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2023-07-04 Growth Committee Agenda Packet - Open Session DwhI /haaL99w9thw Report DateJune 28, 2023 Meeting DateJuly 04, 2023 Service AreaGrowth and Community Services Chair Killen andMembers of the Growth Committee SUBJECT: Final City Market Strategic Plan OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer David DobbelsteynJacqueline HamiltonJ. Brent McGovern d RECOMMENDATION With the support of the City Market Strategic Plan Steering Committee, it is recommended thatGrowth Committee endorse the 10-year City Market Strategic Plan and recommend to Common Council that the Chief Administrative Officerbe directed to: 1.begin implementation of the plan; and 2.bring a resourcing plan to Common Council on an annual basis for the duration of the strategic plan for their consideration as part of annual budget deliberations. EXECUTIVE SUMMARY This report provides ahigh-level overview of the City Market strategic plan development process while highlightingkey takeaways frompublic feedback receivedas a result ofthe most recent communityreview period,culminating in the creation of the final strategic plan. The plan has sixty-five (65) actions, and general resource considerations are included in the plan. It should be noted that the plan provides direction for the City Market but is not absolutely prescriptive. This means that there remains some flexibility in how each action is implemented andplans for the delivery and resourcing of each action will be robustly developed as each is one delivered over the next ten years. - 2 - The plan was developed over a year and a half, and the public, vendors, and other stakeholders were extensively consulted throughout the development of the plan and hundreds of residents provided direct feedback on the plan in its draft form. The City Market Steering Committee is pleased to present a new strategic plan that incorporates and responds to this engagement, all while ensuring the character of the City Market will be preserved for future generation, but also bringing in positive changes to guide the development, operations, and public use of this incredible public market over the next decade. PREVIOUS RESOLUTION DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ WǒƓĻ ЏͲ ЋЉЋЌ The Growth Committee received a briefing on the new draft of the City Market Strategic Plan and received the report for information. /ƚƒƒƚƓ /ƚǒƓĭźƌͲ 5ĻĭĻƒĬĻƩ ЊЌͲ ЋЉЋЊ RESOLVED that Common Council accept the proposal by Fowler Bauld & Mitchell Ltd. in collaboration with Quay North Urban Development for RFP 2021-092203P to provide professional consulting services for the Saint John City Market Strategic Plan in the amount of $85,850 plus HST. /ƚƒƒƚƓ /ƚǒƓĭźƌͲ {ĻƦƷĻƒĬĻƩ ЋЉͲ ЋЉЋЊ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ƩĻĭƚƒƒĻƓķƭ ƷŷğƷ /ƚƒƒƚƓ /ƚǒƓĭźƌ ĭƩĻğƷĻ ğƓķ ƦƚƦǒƌğƷĻ ƷŷĻ /źƷǤ ağƩƉĻƷ {ƷƩğƷĻŭźĭ tƌğƓ {ƷĻĻƩźƓŭ /ƚƒƒźƷƷĻĻ ğƓķ ğķƚƦƷ źƷƭ ƷĻƩƒƭ ƚŅ ƩĻŅĻƩĻƓĭĻ͵ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ {ĻƦƷ ЊЍͲ ЋЉЋЊ ŷğƷ ƷŷĻ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ĻƓķƚƩƭĻ ƷŷĻ ƦƩƚƆĻĭƷ ƦƌğƓ ŅƚƩ ƷŷĻ /źƷǤ ağƩƉĻƷ {ƷƩğƷĻŭźĭ tƌğƓ͵ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ {ĻƦƷ ЊЍͲ ЋЉЋЊ ŷğƷ ƷŷĻ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ƩĻĭĻźǝĻ ğƓķ ŅźƌĻ ƷŷĻ ƩĻƦƚƩƷ͵ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ WǒƓĻ ЏͲ ЋЉЋЌ ŷğƷ ƷŷĻ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ƩĻĭĻźǝĻ ğƓķ ŅźƌĻ ƷŷĻ ƩĻƦƚƩƷ͵ - 3 - STRATEGIC ALIGNMENT The City Market Strategic Plan aligns with all five (5) Council Priorities: GROW, GREEN, BELONG, MOVE & PERFORM REPORT The City Market Steering Committee was appointed by Common Council in the Fall of 2021 with the directive of returning to Council with a recommendation through Growth Committee on a new strategic plan for the City Market. The steering committee endorsed a draft strategic plan, previously presented and received by Growth Committee on June 6, 2023, with the intention of presenting a final draft to be adopted by Common Council after further public engagement. Following that presentation, the draft plan was released to the public to garner additional public feedback City, receiving 372 individual responses. The majority of survey respondents demonstrated strong support for the plan, with 86.8 percent agreeing that the vision, mission, and core values provide the right direction for the City Market. Equally, 82.8 percent agreed that the strategic direction and priority actions will position the market for ongoing success. Based on community input, the following observations were identified as key takeaways for active consideration and discussion among steering committee members: The City Market continues to be a treasured landmark in the Uptown; Transparency and reinforcement around heritage protection policies and clear communication before, during, and after changes are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan; An opportunity exists for the city to lean into this discussion and address the questions that were raised as a result of this process through future communications concerning the strategic plan. Areas of consensus in which the steering committee and public agreed, and in which the plan continues to support, are the need to enhance public washrooms, protect historic heritage, address inconsistent hours of operation, placing a stronger focus on local goods, especially food, the importance of affordable reasons for residents to shop at the market, and that the market should not become a ƒğƌƌ. The final strategic plan for the City Market will chart a course over the next 10 years through near, medium, and long-term actions. Staff will be creating an operational plan to ensure timely implementation and transparency. - 4 - SERVICE AND FINANCIAL OUTCOMES The City Market Strategic Plan has 65 proposed actions to be completed over the next decade, ranging from moderate to significant financial commitments. Some changes will see a change in layout to the Market to promote accessibility and better flow, improved governance and operations of the City Market, enhanced seating, washroom improvements, plaza revitalization, energy efficiencies, streetscaping, improved staffing capacity, and an added mezzanine level are among the list of proposed changes. Each action needs to be fully refined and developed as they begin to be implemented. Staff would bring budget recommendations to the Finance Committee and ultimately Common Council on an annual basis for their consideration. It is also anticipated that the City would submit funding requests to senior levels th of government to implement the plan, especially in light of the upcoming 150 anniversary of the opening of the City Market in 2026. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Draft Strategic Plan has been endorsed by the City Market Steering Committee, which includes representatives of Common Council, City Market Vendors, Uptown Saint John, Envision Saint John and at-large members of the public; Feedback on the plan was provided by hundreds of stakeholders; Each vendor in the market has been met with collectively and individually for their feedback on multiple occasions, and to address concerns; The Senior Leadership team has conducted a review of the plan and staff will conduct more due diligence and create specific plans for the execution of each action as they are implemented over the next decade; Consultants Quay North and FBM conducted a rigorous background study on comparable markets in preparation for drafting the plan. ATTACHMENTS SJCM Strategic Plan FINAL 2023__Growth Committee Presentation SJCM Engagement Summary and Background Report June 2023 SJCM Final Strategic Plan June 2023 Cindy Christie, Melanie Colpitts, Michael Forestell, Kieron Hunt, Taylor Mathiesen, Brianna Maxwell, David Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte, Andrew AcknowledgmentsSteering Committee: Becky Knox, Councillor Gerry Lowe, Andy McPherson, Gilliane Nadeau, Mayor Donna Reardon, Ann Rickman, Nancy Tissington. City Staff: MacDonald.Consultant team: Paterson, Christina Wheeler. is a companion document to 2023-2033 Strategic Plan The City of Saint John/Menaquesk is located is the traditional territory of the Wolastogiyik/Maliseet. The Wolastogiyik/Maliseet, along with their Indigenous neighbours, the Mi’kmaq/Mi’kmaw and Passamaquoddy/Peskotomuhkati, signed Peace and Friendship Treaties with the British Crown in the 1700s that protected their rights to lands and resources.The City of Saint John’s Truth and Reconciliation Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts directed toward Truth and Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care. Strategic Plan Background Report ENGAGEMENT SUMMARY AND BACKGROUND REPORT City Market The the Strategic Plan, with an in-depth overview of engagement discussions, historical background and case studies. The Strategic Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising Fowler Bauld & Mitchell Ltd. (“FBM”) and Quay North Urban Development (“QNU”). 212263035 ..... . ............................. ................................ ................................. ........................................ Background Report Contents Engagement OverviewConversation Summary: Ideas Discussed During EngagementDraft Strategic Plan SurveyHistorical BackgroundCase Studies 2023 Engagement Summary and Background Report ENGAGEMENT OVERVIEW Saint John City Market Strategic Plan 1 2 3 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 4 5 2023 May 5, 2022 Pop-up at the Market Engagement Summary and Background Report Saint John City Market Strategic Plan Shape Your City SJ Engagement Event week. day reaching more market closed. Make it easier/ (shorter hours). Hours – open the Partnership with regional farmer’s Markets, allowing the farmers market occasional Sunday vendors to sell year- round, on weekdays, on the same accessible for pop-ups customers through the Tourists were unhappy More pop-ups to visit SJ on Sundays or after 6pm to find the Longer hours only) customers. down early. basics. The in-person More pop-ups on could not attend. I live uptown and as I knew vendors would be shutting on the supper rush. in more / different for market If the right vendors weekend (2-3 days are there, one or two a week might bring extended open hours at a time that people done by 3pm, which would easily eat here if I could grab supper 3-4 times every week Better hours outside of the Uptown community input for most food vendors are misses out completely working a typical 9-5 the Strategic Plan was I stopped going at 5PM here. Currently it seems Hours and Pop-Ups you do. High tide around the edges) (a bit rough/gritty Keep it unique with market history and stories for residents, Saint John character Have someone to share Keep the personality of rafter height. not just for the visitors. the place with anything 2023 sign) story? hidden background. features historical Not mall. Germain. Tell its presence as subtle Highlight clock (need bigger Saloon was across Keep rustic the mobiles Cornelius Sparrow’s small under market Bring back Historical. Maintain market feel. Saint John 1st sign too history Market. continues. of the building. at SJCM. Honour be consistent with We love the special every day - lunch, Seek local Heritage for supper. It is our Interior design and tour of the Market - the architecture and Saint John. We have we have hosted to the vendor fit-up should Engagement Summary and Background Report consider it iconic for brought every visitor colour, and lighting. expectation to always and whatever we need that are hidden in the family buy food there building’s heritage in learned about all sorts of interesting features groceries and hope this Many members of my be able to buy food and Designation for exterior find interesting. Bring their signage, material, More pictures of history building and appreciate I’ve taken an after-hours corners that many would attention to those features Heritage, Storytelling, and Character Saint John City Market Strategic Plan Ideas The Online Ideas Board asked residents for their Big Ideas on the Market’s vendor mix, physical design, and role in the community. Residents were able to view and comment on the ideas of others. On May 5, 2022, approximately 70 people stopped by the In-Person Pop-Up Session to share their ideas about the City Market and what they hope the Strategic Plan will help achieve. Comments from the Pop-up and the Ideas Board are included here, categorized by theme.6 7 2023 mingle. Toronto. days busy days during more people in. You don’t see this Adjust benches to Utilize more of the cruise ship Better flow – provide very little Good for locals and cruise passengers to space for a business. to be a walk-through outdoor space. Invites type of set-up in other address congestion on example in Montreal & Don’t allow the market place as it is at present Centre aisles are empty markets in Canada, for the City. curiosity? a walk- through Keep the Having a outside to ones and include eat/drink market as progress and more We want to regain remove the repeated encourages a slower The washrooms need a Right now, you can and inclusive, Modern. Need one at each end of access and useage of the market. Maybe even South Market Street. Perhaps a layout that others reflective of the exit without stopping. of destination (see public Flags - could we please so modern as to be a point toilets in San Francisco!) gallop from entrance to re-do - should be accessible ethnocultural groups in common area Layout, Traffic Flow, and Design Engagement Summary and Background Report a library. eating action. standing up. Seating Make space for informal eating seating for quick where you seen when not be relegated to students to study can see the See and be Lots of bar/counter them placed inside. of the building; have Eating spaces should outside the main part More seating outside of their home or inside) solarium. might not be. food customers. and Sisters/Lords More seating inside tables next to Kim’s Need a café takes people out of the of a bustling market. The atrium is good for overflow seating but it hides customers away. ... losing the ambiance seating in the atrium.with seating More outside tables for the market (we love the before I knew there was seating and redo of the More comfortable lunch Came here for two years Saint John City Market Strategic Plan market setting and also Instead, it can seem slow and empty even though it Seating building Better destination. physical Bad fish smells building Security odd fishy smell. strategy) Not gonna lie, the sometimes at side of market does have an presence (or time security guard. Feels dirty for a food maintenance Would love to see a full- Maintenance chowder) work. Needs Atrium quality vendors quality merch trinkets No cheap tastes of foodies. Don’t like the poor- needs some vendors (e.g. seafood Cater to sophisticated More high quality food (“trinkets from China”) Quality play homes. promoted. great). are great (would be Include a spot for social media, with a of the Old loyalist Food tours Promote live music on program posted a week in advance. Live music an appropriate volume). special draw, if it is well A walking tour guide only on the weekend as a Minstrel Musicians to Piped-in or live music (at Entertainment children\] perfor- Diverse music & mances. activities Periode de Noël – Increased plus d’activités et musical shows for Activités musique Christmas period – musical activities\] more activities and show musicale pour les fins de semaine. traffic flow in mind enfants \[translation: Organize events with \[translation: weekend local (celebrity chefs?) Food events showcasing multicultural Events & Music for tourists A “learn-how-to” corner...(learn how want that to change. to tie a bowline knot, inspired and not just etc.) - with things you that ideally are locally ringing and would not can learn in 5 minutes We love the bell and bell 2023 wall. ambiance.photo groceries. of interest. Small Employ Elevated I can see the city climbing platform. market from my use clause Make a fantastic and outside of Uptown. I front door, but work continuous to the market’s historic Community Corner - uptown core to a large news and events, vendor local events and areas have to drive out of the unique media wall / spot chain grocer to get my for pictures - information Small area dedicated to platform for City facts and events. Could work nicely as food menus, market activity a contemporary counterpoint schedules, live stream special activities. Love the Add services & at night I love the get there. them successful. arts, locals night people watch, listen to make something, etc. shows that successful Placemaking research different reasons why Market but and see what makes Engagement Summary and Background Report about buying items. help someone, socialize, anyone should go there. music, learn something, places provide at least 10 Look at other markets take pictures, look at art, in the market, such as almost never Don’t make everything Monthly evening event Eat a meal, drink a coffee, special live music/wine, outdoor lights Liveliness, Activation and Experience Saint John City Market Strategic Plan 8 9 2023 Toronto. items Baleman’s (over gifts) Ethnic rentals Bicycle Flowers grocery or seated Chair massage school) You don’t see this Massage booth (10 – provide very little partner with a local fresh food and to-go Speedy Mani booths space for a business. min increment slots, type of set-up in other example in Montreal & replacement? Prioritize Centre aisles are empty markets in Canada, for deli back Small Pick-up Booth A small moose or specialty wine shop Bring Java flower shop other coffee Shoe repair Full service Dry Cleaner Drop-off/ Specific Vendor Ideas Engagement Summary and Background Report buyers. Toronto. circulate samples. and offer different types of different types of You don’t see this more likely to have – provide very little Options for people to space for a business. price points - you are type of set-up in other sellers who will attract example in Montreal & rent a spot at different Food vendors Centre aisles are empty markets in Canada, for basis. shop for. to tourist. souvenirs. If there are going Accommodate more same booths every of bored seeing the visitors or tourists, Target that 60% of to be crafts and art there is a perception from local farmers. something new is a ethnically specialized that there’s not a lot - High Quality local the center aisle is for smaller spaces that can When I walk through Since the majority of the market I get kind More Shops for Saint food vendors, like say, a possibility of finding space is for local fresh produce in the market time…Variety and the it being 60%+ catered available, let’s make it and smaller food vendors be rented out on a one-off Johners - When I think there I would normally food - More no-sprayed Jamaican Patty Bar) with (e.g., one-product offering of the market I think of Saint John City Market Strategic Plan huge reason people shop. local or at least regional shops. food) COVID Bit of a something new? Turn-over in the grind for Maintain with grocery store on specialty foods; (as well as Brunswick Square vendors w/ market more on the variety of bakeries & vendors, with a focus Would love to see city other shops; coffee, tea middle aisle – always Should be a variety of tourism/historical and Vendors very friendly. Think it is welcoming. retail offering Vendors drinks) touristy. locals crowd. actually for me. Catch the To appeal to local & tourists vendor (pre-show dinner/ and cruise crowds. offerings should be downtown; I love the A quality attractive unique but not only end of work Cater to theatre-goers market would be open of tourists & I am a resident & work on weekends; not only Gotta be mix feel but there is so little cater to business worker Customers local artisans Local items always priority. All N.B. ARTISANS. :) Provide space for Need more handmade handcrafted More hand made retail handicrafts from local Local and Hand-crafted meals shop :) and-go bake in Coffee!! offerings Take and early AM. More grab- food & prepared food Options for Needs coffee middle aisle More alcohol Maintain balance fresh needed. market. bakery) foods Bakery Organic no more fresh food The core of a public Island, etc - is a food product for cruise ship essentials (meat, fish, market - St. Laurence, Kensington, Granville One produce is enough; Make sure you have the Food vendors offer more 2023 Food side vintage look can’t see across) with grocery store Brunswick Square market more on the Hard to see over them (now you See things clearly – the 90s you could see better signage & with Would love to see city Height of benches – in tourism/historical and across side to in store. stores do. Better smaller Promote box supermarkets. prep boxes City Market website market is a public workforce, so that the vendors on Market to the Uptown and more diverse food boxes/meal Marketing The owners of Slocum & Ferris do great work is official clerk, etc. Media. The Saint John can pick up an idea for Engagement Summary and Background Report video tours and options Include the manager thousands of employees asset, that the Mayor that explains that the options, compared to big Market food should be revamped with supper on their way home to buy online and pickup – this would provide better name and contact info promoting through Social social media. similar to what grocery Include an info display Marketing and Visibility Saint John City Market Strategic Plan 10 11 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan Most would consider opening late (past 6 pm) one or more nights per week, however there are some challenges. Spring, summer, Fall and Christmas may work better than winter for extended hours. There needs to be strong marketing and a critical mass, with all vendors being open. Most vendors would consider opening on Sundays but there are some challenges, and it is often seen as contingent on cruises and other notable events. Owner-operators also enjoy having at least one day off a week. Sundays could be a markedly different day, with vendor make-up and set of activities to make going on a Sunday a special and different experience. •• In November 2022, we held meetings with Vendors to share initially formulated recommendations of the Strategic Plan, including changes to hours and layout changes. While there was concern expressed about how the layout change would impact vendors, an ongoing requirement of the Strategic Plan and its implementation will be to work with vendors to see how the individual needs of vendors can align with the larger needs and vision of the Market. A number of additional inputs from vendors (relating to topics including vendor mix, security, maintenance, Market money, marketing, and operations) are included in the Conversation Summary below. 50% of the vendors opened in the last 5 years.9% opened between 6 and 20 years ago.41% have operated for more than 20 years. Most estimate that between 60 and 80% of their business is from locals, and 20% to 40% from visitors.Most consider the City Market to be the best possible location for their business in the Saint John region.33% are satisfied with the City Market’s Marketing efforts; while 28% are neutral and 38% are dissatisfied with current marketing efforts. Most vendors are interested in marketing efforts giving individual profiles of businesses and products. Most agree that hours in the Market should be consistent among vendors, however there are some challenges. It can be difficult to justify staffing if there is not business coming in during early morning or late afternoon. Owner-operators also need time for production and time off, so longer hours can be a problem for work-life balance. ••••••• Vendor Survey Results and Vendor Meetings In summer 2022, an online survey was distributed to current vendors, using contact information provided by the City. Twenty-three vendors completed the survey, including 15 full-time vendors (which is 71% of full-time vendors). Based on the vendors who completed the survey, we found that:This illustrates how the Market is comprised of a mix of old and new: about half of the vendors are very new, and about half are very well established and historic. Other findings from the survey include: 2023 Engagement Summary and Background Report CONVERSATION SUMMARY: IDEAS DISCUSSED DURING PLAN DEVELOPMENT Saint John City Market Strategic Plan 2 12 13 2023 was should be (one central paint while others flags, aisles layout colour of benches Turnover of vendors, including a trend from the Market being predominantly a fresh food market (i.e. multiple fish vendors, multiple produce vendors, etc.) to a market that also features prepared foods and merchandise; The emergence of Saint John as a tourist and cruise ship destination in the 1990s;Changes in sanitation and heating; Lighting improvements;Replacement/restoration of some windows;White paint applied to structural beams and walls; Red paint applied to benches; Changing flags; The connection to the pedway system; and The introduction of the solarium on South Market Street and storage extension on North Market Street in the late 1980s as an effort to increase space and provide structural reinforcement. •••••••••• elements ought to be more clearly highlighted or elevated within the space. Many of our conversations had to do with this very question of what was felt to be historically significant. Some thought that the removed from bricks and beams to bring out the original materials, whereas others opposed this idea. Some appreciated the suggested changing or removing the flags. Some thought that the red unattractive and should change to a more neutral colour. Some felt that theaisle and two smaller side aisles) was historical and important to maintain, while others believed that this layout should be open for reconsideration as a two-aisle layout, as is put forward in the Strategic Plan. Through engagement and research, we came to appreciate some of the changes that occurred in the Market between its 100th birthday in 1976 and today. Some of this comes from photos from the 1970s (See the Historical Background Section). This has included at least the following: Engagement Summary and Background Report is corridor , and North at the corner , including and along of historical photos of ; plaza space photo bank Saint John City Market Strategic Plan less-often-told stories South Market Street tenant fit-up style requirements lead tours and manage artifacts; Developing athe City Market;Partnering with a museum or community group toPlace interpretations or artifacts in the to Brunswick Place Tell thethose of Indigenous peoples and under-represented groups (One example is Cornelius Sparrow’s Saloon that existed nearby on Germain Street); and Consider the storytelling and public art opportunities in the of Germain Street and South Market Street, along Market Street. updated evaluation of character and ••••• guides. Storytelling suggestions noted through engagement include:Those we spoke to liked the eclectic individuality of the stalls. The Market should put consideration towards how they can both support businesses while also being compatible with the Market. A number of more contemporary styled vendors have been introduced in recent years. Some we heard from believed that contemporary styles were out of place, while others considered them a respectful counterpoint to the heritage of the building. It is relevant to consider Standard 11 in the Standards and Guidelines for the Conservation of Historic Places in Canada (2nd Edition) which notes that new additions to a historic place should be “physically and visually compatible with, subordinate to and distinguishable from the historic place.” An heritage-defining features and artifacts beyond the scope of this Strategic Plan but such a study could be considered when moving forward. There are countless artifacts in and around the City Market. While every element is potentially historically valuable, the layers of visual messages and conflicting signage may be diminishing the overall coherence of the stories. Some important it will be 150 locals to “rediscover” . This is an opportunity to . Night tours and events provide Idea Development Throughout Spring and Summer 2022, many ideas informed the creation of the Strategic Plan.History and Storytelling The City Market, designated as a National Historic Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building, the city and its people. The building is layered in history, with heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a place of gathering and commerce. The governance structure of the Market is also of historic importance.The City Market opened in 1876: years old in 2026 think about the role of the Market for the next 50 or 150 years, and how it continues to provide new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to access funding for capital improvements. The City Market is a primary destination for tourists, including cruise passengers and out-of-town visitors. Many we spoke to felt that the storytelling approach is too tourist-focused and that there are opportunities for the Market opportunities to capture the interest of locals. Some of the display panels and community notice boards seem to fade into the periphery and their location, content, or design may be reconsidered going forward - so that they are always relevant, and attractively maintained. While some storytelling takes place passively through interpretive panels, the most engaging opportunities for storytelling take place through experiences and person-to-person interactions with vendors, staff, residents, and tour 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 14 Current physical features related to history and storytelling in the Saint John City Market 15 2023 Engagement Summary and Background Report ” market ambassadors can also be installed that individual vendors and on social media. Social media Saint John City Market Strategic Plan information display There is a desire to see products profiled content could be improved with additional structure and planning, which might follow a weekly formula. For example, one day for specials for food vendors for that week; one day for as a vendor Q&A; one day as a profile for non-food vendors and events.The City Market should be integrated into the experience of Uptown, and it can be distinct and complementary to other key destinations nearby, including the Sunday Queen Square Farmers Market and the Area 506 Container Village. Some think about these destinations as competition for the City Market, but this is not necessarily the case if each fostered a distinct appeal. Area 506 Container Village has a focus on live entertainment and may bring people to the area to see events. The farmers market on Sunday can bring people to Uptown, and if the City Market was open, people may be drawn here to continue shopping and have lunch. The City Market is distinct from the Farmers Market and the Container Village in that is open 12 months of the year and 6-7 days a week for day-to-day needs. On busy cruise ship days, tour companies may brings thousands of people to the Market. While vendors near entrances find themselves providing visitor information, there can be consideration for providing more formalized and appropriately located visitor information/customer assistance services at one of the entrances (“as staff or volunteers). Right now, Market staff are present, but people might not be able to find them when they need them. A Market ambassador stand can provide wayfinding assistance, lost and found, a fridge to store purchases, and Market money. The ambassador role can also help with those needing assistance or first aid. An explains the Market’s governance structure, the mission and core values of the Market, along with the Market manager’s contact information. This may also be an opportunity for an information for Market activity schedules, and potentially an opportunity to have a comments wall or feedback chalk board. and marketing/ dedicated staff-member own brand should be revamped with video tours and Marketing and Branding Vendors, stakeholders, and residents alike commented on how marketing and branding could be improved. Based on the online survey responses, residents are not especially aware of events at the Market (A relatively low number of survey respondents agreed with the statement “I am aware of events happening at the City Market”). It was commented that the motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the Market has an unchanging set of offerings. Residents ought to be advocates for the quality and experience of the Market, and that this could be part of attracting friends-visiting-friends travellers. For this to be successful, it is important that the Market remain front of mind for residents, and that they maintain an awareness and interest in the Market and its events and vendors. We received comments that the City Market website options to buy online, along with a Market directory and additional information on parking, transit, and events. It is also important that a directory map and event information can be found within the Market itself. There was a desire among vendors that the City Market have its communications distinct and independent from City’s communications and administration processes. There is a suggestion that marketing be the responsibility of a rather than it being contracted out or part of the Market manager’s responsibility. The marketing manager could work with Agents of Record, branding, social media, events, inbound marketing, website, marketing plan creation and execution, marketing return-on-investment reporting, working with City and Provincial tourism groups, guest experience, working with tour companies, sponsorship, private events, and activations (such as murals, mobiles, demonstrations, and other community initiatives). incubator 2023 community is another idea, where learning and experiences, which may be sponsored to . Such a space would be available for rent “learn-how-to” corner purchasing and, but that it can also be a space where you can go for for which you can go and not necessarily spend money. For tourists, the unique experience (eating dulse or learning about history for example) may be more popular than the physical souvenir. A you can learn something new in 5 minutes that appeal to residents and visitors alike (for example, learn to tie a bow-line). Many we spoke t liked the idea of the City Market including a Market kitchen, offset rent. The Market kitchen could include regular cooking class. There is also the option to engage cooking classes at the high schools. One concern about such a space is that it will need to be effectively programmed every day to ensure it is well used - some analysis is required to ensure that there is demand and capacity for such a space to be well used. Another consideration is an kitchen by the day or by the hour for start-ups or pop-ups in need of a professional kitchen for developing and showing off their product. , Engagement Summary and Background Report stage additional seating within the that make the City Market to seating and the space can so people can see and be seen. Saint John City Market Strategic Plan was desired, but it is important to manage Saturdays and Sundays could represent Events and Experience The City Market is well-known for events and community involvement, including artist-in-residence programs, and mobiles created by local students, Uptown Sparkles, and Night Markets. People we spoke to would like to see options for community involvement and events including Uptown events such as Uptown Burger Week and events that celebrate multiculturalism, (i.e. not only celebrating European holidays). It is key that vendors, partners, and promoters are aware and willing to participate so that there is a critical mass. The Night Market on Thursday evenings on South Market Street is seen by some vendors as a success, but this has not been the case for all vendors, potentially due to wayfinding, marketing or critical mass of complementary vendors. We heard many comments on ensuring liveliness and tidiness, with some commenting that the Market can feel like a “ghost town” on weekdays except during the lunch hour rush. This in part had to do with vacancies, though some found the music is often not turned on, and that litter and clutter contributed to a lack of vitality. Bringing in live music or performances and having a area this so that it does not impede communication between vendors and customers. It was noted that compelling experiences distinct from the rest of the week to attract regional residents. This could involve a regular roster of performances and special events. Many wanted to see more Market Hall,Consideration should be given to a central gathering and eating area that is family-friendly. A family-friendly lens help to ensure there are experiences for kids that go beyond simply shopping. Many we spoke to noted that they would like to see a shift in focus whereby the Market is not just about 16 17 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan Examples of events, experiences, storytelling and community connections at the City Market. It can be especially difficult during special events and cruise ship days to get through the Market. Signage is varied in the Market and consistency in signage (above vendors or at eye level) would help; and Some helpful options for navigation could include a directory map or stall numbers.Red colour of benches is highly visible;A straight path of travel means it is easy to mental map the area for those with reduced or no vision;Charlotte Street entrance is easy to locate given it echoes;Charlotte St has audible crossing signal and bus stops; andThe elevator at the pedway is a positive. Desirability for Market staff presence at a specific table or location so they can be found; Standardized and more highly visibility waste stations is desirable - there is a specific company that specializes in accessible waste receptacles; andDesirability for more seating outdoors, with options for sun and shade. ••••••••••• Considerations for individuals on the autism spectrum:What is working well:Additional comments: 2023 regular meetings with are held. These check-ins can help Those who have reduced vision have different considerations from those with no vision;Not a lot of contrast in the City Market; aisles are quite cluttered and lighting isn’t good. A lot of times white canes get snagged on benches or debris;Signs are too high, color contrast and font important but not consistent; Lack of braille wayfinding;Audible signage is an option;Digital board with audio (e.g., earbuds) could be a good way of increasing accessibility for (could be at an info Kiosk); Tactile markers, high visibility strips, and guidance strips can also be installed on the concrete floor to aid navigation; and Germain Street entry and plaza hazardous (need for more visible and tactile distinction of steps, ramps and benches).Bricks at Charlotte St are tripping hazard, especially in the spring when they shift;Sometimes push buttons for electric doors are not turned on;Counter tops and point of sale machines may be too high to be accessible; and ••••••••••• on the specific experiences of those with mobility challenges, those with vision loss, and those on the autism spectrum. It is recommended that as changes are contemplated within the Market’s physical space and programming, stakeholder groups and the Abilities Advisory Committee identify partnerships or opportunities, and better ensure that contemplated changes can improve the Market for all people, and avoid causing unintended negative consequences for some. Additional notes are provided below that relate to specific considerations for accessibility.Consi derations for those with reduced or no vision:Considerations for wheelchair users: . Engagement Summary and Background Report partnering with “pay-it-forward” token whereby customers can buy a meal for Saint John City Market Strategic Plan Inclusion and Accessibility All topic areas in this document relate to inclusion and accessibility. Our understanding of inclusion is informed by focus group meetings with a range of agencies and service organizations in Uptown Saint John. The area has a growing population of new immigrants for whom the connection to the City Market is strong, especially as it relates to food, cultural identity, and events. There is a desire to continue seeing foods at the Market representing cultures around the world. This can be supported through programs to incubate small producers and smaller pop-up food vendors. Many who pass through the Market do not have the money available to make a purchase, and so opportunities to be in the space without spending money can make the space more welcoming. Based on reports from Living SJ and the Human Development Council, Saint John has a level of poverty and child poverty rate that significantly exceeds the New Brunswick average. The Market can consider taking a leadership role or facilitator role focusing on food security for those who have challenges affording and accessing healthy food. This could take the form of agencies and vendors to fight food insecurity The City Market could look to organizations such as Second Harvest and coordinate the donation of perishable foods that would otherwise become waste. This could be coordinated on a specific day of the week that is preferable for participating agencies and vendors (e.g. Sunday night). Vendors may also consider systems, those in need. We also met with high school students, who have a distinct experience of the Market, and are seeking spaces to socialize and feel welcomed. From an accessibility perspective, we discussed the experience of the Market with the City’s Abilities Advisory Committee. This conversation focused 18 19 2023 369 Engagement Summary and Background Report 258 Saint John City Market Strategic Plan 147 Evaluating accessibility at the City Market means looking at the details. 1. The plaza at Germain and South Market has angled stairs, slopes, and obstacles making it challenging for those with vision loss to navigate.2. Clearly marked accessible parking spaces help visitors with mobility needs feel welcome.3. Charlotte Street entrance includes accessible parking spaces, and transit. 4. Automatic door openers are located at key entrances.5. Most stalls contain ramping to improve accessibility in a challenging building.6. While the slope is a challenge for some, the centre aisle and its connection to the pedway makes the Market a key link.7. Market aisles must be adequately wide to allow two-way wheelchair circulation. 8. A variety of signage styles can make wayfinding challenging for some.9. Ensuring hallways are clear of clutter and other barriers to movement supports accessibility. either year-round Sundays , with events, live music, and potentially a distinct experience on weekends versus Along with a desire to enforce current hours, there is a desire to extend hours. This may mean opening later for one or two nights a week,and being open onor during spring, summer, fall and the lead-up to Christmas. This allows the Market to better serve locals as well as visitors, and to capture dinner and evening traffic. There is the option for the Market to be a weekdays different layout or set of vendors. The experience of the Market at night is also something more people would like to experience. 2023 a draw unto itself and then the program can be promoted as an event (“Vendor Days at the Market”). Day vendors are typically most successful when surrounded by other day vendors of similar quality standard. Monthly specialty days can also be promoted as a method of gaining exposure for the program to new vendor groups. For example: “Mompreneur Monday” one Monday a month, featuring at-home, women-run businesses; or “Maritime Knits Day” once every month, featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and non-alcoholic craft beverage makers. Hot benching would require a consideration for storage and loading needs for pop-ups. An ever-changing mix of pop-ups allow for a variety of vendor mix at different times, and they also will attract a variety of customers. This effort can contribute to “all day life” and “all week life” in the Market. Closed or inactive Market stalls in the City Market Engagement Summary and Background Report with pop-ups for vendors is one overall marketing effort hot benching, Saint John City Market Strategic Plan Hours Maintaining consistent hours of the key pieces of feedback we received from residents and vendors alike. Whereas the current lease structure requires vendors to be open during set market hours, this has not traditionally been enforced, especially as the pandemic and staffing challenges have caused struggles for vendors. It is recognized that there is a staffing challenge for vendors to commit to being open beyond the current practice, without knowing if business will improve as a result, or if business improvements take several months to materialize. However, with awareness, attraction, and a critical mass of vendors open, staying open beyond typical office hours will allow vendors to capture customers leaving Uptown at the end of the workday, as well as people who live Uptown but work outside of Uptown during the day. The current expectation from residents is that vendors generally close mid-afternoon. Any change in practice will need to be consistently upheld, publicized, advertised, and maintained such that the expectation changes. Since customers are creatures of habit, it may take time to see the benefits of the extended hours. This culture change can come alongside an that highlights a new commitment to vendor hours (along with events and other new reasons to check out the Market).Pop-ups on the Benches are key to the vitality of the space, though these vendors also have other jobs and need time to produce their work. One option is to explore that may be open only a few hours or a few days a week, but that the space may be filled by other vendors at other times (or the benches may be converted to high-top seating). For the benches to be full it may be necessary to consider programming them Fridays and Saturdays only to start and increasing as demand merits. This will create a critical mass that will become 20 21 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan information on accessible parking . There may be consideration were often cited as an issue for the near the Market. also put forward. There are a number of parking lots near to the Market, and the website and print materials could be improved with parking options to increase the number of spaces Bathrooms Market. This is one of the few public washrooms in the Uptown, and as such is can be very busy, especially during cruise ship days. Additional washrooms can be considered in or near the City Market to accommodate increased demands. The bathroom also has a reputation a being a place where drug use occurs and so harm-reduction principles should be employed when considering the design of washrooms in and around the Market. Washrooms can be improved to be accessible, gender neutral, and include a family restroom. (such as 2023 given to a cross-flow between sides of the Market. There could be an important entry experience on the North and South sides, and there may be a hub in the middle that contains seating or event space. Signage for key locations in the Market the solarium seating area and washrooms) appears inconsistent and could be improved with a more holistic approach to signage and wayfinding more generally. The rustic or handmade nature of the signage is appreciated, but this should not be to the detriment of legibility for visitors, those whose first language is not English, and those with reduced vision. Parking is considered a problem, especially for older generations and is often cited as a reason for some to prefer shopping at big box retailers as opposed to coming to the Market. There is a struggle for some to carry purchases to their vehicle, and assistance could be offered. The opportunity for free parking for pop-up vendors was Engagement Summary and Background Report , so that Saint John City Market Strategic Plan replacing the 3 aisles with 2 aisles Mobility and Flow (Market layout)Many see and experience the Market as a space to pass through. This is emphasized by the straight shot from door to door. Many said that they pass through the Market unaware of the vendors in the side stalls, and unaware that seating is available. Vendors along the sides of the Market would like to see this visibility improved. The design and width of side aisles also means that there is some conflict between those who are stationary (mingling, browsing or waiting for food) with those who are going from point A to point B. Narrow aisles presents a challenge for those with mobility devices, wheelchairs, and strollers. It is also challenging for bench vendor staff to have an appropriate location to sit or to interact with customers. Historical photos show that the side aisles used to be significantly wider (See ”Historical Background”) Most people we spoke to were favourable of a layout change that creates a meander. This can meanpeople entering the Market would choose to either walk along stalls on the north or south, with both aisles comfortably wide. This would substantially increase the walk-by traffic for stall vendors and would also maintain the exposure for bench vendors along a central section. Some residents, vendors, and members of the Heritage Development Board thought that status quo layout should be maintained for historic or business reasons. They commented that improvements to access and visibility could be alternatively achieved by reducing the vertical blocking of sightlines by bench vendors, and/or by reducing the width of side vendors (i.e. reducing their footprint into the aisles). We received some comments that locals will avoid the City Market on cruise-ship days because it is congested. Any improvements should consider how to manage flow during busy days and allow for mingling and browsing, as well as faster moving shoppers to pass through. While the Market is traditionally considered as a long and linear experience, further thought can be 22 23 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan Seating currently in the market was to help create to be a hybrid mezzanine seating more seating removing or outdoor seating options updates to the seating, maintaining Seating and Solarium Whereas the handful of seating options within the Main Market Hall are popular, the solarium seating is experienced as removed from the Market, and some visitors are not aware that the seating exists. There is a desire to see introduced within the Market itself the ambiance of a bustling market. This could be central to the market hall and close to prepared food vendors. There is also an option to consider benches or a small number of tables and chairs near entrances. These are important for those with reduced mobility. Seating for bench vendors should also be considered in the design.Within the solarium, there were comments that seating seemed dated and uncomfortable. The seating area is also impacted by temperature shifts and adjacent construction. Many would like to see accommodation for a variety of group sizes.Improvements can also be considered to waste receptacles and by providing drinking fountains/water bottle refill, and microwaves. One consideration is to explore at the Germain Street end of the Market in order to allow additional options to sit, have events, and experience the Market. This possibility should consider wheelchair accessibility and respecting the heritage of the Market’s roof structure. With seating brought into the main market hall, the solarium becomes overflow seating. If sufficient seating is provided within the market hall, there is the opportunity to consider renovating the solarium structure indoor/outdoor space. This would allow many more options for using South Market Street as a pedestrian priority public space. Further technical analysis will be required to understand if this is a feasible option. Opinions on poor and picnic tables outdoors are awkwardly sloped. Some of this seating can be improved with investments in site furnishing. 2023 Current outdoor spaces at the Market could Engagement Summary and Background Report has the potential to be a is the location where loading Saint John City Market Strategic Plan plaza at Germain and South Market Outdoor Spaces and Connections People we spoke with thought there needed to be a stronger connection between indoors and outdoors at the City Market. This can mean thinking about the importance of entries at North Market Street and South Market Street towards a central “hub” within the Market. South Market Street pedestrian priority shared area, that is improved with trees, planting, lighting, seating and murals to support night markets. The option to remove the solarium, if feasible, can widen and improve this space. In the future, South Market Street may be used for loading in morning hours only, but become pedestrianized in the afternoons and evenings.North Market Street and unloading predominantly occurs and it can maintain this utility. It can be improved murals. Thepresents design issues with sloping surfaces and angled stairs. It has the potential to be improved by considering public art, and improved seating and circulation. It could be provided with an official name. Patios and Bike Racks on Charlotte Street be considered. Charlotte Street may be improved in the future for active transportation and safety at the crossing. Some have proposed that the intersection of Charlotte can be a “Scramble” intersection. 24 25 2023 which, may milestone in to vendors, and regular 150th birthday marketing effort for residents to what’s new at the market: and implementation “dashboard”; updates implementation approach, An include an oversight body or committee and which engages vendors and stakeholders along the way;An online Regular meetings with vendors;Regular updates to members of the public; andA concerted rediscover Working towards a 2026 date with goals reflecting the terms of improvements and events. •••••• Implementation Implementing the Strategic Plan will take time, funding, and dedicated effort. Implementation tools to consider include: Engagement Summary and Background Report green building . There It may also and have a further recycling, , by looking at upgrades to Saint John City Market Strategic Plan Environmental Sustainability Sustainability goals can be front and centre for the City Market. These can mean improving energy efficiency lighting, heating, ventilation and building envelope for the main building as well as the solarium structures. It could also mean introducing a roof or solar panels to the roof.mean looking into ways to composting and reducing food waste is an anticipated federal ban on single-use plastic cutlery and foodservice ware. Typically, this would mean that vendors would switch to using compostable items and so composting will need to be in place. However another option, which was piloted at the Forks in Winnipeg, was to introduce reusable cutlery and dishware market-wide system for dishwashing. At The Forks Market in Winnipeg, a reusable dishware system was introduced in 2019, with centralized dishwashing. . The as well as rodent business centre for is desired, and security ought cleanliness pop-up vendor storage to print and store records, as well as the security presence Maintenance and Security We received many comments on the overall sense of clutter, and that control could be improved. A to be separate from the duties of maintenance. Better maintenance and utilization of storage spaces and mezzanine rooms is desired, including the option for upstairs areas could include a vendors potential to have a shared product photography light box. Wordcloud of all survey text responses (June 2023) 2023 Engagement Summary and Background Report DRAFT STRATEGIC PLAN SURVEY FEEDBACK ON STRATEGIC PLAN DIRECTIONS Saint John City Market Strategic Plan 3 26 27 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 28 29 2023 should be selling” through and welcomed!” “Get at it (respectfully)!” athletic to the Maritime vibe” through this strategic plan. The shopping habits of regular Saint a lovely market, its imperative to “The city market is a gem, and it with the space is very well thought case. That’s the experience that you reimagining of the circulation, the vendors, and the public interaction is so exciting to see a revitalization the survival of our market to keep it a glimpse into the normal and daily Johners, even if that’s not exactly the “We are so very fortunate to such have “It should feel like tourists are getting Key Takeaways The City Market continues to be a treasured landmark in the Uptown. The majority of survey respondents supported the direction of the City Market Strategic Plan, and many have provided feedback that can further strengthen the plan.However, there continue to be areas of disagreement largely centered around market identity and the proposed layout. There is an opportunity for the City to lean into this discussion and address the questions that came up through this process through future communications about the City Market and Strategic Plan. Transparency around heritage protection policies and clear communication before, during and after changes are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan. Sample survey quotes Engagement Summary and Background Report Saint John City Market Strategic Plan What is the goal of the Strategic Plan?Why does the Market need to change?What is the purpose of the Mission, Vision and Values?How will the Strategic Plan be implemented?What does being a City Market mean?What makes a great market?Who is the market for? How is Market heritage prioritized in the Plan? Why does the Plan recommend removing some vendor space?Have vendors been consulted on this Plan?How will the Plan and new layout impact what vendors are in the Market? How will the Plan impact vendor relationships with Market management? Why are there empty stalls at the Market? Why do we need meeting space?Why move seating into the main part of the Market?How will the Plan impact infrastructure repairs and investments? Where does accessibility fit into the Plan? What is happening with the Market washrooms?Will this Plan impact how people get to the Market? ••••••••••••••••••• Common Questions Throughout the survey responses there were common themes and questions that the Strategic Plan and supporting communication materials should seek to address. These included: Strategic PlanningRole of the marketVendors Seating and entertainmentOperations The Final City Market Strategic Plan has been updated to answer these questions – start with changes pride to build the skills of Market’s identity and fill the market with vendors should be the foundation for all grown food as a focus (including inclusion programming locally Clearly define the Define Sustainability developmentConsider using a different word instead of ‘premiere destination’ as it could be interpreted as lofty and unattainable goalAdd small local agricultural operations). Food should always be central to the market experienceFlexibility and adaptability can be part of the markets valuesExplore flexibility in vendor arrangements for turn overHave a goal to Consider reordering so ‘By Local, For Locals’ and ‘Gathering and Connection’ values are higher. Working full 7am-6pm days could be unrealistic for small businesses owners. Consider shifting the market hours to focus on the late afternoon/evening crowdHave vendors for marketing and social media. Reduce barriers for vendors to getting into the market including having a business launching coachPrioritize all entrances to the marketConsider having low-stimulation hours for accessibility Need improvements on sound quality and acoustics before considering band standCreate clear connection between the main market and the Night MarketNeed to see improvements in current market before making massive what you have and then build from there.Have story telling with local school groupsNeed bike racks outsideBuild in child-centered entertainment ••••••••••••••••••• Survey respondents also provided feedback on what should be changed or added to the Plan: 2023 Engagement Summary and Background Report HISTORICAL BACKGROUND Saint John City Market Strategic Plan 4 30 31 2023 City Market Interior(Source: Provincial Archives of New Brunswick Portfolio P171-23)City Market Interior (Source: Provincial Archives of New Brunswick Portfolio P171-22) Engagement Summary and Background Report Saint John City Market Strategic Plan On June 16, 1986 the Saint John City Market was designated a National Historic Site of Canada. Over the years, restoration work was made possible by funding from the City of Saint John, Parks Canada, and the Government of New Brunswick. The following is the statement of Heritage Value provided by Parks Canada (Sourced to Historic Sites and Monuments Board of Canada, Minutes, June 1986.):The Saint John City Market was designated a national historic site of Canada in 1986 because: of its market hall interior, its commercial Second Empire façade on Water Street and its two side elevations on North and South Market Street; it is a rare and distinguished surviving example of a 19th century building designed as a market.The Saint John City Market illustrates the development of buildings designed specifically as markets in 19th century Canada. The solid, fire-resistant Saint John Market building was constructed between 1874-1876 to the designs of New Brunswick architects McKean and Fairweather. It survived the Great Fire of 1877 and was renovated over the years, allowing it to remain an important civic structure that continues to fulfill its original function. Historical Background The City Market, designated as a National Historic Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building, the city and its people. The building is layered in history, with heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a place of gathering and commerce. The governance structure of the Market is also of historic importance.Historical Recognition Built between 1874 and 1876, the Saint John City Market was designed in the Second Empire Loyalist style by New Brunswick architects McKean and Fairweather. The Market’s distinctive design was selected in a competition among local architects. At the time, Saint John was one of the world’s leading shipbuilding centers, so it is no surprise that the roof of the City Market resembles the inverted keel of a ship. Hand-hewn timbers and dove-tailed joints that have stood fast for more than century attest to the skill and experience of the builders. It narrowly escaped the great Saint John fire that swept through the City in 1877. As the oldest continuing farmer’s market in Canada, it forms the historic centerpiece of a vital Uptown. The Royal Charter establishing the City of Saint John in 1785 provided for the operation of public markets, naming the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, craftsmen and others to peddle their wares. The ringing of the Market Bell every morning and evening, a tradition at the City Market, signals opening and closing of the day’s business. Today the keeper of that tradition is the Deputy Market Clerk who oversees day to day affairs. The Market Clerk and staff still preside over the daily operation of the Market and report through the Market Committee to the Saint John City Council. The prominent downtown location at the northwestern corner of King Square; The substantial, rectangular massing of the whole, and the three-and-a-half-storey massing of the front block; The timber construction with brick facing; The Charlotte Street façade with its central entranceway flanked by two shallow pavilions crowned by pavilions, its classically detailed cornice, the rhythm of alternating single and paired windows on the second and third floors, the large shop windows at ground level and decorated dormer windows, and the mansard roof; The elaborate exposed timber truss work of the market hall with its decorative circular motifs in the spandrels of semi-circular arches that support twenty modified queen posts; The semi-circular clerestory windows that run the length of the side elevations at the level of the tie beams, and the tall round-headed windows running along the side aisles; The wall brackets set between the cast iron columns and tie beams that link the support structure to the walls; The decorative iron gates; and Its continuing use as a public market. ••••••••• 2023 Parks Canada notes the following as the key Character-Defining Elements of the City Market: Engagement Summary and Background Report Saint John City Market Strategic Plan 32 The City Market as a meeting place (circa 1950) (Source: Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, P338-693)City Market Post Card, circa 1976-1983, via ebay 33 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan Dibsmpuuf!Tusffu Djuz! XD XD Upq!pg!uif!Nbslfu 10. Meat Scale – The overhead rail is used to ferry meat from the loading area to the walk-in cooler or to be hung in the main aisles. Before the imposition of a fixed rent system, merchants were charged a fee for everything they brought into the market to sell. The scale enabled the Deputy Market Clerk and his assistants to weigh products for which a fee by weight was charged.11. Roof Rafters – The roof support system is built entirely from hand-hewn timbers and assembled in the same manner as a ship’s hull, the difference being that it is upside down to form a roof rather than a hull.12. Delivery Entrances – The market has eight entrances that lead to North and South Market Streets. These entrances originally served as receiving doors. In the era of horse and wagon, it was not uncommon for wagons to be driven into the market to ease the task of loading and unloading.13. The Aisles – The centre and side aisles are occupied by bench merchants. Traditionally benches were rented by the day or week, with merchants frequently changing with the seasons. Today the merchants occupying the benches are still referred to as bench merchants and still rent by the day and week. However, today’s merchants occupy the same benches year round. Many bench merchants have been at their locations for over 10 years.14. Stalls – The shops located along the outside walls are referred to as stalls and the merchants that occupy them stall merchants. These long term occupants rent by the year. Some of these shops have operated continuously for over 100 years with Slocum & Ferris dating back to 1895.15. Charlotte Street Tower – As you exit the market at Charlotte Street, you pass under one of the two office towers that were part of the original 1876 City Market Building. The tower at the Germain Street entrance was removed in 1955. Nbslfu!Tupsbhf 2023 Wfoeps!Sfgsjhfsbujpo Opsui!Nbslfu!Tusffu Tpvui!Nbslfu!Tusffu Nbslfu!Tupsbhf 5. Ice-room – Before the days of electricity and refrigeration, block ice was the only source of refrigeration. To the left of the McDonald office is a large room with insulated walls that was kept filled with blocks of ice to cool the walk-in cooler located below the ice-room in the area occupied by Winegarden Estates Ltd. Some of the overhead rail system that was used to ferry meat into the cooler can still be seen.6. The City Market Walls – the City Market walls are built entirely of brick with no additional reinforcement. The walls are 12 inches thick and thicken to 24 inches where they support the roof rafters.7. Official City Crest (Above the doorway) -Its 4 symbols tell the story of a proud history in fishing, forestry, shipping and industry.8. Market Gates – In 1880 wrought iron gates were installed at the top and bottom of the City Market to assist the Deputy Market Clerk in securing the building. The gates were designed and built by local craftsmen.9. Steel Supports – The steel columns supporting the roof structure vary in height from 20 feet to 30 feet. The City Market floor slopes down from Charlotte Street to Germain Street, a vertical drop of 10 feet. Nbslfu! Tupsbhf Cpuupn!pg!uif!Nbslfu Nbslfu!Tupsbhf Xbtuf Sfdzdmjoh Engagement Summary and Background Report f d b m Q ! l d j x t o v s C ! p U Saint John City Market Strategic Plan Hfsnbjo!Tusffu Historical Tour of the Market The City of Saint John website offers a self-guided historical tour, presented here to provide further historical background informing the strategic plan development. (Source: City Market Website)1. Deputy Market Clerk’s Office – The Royal Charter establishing the City of Saint John in 1785, granted the City the right to operate public markets. The charter named the Mayor of the City, Clerk of the Market, with the right to appoint a Deputy Market Clerk. The Deputy Market Clerk looks after the day to day operations of the market form his office overlooking the market hall. The appointment of a Deputy Market Clerk by the Mayor still continues, the appointee being a municipal employee.2. The City Market Bell – The City Market Bell, located over the Deputy Market Clerk’s office, is rung every day to signal the opening and closing of the market. Traditionally this is the task of the Deputy Market Clerk.3. Mounted Moosehead – It is claimed that this moose was killed by hunters near Musquash about 1910. Musquash is a community located south of Saint John. The moose was brought to the market to be butchered with the butcher keeping the head to display over his shop.4. McDonald’s Stained Glass Window – During the early years of the market some of the merchants had office and storage rooms constructed over their stalls. This stained glass window is an example of the extent to which some merchants went to leave their name in the market.34 35 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan CASE STUDIES Indianapolis City Market 5 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 36 37 2023 Engagement Summary and Background Report CSJEHF CSJEHF CSJEHF Saint John City Market Strategic Plan 2023 Buy 2 Give 1 Owned by Department of 4 options: Merchant stall, Merchant SNAP (food stamps) benefits and Street-level metered parking available Guided tours of City Market Catacombs (below market) offeredAdded to National Register of Historic Places in 1974Undergoing a redevelopment plan to demolish east wing of the building and replace it with an 11-story, 60-unit residential building. ••• Operating Model: Metropolitan Development, City of Indianapolis. Managed by 11 person Board of Directors. Volunteers run: Original Market set-up/tear-down, events, landscaping, and group opportunities. Lease Rates:cart, Pop-up shops, and Farmer’s market. Parking: throughout Market East District, plus several parking garages within walking distance. Inclusion: Fresh Bucks matching program increase access to produce for at-risk populations. food program during “Original Market” encourages patrons to buy additional products that are donated to help those experiencing food insecurity. Of Interest: Engagement Summary and Background Report Indianapolis City Market Available for any size event Indoor public seating in 1821 Brick building built in 1886 to house Food Hall Kiosks range from 130- 26,700 sq. ft., incl. mezzanine but 22 permanent merchants offering 869,400 (2020) Indianapolis, Indiana, United States Mon to Fri 7am-4pm; Sat 8am-4pm; Saint John City Market Strategic Plan Location:Population:Year of Opening: Facility Size: excl. wings Common Area Usage:Mezzanine. Outdoor public seating in outdoor plazas, plus bicycle parking. Community Facilities: rental for $1000-$2500 (weddings, birthdays, race starting points). Outdoor stage available in West Plaza. Bicycle Garage Indy in East Wing.Building Type: the booming market, which had opened in 1821, with mezzanine and modern wings added later. Hours: Weekly “Original Farmer’s Market” runs Wed 10am-1:30pm Tenant Sizes:700 sq. ft.Retail Spaces range from 130-2500 sq. ft.Tenant Mix: wide variety of food & beverage, specialty retail, barber, bicycle shop, and Indy Black Chamber of Commerce. Additional merchants at “Original Farmer’s Market” on Wednesdays. 38 39 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 2023 initiative enhanced Online ordering, curbside pickup, and delivery offered by participating vendors. Opened outdoor Dinky Rink in 2022, available during market hours by 90 minute reservation.Partner with Public Library to sell used books for $1 each, generating approx. $25,000 since market opening.Brighten the Passage pedestrian experience. •••• Of Interest: Engagement Summary and Background Report given 28,000 sq. ft. Demonstration kitchen Milwaukee Public Market Owned & operated by Business 2005 Adaptive re-use of warehouse Market stalls 200-400 sq. ft. while 38,500 sq. ft. Permanent leases, plus 1 seasonal Market on a Mission Grant 18 vendors primarily offering mix of 577,200 (2020) Market partners with local schools to Milwaukee, Wisconsin, United States Mon to Sat 10am-8pm; Sun 10am-6pm Saint John City Market Strategic Plan Location:Population:Year of Opening: Facility Size: Vendor Leasable Space:Community Facilities: offers classes. Mezzanine available to rent for events (e.g., weddings)Building Type: building Hours: Tenant Sizes:the restaurants, which have outdoor patio seating, are larger than 500 sq. ft.Tenant Mix: prepared food & beverage, some specialty retail and a seasonal beer truck patio Operating Model: Improvement District; partners with Historic Third Ward Association.Lease Rates:beer truck patio Inclusion: offer students with special needs work experiences with vendors. annually to local group providing services to youth or under-served individuals.40 41 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan in 2023 allows vendors to Bull Market Festival Marketplace” Owned by City of Boston. 15% of monthly sales for Push Carts; 18 restaurants, 35 colonnade eateries Pushcart Designated a National Historic Landmark, offering free tours. One of the first “the country used as a revitalization strategy for downtowns, with success leading to similar public market initiatives in New York, Washington, Los Angeles, Miami and Baltimore. •• Tenant Mix: in Food Fall, and over 40 specialty retail shops. Short term pushcarts. Operating Model: Leased to Boston Redevelopment Authority who leased it to Faneuil Hall Marketplace Inc. for maintenance, tenancy, and custody. Lease Rates: $2500/month for Food Carts.Inclusion: test new products in low-cost, low-risk setting. Of Interest: Engagement Summary and Background Report 200,000 sq. ft. Faneuil Hall Marketplace (Quincy) Faneuil Hall rented for Indoor public seating in 1826 Faneuil Hall Marketplace (official Quincy Market stores range from 359,800 sq. ft. (vendor, retail, and 675,600 (2020) Boston, Massachusetts, United States Mon to Thurs 10am-7pm; Fri to Sat 10am- Saint John City Market Strategic Plan Location:Population:Year of Opening: Facility Size: office space)Vendor Leasable Space:Common Area Usage:Quincy Market building on ground floor and 2nd floor mezzanine beneath dome. Outdoor public seating in pavilion and streets between buildings. Community Facilities: events and classes. Buskers use pavilion and pedestrian mall open spaces. Building Type: name) includes central Quincy Market (Greek revival), North and South Market Buildings (6-story brick buildings), and historic Faneuil Hall (former office of Mayor Quincy, after whom it is still called). Open-air Pedestrian Malls occupy streets between the 3 parallel buildings.Hours: 9pm; Sun 12pm-6pm (may vary by store)Tenant Sizes:200-2000 sq. ft.North and South Market stores from 300-4000 sq. ft.42 43 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan 2023 initiatives: solar panels, food gleaning program biking incentive program 5 free city-owned surface parking lots with Reputed to offer affordable high-quality produceSNAP (food stamps) benefits convert to Market Tokens and SNAP recipients receive 40% bonus via NY State Fresh Connect Program as incentive to use SNAP at the Market Flower City Pickers collects food every market day, donating to community organizations and farmers Bike to the Market(gain Tokens) Greening the Market electric vehicle ports, railway bridge conversion to AT trail, perennial garden ••••• Parking: Trolley transporting patrons from lots May through October. Inclusion: Engagement Summary and Background Report non-profit Rochester Public Market Nutrition Education Centre Rented for events Owned & run by City of 1905 on current site (1827 in Four 1-level market sheds, with 72,600 sq. ft. Daily, seasonal, or annual leases Over 300 vending stalls selling local 211,300 (2020) Friends of the Public Market Rochester, New York State, United Tues and Thurs 6am-1pm; Sat 5am-3pm; Saint John City Market Strategic Plan Location:States Population:Year of Opening: City)Facility Size: Common Area Usage:(weddings, concerts). Public outdoor seating between buildings and sometimes under covered sheds for events. Outdoor standing and picnic tables. Community Facilities: has demonstration kitchen offering classes, demos, and workshops. Free admission Special Events held throughout the year (e.g., concerts, art show, flower show, food trucks, garage sales).Building Type: 1 indoor (Shed B or “Wintershed”) and 3 covered open-air (Sheds A, C, D) Hours: year-round Tenant Mix: produce, variety of food & beverage, and retail. Operating Model: Rochester. manages Market Tokens, branded merchandise, tours, the Trolley, some events, and more. Lease Rates:available. Rates vary by length, season, and if serving prepared food.44 45 2023 Engagement Summary and Background Report Saint John City Market Strategic Plan is a companion document that contains an in-depth overview of engagement Cindy Christie, Melanie Colpitts, Michael Forestell, Becky Knox, Councillor Gerry Lowe, 2023-2033 Strategic Plan Kieron Hunt, Taylor Mathiesen, Brianna Maxwell, David Paterson, Christina Wheeler. Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte, Andrew MacDonald. Strategic Plan Background Report The City of Saint John/Menaquesk is located is the traditional territory of the Wolastogiyik/Maliseet. The Wolastogiyik/Maliseet, along with their Indigenous neighbours, the Mi’kmaq/Mi’kmaw and Passamaquoddy/Peskotomuhkati, signed Peace and Friendship Treaties with the British Crown in the 1700s that protected their rights to lands and resources.The City of Saint John’s Truth and Reconciliation Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts directed toward Truth and Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care.FINALCity Market This document provides an updated and refreshed 10-year Strategic Plan for the Saint John City Market. The Strategic Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising Fowler Bauld & Mitchell Ltd. (“FBM”) and Quay North Urban Development (“QNU”).The discussions, historical background and case studies. AcknowledgmentsSteering Committee: Andy McPherson, Gilliane Nadeau, Mayor Donna Reardon, Ann Rickman, Nancy Tissington. City Staff: Consultant team: 35781522242554 ........ ...... ......... ............. ...................... .................................. ................................... ........................................ ......................................... Strategic Plan Contents Cover Letter / Message from the Steering CommitteeThe City Market as the Heartbeat of Saint John’s UptownHeritage & History Sets the Stage for ProgressStrategic Plan at a Glance: Vision, Mission, Core Values and DirectionsEngagement in Developing the PlanCase StudiesCore ValuesStrategic DirectionsDetailed Action Plan 3 2023 FINAL Strategic Plan 2023-2033 Saint John City Market Strategic Plan FINAL City Market 4 2023 Saint John City Market Strategic Plan 5 2023 Identifying the best use of floor space in the Market;Improving the customer experience;Aligning a vision for the Market with the goals and objectives of individual vendors; Design of exterior spaces on Charlotte Street, North and South Market Street, and Germain Street; Marketing and branding; Modernizing the Market while maintaining its historic and heritage character; and Examining of case studies from other markets. Saint John City Market Strategic Plan ••••••• the Strategic Plan is to identify a path forward to effectively meet a set of shared aspirations. What the Plan covers The office tower is not within the scope of this plan.The Strategic Plan is just the beginning. 2026 will mark the 150th birthday of the City Market. Now is the time to start planning for this milestone and think about how this cherished Market will continue to serve generations of Saint Johners and visitors. FINAL is currently occupied by City departments). The City Market currently generates approximately $500,000 annually in revenue primarily from renting space to vendors. The City’s goals for the Strategic Planning process include seeking recommendations on generating additional revenue (or reducing costs), towards being cost-neutral or profitable, while also fulfilling its mandate to serve the community. How the Plan was developed The Strategic Plan development process ran from January 2022 to July 2023. It included community, vendor, stakeholder, and staff engagement to inform the vision, mission, core values and key directions. The Steering Committee and consultant team considered community feedback in developing a set of Priority Actions as well as a detailed Action Plan as a roadmap. This work included an Operations Audit to understand Market practices and provide options for operational improvements. The engagement emphasized the Market’s rich history. Strong ties to the local community have allowed the City Market to be a valuable and well-regarded community asset. With some careful and thoughtful planning, along with intentional capital investment, the City Market can maintain its reputation as the premier destination and gathering place for both locals and tourists in Saint John. It is clear that the Market has great potential, but that there are key changes needed. The intent of The City Market – The Heartbeat of Uptown Saint John Located at 47 Charlotte Street, the Saint John City Market is Canada’s oldest continuously-operated farmer’s market. The Royal Charter establishing the City of Saint John in 1785 named the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, crafters and others to peddle their wares. The building, designated a National Historic Site of Canada in 1986, was designed by architects J.T.C. McKean and G.E. Fairweather in the Second Empire style, and completed in 1876. Some of the businesses in the market have been operating continuously for over 100 years. The 2023-2033 Saint John City Market Strategic Plan charts a Vision for the City Market with achievable Key Directions so that this institution continues to thrive in an evolving Uptown, maintaining a place in the hearts of residents and visitors alike. Why a new Strategic Plan?Strategic planning is a process that is instrumental to the success of an organization. It requires the leaders and stakeholders to take time to develop goals and objectives, along with a detailed plan for how to achieve them. It requires thinking about what an institution is, where it has been, and where it is going. The City Market is one of the most visited sites in New Brunswick with over one million visitors annually. In recent years however (and including during the pandemic), visitation and patronage to the Market has declined. During the pandemic, the City identified that the City Market may be too reliant on tourists and office workers for its success. Going forward, the Market will need to be a place not just for tourists and office workers during the lunchtime rush. It must also be well supported by locals, especially the growing number of residents who choose to call Uptown home. The total cost to operate the building is estimated at approximately $1.1m annually (this includes the four-story tower that hosts office space and which 2023 Saint John City Market Strategic Plan FINAL 6 7 2023 Saint John City Market Strategic Plan FINAL of Saint John’s goal for financial sustainability. Cultural heritage preservation is the future, where environmental, social, and public implications become an extension of the City and City Market’s identity. It’s not just about what gets built, added or refreshed, but how, that matters in the Strategic Plan.Balancing the City Market’s rich history, surrounding environment, and modern needs, the Strategic Plan seeks to rediscover and enhance the structure’s original vibrancy and character. In some instances, this can be reflected by removing cluttered or obscured layers and restoring the building’s original openness for mobility and vendor access. In addition, interior seating and wayfinding have been thoughtfully included and integrated to emulate the community gathering spirit of the building and to bolster its function as a historic Public Market with the recognition that a Public Market is NOT a shopping mall, nor should it strive to be.This Strategic Plan recognizes that the City Market has many layers of history and meaning to many people, including both tangible and intangible forms of heritage, and a deep-seated place in the Saint John community. The most important part of the Strategic Plan is storytelling, where the recommended actions and strategic directions use the layers of history and meaning to plan with a sensitivity to the City Market’s cultural heritage, all while setting a compatible stage for growth, improved building efficiency, social gathering for all and economic resilience as a valued destination. Heritage & History Sets The Stage For Progress The overarching goal of the City Market Strategic Plan is to ensure that its history stays relevant while setting the stage for progress. Preservation plays a key role in uncovering stories that may have been forgotten or ignored, revitalizing neighbourhoods, and celebrating the local community based on shared experiences. The City Market has a story and often, as discovered through the engagement process, a multitude of stories and deep connections across generations.By drawing from the historic context of the City Market building, its structure, and its site surroundings, this Strategic Plan opens the door for conversations for preserving and improving the market for the vendors, customers, visitors and the municipality.The Strategic Plan recognizes and understands the historic context of the City Market building, its materiality, and how any changes must be sympathetic to historic contexts, while respectful and accommodating of overlooked current and future needs. The Strategic Plan is much more than a one-time fix to an iconinc building, the improvements presented offer long-term solutions to address compliance, context, compatibility and financial sustainability.There are conversations to be had about how to adapt the City Market in a way that minimizes negative environmental and socio-cultural impacts and avoids short-lived interventions through lack of a adequate feasibility analyses or context sensitive heritage design considerations. Most often the term historic preservation is associated with restorative work to historic buildings, with strict guidelines, often requiring deep pockets. While that’s certainly still the case, the City Market Strategic Plan strives to be responsive to contemporary values, adaptations that give the place new life, and a lens of practicality when it comes to balancing design goals with the City ca) . (Image Source: harbourlightssj CBC Harbour Lights at the City Market 2018 There are numerous benefits to the local community that can be achieved with the City Market. The Market can increase access to fresh and healthy food, benefit the local economy, and serve as a gathering place for people from different ethnic, cultural, and socioeconomic communities. Over the last 20 years, malls and supermarkets have recognized the appeal of markets and often co-opt the aesthetic and experience of historic markets, capitalizing on grab-and-go foods in particular. This shows the success and appeal of what places like the City Market genuinely can offer. are the top reason why people love (Source: PPS, “10 Qualities of “Seeing other people, opportunities for impromtu conversations, the unexpected sensory delights. This is what draws people back, again and again, to their favourite markets. But these qualities don’t just happen; a great market must be carefully planned as a public gathering place and managed within a sustainable business structure.”Successful Public Markets.”) PPS provides key insights and research into Public Markets as destinations. Their research finds that experiences markets:PPS notes that public markets encourage community and economic development by keeping money in the local neighborhood and offering business opportunities for new vendors with a comparably low barrier to entry. 2023 (PPS) notes Project for Public Spaces Saint John City Market Strategic Plan FINAL What Makes for a Great Public Market & Destination A destination for locals Saint John’s Uptown is experiencing a period of strong residential growth and commercial vitality. The City Market has a key role to play in the neighbourhood. It can also serve as a magnet for bringing regional residents to the Uptown for one-of-a-kind vendors, events, and experiences. The City Market serve as places of commerce, but – unlike a shopping centre – it is a public space and all residents of Saint John have a stake. Despite the value of Markets for cities, the US-based non-profit organization that North American public markets face many of the same challenges. These include: irregularity of ongoing investment, lack of management capacity, poor coordination with other organizations, and increased competition from supermarkets. (PPS, “Kickstarting Market City Strategies,” March 2020). 8 9 2023 are extroverted, Saint John City Market Strategic Plan “No-Hassle Travellers” flashy people who seek secure group travel, allowing them to be pampered in luxurious surroundings while seeing all the main sights of a destination. Values include: Consumption, confidence in advertising, aversion to complexity, and the importance of brands. They tend to be less interested in gaining a deeper cultural and historical understanding of a place. A No-Hassle Traveller will seek comfort and “checklist travel” by sampling the must-see spots in order to talk about them on social media or with friends when they get home. They are likely to attend food-related tours and dine out. (Source: Destination Canada, 2015) The Strategic Plan responds to these profiles through a focus on how important genuine experiences are for these target markets. FINAL are typically The Benefits of Public Markets (PPS) Challenge. They are less interested in big business and consumption of goods. A Cultural Explorer will seek out Living History, Culture, the Beauty of Nature, and Fun, Shared Experiences. They are more likely than other travellers to visit exhibits and Historic Sites/Buildings, to go on Sightseeing Activities and partake in Hands-on Learning Activities, as well as Festivals and Events. “Authentic Experiencers” understated travellers looking for authentic, tangible engagement with destinations they seek, with a particular interest in understanding the history of the places they visit. Values include: Personal Control, Importance of Spontaneity, Culture Sampling, Everyday Ethics, Skepticism towards Advertising, and Ecological Concern. They are less interested in the Joy of Consumption. An Authentic Experiencer will seek to understand about living history and culture. They are more likely than other travellers to visit Exhibits, Architecture, Historic Sites/Buildings, and Museums. seek opportunities to What are 10 things to taste at the Market? 10 things to smell? 10 things to touch? 10 things to hear? 10 things to participate in? “Cultural Explorers”embrace, discover and immerse themselves in the culture, people and settings of the places they visit. Values include: Importance of Spontaneity, Cultural Sampling, Adaptability to Complexity, Pursuit of Novelty, Personal Control, Personal Escape, and Personal ••••• A destination for visitors What visitors seek has also shifted over recent decades. Generally, there has been a shift in travel desires from collecting stuff to collecting experiences. While souvenirs have a role, it is the interactions in the Market that will leave a lasting memory. The Canadian Tourism Commission developed an “Explorer Quotient (EQ) Case Study for Tourism New Brunswick.” This study profiled a targeted approach to the three types of visitors profiled below. The Study describes the three EQ Profiles as follows:The challenge: Placemaking for the City Market Project for Public Space coined the term “The Power of 10+” to define what makes places successful. The Power of 10+ is the idea that there should be at least 10 focal points or 10 potential experiences in a space. This principle leads to a depth of experience and meaning that makes places compelling, diverse, and experiential. As a concept, it can guide the Market in its vendor mix, amenities, marketing, and events. We can think of this concept with questions like: These ought to be unique to the City Market and appealing to a broad range of people. Uptown Saint John Business Improvement Association branding Marketing Developing a strong marketing and promotion program is vital to the long-term success of the Market. The City Market budgets approximately $60,000 annually on Marketing through a contribution from vendors. The marketing strategy must reflect the brand of the Market to ensure it is attracting residents and visitors, while positively profiling vendors. Marketing focus Digital and social media should be the focus of communications, especially through Instagram and Facebook. Social media approaches should provide followers a behind-the-scenes peak, and opportunity for human interest stories centered on this place that everyone in Saint John has a fondness for. A highly curated and deliberate approach to authentic messaging on social media will reinforce the loyalty of the City Market customer base and a renewed interest in patronizing the Market. This can include strategic partnerships with influencers and online personalities for providing quality content, along with investment in geotargeted advertisement. Earned media - blog posts and articles written about the City Market but which is not paid for or created by the Market - should be sought. This form of publicity is highly valuable and Market Management should constantly engage with local media contributors and have an up-to-date list of local writers and including details on what topics they cover. Earned media content can include stories about new businesses, an anniversary of a long-time tenant, a new product launch, or a community sponsorship. Market Management should be proactive in developing stories and generating organic media coverage to align with external media trends and local stories. 2023 Saint John City Market Strategic Plan FINAL 10 11 2023 . Saint John City Market Strategic Plan Signage and branding can invite community members to become involved FINAL A strong and well-earned brand that is experiential;A strong first impression and a strong last impression;A critical mass or clustering of complementary businesses;Places to gather;Activities and entertainment;Effective wayfinding; andEffective beautification and maintenance for appealing spaces and displays. ••••••• Branding To be an outstanding destination, the City Market needs to maintain:(This list is adapted from the Destinations Development Association’s “Ingredients of an Outstanding Downtown.”)It is recommended that the City Market consider a process of brand evolution, which can include distinguishing the identity and logo of the City Market from municipal assets to avoid confusion and allow the Market to pursue a brand that is distinct from, but related to, that of the City. This brand evolution should include powerful and consistent social media templates and design direction, signage templates, digital newsletter template, and website redesign. It is also recommended that a social media guide be developed based on principles of the brand with detailed instructions for content and visual direction. Programming The City Market has a well-developed and constantly evolving line-up of event programming. Events should be at the core of most communication about the Market to ensure constant reinforcement of the message that “there is always something going on at the Market.” As such, it is recommended that Market Management create marketable events as much as possible out of day-to-day operations. This can relate to establishing a critical mass and sense of quality and urgency for pop-up vendors. With pop-ups, it is important that customers see a product as special, and that they might only be able to get it that day. Day vendors are most successful when surrounded by others of a similar quality standard. Monthly specialty days can be promoted as a method of gaining exposure for new vendor groups. Examples could include “Mompreneur Monday,” with one Monday of every month, featuring small at-home, women-run businesses; or “Maritime Knits Day,” featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and non-alcoholic craft beverage makers. A focus of special event programming should be to bring people inside the door and also to showcase tenants at events and see event visitors converted into customers for tenants. Marketing and promotion must be strategic in who it is targeting to come to the property and efforts should be made to ensure they are educated in advance about the vendors. Food is and will remain the core focus of the Market. Targeted events such as long table meals, sample Saturdays, food demonstrations, taste tours, and craft fairs are all examples of events that are most applicable to the core business of the Market and opportunities to generate revenue. Additionally, some low-intervention, passive events such as buskers and live music are great for ambiance, if positioned near a seating area, for example. Historical tours of the Market can also connect visitors with local stories and products. 2023 Saint John City Market Strategic Plan FINAL 12 Image: Feb 2022 15 2023 Saint John City Market Strategic Plan FINAL 2023 Saint John City Market Strategic Plan FINAL 16 17 2023 Saint John City Market Strategic Plan FINAL May/June 2023 Survey Response Wordcloud: Key words or short phrases reflecting feedback on the Draft Final Strategic Plan 2023 Saint John City Market Strategic Plan FINAL Final Strategic Plan Engagement Online Survey Results In June 2023, an online survey about the Draft City Market Strategic Plan was distributed to the public on the Shape Your City Saint John and Façonnez Votre Ville Saint John web platforms. The survey response rate was exceptionally strong with 372 responses, highlighting sustained local interest in the Market’s future.18 19 2023 Saint John City Market Strategic Plan FINAL 2023 Saint John City Market Strategic Plan FINAL 20 21 2023 should be selling” through and welcomed!” “Get at it (respectfully)!” athletic to the Maritime vibe” through this strategic plan. The shopping habits of regular Saint a lovely market, its imperative to “The city market is a gem, and it with the space is very well thought case. That’s the experience that you reimagining of the circulation, the vendors, and the public interaction is so exciting to see a revitalization the survival of our market to keep it a glimpse into the normal and daily Johners, even if that’s not exactly the “We are so very fortunate to such have “It should feel like tourists are getting Saint John City Market Strategic Plan The Final City Market Strategic Plan has been updated to answer these questions Key Takeaways The City Market continues to be a treasured landmark in the Uptown. The majority of survey respondents supported the direction of the City Market Strategic Plan, and many have provided feedback that can further strengthen the plan.However, there continue to be areas of disagreement largely centered around market identity and the proposed layout. There is an opportunity for the City to lean into this discussion and address the questions that came up through this process through future communications about the City Market and Strategic Plan. Transparency around heritage protection policies and clear communication before, during and after changes are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan. Sample survey quotes FINAL What is the goal of the Strategic Plan?Why does the Market need to change?What is the purpose of the Mission, Vision and Values?How will the Strategic Plan be implemented?What does being a City Market mean?What makes a great market?Who is the market for? How is Market heritage prioritized in the Plan? Why does the Plan recommend removing some vendor space?Have vendors been consulted on this Plan?How will the Plan and new layout impact what vendors are in the Market? How will the Plan impact vendor relationships with Market management? Why are there empty stalls at the Market? Why do we need meeting space?Why move seating into the main part of the Market?How will the Plan impact infrastructure repairs and investments? Where does accessibility fit into the Plan? What is happening with the Market washrooms?Will this Plan impact how people get to the Market? ••••••••••••••••••• Common Questions Throughout the survey responses there were common themes and questions that the Strategic Plan and supporting communication materials should seek to address. These included: Strategic PlanningRole of the marketVendors Seating and entertainmentOperations – start with changes pride to build the skills of Market’s identity and fill the market with vendors should be the foundation for all grown food as a focus (including inclusion programming locally Clearly define the Define Sustainability developmentConsider using a different word instead of ‘premiere destination’ as it could be interpreted as lofty and unattainable goalAdd small local agricultural operations). Food should always be central to the market experienceFlexibility and adaptability can be part of the markets valuesExplore flexibility in vendor arrangements for turn overHave a goal to Consider reordering so ‘By Local, For Locals’ and ‘Gathering and Connection’ values are higher. Working full 7am-6pm days could be unrealistic for small businesses owners. Consider shifting the market hours to focus on the late afternoon/evening crowdHave vendors for marketing and social media. Reduce barriers for vendors to getting into the market including having a business launching coachPrioritize all entrances to the marketConsider having low-stimulation hours for accessibility Need improvements on sound quality and acoustics before considering band standCreate clear connection between the main market and the Night MarketNeed to see improvements in current market before making massive what you have and then build from there.Have story telling with local school groupsNeed bike racks outsideBuild in child-centered entertainment ••••••••••••••••••• Survey respondents also provided feedback on what should be changed or added to the Plan: 2023 Saint John City Market Strategic Plan FINAL 22 23 2023 Saint John City Market Strategic Plan Imagery of case study markets FINAL Seating A variety of flexible seating options are provided and seating is typically within view of vendors. Outdoor Spaces and Connections All of the markets offer outdoor spaces to connect the indoor and outdoor spaces. Including areas that are sheltered from rain and sun can extend the use of the space outdoors. Environmental Sustainability The markets often show off their sustainable infrastructure. For instance, the Forks has installed heat pumps, a rainwater basin, and low-flow toilets. Rochester has a living wall, electric vehicle charging ports, and solar panels. Encouraging active transportation and transit is another tool used to show leadership in sustainability and healthy lifestyles.Governance Non-profit boards of directors manage 3 of the 5 markets, while 2 are managed by municipalities. Of the two city-run markets, Rochester relies heavily on the Friends of the Public Market group, which offers tours, runs events, and manages food access programs. Faneuil Hall is owned by the City and managed by a 3rd party, Faneuil Hall Marketplace Inc. Key Takeaways from the Case Studies History and Storytelling All 5 markets have historic status and offer tours. Marketing and Branding Expanding Point of Sale options like the market app, curbside pickup, and delivery can increase local draw and improve customer service, and market operations. Events and Experience The markets commonly feature demonstration kitchens, events, venue rental opportunities, and observation areas to take in views of the area. Inclusion and Accessibility Markets commonly take on a food security role with the intent of improving food access for vulnerable populations. Days of Operation Most case study markets operate seven days a week to meet the needs of locals and visitors alike. Vendor Mix and Market Practices Most markets offering a variety of vendor/stall types, stall sizes, and leasing arrangements. This promotes a range of business types and support markets as a small business incubator. Mobility and Wayfinding Markets offer generous aisles that balance the bustle and crowd, with flow. Several examples of wayfinding methods are included and most include an up-to-date directory and floor plan of vendor locations. 2023 Stories of the Market and Saint John are told through a holistic lens that showcases heritage, community, and creativity, with interactions making for a memorable experience for visitors. Businesses are locally owned and operated, while local shoppers represent the foundation for the Market’s year-round success. (Visitors are drawn to the Market because it is a genuine local experience.) The Market is a welcoming meeting place and the heart of a vibrant Uptown community, with a unique atmosphere, as well as a compelling set of shopping experiences and events. Vendors and management share a high standard of excellence and work together so the Market lives up to its reputation as the premier destination in Saint John for locally grown and/or sourced foods, products, and services. The Market reflects a diverse and evolving community, with people of all ages, abilities, and cultures having a role to play. The Market is operated in a way that recognizes and minimizes environmental impact, while promoting its postive in social wellbeing, heritage preservation, local economic benefit, and affordability. WHAT IT MEANS... Flexibility and adaptability means t Market is a testing ground for new businesses, products, and ideas: There is something new every day at the Market. Storytelling and Visitor Experience By locals, For Locals Gathering and Connection Vendor and Market Excellence Inclusion Sustainability CORE VALUE Growth and Experimentation Saint John City Market Strategic Plan FINAL Core Values for the City Market The following Core Values were identified and refined through stakeholder engagement. Core values are intended to guide decision making as the Strategic Plan is implemented over time.24 for Plan implementation 2023 destination Priority Moves community engagement . STRATEGIC DIRECTIONThe following symbols are used in the Strategic Plan Directions:Committee-identifiedComments from Saint John City Market Strategic Plan Make the Market a place of storytelling and nostalgia where history is embraced.Work together to achieve excellence Embrace inclusion and make a positive community impact.Provide space to shop, move, experience, and gather.Connect indoors and outdoors.Continuously improve sustainability and overall building efficiency.Implement the Strategic Plan and review governance, leasing and operations. FINAL “...” 1234567 Strategic Plan Directions The seven Strategic Directions of the Plan work together with a goal to unlock and fulfil the City Market’s potential as a public market. Each Direction encompasses a set of actions, with the Detailed Action Plan contained on pages 48 to 55 of the Strategic Plan. 25 be discussed through consultation include: public art, storytelling events, the sale of authentic Indigenous products, Indigenous owned and operated vendors, artist-in-residence programs, or opportunities in the Learning Corner. Thoughtfully relocate and integrate the John Hopper Timepiece into the City Market interior, and meet with Arts Board to discuss integration of art and storytelling components. Introduce storytelling elements and/or relocated existing market artefacts into the pedway connection to Brunswick Square. 7.8. The Detailed Action Plan contains further information on these proposed actions. Prepare to celebrate the Market’s 150th birthday in 2026, through events and capital funding opportunities. Conduct further analysis on heritage-defining features and storytelling opportunities within the Market. Meet with the Heritage Development Board to receive feedback on storytelling approaches and physical changes to the City Market. Seek opportunities through events and displays to highlight under-represented groups, incl. Indigenous communities, Black New Brunswickers and newcomers.Foster arts and culture, potentially with the programming of a Learning Corner, which includes interactive arts, culture, and creation elements; and with potential for a flexible stage/bandstand. Consider City Market opportunities for Indigenous reconciliation; options that could 1.2.3.4.5.6. happen through interactions with vendors and staff, building tours, themed tours (such as tasting events), and interactive arts and culture events. As such, storytelling is highly connected to marketing and programming efforts. Vendor training and knowledge sharing also plays a role. Pride of place comes through in the details and a critical consideration should look at whether existing signage is maintained, accurate, and relevant. This storytelling approach, whether through signage or interaction, can and should include equitable representation of Saint John’s cultural makeup and it may contribute to Indigenous reconciliation through vendor mix, murals, arts, and cultural creation. Further consultation is required to determine the Market’s potential role in reconciliation. Specific Actions to Support Placemaking and Storytelling 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 1: Make the Market a place of storytelling and nostalgia.As the oldest continuously-operated farmers’ market in Canada and a designated National Historic Site, The City Market is a place to tell the stories of the building, the city and the community. The mainstay activity of the Market has always been buying, selling, and interacting with producers – so vendors and Market staff should consider how they are making history and telling the story every day. The City Market will be 150 years old in 2026 and so the timing is right for the Market to operate at its strongest, as it continues to provide new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to access funding from upper levels of government for capital improvements, restorations, and events.Storytelling can happen through interpretive signage or historical photos within and near the Market. Interpretive signs illuminate the power of a place and its historic significance. Thoughtful and well-designed signage programs demonstrate community pride in local heritage – they do more than just provide just information. They are also an opportunity to shed light on little known facts. The building itself is layered in history, with character-defining elements inside and out. Many of these elements accrued over time and have become hidden, or they may be in plain sight but be somewhat inexplicable. Strategic signage or uncovering can help to tell some of the stories. It is important to be deliberate about the important stories and how to tell them. Storytelling can 26 27 2023 Placemaking and “More pictures of history at SJCM. Honour history.”“Keep it unique with Saint John character (a bit rough/gritty around the edges)”“Highlight hidden historical features” Saint John City Market Strategic Plan Celebrate the 150th birthday of the Market in 2026Respect heritage continuity in any changes Priority Moves for Storytelling•• FINAL “Have the Market be a venue for gatherings, photo ops, private functions. (seating inside the market would be key to this)” “A “learn-how-to” corner...(learn how to tie a bowline knot, etc.) - with things you can learn in 5 minutes that ideally are locally inspired and not just for tourists.” “Special Events - This is one of the most important things that we can do to bring people in. We need to create excitement and interest to the market on a steady basis. Each week/weekend there should be new entertainment or event that will draw different groups of people to the market. We need the community to support us not the tourists.” Image: Nov 2022 2023 Saint John City Market Strategic Plan FINAL 28 29 2023 Saint John City Market Strategic Plan FINAL Further details on heritage and character-defining features are contained in the Engagement Summary and Background Report. Historical imagery: (Right) City Market Interior (Provincial Archives of New Brunswick Portfolio P171-23)(Bottom left) City Market Post Card circa 1910-1913 (via ebay)(Bottom middle) The City Market circa 1950 (Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, Portfolio P338-693)(Bottom right) City Market Post Card, circa 1976-1983 (via ebay) Regularly meet with vendors / the vendor association to discuss mutual goals and proposals. Meet with business and newcomer groups to identify pop-up opportunities.Develop vendor or product selection criteria and target new offerings wish-lists for various market categories (e.g. craft, merchandise, fresh foods, prepared foods).Increase diversity of offerings, through pop-ups and smaller stall sizes where appropriate, and encourage efficient use of space for wider product range.As opportunities arise, relocate vendors for improved market flow, organization, and co-tenanting. Introduce service vendors, potentially in main market hall, or alternatively in mezzanine, solarium areas or outdoor spaces.Ensure regular maintenance and investments by vendors in fit-ups (i.e. interior improvements by vendors are aligned with lease renewals). Develop and maintain a marketing and communication plan, including updates to social media and website. Introduce a “Market Outreach and Experience Manager” role. Develop an independent brand and logo for the City Market that is separate from the City’s. Consider introducing volunteer roles (“Market Ambassadors,” “Hosts,” or “Honorary Clerks”) to assist customers and provide tours or interpretation, while providing a stronger sense of community involvement. 5.6.7.8.9.10.11.12.13.14.15. The Detailed Action Plan contains further information on these proposed actions. Implement revised Monday to Saturday hours, enforce core hours, and advertise changes in hours. Explore and incrementally implement Sunday openings in the future.Encourage increased spending by Uptown residents and workers (e.g. take-home suppers, evening events).Promote and maintain an optimal mix of vendor types. 1.2.3.4. disappointed to find most vendors closed, despite advertised hours of operation. Engagement indicated that many local residents have a fondness for the Market but that they don’t necessarily patronize it – most often for reasons of selection or hours. Research from the Destination Development Association indicates that 70% of all weekday consumer spending in North American Cities takes place after 6 pm. When the Market is closed it is not productive for the community nor for businesses. Building customer demand and awareness may take time, so it is important that a strong messaging strategy be employed prior to and while extending hours. The primary objective prior to a potential extension of the hours of operation is to ensure that tenants will be successful during those hours. As such, the Market will need to provide the programming and communication to support the hours of operation and ensure that the public is well informed. Programming to support extended hours will be important, including advertising evening bench vendors or pop-up tenants, scheduling buskers or performers in the evening, and/or tenant tasting events.The increased level of programming suggested here may necessitate a role (in addition to the Market Manager) dedicated to marketing, community involvement, and pop-ups.Specific Actions to Support Destination Excellence 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 2: Work together to achieve destination excellence.The City Market’s key assets include significant public loyalty, a sense of history, an attractiveness to visitors, quality vendors, and a prime location. Residents engaged tended to agree that the vendors at the Market provide an exceptional level of quality, service and selection. The tenant mix includes fresh foods, prepared foods, and merchandise. The Market in essence, has always been about food at its core, and the Market is well positioned as a food hall, while also providing services and retail products to a lesser but equally important extent. A focus on food should guide programming efforts and event plans, as the Market continues to provide an experience that is a unique combination of Farmer’s Market, Public Market, Food Hall and Entertainment Festival.Pop-ups or Bench vendors are critical to the character and success of the Market, however many residents want to see a greater variety or rotation of products available, with a focus on goods that are locally made or made on site. A Bench program can look to achieve a variety of vendors on specific days to create a “critical mass” of like vendors which offer a highly curated and vetted product mix. This mix can be promoted as an event (i.e. theme days for certain vendor types). This rotation can create a sense of uniqueness, with a “what’s here today, may not be here tomorrow” mentality. Being open for business is a key struggle for the Market, as most vendors effectively close mid-afternoon. Through our engagement, the majority of stakeholders indicated that the hours of operation are a primary concern. Inconsistent hours among tenants negatively impacts both customer experience and sales productivity. A review of TripAdvisor Comments notes that many of the negative reactions to the City Market stem from arriving at 3 or 4 in the afternoon and being 30 31 2023 Destination Excellence The following specific vendor type ideas were noted as desirable to bring into the market. Fresh foods: Sliced meats and cheese deli; olives and olive oil; Specialty products (eggs, mushrooms, maple products).Prepared foods: Coffee; Japanese; Thai; dinner service; ice cream; specialty bakery (e.g. donuts or cupcakes). Merchandise and crafters: leather-worker; glass-worker; wood-worker; metal-worker; knitting; pottery; jewelry; craft supplies.Service Providers: Visitor information/Tourism NB; Dry Cleaner Drop-off/Pick-up Booth; flowers; shoe repair/shoe shiner; knife sharpening/key cutting; barber; seated chair massage booth; yoga studio; and bike rentals. Saint John City Market Strategic Plan Establish consistent hoursHave staffing dedicated to outreach and experienceDevelop a clear marketing plan Priority Moves for ••• FINAL “Longer hours, at least til 7pm, including food vendors. I live Uptown and would easily eat here 3-4 times every week if I could grab supper here. Currently it seems most food vendors are done by 3pm, which misses out completely on the supper rush.”“I stopped going at 5PM as I knew vendors would be shutting down early.” The motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the market has an unchanging set of offerings. “To appeal to local & tourists vendor offerings should be unique but not only touristy. ”“Saturdays need management presence, including a floor plan for pop ups and coordination of vendors. We need someone looking after the overhead and live music (selection and volume) and collecting rent consistently. ”A relatively low number of survey respondents agreed with the statement “I am aware of events happening at the City Market.” Image: Nov 2022 pop-ups and/or introduce a culinary hub for community-based culinary, nutrition and food security programming. Embrace a role for promoting food security, through Second Harvest, or programs with vendors and community groups or partnerships with farmer’s markets. Introduce small public amenities to improve usability in the City Market, such as microwaves and water fountains. Introduce venue rental opportunities (e.g. weddings and corporate/community events). Investigate provision and utilization of accessible parking spaces, designating additional parking spaces as accessible if needed. Improve bathrooms with a priority for safety, gender inclusion, accessibility, and supporting families. Support modernization of point-of-sale technology with consideration for accessibility.When assessing market changes and vendors fit-ups, use an accessibility lens to meet the needs of persons of varying ability levels; regularly seek feedback from the Abilities Advisory Committee. Provide regular community updates during Plan Implementation to spark knowledge and community interest in changes, and to receive feedback. 5.6.7.8.9.10.11.12. The Detailed Action Plan contains further information on these proposed actions. live physical meaningful rating system disability or and what are level of nationalEvaluating the City Rick Hansen Foundation for the community, customers, and Maintain tradition of strong local presence and accessibility with community events and displays; and seek new opportunities to celebrate cultures and traditions that reflect all of Saint John’s communities. Publicize opportunities for community members to become involved, through volunteering, and vendor or pop-up opportunities.Embrace a role for the City Market to attract and support small business and social enterprises through partnerships with community and newcomer groups.Construct a professional incubator kitchen for short-term rental by emerging businesses or measures and certifies the 1.2.3.4. permanent or temporary physicalwith someone who has.Accessibility Certification is athataccess of buildings and sites.Market against this program is an opportunity to systematically understand the City Market’saccessibility, how it can improve,the barriersemployees. Design for accessibility also benefits parents with strollers, older populations, and those with temporary injuries or disabilities. Improving the washrooms needs to be a focus for the Market, while there should be advocacy for additional public washroom options nearby to be opened. Washroom improvements should be implemented using contemporary guidance that goes beyond building code minimums for inclusion and accessibility (For further resources, see p. 40). Specific Actions to Support Inclusion and Community Impact 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 3: Embrace inclusion and have a positive community impact.As a core value, inclusion should be considered in all decisions, so the Market continues to be experienced as an accessible and equitable space that represents diversity and a community focus. A family-friendly lens to seating and the space can help to ensure there are experiences for kids that go beyond simply shopping. The local area sees a high level of poverty and child poverty. Opportunities to be in the space without spending money can be pursued in a way similar to how libraries act as active public spaces. The Market can consider community partnerships and taking a leadership role or enabler role focusing on food security for those who have challenges affording and accessing healthy food. This can include promoting social enterprises (also known as community interest companies). Social enterprises are community-level organizations with characteristics of both businesses and non-profits, combining entrepreneurship with a social purpose, for example to give back to the community or employ members of marginalized populations.The option to incorporate a community kitchen or an incubator kitchen into the Market should be explored. Such a facility can showcase products and chefs, support growing businesses, and be a space for culinary, nutrition and food security programming.The Rick Hansen Foundation notes that, in Canada, almost 50% of adults have or have experienced a 32 33 2023 Inclusion “Poverty rate: A big portion of the community can only walk on through the market, and that’s it.” “Options for people to rent a spot at different price points - you are more likely to have different types of sellers who will attract different types of buyers.”“Don’t make everything about buying items. Add services & activities.” Saint John City Market Strategic Plan Provide programming and space for community, culture, and learningImprove the bathroomsImprove mobility and accessibility inside and outside the market Priority Moves for ••• FINAL “The washrooms need a ‘re-do’ - should be accessible and inclusive. Modern. Need one at each end of the market. Maybe even so modern as to be a point of destination (see public toilets in San Francisco!)” The market doesn’t feel kid-friendly: “I would bring kids to the farmers market, but not the city market.” Image: Feb 2022 2023 Saint John City Market Strategic Plan FINAL 34 35 2023 Saint John City Market Strategic Plan FINAL Implement a two-aisle layout, with kiosk-style bench vendors, a central gathering and seating area, and public art – See Concept Illustration.Procure design and construction services for a new style of benches/kiosks and seating. Introduce consistent and accurate wayfinding and provide Market Information Stands at main entrances with up-to-date market information. Provide an updated vendor layout plan for the Market Information Stands and website.Improve bathroom design for quality, safety, capacity, inclusion, and accessibility, while advocating for additional public washroom options to be provided in nearby locations, which may include Brunswick Square, temporary washrooms during the summer, or washrooms associated with Kings Square. Scope design concept and costing estimate for a publicly accessible mezzanine as a raised level within the market hall. Review and require signage legibility standards for vendors, potentially with graphic design assistance provided by the City.Improve solarium seating.Explore options for improving, replacing or modernizing the solarium. This can include improving the connection between indoors and outdoors without reducing availability of indoor seating. (See also Action 3.1). Ensure the Market is operated with the goal of being a fun, animated, safe place for people to shop and spend their time. This includes choosing music that is an appropriate volume (which may require updated audio systems) and managing the temperature properly. 1.2.3.4.5.6.7.8.9.10. Specific Actions to Support Providing Space The Detailed Action Plan contains further information on these proposed actions. vitality to the Market, with a “see and be seen” objective. There is also the opportunity to include public art and performance space here. In the event that benches are redesigned or replaced, it is recommended that they be designed such that empty Benches are movable, and flexible for configuration as long-tables or other event setups. When not occupied by vendors, they should appear to be deliberately setup for eating at or gathering; whether with stools around them or just a foot rail at the base for standing. A thoughtful design can achieve highly usable merchandising space for vendors as well as comfortable seating for customers. There is an opportunity to provide additional seating and access to new spaces in the Market, by adding a publicly accessible mezzanine. Taken together these changes can contribute to rethinking the Market as an event rental venue. This also provides opportunity for additional business to tenants in the property that might be set up to do catering or provide beverage service. The solarium space was felt by many to be a candidate for change. It provided critical indoor seating, albeit climate control is a particular issue here and many felt the seating was dated. As an “out of the way” space, many visitors do not know that this seating exists. With appealing seating options provided in the main market hall, the solarium becomes overflow seating – it may be rethought whether it is necessary in the future, or whether this space can benefit from a redesign in its connection to outside alongside changes to South Market Street as a pedestrian priority street and extension to the Market experience (See also Strategic Direction 3: Connect indoors and outdoors.) These changes would be complemented by improvements for consistent wayfinding and improvements to the public bathrooms (See also Strategic Direction 5: Embrace inclusion.) 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 4: Provide space to shop, move, experience, and gather.A major move proposed in this Plan is to transition from the current three-aisle layout to a more spacious and accessible two-aisle layout (See illustrative plan, page 36 to 37). This change means that people entering the Market would walk along stalls on the north or south, with both aisles comfortably wide to serve customers, including those with mobility devices, and parents with strollers. This change would substantially increase the walk-by customer traffic for stall vendors along either side of the Market and would also maintain the exposure for bench or kiosk vendors along a central section. Revising the layout and design of benches will also impact stall leases that include bench space, used either for display, fridges or sinks. Almost every vendor will be impacted by this change, but this move has been identified as fundamental to unlocking the value and vitality of the Market. The Bench program can be rethought, both in terms of its leasing and design. Bench vendors that are operating permanently may be transitioned to permanent side stalls locations. The key goal of Bench vendor leasing is to provide vending space to small businesses at an accessible cost, as well as to provide a wide variety and limited-time offerings to customers. A well-managed Benches program will evoke feelings by customers that there is “always something going on at the Market” and “always new products to explore.” This can also lead to a sense that a certain product may not be available in the future. Benches/kiosks shown in the layout plan may be rented to a single vendor or may be subdivided. A social seating and eating area in the centre of the Market is included in the layout, which serves to benefit nearby prepared food vendors, and add 36 37 2023 Providing Space “Accommodate more ethnically specialized and smaller food vendors (e.g., one-product offering food vendors, like say, a Jamaican Patty Bar) with smaller spaces that can be rented out on a one-off basis.”“It would be nice to be able to have a center section where there would be more seating and a proper area for entertainment instead of shoving performers in a corner somewhere.” “Came here for two years before I knew there was seating in the solarium.”“See and be seen when eating.” Saint John City Market Strategic Plan Implement a two-aisle layout, along with a renewed Bench/Kiosk programProvide seating in the main market hallProvide Wayfinding and info kiosk improvementsIntegrate historic influences in kiosk and bench redesigns/construction Priority Moves for •••• FINAL “There is nothing more annoying from a customers point of view than having to search for a vendor that you want to buy something from. Tenants should be easily visible.” “Since the majority of the center aisle is for visitors or tourists, there is a perception that there’s not a lot there I would normally shop for.” “Right now, you can gallop from entrance to exit without stopping. Perhaps a layout that encourages a slower progress and more curiosity?” Image: Feb 2022 Note: Further design exercises are required to substantiate these concepts and to localize the design look and feel so that the kiosks and spaces can be reflective of the market’s history and heritage. The end result may vary from what provided below as a conceptual illustration 2023 Saint John City Market Strategic Plan FINAL Two aisle layout with cross-circulation and kiosk bench vendorsThe “Deck” accessible seating adjacent to prepared food vendors (potential bandstand location)“Timepiece” Public ArtProminent market information stands and wayfinding at each main entranceBathroom improvements Flexible learning space for arts, culture and community involvement or short term leasable opportunities (Location TBC)Culinary Hub/Incubator Kitchen (Location TBC)The “Bridge,” an accessible mezzanine above the Lower Market for additional rental revenue and sponsorship opportunities.Solarium improvement, replacement or modernization to maintain structural integrity of building while supporting South Market Street as a pedestrian-priority street (Loading in am)The “Heart of Saint John” Plaza (provisional name), with improvements to become a more appealing and usable first impression for the Market’s Germain Street entrance Street-to-Plaza / events for Germain Street, between North Market and King Street Support for active transportation and patios on Charlotte Street and a “Scramble” intersection for connection to King’s Square“Graffiti Alley” with public art and murals on North Market StreetHistorical and heritage artifacts and displays in the pedway connection 1.2.3.4.5.6.7.8.9.10.11.12.13.14. Putting It Together: A Concept Overview of Strategic Design Objectives Legend 38 39 2023 Saint John City Market Strategic Plan FINAL 2023 Saint John City Market Strategic Plan FINAL 40 41 2023 Saint John City Market Strategic Plan FINAL view towards Germain Street Current 2023 Saint John City Market Strategic Plan FINAL 42 43 2023 needs of vendors and shoppers. Saint John City Market Strategic Plan complement the historical character A two-aisle layout, with benches that of the market, while better serving the FINAL view towards Germain Street Potential view towards Charlotte Street Current 2023 Saint John City Market Strategic Plan FINAL 44 45 2023 vendors in the Market. to most of the prepared food A central meeting place adjacent Saint John City Market Strategic Plan FINAL view towards Charlotte Street Potential Explore future design potential for the plaza at the intersection of Germain and South Market Street with the goal of being a vibrant and accessible space that relates to both the neighbourhood and draws people into the market’s indoor and outdoor vendors. Research cost and design, and/or procurement for City Market branded bicycle racks, repair station or e-bike rentals.Explore temporary, seasonal or permanent conversion of Germain Street between North Market Street and King Street to pedestrian space. Evaluate loading/unloading practices and provision of loading spaces, adjusting as necessary to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve street character and establish a connection to similar murals throughout the Uptown, with the potential for a mural tour or festival.Support “Complete Street” streetscaping plans on Charlotte Street for walking, cycling, and patios. Consider a scramble intersection at Charlotte Street, King Square N Street and South Market Street. 2.3.4.5.6.7. The Detailed Action Plan contains further information on these proposed actions. Develop South Market Street as a pedestrian active transportation priority space that accommodates the outdoor market, public art, seating, weather protection, and green space. 1. In the past, Germain Street between North Market and King Street has been closed to vehicle traffic to allow street festivals. This kind of event can be considered on a more permanent or regular basis to strengthen the outdoor experience of the Market. The Market experience is an active one. When it comes to getting to the Market, safe, family-friendly, and tourist-friendly connectivity via walking, cycling, transit, and mobility devices should be the priority. This is not to discount that many want or need to drive to Uptown and the Market – however this can be an experience in which visitors stop and stroll throughout the area. While a lack of parking is perceived as an issue for some, there are at least three parking lots are located within 150 mof the Market, while numerous nearby streets containing on-street parking. Improving the Market’s connection to accessible parking stalls may be an important consideration however. The needs of deliveries and loading for the Market is another priority to maintain through public realm designs. North Market Street provides loading and access to the Market. Beautification options here include murals. The pedway from Brunswick Square is another key connection to the Market, however it does not aesthetically relate to the Market – this is another opportunity for storytelling, perhaps with event posters, historical displays or artifacts to introduce some of the stories and events in the Market and the local area.Specific Actions to Support Connecting Indoors and Outdoors 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 5: Connect indoors and outdoors.The outdoor spaces represent the entry sequence and first impression of the Market. They should not be neglected. Especially during the summer, the connection between inside and outside should be strengthened. The building face along Charlotte Street maintains its historic facade, while building faces on Germain Street, North Market Street and South Market Street present a mix of historic elements and newer additions. The Night Market and other events in the summer represent chances to connect inside and outside, with a combination of indoor and outdoor vendors and performers. Upon completion of adjacent construction, there is an opportunity for South Market to be a walking priority street for the outdoor market, public art, and seating. (Loading can be restricted to the morning hours.) The physical design and hardscaping of South Market Street should support this new use. This design should also consider how the solarium on the south side of the building serves as a stronger connection between indoors and outdoors. For stall vendors on the south side, there may be the ability to use windows for ordering and pass-through. The plaza space at the corner of Germain and South Market is currently problematic in its design, for example with various cross slopes and angled staircases that present hazards for those with reduced vision. A renovation of this plaza space can make the area more attractive and usable. This may come with a naming opportunity, opportunities for temporary vending, improved seating, performance space and/or public art. 46 47 2023 Connecting Indoors plaza at Germain Street as “The atrium is good for overflow seating but it takes people out of the market setting and also hides customers away. A result of this is losing the ambiance of a bustling market. It can seem slow and empty even though it might not be.”“Love the outdoor lights at night.”“How about making South Market Street a patio? Planters, string lights, music, etc. And dress up the solarium.”“Parking uptown is experienced as a problem for patrons – try promoting the parking that is there (King St, Brunswick Square, Hero’s Beacon, Charlotte St, King Square, HotSpot etc.).” Saint John City Market Strategic Plan Redesign the an extension of the Market, connected to improvements along South Market StreetEnsure mobility and accessibility are top-of-mind Priority Moves for and Outdoors•• FINAL Those with visual impairments find the area’s slopes, stairs and angles unpredictable. This can be an important gateway to the Market. Image: May 2022 view of Plaza and South Market Street Current 2023 Saint John City Market Strategic Plan FINAL 48 49 2023 impression of the Market. Attractively designed public spaces for events and a great first Saint John City Market Strategic Plan FINAL view of Plaza and South Market Street Potential . Water bottle fill stations noting the impact from reducing single use bottles Telling the sustainability story Arlington’s Discovery Elementary School includes a building dashboard system to tell the story of the building’s sustainability features (image: VMDO Architects) occupied patios.In response to planning federal legislation banning the use of single use plastic foodservice ware, introduce composting receptacles along with garbage and recycling, and require vendors to use compostable plates and cutlery, and/or explore a reusable dishware system to reduce waste from single-use packaging waste and improve the dining experience. Promote active transportation by improving the outdoor experience for the building, including canopies for weather protection, and bike parking (potential for bike-share or bike-rental vendor or program could be considered as noted under 3.3). Promote or require the use of local, high-quality and low-carbon material and construction/vendor fit-ups. Provide educational displays to explain City Market sustainability strategies and building upgrades, such as updates or a live dashboard for energy use, energy generation, and energy/water savings (This can relate to reducing the use of single-use packaging.) 4.5.6.7. The Detailed Action Plan contains further information on these proposed actions. 2023 Saint John City Market Strategic Plan DRAFT Continue to evaluate and implement building energy efficiency retrofits for heating, cooling, lighting and appliances, in collaboration with Saint John Energy. Continue to implement water use efficiency upgrades. Consider solar and/or micro-wind turbine power generation options for the building’s rooftop, and/or options for green roof or 1.2.3. Strategic Direction 6: Continuously improve sustainability and overall building efficiency.The Market must be guided by a commitment to a sustainable future and to improving the health, economic and environmental well-being of the community. Supported by funding from Infrastructure Canada, the City Market has recently implemented building energy efficiency retrofits in collaboration with Saint John Energy for heating, cooling, lighting and appliances. Such initiatives for building energy efficiency should continue. Sustainability initiatives can extend into energy generation (for example, through installing solar panels). Waste reduction efforts should be explored, including composting and more sustainable food service materials. One option is to explore a reusable dishware system, which would both reduce waste and improve the experience of dining in. To correspond with sustainability efforts, interpretive signage or displays can be included that provide a tool for community education and advocacy on sustainability and waste reduction. Specific Actions to Support Sustainability 50 51 Sustainability “Higher quality garbage and recycling containers and introduce a food waste recycling program.”“Need for consistent temperature in the solarium.” Continue to implement building energy efficiency upgrades Priority Moves for • “Sustainability needs to be front and centre” Image: May 2022 Establish a 10-year implementation body and framework to oversee Action Plan implementation. Explore changes in governance structure that would better enable efficient operations and financial sustainability. Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate percent-rent leases; establish guidelines and criteria for overhold, month-to-month and temporary or flexible leases.Update tenant design and operations manual/handbook including updated and consistent lease plansModernize point-of-sale technology and market money practices with consideration for convenience and accessibility. Establish transparent practices for preferential leasing or lower barriers to entry for targeted business types (e.g. new small business start-ups, social enterprises, Indigenous-run businesses, and/or businesses run by newcomers or members of marginalized groups.) 1.2.3.4.5.6. Specific Actions to Support Implementation The Detailed Action Plan contains further information on these proposed actions. 2023 Saint John City Market Strategic Plan FINAL Strategic Direction 7: Implement the Strategic Plan and review governance, leasing and operations.The intent of the Action Plan is to see key changes implemented over the next 10 years. This requires a dedicated body or committee to track progress, oversee implementation, and work with management, vendors, and stakeholders. While there should be general alignment in the principles and core values between the Market and the City, there also needs to be consideration for the uniqueness of the mandate for the Market, when compared to other City department and operations. The Market should be governed in such a way that it can determine and focus on its own Mission, Vision and long-term priorities, within a financially sustainable framework.The Market Manager and the implementation body will be required to fully understand the core values of the Market with a focus on continuity and structured accountability. Core values are instrumental so that decisions are consistent rather than made on an ad hoc or reactionary basis to issues or opportunities as they arise. Tracking Key Performance Indicators will be important, as will be maintaining a targeted list of desirable vendor types. Data gathering and record-keeping is necessary for measuring the effectiveness of marketing campaigns and events. Modernizing the ability to purchase and redeem Market Money is fundamental for the success of the program. Equally important is ease for tenants to redeem gift certificates for cash to ensure their participation in the program. This could include the option for electronic gift cards, or the ability to buy Market Money within the Market. 52 53 2023 Implementation “We had a thriving business in the City Market for a very long time... We hope for the generations of vendors to come to be able to see the Market restored to what it once was and maybe even a little better. It is going to take more than just one person trying to look after everything that needs to be done to rebuild what has been lost over the years. We have done a good job at restoring the physical building but now it is time to take hard look at what makes the inside of the market (the heart and soul) and figure out what to do and where to start.” Saint John City Market Strategic Plan Pursue governance changes to enable implementation of the Plan and financial sustainability of the Market Priority Moves for • FINAL Image: May 2022 ) alues (V Why Experimentation & Growth up vendors are anticipated to be - $ $ $ — — — --- — — See 2.1 Optional Extension: Doors are open 7am . Cost Estimate s By Locals, For Locals apital entendor marketing, , vendors , round. - perations Thu to Sat open to 9 pm vendors Operations O EngagemEngagement Project type improvements open perations Sustainability Operations, c Marketing, vendors perations OOperations, vOperations, vendors O - $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater -term -term -term Inclusion . ididid MM -term -term -term term to mto to Timing - - - term to long OngoingOngoing Ongoing - NearNearNear Cost Estimates:Mid NearNearNear 2 ). .. to or better target and e Gathering & Connection identify in), 20 to 25% Fresh Foods; 20 to 25% Crafts and Retail; 0 to 10% Service Providers. Pop - improved ups . - ain market 10am to 3pm. Consider in 3 to 5 years opening Sundays year m . hours, enforce ncourag 1 . . . E . , from solarium areas tenanting urday , - service or dine term” is 2029 to 2032 - - by Uptown residents vendors for co Sat /vendors association selection criteria and various market categories to achieve destination excellence 2023 newcomer groups to for day to home suppers, evening events relocate - s , . list - where appropriate Storytelling & Visitor Experience wider product range s or product goals and proposals aintain an optimal mix of vendor types. 10/11am to 7pm; Benches hours 10am to 3pm OR 2pm to 7pm. Peak season evenings prepared or fresh food vendors. t m for mplement Sunday opening organization, and i increased spending , few business and to Sa Term” is 2026 to 2028; “Long - n mutual opportunities Work together craft, merchandise, fresh foods, prepared foods) hours, advertise change in hours up of space - 1: evelop vendor e.g. 2025; “Mid Action Implement revised Moncore Explore and Encourage and workers (e.g. takePromote and Regularly meet with vendorsdiscuss Meet with popDnew offerings wish(Increase diversity of offerings, through popsmaller stall sizeuse As opportunities arisemarket flowIntroduce service vendors, potentially in hall, or alternatively in mezzanine outdoor spaces - and retail, along with a Vendor & Market Excellence 7 8 9 term” is 2023 - 1.11.21.31.41.51.61.1.1.1.10 : ic Direction “Near Mon to Sat. Open Sun & some Holidays from June to Sep and Dec Saint John City Market Strategic Plan Proposed hours: Stalls min hours: MoProposed mix for permanent vendors is 50% Prepared Foods (Quick Core ValuesTiming: Strateg 1 to 9pm 2 predominantly craft FINAL Detailed Action Plan This section provides details on specific Actions recommended for implementation over the next 10 years. 54 55 ) o 2023 alues (V if reusable ers Market). . Why with power and . Experimentation & Growth $ $ $ $ $ — to $$$to $$ $ $$ Cost Estimate flexible bandstand area potential for dishware return area ; small By Locals, For Locals and Saint John culture; opportunities to subdivide stall; Saint John City Market Strategic Plan and receptacles season. Benefits of regular staffing include the opportunity t - and some aspects of vendor relations/training potential for a materiality FINAL vendors ups - ngagement Marketing OperationsOperations EngagementE Project type Ensure it is designed in such a way that it will still be attractive and Marketing and Operations pop , Sustainability Capital improvement Capital improvement Capital improvement, other organizations (e.g Uptown, Envision, Port, Area 506, Farm ups, etc. - . $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater collect options. programming - -term Inclusion and - -term -term -term term and term and term and --- to mid Timing - ongoingongoingongoing Ongoing volunteers, NearNearNear NearNearNear Cost Estimates: Near ions, commerce/click - . 3 s . City Gathering & Connection by a new ) to assist connection to adjacent community spaces, such as potential community kitchen or learning corner the ; for style bench - marketing, community relat 5 . . at main entrance 6 . investments term” is 2029 to 2032 aid, assist those with accessibility challenges, assist pop . - - up vending information; events at the Market and in the community; historical interpretation; management contact information; and the - with kiosk improvements by vendors Stands or “Honorary Clerks” and seating ,” interior s volunteer roles (“Market seating for vendors; opportunities to convert to seating when vacant; opportunities to move for events or seasonal reconfiguration; accessibility of . suggested to oversee Outreach and Experience rmation is oncept Illustration ing Storytelling & Visitor Experience space to shop, move, experience, and gather aisle layout, kiosk - C s (i.e “Hosts 4 ,” up up location, provide first - - See central gathering and seating area, and fit date market information ntroduc – - Term” is 2026 to 2028; “Long a ” role. - allows for product display/storage/signage; allows for views across the Market; complements heritage Market Info to regular maintenance and that is separate from the City’s. - s in Provide : , including updates to social media and website aligned with lease renewals) n 2 rovide 2025; “Mid seating for 50 to 60+ on a flat surface; variety of seating options for various group sizes; accessibility and comfort; Ensure vendorare Develop and maintain a marketing and communication plaIntroduce a “MarketManagerDevelop an independent brand and logo for MarketConsider iAmbassadorscustomers and provide tours or interpretation, while providing a stronger sense of community involvement Action Implement a twovendors,public art Procure design and construction servicesIntroduce consistent and accurate wayfinding and pwith up style of benches/ - ensure sound quality and appropriate volume throughout the market or focused only in the seating area, so as not to interfere with vendors); integration with John Hooper Timepiece ( microwave and water fountain; connection to washroom area ; irection 1 2 3 5 Vendor & Market Excellence sale; complements seating area design. staffed. 2 3 term” is 2023-- - 1.11.11.11.141.12.12.2. of c D : i t- “Near A staff person, in addition to the Market Manager, trateg eating area design criteria: Develop sustained Marketing across channels with profiles of vendors, calendar of events, and promotion in collaboration withVendor benches/kiosk design criteria:Information stand(s) can include vendor map directory; leasing/pop Core ValuesTiming: S 3 Regular website updates should be included, with links to vendors, as well as exploring options for e 4 5 opportunities to accommodate fridges/sinks as needed;display/poinSimpr oved sound system public art; relationship to food vendors; connection to entries from North Market and South Market Streets; inclusion of waste, compost, and recyclingdishware is introduced 6 vision, mission, and core values of the Market. The Info Stand may be regularly staffed, or staffed with volunteers/summer students during the highexchange Market money, be a purchase pickuseful when un to reduce the Experimentation & Growth $$$ $ $ $ — $$ Plan. This has the potential to See 3.1 $$ to By Locals, For Locals defining features, and so the mezzanine design must be - operations Operations Sustainability Capital improvementCapital improvementCapital improvement Capital improvementCapital improvement Capital improvement, - $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater Inclusion term -term -term -term -term - term and term - term to mid - ongoing Mid NearNearNearNear Near Cost Estimates: Near ). within the an Gathering & Connection 3.1 erly. capacity, ing for a n 7 . Actio reduc safety, standards for . term” is 2029 to 2032 - . without as a raised level busiest of days and the City Market should advocate for additional public washroom options to be provided in nearby locations legibility , while advocating for 2023 . graphic design assistance seating. (See also signage (which may require updated audio . improving and modernizing mezzanine Storytelling & Visitor Experience , which may include Brunswick Square, 8 . quire concept and costing estimate indoor defining features of the Market. The heavy timber structure and open volume of the Market are heritage - a metal structure above the Market hall toward the Germain Street end of the Market (“Lower Market”), as shown in the Concept This includes choosing music that is and managing the temperature prop Term” is 2026 to 2028; “Long - . This can include improving the connection , potentially with sized events (100+ people) and has the potential to support destination service providers (e.g. barber, yoga studio, artist in residence). Design criteria for mezzanine: Seating - view and re 2025; “Mid Provide an updated vendor layout plan for the Market Information Stands and websiteImprove bathroom design for quality, inclusion, and accessibilityadditional public washroom options to be provided in nearby locationstemporary washrooms during the summer, or washrooms associated with Kings SquareScope designpublicly accessible Revendorsprovided by the CityImprove solarium seatingExplore options for solariumbetween indoors and outdoors availability of Ensure the Market is operated with the goal of being afun, animated, safe place for people to shop and spend their time.appropriate volume systems) the market hall - Vendor & Market Excellence 5 6 7 8 9 term” is 2023 - 2.42.2.2.2.2.2.10 : larger unisex public restroom with multiple stalls, prioritizing accessibility, inclusive of gender neutral and family washrooms. The Concept Illustration shows the washroom expanded slightly, “Near on the City Market as one of the few public washrooms in the area Saint John City Market Strategic Plan Explore a The mezzanine design may be located as Core ValuesTiming: 7 however it may not be feasible to accommodate crowds during theburden 8 incorporate the historic mezzanine and existing stairs on the south side of the Market, and opportunities to bring the public into existing mezzanine spaces should be explored where possible. Mezzanine can include space for seating for midcapacity, accessibility, complements heritagesensitively designed to not obscure it. FINAL 56 57 ) 2023 alues (V Why Experimentation & Growth $ $ — $$ $$$ $ to $$ $ to $$$ Cost Estimate By Locals, For Locals Saint John City Market Strategic Plan FINAL Project type Sustainability Capital improvementCapital improvementCapital improvementCapital improvement Capital improvementCapital improvementCapital improvement $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater -term -term -term -term -term -term Inclusion -term changes based on further analysis of its energy efficiency and building structural longlong to midto midto midto mid Timing - - - - Near season seating currently in the solarium must be offset by increased provision of seating within the - Cost Estimates: Near to NearNearNearNearNear to for a more regular or permanent conversion to a plaza. This future use can be supported by a landscaping City with bike - , King Gathering & Connection . . 10 St . represented groups or figures in Saint John History. - can be considered can be considered for improvements or , pedestrian active term” is 2029 to 2032 11 - . Uptown, with the potential that accommodates the . streetscaping plans on the pace s Energy Efficiency) indoors and outdoors Storytelling & Visitor Experience 9 . public art, seating, weather protection, , character and establish a connection to priority and South Market St. to pedestrian space a scramble intersection at Charlotte Term” is 2026 to 2028; “Long e to the solarium should consider that any resulting reduction in 12 - street “Complete Street” g tion 6.1 (Building branded bicycle racks, repair station or e . Connect Ac : 3 arket xplore temporary, seasonal or permanent conversion 2025; “Mid South Market Street adjacent to the City Market can support morning loading, then be closed to vehicle traffic most of the day. The design can support priority for people walking, Action Develop South Market Street as atransportationoutdoor marketand green spaceExplore future design potential for the plaza at the intersection of Germain and South Market StreetResearch cost and design, and/or procurement for MrentalsEof Germain Street between North Market Street and King StreetEvaluate loading/unloading practices and provision of loading spaces, adjusting as necessary to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve for a mural tour or festival.Support Charlotte Street for walking, cycling, and patiosConsiderSquare N St the goal of being a vibrant and accessible space that relates to both the neighbourhood and draws people into the market’s indoor and outdoor vendorssimilar murals throughout - for any chan esign irection e d Vendor & Market Excellence 4 5 6 7 term” is 2023 -Th connection to the interior of the City Market. 3.13.23.33.3.3.3. c D . : The redesign of i “Near and using mobility devices through improved hardscaping, and introduction of seating, planters, public art, bike racks, and overhead lighting. Space should support outdoor vending and contains a clear This section of Germain Street has been closed in the past for street parties and trateg The current design, with angled benches and sloping surface make the space challenging to effectively use. An improved plaza design can be flattened and may contain flexible or movable seating, public art, quirements The solarium, in coordination with Core ValuesTiming: S 9 reMarket Hall.cycling, entrance and 10 vending space, and/or a bandstand. The plaza may be named in recognition of under 11 and hardscaping design efforts to improve usability of the space ) alues (V Why ion. Experimentation & Growth $ $ $ $ — — — $ to $$ to a wide range of local residents and Cost Estimate . By Locals, For Locals and ResearchResearchResearch Operations to ensure that spaces and activities in the market are sensitive relocation of artifacts. The study may also comment on the Engagement Project type can encompass exterior and interior architectural elements, the history of Engagement and EngagementEngagement and Sustainability Capital ImprovementCapital Improvement Capital Improvement study would be and potentially $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater -term -term Inclusion . term -term term to - - term and term and term and --- 2026 to midto mid Timing - OngoingOngoingOngoing Mid r- Near Near NearNearNear Cost Estimates: NearNea and pride . . to 14 Gathering & Connection ; and with Corner. Indigenous . birthday in 12 and newcomersand meet with .residence relocated existing , - th elementsdefining features - in which includes or -the John Hopper , earning L term” is 2029 to 2032 - and/ within the Market. orner a place of storytelling C the Arts Board, along with City staff and the Hooper Family, as the public art piece needs to be relocated to an indoor locat integrate 2023 and creation , public art, storytelling events, the : earning through events and displays L Storytelling & Visitor Experience analysis on heritage represented groups, incl - Black New Brunswickers 13 relocate and , . into the City Market interior Term” is 2026 to 2028; “Long - artefacts into the pedway connection to Make the market opportunities : 4 2025; “Mid Prepare to celebrate the Market’s 1502026, through events and capital funding opportunitiesSeekFoster arts and culture, potentially with the programming of a interactive arts, culturepotential for a flexible stage/bandstandConsider City Market opportunities for Indigenous reconciliation; options that could be discussed through consultation includesale of authentic Indigenous products, Indigenous owned and operated vendors, artistprograms, or opportunities in the Thoughtfully Timepiece Arts Board to discuss integration of art and storytelling componentsIntroduce storytelling elements market Brunswick Square. Conduct further and storytelling opportunitiesMeet with the Heritage Development Board to receive feedback on storytelling approaches and physical changes to the City Market. Action highlight undercommunities - . relocation recommendation is put forward by Vendor & Market Excellence Timepiece Direction 2 3 4 5 6 7 8 term” is 2023 - 4.14.4.4.4.4.4.4. : ic “Near The establishment of new spaces or events at the market will only be effective if there is capacity to ensure they are properly programmed. Action 1.13 notes Timepiece Saint John City Market Strategic Plan ocation of the In coordination with design of seating area, consider potential for a small flexible bandstand area with power and improved sound system (ensure sound quality and appropriate volume throughout the market TheThis study would represent an update to heritage studies from the 1980s that led to registration as a National Historic Site. The Core ValuesTiming: Strateg Note: the introduction of a “Market Outreach and Experience Manager” role. A central aspect of the role effectively and consistently programmed, and that opportunities to participate are effectively advertised and fairly allocated 12 or focused only in the seating area, so as not to interfere with vendors)1314 use, entrepreneurship, food, and culture. The goal of such work is to identify and evaluate any proposed changes, and to support a storytelling strategy that can appealvisitors through visitor experience initiatives, interpretative signage, programming, events, restoration of building elements, rel FINAL 58 59 ) 2023 alues (V Why Experimentation & Growth $ $$ to or $ $ — — — — — $$ — $ to — focus on supporting community groups for Cost Estimate Revenue generator may be integrated with the incubator (with a By Locals, For Locals Saint John City Market Strategic Plan support community groups. In either case, the program will require FINAL Operations Operations EngagementEngagementEngagementEngagementEngagement Project type Operations and Operations and Operations and Operations and Operations and better . Sustainability Capital improvement Capital improvementCapital Improvement Capital Improvement $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater term --term -term -term Inclusion -term -term to midto midto midto mid Timing - - - - OngoingOngoingOngoingOngoingOngoing Mid Near Cost Estimates: NearNearNear Near , focus on supporting small business) and a “community kitchen” . or - with ups, - ; and to and/or with a Gathering & Connection ( through persons short gender and ies. ups - for water 15 . used space. If a dishware system is implemented (See Action 6.4), dishwashing based culinary famil- approach - vendors fit and with farmer’s sale technology for safety, - term” is 2029 to 2032 presence and John’s communities - and have a positive community impact of - meet the needs of local programming point ncubator kitchen microwaves for community i and supporting for community members opportunities (e.g. weddings and amenities to improve usability in , and ensure it is a well l as partnershipsevents). an “incubator kitchen” or ation of Storytelling & Visitor Experience both or programs with vendors and accessibility. , designating additional parking spaces emerging businesses or pop professional oderniz a small public /community Term” is 2026 to 2028; “Long tradition of strong -, accessibility . Embrace inclusion rental by for operating the space may be offset through sponsorship. : up opportunities. an accessibility lens to - 5 An incubator kitchen may better support small businesses, whereas a community kitchen approach may discussed options of ) 2025; “Mid Action Maintain accessibility with community events and displaysseek new opportunities to celebrate cultures and traditions that reflect all of Saint Publicize opportunities become involved, through volunteering, and vendor popEmbrace a role for the City Market to attractsupport small business and social enterprisespartnerships with community and newcomer groups.Construct term nutrition and food securityEmbrace a role for promoting food security, through Second Harvest,community groupsmarketsIntroduce Introduce venue rentacorporateInvestigate provision and utilization of accessible parking spacesas accessible if needed. Improve bathrooms with a priority inclusionSupport mconsideration for When assessing market changes and use introduce a culinary hubthe City Market, such fountains. - space. Costs Vendor & Market Excellence 1 3 4 5 6 7 11 term” is 2023 - 5.5.25.5.5.5.5.5.85.95.105. : ic Direction “Near classes, for example. /culinary hub The Strategic Plan process Core ValuesTiming: Strateg 15 cooking ongoing programming and maintenance to be a successkitchen ) alues (V Why Experimentation & Growth $ to $$ — — TBC TBCTBC $ to $$ — improvementimprovementimprovement Operations cost Operations cost Operations cost Cost Estimate By Locals, For Locals . Operations Engagement Project type Sustainability efficiency Capital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital Improvements - $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater -term -term Inclusion building term to long - - term to midto mid Timing - - OngoingOngoingOngoing Ongoing Mid Near overall Cost Estimates: NearNear - e . . relat and ups outdoor Gathering & Connection - lan . ) the ntroduce , and/or 16 power quality - This can feedback from potential for bike compostable ( vendor fit ooftop / ( sustainability and use packaging reusable dishware - , high efficiency upgrades. use term” is 2029 to 2032 d patios. - . to ) by improving local use use packaging. wind turbine - - xplore a implement building energy 2023 e regularly seek water ; vendors heating, cooling, lighting and vendor or program could be , and to receive feedback , and/or Storytelling & Visitor Experience for dashboard for energy use, energy levels to spark knowledge and community and/or micro collaboration with Saint John Energy rental - receptacles along with garbage and in the use of single as noted under 3.3 options for the building’s r cutlery , ability Term” is 2026 to 2028; “Long or require the use of egular community updates during P - to reduce waste from single and Continuously improve dered : carbon material and construction - varying 6 ng a dishwashing location and necessary staffing support. mplementation 2025; “Mid ofthe Abilities Advisory Committee. Provide rIinterest in changes Action Continue to evaluate and efficiency retrofitsappliancesContinue to implement Consider solar generation options for green roof or occupieIn response to planning federal legislation banning the use of single use plastic foodservice ware, icomposting recycling, and require system waste and improve the dining experience.Promote active transportation experience for the building, including canopies for weather protection, and bike parkingshare or bikeconsiPromote lowProvide educational displays to explain City Market sustainability strategies and building upgrades, such asupdates or a live generation, and energy/water savingsto reducing plates - Vendor & Market Excellence 12 5 6 7 term” is 2023 - 5.6.16.26.36.46.6.6. : ic Direction “Near Saint John City Market Strategic Plan This would require establishi Core ValuesTiming: Strateg 16 FINAL 60 61 ) 2023 alues gement (V Why Experimentation & Growth $ — — — — ___ . Cost Estimate By Locals, For Locals Saint John City Market Strategic Plan FINAL OperationsOperationsOperations Operations GovernanceGovernance Project type Sustainability $ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater. Goals of a governance change would include improving operations capacity, financial -term -term -term Inclusion -term to midto midto mid term (2023) Timing - - - - Near Immediately governance, leasing and operations outside expertise Cost Estimates: Near NearNearNear 17 . Gathering & Connection and review that would manual/handbook referential leasing term” is 2029 to 2032 - ups, social enterprises, - Plan implementation Strategic Plan Action the month and temporary or flexible sale technology and market money - - Storytelling & Visitor Experience in governance structure to of - - s year implementation body and - 18 . . run businesses, and/or businesses run by - with consideration for convenience and hange Term” is 2026 to 2028; “Long - c rent leases; establish guidelines and criteria for - Implement : 7 sales, and to better ensure the Market’s ability to fulfil its Mission, Vision, Core Values, and Action Plan. - 2025; “Mid Action Establish a 10framework to overseeExplore Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate percentoverhold, monthleases.Update tenant design and operations including updated and consistent lease plansModernize pointpracticesaccessibilityEstablish transparent practices for por lower barriers to entry for targeted business types (e.g. new small business startIndigenousnewcomers or members of marginalized groups.) better enable efficient operations and financial sustainability - of - Vendor & Market Excellence 2 3 5 6 term” is 2023 - 7.17.7.7.47.7. : ic Direction “Near The roles of this body may also include leading fundraising, setting financial sustainability targets, reviewing and recommending governance structure/resourcing changes, and leading ongoing enga A governance review or change would include feedback from staff, elected officials, stakeholders, and Core ValuesTiming: Strateg 17 with vendors, elected officials, advisory committees, stakeholders, and community members.18 sustainability, leasing, point and the do not become a mall or – market identity policies and clear . about the City Market and Strategic Plan. of the direction of the City Market Strategic heritage protection landmark in the Uptown Vendors Operations supportive Role of the market Strategic Planning communications treasured Seating & Entertainment City Market continues to be a food court. Majority of survey respondents are Plan, and many have provided feedback that can further strengthen the plan.Continue to be areas of disagreement largely centered around proposed layout. Opportunity for City to lean into this discussion and address the questions that came up through this process and future Transparency and reinforcement around communication before, during and after changes are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan ••••• Common Questions & Key Takeaways Challenges & Opportunities Hours of operationStaffingGovernance & action implementationFinancial sustainabilityHeritage preservationVendor impacts, leasing & relocations Reconfiguring from 3 to 2 aislesNew internal public seatingNorth & South Market StreetsBalancing resident & visitor needs 5 . impact. . building gather. nostalgia and overall governance, and community excellence and review . positive experience, and a storytelling destination of Plan move, make outdoors sustainability Directions place and and a achieve shop, Strategic to to improve operations. Plan the . Market inclusion indoors and space the together leasing MakeContinuously efficiency Implement Work Provide EmbraceConnect 12 7 Strategic 345 6 as on : basis to Market Plan City annual Manager the an Strategic consideration on City and their the Market for Council City . direct and plan ; Committee year and - plan 10 Common the the Growth to strategic of deliberations the the plan Committee, adopt Growth Committee of Recommendation for of budget Council Steering resourcing duration annual implementation a Plan of the 3 202 Common recommendation beginbringforpart June Image: ThattheStrategic 1.2.