MetroEDGE - Apache Blvd Market Scan - Sept 2014

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LISC MetroEdge, a program of the Local Initiatives Support Corporation (LISC), works in urban markets nationwide assisting CDCs, local governments, developers and business associations to define their market potential and develop and implement strategies to achieve that potential.

Apache BoulevardTrade Area Market Scan

September 2014

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Acknowledgments

LISC MetroEdge expresses its sincere appreciation to the following organizations for their support and cooperation in the preparation of the Apache Blvd Trade Area Market Scan:

Apache Blvd Trade Area Market ScanSeptember 2014

Thank you also to the City of Tempe, and to the many residents, business & property owners, developers, neighborhood organizations, and to all others who participated in interviews, meetings, and discussions in the preparation of this Market Scan for the Apache Corridor in Tempe, Arizona.

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ContentsI. Trade Area Map & Highlights 4

II. Trade Area Observations 6

III. Demographics 9

IV. Market Data 21

V. Strengths, Weaknesses, Opportunities, & Threats 27

VI. Vacancy, Use, & Development Maps 31

VII. Apache Boulevard Story34

VIII. Potential Strategies & Action Steps37

Appendix 38

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Apache – Trade Area Map

Apache Trade Area

The study area within the blue dashed lines is bordered on the north by the river, the west by the railroad tracks, the south by Broadway and on the east by Price.

The boundaries are based on a combination of U.S. Census blocks block group areas.

The area is 5.2 square miles.

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Highlights of Apache Trade Area:People & Economy

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Apache Road Trade Area Observations: Recent History

• Businesses on Apache are an eclectic mix from a time when US 60 was a main route and somewhat spare as one heads east

• The area has been characterized by “waves of development”

• Positive change has been slow since the implementation of the Redevelopment Area & the construction of City facilities

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Apache Blvd Trade Area Observations:The Present

• University policies and the presence of students in the housing market have a huge impact

• The arrival of the Metro is already making a noticeable impact

• Longstanding businesses like Toliver’s, Watson’s, and Haji-Baba are a solid base upon which to build

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• The arrival of the Metro has the potential to make a huge impact

• New proposed developments may dramatically influence investment decisions on the corridor

• Desired change requires local leadership, partners, and a shift from an emphasis on the improved first (glass is half full) negative to the positive -- celebration, vision, and opportunities – in relationship to the City, the University, and current and prospective retailers

Apache Blvd Trade Area Observations:The Future

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A Profile of Apache Trade Area Residents

Quick-Facts 2010 2014

Population 32,777 33,508

Median Age 22.0 22.9

Households 11,012 11,313

Families 3,120 3,223

Group Quarters Population NA 9,809

Median Household Income $20,152 $22,477

Housing Units 12,685 13,876

Average Household Size 2.14 2.09

Percent Owners 10.6% 11%

Median Owner House Value $169,099 $182,806

Source: Nielsen Corporation, 2014; ESRI Community Analyst, Visualized by LISC MetroEdge

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2000 Census 2010 Census 2014 Estimate 2019 Projection

28,996

32,77733,508

34,756Population

13% 2% 4%

Source: Nielsen Corporation, 2014; Visualized by LISC

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Age 0 - 4 Age 5 - 9 Age 10 - 14 Age 15 - 17 Age 18 - 20 Age 21 - 24 Age 25 - 34 Age 35 - 44 Age 45 - 54 Age 55 - 64 Age 65 - 74 Age 75 - 84 Age 85 and over

0%

5%

10%

15%

20%

25%

30%

35%

40%Population by Age

2010 2014 2019

Median Age 2014 (23)

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White* Hispanic* African American Asian Other0

10

20

30

40

50

60

70

80

Race and Ethnicity

2010 2014 2019

%

* White totals include individuals identifying as Hispanic and non-Hispanic; Hispanic totals are a subset of the White totals

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Source: ESRI Community Analyst, 2014; Visualized by LISC

Occupied Owner Renter Vacant0

10

20

30

40

50

60

70

80

90

100

Tenure

2010 2014 2019

%

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<$25,000 $25,000 - $34,999

$35,000 - $49,999

$50,000 - $99,999

$100,000 - $149,999

>$150,0000

10

20

30

40

50

60

Household Income

2000 2014 2019

%

2014 Income Density ($50,000+/Square Mile): 637

2014 Median Household Income: $25,4772014 Latino Median Household Income: $23,1642014 Non-Latino Median Household Income: $26.295

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Apache – Sub Trade Areas Map

1.92 Square Miles 3.27 Square Miles

1 2

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A Profile of Apache Sub Trade Area Residents

Quick-Facts - 2014 Sub Trade Area 1 Sub Trade Area 2


Median Age 20.9 26.8


Families 831 2,391

Group Quarters Population 9,758 51

Median Household Income $24,017 $26,339

Housing Units 4,319 9,556


Percent Owners 9.2 9.4

Median Owner House Value $247,619 $153,611

Source: Nielsen Corporation, 2014; ESRI Community Analyst, Visualized by LISC

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A Profile of Apache Sub Trade Area Residents

2010 Census 2014 Estimate 2019 Projection

16,724

17,480

18,512Population Sub Trade Area 1


4% 6%

2010 Census 2014 Estimate 2019 Projection

16,053 16,02816,243

-.2% 1%

Population Sub Trade Area 2

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18Source: Nielsen Corporation, 2014; Visualized by LISC


0%

10%

20%

30%

40%

50%


2010 2014 2019


A Profile of Apache Sub Trade Area 1

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0%

5%

10%

15%

20%

25%


2010 2014 2019


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20Source: ESRI Community Analyst, 2014; Visualized by LISC


102030405060708090

100Tenure

2010 2014 2019

%

A Profile of Apache – Housing Tenure


102030405060708090

100

Tenure

2010 2014 2019

%

s

Sub Trade Area 1

Sub Trade Area 2

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Category (Annual Expenditures 2014)Demand

Trade Area Supply

Trade Area FloatFloat as %

of DemandBuilding Material & Garden Equipment 53,991,156 33,327,413 20,663,743 38%

Clothing & Clothing Accessories Stores 35,528,055 108,421,695 72,893,640 205%

Electronics & Appliances Stores 17,852,954 296,450,780 278,597,826 1561%

Food & Beverage Stores 90,887,764 50,037,920 40,849,844 45%

Foodservice & Drinking Places 96,303,475 272,077,491 175,774,016 183%

Furniture & Home Furnishings Stores 10,349,808 16,400,528 6,050,720 58%

General Merchandise Stores 80,165,913 63,724,191 16,441,722 21%

Health & Personal Care 20,594,372 30,634,337 10,039,965 49%

Miscellaneous Store Retailers 22,147,635 18,552,134 3,595,501 16%

Sporting Goods, Hobby, Book, & Music Stores 19,833,225 26,357,531 6,524,306 33%

Apache Trade Area Retail Float

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Retail FloatRetail Float, a measure of the amount of retail opportunity in the trade area, and is

calculated as the difference between buying power (demand) and retail sales (supply)

When Retail Float is a positive value there is unmet demand by residents in the trade area, representing opportunities for new or existing businesses to target.

When Retail Float is a negative value there is either a healthy concentration of retail to build from, or there is a saturation of retail that indicates limited opportunity for business growth or expansion.

– Retail such as restaurants, clothing or furniture stores attract shoppers looking for multiple stores. In many cases negative float for these categories indicates a business opportunity to start or grow a business to complement what already exists in the market.

– Retail such as hardware stores, general merchandise stores and grocery stores are less likely to grow or expand when there is negative float (when there is little or no unmet demand in the surrounding market)

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Trade Area Supply




Electronics & Appliances Stores 12,603,408 5,062,905 7,540,503 60%



Furniture & Home Furnishings Stores 6,197,202 0 6,197,202 100%




Sporting Goods, Hobby, Book, & Music Stores 14,296,049 7,023,624 7,272,425 51%

Apache Sub Trade Area 1Retail Float


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Trade Area Supply




Electronics & Appliances Stores 4,361,571 50,222,152 45,860,581 1,051%



Furniture & Home Furnishings Stores 3,398,243 4,580,995 1,182,752 35%




Sporting Goods, Hobby, Book, & Music Stores 4,617,141 4,857,455 240,314 5%

Apache Sub Trade Area 2 Retail Float


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Food & Beverage Stores

CategoryDemand

Trade AreaSupply

Trade Area FloatSupermarkets & Other Grocery Stores 28,286,215 598,973 27,687,242

Convenience Stores 2,228,155 790,250 1,437,905

Specialty Food Stores 3,780,213 383,811 3,396,402

Beer, Wine, & Liquor Stores 20,341,560 923,948 19,417,612


Apache Sub Trade Area 1


CategoryDemand

Trade AreaSupply

Trade Area Float

Supermarkets & Other Grocery Stores 19,232,858 39,193,650 19,960,792

Convenience Stores 1,383,967 1,501,341 117,374

Specialty Food Stores 2,683,435 315,191 2,368,244

Beer, Wine, & Liquor Stores 7,885,472 949,533 6,935,939

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Food Service & Drinking Places

CategoryDemand

Trade AreaSupply

Trade Area FloatFull-service Restaurants 29,029,852 61,738,607 32,708,755

Limited-service Eating Places 23,434,122 71,152,251 47,718,129

Special Foodservices 6,254,607 959,923 5,294,684

Drinking Places – Alcoholic Beverages 3,448,137 5,160,769 1,712,632




CategoryDemand

Trade AreaSupply

Trade Area Float

Full-service Restaurants 13,112,957 10,248,833 2,864,124

Limited-service Eating Places 11,656,744 20,181,940 8,525,196

Special Foodservices 3,091,899 12,545,875 9,453,976

Drinking Places – Alcoholic Beverages 1,066,413 1,574,509 508,096

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Apache Blvd Corridor - Strengths• Housing: Several submarkets with diverse housing choices; recent

housing investment; New Town CDC & Habitat active in housing market

• Corridor: Toliver’s, Watson’s, Haji-Baba & others form a strong business base; Food City is an important retail presence; successful ethnic restaurants & grocers; new developments planned or underway; University & City provide stability & investment; transit investment

• Community: Long time active homeowners & civic groups; active business advocates; history of cooperation & success; volunteers with skills & energy; NEDCO & LISC

• Infrastructure: Transit facilities; City facilities; Park & Ride; City resources; private charter school such as School for the Arts

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Apache Blvd Corridor - Weaknesses• Housing: Transient student population; lack of residential density;

developer interest in tall buildings; remaining mobile home parks and motels

• Corridor: Basic conveniences missing; ground floor retail in mixed-use buildings is often vacant; vacant lots & underdeveloped commercial space; need for centralized management; cleaned up yes -- transitioned from the highway not yet

• Community: No united strategy; many residents shop elsewhere; coordination between community/City/University lacking; outreach needed to ethnic residents

• Infrastructure: Current policies encourage excess retail space; tools are limited in scope & scale; transit splits the market; Metro light rail on the Apache corridor is a not yet fully developed asset

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Apache Blvd Corridor - Opportunities• Overarching: Locally supported businesses draw others to restaurants, & other

stores to live, work, learn, and play

• Housing: Selective, planned market rate housing could increase diversity, strengthen market; new home ownership could stabilize market & improve density; planned developments can leverage investment

• Corridor: Residential market exists for basic services; coordinated promotion/marketing can increase penetration; strong pockets can anchor new investment; a BID or other organization can make Apache cleaner, safer, more attractive for everyone

• Community: Early-action projects can build momentum; united community can attract resources, expand impact; linkages with University can support development

• Infrastructure: Financing, incentives, can help fill ground floor retail; promotion coupled with available light rail can expand shopper base; new strategies can capture expanding residential market; Park & Ride offers TOD possibilities

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Apache Blvd Corridor - Threats• Housing: An imbalanced market; lack of amenities can slow market rate

housing; new Tempe workers may locate elsewhere; students & University create pressure on market (here in lies the chicken and the egg)

• Corridor: Excess commercial space; competition of Tempe Marketplace makes business attraction difficult; inflated view of property values; vacant, unsightly properties deter investment

• Community: Multiple visions & lack of coordination; tired after years of engagement; unresolved conflict between density & scale; lack of coherent planning; conflict between communities desires & financial feasibility

• Infrastructure: Light rail splits corridor creating 2 markets; transit makes it easier to leave; lack of incentives slows investment; lack of parking & left turning perceived to inhibits retail attraction/success

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Apache Blvd Corridor Vacancies

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Apache Blvd Corridor Uses & Development Plans

Legend

Plans approved

Prelim Site Review

Under Construction

AUTOMOTIVE

BEAUTY SALONS

BEER, WINE & LIQUOR STORES

CHURCHES

CONVENIENCE STORES

ELECTRONIC STORES

FIRE PROTECTION

FOOD AND DRINK

GROCERY

HOTELS

MERCHANDISE

POLICE PROTECTION

RESIDENTIAL

RV (RECREATIONAL VEHICLE)PARKS & CAMPGROUNDS

SCHOOLS

SERVICES

TRAILER PARK

UNK

VACANT

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Apache Blvd Corridor Residential Developments

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The Apache Blvd Corridor Story

• The Apache Community has a stable base, a growing student population, developer interest in more than more dorms, and the potential to go beyond the clean up for the corridor to develop into something better

• 3 distinct residential markets must be addressed for a healthy commercial corridor to be the result:• Community• Student• Young professional

• Thus, it is important to improve market/density (while preserving the character of communities)

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The Apache Blvd Corridor Story (continued)

• Increasing home ownership & long term occupancy of housing will strengthen community & market

• To manage growth & impact of student population, the community should engage in a conscious dialogue about where and how to accept student housing

• If new market rate & mixed-income developments are to succeed, it will be necessary to:o Demonstrate viability of market rate workforce housingo Provide amenities to attract buyers & tenantso Design a process & incentives to fill vacant 1st floor retail spaces

• Thus, a multi-pronged, unified strategy is essential, that sends a consistent message to the City, businesses on the corridor, prospective investors, and the community

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The Apache Blvd Corridor Story (continued)

A successful strategy will require:

• Focus: targeting key locations/intersection on the corridor

• Momentum: cooperative groups working together, early action projects that show immediate, visible results

• Messaging: Upbeat stories, a new narrative, & viral positivity

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Apache Blvd Corridor Potential Strategies/Action Steps

Community Engagement: Identify & implement "early action" strategies & visible projects, engage new leaders

Small Business Development: Support, promote, and market current small businesses on Apache –shop local

Commercial Corridor Beautification: Improve the appearance of the corridor and the buildings along Apache

Business Attraction: Implement a program to fill vacant stores & attract goods and services to Apache Blvd (engage Metro?)

Market/Density: Actively support housing developments and homeownership initiatives that create stable neighborhoods, increase density, and preserve the character of communities

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Apache Trade Area Market Profile

Appendix

August 2014

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A Profile of Apache Trade Area ResidentsIndicator Trade Area

2000*Trade Area

2014 estimateChange 2000 - 2014

Population 30,400 35,634 5,234 (17%)

Non-Hispanic White 23,037 (76%) 23,722(67%) 685 (3%)

African-American 1,052 (3%) 2,277(6%) 1,225 (116%)

Asian 2,912 (9%) 3,102 (9%) 190 (6%)

Other 5,842 (19%) 6,533(18%) 691 (12%)

Latino Origin (any race as defined by the 2010 US Census) as a

Percentage of the Population7,363 (24%) 8,812 (25%) 1,449 (20%)

Non-Latino Origin (any race as defined by the 2010 US Census) as a

Percentage of the Population23,037 (75%) 26,822 (75%) 3,785 (16%)

Households 11,677 12,389 712 (6%)


Median Income $24,754 $26,171 1,417 (6%)

Families 3,840 3,560 -280 (-7%)

Owner Occupied 2,158 (17.2%) 1,737 (11.2%) -421( 19.%)

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Indicator Tempe2014 estimate

Apache Trade Area 2014 estimate


Non-Hispanic White 117,814 (72%) 23,722 (67%)

African-American 9,998 (6%) 2,277 (6%)

Asian 9,035 (6%) 3,102 (9%)

Other 27,070 (16%) 6,533 (18%)

Latino Origin (any race as defined by the 2010 US Census) as a Percentage of the Population 35,896 (22%) 8,812 (25%)

Non-Latino Origin (any race as defined by the 2010 US Census) as a Percentage of the

Population128,021 (78%) 26,822 (75%)



Median Income $43,433 $26,171

Families 32,425 3,560

Owner Occupied N/A 1,737 (11.2%)

A Profile of Tempe Area Residents

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<5 5 to 14 15 to 20 21 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 to 84 85+0

2000

4000

6000

8000

10000

12000

1,3112,111

10,389

7,981

6,701

2,963

1,9631,325

600210 80

Age Distribution

2000 2014


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5,992 1,730 1,691 2,089 599 288

Income Diversity

Income Diversity


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Apache Blvd Trade Area Renter Occupied Properties

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Apache Blvd Trade Area Population

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<$50,000 $50,000-$99,999

$100,000-$149,999

$150,000-$199,999

$200,000-$249,999

$250,000-$299,999

$300,000-$399,999

$400,000-$499,999

$500,000-$749,999

$750,000-$999,999

$1,000,000+0%

5%

10%

15%

20%

25%

Owner Occupied Units by Value

Trade Area Tempe

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47Source: Nielsen Corporation, 2014; Visualized by LISC

<$25,000 $25,000 - $34,999

$35,000 - $49,999

$50,000 - $99,999

$100,000 - $149,999

>$150,0000

10

20

30

40

50

60

70

Household Income

2000 2014 2019

%

2014 Income Density ($50,000+/Square Miles): 436

2014 Median Household Income: $24,017


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<$25,000 $25,000 - $34,999

$35,000 - $49,999

$50,000 - $99,999

$100,000 - $149,999

>$150,0000

10

20

30

40

50

60

Household Income

2000 2014 2019

%

2014 Income Density ($50,000+/Square Miles): 753

2014 Median Household Income: $26,339

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Apache Blvd Corridor – Strengths

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Apache Blvd Corridor - Opportunities

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Apache Trade Area Food & Beverage Stores

CategoryDemand

Trade AreaSupply

Trade Area Float

Supermarkets & Other Grocery Stores50,491,353 41,449,105 9,042,248

Convenience Stores3,833,304 2,985,391 847,913

Specialty Food Stores6,870,704 1,676,654 5,194,050

Beer, Wine, & Liquor Stores29,692,403 3,926,770 25,765,633

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Apache Trade Area Food Service & Drinking Places

CategoryDemand

Trade AreaSupply

Trade Area Float

Full-service Restaurants44,523,749 102,310,243 57,786,494

Limited-service Eating Places37,161,309 139,224,724 102,063,415

Special Foodservices9,896,930 14,266,250 4,369,320

Drinking Places – Alcoholic Beverages4,721,487 16,276,274 11,554,787

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Sub Trade Area 1


Buying PowerTrade Area

2014 Estimated Average Effective Buying Income

2014 Estimated Median Effective Buying Income

2014 Estimated Aggregate Effective Buying Income

Effective Buying Income (EBI) estimates and projections reflect income earned after taxes as a measure of disposable income.

2014 Demand (Consumer Expenditures)

2014 Supply (*Retail Sales)

2014 Gap/Surplus

*Total Retail Sales (includes eating and drinking places)

$33,397 $461,352,955

$226,923,050

$234,429,905

A Regional Market Potential of $Million in 2014

$123,254,237

$22,381

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Sub Trade Area 2


Buying PowerTrade Area

2014 Estimated Average Effective Buying Income

2014 Estimated Median Effective Buying Income

2014 Estimated Aggregate Effective Buying Income

Effective Buying Income (EBI) estimates and projections reflect income earned after taxes as a measure of disposable income.

2014 Demand (Consumer Expenditures)

2014 Supply (*Retail Sales)

2014 Gap/Surplus

*Total Retail Sales (includes eating and drinking places)

$31,183 $220,131,003

$288,347,908

$68,216,905

A Regional Market Potential of $Millions in 2014

$237,689,157

$24,149

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Apache Trade Area

Business Name Address NAICS Description Location Type

Year of 1st Appearance

Number of Local

EmployeesLocal

Annual Sales

ARIZONA STATE UNIVERSITYUNIVERSITY DR & MILL AVE

COLLEGES, UNIVERSITIES & PROFESSIONAL SCHOOLS

Subsidiary Headquarters 2003 12,218

SCHOOL OF EXTENDED EDUCATION 1001 S MCALLISTER AVE

COLLEGES, UNIVERSITIES & PROFESSIONAL SCHOOLS Single Location 2004 2000

US AIRWAYS INC111 W RIO SALADO PKWY # 175

SCHEDULED PASSENGER AIR TRANSPORTATION

Subsidiary Headquarters 1989 2,000

TEMPE CITY MANAGER 31 E 5TH ST EXECUTIVE OFFICES Single Location 2004 1,400

JABIL CIRCUIT INC 615 S RIVER DRBARE PRINTED CIRCUIT BOARD MANUFACTURING Branches 2012 666 112,779,000

TEMPE POLICE DEPT 120 E 5TH ST POLICE PROTECTION Single Location 1995 525

BIODESIGN INSTITUTE 727 E TYLER STRESEARCH & DEVELOPMENT IN BIOTECHNOLOGY Single Location 2013 500

SLEEPY DOG SALOON & BREWERY

1920 E UNIVERSITY DR # 104 BREWERIES Single Location 2010 400 377,286,000

ARIZONA STATE UNIVERSITY LIBR 300 E ORANGE MALL DR LIBRARIES & ARCHIVES

Subsidiary Headquarters 1995 400

ILM 1150 E GILBERT DR LANDSCAPING SERVICES Single Location 2005 300 31,956,000

Top Ten Employers

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Apache Blvd Corridor - Critical Issues/Challenges

Improving the Commercial Corridor• Establishing a “beachhead” – signals of ongoing

improvement (“early action”) • Creating a viable ongoing structure for oversight and

management of the corridor • Crafting a “small business preservation” strategy to support

& promote quality existing businesses • Developing an image & marketing campaign (in cooperation

with Metro) to create a “sense of place”

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Apache Blvd Corridor - Critical Issues/Challenges (continued)

• Implementing a business attraction program • Supporting appropriate new developments and helping them

succeed • Building relationships and developing initiatives with the City, ASU,

banks, and major institutions to support Apache’s redevelopment • Working with City & Metro to integrate light rail & TOD into corridor

improvements • Exploring formation of a Business Development Organization for

ongoing management and development of the corridor

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Community Engagement: Identify & implement "early action" strategies & visible projects • Charge the collaborative partner group (must include all) with the immediate

task of defining a vision and setting the agenda for the next 3-5-7 years. This is as critical as any physical development and should include their learning about their place as a market area

• Engage the community (organized and unorganized) to support growth of the business association, and build momentum for improvements with projects that will show visible changes in the corridor

• Determine short-term projects that can benefit residents, businesses, financial

institutions, City, and/or University and establish cooperative partnerships to plan & implement them

Examples: Murals, art projects, cleanups, beautification

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Small Business Development: Support, promote, and market current small businesses on Apache • Work with business leaders to plan and implement a series of promotions to

generate interest, excitement, and shoppers along the corridor • Identify and market consulting services to small businesses from promotions,

marketing, web design, financing, and business planning • Invite "Shop First" to the corridor; do a brochure for the market area and the

restaurants Examples: A restaurant promotion marketed to daytime employees and other businesses along the corridor; a coordinated marketing campaign celebrating longstanding local businesses with recognition, awards, & web articles; a "walking initiative," a "white box treatment," a vacant space stroll

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Commercial Corridor Beautification: Improve the appearance of the corridor and the buildings along Apache • Clean up and beautify the streetscape along Apache • Create incentives and provide technical assistance to business and

property owners to renovate and remodel their buildings, signs, and display windows

Examples: Landscape & plant flowers at key corners and vacant lots; place "mural boards" in front of vacant parcels; create a "micro-grant" program for small-scale storefront renovations

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Business Attraction: Implement a program to fill vacant stores and attract goods and services to Apache Blvd • Target key corners, cooperative owners, and properties near transit stations,

gather leasing information, and market vacant stores (a stroll and/or pop-ups when students return in the fall

• Solicit potential retail stores and service providers and identify leasing

incentives to encourage them to locate on the corridor Examples: Do a "white box treatment" in vacant stores at key locations; develop marketing packets for the corridor to distribute to potential new businesses; develop a target list of potential new businesses and meet with them

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Market/Density: Actively support housing developments and homeownership initiatives that create stable neighborhoods, increase density, and preserve the character of communities

• Identify and support the design, financing, leasing, and incentives for mixed-use, mixed-income workforce housing along the corridor that maintains the community's character

• Develop an economic model for a public-private partnership of 100 +/-

quality two bedroom rental units with an entertainment anchor • Work with the City, lenders, and employers to initiate programs to expand

homeownership Examples: Support City policies for diversity of housing options; support and market homebuyer assistance programs; create an employer-assisted housing program

Data & Analytics

MetroEDGE - Apache Blvd Market Scan - Sept 2014