East Scarborough Storefront BIA Research
Report
By: James Pritchard
For: Judy Josefowicz
March 26th 2015
Table of Contents
1. Introduction ................................................................................................................................. 3
1.1 What is a BIA? ...................................................................................................................... 3
1.2 How are BIAs Run? .............................................................................................................. 3
1.3 Other Information ................................................................................................................. 3
2. Oversight Bodies ......................................................................................................................... 4
2.1 TABIA .................................................................................................................................. 4
2.2 OBIAA .................................................................................................................................. 4
2.3 Other Information ................................................................................................................. 4
3. BIAs Researched ......................................................................................................................... 5
3.1 Disclaimer ............................................................................................................................. 5
3.2 Beaches BIA ......................................................................................................................... 5
3.3 Danforth BIA ........................................................................................................................ 5
3.4 Sheppard East BIA ................................................................................................................ 6
3.5 Emery Village BIA ............................................................................................................... 7
3.6 Burnaby North Rd. BIA ........................................................................................................ 8
3.7 Kennedy Rd. BIA.................................................................................................................. 9
3.8 Pickering Village BIA........................................................................................................... 9
3.9 Downtown Oshawa BIA ..................................................................................................... 10
3.10 Business Improvement Districts ....................................................................................... 11
4. Benefits of Choosing a BIA ...................................................................................................... 13
4.1 Cities and BIAs ................................................................................................................... 13
4.2 BIA Benefits ....................................................................................................................... 13
4.2 City of Toronto Grants ........................................................................................................ 13
5. Non-BIA Network Models ....................................................................................................... 14
5.1 Disclaimer ........................................................................................................................... 14
5.2 Coalitions ............................................................................................................................ 14
5.3 Non-BIA and Non-Coalition Options ................................................................................. 14
5.4 Conclusion .......................................................................................................................... 15
6. Non-BIA Examples ................................................................................................................... 16
6.1 Disclaimer ........................................................................................................................... 16
6.2 The Gem City...................................................................................................................... 16
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6.3 BNI Business Connections Canada .................................................................................... 17
6.4 Governmental Options ........................................................................................................ 18
7. Benefits of a Non-BIA .............................................................................................................. 19
7.1 Cities and Non-BIAs ........................................................................................................... 19
7.2 Benefits of Non-BIAs ......................................................................................................... 19
8. Recommendations for KGO ..................................................................................................... 20
8.1 What to Focus On ............................................................................................................... 20
8.2 What to Avoid ..................................................................................................................... 20
8.3 How to Achieve Goals ........................................................................................................ 20
8.4 Unique, Achievable Ideas ................................................................................................... 21
8.5 Next Steps ........................................................................................................................... 21
9. Map and Boundary Suggestions ............................................................................................... 23
9.1 Businesses and KGO........................................................................................................... 23
9.2 Boundary Suggestions ........................................................................................................ 23
9.3 Useful Ideas ........................................................................................................................ 24
9.4 Error .................................................................................................................................... 24
10. References ............................................................................................................................... 25
10.1 References ......................................................................................................................... 25
10.2 Useful Links ...................................................................................................................... 25
Acknowledgements
This report was prepared by James Pritchard
A special thanks to Judy Josefowicz, Asia Clarke, and Anne Gloger of the East Scarborough
Storefront.
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1. Introduction
1.1 What is a BIA?
A Business Improvement Area (BIA) is a geographic area within a municipality that aims to
promote business growth by investing in the areas environment (such as beautification). The city
collects money from the businesses within the BIA, then gives that money to that BIA’s board of
directors to use on programs that they have decided to pursue.
Toronto was the first city to create a BIA, and since then it has expanded to 78 BIAs. The BIAs
in Toronto collectively produce 30 million dollars towards street repair, crime reductions, and
festivals.
1.2 How are BIAs Run?
BIAs are funded by a city-controlled levy on commercial and industrial properties within the
BIA boundary. This levy is a percentage that is proportionate to the property’s commercial or
industrial assessment. Funds are them taken by the city and given to the board. The bylaw says
that there can be a minimum and maximum levy set, or even a percentage. It is at the discretion
of the board.
During the creation of a BIA, businesses in the proposed boundaries are polled by the City.
Relevant data is sent out with the ballots. There is no BIA if: under 30% of the ballots are
received or more than 50% say no. There are opportunities for repeals, and if there is under a
66% turnout of voting then the motion to repeal the BIA is cancelled.
Decisions that are made by the board are done so through majority (50%+1), and then it is sent to
be approved by council. Decisions made by businesses are done so via ballots and are usually
majority rule.
1.3 Other Information
BIAs may also be known as Business Improvement Districts (BIDs) in the United States,
England, and Scotland.
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2. Oversight Bodies
2.1 TABIA
The Toronto Association of Business Improvement Areas (TABIA) is an umbrella association
that specifically deals with BIAs in the City of Toronto. Every BIA in the city is registered as a
part of TABIA. They encourage and facilitate the exchange of info, experiences, and ideas
between BIAs. It also advocates on behalf of the BIAs to the government. It helps with funding
and provides discounts on business services for members. TABIA is more concerned with the
municipal government.
TABIA members receive benefits, such as: (1) Liability insurance discounts, (2) Auditing
discounts, (3) Tourism Toronto discounts, (4) Environmentally friendly resources, and (5)
Multiple networking opportunities.
2.2 OBIAA
The Ontario Business Improvement Area Association (OBIAA) is essentially the provincial
version of TABIA. It is involved with networking between BIAs, and works with the provincial
government. They also provide useful information that is needed to maintain a BIA.
OBIAA members also receive benefits, which include: (1) Provincial grants, (2) Assistance in
creating a BIA.
OBIAA is an optional umbrella association and costs $250/year.
2.3 Other Information
Umbrella associations play an important role in the creation of Business Improvement Areas, as
they can advocate for businesses, provide benefits, and provide resources.
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3. BIAs Researched
3.1 Disclaimer
The following notes are taken directly from the research notes. Any additional research that was
added on will be labelled.
3.2 Beaches BIA
www.thebeachvillage.com
Purpose: The purpose of the Beaches BIA is to bring the community closer together. The area
has many locally run businesses, since the Beaches community is based mostly around Queen
Street E. and Kingston Road.
History: The Beaches BIA was created in 2004 alongside other BIAs around the city. There was
a need for local businesses to have efficient communication around events like the Toronto Jazz
Festival.
Membership: The membership for this BIA is through payment. According to the BIA’s
website; “Upon approval by City Council, every business automatically becomes a member.
Everyone benefits, so everyone pays.”
Government Structure: The Beaches BIA has a board of directors. This board consists of
members in the BIA, and the City Councilor for the area.
Municipal Support: The BIA has approval from the City of Toronto, and the support of TABIA
(Toronto Association of Business Improvement Areas).
Benefits: Members get their business listed in a directory on the website. The Beaches BIA has a
very active social media page, and they can benefit from this too. Members also get funds to help
beautify the neighbourhood and attract more customers.
Location: The BIA has businesses around Kingston Rd. and Queen St. E. There are one or two
businesses that are not on those
The Beaches BIA is an excellent example of a BIA that is focused on bringing the community
and local businesses together through events. The BIA currently has over 300 members.
Relevant Contact Information: office@thebeachvillage.com, Elise Felton
3.3 Danforth BIA
www.thedanforth.ca
Purpose: The Danforth BIA was created with the main goal of making the Danforth area safer
and more attractive for customers and businesses. The businesses in the Danforth BIA thrive due
to festivals like “Taste of the Danforth.”
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Government Structure: Much like the BIAs around the city of Toronto, the Danforth BIA is
governed by a board of directors which is approved by city council.
Municipal Support: The Danforth BIA gets most of its support from the umbrella organization
TABIA.
Benefits: The Danforth BIA area is much like the Beaches BIA, as it focuses mostly on local
businesses. Being a part of the BIA would give businesses support, along with help improving
the area. The Danforth area has a very low turnover rate, and therefore it is a place where
businesses can establish themselves.
Location: The Danforth BIA’s boundaries are along Danforth Ave. (between Hampton Ave. to
Broadview Ave.) and on Broadview Ave. (between Pretoria Ave. and Dearborne Ave.). The map
below is
taken from
the
BIA’s
website.
The Danforth BIA is very diverse, and its creation has been beneficial to the community. The
Danforth community has built a culture around its businesses, and events like “Taste of the
Danforth” are becoming more popular every year. The BIA currently has over 350 businesses
involved.
Relevant Contact Information: bia@thedanforth.ca or 416-429-4479
3.4 Sheppard East BIA
www.sharesheppard.ca
Purpose: The Sheppard East BIA was created to promote businesses through community events.
It has run a successful “Share Sheppard” campaign to help promote businesses in the Sheppard
East Village.
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History: The Sheppard East BIA was formed in 2007 with the goal of promoting both
professional offices and local businesses. The area has many different businesses, and the BIA
has been very successful because of that.
Government Structure: The BIA has a board of directors, which are approved by the city.
Reports are sent to the city based on the board of directors’ minutes.
Municipal Support: This BIA is recognized under TABIA and the City of Toronto (it is listed
in the City’s BIA directory).
Benefits: Members are included in the “Share our Sheppard” campaign, which has been very
successful with promoting local business owners. The BIA is also in a very culturally diverse
neighbourhood, which makes it an area for businesses to establish themselves.
Location: The Sheppard East BIA is located on Sheppard Ave E. from Midland Ave. to
Markham Rd. The map below is taken from the BIA’s website.
The Sheppard East BIA is interesting because it includes all types of businesses. There are many
offices, doctors’ offices, and restaurants. The BIA is in a suburban area, yet it has over 500
businesses involved in it.
Relevant Contact Information: ernie@sevbia.com or 416-607-5399
3.5 Emery Village BIA
www.emeryvillagebia.ca
Purpose: The Emery Village BIA was created for the purpose of preserving and promoting the
art and heritage of the area, along with improving the security for both businesses and customers.
The area has a rich history, and thus the BIA wants to preserve that history while still growing
businesses.
History: The BIA was created in 2003 following a surge in new businesses. The goal of the BIA
was to revitalize the way new entrepreneurs think about businesses. The area is rapidly growing,
and the BIA has turned into the largest BIA in the city.
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Government Structure: The BIA is
governed by a Board of Management,
which is made up of business owners in
the community.
Municipal Support: Since it is the largest
BIA it is supported by OBIAA (Ontario
Business Improvement Area Association),
and TABIA.
Benefits: The BIA provides businesses
with the benefits of commercial facades,
mural programs, seminars, and grants.
Having a business in this BIA will help
you focus on sustainability, aesthetics,
community, and security.
Location: The BIA’s boundaries are Hwy
400 (east of the BIA), Steeles Ave, and
Wilson Ave. The map to the right was
taken from the BIA’s website.
The Emery Village BIA is very unique, as
it has a rich aboriginal background. The
BIA is in a suburban environment and has
over 2,500 businesses.
Relevant Contact Information: info@emeryvillagebia.ca or 416-744-7242
3.6 Burnaby North Rd. BIA
www.burnabynorthroadbia.ca
Purpose: The BIA was created to make Burnaby, BC a more aesthetically-pleasing place for
businesses, making it a “good place to shop.” Burnaby is just outside of Vancouver, and
therefore still has a very large business community.
History: The BIA was created in 2009 to promote businesses along the main road in Burnaby.
Since it is a suburban community, it has many franchises and local businesses that benefited
from this.
Government Structure: A Board of Directors is the governing body. This board is made up of
people who are in the BIA.
Municipal Support: The Burnaby North Rd. BIA has the support of Tourism Burnaby and
BIABC (Business Improvement Areas British Columbia).
Benefits: Members in the BIA connect with each other, and thus create a network. There are
many unique and famous restaurants and other businesses in Burnaby that have benefitted off of
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this BIA. Businesses that are not nationally recognized may become recognized because of these
networks.
The Burnaby North Rd. BIA has become very successful based on its location to the city.
Businesses have been doing very well, and therefore it has become a safe and secure place to
live. There are around 120 businesses in this BIA.
Relevant Contact Information: info@burnabynorthroadbia.ca
3.7 Kennedy Rd. BIA
www.kennedybia.com
Purpose: The promotion and networking of businesses along Kennedy Rd south of Highway
401 and North of Lawrence Ave. There are many supercentres that have different businesses, and
this BIA strives to make these areas appealing for these businesses.
Government Structure: The Kennedy BIA is governed by a Board of Directors, which is made
up of business owners within the BIA, and a
committee, which includes people like the
councillor for the area.
Municipal Support: It has support through
the committee and TABIA.
Benefits: Members benefit from a clean
neighbourhood and networking between
each other. There are many franchises, such
as future shop, but there are also many local
businesses. The BIA also has a phone app
which helps customers locate businesses.
Location: The BIA is along both sides of
Kennedy Rd. between the 401 and Lawrence
Ave. The map to the right was taken from
the BIA`s website.
The Kennedy BIA is very local, and is also in a suburban area. It is one of the only BIAs in the
city that feature many supercentres and plazas. There are over 100 businesses in this BIA.
3.8 Pickering Village BIA
www.pickeringvillage.ca
Purpose: The purpose of this BIA was to promote businesses in the Pickering Village area. The
area has rich history, and many businesses are locally owned or done in-home. This BIA helped
make the village look more appealing, which brought people to these businesses.
History: The BIA was formed in 1993 and since then has grown a lot. Businesses range from
food and services, to funeral homes.
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Government Structure: The BIA is managed by a board of directors. The minutes are posted
actively on line for the community and BIA members to see.
Municipal Support: The BIA has the support of the local businesses, government, community,
and OBIAA.
Benefits: Businesses will be able to give back to the community by contributing to the
aesthetics, and they will receive support from each other by creating networks and business
partnerships.
Location: The BIA is located in Pickering Village, which is between the cities of Pickering and
Ajax. Pickering Village is under Ajax’s jurisdiction.
The Pickering Village BIA has barely any franchise businesses, but it very successful. There are
many businesses for people who live in Pickering and in Ajax to use. There are around 100
businesses in this BIA.
Relevant Contact Information: pvbiaboard@gmail.com
3.8.1 Post Research Notes
Some problems that a BIA in the suburbs may have is the constant change that businesses have.
Very few businesses in suburban areas have a long life, since they are driven out by the countless
Walmart and Targets. Looking at the minutes, some members of the board have become
ineligible due to the fact that they had to give up or sell their business.
Beautification is also very important, since suburban areas aren’t as safe as areas like Queen
Street. There is a constant need for good lighting and inviting walking space. The more
storefronts and people walking, the safer the area is.
A small, inexperienced board of directors makes it difficult for them to contact their members.
The East Scarborough Storefront may have to assist the start of a board.
3.9 Downtown Oshawa BIA
www.downtownoshawa.ca
History: The BIA was created in 1974 because the city of Oshawa continued to grow, but the
downtown core stayed very local. The BIA`s board was dismembered in early 2011 but a new
board was formed later that year. The BIA is very established and is good to look at because the
board clearly outlines their struggles in
yearly reports.
Government Structure: The
government is a board of directors. This
board is very involved in the BIA (the
most involved out of the eight listed in
this report).
Municipal Support: The BIA has
support from the local government.
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Benefits: The members of this BIA have many benefits, as the board has a descriptive growth
plan that they constantly update. There are also many local events in the downtown core.
Oshawa is far away from Toronto; so many residents tend to visit the local businesses in
downtown Oshawa rather than Toronto.
Location: The map to the right was taken from the BIA`s website.
The Downtown Oshawa BIA is very local and very historical. It can be best described as a mix
between the Burnaby and Pickering Village BIA. It would be worth researching further when
considering creating a BIA because it has been active for many years. There are around 100
stores in this BIA.
Relevant Contact Information: info@downtownoshawa.ca or 905-576-7606
3.9.1 Post Research Notes
Oshawa was interesting because the BIA not only strives to improve businesses, but it tries to get
rid of the negative connotation surrounding the area. For example, in their minutes they refer to
people calling the area "the shwa." They figure that if they remove this negativity it may promote
business growth. This is worth looking at.
3.10 Business Improvement Districts
A Business Improvement District is essentially the equivalent of a BIA. BIAs are more
common in Canada, where the idea started. BIDs are more global, and are located in the US, UK,
and Germany.
3.10.1 Green Bay, Wisconsin
The population of Green Bay is around 100,000 and it is split up into three BIDs. It is unique, as
it has grown off of the meat packing and paper industry. The downtown of the city is split up into
three BIDs. The goals of the BID is the same as traditional BIAs in Toronto (streetscape, clean
up, management, PR, etc). It may be comparable to the KGO neighborhood because of its focus
on local businesses, manufacturing, and industry (besides the Green Bay Packers, there are no
major corporations that I could find located in Green Bay).
3.10.2 London, England
The city started experimenting with BIAs in 2003 and ended up liking the idea, so they added
more. London has an intricate system of transport, and the businesses work closely with it. This
may be something important in the KGO BIA, because transport isn’t great in the area. A
combined group of businesses may be able to lobby the TTC.
3.10.3 Criticisms
One criticism I found from a few London articles is that BIDs have done two things. The first is
that they’ve increased rental values, and the second is that it affects the homeless in the
“beautification” aspects. This may be something to look into when meeting the needs of
businesses in the KGO neighborhood.
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4. Benefits of Choosing a BIA
4.1 Cities and BIAs
Choosing a BIA would benefit the businesses in the KGO neighborhood for multiple reasons.
One of the main benefits of a BIA is the involvement of the municipality. The city does not take
any money, and instead helps the BIA with spending it properly.
4.2 BIA Benefits
Benefits of a BIA include:
a. An active board of directors, helping inexperienced or troubled businesses. The board
consists of members of the BIA, and therefore the issues of businesses are always solved.
b. The creation of a safer community. Increased walkability means that more people are on
the street, which can reduce crime.
c. Sharing clients is common between BIA members. This may benefit the multiple medical
centers and auto shops in the KGO neighborhood. This is also possible through TABIA and
OBIAA.
d. Involvement in community planning is also possible. BIAs traditionally have invested in
murals, community gardens, infrastructure improvements, etc.
e. Financial benefits such as grants are offered by the City of Toronto, OBIAA, and TABIA.
4.2 City of Toronto Grants
The city of Toronto offers grants exclusively to BIAs such as:
a. Facade program: focused around redesign, the grant offers a max of $10,000 per business
($12,500 for a corner lot).
b. Mural program: a city funded project that paints murals on the side of exposed, white walls.
Creates a sense of community and costs nothing for businesses.
c. Capital funding: For building projects. The city can either fund 50% or 35%. If the city
funds 35% they will provide financed funding of a minimum $200,000 and a maximum
$1,000,000.
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5. Non-BIA Network Models
5.1 Disclaimer
The following notes are taken directly from the research notes. Any additional research that was
added on will be labelled.
5.2 Coalitions
A coalition is an alliance for combined action, and in our case the combined action is improving
the area’s economy. A coalition is the most common example of a non-BIA option. Three
different coalitions are:
5.2.1 The Gem City (Toronto, Ohio)
Has the mission to “recognize, revitalize, and promote.” Could be useful, as it has some small
town aspects to it. The following website has all of the information on it, and it can be used to
help to create community projects, or even just the roots for a business network. Additional
research will be on the next page.
5.2.2 Newfoundland and Labrador
It exists to serve the community and help businesses work together. It addresses common issues,
and even serves the community, as businesses can recommend employees or clients to other
businesses. It is really a giant coalition of BIAs around the province. This is where there is a
problem, since membership depends on being in a BIA.
5.2.3 BNI Business Connections
BNI is more of a business connection rather than a coalition, but the two are very similar. The
businesses in it share clients, are very organized, and therefore it may become busy (on the board
of directors). The downside is it is more business related rather than community related. I will do
more research on BNI later in this report.
5.3 Non-BIA and Non-Coalition Options
Another great resource is the 3/50 project, which is dedicated to helping independently owned
businesses and “small businesses” grow. It attempts to have each person in the community
choose three (3) businesses they like and then spend 50 dollars a month on those three
businesses. It encourages the community to “pop in and say hi” just to try and strengthen
relationships between the business and the community. http://www.the350project.net/home.html



It has a handful of businesses in Toronto, and is mostly based in the US. It provides a lot
of resources for local businesses (flyers, signs, logos, etc.). Everything can be found on
their website.
Membership is free, once you sign the copyright agreement.
They also have an app called LookLocal, which helps locate local businesses. I could not
find out if it works in Canada because I don’t have an iPhone.
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5.4 Conclusion
A coalition may be a viable option for the KGO neighbourhood, since membership is usually
free, and it has limited interference by the government. Whether or not they choose to go that
route, the 3/50 project is a resource that is worth using.
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6. Non-BIA Examples
6.1 Disclaimer
The following notes are taken directly from the research notes. Any additional research that was
added on will be labelled
6.2 The Gem City
www.thegemcity.org
Purpose: The mission statement of this coalition is: “to recognize, revitalize and promote the
historic, cultural, social and economic stability of Toronto by maintaining the small town
character of the community and supporting values that assure Toronto is a great place to live,
work, play, invest and do business.” This is done through revitalization and economic
development.
History: Toronto, Ohio needed revitalizing, so this was made. It encourages people to join
because it is a non-profit organization that adheres to Ohio laws, and therefore is beneficial to the
community.
Membership: Membership is free to anyone that fills out a form. It is exempt from taxes, and
more importantly affiliated with groups such as the 3/50 project and newsletter companies.
Benefits: According to its membership form, businesses who join will have increased sales,
improved image, and a better quality of business life. The community will have better shopping,
job opportunities, and a sense of pride. Finally, the government will have more tourism,
increased housing prices, and a tightly knit community.
Example: One example on the website is of a business that was located in the downtown core,
but was unable to avoid exterior deterioration. It was part of the “storefront improvement
program.”
The Gem City Coalition
BIA Report | 16
also has community garden projects, mural projects, and heritage project. There is a lot on their
website under the “revitalization” tab. It is very community oriented.
6.3 BNI Business Connections Canada
www.bnicanada.ca
BNI has the main goal of business networking around the global. It has expanded drastically in
the last 20 years, and has helped a lot of businesses. That being said, there are not a lot of
locations for “chapters” and therefore it may not be the best option for businesses in the KGO
neighbourhood.
Membership: As stated above, the website says that: “Your initial investment in BNI is for 12
months, which represents less than a small size display ad in a major city daily newspaper.” It is
unclear what this actually mean, as Chapters inside BNIs also say you must pay dues and a venue
fee. They guarantee that you’ll make your money back within the first six months if the program
is worked consistently (meaning you must go to every meeting?).
Benefits: You get referrals from other businesses, the tools to help your businesses grow,
meetings which provide consulting, free listings in the BNI classifieds, newsletters, and much
more.
6.3.1 Differences Between BNI and BIAs
Differences include the networks’ focus, the availability businesses need, and whom the
programs benefit. BNI tends to focus more on referrals between professions such as lawyers,
doctors, and cleaners. BIAs on the other hand focus on connections between all businesses. BNIs
also have many meetings, and BIAs do not. Finally, BIAs benefit the community more than
BNIs.
6.3.2 Positives of a BNI
BNIs help professions gain clients. Business cards need to be brought to “chapters” and they are
handed to everyone to help refer people. They are also run through BNI, so there is little work
involved unless you are on the chapter’s board of directors. In the end, BNIs connect businesses
in the community.
6.3.3 Negatives of a BNI
A BNI is very exclusive, as it only focuses on a certain type of businesses, and only one
representative from each businesses type can go to the meetings. For example, if I am the first to
sign up for a meeting as a lawyer, then no other lawyers can go unless invited (this is what the
BNI website said, I do not know if certain chapters exclude this rule). It also only focuses on
trading clients, and does not have anything to do with the community itself (beautifying).
Finally, there is no clear number when it comes to cost, and therefore it leaves me skeptical.
They do not guarantee you’ll make your investment back.
A BNI may be organized by a reputable company, but just from reading their premises I was not
sold on it. I do not think it would benefit businesses in the KGO neighbourhood, especially since
it is mostly dominated by food, retail, and manufacturing businesses.
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6.4 Governmental Options
www.mah.gov.on.ca/page7267.aspx
This webpage focuses on small municipalities. It suggests that there are alternatives to BIAs that
can help the economy of a given area improve.
Business Incubators: These are also known as “small business programs” and is done through
the municipality. The City of Toronto can approve of these programs without the Ministry’s
approval, so it may be good to take advantage of that.




A business incubator provides financial incentives to help nurture the growth of small
businesses. The city offers businesses an opportunity to use tools to help their business
grow.
Companies such as food processing, medical technology, arts, and software development
are the most common businesses to receive this support. The city may also use to it help
the needs of women and minorities in business growth.
Section 108 of the Municipal Act, 2001.
Section 84 of the City of Toronto Act, 2006.
Community Improvement Plans: “Community improvement planning provides a means of
facilitating redevelopment activities with a goal of effectively using, reusing and restoring lands,
buildings and infrastructure.”



Provide cleanup for unused land, industrial land, and other areas that need revitalizing.
Can include changes to land use and zoning laws, which may be both good and bad to the
community.
Businesses may way to enter the community because of this, effectively driving other
businesses out. This needs to be avoided, and because of that I think a CIP would not be a
good option (it has to be approved by the city too).
Community Improvement Planning Handbook (2008): Aims to assist municipalities and
others interested in CIPs. http://www.mah.gov.on.ca/Page1297.aspx
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7. Benefits of a Non-BIA
7.1 Cities and Non-BIAs
Cities have very little involvement in non-BIA structures. These structures tend to focus on
community building and business to business interactions, as opposed to the funding that BIAs
bring.
7.2 Benefits of Non-BIAs
Non-BIA network options have benefits such as:
a. Promotion of local businesses through concept sharing. Resources like the 3/5- project
provide materials free of cost for businesses to use.
b. Community projects. Depending on the business, community projects would be possible,
since other businesses may be able to spread the word.
c. Client sharing through networks that BNI provides. Expertise and ideas may also be shared,
effectively improving the economic environment.
d. Lobbying through coalitions is possible too. Unity makes voices heard.
e. The ability to opt out. This is perhaps the most important benefit, as there is no geographic
boundary, and therefore businesses can opt out.
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8. Recommendations for KGO
8.1 What to Focus On
The promotion of local businesses: The 3/50 project is a useful tool. Although it recommends
having people spend 50 dollars a month on three businesses, we could make this concept
achievable for the KGO neighborhood (3/25? 2/25? Etc.).
Community projects: The KGO neighborhood has one of the best communities in the city, and
businesses should utilize that. The East Scarborough Storefront does so much with the
community and can assist businesses with mural projects and other beautification projects.
Client Sharing: Any form of network that is chosen will have client sharing. This is important
for economic growth.
Collaboration and an Active Board of Directors: BIA members need to negotiate with each
other, and the fact that so many businesses are stepping forward to a leadership role is great, as
they most likely want to help the businesses in the KGO neighborhood.
The Creation of a Safer Community: Beautification makes this possible. Businesses can
contribute to making a safer, walkable community.
8.2 What to Avoid
High Costs: The Beaches BIA and Danforth BIA have very high costs for businesses, but since
the board can create the fee that businesses must pay, this can be easily avoided.
Exclusion: Non-BIA options such as BNI only allow for one representative of each sector attend
meetings. If this idea were to be expanded it should be open to anyone, since the KGO
neighborhood has many businesses that could benefit from meeting and client sharing.
Big Projects: The bigger the projects the more businesses have to pay. There are many concepts
that can be done by either using the community or simplifying the way the project is handled.
Forcing Businesses to Join: This may be unavoidable but we should keep in mind that all
businesses don’t want to join. The boundaries are created by the BIA, so we could essentially
gerrymander around the businesses who don’t want to; this would only work with businesses on
the outer parts of the neighbourhood.
8.3 How to Achieve Goals
Utilization of Tools: Grants, 3/50 project, community spaces – Anything that benefits the
businesses and the community without a high risk factor.
Sharing Ideas: Whether it is a simple website or forum where members can share ideas or
through meetings – idea spillovers are important.
Increasing local business traffic: The creation of a newsletter, map, or smartphone app that
helps people locate businesses they may have missed before – This is important for businesses
that aren’t in major plazas.
High Impact, Low Effort Ideas: The
creation of projects/ ideas that have a
high impact on the community but a
low effort to achieve – This is
important in the start-up, and will
make a difference very easily; it
avoids city interference.
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Using the Community!: The KGO neighborhood has one of the strongest communities in the
City of Toronto – it is important to utilize that to make the area heard and help it grow.
Creating small goals: Taking a big goal and dividing it up into much smaller goals is important
to achieve the big goal – Small goals seem much more achievable, and will keep businesses on
track. Usually when there is a roadblock with big goals people feel the need to stop.
8.4 Unique, Achievable Ideas
Google Places/ Google Business: Allows the business to be posted on google and google maps.
A quick search of the area shows that a lot of businesses have already signed up, but many have
not.
A KGO Social Media Page: A place where all businesses would be able to post flyers for
events and sales, and then the community could see them. The page would have to be run by the
board.
Education of the Businesses: It is important for business owners to educate each other. This
will lower the turnover rate. This could be done via meetings or online forums, and would let
owners know unique and different ways to approach situations, what to invest in, etc. All through
communication. There are a few types:
 Legal expertise, education
 Technological expertise, education
 Local expertise, education
Updated Tools: It is important to stay as updated as possible with technology and other fastmoving aspects of business. Getting behind can be costly – A technology library could be made,
where if someone in the coalition/ BIA needs a projector or computer they can borrow it.
Measure, Measure, Measure: It is important to always have up to date data on all the
businesses. This will tell us which areas of the neighborhood are struggling, which sectors are
doing best, etc.; use data to find success.
8.5 Next Steps
The following image was taken from the OBIAA website, and is of the steps that they
recommend businesses take to create a BIA.
As of March 26th 2015, steps one and two have already been completed.
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9. Map and Boundary Suggestions
9.1 Businesses and KGO
Below is a map of all of the businesses (in excel file), and the blue is the KGO boundary:
\
9.2 Boundary Suggestions
Below is A map of the KGO neighborhood (blue), with the leader businesses (gold points), and a
proposed boundary (orange); Kingston-Lawrence BIA?
The boundary would essentially run along Kingston and Lawrence, and then extend into West Hill, affecting the
businesses north of the train tracks, south of Lawrence, and East of Morningside.
http://www.mapcustomizer.com/map/KGO_BIA_Businesses_1
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9.3 Useful Ideas
One idea that could avoid forcing businesses into the BIA is putting the boundaries as close to
the main roads as possible. I tried to do this in the above boundary propositions (in the orange).
9.4 Error
In the map customizer link in section 9.2, Versatility Promotions Inc. (O’Connor Dr.) is listed as
a leader. The owner is also the owner as Spice Shack, and would therefore do the leadership role
from that business (in the KGO neighborhood).
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10. References
10.1 References
Toronto BIA Suggestions
http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=8e3032d0b6d1e310VgnVCM100000
71d60f89RCRD
OBIAA http://www.obiaa.com/index.cfm?ID=1
OBIAA (benefits) http://www.obiaa.com/index.cfm?ID=108
TABIA http://www.toronto-bia.com/
TABIA (members) http://www.toronto-bia.com/toronto-s-bias
Newfoundland Coalition http://www.businesscoalition.ca/index.php?pageid=117
Rent Increases Article (mentioned) https://irelandafternama.wordpress.com/2010/02/22/theretail-sector-business-improvement-districts-and-increasing-rents/
Homeless Article (mentioned) http://www.independent.co.uk/news/business/news/street-traderscould-soon-be-barred-from-west-end-2029893.html
101 Ideas for Business Growth
http://www.bdo.com.au/__data/assets/pdf_file/0014/111155/0796_BDO_101_Ideas_v3.pdf
All BIA and Non-BIA websites are listed under their respective section.
10.2 Useful Links
BIABC http://www.bia.bc.ca/
Communities in Bloom http://www.communitiesinbloom.ca/
Shop the Neighbourhood http://shoptheneighbourhood.ca/en/
Beaches BIA Social Media Page https://www.facebook.com/TheBeachVillageBIA
Business Improvement Architects https://www.bia.ca/
How to make a BIA Links http://www.obiaa.com/index.cfm?ID=76 OR
http://www.toronto-bia.com/how-to-start-a-bia OR
http://www.obiaa.com/images/sitepicts/downloads/BIA%20HANDBOOK%202010.pdf
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