design

Strateaic Thrust Responsibility

1. continue parklng initiatives C ' i

2. market Sudbuws image Metro Centre

3. Implement fa& improve- Metro Centre as merrts Private Property

4. review pu blic/lnstitutional Region space

5, wrninue m/cuhure SAFA initiatives

Economic 6. continue housing development Region Development 7. plan for convention facilities Chamber of Commerce

8. implement strategy for going after downtown busin- oppomnities

4.3 LONG RANGE PLANS

This phase includes actions initiated during the period summer 1989 to summer 1991. These actions

consist of medium and longer term actions identified by the Resource Team. In addition to these initiatives

though, i t should k borne in mind that undoubtedly between now and the summer of 1989 other concerns,

issues and opportunities will arise that will need to be dealt with by the Long Range Plan. This phase should

thus be considered as a braad indication of desirable areas to pursue, building upon the momentum

established in the previous two phases. However, there will be other initiatives that should be pursued as well.

In a nutshell, the medium and longer term action should not be seen to k "set in stone' but rather as broad

direciions for Mure development.

Specific strategic thrusts recommended include the following:

4.3.1 Parking

The integration of parking facilities with str- and sidewalks will depend to some degree on the

arranging of design competitions and workshops. This cootdinartion should be the responsibility of Regional

Planning. Metro Centre staff should have slgnage and communications programs well in hand by this stage so

thai all efforts with respect to parking are welI coordinated.

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In zhi final stage of the plan, Metro W e should ensure that all previous marketfng elements of the

plan are successfully compked or running smoothly. When this occurs, the low priorilytasks should be

initiated. They an:

- working on improving the relationship of private 'building ownem and operators with Ci Centre by hosting receptions, eondudng workshops and aaing as mediator when difiicult issues arise;

- addressing the issue of un!fomity of store hours by conducting m a r c h (bwntown, in the suburbs and in other cornmunlties) which will provide data to build a a s 8 for conformity in hours of operation:

- working with Regional Planning on the problem ofthe fragmentation of the retail district; and

- dividing strategle~ from technological weather protection schemes to marketing plans for coping with the problem of seasonal cydes in retailing.

The final dedgn camponem ofthis plan should be the creation of pdidres to deal with unslghzliness.

More specfieally, the problem of vagrants, vandals and the "bar town' image is related to social problems as

well as design. Nevertheless, design solutions which enhance the downtown and lead to Ofs greater use will

hence produce pressures which will help solve the blight related problems.

There Js also a need in this final stage to determine some for he m a n g e needs of the ws/cubml

oommuntty. These would include:

- a determination of Mure plfOrmance space for music, dance, drams, W.;

- the need for multieuhural facilities such as Mn le dubs and/or community centres; and

- the role of suppoR structures such as restaurants, gift shops, galleries, etc. which have special themes and produds rerating closely to cultural market needs.

Finally, an assessment of the need for tmv or addititionat recreational facriies is necessary as there is

very tiire mailable to usmi of the d w m w n at the present time.

4.3.4 Ecanamie Develo~ment

If the earlier analysis relating to a conference care shows that Sudbury hid *lop a convention

fadlily (1,500) then the planning needs to be undenvay within the nm 3 pars. I! is pssibls that ths amwr

mlgM be that such a facility is not necessaq for another 15-20 years. Even in such a case, pdminary

planning should k initiated before the summer of 1391.

4.4 CONCLUSION

Sudbury is a community with significant asset8 )acing signlfimt challenges. The

key strategic actions contained in the plan outlined above wil help channel the Interest and enthusiasm for

davelopment that the Resource Team discerned in its interviews, imo mncrete and efhctivo sctlon. It Is

&dent that there exists a strong desire to succeed within the dty and #at many of the required skills are

available from within. As wlr though, outside help from the City aa wll m to eome extent expertise form

elsewhere, will be critical to ?he success of the plan outlined here,

Sinca the establishment ofthe Main Street Programme, the downtown appaars to be headhg in an

upward direction. The Reswrce Team is confident that thits course can be aalerated through the

implementation of this plan of action.

APPENDIX

LIST OF PROBLEMS AND IDEAS RESULTING FROM PUBLIC MEETINGS REGARDING THE DOWNTOWN

DEVELOPMENT ACTION PLAN

HIGHLIGHTS OF COMMUNITY GROUP M E m N G S

DOWNTOWN DEVELOPMENT ACTIOM PROGRAM

Summary of the major ideas e x p d by differem community group at the irrterest group meetings held on February 22,23 and 24,1988.

DESlRES/OPPORTUnTIES/fDEaS

1. Rdnforce downtm Sudbury as the finandal centre for Northeastern Onbrio.

2. Canada True and the Bank of Montreal h tmpansbri plens d o m c ~ ~ within th next 5 WE.

3. City Centre structure could s u m anotfier two lev& of parking.

4, Day care faciliies are desired for dmntmm labwr forw.

5. Drop in child care facilities are desired for dowrrtown users (e.g. shoppers, mtemhrnen? users).

6. YMCA should be improved.

7 . Canadian Tire sits (including Ciicom and Ci property) has development potential.

8. Cambrian College is interested in a downtown mall location for future programming.

9. A First Class Hotel (5 star) is desired downtown.

10. The Facade Improvement Program should be implemented.

i i Farmers Market/Craft Market/Festival Market was suggested as a speclahy use md people generator*

t2. The Nickel Range property is a development eke opportuntty.

13. The Frontenae propew is a development site opportunity.

14. A Conference or Convention Centre is desired downtown )or trade shows and oonventions.

15. ReskleMial development in and near the downtown mre should ba emphasized to bring people downtown.

1 Wntial financial contribution by Provlnelal government was Indicated for 120-1 80 prklng spaces.

17. Muhimodal TranspoRation Terminal for rail, bus, taxi, transportation shwld be msldered.

1B. Sudbuv Arena is a community assetwhleh should be further dsveloped and tts appearance Improved.

19. Omide parking lots tied to P a 'n Ride Bus sMfe should bs considered.

20. Jundion &a& should kt ulllizsd if possible (q. opsned, watar acadef.

21. Winter l i l i and promotion of doHnrtoHnr as e W r cily shwld be incorporated into future development.

22. Additionat nigh lifa and evening athesdims s b d be inmprmd into lhe downtom.

23. Stmehaps sould be Improved (PRIDE).

Actlvhy nodes in the northeast and southwest aectlons d h e downtown are needed to balance current downtown development.

1 here k a need fw a Pwfmnhg Arts Centre; the Grand T h e m could k reinforced to serve this function.

Incentives rather than regu'lations should b used tu prwnoae downtown development.

Publicly owned property land banked by gmrnrnent should be utilized as an inebntive to development.

Historic buildings should be conserved.

Dormtown should bscome more of a social/entertajnment cantre (meeting area) than ft 3s presently.

Dormtrrrm is perceived as B relatively safe place.

R a i h y lands are pos8ibie development opportunities.

The Northem Development and Mines building will be a significant downtown asset.

Festivals, events and family related m n i t i e s are desirable to attract more interest downtown.

Sidewalk cafes/ethnic food murt are parfiat oppommltles.

Buildings should be connected above ground (plus 15) or at grade where possible.

Meeting room facilities are required for government rniniatfl*=,

Parking signage should be uniform throughout.

Retail opportunities should focus on speelatty stores which am not readily found in marts or other parts of the w- Better reu&ion/kisure facilities are needed In the downtown.

Voids/undenRiliied spaces shwld be filled In.

Memorial Park and its immediate swrwndings should bemore intensely developed.

Additional parkspace/landscap/gmnery is required in the downtown.

Lisgar Street transfer polnt for the transit -em wuld be imp-.

Public/Prlvate partnenhlp are required to abate most new projects downtown.

Creation of plazzaa whHn the downtown desired.

Treat Northeastern Ontario with a population of 500,000 as the marketshed far central place functions.

Develop d m as a tourism destination.

En- the urtanii of the entire downtown.

The rnulfhlhral nature of the community needs to k emphasized,

Downtown "entrances' shwld be identifEes and nelnforced.

5 1. Downtown should be promoted throughout Northeastern Ontario.

52. Service centre aspects of the Cky/Region should be emphasized.

53. Utility corridors for Bell and Hydro shouSd be considered in downtown laneways.

CONCERNS/PROBtEMS CONSTRAINTS

1. Parking is perceived as a major problem downtown. Cost of existing parking, amount of parking, lack of free parking for shoppers, accessibility of existing lots, proximityto destination (leas than t or 2 blocks), poor appearance and design of many lots, lack of uniform signage and rates, and inadequate lighting are all part of this concern.

2. Ticketing of shoppers at metered parking is a nuisance and deterrarrt for downtown use.

3. Downtown is perceived as a threat by many people (a negative place) because this is where one goes to pay taxes or bills, visit banks, lawyers or doctors, pay for parking, encounter drug trafkkers.

4. Downtown lacks a variety of good restaurants where g d service prevails and quality is above average. Restaurant hours In the evenings are also a problem,

5. Public art/sculpture is by and largemissing from downtown.

6. The CPR station, railway lands and Elgin Street South are negative visual features in the downtown which contribute to a feeling of physical decay and a negative outisde image of Sudbury. These locations should be improved.

7. There is a lack of strong political will with respect to dcprvntown.

8. Snow removal needs to be improved downtown as users currently contend with icy sidewalks, snowbanks, slush and splash from melting snow.

9. Downtown currently lacks a parking requirement for development with the exception of residential developments.

10. Window displays need upgrading in many instances.

1 1. Downtown is not presently perceived as "Sudburian's' downtown but as 'business's" downtown.

12. Truck traffic on Elm Street is disruptive and detracts from h e creation of shopping district along Elm street.

13. Goods sold in many downtown stores are not unique to Sudbury. In this regard there is an absence of specfatty tym.

14. Downtown is not an active place after 6:W p.m. Additional night life is required to generate more after hours activity downtown.

15. The occupancy rate for downtown hotels is currently 56%.

16. Taxes are high throughout the area and within downtown.

17. Short commuting distances from other areas of the City discourage residential development downtown.

Social problems (drugs, transients) are perceived In the south Elgln, Burger King, V t Arcade areas.

There is only 1 major grocery store downtwlrn,

Stwe hours are nd consistent throughout tha downtown M h many stores dosed in the evenings.

Downtown 1- an rwwall vision necessary- fows ckizen attention and result in specific projects. A leadership core is required ta make this happen.

A large number of new cammemiat developments are being qqmved within the City which comp&e with the downtown and detract from Its Mall potential.

There is a danger of developing too much seniors and government wi8ted housing in the downtown. Housing downtown should seek greater balance.

There is a lack of interagency coordination with resped Zo infrastnrchrra serdca

Bell Canada has a very old plant (cunduit) in the downtown.

The intercity bus depot Is not located in the downtown.

The Elm Street railroad crossing is a long standing problem.

The Ontarlo Ministries do not have enough wnvenient parking fortheir service vehicles.

The railyards are a mjw barrier and eyesore in the downtown. To wolvs this issue CPR or Marathon must be aalve partners. This has not yet happened.

There appears to be an oversupply of Mass A and 8 offios spa- d m o w n .

Volds created by demolished buildings h u l d nat ba perpetuated. Too many exist presently downtown disrupting streetscape and charamr.

Many downtown roads are in poor condition (eg. Elgin, Cedar).

Ci d m not presentiy know the extent of visitor inflow from outside communities (eg. North Bay, Elliot take) to Sudhry orthe downtown for shopping, business or tourism purposes.

There is m r n that this may be Just another study. If this program does not resun in concrete action a? a prdcal level, it will not k worthwhile,

Better policing is required d m o w n to deal with social problem weas and remove a perception by some that the dmmtmn is an unsak plam.

Uoyd Street hill m i n g into downtown presents traffic problems.

'Btridling facades and designs need improvement.

8uslnes.a servioe needs to ba imp& if more customers am to be attracted. To be effective a high level of personalized service is necessary.

Downtown lack a dear parking program and cumntty does not have a parkFng authority.

The overall physical appearance of the downtown is in need of improvement (8.g. CPR Station area, vacant buildings and lots, poor streetscape, a number of unattraaiva building facades).

41. There is an absence of paople p l a m downtown necessary to foster greater activity levels and development

42. Most streek in the downtown are not oontinuous and the one way sheet system is confullng for some.

43. The Kingsway's appearance results in poor entryto dawntawn.