Commercial Market Analysis Westdale Village BIA
Transcription
Commercial Market Analysis Westdale Village BIA
Commercial Market Analysis Westdale Village BIA April 2010 URBAN y MARKETING y COLLABORATIVE y a division of J.C. Williams Group 17 DUNDONALD STREET, 3RD FLOOR, TORONTO, ONTARIO M4Y 1K3. TEL: (416) 929-7690 FAX: (416) 921-4184 e-mail: [email protected] 350 WEST HUBBARD STREET, SUITE 240, CHICAGO, ILLINOIS 60610. TEL: (312) 673-1254 Commercial Market Analysis Westdale Village BIA Table of Contents Executive Summary .................................................................................................................................. 1 1.0 Introduction ......................................................................................................................................... 3 1.1 Background and Project Information ......................................................................................... 3 2.0 Report Format ...................................................................................................................................... 6 3.0 Westdale Village Trade Area Review ............................................................................................. 7 3.1 Trade Area Population Characteristics ...................................................................................... 9 3.2 Household Expenditure Analysis............................................................................................. 14 4.0 Retail Commercial Audit ................................................................................................................ 17 4.1 Market Positioning...................................................................................................................... 19 4.2 Façade Improvements and Building Permits.......................................................................... 20 4.3 Pedestrian Volume and Parking Meter Usage ........................................................................ 24 5.0 Strengths, Weaknesses, Opportunities, and Threats ................................................................. 25 6.0 Vision and Action Item Review..................................................................................................... 31 APPENDICES ....................................................................................................................................... 45 Appendix B Demographic and Household Expenditure Maps URBAN y MARKETING y COLLABORATIVE y a division of J.C. Williams Group 17 DUNDONALD STREET, 3RD FLOOR, TORONTO, ONTARIO M4Y 1K3. TEL: (416) 929-7690 FAX: (416) 921-4184 e-mail: [email protected] 350 WEST HUBBARD STREET, SUITE 240, CHICAGO, ILLINOIS 60610. TEL: (312) 673-1254 Executive Summary The consulting firm Urban Marketing Collaborative (UMC) was retained by the City of Hamilton in 2002/2003 to undertake a commercial market study of five business districts in the City: Westdale Village BIA, Concession Street BIA, Downtown Dundas BIA, Ottawa Street BIA, and Downtown Waterdown BIA. As a benchmarking exercise and to provide future direction to these five BIAs, the City of Hamilton has invited UMC to return to update these commercial market studies. This report addresses issues specific to Westdale Village BIA. Key Evaluation Metrics The following are key evaluation metrics used to assess the changes for Westdale Village BIA. They include both quantitative and qualitative measures. Measure Retail Mix 2002/2003 2009 Retail Merchandise 23% 21% Convenience Goods 15% 15% Food Service 15% 19% Services 28% 28% Vacancy 5% <1% The most noticeable shifts are the decease in vacancy to virtually zero and the increase in food service operations from 15% to 19%. There has been a small decrease in the retail merchandise category, which is a slight concern given the overall small amount of total square footage in the BIA (approximately 114,000 sq. ft.). However, the increase in food service is part of a trend affecting many experiential-based business districts. The quality of the food service operations is very good and satisfies the two main target markets – university students and local mid-tohigh income residents. Measure Value of building permits – commercial (excl. signage) Time Period 2001–2009 YTD $1,001,690 CPIG – façade improvement – total investment 2002–2008 YTD $214,472 Number of participating buildings CPIG 2002–2008 YTD 20 Buildings Parking revenue 2004–2008 34% increase 1 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA There has been a significant investment in Westdale Village BIA from the 2000s to YTD 2009. The property owners have made very good use of the façade improvement program, and from 2001 to 2009 YTD over $1 million has been invested as indicated by the building permit developments for commercial businesses. In addition, parking revenues have increased by 34% from 2004 to 2008, illustrating that visitors do want to come to Westdale Village BIA to visit and shop. Vision The key findings that guided the results of the initial market assessment in 2002/2003 remain true in 2009. The smart, schooled, and cultured niche remains the primary marketable appeal for Westdale Village. Overall, the appeal for Westdale is an intellectual meeting place. This has cross-market appeal for students, educators, and local residents. Westdale Village will be thought provoking, interesting, smart, and beautiful. In addition, there is a need to be adaptable and flexible as the target markets change with the seasons. Retailers have to adjust from the students in the fall and spring to local residents and destination visitors in the summer. What will be required are strict standards on the overall look, feel, and business operations so that Westdale can be the intellectual meeting place with an emphasis on entertainment (movies, cafés, restaurants), but not rowdy or out-of-control. Several recommendations in the Ainslie Wood Westdale Walkability Assessment Report (2008) should be followed. Action Plan Items A review of the action plan items from 2002/2003 indicated that many have been accomplished. The future direction for the BIA is to: > Renew committee work by each one setting strategic goals, tactics to accomplish the goals, and reporting structure to the main board meetings; > Work towards improved partnerships, especially with students and other McMaster organizations; > Increase communications with members; > Market the Westdale Village experience to both local and regional target markets that have similar common attributes; > Make Westdale Village a venue for events and activities that are supported by the BIA but not necessarily run by the BIA; > Continue improvements on beautification-type programs; > Develop ways to continue façade improvement programs; > Continue to work with HABIA and the City on programs that are beneficial to the BIA. 2 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 1.0 Introduction The consulting firm Urban Marketing Collaborative (UMC) was retained by the City of Hamilton in 2002/2003 to undertake a commercial market study of five business districts in the City: Westdale Village BIA, Concession Street BIA, Ottawa Street BIA, Downtown Dundas BIA, and Downtown Waterdown BIA. As a benchmarking exercise and to provide future direction to these five BIAs, the City of Hamilton has invited UMC to return to update these commercial market studies. This report addresses issues specific to Westdale Village BIA. This work is sponsored as part of the City of Hamilton’s sustained effort to improve the vital commercial districts throughout the entire City. It supports the Hamilton Council’s strategic goals related to maintaining and enhancing liveable communities and neighbourhoods. The City of Hamilton should be commended for its active support of neighbourhood economic development. That support has come through physical plans, streetscaping, marketing research, strategic directions, education, devoting staff and resources to assist the commercial districts, and the Hamilton Association of Business Improvement Areas (HABIA). The purpose of this report is to build upon the comprehensive commercial market strategy and an action plan that was prepared for Westdale Village BIA in 2002/2003. The nature of the report is to juxtapose findings and recommendations from the previous report and current conditions in 2009. The findings were presented to the BIA members in a workshop in November 2009. This final report includes the background information, the status of the action plan items and new action plan items. Much of the information contained in this report is the result of primary research conducted by UMC consultants. The research included interviews with key stakeholders associated with Westdale Village BIA, a license plate survey, an inventory of existing retail/commercial space, and a physical survey of the area. 1.1 Background and Project Information Westdale Village BIA includes the commercial business district for the planned neighbourhood of Westdale. Modelled after the Garden City movement, Westdale prides itself in being one of the first planned communities in Canada along with other sought after neighbourhoods, like Shaughnessy Heights in Vancouver and Mount Royal in Montreal. The neighbourhood of Westdale Village had its beginnings in 1911. Topography affected the westward expansion of the City of Hamilton. It forced the City to migrate eastward during the early years of development. However, continued real estate pressure eventually forced the 3 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA City’s expansion to begin to move westward. This was aided with the opening of the McKittrick Bridge over the ravine to the first plateau, which is now Westdale Village. The plateau stands apart from the rest of the area by being surrounded by river/creek valleys to the east and west, Cootes Paradise to the north, and the escarpment to the south. New city building ideas based on German city models and the Garden City movement helped to shape Westdale Village. A New York landscape architect, Robert Anderson Pope, laid out the streets. He purposefully created Westdale Village as a self-contained neighbourhood. He is also responsible for the concentric circle configuration of the street layout, as he believed that aligning the streets to flow downtown would only aid congestion in the City. Rather, Westdale Village was designed as a centrally focused neighbourhood. Mr. Pope planned for a local commercial district to suit the approximately 1,700 households envisioned for the neighbourhood. The other major factor affecting Westdale Village’s development was the decision in the early 1920s to move McMaster University from Toronto to its present site, adjacent to the community. Westdale Village BIA runs approximately 1,800 feet along King Street West from Cline Avenue North on the eastern edge to Sterling Avenue on the western edge. Commercial properties do extend from Cline Avenue North eastward to Paradise Road, but they are not included in the BIA. The City has completed an extensive Secondary Plan for Ainslie Wood Westdale. The plan includes detailed descriptions of both development parameters and guidelines for the overall look and feel of the area. 4 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 5 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2.0 Report Format As a first step in assisting Westdale Village BIA to re-assess the 2002/2003 Commercial Action Plan strategy and develop a program for future direction, UMC conducted fact-finding initiatives. The area’s strengths, weaknesses, opportunities, and threats were identified. The initiatives included: Customer Profile > > > Trade area delineation review; Demographic analysis of Westdale Village BIA’s trade areas; and Review of previous study and marketing materials from the BIA. This includes the Ainslie Wood Westdale Walkability Assessment Report. Retailer/Supply Side Profile > > > Interviews with a variety of retailers and key stakeholders to identify issues and opinions about commercial success in the area; Inventory and inspection of the businesses and services; and Review of the physical environment. Strengths, Weaknesses, Opportunities, and Threats > Summary of the findings and impact on Westdale Village. This section of the report summarizes the findings of these activities. It also provides background information from which the following Commercial Action Plan has been developed. The key person interview analysis and a summary of the Strategic Planning Meeting are included in Appendix A. 6 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 3.0 Westdale Village Trade Area Review To assess whether there has been a significant change in the Westdale Village BIA trade areas, a license plate survey was conducted in August 2009. A total of 193 license plates were analyzed. The table on the map illustrates the Dissemination Area (DA) where the vehicle is registered (e.g., the owner’s home address, or a commercial vehicle’s business address). DAs are small geographic areas that contain approximately 400 to 700 persons (note that rural DAs represent a larger area than urban DAs). Red is used to highlight those DAs where a larger number of vehicles originated from and green shows that only one vehicle originated from this defined geographic area. Even though there are limitations to license plate surveys, it is beneficial data in application to key person interviews. The primary limitation is the capture of license plates from those who are not local shoppers (e.g., local employees as well as visitors). Westdale Village BIA License Plate Survey by Dissemination Areas 7 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Consistent with the analysis in 2002/2003, Westdale Village BIA still attracts from a localized trade areas. For example, it draws from the Westdale and Ainslie Wood neighbourhoods, as well as the west Hamilton areas of Dundas, Ancaster, and Kirkendall. Based on this analysis and conversations with retailers during the key person interviews, it was maintained that the trade areas from the 2002/2003 study would remain the most relevant. These trade areas include: > Immediate Trade Area (ITA) – Westdale Village, McMaster University, and Ainslie Wood (up to Leland Street and Cootes Drive). This area is within an easy 10-minute walk of the BIA. > Primary Trade Area – built up areas of the City of Hamilton, including portions of Dundas, Stoney Creek, Ancaster, Flamborough, and Burlington > Secondary Trade Area – the balance of the City of Hamilton, and portions the Niagara Region including Grimsby, Lincoln, and West Lincoln. Westdale Village BIA Trade Areas 8 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA The trade area for Westdale Village BIA includes a very large geographic area that includes over 1.7 million residents that can drive within 30 minutes to one hour. In addition, sales are derived from inflow from Mississauga, Toronto, and other communities. 3.1 Trade Area Population Characteristics The following analysis compares the Westdale Village Trade Areas to the City of Hamilton. Additional analysis will be provided based on comparatives to the study conducted in 2002/2003. ITA 7,597 -1.8% 3,285 -0.9% 2.27 Primary Trade Area 686,663 1.2% 269,551 2.0% 2.51 Secondary Trade Area 735,263 1.4% 305,146 2.2% 2.54 City of Hamilton 542,691 0.2% 211,923 0.4% 2.52 Household Size One Person Two Person Three Person Four to Five Person Six + Person 33.7% 30.7% 14.7% 18.6% 2.3% 25.7% 32.2% 16.3% 23.1% 2.7% 25.3% 32.2% 16.4% 23.4% 2.7% 25.9% 31.6% 16.4% 23.2% 3.0% Mobility Recent Resident - Less than Five Years Recent Resident - Less than One Year 25.0% 9.0% 14.0% 4.0% 14.0% 4.0% 12.0% 4.0% Age Profile <20 20-29 30-39 40-49 50-59 60-64 65+ Median Age 19.9% 24.9% 11.5% 13.0% 12.5% 4.9% 13.1% 34.8 23.2% 13.8% 13.3% 15.7% 13.4% 5.4% 15.2% 39.8 23.4% 13.6% 13.2% 15.8% 13.6% 5.5% 14.9% 39.9 23.2% 14.3% 12.8% 15.5% 13.8% 5.5% 14.8% 39.8 Children Age Profile <6 6-14 15-17 18-24 25+ 22.3% 26.5% 10.7% 28.1% 12.5% 20.5% 34.8% 12.0% 21.0% 11.6% 19.8% 34.5% 12.2% 21.5% 12.1% 19.8% 34.5% 12.2% 21.5% 12.1% Marital Status Single Married/Common Law Widowed, Divorced, Separated 37.6% 49.3% 13.2% 23.4% 58.8% 17.8% 22.9% 59.7% 17.4% 24.3% 57.8% 17.9% Population 2009 Annual Growth Rate - 2004/2009 Households 2009 Annual Growth Rate - 2004/2009 Persons Per Household 9 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA ITA Primary Trade Area Secondary Trade Area City of Hamilton Education Less than High School High School Diploma, Trade Certificate University 10.6% 27.0% 14.0% 48.4% 22.5% 27.1% 28.8% 21.6% 22.4% 27.3% 29.2% 21.1% 24.7% 27.2% 29.0% 19.1% Occupation Management Business, Finance, Admin Science Related Health Related Education, Government, Social Service Arts, Culture, Recreation Sales and Service Trades, Transport Primary Industry Processing, Manufacture, Utilities 7.4% 13.4% 9.3% 6.8% 24.4% 5.8% 19.2% 6.0% 2.5% 2.8% 10.3% 17.4% 5.8% 6.0% 8.4% 2.6% 24.8% 14.9% 1.7% 6.4% 10.4% 17.3% 5.7% 6.0% 8.2% 2.6% 24.2% 15.3% 2.5% 6.3% 8.8% 16.4% 5.3% 6.3% 8.3% 2.5% 24.4% 16.7% 2.3% 7.2% Transportation to Work Take Public Transit, Bike, Walk to Work 36.9% 14.9% 13.8% 15.1% 1,417 19.0% Chinese S. Asian Korean 96,466 14.3% S. Asian Black Chinese 77,992 14.6% S. Asian Black Chinese Black Arab Arab Filipino 100,246 12.9% S. Asian Black Chinese L. American Arab/ S.E. Asian 12.9% 18.2% 17.2% 14.2% 10.0% 27.3% $86,918 $62,164 26.3% 14.5% 19.7% 17.7% 14.0% 10.1% 24.0% $79,148 $57,655 30.2% Visible Minority Total Visible Minority % of Total Population Top 5 Visible Minorities Household Income < $20,000 $20,000-$39,999 $40,000-$59,999 $60,000-$79,999 $80,000-$99,999 $100,000+ Average Household Income Median Household Income Rent Housing 15.5% 17.0% 15.0% 15.0% 10.5% 26.8% $89,184 $63,055 42.6% 13.7% 19.0% 17.6% 14.3% 9.5% 26.0% $85,157 $59,684 28.4% S.E. Asian Arab/L. American Source: Statistics Canada, Environics 10 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA The main findings include: > The population has fallen slightly since 2001. Today the ITA population is estimated to be 7,597. This compares to 8,279 in 2001, a difference of 682 residents. The relatively small size of the local neighbourhood population combined with the fact that it is shrinking means that Westdale Village businesses are more reliant on drawing visitors from outside the area. > The household growth rate during the same period also shrank but at a smaller pace. There is a movement away from families towards more students living in the neighbourhood. Still, the total population may be slightly under-represented due to some students classifying their home residence as their parents’ place in the Census. > The Primary and Secondary Trade Areas have grown considerably in the past eight years. Annual growth is 1.2% and 1.4%, respectively. > Overall, household sizes are significantly smaller in the ITA compared to the other trade areas (2.3 compared to 2.5 average household size) > Proportionately, there are more households that are one-person households in the ITA (34%) compared to elsewhere and comparatively proportionately fewer very large households. Either one or two persons occupy approximately 64% of the households. > There are slight differences in the mobility of the ITA residents. 25% of residents have moved to the ITA within the last five years and 9% within the last year. This is significantly higher than elsewhere. It is primarily due to the fluctuation in student housing. Many of the older residents have departed and been replaced by students or other younger families. > The median age in the ITA is significantly younger than elsewhere (approximately five years younger than the median age for the City of Hamilton). While the mix of residents under 20 years of age includes a mix of children at home and students, it is slightly less than elsewhere. However, given the population loss, there are significantly fewer young children in the neighbourhood as witnessed by the affect on the local schools in the neighbourhood. One-quarter of the population in the ITA is between the ages of 20 to 29. There are proportionately fewer middle-aged and senior adults living in the ITA. > However, due to projections for 2009 being based on 2006 Census data, recent changes in the population are not 100% accounted for. UMC’s observations and results of key person interviews indicate there are several young mothers with babies in Westdale. While the total number of under 20 year olds has decreased in recent years, there has been a slight bounce back. > An illustration of the net change in age groups in the ITA is provided in the following chart. The decrease in population is most felt in the under 20 years of age bracket. There are slight increases in the 20 to 29 year old age bracket and the 60 to 64 year old age bracket. 11 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Westdale Village ITA – Change in Age Profile – 2002 to 2009 200 100 0 <16 16-19 20-29 30-39 40-49 50-59 60-64 65+ -100 -200 -300 -400 Source: Statistics Canada, Environics > The children that do live in the ITA tend to be slightly older (18 years of age and older) than > > > > > elsewhere. These may be considered adults. Of the children in the ITA, the older children account for 41%. There are a significant number of young children under six years of age. There are proportionately more single residents in the ITA The ITA includes a very high proportion of well educated residents (48% of the population over 15 years of age) There are a high proportion of education, government, social services, religious, science, health, arts, culture, and recreation-related occupations of employed residents in the ITA. The other occupations are either similarly proportioned or slightly less compared to elsewhere. The ITA residents are very dependent on walking and public transit as compared to elsewhere. Thirty-seven percent indicated they walk, take public transit, or bike to work. Westdale Village ITA is very multi-cultural. Visible minorities account for less than 19% of the total population. In addition, there is a higher proportion of Jewish residents living in the area compared to elsewhere. 12 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA > Average household income is higher compared to elsewhere ($89,184 compared to $79,148 for the City of Hamilton). But it is polarized. Sixteen percent of households earn less than $20,000 (proportionately higher than elsewhere) compared to 27% who earn over $100,000 (proportionately higher than elsewhere). The City of Hamilton’s population and employment projections for the Planning units surrounding Westdale Village indicate there is continued population loss for most areas except for McMaster and to the west to Cootes Drive. Yet, there are significant employment increases. There will be additional forecast growth in the nearby Innovation Park on the east side of Highway 403. Planning Units Population and Employment Forecasts Population Node 2501 2502 2503 2505 Total 2006 902 3,345 3,577 5,225 13,049 2031 1,096 3,227 3,881 5,620 13,824 Jobs Annual Growth 0.8% -0.1% 0.3% 0.3% 0.2% 2011 15,143 496 564 2,407 18,610 2031 18,685 517 853 2,153 22,208 Annual Growth 1.1% 0.2% 2.1% -0.6% 0.9% Source: City of Hamilton Planning Units Source: City of Hamilton 13 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA The retail implications of the preceding analysis indicate: > The ITA for Westdale Village is a small and shrinking neighbourhood community that must attract from outside of its local area for retail businesses to survive. There is a noticeable proportion of babies on the street, indicating a slight change in population. > There is a continual shift from families to students occurring in the neighbourhood. There is a corresponding shift in spending habits and there is the issue that many of the students are not present for approximately four months of the year. This makes it difficult for retailers to do business for a full year. > The population base is polarized between students and very high-income households, making it difficult for retailers to market to any one group successfully. There needs to be a common denominator for many of the businesses to target local residents, students, and regional residents. 3.2 Household Expenditure Analysis The annual estimates for household spending by retail commodity categories are derived from a combination of factors. This includes household income and other socio-economic data such as household size, age, occupation, etc. Of all the influencing factors, household income is the most important because the more money people make, the more able and likely they are to spend. While the relationship between income and expenditure is strong, it is not directly proportional. As incomes rise, a greater proportion is spent on investments and other non-consumable items. 14 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA The following table provides a breakdown of commodity spending categories. Annual household expenditures for three trade areas and the City of Hamilton are shown in this table. ITA Primary Trade Area Secondary Trade Area City of Hamilton Retail Merchandise Women’s Clothing and Accessories Men’s Clothing and Accessories Children’s Clothing and Accessories Material, Notions, and Sewing Home Furniture and Furnishings Home Equipment Garden Equipment and Supplies Home Entertainment Pet Supplies Sports Equipment Toys Electronics Art, Hobby Computer Equipment and Services Photographic Equipment and Services Reading $1,172 $856 $290 $265 $985 $688 $295 $574 $334 $158 $94 $62 $39 $366 $208 $323 $1,212 $791 $332 $216 $1,028 $909 $306 $651 $412 $176 $126 $73 $43 $401 $219 $329 $1,231 $805 $343 $220 $1,045 $951 $325 $657 $435 $185 $130 $84 $45 $406 $224 $336 $1,081 $727 $299 $203 $929 $857 $282 $615 $400 $164 $116 $68 $40 $358 $196 $303 Convenience Food From Stores Household Supplies Health Related Supplies Alcohol Purchased from Store Eye Care and Supplies Tobacco $5,290 $470 $829 $503 $188 $527 $5,935 $577 $974 $570 $161 $776 $6,023 $591 $990 $597 $163 $793 $5,569 $542 $915 $536 $148 $786 Eating and Drinking Food from Restaurants Alcohol Served $1,575 $267 $1,712 $248 $1,756 $255 $1,603 $235 Services Personal Care Services Furniture Repair Movies Attend Sporting Event Attend Live Arts Event Membership Services Packaged Travel $455 $60 $141 $58 $124 $327 $417 $500 $80 $136 $60 $106 $281 $430 $506 $81 $137 $61 $106 $291 $451 $454 $79 $121 $56 $92 $310 $376 $13,614 $8,284 $638 $14,882 $9,716 $699 $15,159 $10,105 $700 $13,545 $9,203 $619 Other Shelter Transportation Charity Source: Statistics Canada, Environics 15 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Average household income is 12% higher in the ITA compared to the City of Hamilton. But due to smaller household sizes, there is a slight reduction in spending. In terms of the proportion of average household income that is spent on some items compared to others, Westdale Village residents (ITA) spend proportionately more, the same, and less on the following: Proportionately More > Attend Live Arts Event > Material, Notions, and Sewing > Eye Care and Supplies > Men’s Clothing and Accessories > Movies > Alcohol Served Proportionately Same > Packaged Travel > Women’s Clothing and Accessories > Reading > Photographic Equipment and Services > Home Furniture and Furnishings > Membership Services > Garden Equipment and Supplies > Attend Sporting Event > Charity > Computer Equipment and Services > Shelter > Personal Care Services > Food from Restaurants Proportionately Less > Art, Hobby > Children’s Clothing and Accessories > Sports Equipment > Food From Stores > Alcohol Purchased from Store > Home Entertainment > Electronics > Health Related Supplies > Transportation > Household Supplies > Pet Supplies > Toys > Home Equipment > Furniture Repair > Tobacco Both the older, higher income households and the young students tend to spend proportionately more of their income on entertainment, culture, and fashion. Items such as arts, movies, served alcohol, men’s and women’s clothing, packaged travel, and reading are higher in demand compared to other items. There is proportionately lower demand for children’s related clothing, toys, sporting goods, home video games, and TVs. Either these households already have these products or they are not at the stage in their life where these products are in demand. Maps illustrating the preceding analysis are included in Appendix B. 16 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 4.0 Retail Commercial Audit An audit of the existing retail/commercial businesses in Westdale Village BIA was conducted in August 2009 to gain insight into the current retail situation of the area. Other non-commercial uses such as residential, schools, houses of worship, social agencies, etc., were excluded from the audit. An important note is that the retail business profile was in a constant state of change during this time as new businesses were frequently being added or altered. In completing the audit, a comparison to the audit conducted in 2002 helps to reveal changes that have been accomplished. 17 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Westdale Village BIA Commercial Audit Number of Businesses Square Footage % of Total Total Number % of Total Apparel and Accessories 9 11.0% 8,700 7.6% Home Furnishings 3 3.7% 4,000 3.5% Leisure 7 8.5% 7,800 6.8% Other General Merchandise 2 2.4% 3,200 2.8% TOTAL RETAIL MERCHANDISE 21 25.6% 23,700 20.8% Convenience Store 3 3.7% 6,000 5.3% Drug Store 1 1.2% 6,000 5.3% Grocery 0 0.0% 0 0.0% Specialty Food 6 7.3% 5,400 4.7% Total 10 12.2% 17,400 15.3% Café 9 11.0% 10,300 9.0% Restaurant 8 9.8% 11,700 10.3% Bar 0 0.0% 0 0.0% Total 17 20.7% 22,000 19.3% Total Personal Services 17 20.7% 13,400 11.8% Financial Services 4 4.9% 9,000 7.9% Professional Services 9 11.0% 11,000 9.6% Medical Services 1 1.2% 1,000 0.9% 31 37.8% 34,400 30.2% Entertainment/Recreation 2 2.4% 16,000 14.0% TOTAL OCCUPIED COMMERCIAL 81 98.8% 113,500 99.6% VACANT COMMERCIAL 1 1.2% 500 0.4% TOTAL COMMERCIAL 82 100.0% 114,000 100.0% RETAIL MERCHANDISE CONVENIENCE – FOOD AND DRUG EATING AND DRINKING SERVICES TOTAL SERVICES OTHER RETAIL Source: UMC 18 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Compared to the retail commercial audit conducted in 2002/2003 there are several salient findings: > The number of stores and square footage has remained approximately the same. There is approximately 114,000 square feet of retail space and 82 businesses spaces. > The vacancy rate has reduced considerably. It previously accounted for 5% of the total square footage (which was relatively low) and now represents a very low 0.4%. It is noted that new businesses are opening and the retail audit made every reasonable effort to account for this. > Services account for slightly less than one-third of the total square footage. Professional offices, beauty salons and barbers, dry cleaners/laundry, and financial institutions all account for a high proportion of the space. This is slightly greater than in the 2002/2003 audit. > Eating and drinking businesses account for 19% of the total square footage. This is a marked increase from the previous audit (15%). New coffee houses, cafés, and restaurants have settled into Westdale Village for the cross appeal of students, young families, and older residents. > Retail merchandise accounts for 21% of the total square footage. This is less than in the previous audit. It marks a slight shift. However, the remaining retail merchandise stores are more competitive than some of the retailers in the previous audit. > Convenience goods account for 15% of the total square footage. This is the same percentage as in the past. Shoppers Drug Mart continues to anchor the village area. Also, long-term retailers such as Walkers Chocolates, Weil’s Bakery, and Grapes and Hops remain in operation. 4.1 Market Positioning During the initial market positioning conducted in 2002, the overall image was contemporary and mid-to-higher income/price appeal. This positioning has remained relatively consistent. Today the positioning is traditional-to-contemporary and mid-income/price appeal. 19 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 4.2 Façade Improvements and Building Permits The property owners in Westdale Village have made good use of the City of Hamilton’s Community Improvement Grant program to improve the façades. Since 2002, 20 buildings have taken part in the matching grant program. From 2002 to 2008, the actual grants have totalled $103,381.28, with a total direct investment of $214,471.94. A number of unsubstantiated redevelopment proposals such as new awnings for Shoppers Drug Mart and the yet-to-be confirmed redevelopment of 1043 King Street West continue the trend towards improvements and investment in this community business area. There have been no applications for the Main Street Housing and Loan Grant program. Building permits have been extensive throughout Westdale Village from 2001 to present. Building permit data excludes residential, institutional, and retail signage permits and is solely focused on retail building permits. Building Permits 2001 2002 2003 2004 2005 2006 2007 2008 YTD 2009 Total Westdale Village BIA $107,000 $0 $93,487 $140,000 $98,500 $231,825 $233,000 $47,878 $50,000 $1,001,690 Source: City of Hamilton 20 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA A select number of examples of before and after images of buildings along Westdale Village BIA shows the remarkable changes that have occurred from 2002/2003 to 2009. 2002/2003 2009 – New contemporary signage 2002/2003 2009 – A softer colour palette 2002/2003 2009 – Refreshing store facelift 21 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 2009 – A major vacancy filled 2002/2003 2009 – Modern, contemporary face lift 2002/2003 2009 – Relocated store, contemporary appeal 22 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 2009 – Both Cottage Florist and The Village received updates. The Village is the most dramatic contemporary change. 2002/2003 2009 – A very contemporary renovation 2002/2003 2009 – Fresh and appealing 23 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 4.3 Pedestrian Volume and Parking Meter Usage As an indicator of improved success, the following is a review of vehicular and pedestrian counts and on-street parking meter revenue. Vehicular and Pedestrian Counts – 7 Hours Intersection Date 7 Hour Vehicular Volume 7 Hour Pedestrian Volume King St and Marion Ave Mon, Mar. 8 2004 7,229 2,091 King St and Marion Ave Tues, Dec. 13 2005 8,883 1,694 Source: City of Hamilton From 2002 to 2008, net parking meter revenue for Westdale Village BIA had increased incrementally every year until 2008. In 2008, the net parking revenue increased significantly. Parking Meter Usage Net Revenue 2004 2005 2006 2007 2008 $76,431.32 $77,679.93 $80,533.61 $83,494.19 $103,329.18 1.6% 3.7% 3.7% 23.8% $742.05 $746.92 $774.36 $802.83 $993.55 103 104 104 104 104 Growth Net Revenue Per Meter Number of Meters Source: City of Hamilton 24 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 5.0 Strengths, Weaknesses, Opportunities, and Threats The following were the initial strengths, weaknesses, opportunities, and threats for Westdale Village BIA along with corresponding comments that are relevant for the current 2009 study. Strengths 2002/2003 The historic character of the planned community lends itself well to attract visitors from beyond the trade area. It also provides a sense of pride for the local residents in the Immediate and Primary Trade Areas. 2009/2010 This remains true. The area is well cared for and remains a gem in the Hamilton region. The ambiance of Westdale Village is also attractive for residents, students, workers, and potential businesses. Westdale Village has a comfortable feel that is warm, personable, and fairly safe for most of those who use the area. The location adjacent to parks and Cootes Paradise makes the area more pleasant. This remains true and is a marketable characteristic for the BIA. The penetration of the Total Trade Area. Within this area over 36% of the Primary Trade Area households (approximately 88,000) visit at least once a year. Over 30,000 households visit at least once a week or more on average. This is difficult to ascertain, but vacancy rates have decreased. Some retailers are reporting strong sales growth despite the economic downturn. Marketing the BIA to the outside community is a priority. Specialty gifts/flowers, personal services, and food services are key commodity strengths in Westdale Village. There are a number of strong leisure retailers that include bookstores, sporting goods, and hobby stores, among others. In addition, the Westdale Theatre acts as an anchor for the businesses attracting more people in the evening. This remains true. In addition, the number of quality restaurants and cafés adds to the experiential feel of Westdale Village. 25 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Strengths continued 2002/2003 Westdale Village is isolated from other parts of the City, which has allowed many of the buildings to be preserved and to maintain its village look and feel. 2009/2010 This remains true. McMaster University and Health Centre are an attractive complement to Westdale Village. They provide a vital source of shoppers for the area. This remains true. With the continual change of households towards students, the university will continue to be a strong influential factor on retail sales and growth. Continued partnerships are paramount. There is a good mix of contemporary, higher end stores that do not exist elsewhere in the City of Hamilton. This remains true. Yet, the contemporary retail market is significantly more competitive. This includes Ancaster, Dundas, Locke Street, Downtown Burlington, among others. Many businesses are professionally run with good merchandising, signage, and displays. This remains true. There are very professionally run businesses in Westdale. Although the area lacks parking, the two municipal lots in the core are located in front of the businesses and as such are highly visible. This remains true. Attempts have been made to find more municipal parking in the area. It has proven unattainable at this time. 26 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Weaknesses 2002/2003 The population size of the ITA, at 8,279 residents, is relatively small to support the retail base. In addition to the population being relatively small, it is not experiencing growth. Since these businesses cannot anticipate market growth from within, they must rely on workers and residents from other communities to shop in the area. In reality, there is only 35,000 square feet of retail merchandise space accounting for 27 stores. Westdale Village is really quite small. There is merchant apathy to trying to make positive changes in the area and to get them involved. Westdale Village is isolated and not readily visible from major transportation routes. As such, it needs to reach out more to the Primary Trade Area. The area is perceived as too snobby or expensive. Rents and property taxes are high. Westdale Village is experiencing an increasing number of urban related issues, such as graffiti, vandalism, and loitering. 2009/2010 The continued population loss negatively affects the retailers’ ability to sell products to the local neighbourhood. Westdale Village must market itself to the outside community. This remains true. The amount of retail space has decreased to 24,000 square feet. There is a shift to personal services and eating and drinking operations. This reflects overall shifts in the retail economy away from retail and to experiential offerings such as beauty salons, personal services, and cafés. This is no longer true. There have been several positive changes since 2002/2003. However, most businesses operate independently of the BIA. Many businesses do work together on specific issues. This remains true. Merchants have taken steps to increase their visibility and the brand name for Westdale Village. Many will print the name Westdale Village on their shopping bags and others have highlighted brand names on their business address. The BIA is consistently reinforcing its location by including mapping references in brochures and publications. This is not necessarily the case. Retailers are more customer friendly with less emphasis on high income appeal. They are, in fact, more contemporary in the overall. Rents remain high for Westdale Village. Safety issues are more in control. 27 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Weaknesses continued 2002/2003 The BIA does not include all the businesses along King Street West. Those businesses east of Cline Avenue are not included. 2009/2010 There was an appeal, but several businesses stated that they did not want to join the BIA. The lack of parking affects the ability to draw customers to the area. Attempts to find another parking lot location have not been successful. The only property was too far away from the business area and therefore not of value. The objective of finding more parking where feasible is stated in the Secondary Plan. Westdale Village is unsure of how to market itself, especially with the small number of businesses. The BIA has made good attempts to draw people to the Village through special events. They want to continue to market themselves to the broader trade areas. As stated above, there has been a consistent emphasis on including location related details of Westdale Village on their publications. More businesses should be encouraged to include the brand name in their business address. The BIA is too crisis driven without a clear long-term plan or vision. It appears as though the BIA has made improvements towards marketing, coordination, and special events. Recently, there are concerns regarding the future vision of the BIA, but there is much stronger coordination and cooperation. The BIA’s budget is relatively small (approximately $45,000). The budget has been substantially increased to accommodate increased marketing and staffing. The budget is now over $120,000. 28 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Opportunities 2002/2003 There are marketable strengths in terms of gift/specialty stores and restaurants to build off. 20092/2010 This remains true. Partner with McMaster University for continued growth opportunities. There have been various successes. The BIA has made renewed efforts to partner and work with McMaster University. Market to higher income households and students. This has somewhat been achieved. Continue to work to improve the beauty of the area, including the incorporation of historical aspects of the neighbourhood. There have been improvements including over $214,000 in façade improvements through the City’s grant program; new street lighting; the gateway signage has been approved and about to be rolled out; and, there are discussion to fix some of the interlocking brick. The BIA encourages changes to the facade improvement program to allow for regular approvals for open applications rather than just twice a year. The façade improvement program will help some businesses. As indicated, the property owners have taken excellent advantage of this program. The BIA requires continued marketing of the City’s incentives. Search out quality retailers and restaurants to help complement existing businesses rather than relying on the landlords’ initiatives. The BIA may not have recruited specific retailers. But, the current retailers are excellent, professionally run businesses. The amalgamated City of Hamilton will help market the existing City areas including Westdale to the suburban communities. The City has identified and enhanced staffing to accomplish this task. The Planning and Economic Development Department has hired a marketing specialist. One of their duties is to assist the BIAs with their marketing programs primarily through education. In addition, Tourism Hamilton may market the BIAs better as a shopping destination. 29 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Threats 2002/2003 Lack of commitment among the members towards making the BIA work better. 2009/2010 This has changed in the intervening years. However, recently, there have been issues regarding the future vision of the BIA. Currently, there is a renewed commitment towards making the BIA work better and a better sense of coordination. Continued development along Main Street and Highway 403 as both Westdale and Dundas are surrounded by natural growth boundaries making large-scale development in these communities impossible. The recent development of power centres in Waterdown and Ancaster continues to affect consumer shopping. However, it is noted that during the previous study, the development of a large-scale Fortino’s was a concern for the Westdale Village BIA merchants. Yet, that Fortino’s development has not overly disaffected the retailers. Image of the City of Hamilton as a blue-collar city does not help Westdale market itself to higher household income communities. The image of Hamilton has changed dramatically in the intervening years. No longer is steel the major employer or image. Health and education is a major focus. The addition of Innovation Park will be a big increase for the local neighbourhoods as more higher income employees will want to live close to this work area. The West Hamilton area is experiencing significant growth in employment, which will stimulate more demand for higher income households that want to live in the area. 30 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 6.0 Vision and Action Item Review The key findings that guided the results of the initial market assessment in 2002/2003 remain true in 2009. The smart, schooled, and cultured niche remains the primary marketable appeal for Westdale Village. Overall, the appeal for Westdale is an intellectual meeting place. This has cross-market appeal for students, educators, and local residents. Westdale Village will be thought provoking, interesting, smart, and beautiful. In addition, there is a need to be adaptable and flexible as the target markets change with the seasons. Retailers have to adjust from the students in the fall and spring to local residents and destination visitors in the summer. What will be required are strict standards on the overall look, feel, and business operations so that Westdale can be the intellectual meeting place with an emphasis on entertainment (movies, cafés, restaurants) but not rowdy or out-of-control. A review of the recommendations from the Action Plan in 2002/2003 and the status of those recommendations is provided below. Organization As stated, presently, there is a renewed sense of cooperation and coordination for the BIA. Currently, some of the committees have not been meeting on a regular basis. This needs to be changed. The committees need to meet and decide on strategy and tactics to be carried out. They should present brief updates to the overall board. This ensures a smoother board meeting process. Committees should include an executive committee, beautification, and events/marketing. In addition, the BIA needs to re-affirm its commitment to consistent communication with members through a variety of means including newsletters, email blasts, and visitation. Finally, partnerships with other organizations and in particular with McMaster (e.g., Student Off Campus Society - SOCS) are very important and need to be strengthened. These partnerships are important in terms of advancing the brand image and marketing the businesses and services of Westdale Village to key target markets. 31 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Increase the budget by $10,000. This will make business owners sit up and take notice. Use the money on staffing and beautification. 2009/2010 The budget was increased from approximately $35,000 to $120,000. Money is spent on a parttime executive director, special events, and marketing. Hire a part-time staff person. This has been accomplished. The BIA should consistently sit and participate on committees that affect them. This has been accomplished with respect to the City’s committees. They are also making changes to participate more with the University and the local residents’ association. Westdale Village BIA actively participates with HABIA and other BIAs in the region on issues of mutual interest such as parking rates, special events, and Innovation Park. The BIA is consistently looking for partnership opportunities with other BIAs (e.g., sharing equipment or resource staff person) Increase the communication efforts to the BIA merchants and property owners. Newsletters are delivered on the BIA’s activities. Newsletters could be shorter and less frequent. In their place, email blasts may be a better form to consistently update members (shorter and more to the point). Minutes of meetings should also be shorter and include only actionable items. Search out partnerships with other organizations to help leverage limited resources. As stated, the BIA has begun a process of increased partnerships such as Town Gown, Pop the Bubble at McMaster University, as well as the Ainslie Wood Westdale Community Association (AWWCA) among others. Who Does What Sheet. The City completed this project. 32 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Commitment to HABIA 2009/2010 The City has continued to make a commitment to this program through the Downtown and Community Renewal Division. Increased staffing and resources have made this an effective and well-respected organization. Overall, the BIA sees value in the services the City provides through Downtown and Community Renewal and HABIA. There may be a need for a strategic review of the role and structure of HABIA, especially in light of the increased number of BIAs, their different needs and the wide range of issues they may have. There is an opportunity for greater education and understanding between various City departments, HABIA and individual BIAs. BIA representatives should report back to their membership on HABIA issues and subcommittees they may sit on to keep members informed of BIA positions and input to studies (e.g. rapid transit, truck route master plan). Continue Downtown and Community Renewal’s efforts to link BIAs with relevant City departments on various issues that arise, and increase other departments’ awareness of the BIAs and their concerns. 33 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Economic Development Given the almost non-existent vacancy rate, the BIA has done a good job of promoting the village as a place to do business. The shift from retail towards food service operations is well noted. As stated, the vision for Westdale Village is to be ‘the’ intellectual meeting place. Cafés and restaurants are a natural fit for such a theme. The concern is that there will be a gradual shift towards more alcohol related operations. Westdale Village does not want to be the ‘partyplace’ for students and young adults. This concern is recognized in the Ainslie Wood Westdale Secondary Plan, which encourages outdoor patios to locate in Westdale Village, provided that they are located in front of the King Street establishments, buffered from the surrounding residential neighbourhood. Other business types that fit into the vision include those where there is a common denominator among the target markets (e.g., students, employees, local residents, etc.). While Westdale Village has a number of these businesses, it is encouraged to retain them. Businesses that fit in well include retailers and services that make you feel and look good (e.g., spas, hair salons, barber shops, specialized medical clinics, health and wellness centres, etc.) as well as, food services, jewellery and gifts, clothing, fitness, specialty food (organic, locally sustainably, globally fair, urban grocer, health food store),and banks and financial institutions. The Brow House specializes in trimming eyebrows – a growing retail concept Luxury spa, beauty, and even quick medical procedures (e.g., Botox) are a growing industry. 34 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA While there is a Shoppers Drug Mart in Westdale Village, smaller retailers geared to specialized health niches are growing for all age segments. Higher end beauty and health products are growing and would appeal to students and local residents. Retailers such as lululemon athletica appeal to the healthy, fit target markets with quality apparel and work out wear. While Westdale Village may be too small for a single store, an independent retailer may open a yoga store, and they can stock lululemon athletica merchandise. Patios are a great way to engage the community and for Westdale Village to be that intellectual meeting place. 35 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA University and college towns are very experiential, including great places to meet and socialize. Patios encourage that interaction. If a patio space cannot be accommodated on the sidewalk, accordion doors on a restaurant give a similar atmosphere. They are a great place to see and be seen. Cafés with patios make possible spontaneous meetings and get togethers. Wagamama is an Asian inspired restaurant that has community seating. Strangers are seated together at communal tables, creating a sense of adventure and intrigue. Specialty food stores and urban grocers would appeal to health conscious students and local residents. Food stores can add excitement with classes, music and entertainment, and other events. 36 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Goals – eating and drinking establishments from 15% to 20% and retail merchandise from 23% to 30% in two to three years. Hold regular meetings with stakeholders on the status of the commercial environment. Change zoning to allow eating and drinking and assess parking requirements for Westdale Village. Recruitment brochure. Commit to a program to increasing educational opportunities for merchants and property owners. Determine the appropriateness of expanding the BIA to Paradise Road. Assess the feasibility of converting ground floor apartments from residential uses to commercial in the BIA (pushing the ground floor out so there is zero setback). 2009/2010 Have successfully increased the eating and drinking establishments to 19%, but the retail merchandise has fallen to 21%. Personal services have increased. The BIA should encourage the status quo on retail merchandise through active dialogue with property owners. This is accomplished through regular BIA meetings and newsletters. Fewer long newsletters and more email blasts are recommended. Westdale Village has successfully increased the amount of eating and drinking establishments in the BIA. In addition, while patio spaces are encouraged, they must be planned for carefully to address concerns regarding liquor licensing of patios. The City's Zoning By-law regulations for outdoor patios were clarified in 2009, and further changes to the liquor licence review process and encroachment agreement process for patios on City property are pending. The parking requirements for restaurants are also under review as part of the new comprehensive Zoning By-law. The retail developments along Westdale Village are such that this recommendation is no longer required. There is virtually no vacancy. The BIA should have a one-page information sheet to give to prospective retailers or property owners on the facts and benefits of locating in Westdale Village. This has not been accomplished. But, the BIA should provide educational sessions, especially related to developments (e.g., Innovation Park, McMaster). It should also encourage presentations by student groups, residents associations, Hamilton Health Services, etc. This is not feasible at this time. The merchants in this area do not want to join the Westdale Village BIA and the BIA is not entertaining expansion plans at this time. This has not been a required step yet for the BIA but may be a consideration in the future. 37 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Physical Improvements and Programs for Enjoyable Shopping During the workshop, it was emphasized that a significant priority for the BIA is to ensure that the commercial area is clean, well kept, and beautiful. The BIA should ensure that the Executive Director is working on strategic and tactical issues for Westdale Village, and they should consider hiring a part-time contractor for overall upkeep and beautification. Westdale Village was part of a larger study commissioned by the City of Hamilton – Ainslie Wood Westdale Walkability Report (2008). There are several recommendations that the BIA and the City should act upon. Of note, this report does not re-state these recommendations. While there are new light standards and relatively new garbage receptacles, they have not weathered well. The BIA and the City should continue to ensure that the overall look and feel of Westdale Village matches the brand and vision (blend of arts and crafts and art deco). The BIA has started to rebrand its logo and images building off of the look of the art deco from Westdale Theatre and entertainment aspects of the village. 2002/2003 Develop a committee to address physical improvements, particularly clean and safe programs. 2009/2010 This has been accomplished with significant success. The street is cleaner, the façades improved, where the BIA took advantage of the Ambassador Program. The alleyways are much improved. There were committees related to events and marketing, beautification, and an executive committee. However, many of the committees have not met on a regular basis (e.g., marketing). The walkability report noted several issues regarding street paving, unfriendly pedestrian and bike movements, the lack of art and interesting planters, and garbage on the street. The BIA will have to replace any benches or garbage receptacles. Also, the BIA is looking into developing a Dumpster Day. These should all be part of the beautification committee. 38 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Promote the façade improvement program. 2009/2010 Westdale Village BIA is one of the top users of this program, with over $103,000 in funds from the City utilized, for a combined improvement investment of $214,000 in the years from 2002 to 2008. The BIA has made suggestions on improvements, particularly with respect to faster approvals for signage requests through an open application process rather than twice-a-year. Change zoning requirements with respect to excessive parking requirements for eating and drinking operations. Many new restaurants have opened. Currently, the City is reviewing their parking policies regarding eating and drinking establishments as part of the new comprehensive Zoning By-law. Increase the amount spent on beautification. This has been accomplished. The BIA has improved logistics for street sweeping and garbage pick up, among other issues. They are working on tree trimming programs, and cigarette disposal containers. A consistent re-evaluation of the beautification budget should be encouraged. The City of Hamilton should develop a regional signage program. This has not been accomplished. The 2008 walkability report makes several recommendations regarding art, signage, traffic flow, and walkability that should be assessed. The new gateways for Westdale Village are moving forward in the process and should be installed shortly. Develop an agreement with the City, outlining areas of financial responsibility concerning capital improvements, maintenance, and repairs. There is a better sense of who is responsible for various components. There is a change in format contribution to capital formula that is pro-rated on assessment – which is more equitable. New issues do arise such as determining who is responsible for the alleyways. The BIA is working with the City to develop a program for the replacement of the sidewalk pavers. 39 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Marketing A shift in marketing to emphasize the cultural aspects of Westdale Village and the pride of being the first planned community in Canada has begun. Visual images that build off of the art deco heritage and arts and crafts movement will showcase the Westdale Theatre. 40 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA Westdale Village is similar to other districts such as: The Lake Theatre in Downtown Oak Park, Chicago is a landmark similar to the Westdale Theatre. The website for Downtown Oak Park plays up the art deco theme – notice that the directions are easy to find on the right side of the screen. Westdale Village BIA wants to do more to reinforce their location (as it is slightly isolated). Resources should be spent on producing high quality, easily updatable location maps, encouraging businesses to include Westdale Village in their business address. Also, maps should be included in all publications, and shopping bags should have Westdale Village markings on them. Harvard Square is one of the best examples of a university district shopping area. Another great example is Georgetown in Washington D.C. 41 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Increased marketing should follow physical improvements and economic development programs. 2009/2010 The physical improvements are well under way. The minimal vacancy rate signals that the BIA should begin in earnest to market the Village. The initial special events and marketing programs have been a good step forward. The program of events as “Westdale Village presents…” is a good way to consistently brand and market Westdale Village in an arts and entertainment manner. All events will include the “Fest” moniker for continued consistency. Collect information to include in directories and marketing materials. The summer intern hired in 2009 started this initiative and conducted a needs assessment. Source partnership opportunities. The BIA has started this process and is continuing to develop improved partnerships. Increased partnership with SOCS, Westdale Theatre, and Hamilton International Film Fest among others are moving forward. Start an umbrella communications program and public relations campaign. This is just beginning for the BIA and has good momentum. Select messages and materials for targeted markets. See above. Ensure the marketing messages and the physical design reflect the cultured image. This is beginning to take shape. The BIA is redesigning their website and logo with an aim to make it more consistent with the art deco heritage (Westdale Theatre). The new gateways will also reflect this thinking. Unfortunately, the light standards chosen for the BIA are more Victorian in style and not reflective of the arts and craft/art deco character of the street. This was due to costs and for efficiency. Finish redevelopment of Westdale Village BIA website for both internal and external communication. This has been done but the site is currently being re-worked for improved marketing appeal and layout. Select target materials to target markets. This has started with the new initiatives Allow other organizations to use Westdale as a This has started but more could be done. venue for special events. 42 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA 2002/2003 Market Hamilton as a shopping destination 2009/2010 Tourism Hamilton should develop programs to market the shopping attributes of the different BIAs (among other shopping areas) as a multiple event (e.g., sample itineraries on shopping and activities in Hamilton such as visiting Westdale Village, Ancastser Heritage Village, and Downtown Dundas for unique shopping and eating experiences. Other issues include developing partnerships among the businesses to ensure there is increased synergy. Looking at ways of cross promoting businesses. Standard hours of operation are key to this success. Having merchants with similar hours and open extended periods needs to be communicated. The BIA can offer a carrot for those who open Sundays and/or extended hours by using marketing funds to promote this feature. 43 Urban Marketing Collaborative Commercial Market Analysis for Westdale Village BIA APPENDICES Appendix B Demographic and Household Expenditure Maps Median Age Average Household Income University Educated Visible Minority Management Occupation Government and Quasi Government Occupations Arts, Culture, and Recreation Occupations Restaurant Expenditure Women’s and Men’s Clothing Reading Materials Children’s Clothing Sporting Goods