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THE HEART OF ORLÉANS BIA

MARKETING STRATEGY

November 2015

Table of contents

1.1 Acknowledgements

1.2 Executive Summary

1.3 Methodology/Approach 1.4 Foundation

1.5 Environmental Scan

1.6 Strengths, Weaknesses, Opportunities, Threats

1.7 Visioning the Future 1.8 Target Audiences and Their Key Messages

1.9 Key Goals

1.10 Tactics and Action Plan 1.11 Human Resources 1.12 Technical Requirements

1.13 Implementation Schedule

1.14 Evaluation

Appendix A: Resources / Bibliography

1.1 Acknowledgements

Heart of Orléans BIA

Executive Director: Jasmine Brown Board and committee members:

Curd Hos, Chair Rita Chalabi, Marketing and Economic Development Chair

Dr. Nathalie Beauchamp, Vice Chair Julie Pangilnan, Secretary Pascale Bazinet, Business Relationships

Kim Ziebell, Business Recruitment David Harmer, Treasurer Jody Mitic, Councillor Innes Ward

Bob Monette, Councillor Orléans Ward

Focus groups and interviewees:

We are grateful to the Heart of Orléans BIA members and Orléans residents who gave freely of their time, expertise and

creativity. They provided a strong foundation for this strategy and we anticipate that the ongoing contributions

of members and residents will be an important element in the implementation of the plan.

The Heart of Orléans BIA gratefully acknowledges the financial support of the City of Ottawa.

This strategy was prepared by:

Communicarium 25 Birkendale Drive Ottawa, ON K2K 2X5 613-‐255-‐4660 www.communicarium.com With special thanks to Sarah MacNeil and For the Love of Chocolate Factory

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1.2 Executive Summary

The Heart of Orléans Business

Improvement Area’s (BIA) marketing

strategy is based on its organizational values and raison d’être: to advocate and

promote the Heart of Orléans, to bring

wealth to the district, to work in

partnership and to be a strong leader in

the community, inspiring positive change.

This strategy is also based on

consultations with members and Orléans

residents who so kindly and willingly gave

of their time and creativity and, as a result, is relevant, timely and grounded in

the ongoing realities of living and doing

business in Orléans.

The strategy outlines tactics and activities

that will serve the BIA’s key marketing

goals. It includes specific campaigns. It engages the community. It encourages

cross promotional opportunities and

strategic alliances. It provides short-‐term

solutions and seeks to fulfill a long-‐term vision. And, in the end, it aims to serve

the businesses and residents of Orléans

by creating a vital, friendly and

prosperous business area.

The two major campaigns, “We’re Closer Than You Think” and “Shop Local”

capitalize on the “locavore” movement

that is sweeping the National Capital

Region.

The ongoing brand marketing builds on

the recent re-‐brand of the organization

and the growing cultural flavour of the area with its arts organizations and world-‐

class restaurants.

It promotes the area’s growing reputation

as a destination for health and well-‐being

whether that is at a spa, a gym or a yoga

studio.

It also builds on the strength of the events

the BIA organizes and participates in that

create synergies and goodwill in the

community.

The marketing strategy, and its budget,

are ambitious yet grounded. Its

execution, like most successful community-‐based organizations, relies on

the dedication of a small staff and

engaged volunteers.

We look forward to seeing you in the

community, at events, in the restaurants, theatres and stores; that is to say: See

you in the Heart of the Orléans business

area!

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1.3 Methodology/Approach

Together, secondary and primary

research provided strong direction for the

strategy. The methodology/approach

took a multi-‐pronged approach:

Existing secondary research

The full list of materials is outlined in the Resources/Bibliography section below

and includes City of Ottawa reports,

Neighbourhood Study, traffic calming

studies, beautification case studies,

among others.

Primary research

Primary research included focus groups

consisting of business owners/BIA

members and highly engaged members of

the community at-‐large. The other form of primary research was one-‐to-‐one

phone calls with Orléans residents who

were often less engaged and provided a sobering look into the attitudes – and

therefore behaviours – of locals.

BIA Market Research 2014

The BIA Market Research 2014 was a

treasure trove of recent data about the

area (does this go under secondary or

primary since the BIA commissioned it

very recently.)

Limitations

We were working within a relatively short

time period. However, given the time

constraints, the BIA and its constituents

were very accommodating and made themselves available to expedite the

process.

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1.4 Foundation

In the recent strategic planning work for

the organization that took place in

November 2015, the board updated the

core values to the following:

1. Advocate for and promote our district, and empower our

members

2. Bring wealth and economic development to our district

3. Work in partnership with key

players in our district and broader

community of Orléans

4. Be a strong leader in our

community, influencing decisions

and inspiring positive change

At the strategic planning session, the

following reason for existing was

proposed:

The BIA takes leadership in attracting the kind of businesses that makes

the Heart of Orléans distinct.

The BIA represents the heart of the

community of Orléans as the place of

choice for our community to shop for

specialty goods, professional

services, high quality service, unique dining and entertainment, and at

shops that are often local and family-‐

run businesses.

We’re committed to nurturing an

engaged and enthusiastic membership that reflects and values

our vibrant community.

The BIA helps to create a beautiful,

trendy destination.

We strive to reflect the unique

heritage of the area as the original

“main street” of Orléans, but also work to develop a modern St-‐Joseph

district as a place that is a vibrant,

walkable and mixed use space.

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1.5 Environmental Scan

There are a number of environmental factors that were studied during the research stage of the strategy. These are external factors that are controlled by others, not the Heart of Orléans BIA itself. They are analyzed to build on strengths, to identify opportunities for leveraging successes and synergies, and to face head-‐on the challenges and threats facing the BIA and work to counteract them when possible. Though these factors are outside of the Heart of Orléans BIA’s control, the organization can make decisions regarding advocacy activities when there is a full and strong knowledge of what these factors are.

Cultivating a strong understanding of the external environment guards against making decisions in a vacuum. It also aids in clarifying decision-‐making practices, preventing poor policy choices, and providing food for thought for prospective areas of growth and opportunity.

The environmental factors studied are:

1.5.1 Socioeconomic 1.5.2 Competitive 1.5.3 Political/Regulatory 1.5.4 Language

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1.5.1 Socioeconomic

The analysis of socioeconomic indicators in Orléans and the greater Ottawa region reveal interesting strengths, dichotomies and potential.

On one hand, Orléans has some of the

wealthiest citizens in Ottawa. On the

other hand, Orléans’ median and average

income are relatively low compared to

the rest of Ottawa.

At the same time, Orléans’ businesses

have historically not reached out to the

greater Ottawa area. The growth of

Orléans has been steady but relatively inward looking. With the introduction of

the Shenkman Arts Centre, hotels and

trendy restaurants, and fitness

businesses, the time may be ripe for more outreach. There is also now a vineyard

just outside of Orléans adding to the

sense of French culture and haute cuisine.

For these same reasons, Orléans is well-‐

positioned to increase its outreach as a destination for travelers that is a cost-‐

effective and entertaining alternative to

downtown Ottawa which is just a short

drive away. This would appeal to visitors from Montreal arriving by car as well as

international

Francophone travelers

arriving by air. Orléans’

Francophone culture may, in fact, be very

attractive to visitors

from Montreal and

Francophone countries.

The analysis took a look in particular at the

following:

1. Orléans’ wealth

2. Orléans’ median

and average income

3. Ottawa as a

whole

4. Orléans as a destination for

travelers and

“staycations”

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Orléans has an affluent, well-‐educated base with tremendous buying potential. This bodes well for the BIA; however, most of this demographic is shopping outside the area. The SWOT analysis

(both in focus groups and one-‐to-‐one phone interviews found below) aims to analyze why this is the case and the specific data taken from the BIA Market Research 2014 focuses on who the

consumers actually are and the recommendations and implementation plan take these factors into account.

• The aggregate household income for Orléans Ward 3 is $6,491,388,444. This is projected to rise to

$8,259,665,724 by 2019. In a 2012

report, Environics showed that areas

in Orléans contain some of the greatest concentrations of wealth in

Ottawa.

• However, Statistics Canada data from 2011 indicates that the median

income in Orléans is $46,606 and the average income is $52,230. According

to Statistics Canada, Ottawa had a

median household income of

$101,070.

• In 1971, Orléans had a population of 6,000 which grew to 137,444 by 2013. This is projected to grow by 2.6% to

141,074 in 2018. The population

skews slightly female (at 50.8%). The

population that represents the highest number of shoppers in the

area, women aged 27 – 35 is

projected to grow by 1.8% from

18,147 (both men and women) to 21,248 (both men and women) by

2019.

• Close to 90% of the population lives in owner-‐occupied dwellings and that is

expected to drop by 1% by 2019.

• Currently, over half of Orléans residents are married (54.0%) and that is expected to drop by 2019 to

52.7%.

• The Orléans population is well-‐educated with close to two thirds of

the population with a college diploma

or university degree (59.8%). Five per cent of the population have an

apprentice or trade diploma, 24% a

high school diploma and 10.9% with less than a high school education.

• The majority of households have two occupants (33.5%) or four (20.9%).

This is not expected to change

significantly in the coming years.

• At the same time, the wider Ottawa region can be seen as a potential market. Some small businesses report

that, due to their offering, they

attract consumers from across the

region.

There is a gap between the number of

potential consumers and the number of

actual consumers. The question is how to remedy this. In the recommendations

section, there are a number of specific

solutions proposed to attract consumers from across the city (We’re closer than

you think campaign) and also within

Orléans (Shop Local campaign).

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The following passages are excerpted from the BIA Market Research 2014, a comprehensive document that provided a strong base for the strategy. This study provides a deeper understanding

of key markets and answers the all-‐important “who” question: Who is shopping in our district?

This has a strong effect on the campaigns

we recommend in later sections as the campaigns are directed at women

between the ages of 27 – 35 with an

annual household income between $56,000 and 75,000. The reasons they

shop in the area (proximity to home and

preference to support local businesses)

are also important. (Please see first

bolded paragraph to the right.)

Equally important is the data that shows

who is not shopping in the area and the

reasons they are not. This provides a basis

for an aspirational aspect to the recommendations outlined below with a

long-‐term view to attracting this key

demographic. (Please see second bolded

paragraph below.)

From the BIA Market Research 2014: Here is a comprehensive examination of the community survey, when cross examining overall survey results by demographics such as age, gender, and

income: the preliminary results demonstrate that women between the ages of 27-‐35 do the majority of the shopping for their respective households. They are most likely to shop between three to five times a week to attain the necessary products and services needed for both themselves and their families. As a result, these women are responsible for deciding where they shop and why they shop at their chosen places. Based on this knowledge, it is assumed that the target market for the Heart of Orléans BIA is women between the ages of 27 and 35; taking the information received specifically from surveys completed by this group, one can discover why they do or do not shop on St-‐Joseph Blvd. The key differentiators and primary trip motivators for the Heart of Orléans BIA are as follows (it is noted that these statistics take into account household income to allow for a more comprehensive review of the Heart of Orléans BIA’s target market):

• Women between the ages of 27-‐35 whose annual household income is $100,000 or higher are more likely to visit St-‐Joseph Boulevard for personal and professional appointments or to go to Place d’Orléans Shopping Centre

• Women between the ages of 27-‐35 whose annual household income is between $56,000 and $75,000 are more likely to visit St-‐Joseph for health and exercise facilities

• The most active demographic on

St-‐Joseph Blvd. (who participate in appointments, shopping, events, etc.) are women between the ages of 27-‐35 who have an annual household income of between $56,000 and $75,000

• Women between the ages of 27-‐

35, regardless of income, are more

likely to Shop on St-‐Joseph Blvd. due to its proximity to their house - These same individuals also

prefer to support local businesses

- These same individuals stated that they do not know what businesses are on St-‐Joseph Boulevard (excluding the annual household income of between $36,000 and $55,000)

• Women between the ages of 27-‐35 whose annual household income is higher than $100,000 are less likely to shop on St-‐Joseph Blvd.

• Women between the ages of 27-‐35 whose annual household income was either under $35,000 or between $76,000 and $100,000 are more likely to shop at box stores

.

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1.5.2 Competitive

There are three main points of competition for the Heart of Orléans BIA:

1. Other shopping destinations in the Ottawa region such as major malls like Rideau Centre and Bayshore and major shopping districts such as the Byward Market and the Glebe

2. Innes Road “big box” stores introduced to the area in 2000

3. Place d’Orléans which was built in 1979 and has undergone extensive renovations and expansions over the years

In its recent rebrand and in this strategy, the Heart of Orléans BIA is wisely sticking to its unique selling point (USP) as a specialty “downtown” shopping experience. The shopping experience at

the big box stores and Place is so different that, while its important to acknowledge their impact on the BIA, it is equally crucial to position and brand in a way that suits the BIA’s USP.

The other shopping destinations in Ottawa region are the most like the Orléans BIA and, as a result, require the most attention.

Historically, there are perceived drawbacks to coming to Orléans, most notably its distance and its lack of specialty shops. The types of businesses in the area were more local-‐based, such as car dealerships, repair shops and professional services. With the addition of Shenkman, fine restaurants and hotels, this has shifted. Orléans would also benefit from differentiators such as boutiques that would appeal to women and trendy coffee shops.

The “Win This Space” contest is an excellent antidote to some of these deficits. The campaigns recommended below are also good remedies.

The competitive landscape within Orléans was reviewed in detail in the BIA Market Research 2014 and we provide a long excerpt below as it provides important information about the “big box” stores, Place d’Orléans and supports the recommendations outlined below:

Big box stores: Since its inception, retail shopping in Orléans has gone through a major shift, with many “big box” retailers locating (and re-‐locating) to Innes Road. The Heart of Orléans BIA is facing a marketing hurdle, which includes both

economic viability and competitiveness of businesses within the Orléans area. The importance of overcoming this challenge for the BIA is crucial to ensure the longevity and success of both the BIA as well as its 400+ shops and services. In order to be successful, the BIA must refocus its brand, as the current brand is not connecting as well as it could with the community. As a district, the BIA needs to work on a cohesive brand because by doing so, the BIA will then develop a strong identity within the community and a strategic direction in looking at an optimal business mix for the district. This identity will be built on the already existing foundation of trust and loyalty of the BIA, as it is comprised of mostly small,

independent, locally owned businesses. These business owners work hard to establish and maintain their market share within the industry, which can be particularly tough when competition is made up of well-‐known chains with large marketing budgets.

Place d’Orléans: Place d’Orléans is the main hot spot for retail shopping; 75% of community respondents stated that they visit the local mall to shop (see Appendix E again, to view the graph). This is an important finding for the BIA’s rebrand as it will be essential to market the BIA district accordingly and leverage the reality of Place d’Orléans popularity amongst the community retail shoppers

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1.5.3 Regulatory

Regulatory issues are important to the Heart of Orléans BIA as these affect some of the most expensive decision-‐making facing the BIA such as:

1.5.3.1 Streetscaping, including traffic calming, lighting, beautification

1.5.3.2 Transportation: LRT Phase 2 and buses in Orléans 1.5.3.3 Community Improvement Plan: Knowledge-‐based employers

1.5.3.4 Community Improvement Plan: Beautification

1.5.3.1 The Heart of Orléans Streetscape

Strategy (2009) is an important document

that covers many of the issues related to beautification and safety. As it captures

this so well, we excerpt the following

passage from it at length:

City of Ottawa Official Plan (2003) | The

City of Ottawa Official Plan provides a vision for future growth of the City and a

policy framework to guide its physical

development over the next 15 years. Approved in 2003, the Plan is the first to

address the amalgamated City of Ottawa

and is currently undergoing a five-‐year

review and update. The Official Plan designates the majority of the Heart of

Orléans BIA as General Urban Area. The

St-‐Joseph Boulevard Corridor is

designated Arterial Mainstreet, while the

area just east of Place d’Orléans Shopping

Centre is designated Mixed Use Centre and Town Centre. The General Urban Area

designation permits all types and

densities of housing, employment, retail, service, industrial, cultural, leisure,

greenspace, entertainment, and

institutional uses. The Mainstreet

designation identifies streets that offer the most significant opportunities for

intensification through more compact

forms of development, a lively mix of uses,

and a pedestrian-‐friendly environment. Finally, the Mixed Use Centre and Town

Centre designations are intended to

identify and enhance focal points in the

city with a high potential to achieve

compact and mixed-‐use development.

One of the most important policy

objectives of the Official Plan, and the

most relevant to this project, is recognition of the importance of

Mainstreets as a means of

accommodating urban intensification. This intensification is needed if our

Mainstreets are to be transformed into

urban corridors of commerce that are also

well-‐suited to residential living and getting around on foot or by transit. In

this regard, the Official Plan outlines

development on Mainstreets, such as St-‐

Joseph Boulevard, will:

• Occur in a way that facilitates the transition to a more urban pattern of

land use, including the introduction of more residential uses as appropriate;

• Occur in a way that facilitates the transition to more intensive forms of

development, including higher density

employment uses as appropriate; and

• Mix uses within buildings or on the

same lot, redevelopment parking areas between existing buildings and

the street, and improve the

pedestrian environment.

Future development on Main streets will

support the ability of these corridors to

provide a mix housing, employment, retail, and civic functions within easy

reach of one another and of the

surrounding neighbourhood. Other

important city-‐building goals are achieved by focusing intensification on Mainstreets,

including support of the public transit

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system, creation of essential community

focus, reduction in the need to travel, and minimal disruption to existing stable

neighbourhoods.

Key policies presented in the Official Plan

for Arterial Mainstreets and supported by

the Streetscape Strategy Plan include:

• Arterial Mainstreets will provide a mix

of uses and have the potential to evolve, over time, into more compact, pedestrian-‐

oriented and transit friendly places;

• A broad range of uses will be permitted

on Mainstreets, including retail and service commercial uses, offices,

residential and institutional uses. Uses

may be mixed in individual buildings or

occur side by side in separate buildings;

• Development will be evaluated on the basis of the Council-‐approved design

guidelines, objectives, and principles and

compatibility policies in the Official Plan;

• Redevelopment and infill are

encouraged on Arterial Mainstreets in

order to optimize the use of land through

increased building height and density; and

• Changes within the public and abutting

private property environments may be necessary to achieve the vision for

Mainstreets. The function and design of a

road may influence the nature of land use along it and changes to the street may be

necessary in order to facilitate a more

intense pedestrian-‐oriented form of

development. Where works within a Mainstreet right-‐of-‐way are proposed, the

City will consider the institution of on-‐

street parking, improvements to the

pedestrian and cycling environment, streetscape enhancements, lane

reductions, and measures to enhance

transit ridership in the area.

It is required that any new development

within the Heart of Orléans BIA be considered in light of these Official Plan

policies to ensure consistency with the

Plan’s vision for Mainstreets.

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1.5.3.2 Approved as part of the City’s

2013 Transportation Master Plan, Stage 2 LRT is a package of rail extensions that

represent the next phase of rail rapid

transit investment in Ottawa.

The Heart of Orléans BIA has been

designated as a Champion for Stage 2 of the LRT initiative in Ottawa. This would

see light rail extend eastward, from Blair

Road to Place d'Orléans station (and

potentially to Trim Road) by completion in 2023. The LRT to Place d'Orléans is likely

to have a significant impact on the BIA

district and traffic flow on St-‐Joseph

Boulevard.

Stage 2 will provide convenient transit for the many people who live here and work

to the west, and help alleviate road

congestion. Just as importantly, Stage 2

will provide an easy way for people all across Ottawa to explore our district and

what it has to offer. By attracting more

visitors and new businesses, LRT is

important for our community, our district, and for continued economic development

in Orléans.

In phase 2, the city will expand the O-‐

Train system, the overall Light Rail Transit (LRT) network to the east, specifically to

Place d'Orléans Station (Confederation

Line East Extension).

The following is excerpted from the City

of Ottawa website:

Stage 2's Confederation Line East Extension will:

• Add 10 kilometres of rail and four new stations to the City's overall transit network. A potential extension to Trim Road that would add more stations and 3.5 kilometres is also being considered as part of the Environmental Assessment study.

• Bring 95 per cent of all Orléans, Blackburn Hamlet and Beacon Hill residents within five kilometres of rail.

• Provide new and direct access to more comfortable, reliable and efficient transit for residents near Orléans Boulevard and Montreal Road.

• Create opportunities to improve bus service connections through transit priority projects on Orléans and Jeanne d'Arc Boulevards to better link residents to the main rail line.

• Provide a more efficient rapid transit transfer point in Orléans for Clarence-‐Rockland Transit.

• Connect to existing Park and Ride facilities at Place d'Orléans and eventually to Trim Road.

• Offer a cost-‐effective alignment that minimizes community impacts and land requirements while maintaining excellent connectivity to surrounding communities.

• Connect to adjacent communities through existing and proposed multi-‐use pathways.

• Further improve transit service to major mixed-‐use centres at Blair and at Orléans Town Centre, major employment areas at Canotek Park and at Taylor Creek, numerous residential communities, as well as to other destinations including the Bob MacQuarrie Recreation Complex, La Cité Collégiale, and Place D'Orléans Shopping Centre.

• Integrate with the Highway 174 widening environmental assessment to achieve better design outcomes, ensure efficiencies of scale, and maximize benefits both to the community and to the environment.

The Highway 174 widening will:

• Provide additional capacity to serve the predominant flow of traffic and avoid adding infrastructure to undeveloped natural areas.

• Integrate designs that are appropriate for the surrounding communities, including median barriers to improve safety, and east of Trim Road, paved shoulders for pedestrians and cyclists, and intersections designed to manage speed.

• Provide significant quality of life enhancements in Cumberland Village, including reduced speeds, improved pedestrian and cycling facilities, enhanced river access, additional lighting and gateway features to the Nation's Capital.

• Allow for the consideration of HOV lane designations.

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1.5.3.3 Orléans Community Improvement

Plan (CIP): Knowledge-‐based employers

The following is excerpted from the City

of Ottawa website:

The principal goal of the Orléans Community Improvement Plan (CIP) is to

attract major knowledge-‐based employers

(e.g., clean technologies, photonics and

life sciences) to the area and to encourage the creation of new high quality jobs. In so

doing, the Orléans CIP would result in

significant improvements to the job-‐to-‐household ratio in Orléans. Additionally,

the CIP aims to attract new employment-‐

related private sector investment for

lands and/or buildings that are underutilized, idled, or in need of repair or

renovation.

The plan provides financial incentives for

property owners that would encourage

investment in the redevelopment of

properties that currently, or in the past have been developed. Eligible projects

must target a minimum of 15 net new

knowledge-‐based jobs within 10 years of

project completion and result in a minimum of 15 immediate net new jobs at

time of project completion.

For eligible projects, the Orléans CIP offers

“Tax Incentive Equivalent Grants

(TIEG).” These grants are based on the

increase in the property’s contribution to municipal property taxes resulting from

the value created through re-‐

development. After the taxes have been

paid each year, and all other accounts with the City are in good standing, the

City then reimburses 75% of the increment

in the municipal property tax each year

for a period of 10 years. The plan does

not apply to greenfield development.

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1.5.3.4 Orléans Community Improvement Plan (CIP) Incentive Program: Beautification

Another Community Improvement Plan

provides grants of up to 85% of eligible

costs for projects that include one or

more of the following:

• An addition of building space to an

existing building

• Façade improvements facing a public road right-‐of-‐way

• New building construction

• Site works including hard/soft landscaping and signage

The following is excerpted from the plan:

The purpose of this Community

Improvement Plan (CIP) is to encourage and facilitate development and

redevelopment of properties on the street

by providing financial incentives to

landowners. The CIP benefits private landowners undertaking development

projects on private property.

The Economic Strategy promotes creation

of a city that can retain and capture

employment opportunities while reducing its ecological footprint for land and

energy use and improving the quality of

life through development. Intensification through development and redevelopment

of properties within the St-‐Joseph

Boulevard CIP for employment, residential

and/or mixed use will help to achieve this

goal.

The Economic Strategy is based on

strengthening industry clusters and

entrepreneurship. Attracting people and

investment also depends on maintaining both quality of life and quality of place.

One of the ways the Strategy

recommends that this be done is to

develop a program that will strengthen and support the economic vitality of

Ottawa's mainstreets through promotion

and business retention initiatives.

Encouraging the revitalisation of the St-‐

Joseph Boulevard area through the financial incentives offered in this CIP will

provide opportunities to improve site and

built form aesthetics and help to retain

existing and to attract new businesses.

The primary goal of this community improvement plan is to bolster the

economic viability of the St-‐Joseph

Boulevard area by stimulating development and redevelopment,

encouraging land use intensification,

supporting establishment of mixed-‐use

development and improving site and built-‐

form aesthetics. Other goals include:

a. To reinforce the St-‐Joseph Boulevard

area as a central focus for the community.

b. To strengthen the St-‐Joseph Boulevard

area as a live / work / play destination.

c. To encourage a range of higher-‐density

housing types including affordable

housing units.

d. To provide employment opportunities through intensification of commercial and

office uses.

e. To encourage infill and mixed use

development.

f. To assist in achieving improved building

architecture, site design and site

landscaping.

g. To provide for an attractive, safe and

pedestrian friendly environment.

h. To encourage and assist in

environmentally friendly design including

energy efficiency.

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1.5.4 Language

Orléans has grown steadily since the

1970s and has its roots in a significant

Francophone history. It has changed from

a predominantly rural area, outside of our nation’s capital, to a major suburban

community that is part of the

amalgamated city of Ottawa. While the

Francophone population has decreased in

proportion over the years, it continues to

represent a sizable portion of the

population of Orléans overall.

La Francophonie continues to be an

integral part of the culture of Orléans and

is both a cherished legacy and an asset.

The Francophone language and culture

supports Orléans’ potential for its

outreach as a destination for travelers

that is a cost-‐effective and entertaining alternative to downtown Ottawa which is

just a short drive away. This would appeal

to visitors from Montreal arriving by car

as well as international Francophone

travelers arriving by air. Orléans’

Francophone culture may, in fact, be very

attractive to visitors from Montreal and

Francophone countries.

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1.6 Strengths, Weaknesses, Opportunities, Threats

Over the course of November and

December 2015, a number of Heart of

Orléans BIA members and residents participated in focus groups and one-‐to-‐

one interviews to delve into the strengths,

weaknesses, opportunities and threats in

the Heart of Orléans BIA and to brainstorm

about their vision for Orléans in 2018 and

2023.

The research revealed common themes

indicating that the issues are specific and,

for the most part, universal.

The research indicates a passion for the

area and a distinct creativity that

underlines the desire for members, as well

as residents, to see the BIA thrive.

Many of the weaknesses and threats can

be remedied but the costs associated with

this are often prohibitive. In the marketing plan section below, we lay out

recommendations for the short-‐term (2 – 3

years) to address these, along with a

rationale for doing so, as well as the long-‐

term and include a plan for fundraising.

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1.6.1 Strengths

Diversity – There are many different types

of complementary businesses which is

advantageous as it brings shoppers into

the area for different types of products and services. In addition, there are only a

few chain stores that serve as anchors to

the BIA, such as Shoppers and Fabricland.

BIA itself – The BIA executive director is

approachable and helpful and the organization as a whole provides a visible

presence in the community. With a strong

board and management and highly

engaged Executive Director providing a revitalized direction and new branding,

there is reason to believe that good things

are coming in both the short and long

term.

Parking/Access – Parking is convenient and free. The BIA is close to downtown

and easily accessible by bus or car via

highway.

History/Arts/Culture – There is a strong

arts community with many contributors

to this at the institutional level as well as

at the audience and “end user” level: Shenkman, School of Rock, Ottawa School

of Art. Orléans is a distinct and unique

area with a strong sense of history and

heritage surrounding St-‐Joseph’s church.

There are a number of events which

Orléans is proud to host such as the

Parade of Lights. There is a beautiful

community garden in front of police station that is a beautiful addition to the

community and inspiring.

Local ownership – Many of the shops are

locally owned and operated which means

shoppers are supporting families and

small business owners as opposed to

large corporations. There are many good

restaurants in the area. In fact, this was one of the top strengths, noted by almost

every participant in the primary research.

Economic base – While the BIA is

restricted in its definition, there is a large

geographic area with room for growth and development/redevelopment as well

as a high degree of affluence in the

surrounding areas.

Partnerships – Cross-‐promotions/referral

business among businesses, such as ones that Moksha Yoga has with the Pearl of

India are highly successful and a good

case study to inspire others to do the

same.

Clustering – There are two seniors homes

in close proximity.

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1.6.2 Weaknesses

Walkability – According to the Ottawa

Neighbourhood Study, Orléans has a score

of 48, which means it is “somewhat”

walkable. On the whole, participants noted that the BIA catchment is not a walkable

area for a number of reasons: there are no

crosswalks, there is a lot of space between

stores, cars are the focus (with a lot of parking and four lanes of traffic), the

sidewalks are narrow and unattractive and,

in addition, it is not bike friendly, with no bike lanes and traffic passing by at high

speeds.

Aesthetics – It was noted that the

streetscape is not attractive, that

landscaping, decorative elements and design integrity/consistency are needed. In

addition, it was noted that there are a

number of shops that are not in synch with

the overall image other members and residents wish to project. For example,

there are many pawn shops and payday

loan businesses as well as sex shops and

tattoo parlours.

Transportation/Traffic – While walking

affects walkability, there are also concerns related to overall traffic flow from both a

safety and a flow perspective: There is no

turning lane which makes accessing

businesses difficult; cars travel at high

speeds making left turns from parking lots difficult; there are no traffic calming

measures in effect so traffic is fast and St-‐

Joseph is used as thoroughfare as opposed

to being used by local traffic for shopping. There is a lack of busing routes along St-‐

Joseph, existing ones run infrequently and

there is not a single one that runs the

length of St-‐Joseph.

Diversity – One of the comments echoed by every participant is that there are no

locally owned coffee shops (with wi-‐fi) like

Bridgehead or Ministry of Coffee. It was also noted that there is a dearth of

boutiques, especially trendy, hip ones that

would appeal to the key demographic in

the area.

Promotion – With the fall of local papers and rise of internet, one of the participants

indicated that there wasn’t always an easy

way to hear about events before they

happen; she heard of them often after they happened. One of the participants

indicated that there is a lack of

participation of BIA members, that much

was done by a small core group and it would be a positive move to have more

involvement from more business owners.

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1.6.3 Opportunities

Greater diversity of businesses – With

new businesses that are locally owned

(OCCO, Passion de Cuisine) opening and

being successful, the community has proven that it can support a diversity of

small businesses with quality products.

Participants indicated they believe the

BIA could support more than one local coffee shop. They believe that new

businesses that are opening now will

attract others, going from strength to

strength. With the mall at Centrum

almost empty, leasers could be

encouraged to curate retail more carefully. Orléans need a farmers’ market

on the weekends or evenings (not just on

weekdays).

Arts and culture – There are opportunities

to create a distinct arts and culture “hub”

with existing businesses and local artists.

Visual – There are opportunities to

improve streetscape, especially by

implementing the IBI plan and, in the

shorter-‐term, by placing banners and

flags.

Retail clustering – Clustering shops

together that consumers may visit in the

same day, eg, Running Room and coffee

shops.

Partnerships – Cross-‐promotions/referral

business among businesses.

LRT – There was much discussion of the

LRT and how, if planned properly such as

where the stops are, it could be a boon to

the district.

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1.6.4 Threats

Competition – One of the biggest threats

is from big box stores along Innes Road.

Traffic – Participants indicated their fear

that if LRT is not planned well, it could be

a threat rather than an opportunity.

There was also discussion by a couple

participants that the traffic roundabouts

are dangerous and not well understood.

Other threats are the speed and volume of traffic and the congestion on highway

174.

Lack of infrastructure – There does not

seem to be much new growth planned

with support from the city. There was a

caution to not “oversell” the area until improvements are made or new potential

customers will come to the area and be

“turned off” by the issues seen as

weaknesses especially related to

aesthetics and walkability.

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1.7 Visioning the Future

Focus group members participated in a

visioning exercise that proved very useful.

In this exercise, they tied together the various elements of the SWOT and

worked on the question: Where would we

like to be in five years? The second group

expanded on this, with a long-‐term view,

and asked themselves where they would

like to see Orléans in eight years. The rationale for this is that it was post-‐

second-‐stage-‐LRT and post-‐Canada’s 150th

celebrations.

One of the groups used the metaphor of a

house with a foundation, body and roof.

Another group re-‐created the street with a legend of where it is now and where

they would like it to be. Other groups

used text to write down the exact

changes and outcomes they’d like to see.

Overall, the exercise created a great deal

of discussion, positive thinking and

creativity.

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1.8 Target Audiences

1.8.1 Members – the current members

are an important constituency. The Heart of Orléans BIA

communicates with them regularly

to ensure they are: -‐ Engaged and participate in ongoing

activities, empowering them to be

Ambassadors for the district

-‐ Informed to be kept abreast of the latest news from the BIA, including

the value and benefits provided

through membership

-‐ Inspired to form ongoing cross marketing activities

1.8.2 Future members – Win This Space

is testament to the importance of this target audience to the Heart of

Orléans BIA. The recent rebranding

is a solid indicator of the seriousness of the Heart of Orléans

BIA in creating a prosperous,

trendy business area.

1.8.3 Current local customers – Starting

with local customers and, over time, widening out to a broader

Ottawa audience. The BIA Market

Research 2014 states:

The most active demographic on

St-‐Joseph Blvd. (who participate in

appointments, shopping, events, etc.) are women between the ages

of 27-‐35 who have an annual

household income of between

$56,000 and $75,000.

1.8.4 Prospective customers – within

three years, the Heart of Orléans will be ready to attract more and

more customers from the greater

Ottawa area for entertainment and restaurants in particular and, for

those east of Orléans, as a

shopping destination as well. The

most affluent people in the Orléans community indicate they

are not shopping here. As indicated

in the Key Goals, we will create a

more attractive BIA and attract them to the area, growing the

customer base.

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1.9 Key Goals

The marketing strategy builds on the recent market research conducted in 2014 and supports the overall strategic goals of the BIA articulated in November 2015. The key goals of the marketing

strategy are the following:

1. Increase revenues each year overall and specifically in the

arts/cultural organizations and at restaurants

2. Encourage synergies among

members through an increase

in cross-‐promotions

3. Create a more attractive area

through an ongoing

beautification and “placemaking” plan

4. Attract more people for

shopping, services and

entertainment through specific campaigns and active

promotions, specifically in the

health and wellness sector

5. Engage community and

businesses in partnerships to

support the other key goals

To support these goals, we focus on three of the four Ps of marketing – product, place, promotion – as they all play a key role in the overall goals and objectives outlined. The fourth P – price – is

equally important but that is happening at the level of the individual businesses and not addressed in this strategy.

24

1.10 Tactics and Action Plan

The tactics and action plan on the following pages support the success of the key goals outlined above, focusing on three of the four Ps of marketing – product, place, promotion – as they all

play a key role in the overall goals and objectives outlined below. (The fourth P – price – is equally important but that is happening at the level of the individual businesses and not addressed in

this strategy.)

We also incorporate the events that the Heart of Orléans BIA organizes and/or participates in as this is vital to the important community building and awareness raising they undertake.

The tactics include:

1.10.1 Placement

“We’re Closer Than You Think” campaign

1.10.2 Product

Product is an essential component for any marketing strategy and the “look and feel” is

important to the overall brand to convey a

sense of value. To that end, placemaking and

beautification, including the streetscape strategy, Communities in Bloom, Improving

Walkability Score, Proposal research and

writing are essential elements

“Win This Space” Shop Local Campaign

1.10.3 Promotion

Brand Specific initiatives, including e-‐zine,

Ambassador Program

1.10.4 Events

Health and Wellness Expo – January Fete Frissons – February

Cleaning the Capital – April

Pan Am Games Torch Relay – July

Fall Fest – September Shop the Neighbourhood – November

Santa’s Parade of Lights – November

Networking events

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1.10.1 Placement

As market research indicates, there is

perception that Orléans is too distant from

the centre of the city to make it an

appealing destination. The Shenkman Centre’s offerings are very appealing and

the number of world-‐class restaurants in

the Heart of Orléans BIA is high. A quick

search on Google for best restaurants in

Ottawa takes you to tripadvisor.ca and

Occo Kitchen in Orléans is currently in first

place.

It is the perfect time to combat that image

and present Orléans as a great “date night”

destination.

1.10.1.1 The annual “We’re Closer Than

You Think” campaign will combine high

quality creative with strategic ad

placement online, through social media, specific blogs and websites.

With the Shenkman Centre in the Heart of

Orléans BIA, Ottawa has a new and

important addition to its arts scene.

However, there is a perception that Orléans is a bit too far afield. A campaign

“We’re closer than you think” will work to

put that perception to rest.

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1.10.2 Product

By viewing the St-‐Joseph district as the “product”, the various players can act

together to create more value for

themselves and for each other.

This includes:

1.10.2.1 Placemaking and beautification: This relates to marketing as it is an

essential component of the “product” in

this case: The overall look, feel and

packaging of the shopping district.

In any marketing materials or product, the “look and feel” is important. High quality

and value is perceived through the look

and feel and creates the “brand” in the eye

of the beholder.

As indicated in the SWOT, the appearance of the BIA is considered both a weakness

and a threat. The Streetscape Strategy has

also focused on it as a way to create

greater value for the community.

1.10.2.2 Win This Space: Attracting new and complementary businesses that will

bring more traffic and improve the BIA’s

brand overall

1.10.2.3 Shop Local campaign: The “shop local” movement is an important one in

Canada as citizens feel devoted to

supporting their neighbours and local

businesses. The strategy recommendations includes a campaign to capitalize on this as

it hosts a wide range of high value and

local businesses that residents, if they were

more aware of them, would likely support.

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1.10.2 “Placemaking” and beautification

Placemaking is a multilayered and inclusive

approach to the long-‐term planning, design

and management of public spaces. It is

based on the strengths and assets of a community in order to build civic pride,

encourage healthy use of spaces, inspire

growth and expansion and promote well-‐

being and revenues.

Placemaking taps into the resourcefulness,

knowledge and passion of citizens in a

community. They are the residents,

employees, business owners, service providers, volunteers, retirees, adults or

children of the area and they may be

involved through a faith-‐based community,

school, non-‐profit, or on their own. Together, they work to create public

spaces that reflect their needs and that

they love to live, work and play in.

One of the key findings of the research done on the area is that it is in need of

“sprucing up” and the perception that the

Heart of Orléans BIA is a bit dated and

rundown. The Streetscape Strategy indicates that any plans to beautify the

area must be long-‐term and strategic.

Below we outline the first steps that can be

taken to implement this, through a

beautification plan that includes

participating in Communities in Bloom, working to improve Orléans’ Walkability

Score, and continuing to seek out

opportunities to fund the BIA’s “shovel-‐

ready” projects as outlined in the Streetscape Strategy.

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In 2013, the Heart of Orléans BIA

commissioned a Streetscape Strategic Plan that was created by IBI Group. It was

based on the St-‐Joseph Boulevard

Corridor Study (2003) that called for

revitalizing the area into a more urban and pedestrian-‐friendly setting. The

Streetscape Strategic Plan has been

received extremely well by the

community and was often brought up during the one-‐to-‐one consultations and

focus groups. The Streetscape Strategic

Plan states in section 1.3, page 10:

It is a long term action plan

providing an overall vision for the Corridor and strategic

recommendations for

implementing the vision… [I]t

provides the conceptual basis and intent for their design in

the future… The approach

reflects the fact that the Corridor, at four kilometres in

length, is simply too long to

benefit form a single

streetscape treatment. It also

reflects the fact that the costs

associated with such

treatment would be immense.

With this marketing strategy the community will take baby steps toward

fulfilling the Streetscape Plan over a

three-‐year period. This will be helpful for

a number of reasons:

a. When applying for funding for the “shovel-‐ready” projects

IBI identified, funders may

look positively on the progress already made by the

community as it illustrates

the seriousness of the

community in fulfilling their own long-‐term vision. The

BIA’s monetary contributions,

along with efforts by

volunteers and members, can be regarded as substantial

backing and in-‐kind support.

b. It will also help to build pride

in the community, by providing beautification to

the St-‐Joseph area and by

creating volunteering and

sponsorship opportunities for individuals, organizations and

businesses.

c. Finally, it will create value in

the area by attracting residents outside the usual

demographic to the St-‐Joseph

area (including the more

affluent residents who normally go to other

shopping districts and malls)

as well as other citizens from

other neighbourhoods in Ottawa.

The placemaking recommended in this strategy builds on the Streetscape

Strategic Plan which creates five

“districts” in the BIA. Within these five

districts there are other categorizations with recommendations to prioritize them

in this order:

1. Precincts – Village Green and

Arts Plaza

2. Nodes 3. Segments

1.10.2.1 Beautification

The beautification plan will be based on the Streetscape Strategy by focusing, over

a three-‐year period, on one of two

possible approaches.

The first approach follows the

recommendations of the Streetscape

Strategy to work on two precincts first:

the Village Green precinct and the Arts Plaza precinct. The advantage of doing

this is that there is already a group

identified as interested in partnering with

the Heart of Orléans BIA in working on the precincts, the St-‐Joseph Catholic

Church, and for the second precinct there

is an existing framework of arts organizations that would benefit from

working together. However, these areas

are already the most attractive and

pedestrian friendly areas of the BIA.

The second approach would be to work

with the three primary nodes or

“gateways”: Orléans West Gateway at Jeanne d’Arc Boulevard, Central Gateway

at Place d’Orléans Drive and Orléans East

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Gateway at Prestone Drive. The

advantage of doing this is that they would require more interaction with the

members and arguably provide more

immediate value to them by creating

more attractive and pedestrian friendly surroundings. However, it might be

argued that the changes would not be

substantial enough as they are spread out over two areas rather than three and that

the changes that would make the most

impact, as listed in the Streetscape

Strategy, require more funding than is available for elements such as lighting,

walkways, street trees, wayfinding and

furniture.

Whichever approach is decided upon,

there will be elements that tie in to the

Concept Guidelines (Streetscape Strategy, 3.3 Concept Guidelines, page 40) and that

would need to be well-‐planned so that,

when financed, there will be consistency in the elements: lighting, walkways, street

trees, wayfinding and furniture.

30

1.10.2.1.1 Communities in Bloom (http://www.communitiesinbloom.ca)

Communities in Bloom is a Canadian non-‐

profit organization committed to fostering

civic pride, environmental responsibility

through community involvement and the challenge of a national program, with focus

on enhancing green spaces in

communities. “People, plants and pride…

growing together” is their slogan, and it captures the essence of the program.

Involvement with Communities in Bloom is

a long term project and many

communities, over the course of many

years, have made incredible changes as a result of their participation. In this region,

two notable participants are Perth and

Pembroke. Perth has long capitalized on

the beautiful local architecture and arts community but Pembroke has not always

been known for its beauty. Since they

started involvement in the Communities in

Bloom, they have made great strides and

have won special distinctions such as

National Best Land Reclamation Award in

2010. Communities in Bloom would provide

opportunities for the BIA to work with

members and other organizations to build

civic pride and environmental responsibility while also creating a more

beautiful BIA.

This would include purchasing benches,

planters and plants for placement at one of

precincts or gateways. Each year, over

three years, one of the precincts or gateways would get this treatment and

funding would be included in each year for

maintenance of the existing ones created

in previous years.

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1.10.2.1.2 Improving Walkability Score

According to the Ottawa Neighbourhood

Study, “walkability refers to how friendly a

neighbourhood is to pedestrians. Walkable

neighbourhoods can increase physical activity and enhance social interaction and

cohesion. They can also enhance the

economic development of an area and

increase safety.” Orléans Central’s score

is 49.

Activities that would improve the score go

hand-‐in-‐hand with participation in the

Communities in Bloom program as

indicated above.

In addition, placing banners along the

street at the precincts or gateways will

improve the aesthetics, one of the criteria

in measuring walkability, of the area.

Célébrez !

Explore!

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1.10.2.1.3 Proposal research and writing

There are opportunities for funding the

larger projects that are indicated in the

Streetscape Strategy from time-‐to-‐time at

the federal, provincial and municipal levels. This tactic includes hiring a

consultant to monitor the internet for

opportunities that fit with the shovel-‐

ready projects and to write proposals in consultation with a team hand-‐picked by

the Heart of Orléans BIA Executive

Director and board that would be best

suited to respond to the RFP.

When applying for funding for the “shovel-‐ready” projects IBI identified,

funders may look positively on the

progress already made by the community

as it illustrates the seriousness of the

community in fulfilling their own long-‐

term vision. The BIA’s monetary contributions, along with efforts by

volunteers and members, can be

regarded as substantial backing and in-‐

kind support.

33

1.10.2.2 Win This Space: Attracting new and complementary businesses that will bring more traffic and improve the BIA’s brand overall

It is important to attract new businesses

and, just as critical, it is crucial to attract

the businesses that fit best. This includes

complementary businesses and also those

that have business models that have been

proven to work.

The “Win This Space” contest reflects the

Heart of Orléans’ commitment to

attracting new businesses. Some

businesses have already applied and the BIA can take a more proactive approach by

hiring a consultant to identify 5 – 10

businesses with successful models that

would fit into the Heart of Orléans BIA and,

together with the Executive Director, meet

with them to dig deeper into “fit” and, if there is one, encourage them to apply.

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1.10.2.3 Shop Local: Creating a campaign aimed specifically at Orléans residents to support local businesses

The most active demographic on St-‐

Joseph Blvd. (who participate in

appointments, shopping, events, etc.) are

women between the ages of 27-‐35 who have an annual household income of

between $56,000 and $75,000.

The “Shop Local” campaign appeals to

this demographic and seeks to increase it.

Over the long-‐term, as other elements of

the marketing strategy are activated, the

area will appeal to more of the potential

target audiences identified, including the more affluent members of Orléans

residents.

In addition, it is recommended to

investigate the possibility of signs and

banners or flags on highway 174 to

attract locals who travel along the

highway, those from communities to the

east who may be interested in Orléans’ offerings as well as travelers, keen to

experience the community’s products and

culture.

Currently, wayfinding signs from highway

174 direct traffic in front of Place

d’Orléans to approach Shenkman.

Investigate the possibility of signs directing traffic along St-‐Joseph Boulevard

to increase the number of eyes on the

businesses there.

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1.10.3 Promotion

Raising awareness, or promotion, is an

essential element of any marketing plan.

The Heart of Orléans BIA is already

undertaking many activities to promote its events as well as its services, stores,

restaurants and entertainment. The new

marketing mix will consist of these

traditional elements, such as website and

social media, and also add in new

components, such as paid social media

ads and a monthly publication highlighting articles about the businesses

of the Heart of Orléans BIA that can be re-‐

purposed in social media.

As indicated in the Target Audiences

section, the members themselves are an

important market to promote to and the

Ambassador program, with its ongoing consultations, taps into their creativity,

builds on their knowledge and day-‐to-‐day

experiences working in the Heart of

Orléans BIA, and creates loyalty and cross

promotional relationships, all of which

leads to greater revenue generation

for all.

1.10.3.1 Brand – Social media: The

Heart of Orléans BIA has an active

and vibrant online presence. That work will continue with the goal

of promoting the other various

initiatives as well as overall brand.

1.10.3.2 Specific initiatives

1.9.3.2.1 E-‐zine: The Heart of Orléans BIA

bilingual e-‐zine will highlight, in a

beautiful and attractive way, the businesses in the BIA to the community.

The target audiences are: Members,

Future Members, Customers, Potential

Customers.

1.10.3.2.2 Ambassador Program for

Members

Encouraging members to become

involved in promoting their own businesses and the BIA as a whole. This

includes:

-‐ E-‐zine articles

-‐ Committee membership -‐ Workshops for cross-‐promotions and

strategic alliances

-‐ Weekly visits by Executive Director to meet with each of the businesses

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1.10.4 Events

The Heart of Orléans plays an active role

in the events in the community. These

activities are key to fulfilling their goals. They build goodwill within the community

and create a greater presence for Orléans

in Ottawa as a whole.

By building on this already rich tradition,

the Heart of Orléans can leverage greater visibility, brand awareness that underpins

all of the other tactics and activities.

Currently, the Heart of Orléans BIA is

involved in over 20 events each year.

There are four guiding questions the BIA

asks itself before getting involved in an event and/or continuing their

participation:

1. Does the event draw people to

our district?

2. Does the event showcase our businesses?

3. Does the event lead to more sales

(directly or indirectly) for our

businesses? 4. Is the event a creative alternative

to the “big box” experience?

Each event will demonstrate at least one, and ideally all four, of the

criteria.

In addition to public events, the BIA is

involved in member-‐specific events

such as ongoing networking

opportunities and one time events to

mark the occasion of special

celebrations or initiatives.

.

37

The events the Heart of Orléans BIA organizes and/or participates in are:

Health and Wellness Expo (January). The BIA

is a sponsor of this event. The BIA engages

attendees with interactive questions about the health and vision of St-‐Joseph Boulevard.

Pan Am Games Torch Relay (July 2015). The

BIA helped coordinate the community torch

bearer, and the event on St-‐Joseph Boulevard / Shenkman Arts Centre.

Santa’s Parade of Lights (November). The BIA

is a sponsor of this event and it attracts

35,000 people from across the region.

Attending and donating prizes to the Arts

Ottawa East fundraising event, ARTinis

(October)

Fête Frissons (February). The BIA has

participated in the past. This is an arts-‐based,

indoor Winterlude event at the Shenkman Arts Centre, for families with young children.

Fall Fest (September) is our largest event. The

BIA organizes family-‐friendly outdoor

activities in several areas along St-‐Joseph Boulevard. In addition, we encourage

businesses to host an activity in their business

to be part of a Fall Fest Passport. In 2015, over

40 businesses were involved in Fall Fest.

Attending the Orléans Chamber of Commerce

Business Excellence Awards (January)

Occasional networking mixer events, held in

BIA member businesses.

Cleaning the Capital (April). For the first time

in 2015, the BIA organized a Tim Horton’s Cleaning the Capital event for the district.

Over 40 people helped support this initiative.

Shop the Neighbourhood (November) is a

Yellow Pages initiative, which encourages people to shop in their local communities. The

BIA hosted a one day event with hay rides,

face painting, pancakes and hot chocolate,

and encouraged member businesses to promote their own Shop the Neighbourhood

one-‐day deals.

Donating prizes to the Orléans Chamber of

Commerce annual golf tournament (Summer)

One-‐time events, such as our ReBrand Reveal

(April 2015), Win this Space mixer (June 2015).

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1.11 Human Resources

The human resource plan includes: Executive Director Assistant Contractors:

- Social media - RFP researcher/proposal writer - Marketer - Brand/creative

1.12 Technical Requirements

The Heart of Orléans is already using Green

Rope for contact management, emails, project management, wiki and, in future,

link to member directory. The tool is like

industry standard Infusion Soft but less

expensive. They find it effective and will

continue using it.

For the e-‐zine, they will require “page

turner” software.

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1.13 Implementation Schedule

Tactics 2016 2017 2018

Placement: “We’re Closer Than You Think” Campaign April – December April – December April – December

Product: Placemaking and beautification

Communities in Bloom March – October March – October March – October

Improving Walkability Score March March March

Proposal research and writing Ongoing / As-‐needed Ongoing / As-‐needed Ongoing / As-‐needed

Product: Win This Space January – March TBD TBD

Product: “Shop Local” Campaign September – December September – December September – December

Promotion: Brand Ongoing Ongoing Ongoing

Promotion: E-‐zine Monthly Monthly Monthly

Promotion: Ambassador Program for Members Ongoing Ongoing Ongoing

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1.14 Evaluation

The evaluation of consists of two parts and answers two questions:

1. Did we reach – or exceed – our goals? (Key Goals)

2. Did we do what we said we would do? (Tactics)

Key goals

Marketing goals Evaluation: 2016 2017 2018

Increase revenues each year overall and specifically in

the arts/cultural organizations and at restaurants

Through the Annual Member

Survey


Survey


Survey

Encourage synergies among members through an

increase in cross promotions and strategic alliances


Survey


Survey


Survey

Create a more attractive area through an ongoing

beautification and “placemaking” plan

Before and After photos; reports

to Communities in Bloom





Attract more people for shopping, services and

entertainment through specific campaigns and active promotions


Survey


Survey


Survey

Engage community and businesses in partnerships to

support the other key goals


Survey and reports


Survey and reports


Survey and reports

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Tactics

Tactics Evaluation: 2016 2017 2018

Placement: “We’re Closer Than You Think” Campaign Number of ads, comments, re-‐

tweets, follows, likes, etc.

Number of ads, comments, re-‐




Product: Placemaking and beautification

Communities in Bloom Before and After photos; report


Before and After photos; report


Before and After photos; report


Improving Walkability Score Banners in place Banners in place; updates as

needed

Banners in place; updates as

needed

Proposal research and writing Opportunities found; funding

procured

Opportunities found; funding

procured

Opportunities found; funding

procured

Product: Win This Space New business opened TBD TBD

Product: “Shop Local” Campaign Number of ads, comments, re-‐tweets, follows, likes, etc.

Number of ads, comments, re-‐tweets, follows, likes, etc.

Number of ads, comments, re-‐tweets, follows, likes, etc.

Promotion: Brand Number of ads, comments, re-‐






Promotion: E-‐zine Number of views, comments, re-‐tweets, follows, likes, etc.

Number of views, comments, re-‐tweets, follows, likes, etc.

Number of views, comments, re-‐tweets, follows, likes, etc.

Promotion: Ambassador Program for Members Number of cross promotions and

strategic alliances

Number of cross promotions and

strategic alliances

Number of cross promotions and

strategic alliances

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1.15 Resources / Bibliography

From Heart of Orléans Executive Director: BIA snapshot – Fall 2015 Heart of Orléans BIA – Strategic Planning Session Locate Ottawa 3 Orléans Ward: Business, Consumer Stats, Demographics Marketing Strategy 2010 Market Research 2014

Beautification:

http://www.archdaily.com/773139/before-‐and-‐after-‐30-‐photos-‐that-‐prove-‐the-‐power-‐of-‐designing-‐with-‐pedestrians-‐in-‐mind?utm_campaign=trueAnthem:+Trending+Content&utm_content=55eaa4fb04d3017a2f000001&utm_medium=trueAnthem&utm_source=facebook

http://lagreatstreets.tumblr.com/page/3

http://www.greatereastend.com/before-‐and-‐after/#

http://www.downtownmapleridge.ca/programs/beautification -‐ facade improvement

http://www.downtownmapleridge.ca/newsevents/win-‐your-‐wish-‐2015

http://www.downtownlangley.com/sites/default/files/about-‐hydro-‐boxes-‐before-‐and-‐after.pdf

http://www.downtownlangley.com/sites/default/files/about-‐get-‐fresh-‐brochure-‐2013.pdf

Traffic calming:

Walk Boston, Pedestrian Infrastructure: Strategies for improving pedestrian safety through low-‐cost traffic calming, August 2015

Developing a Web-‐Based Advisory Expert System for Implementing Traffic Calming Strategies, Amir Falamarzi, Muhamad Nazri Borhan and Riza Atiq O. K. Rahmat, 2014

http://www.transportation.alberta.ca/Content/docType48/Production/TSP2015F acts.pdf

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Institut National et Santé Publique de Québec. 2008. "Quebec Road Speed, Health Impacts and Counteractive Measures : Scientific Review” https://www.inspq.qc.ca/pdf/publications/847_road_speed.pdfesp pages 46-‐51.

National Collaborating Centre for Healthy Public Policy and Institut National et Santé Publique de Québec. “Urban Traffic Calming and Health. Literature Review. November 2011"

http://www.ncchpp.ca/docs/ReviewLiteratureTrafficCalming_En.pdf (accessed November, 29 2015)

U.S. Department of Transportation. “Traffic Calming to Slow Vehicle Speeds” https://www.transportation.gov/mission/health/Traffic-‐Calming-‐to-‐ Slow-‐Vehicle-‐Speeds (accessed November 29, 2015)

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