BTVStat. Marketplace Department April 24, 2017

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1 BTVStat Marketplace Department April 24,

2 About the Church Street Marketplace Our Mission = SAFE, CLEAN & FUN To provide responsible management leading to an economically successful downtown which is vibrant, clean and safe, for the benefit of the fee payers, community members and visitors

3 About the Church Street Marketplace Church Street Marketplace District -- a Business Improvement District -- Church Street between Pearl and Main Streets. Created in Property Owners pay an additional tax ( common area fee ) that funds 70% of Church Street Marketplace Department s operations on the public right of way Church Street Marketplace District Commission -- appointed by City Council to set policy, recommend annual common area fee Church Street Marketplace Department -- City department responsible for managing the Church Street Marketplace District

4 Who We Are 4

5 FY 2018 Budget Breakdown Account Description 2017 % of Budget Common Area Fees $ 702, % Sidewalk Cafe Fees $ 101, % Corporate Sponsorships $ 90, % Cart Vendors $ 36, % Rent WHIM Boutique & Leunig s Kiosk $ 28, % Shelburne Rd / Main St Banners $ 19, % Event Fees $ 13, % Interfund Transfer Proceeds $ 11, % TOTAL REVENUES $1,001,

6 All three of the Marketplace s executive directors have served on the IDA Board. 6

7 CSM Performance Metrics Marketing Maintenance Administration/ Licensing Safety & Security Metrics: Annual Customer Satisfaction Survey (Based on 5 point scale: 1 = Poor, 5 = Excellent) Indicators we monitor: Social Media Reach BPD Crime Statistics Customer Origin Survey Annual Downtown Census 7

8 Marketing Events Newsletters/Bulletins Banners/Signs News Coverage/Media Relations Staff Courtesy/Response Social Media* TOTAL Maintenance Sweeping/Cleaning Trash Pick-up Amenities Maintenance Snow Removal Graffiti Removal Staff Courtesy/Response TOTAL Administration / Cart Vendor Program Sidewalk Cafe Program Licensing Street Entertainers Non-Profit Tabling Staff Courtesy/Response TOTAL Security Police Presence Parks Patrol Presence Crime Prevention Loitering Prevention Prevention of Biking/Skateboarding Staff Courtesy/Response TOTAL *2016 is the first year we started collecting feedback on our social media use

9 Detail Metrics for Marketing 2016 Performance Past (2015) Performance Component Measures Actual Target Benchmark Status Actual Target Benchmark Status Events 4.25 ³ ³ Newsletters/ Bulletins 4.58 ³ ³ Banners/ Signs News Coverage/ Media Relations Staff Courtesy/ Response 4.22 ³ ³ ³ ³ ³ ³

10 New This Year: Detail Metrics for Social Media Business Improvement District Population Facebook Likes Instagram Likes Church Street Marketplace VT 42,284 14,500 (34.4%) 15,000 (35.5%) Downtown Santa Monica CA 89,736 15,373 (17.1%) 2,968 (3.3%) Downtown Boulder CO 103,166 22,265 (21.6%) 10,900 (10.6%) Downtown Tempe AZ 168,228 10,451 (6.2%) 10,100 (6.0%) Downtown Boise ID 214,237 12,658 (5.9%) 12,900 (6.0%) Hillsborough Street NC 431,746 19,713 (2.2%) 2,517 (4.2%) Downtown Raleigh Alliance NC 431,746 9,449 (4.6%) 18,300 (0.6%) Times Square NYC NY 8.4 million 1.3 million (15.5%) 220,000 (2.6%) Cities are arranged by ascending population size. Data as of March

11 Monthly Social Media Impressions (Nov., 2016-March, 2017) 300,000 Facebook Impressions Instagram Impressions Twitter Impressions Website Pageviews 250, , , ,000 50,000 0 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 11

12 Number of Social Media Followers ( ) 16,000 Facebook Instagram Twitter 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Dec-14 Mar-15 Nov-16 Apr-17 12

13 How are we doing? Overall impact of bringing special events to Church Street is positive. Increased foot traffic leads to an increase in sales for business. Social media continues to be an effective and financially efficient way to reach target audiences. CSM has high online engagement compared to downtowns across the country. Continuous improvement Summary New events include Summer Yoga Series, Bite of Burlington both happening weekly from May- August. Creating new sponsorship opportunities or finding new sponsors for existing promotions and events. Staying current with new social media trends utilizing Instagram Story more (like Snapchat, but now has meaningful analytics). Why is this goal important? Measuring Marketing & Promotional data across multiple platforms helps us understand how to effectively communicate with our target audience and the greater Burlington community. Understanding what special events work best for our stakeholders helps us create new promotions and events to support them in the future. Marketing budget is 35 % of total budget. As events and advertising shift we can make better use of these dollars Next Steps: Address underlying issues and action plan to address Strengthen data collection methods for meaningful engagement analytics across social media platforms. Limited funding sources for special events can create challenges. Addressing this includes creating value for the sponsor in creative ways and leveraging our community partners. 13

14 Detail Metrics for Administration/ Licensing 2016 Performance Past (2015) Performance Component Measures Actual Target Benchmark Status Actual Target Benchmark Status Cart Vendor Program 4.31 ³ ³ Sidewalk Café Program 4.20 ³ ³ Street Entertainers 3.91 ³ ³ Non-Profit Tabling 3.94 ³ ³ Staff Courtesy/ Response 4.65 ³ ³ 4.39 ³

15 Key Improvements: Administration Cart Vendor Program / Licensing Sidewalk Cafe Program Street Entertainers Non-Profit Tabling Staff Courtesy/Response TOTAL

16 How are we doing? Continued improvement 2015 to 2016, VAST improvement from 2014 in all categories Higher standards with street entertainer auditions Efficiency improvements with non-profit tabling process Cart vendor meetings, upholding stricter standards Consolidation among staff to conserve resources Why is this goal important? Administration and licensing is crucial to maintain organization, stability, and safety on Church Street and in the greater downtown Continuous improvement Summary Utilizing online tools for community requests Constantly permitting street entertainers using our increased standards Cart Vendor License Committee meetings to review new applicants Increasing communication between the Cart Vendor License Committee and CSM Commission to create a more vibrant urban environment Next Steps: Address underlying issues and action plan to address Creating database for street entertainers Seeking proposals for potential cart storage facility 16

17 Detail Metrics for Safety & Security 2016 Performance Past (2015) Performance Component Measures Actual Target Benchmark Status Actual Target Benchmark Status Police Presence Parks Patrol Presence Crime Prevention Loitering Prevention 4.19 ³ ³ ³ ³ ³ ³ ³ ³ Prevention of Biking/ Skateboarding Staff Courtesy/ Response 3.27 ³ ³ ³ ³

18 Crime Statistics 18

19 How are we doing? Improvements across all categories Increased BPD presence on Church Street especially during peak times Weekly Safety & Security Meetings w/ BPD, Howard Street Outreach, and Retail Theft Prevention teams Providing Retail Theft Prevention guides for merchants Why is this goal important? Maintaining genuine safety and orderliness on our streets ensures the vibrancy of the downtown Helps us retain both visitors and businesses Crucial to ensure businesses feel comfortable reaching out for help and understand how to gain the help they need Continuous improvement Summary Maintaining weekly update meetings to uphold street safety Combatting perceptions of lack of security by communicating with stakeholders Establishing database of monthly BPD calls to Church Street by specific location Contracted private security for Winter Lights 2017 Next Steps: Address underlying issues and action plan to address Helping raise funds to support Howard Street Outreach Team and the vital services they provide Working with BBA on future plans to deal with Organized Retail Crime (ORC) Working with BPD to increase summer foot patrols and creating relationships with new officers to ensure effective communication 19

20 20

21 Annual Downtown Census most comprehensive census in history 21

22 Downtown Makeup (As of Jan. 2017) 1.7% 2.9% 1.4% 1.3% 0.6% 1.5% 0.3% PROFESSIONAL SERVICES RESIDENTIAL 4.7% RETAIL FOOD & BEVERAGE HEALTH & WELLNESS SERVICES 8.1% NON-PROFIT 35.5% GOVERNMENT 10.4% ARTS & ENTERTAINMENT OTHER PARKING 12.6% 19.1% CONVENIENCE CHURCH HOTEL 22

23 Composition of New Businesses 1% 1% 1% PROFESSIONAL SERVICES 10% 4% 3% FOOD & BEVERAGE HEALTH & WELLNESS SERVICES RETAIL 11% 55% ARTS & ENTERTAINMENT NON-PROFIT 14% OTHER CHURCH CONVENIENCE 23

24 Change in Three Key Sectors (Jan. 1, Jan., 2017) 25.0% 21.5% 20.0% 17.8% 15.0% 10.0% 5.0% 0.0% -5.0% -10.0% -15.0% -20.0% 11.6%* 9.7% 5.6% -5.5% -9.9%* -12.1% -15.2% PROF. SERVICES RETAIL FOOD & BEVERAGE GROWTH LOSS NET CHANGE 24

25 Burlington Town Center (BTC) Impact 11% of all downtown businesses lost in 2016 were in the BTC 45% of retail businesses lost were in the BTC Excluding the BTC the number of retail businesses in the downtown increased by 1.48% in 2016

26 Retail Street Locations 11% 9% 3% 4% 2% 1% 1% 1% 68% CHURCH COLLEGE MAIN MAPLE CHERRY BANK BATTERY S. WINOOSKI STEELE 26

27 Food & Beverage Street Locations 7% 4% 8% 3% 2% 2% 1% CHURCH 3% 4% 4% 10% 19% 35% MAIN COLLEGE ST. PAUL PEARL BATTERY BANK CHERRY CENTER LAKE LAWSON LANE MAPLE KING 27

28 Professional Services Street Locations 2% 2% 2% 1% 1% 3% 5% 5% 5% 7% 8% 9% 11% 25% 14% MAIN COLLEGE MAPLE CHURCH ST. PAUL BATTERY BANK LAWSON LANE PINE S. WINOOSKI LAKE KING STEELE PEARL BURLINGTON SQ 28

29 Professional Services, Retial, and Food & Beverage Businesses in DID 29

30 Additional Categories 30

31 Distribution of New Businesses 31

32 Study of Vacancies in the DID ~9% of units appeared to be vacant on the day they were visited Of those vacancies 80% were associated with business turnover (~7.7% of all units) The remaining 20% appeared to be more long-term vacancies (~1.9% of all units) 32

33 Customer Origin Survey (October, 2016) 33

34 Questions 34

35 Thank you! 35

CENTRAL CITY IMPROVEMENT DISTRICT 5 YEAR IMPLEMENTATION & PROGRAMME PLAN Year 5: 1 ST July 2019 to 30 th June 2020

CENTRAL CITY IMPROVEMENT DISTRICT 5 YEAR IMPLEMENTATION & PROGRAMME PLAN Year 5: 1 ST July 2019 to 30 th June 2020 PROGRAMME 1 CCID MANAGEMENT 1. Appointment of CCID staff CEO As required when vacancies