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Zoe provided us with a strategic plan which was delivered on schedule, and with results that were even better than we could have hoped for

 

Glen Fulton, Chairman Collectively Camberley Ltd & The Mall, Camberley  Centre Manager

Zoe has transformed retail in Camberley Town Centre to the extent none of us thought possible.  I can't thank her enough for all her hard work.

 

Bob Paton, Business Owner and Mayor of Surrey Heath

As a Director of Collectively Camberley I have worked with Zoe on a number of different projects. Her grasp of strategic planning for the organisation transformed it over the period she was MD.

 

Kelvin Menon, Finance Director SHBC & Director of Collectively Camberley

6 Steps to Successful Town Centre Management


Every city, town or village is unique in its own way, the focal point for local residents and the heart of our communities. Yet for too long their existence has been taken for granted, with the assumption that they can “look after themselves” and will always be there. But with changes in consumer behaviour and technological advances, their role is evolving and there’s no guarantee of them being a thriving busy town in the future…..only a structured town centre management strategy will allow this.

1. Where are we now? Before any effective planning is possible to revitalise a town centre, it is essential to analyse the strengths, weaknesses, opportunities and threats of the town. This should relate to the town centre location itself, the local economy, businesses and the people involved. There are key drivers to change which will underpin this analysis:

  • Demographics – ageing consumer base and limited supply of housing are having an impact on town centres. One example can be seen particularly in the south of England, with first floor town centre units traditionally used for offices, have been converted into residential use. This means more complaints about noise and impacts on the traditional 9-5 for retailers plus the food & drink sector during the week.

  • Economical - there is uncertainty about the upcoming European Referendum, predicted hikes in interest rates and all whilst the UK is emerging from a recession. There has been a rise in both business and consumer sentiment, growth in earnings and employment plus a buoyant housing market. For smaller businesses, especially Independents, managing on squeezed profit margins whilst facing high business rates and rents compared to out-of-town outlets is tough.

  • Social – rapidly changing consumer behaviour has led to winners and losers on the High Street. Cafes and convenience stores have seen a huge rise in demand, whilst music and card shops have struggled. The major trend over the past two years has been for a town visit to be more experiential rather than simply purchasing commodity goods; it’s about browsing, trying on clothes getting technical advice from experts and meeting with friends, socialising. Shoppers are more aware of relative pricing, so in order to satisfy them, there has to be clear demonstration of value.

  • Technological change – for over 18 months now, mobile usage on the internet has exceeded PC usage. Wi-Fi, digital and m or e-commerce are familiar terms to the vast majority. This doesn’t mean that town centres have no future however, with opportunities such as free Wi-Fi zones, click and collect services, and enabling centres to help support “clicks to bricks” and attract town visitors. By employing immersive shopping technologies, retailers in particular can continue to thrive.

  • Neighbourhood – the local resilience of business, community, place & people is key. It can be hard to quantify, however it’s undeniable that a resilient community can, and will, overcome challenges, a great example of this was Worcester with their “open for business” social media campaign post the floods in 2014.

2. Where do we want to be? It is critical to have a forum where all people who have an interest in the town are brought together. This will include landowners, potential developers and other key stakeholders. The enabler should work with Business Improvement Districts (BIDs)/Town Teams/ third sector to establish a sustained partnership between public and private sector. With the experience, investment and inclination for mixed use redevelopment, allowing everyone to share ideas in itself can be a complex art! For my clients, bringing all this input together into a clear succinct mission statement really helps shape the ultimate focus. Creating a shared vision has to be a long term, holistic view and take into account future changes and challenges.

3. How can we get there? A gap analysis from points 1 and 2 above will highlight the priority areas. These may include managing the occupancy mix, investment in the public realm, reducing vacancy rates or improving safety. For instance, no occupancy mix plan may lead to a surfeit of charity shops, pound shops & betting outlets which will be devalue your “High Street”. Likewise it’s about managing vacancies. Getting the balance of retail, office; quality independents and chains will form an integral part of feeding into planning too. A combination of these strategies then need to be developed with timelines agreed to bridge this gap by addressing each issue, one of which will be the marketing strategy which will pull all the strands together to positively promote the town.

4. What is the best way of getting there? This will involve detailed planning for each strategy with ownership, resources, timescales and specific tasks noted against each. Rather than doing this in isolation, it is best to do this planning in conjunction with other related plans from various bodies such as Borough Council Planning Policies. Whilst it may be tempting to rely purely on volunteers to help run such a scheme, this approach will inevitably lead to failure. Paid employees/contractors, with a job description specifying their town centre responsibilities, even if just one person, are absolutely essential, without devaluing the vital work and support of volunteers.

5. Action it! All too often, lots of talking happens with some great innovative ideas on how to make a town centre vibrant…but no action is taken. Thinking big and innovatively takes some courage until the realisation that “just doing what you’ve always done before” is going to mean other nearby towns, villages and out-of-town developments will overtake your town. It is also about understanding that not all stakeholders will like all outcomes! Local residents may not appreciate road closures in town though the streets are full of people. Communication beforehand and during are key. Not only does there need to be ownership to ensure things happen, but communicating progress to all stakeholders is equally vital. This applies even if a planned event cannot go ahead.

6. How do we know we’ve arrived? Tracking progress and measuring via surveys and a combination of quantitative and qualitative measures on how things have changed is often missed but is vital. It ensures that the focus remains on “value added” for each initiative, and should then form a feedback circle for future plans and initiatives in the future. Communicating specific results following investment, redevelopment or town centre events help all stakeholders understand how value is being added (Return on Investment) and demonstrate that progress is being made. Positive PR will in addition further promote the vibrancy of any town centre.

Zoe Griffiths Consultancy Ltd has had extensive experience in town centre management strategy and planning. Get in touch to see we can help your town centre survive and thrive or simply to give your views on this article! Call on 07771 917093 or visit www.zoegriffithsconsultancy.com

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