Westminster City Council

BUSINESS AND ENTERPRISE STRATEGY

Church Street

[Pick the date]

Contents

Page No:

1. Introduction 3

2. Glossary of Terms 4

3. Vision and Strategic Direction 5

4. High Level Over-view of socio-economic context 7

5. Retail Swot Analysis 8-9

6. Objectives and Priorities 10-15

7. Actions to Deliver Strategy 16

8. Measuring Progress, Monitoring, performance and evaluation 17

9. References 18

10. Appendices 1, 2 & 3 19-21

Introduction

Arts & cultural, economic and enterprise opportunities:

This programme aims to set out how businesses and market traders within the Church Street Ward area will benefit from the prospective opportunities that a major regeneration scheme will produce. Building on successes such as the antiques trade and arts offer the proposed actions in the strategy will help improve the cultural aspect and economy within the area. Part of the vision is also to improve the area both for retailers, visitors and residents – making the area more attractive as a true London destination, whilst remaining affordable for local people. Arts and Culture is also a big area of progression and research has highlighted the importance of creating environments for this activity and the vibrancy that this will create in Church Street.

2. Glossary of Terms

AH – Appear Here – An on-line marketing portal for promoting pop-up activity

AVL – Available

AQ – Antiques Quarter

BAU – Business as usual

CHSTW – Church Street Ward

CS – Church Street

CP – Corporate Property

CWH – City West Homes

GCSE – General Certificate of Secondary Education

GVA – Billfinger GVA – Commercial Property Agent

JSA – Job Seekers Allowance

LDA – Design Consultancy

NAVL – Not available

NVQ – National Vocation Qualification

PBA – Peter Bretts Associates Consultancy (Master Planners)

PA – Planning Application

WCC – Westminster City Council

WCCAV – Westminster City Council Average

3. Vision and Strategic Direction

That with the support of partners the Council enables Church Street to become a place where business, arts, culture and enterprise can flourish – Church Street for all.

Objectives summary:

The following objectives have been developed to address issues and concerns arising from the national, regional and local context. These objectives will be incorporated into the delivery plan of the Strategy:-

We will create a better trading environment for business by providing advice and support and assist in delivering a series of socially/culturally engaging and economically stimulating events that will create 3 jobs and reactivate 3 of the empty shops in the AQ;

To create a better trading environment for existing and new traders to thrive and progress; ensure that their views are taken into consideration at all stages of consultation on regeneration,

We will deliver significant enterprise space at Lisson Arches to provide opportunities for local entrepreneurs,

We will facilitate growth of the local economy through targeted support and up-skilling advice to local businesses,

We will ensure that our empty shops strategy allows for arts, media and culture activities,

Will support the local business community through change and uncertainty and ensure that businesses affected by the development are compensated if eligible.

Despite the impact of the economic underperformance, Church Street is well placed compared to similar sized wards that have high levels of deprivation indices across the national stage. The prospects of regeneration will stimulate the growth in business, enterprise and spending power in real terms. However, research shown through consultative studies by Frank Knight (2013), Church Street Ward Profile (2014) there are issues which need to be addressed, they include:-

Ageing population – continued growth in older age groups over the next 25 years and dependency on younger workers (transport, health and housing etc.).

Employment growth - the population and employment growth is likely to put pressure on housing, employment supply and transport networks.

Health and well-being inequalities – higher sickness and mortality rates persist above the borough average.

Provision of maker space for young, local entrepreneurial activity.

The Council is already providing a range of services that support business and enterprise through a Business Unit designed to be a first point of contact for all businesses seeking advice or guidance on business related issues.

The Strategy has been developed against the national, regional and local data from Church Street Ward Profile Report, Futures Plan, Knight Frank Retail Strategy Report and recent retail, non-retail and market trader consultation meetings.

On-going discussions and consultation will mark the course of engagement on this journey to excellences and opportunity for Church Street Ward.

4. High-level overview of socio-economic context and indicators

Church Street ward is largely residential, covering approximately 34.44ha.The junction between Edgware Road and Church Street comprises a diverse retail and non-retail offer, structured around a key transport interchange. It is a very multi-cultural area with a history and long standing market operating since the 19th Century. There is significant retail provision on Church Street, Edgware Road and Lisson Grove, around 289 units. The street market has approximately 200 stalls trading on a Saturday and 80-90 Monday – Friday.

Indicators CHSTW WCCAV

Population Size 11,962 11,193 Average Household Income £25,355 £38,567 Lone Parents Not in Employment 68% 58%Worklessness (working age) 18% 9% JSA Claimants 4% 2% Housing - OCH 22% 12% Education 15 % Students with 5GCSEs A*-C in English & Maths 61% 68% HealthMale Premature Mortality Ratio 162 87Female Premature Mortality Ratio 160 78

A study on Retail Footprint (RF) within a1-2 mile radius from Church Street was undertaken in 2012 by a research consultant. The research looked at residents, workers and tourists spending for specific Retail Foot print centres. Church Street and Edgware road fall within a larger London urban centre and in 2012 was 9th in the RF table as a significant Retail Footprint Centre having a retail footprint score of 336 representing 2.8% of the market share at a 2-mile radius from Church Street. Key areas of competition are from: Marlybone, Knightsbridge, Notting Hill Kilburn and Chalk Farm.

The current business and enterprise environment is weak.

StrengthsCommunity SpiritHeritageLibrary Services

OpportunitiesProvide enterprise spacePop – up shop activityImprove Shop frontsImprove signage

WeaknessesLow salesHigh rental valuesMany Empty ShopsNot enough new businesses

ThreatsParkingCrimeUncertainty of full impact of regenerationEmpty Shops

5. Retail Swot Analysis

Sector Strengths WeaknessesAntiques AQ is a uniquely important asset to Westminster. It commands a

dignity and affluence that creates a strong presence of wealth and stability to the Street.Shops are generally clean and the offer is eclectic and of high quality.Has very eccentric mix of merchandise and draws an audience further from the locality.

The AQ sector is experiencing a lull in activity and there have been 3 departures from the street since May 2016.The Street is untidy, lacks animation and needs an event to draw footfall, empty shops is also a concern. Signage needs improving.Frontages obscured by high-sided vehicles connected with the market trade activity.

Market Trading The Market has a strong community spirit. Traders are warm and friendly.A new storage facility is being provided for some traders.Saturday Market Trading continues to generate good takings and footfall.

Parking, waste collection, storage, waste compacting, power and water supply are lacking for some traders. Goods and merchandise not well presented or consistently price-tagged. Stall designs are generally poor. Beggars seen to frequently. Not enough Police presence.

Non-Retail A number of small independent businesses that have been established in Church Street for a long time.

Footfall and the trading environment not attractive. Low level crime and lack of Police presence.

Retail The retail offer in Church Street is mixed and includes: small independent convenience shops, Pound Shops and traditional big retail brands. The goods on offer are consumables, comparison goods, fabrics and textiles. There are prestigious Fabric and Textile brands and an independent Jeweller.

Same products are being replicated in retail and market stalls. Not enough Police presence in the area.

Other Business and Enterprise Opportunities

There are local businesses that would like to have space to occupy but cannot afford commercial rent at start-up stage. There is a local appetite for enterprise.

Not sufficient quantum of enterprise space to cater for a wide range of maker space activity in the local area.

Sector Opportunities ThreatsAntiques AQ is an important part of the future of Church Street and it is

important to support them in the short/medium long term through high profile interventions.Pop up activity is an area that will create interest in this sector and promote the offer across a wider international audiencesA high profile event that brings a large interest from antique dealers from outside the borough will be a driver for increased footfall and awareness of the AQ offer and generate sales uplift.

High rental values and business rates could threaten the occupancy level of the street. A high vacancy rate will also affect vibrancy and detract from the appeal of the Street.Issues of crime and anti-social behaviour have been cause for concern.A move to on-line marketing and reduction in the traditional use of premises.Brexit has been referenced as a possible contributor to ‘uncertainty’. This is outside the scope of this document.

Market Trading Support the market and improve its look, arrangement and offer.Set up a market traders association – they are currently not well represented.Set up a bi-weekly drop-in session.To build a pavilion or open structure for market use and or events related to food, entertainment and performing arts.Explore a new management model for the market.

Low value goods and too much of the same offer.

Non-Retail Recommend business advice /support initiatives. Provide well-being advices. Suggest up-skilling of existing staff. Growth and expansion arising from regeneration.

High rent, business rates and street cleanliness.

Retail Improved shop fronts and a secure trading environment. Introduce an anchor tenant as part of regeneration of key sites. Liaising with Police highly recommended at early stage designing. Develop a preferred tenancy profile for new retail space and a menu of WCC options for businesses at risk.

There is uncertainty about the regeneration and what impact it will have.

Other Business and Enterprise Opportunities

To support new local businesses, encourage trader progression to commercial premises.Ex Kiki’s community use or a community centre point.Lisson Arches to provide much needed enterprise space.

Competition from neighbouring boroughs with a better offer of affordable working space.

6. Objectives and Priorities for AQ

Objective 1: To ensure a thriving business environment pre and post regeneration by delivering a series of socially/culturally engaging and economically stimulating events that will create 3 jobs and reactivate 3 of the empty shop.

Priorities 1: Support the AQ in delivering a high profile event to drive up footfall and stimulate visitor and AQ market interest in Church Street.

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

1.1 Develop Plans and confirm funding with AQ

TBC AQ WCC 2017

1.2 AQ to liaise with Police, Ambulance and Fire brigade

TBC AQ WCC 2017

1.3 Agree with WCC what assistance is needed

TBC AQ WCC 2017

1.4 Monitor/Review event success TBC AQ WCC 2017

Priorities 2: Promote a series of Pop-up activity to drive economic activity and footfall along AQ parade of empty shops

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

1.2.1 Secure agreement from CP TBC WCC AH/GVA 2016-2017

1.2.2 Assist with marketing of units TBC WCC AH/GVA 2016-2017

1.2.3 Assign units to occupants TBC WCC AH/GVA 2016-2017

1.2.4 Monitor/Review event success TBC WCC AH/GVA 2016-2017

6a. Objectives and Priorities for Market Trading

Objective 2: We will create a better trading environment for existing and new traders to thrive and progress; ensure that their views are taken into consideration at all stages of consultation on regeneration.

Priorities 1: Develop and design a better trading environment

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

2.1.1 Master Plan to develop capacity and layout including zoning

TBC WCC PBA/LDA 2017

2.1.2 Provide storage space for existing traders and plan for future needs

TBC WCC PBA 2017

2.1.3 Master Plan to work up proposals for utility provisions and access

TBC WCC PBA 2017

2.1.4 Specialist consultancy to advise on the most efficient operating model

TBC WCC PBA 2017

Priorities 2: Facilitate the development of a market traders association

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

2.2.1 Meet with Traders and agree representatives

TBC MKT WCC 2017

2.2.2 Draft and agree terms of statement of institution

TBC MKT WCC 2017

2.2.3 Gain WCC approval and sign-off of MTA

TBC MKT WCC 2017

2.2.4 Attend meetings and participate in BAU matters.

TBC MKT WCC 2017

6b. Objectives and Priorities for Non-Retail

Objective 3: We will facilitate growth of the local economy through targeted support and up-skilling advice to local businesses to strengthen work force and stimulate productivity.

Priorities 1: Effectively engage with non-retail sector

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

3.1.1 Visits to businesses to introduce Business support offer

TBC WCC 2016-2017

3.1.2 Visits to businesses to introduce Employment and skills support

TBC WCC 2016-2017

3.1.3 Visits to businesses to promote opportunities arising through regeneration

TBC WCC 2016-2017

3.1.4 Visit to businesses to recommend higher education NVQ’s and apprenticeships as part of growth

TBC WCC 2016-2017

6c. Objectives and Priorities for Retail

Objective 4: We will support the local business community through change and uncertainty and ensure that businesses affected by the development are compensated if eligible.

Priorities 1: Develop a menu of options for businesses likely to be put at risk as a result of the regeneration.

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

4.1.1 Obtain a full and current list of all business tenants along development areas

TBC WCC 2016-2017

4.1.2 Work with Master Planner to identify alternative locations for businesses at risk

TBC WCC PBA 2016-2017

4.1.3 Consultation meetings with affected businesses

TBC WCC 2016-2017

4.1.4 Prepare notice letters with options for compensation where eligible -

TBC WCC 2017-2018

Priorities 2: Develop proposals for the retail offer by engaging with existing established long standing businesses, prospective anchor tenants and determining retail footprint requirements.

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

4.2.1 Early stage conversation to be undertaken with key businesses

TBC WCC PBA 2016-2017

4.2.2 Early stage conversations to be undertaken with Police

TBC WCC PBA 2016-2017

4.2.3 Business Consultation events to present development progress

TBC WCC PBA 2016-2017

4.2.4 Retail designs finalised and submitted for PA

TBC WCC PBA 2016-2017

6d. Objectives and Priorities Other business and enterprise opportunities

Objective 5: We will deliver significant enterprise space at Lisson Arches to provide opportunities for local entrepreneurs

Priorities 1: Identify a preferred operator and progress to commissioning

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

5.1.1 Engage with Tech Shop and secure draft framework agreement

TBC WCC CWH 2016

5.1.2 Community Consultations Lisson Grove

TBC WCC CWH 2017- 2018

5.1.3 Secure Full Legal Agreement from Tech Shop

TBC WCC CWH 2017- 2018

5.1.4 Pre-delivery activities in Lisson Grove

TBC WCC CWH 2017-2018

5.1.5 Pre-commissioning engagement TBC WCC CWH 2017-2018

5.1.6 Site Completion TBC CWH WCC 2018

5.1.7 Full site hand over to operator Tech Shop WCC CWH 2018-2019

6e. Objectives and Priorities for Empty Shop Units

Objective 6: We will ensure that our empty shops strategy allows for arts, media and culture activities and to keep the vacancy level below the national average.

Priorities 1: Ensure that all vacant units are being marketed for short-term pop-up activity or short-medium term let

Ref Action Costs Lead Partner Supporting Partner (s)

Target Completion Date

Progress RAG Status

6.1.1 Review list of all vacant units and develop a programme of activity across all units

TBC WCC AH/GVA 2016 - 2017

6.1.2 Engage with arts, music, theatre groups to elicit interest

TBC WCC AH/GVA 2016 - 2017

6.1.3 Invite full proposals from applicants TBC WCC AH/GVA 2016 - 2017

6.1.4 Work with CP to draft terms for occupancy and review vacancy status monthly

TBC WCC AH/GVA 2016 - 2017

6.1.5 Let units TBC WCC AH/GVA 2016 - 2017

6.1.6 Monitor pop-up events TBC WCC AH/GVA 2016 - 2017

6.1.7 Review and Evaluate success TBC WCC AH/GVA 2016 - 2017

See appendices for availability/non-availability of vacant units

7. Actions to Delivering the Strategy

In delivering the B&E Strategy, the Council will apply the guiding principles of:-

Partnership working; Provide a platform for local businesses and traders to have a voice and

influence issues affecting their viability security; Being inclusive; and Using previous and current research information about the area to inform the

decision making process.

The delivery plan lists a set of actions and tasks which will be developed and supported by a range of measurable outcomes delivered by the Council or in partnership with key stakeholders.

Achieving the objectives in the Strategy will depend upon a public/private sector approach and effective joint working with Futures Steering Group, Working Groups and stakeholder input.

8. Measuring Progress, Monitoring, performance and evaluation

The delivery plan will provide the mechanism to monitor progress towards the strategic objectives and more specifically support the following outcomes:-

An increased proportion of local long-term unemployed residents are able to find work in Church Street Ward.

Increase net workspace provided for the local community. Increased economic vitality across Church Street Ward. Better use of empty shops and pop-up activity.

Mechanisms for monitoring the majority of the objectives are to be discussed and agreed by FGS and working groups. This will include developing an agreed approach to data collection and monitoring performance across the Ward or Street.

9. Reference

This Strategy has been informed by evidence and research from the following sources and is further informed through consultation with the business community:

Knight Frank - Church Retail Strategy Report 2013 Futures Plan 2016 Church Street Market Development Plan 2013 Church Street Ward Profile 2014

Appendices 1Empty Shops vacancy status – Church Street/ AVL =AVAILABLE, NAVL = NOT AVAILABLE

Street Number

Use Class

Size SQFT

Status Pop Up activity rental

Oct/16 Nov/16 Dec/16 Jan/17 Feb/17 Mar/17 April/17

6 A1 876 (G+B)

Under Offer To be negotiated

AVL AVL NAVL NAVL NAVL NAVL NAVL

24 A1 715 (G+B)

Under Offer To be negotiated

AVL AVL NAVL NAVL NAVL NAVL NAVL

31-33 A1 1600 (G+B)

Not in use To be negotiated

AVL AVL AVL AVL AVL AVL AVL

35-37 A1 1600 (G+B)

Not in use To be negotiated

AVL AVL AVL AVL AVL AVL AVL

49 A1 830 (G+B)

Under offer To be negotiated

AVL AVL NAVL NAVL NAVL NAVL NAVL

56 A1 560 (G) VOID N/A NAVL NAVL NAVL NAVL NAVL NAVL NAVL

58 A1 500 (G) Not in use N/A NAVL NAVL NAVL NAVL NAVL NAVL NAVL

62 A1 495 (G) VOID To be negotiated

AVL AVL AVL AVL AVL AVL AVL

66-72 A1 2650 (G)

VOID N/A NAVL NAVL NAVL NAVL NAVL NAVL NAVL

Above availability status to be reviewed by working groups on an on-going basis

Appendices 2

Empty Shops key reactivation milestones

Indicative dates:

October/November 2016 - September 2017 – Reactivate 66-72 Church Street use for Community Safety Centre Point, Arts and culture activities, adult education and community events.

November/December 2016 – November 2017 – Reactivate 24 Church Street – Pop-Up Shop Short Term Use, Medium Term (1-2 Years), Long Term (3-5 Years) – Flexible Lease arrangement.

October 2016 – September 2017 – Reactivate 31-33 Church Street – Pop-Up Shop Short Term Use, Medium Term (1-2 Years), Long Term (3-5 Years) – AQ new tenants on a flexible lease arrangement.

October 2016 – September 2017 – Reactivate 35-37 Church Street – Pop-Up Shop Short Term Use, Medium Term (1-2 Years), Long Term (3-5 Years) – AQ new tenants on a flexible lease arrangement.

October/November 2016 Reactivate 49 Church Street, Pop up shop short-term use until new tenancy is agreed.

October 2016 – April 2017 – Reactivate 62 Church Street, Pop up shop short-term use.

January 2017 – April 2017 – Reactivate 56 Church Street, (Currently not in use).

October 2017 – July 2017 - Reactivate 58 Church Street, (Currently not in use).

Appendices 3

Market Trader preferred operating requirements

Traders have stated that the market needs visual improvement, arrangement and clearer pitch markings. Zoning is also a need and the current set up is incoherent at best.

Reorganising the market should be a key objective in the master planning process. Recommendation of high standard Stalls and colour designations for different product groups would also be strongly recommended.

Storage will also need to be looked at as the current storage provision does not meet the needs of all the traders.

The possibility of secure fixtures (anchor bolts) on the road surface may need to be looked at with Highways.

Zoning Options1. Trading Stalls located in centre of street2. Trading Stalls located on one side of the street3. Trading Stalls located as per current set-up

Colour Coding1. Green – Fruit and Veg/Sea food2. Yellow – Clothing/Luggage and Fabrics3. Blue – Hot food and out-door restaurant activity

Stalls Options1. High Standard Gazibos with Fire proof fabric2. High Standard Gazibos with standard fabric3. High Standard Gazibos minimum requirements

Storage Options1. Existing Venables Street solution2. Additional Space provided3. Traders secure alternative storage options

Pitch Markings1. To be discussed with Highways and Planning authority

Anchor Bolts1. To be discussed with Highways and Planning authority

Power Supply1. It is recommended that, power provisions be looked at for the new market

arrangement. Early-stage discussions with utility providers are advised.Water Supply

1. It is recommended that, water supply be available. Early-stage discussions with utility providers are advised.