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What is a BIA?
A Business Improvement Area (BIA) is a geographically defined urban area which contains primarily non-residential properties. In New Brunswick, BIA boundaries usually encompass the area which has traditionally been considered the “downtown” of a community. The BIA concept provides a framework for organized business communities to cooperatively design and manage; promotional campaigns, beautification and upgrading programs and various other revitalization initiatives.
In 1981 the New Brunswick government passed into law the Business Improvement Areas Act. This legislation gives a municipal council the authority to establish a BIA, by by-law, when petitioned to do so by the business community. A non-trading corporation is then formed by the business community to represent the interests of the BIA. All businesses and owners of commercial property located within the BIA become members of the new corporation.
Once the BIA Corporation has been established, the Board of Directors can request that council impose a levy on all non-residential property located within the boundaries of the BIA. The funds generated by the levy can be used by the corporation for such things as: establishing and operating an office, implementing promotional campaigns, and undertaking improvement and beautification projects within the BIA. The corporation must submit a budget to the municipal council each year outlining how the funds will be spent before the levy can be imposed.
The BIA Act then provides the basic tools necessary for a business community to initiate a self-help program of renewal for their area. By forming a BIA the business community defines its boundaries; the area which will be the focus of its efforts. The establishment of a corporation provides the organizational structure required to plan and manage improvement and promotions programs for the BIA. Once the business community is organized, the BIA provides funding for the corporation’s activities and ensures that the owners of businesses and properties in the BIA have a vested interest in the improvement of their area.
By forming a BIA, a business community is bringing together a number of independent businesses and adopting a common approach to improving the area’s competitiveness. Centralized management, cooperative promotions and shared improvement projects means that the BIA is operating in a similar fashion to the shopping malls that have become their principal competition.
The success of a BIA is largely dependent on the degree to which the business community is supportive of the organization. It is also important to develop a good working relationship with the municipality as council approval is required for the BIA Corporation’s budget as well as for any improvement projects that may be contemplated for the BIA.
The BIA concept is a self-help approach to revitalizing business districts. It requires a substantial investment of time and financial resources on the part of the business people involved. Past experience has demonstrated that when the members are seriously committed to the BIA approach, it will almost certainly be successful.
What Can a BIA Do
A Business Improvement Area can undertake a wide range of activities on behalf of its membership. The type of activities will vary from community to community as the needs of each commercial district are not necessarily the same. Most, if not all BIA’s in New Brunswick are involved in some type of physical improvement program as well as marketing and promotional activities.
Beautification
The New Brunswick Main Street Program which began in 1983, assisted most of the province’s BIA’s in preparing a medium term (five-year) plan of physical improvements for their area. This program also provided financial assistance for the implementation of physical improvement projects identified in these plans. The types of projects undertaken with Main Street funds included such thing as:
• Sidewalk and curb beautification and reconstruction
• Pedestrian amenities, signage and landscaping
• Pedestrian walkways
• Small municipal parks
• Surface or ground-level parking
Over the years, initiatives have continued through various programs such as the Urban Core Agreement, the Community Improvement Program and most recently the Environmental Trust Fund.
Marketing
In terms of marketing and promotion, the Business Improvement Areas have employed a variety of techniques including: media advertising, special events, signage and billboards, special sales and prize-winning contests. For the most part, these marketing efforts have been funded entirely by the BIA membership.
Economic Development
A number of BIA’s have broadened the mandate of their organization to include economic development initiatives. A BIA can assume a very active role in planning and indeed encouraging new developments and new businesses to locate within their boundaries. The most effective means of doing this is by working in concert with the municipality to create a climate, which is conducive to expansion of the business community. Some of the areas where the BIA and the municipality can cooperate to improve the development climate include:
• Ensuring that municipal policies and by-laws are not unduly restrictive to new commercial development
• Preparing a comprehensive plan for future growth and development in the BIA
• Assembling vacant or under-utilized land for redevelopment purposes or to develop additional parking
• Preparing and implementing a marketing strategy aimed at recruiting new businesses for the BIA
To ensure a good exchange of information, the BIA should meet regularly with municipal staff to discuss areas of mutual concern. The BIA Act provides a direct link with the municipality by requiring that at least on member of Council be appointed to the Board of Directors of the BIA Corporation.
Membership
Finally, and perhaps most importantly, a BIA can work with its membership to encourage improvements to their properties as well as to improve business practices and merchandising methods. The BIA concept is, after all, based on a self-help approach to revitalizing business communities. Business people provide the impetus for revitalization by supporting the BIA and investing in improvements to their businesses and properties. Once the process has begun, support will come from the municipality and indeed from senior levels of government as well.
How to Establish a BIA?
In most cases, Business Improvement Areas have been established as a result of the initiative and hard work of a few members of the business community who perceive it to be an important organizational prerequisite to improving the business climate in their area. These first proponents of the BIA concept must be able to convince a substantial majority of their peers that a BIA will be a useful organization which will help them overcome some of the problems associated with their business community.
With the support and assistance of the municipality, the proponents of a BIA should arrange a general meeting or series of meetings if necessary, with business people and property owners from their area to discuss the formation of a BIA. Discussions at these meetings should focus on the needs of the business district as well as its potential.
Representatives of the provincial and municipal governments should be invited to speak to the group on the role and function of each in the revitalization process. These government officials can also explain the type of assistance and support that can be anticipated once a BIA is formed.
If a decision is made to proceed with the formation of a BIA, the business community must first decide on the boundaries for their area. Initially, the area should be kept compact in an effort to maximize the impact of the limited funds available for physical improvements. The BIA boundaries can always be expanded at a later date when it is more feasible to do so. Once the boundaries are agreed to, a steering committee should be formed and charged with the responsibility of managing the BIA implementation process. The tasks this committee must be prepared to undertake can be outlined as follows:
1. Prepare a Boundary Map and Legal Description
Obtain property mapping of the BIA and have the boundaries drawn as accurately as possible. Have a lawyer prepare a legal description of the boundaries.
2. Circulate a Petition
Prepare a petition, which requests that municipal council pass, a by-law pursuant to the Act, to establish a BIA. The boundary map and legal description should form part of the petition. Circulate the petition throughout the proposed BIA to get as many signatures as possible from the owners of properties and businesses. Although the Act requires only five signatures, a petition, which is endorsed by a substantial majority of the business community, provides council with an indication of the strong support that exists and also formalizes the commitment to the concept on the part of members of the business community.
3. Prepare Development Corporation Legal Documents
Have a lawyer prepare the legal documents for the formation of a development corporation. Usually, this is done by a firm, which will be a member of the BIA and has participated in the organizational meetings and is therefore familiar with the proposed goals and objectives of the organization.
4. Prepare a Budget for Year One
A budget should be prepared which identifies the sources of revenue for the first year of operations, and an itemized list of proposed expenditures. The levy rate required per $100 of assessment on properties located within the BIA must also be identified.
5. Hold a General Meeting of the Membership
A general meeting of all potential members of the BIA should be held at this point to review, discuss and modify as required, items 1 through 4 above. The Board of Directors for the Corporation should also be elected at this meeting.
6. Petition Council to Establish a BIA
The Corporation can now present the petition to Council requesting the establishment, by by-law, of a BIA. Council must follow the procedures set forth in the BIA Act with respect to giving public notice of its intention to pass the by-law. The by-law cannot be passed if more than one-third of the non-residential users” of the BIA object to its establishment.
Also, before the by-law can be passed it must be submitted by Council, to the Minister of Municipal Affairs for approval.
Once the BIA has been formally and legally established, the Board of Directors can begin to work toward achieving the organization’s goals and objectives. One of the first tasks might be to put some flesh to the bones of the organization by establishing committees to look after certain aspects of the operation, such as: planning, promotions and marketing, communications, etc. Depending on the financial situation, the Board may also wish to establish a full or part-time office with appropriate staffing. It may be useful to consult with other BIA’s, which are of similar size to discuss these organizational, administrative and financial issues.
Strategic Plan 2003-2006
INTRODUCTION
The Board of Directors of Downtown New Brunswick (DNB) met on June 11 and August 20, 2003 for a strategic planning sessions facilitated by Mr. Conrad LeBlanc from Pro-Results.
During the sessions, the Board agreed on its philosophy (Vision, Mission, Mandate, Values), its long-term goals (Vision 2015), priority strategic goals for year 2006 and objectives for 2003-04.
The Action Plan for 2003-04 will be completed when the Board of Directors identifies the target dates and the responsibility centres.
I – THE PHILOSOPHY OF THE ORGANIZATION
The philosophy of the organization includes the following four statements:
1. The Vision defines the ultimate or ideal result to be achieved by the organization.
2. The Mission Statement outlines the identity (name), the clientele, the territory and the purpose of the organization.
3. The Mandate enumerates the programs, products and services provided by the organization to its clientele.
4. The Statement of Values identifies the principles that guide the decisions and the actions of the organization.
1. VISION
We envision a future where all New Brunswick downtowns – the
heart and soul of our communities – are dynamic, prosperous
and sustainable.
2. MISSION
The mission of Downtown New Brunswick Inc. is to assist its
members in developing prosperous downtowns in
the province.
3. MANDATE
Downtown New Brunswick (DNB) accomplishes its mission by assuming the following mandate:
1. To share information.
2. To provide training and consultation services
to members.3. To facilitate partnering and networking.
4. To recommend policies.
5. To act as spokesperson for members.
4. VALUES
Downtown New Brunswick is guided by the following values:
1. A downtown is the social, cultural and economic centre of a community.
2. Our economic, social, cultural and environmental development is sustainable.
3. We continually strive to adopt solutions respectful of the mutual interests of communities, members and partners.
4. We respect the distinct characteristics of each New Brunswick Business Improvement Area.
5. Our communications are based on trust, mutual respect and integrity.
6. Members work as a team in achieving common priority goals and objectives.
II – VISION 2015
By the year 2015, Downtown New Brunswick has achieved the following priority results:
1. DNB has strengthened its position with members, partners and government.
2. Communication tools have been developed and implemented.
3. Strategic opportunities for strengthening the economic base of
New Brunswick downtowns are developed.4. DNB has facilitated signed partnership agreements with Provincial and Federal Governments.
5. Provincial and Municipal Land Use and Economic Development
policies reflect the concept of the principles of Smart Growth
and sustainable development6. A Model for a vibrant BIA has been developed.
7. Members participate more fully within DNB.
III – STRATEGIC PLAN 2003 – 06 GOALS
Downtown New Brunswick is committed to reaching the following priority strategic goals by year 2006:
1. Marketing
To strengthen the position of DNB with its members, partners and government.
2. Services to Members
To improve services to members which, will enhance their ability to be prosperous and sustainable.
3. Partnerships and Networking
To establish partnerships and networks that will advance the goals of DNB and its membership.
4. Policy Development
To develop and recommend policies to government which, will strengthen BIA’s in New Brunswick.
5. Internal Operations
To refine operations of the Corporation.