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Chamber of commerce retail strategy and market analysis presentation
1. Retail Market Analysis and
Strategic Positioning Strategy
presented to
Windsor Chamber of
Commerce
presented by
Christa Johnson, Assistant Town
Manager
David Kelley, Project Manager
November 16, 2010
2. Town Economic Development Update
• Old Redwood Highway Streetscape Design
• Town-Wide Wayfinding Signage Program
• Planning & Building Director Position
• 2011 Leadership Grant Program
• Chamber Agreement
– Sonoma County Visitor Guide Ad
3. Key Development Projects & Opportunities
Key Development Projects Future Opportunities
• G&C Auto Body • Bell Village
• Marcussin Winery • Old Fire Station Site
• Multi-Contact • Proposed Shiloh
• St. Joseph Urgent Care Marketplace Shopping
Center
• UPTick Tasting Room
• Chase Bank
• Burbank Housing 65-unit
Windsor Redwoods
4. Background
• The Windsor Economic Development Strategic Plan
(EDSP) recommended development of a retail positioning
strategy.
• Action 5.3.1 of the EDSP’s Retail Expansion Initiative
recommends that Town staff work to
“develop a clear market position and strategy
for Windsor’s most concentrated commercial
areas to ensure retail development is
complementary, well-planned and fills a needed
gap.”
5. Purpose
• The positioning strategy is intended to:
– Maximize retail sales capture.
– Improve the overall retail mix in specific commercial
districts.
– Provide Strategies that support successful
redevelopment Downtown and in other locations in the
Town.
– Evaluate the potential impacts of the retail component
of the Bell Village Project.
6. ABAG Population, Households, and Jobs
Estimates and Forecasts
2000-2010 2010-2035
Avg Avg
Area/Item 2000 2010 2035 # % Annual # % Annual
Town of Windsor
Population 22,744 27,600 30,900 4,856 21.4% 2.0% 3,300 12.0% 0.5%
Households 7,589 9,290 10,370 1,701 22.4% 2.0% 1,080 11.6% 0.4%
Jobs 5,960 5,850 11,110 -110 -1.8% -0.2% 5,260 89.9% 2.6%
Sonoma County
Population 458,614 497,900 561,500 39,286 8.6% 0.8% 63,600 12.8% 0.5%
Households 172,403 188,340 211,290 15,937 9.2% 0.9% 22,950 12.2% 0.5%
Jobs 221,490 218,360 325,110 -3,130 -1.4% -0.1% 106,750 48.9% 1.6%
Sources: Association of Bay Area Governments (ABAG); Economic & Planning Systems, Inc.
8. Household Retail Demand
Retail Sales and Estimated Demand
Sources: Town of Windsor: BLS Expenditure Survey; Economic & Planning Systems, Inc.
$90,000
$80,000
$70,000
$60,000
Leakage
$50,000
Leakage
$40,000
$30,000
Leakage
$20,000
Leakage
$10,000
$0
Apparel Stores General Home Bldg. Matrl. Auto Dealers Other Retail Food Stores Eating and Service
Merchandise Furnishings And Farm and Auto Stores Drinking Stations
and Implements Supplies Places
Appliances
2008 Aggregate HH Retail Expenditures ($1,000s) 2007/2008 Retail Sales in Windsor ($1,000s) [1]
9. Estimated Townwide Future Retail Demand
(square feet)
(2008-2035) (2008-2035)
Aggregate Net 2035 Demand
Retail Exps. Increase Avg. Sales for Retail
Item % Change ($1,000s) per Sq. Ft. Square Footage
ABAG Projections, 2035 56% $150,760 $390 386,565
No Growth in Income 25% $67,265 $390 172,476
High Growth Estimate 119% $318,838 $390 817,534
EPS Growth Estimate 81% $214,884 $390 550,986
10. Summary of Findings
1) Desirable quality of life factors have contributed to a
rapid expansion of the Town’s population during the
past decade.
2) Households in the Town are younger, more diverse,
and wealthier than households in the County.
3) The ABAG projections for Windsor indicate the
Town’s households are expected to increase by
1,080 new units between 2010 and 2035, or 0.4
percent per year, which would mark a dramatic
slowdown from the previous decade.
4) For this exercise, EPS recommends assuming that
new units will increase by 3,000 Townwide between
2010 and 2035 (average of 120 units/year).
11. Summary of Findings (continued)
5) Consistent with national economic trends, retail
sales in the Town of Windsor peaked in 2006 before
falling in 2007, 2008, and 2009.
6) A retail capture/leakage analysis comparing local
household spending to actual local sales indicates
that the Town is capturing more outside spending
than it is losing to other jurisdictions.
7) While retail in Windsor is generally strong, several
retail categories—such as apparel stores and eating
and drinking places—are “leaking” sales to other
jurisdictions.
12. Summary of Findings (continued)
8) Based on population and employment projections in
2035, Townwide retail demand in 2035 is estimated
to increase by 81 percent.
9) A new specialty grocery store—one that is focused
on high quality, local and organic produce and
specializing in prepared foods—could be successful
in the Town of Windsor, particularly in the
Downtown area.
10)The amount of retail proposed at the Bell Village
site represents nearly 12 percent of the total retail
square footage required to meet Townwide demand
during the next 25 years.
13. Summary of Findings (continued)
11)The mix of retail uses proposed for the Bell Village
site is not likely to compete directly with Downtown
retailers, and, therefore, is unlikely to have a
physical impact on the Downtown retail environment
in terms of increased vacancies.
12)Windsor also attracts visitors from beyond its
Market Area who are drawn by the Town’s events
and visitor-serving retail, but there is potential for
the Town to capture an even greater share of the
County’s visitor activity.
14. Recommended Strategies and Actions
1) To make use of underutilized sites, capture an
increased share of the visitor market, and
strengthen Downtown retail, prepare a Master Plan
for the Civic Center, Library, Huerta Gym, 100
Market sites.
2) Work to attract a niche-market, specialty grocery
store that specializes in high-quality foods, fresh
produce, and prepared foods to Downtown Windsor.
3) Ensure that the design of the Old Redwood Highway
street and pedestrian improvements serves to
integrate the existing Downtown street pattern and
the future retail uses at Bell Village.
15. Recommended Strategies and Actions
(continued)
4) Monitor and evaluate demand for a
hotel/conferencing facility to enhance the Town’s
image in the visitor market and provide meeting and
activity space for the community.
5) Windsor needs to explore branding options that
resonate with the Town’s family values and location
in the heart of Sonoma’s wine country, that are not
limited to summer activities on the Town Green.
6) Recognize that there are opportunities for Old
Downtown to serve two distinct populations: day-to-
day Downtown residents and employees, and
visitors, and that the Town should work to cater to
each group.
16. Recommended Strategies and Actions
(continued)
7) To the extent possible, encourage the types of
businesses that generate business-to-business sales
by supporting retention and expansion efforts.
8) Preserve land designated as Gateway Commercial in
the southern portion of Town for regional-serving
big box stores.
9) Unless there is a particular business able to invest in
the northern portion of Town (i.e., Sanderson Ford
relocating from Healdsburg), retail zoned land may
be better suited to residential or mixed-use in the
long term.
17. Next Steps
• Staff will continue to implement the EDSP and
key components of the Retail Strategy.
– Current budget and Capital Improvement Program
– FY 2011-2013 budget cycles
• Projects underway or planned include:
– Old Redwood Highway Streetscape
– Civic Center Loop Project
– Hotel/Conference Center Feasibility Study
– Targeted Business Recruitment Campaign
• Funding
– Combination of General Fund revenues,
Redevelopment funding and grant funding.
December 2008 – Windsor Economic Development Strategic Plan (EDSP)
Note decrease in average annual growth rates of population and households in Windsor between 2000 and 2010 and 2010 and 2035 – esp. compared with Sonoma County
Bonaventure Plaza is a grocery/convenience store-anchored center located along Old Redwood Highway at the northern point of the Town and offers neighborhood-serving retail including Martin’s Market, a Latino-oriented grocery market, a coffee shop, a pizza restaurant, a laundromat, a pet supply store, and a pet photography studio. Though it is not officially part of Bonaventure Plaza, there is a taqueria north of the center. Further north and across Old Redwood Highway, Garrett Ace Hardware and Vineyard Industry sell building materials and landscape supplies. Lakewood Village is located east of Highway 101 in the central portion of the Town and consists of both Lakewood Shopping Center and Lakewood Village Shopping Center—two centers located across Lakewood Drive from one another. Together they serve as a community-serving retail center, anchored by Raley’s, Safeway, and CVS Pharmacy. In-line stores include casual family-oriented restaurants, personal services such as nail, hair, and tanning salons, dental offices, a health club, and other services including the Town’s post office, a packaging and shipping store, and banks and insurance offices. Currently, there are several retail vacancies at Lakewood Village. Old Downtown is centrally located west of Highway 101, and the bulk of the retail Downtown is nestled to the west and south of the Town Green, which acts as Downtown’s anchor use as it has numerous events and programs throughout the year. Though referred to as “Old,” the Downtown’s built environment is almost entirely new construction. The New Urbanist Downtown has been built in phases, beginning in the early 2000s. The retail in the Downtown can be characterized as pedestrian-friendly, with mostly unique, independently-owned specialty stores and restaurants. Many of the retailers are mom and pop “hobby” retailers, meaning that they are not strictly in business for the money. Rather, they are pursuing a hobby interest and can subsidize their operations with their personal savings, or accept relatively low income from the stores, if necessary. The small size of the retail spaces also keeps total monthly rent for individual stores fairly low, even though rents are fairly high on a per square foot basis. There are a number of quality restaurants as well as casual ice cream, frozen yogurt, and candy stores. Other retailers include salons, jewelry stores, craft stores, and consignment clothing stores. Old Downtown benefits from the Town’s active programming of the Town Green, particularly during the summer months. Of the retail spaces close to the Town Green and oriented to the Town Green, there are very few vacancies, according to the developer of the Downtown. The retail spaces that are accessible from the parking lot off of Windsor Road have more vacancies, while the ground floor retail along Johnson Street (the last to be developed) is almost completely vacant. Windsor Palms is located along Old Redwood Highway, southeast of Lakewood Center. It is a neighborhood-serving strip mall, anchored by Round Table Pizza and Castañedas Marketplace, which specializes in Mexican groceries. The tenant directory includes a video rental store, a salon, a drycleaner, Star Town Restaurant, Thumbs Up Burgers, a taqueria, Donut Hut, a needlepoint shop, and a Tae Kwon Do studio. Windsor Palms has a strong medical office presence, including a medical clinic and second story medical offices. Currently, some retail space is available for lease. Shiloh Center is located east of Highway 101 at the southern point of Town, and offers the Town’s only regional-serving, national-credit retailers. The Center is anchored by Home Depot, Walmart, and Office Depot. Family-style, fast-food eateries such as Subway Sandwiches, Panda Express, Burger King, Pizza Guys, Hi-Tech Burrito, Kentucky Fried Chicken, Cold Stone Creamery, and Quiznos comprise much of the tenant base. There is also a pet store, a cell phone store, a credit union, a mattress store, and a Kragen Auto Parts store. Other sites of limited retail sales activity include Windsor Village, the Shiloh Business Center, and the retail along Airport Boulevard, just south of the City. Retail Sales by Location According to data evaluated by HdL and provided by the Town in summary form for FY2009/10, the Shiloh Commercial Center generates approximately 45 percent of the Town’s retail sales tax revenues. This is up from 42.5 percent in the 4th quarter of 2008 and 40.6 percent in the 4th quarter of 2007. Old Downtown Area generates approximately 4.2 percent of the Town’s retail sales tax revenues, up from 3.5 percent at the end of FY 2008 and comparable to performance at the end of FY 2007 (4.1 percent). The figures for the Lakewood Shopping Center do not reflect sales at the whole center (i.e., sales at Lakewood Village Shopping Center and Lakewood Shopping Center), but nevertheless, sales records indicate declining performance. In FY 2007, the Lakewood Shopping Center generated 2.9 percent of Townwide sales, declining to 2.7 percent in FY 2008 and 2.3 percent currently.
Overall Capture rates: Just HH: 136% HH plus employees and business retail spending: 117% But important to look at individual retail categories. Sales have been adjusted to exclude business to business sales. “Other Retail Stores” includes contractors, farm products/equipment, wineries, personal services, and other retail stores. Typically, only 35% of grocery purchases are taxable. SBE account sales tax data has been adjusted to reflect total retail sales.
Desirable quality of life factors have contributed to a rapid expansion of the Town’s population during the past decade. Since 2000, the Town’s population increased by about 4,900 people or 21 percent, while the number of households in the Town grew by 1,700 households or 22 percent. Households in the Town are younger, more diverse, and wealthier than households in the County. The Town of Windsor is largely comprised of families with children, with 82 percent of the Town’s population under age 55. The Town of Windsor has higher incomes than the County overall. Sonoma County’s median income was about $64,000, and Windsor’s was roughly $78,000, estimated as an average for the three years between 2006 and 2008. The ABAG projections for Windsor indicate the Town’s households are expected to increase by 1,080 new units between 2010 and 2035, or 0.4 percent per year, which would mark a dramatic slowdown from the previous decade. During the 10-year period between 2000 and 2010, the number of households in the Town of Windsor increased by 1,700, from 7,589 to 9,290, or 22 percent. During the next 25 years, ABAG projects that the number of new households will increase by less than two-thirds the amount realized in the past decade, or 1,080 new households, and EPS believes that this projection significantly understates the amount of growth the market will support. EPS recommends reconsidering the ABAG projections for this exercise and assuming that new units will increase by 3,000 Townwide between 2010 and 2035. If they understate actual growth potential, relying on ABAG’s projections for planning purposes could compromise the Town’s process and objectives. EPS’s recommendation translates to an increase of approximately 32 percent above the current number of households in the Town, or 1.0 to 1.1 percent per year – roughly half the growth rate experienced in the last decade. An increase of 3,000 new units falls well within the physical capacity of the Town under current General Plan policies and is also in compliance with the Town’s Growth Ordinance.
Consistent with national economic trends, retail sales in the Town of Windsor peaked in 2006 before falling in 2007, 2008, and 2009. Retail sales data provided by SBE shows retail sales from retail outlets (i.e., physical stores) in the Town peaked at $254 million in 2006, dropping to 2003 levels of $213 million in 2008. As a category, Eating and Drinking Places managed to post increases each year between 2003 and 2008. A retail capture/leakage analysis comparing local household spending to actual local sales indicates that the Town is capturing more outside spending than it is losing to other jurisdictions. The current households in Windsor spend nearly $230 million on retail goods and services. The retail stores in Windsor generate $378 million in sales, although this number includes business-to-business sales and spending by visitors. EPS adjusted the Town’s 2007/2008 retail sales account data to exclude business-to-business sales, resulting in total Townwide sales of approximately $311 million – still more than is being spent by Windsor households alone. While retail in Windsor is generally strong, several retail categories—such as apparel stores and eating and drinking places—are “leaking” sales to other jurisdictions. Windsor’s net capture of retail sales is a positive indicator, but capture in one retail category can off-set leakage in another, obfuscating important variances. Windsor performs exceptionally well in the General Merchandise, Building Material and Farm Implements, and Food Stores categories. Retail categories that are leaking sales to other communities include Apparel Stores; Home Furnishings and Appliances; Auto Dealers and Auto Supplies; and Eating and Drinking Places. These leakage categories represent opportunities for new retail development in Windsor. Windsor’s Old Downtown is a particularly appropriate location for Apparel Stores and Eating and Drinking Places, as these tend to be relatively small-scale businesses that benefit from programmed spaces such as the Town Green, which attracts casual shoppers and diners through its evening and weekend events. Because the development and buildout of restaurants requires special considerations (e.g., restrooms, kitchens, adequate venting), they should be anticipated early in the planning process. These specialized provisions are expensive and difficult to accommodate once the building is already constructed.
Based on population and employment projections in 2035, Townwide retail demand in 2035 is estimated to increase by 81 percent. The estimate considers aggregate household retail expenditures, aggregate employee retail spending, and aggregate business retail expenditures, but does not reflect future increases in the capture of visitor spending. This increase reflects real growth in household income above inflation. As a way of bracketing this projection, the same calculation is made using ABAG’s household growth projections and assuming no real growth in household income and results in an 18 percent increase in Townwide retail demand. Assuming average retail sales of $390 per square foot, this increase in spending translates to demand for approximately 551,000 square feet of retail space Townwide in the next 25 years. Though it has not been approved yet, the Bell Village project proposes to offer 65,500 square feet of retail space (or nearly 12 percent of future demand Townwide). A new specialty grocery store—one that is focused on high quality, local and organic produce and specializing in prepared foods—could be successful in the Town of Windsor, particularly in the Downtown area. The analysis of household spending and retail sales flows suggests insufficient demand for a new conventional grocery store, meaning that a new conventional grocery store is likely to take sales away from existing stores rather than serve latent or new demand. However, area experts report that Windsor shoppers leave Windsor to purchase specialty grocery goods from retailers not present in Windsor, such as Whole Foods, Trader Joe’s, and Costco. Because of relatively high household incomes in the Town of Windsor and the preference for specialty items that typically accompanies high incomes, it is possible that a small-format, quality grocery store offering local, organic produce and specializing in prepared foods could retain some of this lost local spending and capture additional wine-country visitor spending in the near-term in the Town of Windsor—particularly in the Downtown area. In the longer term, EPS prepared a grocery demand analysis and found that using EPS’s household growth projections, an additional 27,000 square feet of grocery retail could be supported by 2035. The amount of retail proposed at the Bell Village site represents nearly 12 percent of the total retail square footage required to meet Townwide demand during the next 25 years and could affect the pace of absorption of future retail. Presently, about 16 percent of the Town’s retail supply is concentrated in the Downtown Area. Given the availability of other more traditional locations for “name brand” retailers in Windsor, EPS estimates that a maximum of 25 percent of the future Townwide demand for retail space could be developed in the Downtown Area. This translates to 138,000 square feet of new retail space in Downtown. Though the Bell Village project has not been approved yet, it proposes to offer 65,500 square feet of retail space (nearly half of future demand for retail space in the Downtown area and nearly 12 percent of future demand Townwide).
The mix of retail uses proposed for the Bell Village site is not likely to compete directly with Downtown retailers, and, therefore, is unlikely to have a physical impact on the Downtown retail environment in terms of increased vacancies. There is a substantial supply of grocery stores and pharmacies (many in combined formats) already in the Town of Windsor and specifically at the Lakewood and Lakewood Village shopping centers. Though the development of the Bell Village retail component would be likely to attract sales away from these existing grocery stores and pharmacies, they are not present in the Downtown retail mix. [1] Windsor also attracts visitors from beyond its Market Area who are drawn by the Town’s events and visitor-serving retail, but there is potential for the Town to capture an even greater share of the County’s visitor activity. A representative from the Town’s Chamber of Commerce estimates that the Town’s events pull visitors from up to 15 miles away. EPS believes there is potential for the Town to capture an even greater share of the County’s visitor activity by developing and strengthening opportunities to serve the visitor market, such as a hybrid boutique hotel/ conference center. If further analysis suggests demand for a new hotel, the Downtown Area is a logical central location with good freeway access, adjacency to retail and restaurants, and proximity to the Train Station.
Prepare a Master Plan for the Civic Center, Library, Huerta Gym, 100 Market sites. There are a number of strategies described in this Study that could involve reconfiguring the Town’s Civic Center property to optimize the use of the land surrounding the Town Green. A master plan study should be prepared that evaluates the physical requirements and design of the reconfigured area, as well as the financial considerations that would be involved, including potential to use proceeds of development surplus, public property, tax increment financing, and other sources to retire the outstanding public debt on the current Town Hall site and fund consolidation of Town functions. Should current plans to develop the Bell Village site become infeasible, the geographic scope of the Master Plan should be expanded to include the Bell Village site. Work to attract a niche-market, specialty grocery store that specializes in high-quality foods, fresh produce, and prepared foods to Downtown Windsor. Anticipating future growth, a small-format, quality grocery store offering local, organic produce and specializing in prepared foods could potentially retain some of the local spending that is being lost to areas outside of Town, and be viable over the long term—particularly in the Downtown area. The presence and associated activity of a specialty grocery store in the Downtown area can help jumpstart additional retail development. If such a grocery store can be supported as part of Bell Village, special planning and design consideration should be given to the careful integration of the retail portion of the Bell Village site with the rest of the Downtown. Ensure that the design of the Old Redwood Highway street and pedestrian improvements serves to integrate the existing Downtown street pattern and the future retail uses at Bell Village. To maximize connectivity between the retail planned for the Bell Village site and the existing Downtown area, pedestrian access across Old Redwood Highway must be improved. Preliminary design alternatives for the downtown section of Old Redwood Highway are being considered by the Planning Commission and Town Council. The more physically integrated the Bell Village retail is with the Town Green and Downtown, the more likely it is that the commercial uses can activate and support one another by encouraging pedestrian flow.
Monitor demand for a hotel/conferencing facility in the Town. Discussions with the Executive Director of the Agatha Furth Center suggested that there is unmet demand for an event facility in the Town of Windsor. However, the economics of operating a stand-alone meeting/ conference facility are challenging and such facilities typically require financial support. Financial support could take the form of public investment or the operations of the facility could be subsidized by an adjacent and/or interconnected hotel. The Town should engage in further analysis to evaluate the potential future demand for a new hotel in light of the current application for a new Holiday Inn east of Highway 101. If further analysis suggests demand for a new hotel, the Downtown Area is a logical central location with good freeway access, adjacency to retail and restaurants, and proximity to the Train Station, which will eventually serve SMART Train passengers. If the retail currently planned for the Bell Village site becomes infeasible or the project does not move forward for some reason, EPS believes a well-executed hotel/conferencing facility (along the lines and scale of the Sonoma Mission Inn, for example) located on the Bell Village site would attract new visitors to Windsor and the Downtown area, in particular. Hotel guests and conference and event attendees will infuse vitality into the Downtown, and they will be less sensitive to having to cross Old Redwood Highway than current residents and employees might be. Recognize that there are opportunities for Old Downtown to serve two distinct populations: day-to-day Downtown residents and employees, and visitors, and that the Town should work to cater to each group. Residents and employees require different types of retail than visitors, but the Downtown area will need to serve both groups. Eating and drinking places and apparel stores represent significant retail opportunities for the Town and are particularly appropriate uses for the Downtown area. Evaluate demand for a mini-outlet concept to capture apparel leakage. A small scale outlet center may be possible in the Town if it is able to serve tourists as well as the local community’s demand for apparel and other consumer goods. While there is a large outlet in Petaluma with over 50 stores, Windsor may be able to offer a much smaller-scale shopping experience, consistent with and complementary to the Downtown retail, to attract visitors who may prefer unique small-town shopping experience on their way to other destinations. Windsor needs to explore branding options that resonate with the Town’s family values and location in the heart of Sonoma’s wine country, that are not limited to summer activities on the Town Green. As noted above, one key aspect of successful tourist-oriented retail districts is its unique identity or “brand”. Windsor is a “real” community nestled in the wine country that celebrates local agriculture and produce, wine, and family.
To the extent possible, encourage the types of businesses that generate business-to-business sales by supporting retention and expansion efforts. The Town of Windsor’s retail sales are significantly supported by business-to-business sales, including several that manufacture and sell materials related to the construction industry. While these businesses do not attract resident or visitor spending, they generate sales tax revenues that support the Town’s General Fund activities. Consider requiring a fiscal impact analysis when applications to replace or redevelop existing sales tax generators are submitted. Preserve land designated as Gateway Commercial in the southern portion of Town for regional-serving big box stores. The southern portion of the Town where the Shiloh Center is located has already emerged as the Town’s regional retail node with the presence of large-scale big box retailers Walmart, Home Depot, and Office Depot. Residents of Windsor and residents of communities north of Windsor are already driving through Windsor to get to these stores; they are also driving past Windsor to shop at regional retail stores in Santa Rosa. To capture more of the regional retail dollars being spent outside of Windsor, the Town could try to attract additional large format, general merchandise retailers to the southern part of Town. Particular sites, including the Oluf property (about 40 acres) and the Vicinni site, are promising candidates for regional-serving retail, although there are three creeks that run through the Oluf property, and the Vicinni site has wetlands issues. The former water-slide park site is vacant and offers significant acreage but in an awkward configuration. Particular attention could be focused on trying to attract a Target to one of these sites, for example, which could help capture regional spending. [1] Such a strategy is not expected to compete with the objectives of the Shiloh Vision Plan, whose eventual retail offerings as part of a mixed-use development are likely to emerge more organically in response to market demand and individual retailers’ own tendencies. Unless there is a particular business able to invest in the northern portion of Town, retail zoned land may be better suited to residential or mixed-use. Beyond Bonaventure Plaza, there is a significant amount of land in northern Windsor on either side of Highway 101 that is designated Gateway Commercial. As noted in the previous finding, EPS believes the most appropriate location within the Town for regional retail is in southern Windsor around the Shiloh interchange. Northern Windsor may be more appropriate for residential or mixed use development. Apart from the types of retail stores that serve nearby residents, northern Windsor does not display strong retail development potential.
