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The Parade & Magill Road Precincts Strategic Plan

Endorsed by Council March 2006


The Council acknowledges the contribution of the members of The Parade and Magill Road Development Committee 2001 - 2006, past and present, and extends its thanks to: Ms Janet Belchamber (Presiding Member) Ms Pompea D'Onofrio Mr Nabeel Najjar Mr Ian Ogden Mr Kim McCauley (past Presiding Member) Ms Vini Ciccarello MP Ms Jillian Barker Ms Robbie Begg Ms Jemima Whitford Mr Sam Savis Ms Susan Ashby Ms Maureen O'Flaherty Mr Brenton Murray Mr Mark Siaosi Ms Heather McQuade Ms Trish Huppatz Mr John Cunningham Mr Nick Matsis Cr Mike Stock Cr Paul Wormald Cr Lucy Marcuccitti Cr Effy Kleanthi Mayor Laurie Fioravanti Cr Dorothy Shorne Cr Reno DeFazio

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1. INTRODUCTION 1.1. The City's profile 1.2. Catchment characteristics 1.. Key socio-economic characteristics 1.4 Competing retail centres THE PARADE & MAGILL ROAD STRATEGY 2.1. Vision 2.2. Building a brand strategy 2.. Urban culture 2.4. Streetscape 2.5. Zoning 2.6. Tourism 2.6.1. Events 2.6.2. Markets 2.7. Public space 2.8. Access 2.9. Car parking and traffic 2.10. Funding of actions THE PARADE IMPLEMENTATION PLAN .1. Vision ­ The Parade, The Place .2. Brand strategy .. Streetscape .4. Zoning .5. Tourism 3.5.1. Events .6. Access .7. Car parking and traffic .8. Public space MAGILL ROAD IMPLEMENTATION PLAN 4.1. Vision 4.2. Brand strategy 4.. Streetscape 4.4. Zoning 4.5. Tourism 4.5.1. Events 4.6. Access 4.7. Car parking and traffic 4.8. Public space APPENDICES 5.1. Centres competing with The Parade and Magill Road within 2½-5 km and 5-10km radii 5.2. A Synopsis of the Norwood Parade Development Association 4 4 6 10 12 21 21 25 29 0 2 7 7 8 40 42 4 48 52 5 54 55 56 57 58 59 60 61 62 6 64 65 66 67 68 69 70 70 71 71 78





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The Strategic Plan for The Parade and Magill Road Precincts provides a framework of strategies and actions to redefine and develop the future of these two key business and commercial precincts. It is important to summarise the profile of the precincts as a whole to understand the elements that are impacting on them. It is also necessary to understand what The Parade and Magill Road precincts mean to businesses, the community and visitors. A vision has been provided for the precincts with a separate Implementation Plan for each precinct. Each precinct has different issues, strengths and opportunities which have been identified in the Implementation Plans, with recommended actions and priorities. 1.1. The City's profile

The City of Norwood Payneham & St Peters is rich in history and culture and has a cosmopolitan lifestyle valued by residents, businesses and visitors alike. A desirable residential area within which to live, the area is also a destination for dining, entertainment, shopping, cultural experiences and recreation. Our people With a population of over 4,000, the City is growing, particularly in the over-40 age group. According to statistics, this can be attributed to this section of the community moving in to the new and diverse housing development being offered within the City. Our community is well educated with a higher than average proportion of residents having tertiary qualifications. About one-fifth of all employed residents work in the Council area presenting a `captured audience' of consumers for businesses and services within the City. With the University of South Australia (Magill Campus) redeveloped, the thousands of local and international students enrolled, together with academic and administrative staff could also be classified as a captured audience for businesses within the City. We have an ageing population with the average age being 9 years. The highest percentage of our population is in the age group of 40-59 years, known as the `baby boomers'. Research is being conducted nationally and internationally recognising that this sector of the population will have a major impact on future social changes. According to recent research, this age group is generally well educated with a high proportion having tertiary qualifications and with just under half of all employed persons working as professionals. They are said generally to have a higher level of income, are better informed about their life choices and have a greater use and knowledge of technology than their predecessors. Their level of expenditure will have an impact between 2010 and 2015 when their superannuation policies mature as a source of income, and in some cases, the income will be the equivalent of a basic salary. In addition, the City is renowned for having a culturally diverse population with one of the largest Italian-born communities in metropolitan Adelaide. This sector of the community has contributed to the cosmopolitan and multicultural heritage and profile that attracts businesses to locate here, residents to live in the surrounding suburbs, and visitors to regard the area as an attractive destination.

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Urban living ­ our future According to statistics nationally, there is an increasing number of single households who need security and are seeking accessibility to their shopping precincts. The concept of an `urban village' where car parks, apartments and businesses are combined into one precinct is being developed in the eastern states. These urban villages have been created to provide residents with smaller residences without having to leave the area where they socialise and shop. Within the next 15 years, a less suburban style of housing development is predicted, as changes to the demography will mean a change in service delivery and community demands. Urban living and economic development is facing the following future external trends and challenges: > increasing globalisation of economies leading to increased business competition and tighter finances; > changing working arrangements and family structures including home businesses with increasing reliance on non-family support systems and services; > increasing demand for diversity and accessibility in residential choices; > changes in technology and communication changing the way business is being conducted; and > an ageing population with a need for healthcare and social services. Businesses and the community need to be aware of these changes and adapt to consumer trends to ensure that businesses are sustainable for the present and for the future by offering the services and products that the consumer is looking for. Sustainability There is an expectation in the community for more sustainable business practices that minimise adverse environmental impacts. Issues include the need to reduce energy and water use, to increase recycling and to avoid stormwater pollution. The community also appreciates access to re-usable shopping bags and other "no plastic" initiatives. There is a growing awareness of the benefits to business of sustainable practices that reflect the principles of the "Triple Bottom Line" principle (TBL), that is, considering and integrating environmental, social and economic factors as part of decision making and operation. Significant cost savings can clearly be achieved through energy efficiency, eg improved lighting. The Council can assist business to access information and resources for best practice sustainability initiatives. Best practice projects can also be promoted through Council publications. As part of the Council's commitment to initiatives such as the Cities for Climate Protection (CCP®) Program and The Water CampaignTM, the Council also welcomes the opportunity to explore partnership projects to achieve greater sustainability. The Council has a commitment to work with the business sector to assist in addressing sustainability issues in line with the Council's endorsed targets for the reduction of water and energy within the community sector. In 2002 the Council, through the CCP®, endorsed a greenhouse gas emissions reduction target of 20% below 1998 community emissions by 2012. Statistics The information contained in Figure 2 (page 8) highlights that both precincts are located in an area where 51% of households are in the 4th and 5th quintile of income, demonstrating that there is a high level of disposable income within a five kilometre radius of the precincts. Equally of note is the high household income level to the south-east where the only other major retail competitor is Burnside Shopping Centre. This information presents marketing opportunities for businesses in both precincts. 5 of 79|

Figure (page 9) shows that more income is spent on food items than any other purchase, demonstrating the need to have food produce outlets located within the precincts or at the very least, one of the precincts (namely The Parade). The second highest category is clothing and footwear followed by household furnishings and equipment. This highlights consumer primary spending patterns. Businesses need to identify these categories and expenditure to assist in defining the style of business and product for the individual precincts in order to maximise the opportunity for commercial success. 1.2. Catchment characteristics

Population projections Table 1 sets out the most recent population projections to 2016 by Planning SA for the Statistical Local Areas (SLAs) within a 10-kilometre radius of The Parade and Magill Road. The projections range from high growth in areas such as Port Adelaide Enfield East at 1.% and the City of Adelaide at 19.% down to areas with population loss, such as Tea Tree Gully South at ­4.8% and Mitcham North-East losing 4.5%. Table 1: Population projections 2001-2016 for SLAs within a 10-kilometre radius of The Parade and Magill Road

Statistical Local Area Adelaide (C) Adelaide Hills (DC) - Ranges Burnside (C) - North-East Burnside (C) - South-West Campbelltown (C) - East Campbelltown (C) - West Charles Sturt (C) - Inner East Charles Sturt (C) - North-East Mitcham (C) - North-East Mitcham (C) - West Norwood Payneham St Peters (C) - East Norwood Payneham St Peters (C) - West Port Adel. Enfield (C) - East Port Adel. Enfield (C) - Inner Prospect (C) Tea Tree Gully (C) - South Unley (C) - East Unley (C) - West Walkerville (M) West Torrens (C) - East West Torrens (C) - West Totals

Source: Planning SA, February 200

1996 12,81 11,005 20,7 19,642 26,991 18,810 21,099 25,286 15,92 22,768 16,00 17,88 25,965 19,466 19,176 2,981 19,542 16,99 6,885 2,650 27,87 420,479

2001 1,695 11,76 20,70 20,710 27,699 19,15 21,084 25,282 15,455 22,527 16,22 18,200 25,872 19,976 19,191 ,555 20,04 17,468 7,199 24,296 28,295 428,101

2006 14,589 11,407 21,121 21,107 27,952 19,484 21,072 25,24 15,475 22,522 16,660 18,56 28,582 19,920 19,400 ,074 20,586 17,788 7,226 24,08 28,050 433,832

2011 15,464 11,419 21,517 21,477 28,172 19,785 21,060 25,22 15,075 22,90 16,977 18,849 1,268 19,86 19,582 2,556 21,102 18,088 7,248 2,756 27,769 438,613

2016 16,41 11,408 21,87 21,805 28,7 20,051 20,617 25,055 14,764 22,240 17,272 19,127 ,960 19,712 19,72 1,957 21,586 18,54 7,255 2,412 27,419 442,277

Change 2001-16 19.% 0.% 5.7% 5.% 2.% 4.7% -2.2% -0.9% -4.5% -1.% 5.8% 5.1% 1.% -1.% 2.8% -4.8% 7.7% 5.1% 0.8% -.6% -.1% 3.3%

Figure 1 shows the location of the SLAs identified in Table 1. The spatial distribution of growth areas varies, depending on the radial distance from The Parade and Magill Road, within:

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> a 2.5 kilometre radius, all SLAs are expected to experience growth from 2001 to 2016 of more than 5%; > a 5 kilometre radius, all SLAs, with the exception of Walkerville (0.8%), Campbelltown West (4.7%) and Prospect (2.8%) are expected to achieve growth of over 5%; and > between the 5 and 10 kilometre radii, there is only one SLA with high anticipated growth (Port Adelaide Enfield East), and several SLAs in an arc from the north-east around to the south-west, where population decline is anticipated.

Figure 1: Percentage population decline and growth from 2001 to 2016 by SLA 7 of 79|

Figure 2 shows the distribution of household income quintiles for each Collector District (CD), again with marked differences in distribution: > within a 2.5 kilometre radius, over 60% of CDs have household incomes in the 4th and 5th quintiles, indicating high levels of disposable income;

Figure 2: Household income quintiles > between the 2.5 and 5 kilometre radii, household incomes are somewhat lower, with some 51% of households in the 4th and 5th quintiles, again indicating quite high levels of disposable income; and > between 5 and 10 kilometre radii, household incomes are significantly lower, with only % in the 4th and 5th quintiles, and just over 47% of household incomes in the 1st (lowest) and 2nd quintiles. 8 of 79|

The levels of household income in a retail catchment have a significant impact on the turnover at each retail centre. For example, households in the highest income group spend over three times as much on overall retail purchases as households in the lowest income group. Figure shows the relative levels of household expenditure on various retail items for quintile income groups in metropolitan Adelaide in 200.

30,000 25,000 20,000 15,000 10,000 5,000 0 1 2 3 4 5 INCOME QUINTILE GROUP Food Items Tobacco Household Furnishings & Equipment Pharmaceutical Products Personal Care Products Alcoholic Bev erages Clothing and Footware Household Non-Durables Recreational Equipment & Materials Miscellaneous Commodities

Figure 3: Annual household retail expenditure by income quintile group, Adelaide (2003) Figure also shows that food items represent a relatively high proportion (about 40%) of household retail expenditure for all quintile groups, whereas other categories comprise relatively small proportions of total household retail expenditure. For example, expenditure on household furniture and equipment is around 12.5% of the total expenditure for each quintile group. The significance of the data presented in Figure is that to achieve similar retail turnover: > centres specialising in retail categories other than food need to draw customers from much larger catchments than those that have a high proportion of food retail floor space; > centres which draw their customers from less affluent areas need larger catchments; and > businesses considering locating on The Parade or Magill Road need to select carefully their retail product. The safest areas are food items followed by clothing and footwear for The Parade and household furnishings and equipment for Magill Road.


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Table 2: Key socio-economic characteristics of 2.5, 5 and 10 kilometre catchments and ASD

2½ km $2,96 2. 17,529 9,66 40,54 41,400 42,191 6.4% 14.2% 14.8% 2.7% 26.6% 20.7% 8. 4.9% 62.9% 7.1% 10.5% 5.8% 1.6% 6.4% 27.% 2.6% .9% 6.0% 72.1% 27.9% 16.1% .8% 4.6% 14.1% 41.4% 29.6% 8.7% 7.7% 4.2% 6.7% 22.8% 28.5% 7.8% $140,699,000 $21,105,000 $5,804,000 2½-5 kms $21,771 2. 44,709 104,62 107,455 110,416 11,227 8.5% 14.% 14.0% 20.9% 26.2% 24.6% 40.4 8.9% 69.% 0.7% 10.% 0.9% 1.5% 7.6% 28.4% 4.1% 5.% 6.% 70.2% 29.8% 16.6% 5.% 5.2% 1.1% 41.2% 0.5% 9.5% 76.% 1.7% 17.7% 17.2% 22.8% 28.6% $21,747,000 $476,191,000 $797,98,000 5-10 kms $18,468 2.4 110,828 26,56 266,106 267,946 269,81 2.2% 17.0% 1.4% 22.6% 26.0% 21.1% 8.0 8.1% 69.9% 0.1% 7.0% 21.4% 12.5% 11.% 1.7% 7.4% 8.6% 8.1% 71.1% 28.9% 16.8% 4.9% .% 1.0% 40.% 0.6% 10.6% 78.6% 22.1% 25.1% 19.4% 17.% 16.1% $700,819,000 $1,000,7,000 $1,701,552,000 ASD $19,209 2.5 40,067 1,066,247 1,096,222 1,124,900 1,151,2 8.0% 18.8% 1.8% 21.5% 27.0% 18.8% 7.4 7.7% 72.9% 27.1% 7.% 19.1% 12.2% 12.% 1.8% 8.1% 9.2% 7.9% 72.2% 27.8% 17.5% .5% .2% 10.9% 9.4% .0% 11.8% 80.% 20.0% 20.0% 20.0% 20.0% 20.0% $2,852,05,000 $4,11,412,000 $6,98,465,000

Characteristics Average per capita income Average household size Number of households Population (2001) Projected population (2006)¹ Projected population (2011)¹ Projected population (2016)¹ Population change 2001-2016 Age Distribution 0-14 years 15-24 years 25-9 years 40-59 years 60 years+ Average Age Dependency Ratio Housing Status Owner/purchaser Renter Labour Force Managers & Administrators Professionals Associate Professionals Tradespersons & related workers Clerical and Service Workers Production & Transport Workers Labourers & related workers % unemployed Birthplace Australian Overseas Europe Asia Other Motor vehicles/household 0 1 2 or more Journey to work by car Household income quintiles 1st quintile 2nd quintile rd quintile 4th quintile 5th quintile Household retail expenditure² Food Non-food Total retail expenditure

Sources: 2001 Census (ABS, 2002); ¹ Population projections by SLA (Planning SA, 2002); ² 1998-9 Household Expenditure Survey (ABS, 2000)

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Table 2 summarises key socio-economic data for the catchments within a 2½ kilometre and from the 2.5 to 5 kilometre and 5 to 10 kilometre radii of The Parade and Magill Road. Apart from the issues of population decline or growth and household income as discussed above, there are other significant differences in the characteristics of these areas: > generally there is a lower percentage of young people under 14 years than in the ASD; > within the 2.5 and 5 km radii there is a greater proportion of residents between 15-24 years than in the ASD; > there is a lower proportion of people between 40-59 years, and higher proportion of people over 65 years than in the ASD; > within the 2.5km radius, the dependency ratio (the proportion of people under 14 and over 60 years) is lower than the ASD; > there is a lower proportion of home owners and more rented dwellings than in the ASD; and > there are significantly more people with high status occupations than in the ASD.

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Competing retail centres

Table lists the competing retail centres within a 2.5 kilometre radius of The Parade and Magill Roads, together with their food, non-food and total retail floorspace. There are 5 retail centres within the 2.5 km radius, containing a total of 166,951m² of retail floorspace. As distance increases from The Parade and Magill Road, the amount of competing retail floorspace rises rapidly, with a further 601,214m² from the 2.5 to 5km radii and a further 690,066m² from the 5 to 10km radii. There are a total of 1,458,21m² of competing retail floorspace within a 10-kilometre radius of The Parade and Magill Road. (See Appendix 5.1, page 71) Table 3: Competing retail centres and floorspace within a 2.5km, a 2.5 to 5km and 5 to 10km radii of The Parade and Magill Road

2½ kilometre radius Centre code 7008 7014 7017 700 70027 70026 70001 70021 70020 70006 70007 70008 7002 7001 70024 55005 70700 707001 707002 55006 55004 707004 55008 707006 15002 15005 1500 707005 15001 15006 15010 15008 15009 15007 15004 Centre name Rundle Street Pultney to Hutt south of Grenfell Hutt Street to Racecourse Hutt Street, Adelaide Magill Road, St Morris Magill Rd/Toowong Ave, Kensington Park Magill Road, Beulah Park The Parade/Gurrs Rd, Kensington Park The Parade/Howard St, Beulah Park Kensington Road, Leabrook Kensington Road/Close Street, Rose Park Dulwich Road, Dulwich Dulwich Ave/Gurney Rd, Dulwich Greenhill Road, Glenside Greenhill Rd/Kitchener Ave, Dulwich Payneham Road, Royston Park Stephen Tce/Sixth Ave, St Peters Evandale Plaza & Surrounds Avenues Shopping Centre & Surrounds Portrush Road/Albermarle Avenue, Trinity Gardens Magill Road, St Morris Magill Road/Osmond Rd, Stepney Magill Road/Aveland Avenue, Trinity Gardens Maylands Shopping Centre Magill Road, Norwood Magill Road/Fullarton Road, Norwood/Kent Town Rundle Street, Kent Town Hackney Road/North Tce, St Peters The Parade - Norwood And Environs The Parade/Regent Road, Kensington Portrush Rd, Norwood Fullarton Road/William Street, Norwood Kensington Road, Leabrook Kensington Road/Alfred Street, Norwood Kensington Road/Sydenham Road, Norwood Total retail floorspace in 2½ km radius Total retail floorspace in 2½-5 km radii (see Appendix X) Total retail floorspace in 5-10 km radii (see Appendix X) Total retail floorspace in 10 km radius Food m² 10,29 2,071 0 2,44 2,005 221 111 41 87 1,711 406 75 77 19 41 264 40 440 ,7 706 890 188 470 104 47 0 485 1 10,059 84 0 119 25 197 186 40,594 146,149 170,305 357,048 Nonfood m² 16,787 4,982 22 ,207 2,08 1,457 1,06 245 ,440 1,6 558 862 86 1,077 480 4,822 40 508 15,594 ,44 4,79 ,0 48 900 ,607 10,992 6,754 711 26,80 45 2,248 1,009 54 242 1,412 126,357 455,065 519,761 1,101,183 Total m² 27,116 7,05 22 5,641 4,088 1,678 1,174 286 ,827 ,047 964 1,597 16 1,216 911 5,086 74 948 19,27 4,050 5,629 ,491 518 1,004 4,080 10,992 7,29 844 6,889 87 2,248 1,128 868 49 1,598 166,951 601,214 690,066 1,458,231

Source: Adelaide Retail Database, 1999 (Planning SA)

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Figure 4 shows in graphical form the floorspace of the larger competing centres close to The Parade and Magill Road. Figure 4: Retail centres competing with The Parade and Magill Road

This data demonstrates the congestion and close proximity of retail in Adelaide making retail a challenging and competitive industry to participate in. Consumers have easy access to several shopping precincts and centres to purchase similar products. Therefore, offering products that assist in establishing a point of difference is of paramount importance. 1 of 79|

Retailing on The Parade Table 4: Changes in retail floorspace on The Parade by category from 1993 to 1999

1993 Floor space RD code 101 102 10 104 107 108 110 111 112 115 11 117 419 401 120 116 80 119 20 206 207 210 212 21 216 29 18 12 48 01 02 0 21 2 1 56 4 4 24 47 0 44 27 19 Code description Bread/Cakes/Baker Butcher Chocolates / Candy Delicatessen Fresh Fish Fresh Poultry Green Grocer Grocer Health Foods/Nuts/Nature remedies Milk Bar Ice Cream Take Away Foods Restaurant/Cafe Amusement Parlour Service Station Foodmarts Supermarket (<1,500m²) Supermarkets (>1,500m²) Food Necessities (Incl. Pet Meat) Children/Baby Wear General Clothing General Shoes Lingerie Menswear Second Hand Clothing Women's Wear Jewellery Electrical Goods/Mobile Phones Computers/Software Sewing Machines Antiques Art Gallery/Prints Bathroom Fittings Floor Coverings Furniture (& Upholstery) Kitchenware Tiles Lights Manchester Picture Framing Garden Shop/Hydroponics Second Hand Household Keys/Locks Pool Sales/Supplies Hardware & Timber Fabrics/Dress Materials/Curtains No. 4 5 1 8 2 2 2 1 7 2 6 12 1 2 1 1 4 7 5 1 5 2 7 4 5 1 1 1 7 2 2 2 1 2 2 5 1 1 1 1 (m²) 285 64 45 660 229 148 22 59 194 70 188 529 1,657 0 52 1,876 2,900 80 255 996 65 60 540 118 60 208 2,866 220 108 1,049 8 0 0 2,204 280 1,457 44 48 198 06 966 80 18 26 115 No. 4 5 1 2 1 4 1 2 6 26 1 1 1 1 7 5 2 2 7 2 11 4 5 2 1 2 1 1 8 4 1 2 1 5 1 1 1 1 1999 Floor space (m²) 21 54 0 69 69 105 271 59 210 126 218 6 ,78 180 0 651 2,900 80 457 871 271 18 829 10 924 56 981 292 108 704 0 126 60 2,068 45 1,22 200 0 198 121 1,150 80 18 26 6 -18.9% -44.2% -100.0% -44.1% -69.9% -29.1% 21.5% 0.0% 8.2% -82.1% 16.0% 19.7% 128.% -100.0% -65.% 0.0% 0.0% 79.2% -12.6% -58.5% 10.0% 5.5% -12.7% 5.2% 71.2% -65.8% 2.7% 0.0% -2.9% -100.0% -6.2% 61.8% -9.% -41.9% -100.0% 0.0% -60.5% 19.0% 0.0% 0.0% 0.0% -45.2% -54 -280 -45 -291 -160 -4 48 0 16 -577 0 104 2,126 180 -52 -1,225 0 0 202 -125 -82 78 289 -15 21 148 -1,885 72 0 -45 -8 126 60 -16 17 -15 -144 -48 0 -185 184 0 0 0 -52 % floorspace change from 1993-1999 Change in floorspace 1993-1999

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50 114 118 04 07 09 10 1 14 20 26 28 7 8 41 42 52 57 59 6 99 412 416 417 418 402 411 420 901

Soaps Liquor Store Tobacco Bicycles Bookshop Card shop Chemist Copper/Brassware Crafts Film Processing Gifts/Trophies Hobbies Newsagent Office Requisites Pet Shop Photography/Camera Shop/Studio Sporting Goods/Camping Toys & Games/Computer Games Video Library Bric-a-Brac Markets Florist Unisex Hairdresser Laundrette Men's Hairdresser Beauty Salon/Aromatherapy Dry Cleaner Shoe Repairs Vacant

1 1 2 1 4 1 1 4 2 2 2 2 1 1 4 16 1 6 2 18 229

11 557 48 155 45 48 50 70 96 75 186 0 676 179 18 216 247 470 879 928 2,646 289 997 280 18 459 180 104 2,846 8,515

1 1 2 4 4 1 1 2 2 2 2 2 1 4 1 1 9 2 22 24

11 557 44 155 507 0 482 0 0 75 09 52 756 0 6 216 18 66 879 1,228 2,646 289 1,016 280 101 816 180 104 ,157 7,089

0.0% 0.0% -8.% 0.0% 47.0% -100.0% -9.1% -100.0% -100.0% 0.0% 66.1% 11.8% -100.0% -54.% 0.0% -25.9% -22.1% 0.0% 2.% 0.0% 0.0% 1.9% 0.0% -26.8% 77.8% 0.0% 0.0% 10.9% -.7%

0 0 -4 0 162 -48 -48 -70 -96 0 12 52 80 -179 -75 0 -64 -104 0 00 0 0 19 0 -7 57 0 0 11 -1,426

Source: Adelaide Retail Databases 199 & 1999 (Planning SA)

Although there was not a significant change in the total amount of retail floorspace on The Parade between 199 and 1999, there were significant shifts in floorspace between different retail categories, with the most significant being a 2.5% decline in conventional food retailing floorspace and a 98.4% increase in the floorspace for cafes and restaurants. Electrical retailing declined by some 57% with the loss of 1,81m² (See Figure 5, pg 16.)

Source: Adelaide Retail Databases 199 & 1999 (Planning SA)

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Figure 5: Changes in floorspace on The Parade by retail category from 1993 to 1999

Note: outdoor dining space is not included in these figures. Note: as these figures are from 199-1999, the Norwood Place and Coles supermarket redevelopment are not included. Note: these are the latest figures by Planning SA, with the next research planned for 2006. Therefore these figures are not reflective of the current retail mix on The Parade.

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Figure 6: Land use on The Parade The focus of retail activity on The Parade is between Osmond Terrace and George Street, within which there are two transverse supermarket malls (Norwood Mall and Norwood Place (formerly the Parkade)). To the east of the central area there is almost continuous retail frontage, interspersed with some commercial (mainly office) uses between George Street and Portrush Road. To the west of the central area, retail frontages are more fragmented and at the western extremity almost entirely replaced with commercial uses. The Norwood Oval and reserve represents a significant break in the retail activities along the northern side of the western section. 17 of 79|

Retailing on Magill Road Table 5: Changes in retail floorspace on Magill Road by category from 1993 to 1999

%floorspace change from 1993-1999 m² 60 68 05 77 506 67 291 2,070 44 84 690 225 560 4,989 200 ,485 42 415 98 440 71 276 1,460 55 189 18 265 222 110 56 890 19,246 1 744 68 12 60 65 240 2,237 100.0% -100.0% -100.0% 0.0% -0.2% -57.7% -100.0% -100.0% 29.6% 0.0% 60.8% 25.4% 1.% 0.0% 48.4% -51.8% -26.5% 0.8% 9.9% -1.0% -100.0% -100.0% 0.0% 0.0% -70.% -100.0% 100.0% -59.7% 0.8% 100.0% -100.0% -10.5% 100.0% 112.% -100.0% -67.6% -100.0% -2.6% -100.0% 29.4% 0.0% -100.0% 2.8% 1.4% -40.9% 51.8% 127.7% 100% -100% -40.0% -54.5% -71.3% 60 -55 -240 0 -12 -105 -250 -150 57 0 110 419 82 0 225 -242 -202 1,175 18 -520 -75 -121 0 0 -22 -170 440 -105 65 1,460 -47 -65 189 7 -211 -55 -465 -6 -15 25 0 -60 24 263 -217 254 8 12 -5,89 -40 65 -287 -5,549 Change in floorspace 19931999

1993 RDBcode 101 104 110 112 114 115 116 117 419 120 216 01 02 11 12 18 21 2 24 27 29 0 5 8 9 41 42 4 45 47 52 55 57 59 62 6 402 404 416 418 420 901 50 511 51 514 519 60 607 608 Description Bread/Cakes/Baker Delicatessen Green Grocer Health Foods Liquor Store Milk Bar Supermarket (<1500m²) Take Away Foods Restaurant Service Station Foodmarts Women's Wear Antiques Art Gallery/Prints Compact Disks/Cassette Tapes/Records Computers Electrical Goods Floor Coverings Furniture ( & Upholstery ) Garden Shop Hardware Jewellery Keys/Locks Lights Mowers Office Requisites Paint Pet Shop Photography/Camera Shop/Studio Picture Framing Rubber Goods Second Hand Household Sporting Goods Television/Video & Repairs Toys And Games Video Library Household Necessities Bric-a-Brac Beauty Salon Clothing Hire Unisex Hairdresser Men's Hairdresser Shoe Repairs Vacant Total retail floorspace Business Services Office Services/Offices Nec Other Business Services (Plumbers etc) Paramedical/Physio/Naturopath Wholesale/Distribution Service Stations Tyre and Battery Retailers Motor Parts Total other commercial uses No 1 1 1 1 2 2 1 2 1 2 1 2 4 2 9 1 2 1 1 1 1 1 2 2 2 1 1 2 2 2 1 2 2 1 7 91 5 5 1 2 19 m² 55 240 68 47 182 250 150 149 67 181 1,651 262 84 465 467 762 ,814 182 4,005 75 121 42 415 0 170 176 211 47 618 65 211 818 465 228 15 85 56 60 866 18,983 50 490 00 5,89 100 527 7,786

1999 No 1 1 2 1 6 1 14 1 1 2 1 12 1 1 1 1 1 1 2 1 2 1 2 1 2 2 2 8 81 2 6 1 1 1 1 15

Source: Adelaide Retail Databases 199 & 1999 (Planning SA) Source: Adelaide Retail Databases 199 & 1999 (Planning SA)

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Figure 7: Changes in floorspace on Magill Road by retail category from 1993 to 1999

Between 199 and 1999 there was a significant loss of food floorspace (-55.6%) with the closure of the single small supermarket and other food retailers. Similarly there was a substantial loss in hardware/garden floorspace (-672m² or ­14.1%). This matched with significant gains in homewares floorspace (77m²) and other non-food retailing (800m²). There was a modest gain of 207m² in restaurant/café floorspace, which in 1999 only totalled 506m².

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Figure 8: Land use on Magill Road There are almost continuous retail and commercial uses on Magill Road between Payneham Road and Nelson Street, although on the southern side this is interspersed with substantial industrial uses (Caroma Industries being the largest). Between Osmond Terrace and Portrush Road, shop, commercial and residential uses are intermingled with little cohesive grouping, except for the clustering of antique shops around the Edward Street intersection. 20 of 79|





The Parade and Magill Road will each offer a vibrant business precinct for consumers and the broader community. To develop a focussed vision for the future of The Parade and Magill Road, the positioning, branding and promotion of both precincts is seen to be vital in creating a distinctive place in the minds of current and potential customers, to shop and to satisfy their needs. The combined products and services of both streets can be marketed as a `hub' that offers the three primary sectors on which consumers spend their income, food, fashion and homewares. At the same time, each precinct needs to develop a point of difference to avoid attempting to be all things to all people. Each precinct will position and brand itself to be self-sustainable whilst offering a point of difference and a diversity of products and services to its consumers. A combined vision for the precincts is a challenge and therefore very broad and general due to the different characteristics and style of business. However, the Strategic Plan can provide a collective mechanism to achieve this vision. In developing mutual and separate strategies, both precincts will support each other's priorities and encourage consumers to visit the businesses in both precincts, creating a hub. Both precincts have the following strengths: > a diversity of products and services that can change to mirror market trends and consumer buying patterns; > personal service and one-to-one customer service; > a sense of knowing the customer and understanding their needs and way of shopping; and > the desire to contribute to the social fabric and quality of life of their communities. Both streets have the following weaknesses: > absentee landlords who may not live or work in the area; > small percentage of traders open during Sunday trading hours; > shorter trading hours in comparison with competing retail shopping centres; > traffic and parking issues; > modest and often ad-hoc market research; and > experiencing cyclic growth and decline. The following sections of the Strategic Plan outline the characteristics, strengths and issues for The Parade and Magill Road.

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THE PARADE A vibrant meeting place and business precinct where residents, the business sector and visitors can experience and enjoy a vibrant business precinct that offers a place to eat, meet, shop and do business. Characteristics There appear to be three distinctive parts to The Parade each with differing characteristics and issues. Suggestions are provided that support the vision, however there are also some generic needs. 1. With a history of being a quiet business area, the eastern most part of The Parade from George Street to Portrush Road appears to be diversifying in the business mix and demographic. This part of The Parade is developing into an interesting blend of fashion outlets, restaurants, cafes and professional and financial services with the cinema entertainment complex now a major feature of this section. Should any of the outlets become vacant, affiliated retail outlets may be encouraged to see the area as an attractive part of the precinct to locate a business. The creation of a designer boutique area will continue to attract the younger demographic that is currently being drawn to this area. 2. The central section of The Parade, from George Street to Edward Street, is the busiest part of the precinct. This section has a diverse retail mix consisting of cafés, hair and beauty, fashion outlets, music and book stores plus a range of financial and legal services. In 2004, two major multi-million dollar retail developments were completed; Norwood Mall and Norwood Place. The Norwood Mall and Norwood Place developments enhanced the lifestyle element of the central section of The Parade by adding substantially to the existing retail mix. Additions to the retail mix include two supermarkets, cafés & healthy food alternatives, gourmet food, travel services, fresh food produce, bakeries, fashion boutiques and homewares. This has enhanced the central section of The Parade whereby customers can incorporate their everyday lifestyle with the products and services offered in this central area. . The western part of The Parade, from Edward Street to Fullarton Road, is the quietest part of the precinct attracting a lower volume of consumer traffic, except after normal business hours where the cafes and restaurants attract evening customers. The profile of this area is one of destination shopping with business sectors that include furniture, lighting, bathroom design, homewares, organic food, cafes, restaurants and professional services. One area that could be encouraged to develop as a precinct node is The Pavilion, consisting of designer fashion outlets for men, women and children, a lunchtime café, a restaurant, garden centre, hairdresser and interior designer. The challenge will be for these businesses to collaborate and market themselves as a collective group. Trading hours At the time of preparing this Plan, only 42 businesses are opening during Sunday trading hours out of a total of 100 businesses surveyed. Twenty-nine of these are located in the upper part of The Parade between George Street and Portrush Road. Whilst recognising owner/operators need to balance work and lifestyle commitments, other similar shopping precincts such as Unley Road and King William Road have a majority of retail outlets open during Sunday trading hours. Sunday visitors to The Parade will quickly realise that the perception of "The Parade, The Place" to be, is not matched with the reality if most of the retail outlets are closed for that day of the week. Matching the branding and the reality is critical for the precinct and branding to be successful. However, with the completion of Norwood Mall and Norwood Place, The Parade offers more food, fashion and lifestyle choices. This is of importance to the precinct considering that the first and second largest categories of income spending are on food and fashion. The additional fresh produce stores, cafés and fashion outlets have increased the trading hours of The Parade, and in particular Sunday trading. As a result, an increase in customer traffic to the area is evident.

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MAGILL ROAD The Magill Road precinct will be the premier eclectic niche destination shopping area within the City, with an artistic character supported by quality homewares and antique products. Characteristics As an arterial road, Magill Road from Fullarton Road to Portrush Road has several physical attributes that create issues for traders and consumers, such as access to businesses and car parking. This reduces the accessibility and affects the pedestrian environment of the road. Magill Road lacks a strong psychological identity partly due to the eclectic mix of retail, some residential premises and larger manufacturers that break up the continuity of commercial land uses. However, the precinct has the potential to attract businesses due to lower rental properties and in some areas, due to the availability of larger retail space. The precinct is a location for niche businesses that are considered to be in the category of destination shopping. Magill Road (from Fullarton Road to Portrush Road) offers an eclectic mix of shops and businesses including the following categories (as at 2004): Table 6:

2 furniture rental outlets 2 accountants 2 veterinary hospitals Caroma bathroom products 1 diving and tackle outlet 1 whitegoods outlet 2 lattice outlets 6 furniture outlets 1 restoration centre 1 designer paints outlet Bonnetts horseriding products 2 dental clinics 1 used cartridges outlet IT companies 1 surgical supplier 1 wood tools manufacturer 1 window tinting outlet 1 pets outlet 1 pest control company 2 crash repairers 1 bed warehouse 2 cafes 1 auction house 2 air-conditioning companies 4 chiropractors 1 tyre outlet 1 printer company Banner warehouse hotels 16 antique outlets 2 restaurants 1 pizza bar galleries 2 market interiors interior decorators 1 boutique builder picture framers 1 heater outlet 2 paint suppliers 2 music outlets 1 lawn mower outlet 2 security products 1 automotive association 1 wine maker and wholesaler 1 insurance company 1 recording studio 1 funeral parlour 1 make up studio 2 architects offices 1 natural medicine clinic an office group of small associations solicitors' offices Maylands shopping centre 1 records outlet 1 kitchen & bathroom display showroom hairdressers 1 niche market bathroom outlet 1 skin care products outlet 1 timber floor showroom 1 doll outlet 1 second hand books 1 BBQ company graphics designer and printer outlets 1 photography company 1 patisserie shop 1 computer outlet 2 service stations/mini supermarkets 1 design upholsterer

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Destination shopping Magill Road is an excellent example of destination shopping. Destination shopping is a form of consumer buying that is determined by a desire to purchase a specific product or to fulfil an imagined need rather than one generally influenced by browsing or impulse buying. Unlike general supermarket shopping or impulse purchases, the retail outlet where the purchase is to be made has generally been sourced through methods such as research, advertising and websites, to determine the best quality product at a suitable price. Once the product has been selected, the retail outlet will be chosen according to the consumer's needs including the location and accessibility of the product or service. Consumers will then visit the destination for the selected products or services and if successful, will return to repurchase and will reinforce the product by `word of mouth' marketing. This in turn will increase the number of consumers browsing for products. Destination shopping is a challenging concept for the business sector as it requires traders to target their customers and promote their products as being the best quality for the best price in order to encourage the customer to visit the business. Essentially, the trader has to `find' the customer rather than waiting for, or assuming that, the customer will find their business. This requires providing high quality customer service for those small businesses that rely on customer loyalty. The percentage of customers that are browsing and who are willing to purchase goods on an impulse is significantly lower than those who have come to the destination with a purpose. Being a destination shopping area, it is imperative to identify quickly where potential customers are residing in order to target them with specific marketing and advertising. As highlighted on page 8, the highest income catchment areas are in the south-east of the map with only one key retail precinct, Burnside Shopping Centre. With Magill Road being comprised mainly of homewares and antique centres, the Burnside Shopping Centre would not be considered a competitor for this retail category. In fact, this area should be considered as a potential market target for the Magill Road precinct. To maximise marketing potential, successful destination shopping businesses generally build their market by collecting a database of current and potential customers in order to focus the distribution marketing material and mail order catalogues. Several businesses in the Magill Road precinct currently use a mail order system for repeat business and add on selling to further build a customer database. Other businesses have websites targeting customers who are researching products and who are seeking to have products delivered to them. Research needs to be conducted on the most appropriate and effective actions to maximise the potential of destination shopping in the Magill Road precinct. Trading hours As with The Parade, the majority of businesses are not open during Sunday or Saturday trading hours. Traders within the precinct need to consider the message that they are sending to consumers through their decision not to trade on weekends whilst competitors in other similar precincts are operating during these hours. The `captured' consumer A hidden advantage that both precincts have is a `captured consumer' through the employees and owners of businesses on The Parade and Magill Road. The businesses have access to many potential consumers on a daily basis who are within walking distance and who have easy access to both precincts. Many of these consumers may not live in the area but they need to be encouraged to spend their disposable income to support the economic development of both precincts rather than spending their money at other destinations. Many of the owners and/or employees have to work in the business for the whole working day and therefore may not know of the range of products and services available within the precincts. This creates an opportunity for business-to-business networking and mutual commercial enterprise. Further specific detail on the vision of the precincts is provided in the individual implementation plans for each precinct. 24 of 79|


Building a brand strategy

Branding encompasses strengthening, redefining and developing an identity to attract customers and to underpin the sustainability of businesses and services. Branding is the means by which a product is matched with the needs and wants of the consumer. Branding power lies in the perception it invokes in the minds of consumers and although often attached to physical products, branding involves primarily psychological purchases. Brands such as Country Road, Cadbury's Chocolates and Cunningham's Warehouse all convey complex but clear messages about their products to the consumer. Business precincts such as Lygon Street (Melbourne), The Parade, and Jetty Road, (Glenelg) are distinctive brands based on `place', conveying established images and beliefs about these precincts. In order to establish and/or further develop a branding strategy for The Parade and Magill Road precincts, key questions need to be considered including: > What is important to the consumer? > How does the consumer perceive the precinct? > What are the current buying trends? > How does the street differentiate itself from other retail precincts? > When two very dissimilar destinations may be perceived as the same (Unley Rd and The Parade), how do they promote their differences? > How does the image reflect a precinct's physical characteristics and functional features? The dual purpose of these questions is to match how the consumer perceives the precinct and how the precinct wishes to be perceived in the future. Once a branding strategy has been identified, actions can be implemented to achieve the overall agreed vision. The key rule for developing a branding strategy is to know your customer and the market segment that needs to be targeted. When branding or reviewing a precinct's position, three areas of branding strategy can be cleverly utilised; market branding, psychological branding and objective and subjective branding. Market branding Market branding of a precinct requires the precinct to position itself to have an identity that is successfully acknowledged in the marketplace, for businesses and customers. The two well-known tests of positioning are: > that the branding must be believable in the customer's mind; and > the destination must deliver that message (ie the branding) on a consistent basis to match expectations. It is at this stage that logos, corporate colours, advertisements, promotions, packaging and publicity become important. This stage should be underpinned by solid market research to ensure that the best market branding has been identified and selected. In order for the market branding to be sustainable, each precinct needs to offer one or more `identities' to the consumer to balance and counteract changes in market trends or customer buying patterns.

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THE PARADE The Parade currently offers the image of a café society and dining experience, a fickle industry where customers move with the latest food trend. However, the statistics clearly indicate that the majority of income is still spent on food items including fresh produce and dining, and therefore it is important to ensure that the primary food choices on offer match the customer demand. With the Norwood Mall and Norwood Place developments now complete, additional food outlets have opened on The Parade including two large supermarkets and a variety of fresh food and produce stores. In respect to dining, the more experienced operators on The Parade stated that they have seen a change in the last 15 years from Chinese food to Italian food and to a range of Asian food. Those businesses that have been in this industry for some time are well aware of these trends and adapt their menus, décor and image to match the latest food trend. In addition, there is an opportunity that The Parade could adopt a secondary image of fashion and beauty products. The arrival of fashion clothing and accessory boutiques together with footwear stores has enhanced the image and profile of The Parade to include these categories and retail offers to customers. Clothing and footwear is the second sector on which consumers spend their income, and the fashion categories need to be strengthened with a broad range of products in order to maintain customers to The Parade. The Parade also has 29 hair and beauty salons as a complementary industry to the fashion outlets supporting a secondary branding for the street. Any events or support should acknowledge these businesses for their contribution to the economic development of the precinct. Considering that this industry sector is perceived as a luxury purchase rather than as an essential item, it reflects the high disposable income that the residents have and that businesses need to tap into. Another part of The Parade's strength includes the promotion of cultural heritage aspects to residents and visitors including cultural walks, heritage buildings and key historical personalities, that make up the cultural history of the precinct. This is an important aspect of the precinct and should form an important and integral part of any redevelopment, new project and promotion of the precinct. MAGILL ROAD Magill Road has the unique ability to combine two diverse but closely connected images of antiques and collectables and quality home improvement products and homewares. According to the antique dealers operating in the precinct, consumers are still buying antiques but they are also buying fashion furniture from multi-national competitors. Experienced dealers have recognised the need to shift their branding to match customer needs by either offering a niche market such as 1950s antiques or by including Asian and retro `antiques' in their floor stock. Magill Road is offering a broader product range of niche homewares, restoration and renovation products as a secondary identity for the precinct. Considering that homewares is the third largest sector that consumers spend their income on, the precinct has the potential to further develop this branding for the future as a prime destination-shopping precinct. In addition, a high level of customer service will need to be offered to meet the clients' needs and for `return of business'. By developing complementary branding, both precincts will benefit through the creation of a broader image to the community therefore widening the potential consumer market. Psychological branding This form of branding is consumer focussed in response to changing buying patterns and reflecting each precinct's unique selling points. It highlights the reasons and motivations for people to visit The Parade and Magill Road. Whilst both streets can further develop their `psychological' branding, they will still need to offer separate images that match how they are perceived by the consumer and how they are perceived by other businesses looking to relocate into the precincts. 26 of 79|

An example of a precinct attempting to change its image with limited success is Hindley Street, Adelaide. This precinct has been focussing on offering a creative arts hub and at this stage is still trying to build on this image. The general public perception of Hindley Street is one of a "seedier image of entertainment". Soho in London had a similar issue in the late 1970s before it was decided to work with the consumer's perception rather than offer a contrived image. Soho is now known for its character and whilst retaining a seedy entertainment image, it has become more accepted by the mainstream consumer through trendy restaurants and ironically, on the edges, emerging artists. This illustrates how important it is to match the psychological branding of the precinct and the perception of the consumer. If the branding doesn't match the public perception, the consumer will not believe in the image or the product. THE PARADE Currently, The Parade needs to strengthen its image of "The Parade -The Place" by offering a point of difference and diversity of product in comparison with the branding from competitors. The Parade needs to further develop its psychological branding to ensure that it avoids the trap that similar precincts have fallen into by offering only a dining or café experience. Whilst acknowledging the image of The Parade as a place to meet and eat, broadening the psychological branding to being a fashion and beauty precinct not only communicates another image to a broader customer base, it creates a more stable economic environment for businesses. MAGILL ROAD Magill Road needs to redefine its identity and determine what the precinct will conjure up in the consumer's mind. While the precinct has the psychological branding of antiques with over 16 outlets, other areas are now offering the same branding, such as Strathalbyn. Magill Road needs to further develop the branding of a destination niche, as a homewares shopping area attracting businesses that offer unusual or specific products. In addition, homewares and furniture designers and artists who need large floor space could be encouraged to position their businesses in the precinct. Acknowledging that household products and homewares is the third largest sector for consumer spending, further branding needs to be developed to tap into this opportunity. As highlighted in Figure (page 8), the highincome brackets are located south-east of Magill Road, where there are no key competitors within this industry sector. Considering the current level of residential building construction and renovation within the City of Norwood Payneham & St Peters and Adelaide generally, several opportunities should be explored as outlined in the Implementation Plan for Magill Road. Objective and subjective branding Creating an image that reflects the physical characteristics and features of the precinct is of paramount importance to The Parade and Magill Road. Both precincts are selling an image and a point of difference that needs expanding upon in order to remain competitive. THE PARADE The Parade is offering a more abstract and more subjective branding selling an image of "The Parade, The Place", as a cosmopolitan and cultural experience. The Parade could further develop its objective branding through profiling fine food produce, fashion and beauty products. MAGILL ROAD Magill Road is offering an objective branding strategy in that it is selling a physical product, "The Quality Homewares and Antique Centre". At the same time, Magill Road could further develop the more subjective image as a precinct that offers the best destination shopping experience with an eclectic mix of products and services.

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Other audiences Both precincts have access to other `audiences' including larger businesses that have more than 20 employees, such as Caroma, Robern Menz and the key multi-media companies. For example, the Caroma at Norwood has the Avenues as the nearest retail area. Whilst offering a small supermarket and some retail outlets, the centre lacks the diversity of products that The Parade and Magill Road can offer. Being in close proximity to both of the two precincts, Caroma and other businesses could be targeted with a dual street marketing campaign. This may discourage employees in the larger businesses waiting to spend their money at large retail areas such as Burnside Shopping Centre, Tea Tree Plaza or in the CBD. Having determined and developed the identity, each precinct can refine actions and strategies to underpin how consumers, businesses and the community perceive the precincts.

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Urban culture

Giving residents and visitors the opportunity to express their identities by eating, talking and experiencing art, food and fashion. The development of day and night culture has a major impact on the sustainability of a business street. At the Economic Development Forum held by the Council, John Montgomery presented the idea that theatre, food, art galleries and festivals bring people to the area fostering the development of an evening economy that creates a balance of day and night culture. The concept of a city or a precinct as being a chessboard was also offered where if a piece is removed or placed, it changes and attracts other `pieces'. Recent examples of this can be seen in both precincts. Along The Parade, the development of the Hoyts Cinema and entertainment complex (Norwood Central Plaza), draws a younger demographic which has seen the inclusion of a CD and video shop, several boutique fashion retailers and dining outlets and is emerging as a fashion hub. Another example has been the location of Harvey Norman on Magill Road. Two other bathroom product outlets have opened in the area and three other businesses dealing with household products have opened close by. Supporting Brian Haratsis (Macro Plan) at the Forum, John Montgomery stated that public meeting spaces need accessibility, with the ease to park or to cross roads being important aids to the community participating in urban culture. He believes that there is still considerable potential for creative ideas and urban culture in the City area such as creating an arts hub at the lower part of The Parade/Kent Town and on Magill Road. He stated finally that urban culture should be developed with community support to define the urban character and to ensure an economic and social balance between the day and night culture. THE PARADE The Parade needs to ensure that the day culture of food produce and fashion is strengthened and sustainable to flow in to the night culture of dining and entertainment. The Parade has a combination of day and night culture and needs to strengthen the retail gaps, particularly fresh produce to underpin the day culture. Night culture needs all forms of entertainment; the Parade could explore other complementary activities such as street art and music. Should music or theatre be considered for the precinct, then the genre needs to fit with the cultural ambience of the dining culture of The Parade and should be carefully monitored. MAGILL ROAD Being a destination shopping road, Magill Road will have difficulty developing a strong day or night culture with the customer having a different perception of the precinct's identity. Equally, the precinct lacks cafes and the mix of retail that is found on The Parade. However, Magill Road can develop the branding of a niche market road similar to Brunswick Street, Melbourne, which encourages public art and emerging boutique homewares, furniture designers and artists to position their businesses on the precinct. One example of this is Khai Liew Lien Designs. Khai stated that he located his business on Magill Road due to the low rent and large floor space, which enables him to design and build furniture. In addition, Khai targets his advertising to a particular market via publicity and a customer database consisting of mainly interstate customers. Other similar businesses could be encouraged to relocate into the precinct whilst current businesses may wish to explore a similar strategy of marketing. Urban culture is closely linked with the vision, branding and identity of an area. It demonstrates how a precinct is perceived and used by the community, customers and businesses.

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Offering and developing an attractive communal sense of place for businesses, residents and visitors. An attractive streetscape communicates a message to the consumer that supports the identity and characteristics of a precinct. It makes a precinct a comfortable and pleasant place to visit, browse and purchase products and creates a sense of place. Mr Jan Gehl completed a report to the Capital City Committee (a joint partnership between Planning SA and Adelaide City Council. which stated that "a good city is defined as a good city to walk in and stay in for a while, for social and cultural exchanges, for talking, watching and experiencing and is safe to move around in." Mr Gehl further stated that business precincts should ensure that shop facades are interesting to look at. Having many small shops within a short walking distance is said to offer a diversity of functions, reduces passive shop fronts and gives an attractive streetscape for pedestrians. Those precincts that have large units on the footpath are said to be passive and unattractive creating a sense that the city is `shut down'. Mr Gehl recommends conducting pedestrian studies as they offer the opportunity to examine how business precincts are being used during the day and night. With regard to the streetscape, Mr Gehl's report also highlights the importance that `resting' has in pedestrian activities. He states that good seating, views, and shading, located close to pedestrian links provides pedestrians with the opportunity to enjoy the full stretch of a business street. Having attractive shop fronts and streetscapes impacts on pedestrians' and consumers' impressions of the streets. Both The Parade and Magill Road need to determine a set of agreed key principles for long term building restoration and development, covering possible façade development and shop-fronts, commercial and corporate signage, verandah or awning treatment and colour. Styles, designs and colours are offered in the Architectural Profiles Project (1996) prepared for The Parade. It is recommended that the Report be released as part of the launch of the Strategic Plan. Creative lighting and public art help develop a sense of place and add colour and movement to a streetscape and should be considered for both precincts. THE PARADE The Parade could develop a stronger sense of place and continuity through referring to designs such as those provided in the above Architectural Profiles Project (1996). As shopfronts are developed or redeveloped, traders should be encouraged to use colours and signage that complement the general style and identity of the street. Equally, the Norwood Oval and adjacent Gardens create a psychological barrier discouraging pedestrians to walk to the adjoining businesses. This area lacks any shelter against diverse weather conditions with the street's trees finishing before the Oval and the next shelter being the verandah of the next business after the Oval. Shelter or shade of some sort could be considered for this area. Equally the Garden could be developed as a `resting' place to stop, sit and enjoy the precinct. MAGILL ROAD At this stage, Magill Road requires development of the general streetscape and upgrade of shopfronts to support the chosen identity of the precinct and to create a sense of space and continuity of style. Equally, shading and verandahs need to be considered to create shade on a road that is long and that lacks trees or places for natural shade against diverse weather conditions. This would make the precinct more attractive and conducive for consumers to visit. Consultation with the Council's planning policies is recommended to determine the guidelines for verandahs and other similar development.

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Lighting Lighting creates an ambience at night and a sense of security for residents and visitors. Both precincts could select key heritage or cultural icons in each precinct as a focus for creative up lighting. Other possibilities include sculptures, memorials, statues, fountains or significant trees. THE PARADE The Parade could consider lighting buildings such as Vari's Food Store, the Town Hall, Odeon Theatre and other such buildings. MAGILL ROAD The lighting of buildings along Magill Road such as the entrance to Richards Park, Otto's Timber Mill and shops, Lombard Gallery, the Tram Barn façade and other such places should be considered. Public art Public art promotes cultural history through public art forms, reinforcing the identity of each precinct by encouraging a partnership between local artists and commercial operators and the Council to enhance the aesthetic quality of life in each precinct. Streetscape facilities such as seats, bus shelters, stobie poles and bins could all be incorporated with public art as they add to the general streetscape of each precinct. Other forms of non-physical public art including poetry readings, street theatre and dance can be incorporated to enhance the character of a precinct. THE PARADE The Parade could focus on public art around key buildings or streetscapes. A sculpture exhibition park could be placed where famous artists and the Central School of Art would put their works on display for a limited period of time. MAGILL ROAD Magill Road could institute an `artist in shop window' program. Considering the leaning towards design, an appropriate prominent artist could be provided with a space in a shop for a chosen timeframe to create a work of art for the main street. This could culminate in a major contemporary annual art event in the precinct where `shop windows are turned into art works'. Another initiative could be to research the possibility of street art such as stobie poles and street furniture as seen in Brunswick St, Melbourne. Such public art would match with the identity of a street with eclectic products, designers and furniture.

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The issue of zoning and broader Development Plan policy can have a major impact on the business development of a shopping precinct. Zoning and planning policies need to support the vision and desired future character of each precinct to encourage and support strategic commercial and business development. Changes in zoning can have a major impact on changes in the retail floorspace in the precincts. It can offer an opportunity to provide adequate floorspace for a range of retail categories or inhibit a diversity of industry such as designers on Magill Road who may require larger floorspace areas. Equally, it can provide an opportunity for retail such as a discount store on The Parade that may not be considered conducive to the overall look and strategy for the precinct. Zoning ­ The Parade The properties fronting The Parade from Portrush Road, Elizabeth Street on the southern side of The Parade, and Eastry Street on the northern side, are contained within a single District Centre (Norwood) Zone as shown in Figure 9. The southern side of the western end of The Parade is zoned Business, whereas the northern side of The Parade from Eastry Street to Fullarton Road is in a Historic (Conservation) Mixed Use Zone. The District Centre (Norwood) Zone is further subdivided into three Policy Areas, comprising of : > Retail Core Policy Area­ which encourages the development of major retail facilities such as a discount department store and supermarkets, together with specialty shops, restaurants, community, recreational and entertainment facilities; > The Parade East Policy Area­ which encourages small-scale convenience and specialty shops, restaurants, offices, consulting rooms, community, recreational and entertainment facilities; and > The Parade West Policy Area­ which encourages the provision of specialty shops, restaurants and offices. In addition, there is a District Centre (Norwood) Core Concept Plan identifying pedestrian links, public car parks, traffic control measures and community facilities, as shown in Figure 10 (page 4). Generally it is considered that the provisions of the Plan for the District Centre (Norwood) Zone are appropriate. However, a review of the northern and southern boundaries of the Zone is warranted to examine whether any extension of the Zone is appropriate. An extension of the Zone could embrace: > The Norwood Oval (currently zoned Recreation); and > the Adelaide Central School of Art (currently in the Residential Zone).

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Figure 9: The Parade Development Plan Zones and Policy Areas

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Figure 10: The Parade Retail Core Concept Plan

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Zoning ­ Magill Road There is a confusing mix of nine different zones along both sides of Magill Road from Fullarton to Portrush Roads, as shown in Figure 11 (page 6). On the northern side of Magill Road there are no less than eight changes of zoning and five different zones, including the following: > district Commercial; > local Centre (St Peters); > local Commercial: > light Industry; and > residential 2A. On the southern side of Magill Road, there are six zone changes and four different zones including the following: > business; > mixed Use (A); > neighbourhood Centre; and > residential. Within the majority of these zones, with the exception of the Local and Neighbourhood Centre zones, shops of over 250m² are considered to be a non-complying kind of development. Given that shops of varying sizes are scattered along the length of Magill Road, and the desire for Magill Road to become a retail destination, there is a clear case for a comprehensive review of the multiplicity of zones. It is considered that there is a good case for the creation of a single zone (and policy areas) along both sides of Magill Road, differentiating between desired forms of development in distinct areas by the creation of appropriate Policy Areas (much as is currently the case for most of The Parade).

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Figure 11: Magill Road Development Plan Zones

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Developingandpromotingavibrantculturalandleisuretourismdestinationforbusinesses,residentsandvisitors. From general information provided by the South Australian Tourism Commission, the majority of visitors to both streets are local residents and visitors from other areas of South Australia. Those visitors from interstate and overseas are generally visiting relatives, particularly at annual holiday times such as Easter and Christmas. The precincts also attract participants for festivals including the Food, Wine and Music Festival and the Tour Down Under. The Parade is a strong draw card being recognised as a national tourism attraction but considering that most visitors are from the local areas, they need to be encouraged to visit both precincts more often. Both precincts are currently promoted in marketing and tourism brochures collateral including the Adelaide & Attractions Visotos Guide and the Adelaide Visitors Guide. The Adelaide & Attractions Guide has a distribution of 10,000 copies per fortnight and is distributed via a network of establishments including the airport, bus and rail terminals, the South Australian Tourism Commission, post offices, regional outlets, hotels, motels, car rental companies and the RAA, special events and other retail outlets. The Adelaide Visitors Guide is distributed nationally and internationally promoting the key attractions in South Australia. Cultural heritage factors The City of Norwood Payneham & St Peters contains some of the oldest urban areas in Adelaide with European settlement dating from 187. The historic character of the City is an essential element in determining its cultural identity. This special sense of place is represented in its heritage, landscape and cultural diversity and in the distinctive set of community values that underpin life in this City. The preservation and celebration of the historic character of the City is a key factor in developing good economic policies and in informing decisions about the future direction of the City. Understanding or determining the cultural significance of each precinct is critical. This definition will assist in identifying and assessing the attributes that make each place special to individuals, businesses and to the wider community. Tourism and cultural heritage for The Parade and Magill Road has strong links with the economic development for businesses in these precincts through the attraction of residents and visitors to recognise and celebrate the sense of place and community of which they can be a part. Each precinct needs to determine the buildings, personalities and characteristics that need to be promoted to residents and visitors. 2.6.1. Events

To revitalise current events and to develop future events to further support the identity and character of the precincts in order to increase tourism. Events develop and add value to a destination and create a `sense of place' which flows through to businesses, with visitors returning to the businesses that are involved with, or who are located near, the event. Events have a genesis cycle beginning with creation and growth to reach maturity. At some stage, the event needs to be picked up and reinvented to ensure that it is still relevant. It is important to note that events can be disruptive to businesses and the community due to such elements as street closure and possible congestion of traffic and parking. When creating or holding an event, the organisers need to: > ask why an event is being considered; > research the psyche of people that may attend; and > clarify the incentive for residents and visitors to come to the event. 7 of 79|

At the recently held Economic Development Forum, Ms Jill Lambert, creator of several statewide festivals and events, stated that an event needs to relate to the psychographic of the residents in the Council area. She added that the residents in the City of Norwood Payneham & St Peters are known to be more discerning, affluent, spoilt for choice, better informed and seeking a point of difference. Ms Lambert emphasised the need not to copy other events but to determine the cultural mix, heritage, and products and services being offered and then to plan efficiently an event that supports this mix. THE PARADE The Parade has several events including the annual Food, Wine & Music Festival, Australia Day and the Christmas Pageant and has hosted the international Tour Down Under. According to Ms Lambert, the Food, Wine & Music Festival is at the cyclic stage of needing to be reinvented to maintain a point of difference. We need to ask why we are having such an event and why people would attend this particular event when other communities are holding similar food and wine festivals. As a community, we need to ask what is the event doing for the image and branding of The Parade? It is important to recognise the positive impact that events have on the cultural development of a place. Cultural events around important public figures including CJ Dennis and Don Dunstan could be considered for development to support the image of the City as being rich in cultural heritage. It is interesting to note that The Parade has almost as many hair and beauty businesses as dining outlets, a luxury industry tending to be attached to the second largest sector of consumer spending, clothing and footwear. It is recommended that a fashion and beauty event be considered. An additional 11 fashion outlets are operating on The Parade as a result of the two retail developments. However, further research needs to be conducted on the management, timing, location and other factors should this event be considered. MAGILL ROAD Magill Road has issues with the physical characteristics and traffic and at this stage, Transport SA is not supportive of the suggestion of closing off the road for events. However, the traders could research another space such as Richards Park or a warehouse to hold an event or trade exposition. At this point, organising an event could be premature as Magill Road needs first to promote the road's branding and then research should be conducted to consider an event that supports the chosen identity. Other similar shopping strips both in South Australia and interstate have developed trade events or expositions. Whilst a worthy idea, it is important to note that such events require careful planning, management and organisation. 2.6.2. Markets

A community and tourism event attracting residents and visitors. Markets are generally perceived to be community events, however they offer the opportunity for businesses to further develop their customer target base. While both precincts could consider the possibility of holding a market, research suggests that the most stable and popular markets are not created, they evolve organically from community action and stallholders seeking a location to sell their products. However, an annual market event could be considered. Research of South Australian markets has shown that those markets with council involvement or that have been organised, are seen to be contrived and are struggling to maintain stalls and quality of product. From researching how to establish a market, five factors need to be considered; namely, market feasibility, the location and site, management, financing the operations, and the legal concerns. There are also key factors and policies to consider, such as the Food Act 2001, when establishing a market. The experienced managers of Paddington Markets, Sydney and Salamanca Markets, Hobart, offer the following five steps and information when researching the option of a community market.

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1. The first step in planning a market is to consider the market feasibility and vision including the socioeconomic mix of consumers, provision of quality products, conveniently located facilities, and community expectations. Some markets have started as an annual event to gauge feedback on the frequency of holding the market. As with events, it is important to ask what sort of market is being considered, why it is being considered and if it is the best option. Then it needs to be decided when and where it will be held and how it will be managed. 2. The second step is the selection of a location that needs to be convenient and close to buyers with easy entrance and exit points that won't create traffic hazards. The site needs to be well drained and be level with adequate parking and security. Studies show that if the market is open-air, the lack of shade and varied temperatures could cause customer and seller discomfort. The site should provide the following: > > > > > > > > adequate water and electricity; well defined parking spaces; orderly traffic flow around the market; shelter from wind, sun and rain; access to toilets; access to a telephone; good lighting, particularly in the morning and in the winter; and on-site management.

. The third step requires on-site guidance by a coordinator/manager for the market operations to be effective and efficient. It would need to be decided who would be responsible for establishing operating hours, stallholder policies, market property, funding, accounting and reporting. 4. The next step is to determine how the market and market management will be financed. Research states that in most situations, money will need to be raised from market stall holders to pay current expenses. Two methods generally used are membership fees or stall rental fees. The coordinator/manager's salary is also covered by these methods. 5. The final step is to address the legal concerns of liability insurance for the Council, management, stallholders and the general public. As with all events and markets, the planning, management, timing, location and funding need to be carefully organised.

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Public space

A communal area to meet and eat creating a sense of place and supporting surrounding businesses. With reference to the Council's Open Space Strategy 200, open space and the provision of community and leisure facilities are vital factors for communities as areas for socialising, eating, playing outdoor sports and having access to natural and conservation areas. Having open space attracts the wider community as they see the area to be an attractive and safe place to visit. Businesses that border the area benefit from the pedestrian traffic and by providing services and products that encourage the pedestrian to browse and visit those business precincts located nearby. With the City's population evolving, there is a predicted increase in the demand for unstructured recreational activity particularly with a decrease in private open space. Both precincts have open public space that could be further utilised and developed. The Open Space Strategy 200, identified a lack of public open space along The Parade, in parts of Norwood, and southern and eastern St Morris. The Parade, Coke Park The Council's Open Space Strategy 200, states that key strategies include the following: 1. Initiate negotiations with Norwood Primary School, Prince Alfred College and St Ignatius Junior College regarding after hours community use in return for facilities upgrade and maintenance by Council. 2. Expand and improve the open space in and around The Parade, Norwood, by considering design features associated with new commercial development such as under grounding/multi-level car parking. . Investigate opportunities to develop public spaces as meeting places for older people and young people along The Parade. The Norwood Mall is an area where the wider community purchases products, socialises and walks. The Mall is linked to Coke Park, which is an open space that could be further developed to become a community meeting space. The park currently contains a small playground and a small number of benches. It lacks shading against weather conditions and basic amenities. It would be an ideal place for people to eat, meet, read and socialise whilst being close to the main business precinct with retail and food outlets located nearby. To develop the park, street furniture, shade from diverse weather conditions and general landscaping would need to be considered. In addition, public art or a sensory garden could be incorporated to attract the public to use the park. The Open Space Strategy 2003, recommends the following: "Develop dense planting along solid fence lines which adjoin reserves to reduce opportunities for vandalism, focussing on Coke Park, Norwood, using local provenance indigenous vegetation where appropriate." The Parade, Memorial Garden The Open Space Strategy 2003 recommends the following: "Explore opportunities for opening up Norwood Oval and increasing access." Another area of open space rarely utilised is the Memorial Garden located adjacent the Norwood Oval, which has a small rose garden, seating, and a rotunda. Currently, it is rarely used as it is an open-grassed area exposed to the main street with little street furniture and shade except for a small rotunda. The small garden and Oval create a psychological barrier to consumers who can assume that the business outlets stop at the Oval. Located close by are food outlets and businesses. The Garden could be developed to attract people to sit, eat, meet and read. Research would need to be conducted on how this Garden can be best developed in conjunction with the original mandate as a memorial garden. 40 of 79|

Magill Road, Richards Park The Open Space Strategy 2003, recommends the following: "Explore improvements to the visibility/legibility of Richards Park, Norwood from adjoining streets via: > improving entry signage, particularly to Magill Road; > pruning and replanting appropriate vegetation which `opens up' the entrance when viewed from Magill Road; > enabling the redevelopment of retail outlets and cafes on Magill Road to open on to Richards Park with seating etc; > redesigning the fencing to Magill Road to encourage pedestrian access; and > possibly purchasing private properties adjacent fronting Magill Road for inclusion into the reserve (likely to be an expensive option given commercial use of land)." It has been noted that Magill Road lacks landscaping but Richards Park presents an opportunity to offer a meeting place for residents, visitors, and owners and employees of the businesses. The park currently has a range of amenities including an amphitheatre, playground, electricity (including -phase) and basic toilets. The park lacks lighting, water and has poor car parking. In addition, the park is poorly sign-posted and the entrances are poorly defined. To further develop the park, the wall and fence need to be reviewed to create more visibility and the park needs clearer signage on the road to attract usage. Improvements to the toilets, shade over the play areas and more shelter have also been identified in the Open Space Strategy 200. Research needs to be undertaken to maximise the potential for both parks and the garden and to retain a feeling of open space by encouraging the community to eat and meet at these places. This in turn, increases pedestrian traffic to businesses and services located adjacent the open spaces.

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Making it easier to find and access places and businesses to continue to attract residents and visitors to shop and eat at both streets. Access includes the walkability for the consumer and how the exit and entry points are defined. Easy access for residents and visitors is important to allow access to a diversity of products and services, ease of walking and transport, and the feeling of a being in a safe and secure environment. Both The Parade and Magill Road are long streets and have difficulty encouraging consumers to walk the full distance of the streets to visit all of the businesses. Both streets have access points that lack definition to announce that the resident or visitor is on The Parade or Magill Road. On a more positive note, both streets have excellent public transport in the Go Zone bus services and are within walking distance of each other. A range of strategies have also been implemented through the Council's TravelSmart SA project to promote the use of more sustainable travel such as walking, cycling and the use of public transport, particularly to commercial precincts. The Sustainable Access Guide to The Parade provides details on bike paths, and rail and bus routes, with estimated walking distances to and from The Parade. THE PARADE The Parade has the psychological issue at the Norwood Oval with consumers assuming that businesses stop at this point. The businesses past the Oval are similar to those on Magill Road in that they are considered to fit the category of destination shopping. Customers visiting the businesses are generally not browsing but have a specific reason to purchase goods or services. Several of the retailers in this area are using mail order and database systems, websites and other marketing strategies with consistent success. This section needs to brand itself as almost a separate area to the rest of The Parade and as a group rather than as individual businesses. The Parade has dual exit and entry points at Portrush Road and from the CBD. These areas need highlighting to define the street. In addition, signage could be considered to identify how to get to Magill Road from The Parade. With regard to transport, the Passenger Transport Board has implemented a Go Zone bus service with a maximum waiting period of 10 minutes. The service needs further publicity to demonstrate the ease of getting to the precinct. MAGILL ROAD Magill Road is a busy road with traffic issues. It is also a road that has a combination of small niche businesses combined with larger manufacturers such as Australian Timbers and Caroma taking up larger portions of the road. Residential zoning is also included, which may be inhibiting commercial development, and currently disrupts the retail flow for the consumer. The combination of commercial and residential zoning breaks up the consumer's perception of where the key commercial areas are. Magill Road has a variety of access points including the CBD, Portrush Road and Fullarton Road. Banners are being considered to define the entry and exit points of the road and to create an identity for the road. In addition, signage could be considered to identify how to get to The Parade from Magill Road. In respect to transport, the Passenger Transport Board has implemented a Go Zone bus service with a maximum waiting period of 10 minutes. The service needs further publicity to demonstrate the ease of getting to the street.

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Car parking and traffic

To increase customer accessibility to businesses and services. According to Transport SA, both The Parade and Magill Road are classified as arterial roads, but relative to a number of other arterials, they are not considered to be strategically as important as, say, North East Road, Portrush Road, Greenhill Road and Anzac Highway. For economic development purposes, The Parade and Magill Road are roads where both the transport function and business purposes are important for accessibility. Each road has differing characteristics, opportunities and issues. Traffic and parking investigations have varying conditions during the day with reasonably heavy flows in peak periods and with local movements for businesses having increased importance during off-peak periods. In respect to The Parade, local businesses and services have significance in both day and night off-peak periods. Road strategies Transport SA has indicated that there will not be a need for either of these roads to be widened in the future and it is not expected that the hours of clearway operation will be extended along Magill Road. Therefore, the following strategies could be considered and investigated further: > Given the differences between peak and off-peak conditions, different management techniques could be considered during these periods. > Reduced speed limits on both roads could be considered to focus on both pedestrians and motorists gaining access to the roads. > Further research on improvements to pedestrian safety on Magill Road, particularly around the sets of traffic lights, should be conducted. It must be recognised that roads have a number of transport functions providing for moving vehicles, buses, pedestrians, cyclists and parking. Any changes to the road configuration are likely to result in benefits to some users, but create issues for others. Whilst various initiatives are aimed at improving the environment for pedestrians, these initiatives must be considered in the context of the primary purposes of both Magill Road and The Parade. Access strategies Shops and businesses generally rely on having good accessibility for their consumers. Therefore, restrictive traffic management measures such as road closures, one-way streets, and turning lanes would not generally be advocated. There are already (and for good reasons) some restrictive measures ­ examples include the one-way flow in Webbe Street and Harris Street, Norwood, and turning restrictions at The Parade/Edward Street intersections. For traffic and pedestrian safety, it is desirable to minimise the number of access points to the main roads due to the following: > rear-end collisions can result from vehicles turning into access points; > parked cars can affect sight distances for drivers of vehicles exiting onto main roads; and > many buildings are built on the boundary line often resulting in minimal visibility of pedestrians on the footpath when exiting a property. Thus opportunities should be sought to use side-street or rear lane/street to provide access to car parking areas. Another option is that land can be consolidated to provide shared parking with shared access also being provided. Bike parking facilities should also be reviewed to promote cycling access. 4 of 79|

Sketch 1 Sketch 1 indicates four options for the provision of access with car parks at the rear of properties. This is a common situation along The Parade and Magill Road.

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There are four options that can be developed, however key stakeholders including Transport SA need to be consulted. The Council can assist traders with development planning policy but may not be able to control State Government policy and strategy.


Option 1 - Option 1 provides direct access to the main road. In some situations, this may be the only option. This option is more appropriate for larger sites and outside the core business areas. Option 2 - Option 2 is to provide access from a side street, generally considered to be a safer option. However, for mid-block sites there needs to be co-operation between owners to either amalgamate car parking areas or at least to provide access. The Committee could assist in encouraging and/or providing options for such actions between businesses. The removal of fences is sometimes all that is needed to create an amalgamated car park. Option 3 - Option is to provide access to the rear of properties via a rear lane or road. Access can be provided separately to individual properties or to amalgamated areas. In the case of The Parade, there are a number of rear lanes/roads ­ Wesley Lane, Hardy Lane, Beyer Street, Threlfall Avenue, and Essery Street that could be considered. There are fewer opportunities along Magill Road although there is a rear lane running between Moulden Street and George Street that could be used for this purpose. Option 4 - Option 4 shows a shared access from two properties to the main road. This can save one access point/driveway. In addition, it may enable a wider access to be provided than might otherwise be the case.

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Sketch 2 It is also important to provide good pedestrian linkages from rear car parking areas as a part of an overall pedestrian movement plan.

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Car Parking Fund The Development Act 199, allows a council to establish a Car Parking Fund for a particular area. In simple terms, a Car Parking Fund operates on the basis that if a person is proposing to undertake development within an area which the Council has designated for the operation of a Car Parking Fund and: > if the Council (after taking into account the provisions of the Development Plan) determines that the proposal does not provide for sufficient car parking spaces for the site of the development, and > if the Council and the applicant agree that the applicant will make a contribution to the Car Parking Fund in lieu of providing a certain number of spaces, then the applicant would be required to make a contribution to the Car Parking Fund of an amount calculated in accordance with the amount determined by the Council. A number of councils, such as Holdfast Bay, Unley, Port Adelaide Enfield and Gawler, have established car parking funds. The establishment of a car parking fund requires careful consideration as there are many implications which need to be taken into account. As an example, the establishment of a fund would allow those developments which currently cannot obtain approval due to a deficiency of car parking, to pay a contribution into the fund and receive approval. The consequences of this, together with the market forcing land to be used for its highest and best use, could result in many existing land uses being replaced, as in the case of The Parade, by higher order uses such as cafes and restaurants. The consequences of this would be significant. In recognition of the ability of a council to establish a Car Parking Fund and the need to assess its impact on The Parade and Magill Road, the Council has commissioned a Car Parking Study.

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Funding of actions

Ensuring actions are effectively developed and implemented. When considering the implementation of the actions contained in this Strategic Plan it is important to ensure that appropriate funding arrangements are first put in place. Below is a proposed Committee structure for economic development for the Council. This structure provides an opportunity for the involvement of both traders and the Council for this Strategic Plan and for further economic development strategy for other precincts within the City. PROPOSED COMMITTEE STRUCTURE COUNCIL

> > >

ECONOMIC DEVELOPMENT COMMITTEE Established as a Council Committee Comprising Elected Members of Council and business leaders within the City The peak economic development body for the City - responsible for overall coordination, facilitation, policy development, funding distribution

The Parade Precinct Committee

Magill Road Precinct Committee

Glynde Corner Precinct Committee

OTHER specialist industry and Committees as required.

> Committees would be established as Sub-Committees of the Economic Development Committee. Committees would operate within a general policy framework and handle issues such as marketing and promotion, general trader issues and co-ordination of activities. Most precinct associations are incorporated bodies with membership fees and/or a levy. In addition, a coordinator or manager assists the associations with projects. Precinct Coordination Should the Committee consider the option of a Precinct Coordinator or Manager, the position description, specific responsibilities and tasks, hours and remuneration, and line of reporting need to be carefully reviewed. This role would assist the Manager, Business & Economic Development and the Committees as outlined above at an operational level with the implementation of actions to achieve the strategic economic development goals of the business precincts in the City. Levies A Trader's Levy in the form of a separate rate may be raised on business premises on The Parade and Magill Road under Section 154 of the Local Government Act 1999. The Act establishes a separate rate if the funds generated by the separate rate are used for the purpose of planning, carrying out, making available, supporting, maintaining or improving an activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land, within that part of the area. 48 of 79|

A separate rate of this nature may be based on the value of the land subject to the rate, or, with the approval of the Minister, by another basis related to the relevant land or the area, or to the estimated benefit to the occupiers of the land in the part of the area subject to the rate. In accordance with the Local Government Act 1999, the application of a rate of this nature must be subject to community consultation prior to implementation. Following a consultation result, the details of the separate rate, ie. the calculation method and the total of the amount to be generated, must be calculated and adopted by the Council as part of its budget decisions. Funding Perhaps the most significant issue which needs to be considered is the implementation of the many strategies and actions identified within this Plan. One of the driving forces behind the preparation of this Plan was the identification of strategies and actions, which in turn would be included in the Council's Capital Works Programme and Special Projects Budget. Whilst this would allow the better co-ordination and implementation of projects and actions, there is also a need to ensure that sufficient funds are in place to implement the strategies and actions which have been identified. Some of the strategies and actions can be integrated into the Council's Capital Works Program (ie, new kerbing, footpaths etc) however, others will require specific funding. Whilst some of the funding can be specifically set aside by the Council from its General Revenue, there are some projects which will require specific funding as they are projects which will specifically be aimed at improving the economic development of the precincts. The concept of establishing specific funding programs for precincts such as The Parade and Magill Road have been implemented by other Councils in South Australia ­ most notably the Cities of Unley and Holdfast Bay. In this regard, the Local Government Act 1999, provides the legislative framework for the Council to establish a separate rate (or levy). To this end, Section 154 of the Act provides that: "A Council may declare a separate rate on rateable land within a part of the area of the Council for the purposes of planning, carrying out, making available, supporting, maintaining or improving an activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land, within that part of the area, or to visitors to that part of the area." The Council could, if it chooses to do so, legitimately use such a separate rate (or levy) to implement many of the projects and actions which have been identified in this Plan. It is also clear that without the imposition of a separate rate (or levy), many of the projects and actions identified in this Plan could either not be implemented or would take considerably longer to implement, as such projects and actions would need to compete for Council funds against other priorities. The advantages of imposing a separate rate (or levy) are: > the ability to implement projects and actions within a reasonable and sustainable time frame; > introduction of accountability in respect to the revenue raising on allocation of expenditure; > traders, property owners and the community are able to see the implementation of the Strategic Plan; > projects and actions identified as important for The Parade and Magill Road (such as marketing and promotion etc) would not need to compete against other projects and an ever decreasing revenue base.

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The main disadvantage of imposing a separate rate (or levy) is that property owners and traders would see this action as another form of tax in addition to what they are already required to pay. However, with the adoption of the Strategic Plan, which contains projects and actions for implementation, the concept of a separate rate (or levy) can be marketed on the basis of achieving the implementation of the Plan. In light of the need to progress the implementation of the Strategic Plan, it is strongly recommended that a separate rate (or levy) be implemented for the 2007/8 financial year. Future Management Arrangements Aside from funding, the most important issue that needs to be resolved is the future management arrangement for the precincts. Unlike shopping centres, where there is generally a single property owner who oversees issues such as marketing, promotion, the implementation of projects and the tenancy mix, The Parade and Magill Road are highly reliant upon cooperation from all of the relevant stakeholders. Left uncoordinated can tend to limit the opportunities for such precincts to compete successfully with those centres that are more coordinated and which are controlled by a single property owner. The objective of having a property management structure in place should not be seen as a mechanism to undermine or remove the ability of traders and property owners to control their own destiny, particularly as more of them have invested heavily in their properties and businesses. Rather, the implementation of an appropriate management structure should be seen as a means of ensuring that proper financing, project implementation and strategic planning arrangements are put in place. Clearly, the evidence from other councils (ie. Adelaide, Holdfast Bay and Unley) suggests that collaborative arrangements between the Council, tenants (traders) and property owners is absolutely fundamental to the success of precincts such as The Parade and Magill Road. In short, a collaborative approach is a clear recognition by the stakeholders that they all have a role to play. The resolution and selection of a suitable management model to deal with the management of the precincts has been difficult to achieve. To this end, preoccupation has been given to models such as the Beach Road (Noarlunga) Traders Group which has no relevance and/or similarity to the issues facing The Parade and Magill Road. In July 2002, the Council and The Parade & Magill Road Development Committee adopted a management model based upon the successful Unley Street Life Trust. This model has not been advanced due to the position taken by the Parade Development Association. The Unley Street Life Trust was established by the City of Unley in 1998 to help local businesses maintain a trading edge in Adelaide's expanding and competitive retail environment. The Trust (through a separate rate applied by the Council) helps to fund, promote and develop the retail precincts in Unley. The Trust comprises representatives from traders, property owners and stakeholders from the City's key commercial precincts, Council members and advisers. Structures such as the Unley Street Life Trust and the model adopted by the Council and the Committee in 2002, recognise that in order for local businesses to maintain a trading edge and for strategic initiatives to be implemented, the Council must take on a pivotal role. This should not be interpreted as the Council assuming sole responsibility for the implementation of this Strategic Plan or other initiatives but rather, it recognises that the Council has the legislative capacity and power to raise revenue, and the resources to administer and manage both the implementation of the Strategic Plan and the day-to-day management issues. At the same time, it is clear that committees such as the Parade Development Association cannot continue to fulfil its objectives through the use of volunteers and limited funding and revenue raising capacity. For example, whilst the Association has ventured into areas of marketing and promotion, its principal activity of 50 of 79|

conducting The Parade Food, Wine and Music Festival has now been taken over by the Council as a result of the difficulties in obtaining insurance and some organisational issues. Notwithstanding this, it is clear that the Association, working in collaboration with the Council, has continued to work for the betterment of The Parade. Similar to the Unley Street Life Model, the City of Holdfast Bay established the Jetty Road Glenelg Mainstreet Board (as a Committee of the Council) to facilitate the economic growth and development of the Jetty Road Precinct as a vibrant shopping, leisure and recreational area. The Board has established a clear market identity for the precinct directly in line with its mission statement to foster the economic sustainability of the precinct in order to maintain it as an attractive location for business and investment while also applying best practice management and marketing of the precinct. The Board comprises trader representatives, landlord representatives, members of the Council and local stakeholders. The Board operates under a Council approved constitution and meets every two months. Sub-committees of the Board meet monthly to deal with issues such as advertising, marketing and street presentation. Clearly both the Cities of Unley and Holdfast Bay have adopted models that best suit their particular circumstances. It would appear that the City of Holdfast Bay has chosen a single Council Committee model as clearly Jetty Road, Glenelg is the flagship commercial precinct in its City. It is also understood that the current model has greater Council involvement as a result of some difficulties which were encountered by the previous Committee. The City of Unley has chosen a more inclusive model based upon the fact that there are four high profile commercial precincts within the City, namely, Unley Road, Goodwood Road, King William Road and Glen Osmond Road. Clearly, the Parade Development Association and Magill Road Traders' Group could continue to operate in their current structures. However, both models will continue to be disadvantaged by the absence of a robust revenue raising capacity (ie. a voluntary membership base) and insufficient resources. However, it is becoming clear through the preparation of this Strategic Plan that notwithstanding the difficulties which have been encountered with its preparation, its implementation must be carefully managed and successfully implemented if all stakeholders are to move forward. Based upon the various models which have been assessed, it is recommended that a model based upon the Unley Street Life Trust be adopted. This model is favoured as it provides for the establishment of a single representative committee which focuses upon all of the key retail precincts within the City (ie. The Parade, Magill Road and Glynde Corner) and this in turn, will provide a city-wide focus rather than a single precinct focus. Whilst a model based upon the Unley Street Life Trust is recommended, the structure requires further assessment in order to ensure that it takes into account the particular circumstances of Norwood Payneham & St Peters, and the traders and property owners within the respective precincts. On the basis that this Strategic Plan is adopted within the next three months, it is recommended that a final model be adopted once feedback from the consultation process has been received and prior to the commencement of the Plan's implementation.

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The Parade | Implementation Plan




Vision ­ The Parade, The Place

A vibrant meeting place and business precinct where residents and visitors can experience and enjoy a café-society culture and a sense of a communal place to eat, meet and shop. The following provides a brief outline of the current issues and strengths of The Parade: Issues - what impacts on a business > lack of professional tenancy plan to guide maintenance of the current successful tenancy mix into the future; > having two distinct and different sections to The Parade, the central and upper part towards Portrush Road and the lower part considered to be a destination shopping area; > the concern that the consumer only identifies the street as being food and dining; > the concern of losing the eclectic mix of businesses on the street; > a lack of public or community meeting space with cover from extreme weather conditions and adequate street furniture; > the current perceived lack of car parking for customers including employees and businesses; > the lower part of The Parade needing to increase pedestrian traffic; > the need to upgrade the streetscape and some shopfronts; > the lack of businesses open during weekend trading hours in key parts of the street; > the need to identify the exit/entrances points to highlight the street; > a lack of strategic lighting and colour on the street including the two entrances of Fullarton and Portrush Roads. Strengths - what does work > the street is well known locally and nationally, is easy to find on a map, and is close to the CBD; > the strong psychological branding of a cosmopolitan café society; > the growing diversity of businesses including food, dining, fashion, hair and beauty, covering most retail groups; > the redevelopment of both malls; 52 of 79|

> several businesses that are icons or are well known for their products, which differentiates The Parade from other precincts; > the development of the cinema complex has generated retail development towards Portrush Road as a fashion hub and has drawn a younger demographic to The Parade; > key heritage buildings; > easy access by frequent public transport directly from the Adelaide CBD; and > the street is a major regional services/business centre for the eastern suburbs (all banks, Centrelink, post office etc). Goal To ensure that consumer needs are met and that opportunities are being maximised in providing appropriate services and products. Action Consider demographic and psychographic surveys and research to determine the impact of the spending patterns of the current population and baby boomers for the next 10 years, followed by a retail tenant mix study.

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3.2. Goal

Brand strategy

To develop supplementary branding of The Parade as the business destination of the eastern suburbs as well as a hair and beauty hub to underpin the sustainability of the businesses and the street's identity. Strategy 1 To maximise opportunities to maintain and develop the primary psychological branding of being a premier food/dining and shopping/fashion street and the secondary brandings of being a premier business / services destination and hair and beauty hub. Actions 1. Research the use of The Parade through a pedestrian study including what attracts consumers to the street, how they use the street and what are the key purchases. 2. Develop the dining and fashion branding as well as the hair and beauty branding by identifying key opportunities to market to the different demographics by utilising different market strategies and products for the defined target groups. . Define The Parade's entry and exit points using one of the following: signage, lighting or public art that supports the identity of the street. 4. Research and develop promotional and marketing collateral including a street catalogue, to target the south-east catchment and the broader State market for promotional and seasonal brochures. 5. Consider separate marketing strategies for the lower part of The Parade towards Fullarton Road being a destination shopping area. 6. Maximise the marketing opportunities for the redeveloped malls. 7. Develop a "You are here" sign with a map of the street cataloguing and locating all tenancies along The Parade, eg. located just inside mall entrance. Strategy 2 To strengthen the branding of the street to achieve repeat business from customers, and to develop a customer database. Actions 1. Develop a trader loyalty card to the `captive audience' of businesses on The Parade and Magill Road. 2. Develop a customer loyalty card to encourage return of business from residents and visitors. The loyalty card could be utilised to collect customer data for a marketing customer database. . Target larger companies that currently employ over 00 people with marketing collateral. 4. Develop a coffee brand for the street to promote the café dining identity and experience for residents and visitors cementing the branding of a precinct that offers both fine dining and produce. 5. Research ways of gathering customer data for a mail out database such as a street `lottery' or prize.

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3.3. Goal


To enhance the look of The Parade to offer an attractive streetscape to businesses, residents and visitors that supports the identity and characteristics of The Parade. Strategy 1 To develop an attractive street frontage to draw consumers to the street through the selection of colours and signage. Actions 1. Research the general urban design of the streetscape, then determine a set of agreed key principles for long term building restoration and development, covering possible façade development and shop-fronts, commercial and corporate signage, verandah or awning treatment and colour. 2. Consider shade at the Norwood Oval against diverse weather conditions to encourage pedestrians to walk the length of the business strip and investigate alternative, complementary uses of the Oval. . Investigate possibility of increasing number of trees in median strip. Strategy 2 To implement lighting to create an ambience at night and a sense of security for residents and visitors. Actions 1. Review lighting strategy for the whole of the street including entry/exit points, streetscape lighting particularly methods to reinstate the popular fairy lighting in the trees, and median strip lighting - and lighting for security. 2. Consider selecting key heritage or cultural icons for each precinct as a focus for creative up-lighting including key heritage buildings, sculptures, memorials, statues, fountains or significant trees. . Explore opportunities to showcase energy efficient public lighting. Strategy 3 Support the identity and branding of being a place to eat, meet and shop by increasing the overall appearance of the street encouraging a partnership between artists and commercial operators to enhance the aesthetic quality of the street. Actions 1. Incorporate streetscape facilities with public art including seats, bus shelters, stobie poles and bins. 2. Explore the possibility of a partnership with local artists, galleries and the Central School of Art.

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3.4. Goal


To ensure that current zoning areas and policies assist with rather than inhibit potential commercial development to attract businesses that support the vision of a vibrant place to locate. Strategy Review zoning of The Parade precinct to maximise the effectiveness of zoning policies in accord within the Council's planning and urban design strategies. Actions 1. In consultation with the Council's Planning Department, review the following areas: > The Retail Core Policy Area ­ which encourages the development of major retail facilities such as a discount department store and supermarkets, together with specialty shops, restaurants, community, recreational and entertainment facilities; > The Parade East Policy Area ­ which encourages small-scale convenience and specialty shops, restaurants, offices, consulting rooms, community, recreational and entertainment facilities; and > The Parade West Policy Area ­ encourages the provision of specialty shops, restaurants and offices. 2. Review the northern and southern boundaries of the Zone to examine whether any extension of the Zone is warranted to include the Norwood Oval (currently zoned Recreation); and the Adelaide Central School of Art (currently in the Residential Zone).

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3.5. Goal


Developing and promoting a vibrant cultural and leisure tourism destination for businesses, residents and visitors. Strategy 1 Define tourism planning and actions for The Parade to maximise opportunities to market and develop cultural events and products. Actions 1. Research and develop a strategic plan outlining key tourism strategies and actions for The Parade to support the character of The Parade as a vibrant multicultural meeting place. 2. Research similar shopping precincts' tourism strategies both locally, nationally and internationally. . Research potential partnerships with similar councils in South Australia, both regional and metropolitan. 4. Utilise other forms of non-physical public art including poetry readings, street theatre and dance that can be incorporated to enhance the character of a street. 5. Continue to be a partner of SA Tourism Commmission to profile The Parade in the nationally recognised Adelaide Visitors Guide. 6. Continue to utilise the Adelaide & Attractions Guide as a marketing tool for tourism. 7. Maximise opportunities to promote serviced apartments and bed & breakfasts within the City of Norwood Payneham & St Peters. 8. Explore the possibility of establishing a (boutique) hotel on The Parade. Strategy 2 Inform residents and visitors of the City's rich cultural heritage. Actions 1. Create a history pack for The Parade and Magill Road to distribute to visitors and residents outlining key buildings, cultural walks and side streets. 2. Research potential events around famous people associated with each road such as Don Dunstan, Catherine Helen Spence, Blessed Mary MacKillop or CJ Dennis to demonstrate the street as one that pioneers cultural and business thinking and development. . Develop tourist products or souvenirs such as postcards utilising historic photographs of people or buildings to support other marketing material. 4. Research simple self-guided themed tourist walks with small coloured plaques or markers that could be installed on buildings on both The Parade and Magill Road with brochures made available from businesses on each road. 5. Research potential links and tourism in collaboration with the Mary MacKillop Centre and Penola incorporating State Government strategy encouraging Council partnerships. 6. Produce a `Cultural Map Sign' of the precinct as a pictorial representation of the major historical, cultural, commercial and physical facilities and assets of the area for tourists. 7. Ensure that display of promotional materials including banners have a consistent theme to support the identity of the street. 57 of 79|

3.5.1. Goal


Further develop events to increase tourism and to promote The Parade as the destination for residents and visitors. Strategy Research and define current and new potential events to support the identity of the street and to maintain the events as having a point of difference. Actions 1. Establish an event programme to research further potential events across the annual calendar to offer events at different times of the year to maintain consumer interest and to avoid congestion with other State events. 2. Establish guidelines and a plan for city involvement in the Tour Down Under to maximise its international profile. . Continually evaluate and evolve the premier event, the Food, Wine and Music Festival for the future to meet the changing needs of the community. 4. Research the potential to link in with other State Government initiatives such as Tasting Australia and Flavour SA. 5. Research the potential for a fashion and beauty event including offering a point of difference to set the event apart from other fashion events run in other fashion precincts. 6. Explore developing partnerships to take advantage of the arts events including the Adelaide Arts Festival and the Fringe, and food events such as Tasting Australia. 7. Research potential cultural and tourism events as outlined in the Tourism section. 8. Seek a point of difference for the Norwood Pageant from the Adelaide City pageant that also achieves less disruption to Parade businesses. 9. Incorporate practices to minimise waste at events and ensure that adequate recycling facilities are available to reduce the amount of waste to landfill.

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3.6. Goal


Making it easier to find and access places and businesses to continue to attract residents and visitors to The Parade. Strategy 1 To define and highlight the access points when entering or exiting the street to further support the identity of the street. Actions 1. Consider lighting, signage or public art to identify the entrance and exit points from Portrush Road to Fullarton Road. 2. Consider signage to Magill Road from The Parade to link both streets and to identify access. . Review signage of car parks to identify car parking access points. Strategy 2 To seek continual improvement of car parking strategies and usage of public transport and other more sustainable travel options to enable easy access to businesses, public spaces and services on The Parade. Actions 1. Research the amalgamation of off-street car parks and review of on-street car parking in the Council's Car Parking Strategy for The Parade, 2004. 2. Consider reviewing differing times in car parking and loading zones for different areas of industry and trade. For example, whitegoods suppliers may need a longer loading zone time than other traders due to heavier products. . Review `Go Zone' and `Smart Stop' publicity and access of transport information at the Council Customer Service areas through promotion of The Parade Sustainable Access Guide and on the Council's website to demonstrate the ease of getting to The Parade and access to and from the Adelaide City centre. 4. Research the establishment of good pedestrian linkages from rear car parking areas to The Parade between or through buildings. 5. Enhance streetscapes that provide a `linear park' link between destinations to encourage further walking and cycling access, eg. further seating.

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3.7. Goal

Car parking and traffic

To increase customer accessibility to businesses and services. Strategy Shared use of car parking areas so that users with peak parking demands at night can utilise the same parking facilities during the peak parking demands of the daytime. Actions 1. Research the amalgamation of car parking areas through the car parking strategy. 2. Consider reviewing car parks and access at the following areas: > > > > on the northern side at the eastern end with properties having access off Wesley Lane; on the southern side at the rear of properties between Portrush Road and Cairns Street; on the southern side at the rear of properties between Cairns Street and Queen Street; and on the southern side at the rear of properties between Edward Street and Church Street.

. Consider the option of a car parking fund. 4. Review current zoning that may affect development in these areas in consultation with the Council's Planning Department. 5. Research the usage of signage along The Parade and in the side streets, indicating the location of offstreet parking areas. 6. Encourage businesses and their staff to use the Webbe Street Car Park to free up on-street and other parking.

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Public space

Goals Offering a public space to meet and eat that supports surrounding businesses including food outlets whilst underpinning a sense of place for residents and visitors. Strategy To provide a plaza area other than a coffee shop that has cover against diverse weather conditions with an offer of other amenities where people can sit, read, talk and eat. Actions 1. Review the provision of street furniture along The Parade. 2. Consider Coke Park as an extension of the Norwood Mall, for development as a public meeting place with street furniture and shelter against diverse weather conditions. . Consider development of the Norwood Oval War Memorial Gardens to be a community garden with street furniture and shade that is sympathetic towards the mandate of a memorial garden and that encourages people to sit and visit adjoining businesses. 4. Consider options for opening up Norwood Oval with improved linkages to local schools and other nearby parks. 5. Investigate opportunities for non-traditional open space such as creating meeting areas in public places. SUMMARY The Parade has a strong identity and profile with residents and visitors both locally and nationally. In order to capitalise and maximise the economic and community benefits that such a profile offers, the street needs to refine its marketing, events, operations and identity to offer a high quality of day and night business and culture. The Parade can then position itself as the street to visit when in South Australia. The challenge will be to manage the growth whilst maintaining a diverse mix of business and a point of difference. 61 of 79|

Magill Road | Implementation Plan





A vibrant eclectic niche destination shopping area with an artistic character featuring quality homewares and antique products. Issues ­ what impacts on a business. > being a major thoroughfare with fast moving traffic; > a lack of definition and promotion of identity; > being a destination shopping area where customers come for a specific reason or product; > a lack of car parking and signage for traffic to car parks; > the road is difficult for pedestrians to cross; > having a mix of zoning including residential zoning; > the lack of businesses open during Saturday and Sunday trading hours to support destination shopping; > the streetscape looks tired and some shopfronts need upgrading; > upper part of the road from Portrush Road to Glynburn Road abuts Burnside Council and moves into a collective of healthcare professionals rather than homewares and antiques. Strengths ­ what does work. > the road is well known and easy to find on a map with easy access via public transport; > the mix of businesses is developing into a road that is recognised for quality homewares, renovation and antiques in two sections; > the location of some key employers who are renowned as leaders in their industry; > several businesses have marketed themselves locally, nationally and in some cases internationally, through mail order catalogues and websites; > the growth of other industries such as healthcare professionals including dentists, naturopaths, vets and GPs in the upper section of the road; > the University of South Australia (Magill Campus) being in close proximity to Magill Road with the potential to capture additional clientele travelling to and from the Adelaide CBD. 62 of 79|

Goal To ensure that consumer needs are met and that opportunities are being maximised in providing appropriate services and products. Actions 1. Consider demographic and psychographic surveys and research to determine the impact of the spending patterns of the current population and baby boomers for the next 10 years. 2. Focus on developing the road as a key `destination shopping' strip for visitors looking for eclectic products and quality homewares and antiques whilst reinforcing the image of a niche market shopping area.

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4.2. Goal

Brand strategy

To relaunch Magill Road as a prime destination shopping strip for homewares, antiques and niche products. Strategy 1 To use methods of marketing to further establish the road as a prime destination shopping area. Actions 1. The development and implementation of banners along key parts of the road to maximise the visual image of being a quality homewares and antique centre. 2. Consideration of a Magill Road website. . Creation of a marketing brochure for Magill Road, advertising the diversity of products and services. 4. Presentation of destination shopping and marketing seminars to be organised and conducted in conjunction with the Eastside Business Enterprise Centre and key membership associations. 5. Consider meeting with key construction companies such as AV Jennings and Marshall Thompson to research the possibility of matching with their customer databases and marketing strategies. Although these companies are not building many houses in the area, their customers can be marketed to, to encourage them to seek products on Magill Road. Strategy 2 To strengthen the branding of the street to achieve a return of business and to develop a strong customer database. Actions 1. Develop a trader's loyalty card to the captive audience of businesses on Magill Road and The Parade. 2. Develop a customer loyalty card to encourage return of business from residents and visitors. The loyalty card could be used to collect customer data for a marketing customer database . Consider development of a customer database to work from and to market to. 4. Development of a Magill Road product such as a furniture wax or polish to promote the identity to consumers of being a niche homewares business precinct. 5. Development of a street catalogue to market to the south eastern and foothill catchment areas.

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4.3. Goal


To enhance the look of Magill Road to offer an attractive streetscape to businesses, residents and visitors that supports the identity and characteristics of the road. Strategy 1 To create a look of continuity for the road and to upgrade the general streetscape of the road to attract customers and new businesses to the area. Actions 1. Research the general urban design of the road. 2. The road needs to determine a set of agreed key principles for long term building restoration and development, covering possible façade development and shopfronts, commercial and corporate signage, verandah and awning treatment and colour. Strategy 2 To support the identity of Magill Road as being an eclectic and artistic street to visit. Action Consider a public art program utilising stobie poles and other street art in conjunction with the Central School of Art to enhance the character of the road and to add colour to an otherwise plain road. Strategy 3 To make the street more comfortable for consumers to visit businesses and to walk along the road. Action In consultation with the Council's Urban Services department, research the option of creating shading including verandahs at appropriate points on the road.

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4.4. Goal


To ensure that current zoning areas and policies assist with, rather than inhibit, potential commercial development to attract businesses that support the vision of a vibrant place to locate. Strategy Review zoning on Magill Road to maximise the effectiveness of zoning policies in accord with the Council's planning and urban design strategies. Action In consultation with Council's Planning Department, consider the creation of a single zone along both sides of Magill Road, differentiating between desired forms of development in distinct areas by the creation of appropriate Policy Areas (as is currently the case for most of The Parade).

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4.5. Goal


To develop and promote a vibrant cultural and leisure destination for residents, visitors and businesses. Strategy 1 Define tourism planning and actions to promote the cultural heritage of Magill Road. Actions 1. Research and develop a strategic plan outlining key tourism strategies and actions for Magill Road to support the character and history of the road. 2. Research similar shopping precincts' tourism strategies both locally and nationally. . Continue to be a partner with SATC's Adelaide Tourism Marketing to profile Magill Road in the nationally recognised Adelaide Visitors Guide. 4. Continue to utilise the Adelaide & Attraction Guide as a marketing tool for tourism. Strategy 2 Inform residents and visitors of the City's rich cultural heritage. Actions 1. Create a history pack for Magill Road and The Parade to distribute to visitors and residents outlining key buildings, the hotels and the side streets. 2. Consider marketing collateral including postcards with historical photographs of hotels and businesses to promote the history and tourism of Magill Road. . Research simple self-guided themed tourist walks with small coloured plaques or markers that could be installed on buildings on both Magill Road and The Parade with brochures made available from businesses on each road. 4. Produce a `Cultural Map Sign' of the precinct as a pictorial representation of the major historical, cultural, commercial and physical facilities and assets of the area for tourists. 5. Ensure that promotional materials (including banners) have a consistent theme to support the identity of the precinct (eg. `Magill Road Treasure Trove'). 4.5.1. Events

At this stage, Transport SA is not supportive of closing off Magill Road. Notwithstanding this, the focus should be on defining and strengthening the precinct's identity and then organising events which underpin the branding for the precinct. Events such as a trade exhibition or a market could be considered. Larger businesses and manufacturers could be approached for input and potential resources. Suitable venues would need to be located and assessed for potential for events.

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4.6. Goal


Making it easier to find and access places and businesses to continue to attract consumers to the Magill Road precinct. Strategy 1 To define and highlight the access points when entering or exiting the precinct, particularly from Portrush Road and Fullarton Road. Actions 1. Consider lighting, signage or public art to identify the entrance and exit points at Portrush Road and Fullarton Road. 2. Consider signage to The Parade from Magill Road to link both streets and to identify access. . Review signage of car parks to identify car parking access points. Strategy 2 To seek continual improvement of car parking strategies and usage of public transport and other more sustainable travel options to enable easy access to businesses, public spaces and services on Magill Road. Actions 1. Research of amalgamation of off-street car parks and review of on-street car parking. 2. Seek consultation with Transport SA regarding the investigation of alternative designs being conducted for the cross-section of Magill Road. . Consider reviewing differing times in car parking and loading zones for different areas of industry and trade. For example, furniture outlets may need a longer loading zone time than other traders due to heavier products. 4. Review `Go Zone' and `Smart Stop' publicity and access of transport information at the Council customer service areas and on Council's website to demonstrate the ease of getting to and from Magill Road and access to Adelaide's city centre. 5. Enhance streetscapes that provide a `linear park' link between destinations to encourage further walking and cycling access including increased seating. Strategy 3 In consultation with Transport SA, to consider reviewing the number of vehicle access points along Magill Road by researching other access alternatives. Actions 1. Consider use of side streets, rear lanes and roads or the sharing of access points. This applies particularly to the area to the east of Osmond Terrace. It is important to note that any such changes will benefit some users but may create issues for others. 2. Investigate the establishment of good pedestrian linkages from rear car parking areas to Magill Road between or through buildings. . Upgrade facilities in Richards Park and Koster Park along the lines of opportunities identified in the Open Space Strategy 200. 68 of 79|

4.7. Goal

Car parking and traffic

To increase customer and business operators' accessibility to businesses and services. Strategy 1 Review current and potential shared use of car parking areas for customers and business employees. Actions 1. Research the amalgamation of car parking areas. 2. Monitor access and review the parking controls which apply along Magill Road and in the precinct generally to meet the needs of local businesses, residents and visitors. . Research the option of reviewing the amalgamation of car parking areas with key stakeholders including information for the removal of fences to the design of an overall area as an integrated car park. 4. Installation of consistent signage along Magill Road and in the precinct generally to identify the location of off-street parking areas.

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4.8. Goal

Public space

To develop public spaces in the precinct which will attract residents and visitors to the precinct and to assist in creating a sense of place. Strategy To soften the look of the road making it more attractive by offering a public space for the community, visitors and businesses. Actions 1. Open up Richards Park so that it is more visible and accessible to residents and visitors. 2. Installation of signage on the Magill Road entrance to promote the location and to make it visible to the road.

Summary Magill Road is at the stage of defining the road's identity and branding. Once this has been determined, actions can be researched and implemented to underpin the chosen identity. The challenge will be to manage the physical characteristics of the road to lessen the constraints that this may have on future strategies and actions for Magill Road.

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5.1.1 Centres competing with The Parade and Magill Road within 2½-5 km

2½-5km radii Centre code 7006 7005 7016 7015 7002 7007 7012 701 7001 7004 7009 91014 91016 91029 9101 91005 910 91019 91021 91022 9100 9102 9102 91006 91027 91007 70002 91024 7000 70004 70005 70022 70009 70010 70011 70012 70017 70025 70016 70015 70014 Centre name O'Connell Street, North Adelaide Melbourne Street, North Adelaide King William Road/Kermode Street, North Adelaide Adelaide University & Surrounds Hindley/Currie/Waymouth Streets Rundle Mall, Adelaide Pultney south of Hindmarsh Square King William to Pultney south of Grenfell Gouger/Grote Street, Adelaide King William Street South Sturt / Gilbert Streets Clairville Road/Heading Avenue, Campbelltown Lower North East Road/James Street, Campbelltown Glynburn Road, Hectorville Hectorville Road, Hectorville St Bernards Road, Rostrevor Hectorville Shopping Centre Sparks Tce/Courtabie Ave, Rostrevor Reid Avenue/Shirley Avenue, Tranmere Reid Avenue/Magarey Avenue, Tranmere Glynburn Village Hallett Road/Sallis Avenue, Tranmere Moules Road/Egerton Avenue, Magill St Bernards Road, Magill Arthur Street/Fisher Street, Tranmere Magill Road North, Magill Magill Road, Magill Magill Road/Gladstone Avenue, Magill The Parade, Magill Wattle Park Shopping Centre Kensington Road, Erindale Hallett Rd/Marble Tce, Stonyfell Glynburn Road, Leabrook Greenhill Road, Hazelwood Park Greenhill Road, Tusmore Burnside District Centre Glen Osmond Road, Eastwood/Parkside Devereux Road/Sturdee Street, Linden Park Frewville/Arkaba Centre Portrush Road, Glenunga Devereux Road/Williams Crs, Linden Park Food m² 10,467 ,558 190 4,156 15,221 8,952 ,297 6,464 2,667 790 1,402 116 657 766 240 1,92 0 0 84 52 429 0 0 294 90 1,828 415 0 58 860 84 98 574 918 560 6,415 10 15 5,522 1,12 24 Nonfood m² 6,79 6,044 152 2,47 4,860 166,918 7,401 14,140 6,752 ,8 1,651 157 98 4,94 0 74 68 222 191 121 02 6 625 642 10 1,859 901 42 542 264 1,696 219 256 1,469 1,292 11,972 ,512 50 4,62 ,857 505 Total m² 17,260 9,602 42 6,50 59,081 175,870 10,698 20,604 60,419 4,17 15,05 27 1,640 5,160 240 1,766 68 222 275 47 71 6 625 96 400 ,687 1,16 42 600 1,124 2,50 17 80 2,87 1,852 18,87 ,822 185 10,154 5,169 748

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70018 182004 182051 182015 65100 651002 82600 651005 651007 651006 55002 826002 55012 55007 55011 55001 826001 55010 5500 55009 798018 798024 798007 79802 798017 798006 798012 798014 798019 798011 79801 798010 798008

Glen Osmond Road, Glenunga Hampstead Gardens Shopping Centre O G Road/Thames Ave, Klemzig O G Road, Klemzig Main North Road/Alpha Road, Prospect North East Road/Hampstead Road, Broadview Hampstead Road/North East Road, Walkerville Prospect Road, Prospect North East Road, Collinswood Main North Road/Milner Street, Prospect Payneham Road, Felixstow North East Road/Burlington St, Walkerville Glynburn Rd/ Lewis Rd, Glynde Payneham Road/Martin Street, Glynde Glynburn Road/Provident Avenue, Glynde Marden Shopping Centre Walkerville Terrace Shopping Centre Glynburn Road/Davis Road, Glynde Glynburn Village Marian Road/Barnes Road, Glynde Glen Osmond Road, Eastwood/Parkside King William Road, Unley Unley Road, Unley George Street, Parkside Frewville/Arkaba Centre King William Road, Hyde Park Duthy Street/Frederick St, Unley Fullarton Road/St Helens St/Blyth St, Parkside Glen Osmond Road, Glenunga Duthy Street/Fairford St, Unley Fullarton Road/Watson Ave, Fullarton Duthy Street/Eton St/Fisher St, Malvern Fullarton Road, Highgate Total retail floorspace in 2½-5 km radii

252 60 18 968 00 90 0 ,957 1,268 168 919 49 0 277 0 5,778 1,165 95 4,149 108 910 84 1,77 82 2,12 2,868 96 270 659 46 46 41 926 146,149

1,52 1,718 2,110 66 2,775 1,640 210 8,04 1,05 9,181 6,91 97 60 120 640 4,52 1,868 200 11,100 54 4,171 88 6,119 160 1,664 8,288 40 241 996 175 85 166 1,949 455,065

1,604 2,078 2,29 1,604 ,075 1,70 210 12,261 2,21 9,49 7,850 1,412 60 97 640 10,10 ,0 295 15,249 162 5,081 472 49,496 542 ,976 11,156 499 511 1,655 521 1,199 597 2,875 601,214

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5.1.2 Centres competing with The Parade and Magill Road within 5-10 km radii

2½-5km radii Centre code 91002 91012 91026 91028 91009 91001 9101 91008 9100 91017 91018 714018 714051 714042 714020 182059 770022 71404 77005 182002 182001 770012 770021 770024 18208 182047 77000 182061 182055 77004 18207 770014 182045 182010 18200 18206 18205 18200 182044 18204 18204 770015 1820 182011 Centre name Gorge Road, Athelstone Paradise Plaza Lower North East Road/Brian Grove, Dernancourt Gorge Road/Manresa Court, Athelstone Campbelltown Shopping Centre Newton Road, Newton Braemore Terrace/Hambledon Road, Campbelltown Newton Shopping Centre Montacute Road, Rostrevor Montacute Road/Newton Road, Newton Reynell Road/Forest Street, Rostrevor Ingle Farm Shopping Centre Diagonal Road/Pt Wakefield Road, Cavan Main Nth Road/South Tce, Pooraka Pratt Avenue Shopping Centre Cavan Road/Pt Wakefield Road, Dry Creek Modbury Shopping Centre Helen Tce Shops, Valley View Kelly Rd/ North East Rd, Holden Hill Valley View Shopping Centre Vale Avenue, Valley View North East Road, Holden Hill Carmela Shopping Centre North East Road/Grand Junction Rd, Holden Hill Main North Rd/Grand Jn Rd, Gepps Crs/Enf/Blair Athl Grand Junction Road/Amber Ave, Clearview Valiant Road/Lowan Street, Holden Hill Car South Rd/ Grand Junction Rd, Wingfield Junction Markets, Kilburn Padbury Rd/ North East Rd, Holden Hill Florence Ave/Latrobe Street, Blair Athol Lower North East Road, Highbury Goward St/Hampstead Rd, Northfield Enfield Plaza Shopping Centre Gilles Plains Shopping Centre Prospect Road/Marmion Ave, Blair Athol Prospect Road/Leslie Avenue, Blair Athol Durand Tce, Enfield Folland Ave/Firth St, Northfield Brunswick Street/Tyne Ave, Kilbure Northfield Shopping Centre Dernancourt Shopping Centre Churchill Road/Brunswick St, Kilburn Prospect Road Kilburn Food m² 2,522 0 89 0 2,770 ,845 82 4,485 555 276 505 5,42 85 0 705 0 288 0 0 1,99 0 751 25 255 288 120 180 100 0 180 15 474 518 1,146 5,114 290 0 0 120 0 198 2,94 285 2,820 Nonfood m² 1,810 400 66 1,428 5,958 10,687 50 827 225 541 0 12,527 1,980 102 75 1,750 48 507 500 471 98 1,486 1,9 ,970 250 6 0 5,645 582 69 1,002 282 2,276 9,696 279 184 60 120 572 254 4,098 5 5,884 Total m² 4,2 400 755 1,428 8,728 14,52 42 5,12 780 817 505 17,869 14,065 102 1,080 1,750 66 810 500 2,410 98 2,27 568 1,648 4,258 70 516 100 5,645 762 504 1,476 800 ,422 14,810 569 184 60 240 572 452 7,041 818 8,704

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182052 182014 182007 182062 182018 18206 868056 182021 182020 182042 182050 18202 182022 182005 868065 18209 18201 182041 18205 182048 18201 182056 651009 182049 651008 182040 651011 182008 182054 182057 868007 651004 651010 182024 18202 182012 868005 651012 868049 182060 182029 868051 182025 182026 868008 182027 86806

Hampstead Road/Ormond Avenue, Enfield Wilson Street, Mansfield Park North East Road, Windsor Gardens Windsor Village Shopping Centre Hanson Road/Chapman Road, Mansfield Park Flinders Rd, Hillcrest Hanson Road/Hamilton Road, Woodville North Murray St/Warren Street, Ferryden Park Ridley Grove, Ferryden Park Hampstead Rd/Branson Avenue, Clearview North East Road/Cookes Road, Windsor Gardens Churchill Road/Hopetoun Ave, Kilburn Oban St/Minch Street, Ferryden Park Greenacres Shopping Centre Hanson Shopping Centre Main North Rd/Collins Street Blair Athol, Enfield Hanson Shopping Centre Hampstead Rd/Watson Ave, Broadview Eversley Ave/Collins Street, Enfield Manoora St/Westralia St, Greenacres Churchill Rd/Kitchener St, Kilburn North Park/Sefton Park North Park/Sefton Park Mullers Road/Poole St, Hampstead Gardens Prospect Road/Guilford Avenue, Prospect Regency Road/Bean Ave, Enfield Churchill Road/Regency Road, Prospect Regency Road, Broadview Hanson Road/First Avenue, Woodville Gardens Hooking Terrace/First Avenue, Woodville Gardens Westfield Randall And Surrounds Prospect Road/Beatrice Street, Prospect Regency Road/William St, Prospect Regency Road/South Road, Croydon Park Regency Rd/Hardy St, Croydon Park Croydon Park Shopping Centre Woodville Road Shopping Centre Churchill Road/Albert Street, Prospect Torrens Road/Willina Tce, Kilkenny Days Road, Croydon Park South Road/Royce Ave, Croydon Park Torrens Road/Stevens St, Croydon Park West Torrens Road/Stevens St, Croydon Park West Days Road/Shirley Ave, Croydon Park Kilkenny Plaza Torrens Road/Liberation Ave, Croydon Park Queen Elizabeth Hospital

0 478 ,64 240 180 0 1,072 0 250 226 140 12 277 6,216 0 84 820 72 218 200 99 5,796 5,65 210 110 216 0 264 40 0 7,159 280 110 180 70 0 1,471 00 0 0 12 0 596 40 1,194 155 440

621 192 4,060 60 ,852 80 0 00 15 585 85 0 80 8,19 80 1,47 1,479 120 48 175 0 11,089 9,961 190 410 994 1,625 1,589 406 210 4,09 5,028 1,50 0 67 1,227 5,885 2,675 60 1,740 404 270 110 192 7,690 125 0

621 670 7,694 00 4,02 80 1,072 00 85 811 525 12 57 14,55 80 1,557 2,299 192 266 75 99 16,885 15,596 400 520 1,210 1,625 1,85 86 210 41,198 5,08 1,460 180 74 1,50 7,56 2,975 60 1,740 56 270 706 22 8,884 280 440

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868050 182028 65101 868020 868021 266012 868066 651014 868045 86802 266008 266001 868010 868025 651015 868024 266009 266006 266005 868009 266002 868026 266011 868027 868047 266004 868046 868029 868006 868028 86800 868048 26600 868054 777004 777007 777005 86806 777006 777001 77700 777008 777002 847002 84702 847025 847001

Torrens Road/Liberation Ave, Croydon Park South Road/Overland Road, Croydon Park Churchill Road/Vine Street, Prospect Woodville Road/Findon Road, Woodville West Port Road/Howard St, Beverley Torrens Road/South Road Croydon Torrens Road/South Road Croydon Churchill Road/Elizabeth Street, Prospect Gawler Street/Findon Road,Woodville West Port Road/William St, Beverley Torrens Road/Blight Street, Ridleyton South Road, Croydon Findon Road, Findon Port Road/East Avenue, Allenby Gardens Clifton St/Churchill Road, Prospect Port Road/Rosetta Street, West Croydon Torrens Road/Wattle Street, Brompton South Road/Forster Street, Ridleyton Day Tce/Elizabeth Street, Croydon Welland Shopping Centre Port Road, Hindmarsh Crittenden Road/Young Street, Findon Drayton St/Hawker Street, Bowden Findon Road/Washington Court, Findon Grange Rd/Arlington Tce, Allenby Gardens South Road/Susan Street, West Hindmarsh East Ave/Grange Road, Beverley Grange Road/Findon Road, Kidman Park Flinders Park Shopping Centre Grange Road/Barker Avenue, Findon/Beverley Grange Road/Milford Street, Kidman Park/Findon Findon Road/Keele Place, Kidman Park South Road/Hindmarsh Ave, West Hindmarsh Holbrooks Road, Flinders Park Brickworks Markets Phillips St, Thebarton Port Road/ Smith Street, Thebarton Valetta Road/Foregoer Road, Kidman Park South Road, Thebarton George Street, Thebarton Henley Beach Road, Mile End Henley Beach Rd/ South Rd, Mile End Henley Beach Road, Torrensville Henley Beach Road, Underdale Airport Road/Henley Beach Road, Brooklyn Park Henley Beach Road/Torrens Ave, Lockleys Henley Beach Road, Lockleys

0 90 280 191 1,007 80 40 0 79 144 452 1,70 ,156 656 110 108 80 0 249 5,077 2,751 10 0 277 515 0 454 4,0 1,272 1,298 65 260 0 0 0 40 169 281 40 820 1 15 4,871 1,741 46 149 715

885 240 240 447 2,695 409 80 666 240 1,645 5 1,924 6,872 5,657 168 1,779 628 158 719 1,00 15,546 206 1,082 582 4,826 407 449 5,794 ,004 2,946 1,274 78 2,996 190 9,71 118 90 291 1,668 112 1,66 1,625 12,262 1,62 6,590 09 906

885 0 520 68 ,702 789 120 666 19 1,789 805 ,294 10,028 6,1 278 1,887 1,008 158 968 6,77 18,297 6 1,082 859 5,41 407 90 10,124 4,276 4,244 1,909 1,04 2,996 190 9,71 458 1,099 572 1,708 92 1,976 1,640 17,1 ,64 6,96 458 1,621

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777009 84701 84708 847012 847011 847014 84702 84700 8470 847004 16100 847006 84701 847005 798005 847015 798020 798025 84706 847029 84705 798001 798022 847026 847007 84700 798002 406059 798016 847028 847018 798021 798009 84707 798004 847008 44006 847020 406052 44004 406001 406051 847019 44016 406050 406002 44011

South Rd, Mile End Airport Road/Lipsett Tce, Brooklyn Park Harry's - Mile End South Burbridge Road, Hilton Burbridge Road/Clifford Street , Brooklyn Park Burbridge Road/Wilson Street, Cowandilla Sir Richard Williams Avenue, Airport South Road/Albert Street, Richmond Marion Road West, Richmond Woods Hill Road/Ridge Road, Ashton Anzac Highway, Keswick Marion Road/Richmond Road, Marleston/Richmond Richmond Road, Marleston Goodwood Road, Goodwood South Road/Tennyson Street, Kurralta Park Anzac Highway, Keswick Leader St, Forestville Galway Ave, North Plympton Marion Road/Talbot Avenue, North Plympton/Netley Convair St, Netley Anzac Highway, Everard Park Leah Street/Aroha Terrace, Forestville Anzac Highway/Park Street, Glandore Anzac Highway, Kurralta Park Shelley Avenue/Hawson Avenue, North Plympton South Road, Black Forest South Road, Black Forest Goodwood Rd, Millswood Marion Road/Keily Street, Plympton Anzac Highway/Manfred Street, Plympton East Avenue/Mills Street, Clarence Park Duthy Street/Sheffield St, Malvern Beckmam St, Glandore Goodwood Road, Kings Park Anzac Highway, Plympton Belair Road, Hawthorn Clifton Street/Patricia Avenue, Camden Park South Road/Cross Road, Black Forest Goodwood Road, Westbourne Park Cross Road, Glandore Cross Rd/Mavis St, Plympton Park Anzac Highway/Stonehouse Avenue, Plympton Egmont Tce, Hawthorn Cross Rd/Marion Rd, Plympton Park South South Road, Edwardstown/Clarence Gardens Birdwood Street/French Street, Netherby

0 196 0 0 ,994 0 264 94 90 892 0 0 6 1,12 2,80 0 96 0 105 457 161 0 0 269 2,082 247 476 171 0 28 61 0 292 140 627 2,121 8,727 59 0 ,458 851 0 0 4 15 175 0

197 0 0 1,688 6,62 1,024 627 452 5,547 2,184 250 1,81 5,55 4,472 8,241 4,04 20,862 1,6 ,175 92 214 1,24 106 471 7,291 5 ,809 5,668 500 447 771 77 46 156 2,89 2,147 9,087 242 656 12,420 116 249 1,016 116 1,75 4,58 11

197 196 0 1,688 10,617 1,024 891 546 5,67 ,076 250 1,81 5,589 5,784 11,071 4,04 21,798 1,6 ,280 849 75 1,24 106 740 9,7 582 4,285 5,89 500 475 1,12 77 68 296 ,466 4,268 17,814 01 656 15,878 967 249 1,46 159 1,510 4,758 11

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4400 406049 44010 44027 44019 406004 44017 406047 4407 4401 40600 44020 406005 4400 44008 44026 44007 40604 44025 406058 44014 44009 44015 44028 44018 44012 44005 26601

South Road, Edwardstown/Clarence Gardens Marion Rd/South Tce, Plympton Park/South Sussex Tce/Angas St, Hawthorn Winston Ave/Caulfield St, Clarence Gardens Princes St/Torrens Rd, Mitcham Forbes Park N' Shop Goodwood Road, Colonel Light Gardens Wright St/Towers Tce, Plympton Sth Salisbury Cres, Colonel Light Gardens Castle Plaza - Edwardstown Castle Plaza - Edwardstown Winston Ave/Richmond Ave, Melrose Park Marion Road, Ascot Park South Road, Melrose Park The Strand, Colonel Light Gardens Kingston Ave/Winston Ave, Edwardstown Goodwood Rd, Daw Park Ascot Park Shops Winston Ave/Morgan Street, Edwardstown South Road/Conmurra Avenue, Edwardstown Springbank Road/Belair Road, Torrens Park Springbank Road/Clapham Road, Clapham Springbank Road, Panorama Winston Ave/Daws Road, Daw Park Sheoak Road/James Road, Belair Belair Shopping Centre Pasadena Shopping Centre Grange Rd/Arlington Tce, Allenby Gardens Total retail floorspace in 5-10 km radii Total retail floorspace in 10 km radius

164 240 208 601 44 7 ,056 46 0 0 7,790 84 2,160 244 284 8 0 168 121 59 0 11 65 109 27 1,045 4,45 50 170,305 357,048

4,259 1,12 164 122 711 1,07 2,11 40 286 7,00 11,87 1,012 1,168 6,062 299 10 5 84 98 2,400 108 0 226 112 0 442 1,21 100 519,761 1,101,183

4,42 1,6 72 72 1,055 1,806 5,169 86 286 7,00 19,627 1,096 ,28 6,06 58 486 5 252 519 2,759 108 11 291 221 27 1,487 5,576 150 690,066 1,458,231

Source: Adelaide Retail Database 1999 (Planning SA)

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A Synopsis of the Norwood Parade Development Association

There is no formal committee structure currently formulated within the Council to fund the proposed actions mentioned in this plan. There is, however, the Norwood Parade Development Association (PDA), which is a trader group structured as an incorporated body separate from the Council. The Parade Development Association was established in 199, formerly known as The Parade Mainstreet Association. The PDA's membership base is comprised of Council representatives together with traders of The Parade, Norwood. There was strong concern among local business people and the former City of Kensington and Norwood about the future of the Norwood Parade in the late 1980s and early 1990s due to a continued loss of local and regional retailing from The Parade to the new integrated one-owner commercial centres such as Burnside Village, Firle Shopping Centre and The Avenues. The primary objective of the PDA is to market The Parade street precinct as a `major business, social and community centre' by executing promotional activities and events. To date, the most significant achievement for the PDA was the establishment of The Parade Food, Wine & Music Festival, which is now classified as a major event in South Australia. The initial goal for this popular Festival was to encourage greater public and industry support and recognition for cafés and restaurants on The Parade. Major marketing promotions and activities were planned for The Parade in conjunction with annual community celebrations such as Christmas, Mother's Day and Father's Day. The initial funding arrangements for the PDA included a financial contribution by the Council in addition to the State Mainstreet Program Local Business Development grant. Each year the Council has contributed funding to the PDA raised by a separate rate charged to businesses along the street precinct known as the `outdoor dining levy and street furniture fund'. This additional Council funding enabled the PDA to employ a part-time marketing consultant to execute various promotional programs, in addition to the input made by voluntary members. In 2000, the PDA lifted the branding of the street precinct to include `The Parade, The Place...' to promote it as Adelaide's premier boulevard for those with a sophisticated `lifestyle'. The Parade's slogan was encouraged by local real estate agents, industry bodies and the media to enhance the lifestyle image of the street precinct. When the PDA was originally established in 199, Norwood Parade was one of the first `strip' business and community centres in Adelaide to have its own budget and be able to develop innovative events and other "destination" promotion and marketing initiatives. Through assisting with the establishment of the Eastside Business Enterprise Centre and The Parade Food, Wine & Music Festival, the PDA has played a key role in the growth of Norwood Parade as a major food, entertainment and services centre of the eastern suburbs to complement its previous regional prominence for community and retail functions. With its limited budget since that time, the PDA has been very efficiently utilising the considerable voluntary effort of its members to maintain a wide range of promotional activities. Additionally, throughout its history, its promotional efficiency has been regularly demonstrated through strategic placement and media sponsorship to gain additional publicity with every dollar spent on promotions. However it has also been restricted in program range and professionalism by comparison with several comparable community centres which, since the early 1990s, have gained major funding for professional services through Council-managed compulsory trader levies, similar to those charged by competing commercial centres.

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Beyond its own activity, it has also had a major impact on Council infrastructure and policy affecting Norwood Parade with many of Council's major initiatives over these 12 years, including improved car parking, streetscape, paving, cleanliness, seating, signage and much more, having their origins in issues and concerns first raised in the PDA with Council representatives. In order for the Council to have a sustainable committee structure that will enable street precincts beyond just The Parade to develop, it is important to consider the appropriate committee structure that could be applied on a City-wide level. Cr Paul Wormald Chair, NPDA October 2005

Business & Economic Development Unit City of Norwood Payneham & St Peters 175 The Parade, Norwood 5067 Tel: 866 4564 Fax: 82 68 Email: [email protected] Website: 79 of 79|

Contact Details: City of Norwood Payneham & St Peters 175 The Parade Norwood SA 5067 p 866 4555 f 82 68 w

Environmentally Certified AU850-EC ISO 14001:2004


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