ECONOMIC DEVELOPMENT

COMMITTEE REPORT
To:

Mayor Schaffer and Councillors

Subject

Business Retention and Recruitment Strategy

From:

Councillor Gayle Martin, Chair Economic

Development Committee

Date:

June 21, 2016

File #: 6400.00
Doc #:

COMMITTEE RECOMMENDATION:
THAT City Council receive the Business Retention and Recruitment Strategy -2016
prepared by Colliers International for information.

PURPOSE:
To consider the updated 2016 City of Langley Business Retention and
Recruitment Strategy.
POLICY:
Currently, the Official Community Plan includes the following policy statement
relating to Economic Development: to facilitate the strengthening and
diversification of the local economy.
COMMENTS/ANALYSIS:
It is an opportune time for the City of Langley to invest in market research and
initiatives that can be applied to foster economic and business growth. The
purpose of the Business Retention and Recruitment Strategy is to research,
analyze, and recommend specific opportunities to improve the business

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To: Mayor Schaffer and Councillors

Date: June 21, 2016
Subject: BR&R Strategy
Page 2

environment in the City with the goals of supporting existing businesses and
attracting new ones.
The research indicated that the City of Langley continues to be aggressively at the
forefront of economic development and marketing initiatives.
The pragmatic and focused recommended actions identified have been based on
market research and valuable input from the City of Langley business community.
The eight general themes for the recommendations are:
Invest in Revitalization/Public Realm Improvements
Marketing as a Retail Centre
Target Specific Areas for Business Recruitment
Focus Recruitment Efforts on Independent Businesses
Enhance Clusters through Recruitment
Engage Social Media
Expand Business Walk Program
Attract Affluent Buyers
From the list of Strategy Actions, the Economic Development Committee
identified the following ten priorities:
Approach hotels to promote tourism video;
Proceed with downtown public realm improvements;
Conduct survey of downtown property owners and businesses with
DLBA;
Approach Willowbrook Mall to investigate a tenant referral program;
Conduct Competitive Study to ensure that the City has the most effective
zoning for the types of commercial and industrial development it is
targeting;
Develop Direct Approach Kit to encourage businesses to either relocate
or to open an additional business in the City;
Conduct Architectural Scheme for a unified building design of downtown
buildings;
Develop initiatives to attract more affluent residents to the City;
Expand Special Event Programing to Innes Corners Plaza;
Invest in Public Amenities.

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To: Mayor Schaffer and Councillors

Date: June 21, 2016
Subject: BR&R Strategy
Page 3

Implementing these recommendation in the upcoming years combined with the

award-winning marketing efforts already employed by the City of Langley, will
ensure that the City of Langley continues to be a leader in the Metro Vancouver
and the Province of British Columbia.
BUDGET IMPLICATIONS:
The cost to prepare the Business Retention and Recruitment Strategy was
$8,000.00.
Implementation of the Strategy will require a multiyear commitment from City
Council. Staff will include specific proposals for undertaking projects as part of
the Financial Plan process for Councils consideration.
ALTERNATIVES:
1. Do not endorse the Business Retention and Recruitment Strategy.
2. Request amendments to the Business Retention and Recruitment Strategy.
Respectfully Submitted,

___________________________
Councillor Gayle Martin
Chair Economic Development Committee

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Business Retention and

Recruitment Strategy-2016
Prepared By:

Colliers International Consulting

Prepared For:

City of Langley

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Colliers International
200 Granville Street, 19th Floor
Vancouver, BC V6C 2R6

Gerald Minchuk
Director of Development Services & Economic Development
City of Langley
20399 Douglas Crescent
Langley, BC
June 22, 2016
Dear Mr. Minchuk,
Re: City of Langley Business Retention and Recruitment Strategy -2016

Please find enclosed Colliers International Consultings draft report which updates the 2009 City of Langley Business Retention and Recruitment
Strategy for recent developments in the commercial real estate market and retention and recruitment trends.
If you have any questions, please contact us at the phone number or email address below.
Sincerely,
COLLIERS INTERNATIONAL CONSULTING

James Smerdon
Vice President, Director | Retail Consulting
+1 (604) 685 - 4808
James.Smerdon@colliers.com

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Table of Contents
1 | Introduction................................................................................................................................................................................................................ 1
EXECUTIVE SUMMARY ............................................................................................................................................................................................... 2
2 | Summary of Previous Findings ................................................................................................................................................................................. 4
3 | Current City of Langley Retention & Recruitment Initiatives ..................................................................................................................................... 5
4 | Trends in Business Retention & Recruitment Programs .......................................................................................................................................... 9
5 | Benchmarking Current Business Activity ................................................................................................................................................................ 12
6 | Workshop Summary................................................................................................................................................................................................ 22
7 | Recommendations .................................................................................................................................................................................................. 27
Appendix 1 Updated Retail Demand Model Output Tables ...................................................................................................................................... 32
Appendix 2 Workshop Participants ........................................................................................................................................................................... 35

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1 | Introduction
The context of the most recent Business Retention and Recruitment Study in the City of Langley (2009) was vastly different than the one in which
this update is being prepared. At that time, the world was entering one of the deepest recessions on record, and the US economy was casting a
shadow of doubt over Canadian forecasts as well. British Columbia actually fared quite well in the years following The Great Recession, buoyed
by the increasing population largely from Asian immigration, the Olympics in 2010 and all of the capital infrastructure investments to host it, and a
level of conservative investment by Canadian major banks which helped avoid a U.S-style real estate crisis.
In 2016, real estate values in the Lower Mainland are continually achieving record highs (with the commensurate warnings of a real estate
correction), the US economy appears to be achieving strong growth, and the slumping oil economy has forced the Canadian dollar lower which is
a boon to Canadian border communities who were seeing billions of dollars of residents spending flowing south when the dollar was stronger
relative to the US.
Retail markets in the region are strong; consumer confidence is high; development activity is at a record pace; and the impacts of increasingly
accessible technology are being felt in all aspects of work and life.

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EXECUTIVE SUMMARY
This report was prepared by Colliers International Consulting (CIC) on behalf of the City of Langley. The purpose of this study is to research,
analyze, and recommend specific opportunities to improve the business environment in the City with the goals of supporting existing business and
attracting new ones.
Communities need four things to recruit and retain businesses and seize new opportunities:
1)
2)
3)
4)

An understanding of demand for business services, competitive areas, and competitive advantages of their own community
A business license and building inventory
An ongoing willingness to establish and cultivate relationships with key stakeholders (property owners/landlords, tenants, brokers)
A strategic plan that identifies opportunities for recruitment or retention, and the resources to successfully act.

The research for this report included a review of other economic development reports conducted for the City, and elsewhere. The City of Langley
continues to be aggressively at the forefront of local municipal governments in this regard.
A workshop was conducted to gain input directly from the City of Langley business community. These committed individuals are involved daily and
directly with customers, policy-makers, competitors, suppliers, and each other, and contributed the most valuable information to this report.
Ultimately, a range of recommended actions has been put forward, based on our research, workshop input, and our knowledge of the Citys
unique opportunities. The eight general themes for these recommendations are:
Invest in Revitalization

Enhance Clusters through Recruitment

Marketing a Retail Centre

Engage Social Media

Target Specific Areas for Business Recruitment

Expand Business Walk Program

Focus Recruitment Efforts on Independent Businesses

Lessons for the City

In addition, the following priority actions fall into five broad categories:
Public Realm Improvements
Build Relationships
Research Initiatives
Marketing
Attract Affluent Buyers

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These recommendations combined with the award-winning marketing efforts already employed by the City, the strategic plans such as the
Downtown Master Plan, Brownfield Redevelopment Strategy, Industrial Business Attraction & Expansion Study, and the passion and commitment
of business owners, residents, staff, and the Mayor and Council will ensure that the City of Langley continues to be The Place to Be for business
growth and success.

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2 | Summary of Previous Findings

In order to provide adequate context for the evaluation of current economic conditions, and to establish a baseline from which new
recommendations can be confidently made, the following are trends in retail and commercial development which were identified in 2009.

Previously Highlighted Trends in Retail and Commercial

The aging population and increasing ethnic and racial diversity are changing buying power and roles. Many shopping centres and malls
will be changed to attract younger markets brought up on specialty stores.
Retail space is expected to grow more slowly than in the past and in more localized developments close to new residential
growth.
Office and business park space is expected to remain focused in Vancouver, Burnaby and Richmond.
Old office buildings and warehouses are being retrofitted with high bandwidth fibre-optic cables, microwave antennas and carrier hotels
for IT firms and other businesses needing large open plan buildings.
Mixed-use projects in central urban areas are including more market rate and social housing to meet demand for housing closer to the
workplace.
The number of public-private partnerships in new development and redevelopment projects is growing.

Appendix 1 provides updated output tables from Colliers retail demand model. The tables show the volume of spending currently being
generated within the city of Langleys retail trade area.

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3 | Current City of Langley Retention & Recruitment Initiatives

This section outlines current City of Langley initiatives designed to attract and retain businesses. Initiatives were sorted in five broad categories:
policies and reports; programs; communication and outreach efforts, marketing efforts, and information resources. In the following section, trends
in recruitment programs from other municipalities will be discussed. The Citys current efforts are summarized in the figure below.

Policies/Reports
Downtown Langley
Business Action Plan
Business Retention &
Recruitment Strategy
(2009)
Brownfield Redevelopment
Strategy (2012)
Downtown Master Plan
(2010)
Development Zoning Bylaw Amendments (2010)
Industrial Business
Attraction & Expansion
Study (2015)

Programs
Downtown Master Plan
Implementation -Public
Realm Improvements
Way-finding Strategy
Downtown Langley
BIA"Get Fresh"
Revitalization Grant
Program
Downtown Revitalization
Tax Exemption Program
Downtown Langley BIA
Ambassador Program

Communication/
Outreach

Marketing

Information Resources

Urban Magnets Workshop

(2014)
DLBA SWOT Analysis
Fraser Valley Economic
Summit (2014)
Housing Outlook Seminar
(2014)
Chamber of Commerce
Presentation
UDI Mayor's Panel
Business Walk Interviews
Community Survey
Small Business Information
Expo
Newsletters

Advertisement
Publicity
Retail Recruitment
Campaign (2015)
Website Update (2015)
"The Place to Be" Video
(2014)
Arts Alive, Community Day
Celebration, Magic of
Christmas Parade, Langley
Good Times Cruise-in,
Langley Farmer's Market,
Canada Day, McBurney
Summer Series evens
Business Recognition

Business Sector Profiles

Community Profile/Site
Selection Database
Demographic Statistics
Business Directory
Reat Estate Opportunities
"Getting to Know the City of
Langley" Workbook (2015)
Downtown Langley BIA
Business Survival Guide

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Policies/Reports
The City of Langleys Downtown Master Plan (2010) outlined a new direction for the Citys Downtown Core, incorporating mixed-use multi-family
residential development, commercial development, and public realm development. The plan was developed in three stages, the first being an
overall vision, the second assessing the economic viability of the vision, and the third making specific public realm improvement suggestions. The
plan intends to catalyze development through first encouraging residential density and mixed-use development.
Zoning amendments were also made concurrently to allow for greater parking flexibility and higher residential density in the Downtown, HighDensity Multi-Family Residential, Medium-Density Multi-Family Residential zones and encouraging mixed-use development.
Recognizing that the Citys small geographic area has resulted in few remaining greenfield opportunities, the City of Langley undertook a
Brownfield Redevelopment Strategy in collaboration with Colliers International. The report identified several barriers to redevelopment such as site
remediation costs, certification, contamination uncertainty, marginal land value increase, and access to capital.

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Programs
Following the Downtown Master Plan, the City has initiated several public realm improvement programs such as the new Timms Community
Centre, the McBurney Plaza revitalization, the Douglas Park Band Shell, and several streetscape improvements. The City also implemented a
Way-finding sign program, developed together with the Downtown Langley Business Association and Tourism Langley. The signs were designed
to raise awareness of City destinations, attractions, shopping areas, entertainment, parks, trails, facilities and transportation routes.

Figure 1 Macs Framing Before and After Get Fresh: Program

Two financial incentive programs targeting building revitalization have also been implemented. The Downtown Langley Business Association
implemented the Get Fresh program, which offers grant-matching funds to businesses to upgrade their storefronts and building facades. The City
of Langley Downtown Revitalization Tax Exemption program also provides municipal tax breaks to businesses wanting to revitalize their property.

Communication/Outreach
The City of Langley has implemented several outreach programs to ensure that local business concerns are heard and addressed, and that
businesses themselves are kept informed about City initiatives. The City regularly publishes newsletter and conducts business interviews. It also
conducted a wider-reaching Community Survey in 2013, which helped the City better understand shopping and marketplace patterns in order to
make informed future decisions.
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Several workshops such as the Urban Magnets Workshop and Downtown Langley Business Association SWOT Analysis have helped identify
local business strengths and challenges to overcome. The City has also participated in regional seminars such as the Fraser Valley Economic
Summit, the Housing Outlook Seminar, the UDI Mayors Panel, and the Small Business Information Expo, to discuss development opportunities
with small businesses elsewhere.

Marketing
The City regularly purchases advertising space and secures editorials in publications such as the Fraser Valley Business Examiner, Business in
Focus Magazines, and Business in Vancouver with the aim to attract business investment. In 2015, the City refreshed its website to make
information more readily accessible to businesses and residents, and ran a Retail Recruitment Campaign which specifically targeted businesses
with the potential to expand. The campaign included a personal cover letter from the Mayor, a brochure, and an invitation to attend Downtown
Langleys popular McBurney Summer Series events. Other popular events organized by the City include Arts Alive, the Community Day
Celebration, the Magic of Christmas Parade, the Langley Good Times Cruise-in, the Langley Farmers Market.
The City also regularly assists small businesses with exposure by implementing business recognition programs such as the Greater Langley
Chamber of Commerce Celebration of Excellence Awards, Business Profiles, and the Downtown Business Spotlight.

Information Resources
The City of Langley has created several information pieces to assist businesses in their location decisions and day-to-day decision making.
Resources such as business profiles, a business directory, the Getting to Know the City of Langley workbook and the Downtown Langley
Business Survival Guide help acclimatize new businesses and statistics, community profiles, a site selection database and listings of real estate
opportunities help businesses looking to the City of Langley as a potential location.

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4 | Trends in Business Retention & Recruitment Programs

Common business retention and recruitment initiatives include regular communication with the business community through workshops,
conferences and trade shows, as well as the development and distribution of informative marketing materials through both online channels and
traditional media sources. However, municipalities are increasingly tracking more business indicators and are implementing more precisely
targeted retention and recruitment efforts.
A previous review of other business recruitment initiatives in other jurisdictions revealed the following trends:

2009 Trends in Business Recruitment and Expansion Programs

Increased use of zoning to encourage and discourage desirable and undesirable business expansion and retention
New emphasis on cluster development as a way of developing strategic advantages in infrastructure, zoning, quality of life, workforce and
business climate
Reducing the cost of development by packaging and promoting financial incentives. The City of Surrey recently announced a series of tax
incentive zones to attract business
Fam or familiarization tours for business groups who are looking for new space, or who represent businesses looking for new space
Preparing marketing packages outlining community attributes
Business climate view of Greater Vancouver small and medium enterprises:
o

Overwhelmingly, SMEs cited taxation levels as the number one factor impacting business decisions and ongoing operating costs.

Financial incentives almost always influence the site selection process for medium and large sized businesses

Quality of life attracts businesses

Income tax is kept as low as possible because many skilled workers demand high net pay and prefer working and living where
they have maximum purchasing power

Affordable housing is important for attracting and retaining key workers.

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2016 Trends in Business Retention and Recruitment Programs

An updated review of business retention and recruitment programs across other Lower Mainland municipalities revealed the following:
Industry Knowledge Management
Regular interviews with top employers to collect information on a range of strategic business areas including: trade markets and growth
plans, opportunities and constraints to expansion, employee concerns, and workforce trends
Developing detailed business prospect lists and make personal contact with the organizations
Increasing use of customer relationship management (CRM) and business retention and expansion (BRE) programs
Capacity-building
Coordination with TransLink to improve transportation and access to employment centres
Partnerships with educational institutions to ensure educational offerings align with economic sectors responsible for job growth
Development & Revitalization
Establishment of land development corporations to facilitate comprehensive and strategic development through acquisitions and
assemblies and create new private sector opportunities through partnerships
Increased use of zoning to encourage and discourage desirable and undesirable business expansion and retention
New emphasis on cluster development as a way of developing strategic advantages in infrastructure, zoning, quality of life, workforce and
business climate
Reducing the cost of development by packaging and promoting financial incentives. The City of Surrey has implemented a series of tax
incentive zones to attract business and the City of Abbotsford has explored revitalization and tax exemption programs to draw desired
businesses to specific locations such as a grocer in its Historic Downtown
Marketing
Fam tours still an effective way to engage business groups who are looking for new space, or who represent businesses looking for new
space
Targeting businesses internationally through trade tours, engagement with consulates, Provincial and Federal ministries of international
trade, and Trade Commissioners in other nations
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Industry-targeted Initiatives
As a result of extensive industry consultations, municipalities are focusing on policies specifically tailored to support key industries. For
example, the City of Abbotsford is considering developing land use options specifically for agri-businesses. Another example is the City of
Burnabys exploration of maintaining an inventory of small spaces available for short-term lease to support new media start-up firms

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5 | Benchmarking Current Business Activity

Business Counts
A data mapping analysis was undertaken as a part of this study to highlight the Citys business locations by type. Data was sourced from the City
of Langleys business license database. The entire database has 1,575 active resident records, which fall within the following broad industry
classifications:
Table 1 Active Business Licenses by Type, 2016

NAICS Primary
Code
44-45
81
23
62
72
31-33
41
56
54
53
48-49
61
71
52
91
51
21
55
11
22

Industry

Count

Retail trade
Other services (except public administration)
Construction
Health care and social assistance
Accommodation and food services
Manufacturing
Wholesale Trade
Administrative and support, waste management and remediation
services
Professional, scientific and technical services
Real estate and rental and leasing
Transportation and warehousing
Educational services
Arts, entertainment and recreation
Finance and insurance
Public administration
Information and cultural industries
Mining, quarrying, and oil and gas extraction
Management of companies and enterprises
Agriculture, forestry, fishing and hunting
Utilities

306
283
152
139
135
107
90
74
72
68
35
30
29
25
17
11
1
1
0
0

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The 2009 Langley Business Retention & Recruitment Strategy report identified 1,535 active records which fell into the below classifications:
Table 2 Active Business Licenses by Type, 2009

NSIC Primary
Code
6
9
7
8
4
5
3
2
1

Industry
Count
Retail
395
Accommodation, Food, and Personal Services 372
Professional Services
219
Medical Services
161
Construction/Transportation/Utilities
150
Wholesale
89
Wholesale
78
Wholesale
34
Manufacturing
30

Manufacturing businesses represent 107 of 1,575 currently active business licenses, compared to 150 of 1,535 licenses in 2009. The
Construction/Transportation/Utilities sectors now contain 187 active business licenses compared to 150 in 2009. The citys wholesaling industry
contains 90 business licenses, and has changed little since 2009 when 89 licenses were active. Retail is the largest category with 306 licenses,
however it has decreased significantly from 395 in 2009. The medical service category contains 139 businesses, a decrease from 161 in 2009.

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Notable New Businesses Since the 2009 Report

The following large employers have entered the City of Langley since the last report:
Table 3 Notable New Businesses

Trade Name(s)
THE COLLECTION AUTO
MALL
CORVISTA ENTERPRISES
INC.
RONA LANGLEY BYPASS
MATCH EATERY & PUBLIC
HOUSE
WHOLESALE SPORTS

Civic Address
COLLECTION DR.
103-20560 56 AVE
LANGLEY BC V3A 3Y8
20350 LANGLEY
BYPASS LANGLEY BC
V3A 5E7
20393 FRASER HWY
LANGLEY BC
20175 LANGLEY
BYPASS LANGLEY BC
V3A 6K9

Employees

Category

134

Retail Automotive

85

Admin., support, waste mgmt & remed. services / Administrative &

support services / Business support services

65

Retail trade / Misc. store retailers / Other misc. store retailers

60

Accommodation & food services / Food services & drinking places /

Full-serv. rest. & limited-serv. eating place

50

Retail trade / Sporting goods, hobby, book & music stores / Sport,
hobby & musical instrument stores

The Cascades Casino has acted as an anchor as well as a top employer in the City, as it draws patrons from all over the Lower Mainland. Match
Eatery & Public House, within the Casino, has largely been a success and has been nominated by the City of Langley for the 2015 Fraser Valley
Commercial Building Awards. Following the success of Match, another high-end restaurant is rumoured to be entering the city soon.
A new Rona store opened in the city in August 2015. The 45,000 square-foot store was previously an industrial warehouse which suffered from
extensive seismic upgrade needs and building code challenges. The City of Langley worked closely with the landlord, Beedie Group, to streamline
the approvals process and find creative ways to ensure code compliance are met. Rona was previously located at 200 Street and 64 Avenue in
Langley, but closed that location in 2006. However, this new location was seen as an opportunity to expand the business.
The new Wholesale Sports complements Langleys bigbox retail cluster well but may be challenged by the opening of a Cabelas in nearby
Abbotsford. Other notable new businesses include a new Acura dealership and Cactus Club, both of which were developed on former brownfield
sites and directly resulted from the Citys Brownfield Redevelopment Strategy mentioned previously.

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Notable Exits Since the 2009 Report

The following companies have closed or moved from the City of Langley since the 2009 report:
Table 4 Notable Business Exits

Trade Name(s)
FITZWRIGHT CO LTD
LANTEC WINCH & GEAR INC.
CORIX WATER SYSTEMS
MADDOCKS SYSTEMS INC

Civic Address
5760
PRODUCTION
WAY
5827
PRODUCTION
WAY
20329 LOGAN AVE
20644
EASTLEIGH
CRES

Employees

Category

159

Other Clothing and Apparel Industries

70

Other Machinery and Equipment Industries

62

Other Machinery, Equipment and Supplies, Wholesale

55

Electronic Machinery, Equipment and Supplies, Wholesale

Both Corix Water Systems and Maddocks Systems relocated out of the City due to space constraints and a lack of City of Langley availabilities to
expand to. Lantec Winch has also relocated to the City of Surrey. Fitzwright Co., facing significant competition challenges, stopped operations.
A lack of available space has been identified as an increasing challenge for the Citys industrial market, and the outflow of businesses since the
last report highlights this trend.

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Business Mapping
Map 1 illustrates all active retail business licenses within the City of Langley, which represent 306 of the 1,575 active business licenses in the City.
Fraser Highway is the principal retail corridor of the city, and it includes 103 active business licenses, which is 34 percent of all active retail
licenses. A further 83 licenses are located on the Bypass (Highway 10).

Map 1 City of Langley Active Retail Business Licenses

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Map 2 illustrates the distribution of all food and beverage establishments and clearly identifies the Fraser Highway as being the primary choice of
location. These service-providing businesses include restaurants, bars, cages, night clubs and fast good establishments. The clustering of dots
around the Downtown core area and the Fraser Highway suggests that there is an existing restaurant district in the City.
Map 2 City of Langley Active Food and Beverage Service Establishment Licenses

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Map 3 illustrates that the distribution of personal service businesses in Langley also displays a Downtown clustering pattern. However, unlike retail
businesses that serve the same market, personal services appear to be more specifically located near the intersection of 56 Avenue and Fraser
Highway than on Fraser Highway itself.

Map 3 City of Langley Active Personal Services Licenses

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Map 4 illustrates the distribution of all wholesalers. Compared to retail and food services, this business sector is much more widely distributed but
th
still located north of 56 Avenue. However, notable clusters include the northeast part of the city on the Bypass, Production Way, Industrial
Avenue and Duncan Way.

Map 4 City of Langley Active Wholesale Licenses

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139

Map 5 illustrates that, like wholesalers, manufacturers are dispersed across the north of the city and are located in industrial areas such as
Production Way, Industrial Avenue, and Duncan way.

Map 5 City of Langley Active Manufacturer Licenses

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Map 6 illustrates that the City of Langley has few active transportation and warehousing businesses, and they are generally located in industrial
areas in the north of the city.

Map 6 City of Langley Active Transportation and Warehousing Business Licenses

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6 | Workshop Summary
A workshop was conducted with stakeholders in the City of Langley business community. Participants were asked to comment on the City of
Langleys strengths, weaknesses, opportunities and threats as they pertain to recruiting and retaining businesses. Participants were also asked for
their opinions on five specific areas of focus: vacancies, streetscape/ambience, communications, demographics, and competition. A list of
workshop participants is available for reference in Appendix 2.

Part 1: SWOT
Strengths (internal City attributes and resources that support businesses)
Pro-active Council and staff
Ongoing redevelopment
Unique downtown core with supportive anchor businesses. A mix of office, food and retail spaces
Above average jobs to housing ratio
K-12 education is average to above average for the region
KPU & TWU both exist within an easy driving distance
Parks, trails, greenspace within walking distance of businesses
Competitive rental rates relative to other locations (Surrey, Willoughby in Township of Langley)
Affordable residential prices
Small City staff size, less bureaucracy, very responsive
Competitive tax rates (noted in NAIOP and UDI analyses)
Fastest for development approvals
The casino is a big draw for people from all over the Lower Mainland
Long-term business owners and repeat customers
Very active DLBA with very successful events
Diversity in housing
Diversity in products, services, goods
Population itself is diverse and has wide range of skills
Luxury auto mall is a regional draw
Dedicated volunteer base
Positive business climate & vision for the future
Large population in trade area & high population growth
Positivity of DLBA including networking events, cohesiveness and coordination of business and proactive group
Positive change with street realignment that led a shift in merchant mix (younger business owners with greater vitality, energy & willingness to
cooperate)
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Weaknesses (internal City attributes and resources that work against businesses)
Vacancy which breeds more vacancy
Homelessness and the perception that downtown Langley is unsafe
Proximity to US border used to help but now more of a weakness
Lack of rapid public transportation
Unsightly properties, derelict properties, and absentee owners
There is a high vacancy rate for street front buildings these are usually the first to be occupied
The low income housing ratio is too high for a community of this size
There is a City staff shortage
Lack of parking on the street for business consumers, due to the minimal condo requirements of parking spots per unit in the condos in
the Downtown
Existing infrastructure is often not ready to accommodate expansions and relocations
Congestion, lack of parking, and retailers parking in front of businesses
Suburban experience of an auto related landscape
Lack of things to do (i.e. Too quiet at night)
Lack of consistency in hours of operation between businesses
Lack of an anchor (stores/ attractions).
Poor street aesthetics that appear unwelcoming, dirty & untidy coupled with low quality storefronts and lack of attractive window displays
Empty CRUs / lack of maintenance by landlord
Maintenance of interlocking pavers in sidewalks and plazas
Lack of signage leading to confusion/ congestion from one-way
Opportunities (factors that the City can capitalize on to assist businesses)
Enhanced policing, bylaw enforcement
DLBA is selling point because all of the events they put on year round
Council choosing to place a greater onus on residential tax rates
Additional similar workshops to bring community together to problem solve-greater landlord involvement
Downtown Masterplan is attractive needs implementation
City is low in debt and has room to incur more debt for revitalization programs
Conduct interviews with long term tenants that have left
Enhance building faade guidelines to give people a better idea of a coordinated approach
Redevelopment/ renewal/ rejuvenation
Land ownership consolidation/ assembly
Greater involvement of local businesses in maintaining aesthetics and building facades
DLBA/ BIA cohesiveness in hours of operation

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Threats (factors that could jeopardize businesses in the City)

A loss of volunteer support and impact of that on the community
New business competition
The lack of developable land and available business space
Capital gains tax can jeopardize projects
Big commercial developments happening on 192 in South Surrey.
Offshore investors may pull funding
Increased competition (I.e. South Surrey, Abbotsford, Township developments)
Current economic environment & low consumer confidence in downtown shopping
Continued commitment by the DLMA to strengthen the areas brand/ theme/ identity and sense of place
Continued opportunities for niche/ specialized retail within the downtown that dont compete with retailers in Willowbrook

Key Strengths and Regional Competitiveness

The following were identified as being the competitive strengths of downtown retailers:
Variety/ selection of retail goods;
Positive local business climate;
Competitive taxes;
Size of regional market; and,
New vibe sourced from businesses and owners that is fun, active & positive.
In addition, the City of Langley has been recognized by the UDI as developer friendly, with an efficient and timely approvals process and low
DCCs.

Part 2: Areas of Focus

Vacancies (Are vacancies affecting your business? What can the City do to help?)
Vacancies are a large factor with regards to business recruitment and retention. Vacancies result in mounting blight and physical
deterioration, not only of their own but the surrounding properties as well. Increased crime, declining tax revenues, the health of the local
leasing market and the regional economy are all impacted by vacancies.
Off shore property owners are using vacant buildings as tax write-offs, to the detriment of existing businesses. Perhaps the City could
seriously consider tightening up Community Standards Bylaw to make property owners more accountable for their appearance.
Create a contest for first time entrepreneurs targeting the types of businesses theyd want to have in downtown and have people send
proposals in coordination with landlords. For that first year, they subsidize the new business rent for the first year and other businesses in
the DT core become mentors. Do that year after year and you build stronger businesses.
Vacant City owned properties should be painted and cleaned up to the short term.
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Streetscape/Ambience (Do additional improvements need to be prioritized? If so, which?)

Paving stones and sidewalks in general are in bad shape throughout the business areas. Salt Lane needs some TLC if it is ever to be
considered an extension of the one-way (which it has the potential to be).
Make Fraser Highway (Downtown one-way section) thing like a sidewalk. Can close off for night events. Feels more safe and intimate.
Clothing donation bins should not be allowed anywhere in the city, and if the City cant disallow them being on private property, then the
licensing fees to have them on private property should be extremely high.
Incur debt to ignite DT revitalization.
Communications (How are the Citys business communication efforts? Is there anything else the City can do to improve communication?)
City management participate in annual or semi-annual walk-abouts with BIA staff and Board of Directors for the purpose of creating
action items to be followed up on by the City. Selecting a different area each time would help City management understand how run down
some of the areas are. A communication strategy would then be to follow up with businesses via a letter after something significant has
been cleaned up or dealt with in their area.
Demographics (How are the areas demographics impacting your business? What can the City do to help?)
The City is a low to mid-range income community comprised of an above average percentage of refugees and ESL residents per capita.
The abundance of low income housing plays a large roll in demographics and the impact it has on businesses. Demographics would
change over the years if the City were to decrease their low income housing percentages and tighten up on the derelict property owners,
both residential and commercial.
Competition (How can the City help businesses compete, individually and collectively, in a competitive region?)
One item that has been brought to the forefront over the last six months is that the proliferation of thrift stores opening up in Langley City
has caused the anchor and long-term businesses to question their locations. Council consideration to revisit the C3 Specific Commercial
Zone businesses to include thrift stores would make it less concerning for existing businesses and more appealing for those considering
opening up a business in downtown Langley.
Cascades Casino and Coast Hotel & Convention Centre
While Casinos typically try to keep customers inside rather than supporting surrounding businesses, Cascades Casino has little retail or services
on-site. The City of Langley has a unique opportunity to leverage the visitation brought by the Cascades Casino and Coast Hotel/ Convention
Centre through:
An information kiosk in the hotel lobby to encourage casino and hotel guests to explore the City and downtown;
There is limited interior retail space, which means that conventioneers need to access retailers in the downtown area, improved marketing
would help. A retailer list that is included in convention packages should be updated and could be enhanced to a brochure;
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A video highlighting the Citys unique businesses could continuously spool on one TV channel in the hotel rooms. The City, DLBA and
Tourism Langley could use existing videos to potentially fit this role.
It has certainly helped local businesses to have a hotel in the Downtown, although expansion is needed as 78 rooms are no longer
enough to accommodate mid-size conventions. Although a feasibility analysis would likely be required, it is anticipated that hotel
expansion would support convention demand and vice versa.

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7 | Recommendations
This section contains recommendations in a narrative style, grouped under the following themes:
1.
2.
3.
4.
5.
6.
7.
8.

Invest in Revitalization
Marketing Materials
Target Specific Areas for Business Recruitment
Focus Recruitment Efforts on Independent Businesses
Enhance Clusters through Recruitment
Engage Social Media
Expand Business Walk Program
Marketing a Retail Centre Lessons for The City

Invest in Revitalization
The City of Langley has, through the intentional work and policies set out by staff and council, managed itself into an enviable debt-free position.
Furthermore, the casino, residential lands, and a strong industrial base continue to provide a source of annual revenue. There is now an
opportunity for the city to capitalize that stream of income, coupled with low interest rates on debt, into much-needed revitalization projects.
Colliers recommends city staff work with stakeholders, including the DLBA board, council, and private landowners to identify and execute priority
revitalization initiatives. From the standpoint of this report and its authors, these projects should be chosen specifically for their likely role in
business recruitment efforts. Research from other markets in the country suggests that investments in public realm improvements are paid back in
the form of higher commercial real estate values and the potential for higher property tax revenue.

Marketing Materials
Adapt/create marketing materials targeted at independent businesses. Highlight other business success stories, cluster-type businesses already
operating in the city, and invite business owners to a fam tour organized around one of the DLBA community events. Use the marketing
materials to highlight the progressive and business-friendly Council and the growing affluent regional population in the South of Fraser
communities.

Target specific areas for business recruitment

For the next 6 months, Patullo Bridge upgrades will cause traffic snarls in and around Bridgeview in North Surrey, Queensborough and New
Westminster, possibly extending to Maillardville. These 4 areas represent potential areas for business recruitment from just a single temporary
bridge project, and in the case of New Westminster, has a profile of businesses that are independent, street-fronting, and community-scaled,
which could work well in a Langley City context. Direct marketing materials to independent businesses in these neighbourhoods, and follow-up
with an invitation to a community event. Some businesses such as those in the bridal gown New Westminster cluster may see opportunities in
opening a temporary pop-up shop in Langley City.
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Focus Recruitment Efforts on Independent Businesses

Research shows that a local community benefits proportionally more from Independent businesses than from chains that generate equal
employment. The research suggests that when profits and management/ownership salaries remain in the community, much of those resources
are spent/reinvested, and the ensuing multiplier effect is much larger than if just staff salaries and wages are paid to locals.

Enhance Clusters through Recruitment

Research from the US shows that certain businesses are more likely to be geographically clustered than others. These businesses are typically
destination retailers, and often are independent businesses. More often than not, they are businesses which experience comparison-shopping,
browsing, and therefore have spin-off benefits for the streetscape and business neighbourhood. Examples include:
Used record stores
Consignment fashion stores
Coffee shops and farm-to-table restaurants

Bookstores, (used books, cookbooks, art, urbanism, bibles,

etc.)
Art galleries
Wedding gowns

Engage Social Media

In 2009 when this document was last updated, social media was in its infancy. Now it is fully accepted as an important business tool for engaging
customers. It is also entering the mainstream for business recruitment professionals and Economic Development Officers. Some important
considerations when developing a social media platform include:
Get professional help. Effective social media engagement is no longer a pastime.
Feature available sites and properties. LinkedIn and Facebook promoting available sites is one of the foundations of business
recruitment.
Tell the stories of your location. LinkedIn and Facebook Tell about your home-grown business successes. Profile your entrepreneurs.
Write up the beginning to end story of a company who chose to expand into Langley City.
Post pictures and video. Facebook, Instagram, Twitter, Snapchat, Flickr. The single most important thing you can do to boost impressions
and encourage engagement is to include pictures and videos, along with descriptive text. Readers quickly scan feeds, and images are far
more likely than text to capture our attention.
Use numbers strategically. Twitter and Facebook Short posts with data insights get attention. Post facts & figures about your data to get
peoples attention.

Expand Business Walk Program

This is a low cost and potentially higher return business retention initiative. Consider expanding the program to include the downtown core,
weekends and evenings, as well.

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Marketing a Retail Centre Lessons for the City

In marketing the City of Langley as a place for people to shop, play, and work, the effort should be targeted towards adapting the habits of the
trade area residents. As opposed to a marketing blitz intended to promote a single event, marketing Langley businesses should take on the
approach used by shopping centre marketers who are trying to increase the centres sales penetration into a given area by modifying long-term
behaviour and shopping preferences. Further, all visitors to the City, be they from neighbouring municipalities or tourists should be treated as if
they are testing the city as a place to live and work. There are a number of marketing tactics that can be used successfully and cost-effectively:
Multi-media. Use a variety of media channels, including social media, that target the intended geography or demographic. In Langleys
case, it is more important to target geographic areas than a particular group of people region-wide. Direct-mail is the best tool for targeting
an area, but is relatively expensive and requires repetition and frequency. Billboards, and ads in local newspapers could be more
effective. Social media, radio and online advertising are also very effective, but target a demographic rather than a geographic area.
Frequency and duration. Campaigns should be run for a period of 3 weeks, after which the effectiveness is measured with informal
surveys at local businesses. An initial campaign may need a longer duration and/or higher frequency during the brand development
phase.
Message. The key message in campaigns should be informative and repetitive, focusing on the key strengths of Langleys Downtown
(quality, uniqueness, service). As with most shopping centre marketing, the goal is to modify behaviour by making the brand familiar and
to remain top of mind when key shopping decisions are being made (convenience trips, weekend outings).

Priority Actions
The action items in this section are presented in summary form. These priority actions fall into four broad categories:
Public Realm Improvements. These can have a direct impact on business viability and should be implemented as soon as possible.
Build Relationships. These actions should be considered on-going efforts that would be implemented as soon as practical.
Research Initiatives. These priority actions should be initiated as soon as reasonably possible, and updated on a regular schedule.
Marketing and Business Recruitment. These actions could yield immediate results, and should be targeted for implementation within 1
year. As they are recruitment actions, their priority is lower than actions related to business retention.
Attract Affluent Buyers. Invest in the improvements and maintenance of parks, trail, and other public amenities to prevent unwanted
activities from occurring on site.
Public Realm Improvements
Investigate and implement financial tools to expand eligibility of Downtown tax exemption bylaw to include multiple family residential in the
downtown core and industrial land uses in the industrial area to upgrade buildings or encourage redevelopment
Improve streetscape elements such as sidewalk lighting and existing light standards
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Improve wayfinding in parks and trail network

Maintain and upgrade Sidewalks, including paving stones in lanes and plazas as indicated in the Downtown Master Plan
Implement attractive window displays of community scenes to showcase building vacancies.
Build Relationships
Monitor industry news and build relationships with commercial real estate professionals by attending events hosted by UDI, ULI, BOMA,
ICSC, NAIOP.
Continue efforts to encourage the consolidation of small commercial holdings into larger developable parcels by building relationships with
land owners.
Investigate a tenant referral relationship with Willowbrook Shopping Centre.
Research Initiatives
Conduct a competitiveness study to ensure that the City has the most effective zoning for the types of commercial and industrial development
it is targeting.
With the DLMA, conduct an annual business survey and a shopper license plate survey.
Conduct a commercial space inventory of downtown Langley.

Marketing and Business Recruitment

Prepare a business recruitment information package.
Approach hotels in the City to have televisions run City of Langley promotional videos.
Target specific tenants that complement the existing retail mix and that typically occupy Downtowns and High Streets.
Initiate a direct approach plan whereby specific complementary businesses are delivered the business recruitment package. Businesses
should be approached to either relocate to Langley, or to open an additional location.
Attract Affluent Buyers:
Invest in the improvement and maintenance of parks, trails, and other public realm amenities identified in Downtown Master Plan - Public
Realm Plan to prevent unwanted activities from occurring on site. Generate attractions that will attract people to the space during all hours
of the day.
o Furniture
o Lighting
o Public Use Infrastructure
o Maintenance
o Security

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Invest in other community amenities that will attract residents who are willing to invest in the community as a place to live. The Timms
Community Centre and McBurney Plaza are examples of this type of investment, and will be a community destination and point of pride
for all residents.
Revitalize single family neighbourhoods by supporting small lot development which will attract more affluent and young families to the City.
Currently the minimum lot size permitted is 6,000 square feet, and is not competitive with other municipalities.
Revitalize Innes Corners Plaza similar to McBurney Plaza
Re-Purpose Douglas Rec Centre as a new community destination

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Appendix 1 Updated Retail Demand Model Output Tables

City of Langley Resident Expenditure Potential

2015

Population

26,816

INCOME (PDI)

$31,536

TOTAL INCOME POTENTIAL

$845,682,310

RETAIL SALES / INCOME

45.7%

TOTAL RETAIL POTENTIAL

$386,766,046

Motor vehicle and parts dealers [441]

$86,812,753

Furniture and home furnishings stores [442]

$13,601,923

Electronics and appliance stores [443]

$13,027,656

Building material and garden equipment and supplies dealers [444]

$22,494,856

Food and beverage stores [445]

$95,842,417

Grocery stores [4451]

$69,092,516

Supermarkets and other grocery (except convenience) stores [44511]

Convenience stores [44512]

$64,903,102
$4,189,414

Specialty food stores [4452]

$5,387,171

Beer, wine and liquor stores [4453]

$21,362,730

Health and personal care stores [446]

$26,974,138

Gasoline stations [447]

$37,633,626

Clothing and clothing accessories stores [448]

$24,551,279

Sporting goods, hobby, book and music stores [451]

$9,970,368

General merchandise stores [452]

$44,847,513

Miscellaneous store retailers [453]

$11,009,518

TOTAL - MAJOR RETAIL CATEGORIES (3-Digit NAICS Codes)

$386,766,046

Food/Drink Establishment Spending per Capita

$992

TOTAL - FOOD & BEVERAGE ESTABLISHMENT SPEND POTENTIAL

TOTAL

$26,613,615

$413,379,661

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2015

PTA Resident Expenditure Potential

Population

170,685

INCOME (PDI)

$35,711

TOTAL INCOME POTENTIAL

$6,095,363,440

RETAIL SALES / INCOME

44.5%

TOTAL RETAIL POTENTIAL

$2,711,495,929

Motor vehicle and parts dealers [441]

$608,617,092

Furniture and home furnishings stores [442]

$95,358,830

Electronics and appliance stores [443]

$91,332,824

Building material and garden equipment and supplies dealers [444]

$157,704,410

Food and beverage stores [445]

$671,921,245

Grocery stores [4451]

$484,386,047

Supermarkets and other grocery (except convenience) stores [44511]

Convenience stores [44512]

$455,015,374
$29,370,673

Specialty food stores [4452]

$37,767,771

Beer, wine and liquor stores [4453]

$149,767,426

Health and personal care stores [446]

$189,107,257

Gasoline stations [447]

$263,837,599

Clothing and clothing accessories stores [448]

$172,121,346

Sporting goods, hobby, book and music stores [451]

$69,899,134

General merchandise stores [452]

$314,411,904

Miscellaneous store retailers [453]

$77,184,288

TOTAL - MAJOR RETAIL CATEGORIES (3-Digit NAICS Codes)

$2,711,495,929

Food/Drink Establishment Spending per Capita

$1,028

TOTAL - FOOD & BEVERAGE ESTABLISHMENT SPEND POTENTIAL

TOTAL

$175,440,727

$2,886,936,656

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STA Resident Expenditure Potential

2015

Population

97,125

INCOME (PDI)

$33,498

TOTAL INCOME POTENTIAL

$3,253,532,390

RETAIL SALES / INCOME

45.1%

TOTAL RETAIL POTENTIAL

$1,468,869,950

Motor vehicle and parts dealers [441]

$329,699,686

Furniture and home furnishings stores [442]

$51,657,728

Electronics and appliance stores [443]

$49,476,763

Building material and garden equipment and supplies dealers [444]

$85,431,538

Food and beverage stores [445]

$363,992,774

Grocery stores [4451]

$262,401,319

Supermarkets and other grocery (except convenience) stores [44511]

Convenience stores [44512]

$246,490,656
$15,910,663

Specialty food stores [4452]

$20,459,534

Beer, wine and liquor stores [4453]

$81,131,921

Health and personal care stores [446]

$102,443,070

Gasoline stations [447]

$142,925,946

Clothing and clothing accessories stores [448]

$93,241,472

Sporting goods, hobby, book and music stores [451]

$37,865,717

General merchandise stores [452]

$170,323,028

Miscellaneous store retailers [453]

$41,812,226

TOTAL - MAJOR RETAIL CATEGORIES (3-Digit NAICS Codes)

$1,468,869,950

Food/Drink Establishment Spending per Capita

$972

TOTAL - FOOD & BEVERAGE ESTABLISHMENT SPEND POTENTIAL

TOTAL

$94,398,029

$1,563,267,979

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Appendix 2 Workshop Participants

Don McDonald NAI Commercial Real Estate
Ron Madsen RDM Enterprises
Glenn Pineau All of Oils
Tammy Rea TD Bank
Loralee Clarke Bentall Kennedy
Kim Mullin Thrive Communications
Darren Brattston Beedie Group
Shelley Garries Gallery 204
Marlyn Graziano Kwantlen Polytechnic University
Councillor Gayle Martin, Chair Economic Development Committee
Councillor Paul Albrecht, Vice-Chair Economic Development Committee

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