Waterdown BIA Commercial Market Analysis

Transcription

Commercial Market Analysis
Downtown Waterdown 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
Downtown Waterdown BIA
Table of Contents
Executive Summary .................................................................................................................................. 1 1.0 Introduction ......................................................................................................................................... 4 1.1 Background and Project Information...................................................................................... 4 2.0 Report Format ...................................................................................................................................... 6 3.0 Downtown Waterdown Trade Area Review ................................................................................. 7 3.1 Trade Area Population Characteristics ................................................................................... 9 3.2 Household Expenditure Analysis ......................................................................................... 15 4.0 Retail Commercial Audit ................................................................................................................ 18 4.1 Market Positioning .................................................................................................................. 20 4.2 Façade Improvements and Redevelopments....................................................................... 21 4.3 Pedestrian Volume .................................................................................................................. 27 5.0 Strengths, Weaknesses, Opportunities, and Threats ................................................................. 28 6.0 Vision and Action Item Review..................................................................................................... 34 APPENDICES ....................................................................................................................................... 43
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: Downtown Waterdown BIA, Westdale Village BIA, Concession Street BIA, Downtown
Dundas BIA, and Ottawa Street 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 Downtown Waterdown
BIA.
Key Evaluation Metrics
The following are key evaluation metrics used to assess the changes for Downtown Waterdown
BIA. They include both quantitative and qualitative measures.
Measure
Retail Mix
Retail Merchandise
2002/2003
2009
20%
15%
Convenience Goods
32%
30%
Food Service
10%
10%
Services
27%
31%
Vacancy
6%
4%
For young families it is appropriate that approximately one-third of the total square footage in
Downtown Waterdown is dedicated to convenience based retailing including grocery, specialty
food, and health stores. The percent of Downtown that is convenience oriented has stayed
relatively consistent. Vacancy had been relatively low and has continued to decrease. There has
been a shift from retail merchandise stores to services. While the total square footage of retail
merchandise in Downtown Waterdown is lower than expected, it still accounts for over 74,000
sq. ft.
During the project, the Walmart Superstore opened and the power centres to the west of the
Downtown were furthering their position in the community. While it was acknowledged in the
2002/2003 report that there was significant sales leakage outside of Waterdown to neighbouring
communities such as Burlington, there has been a very large increase in the total amount of
retail in a very short time frame that Downtown retailers must adjust to quickly. In addition, it
is UMC’s understanding that the new developments were not to include smaller retail formats
but they are located there now. The small retail formats are more directly competitive with the
Downtown.
1
Urban Marketing Collaborative
Commercial Market Analysis for Waterdown BIA
Measure
Value of building permits – commercial (excl. signage)
Time Period
2001–2009 YTD
$4,455,171
CPIG – façade improvement – total investment
2002–2008 YTD
$64,599
Number of participating buildings CPIG
2002–2008 YTD
4 buildings
There has been a significant investment in Downtown Waterdown. Since 2001 there has been
approximately $4.5 million invested in retail commercial businesses. However, the Downtown
Waterdown property owners have not used the CPIG Façade Improvement Program from the
City very well. Only four properties have used the program from 2002 to 2008. The City, along
with the BIA, acknowledges this issue and is developing new tactics and programs to address it.
Vision
The key findings that guided the results of the initial market assessment in 2002/2003 remain
true in 2009, but are enhanced. Waterdown is still a wonderfully small community that is
growing into a more complete community/town. Overall, Downtown Waterdown needs to
enhance its role as the centre of the local community life. In addition to retail, there needs to be
a public square for social gathering, a commitment to keep and enhance education and cultural
facilities in the downtown including the library and a community centre, along with
entertainment such as a movie theatre. Sports and recreational facilities can be enhanced
including trail systems, skating, and other recreational activities (many of which are located in
Memorial Park/Exhibition Grounds). The BIA’s role will be focused on family shopping. The
goal for the BIA is to be the number one place at satisfying local family needs. There is a
realization that local families are very busy and that Downtown Waterdown is the solution, for
it provides good quality meals, quality supplies for pets, convenient drug stores and
pharmacies, trusted home improvement products, and gifts for loved ones. In addition, it
furnishes a break from the daily routine for a night out either at a restaurant or for
entertainment (e.g., movie theatre).
The overall downtown vision is based on two ‘experiences.’ This includes an experiential
Dundas Street in the historic core that has cafés and restaurants, and home, leisure, garden, and
sporting goods stores. Alternatively, Hamilton Street will include more neighbourhood oriented
goods and services – larger mass merchants in an attractive and easy to use setting.
2
There should be a review of vacant and under-utilized sites to develop a plan for creating a
cohesive Downtown Waterdown. A more cohesive downtown would include residential and
office developments along with mixed-use buildings that are close to the street. In addition, to
keep within the Victorian theme of the downtown, the City may determine that enhanced urban
design guidelines be required to achieve the vision. In addition, the City may deem it necessary
to help protect the historic core by expanding the historic conversation district overlay across
the entire old Downtown Waterdown area. These issues may be addressed through the future
Secondary Plan for the Waterdown Community Node.
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:
> Increase the budget as per a strategic plan that will be of value to the members;
> Finish the database of members and support businesses and organizations;
> Increase partnership opportunities;
> Increase communication with members through more frequent email blasts;
> Prioritize catalyst sites for redevelopment;
> Develop a one page benefit sheet on why a business should want to locate in Downtown
Waterdown and use it as a liaison service with property owners, brokers, and prospective
new businesses;
> Give consideration to a proposal to require new businesses to consider Downtown
Waterdown first before being allowed to locate elsewhere in Waterdown;
> Continue to work on bypass and transportation alternatives;
> Continue with street beautification programs;
> Ensure new buildings fit in with historic character of the Downtown;
> Develop marketing programs that partner with local charities and family oriented events;
> Use Downtown Waterdown as a stage for others to develop their events with minimal
operating assistance from the BIA;
> Develop joint marketing programs such as a multi-business approach to a senior’s day
program discount;
> Continue to work with HABIA and the City on programs that are beneficial to the BIA.
3
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: Downtown Waterdown BIA, Concession Street BIA, Ottawa Street BIA, Westdale Village
BIA, and Downtown Dundas 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 Downtown Waterdown 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 Downtown Waterdown 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 at a workshop in
November 2009. This final report includes the background analysis and the updated 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
Downtown Waterdown 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
Downtown Waterdown BIA includes the whole central commercial areas of Waterdown
centred on Dundas Street/former Highway 5 and Hamilton Street. The BIA runs approximately
3,000 feet along Dundas Street and 3,000 feet along Hamilton Street. It also includes commercial
developments along Mill Street, Main Street, Franklin Street, Flamboro Street, Griffin Street, and
Barton Street. This makes it a large BIA.
4
Waterdown is situated north of Hamilton Harbour on the escarpment just east of Highway 6.
This fast growing community lies adjacent to the City of Burlington. In fact, it is closer to the
commercial areas of Burlington than to the built up parts of the City of Hamilton.
5
2.0
Report Format
As a first step in assisting Downtown Waterdown 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 Downtown Waterdown BIA’s trade areas; and
Review of previous study and marketing materials from the BIA.
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 Downtown Waterdown.
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 is located in Appendix A.
6
3.0
Downtown Waterdown Trade Area Review
To assess whether there has been a significant change in the Downtown Waterdown BIA trade
areas, a license plate survey was conducted in August 2009. A total of 124 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 (four to nine) 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., downtown employees as well as visitors).
Downtown Waterdown License Plate Surveys by Dissemination Areas
7
While Downtown Waterdown attracts from Flamborough, Burlington, Dundas and elsewhere
in Hamilton, the main focus of activity is Waterdown itself. Interestingly, there were a number
of visitors from Antrim Glen Adult Lifestyle Centre on 8th Concession West and the
neighbouring trailer park
Based on this analysis and conversations with retailers during the key person interviews, the
trade areas from the 2002/2003 study would remain the most relevant, with the exception of the
Immediate Trade Area (ITA). The ITA was expanded slightly on all sides to accommodate
recent population growth.
These trade areas include:
> ITA (ITA) – Town of Waterdown
> Primary Trade Area – Flamborough, Dundas, Burlington
> Secondary Trade area – portions of Oakville, as well as portions of Stoney Creek and West
Hamilton
Downtown Waterdown Trade Areas
8
In addition, a portion of sales to Downtown Waterdown businesses originates from outside of
the delineated trade areas. This represents “in-flow” from other areas such as Mississauga,
Toronto, Brantford, and Guelph.
3.1
Trade Area Population Characteristics
The following analysis compares the Downtown Waterdown trade areas to the City of
Hamilton. Additional analysis will be provided based on comparatives to the study conducted
in 2002/2003.
Maps for select socio-economic conditions in trade areas are included in Appendix B.
Primary
Trade Area
Secondary
Trade Area
17,434
252,883
617,725
542,691
Annual Growth Rate - 2004/2009
1.5%
2.1%
1.6%
0.2%
Households 2009
5,930
96,286
238,552
211,923
Annual Growth Rate - 2004/2009
2.6%
2.9%
2.4%
0.4%
2.90
2.58
2.54
2.52
One Person
14.4%
21.6%
24.2%
25.9%
Two Person
19.0%
34.2%
32.6%
31.6%
Three Person
18.6%
16.4%
16.4%
16.4%
Four to Five Person
34.8%
25.2%
24.0%
23.2%
3.3%
2.5%
2.8%
3.0%
Recent Resident – Less than Five Years
18.0%
18.0%
18.0%
12.0%
Recent Resident – Less than One Year
5.0%
6.0%
5.0%
4.0%
<20
29.3%
23.7%
23.4%
23.2%
20–29
11.0%
11.6%
13.6%
14.3%
30–39
15.7%
13.9%
13.6%
12.8%
40–49
18.0%
16.5%
15.8%
15.5%
50–59
12.0%
13.4%
13.5%
13.8%
60–64
4.4%
5.8%
5.6%
5.5%
65+
9.6%
14.9%
14.6%
14.8%
36.7
40.5
39.6
39.8
ITA
Population 2009
Persons Per Household
City of
Hamilton
Household Size
Six + Person
Mobility
Age Profile
Median Age
9
ITA
Primary
Trade Area
Secondary
Trade Area
City of
Hamilton
Children Age Profile
<6
22.9%
21.7%
21.5%
19.8%
6–14
39.9%
36.0%
35.0%
34.5%
15–17
12.8%
12.2%
12.2%
12.2%
18–24
19.5%
20.7%
20.8%
21.5%
4.9%
9.4%
10.5%
12.1%
Single
19.0%
20.0%
22.4%
24.3%
Married/Common Law
67.4%
63.9%
60.9%
57.8%
Widowed, Divorced, Separated
Education Level
13.6%
16.1%
16.7%
17.9%
Less than High School
14.9%
16.1%
20.6%
24.7%
High School
25.4%
26.5%
26.8%
27.2%
Diploma, Trade Certificate
32.6%
28.1%
28.1%
29.0%
University
27.1%
28.3%
24.5%
19.1%
Management
16.2%
14.2%
11.7%
8.8%
Business, Finance, Admin
16.8%
18.8%
17.7%
16.4%
Science Related
7.6%
6.7%
6.3%
5.3%
Health Related
5.3%
5.4%
5.6%
6.3%
11.5%
9.2%
8.7%
8.3%
2.2%
3.0%
2.7%
2.5%
Sales and Service
22.3%
23.7%
23.7%
24.4%
Trades, Transport
11.2%
11.5%
13.5%
16.7%
Primary Industry
3.2%
2.6%
2.1%
2.3%
Processing, Manufacture, Utilities
2.8%
4.0%
6.7%
7.2%
6.8%
11.3%
13.2%
15.1%
25+
Marital Status
Occupation
Education, Government, Social Service
Arts, Culture, Recreation
Transportation to Work
Take Public Transit, Bike, Walk to Work
10
ITA
Primary
Trade Area
Secondary
Trade Area
City of
Hamilton
Visible Minority
Total Visible Minority
769
23,308
80,888
77,992
% of Total Population
4.6%
9.4%
13.3%
14.6%
Top 5 Visible Minorities
S. Asian
S. Asian
S. Asian
S. Asian
Chinese
Chinese
Black
Black
Korean
Black
Chinese
Chinese
L.
L.
American
American
S.E. Asian
Arab/ S.E.
Arab/L.
Asian
American
---
Arab
Household Income
< $20,000
6.9%
9.1%
12.0%
14.5%
$20,000–$39,999
8.2%
13.9%
16.7%
19.7%
$40,000–$59,999
11.6%
15.5%
16.5%
17.7%
$60,000–$79,999
14.5%
14.8%
14.2%
14.0%
$80,000–$99,999
15.7%
10.4%
10.3%
10.1%
$100,000+
43.1%
36.3%
30.5%
24.0%
Average Household Income
$110,335
$107,793
$94,214
$79,148
Median Household Income
$91,263
$75,328
$66,670
$57,655
11.6%
18.0%
26.3%
30.2%
Rent Housing
Source: Statistics Canada, Environics
The main findings include:
> The population has continued to grow. Today, the Waterdown (ITA) population is 17,434.
The annual growth rate from 2004 to 2009 was 1.5%. The estimates by the City of Hamilton
for 2031 place the total Waterdown population at approximately 30,000. This is a doubling of
the community’s size over the next 20 years. It presents increased retail and office
development opportunities.
> The household growth rate during the same period is 2.6% indicating there is a movement to
smaller households. However, overall, household sizes are quite large in Waterdown (ITA)
compared to the other trade areas. The household size has remained constant at 2.9.
> Proportionately, there are more households that are larger (three or more persons) compared
to elsewhere, and proportionately fewer one-person households. Fifty-seven percent of
households are three persons or more.
11
> There are differences in the mobility of the Waterdown (ITA) residents. Approximately 18%
have moved to Waterdown within the last five years, in line with the total population
growth. This is roughly the same as the other trade areas but higher than the City of
Hamilton.
> The average age in Waterdown (ITA) is younger than elsewhere (approximately four years
younger), indicative of the younger families and young children in the households. There are
proportionately more children and younger families and more residents 30 to 49 years of
age. Just less than 30% of the total population is under 20 years of age.
> All age groups have gained since 2001 with the exception of 30 to 39 year olds. The most
significant increase was for 40 to 59 year olds.
> An illustration of the net change in age groups in Waterdown (ITA) is in the following chart.
12
Waterdown ITA – Change in Age Profile – 2002 to 2009
1,000
800
600
400
200
0
<20
20-29
30-39
40-49
50-59
60-64
65+
-200
-400
-600
Source: Statistics Canada, Environics
> The children that do live in Waterdown (ITA) tend to be younger (63% are under 14 years of
>
>
>
>
>
>
age) compared to elsewhere
There are proportionately fewer single residents in Waterdown (ITA) and there are
proportionately fewer common law couples
Waterdown (ITA) includes a high proportion of well educated residents
There are a high proportion of professional employed residents in Waterdown (ITA). This
includes management, sciences, education, government, social services, and religious
occupations. However, management type occupations tend to dominate.
Waterdown (ITA) residents are not as likely to take public transit, walk, or bicycle to work
compared to elsewhere
There are small pockets of visible minorities. Overall, these residents account for less than
5% of the total population.
Average household income is very high at $110,335, and median household income is also
very high at $91,263
13
The retail implications of the preceding analysis indicate:
> Waterdown is currently a sizeable community that affords numerous retail opportunities for
businesses to develop a professional business that caters to the local population. The future
population growth towards 30,000 offers opportunities to redevelop current locations for
higher density retail and office uses (in particular along Hamilton Street).
> The existing families that are ageing in place will match the continual influx of younger
families and younger children. In the future, there will be a broad range of families living in
Waterdown.
> The new families moving into Waterdown are not aware of what the community has to offer.
There are tremendous marketing opportunities to target new families.
> Household incomes are not polarized as in other communities, but are more closely aligned
in the mid-to-upper income bracket. This makes it easier for retailers to target their products
and services at a more homogenous group. However, higher mortgage debt may mean that
some families do not have extra money for luxuries such as eating out or trendy fashions.
> There are a very high proportion of residents who are employed in management and
government and quasi-government sectors. This includes education and sciences. Retailers
will do well to appeal to time stressed families who want to provide the best for their home
and families.
An additional issue is that Waterdown is identified in the Official Plan as a Community Node.
This means that the area is identified as a location for a mix of uses including increased
residential and employment density. The chart includes the City of Hamilton’s population and
employment projections for the planning units surrounding Waterdown. Growth is to continue
to occur on the fringes. It is anticipated that there will be slight population loss in the current
built up areas as families age and children move out.
Population and Employment Forecasts
Population
Node
2630
2632
2633
2671
2672
2673
2674
2675
Total
2006
916
29
332
1,918
6,410
2,299
603
2,893
15,400
2031
856
8,114
6,056
1,833
6,008
2,163
612
4,473
30,115
Jobs
Annual
Growth
-0.3%
25.3%
12.3%
-0.2%
-0.3%
-0.2%
0.1%
1.8%
2.7%
2011
153
3
332
1,213
2,045
340
75
535
4,696
2031
167
1,504
857
1,523
2,550
420
72
611
7,704
Annual
Growth
0.4%
36.5%
4.9%
1.1%
1.1%
1.1%
-0.2%
0.7%
2.5%
Source: City of Hamilton
14
Planning Units for the City of Hamilton
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.
15
The following table provides a breakdown of commodity spending categories. Annual
household expenditures for three trade areas and the City of Hamilton are shown.
Annual Household Expenditure
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
$1,571
$941
$489
$209
$1,408
$1,169
$378
$776
$464
$253
$149
$81
$81
$54
$282
$382
$1,661
$995
$443
$269
$1,346
$1,159
$428
$768
$494
$235
$153
$88
$88
$526
$291
$421
$1,365
$862
$375
$239
$1,126
$996
$354
$696
$449
$200
$137
$80
$80
$443
$246
$362
$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
$6,753
$721
$1,047
$652
$167
$728
$7,121
$702
$1,158
$716
$204
$752
$6,353
$624
$1,034
$626
$174
$776
$5,569
$542
$915
$536
$148
$786
Eating and Drinking
Food from Restaurants
Alcohol Served
$1,846
$211
$2,080
$285
$1,832
$262
$1,603
$235
Services
Personal Care Services
Furniture Repair
Movies
Attend Sporting Event
Attend Live Arts Event
Membership Services
Packaged Travel
$614
$85
$175
$64
$138
$453
$636
$648
$86
$179
$74
$148
$524
$655
$549
$82
$151
$64
$119
$418
$516
$454
$79
$121
$56
$92
$310
$376
$18,858
$11,726
$866
$18,989
$11,994
$928
$15,180
$10,554
$759
$13,545
$9,203
$619
Other
Shelter
Transportation
Charity
16
Although average household income is only 2% greater in Waterdown (ITA) compared to the
Primary Trade Area, expenditures are geared to the home and children.
In terms of the proportion of average household income that is spent on some items compared
to others, Waterdown residents (ITA) spend proportionately more, the same, and less on the
following:
Annual Household Expenditure Analysis
Proportionately More
> Children’s Clothing and
Accessories
> Sports Equipment
> Home Furniture and
Furnishings
> Household Supplies
>
Computer Equipment and
>
>
Services
Home Entertainment
Home Equipment
Proportionately Same
> Shelter
> Furniture Repair
> Transportation
> Movies
> Toys
> Packaged Travel
> Photographic Equipment and
Services
> Tobacco
Proportionately Less
> Food From Stores
> Personal Care Services
> Women’s Clothing and
Accessories
> Men’s Clothing and
Accessories
> Pet Supplies
> Charity
> Attend Live Arts Event
> Electronics
> Art, Hobby
> Alcohol Purchased from Store
> Reading
> Health Related Supplies
> Food from Restaurants
> Garden Equipment and
Supplies
> Attend Sporting Event
> Membership Services
> Eye Care and Supplies
> Material, Notions, and Sewing
> Alcohol Served
Family is very important to Waterdown residents. They spend higher proportions of
expenditures on their children and on activities geared to the home (e.g., TVs, DVDs, furniture,
home improvement tools, computers, etc.). They spend less on eating out or going out for
drinks, and on outings for arts, culture, and sporting events.
17
4.0
Retail Commercial Audit
An audit of the existing retail/commercial businesses in Downtown Waterdown BIA was
conducted in August 2009 to gain insight into the current retail situation. 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, since new businesses were constantly being added or altered.
In completing the audit, a comparison to the audit conducted in 2002 helps to reveal changes
that have been accomplished.
18
Waterdown BIA Retail Audit
Number of Businesses
Square Footage
Number
% of Total
Total
% of Total
Apparel and Accessories
9
4.3%
10,700
2.6%
Home Furnishings
10
4.8%
25,500
6.3%
Leisure
14
6.7%
18,600
4.6%
Other General Merchandise
3
1.4%
6,500
1.6%
36
17.1%
61,300
15.2%
Convenience Store
6
2.9%
5,800
1.4%
Drug Store
2
1.0%
7,000
1.7%
Grocery
2
1.0%
100000
24.7%
Specialty Food
6
2.9%
9,500
2.3%
Total
16
7.6%
122,300
30.2%
Café
18
8.6%
24,100
6.0%
Restaurant
8
3.8%
16,500
4.1%
Total
26
12.4%
40,600
10.0%
Total Personal Services
46
21.9%
50,600
12.5%
Financial Services
4
1.9%
7,700
1.9%
Professional Services
20
9.5%
22,100
5.5%
Medical Services
34
16.2%
44,100
10.9%
104
49.5%
124,500
30.8%
Automotive
8
3.8%
9300
2.3%
Entertainment/Recreation
10
4.8%
29,900
7.4%
TOTAL OCCUPIED COMMERCIAL
200
95.2%
387,900
95.9%
VACANT COMMERCIAL
10
4.8%
16,500
4.1%
TOTAL COMMERCIAL
210
100.0%
404,400
100.0%
RETAIL MERCHANDISE
TOTAL RETAIL MERCHANDISE
CONVENIENCE – FOOD AND DRUG
EATING AND DRINKING
SERVICES
TOTAL SERVICES
OTHER RETAIL
Source: UMC
19
Compared to the retail commercial audit conducted in 2002/2003 there are several salient
findings:
> The number of stores has increased from 197 to 210 and the total square footage has
increased to 404,400.
> Vacancy rates are lower. It was low in 2002/2003 at 6%. It is now 4%. This includes the recent
loss of the LCBO, which relocated to the power centre development at Clappison’s Corners.
There are rumours that other retailers may follow suit such as Shoppers Drug Mart.
> Convenience and services account for approximately the same amount of the total square
footage. Each accounts for over 30% separately.
> Services include a high proportion of medical services and personal services including
beauty related services. Total square footage devoted to services has increased since
2002/2003.
> Convenience goods are dominated by the two large grocery stores. Overall, the drug store
category appears small in comparison. Since 2002/2003, the total amount of convenience
goods stores has increased but represents a slightly smaller percentage of the total.
> Eating and drinking has maintained the same proportion of square footage. There are more
restaurants.
> Retail merchandise has fallen from 20% of the total square footage to 15%. This is a
significant drop. The apparel and leisure retail categories have fallen the most, indicating the
impact of the new power centres’ large format general merchandisers on the downtown.
Competitively, the situation in Waterdown has changed dramatically. The addition of a Super
Walmart, Zellers, Canadian Tire, RONA, and other supporting retailers has been a benefit as it
keeps local residents in Waterdown for shopping rather than going to Burlington. However, it is
also a significant amount of square footage that effectively doubles the total square footage in
all of Waterdown. The fast pace of the build will take several years for the retailers to adapt to.
4.1
Market Positioning
During the initial market positioning conducted in 2002 the overall image was traditional type
retailers combined with a full range of mid-income/price appeal. This positioning has remained
consistent with a slight shift away from lower end offerings.
20
4.2
Façade Improvements and Redevelopments
The property owners in Downtown Waterdown could improve their use of the City of
Hamilton’s Commercial Property Improvement Grant (CPIG) program to improve the façades.
Since 2002, four buildings have taken part in the matching grant program. From 2002 to 2008,
the actual grants have totaled $29,643.35 and the total direct investment is $64,599.39. However,
there has been investment in the retail commercial buildings. A review of the building permits
issued for retail commercial businesses indicate that the retailers and property owners have
invested in their buildings. This includes a significant investment by Sobey’s in 2007. Note that
sign building permits are not included in the total figure.
Building Permits
Downtown
Waterdown BIA
2001
$201,000
2002
$637,809
2003
$609,400
2004
$170,803
2005
$15,000
2006
$228,089
2007
$2,429,500
2008
$159,400
YTD 2009
Total
$4,170
$4,455,171
A select number of examples of before and after images of buildings along Downtown
Waterdown BIA show the changes that have occurred from 2002/2003 to 2009.
2002/2003
2009 – A new façade
21
2002/2003
2009 – New restaurant added to the front pad
2002/2003
2009 – Keeping the façade fresh
2002/2003
2009 – Changes to the retail mix
22
2002/2003
2009 – Small improvements create an impact
2002/2003
2009 – A better colour palette
2002/2003
2009 – A consumer friendly renovation
23
2002/2003
2009 – Small improvements create an impact
2002/2003
2009 – Removal of unsightly large mobile signs
2002/2003
2009 – Vacant storefronts are now full
24
2002/2003
2009 – Update whole look
2002/2003
2009 – Change retailers and new look
2002/2003
2009 – Dramatic redevelopment
25
2002/2003
2009 – Decreasing vacancies
2002/2003
2009 – Fresh look and new retail uses
26
4.3
Pedestrian Volume
Vehicular and pedestrian volumes for two intersections in Downtown Waterdown have been
completed by the City of Hamilton. Seven-hour counts for the following intersections reveal
that Dundas Street and Hamilton Street are trending upwards in terms of volume.
Intersection
Dundas and Hamilton
Dundas and Hamilton
Dundas and Hamilton
Parkside and Hamilton
Parkside and Hamilton
Date
Thur. Dec. 8 2005
Wed. May 28 2008
Fri. Jan 30 2009
Mon. Feb 9 2004
Tues. Oct. 16 2007
7 Hour Vehicular
Volume
13,112
14,786
14,700
16,191
8,944
7 Hour
Pedestrian
Volume
209
366
249
106
78
27
5.0
Strengths, Weaknesses, Opportunities, and Threats
The following were the initial strengths, weaknesses, opportunities, and threats for Downtown
Waterdown BIA. The corresponding comments are relevant for the current study in 2009/2010.
Strengths
2002/2003
2009/2010
Downtown Waterdown is centrally
located in a fast growing, higher income
town.
This is true as the population is set to double to
30,000 by 2031. The area will be a well functioning
town in its own right that requires the full set of
retail and supporting amenities of similar sized
towns elsewhere in Southern Ontario. Downtown
will require a town square, retention of the library,
upper level employment space for professionals and
small service firms. The goal should be to create a
full town and not just a bedroom community.
It is the largest centre in Flamborough
and attracts a significantly high
percentage of Primary Trade Area
residents for convenience goods and
services. However, the market
penetration can be improved.
This is true. The two new power centres at
Clappison’s Corners attracts customers from
Flamborough to shop in Waterdown. They also
keep local Waterdown residents shopping locally.
However, it is a significant amount of competition
and there is a significant amount of retail space in
Waterdown for the small community’s present size.
Downtown Waterdown is well served
with food and convenience-related goods
and services. Other services include
banks, beauty salons, other financial
institutions, medical offices, and
professional services.
This is still true. However, the downtown will lose
the LCBO to the power centre. New banks and
smaller retailers have opened at the power centres
and are affecting the ability of the downtown
retailers (especially along Hamilton Street) to
compete. Minor variances have allowed smaller
retail units to locate at the power centres, which
goes against the original planning. The smaller
retail units hurt the downtown. The City may wish
to consider a downtown first principle for several
retailer types such as banks, drug stores, and food
retailers as well as entertainment places such as a
movie theatre.
28
Strengths continued
2002/2003
2009/2010
There are many historic properties in
Downtown Waterdown, which gives the
area a quaint look and feel.
This remains true. Some properties have been
improved such as the American Hotel and Taylor’s
Plumbing. There is a small Heritage Conservation
District overlay on some properties – particularly on
Mill Street. The old downtown core may consider
expanding the overlay to the whole historic core
(e.g., Downtown Cobourg, Downtown Richmond
Hill, Downtown Collingwood)
There are very high vehicular traffic
volumes along Dundas Street and
Hamilton Street making the area very
visible.
This remains true. The bypass road may alleviate
some of this congestion.
The escarpment provides great views of
the area and attracts numerous hikers
and tourists to the area. Nearby are some
of the parks associated with the Royal
Botanical Gardens.
This remains true.
The plazas on Hamilton Street are very
visible with large parking lots.
This remains true but now there is further
competition from the two power centres at
Clappison’s Corners. The parcels that front onto
Dundas Street (on the north side of the street west
of the gas station) appear underutilized. These
could be developed into mixed-use buildings built
closer to the lot line.
National retailers are locating to
Downtown Waterdown, but mostly in the
plazas.
Waterdown is very competitive for national
retailers as the power centres grow. Some retailers
may relocate.
The neighbourhood is very safe and
provides convenient access to the Toronto
region and to the Guelph and Kitchener
region.
This remains true.
29
Strengths continued
2002/2003
2009/2010
Waterdown’s proximity to Highways 407, 403,
and QEW add to its attractive appeal for
homeowners.
This remains true. Waterdown is an ideal
location for residents to live providing easy
access to a number of employment markets to
the northwest, east, and south.
Having retail in close proximity to the historic
downtown area helps to create a more
cohesive shopping experience.
This still needs to be improved as the two
areas feel like separate entities despite their
proximity. Improved streetscaping of
Hamilton Street and mixed-use developments
will create an enhanced downtown
environment.
Weaknesses
2002/2003
Many members feel the BIA and the City
are ineffective and mistrust them.
2009/2010
There is still mistrust among members of the BIA
towards both the BIA and the City. The BIA needs
to work on communication programs with its
members. In addition, the BIA wants to work more
effectively with the City departments.
There is lack of cooperation and
communication among the businesses to
make Downtown Waterdown better.
There is improved communication but the BIA
recognizes they need to do more with members and
increase cooperation.
The expectations are too high from a
number of the members. This concerns
what the BIA can accomplish, especially
given its small budget.
This remains true. There is a sense that the members
are not receiving good value for their money.
The Victorian Festival has not received
favourable reviews in the last few years.
The festival has stopped. The Garage Sale Festival is
moderately successful but there continues to be
complaints.
Very difficult to coordinate activities to
benefit the whole of Downtown
Waterdown, given the small budget.
This remains true. The BIA plans to increase their
budget incrementally. An alternative is to increase
the budget significantly in one step.
30
Weaknesses continued
2002/2003
2009/2010
Visitors to Downtown Waterdown do not
walk around. They prefer to drive and
look for convenience first and foremost.
This remains true. More outdoor patio spaces in the
old downtown will help to create a more intimate
walking street.
There is a noticeable lack of retail
oriented mass merchants and eating and
drinking businesses.
Eating and drinking has increased but retail
merchandise has fallen since 2002/2003. There has
been a significant increase in the square footage of
mass merchants in the power centres. This is a
significant amount of square footage to add to the
community in a short time and will be difficult for
the downtown merchants to adjust to. However,
these mass merchants are there to keep local
residents from shopping outside of Waterdown for
local convenience goods and services.
Downtown Waterdown is split in two:
old residents/businesses and newer
residents/ businesses.
This seems less of a factor. There is an increased
sense of cooperation between Hamilton Street
businesses and the old downtown.
Burlington is very strong from a
commercial point of view making it
difficult to compete with the large number
of retailers and convenience offered.
This remains true. New power centre developments
and the redevelopment of Mapleview Mall will
draw shoppers for the convenience of mid-to-higher
end fashion retailers in one enclosed space.
Rents are high, making it difficult for
smaller stores to start new businesses.
Therefore, they will only be able to attract
regional and national chains.
This is not necessarily true.
Unsympathetic design of new
commercial developments that do not
match the historic quality of Dundas
Street businesses.
This remains a sticking point with those who would
prefer better urban design standards. The proposed
building at Main Street and Dundas Street is
welcomed. The BIA wants to work with City
departments on reviewing building applications to
ensure they are sympathetic to their goals and
objectives.
31
Weaknesses continued
2002/2003
2009/2010
Some signs along Dundas Street are large
and unattractive and do not keep with
the Official Plan for the area. The Official
Plan states that large billboard-type signs
should be discouraged from use along
Dundas Street.
This has been corrected and removed. Overall, the
street is more pleasant from a pedestrian viewpoint.
Opportunities
2002/2003
2009/2010
An extremely fast growing population
that requires an increased level of goods
and services to meet their expanding
family’s needs. This includes children’s
merchandise and home starter goods
(e.g., children’s clothing, paint,
barbeques, snow shovels, etc.)
This is true and will remain so until build-out of
over 30,000 residents. The two new power centres
present stiff competition during the years until full
build-out of the residential. There should be
opportunities to redevelop several parcels in
downtown along Hamilton Street to higher mixeduse use.
Parcels of land in Downtown Waterdown
that have not been developed.
There are several redevelopment sites throughout
the downtown for increased density including
residential, office, or mixed-use. A thorough
planning process to assess the different
opportunities may be required.
Downtown Waterdown has been identified as a
Community Node in the new Official Plan and has
been identified as a high priority area for a new
Secondary Plan.
32
Opportunities continued
2002/2003
2009/2010
Shopping is a behavioural activity. The
continued lack of mass merchants in
Downtown Waterdown means that the
local residents are forced to shop
elsewhere (e.g., Burlington) for
comparison-shopping needs. The more
that new residents are accustomed to
shopping in Burlington rather than
Waterdown, the harder it will be to win
them back.
The power centre retail means that sales leakage to
outside of Waterdown will decrease.
33
6.0
Vision and Action Item Review
In November 2009, a BIA workshop was held. Input included two exercises – a map exercise
whereby participants were asked to use coloured notes to articulate where they thought retail
should go (green), improvements to streetscaping (pink), and other issues (blue). In addition,
participants were asked to select visual images that best portrayed their vision for Downtown
Waterdown BIA.
34
Recommendations include:
> Improved streetscaping especially at the major intersection of Dundas Street and Hamilton
Street.
> Desire for more community/town amenities such as a medical clinic, entertainment such as a
movie theatre, a community centre, employment opportunities, residential options including
senior living, and pedestrian amenities.
> Retailers that appeal to local families, more food service options, small boutique shops,
men’s clothing
The key findings that guided the results of the initial market assessment in 2002/2003 remain
true in 2009/2010, but are enhanced. Waterdown is still a wonderfully small community that is
growing into a more complete community/town.
Overall, Downtown Waterdown needs to enhance its role as the centre of the local community
life. In addition to retail there needs to be a public square for social gathering, a commitment to
keep and enhance education and cultural facilities in the downtown including the library, a
community centre, and entertainment such as a movie theatre. Sports and recreational facilities
can be enhanced including trail systems, skating, and other recreational activities (many of
which are located in Memorial Park/Exhibition Grounds).
The BIA’s role will be focused on family shopping. The goal for the BIA is to be the number one
place at satisfying local family needs. There is a realization that local families are very busy and
that Downtown Waterdown is the solution, for it provides good quality meals, quality supplies
35
for pets, convenient drug stores and pharmacies, trusted home improvement products, and gifts
for loved ones. In addition, it furnishes a break from the daily routine for a night out at either a
restaurant or for entertainment (e.g., movie theatre).
The overall downtown vision is based on two ‘experiences’. This includes an experiential
Dundas Street in the historic core that has cafés and restaurants, and home, leisure, garden, and
sporting goods stores. Alternatively, Hamilton Street will include more neighbourhood oriented
goods and services – larger mass merchants in an attractive and easy to use setting.
There should be a review of vacant and under-utilized sites to develop a plan for creating a
cohesive Downtown Waterdown. A more cohesive downtown would include residential and
office developments along with mixed-use buildings that are close to the street. In addition, to
keep within the Victorian theme of the downtown, the City may determine that enhanced urban
design guidelines may be required to achieve the vision. Also, the City may deem it necessary
to help protect the historic core by expanding the Heritage Conservation District overlay across
the entire old Downtown Waterdown area. These issues may be addressed through the future
Secondary Plan for the Waterdown Community Node.
A review of the recommendations from the Action Plan in 2002/2003 and the current status of
those recommendations is provided below.
Organization
The BIA has struggled to develop its role and niche within the Waterdown business
community. The small budget and the large area has meant that resources have been spread too
thin to be effective in any one area. The BIA needs to develop a long-term plan for being a
strong representative organization for the downtown business’ interests. It will require a larger
budget to move this vision forward.
In addition, there has to be a stronger connection between decisions made at City Hall and
Waterdown. Increased communication and involvement with various departments is missing.
The BIA wants to foster better relations by working with Tourism Hamilton, the parking
authority, the cultural department, the CPIG program, among others.
36
2002/2003
2009/2010
Increase the budget by $10,000.
The BIA is committed to increasing the budget to
accomplish their goals. They plan on gradually
increasing the budget each year. Alternatively, they
could increase the budget to over $100,000 over one
year. This will make sure that property owners and
merchants who pay the levy will sit up and take
notice.
Update database of merchants and
increase internal communications.
This is still a work in progress but the BIA is
committed to making this happen. Timely
communication with members is a priority. While
some merchants may not have email, the BIA may
have a policy of email only communication as
related to newsletters rather than distribute hard
copies in person. Otherwise, members are welcome
to pick up notices from a set location (or eventual
BIA office) on an as needed basis. Email blasts are a
better form of consistent communication rather than
long newsletters that often come out too late to be of
any value.
Continually search out partnership
opportunities that benefit the merchants
and property owners.
This is happening but more coordination with local
organizations can be improved such as with the
Rotary Club, the Chamber of Commerce, Kiwanis,
etc.
“Who Does What” Sheet.
The City completed this project.
37
2002/2003
2009/2010
Commitment to HABIA
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 wellrespected 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 sub-committees
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.
38
Economic Development
The BIA should work up towards having a stronger say in the economic development of
Waterdown and Downtown Waterdown. They need to have a stronger voice at the City of
Hamilton regarding development applications, and want to be consulted on a number of issues.
Too often they feel left out of the process. They would like increased access to development
proposals and minor variance applications. There is a need for a comprehensive plan for
Downtown Waterdown with respect to urban design guidelines and potential opportunities for
infill projects that will include residential, office, mixed-use, library, public squares and parks,
and other community service facilities.
The goals are for a coordinated downtown that has flow and synergy. Specific parcels such as
the north side of Dundas Street west of the gas station, the major intersection of Dundas Street
and Hamilton Street, Hamilton Street in general, the Mary Hopkins School, and other infill
areas should be considered for improved redevelopment.
Downtown Waterdown is identified as a Community Node in the New Official Plan. This node
has also been identified as a high priority for a Secondary Plan that will provide more specific
policies and guidelines tailored to the area.
2002/2003
2009/2010
Hold regular meetings with stakeholders
on the status of the commercial
environment.
This is accomplished through regular BIA meetings
and newsletters. Although, communication with
members has to be reviewed on a continual basis.
Work with owners or select catalyst
properties to ensure compatible
development.
This has been beyond the resources of the BIA but
should be on their strategic plan. The BIA wants to
be involved in developing a coordinated downtown
with a full set of amenities that other similar sized
downtowns would have (e.g., larger library, public
square, office, residential, mixed-use, education
facilities, entertainment). The BIA should participate
in the future Secondary Plan process.
Use existing database as a starting point
to profile each business.
This has been started.
Develop a recruitment package.
This has not been accomplished. The BIA may
develop a one-page factsheet on starting a business
in Downtown Waterdown, using facts and maps
from this report.
39
Consideration may also be given to the idea of encouraging certain retail types to locate in
Downtown Waterdown BIA. This has been used in some municipalities such as Collingwood.
Rather than restrict ground level space to only retail (to the exclusion of professional services),
the municipality requires that some retail types (e.g., government agencies such as libraries
small professional offices, small specialty retail, stores serving the day-to-day needs of
residents, liquor stores, full-service banking and financial institutions, etc.) must consider a
location in the downtown before being allowed to consider other locations such as power
centres, malls, or stand alone retail locations. They must provide a rationale for not locating in
the business district.
40
Physical Improvements and Programs for Enjoyable Shopping
There is very little pedestrian movement in Downtown Waterdown. More pedestrian traffic
should be a goal for the BIA. Increased pedestrian activity should be encouraged through the
use of different parking strategies. For example, that people be prompted to park once and shop
as much as they want. Another strategy is to encourage merchandising and patios around the
fronts of buildings.
2002/2003
2009/2010
Resolve traffic issues to reduce traffic along
Dundas Street.
Work is in progress to alleviate traffic and
build a bypass route.
Embark on a street beautification program.
This has been accomplished and is a work in
progress. This is primarily for Dundas Street
and not for Hamilton Street.
Develop a Downtown Waterdown signage
program including gateways, parking, and
merchant directories.
This has been partially accomplished. There
are colours, banners, gateways, etc. in place.
Ensure the banners are bright and colourful.
This has been accomplished.
Introduce parking fines for vehicles parked for
more than three hours.
Parking is an issue. Parking meters will be
installed at some point in the future.
Reinforce strict code enforcement for large
signs along Dundas Street.
The large signs have been removed.
Extend streetscaping into side streets on a
gradual basis.
This has been partially accomplished.
Ensure new buildings and façade
improvements are consistent with the design
intentions of the BIA.
This is a work in progress but new building
designs are more sympathetic to the historic
character of Downtown Waterdown.
Develop an agreement with the City outlining
areas of financial responsibility concerning
capital improvements, maintenance, and
repairs.
Programs related to financial responsibility
have been developed and communicated.
The BIA needs to work with the City of Hamilton to ascertain the best and most effective results
for retail businesses affecting by proposed bypass roads and truck routes (e.g., new Waterdown
Road interchange at Highway 403). In addition, an understanding if there is any proposed
commercial developments at the Waterdown Road and Highway 403 interchange.
41
Marketing
Marketing should focus on local residents first and foremost and then regional residents
including Flamborough, north Burlington residents, and Aldershot residents.
The BIA wants to encourage as many events as possible in the downtown but they do not
necessarily want to run them. The BIA can work with the different organizations on such things
as charity runs, events, and food drives (all family focused events). They can offer assistance by
providing City contacts, discussing what permissions and requirements are necessary, and
communicating with the merchants that events are happening.
Events can include seniors days whereby merchants can offer 10% off on goods and services
once a month in coordination with Shoppers Drug Mart or other pharmacy.
The local marketing program for shopping local and showcasing the personalities of the local
merchants, is an excellent way of showing the family nature of the downtown and the business
owners unique personalities. The larger format stores cannot replicate this.
A glossy postcard mailout to the local residents three times a year (March, June, and September)
reminding them to shop for their families in Downtown Waterdown should be undertaken.
2002/2003
2009/2010
Start collecting information to include in
directories and promotional materials.
This has been partially accomplished.
There are source partnership opportunities for
marketing.
This has been partially accomplished but more
work needs to be done.
Start a public relations campaign.
This has not been accomplished.
Ensure the marketing materials are consistent
with different target markets.
This has been partially accomplished with
local marketing ads but needs to be improved.
There is a need to segment the market into
families, seniors, young adults, etc to develop
marketing messages that will appeal to them.
Allow Downtown Waterdown to become a
stage for special events.
This is partially accomplished. There are a
number of events in Downtown that are not
run by the BIA that are focused on charities
such as breast cancer, juvenile diabetes, etc.
42
2002/2003
2009/2010
Market Hamilton as a shopping destination
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 African Lion Safari and visiting
Downtown Waterdown BIA for tea and then
shop in Downtown Dundas BIA.
43
APPENDICES
Appendix B
Demographic and Household Expenditure Maps
Median Age
Average Household Income
Visible Minorities
University Educated
Management Occupations
Government and Quasi Government Occupations
Arts, Culture, and Recreation Occupations
Women’s and Men’s Clothing Expenditure – Household
Children’s Clothing Expenditure – Household
Reading Material Expenditures – Household
Sporting Goods Expenditure – Household
Restaurant Expenditure – Household

Waterdown BIA Commercial Market Analysis

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