ECONOMIC DEVELOPMENT QUARTERLY
Main street centres represent decades of public
investment in infrastructure, transport, technology,
community services and facilities. This public
investment should be capitalised on through the
ongoing support and encouragement of the main
street centres, rather than the investment in new
infrastructure in new centres simply on the basis
that the old centres are tired and no longer reflect
current trends.
Main street centres provide opportunities for local
investment and business development for the
local community which are not available in other
styles of corporate or retail centres. The latter do
not accommodate or suit “mum and dad” business
investment opportunities, start-ups businesses,
business incubators and pop up businesses.
Main street centres are community centres as well
as business centres. These businesses keep the
centre alive, active, safe and attractive and hence
creating a community asset and a place where
the local council can confidently locate their
community facilities and services, play grounds,
maternal health care centres and libraries.
MAIN STREET ISSUES AND
PRIORITIES
Thirty years of working with a wide variety of main
streets, high streets, town centres or villages
across Australia suggests to me that of all the
issues and aspects that need to be addressed,
the most important is the quality, range and
diversity of their businesses, services, facilities
and activities. Whilst the aesthetic, locational and
physical design are obviously important, without
the right activities, providing the desired goods
or services, at the right time and place, a centre
is unlikely to thrive. Potential customers may well
visit a centre once on the basis of its parking
availability, its trees or its paving, however these
customers are unlikely to return, or to pass on
positive reviews of the centre if they were not able
to access the goods, services or facilities they
desired.
This is not to dismiss or ignore the need for
planning, design, streetscapes and infrastructure
initiatives, but rather to reinforce the need to
recognise the importance of the activity mix and
support for the business community as part of any
improvement program. When talking to local and
state government about support for main street
centres the first response usually revolves around
opportunities to undertake a planning or design
strategy, improve streetscapes or improve traffic
management, rather than opportunities to support
the business community, attract new activities or
strengthen the role of the business association.
ROLE FOR ECONOMIC DEVELOPMENT
AGENCIES TO SUPPORT MAIN
STREETS
An important role that economic development
departments within state and local government
can play is internal advocacy for the centre
based businesses within their organisations.
It is important that the needs of the business
community are taken into account along with
residents, property developers, infrastructure
providers and other key stakeholders. Centre
based businesses deserve a voice at the table
when budgets, infrastructure projects, urban
planning policies, urban design projects, or the
location of community, cultural, education or health
services and facilities are being discussed. This
can best be achieved when a business association
exists to represent the business community.
This representation on behalf of a business
community could range from a simple matter of
determining the most appropriate hours to rip
up a pavement or close a street within a centre,
through to a locational decision for a multi-
million dollar public facility. An effective business
association can provide benefit for a local council
as well as the business community as it provides
a central point of contact and communication,
hence streamlining consultation and information
exchange. It is much more effective for a council to
work with a centre through a business association
rather than dealing with each business on an
individual basis.
WHAT MAKES A MAIN STREET
CENTRE SMART?
A smart centre, to me is one that is actively
managed, marketed, monitored and measured in a
coordinated way towards an agreed and sustainable
future. Where:
• The businesses work collaboratively and have
a business association that enables them to
manage and market the centre in a coordinated
fashion.
• The business association works in partnership
with the local Council, local community and
property owners to develop an integrated plan
to manage and develop the centre.
VOL.12 NO.3 2019 | 25