Town Team Advisor North West for Portas Pilots and Association of Town & City Management, outline work to date and challenges facing many small towns in the North West.

1. The Future of our High Streets
Association of Town & City Management
Lisa Durkin
North West Town Team & Portas Pilot Advisor

3. Town Centres are in Decline
 The number of town centre stores fell by
almost 23,000 between 2002 and 2012;
estimated further 10,000 losses over the next
couple of years
 Nearly one in six shops stands vacant
 High street footfall fallen by around 10% in the
last three years (excluding central London)

4. Town Centre Futures 2020
Report

5. The decline of our town centres over the last decade
is the subject of high profile national debate…..
Despite their strong historic role, a range
of factors have impacted on UK High
Streets over the last decade:
• changing demographic profile in
our communities
• growth in „omni-commerce’
• constantly evolving technologies
• changing consumer habits
• out-of-town competition and the
rise of product aggregators
• challenging economic climate,
which has exacerbated the problem
and is squeezing consumers hard.
The Portas
Review, 2011

6. Experian‟s Town Futures Report suggests that these trends
will continue with consumers demanding more
Town Centres will need to
accommodate and plan for
the UK Consumers of the
future
Not only will they be
increasingly tech
savvy, but they will also
place greater demands on
the town centre and vote
with their feet
The report identified 7 key
future socio-economic
groups each with differing
future needs e.g. urban
pulse
Expect choice
“Want to be able to
shop and live on own
terms . Businesses
must meet our needs –
anywhere and
anytime”
Getting older
“Focus on good
service and
leisure in nice,
safe, local
places”
Use technology
“Technology is a part
of life, use it for
information,
shopping, socialising,
deal hunting”
Driven by value
“New outlook, less credit,
high costs, depressed
income”
Want experiences
“Leisure is
important. Want
places that offer
unique
retail, cultural, socia
l experiences”

7. After a weaker start in 2012, growth in NW over the next
two years should broadly align with UK average
The region posted sluggish growth in
particular in the 1st half of 2012
The large manufacturing sector has been
impacted by Eurozone turbulence and
subdued domestic demand
Growth in 2013/4 is expected to be
largely in line with UK average with 2014
buoyed by stronger investment and
consumption
Unemployment has also declined by 1.2%
in the year December to February 2013, but
it remains higher than UK figures

8. Families will make up a quarter of population in 2019,
alongside significant numbers of hard-pressed groups
 „Family Value‟ the price conscious
squeezed middle (mid to lower
income families) represent the
highest proportion of the total and
are above UK average
 „Daily challenges‟ hard pressed
singles and families are highly
over-represented in NW
 „Tough Vintage‟ struggling older
singles and couples also
represent a greater proportion
than UK population
 It must be noted however that
there is significant overrepresentation of affluent groups
in some centres e.g. Knutsford

9. Top 3 Consumer Types in North West
Family Value
1. Value : the „squeezed middle‟
2. Experience: safe places for leisure
3. Use technology: purchase, price comparison
1. Value: the „squeezed bottom‟
2. Use technology: price comparison voucher hunting,
socialising
Tough Vintage
1. Value: very low income
2. Service: friendly and local
3. Use technology: unlikely
•
Daily Challenges

10. Middle age group and older population look set to grow at
fastest pace within the region
 Over the next decade
0-19 year olds will
continue to make up
the largest proportion
of the population
followed by the 50+
age group
 The greatest growth
however is
anticipated in the
younger middle aged
group (30-39) and the
oldest groups (65+)
 Ensuring that the
town centre offer
appeals to older age
groups will be critical

11. Consumer spending is anticipated to lag behind UK
average
We expect spending in
the region to see modest
growth of 0.8% in 2013
as incomes remain
under pressure.
In 2014, growth will pick
up to 1.3%, but this rate
is lower than UK
average
Again it must be noted
that whilst this
represents the regional
picture – there are real
pockets of affluence with
high levels of consumer
spending
% growth
Spending
Income
2013
East Midlands
East of England
Greater London
North East
Northern Ireland
North West
Scotland
South East
South West
Wales
West Midlands
Yorks. & Humber
2014
2013
2014
0.6
1.2
-0.2
1.0
1.5
2.0
0.3
1.3
1.6
2.1
1.1
1.6
0.6
1.1
-0.4
0.6
0.6
1.1
0.0
0.9
0.8
1.3
0.1
1.0
0.7
1.2
-0.2
0.7
1.3
1.8
0.5
1.4
0.9
1.4
0.1
1.2
0.7
1.2
-0.3
0.6
1.0
1.2
-0.3
0.7
0.9
1.4
-0.1
0.7
1.1
1.5
0.2
1.1
UK

12. High Street footfall continues its downward trend, with
high decline in North West
High Streets across the
UK have suffered
declining year on year
footfall for several years
The North West
experienced a year on
year drop of 10.9%
(week 26 2012-2013)
The trend is expected to
continue in the medium
term
Complex issue due to
decline in consumer
spending and growth of
online economy

13. SWOT Analysis: North West
Strengths
•
•
•
•
•
•
Relatively strong growth in 30-39 age
group
Business optimism remain positive
High representation of family groups
Weaknesses
•
•
•
•
•
Opportunities
Growth should broadly align with UK
•
average
Growth of E-commerce
There will be a need to cater for hardpressed older and younger groups, but
also pockets of affluent population
Unemployment high
Stark economic and socio-demographic
variations across centres
Declining high street footfall
High retail vacancy
Large proportion of less affluent groups
Threats
Consumer spending is set to remain
behind the UK average

14. How do Town Teams Respond to Future Drivers
of Change?

15. The Portas Review - An independent Review into
the Future of our High Streets
December 2011
Report produced 28 Key
recommendations

16. A few Portas Inquiry Recommendations…
•
•
•
•
•
•
Favourable Rating regime
Town Centres need to be effectively
managed
The need for improved car parking and
accessibility
Deregulation and freeing up of red tape
Planning policy
Focus on making high streets
accessible, attractive and safe 2. Empower
successful /#sthash.gXJtUSAU.dpuf

17. Portas Review Response – c. £20 M
•
High Street innovation fund (100) – £100K (£10 M)
•
Portas Pilots – 27@ £100K (£2.7 M)
•
High Street Renewal Fund – £1,000,000
•
Town Team Partners – 320@ £10,000 (£3.2 M)
•
Business in the Community Support
•
ATCM Support
North West Portas Pilots;
Nelson, Stockport, Morecambe,
Liverpool – Lodge Lane

18. Portas Pilot Support package £100k +…
•
•
•
•
Free mentoring and support from retail industry
leaders including ATCM, Mary Portas‟s own team
and from the retail industry;
Access to sector and industry experts, such as the
Arts Council, National Association of British Market
Authorities, the Local Data Company and
Springboard
Opportunities to meet and discuss with fellow pilots
to share their experiences and lessons learned
Dedicated contact point in Government to provide
advice and support in identifying and overcoming
challenges to local business growth.

19. What are we delivering ?

20. Improved leadership
•
•
•
•
•
•
•
•
•
Getting a full business plan
Active board in place for Town Teams
Governance and structure
Future Towns
Economic Resilience Diagnostic
Business Planning
Partnership Development
Chairing Town Teams
Conflict Resolution

21. Greater Capacity
•
•
•
•
•
•
•
•
•
Getting a full business plan
Active board in place for Town Teams
Governance and structure
Future Towns
Economic Resilience Diagnostic
Business Planning
Partnership Development
Chairing Town Teams
Conflict Resolution

22. What is being Delivered
•
•
•
•
•
•
•
•
•
•
Markets
Pop Up Shops/Cinemas
Loyalty Scheme /Shop Local
Christmas Shopcrawls
Environmental Improvements
BIDs Feasibility
Business Incubation and training
Cultural & Sporting Events
Promotion and Marketing
Vacant Shops

23. Encouraging Shoppers to Town with Markets
„This
year’s Love Your Local Market fortnight ran
from 15-29 May 2013. Just under 700 places ran
3,500 markets during the fortnight, and almost
3,000 free or subsidised pitches were taken by
new traders. This builds on the success of last
year when almost 400 markets and 2,200 new
traders were involved. ‘

24. Providing accessible and affordable parking
Government has supported this by:
• Changing planning rules so that councils are free to
offer as much parking in town centres as appropriate;
• Scrapping minimum charge rules and issued guidance
which encourages councils to set competitive parking
charges;
• Removing regulations which restricted supply of local
car spaces;
• Making data generated by local authorities (including
income generated from parking fees and charges)
available and accessible to the public.

25. Getting Empty Properties Back in to use
• Government have made it easier to change the use of
buildings to support our high streets and businesses
•Pop up Shops - Pop-Up Britain and Local initiatives
offer practical help and advice to support start-up
businesses and encourage greater consumer
Footfall.

26. Town centre management can be an important
tool for revitalising high streets
Place Management Initiatives
Business Improvement
Districts (BIDs)
150 + BIDs
- Established in 2004
- Typically levy of 1% of rateable
value
- Estimated cost for set up:
£50,000-100,000 & 18months –
2 years
• 32 reached end of mandate of
which 31 renewed mandate
• £61m raised through levy and
additional £107m realised
through leveraging
• E.g.: Ealing, Kingston, etc.
Town Centre
Management
500 towns with Town
Centre Management
initiatives
- Around 20 years old
- Informal or formal
- Private and public stakeholders
- Henley Centre/ BCSC: occupier
mix & promotional activities are
key to success
- Focus on improving public
spaces, activities, diverse &
differentiated offer.
E.g.: St.Annes-on-Sea, Stockport
Others/ Hybrid
Community Interest
Companies
Introduced in 2005
Type of social enterprise which
only allows assets and profits to
be reinvested in the community
or in other CICs
E.g.: Reading
Portas Pilots
27 Portas pilot areas
Allow testing of Portas
recommendations and shared
learning
Town Team Partners
Approx. 330
Source: BIS & GENECON (2011) Understanding High Street Performance

27. Slide Title

28. The Next Phase
The enthusiasm shown by Portas Pilots and Town
Teams is amazing. Mainly volunteers
• The Future High Street Forum - brings together
leaders from retail, property, business,
academics, third sector, civil society and
government to better understand the competition
town centres across the country face and to drive
forward new ideas and policies to help the high
street compete and adapt.

29. The Next Phase
• Look at the Barriers and enablers for success
including business rates, property ownership
and management, accessibility and parking and
planning
• Building a picture of what the future high street
will look like, and templates that can be used
and built on by the different models of high
streets.

30. Raising the Quality of Town Centres in the
Future
Destinations
Mixed use
• Safe, attractive & fun
• A balance of activities &
attractions
Leisure & NTE
• An integral part of the offer
Consumer
responsive
• Capture the missing market
Management
24/7
• Self-regulating
neighbourhoods

31. “The
20th Century was about
getting around. The 21st
Century will be about staying
in a place worth staying in.”
James H Kunstler: The Geography of Nowhere

32. In Summary
Effective Partnerships Have we got the right
people sat around the
table?
Capacity building – How do
we resource our plan?
Town Teams are the first
step to building robust
partnerships

33. Get in touch…
Lisa Durkin
Town Team Advisor North West
e: lisa@place-shaper.co.uk
m: 07970 752989
Twitter:@PlaceShaper
@TownTeamNW