Fremantle Leaders Luncheon

1. Fremantle Leaders Luncheon

2. Retailing in Fremantle Realising the Vision

3. Retail Model Plan • Vision for the Development of Retail • Locations and Timelines • Key Principles of Retailing – Management and Marketing • Point of Difference

4. Retail Model Plan • Vision for the Development of Retail • Locations and Timelines • Key Principles of Retailing – Management and Marketing • Point of Difference Not an Economic Assessment, but a Framework within which City of Fremantle may seek to Encourage Development

5. The Starting Point City of Fremantle Strategic Plan 2010-2015 • 20,000 sqm of Additional Retail Space • Increased Residential Development • Increased Commercial Development • Increasing Number of Visits to Fremantle • Preserving and Growing Arts and Culture • Preserving Importance of Social Capital, Built Heritage and History

6. The Starting Point City of Fremantle Strategic Plan 2010-2015 • 20,000 sqm of Additional Retail Space • Increased Residential Development • Increased Commercial Development • Increasing Number of Visits to Fremantle • Preserving and Growing Arts and Culture • Preserving Importance of Social Capital, Built Heritage and History ie Growth is a Given

7. The Vision (from City Strategic Plan 2010-2015) For Fremantle to be Recognised as a • Unique City of Cultural and Economic Significance and for there to be a • Vibrant, • Creative and Innovative, • Diverse and • Sustainable Fremantle

8. The Challenge • Does Existing Retailing Contribute to the Vision? • If Not – What Needs to Happen? • Growth is Demanded • How can this be Achieved? • Focus on Where and by Who?

9. Two-Pronged Approach • Meeting the Competitive Challenge • Strategy for Additional Space

10. Meeting the Competitive Challenge Important for Current Retailing • Survey Results • SWOT Analysis • Principles of Retailing • Streetscape & Services Offer Opportunity to Differentiate, but Management is the Real Difference Between High Streets & Retail Centres

11. Some Key Survey Results • Low Preference for Fashion, Home Wares • Strong for Cafes, Entertainment • Like Atmosphere • Dislike Access and Parking, Safety • 34% from Fremantle, and broadly South • 17% broadly East • 10% from Interstate and Overseas • 4% from North of the River

12. SWOT Analysis • Strengths - Size, Heritage, Transport Hub, University, Port, Tourist Sites, Conferences, Some Major Brand Retailers, Markets • Weaknesses - Performance of Some Majors, Trade Area Constrained by Sea, Access & Parking, Limited Collective Marketing, Lacks Focus, Attractions Spread (Weekends), Streetscape Lacks Interest, Leads to a Lack of Activity

14. SWOT Analysis • Opportunities - Inner City Residential & Commercial Development, Metro Centres Hierarchy Plan, Cruise Ships, Rail to South • Threats - Developments at Garden City, Claremont and Cockburn, Local Convenience Centres, Downturn in Overseas Visitors ($A), Some Majors Close

16. Some Key Principles of Retailing • Convenience, Comparison, Experiential – (Fremantle Poor, Poor, Good) • Pedestrian & Vehicle Circulation (Activity) • Attractors – Clusters, Destinations • Management of the Public Realm • Well Managed Parking • Quality Mix of Shops • Well Maintained, Clean and Safe • Strong Identity and Character

17. All About Management • Management and Organisation • Marketing and Promotion • Business and Economic Development • Urban Design Streetscape

18. All About Management • Management and Organisation • Marketing and Promotion • Business and Economic Development • Urban Design Streetscape Business Improvement District (BID)

19. Business Improvement District • Clearly Defined Geographical Area • Businesses Vote to Improve - Elect Board • Determine Level of Services – Costs • Determine Special Levy – Paid to Board • Services Over and Above Council • 1700 BIDs all over the World • 95% Successfully Renewed after 3-5 Years • Report Includes Steps to Implement

20. Additional Space • 20,000 sqm in 5 Years – Very Ambitious • Will Require Significant Commercial & Residential Development to Support • Focus on Kings Square to Adelaide Street • Strengthen Queen Street • Council Role in Queensgate, City Admin, Spicer and Point Street

21. Council as Catalyst

22. Additional Space • 20,000 sqm in 5 Years – Very Ambitious • Will Require Significant Commercial & Residential Development to Support • Focus on Kings Square to Adelaide Street • Strengthen Queen Street • Council Role in Queensgate, City Admin, Spicer and Point Street • However, Some Barriers to Development GFC & Finance Costs

23. ING – Enhance or Detract? • Significant Investment in Fremantle • Office Accommodation and Parking – Plus • 12,400 sqm Retail – Risk of Fragmentation • Need Strong Linkage & Strong Retail Offer • Have Neither Currently

24. ING – Enhance or Detract? • Significant Investment in Fremantle • Office Accommodation and Parking – Plus • 12,400 sqm Retail – Risk of Fragmentation • Need Strong Linkage & Strong Retail Offer • Have Neither Currently • Thus, Too Early in Transformation Process

25. Kings Square • Integrate Myer, Queensgate, Spicer and City Administration Building (Norwood)

26. Norwood Town Hall

27. Kings Square • Integrate Myer, Queensgate, Spicer and City Administration Building (Norwood) • Strong Retail Component • Upgrade Library – Open Outwards • Increase Activity Around and Through • Include Car Parking • Agree with Urban Design Centre Report - Barrow Stalls, Water Feature, etc

28. Kings Square

29. Adelaide Street • Incorporate Retail in Point St Development • Intense Office/Residential/Retail • Buildings as Tall as Possible • Create a Grand Boulevard

31. Adelaide Street • Incorporate Retail in Point St Development • Intense Office/Residential/Retail • Buildings as Tall as Possible • Create a Grand Boulevard • Challenge of Fragmented Ownership

32. Adelaide Street • Incorporate Retail in Point St Development • Intense Office/Residential/Retail • Buildings as Tall as Possible • Create a Grand Boulevard • Challenge of Fragmented Ownership Land Bank, Catalyst Projects, Concentrated Effort

33. Queen Street • Develop Gas and Coke Site – Key Attractor from Transport Hub • Retail in Woolstores Redevelopment • Redevelop ANL House – Key Site (Gateway) • Ensure Linkage from Railway Station

34. Ultimate Development

35. Retail Mix • Strong emphasis on Comparison Shopping • Accessible Car Parking • Engage with BID • Create a ‘Fremantle’ Feel • Create Activity in the Public Realm • Use Street Art

36. Rundle Mall - Adelaide

37. Implementation (BID) • Council Policy re BID Special Levy Policy • Appoint BID Steering Committee • BID Area and Board • Agree Tenancy Lease Plan • BID Business Plan & Rate Structure • Complete within 6 Months • 3 – 5 Years - Review and Determine Future of BID

38. Implementation(New Development) • Appoint Project Manager (from City of Fremantle) or • Project Facilitator or • Redevelopment Board

39. Implementation(New Development) • Appoint Project Manager (from City of Fremantle) or • Project Facilitator or • Redevelopment Board • Such Focussed and Integrated Development Won’t Just Happen

40. The Vision Realised Fremantle is Recognised as a • Unique City of Cultural and Economic Significance and there is a • Vibrant, • Creative and Innovative, • Diverse and • Sustainable Retail Sector

41. The Vision Realised Fremantle is Recognised as a • Unique City of Cultural and Economic Significance and there is a • Vibrant, • Creative and Innovative, • Diverse and • Sustainable Retail Sector Fremantle is a ‘Primary Centre’

42. Fremantle Leaders Luncheon