contents page - city of subiaco · contents page 1. executive summary 3 2. background 5 3....

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Contents Page

1. Executive Summary 3

2. Background 5

3. Consultation Feedback 6

4. Other Retail/Hospitality precincts 10

5. Retail & Hospitality overview 17

6. SWOT Analysis 18

7. Property Market assessment 20

8. Business Diversity, Tenancy mix 21

9. Vision 22

10. Implementation 24

11. Measurement 24

12. Outcomes and Actions 25

12.1 Business Retention 25

12.2 Business Attraction 26

12.3 Business Assistance 27

12.4 Business Motivation 27

12.5 Destination Marketing 27

13. Actions 28

Report prepared by

David Duncanson, Kirkgate Consulting

Ian McKenzie, Perth Market Research

Paul Cherednechenko, Marketing Directions and Management

Disclaimer

Kirkgate Consulting has prepared this report for use of its clients only. The material contained in this report is of a general nature only, and

neither purports, nor is intended, to be specific advice on any particular matter other than general advice relating to the client for which

the report was prepared. No person should act on the basis of any matter contained in this report without taking appropriate professional

advice relating to their own particular circumstances. Apart from providing advice of a general nature for the purposes of the client for

which this report was prepared, Kirkgate Consulting expressly disclaims any liability to any person in respect of anything done or omitted

to be done of and as a consequence of anything contained in this report.

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1. Executive Summary

The current state of retail and hospitality in Subiaco could easily be described as being hit by the

perfect storm.

In recent years there has been a global financial crisis followed more recently by a downturn in the

resources sector, an increase in local competition for both retail (Claremont) and hospitality

(Leederville & Perth), a surge in the popularity of online shopping and a failure of landlords to react

to the changes unfolding before them while continuing to pursue high rental returns. In addition, for

the past two years the City of Subiaco has been distracted from City centre issues and the delivery of

key economic development outcomes by actively opposing the local government reform proposals.

Moreover the perception remains that in the past the Council has also been slow to embrace change

(small bars, etc.) and adopt a City centre focus.

It is then little wonder that Subiaco is perceived to be in steady decline. However what is occurring

in Subiaco is happening in many other traditional high street centres, not just in Australia but

worldwide. This does not need to be the case, as demonstrated by many high streets that are

attracting increasing numbers of visitors. Typically these successful high streets have many features

in common, the most important being that they all have a motivated business community that drives

change and brings the local government and landlords with it.

One must put the current Subiaco retail and hospitality trading conditions (as measured initially by

vacant retail spaces) into context. Subiaco's vacancy rate is approximately 7.7% and may be

considered as moving into a serious position if it goes any higher. An overall vacancy rate of between

2.5% to 5% is viewed as "normal" and the result of a natural change in retailers and leases. Subiaco’s

rate of 7.7% is cause for moderate concern and indicates that other factors such as higher rents,

downturn in foot traffic etc. are influencing decisions on whether to locate in Subiaco or not.

Consultation with the Subiaco business community has determined that the majority of business

owners have given feedback and input into many studies and reports undertaken by the City in

recent years and the perception is that nothing has changed. This may be different from the reality

but remains the overarching perception of the business community. There now however seems to

be a desire for immediate action (by the business community). Despite this the Council can only do

so much, being constrained by rules and regulations and bureaucratic processes as well as the

perception of what it can achieve being unrealistic.

The key to achieving success lies in establishing a mechanism that will effectively implement the

recommendations within this report and possibly previous reports. Without this momentum will be

lost and crucial actions will not happen within an acceptable timeframe, if at all. There are many

models for how to manage main streets, with some more effective than others. The common factor

in these successful models is that local businesses are the key component, in a partnership with local

government and other stakeholders.

The model that is recommended for Subiaco is to form a working group that consists of

representatives of retail and hospitality as well as appropriate local government officers with

independent input from consultants. This working group needs a clear vision of where it wants to

get to and how it is going to get there.

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It would be easy to write a report that identifies the problems and recommends some band aid

measures for competition, parking, planning, landlord’s expectations, etc. What this report has

attempted to do however is inspire people to rise to the challenge and make things happen, rather

than expecting others to do everything. The recommendations are firstly practical, achievable and

can be driven by a dedicated working group that can work with all parties, overcome obstacles and

achieve goals. Importantly some actions can be achieved relatively quickly gaining important ‘wins’

for the working group.

Research has shown that it is far easier to keep an existing business than to attract a new one,

therefore 80% of efforts must be on retaining and expanding existing businesses to make them more

successful. The key to this activity is to put in place customer traffic driving programs.

There is no doubt the opening of the Rokeby Road markets in September/October 2015 has the

potential to attract significant visitors to Subiaco. Importantly these markets will establish Subiaco as

a destination for tourists with the subsequent boost for retail and hospitality businesses in the City

centre. All efforts should be made by the business community to work with the market operators

and to undertake cooperative marketing activities.

The markets also open up opportunities to undertake events in the City centre on a regular basis to

establish Subiaco as an event destination. A focus for the working group in the short term should be

to hold a couple of big events before the end of 2015 and, in particular, events in the City centre in

the lead up to Christmas. Successful events are those that are driven by the local community or local

businesses, and consideration should be given to motivating particular groups of businesses to

organise their own events. For example, the biggest single type of businesses in Subiaco are hair and

beauty businesses (45 businesses - 12% of all businesses). In order to establish Subiaco as a

destination for this type of business a hair and beauty challenge or similar event should be

organised. The same is true for the fashion businesses potentially holding an event linked to the

Perth fashion festival.

Another priority for the working group will be to develop a new brand for Subiaco which must

capture the very essence of what Subiaco is, and what it will become.

Ultimately market forces will determine the retail mix in Subiaco but steps can be taken to influence

this mix and create clusters of similar businesses which then creates a destination for particular

types of shoppers. The traditional local government approach is to use zoning to control land use,

however planning measures are invariably lagging trends and are not flexible enough to determine

uses in small retail blocks.

An approach similar to that used by shopping centres is recommended and which should involve

property owners, agents and local government. No high streets have the luxury of single ownership

but with the right approach, influence can be brought to bear on the retail mix. A number of

measures to influence retail mix are recommended within this report however, the encouragement

of an "on street and activity based cafe culture" has worked in many Australian and overseas retail

strip centres and should similarly be encouraged in Subiaco.

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2. Background

The Subiaco City Centre has experienced a down turn in custom and visitation over the past 10 years

and at present is perceived to be experiencing high levels of vacant retail premises in the retail strips

of Rokeby Road and Hay Street. In response the City of Subiaco has contracted Kirkgate Consulting

to undertake this retail and hospitality assessment. The study area for this report is given in the

diagram below and does not directly link to the current Special Area Rate (which is being phased

out).

The consultants gathered input from the business community with a total of 34 in-depth interviews

with owners in the retail and hospitality sectors.

The project entailed the following activities:

An assessment of ‘doing business’ in Subiaco city centre in various business segments

providing a sample of two businesses in each segment (this is not an in depth study but a snapshot of business operations costs that can be measured against current rental prices being sought for retail space in the city).

Provide a Retail and Hospitality Assessment Overview/Snapshot of both sectors and identify opportunities for the sectors to work together to better identify and leverage the current retail and hospitality offering in Subiaco city centre.

A SWOT Analysis with summary report that includes stakeholder input in relation to overall City Centre position.

A Comparative environment analysis with other City Centres in Perth. (includes trends and identifying point of difference opportunities for Subiaco).

A Property Market Assessment to assess current market conditions, pressures and dynamics.

A Business Diversity/Tenancy Mix Assessment (to include vacancy rate, business mix including retail sector mix, cafes, restaurants and bars).

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Identify business development and innovation programs to support and facilitate business growth and sustainability.

Provide advice and recommendations on appropriate measurement tools or initiatives to track and measure activity in the city.

3. Consultation feedback

Method

A key element of the Retail and Hospitality Assessment was the collection of relevant opinions and

data from a range of businesses and related organisations within the City of Subiaco.

The conduct of the assessment was publicised in in the City of Subiaco electronic newsletter and

expressions of interest in participating or providing opinions for the assessment were sought. Over

30 businesses expressed an interest in providing their opinions, the majority of which were

interviewed. Businesses were classified based on their business sector which was used to conduct a

secondary analysis of business opinion within seven designated sectors.

14 of the interviews were conducted with businesses operating in the following business sectors:

Fashion (2 respondents)

Cafes/restaurants (2 respondents)

Kitchen/gift shops (2 respondents)

Jewellery (2 respondents)

Hairdressers/beauticians (2 respondents)

Chemists/opticians (2 respondents)

Hospitality (2 respondents)

Opinion was sought on issues including positive and negative aspects of doing business in Subiaco,

trends in turnover and custom, suggestions for improvement in custom/visitation and support

required from external sources. Trading information was also sought however almost all businesses

declined to provide this information.

The remaining interviews were conducted with businesses that fell outside of these categories, as

well as City of Subiaco staff and other relevant organisations.

Results are provided in an aggregated fashion for key responses, as well as in a listing of the key

issues raised for each of the seven business sectors.

Overall results – key issues raised

Lack of destination marketing/no Subiaco brand

17

Turnover is down/foot traffic is down 16

Duration of parking 14

Streetscape is uninviting/poor maintenance 13

City imposes too much red tape and restrictions 11

Lack of vibrancy in the area 9

Council is seen as anti-development/anti-business 9

Lack of events 8

Councillors – lack of support and understanding 8

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Lack of leadership/loss of direction 8

Restrictive/expensive planning guidelines 7

Rents are too high for business volume 7

Lack of variety of stores 7

Reliance on online business/word of mouth 6

Lack of business promotion activity in the area 4

Competing areas have taken the advantage 4

Closure of Subiaco Oval will have a major negative influence 4

Lighting on Rokeby Road needs to be addressed 4

Too much negative publicity/no positive news attempts 4

Need to have empirical data as evidence of reduction in foot traffic 3

Consider whole of City Centre, not just Rokeby Road 3

More parking signage needed 3

Use of social media important 3

Need for small bars 2

Subiaco is changing, business offering needs to change with it 2

Most customers live and work in Subiaco/lack of people from outside the area

2

Attempts at rent increases 2

Competing against free parking elsewhere 2

Think like a shopping centre 2

Potential shift of Subiaco City Centre to Subiaco Square is a threat 2

Overall responses – Suggestions for change/improvement

Build an events/festival culture 12

More small bars 9

Improve streetscape 8

Flexibility in parking length 8

Free parking days 5

Need a high profile face of Subiaco 5

Support proposed markets 4

Rates incentives 4

Create/promote brand/destination 3

Alfresco dining 3

Need to build on Subiaco workforce as a customer base 3

Create positive publicity well before Subiaco Oval goes 3

Activate vacant shopfronts 3

Encourage youth 2

Children’s activities 2

Restaurant and bar tours 2

Pop Up shops 1

Buy units for start-ups 1

Subiaco Square is good location for markets and events 1

Market to people along the train line (esp. East Perth) 1

Develop over the top of the train station 1

Audio tours 1

Technical services to consult with business 1

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Key issues noted by sector:

Fashion

Duration of parking

Streetscape is uninviting/poor maintenance

Turnover is down/foot traffic is down

Most customers live and work in Subiaco /lack of people from outside the area

Reliance on online business

No benefits derived from operating in Subiaco/could be anywhere

Cafes/restaurants

Duration of parking


Restrictive/expensive planning guidelines (Al Fresco dining, etc.)



City imposes too much red tape and restrictions

Lack of leadership/loss of direction

Councillors lack of support and understanding re business

Council is seen as anti-development/anti-business

Lighting on Rokeby Road needs to be addressed

Kitchen/gift shops



Lack of events


Duration of parking

Lighting on Rokeby Road needs to be addressed

Councillors – lack of support and understanding re business

Council is seen as anti-development


Too much negative publicity/no positive news attempts


Online sales needed to stay in business

Jewellery



Lack of vibrancy in the area


Duration of parking

Councillors lack of support and understanding re business



Too much negative publicity/no positive news attempts


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Hairdressers/beauticians


Duration of parking

Most customers live and work in Subiaco/lack of people from outside the area

Rents are too high for business volume/attempts at rent increases



Competing against free parking elsewhere

Chemists/opticians

Lack of vibrancy in the area


Duration of parking

Councillors – lack of support and understanding

Downsizing/vacant offices have had a negative effect



Potential shift of Subiaco centre to Subiaco Square is a threat.

Hospitality

Restrictive/expensive planning guidelines


Closure of Subiaco Oval will have a major negative influence


Economic conditions have resulted in lower value of purchases

Competing areas have taken the advantage


City is doing nothing

Turnover Evidence

Almost all businesses interviewed from the key seven business sectors stated that turnover for their

business had decreased in the last 5 years. Rates varied from around 20% for some over this period,

to up to 40% for others. This reduction in turnover also coincided with a significant perceived

reduction in foot traffic in the area over this period.

Businesses that were less affected by the reduction in foot traffic advised that they either relied on

the internet and online sales as a source of revenue or that they adopted other alternative

strategies. These strategies acted to make their shop either more of a destination, or rather to seek

out additional customers.

Evidence of the reduction in turnover was provided by two businesses. One showed a reduction of

40% since 2008 and the other a reduction of 20% since 2011. In both cases these reductions have

corresponded with a demonstrable drop in foot traffic into the stores by a similar amount.

Rent as a proportion of turnover

Interview respondents have advised that rents have increased as a proportion of turnover due to a

range of factors, including:

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Rents have generally increased annually, although it is acknowledged that there is currently a downward pressure on them.

Turnover has declined while rents have remained the same or risen.

To stay in business many businesses have reduced other costs; in most cases this has involved a reduction in the number of employees working for the business, placing a greater workload on the owners.

Technology uptake

While not explicitly asked of business owners, observations while on premises showed that most

businesses appeared to be ready adopters of technology. Technology use generally extended to:

Use of Eftpos machines – often portable for those in restaurants and hospitality.

Most businesses had a presence on the internet with online ordering and sales where applicable. Approximately half of the businesses had a social media presence.

A small number of businesses had visual display units set up for demonstration of their services and advertising.

4. Other retail/hospitality precincts

In developing this report consideration was given to other retain hospitality precincts both in Perth

and in Melbourne (mainstreet benchmark) to determine how Subiaco measures against high streets

that are perceived to be performing well. The precincts considered were:

Leederville, Western Australia

Fremantle, Western Australia

Albany Highway Victoria Park, Western Australia

Chapel Street Melbourne, Victoria

Toorak Road, South Yarra, Victoria

Glenferrie Road, Hawthorn, Victoria

Bridge Road, Richmond, Victoria

An assessment of retail vacancy rates throughout Australia indicates that:

• Between 2.5 and 5% is an acceptable rate but with a keen watching brief.

• Between 5 and 10% is a concern and short term action is required.

• Between 10 and 20% is unacceptable.

• Over 20% requires drastic remedial action.

A number of key mainstreet aspects were measured as comparisons as detailed in the following

table:

Area/street Biz Mix %

Retail Vacancies %

retail Special rate

schemes Infrastructure development

Competitive environment

Consumer profile

Retail programs

Pop-up shops retail

fillers

Business surveys

Subiaco 19% 7% Phasing out Markets site cinema site apartments

Stagnant or declining

Mixed not well defined

Nil Limited Not consistent

Leederville 15% 5% No New City square Dominant hospitality

Young mobile Yes business driven

Limited To be introduced 2016

Vic Park – Albany Highway

20% 2% No New City square

Retail & hospitality busy reaching point where rents are rising

Local residents Business driven – event focused – no marketing

Some activity Yes yearly indicators

Fremantle 50% 15 – 20% Yes – differential rate

Proposed major CBD developments round Kings Square

Stagnant retail environment & dependent on tourism

Tourists & local residents

Business & rates incentives. Business networks

Some activity Yes – yearly indicators

Chapel Street Melbourne

80% 8% Yes Major apartment developments

Chadstone shopping centre, Melbourne CBD

Young upwardly mobile fashion conscious / night clubs

Events program Starting Yes yearly indicators

Toorak Rd, South Yarra

73% 12% Yes Major apartment developments

Melbourne CBD No clear profile None No No

Glenferrie Road Hawthorn

67% 8% Yes Major business & apartment developments

Maintains mix of businesses and popular Sunday market

Mid family market + students

Events program and support business

No Bi annual indicators

Bridge Road Richmond

74% 22% Yes Little development

Major competition from nearby DFO developments

No clear profile Business networks

Starting with support from Council

No

Perth Overview Research data gathered suggests that the Perth CBD has a current (2nd half of 2014) vacancy rate of approximately 3.6% (a 1.1% rise from the first half of the year) and that the national average vacancy rate for “neighbourhood centres” is approx. 4.4%1. The Perth retail and hospitality environment While it is considered that there are a number of constraints on the Perth retail market, most notably the moderation of economic conditions in the state, most forecasters predict that the retail and hospitality markets will continue to grow in the foreseeable future. While the local economy is more subdued than in previous years, forecasters recognise that it is coming off historic highs and is still strong in comparison to many other state economies. The Perth CBD is developing a significant amount of new retail space, as well as attracting major international brands to take up residence. It is expected that this, together with the construction of more residential developments, will encourage a high growth of traffic through the CBD. New cafe and restaurant precincts, especially near to the new BHP Billiton building and the currently under-construction underground railway area, have had the effect of a resurgence in the Perth CBD as a place to eat and drink. The opening of small bars has also added to appeal and demand. The growth of both retail and hospitality is not always mirrored in suburban centres, however the development of new infrastructure or urban renewal in centres appears to have had a positive influence in each of these sectors. Areas with out-of-date facilities or shopping precincts have been seen to lose traffic to those that renew or re-invent themselves. The property scene An increase in retail activity has been reflected in property market conditions across the Perth CBD. With a considerable amount of new retail space entering the market over the next few years, it is uncertain what effect this will have on rental values. If the increase in CBD traffic can be sustained then rental values should continue to increase. The City of Vincent has a number of high street locations within its boundaries. In 2013 a number of businesses in Mount Lawley met and decided they wanted to do something to make their street vibrant. They began by producing a strategic document that included actions, not only for the group, but also for the City. The City was supportive and from this group four individual incorporated bodies developed: • Leederville Connect • Beaufort Street Network • Mt Hawthorn Hub • North Perth Local Each of these is an incorporated body and has members from both the business and residential community. Each also determines their own priorities and their own funding. For example Beaufort Street Network organises the Beaufort Street Festival and generates an income from that and from sponsorship. The City of Vincent employs a Place Manager who works closely with the groups as well as other Council initiatives. The groups depend on the business owners to volunteer their time to achieve positive outcomes. A priority for all the groups is the marketing of their street.

1 Savills Property Group

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The City will take on board their comments and recommendations and implement the necessary infrastructure changes. For example they introduced parklets which are on-road car bays that have been converted into small public spaces for having a break, catching up with friends, or merely watching the world go by. They may be outside cafes where people can sit there and not purchase anything from the cafe. However inevitably the café owner will benefit from people buying their coffee. The café owner can also install and pay for a parklet outside their café. The City of Fremantle has a differential rate which funds a Business Improvement District (BID). The BID is operated by local business people and delivers small but meaningful initiatives such as planter pots in the streets. Parking is an issue for retailers in Fremantle although more flexible parking has been introduced in recent years which has led to fewer complaints. Fremantle CBD has retail vacancy rates around 20% and has adopted a three pronged approach to combat vacancies and attract small business.

• A one off rate discount of up to 33% on annual rates to property owners who lease property at ground level to eligible businesses. Rates discount must be passed onto the new tenant.

• A one off cash incentive of up to $10,000 to businesses that sign a lease agreement. • Vacant Council owned properties may be offered to eligible businesses at a discounted lease up to $10,000 below market rates for one year.

In addition the City have updated their website to provide a “Fremantle Property Prospectus showing properties for lease and sale”, a development snapshot pipeline, and investors guide. They have also attracted an organisation to operate pop-up retail space in the former Myers building in central Fremantle. This also operates a retail incubator giving help and advice to new retail businesses. Also the City has embarked on an urban renewal program, attracting significant investment. They have just produced a new investment attraction brochure. The City of Victoria Park supports the Vic Park Collective which consists of residents and businesses. It was formed, primarily, to act as a catalyst for action and particularly the development of events. They have also introduced some parklets which have been very successful. Parklets now act as meeting points and they are also considering introducing themed parklets. The Collective also introduced a Hawkers market which has been relatively successful. They have also funded 3 people counters which have started to provide sound information on trends. Melbourne overview Colliers International Research data suggests that Melbourne CBD has a current (2014) vacancy rate

of approx. 2.5%, with the national average vacancy rate for “neighbourhood centres” approximately

4.4%. Savills (property Group) Research indicates that prime Melbourne strip centres have a vacancy

rate of approximately 4.5%.

The Melbourne retail and hospitality environment The Melbourne CBD has experienced a revitalisation as a destination over the past 5 years, with the

opening of the new Emporium generating further competition. Melbourne CBD’s attractiveness as a

shopping destination is further enhanced by its traditional format (as opposed to shopping centres

being an internal mall), accessibility by public transport, and most importantly convenience for CBD

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workers. Strong cafe and restaurant precincts have also experienced increasing competition from

not only Melbourne CBD, but also new precincts which have emerged in a range of centres across

suburban Melbourne. These include the likes of Koornang Road in Carnegie, Eaton Mall in Oakleigh,

Glenhuntly Road in Elsternwick, Ormond Road in Elwood and Kingsway in Glen Waverley.

The property scene A slowing in retail activity has been reflected in property market conditions across inner Melbourne and nearby prime retail strips, with evidence of rising vacancy rates and falling rents. It is felt that rents have moved out of alignment with actual market conditions as purchasers try to recover high property prices with increased rents. It is estimated that prime strip centre’s retail rents have experienced more modest falls, estimated

at around 5%.

Reviewing lessons from Melbourne “mainstreets” The Chapel Street Precinct has always had an entrepreneurial culture open to change and is seen consistently as an international destination, indeed the Chapel Street Precinct is one of the most vibrant and successful commercial, residential, cultural and tourist areas in Australia. Importantly they have had a trader association and special levy in place since 1993. The key to this success has been Chapel Street’s success in encouraging a well targeted profile of customers: young upwardly mobile, fashion forward and night club scene. It has distinctive small businesses and an established number of dining experiences. A place where people are happy to be seen: this is a goal that Subiaco – Hay & Rokeby Rd can strive to achieve.

Close to Chapel Street, Glenferrie Rd in Hawthorn has a broad appeal. Its approach is to market “the latest in fashion, a huge array of international cuisine and fresh food with an abundance of car parking and the tram and train on the doorstep”. Offerings range from street wear, popular among the large student population, through to sophisticated clothing. Furthermore there is abundant gourmet and fresh produce, speciality shops, supermarkets, gift and homewares beauty salons, hairdressers as well as convenience businesses such as travel agents, real estate agents and all major banks. Glenferrie Road also has an active night life with renowned restaurants and two nightclubs. Both Chapel St and Glenferrie Rd attract a younger profile audience and have a strong night life. Other initiatives

Renew Australia (initially Renew Newcastle) is currently being employed extensively throughout

Australia to fill vacant retail spaces. It is designed to bring about community renewal, economic

development and the arts and creative industries. It allows for a contract by arts/community groups

to only pay for outgoings, with the owners to temporarily filling spaces. Renew Australia “borrows”

the building (through a contract) and attempts to fill it with interesting things that will bring vibrancy

and people to the area on a rolling short-term basis. Generally Council/trader groups fund the cost

of the administration and management of the project. Smaller type projects may require budgets

and administration ongoing in the area of $25,000. In Melbourne, Renew Australia is currently

working with Melbourne City Council at Docklands, City of Yarra and Greensborough retail strips.

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Temporary spaces

The temporary spaces website link encourages owners of vacant properties to be proactive in

tenanting their premises. The online initiative the www.temporaryspaces.com.au link has been set

up and is being trialled within Stonnington, though is well established throughout Australia.

A summary of the 11 successful factors of vibrant “mainstreets” - how does Subiaco perform against each of these measures. • Managed and supported by an Association – Subiaco performs poorly • Appropriate retail – Subiaco performs poorly • Retail mix with no artificially introduced retail – Subiaco performs poorly • Safe area – Subiaco relative success • Signs of investment – Subiaco performs poorly (excluding investment outside the study area) • Anchored by a strong civic or cultural/creative industry– Subiaco performs poorly • Walkable – Subiaco pass • Unified approach – Subiaco performs poorly • Strong major local retail or national chain – Subiaco No • Accessible transport – Subiaco transit transport success • Visible streets – Subiaco pass The review of other centres would suggest that a best practice mainstreet requires:

• Structuring a buy local campaign under an independent business alliance

• Recognising clusters of local retailers

• Training neighbourhood representatives to serve as retail brokers

• Harvesting home grown retail entrepreneurs

• Approaching retailers from an urban planning perspective e.g. highlighting

pedestrian counts and concentration of cafes

• Counting pedestrians and cyclists as consumers

• Attracting sit down restaurants

• Optimising retailers collective buying power

• Renovating street-front spaces for tenancy occupancy

• Co-coordinating City wide retail initiatives

• Focusing retail related inquiries through one digital gateway

In the UK the most recognised and significant national program is the review and recommendations

undertaken by Mary Portas – The future of the nation’s high streets in 2012. The national

government has adopted many of the recommendations and the recent review of progress has

highlighted the success of pilot schemes, funding models, and the differing approaches to

revitalising ‘high streets’.

The key elements identified are:

• Encouraging shoppers to the City with markets

• Providing accessible and affordable parking

http://www.temporaryspaces.com.au/

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• Providing support through business rates (including incentives and rate reductions)

• Designing high streets to attract people

• Recognising high streets as the heart of the community

• Giving communities a greater say

• Getting empty properties back into use (including change of use rules)

Key questions (for Subiaco) as raised in this UK report

Leadership

Does your City centre have a strategic plan in place? Does anyone know what is in it? More

importantly, is it widely understood by local businesses and developers? Who is responsible for

setting, amending and delivering the strategy, and for managing the City centre? And, similarly, does

the leader(or leaders) have a clear vision of what it is they are aiming to achieve? – Subiaco

performs poorly though new working group may determine a leader from the business

community.

Public realm It’s not only the privately owned businesses that make a high street what it is. A well designed and maintained public realm that complements and connects well with its surrounding area can be important in stimulating vibrant and well used places. However, if it is not properly thought through, places can become under-used and generate an empty or desolate feeling - Subiaco performs poorly with a streetscape that was developed twenty years ago although new initiatives are now taking place.

Pride and perception In this case it’s not pride but lack of pride that comes before a fall. The image of a place and the perception of decline, even if unjustified, can quickly catch hold and spread.- Subiaco performs poorly mainly due to empty shops in key locations and long term neglect such as the former Subiaco Markets site which is a key entry point into the city centre. Diverse consumer offer Does the City centre have enough diversity on offer to meet consumer requirements and expectations? Has the range of shops and entertainment become more limited? Or maybe it was never broad enough in the first place. ‘Anchor’ shops are very important – if they move out or close down, that may spell trouble ahead; similarly new anchor shops opening in rival centres in preference to yours. - Subiaco performs poorly losing retail business to Claremont and hospitality business to Leederville. Investment If the costs of trading locally rise unsustainably and consume too high a proportion of retailers’ income, especially when compared with rival centres potential developers and new retailers will be discouraged.- Subiaco currently performs poorly in the city centre though it would appear rents are starting to fall which will encourage investment. Accessibility and public transport Is the public transport appropriate to the centre/high street? Look at cost, availability, frequency and quality. Are new routes taking customers elsewhere while existing routes are cut or stations closed? Is anything being done to encourage more sustainable modes of transport such as travel planning, cycling and walking? - Subiaco performs reasonably well with the train station and a number of bus routes.

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Car parking The crucial issues are quantity, location, quality, pricing, security and management. Don’t underestimate the problem: car parking issues are important but can be difficult to resolve. - Subiaco performs poorly due to the perception that parking is a problem even though the amount of parking would seem to be adequate.

Crime and anti-social behaviour Abuse of substances like drink and drugs; litter, graffiti, groups of youths. Nowhere is completely free of at least some of these but watch out for any signs that they are starting to increase, or just receive more public attention. People want, and deserve, to feel safe. – Subiaco passes as it is considered to be relatively safe during the day and at night.

5. Retail & Hospitality Overview

Previous data suggests that the catchment area for Subiaco is at least 5 kilometres (surrounding

Subiaco) to meet the diverse nature of businesses.

In terms of the demographic profile of residents living in the area there is a high proportion of young

adults falling within the age group 20-39 years. This may reflect easy access to rental opportunities

and proximity to tertiary institutions in the locality as well as the attractiveness of the City as a place

to reside for young urban professionals.

Retail uses outside the City Centre tend to be small and specialised, serving local populations and/or

household shopping needs of workers. City Centre retailing that is fashion and homewares based is

likely to attract shoppers from a wider region.

The number of supermarkets is a positive influence on visitation to the area, although with a

potential shift in the balance towards Subiaco Square once the Coles supermarket changes location

in approximately 2017.

However, with a diverse business and retail offering that is neither distinctive nor proving any

market segment a unique or niche offering Subiaco will continue to suffer.

According to the Lease Equity Property Report 2015 Rokeby Road was once considered the prime

high street in Perth and its strong position in the hierarchy has been eroded, particularly against

commonly owned shopping centres that are less disparate.

The decline in the mining/oil/gas industries and the associated servicing of this group will have a

further impact (on employment/rent/land values/expenditure) in Subiaco over the near term, that is

that business/retail environment will not improve.

Subiaco needs to address the high income/professional market with regards to its offerings.

Overseas studies indicate that restaurants/café/evening life are strong foundations on which to

revitalise a precinct. It is well known in the fast food industry that “grouped/concentrated”

businesses will drive a combined benefit rather than detract from a solitary approach.

There are approximately 370 retail businesses (which is an increase of approximately 50 on the

number in 2009/10) in Subiaco City Centre. In the same period the total number of businesses in

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Subiaco has grown from 1,540 to 1,700 (25 new businesses per year) and employment from 13,500

to nearly 20,000. Those 20,000 weekday workers are a largely untapped market.

As a percentage of the CBD and in the local area the volume of retail would suggest that Subiaco

does not have a critical mass to attract customers as a destination, meeting the needs of occasional

shoppers (except for supermarkets).

Difficult trading conditions have not only affected Subiaco traders but have had widespread impacts

across the retail industry, from regional shopping malls to traditional strip retail centres.

After accounting for population growth and inflation there has been a decline in real per capita

sales. This decline in retail activity reflects a number of factors including the increasing popularity of

online shopping as well as increased economic uncertainty collectively impacting consumer

sentiment and spending on discretionary retail items at traditional retail outlets.

Various surveys suggest online retailing activity accounts for around 7% of retail spending, with

domestic businesses accounting for around three quarters of online sales.

In real terms retailers and the hospitality industry are facing a decline in sales.

6. SWOT Analysis

Strengths

Proximity to convenient public transport;

Location and proximity to Perth CBD and other urban centres;

Quality of local cafes, restaurants;

Availability and quality of local entertainment;

Perception of safety for the area;

Subiaco has a strategic position between the Perth CBD, the sea;

The ongoing increase in density and residential population;

Large daytime working population;

AFL Oval attracting large numbers of visitors; and

Number of mature trees providing a green environment.

Weaknesses

Consultation revealed that some business people felt that major and neighborhood activity centres were becoming increasingly homogenised in their retail, food and entertainment offerings;

Quality, availability and timing of public car parking facilities is poor (this has been raised in previous reports and had been marked urgent at the time);

Strength of retail offer is poor (overall);

There are key strategic sites that are underutilised and detract from the overall offering;

Lighting in Rokeby Road is poor;

Hay Street and Rokeby Roads do not provide a view to stop and shop;

There no clusters or shopping nodes that create a shopping destination;

The stop-start approach to business/economic development;

Negative press on retail closures;

Subiaco is not strong on identity - lack of a distinctive brand;

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City centre perceived to be ‘dying’;

Council red tape hindering business initiatives;

The area is commonly described as being “bland”, “dull”, “boring”, and “deserted….like a ghost

City”;

Lacks variety of new and interesting shops;

No coordinated approach to City centre management;

Council perceived to be anti-development;

No defined target market;

No measurement of key indicators (pedestrian traffic flow);

Council distracted by amalgamations;

No public toilets;

Lack of wayfinding signage; and

Relatively new retail offerings in Claremont and development of Perth CBD has placed pressure

on Subiaco.

Opportunities

Quality of amenity of services (public amenities appear to be hidden);

Improved parking signage;

Education on availability of parking;

Wayfinding signage;

Availability of facilities for cyclists;

Business and industry profile expanding mix (particularly retail) – new retail formats are setting up elsewhere;

Development of a brand to create a sense of place and style;

Maintain and encourage the safe aspect of the area;

The better range of clothing and personal goods shops. The profile on offer is too broad and does not appeal to any one segment in a strong manner;

The creation of better defined hubs that are more focussed (better targeted offers) with car parking associated with the hubs;

Creation of better relationships between the hubs;

An increase in investment – a visible sign of an improving area;

Development of coordinated marketing to attract additional visitors;

Use of new Rokeby Road markets to attract more tourists;

Opportunities linked to new hotel;

Promote Subiaco’s green credentials;

Attract one or two high quality retailers to act as stimulus for others;

Retail & hospitality sector to maximise the commercial daytime workforce;

The Health sector should also be recognised as a specific target market for retail and hospitality;

Establish Subiaco as a destination for significant street events;

Establish cooperative marketing and get retail and hospitality businesses to buy in.; and

Attracting appropriate business to current Coles site.

Threats

Council inaction on recommendations contained in reports;

Inaction to deliver some quick wins;

Inability of Council and business community to establish a working relationship;

Lack of decisions of key landmark sites;

Lack of measured KPI’s for CBD performance;

Continued high rents impacting on maintaining the City’s diversity and vibrancy;

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AFL footy moving to Burswood;

Increased competition from Claremont and CBD retail;

Not developing brand before implementing marketing strategy;

Recognition that in an election year/cycle that resident influence and priorities will come to the fore;

Shifting of retail core to Railway station as result of new Coles/Target development; and

Shorter term retail leases .

7. Property Market assessment

Five property managers of vacant/for lease Rokeby Road retail properties were approached for comment on their perceptions of the current state of the retail leasing property market in the Subiaco City centre. The property managers were asked to provide comment on the strengths and weaknesses of the market as well as to identify any barriers that they feel affect their ability to lease any relevant properties in their portfolios. As representatives of the owners of these sites, property managers were also asked to identify the relevant opinions on these issues expressed to them by the property owners. Property owners and property managers are currently experiencing a very difficult retail rental/leasing environment. The majority of agents are expecting properties they have for lease to be on the market for some time. They believe that there are no likely short-term changes to conditions affecting the retail rental/leasing market which would have the effect of making renting retail property in Subiaco a more attractive proposition. Due to the level of difficulty in the marketplace it is believed that retail rents have peaked and that there will be a continuing downwards trend as current leaseholds become due for renewal. Property managers are acknowledging that property owners are now being more realistic and adjusting rent expectations and conditions to meet the suppressed level of demand. While this is part of the traditional supply and demand cycle it would be expected that demand would rise with greater options and lower rents, however there are a range of other factors affecting the Subiaco retail rental/leasing property and its attractiveness to potential tenants. Attracting tenants is proving difficult due to a range of factors:

There is the view that the City of Subiaco and Subiaco business is not actively promoting the Rokeby Road precinct. There is recognition that foot traffic is down and that the City Centre is not attracting shoppers as it once had. Potential tenants advise that they are seeking a business environment where there is greater vibrancy and a significantly higher level of passing trade.

Rokeby Road has historically high rates and taxes despite a reduction in rental values. Potential tenants feel that this is not justified given the poor perceptions of business traffic in the area and the perceived lack of activity by the City in promoting the area.

There is a likelihood that appeals will be made to Valuer-General valuations in order to achieve a rates reduction.

The City of Subiaco is not seen as being business friendly and is often viewed as obstructing businesses seeking to improve their trade. The cost of ‘parking in lieu’ and difficulties in applying for the change of use of properties are two examples given.

The potential for a drift of future business towards the Subiaco Square area of City Centre is a further constraint on renting property in Rokeby Road. The perception is that once the

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new Coles and Target site become active, and Coles leaves its current site, there will be a further drift of custom away from Rokeby Road.

The opening of Claremont Quarter has changed the dynamics of Western Suburb supply and demand for retail rental properties: much of the demand was taken up by these new properties on the market. The market is now adjusting to the property owner’s willingness to negotiate on lower rents. Potential renters are demanding very low rents with shortened terms so that they can see what is happening at the Subiaco Square end of the City before deciding on a longer-term location.

Little interest has been demonstrated in listed properties.

8. Business Diversity, Tenancy Mix

A key element of determining any strategies and plans for the Subiaco City Centre is to develop an

understanding of the current business mix in the locality as well as the corresponding level of retail

vacancies.

Project study area

Total Businesses Mix percentage

Hair/beauty 45 12.0%

Fashion 40 10.7%

Health 39 10.4%

Restaurant 38 10.2%

Café 28 7.5%

Food 24 6.4%

Gifts 18 4.8%

Furnishings/house 10 2.7%

Real Estate 9 2.4%

Personal services 9 2.4%

Grocery/health foods/food items 9 2.4%

Bank 8 2.1%

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Jeweller 8 2.1%

Community 7 1.9%

Newsagency/stationery/books 7 1.9%

IT 6 1.6%

Hospitality 6 1.6%

Footwear 6 1.6%

Travel 5 1.3%

Fitness 4 1.1%

Homewares 4 1.1%

Pharmacy 4 1.1%

Liquor 4 1.1%

Clothing alterations/supplies/cleaning 4 1.1%

Florist 3 0.8%

Art 3 0.8%

Sports wear/shoes 3 0.8%

Optometrist 3 0.8%

Supermarket 3 0.8%

Automotive/cycling retail 2 0.5%

Funeral director 2 0.5%

Design 2 0.5%

2nd Hand items 2 0.5%

Appliance repair 1 0.3%

Night Club 1 0.3%

Business Centre 1 0.3%

Entertainment 1 0.3%

Toys 1 0.3%

Photography 1 0.3%

Dance studio 1 0.3%

Health fund 1 0.3%

Post Office 1 0.3%

Totals 374 100%

Retail for lease 32

Retail - vacant but leased 9

Total retail spaces 415

For lease 32

Retail vacancy rate 7.71%

9. Vision

Developing a vision to restore vibrancy - what's needed?

It will take a group of local passionate community business builders to provide leadership who are

committed to spending their time, energy and other resources to achieve positive local outcomes.

This will be done by

Establishing a local incorporated "organisation" responsible for facilitation, coordination and

management of initiatives aimed at restoring vibrancy across all sectors in Subiaco City centre.

Support will be gained from the business community by

Achieving outcomes that benefit the whole business community in the City centre and offering

opportunities to participate in joint initiatives.

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Our shared vision is

That Subiaco will once again become a major retail and hospitality hub in the Perth metropolitan

area.

We will involve our stakeholders by

Having a practical agenda which will include short, medium and long-term initiatives that leverage

the skills and expertise of our stakeholders. Our stakeholders will include a positive and proactive

local government and a motivated and innovative business community.

Mainstreets are more complex than traditional malls due to variety, diverse and competing factors.

Below are statements (from some representative ‘mainstreets’) that may be worth considering

however, we are not sure whether they would add any real value to subiaco's development (at this

stage).

Chapel St Prahran/Sth Yarra/Windsor – City of Stonnington (Melbourne)

A ‘total experience destination’. This will be achieved through the development of a clean, safe, well

branded, active, vibrant and culturally significant visitor experience enriched by the character of our

locals.

Oxford St – Paddington – City of Woollahra (Sydney)

A walkable iconic high street filled with “one of a kind’ global and local destinations. Paddington’s

authentic day and night meeting place.

Glenferrie Road Hawthorn – City of Boroondara (Melbourne)

Do not have a vision statement as such but have the following:

You can find everything you want in Glenferrie Road Hawthorn including the very latest in Fashion

and a huge array of international cuisine and fresh food. With an abundance of car parking and the

tram and train on the doorstep - Glenferrie Road Hawthorn is your one stop local shopping strip.

Beaufort Street – City of Vincent (Perth)

Do not have a vision statement as such but do have the following:

Beaufort Street has emerged as a hub of food, music, fashion and enjoyment for people from across

Perth. It has incredible retail offerings during the day and is buzzing with nightlife when the sun goes

down. But most of all, Beaufort Street is a machine, a community and a home to some of the best

businesses in Perth.

As a working document the following tag lines could be considered as part of a general direction that

can be refined at a later stage and could be considered as a marketing platform - these could be

tested with key stakeholders. However, our preferred tag line is "Subiaco Style".

Seek Subiaco; Search Subiaco; Source Subiaco; Splendid Subiaco; Super Subiaco; Subiaco style

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10. Implementation

When considering the management of a mainstreet environment there are a number of different models that have been implemented throughout Australia. These range from the local government controlling all aspects, including marketing, through to independent community groups as models. Undoubtedly the one factor that is crucial to a successful mainstreet is the involvement of the business community - indeed the business community should take the lead. Successful models have the business community driving initiatives that will make a difference to the street, which ultimately will have a positive impact on their own business. These successful models are not, however, the business community asking the local government to fund everything, rather a partnership where resources are pooled and innovation is recognised as the key to moving forward. Subiaco is no different to other mainstreet environments and it is therefore recommended that the current business working group form the basis for the team that should implement the recommendations contained in this report. With the working group as the basis, it should aim to become an incorporated body within a short period of time. Being incorporated will enable it to access funding from various sources for specific initiatives. It is important that the City of Subiaco is a player in the working group and it is recommended that the Place Manager be a member. It is also important that there is independent expertise guiding the group and therefore the consultants involved in developing this report should also have a place within the group. Innovative thinkers within the business community will appreciate that a thriving and vibrant City centre will have a positive impact on their business. For those whose standard reply is “I have a business to run and don’t have time to get involved in this group”, the question they should be asked is what percentage of your business depends on its location being in a vibrant retail or hospitality precinct: the truthful answer would likely be a minimum of 10%. On that basis at least 10% of their time should be devoted to making Subiaco a must visit destination for retail and hospitality once again. The working group could potentially have four divisions: retail, hospitality, events and property. Each

of these divisions would have part of this plan to implement, but the reality is that once they begin

they will develop their own initiatives proactively.

11. Measurement

It is important that actions are measured in an accurate, consistent and ongoing manner to

determine the effectiveness of any initiatives put in place. Success for the Subiaco City centre will

best be measured in activity around the streets, and in particular in the number of people walking

through the streets. Measurement tools need not be costly or require significant human resources,

rather a mix of measurement tools will provide an overview of activity. It is therefore recommended

that the following measurement tools be adopted.

Installation of four people counters in strategic locations throughout the City centre. People

counters are a useful tool in determining pedestrian numbers and for building trends.

Yearly assessment of vacancy rates

Yearly assessment of key KPI’s with business, residents and shoppers – perception of

parking, perception of vibrancy and needs. These will be a measurement of the destination

marketing programs

Monitor ‘hits’ on Visit Subiaco website

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12. Outcomes and Actions

There are five overall outcomes that actions have been linked to that make up the approach to

revitalising the Subiaco City centre. These outcomes are:

Business Retention

Business Attraction

Business Assistance

Business Motivation

Destination Marketing

12.1 Business Retention

It is recognised that helping existing businesses to survive and grow is an effective element in

economic development and this is particularly true for the retail and hospitality sectors. While the

attraction of new businesses and incubation of start-ups can be important components it is the

retention and expansion of existing businesses that results in a sustainable business community.

Business retention actions help existing local businesses keep their doors open. Studies show that up

to eighty percent of all new jobs are created by existing firms, rather than by attracting new

businesses to communities. Moreover, business attraction efforts are less likely to be successful if

existing businesses are not happy with the local business climate.

The actions linked to business attraction focus on creating a conducive environment to operating a

successful business in Subiaco City centre. The actions are designed to improve the physical place

and encourage visitors to stay longer. One of the main issues for retailers is the current parking

regulations in Subiaco, and in particular the two hour time limit. Therefore it is recommended that

some areas of the City be designated three hour limits. In addition there is a need to educate visitors

and potential visitors about their parking options when visiting Subiaco. Council studies have shown

that at most times there are spaces available. It is therefore appropriate to direct visitors to where

the parking spaces are unoccupied.

There is also a need to direct pedestrians round the City centre with well-designed wayfinding

signage which should also be linked to public Wi-Fi. This will add extra incentive for people to stay in

the centre.

Buy local campaigns are not new and some have been spectacular failures, however done correctly

and with the majority of businesses supporting the scheme they are an effective marketing tool,

particularly when directed at local residents.

12.2 Business Attraction

Attracting new business to an area is particularly important in the retail sector where the turnover is

higher and businesses are more likely to move on at the end of their lease period. In a shopping

centre the managing agent has planned exactly what type of retailers they want in different parts of

the centre. This is a lot more difficult in a high street environment where there are numerous

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different property owners who are first and foremost interested in filling the property, rather than

trying to fill it with a particular type of business.

The majority of the actions linked to business attraction move the City towards a shopping centre

management approach where specific areas are designated for specific types of retailers. This way

clusters of similar businesses will be created which will have enough appeal to become a destination

unto themselves. There are currently 40 fashion shops in Subiaco but they are all scattered along

Rokeby Road and Hay Street. If however if they were concentrated in one particular area fashion

shoppers would gravitate towards that area and it would become a recognised and renowned

fashion destination.

12.3 Business Assistance

Ten years ago there was a Small Business Centre in Subiaco that provided free advice and assistance

to local small businesses. That organisation lost its state government funding and ceased to exist,

however from the 1st July 2015 the Small Business Development Corporation have awarded a

contract to deliver business advisory services in the northern metropolitan area (which includes

Subiaco) to Business Station, a not-for-profit incorporated body. Discussions should be held with

Business Station to determine what small business advisory services they can deliver in Subiaco.

Business Station also has a number of other state and federal contracts which include giving advice

for people wishing to start in business.

The Western Suburbs Business Association plays an active role in providing forums and training for

Subiaco businesses and they should be supported whenever possible.

Other actions within the business assistance outcome include investigating the feasibility of

establishing a retail incubator or business incubator in the City. Incubators (if they are operated

correctly) attract entrepreneurial people to start businesses in the incubator with the tendency

being for them to remain in the area once they have moved out of the incubator. Retail incubators

are operated along similar lines but are specifically for retailers. Such incubators have been

established in a number of locations with the nearest one being in the former Myer building in

Fremantle.

Other areas of business assistance can include:

Helping business owners to access education courses and programs to build technical and

managerial skills;

Encouraging business and industry visits to share ideas and identify opportunities for

businesses to leverage off each other;

Develop cooperative arrangements between businesses such as local supply contracts or

joint use of transport;

Publication of a local business service directory; and

Marketing of locally produced goods/services through business directories, special sales, etc.

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12.4 Business Motivation

Retail and hospitality business owners are motivated to operate a successful business but they also

need to be motivated to support Subiaco initiatives that will generate additional visitors and in turn

benefit those businesses. The actions recommended to achieve this is to focus on the creation of a

number of City centre events that will attract additional people and publicity to Subiaco. Becoming

event destinations is a significant strategy in many cities. In the Perth metropolitan area Fremantle is

a good example of a City that has specifically intended to attract events, with the result that during

the summer months there is an event held every weekend. Smaller metropolitan centres have also

adopted this strategy with the Beaufort Street Festival being an example of an annual event that has

grown from modest beginnings.

Regular events also raise the prospect of cooperative advertising opportunities for businesses and a

way in which they can become involved. Business owners become motivated when they see

activities happening and subsequently this encourages them to become involved.

It is considered that the Markets on Rokeby, due to start in September/October, will have a

significant impact on the motivation of business owners, particularly those located on Rokeby Road.

The fact that these will be held every Saturday and Sunday throughout the year should establish

Subiaco as a destination and start attracting interstate and international tourists.

12.5 Destination Marketing

Destination marketing is the process of communicating with potential visitors to influence their

destination preference, intention to travel, and ultimately their final destination and product

choices. Destination marketing is a major part of the ‘implementation’ process; it is the articulation

and communication of the values, vision and competitive attributes of the destination. However the

first action that needs to happen is to create a brand for Subiaco capturing the essence of what

Subiaco is about. Once the brand has been established then specific taglines can be developed to

support different sectors. For example a number of years ago Fremantle adopted the tagline “find

yourself in Fremantle” which had a number of connotations including “find yourself in Fremantle for

fashion”, find yourself in Fremantle for food” and “find yourself in Fremantle for events”

Subiaco has in the past had Pro Subi as a destination marketing organisation, however that particular

model was abandoned and the responsibility for marketing currently rests with the City. It is

recommended that the Working Group, upon becoming incorporated, should take on a coordination

role for marketing Subiaco as it will have the closest links with the business community.

Some of the recommended actions are already contained within existing City of Subiaco strategies

such as the Economic Development Strategy and may already have been commenced however it

was considered important to include them as they should be implemented and they are an essential

part of the mix.

13. Actions

Business Retention

No Action Implement by Timeline for completion

1.1 Introduce public WIFI at key locations within the City centre. Council Short

1.2 Introduce a number of new parklets in Rokeby Road and Hay Street and investigate allowing business owners to pay for and construct parklets.

Working Group / Council / Businesses Medium

1.3 Investigate the feasibility of establishing a pop-up City square. Council Medium

1.4 Encourage buskers and street entertainers. Working Group/ Council/ Businesses/ Markets

ongoing

1.5 Develop wayfinding signage reflecting the Subiaco brand. Council/Working Group Medium

1.6 Introduce activity measurement tools including installing people counters at key locations.

Working Group / Council Short

1.7 Introduce 3 hour parking bays throughout the City centre. Council Short

1.8 Actively promote on a regular basis parking areas within the City centre. Council Short

1.9 Investigate the feasibility of installing electronic signage directing people to available car parking.

Council Medium

1.10 Investigate a buy local campaign including the introduction of a Subiaco gift card and a resident’s discount card.

Working Group/ Businesses Medium

1.11 Identify areas for reduction of City of Subiaco red tape. Working Group / Council Medium

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Business Attraction


2.1 Develop a retail mix strategy and identify what types of retailers are desirable in specific parts of the City centre.

Council / Working Group Medium

2.2 On completion of retail mix strategy adopt a shopping centre management approach and work with property owners to identify suitable retailers for specific locations.

Council/Property owners/Working Group

Medium

2.3 Investigate financial incentives for property owners to attract appropriate tenants. Council Medium

2.4 Investigate the development of an App for businesses seeking premises in central Subiaco.

Working Group / Council Medium

2.5 Investigate the feasibility of establishing a Subiaco property web page. Working Group/ Council Medium

2.6 Investigate the costs and feasibility of developing a retail investment attraction brochure.

Council/ Working Group / Real Estate Agents

Medium

2.7 Encourage pop-up retail outlets to occupy vacant retail space on a temporary basis.

Working Group Council Short

2.8 Investigate the feasibility of attracting more pop-up shops to utilise vacant shop space.

Working Group Short

2.9 Investigate applying property owner’s penalties for empty shops. Council Medium

2.10 Targeted searches for businesses which might be interested in a local branch operation or local franchise.

Working Group/ Council Short

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Business Assistance


3.1 Abolish fees for alfresco dining while maintaining policy guidelines. Council Medium

3.2 Encourage retailers to display goods on footpath and remove any perceived obstacles.


3.3 Investigate establishing a retail incubator in the City centre. Council/Working Group Medium

3.4 Investigate establishment of business incubator or co-working space. Council / Working Group Medium

3.5 Investigate feasibility of introducing business start-up grants. Council Medium

3.6 Facilitate business advisory services. Business Station Short

3.7 Support Western Suburbs Business Association (WSBA) training and networking. WSBA / Council Short

3.8 Coordinate annual shop window competition. Working Group/ Businesses Short

3.9 Establish City of Subiaco Bi-monthly Business Forum. Council Short

3.10 Establish Subiaco Gift Card. Working Group/ Businesses/Markets Short

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Business Motivation


4.1 Develop events program that could include the likes of a food festival, Octoberfest, fashion festival, beauty festival, coffee carnival, artist’s events and Christmas festival.

Working Group/Council/businesses/markets.

Short

4.2 Council investigate the feasibility of introducing events grants program which could be part of a wider project to develop an Events Strategy for the City.

Council Medium

4.3 Establish street art project competition Working Group / Council Medium

4.4 Investigate the possibility of having light projections on a number of City centre walls


4.5 Investigate feasibility of having pop-up bars to coincide with events Council/working group Medium

4.6 Support efforts to establish Subiaco as host for the Perth Comedy Festival Theatre/Working Group/Council Short

4.7 Develop late night shopping initiatives particularly around Christmas Working Group / businesses/ markets Short

4.8 Investigate the use of empty shop windows to promote Subiaco events and attractions.

Working Group/Businesses Short

4.9 Issue regular positive media releases about Subiaco businesses Working Group Short

4.10 Investigate the possibility of hosting a number of Perth festival events Council / Working Group Short

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Actions are identified as being completed in the following timelines:

Short term Within 12 months

Medium term Within 3 year

Long term More than 3 years

Ongoing

Destination Marketing


5.1 Develop a brand for Subiaco and ensure it is widely used by all stakeholders Council/Working Group/businesses Medium

5.2 Work with new market operators to undertake joint marketing initiatives Market operators/businesses/Council Short

5.3 Create Subiaco entry statements Council/ Working Group Medium

5.4 Ensure Visit Subiaco website is up to date and widely promoted and linked to appropriate social media opportunities

Council Short

5.5 Investigate creating a Subiaco shopping app which opens when people log in to the free Wi-Fi

Working Group / Council Medium

5.6 Create a Subiaco car parking App Working Group / Council Medium

5.7 Create initiatives that target Subiaco office workers Working Group / Businesses Short

5.8 Run a marketing campaign based on parking availability Working Group / Businesses Short

5.9 Investigate the introduction of residents free parking permits Council Medium

5.10 Include businesses in all of Hay Street in marketing initiatives Working Group / Council Short

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