CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
Breakout 1 – Local Economy Chair: Panel:
Malcolm Smith, Fellow in Masterplanning and Urban Design, Arup Lucy Taylor, Director, Regeneration & Planning, LB Ealing Andy Godfrey, Public Policy Manager, Alliance Boots Gillian Balfe, Town Centre Manager, LB Redbridge Reporter: Jo Wilson, Head of Policy, Future of London
CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
Breakout 1 – Local Economy Lucy Taylor Director, Regeneration & Planning, LB Ealing
Corporate Board Update Resilient Town Centres Local Ealing Town Economy Hall, Perceval House and Greenford Depot
Lucy Taylor Pat Hayes 23 June 2015
Ealing – 5 Crossrail Stations
Journey times decrease - Ealing to Central London • Half the journey times • 18 minutes to the City • 15 minutes to Heathrow • Ealing – The new Zone 1? • Commuters or new jobs?
Ealing Broadway Station
Dickens Yard – St George
Arcadia – London and Newcastle
Filmworks – Land Securities
Ealing Broadway Centre – British Land
Ealing Town Hall
Perceval House
CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
Breakout 1 – Local Economy Andy Godfrey Public Policy Manager, Alliance Boots
Resilient Town Centres – Local Economy Resilient Town Centres – Local Economy Andrew Godfrey Corporate Affairs, Boots UK
Structural Drivers of Change
• Online retailing • The growth supermarkets • High Street Divergence • Leases • Too much space • Localism
Consumers
Consumers’ time and money spent in shopping destinations/channels Average £spend and time spent (mins) per visit per location type 98
73 56.51
55.86 47 41.80
64
58.74
38 20
14.53
11.18
Series1
1
2
3
Source: Hart et al. 2014
4
5
6
Series2
Savvy Shopping
Savvy Shopping – the customers’ definition of value • 75% say they specifically look for promotions when shopping • 74% shop around extensively to find the best deals • 73% compare/look up/use a price comparison website monthly • 47% say there are some brands that I would always
pay full price for
Grocery Sales
Grocery Sales By Channel
Complex Journeys Customers
Business Engagement/ Evolving Agenda
• Boots Engagement Guide • Sector and company BID industry criteria • Future High Street Forum • Partnership Development • Marketing and Promotion. Great British High Streets. • Digital • Renewal and Regeneration • Research • BiTC’s ‘Healthy High Streets’ developing local business leadership and engagement • Heightened political/Ministerial focus
• 206 BIDS by Spring 2015!
The Growth of BIDs
• Of the 179 (1 April 2014) …………… • 239 Local Authority representatives on BID Boards • 74,744 total number of hereditaments • £65,500,000 Combined BID Levy income • £130,300,000 additional income • 240 property owners on BID Boards • 1,923 business on BID Boards
Boots and BIDs
• Chair’s BRC’s Local Government Policy Advisory Group • Led industry Criteria and Guidance • Nationwide annual BID Survey
• Training programmes – focused on renewal • Driving ‘quality’ the key to future growth and development • Chair of Heart of London Business Improvement District
Partnerships – Gaining Business Support
Nothing new . . . • Deliveries, targets, measures, results ….. • Value • Independent verification • Above all getting the basics right! • • • •
Business Plan Structures Finance Communication
Who are Heart of London Business Alliance? • Two occupier BIDs • Two new property owner BIDs • Over 500 businesses and 100 property owners in London’s West End
Piccadilly Circus
• 2001 – the Heart of London Business Alliance was established
Our track record
• 2005 – the first central London BID • Began with streets from Leicester Square to Piccadilly Circus • 2007 – first BID in UK to achieve second term, with 86% support • 2012 – first again to achieve third term, with 92% support • 2012 – extended area to include BID for Piccadilly and St James’s • 2015 – established London’s first Property Owner BIDs
What is a Property Owner BID? Property Owner BID
• Established by new Regulations in late 2014
• Intended to enable property owners to set their own agenda, influence and fund change in areas they previously couldn’t control
Property Owner BID
Who Contributes, How Much and for How Long? • Mirrored timescales and thresholds of Occupier BID • BID term to last from 1 July 2015 to 31 March 2020 • BID levy to be applied to rated properties with Rateable Value of £100k or £150k or more • BID levy fixed at 1% of Rateable Value
Developing our proposition Property Owner BID
• Extensive, deep consultation and engagement
• Understanding what matters • Developing three core principles
• Regularly test principles with Property Owner Leadership Steering Group
What did we learn? Property Owner BID
• All about building relationships and engagement • Don’t rush it …
• Developing knowledge is an art form – don’t rely on Land Registry • Problem of sales and new ownership
• Agents acting on behalf of owners are naturally cautious • Difficulties of engaging with overseas investors
The Ritz London
Property Owner BIDs
What will we deliver? Property Owner BID
• In Heart of London, additional levy will unlock
£10m of additional funding over 5 years to deliver our objectives of: • Transformational Place Management • Destination Marketing
Future of BIDs - National The Industry Perspective
Review of BIDs BIDs
Additional Powers? Levy collection Planning and Neighbourhood Forum designation Funding the development of BIDs Property Owner BIDs Increased effectiveness is not necessarily dependent on additional powers. The crucial factor is trust.
Review of BIDs BIDs
Transparency and Accountability Comprehensive consultation exercise pre ballot targeting 100% of potential voters Minimum threshold plus incentives for BIDs gaining targeted turnout and support levels All materials and minutes produced should be made available, where requested, to levy payers Effective engagement during the life of the BID
Future of BIDs Heart of London
What’s next? Property Owner BID
• Continuous expectation of delivery
• 2017 - Heart of London Business Alliance (Occupier) BIDs to go back to ballot • By 2020 – Opportunity to bring the Property Owner and Occupier BIDs ballots together under one strategic plan
• National context – NNDR and BIDs Consultations
• Critical issues of trust and accessibility
Developing and Delivery
• Step change in delivery against local authority contribution / spend • Partnership more important than powers
• Ambition to be exemplar with 5 core values • Business Focus • Delivers Results • Agile and Innovative • Teaming • Confident
• Ability to challenge to run local services
Other Changes
• Recognised as non-statutory consultees for planning applications • Role in identifying infrastructure to be funded through CIL
• Greater say in exemptions from Late Night Levy • Ability to request local authority uses Compulsory Purchase Order powers
BUT Challenges Ahead – Local & Regional
• Significant reductions in local authority spending power • Mayoral Election • Shared management of public space – suspicions of public / private partnerships • Public realm priorities – unlocking growth • Impact Zone Policing • Late Night Levy • Pedicabs • Air Quality • Resilience and Utilities Management
Three Graces, Haymarket
CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
Breakout 1 – Local Economy Gillian Balfe Town Centre Manager, LB Redbridge
CREATING RESILIENT TOWN CENTRES TUESDAY, 23 JUNE 2015 HILTON TOWER BRIDGE, LONDON SE1 2BY
Breakout 1 – Local Economy DISCUSSION Please return to main hall for 4:00 PM