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Hume Retail Centre Development Plan – Default Spatial Distribution of Centres

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Hume Retail Centre Development Plan – Default Spatial Distribution of Centres Hume City Retail Strategy Figure 64: Hume Retail Centre Development Plan – Default Spatial Distribution of Centres Note: This Plan is indicative. The ultimate distribution of retail space and centres may change based on various demand and supply side issues. Detailed planning is required to confirm the future retail planning framework. 20082445-Final Report 18 Sept 2009.doc P. 122 Hume City Retail Strategy 9.4.3 Retail Development Decision Criteria The recommended decision criteria for assessing retail / activity centre development proposals are as follows. 1. Consistency with the Hume City Retail Vision and Policy Directions and Hume Retail Centre Development Plan in terms of indicative location, indicative size, anchor tenant and broader tenant and land use mix profile. Method: evaluated by Council. 2. Retail capacity of the catchment to support the proposed retail space without comprising the ability of other existing or planned centres in the Hume Retail Centre Development Plan to operate viably. Refer to section 9.4.4 for further guidance. Method: evaluated by Council based on the proponent‟s retail economic capacity and impact assessment. The assessment should be peer reviewed. The peer review should be paid for by the proponent but commissioned and managed by Council. 3. Capacity of the centre / site to provide a suitable mix of non retail uses including housing, offices and community services and facilities. This is not applicable to regional bulky goods clusters. Method: evaluated by Council. 4. Capacity of the centre to be serviced by public transport including bus services in addition to quality road access for private vehicles. Method: evaluated by Council based on transport plans submitted by proponent. 5. Provision of dedicated off-road walking and cycling facilities into centres and into their catchment areas. This is not applicable to regional bulky goods clusters and may not be applicable to established areas. Method: evaluated by Council based on plans submitted by proponent. 6. Capacity of the centre to be provided in multiple (approximately three separate) land ownerships. This is desirable but not mandatory. Method: evaluated by Council. 20082445-Final Report 18 Sept 2009.doc P. 123 Hume City Retail Strategy 9.4.4 General Guidance for Retail Capacity and Impact Assessment Three primary questions should be considered when assessing the retail economic implications of a retail centre / development proposal as follows. A retail development within a centre can be interpreted as being part of a centre and an expansion of it. Q1. What is the primary catchment of the proposed retail centre / development and does this appear reasonable given the location of existing and planned future retail centre / development provision? This is generally defined as the mid-point (in travel time terms) between the subject and the nearest competing centres (in all directions) within the same level of the retail hierarchy. Q2. Does the primary catchment have sufficient population (residents / workers) to support the retail centre / development? This can be generally guided by the catchment thresholds shown in this report, that is, at full development (in round terms): o Supermarket centre 5,000 sqm ~ 11,000 people o Supermarket centre 10,000 sqm ~ 22,000 people o Sub-Regional centre 25,000 sqm ~ 45,000 people o Regional centre 70,000 sqm ~ 115,000 people o Bulky goods precinct ~ 0.6 sqm per person o Employment precinct ~ 300 sqm ~ 1,000 workers The above thresholds refer to primary catchments only. Some centres, especially larger ones, will have secondary and perhaps tertiary catchments that overlap with the catchments of other centres. Note that it is not necessary for catchments to reach full development before approving a retail centre / development. It is possible and often desirable to provide retail space in advance of full catchment development to enable early provision of services. For larger centres, it is appropriate to enable staged development generally in accordance with the thresholds and early provision objectives. An early provision policy can be based on impact analysis – see point below. If the early provision does not have a significant adverse impact on existing centres, a centre / development may be appropriate. Q3. Will the retail centre / development result in the closure of other existing retail centres / developments or preclude the future development of desired future retail centres / developments? This is generally defined by impact analysis, whereby existing retail turnover levels per centre are estimated and the provision of proposed retail space is included in the retail system. An estimate of the likely redistribution of turnover is then made. Where impacts of over -15% are observed, the proposed centre could be deemed to place such impacted centres at risk. This is however case specific. 20082445-Final Report 18 Sept 2009.doc P. 124 Hume City Retail Strategy 9.5 Further Actions Realisation of the vision will be achieved by implementation of the following actions. Action 1: Adopt the Hume Retail Strategy – incorporating Vision, Policy Directions and Management Directions (as noted above) - in relevant corporate policy and planning frameworks. Implement the Retail Strategy in the Planning Scheme, utilising appropriate zoning and other frameworks. Action 2: Develop an Activity Centres Strategy using this Retail Strategy as the base. The Activity Centres Strategy should consider broader land use mix, transport and accessibility issues. For existing centres, the Activity Centres Strategy should address issues identified in the centre profiles in Appendix 2 of this report. Action 3: Develop an urban design framework template for the delivery of new retail and activity centres in Hume. This template should provide a forward guide to the anticipated structure and design of selected retail / activity centres so as to lead and guide the retail market and provide retail businesses and land developers with greater direction and certainty regarding acceptable design solutions. Action 4: Explore options to appoint place managers to co-ordinate the delivery of projects and development within activity centres. Hume City Council could access assistance via the State‟s Creating Better Places Program to assist with place manager funding, strategic planning and delivery of capital works. Action 5: Establish a register of major retail operators and investors and develop a communications system to promote information sharing and a shared retail and activity centre vision for Hume. Action 6: Develop an investment attraction strategy to attract major retail operators to centres within Hume, focusing on a department store and retail warehouse operators. Action 7: Monitor planning and transport frameworks on an annual basis and modify details of this retail strategy as required. Monitor in particular the resolution of the Urban Growth Boundary and more detailed urban planning and transport conditions within the urban area in relation to the assumptions of this report. It is possible and likely that conditions will change in the future as more detailed planning is undertaken and land use and transport directions are resolved for the growth areas. It will be necessary to monitor and modify the base data and review and refine the retail planning recommendations of this report over time. 20082445-Final Report 18 Sept 2009.doc P. 125 Hume City Retail Strategy Appendix 2 – Retail Centre Profiles This Appendix provides profiles of: Retail centres within Hume; Selected major centres located outside of Hume; and Bulky goods retail provision in the region. Centres in Hume This Appendix provides a brief profile of retail centres in Hume. Details of tenancies and vacancies have been informed by site visits. A SWOT analysis has been developed based on site visits, in addition to information provided by the Guide to Shopping Centres (Property Council of Australia, 2008) and the Hume Activity Centre Hierarchy Study (2004). 20082445-Final Report 18 Sept 2009.doc P. 129 Hume City Retail Strategy Roxburgh Park Shopping Centre (Colonial First State Property Trust) Somerton Road, Roxburgh Park Roxburgh Park Shopping Centre is a modern retail offer located in a new residential estate. Roxburgh Park is a Major Activity Centre in Hume. The Property Council of Australia (2008) describes it as a Sub-Regional Shopping Centre. The retail offer centres on food, but also includes household goods and some business and health services. Major Tenants: Safeway and The Warehouse Other Tenants: 25 speciality stores including Supercheap Auto, Subway and Blockbuster Video. Floorspace: 9,147m² (Property Council of Australia, 2008) Vacancies: 0% as of March 2009) Zones and Overlays: Business 1 Zoning covers the entire site. Development Plan Overlay Schedule 7 applies to the Centre providing for an urban development area. Public Transport Accessibility: Rail/bus Strengths: Modern retail centre with a strong daily and weekly convenience offer. Adjacent to Roxburgh Park Railway Station. Vacant land in the vicinity to provide for new development. Located near bulky goods format centre. Weaknesses: Poor pedestrian integration with residential areas. Located adjacent to an industrial area which provides half a residential catchment. Low / inefficient land utilisation rate. Poor interfaces and blank walls in some parts. Opportunities: Increasing population in wider catchment. Future expansion into vacant land. Establishment of new bulky
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