The Corporation of Delta F.10 COUNCIL REPORT Regular Meeting
To: Mayor and Council
From: Human Resources and Corporate Planning Department Date: June 23, 2015
South Delta Business Sustainability Strategy
The following report has been reviewed and endorsed by the Chief Administrative Officer.
• RECOMMENDATIONS:
A. THAT the South Delta Business Sustainability Strategy be approved. B. THAT the South Delta Business Sustainability Strategy be posted on Delta's corporate website and disseminated via Delta's social media channels. C. THAT staff work with stakeholders to pursue the actions outlined in the South Delta Business Sustainability Strategy, reporting back to Council with progress updates approximately every six months. D. THAT the Invest in Delta Mayor's Standing Committee be tasked with the oversight and coordination of implementing the South Delta Business Sustainability Strategy.
·1 I • PURPOSE: I
The purpose of this report is to introduce the South Delta Business Sustainability Strategy.
• BACKGROUND:
At the October 20, 2014 Regular Meeting, Council directed staff to retain a consultant to develop a strategy to support the long-term viability of South Delta businesses as Tsawwassen Mills and Tsawwassen Commons are developed on Tsawwassen First Nation land.
Subsequently, at the November 24, 2014 Regular Meeting, Council approved the award '! of the South Delta Business Sustainability Strategy project to G.P. Rollo and Associates Ltd. Following the contract award, the consultant team worked closely with Delta staff and key stakeholders in the South Delta business community to develop the South Delta Business Sustainability Strategy (Attachment 'B'), including an Executive
.1I I Page 2 of 7 South Delta Business Sustainability Strategy June 23, 2015
Summary (Attachment 'A'). The executive summary and final draft report were presented to Council at a Council Workshop on June 15,2015.
III DISCUSSION:
South Delta Business Sustainability Strategy The South Delta Business Sustainability Strategy is an extensive, detailed report that sets an action plan for business leadership organizations, business owners, commercial property owners, and The Corporation of Delta to pursue the long-term viability of the South Delta business community. The Strategy includes the following key sections:
., Vision and principles of a strong town centre
4& Existing and emerging conditions o Regional and local context o Strengths, weaknesses, and opportunities of distinct business precincts in Ladner and Tsawwassen
III Demand and impact assessment o Projected growth and retail expenditure potential o Impact analysis of Tsawwassen First Nation mall developments for specific business sectors in Ladner and T sawwassen • Stakeholder engagement and consultation summaries
4& Case studies from elsewhere in Canada • Action Plan - recommendations for: o Business owners o Commercial property owners o Business leadership organizations (Delta Chamber of Commerce, Ladner Business Association, Tourism Delta, Tsawwassen Business Improvement Association) o The Corporation of Delta
Key Ladner recommendations include:
411 Leverage the heritage feel
III Create design guidelines for developer certainty
411 Increased density, particularly in the waterfront precinct .. Continued focus on attractive, pedestrian-friendly design
Key Tsawwassen recommendations include redevelopment of the town core, focusing on:
iii Increased density through mixed use development Page 3 of 7 South Delta Business Sustainability Strategy June 23, 2015
• Improved walkability • Condensed commercial area • Attractive public realm
Consultation Effective stakeholder consultation was a vital part of the development of the South Delta Business Sustainability Strategy. Throughout the project, staff and the consultant team ensured that local business owners and business leadership organizations were involved and had the opportunity to provide input. Specifically, the following consultation efforts were undertaken:
• Initial 'get to know you' meetings between the consultant team and representatives of the Delta Chamber of Commerce, Ladner Business Association, Tourism Delta, and the Tsawwassen Business Improvement Association. • Formal stakeholder meetings on February 3 (Ladner) and February 4 (Tsawwassen) at the Harris Barn with business and commercial property owners. Over 50 people attended each meeting and participated in an engaging feedback process led by a professional facilitator. • Individual meetings and phone calls between Delta staff and representatives of the Delta Chamber of Commerce, Ladner Business Association, Tourism Delta, and the Tsawwassen Business Improvement Association. • Meetings of the Delta Chamber of Commerce, Ladner Business Association, Tourism Della, and the Tsawwassen Business Improvement Association, the consultant team, and Delta staff. • A workshop with Council on March 31 seeking Council's input into the South Delta Business Sustainability Strategy. • A workshop with Council on June 15 to introduce the final draft report for the South Delta Bu~iness Sustainability Strategy to Council and seek f~edback.
Action Items for Delta Although many of the recommendations in the South Delta Business Sustainability Strategy's Action Plan are directed towards business leadership groups, business owners, and commercial property owners, The Corporation of Delta has an important role to play in the oversight and implementation of certain actions. The Strategy recommends that Delta assume responsibility for the following immediate and short term actions:
• Create coordination and oversight role for the Strategy o Provide oversight and coordination through Invest in Delta Mayor's Standing Committee, hold regular meetings with business leadership groups • Plan for strategic site redevelopment Page 4 of 7 South Delta Business Sustainability Strategy June 23, 2015
o Accelerate redevelopment timeframes by engaging in a joint, streamlined site planning and approval process and by offering tax incentives for development • Explore Ladner Waterfront Plan bylaw revisions o Review allowing increased density and altemate development concepts that would result in a vibrant pedestrian-oriented waterfront • Incent publicly accessible washrooms and/or invest in washroom trailers o Pursue ideas to implement public washrooms in town centres, including incentives for new development and working with existing businesses to provide public washroom access • Explore street vending bylaw o Allowing street vending can increase vibrancy, but needs to be done in collaboration with the Ladner Business Association and Tsawwassen Business Improvement Association to reduce complaints from existing businesses
Longer term actions to be led by Delta include:
Encourage population growth in town centres (within 3 years) o Increase density, height, number of units in the core areas of Ladner Village and Tsawwassen Town Centre Recognize town centre precincts within revised Area Plans (within 3 years) o Recognizing the precincts, each with its own character, mix, and specialization, will solidify the trajectory and create certainty for business owners, property owners, and developers Develop town centre design guidelines (within 3 years) o Assists developers in understanding basic design ideas, aspirations, and expectations and helps Council make determinations on new projects
Strategically inves~i in public realm improvements, coordinating with bqsiness district priorities (snort and long-term) I o Pursue new wayfinding initiatives at community entrances and within town centres; undertake additional public realm investments to ensure the retail environments are safe, clean, accessible, and attractive Incent development through a variety of targeted measures (short and long-term) o Strategically utilize property tax freezes, fee waivers, reduced parking requirements, streamlined approvals, joint planning, and joint ventures to encourage desired development Continue to explore water lot lease issue (ongoing) o Continue to pursue increased lease lengths for Ladner Waterfront water lot leases Explore options for other public realm investments (medium and long-term) o Consider public wharfs and boardwalks in appropriate locations Page 5 of 7 South Delta Business Sustainability Strategy June 23, 2015
Initiatives Already Underway Even before the completion of the South Delta Business Sustainability Strategy, staff realized the need and opportunity to begin some actions immediately. Also, recent and upcoming infrastructure projects will support the Ladner and Tsawwassen business communities and fit with some of the key recommendations of the South Delta Business Sustainability Strategy. These initiatives and improvements include:
Collaboration with the four business leadership groups Enhanced communication and collaboration with the Delta Chamber of Commerce, Ladner Business Association, Tourism Delta, and the Tsawwassen Business Improvement Association is vitally important to the success of South Delta businesses.
To encourage strong working relationships, facilitate open lines of communication, and work together on key initiatives, staff, under direction from the Chief Administrative Officer, have met with representatives of these four organizations on multiple occasions, both during the development of the South Delta Business Sustainability Strategy and after the formal stakeholder consultation process for the project had concluded. These meetings will be ongoing with planned quarterly meetings to discuss event calendars and coordination of events and another set of regular meetings to discuss issues of mutual interest, such as wayfinding sign age and community issues affecting the business community. These meetings are already leading to results, including:
• Coordination and information sharing about upcoming events to ensure efforts are not duplicated • The addition of a web link to each organization's event calendar on Delta's website • Planning for a new entrance feature for Tsawwassen on 56 Street
Signage and wayfinding An important recommendation from the South Delta Business Sustain ability Strategy for Delta's action is for an imme?iate investment in wayfinding. In addition to the ne1w Ladner Village sign that was installed in May 2015 and a forthcoming Tsawwassen entrance feature, which is currently under development, wayfinding sign age within the business core of Ladner and Tsawwassen will help newcomers orient themselves and help people circulate through the town centres. A strategy for this internal wayfinding is being developed and once it is complete, a proposal will be presented to Council for consideration.
Ladner waterfront Staff have already begun acting upon a review of Delta's buildings and property along the Ladner waterfront. Redevelopment of the Ladner waterfront is important for the long-term future of Ladner Village and staff are reviewing options to bring forward to Council that may help spur change and development in this area.
Tsawwassen First Nation Staff leveraged The Corporation of Delta's strong working relationship with Tsawwassen First Nation during the development of the South Delta Business Sustainability Strategy to ensure information was as complete and current as possible. Tsawwassen First Page 6 of 7 South Delta Business Sustain ability Strategy June 23, 2015
Nation assisted with the project by providing contact information for the Tsawwassen Mills and Tsawwassen Commons developments. Staff also shared a draft of the South Delta Business Sustainability Strategy with Tsawwassen First Nation representatives. Staff will continue to work closely with Tsawwassen First Nation during the implementation phase of the South Delta Business Sustainability Strategy to the benefit of both parties.
Key Infrastructure Initiatives The Corporation of Delta has undertaken significant infrastructure projects in recent years to support the town centres and more projects are planned for the future:
• In 2013, Delta completed the construction of upgrades to the Ladner Trunk Road and Arthur Drive intersection as well as Magee Park and nearby pedestrian facilities. Combined with the new Ladner Village entrance sign, the public areas of the main entrance to Ladner Village have been greatly enhanced through this $3.65 million investment. • Delta Street is scheduled to undergo streetscape improvements beginning in 2016. This $6 million project will help strengthen the village core with a new pedestrian street plaza, improved pedestrian infrastructure, new lighting, bicycle racks, and other street furniture, as well as a rejuvenation of the heritage aspects within the public realm. • An application for funding is being made through the Canada 150 Community Infrastructure Program for the rehabilitation of the historic Delta municipal hall in Ladner Village as a cultural centre. The $2.5 million project involves upgrading the building to current health, safety and accessibility standards while retaining the heritage character of the building. The mixed-use facility may be used for such things as a community police station, public meeting rooms, washrooms, and an information area to showcase Delta's heritage and public attractions. • Staff will be looking for opportunities to coordinate future infrastructure improvements in Tsawwassen with potential redevelopment in the town core.
Communications Plan Because of the large number of stakeholders involved in implementing the South Delta Business Sustainability Strategy and making it successful, upon Council endorsement, staff will ensure that the Strategy is widely disseminated. The Strategy will be featured on Delta's corporate website through an interactive PDF viewer, promoted on Delta's social media channels, included in an upcoming #TalkDelta newsletter, and provided to the stakeholders. Hard copies of the executive summary will also be available at Municipal Hall.
Implications: Financial Implications - The initial contract award for the South Delta Business Sustainability Strategy was $36,477, including GST; however, the consultant team was required to undertake additional stakeholder consultation and provide work outside of the original scope. Therefore, the consultant is being paid an additional $13,000 to cover the additional work. Page 7 of 7 South Delta Business Sustainability Strategy June 23, 2015
Implementing the South Delta Business Sustainability action plan will require staff and financial resources. Council has already approved significant projects that support the action plan and as plans to implement additional actions are developed, they will be presented to Council for consideration, including an estimate of any funding required.
• CONCLUSION:
The South Delta Business Sustainability Strategy has been completed by a consultant team led by G.P. Rollo and Associates to support the long-term viability of Ladner and Tsawwassen businesses in light of the impending Tsawwassen Mills and Tsawwassen Commons developments. A detailed study and analysis resulted in an action plan to be jointly undertaken by business owners, commercial property owners, business leadership organizations, and The Corporation of Delta. Delta's role includes facilitation and collaboration with businesses and business organizations as well as targeted improvements to the public realm and key precincts in the South Delta town centres.
/~ Sean McGill Director of Human Resources and Corporate Planning
Department submission prepared by: Michael Gomm, MPP, Senior Corporate Policy Analyst
• ATTACHMENTS:
A. Executive Summary B. South Delta Business Sustainability Strategy SOUTH DELTA BUSINESS SUSTAINABILITY STRATEGY EXECUTIVE SUMMARY
Vision: To establish vibrant, sustainable, and resilient downtown environments in Ladner and Tsawwassen through improvements to the quality and viability of existing businesses and the attraction of new viable businesses.
2 South Delta Business Sustainability Strategy – Executive Summary
Introduction
The South Delta Business Sustainability Strategy was initiated by Delta Council in response to the new mall developments on Tsawwassen First Nation land scheduled to open in 2016 – Tsawwassen Mills and Tsawwassen Commons. With almost 1.8 million square feet of retail space, these two major retail developments will significantly alter the South Delta retail landscape.
Vision To establish vibrant, sustainable, and resilient downtown environments in Ladner and Tsawwassen through improvements to the quality and viability of existing businesses and the attraction of new viable businesses.
Background
In November 2014, The Corporation of Delta retained a consultant team led by G.P. Rollo & Associates Ltd. to develop the South Delta Business Sustainability Strategy to help South Delta business owners, commercial property owners, business organizations (Ladner Business Association, Delta Chamber of Commerce, Tourism Delta, and Tsawwassen Business Association), and The Corporation of Delta proactively respond to the Tsawwassen Mills and Tsawwassen Commons developments.
Results
Through extensive research, consultation and analysis, the consultant team has developed an action plan to support the South Delta business community. Key immediate actions include (for the full action plan see the end of the Executive Summary):
Business Owners: market research and store audit Property Owners: physical building review Business Leadership Groups: proactively engage with The Corporation of Delta Corporation of Delta: Invest in wayfinding signage and create coordination and oversight role for the Strategy through the Invest in Delta Mayor’s Standing Committee
3 South Delta Business Sustainability Strategy – Executive Summary
Tsawwassen First Nation Mall Developments
Tsawwassen Mills The 1.2 million square foot enclosed ‘Tsawwassen Mills’ is based on the Mills model already in existence at Vaughan Mills in Ontario and Crossiron Mills in Alberta. These malls offer the following retail mix:
55% fashion‐related
30% sporting goods, hobbies, music, and books. (Mostly larger stores such as Bass Pro Shops) 15% home furnishings, electronics, general merchandise, pharmacy and personal care, restaurants and fast food, services, specialty foods, and leisure
Tsawwassen Mills will have a super‐regional influence, attracting the majority of its customers from within a 30‐40 minute drive, but will also attract a significant portion of customers from beyond 40 minutes away. N
Tsawwassen Commons The 540,000 square foot open‐air power centre ‘Tsawwassen Commons’ will be situated immediately north of Tsawwassen Mills and will be focused mainly on large general merchandise retailers such as Wal‐Mart and Canadian Tire as well as home furnishings and smaller concentrations of apparel, food, service businesses, and restaurants.
The primary trade area for Tsawwassen Commons is within a seven‐minute drive time, which translates to all of South Delta. Tsawwassen Commons anticipates 70% of sales volume will be from this area. This puts Tsawwassen Commons in direct competition with existing retailers in Ladner and Tsawwassen.
Both Tsawwassen Mills and Tsawwassen Commons are anticipated to open in spring 2016.
4 South Delta Business Sustainability Strategy – Executive Summary
Local Overview
As part of the research for the South Delta Business Sustainability Strategy, the consultant team undertook an inventory of the existing retail space in South Delta. Combined, Ladner and Tsawwassen currently have approximately 1.2 million square feet of ground floor retail and commercial space, the same amount as Tsawwassen Mills.
Tsawwassen has approximately 200,000 more square feet of retail and commercial space than Ladner and the majority of this difference is occupied by the service and food and beverage sectors. The current vacancy rates of approximately 6% in Ladner and 5% in Tsawwassen are comparable with vacancy rates in other healthy business precincts around Metro Vancouver. The table below provides a summary of the existing retail and service commercial space in South Delta.
Retail and Commercial Space Comparison (Square Feet)
Vacant 28,178 32,575 Pubs / Lounges 9,696 12,265 Limited Service Restaurants 23,829 32,283 Full Service Restaurants 28,630 63,714 Social Services 11,428 31,276 Entertainment & Leisure 5,246 29,775 Professional Services 30,875 63,935 Personal Goods Repair & Maintenance Services 4,504 3,243 Personal & Laundry Services 36,638 60,162 Health Care Services 31,353 44,095 Financial Services 15,605 41,124 Educational Services 4,019 4,080 Administrative Services 9,018 18,411 Auto Parts, Repair & Maintenance 21,911 30,410 Miscellaneous Store Retailers 23,772 35,929 Other General Merchandise Stores 15,360 6,517 Home Centres & Hardware / Garden Stores 6,926 26,507 Home Electronics & Appliance Stores 10,907 2,596 Home Furnishings Stores 11,553 1,660 Ladner Sporting Goods, Hobby, Music & Book Stores 3,946 15,053 Shoes, Accessories & Jewellery Stores 780 1,403 Tsawwassen Clothing Stores 20,183 7,843 Pharmacies & Personal Care Stores 17,096 20,966 Beer, Wine & Liquor Stores 12,737 15,171 Convenience & Specialty Food Stores 13,254 26,073 101,361 Supermarkets 84,265
Note: maintaining this inventory will be the responsibility of the Ladner Business Association and Tsawwassen Business Improvement Association
5 South Delta Business Sustainability Strategy – Executive Summary
Principles of a Strong Town Centre
Principle Characteristics Features and Strategies Commercial uses laid out in a Avoid gaps in land uses compact, contiguous, and Minimize storefront width Principle #1: uninterrupted environment. Concentrate retail on core Retail & Pedestrian Shopping environments should be blocks Oriented Built Form designed for maximum pedestrian Buildings adjacent to public ease and comfort realm, parking at rear Attractive storefronts allow High quality range of signage retailers to showcase their diversity Principle #2: individuality and branding Inviting window displays Compelling Unattractive storefronts can Avoid blank walls Storefront Design detract from individual businesses Clean storefronts with and adjacent properties periodic reinvestment Public areas are a constant in a Emphasis on pedestrian Principle #3: continually changing environment network Public Realm that The public realm plays an Vegetation and street trees Attracts & Retains important role in actual and Gathering spaces People perceived safety and can support a Excellent wayfinding high quality shopping experience Accessible by all transportation modes Principle #4: Parking strategy to keep Convenient & Easy access encourages return spaces in front of retailers Accessible customer visits clear of long‐term parking Environments Open businesses in evenings and Sundays Understand the customer Leverage one‐of‐a‐kind Have a captive local market and businesses and events Principle #5: inflow from regional visitors More residents and tourists Market Dynamics Minimize the outflow of consumer in and near town centres – expenditures density is key for captive local market Mix of quality stores and services Anchor retail and public Principle #6: providing variety and selection facilities are key The Businesses Stable market conditions Unique shopping experience Positive changes that benefit Principle #7: all stakeholders despite Cooperation and coordination Consistent & differing objectives between vested interest groups Engaged Leadership Committed leadership of individuals and organizations
6 South Delta Business Sustainability Strategy – Executive Summary
Ladner Precinct Analysis
To effectively analyze Ladner as a retail and commercial location, the community was divided into four commercial precincts:
Precinct Current Characteristics Recommendations Prioritize ground floor uses A. Pedestrian friendly Cluster comparison retail Village Core – 48 Avenue and Street oriented businesses and food and beverage Delta Street tenants to enable multi‐ destination trips Use to incubate businesses in more Low density strip centres affordable spaces B. and automotive uses Good location for No unifying theme Elliott Street destination retailers Strategically located Long‐term redevelopment potential for mixed use Redevelop with denser multi‐storey, mixed use buildings Geographically compact C. Strengthen role as food Overall feel of ‘back of and beverage destination Waterfront – both sides of house’ with notable – sit down restaurants, Chisholm Street exceptions microbreweries, and cafes Add to specialty home furnishings retailer cluster D. Two open‐air community Continued focus on Ladner Gateway – Ladner shopping centres convenience retail, fast Trunk Road from Central Vehicle‐oriented with food, and larger footplate Avenue to 53 Street limited walkability retailers
Key Ladner Recommendations
Leverage heritage feel C Create design guidelines for B developer certainty Increased density, particularly D in the waterfront precinct A Continued focus on attractive, pedestrian‐friendly design
7 South Delta Business Sustainability Strategy – Executive Summary
Tsawwassen Precinct Analysis
To effectively analyze Tsawwassen as a retail and commercial location, the community was divided into three commercial precincts:
Precinct Current Recommendations Characteristics
A. Full redevelopment Tsawwassen likely required Town Centre – Commercial Focus on mixed use Town Centre hub location environments with Mall and C niche and boutique adjacent retailers property
B. Short‐term: focus on convenience products 12 Avenue and Mixture of and services 56 Street – strip vehicle‐ Long‐term – malls and plazas oriented strip redevelopment as mixed around the centre and intersection of use corridors with plazas 12 Avenue and condensed commercial 56 Street space
Act as strong gateway for central Tsawwassen A C. Focus on food and Tsawwassen Closest beverage and service Gateway – commercial commercial entrance to the area to TFN Develop stronger heart of developments pedestrian connections B Tsawwassen to tie into existing cultural and recreational assets
Key Tsawwassen Recommendations
Redevelopment of town core, focusing on:
Increased density through mixed use development
Improved walkability
Condensed commercial area
Attractive public realm
8 South Delta Business Sustainability Strategy – Executive Summary
Demand & Impact Assessment
The South Delta Business Sustainability Strategy includes a category‐by‐category assessment of the maximum impact of Tsawwassen Mills and Tsawwassen Commons on South Delta businesses. Certain categories are projected to see negligible impacts while other categories may have to make changes to counter the significant impacts of the new malls.
Time to Forecasted Business Recover to Sales Recommendation for Success Category Baseline Decrease (2015) Sales Revisit offerings and pricing (especially Supermarkets 7% ‐ 10% 3‐4 years Tsawwassen) Make adjustments based on Beer, Wine, Liquor 5.5% 2 years merchandising and pricing at new stores Pharmacy, Personal Robust real growth in this category will 15% 3 years Care lead to sales recovery General Quicker recovery would require 17% 6 years or more Merchandise significant population growth Clothing, Shoes, Avoid competing merchandise, focus on Jewelry, 6.5% 2‐3 years specialized local service Accessories Home Centres, More than 10 Recovery is unlikely within 10 years Hardware, Garden 20% years without significant population growth Stores Home Electronics & Growth will offset sales loss for the few 6.5% 2 years Appliance Stores existing South Delta retailers Furniture Stores & Limited impact due to niche nature of Home Furnishings Nil N/A existing South Delta retailers Stores Niche retailers likely less affected than Sporting Goods, hunting and fishing – would need Hobbies, Music, 6.5% 2 years strategies on merchandising, price, Books customer retention Miscellaneous Limited impact due to local serving Nil N/A Store Retailers specialized niche retailers Personal & Needs to remain as a core offering in Professional Nil N/A South Delta Services May be able to draw additional Food & Beverage Nil N/A customers by differentiating from offerings at new malls
9 South Delta Business Sustainability Strategy – Executive Summary
Formulation of the Action Plan
All of the research, analysis, and consultation feedback for the South Delta Business Sustainability Strategy feeds into the Action Plan – a carefully constructed strategy for South Delta business owners, commercial property owners, business leadership organizations, and The Corporation of Delta to support the long‐term viability of the South Delta business community. The Action Plan was developed through a combination of the following:
Research and Analysis Consultation
Development of a vision and analysis Initial ‘get to know you’ meetings between the of principles of strong town centres consultant team and four key business leadership stakeholders Analysis of TFN mall developments Formal stakeholder meetings of Ladner and Inventory of existing businesses in Tsawwassen business and commercial property Ladner and Tsawwassen owners (each night was attended by over 50 Assessment of distinct business individuals) precincts in Ladner and Tsawwassen Individual meetings and phone calls between Delta Projected impacts of TFN mall staff and four key business leadership stakeholders developments on each business A meeting of the four key business leadership category in South Delta stakeholders, the consultant team, and Delta staff Two workshops with Council
Case Studies
Napanee, Ontario: Effective collaboration and BIA leadership led to physical improvements and downtown beautification Canmore, Alberta: Long‐term progressive planning policies and collaboration amongst key public and private sector players can create authentic pedestrian‐friendly place‐based destinations Sidney, BC: Implementation of initiatives requires sustained leadership, ideally through a steering committee with political representation. Downtown revitalization is linked to economic development Kelowna, BC: Strong leadership through a designated Economic Development staff position and resulting collaboration helped distinguish the Bernard Avenue core through the diversity of food and beverage opportunities from competing retail destinations Revelstoke, BC: Deep local collaboration between government and the community created environment for successful revitalization, including incentive program for façade improvements, summer street festival, public plaza, and coordinated evening opening hours for businesses Danforth East Community Association, Ontario: A resident‐driven organization funded through alternative mechanisms have provided greater sense of community and new methods of engagement
10 South Delta Business Sustainability Strategy – Executive Summary
Action Plan
The South Delta Business Sustainability Strategy includes an Action Plan that offers recommendations for action on the part of business leadership groups (Ladner Business Association, Delta Chamber of Commerce, Tourism Delta, and Tsawwassen Business Improvement Association), individual business and commercial property owners, and The Corporation of Delta. These actions are part of a phased approach including initial groundwork, implementation, and monitoring and evaluation. For more information on the phased approach and details about each action, see the full report.
Understanding Existing Meet Customer Needs Identify Monitoring Conditions Respond to New Metrics Identifying opportunities Competition Record Quantitative Responding to Improving Business Data Weaknesses Performance Develop Qualitative Building Organizational Grow New Business Information Capacity Strengthen the Town Evaluate Results of Establishing Networks Cores 3. Monitor & Evaluate Actions 1. Setting Preconditions 2. Implementing Actions Share & Consolidate Information
Legend
Business Leadership Groups (Ladner Business Association, Tsawwassen Business Improvement Association, Delta Chamber of Commerce, Tourism Delta)
Business Owners
Property Owners
The Corporation of Delta
*Note: although most actions have multiple responsible organizations, they have been colour‐coded by the lead organization Immediate/Short‐Term Actions (begin within 1 year)
Action Details Responsibility
Include all business precinct areas in BIA area; can Formalize Ladner Business create associate member category for those LBA Improvement Association outside the BIA area
Review BIA administration Review whether sufficient administration TBIA, LBA capacity resources exist for scope of work
11 South Delta Business Sustainability Strategy – Executive Summary
Action Details Responsibility
Form business owner and Collaborative groups to advise BIAs on issues and property owner advisory needs of each group and jointly tackle major TBIA, LBA, Chamber groups initiatives
BIA, Chamber, Tourism Delta representatives to TBIA, LBA, Chamber, Proactively engage with The frequently meet and present emerging issues to Tourism Delta, Corporation of Delta Council and staff Corporation of Delta
Form resident membership Nominal fee program ($10‐$20) providing TBIA, LBA, Chamber, program discounts and prizes at local businesses Tourism Delta
TBIA, LBA, Chamber, Examine opportunities for Close collaboration and resource sharing between Tourism Delta, resource sharing business leadership groups Corporation of Delta
Strategically target events, especially in low TBIA, LBA, Tourism Wider array of festivals and seasons, to support the sales of existing Delta, Corporation of events businesses and incubation of new businesses. Delta
Track success of festivals and Use metrics provided in full report to improve TBIA, LBA events events and prioritize funding
Include questions about business health, vitality, Conduct annual business and issues such as leases, revenues, and space TBIA, LBA, Chamber surveys needs
To gain in depth understanding of key issues, Conduct business and leading to refinement in ideal tenant mix for each TBIA, LBA, Chamber property owner interviews precinct and targeted investment
Provide assistance to landlords looking to improve TBIA, LBA, Chamber, Conduct landlord workshops their buildings Corporation of Delta
Assist tenants to negotiate Targeted rent reductions for businesses impacted rent and other inducements by TFN mall developments during transition TBIA, LBA with landlords period
Assistance for business owners looking to improve Create business mentorship image, merchandising, service, and sales TBIA, LBA, Chamber programs performance
Coordinate volunteer Help new or struggling stores with retrofits, support for business TBIA, LBA revitalization through community volunteers improvement
12 South Delta Business Sustainability Strategy – Executive Summary
Action Details Responsibility
TBIA, LBA, Create buy local and locally Implement local discounts to encourage cross‐ Corporation of Delta, shopping and promote on social media made campaigns Tourism Delta
TBIA, LBA, Chamber, Develop a shared community Make calendar publicly available Tourism Delta, events calendar Corporation of Delta
Launch ‘dine around & stay Coordinate for South Delta TBIA, LBA in town’ initiative
Install information displays TBIA, LBA, Tourism and marketing materials in Focus on town centres and other South Delta Delta, Chamber, TFN mall developments and attractions Corporation of Delta BC Ferries
Consult with branding specialists to determine Revisit suggestions from February 3rd and 4th Tourism, TBIA, LBA, branding themes for Ladner stakeholder consultation meetings Chamber and Tsawwassen
Work with landlords to utilize vacant storefronts Launch pop‐up retail Chamber, TBIA, LBA, for temporary retailers to incubate potential initiative Property Owners businesses
Determine who the customer is, how the customer is changing, key competitors, Undertake market research Business Owners merchandising, pricing, emerging trends, and learning opportunities
Assess customer flow and physical store Conduct internal store audit condition; pursue consistent store design and Business Owners intuitive merchandise layout
Assess whether the store is ‘readable’ by passing pedestrians and drivers, whether the entrance is Business Owners, Conduct external store audit welcoming and well‐maintained, whether the Property Owners storefront works well at night
Align hours with needs of dual‐working families by Extend store hours Business Owners staying open until 7:00 or 8:00 pm and on Sundays
Website, social media – often where first Establish online presence Business Owners interaction with customers occurs
13 South Delta Business Sustainability Strategy – Executive Summary
Action Details Responsibility
Assess new competition from TFN mall Merchandising developments to determine whether it is Business Owners Improvements necessary to re‐evaluate suppliers and re‐ merchandise to be complementary
Consider building condition; assist tenants in Physical building review modernizing dated store concepts, storefronts, Property Owners and signage
Provide terms and conditions that reflect the Review lease terms and precinct, ensure term certainty and renewal Property Owners conditions options, and avoid restrictive use clauses
Property Owners, Work with BIAs on pop‐up TBIA, LBA, Tourism Pursue pop‐up shops in vacant buildings shop initiative Delta, Corporation of Delta
Create coordination and Provide oversight and coordination through Invest oversight role for the in Delta Mayor’s Standing Committee, hold Corporation of Delta Strategy regular meetings with business leadership groups
Accelerate redevelopment timeframes by Plan for strategic site engaging in joint, streamlined site planning and Corporation of Delta, redevelopment approval process and offering tax incentives for Property Owners development
Review allowing increased density and alternate Explore Ladner Waterfront development concepts to result in vibrant Corporation of Delta Plan bylaw revisions pedestrian‐oriented waterfront
Pursue ideas to implement public washrooms in Incent publicly accessible town centres, including incentives for new Corporation of Delta washrooms development and existing businesses
An option to help with the public washroom issue, Invest in washroom trailers Corporation of Delta particularly for events
Allowing street vending can increase vibrancy, but Corporation of Delta, Explore street vending bylaw needs to be done in collaboration with BIAs to LBA, TBIA reduce complaints from existing businesses
14 South Delta Business Sustainability Strategy – Executive Summary
Ongoing and Longer Term Actions
Action Details Responsibility
Communicate progress and Regular newsletters or communiques with opportunities to businesses TBIA, LBA updates about town centres and precincts (ongoing)
Maintain list of vacant space in each precinct, Inventory available retail space lay out in listing map with size, availability, TBIA, LBA (annually) asking rent, contact info
Conduct retail market research Market data, population growth trajectories, TBIA, LBA (bi‐annually) demographics, presented in attractive manner
Close working relationship with property Facilitate leads and match owners, can provide introductions between TBIA, LBA space with tenants (ongoing) prospective tenants and landlords
Pedestrian and vehicle counts Can help measure marketing and event TBIA, LBA, (bi‐annually) initiatives and prioritize capital projects Corporation of Delta
Analysis and dissemination of Tracking of conditions (vacancies, mix, etc.) TBIA, LBA market data (ongoing)
Identify resources for Connect with BIAs and Chamber as well as other Business Owners, assistance (ongoing and as business owners on planned initiatives and TBIA, LBA, Chamber needed) potential support mechanisms
Be present at major events and Opportunity to extend brand and engage with Business Owners festivals (ongoing) potential customers
Physical inside and outside Refresh stores frequently – coordination Business Owners, store improvements (ongoing) between business owners and property owners Property Owners
Monitor sales performance Helps to know when to re‐evaluate merchandise Business Owners (ongoing) line, pricing, and suppliers
Stay up to date on emerging product lines, Keep current (ongoing) competition, opportunities for cross‐promotion Business Owners and joint marketing
Communicate and review Maintain open line of communication with BIA Business Owners, research and other information and review their market research, updates, and LBA, TBIA from BIAs (ongoing) planned festivals and events
15 South Delta Business Sustainability Strategy – Executive Summary
Action Details Responsibility
Review BIA data and other info to evaluate Market trend and tenant category prospective tenants; evaluate current tenants Property Owners, review (ongoing) for fit and market, assess health of current TBIA, LBA tenant
Opportunity to share information and successful initiatives, provide tenant references, Attend property owner advisory coordinate investment and improvements, Property Owners group meetings (ongoing) advocate collectively with BIAs and Corporation of Delta
Network with other area Build relationships key to working together Property Owners landowners (ongoing)
Coordinate closely with BIAs on prospective Monitor trajectory of businesses Property Owners, tenants and vacant spaces; track net rents, sales (quarterly) Business Owners performance, vacancies, turnover rates
Increase density, height, number of units in Encourage population growth in Ladner Village and Tsawwassen Town Centre Corporation of Delta town centres (within 3 years) core areas
Recognizing the precincts, each with its own Recognize town centre precincts character, mix, and specialization will solidify the within revised Area Plans (within Corporation of Delta trajectory and create certainty for business 3 years) owners, property owners, and developers
Assists developers understand basic design Develop town centre design Corporation of Delta, ideas, aspirations, and expectations and helps guidelines (within 3 years) Property Owners Council measure new projects
Pursue new wayfinding initiatives at entrances Strategically invest in public realm and within town centres; undertake additional improvements, coordinating with public realm investments to ensure the retail Corporation of Delta business district priorities (short environments are safe, clean, accessible, and and long‐term) attractive
Strategically utilize property tax freezes, fee Incent development through a waivers, reduced parking requirements, variety of targeted measures Corporation of Delta streamlined approvals, joint planning, and joint (short and long‐term) ventures to induce desired development
Continue to explore water lot Continue to pursue increased lease lengths for Corporation of Delta lease issue (ongoing) Ladner Waterfront water lot leases
Explore options for other public Consider public wharfs and boardwalks in realm investments (medium and appropriate locations Corporation of Delta long‐term)
16 South Delta Business Sustainability Strategy – Executive Summary
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---,~~--~[rZ:P""'" --~~-----~------f------_ 1 Source: http://jimleggitt.typepad.com/ EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis Table of Contents
1. Introduction…………………………………………………………………………………....8 2. The Town Centre Vision……...………………………………………………………………10 2.1 Vision & Principles 11 2.2 Principles of a Strong Town Centre 12 3. Existing & Emerging Conditions……………………………………………………………19 3.1 Regional Context 21 3.2 Local Context 31 3.3 Ladner Precinct Delineation & Overview 32 3.4 Ladner Precinct A: Village Core 34 3.5 Ladner Precinct B: Elliott Street 41 3.6 Ladner Precinct C: Waterfront Precinct 47 3.7 Ladner Precinct D: Gateway Precinct 52 3.8 Tsawwassen Precinct Delineation & Overview 58 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre 60
2 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis Table of Contents
3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street 67 3.11 Tsawwassen Precinct C: Tsawwassen Gateway 76 3.12 Conclusion & Synopsis 81 4. Demand & Impact Assessment…………………………………………………………...82 4.1 Introduction 83 4.2 Population Growth & Real Expenditure Growth 84 4.3 Expenditure Potential & Gross Space Supportable – Baseline 88 4.4 TFN Malls: Outflow Recapture, New Spending & Impact 91 4.5 Synopsis & Conclusions 106 5. Stakeholder Engagement…………………………………………………………………..107 5.1 Stakeholder Engagement Overview 108 5.2 Ladner Stakeholder Engagement 109 5.3 Tsawwassen Stakeholder Engagement 113
3 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis Table of Contents
6. Business Sustainability Case Studies……………………………………………………..117 6.1 Introduction 118 6.2 Downtown Napanee, Ontario 119 6.3 Downtown Canmore, Alberta 121 6.4 Downtown Revitalization Task Force, Sidney, British Columbia 123 6.5 Bernard Avenue Revitalization, Kelowna, British Columbia 125 6.6 Business Revitalization, Revelstoke, British Columbia 128 6.7 Danforth East Community Association, Toronto, Ontario 129 7. South Delta Business Sustainability Action Plan………………………………………...131
4 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis Table of Contents
8. Community Group Actions…………………………………………………………………136 8.1 Formalize a Ladner Business Improvement Area 137 8.2 Review BIA Administrative Capacity 139 8.3 Collaboration & Consensus Building 140 8.4 Festivals & Events 142 8.5 Tenant Retention & Improvement 144 8.6 Tenant Recruitment 146 8.7 Marketing & Branding 149 8.8 Local Area Research & Monitoring 150 9. Business Owner Actions……………………………………………………………………..152 9.1 Research & Coordination 153 9.2 Business Self-Assessment 154 9.3 Identify Groups and Resources that can Help 156 9.4 Operational Adjustments 157 9.5 Physical Store Improvements & Merchandising 158 9.6 Research & Monitoring 159
5 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis Table of Contents
10. Property Owner & Representative Actions………………………………………………160 10.1 Assess & Improve Property Marketability 161 10.2 Coordinate Recruitment & Leasing Efforts 164 10.3 Monitoring Impacts & Coordinating with BIAs 165 11. Corporation of Delta Actions……………………………………………………………….166 11.1 Coordination & Oversight 167 11.2 Revisit Planning & Other Municipal Policy 168 11.3 Strategic Investments 173 11.4 Monitoring Plan Implementation & Progress 176 Appendix A……………………………………………………………………………………………177 Appendix B…………………………………………………………………………………………….188
6 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
, IJ 1 Introduction
--- ROLLO REURBANIST. c~\A< 7 ~~~~!I!~~~£ Introduction Edmonton – Evolving Infill Residential The 1.8 million square feet of retail space under construction at Tsawwassen Mills and Tsawwassen Commons is Market Analysis approximately equivalent to adding 42 square feet of new space for every resident in Tsawwassen and Ladner. In the context of a Metro region that, as a whole, contains approximately 40-45 square feet of total retail and service space per capita (of which 35% is classified as malls or power centres), this new supply is significant by any measure. Effectively, upon opening of the malls in spring 2016, South Delta will experience an increase in retail floor space supply far in excess of natural market growth. It is this seismic shift in the retail landscape that has prompted the Corporation of Delta to retain a consulting team, led by G.P. Rollo & Associates Ltd. (GPRA), to develop a South Delta Business Sustainability Strategy. Drawing on input received through a variety of stakeholder consultations, an in-depth assessment of existing conditions in Ladner and Tsawwassen, and the combination of experience working in communities facing comparable challenges, the consulting team has developed this strategy document with action-oriented advise for local businesses, landowners, other community groups, and the Corporation of Delta. Some actions can and should be implemented immediately, while others will require longer term collaboration and engagement, both locally and beyond. Fundamentally, this Sustainability Strategy comes down to a strategic tenant retention and recruitment exercise. For local businesses, short and long-term success will be predicated on successfully assessing their customer base, the competitive landscape, and making adjustments to succeed in an evolving market. For landowners, properly assessing their properties and engaging in coordinated and collaborative efforts with local community organizations and business owners will be fundamental to ensuring that their properties are productive and that their tenants are financially successful. For community organizations and entities like BIAs, Chamber of Commerce and Tourism Delta, there will be a need for expanded scopes of work and diligence in coordination and communication. And finally, for the Corporation of Delta, this strategy will require a variety of efforts, ranging from consistent oversight and planning policy revisions, to a range of strategic investments. Efforts from all groups will be required to ensure that Tsawwassen and Ladner are well positioned to be clean, safe, attractive and sustainably vibrant town centres for years to come.
8 Introduction Edmonton – Evolving Infill Residential There are 11 sections in this report, including these introductory pages: Market Analysis . Section 2: Town Centre Vision – in this section, the fundamentals of ‘retail ready’ town centres are laid out by way of seven core Principles of a Strong Town Centre. This section sets the stage for subsequent assessments of existing conditions in Ladner & Tsawwassen town centres. . Section 3: Existing & Emerging Conditions – this section provides an overview of the emerging retail competition at the Tsawwassen First Nation (TFN) lands, as well as a detailed quantitative and qualitative assessment of Ladner and Tsawwassen’s commercial inventory and other conditions. Each town centre is divided into component precincts to enable a detailed discussion of the current and targeted tenant mix and market positioning. . Section 4: Demand & Impact Assessment – this section projects South Delta’s market growth, by commercial category, and assesses the potential for TFN mall-related sales impacts on South Delta businesses. Impacts are calculated on a category-by-category basis. . Section 5: Stakeholder Engagement – having established existing and emerging conditions and precinct-specific merchandise mix adjustments in Section 2 through 4, in Section 5 we report on the first step in building the action- oriented Sustainability Strategy: engaging with local stakeholders. This section documents the feedback received during two nights of engagement with Tsawwassen and Ladner land and business owners. . Section 6: Business Sustainability Case Studies – Six case studies are analysed as part of the research for best practices in town centre business sustainability. Three case studies are from BC, two are from Ontario, and one is from Alberta. . Section 7: South Delta Business Sustainability Action Plan – in Section 7, we introduce the structuring elements for the action plan to follow. . Section 8: Community Group Actions – this section lays out recommended action items for the local business (improvement) associations, Tourism Delta, Chamber of Commerce, and other community groups. . Section 9: Business Owner Actions – this section provides action items for local business owners. . Section 10: Property Owner & Representative Actions – this sections provides action items for landowners. . Section 11: Corporation of Delta Actions – finally, action items for the Corporation of Delta are discussed.
9 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
The Town Centre 2 Vision
2.1 Vision & Principles 2.2 Principles of a Strong Town Centre
10 2.1 Vision & Principles Vision Statement: Edmonton – Evolving Infill Before beginning a discussion of the detailed actions that will need to be “To establish vibrant, sustainableResidential and undertaken to implement the South Delta Business Sustainability Strategy, resilient downtown environmentsMarket Analysis in Ladner we first draw attention to a fundamental question that all stakeholders & Tsawwassen through improvements to the (government, businesses, business district managers etc.) should be quality and viability of existing businesses considering: is the stage sufficiently set in Ladner & Tsawwassen for and the attraction of new viable successful business attraction and retention? businesses.” Fundamentally this strategy will come down to tenant retention and tenant recruitment. In order to ensure that existing businesses survive and thrive, and that complementary new businesses are attracted, both Principles of a Strong Town Centre Ladner and Tsawwassen must offer those businesses the fundamentals that they need to succeed. At a minimum, these include a strong Principle #1: customer base, and a clean, safe, attractive commercial environment. Retail & Pedestrian Oriented Built Form Understanding and diagnosing the types of improvements needed to move the business districts (and their component precincts) towards Principle #2: being ‘ready’ for success is a significant part of the overall strategy as it Compelling Storefront Design sets the stage to ensure that recruitment and retention efforts have the Principle #3: most impact. Public Realm that Attracts & Retains People This section of the report provides a preliminary vision statement for South Delta (at right), and outlines the principles of a strong town centre. This Principle #4: sets the stage for the analysis of existing conditions found in Section 3, Convenient & Accessible Environments which also provides a simple ranking of existing conditions (strength, Principle #5: neutral, weakness) against the principles discussed in this section. Market Dynamics Principle #6: The Businesses
Principle #7: Consistent & Engaged Leadership
11 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #1: Retail & Pedestrian Oriented Built Form Residential As a principle, commercial uses should be laid out in a compact, Market Analysis contiguous, and uninterrupted shopping environment. At all times, shoppers should be able to see new storefronts in multiple directions from their viewpoint, and should be able to access these stores without hindrance or delay. Shopping environments work best when designed for maximum pedestrian ease and comfort, both through minimizing walking distances, but also through the removal of both physical and psychological barriers. In practice, this means creating street retail environments that embody the following characteristics: . Avoidance of gaps in active land uses within shopping environments that deter shoppers from travelling further, including surface parking lots, large set-backs, gas stations, vacant commercial space and empty land. . Similarly, land uses with low ground-floor activity (offices, banks, residential, large format stores) should be designed to minimize the width of entrances fronting on to a main street, and lined where possible with smaller retail units. . Retail environments should be concentrated on core blocks with clear edges / boundaries to prevent unnecessary over-extension (which can lead to gaps in active uses and long walking distances). . Streets should be lined with active uses on both sides and dead-ends should be avoided to maximize retailer sightlines and enable shoppers to flow in a circular pattern. . Street crossings should be frequent and enable pedestrians to easily and safely cross to the alternate side with minimal delay. . Buildings should be built immediately adjacent to the public realm and surface parking should be placed at the rear.
12 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #2: Compelling Storefront Design Residential The retail structure and layout is primarily a means to feature the true Market Analysis attractor of a downtown, the individual stores themselves. Storefronts provide retailers with the ability to showcase their individuality and branding, lending to a downtown’s overall uniqueness. At the same time, poorly designed and unmaintained storefronts can negatively detract from not only individual business, but can also impact the success of adjacent properties. A downtown should aim to achieve storefronts that provide: . A range of signage diversity that allows retailers to achieve a degree of authenticity, but still maintains a high design quality and respects heritage attributes. . Awnings that provide shade and shelter for pedestrians. . Inviting / transparent window displays and easy to circulate store layouts that welcome customers. . An avoidance of blank walls, window wall advertising, and gaps between operable doors. . Regularly cleaned, painted storefronts that see periodic reinvestment to ensure businesses stay relevant to changing consumer preferences.
13 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #3: Public Realm that Attracts & Retains People Residential The public realm of a downtown is akin to the common areas (hallways) of a shopping mall. Over the long term,Market public Analysis areas can actually prove to be more important than the stores around them as they are the one constant in a continually changing environment. The public realm plays an important role in both the actual and perceived safety of a town centre, critical factors for encouraging consumers to visit and linger. Increasingly, successful town centres are turning their focus to creating a high quality and shopper-friendly public realm through strategies such as: . Ensuring sidewalks are of a sufficient width to comfortably accommodate a higher pedestrian volume, as well as providing the flexibility to add patio seating. . Ensuring the street is not too wide providing a visual connection between both sides of the street. Many great streets have extended space that allows for programming and overflow areas for businesses. . Providing vegetation and properly planted street trees to give shoppers shading and enhanced visual aesthetics. At the same time, it is important to ensure foliage and planters do not obstruct sightlines and pedestrian movement. . Bright and frequent lighting that creates a safer-feeling environment and helps support extended shopping hours. . The creation of gathering places such as plazas and parkettes that accommodate small events, public space programming, and temporary pop-up retailers. . The use of other street enhancements features such as seating, public art, historical plaques, and bicycle racks. . A strong emphasis on pedestrian networks and protection, including well marked street crossings, wayfinding, and periodic weather protection. . Improving the interface between the built environment and the public realm to allow customers to easily access stores (i.e. low barrier entrances). . The flexible use of streets and on-street parking on a temporary basis to accommodate events, summer patios, food trucks, and other mobile retailers. . Excellent wayfinding
14 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #4: Convenient & Accessible Environments Residential Today’s shoppers are highly mobile and also under increasing time constraints. A key deciding factor in a shopper’sMarket preferenc Analysise of where to visit regularly relates to the overall convenience of the destination. If a shopping destination is not easy to access, the likelihood of a return visit declines as customers simply choose elsewhere to shop. The continuing evolution of the shopping centre industry and online shopping has elevated consumer expectations regarding convenience. To compete in terms of access and convenience, successful downtowns are seeking to create environments that: . Are accessible by all forms of transportation, including vehicles, transit, cyclists, and pedestrians, in a balanced and planned manner. . Have a parking strategy in place that keeps spaces in front of retailers clear of long-term parkers to maximize convenience for grab-n-go shoppers (such as parking meters), but provides abundant and clearly sign-posted off-street parking for free or at low cost. . Offer a broad merchandising mix that facilitates one-stop shopping, but groups complementary tenancies to maximize convenience. . Implement effective wayfinding strategies, both for external traffic at a regional level, and for pedestrians and vehicles at the local scale. . Shift opening hours to include evenings and Sundays to better correspond with the realities of dual-working adult households. . Better integrate online technologies (website, apps) to provide shoppers with improved awareness of the diversity and precise locations of available businesses, and explore potential new channels for retailers such as online shopping (deliver, in-store pickup).
15 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #5: Market Dynamics Residential Successful downtowns are typically supported by a combination of a Market Analysis captive local market and inflow from regional day visitors and tourists. To achieve local market support, downtowns must first have access to a sufficiently sized population or employment base - preferably within close walking distance of businesses. At the same time, minimizing the outflow of consumer expenditures made by adjacent residents and employees requires local businesses to possess a deep understanding of the profile of their customer, as well as the nuances of their consumer preferences (such as matching opening hours with shopping hours). Drawing visitors from further afield necessitates the downtown to offer compelling reasons for customers to travel past closer, competing retail destinations. One-of-a-kind of businesses, authentic urban experiences, or festivals and events are among the range of drawing factors that successful downtowns leverage to attract non-local visitors. The final element in the market dynamics of a successful downtown is the level of local and regional awareness of the range of goods and services available. Effective branding and marketing can help better position a downtown as a competitive shopping destination. By leveraging market dynamics and capturing sufficient consumer spending to support local businesses, over the long-term successful downtowns are able to thrive and adapt to changing needs.
16 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #6: The Businesses Residential Tenant Mix & Retail Hierarchy – The most important ingredients for commercial success in Market Analysis downtown main street environments are the variety and quality of merchandising offered. To be successful, the downtown must offer a sufficient selection of quality stores and services that can attract residents to shop downtown on a regular basis. Importantly, anchor retail tenants (such as grocery stores) play a critical role in drawing visitors and allowing them to disperse to smaller, adjacent retailers. In downtown environments, this anchoring role of attracting visitors can also be played by non-retail uses such as community centres, public libraries, public spaces, and other institutions.
Market Positioning & Precincts – A downtown must focus on creating a merchandising mix that provides either a unique or complementary shopping experience compared to major shopping centre competition. There are a number of fundamental merchandising strategies to ensure success in the downtown area. In virtually all consumer surveys, shoppers identify the variety and selection of merchandise as one of the most important reasons for patronizing a particular retail destination. The downtown must provide a sufficient variety and selection of goods and services (“critical mass”) to attract shoppers. The variety of goods and services offered should facilitate one-stop shopping in the downtown for essential items. In addition to this strategy (or in lieu of), success may also be achieved in the downtown by becoming dominant in one or more merchandising niches compared to other competitive shopping destinations. It should be noted that the positioning of a downtown may vary significantly across its sub-precincts. This variation is what makes cities interesting and provides a special character not present in shopping centres.
Competitive Businesses – Today’s consumer is both sophisticated and demanding as they have all enjoyed high quality shopping experiences outside of their local community. As such, businesses must provide contemporary merchandising, store layout, and store design. Downtown businesses must deliver high quality goods and services, exceptional customer service, and competitive prices. While a degree of transition in tenants enables a downtown to shift to meet changing consumer needs, high turnover indicates unviable economic conditions. Healthy downtowns are grounded in stable market conditions and a merchandising offering that competitively responds to consumer demand.
17 2.2 Principles of a Strong Town Centre Edmonton – Evolving Infill Principle #7: Consistent & Engaged Leadership Residential In a highly competitive retail environment, success can be Market Analysis difficult to achieve. Downtown areas often face the greatest challenges due to the many separate interest groups active in the downtown including landlords, tenants, business associations, politicians, and planners. The goals and objectives of these separate interest groups often do not match. In particular, divided land ownership and absentee landlords are frequently a key obstacle to initiating the changes needed to transform a struggling downtown into a successful and vibrant destination.
The cornerstone for commercial success depends upon the ability for all vested interest groups to find the means to cooperate and coordinate their activities in such a way as to benefit the downtown overall. If positive changes are first made for the benefit of downtown, then all stakeholders and the community at large will benefit as well.
The successful revitalization of downtowns requires a strong level of partnership and commitment among the various stakeholders, led by the committed leadership of individuals and organizations that can take coordinated action in responding to competition.
18 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Existing & Emerging
3.1 Regional Context Conditions 3.2 Local Context 3 3.3 Ladner Precinct Delineation & Overview 3.4 Ladner Precinct A: Village Core 3.5 Ladner Precinct B: Elliott Street 3.6 Ladner Precinct C: Waterfront Precinct 3.7 Ladner Precinct D: Gateway District 3.8 Tsawwassen Precinct Delineation & Overview 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street 3.11 Tsawwassen Precinct C: Tsawwassen Gateway 3.12 Synopsis
19 Introduction Edmonton – Evolving Infill . Having established the principles of strong town centres in Section 2, in this section we provide an evaluation of both the emerging regional retail context in South Delta as well as an assessment of the Residential current condition of Ladner and Tsawwassen town centres. Market Analysis . Current conditions are discussed in some detail, with examinations of public realm, tenant mix, market positioning, anchors and amenities, and overall form and function. Throughout the section, assessments of existing conditions are tied back to the Principles of a Strong Town Centre by applying a simple ranking system:
Strength Neutral Weakness
. The regional Retail Context sub-section (3.1) is divided into two components: A discussion of relevant retail trends; and An overview of the two malls – Tsawwassen Mills and Tsawwassen Commons – currently under construction on the Tsawwassen First Nation (TFN) lands, with an examination of layouts, merchandising and trade areas. . The Local Context sub-sections (3.2 to 3.10) contain the qualitative and quantitative evaluations of existing conditions in Ladner and Tsawwassen town centres, again with reference to their ranking against ideal town centre principles as noted above. This analysis sub-divides each town centre into a series of precincts as follows: Ladner: Tsawwassen 1. Village Core Precinct 1. Tsawwassen Town Centre Precinct 2. Elliott Street Precinct 2. 12th Ave & 56th St. Precinct 3. Waterfront Precinct 3. Gateway Precinct 4. Gateway Precinct
. The evaluation of each precinct concludes with recommendations for strategic repositioning.
20 3.1 Regional Context Edmonton – Evolving Infill Overview of Retail Trends Residential The Metro Vancouver Region Market Analysis • Upon completion and opening in 2016, Tsawwassen Mills will be the first new super- regional enclosed shopping centre to enter the Metro Vancouver market since Metropolis at Metrotown opened in 1983. Metro Vancouver’s lack of new enclosed shopping centres in the last 30+ years is consistent with a Canada-wide (and indeed North America-wide) trend away from enclosed malls. Indeed, aside from Tsawwassen Mills, the only other super-regional enclosed shopping centres to be constructed in Canada in the last 25 years were Vaughan Mills north of Toronto (2004) and Crossiron Mills north of Calgary (2009).
• The Metro Vancouver market appears to be ripe for major new retail entrants and super-regional enclosed retail centre expansion, ranking well behind the Canadian national figure for square 0 malls built in 30 years feet of mall and power-centre retail space per capita (14 sq.ft. vs. 19 sq.ft.). Aside from the nearly 1.8 million square feet coming online at TFN in 2016, there is significant low retail centre space per new square footage planned and under construction (mostly around rapid transit 14 ft2 stations) across the region including: capita • McArthurGlen outlet mall at YVR (400,00 square feet)1 2 • Park Royal (additional 300,000+ square feet) mall sales performance • Brentwood Town Centre expansion (additional 700,000 square feet)3 • Lougheed Town Centre redevelopment (additional 600,000 square feet)4 • Oakridge redevelopment (additional 900,000 square feet)5 • Coquitlam Centre (additional 100,000 square feet)6 • Metro Vancouver is also home to two of North America’s 10 most productive malls (2013), measured in sales per square foot: Pacific Centre is ranked #4 at $1,335 per sq.ft., and Oakridge Centre is ranked #8 at $1,132 per sq.ft. In 2014, Pacific Centre and Oakridge Centre were ranked the most productive and third-most productive malls in Canada respectively. 1 Opening July 9th 2015 2 Largely complete All of these conditions are making it attractive for developers to bring additional space 3 Construction underway, Phase 1 opening Q3 2018. • 4 No known construction/opening schedule. online. In a region constrained by high land values, increasing congestion and the 5 Retail expansion targeted for 2019/2020 opening ALR, a large unimpeded site like that on offer at TFN is a rare opportunity. 6 Likely 2017 or 2018.
21 3.1 Regional Context Edmonton – Evolving Infill Overview of Retail Trends Residential Outlet Malls Market Analysis • The ‘Factory Outlet Centre’ concept is a purpose-built centre consisting of manufacturers’ and retailers’ outlet stores selling brand-name goods at discounted prices. It is typically a venue for sale of surplus stock, prior-season, or slow-selling merchandise, but also offers merchandise specifically designed (and priced) to be “Mills” hybrid-outlet malls built sold at the outlet store. Typically these centres are unanchored, although certain 2 in Canada in last decade brand-name stores tend to serve as ‘magnet’ tenants. These can be open-air or enclosed, but typically do not exceed 400,000 or 500,000 square feet. • Tsawwassen Mills, a 1.2 million square foot super-regional centre, is a hybrid shopping centre as it will offer a collection of outlet and off-price stores alongside category- Class A outlet malls opened dominant and first-to-market retailers. This development follows on a wave of new 5 in Canada in 2014 outlet mall and hybrid outlet centre developments across Canada in recent years. • From the time of writing through to 2017, the following new outlet centres will be opening in Canada: • McArthur Glen Designer Outlets, YVR (400,000 sq.ft., 150 outlet stores) • RioCan/Tanger Outlets, Calgary (350,000 sq.ft., 80 outlet stores) • The Outlet Collection, Edmonton (350,000 sq.ft., 85 outlet stores) • The Outlet Collection, Winnipeg (385,000 sq.ft., 90 outlet stores) • These new centres will join several malls which have opened recently in Canada: • Premium Outlets Montreal, 2014 (365,000 sq.ft., 85 outlet stores) • Ottawa Tanger Outlets, 2014 (350,000 sq.ft., 75 outlet stores) • Outlet Collection at Niagara, 2014 (520,000 sq.ft., 102 outlet stores) • Toronto Premium Outlets, 2013 (375,000 sq.ft., 90 outlet stores) • Tanger Outlet Cookstown, 2014 (300,000 sq.ft., 70 stores) • In addition, the Mills-type malls in Calgary and Vaughan have offered a collection of factory outlet stores since 2004 and 2009 respectively.
22 3.1 Regional Context Edmonton – Evolving Infill Overview of Retail Trends Residential Online Retail Market Analysis • The Center for the Study of Commercial Activity at Ryerson University predicted in 2013 that online shopping in Canada would double as a percentage of overall retail sales by 2018. However, it noted that the average annual per capita online sales in Canada in 2012 ($170) significantly lagged the $600 per capita spent online in the United States. It was projected that by 2018, Canadian per-capita online sales would reach $340. • The Business Development Bank of Canada (BDC) has projected that online sales in Canada will increase from $5.4 billion in 2012 to over $10 billion by 2020. • While online sales lag those of the U.S., BDC has found that the internet plays a very significant role in the vast majority of Canadian retail transactions. • At least half of consumers conduct an online search prior to purchasing a product; • 75% indicate that online ratings and reviews influence their buying decisions; $170 2012 online retail sales • Even a 10% price discount is often enough to make a consumer buy a product per capita in Canada online vs. in store; 2018 projected online • More than 10% of consumers use stores to test products before buying online; $340 sales in Canada • The internet is playing an ever-increasing role in consumer research, with online research often directing customers to stores. However, if the stores do not have US current online sales online presence, even customers who want to support local business may struggle to $600 per capita find those retailers and will go elsewhere. A survey conducted for Google Canada in fall 2014 found that 61% of Canadian independent retailers had no online presence. • In the coming years, the most competitive small independent businesses will have a combination of strong customer service and client relationships, combined with a strong online presence (website & social media) that will include online transactions.
23 3.1 Regional Context Edmonton – Evolving Infill Overview of Retail Trends Residential Large Format Retail & the Reemergence of Town Centres Market Analysis • With changing demographics and the introduction of omni-channel retailing, large format (or ‘big box’) retailers have recently seen a seismic shift in the shopping behaviours of their customers. As generational shifts occur, the fundamental needs of households evolve. Families with fewer children, small families, empty nesters, and young adults require fewer bulk purchases and more targeted needs-fulfilment. This change in the retail business is driving an overall shift in big box retailing to smaller, more urban store formats. Big box chains such as Best Buy and Staples have notably started a “right-sizing” strategy, closing 15 stores in 2014.
“We’re not seeing customers say the physical store is dead,” said Clint Mahlman, chief operating officer of London Drugs, which is beginning to plan for stores that are about a third the size of their current mega-outlets. “What they are saying is that what they expect from a physical store is very different.”1 • As more business flows through online retailing, many traditionally big box brands and retailers are changing the way they interact with their retail real estate. Growing competition from online-only outlets (e.g. Amazon) is forcing developers and retail operators to adapt and revisit their “brick-and-mortar” strategy. • In many ways, the retail industry is beginning a return to main street. More and more, consumers want to shop in an environment that, at the very least, replicates an idealized concept of the traditional, pre-mall-era main street retail district. Many mall developers and major retailers are listening, and the result has been a renaissance of the main street. This includes traditional existing main street environments, as well as new main streets, which are emerging as the centerpiece of new large-scale retail and mixed-use projects. On the decline are many of the automobile-era retail formats, including power centres and strip 1: Retail reboot: How e-commerce is forcing an industry transformation: malls. Many are changing to include experiential elements traditionally found in organically http://www.theglobeandmail.com/report-on- grown and developed town centres. As the expectations and habits of customers change, business/retail-reboot-how-e-commerce-is- forcing-an-industry- retailers are recognizing the need to re-evaluate their store formats. Retail is becoming more transformation/article21602870/?page=all of an experience, with unique cultural and local flavours taking on more prominence in the overall shopping experience.
24 3.1 Regional Context Edmonton – Evolving Infill TFN Mall Development Overview Residential Market Analysis • The TFN shopping complex, slated to open in the spring of 2016, is being developed 5 minutes by car to the northwest of Tsawwassen Town Centre and 10 - 12 minutes south of Ladner village. • The development consists of two projects: (1) Tsawwassen Mills by Ivanhoe Cambridge, a 1.2 million square foot enclosed shopping centre which will include a number of first-to-market retailers such as BC’s first Bass Pro Shops; and (2) Tsawwassen Commons by Property Development Group, a 550,000 square foot outdoor power centre anchored by Wal-Mart, Canadian Tire and Rona.
LADNER
10+ minutes
TSAWWASSEN 5 minutes
25 3.1 Regional Context Edmonton – Evolving Infill Tsawwassen Mills Overview Residential Mills Concept Market Analysis . The Tsawwassen Mills shopping centre will combine retail, entertainment, dining, and Service commercial. It will consist of at least 200 specialty stores, up to a half-dozen themed restaurants, an 1,100 seat food court, and a variety of entertainment venues. Upon completion it will be the second largest mall in Metro Vancouver, only slightly smaller than Metropolis at Metrotown in Burnaby. It will also be the first super-regional indoor mall constructed in Metro Vancouver since Metrotown was built in 1983. . The Mills format of retailing was pioneered in the mid-1980s in the Washington D.C. area at Potomac Mills. The first Mills mall in Canada was Vaughan Mills, which opened in 2004 just north of Toronto. The second Canadian Mills mall, CrossIron Mills in Calgary, opened in late summer of 2009. Both centres have been successful, and both entered regional markets where no enclosed malls had been constructed in nearly 20 years. . The Mills retailing format is a blend of several forms of retail and other offerings typically found in regional and super-regional malls, factory outlets, power centres, and entertainment clusters. The Mills concept’s success is partially attributable to this blend. The mix of other Mills centres comprise off-price retailers, factory outlets, department store outlets, catalogue outlets, category dominant stores, entertainment venues/retailers, and restaurants. . This concept is often referred to as a Shopping Centre Hybrid, borrowing elements from many other concepts: . From outlet centres: it borrows the idea of grouping manufacturers together . From power centres: it adopts the combination of large scale dominant and off-price stores . From regional malls: extra large food courts, entertainment venues, community gathering spaces . Drawing from a very large, super-regional trade area is key to the Mills success. The draw at other Mills malls is characterized as ‘shallow but broad’, meaning that there is a wide super regional draw, but relatively shallow local draw.
26 3.1 Regional Context Edmonton – Evolving Infill Tsawwassen Mills Overview Residential Tenant Mix (Crossiron Mills) Market Analysis . While we do not yet know the tenant mix or specific 10 Largest Apparel & Access. Tenants: 4 Largest Sporting, Hobbies, M &B Tenants: retailers that will locate in Tsawwassen Mills (aside • Winners 31,000 sf • Bass Pro Shops 149,000 sf H&M 20,700 sf from Bass Pro Shops), an examination of the tenant • • Toys R Us 51,000 sf • The Children’s Place 20,500 sf • Sportcheck 39,000 sf mix at other existing Ivanhoe Cambridge-developed • Joe Fresh 20,100 sf • Hockey Life 20,600 sf Mills malls in Canada, particularly Crossiron Mills, • Tommy Hilfiger 20,100 sf La Senza 20,000 sf provides a good indication of what we are likely to • Notable Home Furnishings/Electronics Tenants • Laura 20,000 sf see. • HomeSense 24,000 sf • Forever 21 20,000 sf • The Source 2,500 sf • Calvin Klein Outlet 10,600 sf . The majority of tenants at Crossiron Mills are fashion- • Saneal Cameras 1,600 sf related, with over 55% of floor area and 61% of • Urban Planet 10,100 sf storefronts (111 in all) categorized as Apparel, Notable Restaurant & Leisure Tenants 3 Largest Personal Care Stores Accessories & Jewelry. This figure excludes stores that • Boston Pizza 6,700 sf • Bath & Bodyworks 3,400 sf are more sporting goods-driven which also carry • Tim Hortons 2,720 sf • Glamour Secrets 1,600 sf apparel, such as Sportcheck. • SML Entertainment 6,200 sf • Fruits Passion 1,300 sf . Sporting Goods, Hobbies, Music & Books accounts for 30% of floor area, but is clustered primarily in larger Pharmacy/Personal Restaurants / Fast Food Services Leisure Convenience Care 4% 1% 1% & Specialty stores (6 in all) the most notable being Bass Pro Shops. 1% Food General Merchandise 0% . The remaining 9% of floor area (and 33% of 3% storefronts) consist of: Home Furnishings, Electronics . Home furnishings & electronics (3% floor area, 3% of 4% units) . General merchandise (3% floor area, 1% of units)
. Pharmacy & Personal Care (1% of floor area, 4% of Sporting Goods, Hobbies, Music, Books units) Clothing, Shoes, 30% Jewellery, Accs. . Restaurants & Fast Food (4% of floor area, 16% of units) 56% . Services (1% of floor area, 5% of units) . Specialty foods (<1% of floor area, 2% of units) . Leisure (1% of floor area, 1% of units)
27 3.1 Regional Context Edmonton – Evolving Infill Tsawwassen Mills Overview Residential Trade Area Market Analysis . Tsawwassen Mills is expected to have a super-regional influence, attracting the majority of its customers from within a 30-40 minute drive of the site, but supplemented by a significant inflow of sales from beyond that zone. Experience of Vaughan Mills . Ivanhoe Cambridge indicates that, not only is the geographic extent of the Vaughan Mills’ trade area quite large, but the distribution of sales across the trade area is remarkably even. Unlike many regional malls that draw a large majority of sales from a <15- minute primary trade area, it has been reported that Vaughan Mills consistently draws more than 50% of its customers from beyond the 15- minute drive zone. . A commercial land use review prepared by Urban Metrics for the City of Vaughan in 2010 found that nearly 70% of the shoppers at Vaughan Mills were drawn from beyond the City limits, and 35% were drawn from beyond the regional trade area altogether. This compared to the much more ‘typical’ drawing patterns of other regional malls in the area, with deeper local market penetration and less geographically extensive influence. . If the Vaughan Mills sales pattern is replicated at Tsawwassen Mills, it will mean a significant influx of new customers from outside the region, some of whom may be enticed to explore shopping and recreational opportunities in the Ladner and Tsawwassen town centres.
28 3.1 Regional Context Edmonton – Evolving Infill Tsawwassen Commons Overview Residential Concept & Merchandising Mix Market Analysis • Tsawwassen Commons, located immediately to the north of the Mills shopping centre, is an open-air power centre measuring approximately 540,000 square feet. • Over 37% of that space is accounted for by the three confirmed large anchor tenants: Wal-Mart (107,000 sf), Canadian Tire (61,000 sf) and Rona (33,000 sf). There will be seven additional stores with at least 10,000 sf of leasable area. • The balance of space is to be demised into spaces as large 8,000 sf and as small as 600 sf, with an average of 2,500 sf. There are 49 planned units measuring 2,000 sf or less, and 36 planned units measuring 1,500 sf or less. • The merchandising mix for the Commons (as of January 2015) is presented in the pie chart at right. 54% of floor area is to be comprised TSAWWASSEN COMMONS MERCHANDISING MIX of General Merchandise (i.e. Walmart, Canadian Tire) and Home Furnishings. The merchandising plan showed17% of floor area as Specialty Food Apparel, 6%Food - Grocery, Service, 7% “opportunity” sites. & Drink, 2% 2% Restaurant, 4% • As of February 2015 it was indicated that 70% of the shopping centre Quick Service was leased, however it is not known if this includes anchor tenants. Restaurant, 4% • In addition to the large tenants noted above, other confirmed tenants are: • Tim Hortons • PetSmart “Opportunity”, • Sally Beauty Supply • Dollarama 17% • Subway General • Mark’s Work Wearhouse Merchandise, Kami Sushi • MetroLiquor • 43% Quiznos • Menchie’s • Starbucks Home, 11% • Shell • Leisure, 4%
Based on PDG merchandising plan (Jan. 2015).
29 3.1 Regional Context Edmonton – Evolving Infill Tsawwassen Commons Overview Residential Trade Areas Market Analysis • The map at right, taken from Tsawwassen Commons leasing material, outlines the areas that can be reached within 7, 15 and 21 minutes (driving) from the mall. The 7 minute drive time zone represents the mall’s primary trade area, from which it is anticipated that at least 70% of sales volumes will be drawn. The balance of sales are expected from the other drive time zones, plus a small amount of inflow spending which would likely be spillover from regional shoppers coming to Tsawwassen Mills.
30 3.2 Local Context Edmonton – Evolving Infill Retail & Commercial Space Comparison (sf) – Ladner vs TsawwassenResidential . With an understanding of the retail Market Analysis environments that are now emerging SUPERMARKETS 101,361 84,265 on the TFN lands, we turn now in the CONVENIENCE & SPECIALTY FOOD STORES 13,254 26,073 following sub-sections to an analysis BEER, WINE & LIQUOR STORES 12,737 15,171 of the existing and emerging PHARMACIES & PERSONAL CARE STORES 17,096 20,966 conditions in Ladner and CLOTHING STORES 20,183 7,843 Tsawwassen. SHOES, ACCESSORIES & JEWELLERY STORES 1,403 780 . Through both a qualitative and DEPARTMENT STORES 0 quantitative understanding of Ladner SPORTING GOODS, HOBBY, MUSIC, BOOK STORES 3,946 15,053 and Tsawwassen’s commercial FURNITURE STORES 0 inventory and other conditions, HOME FURNISHINGS STORES 11,553 1,660 stronger and more targeted actions HOME ELECTRONICS & APPLIANCE STORES 10,907 2,596 can be recommended. HOME CENTRES & HARDWARE / GARDEN STORES 6,926 26,507 . In addition, a detailed review of OTHER GENERAL MERCHANDISE STORES 15,360 6,517 tenant mix composition assists in the MISCELLANEOUS STORE RETAILERS 23,772 35,929 creation of strategic merchandise AUTO PARTS, REPAIR & MAINTENANCE 21,911 30,410 districting recommendations . ADMINISTRATIVE SERVICES 9,018 18,411 EDUCATIONAL SERVICES 4,019 4,080 FINANCIAL SERVICES 15,605 41,124 HEALTH CARE SERVICES 31,353 44,095 PERSONAL & LAUNDRY SERVICES 36,638 60,162 PERSONAL GOODS REPAIR & MAINT. SERVICES 4,504 3,243 PROFESSIONAL SERVICES 30,875 63,935 Ladner ENTERTAINMENT & LEISURE 5,246 29,775 Tsawwassen SOCIAL SERVICES 9,778 31,276 FULL SERVICE RESTAURANTS 28,630 63,714 Automotive Goods & Services Comparison Goods LIMITED SERVICE RESTAURANTS 23,82932,283 Convenience Goods & Services PUBS/LOUNGES 9,696 12,265 Food & Beverage Services VACANT 28,178 32,575 Vacant
31 3.3 Ladner Precinct Delineation & Overview Edmonton – Evolving Infill . The map below shows a visualization of the commercial composition of Ladner. For the purposes of this study, Ladner Residential has been sub-divided into the following precincts which Market Analysis together encompass the majority of commercial space.
A. Village Core Precinct Main street retail and commercial tenants that are mostly C. Waterfront Precinct located on 48th Avenue and Delta Street. Shops and services located on both sides of Chisholm Street adjacent to the waterfront. B. Elliott Street Precinct Retail and services along Elliott Street, bordered by Ladner D. Ladner Gateway Precinct Trunk Road to the southeast and River Road to the Shops and services that are located along Ladner Trunk northwest. Road in between Central Avenue to the west and 53rd Street to the east.
1km Commercial Typology by Size .75km .5km
.25km D
A
Retail Categories Size of Retail Tenant (sf) Automotive Goods & Services Comparison Goods Small: Junior Anchor: Convenience Goods & Services 1 - 1,500 10,001 - 25,000 Entertainment & Leisure Medium: Large Anchor: This map is intended for illustration purposes. The location and size of Food & Beverage 1501 - 10,000 25,000 + data points may not align precisely with existing commercial space. Services
32 3.3 Ladner Precinct Delineation & Overview Edmonton – Evolving Infill . On average, Ladner’s four precincts have an VacantCommercial vs Occupied Typology Commercial Space (sf) by District Residential occupancy rate of 94%, with 6% of the total by Size 471,279 sf of space being vacant (28,000 sf). 100% Market 16,000Analysis 14,000 80% . Of the town’s vacant floor space, the largest 12,000 amount can be found in the Ladner Gateway 60% 10,000 Precinct (15,000 sf), followed by Elliott Street 88% 98% 93% 8,000 (11,000 sf) and the Village Core (2,000 sf). 100% 40% Space% 6,000 Space (sf) . Elliott Street has the highest vacancy rate at 4,000 12%, following by the Gateway District (7%) 20% VacantCommercial 2,000 Vacant Commercial and the Village Core (2%) 12% 0% 2% 0% 7% 0 Village Core Elliott Street Waterfront Gateway
Vacant (%) Occupied (%) Vacant (sf)
1km Commercial Vacancies by Size .75km .5km
.25km D
A
Size of Retail Tenant (sf)
Small: Junior Anchor: 1 - 1,500 10,001 - 25,000 Medium: Large Anchor: This map is intended for illustration purposes. The location and size of 1501 - 10,000 25,000 + data points may not align precisely with existing commercial space.
33 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis
2,048 2,048 5,1535,153
4,4394,439
5,5095,509
22,68522,685
11,94011,940 11,89911,899
2,8542,854 7,2627,262 15,38415,384 21,18621,186
10,52210,522
100 m
Area (sf) Commercial Categories 50% 41% Automotive 5,153 40% 31% Comparison Goods & Services 37,524 30% 20% Convenience Goods & Services 2,854 20% Entertainment & Leisure - 4% 10% 2% 0% 2% Foods & Beverage 23,293 0%
Services 48,359 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 2,048 Leisure Total 119,231 34
34 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . The core retail village for Ladner is characterized by a pedestrian-friendly, walkable environment with street-oriented businesses. The Village Core Precinct is oriented around the main streets of Delta Street, Bridge Street, and 48th Avenue. Public Activity . The precinct’s main concentrations of public activity are found along Delta Street and 48th Avenue, particularly at intersections and activity generators such as Stir Coffee House. During the Ladner Village Market, the precinct transforms into a major hub of Principle #1 public activity. The strip mall at the Built Form intersection of Delta Street and 48th Avenue is not an ideal urban form for a prominent intersection, but nonetheless the parking area is well activated in summer months (i.e temporary patio at Vagellis Grill). Pedestrians and cyclists are common through this area, but are less visible on the outer periphery such as past Trenant Street. Sidewalks . For the most part, Delta Street and 48th Avenue’s sidewalks are in good condition with few obstructions or barriers for retailers. They are wide enough (2 to 4 metres) to allow pedestrian foot traffic to flow from shop to shop.
35 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Landscaping, Street Furniture, Street Art Streets Market Analysis . Delta Street and 48th Avenue are lined with street trees . Street width in this precinct is sufficient to accommodate that provide shading for pedestrians and other green one car traveling in each direction. Traffic speed is elements like planters. Together, these fixtures create a reduced by travel friction caused by frequent physical and psychological barrier that helps to protect intersections and parallel parking, improving safety for pedestrians against vehicular traffic. Tree foliage should pedestrians and allowing drivers to observe retail signage. be planned so as not to obscure sight lines to retailer . There are three major intersections that have well signage. designed crosswalks located at intervals of approximately . Small bike racks are found throughout the precinct, each 100 metres. Crosswalks are demarked with distinct capable of accommodating a few bicycles. At the time interlocking pavers in order to differentiate it from the of observation, all bike racks had at least one bike street. parked.
Principle #3 Public Realm
36 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Parking Market Analysis . Delta Street: Street parking is angled or parallel and not . 48th Avenue: On-street parallel parking along 48th metered. Signage indicates that parking is free up to 3 Avenue is available from Delta Street to Haviland Street. hours from 9am to 6pm, Monday through Saturday. At At time of review, on-street parallel parking spots in this time of review (mid-day on weekday), parking area were 90% occupied (mid-day weekday). In addition, occupancy was in the range of 90% to 95% on Delta there is one large surface parking lot that is located at Street between Trenant Street and 48th Street, declining 4939 Bridge Street. to approximately 70% between Tenant Street and . Bridge Street: There is legal on-street parallel parking Chisholm Street. There are two off street parking lots near along Bridge Street. Chisholm Street, one at the corner of Delta and Trenant, and one in the shopping centre at 48th Avenue and Delta Street. There is also a large surface parking lot off of Delta Street at 5000 Bridge Street. Principle #4 Accessible
37 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Building Appearance low-cost signage options are inconsistentMarket with the Analysis high . Buildings generally appear to be in a state of good repair quality of urban design found in this area. and have been regularly maintained. Several buildings Land Use Context along Delta Street have undergone recent renovations. . Buildings on Delta Street from Trenant Street to Bridge Storefront Design Street are typically two floors with retail uses on the . Building setbacks along Delta Street are well-aligned in ground floor and commercial or residential uses on the respect to creating a walkable, pedestrian-friendly second floor. Buildings from Bridge Street to 48th Avenue atmosphere with the only exception being the strip mall are only one floor. The Village Core is home to on the corner of Delta Street and 48th Avenue. Harbourside Plaza, a medium density residential Improvements are recommended for individual development that has 70 units. Adjacent land uses storefronts to better communicate to customers their include a combination of semi-detached and detached unique character and offering. Vinyl awnings and other homes southwest of Harbour Stroll.
Principle #2 Principle #5 Storefronts Market
38 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Key Civic Anchors / Amenities Tenant Mix Market Analysis . Ladner’s two major civic anchors, the Ladner Leisure . Service oriented tenants such as financial, administrative, Centre and Community Centre are located about 2.9 km personal, or other professional services compose the and 450 metres from the intersection of Bridge Street and majority of the district’s floor space (41%), while Delta Street, respectively. The Ladner Community Centre comparison goods tenants such as home furnishings, is adjacent to All Saints Ladner Anglican Church. In clothing, sporting goods & hobbies compose 31% of the addition the Village Core is home to the Ladner United precinct’s floor space (31%). Food & beverage tenants Church and The Delta Museum and Archives Society. account for a fifth (20%) of the precinct’s overall floor space. The remaining allocation of the district’s retail and . Despite being walkable, there are limited opportunities for commercial space is divided amongst automotive (4%) pedestrians to rest, aside from limited private seating at and convenience (2%). Stir Coffee House and Vagellis Grill. . Only 2% of the district’s total space is vacant.
Principle #6 Businesses
39 3.4 Ladner Precinct A: Village Core Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Retail Form Strategic Tenant Mix RecommendationsMarket Analysis . Two-thirds of the Village Core’s retail floor space is composed of medium sized buildings while the other third The Village Core Precinct should prioritize active ground floor is composed of smaller shops. In effect, the Village Core is uses that align with the main street-type environment. Clusters considered an ‘unanchored’ retail environment that relies of comparison retail and food & beverage tenants that enable on its urban form and tenant mix diversity to attract visitors. multi-destination shopping trips should be encouraged to locate along 48th Avenue and Delta Street, with services being Retail Function more appropriate in areas of lower foot traffic (side streets or . The Village Core is home to diverse mix of retail goods and closer to the Waterfront Precinct). This tenant mix is already services that are less reliant on destination businesses and present, to a degree, along 48th Avenue east of Delta Street. single-purpose trips than would be typically seen in a At such time as the Waterfront Precinct redevelops, more suburban shopping centre. Visitors to the Village Core are active uses will be appropriate further north on Delta Street. likely to walk to several businesses on foot due to the walkability and diversity of the precinct’s tenants.
40 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis
4,710 6,351 4,710 6,351 1,496 1,496 1,552 1,552 4,131 2,100 4,131 2,100 9,367 10,490 7,589 9,367 10,4906,351 7,589 6,351 50,288 12,247 50,288 12,247 2,092 2,092 93,233 1,113 93,233 1,113 2,574 2,574
50 m
Commercial Categories Area (sf) 50% Automotive 16,758 40% 29% Comparison Goods & Services 9,881 30% 24% Convenience Goods & Services 21,712 18% 20% 11% 12% Entertainment & Leisure 4,131 10% 5% 1% Foods & Beverage 1,346 0%
Services 24,733 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 11,061 Leisure Total 89,621 41
41 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . This precinct is composed of low density strip centres, automotive uses, and destination- type retailers. The area lacks a unifying theme or concept, but is strategically located adjacent to the Village Core Precinct and the Waterfront Precinct. Public Activity . Pedestrian activity along Elliott Street is lower than in the Village Core, likely as a result of Principle #1 the lower density of retail uses and a public Built Form realm that is less conducive for walking and cycling. Sidewalks . Sidewalks are in good condition, but are narrower than those in the Village Core. Sidewalks can accommodate two people walking side-by-side. Landscaping, Street Furniture, Street Art . Unlike the Village Core, there is little to no landscaping on the sidewalks that separates Principle #3 pedestrians from oncoming vehicular traffic. Public Realm Few buildings within the Elliott Street District feature street art, but one notable exception is located at 4826 Elliott St. The building displays a large mural that helps to lessen the otherwise negative impact of a blank wall.
42 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Streets Parking Market Analysis . Elliott Street is a relatively large boulevard with four . Like the Village Core, on-street parallel parking is free but vehicular lanes of traffic (two lanes running in each restricted to 3 hours from 9am to 6pm on both sides of the direction) from 47a Avenue to 48th Avenue. Elliott Street road. The densest clusters of parallel parked cars were from 48th Avenue to the Waterfront District reduces from observed at the intersection of Elliott Street and four lanes of traffic to only two. While the number of lanes Westminster Avenue. Lower densities of parked cars were decreases, the boulevard itself is still large enough for four observed adjacent to the intersection of River Road and vehicles (one lane of vehicular traffic in each direction, Elliott Street. with on-street parallel parking on both sides). . In addition, there are several off-street parking lots (occupancy rates observed during weekday mid-day): • NAPA Auto Parts: smaller lot with a 70% occupancy rate; Principle #4 Accessible
43 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Parking (continued) Storefront Design Market Analysis • Ladner Harbour Centre: Largest parking lot in the . Store facades are in need of reinvestment, and a number district with an 85-90% occupancy rate; are lacking the necessary design features / amenities required to draw customers inside. When coupled with 4846 Elliott Street: smaller lot with a 70% to 80% • large building setbacks and blank walls, it is evident that occupancy rate; this district has challenges from a pedestrian retail Building Appearance standpoint. However, notable exceptions do exist such as . Buildings appear to be in a state of good repair, but are the West Coast Seeds Store. generally older than those in other precincts.
Principle #2 Storefronts
44 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Land Use Context Tenant Mix Market Analysis . Land uses along Elliott Street are limited to mostly one . Unlike other areas in Ladner, the Elliott Street Precinct has storey commercial uses. Adjacent land uses include retail a relatively high vacancy rate at 12%. Other unique and other employment uses that are within the Village differences that sets Elliott Street apart from its Core District, immediately to the southwest of Elliott Street. counterparts include low allocations of floor space dedicated to food & beverage and comparison goods Key Civic Anchors / Amenities as each category only represents 5% and 1% of the . Elliott Street District is adjacent to Lions Park, a green precinct’s total floor space, respectively. In addition, the space that includes several picnic tables with chairs, a Elliott Street Precinct has the highest percentage of its children’s playground, parking for about 20 cars, and total floor space dedicated to automotive goods and public restrooms. services (18%).
Principle #6 Businesses
45 3.5 Ladner Precinct B: Elliott Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Tenant Mix (continued) Strategic Tenant Mix RecommendationsMarket Analysis . Almost 30% of the precinct’s floor space is dedicated to convenience related goods like supermarkets, . The Elliott Street Precinct benefits from its close walking pharmacies, and personal care, while another 29% is distance to the Village Core, but has the ability to incubate divided amongst professional commercial services such as businesses in more affordable spaces. Destination retailers healthcare, social, financial, and administrative. would be well suited in this area as customers will have the ability to easily visit the Village Core during their trip. In the Retail Form short term, Elliott Street can accommodate businesses . Unlike the Village Core and Waterfront District, 15% of Elliott currently located on Delta Street that wish to remain near Street Precinct's floor space is composed of junior anchor the commercial core in affordable space (such as thrift tenants (tenants that are 10,000 sf to 25,000 sf) and only stores & services). Over the long term, the Budget Foods 22% is divided amongst smaller tenants that have floor plaza would be a prime site for redevelopment into a mixed- plates of less than 1,500 sf. The remaining two-thirds of floor use complex with apartments, office and ground floor retail. space is split up amongst medium sized tenants. Retail Function . Like the Waterfront District, the Elliott Street Precinct is also home to destination businesses that rely on parking availability and single-purpose trips.
46 3.6 Ladner Precinct C: Waterfront Precinct Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis
2,325 2,325 4,864 4,864
7,907 7,907 1,115 1,115
50 m
49% Commercial Categories Area (sf) 50% Automotive - 40% 30% Comparison Goods & Services 4,864 30% Convenience Goods & Services - 20% 14% Entertainment & Leisure 1,115 7% 10% Foods & Beverage 7,907 0% 0% 0% 0%
Services 2,325 Retail Inventory Vacant - Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Leisure Total 16,211
47 3.6 Ladner Precinct C: Waterfront Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . The Waterfront Precinct is a geographically compact area adjacent to the Fraser River and Ladner Village. The overall feel of the area is that it is ‘back of house’ with a few notable exceptions, namely Heritage House Interiors, Dragonfly Gallery, Sharkey’s Bar & Grille and Speed’s Neighbourhood Pub. Public Activity . Public activity is present near key destinations, but the precinct contains large dead zones - particularly at the western edge of Chisholm Street. Sidewalks . Sidewalks are located only on the south side of Chisholm Street and are punctuated by frequent road crossings and driveways. Sidewalks are narrow and have inconsistent widths. Walking routes on the north side of Chisholm Street are challenged by perpendicular parking and are potentially unsafe for pedestrians. Principle #3 Public Realm Landscaping, Street Furniture, Street Art . Other than a few sporadic trees at the east end of Chisholm street, and in front of some businesses, this area has limited landscaping. No street furniture or street art is present.
48 3.6 Ladner Precinct C: Waterfront Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Streets Building Appearance Market Analysis . Chisholm Street is approximately 15-16 metres wide . Quality and appearance vary widely from well- (including travel lanes and parking lanes). No pedestrian maintained properties to those that require significant crossings and limited traffic calming measures (curb reinvestment or demolition. A lack of consistency in terms bump outs). of setbacks for most properties creates an irregular streetwall. Parking . Perpendicular spots are located on the north side of Storefront Design Chisholm Street, with parallel parking on the south. . Inconsistent storefront design and character. Notable Perpendicular / angled parking is more efficient in terms exceptions are Heritage House and Dragonfly Gallery of capacity, but can negatively impact pedestrian with good lighting, signage, street interaction and safety. Three buildings also have rear surface parking with accessibility. servicing areas.
Principle #4 Principle #2 Accessible Storefronts
49 3.6 Ladner Precinct C: Waterfront Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Land Use Context The district’s remaining floor space is occupiedMarket byAnalysis . The precinct includes a limited amount of medium-density professional services (14%) and a fitness centre (7%). residential uses located nearby with a few non-retail type Retail Form businesses. Marine uses are immediately adjacent. . Primarily individual stand-alone buildings, some of which Key Civic Anchors / Amenities are converted from other uses. 63% of the district’s . A wharf on eastern edge of precinct and a municipal buildings are medium sized (1,500 sf to 10,000 sf), while the park on the western edge. remaining 37% are smaller than 1,500 sf. Tenant Mix Retail Function . Almost half of the precinct's floor space is dedicated to . Destination businesses that rely on parking availability and food and beverage (drinking establishments and full single-purpose trips. service restaurants), while comparison goods such as home furnishing and hardware stores compose one third. Principle #6 Businesses
50 3.6 Ladner Precinct C: Waterfront Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Residential Strategic Tenant Mix Recommendations Market Analysis . Precinct should strengthen its role as a food & beverage destination, including the addition of sit down restaurants, micro breweries / brew pub and cafes. . In addition, specialty retailers that provide home furnishings / arts and similar projects would build on the existing cluster created by Heritage House Interiors and Dragonfly Gallery. Where feasible, the addition of multi-storey mixed use buildings would help trigger redevelopment and strengthen the precinct as a commercial hub.
51 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis 7,260 16,853
39,206 10,677
62,221
7,809 2,574
23,195
50,288 9,367
100 m
49% Commercial Categories Area (sf) 50% Automotive - 40% Comparison Goods & Services 41,780 30% 18% 17% Convenience Goods & Services 112,509 20% Entertainment & Leisure - 9% 7% 10% 0% 0% Foods & Beverage 20,044 0%
Services 40,048 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 15,069 Leisure Total 229,450 52
52 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . A large retail cluster to the east of central Ladner, oriented around two open-air community shopping centres. This precinct is auto-oriented with limited walkability, although some public realm improvements have been made. Public Activity . Pedestrian activity is generally less visible than elsewhere in Ladner. Despite this, pedestrian movement does exist near to bus stops and at the intersection of Ladner Trunk Road and 52a Street. Sidewalks . Wide sidewalks line both sides of Ladner Trunk Road and some limited pathways can be found within the shopping centres. Landscaping, Street Furniture, Street Art . The district lacks the lush landscaping, street furniture, and art that the Village Core Precinct has since Ladner Trunk Road Principle #3 features wide streets for cars with few Public Realm pedestrian amenities. The precinct’s amenities include a protected bus shelter, trash receptacles and benches where the bus stations are located. Street trees are present east of 52a Street.
53 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Streets Parking Market Analysis . Ladner Trunk Road is a large arterial that can . Parking is located primarily in the off-street parking fields in accommodate up to five lanes of vehicular traffic. There the two retail centres. On observation, Ladner Centre’s are designated left turn lanes that guide vehicles into parking field appeared to have an occupancy rate of Trenant Park Square and Ladner Centre. approximately 40%, while Trenant Park Square had a 70% . Pedestrian crossings are about 150 to 170 metres apart. to 80% occupancy rate. Crossings on Ladner Trunk Road are painted lines (unlike Building Appearance those in the Village Core Precinct). . Like other districts, the buildings in the Gateway District appear to be in a state of good repair. However, retail pads along Ladner Trunk Road would benefit from a physical retrofit. Grocery stores (Safeway, Save-On-Foods) are more recent construction.
Principle #4 Accessible
54 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Storefront Design Land Use Context Market Analysis . Trenant Park Square’s retail pad units on Ladner Trunk . While the majority of land-uses within the Gateway District Road are facing inwards toward the centre’s parking lot, are retail and commercial, there are also two to three placing the back of each retail pad on to Ladner Trunk storey residential condos on Ladner Truck Road. Road. The backs of these retail pads provide limited . Several single family subdivisions are located to the interaction with the street, as seen at Ricky’s All Day Grill southeast. and FatBurger. The two buildings housing Starbucks, Key Civic Anchors / Amenities Subway, Spencer Gallery & Framing, and Marlin Travel . Delta Hospital is 2km to the east. had entrances that opened up onto Ladner Trunk Road.
Principle #2 Storefronts
55 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Tenant Mix . Full service restaurants and limited serviceMarket restaurants Analysis . The Gateway District has the largest percentage of account for the remaining 4% and 5% retail and commercial floor space that is dedicated to commercial space that is occupied. convenience oriented tenants out of the four precincts. . The precinct's remaining 7% of retail & commercial space Almost half of the precinct's 229,450 sf of retail and is vacant. commercial space is divided amongst supermarkets, pharmacies, and other convenience/specialty food stores. . Comparison goods such as clothing shops, home electronics & appliance stores, and sporting/hobby/music/book stores account for 18% of the precinct’s total space, while personal and professional services account for 17%. Principle #6 Businesses
56 3.7 Ladner Precinct D: Gateway Precinct Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Retail Form Strategic Tenant Mix RecommendationsMarket Analysis . Similar to the Elliott Street Precinct, 13% of the Gateway Precinct's total retail and commercial space belongs to The Gateway Precinct is owned by institutional investors who tenants whose retail area is between 10,000 and 25,000 sf. exercise control over the intended tenant mix & function. . Unlike the other districts, one-third of the Gateway District’s However, from an overall Ladner Village perspective, the space is dedicated to large format anchors whose retail Gateway Precinct would ideally continue to focus on area is over 25,000 sf, while only 16% of its total space is in convenience retail categories (groceries, pharmacies, liquor the form of small format tenants. The remaining 38% of the stores, services), fast food operators, and retailers requiring precinct's commercial space is divided amongst medium larger floorplates or pad sites to minimize direct competition sized tenants. with the Village Core. Retail Function . The Gateway District is home to destination, anchor businesses that rely on parking availability and single- purpose trips. Convenience and accessibility are paramount to the success of these businesses.
57 3.8 Tsawwassen Precinct Delineation & Overview Edmonton – Evolving Infill . Tsawwassen has been delineated into three Commercial Typology by Size Residential distinct precincts that each has their own C differentiating characteristics: Market Analysis
A. Tsawwassen Town Centre The retail core for Tsawwassen, site of the Tsawwassen town centre mall (enclosed mall), and prime opportunity for redevelopment. Adjacent lands (labeled ‘wings’) are also included in this precinct. B. 12th Avenue & 56th Street A collection of strip malls and plazas 1 km oriented around the intersection of 12th Avenue and 56th Street. C. Tsawwassen Gateway .75km The entrance way to the heart of Tsawwassen and the closest concentration A of commercial uses near the TFN .5km developments. Retail Categories .25km Automotive Goods & Services Comparison Goods Convenience Goods & Services Entertainment & Leisure Food & Beverage Services
Size of Retail Tenant (sf)
Small: Junior Anchor: 1 - 1,500 10,001 - 25,000 This map is intended for illustration purposes. The Medium: Large Anchor: location and size of data points may not align 1501 - 10,000 25,000 + precisely with existing commercial space.
58 3.8 Tsawwassen Precinct Delineation & Overview Edmonton – Evolving Infill . Tsawwassen’s average occupancy rate is Commercial Vacancies by Size Residential 95% with only 5% of the district’s total 710,709 C sf of space being vacant (32,500 sf). Market Analysis . The majority of the town’s vacant floor space can be found within the Town Centre & Wings Precinct since there are eight tenants that compose over 28,500 sf of vacant space. One junior anchor store that is vacant, but not currently listed as available space composes over half of the district’s vacant space (16,000 sf), while the remaining space is divided among 7 other units. . The remaining 4,000 sf of vacant space is 1 km located within the 12th Avenue & 56th Street Precinct (3,500 sf; 1 unit) and Gateway Precinct (500 sf; 1 unit). Commercial Typology .75km Vacant vs Occupied Commercial Space (sf) by District by Size 100% 35,000 A .5km 30,000 80% 25,000 .25km 60% 84% 20,000 99% 100% 15,000
Space% 40% Space (sf) 10,000 20%
VacantCommercial Size of Retail Tenant (sf) 5,000 Vacant Commercial 16% 1% 0% 0% 0 Small: Junior Anchor: Town Centre 12th Ave & Gateway 1 - 1,500 10,001 - 25,000 & Wings 56th Street This map is intended for illustration purposes. The Medium: Large Anchor: location and size of data points may not align 1501 - 10,000 25,000 + Vacant (%) Occupied (%) precisely with existing commercial space. Vacant (sf)
59 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis
5,828 5,637
20,231 20,231 19,78219,782
6,3366,336 10,81410,814 1,6341,634
30,87630,876
1,092 2,4602,460 1,092 61,26361,263 2,2352,235
9,4379,437 2,1842,184
50 m
Commercial Categories Area (sf) 50% Automotive - 40% 34% 28% Comparison Goods & Services 26,118 30% 16% Convenience Goods & Services 62,355 20% 14% Entertainment & Leisure 2,184 7% 10% 0% 1% Foods & Beverage 11,897 0%
Services 51,768 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 28,627 Leisure Total 182,949 60
60 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . This precinct is located at Tsawwassen’s commercial hub at the intersection of 12th Avenue and 56th Street. The precinct is predominantly composed of the Tsawwassen Town Centre mall which is held by a single land owner (Century Group). The commercial areas immediately adjacent to this mall are also included in this precinct as its ‘wings’ due to the potential to integrate them into future redevelopment plans. Public Activity . Pedestrian activity in the public realm concentrates at the intersection of 12th Avenue and 56th Street as people wait to cross the street or at bus stops. Internally to the precinct, pedestrians are active within circulation areas (enclosed corridors and Principle #1 outdoor areas), particularly near anchors Built Form such as Thrifty Foods, the government Liquor Store, and Tsawwassen Library. Rotary Square is located internally within the precinct and is currently one of the few existing open spaces.
61 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Sidewalks . A barrier has been installed to prevent Marketpedestrians Analysis from . Sidewalks on 56th Street and 12th Avenue are crossing mid-block on 12th Avenue from the Tsawwassen approximately 1.5 to 2 metres in width. At certain Town Centre to the Save-On-Foods plaza. locations, pedestrians are able to enter the precinct Landscaping, Street Furniture, Street Art along dedicated sidewalks that run perpendicular to the . The northern part of the precinct along 56th Street has no adjacent streets, but in other areas they must mix with landscaping, street furniture, or street art. Pedestrians are vehicular traffic. required to walk directly next to fast-moving vehicular The narrow sidewalk along 56th Street (in relation to the . traffic with no buffer in between. At certain times of the width of the street), combined with extensive vegetation, year, overgrown plants and shrubbery on 56th Street means that pedestrians may have trouble at certain along the Town Centre Mall’s sidewalks may actually push points safetly passing one another. pedestrians closer to incoming vehicular traffic.
Principle #3 Public Realm
62 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Landscaping, Street Furniture, Street Art (continued) Streets Market Analysis . Portions of 56th Street provide pedestrians with some . 56th Street is a large arterial that can accommodate up buffer from vehicle traffic through street trees and to 5 lanes of vehicular traffic. Crossings along this street setbacks. Similarly, 12th Avenue uses trees and are at intervals ranging from 120 metres and 180 metres. landscaping to separate pedestrians from vehicular . Like 56th Street, 12th Avenue is also a large arterial that traffic between the intersection of 55th Street to 56th can accommodate 4 lanes of vehicular traffic. Pedestrian Street. crossings are spaced about 100 to 150 metres apart on . Three bus stops are located on the edge of the precinct, 12th Avenue from 55th to 56th Street. one on 56th Street, and two along 12th Avenue. . A pedestrian barrier prevents shoppers from crossing mid- block on 12th Avenue from the Tsawwassen Town Centre to the Save-On-Foods plaza. Principle #4 Accessible
63 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Parking Storefront Design Market Analysis . There is no on-street parking and almost all spots are . Store facades are primarily internal facing in this district located within Tsawwassen Town Centre Mall’s large off- and do not interact with the adjacent public streets. street parking lot. On observation approximately 80% of Storefront designs are varied in quality and style, largely the centre’s total parking spots were occupied. dependent on the age of construction or last major renovation. Newer buildings are found to the north of the Building Appearance mall with relatively modern storefront designs. . Externally, most buildings appear to be well maintained. Internal concourses within the Tsawwassen Town Centre Land Use Context Mall are in need of modernization. The newest structures . The retail centre is the main retail/commercial destination, are located at the northern edge of the precinct. while other land uses include a mix of single family homes (west) and condo developments (north; Windsor Woods).
Principle #2 Principle #5 Storefronts Market
64 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Key Civic Anchors / Amenities supermarkets, beer, wine, and liquor stores,Market and Analysis other . Tsawwassen Library and Rotary Square are two major convenience/specialty food stores, while services civic anchors / amenities within the precinct. composed 29%. Only 11% of the precinct’s total floor area is dedicated to comparison goods with the majority being Tenant Mix miscellaneous retailers and individual tenants composing . Compared to Ladner’s Village Core, Tsawwassen’s Town the clothing, shoes, accessories, and jewellery, and home Centre & Wings District was observed to have a much furnishings categories. higher vacancy rate at about 16%, compared to Ladner’s 2%. . The other remaining categories within this precinct include food and beverage (4%) and entertainment & . The majority of the retail and commercial space within leisure (1%). This space is divided amongst limited service this precinct is dedicated to convenience goods. 38% of restaurants, full service restaurants, and a fitness centre. the precinct’s total floor area was spread out amongst
Principle #6 Businesses
65 3.9 Tsawwassen Precinct A: Tsawwassen Town Centre Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Retail Form Strategic Tenant Mix RecommendationsMarket Analysis . Over half of the precinct’s floor space is composed of tenants whose total floor area is between 1,500 sf and . This precinct should remain as the local commercial hub for 10,000 sf, while a quarter of the precinct’s total floor space Tsawwassen, but will need to change its positioning to is spread out among tenants that have less than 1,500 sf of complement the nearby TFN developments. A focus on floor space. mixed-use environments, niche and boutique retailers, cafes, restaurants, and ‘experiential’ type shopping should . Like the 12th Avenue and 56th Street Precinct, the be emphasized. To achieve this transformation, a full Tsawwassen Town Centre & Wings district is also home to redevelopment of the precinct is likely required. large format retail anchors. About 15% of the area’s total floor space is dedicated to these large tenants that have floorplates over 25,000 sf. Retail Function . This precinct is the location of a diverse mix of tenants and uses making it a multi-purpose trip destination. Tsawwassen Town Centre mall is currently the predominant commercial centre, but this balance will likely shift as the TFN developments are opened.
66 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential 4,9134,913 Market Analysis 8,4848,484 2,3402,340
4,0704,070
60,464 32,367 60,464 32,367
32,918 32,918 30,239 30,239 5,1705,170 5,656 13,76213,762 5,656 11,804 13,679 13,679 11,95511,955 40,95640,956 1,755 3,0003,000 1,755 17,884 1,755 17,884 3,462 1,7552,902 3,462 5,170 2,902 13,762 5,170 13,762
11,955 11,955 3,000 3,000 40,956 100 m 40,956
Commercial Categories Area (sf) 50% 38% Automotive 10,569 40% Comparison Goods & Services 63,002 30% 18% 21% 17% Convenience Goods & Services 73,064 20% Entertainment & Leisure 8,729 10% 3% 2% 1% Foods & Beverage 61,264 0%
Services 135,629 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 3,462 Leisure Total 355,719 67
67 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . Largely characterized by a mixture of auto- oriented strip centre and plazas, the 12th Avenue / 56th Street Precinct includes anchors (Save-On-Foods), personal services, and home related products. The precinct includes all commercial uses near the 12th Avenue and 56th Street intersection, with the exception of the Tsawwassen Town Centre mall. Public Activity . Within the public realm, pedestrian activity tends to concentrate near intersections, street crossings, and at bus stops. Areas of open air seating and plazas also attract pedestrian activity, such as adjacent to Petra’s on 12th Avenue. The public plaza fronting on to 12th Avenue, located Principle #1 adjacent to the Safe-on-Foods, could be a Built Form more significant concentration of public activity with improved seating and activation. . Cyclists are also present in this precinct, particularly during summer months. On observation, the bicycle rack adjacent to Petra’s was fully occupied.
68 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Sidewalks feature any landscaping that separatesMarket pedestrians Analysis on . Sidewalks on 56th Street and 12th Avenue are the sidewalk from traffic. approximately 1.5 to 2 metres in width. . Landscaping in the form of bushes and street trees can . Crosswalks at the 56th Street and 12th Avenue be found on the southern side of 12th Avenue from intersection appeared to be in good condition and are Sticky’s Candy Shop continuing west until the bus shelter. defined by painted white strips. Crosswalks along 12th The next block (location of Panago and Tsawwassen Avenue are approximately 100 to 150 metres apart. Wellness Centre) features a row of low-cut bushes that separates pedestrians from vehicular traffic. Landscaping, Street Furniture, Street Art . Landscaping along 12th Avenue is different on both sides. The northern side of the street is characterized by bushes and street trees that separate pedestrians from vehicular traffic, while the southern side of the street does not Principle #3 Public Realm
69 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Streets Market Analysis . Looking east from the intersection of 12th Avenue and . The first large off-street parking lot belongs to the Save- 56th Street, the street is approximately 15 metres wide On-Foods retail complex located directly southwest of the (accommodates four lanes of vehicular traffic). To the 56th Street and 12th Avenue intersection. The parking lot west from the same intersection, the street is about 17 appeared to have a vacancy rate of about 50%. metres wide (accommodates four lanes of vehicular . The second large off-street parking lot is to the northeast traffic plus a 2 metre wide planted median). The planted of the 56th Street and 12th Avenue intersection and median extends from the 12th Avenue / 56th Street belongs to the Tsawwassen Shopping Centre complex. intersection to the Century Group’s office building. Like the other large off-street parking lot, this lot was also Parking observed to have a vacancy rate of approximately 50%. . There are two main off-street parking lots and several smaller lots that belong to individual building owners.
Principle #4 Accessible
70 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Parking (continued) . Coast Capital Savings - 30 to 40%. Market Analysis . There are five other smaller parking lots along 12th . In addition to these five core smaller parking lots, there Avenue that each have a total capacity of 5 to 20 are four additional parking lots within this district to the parking spaces. Four of these parking lots are located to west of Coast Capital Savings. These small parking lots the east of the 56th Street and 12th Avenue intersection. also range in maximum capacity from 5 to 20+/- spots At time of review, occupancy rates were as follows: and each were observed to have low occupancy rates . Return-it - 50% of 20 to 30%. . South Delta Motors - 80% Building Appearance . The range in quality of the buildings in this precinct varies . 12th Avenue Plaza - 30% widely depending on age of construction. Tsawwassen . Petro Canada - 20 to 30% Shopping Centre has some of the better quality buildings.
Principle #3 Public Realm
71 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Storefront Design setback about 8 metres from the sidewalk.Market These Analysis . Storefronts to the east of the 12th Avenue and 56th Street storefronts generally feature transparent window displays intersection are setback at large distance from the public that pedestrians may view while passing by. realm. However, storefronts to the east of the two gas . Storefronts to the west of 12th Avenue and 55th Street are stations (Petro Canada and Chevron) have smaller setback anywhere from 13 to 24 metres from the sidewalk setbacks and are positioned closer to the street. These to allow for surface parking. Canada Post appears to be retail spaces have decorated storefronts that are inviting secluded and separated from the public realm as it is and engaging, with the exception of South Delta Motors surrounded by several street trees that hinder pedestrian’s and Bottle Depot. line of sight to the building. . Storefronts to the west of 12th Avenue and 56th Street intersection have smaller setbacks and are located closer to the street, with the exception of White Spot that is
Principle #2 Storefronts
72 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Land Use Context Key Civic Anchors / Amenities Market Analysis . There are a mix of land uses within this precinct that . There are several civic anchors and amenities that are include single floor retail, commercial, and residential. located in proximity of this precinct, including; Winskill Park Residential land uses within and adjacent to this district (home to Winskill Aquatic and Fitness Centre), KinVillage are diverse and incorporate a mix of mid-rise condos (2 to Community Centre, and Beach Grove Golf Course. They 5 storeys) with 1 to 3 bedroom units, in addition to nearby are about a 5 to 10 minute walk away from the single family homes. intersection of 12th Avenue and 56th Street. In addition, this precinct is 1km from Boundary Bay Regional Park with . New construction includes the 58 unit BRIO Condo its beaches and bird watching. development that is located about 250 metres west from the intersection of 56th Street and 12th Avenue.
Principle #5 Market
73 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Tenant Mix pharmacies & personal care stores andMarket Analysis . Like the Tsawwassen Town Centre & Wings Precinct, the convenience/specialty food stores compose 6% and 2% 12th Avenue and 56th Street precinct’s tenant mix is also of the precinct’s total floor space, respectively. composed of a high percentage of service oriented . However, unlike the Tsawwassen Town Centre & Wings tenants as 39% of the area’s total floor space is district, this district has a higher percentage of its total dedicated to personal & laundry services (11%), retail and commercial floor space dedicated to food & professional services (10%), health care services (8%), beverage and automotive uses as both categories financial services (5%), administrative services (3%) and compose 16% and 3% of the precinct’s floor space, social services (2%). In addition to having a high respectively. percentage of service tenants, the 12th Avenue and 56th Street Precinct is composed of a high percentage of convenience related goods (20%); supermarkets comprise 12% of the precinct’s total floor space, while Principle #6 Businesses
74 3.10 Tsawwassen Precinct B: 12th Avenue & 56th Street Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness . The 12th Avenue and 56th Street Precincts dedicates the Strategic Tenant Mix RecommendationsMarket Analysis largest amount of its floor space to comparison goods when compared to the others. The precinct has over . From a commercial standpoint, this precinct should serve an 63,000 sf (18% of the district’s total floor space) dedicated ancillary role to the Tsawwassen Town Centre & Wings to comparison goods, while the Tsawwassen Town Centre Precinct in the near term, focusing on convenience Precinct has 19,600 sf, and the Tsawwassen Gateway products and services. In the long term, this area could district has less than 8,000 sf. redevelop as mixed use corridors which will allow it to integrate into a new town centre for Tsawwassen. Retail Form Consideration should be given to contracting the corridor’s . Like other precincts within Tsawwassen, the 12th Avenue overall size, allowing some peripheral locations east of 56 St and 56th Street Precinct has a large percentage of and west of 54A St to redevelop without ground floor medium format tenants (61% of its total floor space). It also commercial. has a similar percentage (12%) of its floor space in the form of large format anchors as the Tsawwassen Town Centre district (15%). Small format tenants only comprise 11% of the precinct’s total floor space. Retail Function . This precinct is providing a variety of retail functions, including meeting the everyday needs of nearby residents through convenience retail and services. In addition, this precinct helps accommodate uses that prefer a central location in Tsawwassen but do not desire to be located within the Tsawwassen Town Centre.
Mixed-use redevelopment on Marine Drive in North Vancouver, a major arterial with similarities to 56th Street.
75 3.11 Tsawwassen Precinct C: Tsawwassen Gateway Edmonton – Evolving Infill . @@@ Precinct Commercial Floor Space Distribution (figures in square feet) Residential Market Analysis 10,14610,146 1,2341,234
18,86218,862 44,92144,921 486486 9,6959,695 5,5705,570 9,1269,126 962962 10,73210,732 24,88224,882 11,68611,686 14,28214,282 325325
6,2136,213
100 m
47% Commercial Categories Area (sf) 50% Automotive 19,841 40% Comparison Goods & Services 7,766 30% 19% Convenience Goods & Services 11,057 20% 12% 11% Entertainment & Leisure 18,862 5% 7% 10% 0% Foods & Beverage 32,181 0%
Services 78,928 Retail Inventory Automotive Comparison Goods Convenience Goods Entertainment & Food & Beverage Services Vacant Vacant 486 Leisure Total 169,122 76
76 3.11 Tsawwassen Precinct C: Tsawwassen Gateway Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Overall Description Market Analysis . This precinct is the closest commercial area to the TFN developments, located just south of Highway 17. Currently, the precinct is composed of commercial plazas, the Coast Tsawwassen Inn, the South Delta Recreation Centre, and the South Delta Artists Guild. Public Activity . Pedestrian activity was observed at various Principle #1 locations along 56th Street, mostly nearby Built Form bus shelters or intersections. Sidewalks . Sidewalks are generally narrower than 2 metres in width and are placed directly next to vehicular traffic with no landscaping buffer. . Crosswalks are spaced out 170 to 500 metres along 56th Street and are demarcated with white painted lines. In some cases crosswalk paint is worn and not easily visible. Landscaping, Street Furniture, Street Art . Landscaping is limited along this portion of Principle #3 56th Street. Several bus shelters along 56th Public Realm Street are stocked with a newspaper rack and trash receptacles. . Tree-lined medians can be found in different locations along the 56th Street arterial.
77 3.11 Tsawwassen Precinct C: Tsawwassen Gateway Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Streets observation, these lots had occupancyMarket rates of Analysis30% and . The main commercial corridor within this precinct can 20% respectively. accommodate five lanes of vehicular traffic with two . In addition, there are several smaller off-street parking lots lanes going in each direction. Depending on the location, that belong to the retail tenants located in the retail strip they street space for the fifth lane is either dedicated as a malls along 56th Street between 14th Avenue and 16th left hand turn lane, or is used as a tree-lined landscaped Avenue. Together these smaller lots appeared to have median. an occupancy rate of around 70% at the time of . In total, 56th Street is about 18 metres wide and allows for observation. maximum legal travel speeds of up to 50 km per hour. Building Appearance Parking . Buildings appeared to be in good condition with new or . There are two major off-street parking lots at Century recently completed condo developments located on Square and South Delta Recreation Centre. At time of 56th Street. Principle #4 Accessible
78 3.11 Tsawwassen Precinct C: Tsawwassen Gateway Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Storefront Design Land Use Context Market Analysis . Building setbacks are consistent with what is typically seen . In addition to retail uses, the Gateway Precinct is home to at strip mall sites along major arterials. On average, the residential (single family homes and mid-rise condo strip malls that line 56th Street were setback anywhere developments), and a hotel (Coast Tsawwassen Inn), as from 15 to 20 metres. well as leisure and recreational uses. . Retail storefronts have little variation and are generally Key Civic Anchors / Amenities consistent with the other units within the same building . South Delta Recreation Centre and the Southpointe (e.g: 7-11 and Ossie’s), reducing the ability of tenants to Academy are two major institutions within the precinct. express their unique characteristics.
Principle #2 Principle #5 Storefronts Market
79 3.11 Tsawwassen Precinct C: Tsawwassen Gateway Edmonton – Evolving Infill Precinct Strengths, Weaknesses & Opportunities Strength NeutralResidentialWeakness Tenant Mix Strategic Tenant Mix RecommendationsMarket Analysis
. Services compose the majority of the Gateway Precinct’s Businesses Principle tenant mix as 47% of the area’s total 170,000 sf is spread . Being the closest site to the TFN development, the area has out among professional, personal & laundry, and other an opportunity to act as a stronger gateway to draw visitors service related tenants. Following services, food & into central Tsawwassen. Food & beverage (fast food #6 beverage tenants compose 19%, of the precinct’s total primarily), service commercial, as well as stronger pedestrian floor space, followed by automotive (12%), convenience connections, could help tie the various cultural / goods (7%), and comparison goods (5%). recreational assets in this precinct into a more cohesive destination. Retail Form . Almost two-thirds of the precinct is composed of medium format units, while small shops (18% of total; 30,813 sf) and junior anchor tenants (17% of total; 28,581 sf) compose the precinct’s remaining floor space. Retail Function . In part, this precinct’s retail function is to provide convenient access to services for drivers passing into Tsawwassen. Some retail exists in a supporting role to other major uses, such as Browns Social House within the Coast Tsawwassen Inn. In addition, tenants seeking lower cost land availability, such as automotive uses, have been able to find suitable locations in this area.
80 3.12 Conclusion & Synopsis Edmonton – Evolving Infill Residential Strategic Repositioning Market Analysis . The South Delta retail environment is undergoing a seismic shift in terms of competitiveness and variety for the consumer. In order to survive and thrive, Ladner and Tsawwassen town centres will need to begin a process of shifting their offerings to position themselves as complementary to the TFN malls, with a primary focus on maintaining and increasing their local market penetration. At the business level, proprietors will be required to gain a nuanced understanding of their current customer base, how it is evolving, and how to build upon it. Many will need to revisit both the physical and operational side of their business, examining everything from merchandise mix, pricing and supply chains, to store layout, customer service and marketing strategies. Partnerships and cooperation will be required amongst all stakeholders including landowners, and strong vision, input and leadership from local business (improvement) associations will be essential. Detailed sustainability-oriented actions are discussed in the final sections of this report. . In Section 3 we have inventoried each town centre’s tenant mix, divided town centres into precincts, reviewed each precinct against a variety of criteria, and have made strategic tenant mix repositioning recommendations for each precinct going forward. By way of summary, the following mix adjustments are recommended: 1. Ladner Village Core: More food & beverage, service commercial (personal & professional) and niche comparison retail (e.g. galleries, home furnishings); 2. Ladner Elliot Street : Incubation space for startup businesses; service commercial with lower foot traffic requirements; automotive uses. Prime redevelopment sites includes Ladner Harbour Centre. 3. Ladner Waterfront : Destination food & beverage, including brew pub, cafes, sit-down restaurants. Build on nascent arts/home furnishings offerings. 4. Ladner Gateway: Continue focus as major convenience, fast food hub, and site for larger floor plate retailers. 5. Tsawwassen Town Centre: Major redevelopment site. Should be focus of large-scale mixed-use, niche and boutique retailers, cafes, restaurants, and experiential shopping. 6. Tsawwassen 12th Ave & 56th St: Ancillary to Town Centre. Near term, focus on convenience, primarily service. Long term, redevelop as mixed-use corridors. Consider contraction of commercial E. of 56, W. of 54A. 7. Tsawwassen Gateway: Build on cultural/recreational amenities with more food & beverage, service commercial, and better pedestrian connections. . In Section 4 to follow, we examine the potential impacts that the TFN malls may have on each business category.
81 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Demand & Impact 4 Assessment
4.1 Introduction 4.2 Population Growth & Real Expenditure Growth 4.3 Expenditure Potential & Gross Space Supportable – Baseline 4.4 TFN Malls: Outflow Recapture, New Spending & Impact 4.5 Synopsis & Conclusions
82 4.1 Introduction Edmonton – Evolving Infill Residential . This report section provides an evaluation of the potential Definition of Impact: Market Analysis impacts that the TFN shopping centres may have on the Tsawwassen and Ladner retail precincts. . As noted previously, the two TFN malls will together add • The introduction of new retail space in a market will usually cause approximately 1.8 million square feet of retail, service and a portion of the sales that would otherwise have gone to existing stores to be captured by new facilities. This process is termed food & beverage space to the South Delta market. This sales transference and is typical in a competitive market will effectively increase the South Delta commercial floor economy. area by 150%, from an estimated 1.2 million square feet today to 3 million square feet upon mall opening in spring • Depending on the overall market growth and access, sales 2016. transfer may only cause existing stores to experience lower increases in their sales than would have otherwise occurred. . South Delta’s residents, retailers and property owners are When sales transfer causes existing stores to experience net both excited by the opportunities that these new centres declines in sales, below base year levels (in this case 2015), then a will offer in terms of product and service variety and new sales impact is deemed to have occurred. customers entering the area, while simultaneously wary of • Whether a sales impact is excessive in terms of the economic the potential impacts that the new centres could have on welfare of existing stores (and thus representing a critical impact) existing businesses within the town centres. depends on the duration of the impact and the base year sales operating levels. If the duration of the impact is short and market . The Ladner and Tsawwassen town centres are first and growth returns sales to previous operating levels within a foremost local-serving, convenience-oriented retail and reasonable amount of time (usually 2-3 years), then the impact service commercial hubs. The success of these town may not be critical. centres fundamentally depends on the size of the local Similarly, if the opening of new retail space reduces sales at market, and the ability to attract and retain those local • existing businesses to an operating level that is still within normal residents. The importance of a local and specialized performance ranges, then the impact may also not be critical. focus will be compounded in the coming years, with success dependent on offering retail, services, food & • In order to fundamentally damage the current and long-term beverage and leisure offerings that are complementary functioning of a retail area, the degree of business closure and lack of replacement tenants or alternative uses would have to be to what will be offered at the TFN malls. substantial. . A table outlining the store categories used in this analysis, and the store types contained in each category, can be found in Appendix B. 83
83 4.2 Population Growth & Real Expenditure Growth Edmonton – Evolving Infill . @@@ Methodology & South Delta Population Growth Forecasts Residential Methodology South Delta Population Growth Market Analysis . In order to assess what impact the TFN malls may have on Population growth in South Delta has been projected for four the Tsawwassen and Ladner business districts, we first must distinct sub-areas: Tsawwassen, Ladner, the TFN Lands, and understand what market growth might otherwise be semi-rural areas in between. Growth forecasts are shown in expected in these two areas if the malls were not being the table below. constructed. • Ladner’s population is expected to decrease from 2015 . This analysis is premised on the assumption that no other to 2024, attributable to a lack of new housing choices notable changes will occur to the regional retail landscape to attract young families, and an aging population that will otherwise alter the dynamics of spending flows into throughout the village with associated decreasing and out of South Delta over the projection period. household sizes as children leave the family home. . Under such conditions, the primary factors driving growth or • Tsawwassen is expected to grow to nearly 32,000 decline in the retail market area: residents by 2024; this forecast accounts for expected additional population at Southlands. (1)Change in population (2)Growth in real expenditures by category • TFN lands are projected to grow significantly given the scale of new housing development and the projected timelines for build-out.
Population Forecast, South Delta * Area 2011 2015 2018 2021 2024 Avg. Annual Growth Tsawwassen 21,181 23,536 26,400 29,513 31,986 3.2% Ladner 22,204 23,443 23,733 23,381 23,150 0.3% TFN 720 902 1,227 1,827 2,720 10.8% Other South Delta 2,658 2,563 2,494 2,440 2,388 -0.8% TOTAL 46,763 50,444 53,854 57,161 60,243 Avg. Annual Growth 1.9% 2.2% 2.0% 1.8% *Based on: Statistics Canada 2011 Census; Environics Analytics DemoStats 2014 Estimates & Projections; BC Stats PEOPLE 2014 forecasts; GPRA/Reurbanist/CMI estimates.84
84 4.2 Population Growth & Real Expenditure Growth Edmonton – Evolving Infill Population Growth Forecasts Residential Richmond Population Growth North Delta & Northwest Surrey PopulationMarket Growth Analysis . While Richmond residents make up only a small . The other population base that is likely to have much minority of shoppers in South Delta today (estimated greater propensity to shop in South Delta in the at under 2% of total sales volumes), they are coming years following opening of the new malls is expected to come to South Delta in greater numbers that of North Delta and Surrey from King George in the future given the attraction of the new malls Highway west. Residents of North Delta & west Surrey (particularly the Mills) and the ease of access have unprecedented access to South Delta now via created by the Massey Tunnel replacement. the South Fraser Perimeter Road. . Richmond has an estimated population of just over . The population of the area bound by Highway 91 in 215,000 residents in 2015. Population is expected to the west, the Fraser River in the north, King George grow at an average annual rate of 1.7% over the Highway in the east and Highway 99 in the south is coming decade, reaching 235,000 by 2020 and estimated at 215,500 in 2015. It is projected to reach 254,000 by 2025. 232,000 by 2020 and 248,000 by 2025.
North Delta & West Surrey Richmond
260,000 254,486
250,000
240,000 248,271
230,000
220,000
210,000
200,000
190,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
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85 4.2 Population Growth & Real Expenditure Growth Edmonton – Evolving Infill . @@@ Historical Growth in Real Expenditures Residential Annual Real Growth in Spending Market Analysis . To establish future per- . Based on our review of capita expenditure levels data from 2004 to 2014, in real terms, we the average annual real reviewed the historic rates of spending growth, changes in consumer expressed in constant General Merchandise, 1.6% spending for the dollar values, are Apparel, Furniture, & Other category groupings in adjusted to reflect the Retail (1) the table at right. These rates as appearing in the Pharmacy & Personal Care 4.2% categories represent the table at right. (2) broad range of retail . These findings form the facilities being examined. Food Stores (3) 0.5% basis for future market . Consumer Price Index growth estimates. Beer, Wine & Liquor Stores 2.8% (CPI) data is published by (4) Statistics Canada and has been used in this Building & Outdoor Home 0.2% analysis to remove the Supply Stores (5) effect of inflation on retail expenditures All above use 2004-2014 Statistics Canada Retail Trade publication thereby providing (63-005, NAICS) to calculate per-capita expenditures. This data is expenditure levels that used in conjunction with Statistics Canada’s The Consumer Price can be compared Index, British Columbia to calculate per capita expenditures by year in constant dollars, using CPI category clusters as follows: between years. CPI data reflects changes in the (1) For all items, excluding food & energy cost of goods, including (2) Health care goods, personal care supplies and equipment (averaged) taxes. (3) Food purchased in Stores (4) Alcoholic Beverages Purchased in Stores (5) All items excluding food & energy.
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86 4.2 Population Growth & Real Expenditure Growth Edmonton – Evolving Infill Elasticity of Retail Expenditures to Income Residential Elasticity of Retail Expenditures to IncomeMarket Analysis . There is a clear . The relationship between correlation between income levels and retail expenditures and expenditures is not direct. incomes. We can Rather, it is influenced by therefore use the what is referred to as income General Merchandise, 0.4 relationship between the elasticity, defined as the Apparel, Furniture, & Other income levels of a given degree to which a change Retail (1) trade area and the in retail expenditure results Pharmacy & Personal Care 0.6 province overall to from a change in income. (2) estimate the average per capita retail Food Stores (3) 0.2 expenditures in that trade area, based on Beer, Wine & Liquor Stores 0.5 expenditure levels in the (4) province. Building & Outdoor Home 0.2 . This method allows us to Supply Stores (5) benefit from the availability of income Elasticity calculations are based on: statistics at lower levels of geography, and the (1) BC Per capita income from 2004 to 2014, based on BC Stats linkage of that data to Economic Accounts and Demography data; (2) Category-specific per capita expenditures based on Statistics GIS mapping software. Canada Retail Trade (63-005) (3) Elasticity figures have been calculated by dividing the percentage increase in per capita expenditures by category by the corresponding percentage increase in per capita income.
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87 4.3 Expenditure Potential & Gross Space Supportable – Baseline Edmonton – Evolving Infill Current Expenditure Potential, 2015 Residential Gross Expenditure Potential Estimated Capture of Local Spending Market Analysis . In 2015, the estimated per capita retail expenditure (excluding food & beverage and service Store Category Estimated Local Capture commercial) of residents is as follows: Rate Supermarkets 75% • South Delta: $15,500 • Richmond: $13,840 Convenience & Specialty Food 75% Stores • North Delta & NW Surrey: $13,200 Beer, Wine & Liquor Stores 55% . With overall populations of 50,450, 215,400 and 215,430 respectively, this translates into overall gross Pharmacies & Personal Care Stores 70% expenditure potentials of: Department Stores 0% • South Delta: $782.7 million • Richmond: $2,981 million General Merchandise Stores 25-30%
• North Delta & NW Surrey: $2,845 million Clothing, Shoes, Accessories, 8-10% Jewellery Home Centres, Hardware, Garden 25% Net Expenditure Potential Stores . The net expenditure potential represents the portion Home Electronics & Appliances 20% of gross spend that is captured in South Delta. . It is estimated that approximately 34% of South Delta Furniture Stores <5% retail dollars are captured within the community Home Furnishings <5% today. This translates to an estimated $268 million in 2015. Sporting Goods, Hobbies, Music, 25% . Capture rates are highest in the convenience goods Books categories such as supermarkets, convenience, beer, Miscellaneous Store Retailers 25% wine liquor and pharmacies/personal care. 88
88 4.3 Expenditure Potential & Gross Space Supportable – Baseline Edmonton – Evolving Infill Current Expenditure Potential, 2015 Residential Estimated Capture of Richmond, North Delta,MarketNW AnalysisSurrey Spend . South Delta businesses are largely dependent on the spending of local residents. Store Category Estimated Local Capture Rate . While today there is some inflow of spending from Supermarkets 1% Richmond, North Delta, Surrey and elsewhere, the totality of this additional spend is estimated to Convenience & Specialty Food 1% account for no more than 3-4% over and above the Stores $268 million from the local population. Category- specific capture estimates are presented in the table Beer, Wine & Liquor Stores <1% at right. Pharmacies & Personal Care Stores 0% . There is also some inflow spending to South Delta from other areas of Metro Vancouver and the Island, but in Department Stores 0% most categories this spend is negligible. General Merchandise Stores <1%
Clothing, Shoes, Accessories, 0% Jewellery Home Centres, Hardware, Garden <2% Stores Home Electronics & Appliances 0%
Furniture Stores 0%
Home Furnishings <1%
Sporting Goods, Hobbies, Music, <1% Books Miscellaneous Store Retailers <1%
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89 4.3 Expenditure Potential & Gross Space Supportable – Baseline Edmonton – Evolving Infill Projected Expenditure Potential & Retail Space Supportable Residential Market Analysis • Based on the population growth projections discussed in • On the whole, under existing conditions it is projected that Section 4.2 above, and assuming no changes in estimated South Delta would be able to support approximately 20,000 spending capture rates , South Delta businesses could expect square feet of net additional retail space per year, each year to benefit from an average annual growth in real expenditures for the next 10 years. of approximately $11.5 million over the next 10 years. • If we add to this the demand for additional service • Expenditures by category are divided by the estimated annual commercial and food & beverage space, this figure increases sales performance by category ($/sq.ft./year) to calculate the to 40-45,00 square feet net additional per year. additional supportable floor area by category.
Net Additional Square Feet Supported in South Delta (Cummulative), No TFN Malls
Categories Performance 2016 2018 2020 2022 2024 ($/sf/yr) Supermarkets $550 4,961 15,139 25,007 36,015 45,226 Convenience and specialty food stores $500 1,413 4,370 7,365 10,723 13,787 Beer, wine and liquor stores $925 1,303 4,084 7,007 10,325 13,550 Pharmacies and personal care stores $775 3,359 10,690 18,688 27,966 37,466
Department Stores $425 0 0 0 General merchandise stores $225 2,525 7,809 13,160 19,169 24,640 Clothing stores $325 399 1,234 2,079 3,030 3,894 Shoe, clothing accessories and jewellery stores $275 146 450 758 1,105 1,420 Home Centres, Hardware Stores/Garden Stores $350 893 2,716 4,459 6,377 7,968 Home electronics and appliance stores $275 768 2,376 4,005 5,835 7,499 Furniture stores $250 144 444 749 1,091 1,402 Home furnishings stores $250 103 317 534 778 1,000 Sporting goods, hobby, music and book stores $350 555 1,715 2,890 4,209 5,411 Miscellaneous store retailers $275 919 2,842 4,790 6,975 8,968 Cummulative Total 17,487 54,186 91,492 133,599 172,23290
90 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Introduction Residential Market Analysis . One of the by-products of the TFN mall developments . In this section of the report, we explore the following will be the expected draw of new customers and questions: spending to South Delta from across the entire Metro Vancouver region and beyond. How much local (South Delta) spending that currently . Tsawwassen Mills in particular is expecting to replicate • leaves the community (outflow) can be expected to the super-regional draw experienced by the other Mills- remain in South Delta (recaptured) as a result of the type malls in the Toronto region and Calgary. new malls? This mix of value retail and entertainment in a large • How much additional spending (inflow) from across footprint is designed specifically to extend the • Metro Vancouver and beyond might be reasonably customer draw to a very large trade area, in other expected to come to South Delta? parts of Canada and the US extending 100km or more. • What proportion of this new spending (recaptured outflow + new inflow) might reasonably be captured The expected trade area of Tsawwassen Mills • by existing businesses? extends south to the US border, north as far as Kitsilano and Point Grey in Vancouver, and east to • What are the potential sales impacts on existing the Surrey/Langley border. Its primary trade area businesses, in what business categories, and over what encompasses all of Delta, Richmond and part of period of time might those impacts be mitigated? Surrey. • In 2015, the gross retail expenditure potential of all residents residing within the Tsawwassen Mills trade area amounts to an estimated $12.5 billion (excluding food & beverage and service commercial).
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91 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill How much outflow can be recaptured? Residential Market Analysis Category 2015 2016 2017 & Onward . Without the new malls, we have projected S. Delta Capture S. Delta capture S. Delta capture South Delta to capture approximately Estimate estimate estimate $278 million in local South Delta expenditures by 2016. Supermarkets 75% 78% 80%
. With the new malls, that figure is projected Convenience & Specialty 75% 78% 80% to be nearly $410 million in 2016, for a net Foods uptick of $130 million or 47% increase over Beer, Wine & Liquor 55% 75% 80% baseline. . By 2017, the first full year of mall Pharmacies & Personal Care 70% 80% 85% operations, the uptick over baseline is projected to be $170 million, or 59% over Department Stores 0% 50% 60% baseline. General Merchandise 25-30% 80% 85% . On a category-by-category basis, South Delta capture rates are expected to Clothing, Shoes, Accessories, 8-10% 45% 50% change as presented in the table at right. Jewellery
Home Centres, Hardware, 25% 50% 60% Garden Stores
Home Electronics & 20% 50% 60% Appliances
Furniture Stores <5% 25% 30%
Home Furnishings <5% 25% 30%
Sporting Goods, Hobbies, 25% 80% 85% Music, Books
Miscellaneous Store Retailers 25% 50% 60% 92
92 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill How much inflow can be expected? Residential Tsawwassen Mills Projected Area of InfluenceMarket Analysis . Tsawwassen Mills and its accompanying Tsawwassen Commons power centre are together expected to draw significant new spending from across the region. . The following table shows estimated amounts of regional expenditure that could be drawn to South Delta following the opening of the TFN malls. Figures are presented as both a proportion of the gross expenditure potential of the source region, and an estimated dollar amount in both 2016 (year of mall opening) and 2018.
Regional Expenditure Attracted to S. Delta with TFN Malls
Est. South Delta Est. S. Delta % of Gross Source Spend 2016 Spend 2018 Expenditure ($millions) ($millions)
Richmond 3-4% $92-$123 $98-$132 N. Delta & NW Surrey 2-3% $58-$88 $62-$94 Other Metro Vancouver 2-3% $122-$133 $130-$195 Inflow* $150 $220
*Estimated at 20% of total projected spend from S. Delta and all Metro Vancouver
. On a regional level, the transference of spending from across the region into South Delta is likely to have a modest sales impact on major retail destinations including Richmond Centre and Guildford Town Centre.
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93 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill How much spending might be captured by existing businesses? Residential Market Analysis . While a significant amount of new expenditure potential . However, while some residual sales spillover in many is expected to come to South Delta as a result of the new categories could occur, for the purposes of this study we malls, the big question for local businesses is the extent to require an analysis that explores a worst case scenario. The which some of that spending will spill over from the malls question we want to answer is, what is the maximum sales to the town centres. impact on local businesses that we might expect, and over what period of time will market growth allow that impact to . Using clothing stores as an example, if the net uptick in be offset? clothing expenditure in South Delta in 2016 is $118.5 million ($122 million estimated after mall opening vs. $3.5 million . Therefore, for the purposes of this analysis we have adopted captured today), will all of that new spend be absorbed an assumption of zero local capture of new residual spending by the TFN malls, or will a portion be ‘left over’ for existing in all categories. In other words, our model assumes that businesses to capture? local businesses must rely primarily on local population and spending growth, AND also must contend with short-term . In our opinion it is reasonable to expect that a marginal sales transference to the new malls, in varying amounts amount of that net new spend (perhaps up to 1%) could depending on the category. find its way to existing businesses in Tsawwassen and Ladner if conditions are such that those town centres offer an attractive commercial environment and market themselves effectively. Again using the clothing stores as an example, if 1% of net new spending were attracted to local businesses, that equates to nearly $1.2 million.
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94 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Market Analysis . As discussed in the introduction to Section 4 of this report Supermarkets (page 83), we have evaluated impacts in terms of potential sales transference from existing businesses following the . There is not expected to be a new stand-alone supermarket as opening of the TFN malls. In evaluating impacts, we look at: part of either the Mills or Commons development. There will be a retail grocery component within the Wal-Mart at Tsawwassen 1. Sales transference in dollar terms Commons, with a likely floor area of under 25,000 square feet. 2. Sales transference as % impact vs. a 2015 baseline . There is an estimated $98 million of supermarket expenditure 3. Dollar transference and % impact changes given captured within the South Delta market today. Following projections for population growth and real expenditure opening of the malls in 2016 this figure is expected to reach $115 growth by category (i.e. growth of the local market). million. We estimate that across all South Delta supermarkets there will be a 7-10% sales transference. This transference is likely . If sales impacts can be offset within 2-3 years and are under to be higher for Tsawwassen area supermarkets (particularly the 15% in year 1, these are deemed to be non-critical impacts Save-On Foods) than for Ladner area supermarkets. A 7% sales (although we acknowledge that for some businesses this will transference in 2016 would equate to just over $7 million. A 10% be critical). Under these conditions, most businesses that sales transference would equate to $10 million. are currently healthy should be able to weather the short- term loss of sales, assuming quick recovery. . Given projected market growth over the next year, a 10% sales transference in 2016 would result in a 7% loss in sales vs. the 2015 . If sales impacts cannot be offset within 2-3 years, and/or if baseline estimate ($91m vs. $98m). they are significantly over 15% in the first year, then it is more likely that these will represent a critical impact leading to . Projected market growth will result in sales loss of 5% by 2017, 2% business closure. by 2018, and 0% by 2019. By 2022 it is expected that sales volumes will be 8% above what they were in 2015. We would . In this section we discuss impacts on a category-by- therefore classify this as a non-critical market impact. category basis. Supermarket Impact Analysis Estimated Sales Transference: 7-10%* 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $115,117,282 $127,635,497 $131,142,967 $134,399,060 $137,803,150 $141,397,336 $145,196,823 % Impact vs. 2015 Baseline -7% -5% -2% 0% 3% 5% 8% $ Impact vs. 2015 Baseline -$7,363,545 -$4,902,313 -$2,325,307 $56,053 $2,559,517 $5,206,359 $8,008,187 *only the 10% transference scenario is modelled 95
95 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Convenience & Specialty Food Stores Beer, Wine & Liquor Stores Market Analysis . There is an estimated $13.8 million of Convenience & . There is an estimated $24 million in Beer, Wine & Liquor Specialty Food Store expenditure captured within the South expenditures captured in South Delta today. Following Delta market today. Following opening of the malls in 2016 opening of the malls, this figure is expected to reach $39 this figure is expected to reach $17 million. In 2016 without million. In 2016 without the malls, the figure is projected at $25 the malls, the figure is projected at $14.3 million. million. . Ladner has 9 businesses that fall into this category, including . The Tsawwassen Commons merchandising plan indicates 3 bakeries, one fish shop, and five convenience stores. that a liquor store (MetroLiquor) will be located at the Tsawwassen has 12 businesses in this category including shopping centre. It is anticipated that up to a 10% sales specialty shops like Coastal Olive Oils, Sticky’s Candy and transference could occur. Chocolate Bear confectionary. . Given the pace of real expenditure growth and population . Given the anticipated tenant mix of the new TFN malls we growth in the market, a 10% transference would result in a do not expect there to be any significant sales transference from this category. Through strong marketing campaigns, 2016 impact of 5.5% or $1.3 million vs. estimated sales in 2015. many of these local businesses can benefit from the . By 2017 the impact would be under 1%, and by 2018 the increased traffic associated with the TFN malls. market will have fully recovered and expanded. . Impacts could be higher or lower depending on the new store (or stores’) degree of specialization. In general, we would expect that impacts would be greater at Tsawwassen based non-specialty liquor stores (i.e. more impact at Liquor Quicker, less or none at Mud Bay Wines.)
Beer, Wine & Liquor Stores Impact Analysis Estimated Sales Transference: 10% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $39,202,690 $45,652,767 $47,900,019 $50,131,159 $52,490,040 $55,000,751 $57,676,437 % Impact vs. 2015 Baseline -5.5% -0.8% 4.1% 9.0% 14.2% 19.8% 25.7% $ Impact vs. 2015 Baseline -$1,321,394 -$198,084 $993,848 $2,173,756 $3,427,269 $4,763,341 $6,189,250 96
96 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Pharmacies & Personal Care Stores Department Stores Market Analysis . There is an estimated $40 million in pharmacy and personal . There are currently no department stores in South Delta. care store sales captured in South Delta today. Following While South Delta residents currently generate nearly $39 the opening of the malls in 2016 this figure is projected to million in department store-related expenditures, all of reach $57 million (vs. $43 million without the malls). that spending is captured by stores in Richmond Centre, . The TFN malls are likely to offer a range of pharmacy and Lansdowne Centre, Metrotown, Guildford Town Centre, personal care products. The Mills mall will likely contain Downtown Vancouver, and elsewhere. retailers selling a variety of personal care retailers such as . The new Wal-Mart at Tsawwassen Commons will Bath & Bodyworks, Lush, Body Shop and others. The significantly stem the outflow spending in this category. Commons power centre will offer pharmaceuticals and personal care goods at the Wal-Mart, and they may . Given the lack of competitive stores in this category ultimately secure a pharmacy-driven retailer like a Rexall or currently operating in South Delta, the impact is modelled Shoppers Drug Mart. at 0%. . Given this variety of potential offerings, we expect that this category could see a sales impact of up to 20%. Given the pace of growth in population and spending growth, this would translate to a 15% sales impact in 2016, or $6 million less than estimated 2015 sales. . Given projected market growth, and particularly the rapid real growth in per capita expenditures in this category, the impact is expected to drop to 9% by 2017, 3.5% by 2018, and be offset entirely by 2019.
Pharmacies & Personal Care Stores Estimated Sales Transference: 20% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $57,105,494 $66,622,581 $70,847,968 $75,148,108 $79,751,385 $84,701,647 $90,031,480 % Impact vs. 2015 Baseline -14.8% -9.3% -3.5% 2.5% 8.9% 15.8% 23.2% $ Impact vs. 2015 Baseline -$5,940,279 -$3,748,194 -$1,394,760 $993,891 $3,563,640 $6,331,485 97$9,316,412
97 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential General Merchandise Stores Market Analysis . The General Merchandise category includes stores like . It is expected that in 2016 general merchandise sales in Canadian Tire, Dollarama, Costco, and other variety stores. South Delta will reach $95 million. In South Delta today, there are few stores that fall into this . We would expect a significant sales transference from category, with the most significant ones being Dollarama existing businesses to the TFN malls in this category, up to and Dollar Joy in Ladner. 20%. Given projected population and spending growth, this . There is an estimated $15 million in General Merchandise translates to a 17% sales transference in 2016 vs. 2015 store sales occurring in South Delta today. The new malls baseline figures. are expected to have a variety of large general . At a 20% impact, recovery to 2015 sales levels would not merchandisers, including Canadian Tire and Dollarama occur until 2022. This can be classified as a critical impact. confirmed at the Commons (unclear at this stage if this will be a second store, or if it will relocate from Ladner). General Merchandise Stores Estimated Sales Transference: 20% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $95,499,067 $114,445,994 $118,620,465 $122,737,731 $126,938,031 $131,346,979 $135,979,762 % Impact vs. 2015 Baseline -16.9% -13.8% -10.5% -7.3% -3.9% -0.3% 3.4% $ Impact vs. 2015 Baseline -$2,639,805 -$2,148,748 -$1,631,701 -$1,135,476 -$610,669 -$54,438 $535,877
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98 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Clothing, Shoes, Accessories, Jewelry expected to jump significantly, projectedMarket to reach Analysis $99 million in 2016 and $160 million in 2017. . Both Ladner & Tsawwassen have a variety of smaller Clothing, Accessories and Jewelry stores. These include . While there may be some sales transference from local independent niche retailers like South Coast Casuals, retailers to some of the major chains expected to Buttercups Children’s Boutique, Evan N. Fashion Studio, emerge at Tsawwassen Mills (e.g. Winners, H&M, Club Xtreme Clothing, and The Urban Rack, as well as local and Monaco, Forever 21 and others), it is likely that the national chains like One Tooth, Shoe Warehouse and Mark’s specialized and local-serving nature of most existing Work Wearhouse. It is likely that the latter will be leaving stores will help to insulate them from sales impacts. For Trenant Park Mall in Ladner’s Gateway Precinct to take up a the purposes of this model we have assumed a new space in the Tsawwassen Commons development. moderate impact of 10% in this broad category, which, There is a lack of shoe stores and men’s wear shops in South based on expected market growth, translates to a 6.5% Delta today. impact in 2016. This impact would be entirely offset by . Altogether it is estimated that there are $6 million in sales 2018. generated within this category in South Delta today. Following the opening of the new malls this figure is Clothing, Shoes, Accessories & Jewelry Estimated Sales Transference: 10% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $99,334,760 $159,693,791 $107,194,236 $110,260,138 $113,296,641 $116,459,087 $119,755,051 % Impact vs. 2015 Baseline -6.5% -3.0% 0.8% 4.3% 8.1% 12.2% 16.4% $ Impact vs. 2015 Baseline -$286,039 -$130,404 $33,504 $190,683 $357,114 $533,564 $720,884
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99 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Home Centres, Hardware & Garden Stores West Coast Seeds. Other businesses sellingMarket general Analysis hardware, paint, and home building/renovation products There are a number of home, hardware and garden-type . are likely to be impacted to a larger degree due to the stores in both Ladner and Tsawwassen. This includes chain variety and price point offered at new businesses like or franchise stores such as Rona, Benjamin Moore and Canadian Tire, Wal-Mart and even the new, expanded Home Hardware, as well as local independents like Ladner Rona. Village Hardware, Southside Flooring & Rugs, and West Coast Seeds. . Overall, we project the impact in this category to be up to 20%. Given the relatively slow projected real growth in this The Rona store that is currently located in the Tsawwassen . category, this impact is not expected to be offset within the Shopping Centre is expected to relocate to Tsawwassen next 10 years. This is therefore classified as a critical impact. Commons. . We would expect some businesses in this category to be insulated from impacts due to their unique product offerings and well established customer base. This would include
Home Centres, Hardware & Garden Stores Estimated Sales Transference: 20% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $61,480,524 $105,699,823 $51,349,281 $52,534,540 $53,729,673 $54,981,250 $56,293,283 % Impact vs. 2015 Baseline -18.1% -16.2% -14.1% -12.3% -10.4% -8.4% -6.3% $ Impact vs. 2015 Baseline -$2,349,580 -$2,099,780 -$1,839,190 -$1,599,020 -$1,351,026 -$1,089,703 -$814,006 100
100 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Home Electronics & Appliance Stores . Expenditure in this category in South DeltaMarket today Analysis is estimated at $6.5 million. This is likely to reach $27 million by Electronics & Appliances are available in South Delta today . 2016 and $40 million by 2017. primarily at London Drugs and The Source. Some additional consumer electronics are available at telecommunication . Given the projected population and spending growth, a dealer stores like the Telus Store, Rogers or Bell Connections. 10% transference will equate to a 6.5% sales impact in 2016, dropping to 3% by 2017 and dropping to zero before the The TFN malls are likely to offer a variety of electronics & . end of 2018. appliances. In addition to Wal-Mart, a retailer like Best Buy may elect to locate in Tsawwassen Commons. There are also likely to be a variety of small telecommunication stores and kiosks at Tsawwassen Mills, along with one or more shops carrying specialty electronics like cameras. . The existing retailer that will likely see a sales impact in this category is London Drugs at Trenant Park Mall. We do not anticipate that the impact will be critical however (under 10%), and it is likely that the impact will be offset within 3 years.
Home Electronics & Appliances Estimated Sales Transference: 10% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $27,406,501 $40,267,169 $41,720,988 $43,160,142 $44,620,212 $46,150,574 $47,756,201 % Impact vs. 2015 Baseline -6.5% -3.0% 0.8% 4.3% 8.1% 12.2% 16.4% $ Impact vs. 2015 Baseline -$356,221 -$162,400 $41,725 $237,469 $444,736 $664,480 $897,761 101
101 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Furniture Stores Home Furnishings Stores Market Analysis • There are no mass market retailers in South Delta today • The home furnishings category includes stores selling floor selling home, office and outdoor furniture. Some limited coverings, picture frames, bedding, linens, glassware, furniture is available at London Drugs, and specialty, housewares, lamps, pottery, and all other home antique and custom furniture is available at Heritage House accessories. Interiors, Painted with Love, and others. • Existing retailers operating in this category include Muddy • The TFN malls are likely to include some furniture offerings River Landing, Blue Door Interiors, Heritage House Interiors, within general merchandise and home furnishings- and Maison Rouge. predominant stores (i.e. Wal-Mart, Home Sense etc.). There TFN Malls are likely to include a variety of retailers offering is also the potential to see a furniture store like The Brick, or a • mid-market and specialty home furnishings, including the niche retail chain like Sleep Country, at the Commons likelihood of Home Sense & Bed Bath & Beyond. development. It is estimated that there are under $1 million of sales It is estimated that there are <$1 million of sales generated • • generated in this category in South Delta today. This figure in this category in South Delta today. This figure is projected is projected to jump to over $7 million by 2016 and $11 to jump to $11 million in 2016 and $16 million by 2017. million by 2017. Given the limited and niche nature of most furniture • Given the niche and specialty nature of most of the existing offerings in South Delta today, no impact is projected. There • competition in this category, no impact is projected. will likely be significant spillover benefit to retailers in this category due to the additional traffic in South Delta, provided that these retailers are able to successfully market their products.
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102 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Sporting Goods, Hobbies, Music, Books like Stillwater Sports may find significantMarketcompetition Analysis on price and merchandise from Bass Pro Shops. That said, This somewhat eclectic category includes South Delta • through strategic merchandising (i.e. ensuring little overlap businesses such as: in product lines) combined with proactive retention of a • Dave’s Pop Culture, Games & Toys loyal customer base, impacts can be minimized. • Quilted Bear • Overall spending in this category in South Delta today is estimated at $6 million. Following the opening of the mall Toys & Tech • (and particularly Bass Pro Shop), this is expected to reach • The Run Inn nearly $63 million in 2016 and $95 million in 2017. • Albany Books • For the purposes of this ‘worst case’ modelling scenario, we have projected a 10% impact in this category overall. This Black Bond Books • would result in a 6.5% impact in 2016, 3% in 2017 and no • Stillwater Sports impact by 2018. • Many of the businesses in this category are likely to be insulated from mall-related impacts due to the specialty and niche nature of their businesses. For instance, a store like Dave’s Pop Culture in Ladner, or Toys & Tech in Tsawwassen, are unlikely to have significant merchandise overlap with chain stores like a Wal-Mart or EB Games. • On the other hand, a hunting and fishing specialty retailer
Sporting Goods, Hobbies, Music, Books Estimated Sales Transference: 10% 2016 2017 2018 2019 2020 2021 2022 $ Expected in S. Delta $62,955,567 $95,329,730 $98,646,025 $101,991,705 $105,299,908 $108,742,574 $112,327,453 % Impact vs. 2015 Baseline -6.5% -3.0% 0.7% 4.3% 8.1% 12.1% 16.4% $ Impact vs. 2015 Baseline -$328,406 -$150,372 $37,081 $216,996 $407,257 $608,906 $822,905 103
103 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Miscellaneous Store Retailers Market Analysis • The “miscellaneous” category includes a variety of business types such as florists, pet stores, galleries, U-brew, gift and novelty shops, and used clothing stores. • There are over 2-dozen businesses in this category in South Delta today, including: • Fancy This Gifts • Sonia’s Flowers • Dragonfly Gallery & Antiques • Spencer Gallery • Sublime Art Supplies & Gallery • Flowers Beautiful • Bosley’s • Unforgettable Gifts • Bay Wine Works • Grapes 4 U • Given both the local-serving and specialized niche nature of many of the businesses in this category, no significant impact is projected.
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104 4.4 TFN Malls: Outflow Recapture, New Spending & Impact Edmonton – Evolving Infill Impact Analysis Residential Personal & Professional Services Market Analysis • One of the keys for long-term success in both the Ladner and Tsawwassen town centres will be a continued focus on retaining and attracting personal and professional service businesses geared toward serving the local population. This includes everything form administrative, educational and financial services, through to health care, personal & laundry, professional (e.g. accountants, lawyers) and entertainment and leisure services. • Both Ladner and Tsawwassen are heavily service-oriented today, with the compendium of businesses in the service commercial sub-sectors accounting for 48% and 42% of ground floor commercial floor area in Tsawwassen and Ladner respectively. • Service commercial will need to remain a core offering in both town centres.
Food & Beverage • A robust and diverse array of food & beverage offerings, ranging form casual sit-down and quick-serve grab-and-go restaurants to brew-pubs and wine bars, will allow Ladner and Tsawwassen to set themselves apart from the TFN mall developments. • By expanding the unique and diverse offerings in these categories, differentiating from the offerings at the TFN malls, the town centres will be well positioned to draw tourists and non-local mall patrons into the town centres.
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105 4.5 Synopsis & Conclusions Edmonton – Evolving Infill Residential • The TFN malls will bring both great opportunity and potential short-term hardship to some Delta businesses. Market Analysis • Home Centres and hardware stores are anticipated to be • Supermarkets are anticipated to experience some loss of significantly impacted by the new retail offerings. sales to the retail grocery within Wal-Mart, but market Home electronics & appliances: a modest sales drop is growth will offset this loss within 3 years. Supermarkets will • anticipated, with recovery by 2018. need to revisit their offerings and pricing in relation to the new competition. • Furniture Stores are not expected to be significantly impacted due to the niche and specialty nature of existing Convenience & specialty food stores are not expected to • furniture-type stores in South Delta. be significantly impacted by the new malls. Sporting Goods, Hobbies, Toys & Books retailers are, overall, Beer, wine and liquor stores overall are projected to • • projected to experience a modest drop in sales. For some experience a modest drop in sales, with recovery by 2018. sub-categories there is likely to be no impact due to a lack Each business will need to be aware of the merchandise of any merchandise overlap with the new malls. For others, and pricing at the new store, and make adjustments particularly in the sporting goods category, a potentially accordingly. critical sales loss could occur. Re-merchandising and • Pharmacy & personal care stores are projected to see a efforts to retain a core local customer base may offset a significant sales drop due to personal care offerings portion of this impact. expected at the TFN malls. This could be even higher if the Miscellaneous stores: not expected to experience Commons secures a major pharmacy tenant. However, • significant impacts. real sales growth in this category has been rapid, and sales losses can likely be offset by 2019. • Department stores: none currently exist in South Delta, so no impact has been projected. Having now analysed the existing and emerging context, • General Merchandise: impacts could be critical, but it will recommended town centre precinct merchandising depend on business type and the extent to which existing adjustments, and detailed potential category-specific business local customers can be retained. impacts, we turn in the remainder of this report to development • Clothing, Shoes, Accessories, Jewelry: some impact is of an action-oriented business sustainability strategy. The first anticipated, but recovery can occur within 2-3 years. The step of this process was engagement with local land and niche and specialty focus of current offerings will help to business owners, the results of which are discussed in Section 5 insulate some businesses from impact. to follow. 106
106 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Stakeholder 5 Engagement
5.1 Stakeholder Engagement Overview 5.2 Ladner Stakeholder Engagement 5.3 Tsawwassen Stakeholder Engagement
107 5.1 Stakeholder Engagement Overview Edmonton – Evolving Infill . The Corporation of Delta organized and hosted Residential two evenings of facilitated stakeholder meetings What is a SWOC Analysis? on February 3rd and 4th, 2015 at the Harris Barn in Market Analysis order to seek input and feedback from S trengths: characteristics of the community/communities that Tsawwassen and Ladner business and commercial give it/them an advantage relative to other property owners. Over 800 invitations were sent commercial destinations. out, and approximately 100 individuals attended the two evenings (~50 per night). W eaknesses: characteristics of the community/communities that . Each evening began with presentations by place it/them at a disadvantage relative to other Corporation of Delta staff and the consulting commercial destinations. team, and was followed by timed breakout table discussions guided by the following questions and O pportunities: elements that the community/communities could prompts: exploit to their advantage. 1. How can Ladner & Tsawwassen respond to the new mall developments? C hallenges: elements in the environment that could a. What building and physical infrastructure? cause trouble for the community/communities b. What products / business composition? c. What on-site promotional events? d. What off-site advertising, promotion, Why do SWOC Analysis? wayfinding? e. Other ideas? • Allows us to focus and build on community strengths, minimize challenges, and take greatest possible advantage of opportunities. 2. For each main idea generated above: a. Who needs to be involved? b. Who should lead? c. What resources do you need? How is SWOC Analysis Used? . Detailed notes were compiled at each table on flipcharts, and were subsequently summarized and categorized by broad theme by Corporation staff. In this section we provide summaries of • Community SWOC analysis supplements the consultants’ analyses, together documented feedback for each community, as leading to strategies. well as feedback organized into SWOC analyses.
108 5.2 Ladner Stakeholder Engagement Edmonton – Evolving Infill 1. Ladner Stakeholder Summary Residential Wayfinding and Signage Infrastructure/Parking/Beautification Market Analysis . Overall, stakeholders felt that it was difficult to find Ladner . Meeting attendees were generally in favour of improving due to a lack of signage that directed visitors to the the town’s built environment by adding more public and village core. community amenities such public spaces, washrooms, chess parks, and street furniture. Events & Festivals . Residents generally supported the idea of multi-level . Attendees were vocal about the type and quality of parking facilities to enhance parking supply, especially events they wanted to see and contributed several ideas behind MLA’s office. such as: music nights, fire n’ ice, jazz festivals, walking tours, hockey tournaments, beer & wine festivals, and Development/Waterfront/Densification more. . Waterfront development was seen as a key driver of Branding & Marketing growth for Ladner. Citizens also voiced their concerns about wanting to see more retail along the north end of . Attendees felt that branding shopping areas and creating Delta Street in order to connect downtown to the a certain “Ladner” brand was important. Ideas included, waterfront. creating a slogan such as “Meet me in Ladner” or – “This is your community”. Residents also felt that Ladner residents Social / Community should have their own “Ladner” address to improve the . Business and property owners expressed that town’s visibility. homelessness issues should be addressed due to negative . The discussion on improving marketing efforts for Ladner social impacts. Ideas included providing shelter facilities. proved to be a more lengthy and detailed in scope as ideas included advertising via promotions, placing ads on the ferry, creating a marketing website and local discount/loyalty card. Other ideas included transforming the Ladner Business Association to a business improvement association (BIA) to better promote the village so that additional funding can be accessed. Through the new BIA, staff would be in charge of organizing events and managing social media channels for the town.
109 5.2 Ladner Stakeholder Engagement Edmonton – Evolving Infill 1. Ladner Stakeholder Summary Residential Market Analysis • When discussing other development opportunities and malls to promote events and gatherings within both considerations, Ladner businesses appeared to be vocal Ladner and Tsawwassen. Stakeholders also felt that about historic preservation/adaptive re-use of historic there could be a shuttle bus service that takes people to landmarks and affordable housing. Discussions about and from the TFN malls into Ladner village. these two core themes included: providing government Partnerships & External Factors incentives for renters and owners to make it easier with • fewer restrictions to make heritage/preservation • Attendees felt that accessing Ladner was difficult and development easier and providing more affordable expressed that transit links and urban barriers (South housing in mixed-use developments. Fraser Perimeter Road) were major challenges. They also expressed worry about traffic concerns at Highway 17. • Attendees noted that the community at large is generally against density, and this has been reflected in • Some attendees mentioned that the Chamber of the Area Plan. Attendees however were broadly Commerce was inaccessible and not well located. supportive of additional density in Ladner, noting that Other thoughts regarding partnership and joint efforts this would be key for supporting business growth. There • included linking Port Metro Vancouver, Federal, and was discussion about the experience of Park Royal, Provincial governments in order to find easier ways to where density has helped support retail growth. Two key commit resources for local initiatives, minimize sites that residents identified as potential for municipal/provincial red tape for improvements since densification included Dunbar Lumber and Ladner TFN does not have that many restrictions. Harbour Centre. Opportunities, Big Ideas & Challenges • Tsawwassen First Nation Development • Stakeholders thought that there are more opportunities Attendees viewed the TFN development as an • • to diversify the town’s mix of businesses (adding more opportunity for independents since more local restaurants in particular) and extending hours of customers would stay in the community to shop rather operation for eateries. than leaving Delta to do their shopping. • To capitalize on the TFN mall opportunity, stakeholders felt that a Delta kiosk or stand should be present at the
110 5.2 Ladner Stakeholder Engagement Edmonton – Evolving Infill 1. Ladner Stakeholder Summary Residential SWOC Analysis Market Analysis
STRENGTHS: WEAKNESSES:
• Proximity to waterfront • Not enough local residents / potential customers
• Abundance of heritage buildings in commercial core • Fiscal weakness (i.e. increasing rents, unequal tax structure in relation to TFN) • Positive reputation of existing businesses and strong local resident loyalty • Insufficient private development interest, and potential barriers (i.e. heritage buildings, public opposition to density, municipal • Walkable and bikeable commercial core regulation)
• Proximity to local customer base (certain tenants require • Deferred maintenance on some buildings and facades immediate adjacencies to population centres) • Ongoing delays in waterfront revitalization • Ladner has a unique “community vibe” • Public realm deficiencies and operational issues CHALLENGES • Lack of parking availability caused by non-shoppers (residents, • Population is not growing and is aging employees) using prime spots. • Both have implications for amounts and types of retail spending • Insufficient regional signage; lack of wayfinding
• Downtown tenants could close, and some could move to the • Access challenges for visitors (insufficient public transit, SFPR does new malls not connect with Ladner)
111 5.2 Ladner Stakeholder Engagement Edmonton – Evolving Infill 1. Ladner Stakeholder Summary Residential SWOC Analysis Market Analysis
OPPORTUNITIES • Undertake physical improvement to public realm (i.e. lighting, • Implement strategies to strengthen Ladner’s overall commercial offering: • Adjust tenant mix to better meet consumer demand (i.e. • trees, landscaping, banners, signs, walkability, access, street more restaurants, more diversity of merchandise, more furniture, public washrooms, better activated space, unique/specialized businesses) wayfinding) • Operational changes: stronger customer service, later opening hours. Redevelop waterfront into a unique destination • Incentives to encourage new businesses, and improve • existing ones. • Leverage TFN mall projects: • Use Events and festivals to attract/retain customers: • New developments = less spending outflow opportunity • Broaden range of local events (i.e. music events, fire ‘n ice to spin-off spending to local businesses events, jazz, walking tours, public space activation, hockey • T. Mills to be major tourist draw; Ladner could complement tournaments, beer and wine festivals); this positioning by implementing tourism-oriented themes • Capitalize on existing major events (i.e. Tour de Delta, and marketing. Ladner Market) • Other strategies could include: Delta kiosk with marketing • Hold more off-season events (i.e. existing Xmas Tree info in the malls; running shuttle bus between Ladner and Festival) new malls.
• Brand Ladner as a destination (themes could include • Better collaboration between local groups, gov’t entities, shopping, community, fishing village, birds, local food, 100 regional orgs to implement initiatives. mile diet) • Fund a staff person dedicated to supporting small business initiatives Implement incentives to support small business; jointly Market Ladner as a destination (i.e. promotions, social media, • • pursue gov’t grants and funding ads on ferry, website, local loyalty program, ads in newspapers, welcome wagon, highway signage.
112 5.3 Tsawwassen Stakeholder Engagement Edmonton – Evolving Infill 2. Tsawwassen Stakeholder Summary Residential Market Analysis • Wayfinding and Signage • Attendees felt that to boost marketing and raise awareness of Tsawwassen, online initiatives would be Attendees felt that visitors don’t travel all the way into • needed; of these, social media was the primary Tsawwassen since the entrance/gateway is undesirable method, while Google advertising was the second. and not well designed. They envision the welcome way Another initiative to boost marketing included creating into the town as something more than a sign that is to a “Top 10 Tsawwassen” list and having it rotated be of a grander scale. They also thought it was monthly, creating a business/customer loyalty program, important to invest in an entrance feature at 52nd and having an ambassador to market the town on the Street and to improve wayfinding signage within ferry (or possibly installing a kiosk on the ferry). Tsawwassen. They referenced how White Rock has designed their main entrance. • Many attendees were passionate about raising awareness and educating Tsawwassen residents about Events & Festivals the impact on their local economy if local residents • Tsawwassen stakeholders noted that Ladner hosts more shop outside of the community, particularly noting the events; they hoped to organize more events that bring resources that local businesses put back into the more people, building on some of the more notable community (e.g. sponsorship of sports teams etc.). and popular current events such as Tour de Delta, Attendees were also vocal about “selling the beach”, SunFest, Harmony Arts Festival. They discussed the • the town’s largest draw; it will be important to extend potential for food trucks, outdoor movie nights, and the beach’s hours of operation. There was talk about a Christmas themed events. destination restaurant, as well as a public pier. Branding & Marketing • Infrastructure/Parking/Beautification Attendees were afraid of being over-shadowed by the • Tsawwassen stakeholders were adamant about TFN development and wanted to develop their own • advocating for active transportation enhancements brand by creating a slogan. One person put forward: that are also universally designed since they felt that “We’re not the mall…we’re better.” the community lacks connectivity to travel short • The community also felt that 56th Street should be distances. This active transportation element could renamed to something more unique like Tsawwassen differentiate Delta from others (e.g: “Active for Life). Boulevard to let visitors know it’s the main road into town.
113 5.3 Tsawwassen Stakeholder Engagement Edmonton – Evolving Infill 2. Tsawwassen Stakeholder Summary Residential Market Analysis • Stakeholders expressed that they were unhappy with events and to use the regional draw of the TFN malls traffic flow on 56th Street and waned to improve it by to benefit the local community. trying to coordinate signals or enhancing it through Partnerships & External Factors more efficient traffic calming methods. • Attendees expressed that the Corporation should They also expressed the need for more facilities that • • relax property taxes for a period of time to allow will promote active transport such as bike racks and businesses to adjust. Many felt that the BIA would benches; in line with active transport, citizens were play a significant role in supporting and growing the vocal about creating better public spaces that they local businesses. can use to gather at for future events. Opportunities, Big Ideas & Challenges • Development/Waterfront/Densification • Meeting attendees felt that Tsawwassen needed Attendees appeared to be supportive of seeing • • more furniture/bedding, men’s clothing, trendy shoe mixed-use development in the downtown core; they stores, potentially a high-end grocery store (e.g. envisioned multi-level buildings with Urban Fare), and destination restaurant venues. retail/commercial uses on ground floors (e.g: cafes with al fresco seating) and residential uses on top. It • In order to prepare for the TFN malls, it was suggested was noted that density is needed to create a vibrant that they develop an omni-channel retail strategy town centre. and feature price matching strategies with TFN mall businesses. • In order to accomplish this, attendees recommended updating the Area Plan to increase densities and unit allowances. They also called for development process streamlining. • Tsawwassen First Nation Development • Like Ladner, Tsawwassen stakeholders also viewed the TFN development as an opportunity. They see it as an opportunity to cross-market each other’s
114 5.3 Tsawwassen Stakeholder Engagement Edmonton – Evolving Infill 2. Tsawwassen Stakeholder Summary Residential SWOC Analysis Market Analysis
STRENGTHS: WEAKNESSES:
• Some of Tsawwassen’s greatest strengths are its proximity to • Many visitors entering and passing through the community fail to natural assets, such as the beaches and wildlife (birds); come all the way in to the commercial core;
• There is a flow of pass through traffic destined for Point Roberts • Many people don’t know there is a commercial core; that is a captive market. • Public realm is deficient in portions of the core (i.e walkability and • Tsawwassen is the sunniest place in Metro Vancouver pedestrian safety challenges, overhead power lines, minimal streetscaping) • The population is engaged. • Commercial core has yet to attract significant redevelopment CHALLENGES interest;
• Insufficient distinction between Tsawwassen commercial core • Public opposition to density is a key barrier; and TFN developments (i.e. both auto-oriented environments.)
• Fewer programming/events in comparison to Ladner; • Public resistance to density could jeopardize future planning efforts to create stronger town centre core. • The main street is a key thoroughfare so cannot be closed for events.
• Weak/nonexistent regional branding of commercial core.
115 5.3 Tsawwassen Stakeholder Engagement Edmonton – Evolving Infill 2. Tsawwassen Stakeholder Summary Residential SWOC Analysis Market Analysis
OPPORTUNITIES
• Take advantage of passing traffic by creating more defined • Redevelopment of Town Centre Mall and/or nearby parcels is gateway to Tsawwassen (signage, landscaping, grand scale); significant opportunity to strengthen the core (i.e. new customers through new density, new business, added public • “Sell the Beach”, Tsawwassen’s biggest draw, and link this gathering places, ability to create “true downtown core” asset to existing and future businesses; • Partner with TFN malls for cross-promotion (i.e. info kiosk)
• Organize events that bring people, and encourage them to return (e.g. Farm markets, Tour de Delta, SunFest, music festival, Harmony Arts Festival, Food Trucks, birding, concerts, outdoor movies, xmas lights)
• Invest in pedestrian & cycling infrastructure to differentiate Tsawwassen from TFN (i.e. wider sidewalks, crosswalks, accessible streets, benches, bike racks, bike paths, traffic calming)
• Create stronger brand identity for Tsawwassen
• Explore new opportunities to market community through social media, online presence, geographically broader advertising;
• Harness residents’ sense of pride for community through “buy local” education campaign and business loyalty program aimed at keeping more spending local;
116 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Business Sustainability 6 Case Studies
6.1 Introduction 6.2 Downtown Napanee, Ontario 6.3 Downtown Canmore, Alberta 6.4 Downtown Revitalization Task Force Sidney, BC 6.5 Bernard Avenue Revitalization Kelowna, BC 6.6 Business Incubation Revelstoke, BC 6.7 Danforth East Community Association Toronto, Ontario
117 6.1 Introduction Edmonton – Evolving Infill . The following six case studies were analyzed as part of the review process. Successful actions implementedResidentialelsewhere help inform the recommended actions for South Delta, which appear in Section 8, 9, 10 and 11 of this report. Market Analysis
REURBANIST. CO~~,., 118 MARKETING IIJr://JC 6.2 Downtown Napanee, Ontario Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Napanee is a mid-sized town (15,500 residents) 2 hours . Napanee’s key to improving its downtown business east of Toronto that was negatively impacted by outflow district was having an urban design plan that helped spending to major retail centres in nearby communities. residents and stakeholders buy into the BIA’s overall Despite the challenges in doing so, a small collection of vision for the neighborhood. trendy fashion-forward retailers have been able to create . Collaboration with other stakeholders is critical in terms of a cluster of businesses that attract comparison retail seeing revitalization come to realization. Reaching out to shoppers. The businesses offer something you cannot find other public, private, and non-profit organizations to at the nearby mall – great products, knowledgeable help fund/sponsor, organize/support the BIA’s infinitives service, and a pleasant shopping environment. plays an important role in its success.
Downtown Napanee . Napanee also benefited from having a dedicated BIA staff person mandated with leading the revitalization of the downtown.
Downtown Napanee
Program from the BIA
119 6.2 Downtown Napanee, Ontario Edmonton – Evolving Infill Downtown Napanee BIA Actions Residential Market Analysis Research Findings BIA Board Member Meeting . Downtown Napanee’s BIA, the main driving force for downtown Successful Events revitalization, had three core . The BIA created several downtown responsibilities: events to attract people, including the Bright Lights show that is hosted Urban Design & Physical Landscape in winter and the annual Scarecrow Improvements Festival. . A third of the BIA’s focus were directed at beautification and Intensive Local Business Support Community Living Lennox & Addington physical improvements. . The BIA is responsible for attracting Clean-Up Team – Collaboration w/BIA . The Napanee BIA’s Urban Design new businesses and retaining Plan helped guide revitalization existing businesses through initiatives efforts. Priorities included such as collaborative advertising / streetscape and walkability marketing programs and offering improvements, new heritage promotional help. The BIA has group lighting, better placemaking advertising programs with media amenities and wayfinding signage, outlets, special newsletters, and and the maintenance of sidewalks. social media avenues to help . The BIA won several grants to assist market and promote individual with its urban design and downtown businesses. beautification program (grants include: TD Green Streets (CAD$15,000), Rural Economic Development Program (CAD$150,000), PELA CFDC / INDUSTRY CANADA INVEST (CAD$8,000).
120 6.3 Downtown Canmore, Alberta Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Canmore, a town of 13,000 located just over and hours . Over the long term, progressive planning policies can drive west of Calgary, is widely recognized for the success fundamentally shape the commercial structure of a of its vibrant, pedestrian-oriented commercial core. In municipality in a positive manner. comparison to many similarly-sized municipalities, . Close collaboration and consensus among key players, Canmore’s commercial urban structure is predominately and political and private-sector leadership, is essential to composed of small, locally-owned businesses located implementing actions. within a comfortable walking distance of the town centre. . Increasingly, consumers are seeking authentic, place- Downtown Canmore based destinations that offer shopping and dining in a compact, walkable environment. . Even successful commercial destinations require constant monitoring and review to maintain the sustainability of local businesses. . Contact: Andrew Nickerson, Canmore Business & Tourism
Drake Pub – one of Canmore’s most popular restaurant, bar and pub, with live music and bands family dining, draft beers, patio
121 6.3 Downtown Canmore, Alberta Edmonton – Evolving Infill Municipal & Community Organization Actions Residential Market Analysis Research Findings considered, such as options to Canmore & Banff Joint Town Council better capitalize on passing Meeting . The success of Canmore’s main highway traffic through improved street environment, and the wayfinding/marketing. Other issues continued resilience of local include vacancies, and a businesses, demonstrates the long- disconnect between asking rents term potential that can be and sales performance. achieved by focusing on place- based retail. For both visitors and residents, the ability to comfortably . Perhaps most importantly, Canmore walk between businesses in has a proven ability to proactively Canmore has become one of the recognize and act on issues town’s biggest attractions. While through: Tapas restaurant, lounge/bar Canmore is more tourism-oriented . strong leadership from local than South Delta’s current business owners (some of whom economy, the development of serve on Council); Tsawwassen Mills, a regional destination, increases the . the establishment of the applicability of this case study. Downtown Business Revitalization Zone (with . From a policy standpoint, Canmore authority to levy taxes to fund is unique in that the municipality has improvements); and placed stringent restrictions on the . close coordination with local location, size, and urban design of developers and associated commercial space. These policies organizations (such as Canmore have helped limit peripheral auto- Business & Tourism). oriented growth and encouraged intensification. Despite these successes, further actions are being
122 6.4 Downtown Revitalization Task Force Sidney, British Columbia Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Several large retail proposals have been made recently . Major changes to the local business environment are an near to Sidney (including on First Nation lands), partially as opportunity to bring stakeholders together to create a result of the proximity to ferry traffic. Although none of strategies for improvements. these proposals has been built, concerns around their . Temporary committees are capable of making informed impacts led to the creation of a Mayor’s Downtown recommendations, but implementation requires Revitalization Task Force that was mandated to address sustained leadership. the challenges facing businesses, property owners, residents, community organizations and other . The composition of a steering committee and selection stakeholders. The plan was adopted by Council in the fall of its chair are critical to its success. Political of 2014 and certain actions are continuing to move representation helps actions move forwards. forwards. . Downtown revitalization initiatives are closely linked to economic development (business attraction, retention Downtown Sidney Street Market and expansion). . Contact: Randy Humble, CAO, Town of Sidney
123 6.4 Downtown Revitalization Task Force Sidney, British Columbia Edmonton – Evolving Infill Task Force Structure & Recommendations Residential Market Analysis Research Findings the recommendations, the work involved was significant and . The proposed retail developments impacted staff resources. The task brought together a wide variety of force only operated on a temporary different stakeholders to discuss the basis and is no longer active. future of Sidney’s downtown. Volunteers conducting surveys for the Opinions on the impacts of the retail Reviltazation Task Force developments were divergent and Economic Development Models Final Report both positives and negatives were . One of the outcomes of the report identified. The taskforce chose to was to explore various models to focus on supporting Sidney’s core advance local economic strengths and leveraging potential development, which invariably positive spin-offs of the supports downtown businesses. The developments. Town is currently studying various models that could achieve this, including hiring an Economic Task Force Overview Development Officer, or creating an Downtown Sidney Street Market The Sidney task force was . Economic Development composed of influential members Commission without an assigned FTE. from the business community, Councilor and Mayor representatives, and supporting Town staff. The task force jointly undertook an analysis of existing conditions, a survey of business owners, a survey of shoppers, an analysis of tax rates, and assessed 108 actions to make their recommendations. While effective in that Council unanimously supported
124 6.5 Bernard Avenue Revitalization Kelowna, British Columbia Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Kelowna is located in the heart of the Okanagan Valley . Developing a strong sense of place and distinct with a population of about 120,000 people. The city has character was important for distinguishing between experienced significant suburban retail expansion which Bernard Avenue and competing retail destinations. has put competitive pressure on the downtown area. To . Strong City leadership, including a designated Economic strengthen the downtown, the City initiated the “Bernard Development staff position that works closely with local Avenue Revitalization”. This $14 million project involved a developers and associated organizations, has helped complete redesign and rethink of this four lane arterial support the continued revitalization. road, transforming Bernard Avenue into Kelowna’s ‘principal retail promenade’ by creating a pedestrian- . Contact: Patrick McCormick, Urban Design Planner, City orientated, mixed-use setting. of Kelowna
Downtown Bernard Avenue
125 6.5 Bernard Avenue Revitalization Kelowna, British Columbia Edmonton – Evolving Infill Bernard Avenue Revitalization Outcomes Residential Market Analysis Research Findings Centre, and upgrades to the Downtown Sidney Street Market Downtown transit hub to enhance . The Bernard Avenue Revitalization the bus rapid transit service. A 206- was completed in May 2014. The room boutique waterfront hotel project leveraged abundant has been given the green light for locally-owned food and beverage a 2015 construction start, and the operations with traffic-calming and City is partnering with Tourism a placemaking component to Kelowna to relocate its facility to a create a “go-to” destination. prime waterfront location.
Bernard Avenue Pedestrianization . By capitalizing on the diversity of Project food and beverage opportunities Downtown Bernard Avenue and allowing them to spill into the public realm as sidewalk cafes, more animation has been added to the street. More animation has attracted a greater volume of people to enjoy the street’s ambience, which in turn is translating into higher sales for businesses.
. In addition to City-funded initiatives, the City of Kelowna has partnered with the private, public, and non-profit sectors to enrich its principal urban centre. Recent projects include a public pier and marina, a high-tech Innovation Bernard Avenue Block Party
126 6.6 Business Incubation Revelstoke, British Columbia Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Revelstoke is a community that has successfully overcome . Successfully repositioning a community can take past economic hardship to rebuild itself as a vibrant decades of constant leadership and action. destination enjoyed by locals and tourists alike. Following . A combination of economic support and planning the recession of the mid-1980s, Revelstoke’s leaders took a initiatives helps build the groundwork for more resilient unified approach to diversifying the economy and to communities. revitalizing the downtown area. These initiatives have been supported by an environment of collaboration, . Revelstoke would not have been able to achieve its resource sharing, and business incubation. Today, current success without deep local collaboration and Revelstoke has become one of BC’s most popular tourist the strategic sharing of limited resources. destinations. . Contact: Kevin Dorrius, General Manager, Revelstoke Community Futures Downtown Revelstoke Revelstoke Business Incubation (coworking business networking space)
127 6.6 Business Incubation Revelstoke, British Columbia Edmonton – Evolving Infill Outcomes of Business Incubation & Downtown Revitalization Residential Market Analysis Research Findings mentoring. Since the foundation of Downtown Revelstoke the fund, the original $1 million in . Downtown Revitalization - seed money has grown to over $7 Revelstoke's successful downtown million and has successfully started was driven by a revitalization numerous businesses in Revelstoke. program (undertaken in close collaboration with stakeholders) that initiated the following: Collaboration & Shared Resources . Revelstoke Community Futures, the . encouraged façade Community Economic Development improvements through an Department, and the Chamber of incentive program; Commerce have all historically Revelstoke Vintage Car Club & . created a summer street festival been co-located in the same office. Bygone Era Entertainment Society with live music every evening This co-location has proven to be a (BEES) event in downtown Revelstoke night; major asset over the long term in that it encourages collaboration . created a public plaza ("Grizzly and minimizes conflicts among Plaza") which accommodates these organizations. vendors and buskers; and . coordinated opening hours of businesses so everyone is open into the evening. Outdoor event in downtown Business Incubation Revelstoke . Through the Revelstoke Community Futures Corporation, small businesses who could not otherwise qualify easily for bank loans are given both financial support and professional
128 6.7 Danforth East Community Association Toronto, Ontario Edmonton – Evolving Infill Overview & Lessons Learned Residential Market Analysis Overview Lessons Learned . Danforth East Community Association (DECA) is a group of . DECA is a resident-driven organization funded through neighbours that started working together in 2007 to make alternative mechanisms that have helped build a their local community more vibrant, walkable, safe and greater sense of community. DECA’s non-profit/volunteer fun. The group’s success comes from their well attended approach to community revitalization helped form a and sponsored events (Arts Fair, Festival of Lights, Farmers’ greater sense of community since households had to Market) and initiatives. Their most successful project is one pay for membership to vote on issues that affected their that tackles the problem of vacant store fronts on main community. commercial streets; the Pop-up Shop project uses a . DECA has pioneered new ways to engage residents with tenancy model to fill vacant stores with vibrant businesses. the local business community, including a volunteer This program has helped vacancies drop by half. labour program that helps existing stores modernize to reflect changing demographics. Reimagining the Laneway placemaking event by DECA
Then
Now
129 6.7 Danforth East Community Association Toronto, Ontario Edmonton – Evolving Infill DECA Actions & Results Residential Market Analysis Research Findings Partnership . In addition to sponsorship, DECA . Unlike a BIA that is funded through also partners with other additional tax money, DECA is organizations like Farmers’ Markets financed through alternative Ontario to host other community channels and funding mechanisms: oriented events.
Grant Writing Membership Fee . DECA partnered with WoodGreen . In order to vote and be elected to Community Services to win the DECA Board members living CAD$65,434 from the Metcalf within the community must pay an Foundation’s grant fund for two annual CAD$10 membership fee for years in order to share their Pop-up one household. Currently the group Shop Project as an alternative for has over 360 members. vacant commercial storefronts with other regions experiencing similar hardships.
Private Corporate Sponsorship . DECA also has routinely sought sponsorship from the private sector to host other large-scale events like their Festival of Lights and annual Arts Fair.
DECA’s Pop-up Shop Project helps convert vacant storefronts into vibrant main street businesses
130 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis South Delta Business 7 Sustainability Action Plan
131 7 South Delta Action Plan Edmonton – Evolving Infill . The South Delta Action Plan for business sustainability is subdivided by the four main actors responsible for implementation: local community organizations, business owners, property owners and their representatives, and the Corporation of ResidentialDelta. Although each of these actors has their own list of responsibilities in terms of making this plan a success, the majority of actionsMarket do Analysis require collaboration across the various implementing entities. . Within each section, actions have been further subdivided by their relative stage in the process. First, the preconditions for change must be set to ensure that actions receive the necessary traction when they are implemented. Second, actions are implemented by each entity in a coordinated manner, building from the preconditions that were laid in the preliminary phase. By necessity, some actions can happen immediately and expediently, while others will require years of planning and coordination. Finally, the actors must take careful note of the impacts of their actions through monitoring and evaluation. By sharing the results of this monitoring with other stakeholders, future actions can be better informed and primed for success.
. Understanding Existing Conditions . Meet Customer Needs . Identify Monitoring Metrics . Identifying Opportunities . Respond to New Competition . Record Quantitative Data . Responding to Weaknesses . Improving Business Performance . Develop Qualitative Information . Building Organizational Capacity . Grow New Businesses . Evaluate Results of Actions . Establishing Networks . Strengthen the Town Cores . Share & Consolidate Information
132 Edmonton – Evolving Infill Residential Market Analysis
Shifting the trajectory of an existing urban environment requires significant foresight, planning, and resources. Successful actions do not get implemented in isolation. Rather, they build on a strong base that offers the right preconditions for success.
These preconditions include an environment where all actors have full self- awareness of their strengths and weaknesses, and that of their peers. It also requires that the various actors commit to work collaboratively in a mutually supportive manner. Finally, having the right preconditions means that actors must review their own internal capacity to ensure they have sufficient resources to execute the forthcoming actions.
133 Edmonton – Evolving Infill Residential Market Analysis
Once the preconditions are in place, the community organizations, businesses owners, property owners, and the Corporation of Delta are ready to take action.
Actions will take many forms depending on the implementing body, but at their core their objective is to strengthen the business sustainability of Tsawwassen and Ladner. Some of these actions directly relate to the businesses themselves, while others seek to improve the environment in which they operate. All actions ultimately seek to better connect the customer to local businesses, both directly and indirectly.
By their nature, not all actions can be implemented immediately. Each actor must develop their own timeline for implementation, set goals, and ensure that their course of actions best responds to their core needs.
134 Edmonton – Evolving Infill Residential Market Analysis
Actions taken in the absence of effective monitoring and evaluation will fail to provide meaningful insight.
From the outset, the various actors should be diligently monitoring conditions in their respective realms to set the base conditions for analysis. As actions move through to implementation, this monitoring and evaluation process will engage in a more fulsome manner. Systematically collecting both quantitative and qualitative data will enable the impacts of actions to be clearly observed in comparison to base case data.
The results of this monitoring needs to be properly analyzed within the full context of the overall Action Plan. This context is only possible through the collaboration of various actors and the broad sharing of data. Through this evaluation, the merit of future actions can be properly identified.
135 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Community Group 8 Actions
8.1 Formalize a Ladner Business Improvement Area 8.2 Review BIA Administrative Capacity 8.3 Collaboration & Consensus Building 8.4 Festivals & Events 8.5 Tenant Retention & Improvement Strategy 8.6 Tenant Recruitment 8.7 Marketing & Branding 8.8 Local Area Research & Monitoring
136 8.1 Formalize a Ladner Business Improvement Area Edmonton – Evolving Infill One of the key drivers for business district sustainability in Ladner & Tsawwassen is having an engaged, coordinated, well-staffed and well-funded local entity providing consistent leadership and oversight. The Residential study team examined a variety of potential models, and concluded that the Business Improvement Market Analysis Association (BIA) model is the most robust for creating comprehensive business and landlord participation, expanding the available funds, and ultimately taking on a more comprehensive scope of work. The enabling legislation for BIAs contained in the Community Charter allows for a sufficiently broad scope of work, and provides the flexibility to accommodate the unique needs of South Delta communities and their various stakeholders.
Currently, Tsawwassen’s commercial core is overseen by a BIA that raises funds through a levy on member businesses. Ladner, on the other hand, is served by a voluntary Business Association (BA). While the Ladner Business Association (LBA) is certainly above average in terms of being proactive and having dedicated, insightful leadership, examples from across the Lower Mainland and Canada have shown that BIAs are significantly more effective than voluntary associations in creating local change. This effectiveness stems from their higher participation levels (for business and landlords), better funding, and ability to employ full-time staff members.
It is recommended that as a first step the Ladner Business Association explore transitioning into a Business Improvement Area in a structure that meets their unique requirements and allows them to expand their scope of work.
. Geographic boundaries will be determined through deliberations amongst business owners, property owners, and existing LBA members, with assistance from the Corporation of Delta. . Ideally, this BIA would encompass the entirety of the commercial core of Ladner, including the mall properties in the Gateway Precinct. . The nascent Ladner Business Improvement Association should work with the Corporation of Delta to determine the overall funding implications (and impacts on a per-business basis) of different BIA boundary delineations, and use this information during a subsequent outreach and consultation with business owners and landlords. . The sponsoring group (in this case the LBA) should make every effort to reach out to all property owners and merchants within the proposed geographic boundaries of the BIA to ensure buy-in and understanding of the proposed local levy and associated benefits.
137 8.1 Formalize a Ladner Business Improvement Area Edmonton – Evolving Infill If the LBA does elect to transition into a BIA, and finds there is sufficient local business and landlord support to do so, our research shows that there are at least two mechanisms that the BIA could enact to encourage Residential ongoing active participation of all current (or future) LBA members and others stakeholders: Market Analysis 1. An associate voting and/or non-voting member category, with fee structure to be determined by board of directors . It will be at the discretion of the BIA board of directors to accept members in this category, and to determine what fee they will pay for membership; . In the City of Vancouver, some BIAs offer this (although always as non-voting members); . To ensure fairness, it is recommended that these members pay a fee that is equivalent to what they would pay if they operated their business within the prescribed BIA; . Consideration and internal consultation will be required to determine if there should be a limit on the number of associate members who are eligible to become voting members, and what that limit should be. . Nearly all the existing BIAs in Metro Vancouver have a non-voting / associate member category in their enabling bylaws, with approval of those members and their associated fees at the discretion of the board. While we were not able to find examples of existing BIAs that allow for a voting associate member category, there is nothing in the legislation that explicitly prohibits this from occurring if desired. If this were enacted, there would likely need to be limitations on what proportion of total membership could be associates at any time 2. Authorized representation nomination by a property owner or business within the BIA . A property or business owner within the BIA can execute an ‘authorized representative’ form, whereby one BIA member provides another individual with the authority to act as an authorized representative for all purposes with relation to participating in the BIA. . Most BIAs do accept authorized representatives (for example, a large grocery chain may have their on- site manager, who is neither a business owner nor property owner, act as an authorized representative). Implementation: Organized by the Ladner Business Association with guidance and input from the Corporation of Delta, all stakeholders, and the Business Improvement Areas of British Columbia (BIABC). Coordination: Once established, the Ladner BIA should coordinate closely with all stakeholder groups to align event scheduling, joint marketing opportunities, and advocacy. Timing: Launch initial meetings and deliberations over boundaries in 2015 with a target of late 2016 or early 2017 to formalize the BIA through the Corporation of Delta.
138 8.2 Review BIA Administrative Capacity Edmonton – Evolving Infill The core mandate of a BIA is to effectively promote businesses within a defined local service area. This responsibility involves performing a variety of marketing, research, coordination, and promotional tasks that Residential ultimately have a positive bearing on existing businesses and targeted future businesses. Following from this, Market Analysis the core tasks of the Tsawwassen BIA and the nascent Ladner BIA will be to continue organizing events and promotional activity, and to initiate, drive and monitor a multi-layered effort of coordinated retail retention and attraction.
A key precondition for BIAs to achieve these objectives is having access to sufficient administrative resources. Each BIA will need to determine if it has sufficient capacity to effectively undertake the expanded scope of work that will be required of it, including significant research, coordination and outreach. These efforts typically build momentum over time, and without consistent staffing it will prove difficult if not impossible to do many of the things that are discussed on the following pages such as maintaining prospects lists, following up with interested tenants, building relationships with property owners, and keeping track of tenant mix and vacancies.
Timing: Immediate and ongoing.
139 8.3 Collaboration & Consensus Building Edmonton – Evolving Infill To move forward effectively, there must be collaboration, inclusivity, and consensus amongst stakeholder groups. Concurrent and coordinated actions will be required from BIAs, the Chamber of Commerce, TourismResidential Delta, business owners, property owners, and the Corporation. Market Analysis
Action 8.3.1. Form Business Owner & Property Owner Advisory Groups To strengthen the potential for collaboration, the BIAs should form advisory groups for business owners and property owners. The groups should be comprised of prominent individuals in each category that have the capacity to engage with their peers. The mandate of these groups will be to advise the local BIAs on the issues and needs of the respective groups. Through this process, the BIAs will be able to provide regular updates to a broad range of stakeholders in the community. The goal of these updates will be to coordinate these groups to jointly tackle major initiatives (such as a Buy Local campaign), and to enable the BIAs to implement actions that fall outside their direct control (such as tenant recruitment and leasing, based on sub-area retail positioning strategies).
Implementation: This action should be organized through the BIAs by drawing on existing networks with partners and expanding these relationships into formal working groups. Working groups should meet at least once per quarter.
Coordination: Events involving both business and property owner groups should be held jointly on occasion to connect the various stakeholders. As warranted, these events could be expanded to encompass both Ladner and Tsawwassen to enable attendees to broadly share initiatives, best practices, and to seek advice on ongoing issues.
Timing: Form groups in summer 2015 with first meetings held in September.
Action 8.3.2. Proactively Engage with the Corporation of Delta BIA directors, Chamber of Commerce staff and Tourism Delta representatives should frequently attend council meetings and present local emerging issues to staff and council. Having this constant communication and collaboration will make it easier for the Corporation to make decisions that are consistent with the vision developed by Tsawwassen and Ladner merchants and property owners.
Timing: Immediate and ongoing.
140 8.3 Collaboration & Consensus Building Edmonton – Evolving Infill Action 8.3.3. Form Resident Membership Program Residential To strengthen the loyalty of local customers, a membership program could be created for residents. This membership program will entail a nominal annual fee (e.g. $10-$20) and will provide discounts at participatingMarket Analysis businesses. Prizes donated by local businesses could be given under certain conditions – such as shopping at the largest number of local stores. The main purpose of the membership is not as a revenue tool, but as a strategy to get residents to literally “buy into” their community and generate the support needed for an effective Buy Local campaign.
Timing: Within 6-12 months.
Action 8.3.4. Examine Opportunities for Resource Sharing One crucial success factor in the revitalization of downtown Revelstoke was the close collaboration and sharing of resources between the Revelstoke Community Futures group, the Economic Development Department, and the Chamber of Commerce. This close collaboration and resource sharing took place because the three agencies were located in the same office. Co-location was identified as a major asset over the long-term, as it has encourages ongoing collaboration, efficiently deploys scarce resources, and minimizes organizational conflict.
While co-location may prove more challenging in South Delta because there are two separate town centres with separate business organizations and leadership, the Corporation of Delta should take a leading role in exploring options for these groups to more closely collaborate and share resources. The Corporation has already taken the first step in agreeing to host regularly scheduled roundtable discussions with the Tsawwassen BIA, the Ladner BA, Tourism Delta and the Chamber of Commerce.
Timing: Immediate
141 8.4 Festivals & Events Edmonton – Evolving Infill Both the Ladner BA and Tsawwassen BIA are already quite active in planning, promoting, and hosting local events. These events include: business networking, parades (e.g. Easter Parade), markets, festivals, barbecues,Residential car shows, banquets and others. Festivals and events are an excellent marketing tool for the town centres, Market Analysis and serve to drive new traffic to local businesses. The BIAs should build on these successes with a wider diversity of events (particularly in low seasons) that are strategically targeted at supporting the sales of existing businesses, and providing opportunities to incubate the next generation of local businesses. (Action 8.4.1.)
BIAs should track the success of their events in multiple ways in order to make strategic decisions to improve events and/or prioritize event funding. (Action 8.4.2.) Success of a festival or event can be measured through metrics such as:
• Pedestrian activity (% increase over baseline) • Retail activity (retailer reported increases over seasonal average) • Media coverage • Feedback from constituent businesses and street users • Spinoffs (e.g. concurrent or subsequent re-investment in spaces by local land and business owners) • Auto traffic (differences in volume and speeds before and during event)
142 8.5 Tenant Retention & Improvement Edmonton – Evolving Infill Developing a tenant retention & improvement strategy should be a core element of the BIA work scope, and will involve close collaboration between BIAs, the Chamber of Commerce, Tourism Delta and the CorporationResidential of Delta. Market Analysis Proactively working on business retention is crucial for both Ladner and Tsawwassen, particularly in the next 1-3 years when impacts from the TFN malls are projected to peak. Typically, when businesses look for new locations they evaluate the success of nearby businesses as part of their decision-making. As discussed in Section 4 of this report, some categories of business will likely feel greater short-term competitive influences from the opening of the TFN developments, such as sporting goods, homewares and home improvement. The short- and long-term health of the town centres depends on maintaining the core anchor tenants, which generate customer traffic for other businesses. Therefore, executing business retention strategies, particularly targeted at retaining large anchors and unique destination businesses, should be a high short-term priority. In large shopping centres, there is typically a highly proactive in-house leasing manager or management team. They keep tabs on the health and vitality of each business in the centre and monitor the overall tenant mix through the evaluation of key metrics including vacancies and rent-to-sales ratios. In a town centre environment made up of a mix of street retail and shopping centre space, this overarching coordination and evaluation role must be taken on by another entity, in this case a BIA; effectively, the BIA becomes the town centre’s research and marketing arm. Based on our research and experience, we have found that several BIA- led actions can be effective in tenant retention. The first step of the tenant retention & improvement strategy is to gain a deeper understanding of how businesses are performing, how that performance is changing, and how both business owners and landlords see their individual businesses/properties and each town centre evolving overall. Action 8.5.1. Annual Business Surveys . Either as part of an annual in-person survey of business owners and property owners, or as a separately administered mail-back survey (recommended), there should be an annual check-in on local business health and vitality and how it has changed. . The survey should include questions about business type (category), markets served, number and type of employees, lease rates paid, and annual revenues. This information will allow for annual measurement of business precinct health and trajectory, which is vital information in order to efficiently implement targeted interventions. . The survey should also ask questions pertaining to space (do you have enough? too much?), location (are you in the right location? if not, where would you like to move to?), and lease clauses (problematic ones, or desired clauses). 143 8.5 Tenant Retention & Improvement Edmonton – Evolving Infill Action 8.5.2. Business & Property Owner Interviews Residential The BIAs, in collaboration with the Corporation of Delta and potentially the Chamber of Commerce, should arrange interviews with a representative sample of downtown business people, property owners, and realtorsMarket Analysis in Tsawwassen and Ladner. The interviews should be designed to gain an in-depth understanding of matters such as:
. Why the business located in the town centre originally, and why they would locate there today . What are the top concerns related to attracting people to the town centre in the day vs. the evenings . What business types fit best into the town centres, and specifically in which precincts . What business types would best complement and strengthen the existing business mix, and which would detract from the strength of the town centres . What are the top things that need to be done to increase the attractiveness of the town centres, and the individual precincts These interviews will supplement and build upon the work already undertaken for this report to develop an even more nuanced understanding of the experience of businesses and landlords, which will lead to refinement of each precinct’s ideal tenant mix/function, and ultimately allowing for more targeted and efficient municipal and BIA investment. Action 8.5.3. Landlord Workshop(s) The BIAs, in coordination with the Chamber of Commerce and the Corporation of Delta, should organize workshops with Tsawwassen & Ladner commercial landlords and real estate representatives. The workshops should include a multidisciplinary panel including a commercial leasing specialist, an expert in building retrofit/redevelopment, a landscape architect, and municipal officials. The goals of the workshop should be:
. To understand landlord aspirations and challenges . To gain landlord perspective on ideal tenant mixes . To educate landlords and their representatives about changes to the competitive retail landscape and possible impacts on local businesses . To set the stage for subsequent discussions between landlords, their representatives, and tenants around measures that could be taken to ensure both short and long-term success of businesses, as well as benefits associated with property reinvestment and redevelopment . To understand what resources landlords and local businesses might need to help them overcome competitive challenges and operate successfully both in the short and long term.
144 8.5 Tenant Retention & Improvement Edmonton – Evolving Infill Action 8.5.4. Coordination between Tenants & Landlords Residential Building on the workshop(s), and with the assistance of Delta staff as required/requested, the BIAs should assist tenants in negotiating targeted rent reductions. In the near term, some businesses may be impacted by the Market Analysis mall openings in the form of reduced sales volumes. In order to help tenants through the near-term transition period, there will need to be a willingness on the part of landlords to engage in discussions with tenants on rent reductions.
Action 8.5.5. Business Mentorship Programs The BIAs, with the assistance of Corporation of Delta staff responsible for coordinating the strategy, should be prepared to provide business expertise and advice (or arrange for such to be provided) to business owners with regards to how they can improve their image, merchandising, service, and sales performance. Some business owners may not have the resources required, and as such will look to the BIA to provide assistance. Some resources are available through Small Business BC. Ultimately this may require the BIAs to engage the services of a business consultant or market analyst.
Action 8.5.6. Hands on Volunteer Support Coordinate resident volunteers to help new or struggling stores undertake retrofits that will revitalize their business, such as exterior wall panting, interior renovations, window cleaning, and signage. In addition to making physical improvements, these activities are major marketing boosts for these businesses through social media promotion and word-of-mouth associated with the volunteer support. Similar activities have been successfully used by the Danforth East Community Association in Toronto.
Action 8.5.7. Communication about Progress & Opportunities Existing businesses need to know how the town centres and their precincts are progressing, and need to participate actively in the process of making their precincts stronger. Enthusiasm for change amongst businesses must be captured to build collective confidence and feelings of opportunity. Businesses should be kept up-to-date through regular newsletters or other communiques.
Existing businesses should also be actively encouraged to relocate to precincts within the town centre where they can be the most successful and create the most synergy with nearby tenants. This will require strong relationships and cooperation between the BIAs, landlords, and businesses.
145 8.6 Tenant Recruitment Edmonton – Evolving Infill The BIAs, supported by the Chamber of Commerce and Tourism Delta, should play a leading role in retail recruitment efforts. The recruitment strategies themselves would be developed in partnership with all Residential stakeholders and Corporation of Delta staff (i.e. those related to Planning, Economic Development, or CultureMarket) Analysis through a series of workshops. As property owners and their representatives have ultimate control over tenants and leasing, building collective support and buy-in for these voluntary strategies among owners is paramount. The recommendations provided below by the consultant team offer a starting point for these conversations. These should be further refined during the workshops.
After consensus on the targeted positioning of each precinct has been reached (again using the positioning strategies proposed in this report as a starting point), strategies to brand the specific precincts through external marketing and improved communication with local residents and businesses can be developed.
BIAs and the Chamber of Commerce can support tenant recruitment and precinct branding by providing research and using their local expertise as follows:
Action 8.6.1. Inventory Available Supply . A list should be kept of all existing vacant space in each precinct. Findings should be laid out in a retail listing map that shows square footages, availability, asking rent, broker contact, and any other information that could inform a retailer regarding the best use of the space (i.e. zoning restrictions, lease restrictions, parking, layout etc.). Quality of vacant space can also be ranked based on knowledge of property ownership, condition and locational adjacencies. This info should be readily available for local brokers and landlords to access.
Source: Kitsilano 4th Avenue Business Association
146 8.6 Tenant Recruitment Edmonton – Evolving Infill Action 8.6.2. Conduct Retail Research Residential . Gathering, synthesizing and distributing retail market information is vital for supporting a retail recruitment effort. The BIAs should compile and make available market data such as: the size and age breakdown ofMarket Analysis the population within the market area (residents and employees); population growth trajectories (by age group); household incomes and household expenditures; expenditures by goods/service category ($ and %); dwelling characteristics; and how the market is growing and changing. This data can be used by the BIA and local officials to refine the target tenant mix and function for each precinct (which will never remain static as the market is always changing), for helping potential businesses quickly identify whether there is a ‘fit’ for them in the town centre and in a given precinct, and for helping new businesses that need proof of market opportunity to secure financing. . All of this information not only helps in the tenant recruitment process, but also assists BIA staff in defining appropriate events and programming for the area. . BIA staff can also use events like the Ladner Village Market as opportunities to seek out potential tenants for future inclusion in the town centre, perhaps first in a cart or kiosks, and eventually at an in-line location.
Source: Downtown Yonge BIA
147 8.6 Tenant Recruitment Edmonton – Evolving Infill Action 8.6.3. Facilitate Leads & Match Space with Tenants Residential . BIAs should have a close working relationship with property owners, and agreements in place (formal or Market Analysis informal, depending on the relationship) outlining what cooperation might be required. This could include making sure that spaces are easy to show, or that they have a representative available to answer questions. . BIAs can provide introductions between prospective tenants and landlords or leasing agents
Action 8.6.4. Pedestrian & Vehicle Counts . Regular pedestrian and vehicle counts should be conducted, either electronically or in person. The data gathered will be a beneficial addition to other market research. This data will also be useful as baseline information against which to measure the impacts of marketing and event initiatives, and can also inform and help prioritize Corporation of Delta capital improvement projects that improve the streetscapes within the business precincts.
Implementation: Coordinated by BIAs, but implementation largely is dependent on property owners and management companies. BIAs and the Corporation of Delta can support the branding and marketing of various precincts.
Coordination: BIAs to organize workshops to finalize the positioning focus of the precincts and oversee communication with property owners.
Timing: Hold workshops in mid-2015 with goal of finalizing precinct positioning strategies by year end. Other actions should be ongoing.
148 8.7 Marketing & Branding Edmonton – Evolving Infill Joint initiatives should be facilitated to bring businesses and patrons to both Ladner & Tsawwassen together in promotions for their mutual benefit. Regular Ladner & Tsawwassen business forums, with the Chamber of Residential Commerce and Tourism Delta, would help to build teamwork and networking opportunities for town centre Market Analysis businesses, and would encourage them to work with other businesses for mutual strength. Potential actions to consider include: . Creating Buy Local and “Locally Made” campaigns (Action 8.7.1.) and implementing district-level discounts to encourage cross-shopping. The BIAs should have active social media accounts that link with other businesses, promote on business’ behalf, and provide up-to-date information on day-to-day happenings in the town centres; . Developing a comprehensive, shared Community Events calendar for Tsawwassen and Ladner and hosting it publicly; (Action 8.7.2.) . Launching a “Dine Around & Stay In Town” for Delta; (Action 8.7.3.) . Installing information displays on Ladner and Tsawwassen in the TFN developments (if feasible), and placing updated marketing material on BC Ferries with a focus on the town centres and the other attractions of South Delta. (Action 8.7.4.) . A successful branding initiative may require the services of a professional brand consultant. Some of the initial branding themes and ideas that came out of the stakeholder events included: . “Meet me in Ladner – this is your community” . “Steveston’s 2nd Cousin” . Re-name 56 Street to “Tsawwassen Boulevard” to let people know that this is the entrance to the community • Launching a pop-up retail initiative (with help of resident volunteers), where vacant storefronts are taken over by ‘pop-up’ temporary retailers, or for peak-season spillover of established retailers. Pop up shops have a number of benefits for marketing, as well as tenant retention and tenant recruitment: (Action 8.7.5.) • Provides incubation space for small, startup businesses that are building a customer base; • Drives traffic to otherwise vacant storefront, with spillover benefit of additional customers and sales at established neighbouring businesses; • Landlords get the benefit of having some nominal income from a property, and have some interior/exterior upgrades done (i.e. painting, cleaning). One of the best examples of a successful pop-up retail strategy is the Danforth East Community Association (profiled in the case studies). 149 8.8 Local Area Research & Monitoring Edmonton – Evolving Infill As mentioned throughout this section, one of the major ongoing rolls of the BIA is the collection, analysis and dissemination of crucial data. Residential Market Analysis Using the business inventory produced in this study as a starting point, local BIAs should regularly update the inventory of merchants and vacancies, the market research, and the traffic/pedestrian count data.
As a parallel effort, the BIAs should also look at the tenant mix of other comparable business districts. Simple observations will help in developing insights into the kinds of retail and tenants that might be a good fit for the town centres and their component precincts. When considering other districts, pay particular attention to the kinds of services and amenities within the district that support those uses.
The following questions should be kept in mind when undertaking this frequent inventory of merchants: . What does the current mix say about the type of retail and price points in the market? . What does the attraction or loss of businesses since the last inventory say about the trajectory of the market and its likely position? . Are the businesses in the area ‘on trend’ with the demographics and spending propensity/patterns of the area? . Who are the most successful retailers and what does this tell us about the typical shopper? . Would changes or improvements to the retail mix give shoppers a reason to shop in the district? . Does the tenant mix match the identify of the district or its precincts?
150 8.8 Local Area Research & Monitoring Edmonton – Evolving Infill Toronto Downtown Yonge BIA Example Residential Market Analysis Toronto’s Downtown Yonge BIA conducts regular monitoring of vacancy levels, retailer types, demographics, foot traffic (through automated counters), and helps advertise available space. In addition, the BIA measures the performance of festivals and events by surveying member businesses, helping them better understand related impacts. More information at: http://www.downtownyonge.com/
151 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Business Owner 9 Actions
9.1 Research & Coordination 9.2 Business Self-Assessment 9.3 Identify Groups and Resources that can Help 9.4 Operational Adjustments 9.5 Physical Store Improvements & Merchandising 9.6 Research & Monitoring
152 9.1 Research & Coordination Edmonton – Evolving Infill Each business needs to have a firm understanding of who their customers are, and what markets they aim to serve. Some businesses have the capacity and knowledge to conduct their own market research. In manyResidential cases, a strong BIA can help local businesses, both by providing them with the research they will already haveMarket Analysis conducted as part of their retention and recruitment support and helping them undertake custom market research (or connecting them with those that can assist).
Whether undertaking their own market research or seeking the assistance of the BIA, some of the key pieces of information that all local business owners should aim to have at hand are:
. Current customer demographics and location . Trends in customer demographics and location . Key competitors, their merchandise offerings, and pricing structures . Emerging trends within the retail industry and within their particular segment of the industry . Appropriate industry workshops, professional groups or other associations that they should be involved with
Implementation: Conducted by business owners.
Coordination: Undertaken independently.
Timing: Immediate and ongoing
153 9.2 Business Self-Assessment Edmonton – Evolving Infill Our research has shown that the top performers in their respective categories have certain things in common. Below we describe self-assessment practices that these top performers typically undertake. The outcomes ofResidential such assessments form the basis for subsequent actions for business improvement. We are not necessarily Market Analysis recommending that every business perform each of these actions, but we do recommend that businesses consult this list of actions, do what they are able to, and seek out help where necessary.
Document & Review Retail Performance Metrics Daily Sales Turnover, Foot Traffic, Customer Conversion Rate (percentage of visitors that make a purchase), and Average Basket Size (amount spent per purchase). Stagnant sales, for example, are often an indicator of a pending drop in business and should trigger a reinvestment decision.
Understand the Customer Base Speak with existing customers regarding their shopping needs and preferences, including place of residence, travel patterns, shopping hours, other stores they frequent, and reasons they visit. Consider which groups of potential customers are currently not visiting and investigate what their needs may be.
Identify Primary Competitors Research existing and planned stores in the TFN developments that may compete with the subject businesses. Identify the strengths and weaknesses of these competitors to assess potential opportunities and merchandising gaps.
Action 9.2.1. Conduct An Internal Store Audit 1. Does the internal layout of the store allow for natural movement patterns? Typically, people entering a store in Canada will circulate in a counter-clockwise direction upon entering the store. Visitors should be able to move in a circle with limited dead ends and obscured sightlines. 2. Is your store design inconsistent? Patterns, styles, colours, and vintage (old or modern) looks should be consistent through the store. 3. Is the merchandise layout intuitive or does it create sensory overload? Organized and uncluttered displays allow customers to easily identify targeted items without feeling overwhelmed. 4. Does the store appear to be old and poorly maintained? Review both the style and physical condition of store interior to identify if updates are required to bring the space up to standard with new competitors.
154 9.2 Business Self-Assessment Edmonton – Evolving Infill Action 9.2.1. Conduct An External Store Audit Residential 1. Is the store “readable” by passing pedestrians and drivers? Pedestrians and drivers will only view a storefront for seconds or less. They must instantly be drawn to the Market Analysis store, while being able to “read” its content, merchandise offering, and positioning. Proper signage and window displays are essential to making this connection. 2. Is the street address and entrance visible and obvious? Even a delay of a few seconds in identifying the location and entrance point to a store can deter impulse customers. 3. Is the storefront and entrance welcoming and well-maintained? To overcome any psychological barriers dissuading visitors from entering, storefronts need to be bright, clean, welcoming and transparent (showing visitors that they can easily circulate and leave unhindered on entry). Store windows should be washed regularly and signage should be maintained and replaced entirely at periodic intervals. 4. Does the business storefront work well in nighttime conditions? Being open in the evening requires well-lit storefronts that illuminate both the window displays and some exterior signage. Even stores that are not open benefit from well-lit storefronts as it provides 24/7 window shopping opportunities and reduces the potential for crime.
Implementation: Conducted by business owners.
Coordination: Undertaken independently.
Timing: Immediate (summer 2015)
155 9.3 Identify Groups and Resources that can Help Edmonton – Evolving Infill Business owners should meet with their local BIAs to better understand ongoing and planned initiatives, as well as potential mechanisms of support. For certain businesses, connections with the Delta Chamber of Residential Commerce and Tourism Delta may also be beneficial. Market Analysis
BIAs will play an important role in connecting business owners with one another, facilitating linkages, and fostering an environment of mutual learning from shared experiences. Through the Business Owner Advisory Group, engaged business owners can play a more formalized input role into the actions of the BIAs
As the action plan moves through implementation, having a connection point to receive regular updates will help ensure the various groups are acting in tandem.
Coordination: Business owners and community groups.
Timing: Immediate (Summer 2015)
156 9.4 Operational Adjustments Edmonton – Evolving Infill Our research has indicated that many of the top performing businesses in their respective categories pay attention to a number of core items on the operations side in order to stay competitive. In the increasingly Residential competitive South Delta business landscape, such items will be of growing importance for local businesses. Market Analysis These include: . High quality customer service experience, both in store and online; . Thorough understanding of who the customer base for your business is, and how that base is changing; . Ensuring that merchandise and pricing is both complementary and competitive, and in line with the incomes and demographics of the customer base; . Differentiating from large format and chain competition; and . Effectively branding and marketing .
One of the keys for business owners will be improving ‘access’ to customers. Access falls into three categories: 1. Store Hours Many businesses close at 6pm, and some are closed on Sundays and holidays. Extending hours of operation to align with the needs of dual-working adult families by staying open until 7 or 8pm and on Sundays is crucial to success. 2. Online Presence Increasingly people’s first interaction or most meaningful interaction with a given store or given brand occurs online. All businesses, regardless of size or category, should work to improve their online presence through development of interactive websites, or through social media (Facebook, Twitter, Instagram etc.). There are some examples of businesses in South Delta today with excellent online presence. This is not an exhaustive list, but rather meant to provide an example of some effective strategies: . South Delta Heels Company: Allows customers to walk into their store virtually in Google Streetview (as do a number of other businesses in Ladner). . West Coast Seeds: Does an excellent job of broadening their customer base by selling product online in addition to their retail store on Elliot Street. 3. Presence at Events: Business owners should have presence at all promotional and festival events.
Implementation: Business owners Timing: Christmas Season 2015 (October to December)
157 9.5 Physical Store Improvements & Merchandising Edmonton – Evolving Infill Action 9.5.1. Physical Improvements Residential Oftentimes stores get tired and dated. Those who are top performers in their categories tend to refresh their stores frequently (and oftentimes continuously). Responsibility for physical store improvements is shared Market Analysis between business and property owners, with the balance of this responsibility depending on the terms of the lease contract.
Improvements can be made at any time, but often occur at the time of lease renewal or signing. Coordinating improvements on behalf of business owners and property owners in a strategic manner will help to use limited resources in a more effective manner.
Businesses should work with their respective property owners to address the physical improvements identified in the self-assessment phase. These improvements may include new signage, awnings, internal lighting, and fixtures. In addition, “soft” improvements such as planters, window displays, store layout reconfiguration, and merchandise displays can be implemented independently by business owners.
Implementation: Business owners, and potentially with involvement from property owners. Timing: Summer 2015 and onward
Action 9.5.2. Merchandising Improvements Each retailer, particularly those in categories likely to feel the most impact from the TFN malls, will need to review pricing and inventory in relation to the emerging competition. Some may find that they are not be price competitive, or that they do not have the variety and selection required. Businesses may have to re- evaluate their suppliers, or re-merchandise to position themselves to be complementary to the new malls.
The rapidly changing market represents both increased competitiveness, but also an opportunity to introduce some new customers to the business. . Be clear on who your existing customer is (as noted in Section 9.1 above) . Understand who the NEW customer potentially is, and where they are coming from . Reach out to potential new customers through targeted advertising and promotion (social media etc.) . Seek out advise from knowledgeable industry sources, such as suppliers. These can be valuable sources of information on changes in the marketplace, and can provide advise on positioning and pricing. Implementation: Business owners with advise from BIAs Timing: Summer 2015 and onward
158 9.6 Research & Monitoring Edmonton – Evolving Infill Staying competitive in a rapidly changing landscape requires ongoing research and business monitoring. Residential Market Analysis . Businesses should monitor their sales performance frequently in order to initiate changes in real time as needed. Drop-offs in sales overall, or in a certain merchandise category, may indicate a need to re- evaluate that merchandise line, pricing, and/or suppliers.
. Businesses should also keep up to date on emerging product lines and the offerings of their key competitors.
. Businesses should continuously familiarize themselves with new stores coming into the market, both in order to understand how they might impact them in order to proactively adjust, but also to know their business neighbourhoods for the purposes of cross-promotion and joint marketing opportunities.
. Maintain an open line of communication with the BIA. Review their market research and updates, planned festivals and events, and seek out their expertise as needed.
159 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Property Owner & Representative 10 Actions
10.1 Assess & Improve Property Marketability 10.2 Coordinated Recruitment & Leasing Efforts 10.3 Monitoring Impacts & Coordinating with BIAs
160 10.1 Assess & Improve Property Marketability Edmonton – Evolving Infill Having a firm understanding of the marketability of a commercial property is an important prerequisite for both retaining existing tenants and positioning for recruitment of new tenants in desired categories. PropertyResidential marketability assessments should be conducted by landlords regardless of whether there are existing Market Analysis vacancies in the property. An assessment should examine the physical characteristics of the building, and whether or not lease terms and conditions are creating incentives or disincentives to attracting and retaining targeted tenant types.
Every property owner has different investment objectives. Some are looking for stable long-term investments and desire high-quality tenants that are likely to stay for a long period. Others are buying holding properties, with an intent to flip or redevelop. Other still may hold a property as part of a larger property portfolio, and make their site-specific decisions in relation to a broader portfolio strategy. All this is to say that there will always be conflicting objectives, and it is unlikely that every property owner in a district or precinct will buy in to the vision and strategy.
Action 10.1.1. Physical Building Review . Each property (and storefront if multiple) should be compared against new and emerging standards and trends in the marketplace, as well as the condition of nearby properties. Consider: exterior walls; paint; windows; signage; efficiency. . There should be a clear understanding of the link between a property’s configuration, condition, design and features, and the types of tenant that can be attracted and retained. Outdated or poorly maintained properties are less likely to attract stable, long-term, high-quality tenants. . Seek opportunities for basic building upkeep/upgrades to be conducted in creative ways. For instance, if a storefront is vacant, there may be an opportunity for that space to be used temporarily as a pop-up shop; community volunteers and/or shop proprietors may be able to cover holding costs while also doing façade and interior upgrades. . Encourage and assist tenants to modernize dated store concepts, storefronts, and signage. Often this can be done at the time of lease renewal. Landlords may propose upgrades to store exterior as part of an inducement strategy. Ideally, major storefront upgrades will be done concurrent with major capital investments from the Corporation in the public realm.
161 10.1 Assess & Improve Property Marketability Edmonton – Evolving Infill Action 10.1.2 Market Trend & Tenant Category Review . Landlords should review market research data prepared by the BIAs and other organizations to Residential understand existing and emerging local market trends and their relevance for existing and future tenants.Market Analysis This will allow for an evaluation of the congruency between existing space and tenant needs. . Evaluate current tenants: Are they paying market rents? Is the tenant type in the unit the highest and best use? Is the tenant mix in line with identified target mix and strategy for the town centre and its particular retail precinct? . Assess the health of the current tenant, either through evaluation of rent-to-sales ratio (if the tenant is paying percentage rent), and/or through tenant interviews.
Action 10.1.3 Lease Terms and Conditions Review . Lease terms and conditions can be major incentives or disincentives for attracting and retaining desired tenants. Here we discuss some typical lease clauses that act as either incentives or disincentives:
1. Demolitions Clause: • Having a demolition clause in a lease can be a deterrent to attracting or retaining a quality tenant. Oftentimes if there is a demolition clause in a lease, this is because there is interest in holding the property with an eye to redevelopment. Under such circumstances, the investment goals of the landlord do not incentivize property upkeep or tenant retention. Without term certainty in the lease, it is unlikely that a quality long-term tenant will be retained or attracted.
2. Option to Renew • Some landlords do not provide tenants with the option to renew in their lease. This creates uncertainty for tenants; if a tenant builds a local-serving business with loyal customer base over a 5-year period, they will want the option to remain In their location.
3. Restrictive Use Clauses • In a rapidly changing retail landscape like South Delta, tenants will want a lease that either provides lots of flexibility to change and expand their business models, or assurances that a landlord is willing to be flexible in modifying the use clauses to allow businesses to change with the market.
162 10.1 Assess & Improve Property Marketability Edmonton – Evolving Infill 4. Rent Structures (basic + additional) Residential • Competitive rents are one of the most important aspects of assuring the Ladner & Tsawwassen business precincts thrive in the near term. In light of the new competition, there will need to be Market Analysis much greater landlord awareness of not only how their rents compare to the mall properties, but how their rents compare to other properties within the town centre, and within each precinct. • There also needs to be a recognition on the part of landlords that rents vary by business category and use. For example, a fast food outlet is able to pay significant more rent than a green grocer as a function of typical sales-per-square-foot. • Landlords should be open to negotiating short-term rent reductions, or providing inducements such as building improvements, to help businesses maintain and improve their viability following opening of the TFN malls.
163 10.2 Coordinated Recruitment & Leasing Efforts Edmonton – Evolving Infill Having evaluated the marketability of the property, given consideration to competitiveness from a leasing standpoint, the next step is determining the tenant types and specific tenants that can and should be Residential targeted. This ties back to the BIA actions around identifying precinct-specific retail categories (i.e. vision andMarket Analysis target mix for each precinct), and creating a continuously updated roster of potential businesses. While it will be a BIA-led effort to complete the detailed marketplace and precinct assessments and to identify the groups and categories of retail that should be targeted, having landlord buy-in to the precinct vision and targeted leasing efforts is crucial.
Action 10.2.1. Work with BIAs on a Pop-Up Shop Initiative . A pop-up shop retail initiative is a recommended BIA-led action, with the support of resident volunteers. Such an initiative will require the buy-in of local landlords. . Pop-up initiatives can be very beneficial for landlords with vacant space for a number of reasons: • It provides an opportunity to have basic maintenance performed on the property (painting & cleaning); • It allows the landlord to cover property holding costs; • It promotes the vacant space in the marketplace, increasing the likelihood of securing a long-term tenant. Sometimes that full-time committed tenant is a converted pop-up shop. • It increases the foot traffic and sales on the street, to the benefit of the pop-up shop and neighbouring stores. Long-term sales growth is associated with higher rent potential. . As part of creating a viable and sustainable pop-up shop system, particularly one that supports new businesses looking to establish themselves in the market through eventual long-term tenancies, landlords should consider offering roll-over pop-up opportunities until their space is rented on a full-time basis. If many properties are participating in the initiative, this will give pop-ups the opportunity to stay in a single space or move to a number of spaces within the area for several months until space is rented. This will increase incentives among pop up shops to promote their shop.
Action 10.2.2. Attend Property Owner Advisory Group Meetings . Share information on successful initiatives with applicability to other property owners . Provide references for area tenants and contractors . Coordinate investment and improvements . Advocate collectively with the BIAs and Corporation of Delta
164 10.3 Monitoring Impacts & Coordinating with BIAs Edmonton – Evolving Infill The property owners are ultimately the key to the success of the overall strategy. Without property owner buy- in to the vision for the town centre and its precincts, and without close coordination with the BIAs, the tenants,Residential and other stakeholders, it will be impossible to have a successful retail retention and attraction program. Market Analysis Therefore it is important that property owners be engaged and enrolled in the vision and efforts to improve the business district from the outset.
. Landlords should ensure that they are provided with updated suggested/preferred tenancy lists for their vacant spaces, or approach the research entity (likely the BIA) when a vacant space comes up to understand what the preferred tenant type is and whether there are any specific tenant prospects that might be appropriate for the space. . Landlords should also have a real-time understanding of the trajectory of businesses in their properties. They should be tracking performance metrics and sharing that data with the BIAs, including: . Net rents . Sales performance of tenants . Vacancies . Turnover rates.
. Talk regularly with tenants about operational challenges, business strengths, and emerging market dynamics.
165 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Corporation of Delta 11 Actions
11.1 Coordination & Oversight 11.2 Revisit Planning & Other Municipal Policy 11.3 Strategic Investments 11.4 Monitoring Plan Implementation & Progress
166 11.1 Coordination & Oversight Edmonton – Evolving Infill In order to take the many positive ideas and strategies generated through research and stakeholder consultation and methodically implement them, a coordinated oversight role will be required. The entity Residential responsible for this oversight will help to ensure that the ideas and strategies needed to create both short andMarket Analysis long-term business precinct success in the Tsawwassen and Ladner town centre are pursued and implemented in a timely and coordinated fashion.
Based on consultations with Corporation Staff, our understanding of Corporation resources, and the existing role allocations amongst Corporate staff and politicians as they relate to economic development activities, it is recommended that the South Delta Sustainability Strategy oversight and coordination role fall primarily to the Invest in Delta Mayor’s Standing Committee. In undertaking this role, the Committee may elect to hold special meetings, and may also elect to explore other economic development opportunities and roles.
As part of the coordination and oversight effort, the Corporation of Delta should (and as we understand, has at the time of writing already committed to) host regular meetings between Corporation staff and representatives of the Tsawwassen BIA, the Chamber of Commerce, Tourism Delta, and the Ladner Business Association. These meetings will be very important for ensuring that all groups are operating in a coordinated, mutually beneficial way.
The Corporation, in partnership with all stakeholder groups, should look for outreach and partnership opportunities with the TFN malls to cross-promote Tsawwassen and Ladner as destinations. Look for opportunities to build on the TFN mall marketing campaigns to advertise the uniqueness that is the South Delta community, and its town centres.
167 11.2 Revisit Planning & Other Municipal Policy Edmonton – Evolving Infill . One of the most critical elements for both the short and long term vitality of the Tsawwassen and Ladner commercial precincts will be increasing the number of people living in and near the town centres, and theResidential number of visitors staying in and near the town centres. Residents who live in the town core (or within a Market Analysis reasonable walking distance) are much more likely to patronize local business, as they can access the core easily by foot or bike.
. Visitors tend to go wherever residents go. If the primary shopping and recreational destination of residents is not the town centre, then the town centre is equally unlikely to be the primary destination for tourists. An excellent example of a walkable town centre precinct that is a destination for locals and visitors alike is the Town of Canmore, Alberta. Canmore possesses a walkable, authentic, independent and small-scale commercial core that today remains the primary shopping destination for local residents. That core is also one of the main attractors for visitors, who gravitate towards Canmore’s unique and authentic mix of local independent businesses.
168 11.2 Revisit Planning & Other Municipal Policy Edmonton – Evolving Infill Action 11.2.1. Encourage Population Growth in Town Centres Residential The goal for both Ladner and Tsawwassen town centres should be to become thriving, mixed-use Market Analysis environments with activity into the evening hours. The latter requires strong adjacent population base to support after-work shopping and recreating. The current Area Plan policies around density, height and maximum unit restrictions are likely insufficient to trigger economically viable redevelopment, or create the critical mass necessary to sustain and grow the business districts. . For instance, in much of Ladner Village, new building heights are restricted to under 3 storeys. Due to the current income streams generated by existing properties, and the economic losses that result from demolition and replacement of space, 3 storeys is unlikely to provide sufficient economic incentive to trigger redevelopment. . In the Tsawwassen town centre, current policy around development height may not necessarily restrict redevelopment; MU(T)1 permits up to 6 storeys & MU(T)2 permits up to 4 storeys. However, the 1,000 multi-family unit restriction within the boundaries of the MU(T)1 area (Policy B.2) presents a barrier to creating a more vibrant mixed-use retail core, as it limits the number of potential local business patrons. We would also argue that allowing for some high-rise development in the Tsawwassen town centre can have multiple benefits, both increasing the number of residents in and around the town core, and providing visible landmarks for passing motorists on Highway 17, indicating that there is “something worth seeing” if they head south on 56th. Tall buildings can be a very effective wayfinding tool. The Corporation of Delta should consider strategies to achieve higher population thresholds within the core areas of Ladner and Tsawwassen. It should also examine the extent to which current policies may hamper appropriate development and redevelopment within the town centres.
169 11.2 Revisit Planning & Other Municipal Policy Edmonton – Evolving Infill Action 11.2.2. Recognize Town Centre Precincts within Revised Area Plans Residential In Section 3 of this report, the town centres for both Ladner & Tsawwassen were subdivided into component precincts, with each precinct evaluated in terms of its current tenant mix, character, and Market Analysis position. Recommendations were made for future tenant mix and positioning.
Recognition of distinct precincts in the Tsawwassen and Ladner town centres, each with its own character, mix, and target future mix/specialization, by the Corporation will help to solidify the trajectory of each and create certainty for landlords, businesses (existing and prospective) and developers. Certainty of direction and vision is crucial for creating an attractive investment environment. The precincts proposed and evaluated in this report should be a starting point; they may be discussed, evaluated and refined through collaborative efforts between the Corporation and stakeholders.
Action 11.2.3. Plan for Strategic Site Redevelopment The evaluation of existing conditions in Section 3 also discussed the sites that are most suitable for redevelopment. In some cases, redevelopment has already been proposed and is moving through the planning process (i.e. Tsawwassen Town Centre Mall). In other cases, no known redevelopment initiatives are underway.
If the Corporation wishes to accelerate the timeframe for redevelopment of some of the potential strategic sites identified in Section 3, it may consider a number of initiatives including: . Engaging in joint, streamlined site planning and approval process . Offering development incentives in the form of tax abatements, DCC waivers and other inducements.
Action 11.2.4. Develop Town Centre Design Guidelines . Design guidelines for both Ladner and Tsawwassen town centres should be developed by the Corporation. Design Guidelines are intended to assist developers and others to understand basic design ideas and aspirations for each town centre, and to provide council with a tool against which new projects can be measured. It also provides developers with a clear idea of what is expected, ultimately reducing wasted time and energy on the part of both Corporation staff and the developer.
170 11.2 Revisit Planning & Other Municipal Policy Edmonton – Evolving Infill . Design guidelines should not be developed with the intent for them to be a rigid blueprint for design approval; rather, they should be developed to outline the design elements and features that are importantResidential to the communities. Design guidelines should include discussion of the following elements: Market Analysis
. Building siting, grading, servicing . Access, parking and loading . Building interaction with public realm (i.e. solar access, use of sidewalks, patios etc.) . Pedestrian area treatments (including paving materials, awnings and street furniture) . Landscaping standards & elements . Lighting, signage . Building character and scale . Pedestrian level design vs. upper floor design vs. roof design . Building material selections & colour pallet. . Guidelines should require that all retail premises be located along the street front. Internal malls or retail areas that are set back from the street should be discouraged. It has been well demonstrated in the retail industry that unanchored internal malls, storefronts set back from the street, storefronts with access either above or below grade, and second floor retail, are seldom successful. . It will ultimately fall to staff and council to determine what Corporation objectives the design guidelines should be developed to meet. These are likely to differ between Ladner and Tsawwassen.
Action 11.2.5. Ladner Waterfront Plan Bylaw Revisions . Stakeholders are eager to see waterfront redevelopment occur in Ladner, with that waterfront becoming a hub for destination restaurants, pubs, cafes and niche comparison retail activity. . One of the major impediments to waterfront redevelopment is restricted development heights that are insufficient to allow for financially viable development. That, combined with relatively shallow lots on the water side of Chisholm street, creates serious challenges for waterfront revitalization. . The Corporation should revisit the Waterfront Plan bylaws, particularly with regards to development densities and alternate development concepts. This could include a public boardwalk/greenway along the river side of Chisholm, lot re-delineation, street narrowing, and other concepts. The goal should be a vibrant pedestrian-oriented waterfront focusing on leisure, food & beverage and unique retail, with strong linkages to both the waterfront and the Village core.
171 11.2 Revisit Planning & Other Municipal Policy Edmonton – Evolving Infill Action 11.2.6. Incent Publicly Accessible Washrooms Residential . Throughout the stakeholder engagement process, the issue of public washrooms was noted multiple times. There are, it is felt, insufficient options for the public to access washrooms in Ladner and Tsawwassen townMarket Analysis centres. . During subsequent discussions on this issue with Delta staff, one idea that was raised was to offer a development amenity package that incentivizes those who are undertaking development and redevelopment within the town centres to construct publicly accessible washrooms within their buildings. This is an avenue that we would encourage exploring further. Additionally, the Corporation (in partnership with the BIAs) may wish to approach local businesses about their willingness to provide more public access to washrooms. . Delta is also exploring the idea of purchasing one or more portable restroom trailers for use at various events throughout South Delta.
Action 11.2.7. Explore Street Vending Bylaw . Street vending opportunities, particularly in the food & beverage category, have been shown to dramatically improve the public appeal of commercial districts in many towns and cities. The City of Vancouver for instance has been expanding its food permits since 2010 to include a much more diverse array of vendors. There are now over 130 food trucks, carts, and vendors selling a wide variety of food throughout Vancouver.
. Street vending bylaws should be crafted in close consultation with local BIAs. While oftentimes BIAs welcome the expansion of street vending due to its ability to draw more foot traffic into an area, there are also typically complaints from some local businesses who worry that open-air competitors will cut their profits. Such competitiveness concerns may be partially offset through proper pricing of business licenses, however pricing such licenses too high could hamper the ability of startup businesses to operate. A balance will be required.
. In addition to the benefit that street vending can bring for the look, feel and vibrancy of a town centre, street vending locations can be important incubators for future permanent local businesses.
172 11.3 Strategic Investments Edmonton – Evolving Infill Action 11.3.1. Wayfinding Residential Wayfinding signage contributes significantly to enjoyable and attractive shopping precincts by minimizing frustration and promoting hassle-free access to and throughout the area. Well-positioned wayfinding signageMarket Analysis and maps can help increase awareness of significant retail and non-retail anchors (i.e. cafes, parks, museums, waterfront walkways etc.). It also helps customers quickly develop an overall mental map of the precinct. From an auto circulation standpoint, wayfinding along major roads and at key intersections is crucial for quickly directing customers toward and through the town centres.
In order to be successful, wayfinding needs to consider the dynamic processes of navigation and movement from the point of view of the pedestrian, the bike rider, and the driver: • Where are the arrival and orientation points in the town centre? • What are the key destinations people have in mind, and what might be overlooked? • What can be done to encourage people to make more ‘linked’ or ‘chained’ trips within the town centre (moving naturally from destination to destination)?
Investments in wayfinding can take many forms, including: Embedded into the environment, possibly in the form of public art or wall artwork. • For example, in Chemainus, BC, there are painted ‘yellow footprints’ throughout the town centre, used to guide visitors throughout. This is one part of a multi-layered wayfinding effort that also includes signs and maps. Incorporate and utilize existing landmarks. Buildings themselves, or parts of them, can act as signs and landmarks, or have signs incorporated into them. Stand-alone signs and maps, and/or decorative paving materials.
We understand that at the time of writing, the Corporation is already in the process of committing additional resources to a variety of wayfinding initiatives in both Ladner and Tsawwassen. This will include:
• New wayfinding signage within the town centres and precincts to help with pedestrian and vehicle circulation within the town centres. • New entrance feature for Tsawwassen. • Improved wayfinding signage along major roads, highways and entrances to the communities.
• The Corporation should look for funding partnership opportunities for local wayfinding with BIAs.
173 11.3 Strategic Investments Edmonton – Evolving Infill Action 11.3.2. Other Public Realm Investments Residential . Ensuring that the retail environments are safe, clean, accessible, and attractive should be a joint effort of the BIAs and the Corporation of Delta. The Corporation has put and is continuing to put significant Market Analysis resources into public realm improvements in both Tsawwassen and Ladner. Some of the recent and ongoing projects include:
. Neighbourood road improvements . Improved traffic management and crosswalks . Intersection improvements (turning lanes, pavement, street lighting signal upgrades) . Bus bay pullouts . Landscaping and rain gardens . Annual beautification (flower baskets)
. Significant additional resources have been committed to public realm improvements, including paving, foliage, furniture and wayfinding.
. To ensure maximum return on future public realm investments, it will be critical that the Corporation engage in a collaborative, long-term planning approach with property owners, BIA representatives, and other stakeholders. Capital works projects must be leveraged to improve operations and aesthetics of the areas simultaneously. Going forward, public realm investment actions should be prioritized based in part on the overlap between BIA proposals and anticipated Corporate works. . For instance, desired changes to a sidewalk, or removal or addition of planters or trees, should be coordinated to occur at the same time as a scheduled engineering project like road resurfacing, power pole replacement, or underground utility work.
174 11.3 Strategic Investments Edmonton – Evolving Infill Action 11.3.3. Development Inducements Residential . Development inducements can consist of cash outlay incentives (e.g. grants, inducements), payment waiver/reduction incentives (e.g. DCC waiver, property tax waiver), development process incentive (e.g.Market Analysis quicker approvals, waived requirements), or development certainty incentives (e.g. joint planning process, pre-zoning). . Currently the density restrictions in Ladner and Tsawwassen are disincentives to redevelopment. Short & Medium Term (<3 years) • Utilize targeted property tax freezes and development fee waivers; • Consider allowing for reduced parking standards, or shared parking opportunities; . Examine ways to streamline approvals processes for desirable development and redevelopment, including entering into joint planning and approvals initiatives with landowners of strategic redevelopment sites; . Examine opportunities to enter into joint ventures with developers, particularly in places where the Corporation has strategically located lands (e.g. Ladner waterfront) that could potentially be ‘vended in’ to a development project or exchanged as part of a development inducement and public amenity project.
Long Term (>3 years) . Continue to explore options to resolve the Ladner harbour water lot lease issues, and consider other areas where targeted Corporate investments may incent private sector interest. . Explore economics and interest for waterfront-related investments such as boardwalks and public wharfs.
175 11.4 Monitoring Plan Implementation & Progress Edmonton – Evolving Infill Residential Monitor Parking Situation Market Analysis
As is the case in many town centres, both Ladner and Tsawwassen have a perceived parking shortage. However, recent parking audits have indicated that there is no real shortage of parking in either community, even during peak usage times. Furthermore, there are already many measures in place (or soon to be in place), designed to improve parking availability, including posted time limits and enforcement as well as re- delineation of street parking spots to allow for more cars to fit along the curb. With all of this said, there are a few initiatives that the Corporation may consider to impro1ve the perception of parking availability:
• Continue to regularly enforce parking time limits, particularly during peak periods, to help increase the turnover of prime spaces; • As part of the wayfinding initiative, place prominent signage to help direct traffic to nearby parking areas where there is likely to be availability. • If there are vacant or underutilized lots, property owners should be encouraged to provide parking as a temporary use. • Undertake regular parking surveys to determine usage at peak times, and assess requirements for additional spaces. • Consider alternate parking and circulation strategies for major events (e.g. Ladner Village Market). One such strategy could involve using one or more parking areas (possibly temporary) at the edge of the Village, with circulation into the Village core provided by shuttle bus. This could also improve the patronage at such events, as some people are undoubtedly deterred from coming due to perceived parking hassles.
176 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
, IJ Appendix A
--- ROLLO REURBANIST. C"'~~'AC 177 MARKETING-_ .. _.. _INC.. SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Immediate /Short Term = <1 year Medium Term = 1-3 years Long Term = 3+ years Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Community Group Actions
Formalize Ladner BIA Ladner BA Immediate / Ladner 5,6,7 Short Term
Review BIA Admin capacity TBIA / LBA Immediate Ladner & Tsawwassen 7 (Tsawwassen)
Form business owner & property TBIA / LBA / Immediate / Ladner & Tsawwassen 6 owner advisory groups Chamber Short Term
Proactively Engage with TBIA / LBA / Immediate & Ladner & Tsawwassen 7 Corporation of Delta (attending Tourism / Ongoing council meetings, presenting Chamber emerging local issues) Form Resident Membership TBIA / LBA / Short Term Ladner & Tsawwassen 6,7 Program Corporation
178 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Community Group Actions
Examine Opportunities for Resource TBIA / LBA / Immediate Ladner & Tsawwassen 7 Sharing Chamber / Tourism Wider array of festivals & events, TBIA / LBA Immediate & Ladner & Tsawwassen 3,6 focusing on low seasons Ongoing
Track success of festivals & events TBIA / LBA Immediate & Ladner & Tsawwassen 5 using proposed metrics Ongoing
Conduct annual business surveys to TBIA / LBA Short Term Ladner & Tsawwassen 5,6 check health, vitality & track (begin Feb. categories, leases, revenues, space 2016) needs. Conduct business & property owner TBIA / LBA / Short Term Ladner & Tsawwassen 6,7 interviews Chamber
179 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Community Group Actions
Conduct landlord workshops TBIA /LBA / Short Term Ladner & Tsawwassen 5,6,7 Chamber
Assist tenants to negotiate rent & TBIA /LBA Immediate Ladner & Tsawwassen 5,6,7 other inducements with landlords /Short Term
Create business mentorship TBIA / LBA / Short Term Ladner & Tsawwassen 5,6,7 programs Corporation
Coordinate volunteer support for TBIA /LBA Immediate Ladner & Tsawwassen 5,6,7 business improvement Communicate progress & TBIA /LBA ongoing Ladner & Tsawwassen 7 opportunities to businesses
180 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Community Group Actions
Inventory available retail space TBIA / LBA Annually Ladner & Tsawwassen 6
Conduct retail market research TBIA /LBA Bi-annually Ladner & Tsawwassen 5
Facilitate leads & match space TBIA / LBA Ongoing Ladner & Tsawwassen 6,7 with tenants
Pedestrian & Vehicle counts TBIA /LBA Bi-annually Ladner & Tsawwassen 5
Create buy local & locally made TBIA / LBA / Immediate Ladner & Tsawwassen 6,7 campaigns Corporation / Tourism Develop shared community events TBIA /LBA / Immediate Ladner & Tsawwassen 7 calendar Corporation
181 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Community Group Actions
Launch “dine around & stay in TBIA / LBA Immediate Ladner & Tsawwassen 5,6,7 town” initiative
Install in formation displays / TBIA / LBA / Begin research Ladner & Tsawwassen 5,7 marketing materials in TFN Corporation now, with developments & on BC Ferries implementation late 2015/early 2016. Consult with branding specialists to TBIA /LBA / Immediate Ladner & Tsawwassen 5,7 determine branding themes for Chamber Ladner & Tsawwassen
Launch pop-up retail initiative TBIA / LBA / Begin research Ladner & Tsawwassen 5,6,7 Landlords now, with implementation in 2016. Ongoing analysis and dissemination TBIA / LBA ongoing Ladner & Tsawwassen 5,7 of market data, & tracking of conditions (vacancies, mix etc.)
182 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Business Owner Actions
Undertake market research (who is Business owners Immediate & Ladner & Tsawwassen 5 customer, how changing, key ongoing competitors, merchandising, pricing, emerging trends, learning opportunities) Conduct internal store audit Business owners Immediate Ladner & Tsawwassen 6
Conduct external store audit Business owners Immediate Ladner & Tsawwassen 2,6 / Landlords
Identify resources for assistance Business Owners Ongoing & as Ladner & Tsawwassen 6,7 / BIAs needed Extend store hours (evening, Business Owners Short Term Ladner & Tsawwassen 6 weekend) Establish online presence (website, Business Owners Immediate Ladner & Tsawwassen 6 social media)
183 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Business Owner Actions
Be present at major events & Business Owners Ongoing Ladner & Tsawwassen 6 festivals
Physical store improvements (inside, Business owners Immediate and Ladner & Tsawwassen 2,6 outside) & landlords Ongoing
Merchandising improvements Business owners Short Term Ladner & Tsawwassen 6
Monitor sales performance Business owners Ongoing Ladner & Tsawwassen 5,6
Keep current on emerging product Business Owners Immediate and Ladner & Tsawwassen 5,6 lines, competition, and Ongoing opportunities for cross-promotion and joint marketing Communicate and review research Business Owners Immediate and Ladner & Tsawwassen 5,6,7 & other info from BIAs ongoing
184 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Property Owner & Representative Actions
Physical building review Property Owner Immediate Ladner & Tsawwassen 1,2
Market trend & tenant category Property Owner Ongoing Ladner & Tsawwassen 5,6 review / BIAs
Lease Terms and conditions review Property Owner Immediate Ladner & Tsawwassen 5,6
Work with BIAs on pop-up shop Property Owner Short Term Ladner & Tsawwassen 5,6,7 initiative / BIA / Corporation Attend property owner advisory Property Owner Ongoing Ladner & Tsawwassen 7 group meetings Network with other area Property Owner Ongoing Ladner & Tsawwassen 7 landowners Monitor trajectory of businesses Property Owner Quarterly Ladner & Tsawwassen 5 / Business Owner
185 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Corporation of Delta Actions
Create coordination & oversight Corporation Immediate Ladner & Tsawwassen 7 role for the Strategy through Invest in Delta Mayor’s Standing Committee Encourage population growth in Corporation Medium Term Ladner & Tsawwassen 5 town centres (i.e. more density, height, units)
Recognize town centre precincts Corporation Medium Term Ladner & Tsawwassen 5,6 within revised Area Plans
Plan for Strategic Site Corporation / Short Term Ladner & Tsawwassen 1,2,3,4,7 Redevelopment Landlords Develop Town Centre Design Corporation Medium Term Ladner & Tsawwassen 1,2,3,4,7 Guidelines /Landlords Explore Ladner Waterfront Plan Corporation Immediate Ladner 1,2,3,4,7 Bylaw Revisions Incent publicly accessible Corporation Short Term Ladner & Tsawwassen 3 washrooms
186 SUMMARY ACTIONS TABLE Edmonton – Evolving Infill Residential Market Analysis
Actions Responsibility Timing Applicable Area Associated “Principles of Strong Town Centre”
Corporation of Delta Actions
Invest in washroom trailers Corporation Short Term Ladner & Tsawwassen 3
Explore street vending bylaw Corporation Short Term Ladner & Tsawwassen 3,6
Invest in wayfinding Corporation Immediate Ladner & Tsawwassen 3
Strategically Invest in public realm Corporation Short Term and Ladner & Tsawwassen 3 improvements, coordinating with Long Term business district priorities. Incent development through Corporation Short, Medium Ladner & Tsawwassen 1,2,3,7 variety of targeted measures and Long Term including property tax freezes, fee waivers, reduced parking, streamlined approvals, joint planning, joint ventures. Continue to explore water lot lease Corporation Medium & Long Ladner 3,7 issue. Term Explore options for other public Corporation Medium & Long Ladner & Tsawwassen 3 realm investments (e.g. public Term wharfs, boardwalks)
187 EdmontonSouth Delta– Business SustainabilityEvolving Strategy Infill Residential Market Analysis
Appendix B
188 Category Definitions & Component Store Types Edmonton – Evolving Infill . @@@ Residential Market Analysis Store Category Store Types Supermarkets Convenience & Specialty Food Stores Convenience, meat, fish and seafood, fruit and vegetable, bakery, candy , herbs & spices, milk, cheese, dairy products, coffee and tea, health food (not supplements), deli, bulk food, other specialty food. Beer, Wine & Liquor Stores
Pharmacies & Personal Care Stores Pharmacy / Drug Store, cosmetics, beauty supplies, perfume, opticians, health supplements (not food), medical aids and equipment. Department Stores Traditional department stores, discount department stores
General Merchandise Stores Warehouse membership clubs. Home and auto supply (eg. Canadian Tire), Auto parts & accessories, tires. Dollar store, variety store, general store. Clothing, Shoes, Accessories, Jewellery clothing, athletic clothing, fur, leather apparel, bridal, lingerie, maternity, outerwear, swimwear, uniforms/work clothing, other clothing, shoes, athletic shoes, costume jewellery, clothing accessories (bags, hats, scarves, ties, gloves, umbrellas), jewellery, luggage, leather goods.
Home Centres, Hardware, Garden Stores Home improvement centre, hardware store, paint and wallpaper, kitchen cabinets, doors and windows, electrical supply, plumbing supply, lumber, other building materials (e.g. tile, fencing, glass, roofing), outdoor power equipment, nursery, garden centre.
Home Electronics & Appliances Computers, household appliances, consumer electronics, phones, personal care appliances. Vacuum
Furniture Stores Household furniture, office furniture, outdoor furniture, mattresses
Home Furnishings Floor coverings (carpet, tile, wood etc.), window treatments (drapes etc.), print and picture frame, bedding, linen, bath, china/glassware/cutlery/kitchenware, housewares, mirrors, pottery, lamps/lighting, fireplace accessories. Sporting Goods, Hobbies, Music, Books Bikes, fitness equipment, bait and tackle/firearms, other sporting goods, hobby, toy, game (including arts & crafts, console games), sewing, needlework, yarn, fabric, musical instruments and supplies, books and news, music. Miscellaneous Store Retailers Florists, office supply and stationary, gifts, novelty and souvenir, greeting cards, used clothing, used furniture and appliances, used books, pet and pet supply, art dealer, beer & wine making, art supply, auctioneering, hot tubs, coins & stamps, collectibles, party supply, tobacco,.
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