r THE HERITAGE CANADA FOUNDATION

F r RESOURCE TEAM REPORT r OTTAWA STREET BIA r r F F -

LA FONDATION CANADIENNE POUR LA PROTECTION DU PATRIMOINE RESOURCE TEAM REPORT

OTTAWA STREET BIA

FINAL REPORT

AUGUST, 1988 TABLE OF CONTENTS

Section Pagt 1.0 SUMMARY OF KEY ISSUES 1 1.1 Organization 1 1.2 Marketing 1 1.3 Design 2 1.4 Commercial and Economic Development 3 2.0 INTRODUCTION 4

2.1 Background 4 2.2 Main Street Canada Approach 4 2.3 The Resource Team Visit 4 2.4 Scope and Methodology 5 2.5 The Resource Team 5 2.6 The Report 5 (a) The Issues 6 (b) Suggested Actions 6 3.0 COMMUNITY GOALS 7

3.1 Goals of Ottawa Street's Revitalization Program 7 3.2 Objectives of the Ottawa Street BIA 7 3.3 The Main Street Programme on Ottawa Street 7 3.4 Participants in the Change Process 9 3.4.1 BIA 9 3.4.2 City of Hamilton and Hamilton Wentworth Region Staff 9 3.4.3 City Council 9 3.4.4 Social/Cultural/Educational Institutions 9 3.4.5 Media 9 4.0 ISSUES AND PRIORITIES 10 4.1 Organization 10

4.1.1 Background 10 4.1.2 Organization Issues and Priorities 10 4.1.2.1 High Priority Issues 10 4.1.2.2 Medium Priority Issues 13 4.1.2.3 Low Priority Issues 15

4.2 Marketing 15

4.2.1 Background 15

Ottawa Street Resource Team Report page i THE HERITAGE CANADA FOUNDATION 4.2.2 Marketing Issues and Priorities 17

4.2.2.1 High Priority Issues 17 4.2.2.2 Medium Priority Issues 20 4.2.2.3 Low Priority Issues 21

4.3 Design 22 4.3.1 Background 22 4.3.2 Design Issues and Priorities 22 4.3.2.1 High Priority Issues 22 4.3.2.2 Medium Priority Issues 26 4.3.2.3 Low Priority Issues 27

4.4 Commercial and Economic Development 28 4.4.1 Background 28 4.4.2 Business Development Issues and Priorities 28 4.4.2.1 High Priority Issues 28 4.4.2.2 Medium Priority Issues 30 4.4.2.3 Low Priority Issues 31 5.0 ACTION PLAN 32

Ottawa Street Resource Team Report page ii THE HERITAGE CANADA FOUNDATION LIST OF FIGURES

Title Page

MAP OF THE OTTAWA STREET BIA AREA 8 STREETSCAPE ANNOUNCEMENTS 24 LIST OF PEOPLE INTERVIEWED Appendix 1 OTTAWA STREET DEMOGRAPHIC PROFILE Appendix 2

Ottawa Street Resource Team Report page ill 1.0 SUMMARY OF KEY ISSUES

The following list contains a brief summary of the key issues which were raised by the Resource Team. Those which were considered to be high priority are highlighted in the listing. These issues represent a list of short and medium term (one to three years) priorities for the management of the Business Improvement Area. In some areas where the BIA may have limited ability to act, it should lobby for the appropriate changes to be made. The BIA should have made significant progress on these issues within the next two years.

The detailed report discusses these issues more extensively as well as other issues raised during interviews with individuals and representatives of the Ottawa Street BIA. Recommendations on ways to deal with the key issues are included in a separate section.

1.1 Organization

1. Communications

2. Jockey Club Membership

3. Committee Mandates

4. 10 Year Vision

5. Organization of Streetscape Work

6. Parking Authority

7. Depth of Management

8. Committee Meetings

9. Contact with City Hall and Other Political Bodies

10. BIA Input on Municipally Financed Projects

11. Grant Program Staff

12. Pettiness and Bickering

13. Lack of Professionalism of Temporary Staff

1.2 Marketing

1. Lack of an information base

2. Lack of comprehensive marketing plan

Ottawa Street Resource Team Report THE HERITAGE CANADA FOUNDATION

3. Image

4. Participation in a Co-ordinated Advertising and Promotion Program

5. Complete Street Promotions

6. Clean and upgraded windows

7. _ Irregular store hours

8. Product/Store Emphasis

9. Timing and Productivity of Sales

10. Threatening Nature of Taverns

11. Competition from Other Neighbourhoods

12. Tourism

13. Competition from Centre Mall and From Other Specialty Areas

14. Local Characters

15. By-Law on Sidewalk Merchandising

1.3 Design

1. Streetscaping

2. Pedestrian and Automobile Traffic

3. Facades and Buildings

4. Parking Management

5. Signage of Businesses

6. Garbage

7. Beautification

8. Architecture and Rear of Buildings

9. Parking Facilities

10. Traffic

11. Public Signage

12. Cleanliness

Ottawa Street Resource Team Report page 2 THE HERITAGE CANADA FOUNDATION 13. Lighting 14. General Appearance

1.4 Commercial and Economic Development 1. Businesses Downscaling or for Sale 2. Leasing Activity 3. Types of Business Opportunities 4. Vacancies and Underutilized Stores 5. Low Sales in the Textile Industry 6. Regional Economic Development Department 7. Tourism Development 8. Zoning 9. Size of Stores 10. Industrial Tours

Ottawa Street Resource Team Report page 3 2 . 0 INTRODUCTION

2.1 Background

The Main Street Canada Resource Team visited Ottawa Street in Hamilton, Ontario March 21 - 23, 1988. Through meetings and interviews with a varied cross-section of individuals and groups, a public meeting, and on-site investigations, the Resource Team developed an understanding of some of the major issues affecting Ottawa Street. The findings of the Resource Team are presented here to assist the Ottawa Street Business Improvement Area, government and other individuals and groups in the development of Ottawa Street.

2.2 Main Street Canada Approach The Main Street Canada Programme is designed to help communities revitalize their traditional commercial areas. In August, 1985, fifteen communities were selected from a large group of competing towns and cities to join the Programme. New communities have been added each year since that time. The Main Street Programme seeks to help a town or business district improve its business practices and its built environment through training programmes, advisory services and periodic workshops as well as the Resource Team visits. It is recognized that the commercial area must not only look good but it must also function economically and socially. Because of this belief, Main Street looks at four areas for improvement: organization marketing design - commercial and economic development The Main Street approach recognizes that each area has its own unique characteristics and that global solutions are inadequate to address individual concerns. As a result, the four parts of the programme are weighted differently in each project. The components, however, act in unison, without over-emphasis in one area at the expense of the others.

2.3 The Resource Team Visit

Near the beginning of a Main Street Programme, it is important to create a list of issues and priorities for the changes the BIA hopes to encourage. To help develop this list a Resource Team The Team assembles in the project community for three days. During that period there is a round of consultations with the municipality, the merchants, the media and with various citizens groups. Through interviews, meetings, and observation, the

Ottawa Street Resource Team Report page 4 Resource Team helps the community develop a list of priorities for the business and physical revitalization of the downtown.

2.4 Scope and Methodology The process for the Ottawa Street Resource Team visit concentrated on public interaction through interviews. The individuals interviewed were identified by the Resource Team as being representative of key businesses as well as government and cultural groups in the community. A list of the people interviewed is included in Appendix 1. Existing studies were reviewed and a questionnaire assessing community needs was circulated before the Resource Team visit. Site inspections were also carried out.

2.5 The Resource Team The Ottawa Street Resource Team consisted of the following: 1. Gerry Carrey, Executive Secretary of the Ottawa Street Business Improvement Area. 2. Diane Morris, Manager of the Ottawa Street Business Improvement Area. 3. Jacqueline McNeilly, Co-ordinator of Community Renewal for the City of Hamilton's Community Development Department. 4. Larry Petovello, Community Planner for the Ministry of Municipal Affairs' Community Planning Programs Division. 5. Stephen Lauer, Regional Co-ordinator, Ontario Region, Heritage Canada's Main Street Programme. 6. Hans Honegger, Mainstreet Design Consultant. 7. Maureen Atkinson, Senior Consultant with Urban Marketing Collaborative Inc.

2.6 The Report The principal purpose of this report is to represent the priorities of the community to its Business Improvement Area. The resource team report is not meant to be a detailed action plan. It is meant to give direction to the Mainstreet project over the next three years and to help the members of the BIA to assess their progress at the end of that time.

Ottawa Street Resource Team Report page 5 THE HERITAGE CANADA FOUNDATION 1 (a) The Issues Within each chapter of this report, the key issues will be described as identified and prioritized by the Resource Team at the end of the three day visit. Those described are all rated "high priority" by the Resource Team and are separated into four categories: Organization, Marketing, Design and Commercial and Economic Development. Priority ratings were developed by the Resource Team at the end of the three day visit based on the importance of the issue to the citizens of Ottawa Street and on the_ team's assessment as experts in the field.

(b) Suggested Action Suggested actions were developed for issues which were rated "high priority". Because of their priority, suggestions focus on actions which can be taken in the short and medium term. These suggestions are based on the experiences of team members in other communities. They outline some alternatives for the BIA but must then be transformed into a solid action plan for Ottawa Street, by the BIA members. The majority of issues and recommendations described in this report relate to the organizational, physical and marketing aspects of revitalizing Ottawa Street.

Ottawa Street Resource Team Report page 6 3 . 0 COMMUNITY GOALS

3.1 Goals of Ottawa Street's Revitalization Programme Ottawa Street is one of Hamilton's traditional shopping streets. (See map) The street has been a thriving neighbourhood shopping area for over 60 years. Ottawa Street experienced a decline in the past 20 years for a number of reasons. The most obvious was the development of the Centre Mall which replaced many of the kinds of stores which had traditionally located on Ottawa Street. In addition, many of the furniture dealers moved from Ottawa Street to warehouse locations in the Hamilton area. The objective of the programme on Ottawa Street is to improve the attractiveness and viability of Ottawa Street as a key shopping street.

3.2 Objectives of the Ottawa Street Business Improvement Area The formation of the Ottawa Street B.I.A. in December, 1985 has given members the opportunity to: improve communications between merchants respond better to the changing neighbourhood clean up the appearance of the street attract more customers to shop in the area access government assistance programmes which will help accomplish the other objectives

3.3 The Main Street Programme on Ottawa Street The Main Street Programme was initiated on Ottawa Street in August, 1987. It is a pilot project for Heritage Canada which has taken the approach used in smaller communities and applied it to a neighbourhood shopping area in a larger city. One of the fundamental differences between Ottawa Street and a downtown project is that it is one of a number of neighbourhood areas in Hamilton. As such, it does not always receive the high priority that a downtown would from both the City Staff and Politicians. Ottawa Street BIA enjoys somewhat greater influence politically because it has 4 alderpersons representing the area. The programme is funded and administered through the B.I.A. which has a total budget of approximately $90,000. The duties of the Main Street coordinator are performed by the B.I.A. manager, Diane Morris.

Ottawa Street Resource Team Report page 7 THE HERITAGE CANADA FOUNDATION

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Ottawa Street North Business Improvement Ottawa Street Resource Team Report page 8 3.4 Participants in the Change Process The success of the revitalization process requires the involvement of a wide variety of individuals and groups to help make the process successful. These participants include:

3.4.1 B.I.A. The B.I.A. is the leader in the process and has been able to gather support from other groups. The majority of the active members of the B.I.A. are merchants on Ottawa Street.

3.4.2 City of Hamilton and Hamilton Wentworth Region Staff The staff who are most involved in the process are the Community Development Department, however many other departments influence the changes including: Planning and Development Department Economic Development Department Traffic Visitor and Convention Bureau Engineering Department and many others

3.4.3 City Council Ottawa Street has disproportionate representation on city council with four alderpersons working for the area. These elected officials as well as the mayor give the area a strong voice and good support at City Council.

3.4.4 Social/Cultural/Educational Institutions Ottawa Street benefits from the location of these institutions within the area. Specifically the YMCA, the two churches and the school located on Ottawa Street can contribute to and benefit from the revitalization process.

3.4.5 Media The Hamilton Spectator, Brabant Newspapers (Hamilton Journal, Mountain News) and local radio stations have given Ottawa Street good press coverage. They appear to be supportative in a limited way because they must cover all of Hamilton. At this point, CHCH TV has not given Ottawa Street the coverage which it should be getting.

Ottawa Street Resource Team Report page 9 4.0 ISSUES AND PRIORITIES

4.1 Organization

4.1.1 Background The Ottawa Street B.I.A. was officially formed in December 1985. The organization is managed by a 13 member Board of Directors which includes the four alderpersons who represent the area and 9 members of the organization. The B.I.A. currently has four committees: Streetscape Advertising Parking Business Watch - Crime Prevention and Services The Advertising, Streetscape and Parking Committees are the ones which are most active. Except for Advertising, the committees do not meet on a scheduled basis but as members are able to attend. The Business Watch committee has only just started up. The main goals of the organization include: clean up of the litter and dust on the street improve the run down image of Ottawa Street help members respond better to changing customers increase the amount of pedestrian traffic help improve business conditions for members The B.I.A. is already involved in a number of programs which address these issues. These include hiring a person to pick up litter, developing a design assistance program for businesses and a parking "meter feeding" plan.

4.1.2 Organization Issues and Priorities The following issues were identified by the Resource Team relative to organization and management. Recommended ideas for action are made for high priority issues.

4.1.2.1 High Priority Issues 1. Communications Communications to members of the B.I.A. need to be improved. Information about what the B.I.A. is, what it is doing and what it has accomplished needs to be communicated. At this point there are many members who know little about the organization.

Ottawa Street Resource Team Report page 10 Suggested Action

This communications must become the responsibility of all active members. The Board of Directors should be responsible for spearheading this action. This can be done through one on one meetings with all members. Some other actions which can also improve communications include: use block captains to disseminate information and to gather opinions of members in their block undertake a survey of members to solicit information and opinions. This will give good information to the Board as well as making members aware of the B.I.A. - give adequate notice of all meetings including committee meetings conduct an annual review of the B.I.A.'s strategy. Include all members in this process. get the local newspapers involved in writing articles about the B.I.A. Circulate these articles to all members, develop social events for the business people of the area so that they can get to know each other better. 2. Jockey Club Membership The application of the Jockey Club to get out of membership in the B.I.A. threatens to divide the organization almost before it begins to really have impact. The publicity of this issue can be very damaging to the image of the B.I.A. and could lead to a flood of these kinds of requests. Suggested Action The resource team all agreed that this issue must be a top priority for the B.I.A. this year. There was some disagreement as to what the position of the B.I.A. should be. The two courses of action include: let the Jockey Club out of the B.I.A. if they pay their back fees and ensure that the B.I.A. is not dissolved, take a hard line and do not let them out of the B.I.A. Both of these options have inherent drawbacks. At this time, the best course of action is to continue to negotiate with the Jockey Club to find a solution which both parties agree to.

3. Committee Mandates The mandates of the standing committees are not entirely clear to committee members. In some cases, more than one committee will work on an issue while other issues are not addressed because of lack of time. This situation has occurred partially because turnover in the membership of committees since the committees were originally set up.

Ottawa Street Resource Team Report page 11 THE HERITAGE CANADA FOUNDATION Suggested Action Each standing committee should have a special meeting to review their vision statement. If a vision statement has not been drafted for a committee then it should be written. Along with a vision statement, each committee should outline a set of goals which support the committee vision. The Board of Directors should review all of these committee goals. The Board should clarify roles where overlapping issues occur. A final vision statement and goals should be "signed off" by all committee members. When new members are drafted to a committee they should be presented with the vision and goals. A senior board member should be responsible for training a new board member in background and procedures. 4. Ten Year Vision Long term goals for the B.I.A. are not clear. At this time the organization has a good grasp of short term goals but must spend time developing a ten year vision. This vision can give the Ottawa Street B.I.A. a framework in which to grow. Suggested Action The best way to put together this vision is to hire a professional facilitator to help with the process. The Board of Directors should develop this vision in a day long seminar with the assistance of the facilitator. Mainstreet can help the Board to find a good facilitator at a relatively low cost. Before the seminar, members of the Board should solicit the opinions and needs of all members. Long range plans of key merchants should be reviewed. These opinions and needs can then be addressed in the course of the seminar. 5. Organization of Streetscape Work Streetscape work is about to begin on Ottawa Street this summer. The effects of this work does not seem to have been clearly communicated to members. The requirements and wishes of merchants who will be affected have not been incorporated into the planning for these changes. Suggested Action This issue must be addressed even before this report is finalized. The organizational actions which should be taken include: draft a complete plan for every factor in the design. This includes placement of elements, phasing etc. make merchants aware of the disruption which can be

Ottawa Street Resource Team Report page 12 expected. They should know what steps have been taken to minimize this disruption. get all the bodies involved in the implementation of the streetscape together to resolve the many questions which have not been addressed. 6. Parking Authority The perception of the Parking Authority among the people of Ottawa Street is bad. They are perceived to be insensitive to the needs of the merchants and their customers. The commissionaires are considered to be overly aggressive in ticketing. When problems occur, the Parking Authority is viewed as unresponsive. Suggested Action The management of the Parking Authority should be made aware of the goals of the Ottawa Street B.I.A. before problems with parking are discussed. The Parking Authority should be invited to all meetings where they are likely to be discussed. Communications should be approached on a positive, problem solving basis rather than on a hostile footing.

4.1.2.2 Medium Priority Issues 7. Depth of Management The responsibilities of the management of the Ottawa Street B.I.A. are handled by a small minority of the members. There is a need to expand the number of members who actively participate in the B.I.A. The goal of the Board of Directors should be to involve other members who will eventually be their replacements. The increased involvement of other members will insure the longevity of the Ottawa Street B.I.A. by ensuring that there will be trained replacements for existing Board members who get "burned out" or who must reduce their involvement in the B.I.A. for personal or business reasons. 8. Committee Meetings Standing committees currently do not have regular meeting schedules. All committees should meet regularly. If there is no need for a committee to meet regularly then the mandate of the committee should be reconsidered or it should be disbanded. A regular meeting schedule will help members plan their schedules and prepare for meetings. All meetings should have an agenda which is circulated in advance of the meeting. Minutes of meetings should be distributed to all committee members after the

Ottawa Street Resource Team Report page 13 Tf THE HERITAGE CANADA FOUNDATION meeting.

9. Contact With City Hall and Other Political Bodies Contact with departments at City Hall and other political bodies (such as the Parking Authority) have to a great extent been done on the telephone, according to members of City Staff. It is important that this business be done in person by members of committees or the Board of Directors. This personal contact will help improve the relationship of the B.I.A. with these important individuals. It is also not as easy to put off requests which are made in person. This will help improve the rapport between the BIA and the City and increase the profile of Ottawa Street at City Hall. 10. B.I.A. Input on Municipally Financed Projects The B.I.A. should review the plans for all municipally financed projects which affect the Ottawa Street area. This includes road work, sidewalks, neighbourhood improvements etc. Comments should be made on these projects so that those which are beneficial or negative to the area are considered and well publicized. The input which the B.I.A. gives should be positive and represent the interests of the B.I.A. members and the Ottawa Street neighbourhood as a whole. 11. Grant Program Staff Currently the Ottawa Street B.I.A. has accessed many grant programs which have helped staff some of the special projects which have been implemented (e.g. window dressing service). There is some misunderstanding about the temporary staff hired under these programs. Some association members think that this staff is being paid by the B.I.A. Other members think that the restrictions in hiring of these individuals apply to all employees of the organization.

These grant programs have been useful, but dependence on them should be reduced. Programs which respond directly to the goals of the organization are the ones which should be accessed. This will have the effect of reducing the misunderstanding about the associated staff. 12. Pettiness and Bickering

Conflicts between members of the organization can undermine the B.I.A. from within. This kind of dissension reduces the effectiveness of the organization and discourages members from increasing their participation.

Ottawa Street Resource Team Report page 14 4.1.2.3 Low Priority Issues 13. Lack of Professionalism of Temporary Staff Many of the individuals who have been hired under the grant programs lack a professional manner. This becomes a problem for the B.I.A. when they are perceived to represent the organization.

4.2 Marketing

4.2.1 Background Ottawa Street is located east of downtown Hamilton in a working class residential neighbourhood. The north end of Ottawa Street runs into the Bayfront Industrial Area which is the location of much of Hamilton's heavy industry. Dofasco is located on Ottawa Street. The primary trade area for Ottawa Street is considered to be the Crown Point East and Crown Point West neighbourhoods. The secondary trade area is the Region of Hamilton Wentworth. Although there have not been extensive market studies this has been verified to a limited extent by the survey which was conducted by Mohawk College business students in 1986. The characteristics of these trade areas are as follows: Primary Trade Area The total population is 12,000. Compared to the characteristics of the Hamilton/Wentworth and provincial populations, this area has an over-representation of older children (5 - 14 years), young adults (25 - 34 years) and senior citizens (65+ years). Households are generally smaller than the regional average. These statistics indicate the prevalence of the older long time residents. The area also has a "starter home" market for first time home buyers in the 25-34 age group. This market is large enough to support convenience stores and services but is too small to support other kinds of businesses. Secondary Trade Area (Hamilton/Wentworth Region The total population is over half a million. The current growth rate is 6% per decade. The age characteristics of the region indicate an over-representation of the older (55+ years) residents.

Ottawa Street Resource Team Report page 15 In general, this area is a mature market which is well off financially. It is large enough to support a high level of specialization in retail businesses. As well as the market which resides close to the Ottawa Street area, the street has several other special markets. They include: Industrial Workers particularly 12,000 Dofasco workers who are employed in the plant to the north of Ottawa St. B.I.A. a total of 44,000 workers in the Bayfront Industrial Area many use Ottawa Street to get to and from work Textile Shoppers attracted by the discount textile operations on Ottawa Street come from farther away than other customers There have been some market studies done on Ottawa Street. These include: Mohawk Student Study

found that 60% of shoppers came from the local neighbourhood 89% of shoppers came from Region of Hamilton Wentworth and Burlington shoppers tended to be older (50 - 64 years) and female 41% were shopping for textiles

These findings are not statistically conclusive because the total sample was only 75, but it does give some indication of trends which may be expected. Project 38 - Public Survey Poll - tended to focus on special issues such as advertising or parking - very little analysis of shoppers seemed to indicate the tendency for shoppers to be female These surveys used inexperienced interviewers and so the results are less dependable than a professionally conducted survey. The competition for Ottawa Street comes from several areas: Centre Mall - standard mall with local trade area owned by Cadillac Fairview food court attracts Dofasco workers for lunch

Ottawa Street Resource Team Report page 16 strong in the apparel/accessory category most tenants are chain stores which are represented in other locations in Hamilton - clean and appears to be well managed rents approx. $25. - $35. per sq. ft. Other Street Retail - e.g. Kenilworth competition for convenience merchandise and services Downtown Hamilton - competition for shopping type goods e.g. clothing, home fashions good base of upscale retailers attracts from the whole region

4.2.2 Marketing Issues and Priorities The marketing issues and priorities which were identified by the Resource Team are listed below in order of priority:

4.2.2.1 High Priority 1. Lack of An Information Base The marketing information which has been developed by the B.I.A. is not adequate in order to form a base for solid decision making. A complete demographic analysis from the 1986 Census is required. Information on the competition is also required. The marketing studies which are outlined above do not consider a comprehensive approach and so have limited use. This information is crucial as a base for a comprehensive marketing program for Ottawa Street. Suggested Action Decide on who will be responsible for this task. A Marketing Committee may be set up on an ad hoc basis to guide the development of this data. Identify the information which is required and then decide how it is to be gathered. Much of the information can be pulled together using Heritage Canada publications as a guideline. If marketing research surveys are required then a professional research firm should be hired to guide the fielding of the surveys and the evaluation of the results. 2. Lack of Comprehensive Marketing Plan The advertising, promotion and image issues have not been dealt with in a comprehensive manner. Individual promotions may be

Ottawa Street Resource Team Report page 17 successful but they do not build in the manner which they should. A comprehensive marketing plan would: identify potential markets which could include the local neighbourhood, the Dofasco workers, textile shoppers, etc. evaluate the strengths and weaknesses of the competition in comparison to Ottawa Street suggest an appropriate image for Ottawa Street develop a list of businesses which should be recruited to the street in order to strengthen the existing businesses outline an appropriate promotional program which will appeal to the various customer segments Suggested Action The B.I.A. should work with Heritage Canada on this project. Use the marketing manual developed by Heritage Canada as the basis for a comprehensive marketing strategy. Some of the other issues which were identified as high priority which will be addressed by a comprehensive marketing strategy include: 3. Image The desirability of a bargain/thrift/value image should be evaluated against a marketing strategy. The local character and history should be incorporated into an image plan. 4. Participation in a Coordinated Advertising and Promotion Program A coordinated advertising and promotion program should be implemented as part of a comprehensive marketing strategy. It will be much easier to get support from members if all parts of the program support each other. The effects of a coordinated program are stronger because all of the elements work together. They support an overall image and strategy. 5. Complete Street Promotions The development of promotions which are relevant to all merchants on the street and which include all areas of the street is very difficult. This is because of the diversity of the merchants on the street from discount to upscale and because of the length of the street. Some of these problems can be eased by developing programs which have specific goals. By identifying the target customer for a promotion, it will be clear what retailers and what part of the street should be involved. The promotions calendar can be developed to ensure that members are involved in the promotions

Ottawa Street Resource Team Report page 18 which apply to them.

Other High Priority Issues include:

6. Clean and Upgraded Windows

The quality of the window displays vary from very poor to excellent. Some windows require cleaning and maintenance as well as display. Other windows need to be changed more regularly and to be more professionally designed.

Last year a program of display window assistance was developed by the B.I.A. Two window dressers were made available to retailers to work on their windows. This helped to improve windows temporarily but the effects have not been long lasting in many cases. Recommendations Continue to offer the window dressing service and educational seminars. Get merchants whose business improved because of better windows to talk to other merchants about their experiences. Peer pressure may help make these improvements.

Institute an award for windows for each major program. Publicize the winner. 7. Irregular Store Hours Currently store hours on Ottawa Street vary between merchants. Most close at 5 P.M. but others remain open late during the week. Some open when owners feel that there is business. This has led to confusion on the part of customers.

This is a common problem in street retail areas because leases do not enforce store hours so independent retailers are free to set their own hours. Suggested Action

Ottawa Street should set a goal for store hours. The recommended hours are: Monday to Wednesday and Saturday 9-6 Thursday and Friday 9-9 These hours will allow working people to use the stores during the week thus making Ottawa Street retailers more competitive. It may be unrealistic to expect all retailers to adopt these hours. Start working with retailers who are likely to support the idea. Get them to sell the longer store hours to hold outs. Commitment to extended hours should be for a minimum of one year.

Put together a promotion package emphasizing this improved

Ottawa Street Resource Team Report page 19 service. It can form a tag line on all merchandise ads which the BIA runs.

4.2.2.2 Medium Priority Issues 8. Product/Store Emphasis Ottawa Street has several retail strengths which include: (A) Neighbourhood Convenience Stores and Services (B) Discount/General Merchandise (C) Textiles (D) Home Furnishings The first two types of stores serve a local market and as such perform a valuable function. When promoting these kinds of businesses, the Crown Point neighbourhood should be the prime target. The textiles stores have regional appeal but are declining in importance. In general the retail textile business is decreasing across Canada. Ottawa Street cannot count on these stores to grow and expand. They will however maintain their role as a magnet for specific customers. The home furnishings stores vary widely in price and product appeal. This area has regional appeal and an opportunity for growth. This growth will be in the smaller specialty home furnishings retailers rather than the warehouse stores. 9. Timing and Productivity of Sales Sales and promotions must be responsive to the needs of the customers and the retailers of Ottawa Street. Sales should be timed to maximize sales. The dates of the major promotions should be reviewed by the advertising committee. An informal survey of retailers should be conducted to ensure that these events happen when the customer wants to shop. 10. Threatening Nature of the Taverns The feeling of safety is an important factor in the choice of a place to shop. Although it is acknowledged that Ottawa Street is safe, the feeling of safety is very important. This is particularly true when one considers that Ottawa Street tends to have more women shoppers. Many factors will help to improve this situation. Better police patrols, better lighting and the gradual turnover of older taverns due to higher land values will help. 11. Competition From Other Neighbourhoods

The stores on other shopping streets, particularly Barton Street

Ottawa Street Resource Team Report page 20 and Kenilworth offer competition in the area of convenience goods and services. These areas will be upgrading and so Ottawa Street must constantly get better in order to maintain their local market.

4.2.2.3 Low Priority 12. Tourism Some of the stores on Ottawa Street are tourist destinations. Some come by themselves and some come in buses. The key destinations are textiles and related stores. There is an opportunity to capitalize on this business by offering facilities for tourists which could include: Washrooms Bus Parking Seating and Coffee Street Maps with Business Descriptions 13. Competition From Centre Mall and From Other Specialty Areas The degree to which Ottawa Street merchants become regional specialists will determine the amount of competition which they will experience from other shopping alternatives. The Centre Mall does not do a good job on convenience goods or in the areas of textiles and home furnishings. They are unlikely to pursue these opportunities because this merchandise does not typically do well in malls. Other specialty areas are only competitive if they develop merchandise specialties in textiles or home furnishings. Ottawa Street should promote their specialties on a regional basis in order to maintain their reputation. 14. Local Characters There are some odd characters who frequent Ottawa Street. Some customer comments indicated that these characters were annoying. Since these people are relatively harmless, little can be done to get rid of them. They will be less noticeable if pedestrian traffic increases. 15. By-Law on Sidewalk Merchandising Many retailers display merchandise on the sidewalk. This can be a problem especially in high winds. It is possible to control this with a by-law, however this is not considered a major problem and may even make the street more interesting.

Ottawa Street Resource Team Report page 21 -few THE HERITAGI- E CANADA FOUNDATION I 4.3 Design 4.3.1 Background Ottawa Street has many positive physical aspects: There is plenty of parking. Current zoning is H, which allows a wide range of uses including residential, tourist homes, multiple dwellings, single family and duplex as well as commercial. Four alderman give the area good representation. A facade improvement program offers loans at 1/2 of prime interest rate. The BIA has a good attitude towards the appearance of the street which is illustrated by the garbage pickup program. Rents in the commercial buildings are affordable. Building rows are generally intact which gives the street a more or less continuous face. The street and sidewalks are wide. Past street work has been limited, therefore there are few "fashionable" improvements to undo e.g. lamps, planters. The area has a place in the memories of the people of Hamilton. The area is a real and functioning neighbourhood with a European flavour.

4.3.2 Design Issues and Priorities 4.3.2.1 High Priority 1. Streetscaping Currently the street looks run down. Those who were interviewed felt that the street needs more trees and perhaps lights in the trees. They also thought the telephone poles were ugly. Other suggestions for improvements to the streetscaping included the use of banners, color and more flowers. Suggested Action Any new streetscape improvements which are to be undertaken in the future should be done with a comprehensive plan in mind. This plan should deal with the following items:

Ottawa Street Resource Team Report page 22 THE HERITAGE CANADA FOUNDATION

wheelchair ramps water catchment - expansion joint geometry - street names in concrete placement and grouping of amenities (benches and planters) rationalize telephone poles (paint up, use as kiosks. See next page for illustration) tree placement and tree selection In developing a comprehensive plan, all City departments should submit their ideas and a public information meeting should be held. Better communications between the BIA and City staff will help the BIA keep their members informed. Limit the impact of street work through a merchant awareness campaign. Plan for the inconveniences. Make sure the plans for maintenance and upgrading of streetscape are well communicated and comprehensive. Announce the area at major intersections using banners, flag poles (See illustration on next page. This type of banner will not be torn in the wind.) trees lights signs 2. Pedestrian and Automobile Traffic The comfort of pedestrians on Ottawa Street is important in making the area successful. The length of the blocks and the speed of the traffic on Ottawa Street make it a difficult pedestrian environment. Traffic lights are needed at Campbell and Ottawa to allow for pedestrian crossings. Suggested Action This is an important issue in making Ottawa Street a more "people" oriented place. It will help give businesses better exposure and decrease some of the dangers to pedestrians which currently exist. These changes can only be implemented at City Hall. It is important that dealings with the appropriate departments be done in person. Face to face visits will accomplish more and indicate that these issues are high priority to the BIA. 3. Facades and Buildings Ottawa Street needs to find a designer who can work with individual building owners on facade improvements. This designer should be able to promote the program of improvements to landlords and tenants.

Ottawa Street Resource Team Report page 23 TH£ HWITAGE CANADA FOUNDATION

Ottawa Street Resource Team Report page 24 Suggested Action

The program of facade improvements should emphasize low cost, affordable methods.

The BIA should line up willing merchants to do facades and arrange to get demonstrations done. The aim should be to pick high profile buildings which will generate spin off projects. Select midblock and end unit buildings to get the maximum impact. More education and promotion of this facade loan program is needed. Also the benefits on good design and image on the sales of a business should be communicated. Get some stores which are used as demonstrations to write a testimonial. Awnings need improvement. The BIA should select an approved awning salesman who will go out and sell replacements for torn awnings. In order to keep them looking good, organize an awning washing co-op so that owners can get a good deal on the necessary servicing.

4. Parking Management In the Ottawa Street area, there are adequate numbers of spaces. There are however some problems with management. Parking tickets annoy customers and merchants. Part of the problem is zealous parking attendants who do not allow a grace period for parkers. Suggested Action Working with the parking authority and the city to communicate with these attendants may help ease this situation. Face to face meetings with the parking management will help. Document specific incidents with and explanation of the consequences.

Investigate 1 1/2 or 2 hour meters in other cities. More time on the meter will help relieve shopper anxiety, but will not be long enough to encourage all day parking. Continuation of the "meter feeding" program will also help to ease some of the immediate problems. 5. Signage of Businesses There are a number of derelict signs from retired businesses and hanging frames on the top of buildings which used to hold signs. These vestiges of signs add to the run down appearance and the confusion of overhead wiring.

Suggested Action The BIA should promote the removal of this old signage. Line up a contractor -who is capable of removing these signs inexpensively. The building owners should then be contacted and pressured to have this work done.

Ottawa Street Resource Team Report page 25 6. Garbage Garbage which is blown by the wind continues to be a problem despite the pickup program. This adds to the run down appearance of the street. Suggested Action The garbage pick up program should be continued. It is a symbol of the improving situation on Ottawa Street. The BIA must promote the idea that the garbage problem is everyone's responsibility. This should be emphasized at meetings and in the newsletter.

4.3.2.2 Medium Priority Issues 7. Beautification Currently the parking lots look barren and uninviting. The beautification and plantings which are currently planned will help alleviate this problem. This beautification program should be continued in the future. The street is very long and has many conflicting elements. A plan to unify the street through design should be adopted. This plan should include an effort to incorporate the schools and churches of the area. Currently these institutions feel separate from the rest of the street but are important elements in the community. 8. Architecture and Rear of Buildings The architectural quality of the buildings should be emphasized because many of them have merit. This can be highlighted through the facade program. The rear of many of the building need to be upgraded especially those which back on the parking lots. Many look shabby in the rear. This upgrading will help improve the appearance of the parking lots and can act as an extra advertisement. 9. Parking Facilities Some of the parking issues which arose during discussions include: lack of street parking below Cannon Street the fact that the parking authority will not make physical improvements to the lots parking meters which only take quarters the regulations for parking are unjust in some cases such as for Patterson's which cannot expand due to parking regulations

Ottawa Street Resource Team Report page 26 10. Traffic Traffic moving west on Barton Street cannot turn left on to Ottawa Street. This restricts access to Ottawa Street and funnels the traffic into the neighbourhood streets. This is a problem for the businesses on Ottawa Street as well as the local residents. 11. Public Signage The_ identification of the area is not strong. Ottawa Street needs to be identified and announced particularly at Burlington Street. 12. Cleanliness Some merchants put out their garbage on Tuesday night. This garbage gets blown by the wind and increases the litter problems of the street. The Dofasco operation is dirty and increases the dust in the area. They currently clean up their own area with street sweepers but do not go beyond Barton Street. Tentative talks have been held with Dofasco and there is the possibility that they would extend this cleaning service to the rest of the street. 13. Lighting More lighting is desirable on the street for security reasons, especially in the parking lots. 14. General Appearance Some of the situations which detect from the attractiveness of the Ottawa Street area include: the need for many stores to clean up the facades empty stores look run down some canopies and signs are blown by the wind - maintenance requirements of buildings need to be outlined - trees which obscure signage need to be trimmed - a signage control by-law is needed dog excrement on the sidewalk is a problem

4.3.2.3 Low Priority 15. Parking Parking issues which are lower priority include: lack of parking behind the stores on the west side of Ottawa Street customers can create parking problems in the adjacent

Ottawa Street Resource Team Report page 27 residential areas off street parking is more expensive than on street parking 16. Garbage Local residents use the litter containers on the street for their domestic garbage. This usage should be discouraged because the containers overflow.

4.4_ commercial and Economic Develoi

4.4.1 Background Ottawa Street is located adjacent to the huge Bayfront Industrial Area. This area is the home of both Stelco and Dofasco. The factories in the Bayfront Industrial Area employ a total of 44,000 workers. The economy of the Hamilton Wentworth region is strong. Despite the decline of the steel industry, the average income is 6% above the national average and the unemployment rate averages 6%. The market is made up of high income blue collar workers. 3/5 of employees in the Hamilton Wentworth region fit into this category. The decline of the employment in industry and increases in the service sector means that this proportion will gradually change. The businesses located on Ottawa Street are a mix of older operations which have been on the street for many years and newer operations. Stores generally fit into one of four categories: (A) Convenience Stores and Services (B) Discount/General Merchandise (C) Textiles and Related (D) Home Furnishings There are relatively few vacancies, so that if a store is vacated it is usually leased quickly. The rents on Ottawa Street average between $7 and $17 per square foot. This is low in comparison to the average rents in the Centre Mall which are approximately $25 - $35 per square foot.

4.4.2 Business Development Issues and Priorities 4.4.2.1 High Priority 1. Businesses Downscaling or For Sale There are a number of businesses on Ottawa Street which are for sale or downscaling. These operations tend to be in the textiles

Ottawa Street Resource Team Report page 28 area but include other concerns. This means that there could be a potential vacancy problem in the future. This could be a greater difficulty because the size of some of the stores is large making them more difficult to lease. These large sizes are suitable only for uses which tend to require low occupancy costs. Suggested Action Although vacancy is not currently a problem, the BIA should develop a business recruitment strategy. This strategy can be developed along with the marketing plan. Using the research done for the marketing plan will mean that the recruitment strategy will be based on real opportunities in the area. A business recruitment plan should include: the types of businesses which are needed in the area - the preferred locations (developing clusters of associated stores will benefit both old and new stores) - types of services which different businesses require (e.g. loading) likely candidates to be recruited (concentrate on local specialty stores or chains) There may not be a need to go out and recruit businesses but the BIA should actively try to influence the local leasing activity. New entrepreneurs who are seeking locations on Ottawa Street should be encouraged to open businesses which are required. Landlords should be influenced to lease to businesses which are needed. It will be to their advantage for landlords to rent to wanted businesses because they will have a better chance of success and therefore will be more likely to stay in business.

2. Leasing Activity The Board members and the staff of the BIA should be aware of all leasing activity in the area. The turnover of businesses can help or harm the overall health of the street. The opening of supporting operations will help the existing stores but unsuitable businesses can create problems for good businesses. Suggested Action The BIA should develop a complete building inventory of the street. A simple fact sheet with a photograph of the building is part of this inventory. The fact sheet should include the following information: Building Owners Current Tenants Leasable Space Auxiliary Space (ie. basements) Current -Rent (if available)

This building inventory can be used for design purposes as well

Ottawa Street Resource Team Report page 29 THE HERITAGE CANADA FOUNDATION as leasing activity. When a building is vacated, the BIA should contact leasing agents and the owners to suggest appropriate tenants.

4.4.2.2 Medium Priority Issues 3. Types of Business Opportunities The following businesses offer particular opportunities for Ottawa Street: Restaurants/Cafes - offering light meals, salads, wine have special appeal to women not currently represented - more female than male shoppers Products/Services for Dofasco Workers huge local market - many pass on the street each day Manufacturing/Wholesale/Retail larger spaces can accommodate these types of operations which already exist on the street - relatively low rents make spaces economically viable 4. Vacancies and Underutilized Stores Overall, vacancies are not a major problem. The most difficult of these vacancies is the Avon Theatre. The BIA should develop a policy towards the Avon Theatre in order to encourage appropriate uses. Many stores are not operating at full capacity either because they are poorly run or because the operators do not want to be there full time. These stores are likely to come on the market as vacancies. The BIA should develop recommended uses for these locations as well. 5. Low Sales in the Textile Industry Retail sales for textile stores are declining across the country. This has been caused by the increase in working women which has left these women less time to sew. This decrease is a problem for Ottawa Street because of the number of textile stores on the street. This part of Ottawa Streets retail base does not offer opportunity for growth and may in fact cause vacancies in the future. 6. Regional Economic Development Department The Economic Development Department for the Region of Hamilton

Ottawa Street Resource Team Report page 30 Wentworth is willing to help the BIA in its business recruitment activities. When a business recruitment strategy is set, this resource should be accessed.

4.4.2.3 Priority Issues 7. Tourism Development Tourism development requires the improvement of existing facilities and services. In general, tourism benefits only a few businesses and is extremely competitive. Although there are positive aspects, the efforts which are required to effectively promote this opportunity should be directed at high priority issues first. 8. Zoning The very open zoning (See Design Background for details) offers opportunities for a wide range of uses on the street. This is a very positive aspect in the area of business development opportunities. 9. Size of Stores The stores on Ottawa Street cover a wide range of sizes. In general larger stores are located on the west side and smaller stores on the east side. This offers potential businesses a selection of sizes and means that successful stores can expand but still stay in the area. 10. Industrial Tours The Planning department is investigating the possibility of operating tours of the industrial sites in the Bayfront area. These tours could begin and end on Ottawa Street and could help bring in extra business. The BIA should actively encourage the development of these tours.

Ottawa Street Resource Team Report page 31 5 . 0 ACTION PLAN

Tasks or Jobs to be Done

1. Circulate this report, meet, discuss and adopt a game plan. As part of the Main Street rejuvenation process, both key players and the public must be encouraged to "formally" adopt this report. All organizations must be in agreement to the short and long term goals for the Ottawa Street BIA and, then, accept responsibility to participate, allocate resources and meet deadlines to move towards the goals. Get involvement from a broad base of people by listing required resources and recruiting individuals and organizations. 2. Schedule regular meetings to review progress and act on obstacles to progress. The circulation of regular detailed progress reports to all concerned is fundamental to maintaining communications and ensuring the actions and goals remain a priority. 3. The Co-ordination Committee and Heritage Canada are to publicize and reward achievement. 4. Ensure that the BIA membership is involved in meaningful task force projects that are goal and results oriented. These tasks should relate to the Main Street Programme.

Ottawa Street Resource Team Report page 32 I THE HERITAGE CANADA FOUNDATION I APPENDIX 1

List of People Interviewed

1. David Christopherson, Alderman, Ward 4, City of Hamilton. 2. Kathy G. Drewitt, Director of Policy, Hamilton and District Chamber of Commerce. 3. Mary McChesney, Tourism Officer, Visitor and Convention Services, Regional Municipality of Hamilton-Wentworth. 4. Janet Foster, Tourism Co-ordinator, Economic Development, Regional Municipality of Hamilton-Wentworth. 5. Peter G. Baker, General Manager, Hamilton Parking Authority. 6. Scott Galbraith, Manager of Business Development, Regional Municipality of Hamilton-Wentworth. 7. Nicholas Catalano, Business Development Officer, Regional Municipality of Hamilton-Wentworth. 8. David Godley, Manager, Neighbourhood Area Plans, Planning and Development Department, Regional Municipality of Hamilton-Wentworth. 9. Tom Easterbrook, Chairman, Ottawa Street Business Improvement Area Streets and Parking Committee, Owner of Kents Hardware. 10. Karen Mulholland, Window Decorator, Ottawa Street Business Improvement Area, Mainstreet Office. 11. Terry Swiaty, Project Manager, New Ottawa Street Monthly Magazine. 12. Lorraine Baker, Chairman, Ottawa Street Business Improvement Area Beautification and Streetscape Committee, Representative of Janome Sewing Centre. 13. Nina Chapel, LACAC, Planning Department. 14. Gerry Carey, Executive Secretary, Ottawa Street Business Improvement Area, Representatives of Fred Gregory Florist. 15. Mira Orescanin, Travel Plus. 16. Frank Monestaro, Interlight Designs. 17. Charles Weber, K&K Textiles. 18. Troy Wilson, Encore T.V.

Ottawa Street Resource Team Report page 33 THE HERITAGE CANAQA FOUNDATION

19. Sandy Boyle, Artistic Drapery. 20. Jenny Opalka, Maggies Ladies Wear. 21. Alan Boyle, Ontario Paralegal. 22. John Gamble, Community Development Department. 23. Richard Butterworth, Architect. 24. Eva Standish, Window Decorator, Ottawa Street Business Improvement Area, Mainstreet Office. 25. Joan's Trims 26. Joe Finochio, Finochio Real Estate. 27. Montreal Textiles 28. Peter Earl, Dofasco.

Ottawa Street Resource Team Report page 34 APPENDIX 2

Ottawa Street Demographic Profile

Crown Point * Hamilton Ontario East and West ** **

Total Population 12,114 557,030 Age % % % 0-4 6.1 6.7 6.9 15-24 17.0 16.4 16.5 25-34 17.6 16.6 17.4 35-44 12.4 14.1 14.5 45-54 9.9 10.8 10.4 55-64 10.6 10.8 9.7 Over 65 12.5 11.5 10.9 Persons per Dwelling 2.6 2.8

* 1985 Assessment ** 1986 Census

Ottawa Street Resource Team Report page 35