Bradford on Avon Town Centre Benchmarking – Results. Area designated as Town Centre Outline of methods used Brief summary of the 12 key results (KPI) Some ideas. Something philosophical to share:- “greater common sense" naturally emerges from our deeper wisdom.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Ground floor businesses in designated town centre
outlined by the following markers:
Caroline Philpott Tillions
Ruth Warren Fetch
Lee & Christine Orton Ortons
Jackie & Paul Stewart Piha
Dean Stacey Growing Needs
Debbie Harvey Jumble Jelly
Lois & Robbi Griffin Our Green Room
Georgina Knight Olive Tree
This is an issue that requires further detailed analysisKPI 9 - Car Parking Availability and Usage
Positive aspects of having a business in the town
Bradford on AvonSW Small Towns
Potential local customer 77% 77%
Potential tourist customers 64% 48%
Prosperity of the town 64% 46%
Geographical location 47% 53%
Mix of retail offer 32% 35%
Environment 34% 26%
Transport Links 30% 31%
Negative aspects of having a business in the town:
Bradford on Avon SW Small Towns
Car parking 88% 73%
Rent/property costs 29% 37%
Competition from other towns 29% 30%
Competition from internet 25% 26%
Local competition 22% 18%
Mix of retail offer 18% 23%
How long do you intend to stay on this visit to the town %?
A B C
Less than 1 hour 35 38 34
1-2 hours 46 44 43
2-4 hours 12 9 12
3-4 hours 2 3 3
4-6 hours 4 4 7
(A) Bradford on Avon (B) Small SW Towns (C) National Small
Male 34% 37%
Female 66% 63%
45 and below 26% 31%
Over 65 45% 35%
Shopping 38% 44%
Use of services 23% 25%
Eat, drink, leisure 17% 10%
Work 8% 12%
On foot 54% 39%
What are the best aspects of the town:
Bradford on Avon SW Small Towns
Physical appearance 77% 31%
Access to services 66% 63%
Restaurants 61% 30%
Near where you live 59% 61%
Transport Links 51% 45%
Ease of walking around 51% 65%
Pubs/bars etc 39% 27%
Shopping 30% 30%
Leisure facilities 29% 17%
Cultural activities 29% 13%
Town Centre strategies and action plans to be more focussed and effective – Brand BOA – what is it?
Support ‘Town First’ Team and promote ‘Town First’
Evidence base helps applications for funding/awards
Exploit distinct advantages: Physical Aspects, Restaurants, Leisure and Cultural activities, Service Centre to hinterland?
Collectively promote all speciality shops and services?
Increase employment – Creative Bradford on Avon – Music?
Case Studies of Good Practice
National Voice of Market Towns
Market Towns Awards
Market Towns Academy
Towns 4 Towns
In order to develop/ regenerate we need:
To understand the town, how it performs and what people want………………………..- retail offering- footfall- car parking- business views-town centre users views-non town centre users views-where shoppers come from
Measures your town
- as a one off - year on year to gauge success of initiatives
Provides an evidence base - to attract funding
Allows you to understand your town - important if developing projects - perceptions different from reality
The Team: Town Team could include key landlords, large and small shopkeepers, council representatives with specific knowledge of planning and development, the mayor or MP, other local businesses and service providers, and local residents.
The Leader: The people that lead Town Teams would be these champions of the high street. They would be the high street’s charismatic voice, spearheading a clear local vision for retailing and applying professional management to our high streets.
From the Portas Review
Put in place a “Town Team”: a visionary, strategic and strong operational management team for high streets
“The one – perhaps the only – thing everybody I have spoken to is agreed on is that for a high street to survive and grow it must have a very clear vision of where it wants to get to. And it needs co-ordinated planning and management to get there. If the high street was in single ownership, like a department store, it would have a vision, a high level strategy and direction, it would choose what it wanted in a particular space to fit with a vision and proactively target the businesses and services that were missing.” (Portas, 2011, p18)
harness the local pride, knowledge and skills in order to improve the social, economic and physical well-being of the area
Town Team will provide the middle ground where Local Stakeholders, Local Authorities and Local Residents can meet
To provide a brand for the Town
To provide an achievable vision for BOA over the next 5-10 years in the form of an Action Plan
Short, Medium and Long Terms Aims will be provided
The Action Plan will be grounded in the views, opinions and ideas of local residents and businesses
In addition, armed with a shared vision of the future and shaped by the people who will use their high street, the Town Team could have the power to decide the appropriate mix of shops and services for their area. Anything which doesn’t meet the agreed plan simply wouldn’t be able to go ahead. They would know for example, that too many of one type of shop might blight the street. The feel and future of their towns will be the responsibility of all, rather than at the sole discretion of a planning executive committee. (Portas, 2011, p21)
Long winded process
Call to Action
Development of Town Team- Skill set Audit/ Walk around/ Meetings
Introduction of Structure
Appointment of Board
Appointment of Leader
Appointment of Sub Group Leaders
Appointment of Sub Group Teams
Creation of Action Plans
Successes e.g. business training, Orbit, Retro Revival
Failures e.g. losing leader, lack of action from certain groups
Formal Amesbury Regeneration Partnership
“One town one vision”
Metamorphosis specialise in maximising retail sales potential; by delivering creative, yet practical high quality training and development solutions, ideas and retail concepts to independent retailers.
What we doWe study customers and the influences that are changing the way that they shop and we use this knowledge and insight to predict and uncover Retail Trends...
Saving the High Street
Retailers who are least trusting of outside support.
They tend to focus being on survival rather than
success. In order to be successful a mind-set shift is
needed to encourage them to think more
commercially and look for new opportunities to
improve their business.
Retailers who want to stay the same size; whilst being
the best that they can be.
Retailers with a clear ambition to grow and evolve
Why Now ?
Did you know?
Only 1/3 of all Independent Retailers in the UK have had previous retail experience.
to provide businesses with a
boost by giving them the opportunity to make the most of their shop and customer service opportunities by
On average the project increased sales
from between 10 – 30%; with some businesses reporting back with a 100%/54%/35%/34% increase in sales…
The Midhurst Project was awarded with the overall Surrey & West Sussex Region Small Business Friendly Award
“The whole exercise is fantastic, I have
been in the fashion industry for over 40 years and wasn’t sure how much I would get out of the Master Classes. But I can honestly say after attending the first two, that they had absolutely cracked it. I have come away feeling like they have put bounce back into me!” Tom Coyne - Ian Munro,
“If you don’t know where you are going…
any road will do”
“The ‘Future Scoping’ event enabled the retailers to work together on solutions for attracting and maintaining footfall, and encouraging people to shop locally.
This is a great way to look at barriers; which to some are seen as obstacles outside of their control, and to others as an ‘open door; It’s only when a group gets together and ‘link up’ to discuss issues, that they come up with positive solutions for breaking down barriers.”...
“Getting retailers together in one place to talk through, what is and isn’t feasible, collaboratively, can endorse what they should be doing. Working collaboratively creates a platform for agreement and involvement and shows everyone that they all need to be involved before anything will happen. It also gets people talking to each other; in our case, some of our Midhurst retailers didn’t know each other before the events. It therefore gave them the opportunity to foster relationships within the town - which now makes the town feel much more like a real community.”
Melanie Burgoyne – The Rural Town Co-ordinator
One business reported a 10k Increase
Thanks to the project
The Dressed for success campaign was featured in; Sussex Life , The Resident, The County Times , On BBC Radio Sussex , On BBC South/ BBC South East
Giving each of the Independent Retailers involved publicity that they wouldn’t normally be able to afford.
“Pulborough... the only town in West Sussex with no empty retail units”
The Pulborough partnership & SEEDA said that the project had:
• Prevented further businesses from closing • Attracted new Retailers to the town • Saved and revived the village post office
Treating your Town as a Department Store