BUSINESS PLAN 2019 - 2024 - Moonee Ponds 3039
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MOONEE PONDS RATE LEVY ASSOCIATION
BUSINESS PLAN
2019 – 2024
Acronyms MPRLA Moonee Ponds Rate Levy Association MPTA Moonee Ponds Traders Association MVCC Moonee Valley City Council MPAC Moonee Ponds Activity Centre MVRC Moonee Valley Racing Club MAC Major Activity Centre MV2040 Moonee Valley City Council 2040 Strategy ROI Return on investment Definitions “the Precinct” Moonee Ponds , including all rated areas as defined by the rate levy boundary, specifically Moonee Ponds Activity Centre “the traders” Moonee Ponds Rate Levy Association “the Plan” MPRLA Business Plan 2019-2024
Contents Executive Summary 04 Introduction 07 Role of MPRLA 10 Strategic Context 12 Policy Context 13 Locality Context 15 Catchments 18 Analysis 19 Drivers/Success Enablers 27 Opportunities 29 Future Challenges 32 Markets 36 Brand 37 Vision / Mission of MPRLA 41 Key Focus Areas 43 Strategies / Action Plan 45 Proposed Budget Allocation 53
Executive Summary
The Moonee Ponds Activity Centre (MPAC) is currently subject to a special rate and
charge by Moonee Valley City Council (MVCC). The purpose of the special rate and
charge is to promote and support businesses and patronage within the Moonee
Ponds Activity Centre.
The current special rate and charge •
Customer intercept surveys (on local traders. Within the association,
is due to conclude on 30 June the ground surveys before and there is scope for a paid coordinator
2019 and Council has notified of after Xmas) and this is currently serviced by
its intentions to declare the special •
Customer online surveys X2Marketing.
rate and charge for another five year •
One on one trader interviews
The primary role of MPRLA is to
period, commencing on 1 July 2019 •
Trader workshops (three offered)
market and promote the precinct.
and ending 30 June 2024. • Meetings with key stakeholders/
In its current format MPRLA delivers
MVCC.
Destination Yellow has been a range of marketing initiatives and
engaged by Moonee Ponds Rate Data collected from surveys and activities.
Levy Association (MPRLA) to develop consultations, both qualitative and
Whilst the rate levy is intended to
a strategic business plan for the quantitative, was used to formulate
support/help the ‘precinct’ to market
“precinct”. The purpose of this plan the basis of the plan. In addition
itself and drive marketing initiatives
is to direct expenditure of the special to the above, a literature/desktop
and activities, the consultative
rate proceeds over the five year review was undertaken of all relevant
process has uncovered a strong/
period, ($190,000 per year raising plans, policies and research pertinent
a total of $1.05M over the five year deeper need for representation and
to this project.
period) ensuring the Plan fulfils advocacy on all precinct matters –
MPRLA has approximately 558 not just marketing and promotion.
the requirements of the Funding
members or rated businesses within The research conducted for the
Agreement between Moonee Valley
the precinct. Based on information development of this plan has clearly
City Council and Moonee Ponds
obtained from MPRLA database highlighted the confusion amongst
Rate Levy Association, and delivers
and the rated businesses within the businesses as to what the role of
effective marketing and business
precinct, the top three sectors are: MPRLA is and high expectations of
development strategies to maximise
the benefits of the scheme to the •
Food and drink – 22% what MPRLA should deliver, and in
entire precinct. •
Services (Accountants, lawyers, turn what they should do for traders
real estates, etc) – 20% in the precinct.
The Plan has been produced
• Medical & Health – 17%
Research identified a number of key
in-conjunction with MPRLA
committee members, MVCC and A large concentration of these strengths for the Moonee Ponds
key stakeholders. A key feature of sectors highlight the need for further precinct. Whilst some are already
this plan was the process by which development of targeted marketing acknowledged strengths, emerging
it was developed. An extensive campaigns, increased investment in and underutilised strengths were also
consultative approach was taken, to these areas and the needs perhaps identified:
ensure the plan captured key insights to diversify product offerings and
•
One stop shop
and feedback from all stakeholders, business mix to complement existing
•
Atmosphere
particularly at the coalface, including sectors.
• Easy to access – connected
customers, traders and residents.
•
Food
Consultation included: • Niche products
The MPRLA is a volunteer based
•
Events.
•
MPRLA members (traders) online trader/business association
survey represented by a committee of 15 Research also identified a number
MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 5
of areas for improvement in the rather than a reactive ad-hoc developed to underpin the strategic
precinct. Again some of these are approach. A number of continued directions of this plan.
already well-established and known; and future challenges are identified
1. MARKETING
however they continue to hinder the below.
growth and long-term prosperity of Continue to build on work that has
•
Development/Construction
the precinct: been completed to date in this space.
•
Parking
Grow digital platforms, integrate and
•
Parking •
Business mix
expand brand, collaborate, focus on
•
Fundamentals/Streetscape •
Pedestrian movements/habits
customer curated content and strong
•
Welcome/Sense of arrival •
Changing demographics –
meeting and exceeding customer word of mouth referrals encouraging
•
Congestion/Traffic flow
expectations customers to become our marketers
•
Puckle St
•
Competition and ambassadors for the precinct.
•
Disconnection of precincts
•
Disconnection of precincts •
Status Quo 2. BUSINESS DEVELOPMENT &
•
MPRLA – role/current offering •
Market forces
CUSTOMER EXPERIENCE
•
Operators
•
Perception Support businesses to deliver an
Moving forward MPRLA has outlined
•
Strategic partnerships outstanding experience and exceed
a strong strategic direction with
•
Limiting factors/Barriers to customers’ expectations with a
a clear and defined vision for the
growth focus on fulfilling the complete
precinct.
•
Integration of events. customers experience – at all touch
points. Encourage businesses to
As with any destination opportunities
present themselves at all times,
VISION look inside first and value add their
own experiences as each and every
however the challenge is to leverage
•
To be the destination of choice business is a key piece of the puzzle
off and harness the opportunity
for a unique shopping and dining to improve the precinct and increase
turning it into tangible, profitable
experience in the West. visitation!
results for all businesses.
•
To be a strong and connected 3. DESTINATION/PLACE
Opportunities identified are: precinct that harnesses the
community spirit. The precinct lacks street appeal and
•
New residents/developments
is visually in need of invigoration.
• Population increase
General beautification and
•
Activation of destination MISSION presentation of the area is a key
businesses
priority to restore pride in its citizens
•
Collaboration
•
To support, advocate and
and encourage increased visitation.
•
Social media represent all traders, providing
•
Location/Hub – underutilised Support and guide works to improve
a unified voice on all precinct
•
Economic advantage the precinct to become a destination.
matters.
•
MVRC redevelopment.
•
To partner with, and assist 4. ADVOCACY/LEADERSHIP
As any area grows, it must adapt to businesses to grow and prosper,
MPRLA must evolve to meet the
meet future needs, however with improving skills and capability
to deliver an outstanding needs and expectations of current
growth inherently comes challenges.
The precinct will face challenges experience to all customers. traders, and play a broader role than
over the coming years, and if well- it has in the past. It must advocate for
prepared can plan to tackle these Based on all the research undertaken, all businesses on all precinct matters
challenges with strategic solutions four key focus areas have been and lead as one united voice.
In summary, with the proportional changes in sectors within the precinct reflecting an increased number of professional
services and health and well-being businesses expectations of MPRLA to deliver in other areas such as advocacy,
representation, business development and leadership must be considered.
Marketing and promotion of the precinct must remain a key focus of MPRLA; however there is a clear need to broaden the
scope of MPRLA and its activities in the future to ensure representation of all traders within the rate boundary, delivering
strong returns for the entire precinct.
MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 7
Introduction
The Moonee Ponds Activity Centre (MPAC) is currently subject to a special rate and
charge by Moonee Valley City Council (MVCC). The purpose of the special rate and
charge is to promote and support businesses and patronage within the Moonee
Ponds Activity Centre.
The current special rate and charge Levy Association (MPRLA) to Agreement between Moonee Valley
is due to conclude on 30 June develop a strategic business plan City Council and Moonee Ponds
2019 and Council has notified of for the “precinct”. The purpose of Rate Levy Association, and delivers
its intentions to declare the special this plan is to direct expenditure of effective marketing and business
rate and charge for another five year the special rate proceeds over the development strategies to maximise
period, commencing on 1 July 2019 five year period, ($190,000 per year the benefits of the scheme to the
and ending 30 June 2024. raising a total of $1.05M over the five entire precinct.
Destination Yellow has been year period) ensuring the Plan fulfils
engaged by Moonee Ponds Rate the requirements of the Funding
Methodology
The Plan, prepared by Destination Yellow, has been produced in-conjunction with MPRLA committee members, MVCC and
key stakeholders.
A key feature of this plan was the process by which it was developed. An extensive consultative approach was taken, to
ensure the plan captured key insights and feedback from all stakeholders, particularly at the coalface, including customers,
traders and residents.
Consultation included (See Appendix for full details):
• MPRLA members (traders) online survey
• Customer intercept surveys (on the ground surveys before and after Xmas)
• Customer online surveys
• One on one trader interviews
• Trader workshops (three offered)
• Meetings with key stakeholders/MVCC.
Data collected from surveys and consultations, both qualitative and quantitative, was used to formulate the basis of the plan.
In addition to the above, a literature/desktop review was undertaken of all relevant plans, policies and research pertinent to
this project.
8 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Principles Define
the
destination
To further guide and develop the Plan, we used guiding
destination principles adapted from the Federal
Governments best practice Destination Management Clear Understand
destination your
guide. Structure market
Guiding
These principles align with our contemporary approach to Principles
focus on the whole customer experience, understanding
their needs and a whole of community approach to the
destination.
Understand
Shared
your
Vision
offering
Background
MPRLA has approximately 558 members or rated businesses within the precinct. The precinct boundaries are highlighted in
the map below and are comprised of the following areas:
• Puckle Street
• Hall/Homer precinct (including Everage Street, Aspen Street, Market Lane)
• Moore/Margaret precinct (including Holmes Road, Norwood Crescent)
• Gladstone/Young precinct (including Pratt Street, Shuter Street)
• Mt Alexander Road precinct (including Mt Road south of the Junction, Ascot Vale Road, Davies Street and Hinkins Street,
Special Rates Area - Moonee Ponds
Mt Road North of the Junction)
• Dean/Pascoe Vale precinct (including Alexandra Ave).
H
B A
J
E
I
D
F
C
G
Legend
Special Rates Area
Parcel Boundary
Locality Boundary
File Location: 17/217765
The map above has been taken from the Moonee Ponds Activity Centre Structure Plan as it represents the different precincts
in the Moonee Ponds Special Rate boundary. These have been combined in the table on the following page to provide a
clearer picture of where the highest concentration of members is derived from.
MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 9
Puckle St (precinct D) - 150 Businesses
Precinct 1 27%
Hall/Homer St (precinct B) - 146 Businesses
Precinct 2 26%
Moore/Margaret St (precinct E & H) - 78 Businesses
Precinct 3 14%
Gladstone/Young St (Precinct C & F) - 46 Businesses
Precinct 4 8%
Mt Alexander Rd (precinct A & G) - 120 Businesses
Precinct 5 22%
Dean St (precinct I & J) - 18 Businesses
6 3%
We can break this down even further to understand the current business mix and key sectors within the precinct and this
is illustrated in the below chart.
Based on information obtained Travel & Hospitality 1.6%
from MPRLA database and the Telecommunications 0.8% Automotive 0.6%
rated businesses within the Sports & Fitness 3.5%
Education & Employment 2.2%
Entertainment 1.2%
precinct, the top three sectors
Speciality & Gifts 7.5%
Fashion & Alterations 9.5%
are:
• Food and drink – 22%
• Services (Accountants, Services 20%
lawyers, real estates, etc)
– 20%
• Medical & Health – 17%
Food & Drink 22%
Photography & Art 0.6%
A large concentration of these
sectors highlight the need Pets & Hobbies 1.6%
for further development of
targeted marketing campaigns, Hair & Beauty 9.7%
increased investment in these
Medical & Health 17% Homewares 1.6%
areas and the needs perhaps to
diversify product offerings and
business mix to complement
existing sectors.
10 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Role of MPRLA
The MPRLA is a volunteer based trader/business association represented by a
committee of 15 local traders. Within the association, there is scope for a paid
coordinator and this is currently serviced by X2Marketing.
The primary role of MPRLA is to market and promote the precinct. In its current format MPRLA delivers a range of marketing
initiatives and activities such as:
• Website updates
• Rebrand
• Progressive Dinners
• Outdoor cinemas
• Trader promotions and offers
• Development of a Trader directory
• Building relationships and working with key stakeholders including; MVRC, Council, local community groups, schools,
Moonee Ponds Central, Caydon, Police
• Spring carnival activities, laneway activations, Mother’s Day, Easter, Xmas activations
• Development of communications and newsletters to traders
• Health and wellbeing festival
• Shop local campaign
• Working with traders on individual matters or issues
• Liaise with Chamber of Commerce
• Moonee Valley Winterfest - Ice skating rink (in conjunction with MVCC)
• Social media management – MooneePonds3039 website and FB page
• Digital media marketing campaigns.
Whilst the rate levy is intended to support the ‘precinct’ to market itself and drive marketing initiatives and activities, the
consultative process has uncovered a strong/deeper need for representation and advocacy on all precinct matters – not just
marketing and promotion. The research conducted for the development of this plan has clearly highlighted the confusion
amongst businesses as to what the role of MPRLA is and high expectations of what MPRLA should deliver, and in turn what
they should do for traders in the precinct. In its current format the MPRLA is not addressing all traders’ needs; however is
that the purpose of this association?
It is worth noting that the Moonee Ponds Chamber of Commerce is a separate body to the MPRLA and has traditionally
taken on the role of advocacy for the precinct. Feedback indicated businesses generally were not open to paying both
membership fees and were more inclined to expect greater action from MPRLA as the rate levy body with funds to expend.
MPRLA must meet the needs of the modern day trader, it can
no longer be solely focused on marketing, it must adapt.MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 11
With a disconnect between what traders expect of MPRLA and what it can deliver in its current format, clarification on
MPRLA’s roles and responsibilities is sought and should be clearly articulated to all members.
• Support your business
• Market and promote your business/precinct
•
WE WILL
Provide information and tools to grow your business
• Facilitate opportunities to improve your business
• Advocate on behalf of your business and the precinct
• Provide collateral, education and raise awareness of precinct issues
• Support better shopping experiences in the precinct
• Deliver strong ROI for rate levy expenditure
• Investors
WE ARE NOT
•
MPRLA
Infrastructure providers
• Developers
• Landlords
• Council
• Responsible for your business/making it profitable
With the proportional changes in sectors within the precinct reflecting an increased number of professional services and
health and well-being businesses expectations of MPRLA to deliver in other areas such as advocacy, representation, business
development and leadership must be considered.
Marketing and promotion of the precinct must remain a key focus of MPRLA; however there is a clear need to broaden the
scope of MPRLA and its activities in the future.
NOW TRADERS WANT FUTURE
• Marketing • Precinct improvements • Strategic partnerships
• Events • Parking improvements • Investment support
• Promotion • Streetscape improvements • Business development
• Partnerships • Business support – help with their business • Professional development
• Advocacy • Move with the times/change with the times • Industry development
• Insights • Innovation • Research
• Focus on the complete customer experience • Place making
• Destination focus • Adaptable
• Innovative
• Leadership
The formation of MPRLA committee is made up of representatives from each ‘sub-precinct’ within the boundaries of the
rate levy precinct. To support a more diverse, progressive and engaged committee a skills based representative board should
be considered.
The paid resourcing currently has a strong focus on marketing and events. To adequately respond to trader needs and
future directions of the association, the role will need to expand and diversify, with a greater emphasis on strategic thought,
facilitation and engagement, and business development.12 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Strategic Context
Strategic objectives of MPRLA over the past few years have been to:
1 Create a ‘Destination’ and attract businesses to the precinct
2 Rejuvenate the night economy
3 Leverage from current developments in the precinct
4 Develop a roadmap for Greenspace and resting areas
5 Work closer with Council to develop a streetscape plan.
Traditionally Council is the key stakeholder and contributor for objectives four and five; however MPRLA still need to
continue to advocate for and work in partnership with Council for these initiatives and drive the first three objectives.
The previous MPRLA Business Plan reviewed key insights Work has been done in this space over the past few years,
and recommendations into the precinct, of which many particularly around brand and the progression to an all-
still remain relevant today. Of note were: encompassing precinct brand, rather than just Puckle St.
This reflects the changing nature of the Moonee Ponds
• A particular focus was to attract businesses to the
Activity Centre and the need to market the rated area
precinct: not primarily a MPRLA function, however collectively. A Moonee Ponds3039 logo, website and
opportunities to work with MVCC to encourage and associated social media handles has further enhanced
support new investment should be a key focus moving the spread of the brand across digital portals. This has
forward laid the foundation and is heading in the right direction,
• A strength noted was the high level of public though further work around brand recognition and impact
transport access: this advantage has not been tapped is required. Specifically the associated tagline of the
into and strategies to leverage this should be considered brand ‘your local precinct’ raises the question of what the
• Weaknesses include tired facades and lack of night
precinct wants to be known for and contradicts/dilutes
time economy: these are still areas of concern and a key objective to establish Moonee Ponds precinct as a
work needs to be done to address these areas. Initially destination, not just a local shopping precinct.
a key pillar of the MVCC Economic Development
Strategy 2014, this strategy is outdated and has not Although already identified in a number of plans, strategic
been replaced partnerships with key stakeholders including community,
• Place - Pride of Place strategy: raised as a key focus government and businesses could be further improved
in the action plan, still a significant concern for the to support stronger economic growth and opportunities
precinct, this must be addressed in the immediate future within the precinct.
• Status quo and competition: identified as future
challenges, they have never been more pertinent to The omission of clear KPI’s, measurement and analysis of
the precinct as they are today. the previous business plan and associated action plans has
potentially contributed to a rather ad-hoc approach to
In addition to the above, two key strategies were initiatives and activities delivered by MPRLA over the past few
highlighted in the previous business plan: years. Some actions/issues have not been addressed, others
improved and some have even exacerbated. A clear, focused
• Rebranding and Reimagining Puckle Street Precinct and prioritised plan will support MPRLA to direct expenditure
• Partnerships. wisely and deliver a strong ROI for all members.MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 13
Policy Context
Plan Melbourne recognises Moonee Ponds as a Major Activity Centre (MAC). The plan
highlights the need for continued investment and strategic planning in the area to
support a growing population and increased high density living.
As previously indicated currently This framework will be delivered across 13 neighbourhoods (one of which
MVCC do not have a dedicated is Moonee Ponds), which allow MVCC to identify local priorities and tailor
economic development strategy, responses to suit each neighbourhood, while improving the health and vibrancy
therefore the primary policy of all parts of the city.
document guiding the precinct
is the MVCC 2040 Strategy (the Council acknowledges the business community and its importance to the
Strategy). municipality specifically through theme two, THRIVING. The relevant strategic
directions are:
The Strategy is Moonee Valley
City Council’s long-term plan for Strategic direction 7 – A city that responds to a changing economic landscape
improving the health, vibrancy and
resilience of the city over the next • 7.1 Enable new and emerging industries and work practices
two decades. It has been prepared • 7.2 Provide business support and remove obstacles to growth
to shape the type of city and • 7.3 Leverage and expand on current business opportunities
neighbourhood’s residents want to
Target: Moonee Valley is a city where our economic environment facilitates
live in. It is underpinned by five key
thriving activity centres and new and emerging enterprise.
themes and building blocks for a
healthy city:
Strategic direction 8 – A city with things to see and do
1 FAIR: A fair city that values
diversity, where everyone feels
• 8.2 Enhance our activity centres as places for entertainment and gathering
safe, is included, is healthy
Target: Across Moonee Valley there is increased participation and value placed in
and has access to services and
the arts, sport, culture and local community-run events.
housing
1 THRIVING:
A thriving city
Although these strategic directions support growth and improvement in the
with access to jobs, lifelong
activity centre (precinct), in recent times the absence of a dedicated economic
learning, vibrant and dynamic
development strategy and direction has not been conducive to business growth,
activity centres
improvement and innovation at both a high strategic and grass roots level.
1 CONNECTED:
A connected
city of accessible, active and
sustainable transport choices “Our activity centres will be
1 GREEN: A green city that
entertainment precincts,
is ecologically healthy and
environmentally responsible
providing vibrant hubs for
1 BEAUTIFUL:
A beautiful city that residents and visitors that foster a
celebrates its identity, heritage sense of community and place.”
and open spaces.MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 15
Locality Context
Neighbourhood Profile Snapshot/Fast Facts: Moonee Ponds Neighbourhood
People Female Male Median Age
17,537 (2019) 51.8% 48.2% 37
Median Weekly
Dwellings Avg People per Household Household Income
6,357 2.4 $1,861
In 2016, the dominant age structure for persons in Moonee Ponds was ages 30 to 34,
which accounted for 9.0% of the total persons
The most common ancestries in English Australian Italian Irish Scottish
Moonee Ponds (State Suburbs) were: 19.5% 18.6% 12.5% 10.3% 6.0%
Residents of residents of Moonee Ponds Moonee Ponds currently supports
have the best access to public transport in all of 10,400 workers and accounts for one fifth
Moonee Valley of Moonee Valley’s economy
High number of people employed with unemployment rate for Moonee Ponds 5.3%,
well below the Victorian and national average of 6.6% and 6.9% respectively
Higher socio-economic area, with personal, family and household incomes well above state and national averages
(see table below) - the median weekly personal income for people aged 15 years and over in Moonee Ponds was $860 family
and household income was $2,424 and $1,861 respectively – suggesting potentially higher disposable income for this area.
FAST FACTS SOURCE: Income Moonee Ponds State National
http://quickstats.censusdata.abs.gov.au/census_services/getproduct/
census/2016/quickstat/SSC21730 Personal $860 $644 $662
TABLE SOURCE: Family $2,424 $1,715 $1,734
https://economy.id.com.au/moonee-valley/market-characteristics
Household $1,861 $1,419 $1,43816 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Future/forecasts
Moonee Valley and specifically Moonee Ponds is a changing place. Growth is forecasted in all neighbourhoods for the
municipality and it’s ideally placed, if well planned for, to take advantage of the opportunities that present.
The City of Moonee Valley population forecast for 2019
is 130,265, and is forecast to grow to 177,029 by 2041, an
increase of 35.90%.1
2019 Population 2040 forecast population % change (increase)
17,537 27,633 57.7%
Moonee Ponds Population (neighbourhood) 2
Population growth for Moonee Ponds is forecast to grow annually at around 3.2%-3.8% while Moonee Valley municipality
anticipated growth is around 1.5%-1.9%. The largest increase in persons for Moonee Ponds between 2016 and 2026 is
forecast to be in ages 30 to 34, which is expected to increase by 1,026 and account for 10.4% of the total persons. The
largest five year age group in 2026 is forecast to be 30-34 years, with this trend expected to continue until 2041, with the
30-34 years still the most dominant age group.3
The greatest population change for Moonee Ponds is forecast
for the period from 2017 to 2021, particularly 2019 and 2020,
which is expected to have a net increase of 4,814 people.3
This highlights the neighbourhood’s importance as an activity centre and the need to plan for these new residents. MVCC
have identified Moonee Ponds and more specifically Puckle St as an ‘anchor’ for the Moonee Ponds neighbourhood. The
anchors will be a key focus for Council’s neighbourhood planning approach and acknowledges Moonee Ponds precinct as a
key centre in the municipality.
An ‘anchor’ is a place where communities gather for activities, events, recreation and to socialise at the heart of the
community. Some communities have more than one anchor or will use anchors of other neighbourhoods. Puckle
Street has been identified as the current anchor for the Moonee Ponds neighbourhood. By 2040, the Moonee Valley
Racecourse is expected to be home to a number of leisure and recreation opportunities, serving as an important asset
to the community and as a second community anchor.
MVCC 2040 Strategy
1
forecast.id.com.au/moonee-valley
2
forecast.id.com.au/moonee-valley
3
forecast.id.com.au/moonee-valley
4
forecast.id.com.au/moonee-valley/components-of-population-changeMOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 17
Housing
Dominant groups currently residing proportion of the growth will be and smaller dwellings may be in
in Moonee Ponds include young accommodated in the Moonee strong demand to cater for the large
adults, families with children Ponds Activity Centre and the increase in one-person and older-
and group households. By 2040, redeveloped Moonee Valley person households.5
Moonee Ponds is forecast to Racecourse. Development in these
accommodate an increased areas is expected to be in the form By 2040 an 85% increase in one-
number of young families and of higher-density apartments. person households in Moonee
older families. An increase and Ponds is forecast. Dwellings are
change in population will bring Outside these two growth expected to increase 4.2-4.8% pa
many benefits to the vibrancy of the locations, new housing is expected from 6357 to approximately 11,950
neighbourhood, but will also bring to be developed in a variety of – 12,750 in 2040. The municipal
challenges. ways, including medium-density average increase is only 2.1-2.5%,
infill development across the again highlighting the significant
Moonee Ponds is expected neighbourhood and pockets of growth expected in Moonee Ponds.
to undergo significant growth higher-density development along
in the period to 2040. A large Mt Alexander Road. More accessible
Neighbourhood Vision
Council has outlined their vision for Moonee Ponds in the future and is articulated below.
In 2040 Moonee Ponds will:
• be an attractive, cosmopolitan city centre that fosters creativity and imagination
• be a premier business, civic, cultural, creative and entertainment destination of the municipality
• enjoy high-quality public spaces for events and activities
• include a safe and accessible public transport interchange
• have a second anchor for the community through the redeveloped Moonee Valley
Racecourse
• feature high-quality architecture and design in all new higher-density
development
• connect with a naturalised and revitalised Moonee Ponds Creek
• provide a diversity of housing options for new and existing residents
• celebrate and protect its valued heritage
• support cycling and walking as preferred modes of transport
• include an excellent network of cycling and walking
connections within and to other neighbourhoods,
supporting an active and healthy community
• boast a variety of resilient and vibrant green spaces,
including a new open space at Moonee Valley
Racecourse.
5
MVCC 2040 Strategy18 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Catchments
Five primary market catchment areas have been identified for the Moonee Ponds
precinct. A number of secondary and tertiary catchment areas exist, with emerging
markets suggested further afield.
Primary or core catchment areas
are all within a two-three km radius STRATHMORE
HEIGHTS
of the Moonee Ponds activity centre
and majority are expected to have
AIRPORT
significant population growth in WEST
ESSENDON
coming years. This catchment FIELDS
includes residents, homeowners
and workers.
ESSENDON STRATHMORE
KEILOR EAST
• Moonee ponds NORTH
• Ascot Vale
• Travancore
ESSENDON
• Essendon/Essendon North WEST
• Aberfeldie MILLEARA
ESSENDON
Secondary catchment ABERFELDIE
• 10km radius
• Northern suburbs and further AVONDALE MOONEE PONDS
afield HEIGHTS
Tertiary catchment
ASCOT VALE
• West
• Melbourne and beyond – new
markets/emerging markets TRAVANCORE
2019 Population 2019 Population – current 2041 projected population % increase
Moonee Ponds 17,537 27,633 57.7%
Ascot Vale 16,297 29,501 81.02%
Essendon/Essendon North 26,708 38,611 44.56%
Travancore 11,523 14,761 28.10%
Aberfeldie 4,201 4,699 11.86%
TOTAL 76,266 115,205 51.05%
SOURCE: https://forecast.id.com.au/moonee-valleyMOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 19
Analysis
Current Activities & Expenditure
Many of the initiatives and activities implemented by MPRLA have focused primarily on marketing campaigns designed to
drive customers to the precinct. They have laid a great foundation to be built upon, and to enable the best possible return
on investment they should be supported to grow, develop and evolve for the future. If we take a closer look at all MPRLA
activities it paints a clearer picture of just where and how resources are being spent and allocated.
Approximately 40% of all MPRLA activities were dedicated to events; however they take up a considerable amount of time,
energy and resources to deliver accounting for nearly 60% of the entire MPRLA budget. If we break this down even further
we can see exactly where funds are allocated and on which set of activities. Of the 28 key activities that MPRLA undertook
this financial year (2018/19), events clearly dominate, with business development and advocacy activities getting little
attention – which to be fair haven’t been the key focus of the association in recent years, nor their primary purpose. Nearly
90% of the budget was spent on events and management fees.
MPRLA ACTIVITIES
2018/19
% of budget % of activities
ACTIVITY Number of ACTIVITIES % of ACTIVITIES % of BUDGET
Events 11 40% 58%
Marketing 4 14% 7%
Digital & social media 6 21% 6%
Management/Admin 7 25% 29%
Business Development 0 0% 0%
Advocacy 0 0% 0%
TOTALS 28 100% 100%
Although the above figures reflect the direct financial costs of the association, they do not take into account supplier
goodwill, in-kind support, committee in-kind support, volunteers and the immeasurable amount of hours that are
contributed to MPRLA and the running of its activities.20 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Strengths
Research identified a number of key strengths for the Moonee Ponds precinct.
Whilst some are already acknowledged strengths, emerging and underutilised “Convenient,
strengths were also identified.
lots of variety,
One stop shop everything I
need, local,
The precinct is well recognised by customers and traders as the place you can
“get everything you need.” It has the essentials and provides a good variety of
great community
shops so that you really don’t need to leave or go elsewhere for your shopping vibe.”
needs. Considered the CBD of Moonee Valley, it does provide a total offer for
shoppers including:
• Fashion
• Food “Am able to run
• Professional services most of my
• General/essentials (banks, post office, etc)
• Franchise/big name tenants errands in the
• Supermarkets (the big three – Coles, Aldi and Woolworths);and one stop.”
• Cinema (expected to open late 2019).
Atmosphere
“Supporting
Overwhelming feedback reinforced people’s love of the community feel that
local traders and
the precinct radiates and the way it makes people feel once they were there.
Friendly and familiar faces are key attributes of this street precinct and the large shops. Prefer
village feel it projects is certainly a key strength for the area over and above street shopping
larger soulless shopping centres.
over shopping
centres.”
The top four things customers6 like most Local/ Variety of
Atmosphere Food/coffee
about Moonee Ponds precinct are:: Convenient shops
The top two reasons6 for visiting Eating/
Shopping
Moonee Ponds precinct are: Dining
6
MPRLA Online and intercept customer surveys -2018 & 2019MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 21 Easy to access - connected Conveniently located with well-developed infrastructure, the precinct is serviced by the three main public transport connecters – train, tram and bus, a key advantage over other urban precincts. Situated on a main thoroughfare and interchange, it’s very well placed to take advantage of this prized, highly visible and highly connected location. Food The growing foodie scene and emergence of destination food offerings - both cafes and restaurants, is a key fundamental for the precinct as it seeks to serve a variety of markets including locals, residents, workers and new customers. Niche products The precinct has a number of unique shops or products that cannot be found elsewhere, i.e.: at the major shopping centres. This creates a positive point of difference to shoppers and should be further leveraged. Events The growing number of events held in recent years instigated by MPRLA and in-conjunction with Council have increased foot traffic and awareness of the precinct, particularly with families. Large events complemented by smaller events, activations or promotions have been quite successful and continue drive positive PR for the precinct. Overall Moonee Ponds precinct has a number of recognised strengths. Research clearly supports the brand statement of the precinct, which is “to make it your ‘one stop destination’, the first place you think of for fashion, food and a shopping experience in the North West. To provide you with a boutique shopping and cafe culture vibe with an enjoyable, unique & high-end feel.”
22 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Areas for improvement
Research also identified a number of areas for improvement in the precinct. Again some of these are already well-
established and known; however they continue to hinder the growth and long-term prosperity of the precinct.
Parking
#1
thing customers
The discontentment of both shoppers and
like least about
traders over parking is palpable and may the precint
have been exacerbated by the large volume
of recent development. It is a significant
deterrent for the precinct. Clearly there #1 #1
reason why
is a need to address parking issues within thing customers
people don’t
want to see
the precinct around time constraints, lack shop at precinct
more of
of parking, staff parking, perceptions of
no-where to park and lastly the attitude of
traders which perpetuates the perception
of parking issues in the precinct and has
a negative impact on customers and their
#1 #1
interactions with the precinct. thing traders
thing that other
want improved
areas have that
in the precinct
Moonee Ponds
to attract
doesn’t
shoppers
CASE STUDY: Taksim Square Turkish Restaurant
On numerous occasions during the evening, customers have actually cancelled bookings at the restaurant because
they are unable to find a park after driving around and around several times. They have given up, called to cancel and
gone elsewhere - resulting in loss of income, and the increased likelihood they will not return in future fuelling the
perception/reputation of Moonee Ponds as a hard place to park.
Fundamentals / Streetscape
Streetscape of the precinct and housekeeping fundamentals of the area must be a priority moving forward. The visual appeal
of the precinct is lacking – particularly in Holmes Rd, Margaret St and Mt Alexander Rd, and a strategic focus is required to
address key concerns such as cleanliness, lighting, safety, footpaths, green space and seating. The area lacks a ‘wow’ factor
to engage customers and entice them to meander, stay longer and spend more.
Council is currently drafting a Streetscape Plan for the precinct, MPAC to 2040 – Moonee Ponds Activity Centre Local Plan.
It’s a long term futuristic vision, driven by transport and traffic management solutions, including increased parking options.
MPRLA must work with Council to support implementation of this plan as a high priority for the precinct.
“It must get the fundamentals right to become a destination, fix the basics first and build from there.”MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 23
Welcome / Sense of arrival Disconnection of Precincts
An underwhelming sense of arrival with a lack of A disconnect, predominantly physical, between the sub-
welcome to the precinct highlights the need for stronger precincts discourages foot traffic and potential customers
destination branding on the ground. Welcome signage from exploring all areas of the precinct. At times as a
alerting customers to the precinct is limited and generally disjointed precinct it can be hard to market and promote,
unappealing, doesn’t align to brand or character of the whilst also proving difficult to represent each sub-precinct
precinct and is not supported at a business level. with their own specific needs and wants.
Mostly notably is the disconnection between the main
Congestion / Traffic flow activity centre and Moonee Valley Racecourse – both
geographically and collaboratively. The sense of distance
Many of the precinct roads are in poor condition, from the main areas prohibits potential customers and
which has only been heightened by the high level the lack of integration and cross promotion between
of development occurring throughout the precinct. the venue itself and operators further creates a divide
Congestion has substantially grown in recent years and between the two.
continues to be an issue for customers trying to navigate
the precinct, particularly by car.
MPRLA – role/current offering
The rate levy association continues to market and
“The traffic flow in the area is the worst and takes
promote the precinct with a variety of initiatives and
too long to drive around the block with all the one
activities designed to drive people to the precinct.
way streets and the congestion. It’s really the one
In addition to these activities, some traders felt the
frustrating factor about getting around this area.”
association could play an even bigger role than just
marketing as it just wasn’t meeting their needs in the
current format. A more inclusive approach and the need
for business support and engagement at the coalface,
Puckle St along with understanding the full complement of business
needs would ensure that the association meets the needs
Of all areas in the precinct, there is a sense that Puckle of all traders under one united voice.
St has been neglected in recent years. It appears a little
old, run-down, dirty, lacks atmosphere and with vacant In addition, a strong strategic vision and plan would allow
shops not painting a pretty picture it certainly is not the better allocation of funds and resources, and guidance
Puckle St it once was famous for. The street is not visually to limit random or ad-hoc approach to activities and
appealing to the eye, lacks a concentration of destination initiatives undertaken by MPRLA.
shops and can be a ghost town on weekends.24 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Operators Limiting Factors / Barriers to Growth
Operators can make or break a customer experience, and There are a number of factors that are not conducive
research has demonstrated that some businesses are not to running successful businesses – they don’t support
delivering the complete experience, which is not only growth or innovation and are summarised below:
detrimental to their business, but the precinct overall.
Some traders are demoralised and this can be reflected • High rents - expectations from landlords that traders
in their customer interactions – by way of bad service, will do well based on reputation of yesteryear – that is
bad attitude, not marketing their own business well, not not always the case in current climate
adapting to change and their general capacity to run a • Some council laws are outdated, archaic and are
successful business. not progressive or conducive to business innovation
meaning modern day activities such as footpath
Not all traders are working cohesively and collaboratively trading are near impossible
nor are they taking advantage of opportunities presented • Council can implement things that are against the
to them – as a collective the precinct has more impact lifeblood of the district
and opportunity to increase visitation and spend. • Appears no restrictions or regulations on buildings/
facades – old, run down, broken, no care shown to
Perception upkeep premises or activate if vacant
• Chaotic intersection – Mt Rd/Pascoe Vale Rd, Puckle
In recent years the positive perception of the area has St and Ascot vale Rd
decreased/declined – the narrative has become more • A lack of genuine interest and concern for local traders
negative. The perception is that the precinct is not inviting, from Council. No defined economic development
has nothing to attract people, is not ‘what it used to be’ strategy or small business policy from Council, with
and is certainly not a destination in its own right. This a view that the ‘market’ will ensure development and
highlights the need to build on the foundational brand growth – this is not the case.
work that has already begun and saturate the market with
positive and inspiring stories of the precinct to change this These issues are outside of the control of MPRLA;
current perception. however they are clearly having an impact on traders
and could be improved to support traders to grow and
Building on the current Moonee Ponds digital brand, develop.
getting the basics right on the ground and delivering an
outstanding customer experience will be a step in the
right direction to changing customer perceptions of the BUSINESS SNAPSHOT:
precinct and enticing shoppers back to the area.
Some businesses reported a steep decline in foot
Strategic partnerships traffic to the precinct, as much as 25% year on year
in some cases. A loss of a quarter of walk-in sales
Developing strategic partnerships with key stakeholders for some businesses is continuing to make it tough
such as Council, developers, Moonee Valley Racecourse for small businesses to survive in the precinct. Other
and the traders themselves need to continue to be a businesses reported steady sales, however 75% of
focus, with opportunities to develop stronger connections survey respondents indicted business has not grown
and create real tangible impact in the precinct. in the past 12 months.7
Connecting the racecourse to the main activity centre, Foot traffic is down on many traditional High St
working with developers to capitalise on new residents, shopping precincts - even the CBD is experiencing
continuing to work with Council to support businesses a down turn in retail foot traffic, as much as 12% in
rather than just regulatory concerns and providing some months.8
information to the most important stakeholder –
businesses is crucial to support future growth in the
precinct. 7
MPRLA Business survey 2018-19
8
Financial Review article, January 2019MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 25 Integration of Events Whilst a number of events are held both within and outside the precinct, there is a lack of integration between the event and traders to capitalise on the extra people coming into the area. Community events are not held in the main activity centres and local laws are restrictive to street activations, even on weekends. Any events or activations must engage with operators and provide opportunities to leverage off and connect even further with attendees. Some of the key weaknesses are outside of the control of MPRLA and not necessarily the role of MPRLA to fix – however it is affecting the precinct; it is having an impact on businesses and trade, therefore as a trader representative association MPRLA must act. Advocate, lead, partner, support, teach, grow, develop – all for a thriving precinct.
“The area feels stale” “I’d like more fashion shops” “Customer service is hit and miss” “I never go there; it’s too hard to park” “Decreased parking over the past few years - increasingly easier to go to Highpoint” “Shop opening hours are too unpredictable” “So many parking restrictions - too hard to get a park” “Be good to have some high-end specialty shops in the area” “Closes too early (when I want to grab something late at night)” “Moonee Ponds is not compelling enough to entice visitors/customers from outside the immediate catchment area; we are not a destination, just a spot for locals.” “Worrying about getting parking fine and rushing to do a couple of things because of that it’s easier to shop and eat elsewhere”
MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 27
Drivers / Success Enablers
All vibrant, thriving and prosperous activity centres or precincts have commonalities
and are underpinned by certain key elements. Research tells us successful
destinations or precincts are performing well in all of these drivers or “success
enablers”.
Awareness: Offering: So, what are the enablers, what are our
perception/ Business mix
brand customers saying about our precinct,
what do our customers want and how
do we stack up against those precinct
Attitude: fundamentals?
of operators MOONEE Parking
PONDS
Based on feedback received using the
PRECINCT traffic light system, the diagram highlights
Amenities: how the precinct is tracking against those
public Accessibility
key elements.
infrastrcuture
Activities:
events/
activations
Green indicates areas the precinct is doing well in; orange indicates area for improvement and red are areas of concern.
Moonee Ponds is clearly an accessible destination and well serviced by all modes of transport as earlier indicted, however
parking is a key concern and considering the majority of shoppers drive to the precinct9, cannot be overlooked. A few areas
for improvement are highlighted which include pressure on public amenities and infrastructure, maintaining a strong diverse
businesses mix, underwhelming perceptions of the precinct, brand, PR and business development activities. These should be
a key focus for MPRLA moving forward.
Obviously the aim is to be completely green; however this is rarely achievable and this diagram only provides a high level
overview of these success enablers. Moonee Ponds does however have the opportunity to restore some if its former glory
by getting the fundamentals right.
9
MPRLA Online and intercept customer surveys -2018 & 2019MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024 29
Opportunities
As with any destination opportunities present themselves at all times, however the
challenge is to leverage off and harness the opportunity turning it into tangible,
profitable results for all businesses.
New Residents / Developments This is unparalleled development for any urban
municipality and presents a golden opportunity to capture
The number one opportunity for the precinct is thousands of new customers who will be seeking a whole
undoubtedly the vast influx of new residents who will new range of goods and services. These new residents
call the precinct home. It is anticipated that four to five will most likely have a higher disposable income, possibly
thousand new residents will call Moonee Ponds precinct a higher proportion of investor buyers rather than home
home in the future. A number of developments have owners which means more renters to the precinct.
already commenced with further to come to fruition in Traditionally renters are:
coming years. With the population for MPAC forecast to
triple to more than 11,500 people by 2040, the following • A want it now generation
table is a list of developments occurring in Moonee Ponds • Wanting to eat out
currently or with planning permits to occur in the next few • Wanting to visit local bars
years. • Driven by entertainment
• Looking for easy/accessible/quick options
Address No. of Residences
• Lazy/wanting convenience.
687 Mt Alexander Road 220 Opportunities exist to significantly activate the night-time
28-30 Young Street 30 economy which has long been on the agenda for the
precinct. These once in a lifetime opportunity could help
17-23 Puckle St 151
transform the precinct into a flourishing bustling thriving
13-15 Norwood Crescent 16 centre and inject additional customers and spend into all
343-349 Ascot Vale Road TBC businesses.
31-43 Puckle Street 84
144 Pascoe Vale Road 22 “It’s no surprise that higher density hubs are set to
change suburban living expectations. These hubs
173-177 Pascoe Vale Road 19
deliver easy living through low maintenance and
9 Shuter Street 67 high convenience environments. As living density
8 Shuter Street 43 grows this will likely become the norm and reduce
the need to travel to shopping centres. While the
15 Everage Street 297
business types these strips house will vary based
55 Homer Street 277
on location; being within walking distance of high
40 Hall Street 450 density apartments will mean businesses that are
30-32 Holmes Rd 33 complimentary to these potential customers will
without doubt flourish.”
33 Dean St (MVRC) TBC
Inside Retail30 MOONEE PONDS RATE LEVY ASSOCIATION BUSINESS PLAN 2019 – 2024
Population increase Collaboration
As with all Melbourne metropolitan areas, Moonee Valley Opportunities exist for traders to work more
has experienced a spike in growth in recent years, and this collaboratively and cohesively – for the betterment of not
trend is forecast to continue. In addition to population only the precinct, but their individual businesses. There
growth, demographics of the municipality will change. is little evidence to suggest operators are thoroughly
While the community is ageing, there will also be more engaged and integrated with each other and in precinct
young professionals and a regeneration of families. Similar marketing campaigns and local events. Operators have
to other Melbourne metropolitan areas, population the chance to collaborate and leverage off the initiatives
growth is expected to continue and will come whether we delivered by MPRLA to positively impact and influence
plan for it or not. their business.
Housing demand is forecast to be considerably high
for the inner north market and strong demand is also Social media
predicted for sought after suburbs such as Moonee Ponds
and Ascot Vale with suggested growth forecasts of 83.3% Continue to leverage off opportunities provided by digital
and 69% respectively.10 and social media. Work to date on these portals should be
continued and built upon to really take advantage of the
new demographics moving into the area, with targeted
Activation of Destination Businesses! campaigns to drive traffic to the precinct and support
customers to become advocates and ambassadors for the
Customer motivations and needs are slowly changing. precinct.
The tide is turning and in recent years the trend is towards
people wanting that physical and human interaction Market leader Facebook was the first social network to
for their shopping experience and consideration of surpass one billion registered accounts and currently
conscious shopping – more and more people are sits at 2.27 billion monthly active users, however internet
shopping where it aligns with their values, ethics and marketers agree that Instagram is the sweetheart of social
morals. Businesses should work together to improve media. The reasons are not far-fetched as it registers one
their own individual business which will guard against billion active users monthly, with half of them following
considerable competition in the future – collectively be businesses. Instagram has evolved to become a powerful
a ‘destination’ and a place people want to visit, stay and marketing tool for businesses that look to improve their
spend. This is where a high street precinct can have an visibility and presence.11
advantage over the mass-produced shopping lands and
work should focus on continuing to build on and attract
these ‘destination’ or ‘drawcard’ businesses so that they Location/Hub – underutilised
become attractors in their own right and the precinct
remains a competitive entity. The precinct is well-serviced by all modes of transport
and attracts a large amount of through traffic – thus
The expected opening of the Puckle St cinema in opportunities exist to capture more of this market.
late 2019 is a welcome addition to the precinct and Leverage off the prized location and public transport hub/
opportunities to promote, market and form strategic interchange – challenge is to get these people to stay in
partnerships should be explored – all of which will only the precinct and not use it as a thoroughfare onwards to
drive more traffic to the area. another destination/precinct, make it attractive for them
to stop.
10
Nikki Gervasi Real Estate – Housing Forecasts
11
https://www.statista.com/statistics/272014/global-social-networks-ranked-by-number-of-users/You can also read
