190321 BIA AGDTillsonburg Business Improvement Area
Board Meeting – Agenda - Thursday, March 21st, 2019
7:00 am breakfast, 7:30 am meeting – Carriage Hall – 25 Brock Street West, Tillsonburg
1.CALL TO ORDER: Determine if a quorum is present. Time: __________
2.ADOPTION OF THE AGENDA:
a.moved by:___________________ seconded by: __________________
3.ADOPTION OF THE MINUTES from the meeting of February 21st, 2019 (Attached)
a.moved by:___________________ seconded by: __________________
4.TREASURER’S REPORT – D. Rasokas
a.February 2019 First Ontario bank statements (Attached)
b.Funds as of February 28th, 2019: $202,158.96
c.February financials (Attached)
5.DELEGATIONS:
i.None.
6.COMMITTEE REPORTS:
a.Beautification:
i.Report OP-ED-03-19-2019 (Attached)
RESOLUTION: That the BIA Board of Management approves the 2019 Beautification plan
with an upset limit of $40,000 be approved and funded within the existing total financial
envelope of the 2019 BIA budget.
Moved by: _______________________ Seconded by: ___________________________
1
ii.ED attended the Horticultural Society meeting of March 5th:
1)Presentation to the group was made by a Beekeeper from
Arva, ON on the need to plant bee-friendly landscape
specimens
2)BIA is now a member of THS and has a seat at the table (Cost
$15)
iii.ED met with Chris Tucker of Classic Displays:
1)E-mail memo (Attached)
2)There is a March 31st, 2019 deadline for 25% discount
b.Communications:
i.Report from Events and Marketing Co-ordinator
c.Promotions:
i.There was committee meeting held at Boston Pizza on Thursday,
March 14th, 2019. The committee will be adding at least one more
event to the calendar. There was a general discussion about investing
in beautification prior to a marketing push.
ii.Proposed draft calendar for 2019 (Attached)
7.EXECUTIVE DIRECTOR’S REPORT:
a.Report on Downtown Tillsonburg Gap Analysis (Attached)
The ED met with the Development Commissioner on March 13th, 2019 to
review and discuss the next steps on the report. The ED recommends to the
Board that the report be adopted and that the recommendations (next steps)
be added to the staff work-plan for implementation in 2019 and beyond.
2
Motion: “Moved by___________________ and Seconded by _______________________
and resolved that the BIA Board of Management adopts the Downtown Tillsonburg Gap
Analysis report and further that the ED and EMC report back to the board on an
implementation plan for next steps during the balance of 2019; and add 2-3 additional
strategic imperatives to the 2020 work plan”.
b.ED attended the Turtlefest meeting of March 8th at the Tillsonburg Town
Centre.
c.ED met with the Promotions Team from Rogers Radio on March 8th.
d.ED met with David Calder and Senior Staff to follow-up on outstanding issues
and concerns - all with positive results.
e.Verbal update on work plan.
f.Meetings and events attended:
i.Mayor’s Breakfast March 19
ii.Merchant meetings – various throughout the BIA zone
iii.Meeting with CIBC regarding corporate credit card
iv.Meeting with Promotions Committee March 14th.
v.Met with supplier/vendors March 15th on outdoor beautification
purchases for 2019.
8.OTHER BUSINESS:
a.WiFi: work plan to get this back up and running is underway. K. Deleebeeck
will be working with us and ERTH (contractor) to expedite the reintroduction
of WiFi.
b.Correspondence: from Hurley’s Mattress and Appliance (Attached)
3
9.NEW BUSINESS:
MOTION TO MOVE INTO CLOSED SESSION TO DISCUSS ACQUISITION OR
DISPOSAL OF LAND. ED REPORT CL-ED -03-19-2019-A.
moved by:___________________ seconded by: __________________
MOTION TO MOVE BACK INTO OPEN SESSION:
Moved by: ______________________ Seconded by: _______________________
10. ROUNDTABLE:
11. NEXT MEETING – Thursday, April 25th, 2019 at Carriage Hall – 7:00 am breakfast,
7:30 am meeting
12. MOTION TO ADJOURN :
a.moved by:___________________ seconded by: __________________
4
Tillsonburg Business Improvement Area
Board Meeting – Minutes for Thursday, February 21st, 2019
7:30 am – Carriage Hall – 25 Brock Street West, Tillsonburg
1.CALL TO ORDER
a.The meeting was called to order at 7:32 am by the Board Chair
In attendance: C. Tomico, D. Gilvesy, C. Pepper, M. Rosehart, D. Rasokas, M. Tedesco, M. Renaud,
K. Slattery, C. Pepper Regrets: W. Cameron, J. Scott
2.ADOPTION OF THE AGENDA –
Moved by GILVESY, Seconded by RASOKAS – “Carried”
3.ADOPTION OF THE MINUTES – Minutes from the meeting of December 18th, 2018;
Moved by RASOKAS, Seconded by GILVESY – “Carried”
4.TREASURER’S REPORT: There was a brief presentation by D. Rasokas highlighting the finances
for the month of January. There were no funds received from the town for any BIA related
income. The only major expense in January was the ED contract pay statement. The Treasurer
indicated that there were still excess funds in the chequing account that are not earning interest.
The Treasurer then suggested that excess funds should be moved into the savings account. To
this end, the following resolution was put onto the floor:
Motion: That all but $50,000 of our cash be moved to a High Interest Savings account at First
Ontario Credit Union until the funds are needed.
Moved by: Rasokas, Seconded by Rosehart – “carried”
5.Judi Misener of the Tillsonburg Horticultural Society delivered a presentation to the Board on the
2019 four-season urn program. There were no questions posed or concerns raised.
1
6.Executive Director’s report:
a.The ED gave a verbal report on the Downtown London BIA governance issues and
member discontentment.
b.The ED reviewed the importance of following the Municipal Act with respect to the BIA
meeting protocols. The ED distributed the Ontario Ombudsman investigative report to
the Owen Sound BIA dated October 2nd, 2018.
c.The ED attended meetings with Turtlefest, MOU with Town, FIP committee meeting with
the Town, meetings with several BIA members, two meetings with First Ontario Credit
Union and meetings with the CEO of the Chamber of Commerce.
d.The ED has published updated full-year meeting calendars for each of the full board and
the promotions sub-committee.
e.The ED met with the principles of 21, 25, 27 Brock Street concerning the newly created
darkness created by the removal of the three light heads on Brock Street East. The ED
also spoke with the Manager of Long & McQuade, KTN Taxi and Carriage Hall regarding
this concern. A resolution was put on the floor as follows:
Motion: And resolved that the BIA Board of Management asks the Town of Tillsonburg to
place a moratorium on the removal of the 6 light poles on Brock Street East and West
pending a review and engagement with the concerned parties and further that an action
plan is put into place to address said concerns.
Moved by: TEDESCO, Seconded by: ROSEHART – “CARRIED”
7.Committee Reports:
a.Beautifications: The ED did cover off that there were conversations held between the
Tillsonburg Horticultural Society and the BIA. The ED had also undertaken preliminary
design work on new banners for the south vista entrance to the BIA zone from Tillson
Avenue/Simcoe Street intersection. The ED distributed the proposed “Rear Façade
Checklist” as requested by the CBO, Town of Tillsonburg. Board members are to review
2
and send comment to the ED who will in turn summarize and e-mail the town’s CBO. The
ED led a discussion about the proposed drawing of 21, 25, 27 Brock Street East façade
drawing.
b. Communications: K. Slattery presented a report on her digital marketing progress
including a demonstration of the current state of all social media sites. The EMC noted
increases in visits to all digital platforms.
c. Promotions: The committee provided a copy of the full-year promotional calendar with
proposed activities and dates. Some of the information regarding specifics of dates,
times and activities is to follow. The ED spoke about the marquee events beyond
Turtlefest in 2019 to include an all-day block party on Canada Day in conjunction with The
Station Arts Centre, the Christmas Crawl/Holi-Dazzle in early December and the New
Year’s Eve Block Party event on December 31st, 2019. The ED suggested that board
members can provide feedback on the promotional calendar by e-mail. The ED also
spoke about having BIA B2B social events for people to get to know each other.
8. OTHER BUSINESS:
a. The ED discussed efforts to “fix” the currently inoperative downtown WiFi system.
b. The ED presented the board with a verbal report about the sidewalk sinking at 21 Brock
Street East – the follow-up is for the ED to write a letter of support to the town regarding
the property-owner’s concerns.
9. NEW BUSINESS:
a. C. Pepper raised a point about a follow-up to the 2019 Turtlefest event and the request
from the Turtlefest committee regarding an increase in funding from the BIA. After a
group discussion, it was decided to defer this request to the Promotions Committee that
any funding to be provided to Turtlefest is to come from the promotions budget . The
board also discussed the additional supports to the Turtlefest committee as well as more
clearly defining the EMC’s role. The ED will attend the full Turtlefest committee
meetings effective immediately. The next Turtlefest Board Meeting is March 8th at the
Tillsonburg Town Centre. The board also clarified that the role of the EMC will be to
3
exclusively work on the Block Party portion of Turtlefest – the ED, EMC and C. Pepper will
meet to discuss further.
b. There was a suggestion made about painting “no bicycle” markings on the sidewalks in
the downtown core to prevent cyclist/pedestrian collisions. The ED will contact the town
for next steps. The ED will meet with the Chair of the Tillsonburg Police Services Board as
a follow-up to smoking issues in front of the TTC, bicycle markings on sidewalks and the
proposed parking changes to Broadway.
ROUNDTABLE:
There were no roundtable points made.
10. NEXT MEETING – March 21st, 2019 – Carriage Hall, 7:00 am breakfast, 7:30 am meeting
11. MOTION TO ADJOURN – 9:43 AM – M. ROSEHART
4
February 2019 February 2018
INCOME
REVENUE
4100 Taxes - regular 7,495.92
4110 Taxes - other
4120 Taxes - write-off
4150 - AGM 287.62
4250 - Christmas Crawl 800.00
4450 Interest Income 6.17 5.90
Total REVENUE $ 293.79 $ 8,301.82
Total Income $ 293.79 $ 8,301.82
GROSS PROFIT $ 293.79 $ 8,301.82
EXPENSES
8000 SPECIAL PROJECTS
8100 Electronic Bulletin Board - Maintenance 81.00
Total 8000 SPECIAL PROJECTS $ 0.00 $ 81.00
BEAUTIFICATIONS
5550 Keep Downtown Beautiful
5750 FIP 9,000.00
Total BEAUTIFICATIONS $ 9,000.00 $ 0.00
MARKETING/PROMOTION
6050 BIA Business Directory 100.00
6100 Office/Meeting exp 27.18
6200 General Advertising 88.88
6300 Christmas Crawl Promotions 168.00
Total MARKETING/PROMOTION $ 384.06 $ 0.00
OPERATIONS
7000 Bank Service Charges 25.00 25.00
7100 Mileage
7011 AGM Meals, hall rental 320.81
7150 Executive Director 3,910.23 6,088.32
7210 Bookkeeping 120.00 120.00
7450 Office Expense 314.22 26.99
7460 Telephone Expense 0.00 77.17
Total OPERATIONS $ 4,690.26 $ 6,337.48
Total Expenses $ 14,074.32 $ 6,418.48
PROFIT -$ 13,780.53 $ 1,883.34
Total
Tillsonburg BIA
Profit and Loss
Feb-19
Actual
YTD
2019
Budget
Budget
Remaining
Income
4000 Donations - GRK 2,000.00 2,000.00
4440 Transfer from Reserves 11,064.00 11,064.00
REVENUE 0.00
4100 Taxes - regular 136,621.00 136,621.00
4150 AGM 287.62 200.00 -87.62
4200 Donations - Sobeys 2,500.00 2,500.00
4350 HST Rebate 15,000.00 15,000.00
4450 Interest Income 12.71 360.00 347.29
4460 Interest from Surplus 1,260.00 1,260.00
4470 Interest from Tax Adjustment Continguency 600.00 600.00
Total 4450 Interest Income $ 12.71 $ 2,220.00 $ 2,207.29
4750 Urban Design - FIP Program 25,000.00 25,000.00
Total REVENUE $ 300.33 $ 181,541.00 $ 181,240.67
Total Income $ 300.33 $ 194,605.00 $ 194,304.67
Gross Profit $ 300.33 $ 194,605.00 $ 194,304.67
Expenses
8000 SPECIAL PROJECTS 0.00
8100 Electronic Bulletin Board - Maintenance 69.95 500.00 430.05
Total 8000 SPECIAL PROJECTS $ 69.95 $ 500.00 $ 430.05
BEAUTIFICATIONS 0.00
5000 Christmas Lights & Decorations 750.00 750.00
5100 Trees 2,000.00 2,000.00
5150 Hanging Baskets Watering 5,000.00 5,000.00
5200 Benches - Repairs & Maintainanc 5,500.00 5,500.00
5300 EBB Restoration 10,000.00 10,000.00
5550 Keep Downtown Beautiful 1,500.00 1,500.00
5750 FIP 9,000.00 50,000.00 41,000.00
Total BEAUTIFICATIONS $ 9,000.00 $ 74,750.00 $ 65,750.00
MARKETING/PROMOTION 0.00
6050 BIA Business Directory 100.00 -100.00
6100 Office/Meeting exp/Sundry/Phone 27.18 -27.18
6200 General Advertising 114.88 5,000.00 4,885.12
6300 Christmas Promotions/Crawl 168.00 4,000.00 3,832.00
6350 Seasonal Promotions 5,000.00 5,000.00
6500 Santa Claus Parade 1,250.00 1,250.00
6600 Block Party Turtlefest 3,000.00 3,000.00
Total MARKETING/PROMOTION $ 410.06 $ 18,250.00 $ 17,839.94
Total 2019
Tillsonburg BIA
Budget vs. Actuals: 2019 Budget
Feb-19
February 2019 Budget vs Actuals 1
Actual
YTD
2019
Budget
Budget
Remaining
OPERATIONS 0.00
7000 Bank Service Charges 50.00 250.00 200.00
7011 AGM Meals, hall rental 320.81 -320.81
7050 Debt Interest 3,677.00 3,677.00
7100 Mileage 250.00 250.00
7150 Executive Director 7,243.56 40,000.00 32,756.44
7160 Additional Contract Work 10,000.00 10,000.00
7200 Accounting - Professional Fees 4,520.00 4,520.00
7210 Bookkeeping 240.00 1,440.00 1,200.00
7300 Debt Principal 11,500.00 11,500.00
7350 HST Expense 20,000.00 20,000.00
7450 Office Expense 314.22 2,000.00 1,685.78
7460 Telephone Expense 500.00 500.00
7550 Professional Development 1,000.00 1,000.00
7600 Quickbooks Software 240.00 240.00
7650 Rent 3,600.00 3,600.00
7800 Repayment of Tax Adjustment 2,000.00 2,000.00
Total OPERATIONS $ 8,168.59 $ 100,977.00 $ 92,808.41
Total Expenses $ 17,648.60 $ 194,477.00 $ 176,828.40
Net Income -$ 17,348.27 $ 21.30 $ 17,369.57
February 2019 Budget vs Actuals 2
Report - OP-ED-03-19-2019-A
To: BIA Board of Management
From: Mark Renaud, Executive Director
Date: March 19th, 2019
Subject: 2019 Beautification plan and funding
One of the primary strategic imperatives of any BIA is the beautification of the
public areas of the defined BIA zone. To this end, I wish to present the 2019 full-
year beautification plan for consideration by the Board of Management. There
are some important deadlines with respect to purchasing lead times and
discounts available which expire March 31st, 2019. The vast majority of
investment will be made for spring/summer/early fall beautification elements
consisting of significant purchases of public realm elements including new
banners, furniture, plant materials, smoking control, and market umbrellas.
Discussion:
Historically, the BIA has mainly focused on the Broadway corridor from Venison
Street to Oxford Street. We need to address the gaps that exist on the other
primary side streets too as these areas do not have waste receptacles, smoking
control, potted plants, trees or other decorative elements. There are existing
areas that are overgrown and are causing site line and safety issues.
On March 15th, the ED met with the Senior Property Manager of the Tillsonburg
Town Centre Mall with respect to areas of focus, improvement and concern. To
this end, Strathallen Group is onside with every one of our initiatives to clean up,
beautify, maintain and enhance the properties and perimeter of 200 Broadway.
All areas of Broadway need proper street furniture and planters. To this end,
each block will receive potted plants, trees, café tables, chairs and market
umbrellas emblazoned with the BIA logo.
In discussion with Daniel Locke, the Town’s Manager of Public Works, he
indicated that the town had purchased 5,000 pieces of the grey inter-locking
stone bricks which could be used to replace where the grates and trees are
being removed.
Cost: The cost of the 2019 Beautification plan is approximately $38,000 plus a
contingency allowance of $2,000 for a total of $40,000. There may be
contributions to reduce cost(s) from any or all of the following parties:
Town of Tillsonburg Strathallen Group Gino’s Pizza
Tim Horton’s (Salverda Donuts)
Actionable items:
1) ED and Chair to complete downtown walk-through with Senior Town Staff
– date TBD.
2) Remove and reinstall banner hardware which was installed incorrectly
and facing the wrong way. Who: TBD. Completion date: April 10th.
3) Request a letter of support from the Town of Tillsonburg for permission to
repurpose the 200 Broadway/Tillsonburg Town Centre main entrance into
an outdoor café. Who: ED. Completion date: March 31st, 2019
4) Purchase market umbrellas, café tables and chairs, pots, plants, smoking
control for deployment on Broadway, Oxford Street, Harvey Street, Ridout
Street and Brock Street.
5) Development of the patio-ization of the front main entrance for 200
Broadway including the creation of a demarcation point and delineation of
a non-smoking seating & dining area. This will include strategic
placement of café tables, chairs, market umbrellas and potted plants.
6) Prune existing trees in front of 200 Broadway. Who: TBD. Completion
date: April 15th.
7) Remove evergreen shrubs on the south side of Bridge Street from
Broadway to the first entrance from 200 Broadway. Who: volunteers.
Completion date: March 24th.
8) Plant new trees on Harvey Street, east side, from Brock northerly to
Avondale United Church. Who: volunteers. Completion date: pending
locates and approval from Town of Tillsonburg.
9) Procure and install 7 new pole banners for Oxford Street heritage poles
from Tillson Avenue intersection to Broadway. Completion date 04/21/19
10) Remove all dead, damaged and improperly located trees on
Broadway. Who: Volunteers. Completion date: April 1st, 2019. Cost: $0.
Town staff to pick up cut-down pieces and dispose of at transfer station.
11) Install new all-weather composite park benches at -
Oxford/Broadway parkette. Who: BIA. Completion date: April 30th, 2019.
12) Trim trees, remove perennials from Oxford/Broadway parkette.
Who: Town. Completion date: April 15th.
13) Meeting with Tillsonburg Horticultural Society on beautification
plan. March 20th at 10:30 am.
14) ED to procure, at the best possible cost; keeping in mind the
reliability of the vendor/contractor; for all supplies, furniture, hardware
and materials as discussed in this report.
I have drafted the following resolution for consideration of the board as follows:
Resolution #OP-ED-03-19-2019-A
MOVED BY: _____________________ and SECONDED BY: ______________________
AND RESOLVED THAT THE BOARD OF MANAGEMENT OF THE BIA APPROVES
THE 2019 BEAUTIFICATION PLAN AND FUNDING WITH AN UPSET LIMIT OF
$40,000 TO BE FUNDED WITHIN THE EXISTING FRAMEWORK OF THE OVERALL
BIA APPROVED BUDGET FOR 2019. THIS INCLUDES PARTIAL REALLOCATION
OF DOLLARS FROM FIP FUNDING TO BEAUTIFICATIONS- GENERAL.
CARRIED: ________________________ DEFEATED: ___________________________
APPROVED BY: _______________________
2019 Beautification Worksheet
Tillsonburg BIA
19-Mar-19
Quantity Unit Price Extension HST:Totals:
Banners
Oxford Street 7 90.00$ 630.00$
Trees
Broadway 10 225.00$ 2,250.00$
Harvey 5 225.00$ 1,125.00$
Oxford Street 1 225.00$ 225.00$
Broadway patio 2 225.00$ 450.00$
Perennials/flowers/hostas 250 4.74$ 1,185.00$
Soil/mulch/gravel 1 750.00$ 750.00$
Market umbrellas 30 88.00$ 2,640.00$
Umbrella bases 28 62.50$ 1,750.00$
Planters
Broadway patio
small size 5 105.00$ 525.00$
large size 2 225.00$ 450.00$
Broadway
small size 22 105.00$ 2,310.00$
tree planter/large pot 8 425.00$ 3,400.00$
large size 8 225.00$ 1,800.00$
Oxford St.8 105.00$ 840.00$
Banner brackets (new)14 65.00$ 910.00$
Café tables
Broadway patio 10 125.00$ 1,250.00$
Broadway 20 125.00$ 2,500.00$
Oxford 2 125.00$ 250.00$
Spares 5 125.00$ 625.00$
Chairs
Broadway patio 40 60.00$ 2,400.00$
Broadway 40 60.00$ 2,400.00$
Oxford 6 60.00$ 360.00$
Spare-unassigned 12 60.00$ 720.00$
Smoking control:4 250.00$ 1,000.00$
Winter lights 4 640.00$ 2,560.00$
Galvanized barrier 2 180.00$ 360.00$
Benches
Broadway/Oxford parkette 2 1,215.00$ 2,430.00$
Sub-totals:38,095.00$
CONTINGENCY @ %5 1,904.75$
Totals:39,999.75$
Chris Tucker
Mar 15, 2019, 4:58 PM (4 days ago) to me
Hello Mark,
Thank you once again for your time and interest earlier today. It was a pleasure meeting with
you and I look forward to continuing the longstanding relationship between Classic Displays and
the Downtown Tillsonburg BIA. As mentioned in our meeting, Classic Displays has been
servicing BIA’s across the country since our inception back in 1977. I myself have been with the
company since 2005 and have had a focus on the BIA market since that time (14 years). I can definitely appreciate your vision and believe it is more than attainable provided a plan is put in
place, stuck to and bought into by the other key members of your community (Business owners
and municipality). Below I have summarized some of the points discussed earlier today as well
as provided your requested information and pricing.
Street Scape:
Banners
When dressing your street, the key target for beautification efforts should be the pedestrians
walking the street, not the vehicle traffic. Most vehicles will continue to drive the street, regardless of how the downtown looks. If it appeals to those walking the street, they are far
more likely to visit again, stay longer and spend more time in your downtown. For that reason, I
would recommend that your current banner hardware (which is currently upside down, the swing
arms should be on the bottom, not the top) be relocated to the sidewalk side of the street. I also
believe it should be lowered. You want it to catch the eye of those walking the street, people should not have to look up to see the image. I would recommend the lower banner arm be 9-10’
above the sidewalk. I would also strongly recommend that your new program feature a hashtag
or other link/reference to your new social media efforts. This will help to educate the public on
the new efforts being made by the BIA and hopefully increase traffic on those platforms.
Furniture
Should the BIA wish to expand their waste and recycling program, I would recommend moving
to a new container that makes it easier to distinguish the proper waste stream for which to
deposit waste. This can be achieved either through a combination of larger graphics as well as
colour coding the waste streams. I did see lots of cross contamination in your bins, hopefully, making the streams more distinguishable will help to reduce this in the future. Benches, we had
discussed this matter thoroughly during our meeting. To summarize my thoughts on this,
benches should always be installed facing the storefronts and not the street. The main reasons
for this are 3 fold. 1. The bench seats will stay cleaner as they are protected from splashing dirt,
salt and grim from passing vehicles. This will make them more inviting to use. 2. When someone is sitting on a bench facing a store front, it is advertising for the store. They can look in
the window, maybe see something of interest, possibly inspire them to go in and shop. This will
not happen with their back to the store. 3. Safety. If a child is sitting on the bench with a parent
and they decide to dart off of the bench, they will not be pointed in the direction of traffic. It
also allows a parent waiting on a child in a shop to see them as the exit a store.
Christmas Décor The new trend amongst BIA’s is to move away from traditional Christmas décor such as wreaths
and trees and focus on more winter specific displays such as snowflakes. The main reason for
this is that it gives the BIA’s more bang for their buck. A snowflake can be installed in early
November and can stay on the pole until Mid-March, where as a wreath or a tree starts to look
out of place after about mid-January. The extension of the program will not only help to justify the expense of the décor, it will also add additional much needed brightness to the otherwise dark
and dreary streets and evenings that are present in late January and early February where it is still
getting dark at 4:30 in the afternoon. The other big trend in Christmas décor is finding that
Photo Op moment/display, which will be instantly uploaded to someone’s Facebook or
Instagram account. These focal pieces can also be branded or placed next to branded items to further promote the BIA and their décor efforts. This would tie into the large illuminated rings
we discussed or the fiberglass photo bear.
Should you or your team wish to discuss any of the above points in greater detail, please do not
hesitate to contact me and I will be more than happy to assist you further. Please find below your requested pricing for the items discussed, along with a link to the appropriate section of our
webpage. We are currently in the midst of our Annual New Year’s sale, with discounts being
offered on any units which can be produced and invoiced before March 31st. This is an annual
sale with savings of up to 30% off. I have listed the sale pricing below as well in red.
Christmas Décor
4’ Snowflake $625.00 $562.50
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snowflake
4’ Snow Flurry $725.00 $652.50
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-flurry
5’ Snow Blossom $750.00 $675.00
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-blossom
5’ Snow Swirl $835.00 $751.50 http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-swirl
4’ Snow Diamonds $795.00 $715.50
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-diamond
5’ Snow Spear $865.00 $778.50
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-spear
7’ Snow Fall $935.00 $841.50
http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snowfall
5’ Snow Crystal $975.00 $877.50 http://www.classicdisplays.com/product/holiday-displays/exterior/led-rope-light/snow-crystal
Illuminated arch "Otaki" - LED - warm white - 11.5' x 13.1' x 5.9' - 24V UL - US plug $15,535.00 $10,874.50
https://classicdisplays.com/product/otaki-archway/
Fiberglass Bear $5,600.00 $5,040.00
https://classicdisplays.com/product/photo-bear/
Banners
I am waiting to hear back on your requested larger sizes and hope to have something to you on
Tuesday Morning (I am off on Monday)
24” x 72” x 25 banners $78.20 each. 23oz, full colour
24” x 84” x 25 banners 24” x 96” x 25 banners
Banner arms
Fixed upper arm-as per sample left $50.00 each
Swing lower arm-same as on your poles $60.00 each
Furniture
The Griffin-Very Narrow Footprint
https://classicdisplays.com/product/griffin/
Griffin Waste and Recycling Unit, Straight or Stone Effect colours
Labelled with front & rear decals $ 999.00 $899.10
Fully labelled including front back and sides $1,475.00 $1,375.10
Corporate Logo (pair) $ 55.00
Front Panel (piece) $ 90.00
Side panel (piece) $ 70.00
Back panel (piece) $ 135.00
Calla Planter $165.00 $148.50
https://classicdisplays.com/product/calla/
Hosta $735.00 $661.50
https://classicdisplays.com/product/hosta/
Hanging Self-Watering Baskets $375.00 $337.50
Additional information attached
https://classicdisplays.com/product/pro-series-hanging-basket/
Accessible Riverside Bench
https://classicdisplays.com/product/accessible-riverside-2/
Accessible Classic Riverside Bench, 6' w/ Arms Recycled Plastic Slats $ 1,350.00 $1,215.00
Accessible Classic Riverside Bench Multi Coloured, 6' w/ Arms Recycled Plastic Slats $ 1,450.00 $1,305.00
Optional center
arm $130.00
Please also find attached images of the laneway lighting we did for Brampton that we had also
discussed (photo bear is also in the shot).
If there is anything further I can do for you at this time, please do not hesitate to contact me.
Thank you again for your time and interest and I look forward to working with you this year.
Chris Tucker
Classic Displays 905 282 8888
www.classicdisplays.com
Beautifying Public Spaces Through Furniture and Display Products
Tillsonburg BIA - 2019 Events, Marketing & Promotions Committee
Meeting/Events Schedule
Month: Meeting or Event date/time: Place: Description:
February Committee
Meeting
Thursday, February 7th
5:00 pm
BIA boardroom
20 Oxford Street
Committee
meeting
March Committee Meeting Wednesday, March 13th
5:00 – 6:00 pm
Boston Pizza
102 Broadway
Committee meeting
MARCH
BIA MEMBER SOCIAL
Wednesday, March 27th
5:00 pm – 7:00 pm
Boston Pizza
Private dining room
MEMBER
EVENT
MARCH
BUSINESS SPOTLIGHT
TBD – finalize with Kim
Miggens
(away until 2nd week of March)
Peddlar’s Quay
20 Ridout St. W.
EVENT
APRIL
BUSINESS SPOTLIGHT
TBD TBD EVENT
April Committee Meeting Thursday, April 18
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee
meeting
April Downtown Clean-up
& Decorating contest
TBD TBD EVENT
MAY
Business of the Month
TBD TBD EVENT
MAY IS BIKE MONTH
“Ride your bike downtown”
TBD TBD EVENT
May Committee Meeting Thursday, May 16th
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
June Committee Meeting Thursday, June 13th
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
JUNE
Business of the month
TBD TBD EVENT
TURTLEFEST BLOCK PARTY Friday, June 14
5:00 pm to midnight
Broadway from
Baldwin/Oxford to Bridge
EVENT
Sidewalk Days TBD In conjunction with
Tillsonburg Town Centre
EVENT
July Committee Meeting Thursday, July 11th
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
CANADA DAY - ALL DAY
BLOCK PARTY w. STATION
ARTS including
PARADE & CAR SHOW
Monday, July 1st
All day on Bridge Street
Parade: Bidwell Street
Bridge Street
from Broadway to Rolph
Parade,
Car show &
Block Party
Event
JULY
Business of the Month
TBD TBD Event
July Committee Meeting
Thursday, July 18th
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
August Committee Meeting
Thursday, August 15
5:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
AUGUST
Business of the Month
TBD TBD Event
FALL DECORATION CONTEST
TBD
All of downtown
EVENT
September Committee
Meeting
Thursday, September 12
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee meeting
SEPTEMBER
Business of the Month
TBD TBD EVENT
TTC marketing promo TBD Tillsonburg Town Centre EVENT
OCTOBER
Business of the Month
TBD TBD EVENT
October Committee
Meeting
Thursday, October 17th
5:00 pm
BIA boardroom
20 Oxford Street
Committee
Meeting
HALLOWEEN PROMO TBD
To begin October 15th and end
October 31st
All of downtown EVENT
NOVEMBER
Business of the Month
TBD TBD EVENT
November Committee
Meeting
Thursday, November 14
5:00 – 7:00 pm
BIA boardroom
20 Oxford Street
Committee Meeting
DECEMBER
Business of the Month
TBD TBD EVENT
CHRISTMAS CRAWL
HOLI-DAZZLE
Crawl – Friday, December 6th
Holi-Dazzle – Saturday,
December 7th
Broadway and all
downtown participating
merchants/businesses
EVENT
December BIA Office
Christmas
Open House
TBD All downtown
participating
merchants/businesses
EVENT
December Committee
Meeting
Thursday, December 12th
5:00 pm
BIA boardroom
20 Oxford Street
Regular
NEW YEAR’S EVE AT THE
CLOCK TOWER
BLOCK PARTY
Tuesday, December 31st
9:00 pm – 1:00 am
Clock Tower and Bridge
Street from Broadway to
Bidwell
Block party, ball
drop, fireworks
1
DOWNTOWN TILLSONBURG
RETAIL GAP ANALYSIS
January 2019
DRAFT
360 Collective and
Page by Page Consulting
99 Ivy Ave Toronto ON M4L 2H8 www.360collective.co 647 339 9008
2
Contents
1.Market Profile
2.Socio-Economic Profile
3.Retail Supply Inventory
4.Retail Visitation Profile
5.SWOT
6.Next Steps
3
Market Audit -profile
Socio-Economic Profile
Trade Areas
•10 Minute Walk Time:
800 m radius
•5 Minute Drive Time
10 MINUTE WALK TIME
5 MINUTE DRIVE TIME
4
Market Audit -profile
Socio-Economic Profile
Trade Areas
•10 Minute Walk Time:
800 m radius
•5 Minute Drive Time
•30 Minute Drive Time
(Truncated for man
made barriers)
30 MINUTE DRIVE TIME
(truncated)
10 MINUTE WALK TIME
5 MINUTE DRIVE TIME
5
10 MINUTE WALKING DISTANCE
5 MINUTE DRIVE
TIME
TOWN OF
TILLSONBURG
30 MINUTE DRIVE
TIME (TRUNCATED)ONTARIO
Population 2018 3,324 14,770 16,318 61,495 14,279,818
Annual Growth Rate 2011 to
2016 0.2%0.8%0.9%0.8%1.5%
Persons Per Household 1.9 2.14 2.17 2.62 2.56
Daytime Worker Population 4,751 8,867 9,138 19,709 6,960,297
AGE PROFILE
0 to 9 8%9%9%13%10%
10 to 19 8%10%10%13%11%
20 to 29 10%11%11%13%14%
30 to 39 10%10%10%11%13%
40 to 49 10%11%11%11%13%
50 to 59 12%14%13%14%15%
60 to 69 13%14%14%12%12%
70+30%22%21%13%12%
Median Age 54.1 49.4 48.7 40.0 40.9
HOUSEHOLD SIZE
1 Person 45%33%32%24%26%
2 Person 36%40%40%38%33%
3 Person 9%12%13%14%16%
4+ Person 10%15%15%24%25%
Key Findings:
•There is a growing base of residents within an easy 10-minute walking distance of Downtown Tillsonburg.
•The primary trade area is similar to the 5-minute drive time, which is similar to the boundaries for the Town of Tillsonburg. There are over 16,000
residents in the Town of Tillsonburg.
•Within a 30-minute drive time (truncated) there is a catchment trade area of approximately 60,000 residents.
•In addition, Downtown retailers benefit from approximately 4,751 daytime workers within an easy walking distance as well as over 9,000 day
time workers in Downtown and nearby industrial/commercial areas.
•The age profile skews heavily senior based on those families that are aging in place, empty nesters, and retirees. There are a growing number of
young families living in the trade areas as well .
•The higher number of retirees and seniors corresponds with a high proportion of single person households. This is followed by a high proportion of empty nesters or two-person households.
Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Market Audit -profile
Socio-Economic Profile
6
Market Audit -profile
Socio-Economic Profile Town of Tillsonburg Age Profile 2011 and 2018
Source: Statistics Canada, 2011 2016 Census, Environics 2018 Est.
0
500
1000
1500
2000
2500
3000
3500
4000
0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70+
2011 2016 2018
Salient Findings:
•The age profile skews older
as both the baby boomer residents are aging in
place and new residential has been built to cater to
this demographic.
•Generally, the Tillsonburg
age trends follow the
Ontario age trends of a growing baby boomer
generation, a smaller Gen
X (40 to 55), a growing Millennial (22 to 39), and
a smaller Gen Z (teenager)
population
•The recent baby boom of
Millennials entering
parenthood hasn’t affected the Tillsonburg population yet.
7
Key Findings:
•Most residents have a college degree or a diploma. This matches the higher proportion of residents who work in blue collar professions.
•Household income in Tillsonburg is similar to the local areas. However, near Downtown the higher proportion of fixed income seniors skews
the household income lower.
•The real rate of household income growth excluding inflation has been growing annually at 1.3% which is a positive indicator for retail
growth opportunities.
10 MINUTE
WALKING
DISTANCE
5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED)ONTARIO
EDUCATION AND
OCCUPATION
Less than High School 28%24%23%31%18%
High School Graduate 31%28%28%27%25%
College, Diploma 31%32%32%29%25%
Bachelor Degree or Higher 10%16%17%13%32%
Labour Force Part. Rate 51%60%60%55%62%
Mngt., Business, Admin 11%16%18%18%26%
Health, Science, Ed. Govt 17%22%22%18%28%
Arts, Culture, Recreation 3%2%2%2%3%
Sales and Services 24%21%20%16%23%
Trades and Transport 21%19%18%24%13%
Primary 8%5%4%10%2%
Processing, Mfg 14%14%14%11%5%
COMMUTE TO WORKVehicle 85%94%94%93%77%
Pulbic Transit 1%1%1%1%15%
Other 14%5%5%6%8%
HOUSEHOLD INCOMEAverage HH Income $67,339 $84,280 $86,339 $85,798 $106,524
An. Real Growth in HH Inc.1.4%1.3%1.3%1.4%1.3%
Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Socio-Economic Profile
Market Audit -profile
8
Key Findings:
•Due to the higher proportion of seniors, there are a significant proportion of households that do not own their home but live in
retirement or assisted living developments.
•Correspondingly, there is a higher proportion of females to males as women often make up a higher proportion oF assisted living
residents.
•The segmentation of the households reveals a mix of retirees, lower to middle income workers, and older middle-income
households.
•It is noted there there are a large number of rooming type houses for temporary farm workers primarily in the 30 minute drive time
trade area.
10 MINUTE WALKING
DISTANCE
5 MINUTE DRIVE
TIME
TOWN OF
TILLSONBURG
30 MINUTE DRIVE
TIME (TRUNCATED)ONTARIO
Housing Tenure
Own/Rent 49% / 51%67% / 33%70% / 30%76% / 24%69% / 31%
Gender
Male/Female 46% / 54%48% / 52%48% / 52%50% / 50%49% / 51%
Mobility
Mover within 5 years 35%35%34%31%38%
Marital Status
Single, Never Married 21%20%20%23%28%
Married, Common Law 50%59%60%62%57%
Div, Sep, Widowed 29%21%20%15%15%
Prizm Segment
Heartland Retirees 10%12%12%4%2%
Sunset Towers 17%12%11%4%3%
Lunch at Tim's 20%11%11%8%5%
Serenity Springs 8%10%10%9%2%
Second City Retirees 3%8%9%3%4%
Fresh Air Families 2%5%8%3%4%
Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Socio-Economic Profile
Market Audit -profile
9
HEARTLAND
RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY
RETIREES
FRESH AIR
FAMILIES
% of
Tillsonburg
Pop.12%11%11%10%9%8%
AVERAGE
HH
INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003
OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN
SHOPPING •Enjoy rural life
but like access
to larger
shopping
areas
•Very good at
buying online
•Shopping is
purposeful
and utilitarian
•Like to go out
to local bar
•Support
ethical
companies
•Like to hang out in stores
such as Home
Hardware and
local
pharmacy to socialize
•Lower income
•Bargain hunters
•Search and
collect loyalty
programs
•Bargain hunters
•Bulk food
•Discount stores
•Dinner theatre
•Very locally
minded
•Community
theatre and night
out
•Spend on
vacations,
cruises, dining
out, coffee
place/café
•Visit home
improvement stores often
•Energy
conscious
•Somewhat
tech savvy but
do like in-store
help and
assistance
•Want to buy products
related to their
personal
interests
•Big box
•Discount
grocers
•Eat out on a
regular basis
•Equip family
rooms with high tech
entertainment
•Travel to Florida
and East Coast
•Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Socio-Economic Profile
Market Audit -profile
10
HEARTLAND
RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY
RETIREES
FRESH AIR
FAMILIES
% of
Tillsonburg
Pop.12%11%11%10%9%8%
AVERAGE
HH
INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003
OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN
ATTITUDES •Higher % of
Baby Boomers
•Unpretentious
•Blue collar or
agriculture
occupations
•Child free so more time for
other activities
•Like outdoors
and nature –
parks, fishing,
cottage,
•Very
community
minded, traditional
values that
support
country life but
not closed minded
•Retirement or
modest pension
•Unpretentious
•Hobbies –
sewing crafts,
collecting
•Casino, bingo
•Enjoy the slower
pace of things
•Low tech
engagement
•Tight knit
communities
•Enjoy socializing
•Casino
•Like to look
good
•Want to get away and will
go to vacations
•Trust small
businesses
•Retirement AND
Age in place
singles and
couples
•Support local
•Go on
Staycations
•Not online, not
tech savvy
•Like to read
•Generous donors
and give to
charities
•Want to live
healthy lives
•Very rational and logical in buying
decisions
•Religious and
moral oriented
•Older and
mature couples
•Had worked for
companies
with good
pensions –mfg,
govt, teaching, nursing, etc.
•Go on cruises
•Cottages
•Hobbies –golf,
gardening,
kayak
•Focus is on their
home and
community
•Want to leave
a legacy
behind
•Believe
Canadian ideals of work
hard
•Middle aged
with children
•Dual income
households
•Solid, upper
middle income
lifestyle
•Have a
financial
planner to help
them
•Like small
businesses
•Very Canadian
•Old fashioned
•Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Socio-Economic Profile
Market Audit -profile
11
HEARTLAND
RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY
RETIREES
FRESH AIR
FAMILIES
% of
Tillsonburg
Pop.12%11%11%10%9%8%
AVERAGE
HH
INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003
OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN
LEISURE •Camping,
gardening,
motorcycles,
pickups,
powerboats,
snowmobiles
•Hobbies –bird watching,
cross country
skiing
•Hobbies
•Crafts
•Casino
•Go to baseball
game
•Hobbies –
knitting,
woodworking,
crafts
•Curling
•Auto racing
•Men go fishing or
snowmobiling
•Women sew or
garden
•Go too outdoor
and RV shows
•Community
and faith
based activities
•Outdoors,
fishing, boating,
canoeing,
camping,
boats,
motorcycles,
pick ups
•Crafts –knitting
Source: Statistics Canada, 2016 Census, Environics 2018 Est.
Socio-Economic Profile
Market Audit -profile
12
10 MINUTE
WALKING
DISTANCE
5 MINUTE DRIVE TIME TOWN OF TILLSONBURG
30 MINUTE DRIVE
TIME
(TRUNCATED)
ONTARIO
AVERAGE HOUSEHOLD
INCOME $67,339 $84,280 $86,339 $85,798 $106,524
Local Neighbour Goods
Food from Grocery Stores $5,672 $6,707 $6,836 $7,438 $8,118
Health Care and Pharmacy $2,271 $2,586 $2,628 $2,680 $3,010
Alcohol Purchased from Stores $1,011 $1,306 $1,335 $1,182 $1,524
Retail Merchandise
Women's Clothing and
Accessories $1,084 $1,468 $1,512 $1,504 $1,979
Men's Clothing and
Accessories $581 $795 $818 $908 $1,200
Children's Clothing $35 $42 $44 $54 $65
Home Furnishings $871 $1,028 $1,061 $1,143 $1,650
Nursery Flowers $169 $224 $234 $229 $226
Pet Food $271 $369 $382 $452 $317
Gifts $505 $550 $556 $541 $472
Leisure Retail $352 $493 $508 $532 $646
Electronics $526 $704 $727 $735 $1,024
Appliances $451 $567 $590 $685 $602
Home Improvement $103 $145 $157 $250 $166
Source: Statistics Canada, 2016 Census, Environics 2018 Est.* Very high HH income expenditure compared to Ontario Trade AreaMarket Audit -profile
Household Expenditure Profile
13
10 MINUTE
WALKING
DISTANCE
5 MINUTE DRIVE TIME TOWN OF TILLSONBURG
30 MINUTE DRIVE
TIME
(TRUNCATED)
ONTARIO
AVERAGE HOUSEHOLD
INCOME $67,339 $84,280 $86,339 $85,798 $106,524
Food Services
Dinner at Restaurants $1,486 $1,815 $1,850 $1,858 $2,533
Lunch at Restaurants $809 $980 $996 $1,003 $1,363
Breakfast at Restaurants $240 $286 $288 $296 $361
Snacks and Beverages $514 $594 $601 $579 $547
Alcohol Serviced on Premises $466 $601 $616 $438 $767
Services
Clothing Services $116 $99 $99 $72 $219
Packaged Travel $145 $123 $164 $389 $648
Recreation Memberships $238 $361 $375 $325 $502
Personal Care $495 $616 $632 $606 $755
Movies $62 $86 $87 $68 $88
Live Sporting Events $10 $13 $14 $18 $42
Live Performing Arts $45 $53 $57 $75 $118
Museums $50 $67 $71 $64 $93
Source: Statistics Canada, 2016 Census, Environics 2018 Est.* Very high HH income expenditure compared to 30 Min Trade AreaMarket Audit -profile
Household Expenditure Profile
14
Key Findings:
•Many expenditures by households in the 10-minute walking trade area and the 5-minute drive time trade area are lower
than the average based primarily on lower average household incomes.
•To understand the character and shopping behaviour of the trade area residents an analysis of household expenditures
of each trade area compared to the Ontario average was conducted. Second, the index was compared to household
incomes to determine if a greater proportion of the budget was spend on each commodity listed.
•For example, households in the 5 minute drive time spend $6,707 annually on food from grocery stores. This is 83% of
the average household for Ontario. However, because the average household income of the 5 minute drive is $84,280
or 79% of the Ontario average, it is clear that households in the 5 minute drive time spend a higher proportion (83%
compared to 79%) of their budget on food from grocery stores compared to the average Ontario household.
•Based on this analysis, households in Tillsonburg spend a higher than average proportion of their budget on:
•Home: both large and small purchases including grocery items and alcohol, cut flowers and home furnishings to
appliances and outdoor supplies
•Entertaining: going out for small snacks, cafes, socializing, personal care services, and gifts for others
•Seniors: health care goods and services
Market Audit -profile
Household Expenditure Profile
15
Downtown Tillsonburg Retail Supply Inventory –December 2018
16
Supply –Downtown Tillsonburg Retail Inventory Area
Inventory Methodology
•Baseline data from the Town
•Physical inventory based on a site visit in Dec 2018
•Actual square footages from leasing material of Strathallen
leasing material
•Other retailers are estimated
•Includes ground level
businesses and easily
accessible retail spaces
Market Audit -profile
Downtown Retail Study Area
Downtown BIA and CIP
17
NO. OF BUSINESSES % OF TOTAL EST. SF % OF TOTAL
RETAIL MERCHANDISE
Furniture and Home Furnishings 5 2.8%17,264 2.8%
Electronics and Appliances 9 5.0%11,958 1.9%
Home Improvement, Building Supplies 1 0.6%1,300 0.2%
Clothing and Accessories 14 7.8%35,156 5.7%
General Merchandise 3 1.7%146,366 23.5%
Leisure Retail 9 5.0%16,666 2.7%
Other Retail 6 3.3%25,183 4.1%
TOTAL RETAIL MERCHANDISE 47 26.1%253,893 40.8%
FOOD AND DRUG RETAIL
Food and Beverage 7 3.9%46,471 7.5%
Health, Pharmacy 4 2.2%23,426 3.8%
TOTAL FOOD AND DRUG RETAIL 11 6.1%69,897 11.2%
EATING ESTABLISHMENTS 16 8.9%40,553 6.5%
OTHER SERVICES
Personal Services 18 10.0%24,398 3.9%
Financial 7 3.9%29,170 4.7%
Recreation 2 1.1%2,100 0.3%
Professional Services 32 17.8%74,923 12.1%
Medical Services 23 12.8%69,476 11.2%
Other Services 15 8.3%41,399 6.7%
TOTAL OTHER SERVICES 97 53.9%241,466 38.8%
TOTAL OCCUPIED 171 95.0%605,809 97.5%
VACANT 9 5.0%15,780 2.5%
TOTAL 180 100.0%621,589 100.0%
Supply –Downtown Tillsonburg Retail Inventory Area
Key Findings
•Vacancy is low, 2.5%
•Retail merchandise is the
dominant category due
to large format stores,
skews the analysis
•High proportion of
services including
professional and medical
–provides a source of
visitor traffic to other
businesses in Downtown
but does occupy some
prime retail spaces
•Good proportion of food
and drug retailers but
opportunity for more
growth
•Lower proportion of
eating establishments
than in other Downtowns
but there is good range
of chains and
independents
•New developments will
add more SF to the
Downtown particularly in
the north end
Market Audit -profile
18
Supply –Downtown Tillsonburg Retail Inventory Area
Key Findings
•Through observation it was noted that there is pedestrian flow between the Tillsonburg Town Centre and the rest of
Downtown as well as the nearby Metro particularly within the 2 block radius of the Tillsonburg Town Centre.
•The location of the Bulk Barn is a key retailer that appeals to all shoppers and helps to move pedestrian traffic throughout
the entire Downtown.
•Policies that have ensured offices and administrative offices to locate in Downtown have been successful at ensuring there is
daytime traffic for the businesses.
•There are a few emerging ‘clusters’ of businesses –home décor for example but they have not located near to each other
for ease of shopping.
•According to the Downtown BIA, hours of operation especially amongst independent retailers is a cause for some retail
sales leakage. Other causes are the lack of some discount and value oriented retailers.
Market Audit -profile
19
Mark’s Work Wearhouse –Tuesday -Thursday Saturday
Supply –Downtown Tillsonburg Retailer Visitation Times
Market Audit -profile
Dollar Tree –Tuesday Thursday Saturday
LCBO –Tuesday Thursday Saturday
20
Canadian Tire –Tuesday Thursday Saturday
Supply –Downtown Tillsonburg Retailer Visitation Times
Market Audit -profile
Walmart –Tuesday Thursday Saturday
Metro –Tuesday Thursday Saturday
21
Kelsey’s –Tuesday Thursday Saturday
Supply –Downtown Tillsonburg Retailer Visitation Times
Market Audit -profile
Copper Mug –Tuesday Thursday Saturday
Boston Pizza –Tuesday Thursday Saturday
22
Corner Griddle –Tuesday Thursday Saturday
Supply –Downtown Tillsonburg Retailer Visitation Times
Market Audit -profile
Corey’s –Tuesday Thursday Saturday
Pita Pit –Tuesday Thursday Saturday
23
Shoppers Drug Mart –Tuesday Thursday Saturday
Supply –Downtown Tillsonburg Retailer Visitation Times
Market Audit -profile
Bulk Barn –Tuesday Thursday Saturday
24
•Saturday is the biggest shopping day in Downtown
•This is followed closely by weekday evening visitation
•There is a fairly good visitation to the weekday restaurants and cafes primarily from the local area
daytime workers
•Increasingly local residents commute to work and they are conducting a higher proportion of their local
shopping needs during the early evening and some weeknights are relatively busy
•For some businesses, there is a relatively strong daytime traffic demand including Shoppers Drug Mart,
Bulk Barn, Mark’s Work Wearhouse, Copper Mug, and other restaurants such as Pita Pit
•Early morning Saturday has increased visitation for a number of businesses as local households want to
start their weekends early and get their errands done so they can go out and enjoy the rest of the day
so places such as Corner Griddle have a good brunch time traffic
Market Audit -profile
Summary: Supply –Downtown Tillsonburg Retailer Visitation Times
25
Strengths, Weaknesses, Opportunities, Threats –Retail Development
in Downtown Tillsonburg
26
SWOT
STRENGTHS
•Solid base of residents of 16,000 that is growing
•Real household income growth (excluding inflation)
•Somewhat isolated from other commercial areas, so they are able to create a draw from other nearby smaller communities
•Mix of target markets in Downtown including people living there, workers, local and regional visitors that support daytime and limited night time retail activities, as well as some seasonal workers
•Convenient –easy to get to, easy to park, free parking, wide main street
•Charm –heritage and historical two and three-storey buildings creating a base of residential within the core
•Character –friendly shop owners and workers, open, communicative
•Tillsonburg Town Centre blends in well with the main street and doesn’t overly detract from the main street businesses
•Good assortment of discount and value-based retail
•Some historical long-term businesses with longevity creates confidence in prospective retailers
WEAKNESSES
•Skewed household income –those on fixed incomes, lower income, savers not spenders, but some high-income households
•Not a tourist town (can be a benefit –not affected by the whims of the tourism industry)
•Retail is scattered throughout Town to the north, centre, and east and not clustered as effectively as it could be (e.g, grocery stores, home improvement stores are located throughout the entire town rather than clustered to create better flows and critical mass synergy)
•Seniors based area who have things provided for them such as food –don’t need to shop
•Slightly too much ground level retail is devoted to services especially professional services and medical services rather than retail (however, want the services in the Downtown just not so much on the main street)
•Few places for socialization to happen on the street and inside businesses
•Few places for triggering a night time economy
THREATS
•London closest competition and London is already over retailed
•Strathallen owns both malls in Tillsonburg which can make it confusing from a leasing and marketing perspective (are there exclusivities)
•Other more tourist-based towns that are more experiential (e.g., watching food being prepared, combining entertainment and food together such as a band playing in a café) and lure locals for a night out or dinner
27
SWOT
OPPORTUNITIES
RECOMMENDATION RATIONALE
Food and Beverage •No further major grocery stores or
LCBO
•Potential for specialty food stores
(e.g., Goodness Me)
•Ensure Walmart carries enough value oriented food items
•Specialty food can complement the existing grocery stores
such as Metro and Walmart
•They can provide a link in the customer journey similar to the
function and location of Bulk Barn
•Should be paired with additional functions such as catering, prepared food as take away, and home meal replacement
Health and
Pharmacy
•Health related goods and services
will always be in high demand and
can shift
•There may not be a need for a large
pharmacy but smaller unique health stores, optical stores, etc, could be
warranted
•In an older community such as Tillsonburg, health care is a
major household expenditure from prescriptions, over the
counter medicine, health supplies, optical stores, health
supplements, naturalpaths, etc.
Furniture and Home Furnishings •Focus should be on retaining existing furniture, home furnishings
type stores and allow for more
modern home furnishings stores to establish themselves (e.g., Saturday Afternoons) or art galleries
•Craft or hobby oriented home furnishings such as custom made
Mennonite furniture
•There are several furniture stores in Downtown
•Focus on retention of existing stores and ensure they maintain a
modern, current offering
•There is a potential to combine hobby and craft expertise of Tillsonburg with furniture and home furnishings making
Electronics •Focus on retention of existing stores
including the ability to order online
and pick up in store
•Electronic stores are becoming showrooms for the latest
technology
•Stores need to be able to offer the ability for consumers to order
online and then pick up in store as a way of not only providing
increased convenience to local residents but for increased shopping
28
SWOT
OPPORTUNITIES
RECOMMENDATION RATIONALE
Clothing and
Accessories
•Focus on retention of existing clothing,
jewellery, and accessories stores
•Any new retailer should have a narrow
and deep focus (concentrate on one or
two lines or offerings and carry a deep assortment in for each one)
•Focus on craft, handmade items
•There is limited growth not on only in Tillsonburg but
across North America for clothing and accessory related retail
•Similar to home furnishings, there is an opportunity to
combine craft and hobby skill sets with clothing lines –such as knitted sweaters, custom leather bags (where
some of the manufacturing is done on site)
Leisure Retail •Focus on retention of existing gift and book
stores
•Increase the number of craft and hobby
related stores including supplies as well as
production ie: workshops
•Have places such as knitting cafes, children
/ adult art schools, art cafes, book store
cafes, etc.)
•Locate craft supplies together (sewing,
leather handwork, knitting, art supplies, DIY
stores
•Add learning programs to retailers such as
singing, piano, art, story writing/story
telling
•Create opportunities for local craft, hobby,
entrepreneurs to hone their skills
General
Merchandise
•No additional discount oriented stores •There are ample discount general merchandise stores
•New stores would only spread the sales around
Home Improvement •No major new home improvement stores
•Could be co-located better across the City
•Ample selection of home improvement type stores in
Tillsonburg
29
SWOT
OPPORTUNITIES
RECOMMENDATION RATIONALE
Eating
Establishments
•Need to replace or add to the number of
places for socialization and eating -cafes, coffee places, andother
food/socialization places in Downtown
•More sit down, casual restaurants that are higher quality
•Dinner theatre options
•Include more eating establishments with
entertainment
•Food is the glue that holds the community together
•There are good food options at present but the strategy should focus on where there are gaps in the
food service mix
•Local residents do not spend high amounts on eating out but will spend it on “in between” activities
•There is a lack of casual and better quality restaurants
in Tillsonburg (probably losing market share to other
communities)
Night Time Economy •Monitor the change in demographic toward
young families to be able to provide a
timely response to their needs e.g.,
bowling alley, dinnertime needs, ice cream
shops open after soccer games etc.
•As a community changes so too do their needs. It’s
important to watch this change and to be able to plan a
response. Some businesses already have a weeknight
later evening business profile that other businesses can
piggy back of. See Next Steps for further comments.
30
NEXT STEPS –in order of timing
•Either the Town or the BIA needs to create a full business directory so that people can find the information easily for:
•Marketing purposes and
•Recruitment/investment.
•Work with the BIA Board and new ED to create their own Retail Wish List from the BIA’s perspective.
•Town to Identify locations for re-development based on a set of criteria.
•BIA should develop a new website where the directory and the properties for lease at any given time can be accessible. The Town may
also have a list of all for lease or for sale properties.
v Social Media cannot do this effectively and people need access to that information.
•Work with building owners where there are currently places to rent and/or buy to impart on them the need for certain businesses to fill
the gaps.
•Host session with local commercial realtors and share the data that has been uncovered here and the retail wish list -they can be part of
the solution and kept in the loop.
•Consider a Strategic or Action Planning Process for the BIA. With a new Board and/or staff, this can often help them come to a shared
vision for their downtown. Town staff should be part of the process to include City vision and information for one cohesive effort.
•Create an “Invest in Tillsonburg Downtown” digital and/or online marketing piece siting investment incentives and information gathered
from this process and Retail wish list.
•Encourage Like businesses to either locate closely or work together for marketing purposes.
•Create a common branding graphic to post in vacant store fronts: “Imagine Your Business Here”.
•Work to attract a local investor who will compete against himself to fill the retail gaps & take market share.
•Regularly evaluate the senior/young family ratio development projects. The downtown retail mix needs to adapt to the changing
demographic as it happens as an increase in young families will demand different retail and service opportunities
31
Sector Recommendation Rationale Next Steps (Initial Thoughts)
Food and Beverage No further major grocery stores or
LCBO
Potential for specialty food stores
(e.g., Goodness Me)
Ensure Walmart carries enough value
oriented food items
Specialty food can complement the existing grocery stores such
as Metro and Walmart
They can provide a link in the customer journey similar to the
function and location of Bulk Barn
Should be paired with additional functions such as catering,
prepared food as take away, and home meal replacement
Some recruitment of specialty food stores in the past
Health and
Pharmacy
Health related goods and services will
always be in high demand and can
shift
There may not be a need for a large
pharmacy but smaller unique health
stores, optical stores, etc, could be
warranted
In an older community such as Tillsonburg, health care is a
major household expenditure from prescriptions, over the
counter medicine, health supplies, optical stores, health
supplements, naturalpaths, etc.
Appear to be well serviced in this regard
Furniture and Home
Furnishings
Focus should be on retaining existing
furniture, home furnishings type stores
and allow for more modern home
furnishings stores to establish
themselves (e.g., Saturday Afternoons)
or art galleries
Craft or hobby oriented home
furnishings such as custom made
Mennonite furniture
There are several furniture stores in Downtown
Focus on retention of existing stores and ensure they maintain
a modern, current offering
There is a potential to combine hobby and craft expertise of
Tillsonburg with furniture and home furnishings making
Concept of combining hobby/craft with furniture is of interest
Electronics Focus on retention of existing stores
including the ability to order online
and pick up in store
Electronic stores are becoming showrooms for the latest
technology
Needs further review
Stores need to be able to offer the ability for consumers to
order online and then pick up in store as a way of not only
providing increased convenience to local residents but for
increased shopping
Clothing and
Accessories
Focus on retention of existing clothing,
jewellery, and accessories stores
Any new retailer should have a narrow
and deep focus (concentrate on one or
two lines or offerings and carry a deep
assortment in for each one)
Focus on craft, handmade items
There is limited growth not on only in Tillsonburg but across
North America for clothing and accessory related retail
Similar to home furnishings, there is an opportunity to combine
craft and hobby skill sets with clothing lines – such as knitted
sweaters, custom leather bags (where some of the
manufacturing is done on site)
Interesting opportunity re combining craft and hobby skills
with clothing lines. Already have two quilting and related
experiential type tourism operators in the downtown
Leisure Retail Focus on retention of existing gift and
book stores
Increase the number of craft and
hobby related stores including supplies
as well as production ie: workshops
Have places such as knitting cafes,
children / adult art schools, art cafes,
book store cafes, etc.)
Locate craft supplies together (sewing,
leather handwork, knitting, art
supplies, DIY stores
Add learning programs to retailers
such as singing, piano, art, story
writing/story telling
Create opportunities for local craft, hobby, entrepreneurs to
hone their skills
Interesting opportunities
General
Merchandise
No additional discount oriented stores There are ample discount general merchandise stores
New stores would only spread the sales around
Agreed
Home Improvement No major new home improvement
stores
Could be co-located better across the
City
Ample selection of home improvement type stores in
Tillsonburg
Agreed
Eating
Establishments
Need to replace or add to the number
of places for socialization and eating -
cafes, coffee places, and other
food/socialization places in Downtown
More sit down, casual restaurants that
are higher quality
Dinner theatre options
Include more eating establishments
with entertainment
Food is the glue that holds the community together
There are good food options at present but the strategy should
focus on where there are gaps in the food service mix
Local residents do not spend high amounts on eating out but
will spend it on “in between” activities
There is a lack of casual and better quality restaurants in
Tillsonburg (probably losing market share to other communities
Challenge is that our market is well-served by over 40
eateries and demographics (young families and seniors) so
how do we foster a “foodie” type or higher end
establishment???
Night-time Economy Monitor the change in demographic
toward young families to be able to
provide a timely response to their
needs e.g., bowling alley, dinnertime
needs, ice cream shops open after
soccer games etc.
As a community changes so to do their needs. It’s important to
watch this change and to be able to plan a response. Some
businesses already have a weeknight later evening business
profile that other businesses can piggy back off. See Next Steps
for further comments.
Next Steps (from Retail Gap Analysis)
Next Step Action/Status
Capacity Building
Either the Town or the BIA needs to create a full business directory so that people can find the
information easily for:
• Marketing purposes
• Recruitment/investment
BIA should develop a new website where the directory and the properties for lease at any
given time can be accessible. The Town may also have a list of all for lease or for sale
properties. Social Media cannot do this effectively and people need access to that information.
BIA currently working to address the lack of a website and members directory.
Website with available properties for lease needs to be discussed further in context of other
recommendations on investment readiness for the downtown
Work with the BIA Board and new ED to create their own Retail Wish List from the BIA’s
perspective.
BIA Board reviewing gap analysis at their March 21 meeting
Host session with local commercial realtors and share the data that has been uncovered here
and the retail wish list - they can be part of the solution and kept in the loop
To be discussed further
Encourage Like businesses to either locate closely or work together for marketing purposes.
To be discussed further
Consider a Strategic or Action Planning Process for the BIA. With a new Board and/or staff, this
can often help them come to a shared vision for their downtown. Town staff should be part of
the process to include City vision and information for one cohesive effort.
BIA to review strategy development from 2016/17 timeframe. Action plan in terms of
revamping BIA activities underway by new Executive Director
Investment Readiness
Town to Identify locations for re-development based on a set of criteria. Downtown Parking Study provides initial guidance in this regard. Need to prioritize and obtain
Council direction with respect to specific development sites
Create an “Invest in Tillsonburg Downtown” digital and/or online marketing piece siting
investment incentives and information gathered from this process and Retail wish list.
To be reviewed further. Retail Gap Analysis study provides the data for this, which can be used
to develop an investment profile. Currently $2,000 in approved Economic Development &
Marketing budget for downtown initiatives. Can be matched with BIA funding???
Create a common branding graphic to post in vacant store fronts: “Imagine Your Business
Here”.
To be reviewed further.
Work with building owners where there are currently places to rent and/or buy to impart on
them the need for certain businesses to fill the gaps.
To be reviewed further. Review of and potential development of a new vacancy rebate
program is included in Economic Development & Marketing business plan
Consider establishing a task force or working group on retail recruitment that includes Town
Centre Mall plus other individuals with interest, i.e. BIA, Economic Development, realtor (s),
owners, etc
Work to attract a local investor who will compete against himself to fill the retail gaps & take
market share.
To be reviewed further
Regularly evaluate the senior/young family ratio development projects. The downtown retail
mix needs to adapt to the changing demographic as it happens as an increase in young families
will demand different retail and service opportunities
To be reviewed in future in light of current and proposed residential development projects in
the downtown
Tillsonburg South end Parkette -Hurleys
Inbox x
Hurleys Appliance <hurleys.appliance@gmail.com>
9:30 AM (4
hours ago)
to me
Good Morning Mark,
As our contact on the Tillsonburg BIA we need your help please. The Parkette directly in front of our business is causing us great concern. In the beginning years it was groomed, cleaned and maintained on a regular basis and
was a real asset, not only for us and our customers, but also for the beautification of the
whole downtown area.
The upkeep and care has greatly declined over time and specific issues are now continual. Although a much appreciated effort has been put forward for spring cleanup it does not
continue throughout the season.
The trees in the Parkette are becoming quite tall and perhaps overgrown which now
restricts the signage for our business. This is especially crucial for us as we are NOT permitted any signage on any property surrounding our business, other than a sandwich board sign.
Our options are limited to the space on the outside of our building.
The day to day cleanliness of the Parkette is also very neglected.
Please carry our concerns forward to find an acceptable solution and let us know. We are willing to work with you and are looking forward to your response. Thank You
The Hurleys
58 Broadway St
Tillsonburg, ON
N4G 3P3
519-688-3464 hurleys.appliance@gmail.com
www.hurleysappliance.com