Commercial Market Analysis Westdale Village BIA

Transcription

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: umc@jcwg.com
350 WEST HUBBARD STREET, SUITE 240, CHICAGO, ILLINOIS 60610. TEL: (312) 673-1254
Commercial Market Analysis
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: umc@jcwg.com
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
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
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
5
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
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
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
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
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
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
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
> 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
> 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
13
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
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
15
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
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
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
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
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
$107,000
$0
$93,487
$140,000
$98,500
$231,825
$233,000
$47,878
$50,000
$1,001,690
20
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
2002/2003
2009 – A major vacancy filled
2002/2003
2009 – Modern, contemporary face lift
2002/2003
2009 – Relocated store, contemporary appeal
22
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
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
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
24
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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

Commercial Market Analysis Westdale Village BIA

Transcription

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