Things Are Going Down(town)

In 2003 I, Amy Gervais, started a small clothing and design business and opened up shop in Downtown Medicine Hat. The thought of opening a store anywhere else in town had never even crossed my mind. The downtown of any city is the most diverse, eclectic, and unique area and that was exactly the kind of place I wanted to do business. As my business grew, I expanded and moved to a new downtown location. In 2007 the city asked the downtown stakeholders to vote as to whether or not they wanted the CCDA (City Centre Development Agency) to be dissolved. At this time the stakeholders voted to keep the CCDA, and they came together to plan a Midnight Madness event on their own. I got involved. I donated my services to design the poster, ads, and a temporary informational website for the event. I enjoyed being involved in the planning process and I knew that I wanted to be a part of downtown in a more hands-on way, so I applied for a position as a member of the CCDA.

I was chosen to join the board, and in January of 2008 I took my place as a CCDA board member. From that time forward I was commissioned by the CCDA to design all of their promotional materials. This included things like posters, brochures, newspaper ads, logos and t-shirts. I spent many hours in my spare time researching the marketing strategies of downtowns all across North America and developed a fresh new logo for downtown. All of the work was done in good faith, no contracts were ever signed for the work, and that was never a problem for the CCDA or for me. I was always paid in a reasonable amount of time, and my design rates were never questioned. I really enjoyed creating the pieces that were seen all around downtown, and I received numerous compliments on my work. I billed out the CCDA at a reduced rate, 20% less than my regular design fee. I wanted to be able to spend enough time to create great products for them.

In 2008 the CCDA was entertaining the idea of purchasing the Monarch Theatre. I was involved from the very beginning. I even designed the invitation to the informational meeting about the project. In October of 2008 the CCDA took possession of the Monarch Theatre. From the get go I was enthusiastically involved in all of the many, many planning meetings. We discussed everything from paint colours to boilers.

I designed the Monarch logo, letterhead, initial webpage, business cards, gift cards, membership cards, and brochures, all by donation. I just wanted the theatre to have a professional image. The work donated was valued at around $2000.

From February 2009 to December 2009 I continued to attend Monarch Theatre planning meetings very regularly. There were a lot of decisions to be made; flooring types, colour schemes, ceiling ideas, marquee repair, floor plans, programming ideas, promotions, and marketing strategies. It was so much fun, I was extremely passionate about the project and the hundreds of hours I spent on the project flew by (the hours I spent priming and painting trim, and pulling staples from the hardwood floor didn't fly by quite as fast, but I believed it would all be worth it in the end).

The original plan was to get the theatre open with minimal construction and renovation costs. We then learned of the repairs needed to the existing structure, electrical system, equipment and many other parts of the building. Before the renovations had even begun it became clear that there were going to be a lot of unforeseen construction and ventilation costs for the project, and the manager and I decided that I would defer any payment for my design work until the theatre was open for business. It was understood that once the theatre was up and running, the issue of my payment would be settled. I run a small business and deferring this payment was not something I did without sacrifice; it put extra financial stress on me and my business.

While doing all of that there were a lot of projects that required graphic design. Many of the Monarch Theatre design projects were rush jobs, which resulted in me pushing aside work for other customers and spending many late nights catching up. There were a few main events that took up the most time. The Films al Fresco outdoor film series in Kin Coulee needed posters, flyers, and slideshows. Thousands of people attended the screenings, which were a great success, raising funds and awareness of the project.

We then started planning the grand opening gala. It was a big undertaking with a short timeline, but we made it happen. For this event I designed tickets, posters, print ads, sponsorship posters, invitations, slides, envelopes, and a TV commercial. I also designed the pricing posters for the theatre concession and box office. I did all of the design for the Monarch's events, as well as any other day to day design work that needed to be completed.

Throughout the months that passed there were also many updates and revisions made to the website. We wanted to keep people informed and the website was the best way for us to reach the people who wanted to be in the know. I created Twitter account and helped administrate a Facebook group to create an online community and generate discussion and get feedback from potential customers and volunteers. We were commissioned to create an online mailing list that reached out to over 500 subscribers. With these things in place, and great upcoming programming, we were sure that those loyal to cinema and the Monarch itself would be attending movies there regularly.

On October 24th, 2009 the Monarch Theatre re-opened with a gala event, and I was so happy to have helped make it all happen. It was an emotional evening as I looked back at the work that I had put into the project and the successful result.

In September 2009, before the theatre had officially re-opened, the manager of the theatre (who had been commissioning our work since December 2008) asked that we start on a new design for the website, a completely new look to match the Art Deco look and feel of the new decor. We began work on it, nearing completion in December of 2009. Production was halted on the project when the manager was terminated. I cannot, for confidentiality reasons, explain to you why this happened. I can however tell you I was very much opposed to it, and felt it was unjust. The manager did what had had to be done to get the theatre open, despite seemingly insurmountable obstacles. When the manager was terminated, most of the marketing projects that were in place were terminated as well. The CCDA did not bother to get any information from the manager about the marketing strategies that were in place, or the ones that were planned for the near future. Work that the CCDA paid the manager to do was simply ignored, and the benefits of implementing the ideas that were a year in the making were lost. I passed on information about the marketing I knew of to the CCDA, they choose to do disregard it. The online community that we had grown was left abandoned without any warning. Newsletters just stopped arriving, tweets were silenced, and the lack of Facebook updates had people questioning whether the Monarch had suddenly closed. The most dedicated Monarch supporters were left entirely in the dark and now many of them refuse to even walk in the door. When catering to somewhat of a niche market, you rely on those customers who are loyal to your vision and your product.

I had attended each film presented at the Monarch from opening night until that day. I brought my friends and encouraged everyone I knew to come see a movie and check out the new decor. I was the Monarch Theatre's number one fan.

Presently, because I have asked to be paid for my work, I am the Monarch Theatre's number one enemy.

Upon realizing that the person who had asked me to do all of the design work for the past 10 months was no longer there to confirm the work she had commissioned, and the fact that I had deferred billing for the time being, I was concerned. I submitted an invoice to the CCDA for all of the work I had done. I billed the Monarch at the same reduced rate that the CCDA received. Upon receiving the invoice the CCDA almost immediately consulted their lawyer.

What upsets me most about this action is:

I, a downtown stakeholder, personally donated hundreds of hours of volunteer time to the Monarch Theatre. I was, without question, the most involved, hardest working, dedicated volunteer on the project. My business, Rapscallion Design, happily donated $2000 worth of graphic design work to the project, and sponsored a film in the Films al Fresco series. I had done everything in my power to make the Monarch Theatre a success.

I am confused and frustrated by the fact that after donating all of this time and work, my invoice was immediately sent by the CCDA to their lawyer. To this day, I have not received the slightest inkling that the CCDA is planning to pay me for any of my work or materials. The CCDA have asked for updates to the Monarch website, but I refused, as I have no indication that I will ever be paid for my past work, let alone anything in the future.

The CCDA has now commissioned someone else to create an entirely new website for the theatre, with complete disregard to design continuity or branding. I am insulted that the CCDA thinks so little of my work that they feel it is worth nothing. I have however made it clear to the CCDA that the dollar amount that I am owed is not my biggest concern. I am concerned with the way the Monarch Theatre is being run. I have no faith in its current management, and I am saddened at the fact that its failure as a business venture is almost imminent. I firmly believe that had the Monarch Theatre not abandoned the marketing tools that were in place three months ago, the revenue from the potential patrons would have more than paid for my services. I had thought the theatre could have reimbursed me for some of my services in free film screenings or memberships, that way they could still generate profits from the concession sales, etc. I wasn't even given a chance to voice these ideas.

I was also commissioned by the CCDA to create a new Downtown Medicine Hat website. The site framework was built and approved by the CDDA, and in August of 2009 I requested page information from the Executive Director. To this day I have not received anything. I have been informed by the CCDA that I can now only communicate with them through their lawyer and at this point have no idea if they will ever use the work that they commissioned from me.

I believed in downtown. I have supported downtown. I have fought for downtown.

At this point, I am disheartened and disappointed with the CCDA’s actions concerning downtown.

I believe the CCDA as a unit is making bad decisions and using poor judgment. In the past few months the CCDA has had two board members resign, myself included. Another board member chose not to reapply. Coincidentally, these members happened to be the youngest people on the board. Three people that had determination, passion, vision and hope for the future of downtown. Three people now left with a sour taste in their mouths from the whole experience.

Something has to change, and I believe that something is the CCDA. Complacency is not an option when the business future and livelihood of every stakeholder could be at risk. I have witnessed what I believe to be other instances of malfeasance by members and directors of the board, and I can no longer remain silent. In my mind a drastic change is needed for the Monarch Theatre and downtown to survive, let alone thrive.

If you are concerned about these happenings and the state of our downtown, I encourage you to contact your city council. I would personally appreciate your support and hope that any responses will lead to positive change in the downtown core.

I really want to love downtown again.

Amy Gervais
Rapscallion Design
403-504-5500
amy@teamrapscallion.com