vol 1 retail study

Great Yarmouth Borough & Waveney District

Retail & Leisure Study: Final ReportGreat Yarmouth Borough Council Version

Volume 1

August 2006

Private and Confidential

DTZ Consulting & Research One Curzon Street London W1A 5PZ

Great Yarmouth Borough & Waveney District Retail and Leisure Study Great Yarmouth Borough Council Version

August 2006

0507612B

Contents

Volume 1 Page

Executive Summary i

1 Introduction 1

2 The Policy and Regeneration Context 3

3 Study Area Overview 12

4 Centre Profiles: Great Yarmouth 26

5 Healthchecks: Gorleston 41

6 Healthchecks: District and Local Centres 49

7 Prospects for Retail - Market Demand 53

8 Prospects For Retail: Capacity Assessment 67

9 Leisure Futures: Market Demand and Capacity Assessment 92

10 Summary, Strategy and Recommendations 110

Glossary

Great Yarmouth Borough & Waveney District Retail and Leisure Study Great Yarmouth Borough Council Version

August 2006

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Volume 2: Appendices

1. Summary Sheets – District Centres 2. Summary Sheets – Great Yarmouth Local Centres 3. Summary Sheets – Waveney Local Centres 4. Key Performance Indicators 5. Analysis of Key Multiple Representation 6. Retailer Requirements – Great Yarmouth 7. Retailer Requirements – Lowestoft 8. Retail Expenditure – Growth Forecasts 9. Comparison Goods Retail Capacity Assessment: Scenario 1 ‘Baseline’ 10. Comparison Goods Retail Capacity Assessment: Scenario 2 11. Comparison Goods Retail Capacity Assessment: Scenario 3 12. Convenience Goods Retail Capacity Assessment: Scenario 1 ‘Baseline’ 13. Convenience Goods Retail Capacity Assessment: Scenario 2 14. Convenience Goods Retail Capacity Assessment: Scenario 3 15. Leisure Participation Profile – Great Yarmouth 16. Leisure Participation Profile – Waveney 17. Tourism and Spending Analysis for the Study Area 18. Cinema Screen and Seat Capacity Analysis 19. Planning For Tourism

Volume 3: Household Survey Analysis

Volume 4: Opportunity Site Assessment

Great Yarmouth Borough Council & Waveney District Council Retail and Leisure Study

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Executive Summary

1 DTZ were jointly commissioned by Great Yarmouth Borough Council and Waveney District Council in order to provide a retail and leisure study in line with Central Government guidance. It will inform and support the preparation of their respective evolving Local Development Frameworks (LDFs) and with the assessment of retail and leisure proposals.

2 By way of background information the study area covers Great Yarmouth Borough and Waveney District (Figure 1), which is home to c.210,000 people. The study area is geographically situated at the eastern most point of the British Isles. For centuries the area has been dominated by maritime and military industries, which had a significant impact on its social, economic and political life. The area is known for its poor accessibility and overall communications, which contributes to its relative isolation.

Figure 1: Study Centres

3 Today, the settlements have somewhat diversified from this image and play host to an expanding number of visitors. Within the study area, Great Yarmouth and Lowestoft are the main centres for retail and leisure activity within their respective administrative areas and their attractiveness needs to be enhanced to ensure their long-term vitality and viability. It is no secret that Great Yarmouth and Lowestoft need to encourage development to increase their performance and to achieve sustainable economic growth.

Hierarchy of Centres

4 When considering retailing in the Great Yarmouth Borough and Waveney District it is important to bear in mind the shopping offer of other destinations in the region. By


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understanding the context of retailing beyond the study area, a fuller understanding of the realistic scope for managing change can be gained. In this way, the study centres’ retail performance and prospects cannot be divorced from those of competing centres, both higher up and lower down the shopping hierarchy. A significant improvement to one centre holds the threat of drawing trade from others.

5 The settlements of Norwich (regional centre) and Ipswich (sub-regional centre) are the dominant retailing centres in the sub-region with their greater range of comparison goods stores, which include department stores, variety stores, key fashion retailers and an extensive range of national multiple retailers. Subsequently, the centres dominate extensive catchment areas and, while predominantly rural in nature, they encompass a variety of surrounding towns and villages in their hinterland.

6 The retail and leisure attractiveness of both centres has a significant influence on the centres contained within the study area. Furthermore, it is likely that the investment and expansion of their provision will continue to increase in the foreseeable future, (e.g. the new Chapelfield Shopping Centre in Norwich city centre) and this will inevitably have implications for the study centres. In short, if other centres in the study area’s hinterland improve their offer, so must the study centres, especially Great Yarmouth and Lowestoft, if they are to retain and/or enhance their current position.

Figure 2: Network of Study Centres

7 Great Yarmouth and Lowestoft (higher town order centres in the hierarchy – see Figure 2) offer a range of convenience and comparison goods shopping, as well as service facilities normally associated with centres of this size and influence. At this level in the retail hierarchy, a selection of quality national multiple retailers are present, but there is no


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significant department store representation (i.e. John Lewis, Selfridges, House of Fraser, Debenhams). These centres collectively address district needs and requirements.

8 Moving down the shopping hierarchy are the towns of Beccles and Gorleston wherein the comparison shopping and service facilities serve principally local needs. Compared to the above hierarchical tier, national multiple retailer representation is limited. In terms of convenience shopping, the provision in each of the centres is dominated by a large foodstore. Subsequently, the catchment areas for main food and top-up food shopping serve a wide catchment area, extending beyond the town boundaries.

9 Lower down the shopping hierarchy are the smaller market towns of Bungay, Halesworth and Southwold, wherein the shopping function; together with community activities (i.e. community centres, libraries, health services and other public amenities) serve local needs only. Although, there is definitely an increased emphasis on convenience shops and services, the majority of their food and non-food expenditure is leaked to higher order centres in the hierarchy, but this is to be expected. Their current performance and future prospects increasingly relies upon the independent retail sector.

10 There is, however, a lower level still in the shopping hierarchy that embraces small district and local centres. These centres, positioned in predominantly residential surroundings, generally contain only a parade of small shops, normally anchored by convenience stores and containing ancillary services (such as banks and post offices), serving a walk-in catchment population. They are entirely reliant on local expenditure or passing trade (i.e. proximity to a busy road). In these centres, especially local centres, national multiple representation is negligible.

11 At the various levels in the shopping hierarchy, each centre has a different role and function, performance level and potential prospects. The established hierarchy does not prevent the smaller centres from continuing to be viable. Their current role is to provide for the day-to-day needs of the local population and, moreover, a range of shopping for less mobile shoppers.

Great Yarmouth

12 Great Yarmouth town centre functions as a retail, commercial, cultural, educational and leisure destination. The retail provision is dispersed across a wide area, but the focus of commercial activity in the centre, especially comparison goods retailing, continues to be centred on the pedestrianised Market Place/King Street, which has a north-south axis, and Market Gates Shopping Centre, which runs perpendicular to the central spine. All other shopping areas within the centre can, in our opinion, be deemed secondary.

13 It is our view that Great Yarmouth has a relatively healthy centre. It has two department stores and the full complement of variety stores (Marks & Spencer, Bhs and Woolworths). It also has one of the ‘big four’ foodstore operators namely Sainsburys in its centre, albeit edge-of-centre. At this level in the shopping hierarchy all these retailers serve an important anchor function to the centre because they continue to bring shoppers into the centre frequently and regularly. The centre also benefits from a diverse range of other uses, as well as a popular sandy beach, that all encourage visitors into the centre.

14 However, we are concerned about the high level of vacancy in the centre, both in terms of outlets and floorspace, as well as the recent decline in the centre’s yield. There has also been a limited scale of new development in the centre in recent years, which leads us to the view that whilst the centre maybe vital, it is not particularly viable in terms of attracting new development and investment. All these factors do not point to a vibrant and robust centre. Moreover, given the proximity of Great Yarmouth to the regional centre of


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Norwich, it is likely that Great Yarmouth will continue to lose some trade to this dominant centre in its hinterland, especially in terms of expenditure in fashion goods.

15 On a more positive note, at the time of writing the new owners of Market Gates Shopping Centre had recently submitted an application for planning permission to increase the gross floorspace of the shopping centre by 9,354 sq.m. In our view, the potential investment to be pumped into the tired scheme, together with the reconfiguration of some small units to suit modern retailer requirements, will be a welcome boost and could act as a springboard for enticing new retailers to occupy the voids that currently exist in the centre. Moreover, it will help Great Yarmouth town centre to maintain and enhance its overall vitality and viability.

Lowestoft

16 Lowestoft town centre is the principal shopping and commercial centre within Waveney District. It performs a strong role as a functional town centre catering for the convenience, comparison and service needs of the district’s population. The centre is segmented into two halves by virtue of the busy Artillery Way, which acts as a physical barrier. From the retail perspective, the threat remains that the shopping centre is in danger of breaking into two. On the one hand, the retailing to the south focuses on the prime pitches of London Road North and The Britten Shopping Centre. On the other hand, to the north of Artillery Way is the secondary pitch of the High Street. However, between the two divided retailing areas there does not appear to be a particularly strong link.

17 An important anchor function to the town centre as a whole is served by the department stores, the three variety stores and the two principal foodstores, which perform main trip and top-up food shopping roles. However, there has been no substantive new development in the centre over the past decade or so. In this way, it will never compete directly with the higher order centres in the East of England, which continue to improve their retail offer.

18 At this level in the shopping hierarchy we consider that Lowestoft is generally performing well at the moment. There are a limited number of vacant properties, rental levels and yields are both improving, the centre is predominantly pedestrianised which allows shoppers to peruse the shops in a pleasant and safe environment.

Beccles

19 The rural settlement of Beccles is the largest of the four market towns in Waveney District. It serves the shopping and service needs of the town’s population and neighbouring villages. Given that the centre does not have a wide range of national multiple retailers and the representation of variety stores is restricted to Woolworths, it is our view that the important anchor function to the centre as a whole is served by the Co-op Westgate department store and the new edge-of-centre Tesco supermarket, which performs main trip and top-up food shopping roles. With regard to the latter, if the resident population undertake food shopping locally, they may be inclined to resist other shopping destinations for non-food visits and other shops in the centre are therefore supported. In this way, this type and size of supermarket in this location are in many respects ideal in this size of centre. Now that Beccles shopping function is better anchored, its overall prospects for the future are enhanced.

20 Despite the centre’s current relative health, we are concerned that the limited amount of investment in traffic management in the centre will result in the town slightly losing its competitive edge and attractiveness. Subsequently, it does need a further injection of investment in this area in order to remain robust and competitive. Overall, there is no room for complacency.


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Gorleston

21 Gorleston does not boast the historic streetscape and charm of the majority of the study centres. Instead, it contains a purpose-built, functional and well-managed retailing centre. It trades in the shadow of Great Yarmouth and this is likely to be the case for the foreseeable future. There is a real lack of “quality” retailers in the centre and this is reflective of the fact that the centre does not attract a large number of shoppers from a wide catchment. This point is reinforced by the dominance of fashion retailers at the lower end of the market, which occupy units in the primary shopping pitch.

22 Whilst there is no specific evidence to point to a picture of fragility or decline in Gorleston town centre (i.e. the low level of vacancy), the very limited list of national multiple retailers seeking representation and the centre’s decline in the national rankings does not point to a vibrant and robust centre. We believe that Gorleston’s future performance and prospects will depend upon its ability to meet local residents and tourists needs effectively. In this way, every opportunity should be taken to sustain or enhance the important food shopping function and to continually seek to improve its existing environment and townscape quality.

Bungay

23 Bungay is an old market town rich in history, which is slightly larger than Halesworth and Southwold in terms of retail floorspace. At this level in the hierarchy, the town centre provides important shopping and service facilities. These serve their role well with catering for the basic shopping and service needs of the town’s inhabitants and its rural hinterland. Moreover, the specialist-shopping element (i.e. antique shops) encourages the occasional visitor into the centre, which is important to the centre’s overall well-being. We are, however, concerned about the high level of vacancy in the centre.

Halesworth 24 Halesworth has an attractive and vibrant town centre, which accommodates a high

proportion of convenience shops and services catering for the local population’s needs. In our view, it is this level of basic shopping facilities that underpins the centre’s relative vitality and viability, which serves local residents and those in the south of the district.

Southwold

25 The heritage seaside resort of Southwold has an alternative shopping role to that of the other landlocked market towns. The centre is anchored, collectively, by the specialist retailer trade. In this regard, its reputation is far reaching and visitors will travel a considerable distance to enjoy the specialist trading opportunities. The small and historic shop units positively lend themselves to this type of trade.

26 Southwold has a dual shopping role, serving local residents and tourists alike. With this in mind, it is important that the town’s range of shops and services, which rely heavily on visitor expenditure, do not become too influenced by the tourist market, and continue to cater for the local population. This has important implications for sustainability and the less-mobile local residents. Encouragingly, the vacancy level is extremely low.

District and Local Centres

27 In general terms, the district and local centres within the study area appear to be healthy and are serving their roles by catering for the needs of their local catchments. However, there is scope in some centres to consolidate the centres and allow the focus of retail and service uses to be focused in a single, tighter area. For example, there is potential in Bells Road to convert existing vacancies in peripheral areas to residential use. Similarly in Kirkley, which


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also has a large number of vacant units, and lacks basic service provision (such as banks and a post office), would benefit from further convenience and service representation to help strengthen the role of the centre.

28 Overall, we recommend that the district and local centres’ important role and status in the study area should be strengthened, particularly where new population growth is forecast.

Retail Capacity Findings

29 Our study has focused on the next fifteen years to identify how changes in population, personal spending levels and future retail business requirements will affect the capacity for new development in the retail and leisure sectors. Our findings suggest an increase in spend especially for the non-food comparison goods sector, as well as for convenience retailing. Our key findings are as follows:

• population across the Great Yarmouth Borough zone is set to increase by 10.9% increase (from 92,203 in 2006 to 102,221 in 2021) and by 12.5% across the Waveney District zone (from 117,483 in 2006 to 132,202 in 2021).

• the total available comparison goods spend in the defined study area is set to almost

double from total potential available spend on comparison goods. It will increase by +96% between 2006 and 2021. In contrast, spend on convenience goods is forecast to increase by only +12% over the same period under the baseline scenario.

• by 2021, this translates to a median level available residual spend of £250m in Great

Yarmouth Borough seeking new comparison goods floorspace after accounting for committed floorspace in the development pipeline. In Waveney District this translates to a median level residual spend of £158m.

• depending on the intensity of trading in retail businesses, for Great Yarmouth Borough

this could lead to the requirement for between 29,000 sq.m net and 43,000 sq.m net additional comparison goods sales space by 2021. In comparison, for Waveney District this could lead to the requirement for between 18,000 sq.m net and 27,000 sq.m net additional comparison goods sales space.

• there is limited capacity for convenience goods retailing in the short (2011) to medium

(2016) term across both authorities. By 2021, the median range comparison goods projection for Great Yarmouth Borough is between 3,100 sq.m net and 6,300 sq.m net. The equivalent figures for Waveney District are in the range of 2,300 and 4,700 sq.m net.

• in summary, our capacity projections indicate:

- that there is a limited capacity for new convenience goods retailing up to 2011.

This is due to the minimal forecast growth in average spend levels and in the case of Waveney District this is compounded by the large quantum of new foodstore and convenience goods space with planning permission (c.3,300 sq.m net).

- more substantial capacity for new comparison goods retailing up to 2011 with

increasing capacity to 2021. We recommend that major new floorspace capacity is concentrated in the higher order town centres in the hierarchy. These centres have the critical mass of retailing and catchments to sustain significant new additions to their retail stock, which will help to reinforce their relative status as the principal shopping locations.


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• although there is potential capacity for new non-town centre comparison goods space, we recommend that this should be accommodated in town centre locations. It is also important to emphasise that government planning policy guidance stresses that existing centres should be the first choice for all new retail and leisure development. Only if there are no available, suitable and viable sequential sites to accommodate this type of retailing should consideration be given to edge-of-centre, and then out-of-centre locations. Any proposals in out-of-centre locations will also need to be subject to the usual tests, as set out in PPS6 (para. 3.4), and applicants will need to demonstrate:

- the need for development (PPS6: paras. 3.8 – 3.11) - that the development is of an appropriate scale (para. 3.12)

- that there are no more central sites for the development (paras. 3.13 – 3.19) - that there are no unacceptable impact on existing centres (paras. 3.20 –3.23)

- that locations are accessible (paras. 3.24 – 3.27).

Leisure Capacity

30 Within the context of a general increase in leisure expenditure, there is currently a

reasonable level of interest from A3/A4/A5 operators. Our analysis shows that by 2016, the potential capacity for this floorspace is between 3,520 sq.m to 7,890 sq.m net in Great Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in Waveney District.

31 There is a strong independent provision in terms of health and fitness activities within the study area. There is low market demand in terms of commercial leisure requirements, however this is matched by a lower than average take up of these facilities by the resident population. Existing facilities should be maintained and protected by promoting investment in facilities that would encourage an increase in participation by the local population.

32 There should be a capitalisation upon the outdoor pursuits afforded by Great Yarmouth and Waveney’s rural setting; in particular, promotion of activities such as cycling, fishing, shooting and bird watching which are already well-represented.

33 Cinema provision within the study area can be considered adequate. Operators should be encouraged to maintain investment in facilities to encourage more use by the local population. The capacity for additional screens is limited.

34 There is a higher than average propensity towards gambling within the study area. The dog track and racecourse should be maintained and protected to ensure this interest is consolidated as it is a major draw for the resident population. There is also strong market evidence for demand of casino facilities and a further scoping study is recommended to gauge the viability of the potential for a regional/sub-regional casino within the study area.

35 There is strong independent representation within the hotel market. In the future it is likely that budget chain operators will likely seek increased representation. The benefit will be increased competition with independent operators to ensure that the highest standard of hotel provision is maintained.

36 Cultural activities provide a crucial link between the hotel trade and tourism within Great Yarmouth and Waveney; current cultural activities should therefore be maintained and protected to ensure that their offer remains attractive.


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Strategy for the Study Area

37 It is widely anticipated within the study area that Great Yarmouth will improve its role and attraction as a dominant centre if the proposed phased ‘Market Gates’ redevelopment and expansion proceeds as planned. Furthermore, if (and when) the other potential development and investment opportunities in the centre come to fruition (such as the URC masterplanning exercise and the sites analysed as part of this study - The Conge, Stonecutters Way/Howard Street South area) they will also help to strengthen the town centre’s position considerably, leading to an increase in its overall attraction, catchment area and market share over time.

38 With the above in mind, and as previously stated, we are somewhat concerned with the lack of private sector investment in Lowestoft town centre in the recent past and in the development pipeline. As a result there is a need for Lowestoft to raise its status, using marketing and promotion initiatives. Standing still is akin to decline. Great Yarmouth at present has the benefit of investor interest in its centre. The implication for Lowestoft is to address this imbalance by encouraging market interest, say, by way of the URC initiative, but overall there is a further need to engage with, and attract, private sector investment in the retail and leisure stock within the centre. This needs to be through a process of dialogue that promotes the centre, but also places it on the radar of investors and retailers. The key aim of this process is to yield opportunities for redevelopment and reconfiguration within the centre that will create units suited to modern retailer requirements.

39 In our opinion, neither Great Yarmouth nor Lowestoft has a strong (quality) restaurant or evening offer. There would, therefore, appear to be potential to strengthen the eating and drinking offer in both centres as part of the URC regeneration initiative, which would also cater for any potential increase in tourists and visitors to the area.

40 Gorleston and Beccles perform and trade in the shadow of Great Yarmouth and Lowestoft respectively, especially in terms of comparison goods retailing. However, in terms of convenience retailing the foodstores play an important role in retaining expenditure from their respective catchments. This, to a certain extent, assists with the creating spin-off trade from which other retailers can benefit in each centre. In our opinion, Gorleston and Beccles perform an important role in the network of centres and should not be ignored as higher order centres move forward. In the medium to long-term, we recommend that a robust vision and strategy be developed for the centres to meet the challenge of new development and investment elsewhere in the sub-region.

41 We have acknowledged that, to varying degrees, the three lower order centres of Bungay, Halesworth and Southwold could have physical and planning constraints to their future development and growth. These attractive visitor centres need to maintain and enhance their important convenience offer, as well as advance their profile as part of a comprehensive spatial strategy on tourism as set out in government guidance.

42 In relation to the district and local centres, the majority of which are currently healthy, we recommend that a robust vision and strategy be developed, in the medium to long term, in line with their status. The aim should be to meet the challenge of new development and investment elsewhere in the study area. It is acknowledged, their growth will be more ‘organic’ than the higher order centres. For example, this could involve redefining their role so that it complements rather than competes with the main town centre offer and builds on tourist and visitor attractions where necessary.

43 We strongly recommend that all the centres’ overall vitality and viability be maintained and enhanced in accordance with PPS6. We consider that their growth needs to be in keeping with the relative status, character and catchments. In some cases the potential exists to build on waterfront locations and attractions, to create more vital and viable tourist and


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visitor destinations. In most cases, the medium to lower order centres are anchored by a foodstore, and supported by a range of other convenience and service businesses, as well as community facilities. It is our view that these smaller centres will only continue to flourish in the future if the scale and quality of their food offer and other facilities are maintained and enhanced.


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1 Introduction

Study Objectives

1.01 We have been jointly instructed by Great Yarmouth Borough Council and Waveney District Council in order to provide a retail and leisure study. It will inform and support the preparation of their respective evolving Local Development Frameworks (LDFs) and with the assessment of retail and leisure proposals.

1.02 The main objectives of the study are to:

• assess the vitality and viability of the main centres in the study area namely Great Yarmouth, Lowestoft, Beccles, Gorleston, Bungay, Southwold and Halesworth, as well as the general health of the key district and local centres.

• provide an indication of the likely future capacity and market demand for

additional retail and leisure floorspace across the study area.

• provide planning and market advice on a strategy for the future development of the main study centres and on identified key development sites within the study area.

1.03 In order to address the key objectives of the study in a robust and comprehensive manner,

our report is divided into the following inter-related sections:

• Policy and Regeneration Framework (Section 2) – since national planning policy has been subject to recent changes, we consider it prudent to set out in the first instance our understanding of contemporary planning policy guidance. This will be followed by the retail and regeneration policy context at the regional and local level.

• Study Area and Hinterlands Retail and Leisure Overview (Section 3) – an

examination of the study area’s demographic and socio-economic profiles, the retail hierarchy, as well as out-of-centre retail and leisure provision.

• Centre Healthchecks (Sections 4, 5 and 6) – these sections examine the relative

strengths and weaknesses of the study centres and draw on key performance indicators set out in PPS6.

• Prospects for Retail: Market Demand (Section 7) – provides an assessment of

the key trends driving market demand in the retail sector and how this is manifesting itself in terms of requirements for representation in the study area’s centres. We also review the potential growth and impact of e-commerce on UK shopping patterns and town centres.

• Retail Futures: Capacity Assessment (Section 8) – assesses the potential capacity

for new convenience and comparison goods retailing using our Re:Map model.

• Leisure Futures: Market Demand and Capacity Assessment (Section 9) – assesses the key trends driving market demand in the commercial leisure sector and forecasts the potential capacity for leisure provision within the study area.

• Town Centre Futures: Strategy and Recommendations (Section 10) – draws

together the main findings and sets out our strategy and recommendations as to the future role and potential of the study centres.


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1.04 This Volume 1 report should be read in conjunction with:

• Volume 2 – which comprises the technical appendices. • Volume 3 – containing the results of the household survey.

• Volume 4 – which considers a planning and commercial appraisal of the suitability

and viability of six opportunity sites. This has been achieved in accordance with advice contained in PPS6.


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2 The Policy and Regeneration Context

2.01 This section provides a summary of the planning policy and regeneration context relevant to the future growth and development of the study centres within Great Yarmouth Borough and Waveney District.

National Planning Policy Context

2.02 Since the 1980s there has been a dramatic change in Britain’s urban and retail landscape driven by a range of socio-economic, demographic and property market trends. Retail, leisure, entertainment and employment activities have shifted away from central locations to out-of-centre destinations, impacting on the relative role, attraction and viability of many of Britain’s cities and towns.

2.03 As a result Britain’s high streets have radically changed in their appearance and function over the last thirty years. Traditional streetscapes of small shops, mixed with office, residential and other uses, have been replaced by large shopping malls. As a result, many of Britain’s larger towns and cities are now dominated by a number of major national multiple retailers and brands.

2.04 This decentralisation of key uses and activities from their traditional high street locations resulted in a significant shift in Government thinking and policy from the mid-1990s onwards. The production of PPG6 and PPG13 strengthened the role of the planning system and placed increased emphasis on sustainable mixed-use development, underpinned by high quality urban design. This revised policy has significantly curbed the growth of new out-of-centre retail and leisure developments.

2.05 The Government’s thinking was further clarified and strengthened by a number of subsequent Ministerial Statements, along with the publication of the Urban White Paper (2000) -‘Our Towns and Cities: The Future’. This provided another explicit statement of the Government’s main objective to reverse town centre decline and create vibrant mixed-use urban areas, characterised by thriving daytime and evening economies.

2.06 The original PPGs are currently in the process of being updated, in line with the Government’s wider objective to revise and speed up the planning system. The replacement for PPG6 - Planning Policy Statement (PPS) 6: ‘Planning for Town Centres’ - was published in March 2005 and many of its policies reproduce, or are closely based on, existing policies in PPG6. At its launch the Planning Minister emphasised the “town centres first” message, stating that: “…the creation of thriving town centres that provide local people with retail, leisure and other facilities they need is of critical importance to our vision of sustainable communities…”. A number of ‘daughter’ guidance papers are scheduled to follow, including guidance on undertaking assessments of need and impact for retail and leisure uses, as well as preparing strategies for smaller centres.

2.07 Amongst its many aims, PPS6 encourages Local Planning Authorities (LPAs) and Regional Planning Bodies (RPBs) to be more pro-active in planning positively for the growth and development of their towns and to work in partnership with the community and key stakeholders, including developers, retailers and leisure operators (para.2.15). It specifically states that local authorities should (para.1.6):

• develop a hierarchy and network of centres;

• assess the need for further main town centre uses and ensure there is the capacity to accommodate them;

• focus development in, and plan for the expansion of, existing centres as appropriate, and at the local level, identify appropriate sites in development plan documents;


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• promote town centre management, creating partnerships to develop, improve, and maintain the town centre, and manage the evening and night-time economy; and

• regularly monitor and review the impact and effectiveness of their policies for promoting vital and viable town centres.

2.08 Central to the advice in PPS6 is the sequential approach and the assessment of need and impact and these are briefly described below:

(i) The Sequential Approach

2.09 PPS6 reaffirms and expands the definition of the sequential approach. It states that local authorities should consider potential locations for new development in the following order (para.2.44):

• existing centres first; then

• edge-of-centre locations1 - with preference given to sites that are (or will be) well connected to the centre; and finally

• out-of-centre sites2 - with preference given to sites that are (or will be) well served by a choice of means of transport, which are close to the centre and therefore have a high likelihood of forming strong links with the centre.

2.10 The Government’s aim is to locate the appropriate type and scale of development in the right type of centre, to ensure that it fits into that centre and complements its role and function (para.2.41). In doing this, LPAs should be sensitive to the needs of the community and stakeholders, including developers and operators, and identify sites that are, or are likely to become available for development during the development plan document period.

2.11 The identified sites should allow for the accommodation of the identified need and be capable of accommodating a range of business models. In planning terms, the business model approach includes the scale and format of new development, car parking provision and the scope for disaggregation (para.2.45). A significant revision from the draft version of PPS6 is the requirement for the sequential approach to be applied to all proposed extensions over 200 sq.m gross.

(ii) Need and Impact Assessment

2.12 PPS6 states that LPAs should place greater weight on the quantitative assessment of need for additional retail floorspace development. However, it is not necessary to demonstrate the need or impact of retail proposals located in the primary shopping area, or for other main town centre uses located within the town centre (para.3.8). PPS6 confirms that local authorities should also take account of other qualitative considerations, specifically deprived areas that lack access to a range of services and facilities (paras.2.33 and 3.11). However, additional benefits in respect of regeneration and employment do not constitute indicators of need for additional floorspace, although they may be material considerations in the site selection process, depending on local circumstances (para.2.37).

1 For retail purposes ‘edge-of-centre’ is defined as a location that is well connected to and within easy walking distance (i.e. up to 300 metres)

of the primary shopping area. For all other main town centre uses, this is likely to be within 300 metres of a town centre boundary. Local circumstances should be taken into account such as local topography, perceptions of easy walking distance, barriers to movement and the attractiveness/safety of the route.

2 ‘Out-of-centre’ is defined as a location that is not in or on the edge of a centre, but neither is it necessarily outside the urban area. This

definition differs from ‘out-of-town’, which is essentially outside the urban area.


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2.13 PPS6 has created new optimism, new visions and new designs for town centres. However, research shows that there is increasing polarisation in investment and market shares between the top shopping locations and smaller centres. Many of Britain’s smaller and medium-sized urban and rural centres have suffered from reduced investment over a number of years. This is because developers and operators have targeted “less risky” major town and city centres, as well as out-of-centre locations.

Regional Planning Policy and Regeneration Context

2.14 We now briefly review the Draft East of England Plan, as well as the Norfolk Structure Plan and the Suffolk Structure Plan.

(i) Draft East of England Plan (December 2004)

2.15 Following the reform of the planning system in 2004, the draft East of England Plan will replace Regional Planning Guidance for East Anglia (RPG 6) and will also supersede the Norfolk Structure Plan and the Suffolk Structure Plan. The plan sets out a vision for the East of England to:

“sustain and improve the quality of life for all people who live in, work in, or visit the region, by developing a more sustainable, prosperous and outward-looking region, while respecting its diversity and enhancing its assets”.

2.16 Great Yarmouth Borough and Waveney District are considered to be priority areas for economic regeneration within the region due to weak economic performance and high levels of deprivation (Policy SS11). The plan also states that Great Yarmouth and Lowestoft are key centres where development and change will be focussed. A total of 478,000 net additional dwellings will be built in the region for the period 2001 – 2021, of which 6,000 in Great Yarmouth and 5,800 in Waveney. Higher levels of growth are planned for Norwich and Haven Gateway sub-region.

2.17 In terms of the retail hierarchy, the plan recognises that the East of England has an established structure of centres ranging from major regional centres to smaller market towns and villages, all of which play a key role in meeting the needs of their catchments. It can be noted that Great Yarmouth and Lowestoft are defined as regional centres.

2.18 The plan seeks to ensure that town centres are thriving, vibrant, attractive and benefit from investment, environmental enhancements and regeneration. The plan also notes that development in rural areas will be focussed in market towns and key service centres. Policy SS9 states that in order to sustain the viability and secure revitalisation of the region’s market towns, LPAs should consider the need to:

• accommodate additional housing, employment growth and economic diversification; • enhance the environment of the town centre; • improve the accessibility of the town by public transport from surrounding rural

areas; • extend provision for shopping facilities and services in the town centre; and • improve access to high-speed communications technology to assist economic

diversification.

2.19 The plan sets out specific objectives for the built-up areas of Great Yarmouth and Lowestoft. It acknowledges that these towns have had similar problems in recent years (resulting in relatively high unemployment and pockets of deprivation), but the area has many positive attributes including a high quality coastal, countryside and Broads environment and an important built heritage.


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2.20 The plan notes that the two ports offer scope for development of maritime related industries and the ability to act as gateways between the region and Europe. The plan states that existing industries should be developed and there should be diversification into new sectors with a particular focus on environmental assets and tourism. The plan notes the potential for:

• business parks and employment sites in South Gorleston and the Ness Point area of Lowestoft;

• South Denes/East Port area of Great Yarmouth, for urban regeneration and port related activities; and

• Lake Lothing (Lowestoft) for maritime and leisure industries, offshore wind energy and electronics.

2.21 Overall, the plan recognises that regeneration should focus on the urban renaissance of both

Great Yarmouth and Lowestoft. Priority areas and projects for brownfield redevelopment should be identified and particular attention should be made to waterfront sites.

(ii) The Norfolk Structure Plan (1999)

2.22 The Structure Plan provides an analysis of the strengths, weaknesses, opportunities and threats in Norfolk (see Table 2.1). It highlights the capacity for new investment in the area, whilst realising that there is a requirement to increase transportation links to reduce its relative isolation.

Table 2.1: SWOT Analysis of Norfolk

Strengths • quality of life (identity, tradition, culture)

• rich natural and built environment

• Norfolk's coast

• improved A11 trunk road

• good rail links to London from Norwich and King's Lynn

• Norwich Airport

• Norwich's regional capital role

• tourism

• presence of university, colleges and training provision

Weaknesses • lack of low cost housing in both urban and rural areas

• poor east-west trunk road and rail links

• no major sea ports with European links

• dispersed small settlements with declining rural services

• concentration of disadvantage in Great Yarmouth where there may be environmental constraints to some development

• no alternative to the car as a means of transport in some rural areas


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Opportunities • potential to develop Great Yarmouth’s outer harbour potential for improved links with Europe

• harnessing community involvement

• capacity at Norwich Airport

• potential for improved rail links between Great Yarmouth and the Midlands

• capacity of brownfield sites in central Norwich and King's Lynn ability to attract SRB, national lottery and other funding

• a range of market towns to act as rural and local centres

• restoration of a unique natural environment in the Broads and Brecks

Threats • damage to the environment from poor quality, badly located development

• increased car traffic

• lack of investment to improve trunk road links

• rail privatisation (loss of rural services)

• competition with rest of region e.g. Cambridge

• businesses vulnerable to external commercial decisions

• pressure on sensitive environments from visitors

• coastal erosion

• depletion of water resources with implications for the water environment damage to the Broads through sea flooding, pollution and development pressures

2.23 The Structure Plan sets out a framework for the future pattern of development in Norfolk.

In terms of retail development it provides a functional hierarchy of centres, which it seeks to improve and enhance. Great Yarmouth is defined as a sub-regional centre, Gorleston and other identified district centres, such as Caister, are classified as small town centres. The plan states that the concentration of facilities on the seafront in Great Yarmouth can be considered as part of the town centre for leisure and entertainment uses. The plan supports the enhancement of these centres and in particular promotes the vitality and viability of the market towns and smaller centres.

2.24 Great Yarmouth is a priority area for economic growth in Norfolk due to its high rate of unemployment and dependence on highly seasonal and volatile industrial sectors. Major housing, employment and commercial development will be located in Great Yarmouth in order for the centre to retain its vitality and viability. Links with Lowestoft are also important.

(iii) The Suffolk Structure Plan (2001)

2.25 The Structure Plan encourages economic growth in major settlements and market towns. Lowestoft is a priority area for regeneration and is intended to take a lead strategic role in accommodating new employment and significant housing growth. Objectives for Lowestoft include:

• strengthening the economic base;

• attracting inward investment;

• protecting and enhancing the attractive historic and natural environment;

• achieving the redevelopment of under-used industrial sites; and

• maintaining and expanding port facilities.


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2.26 Lowestoft, Beccles, Bungay, Halesworth and Southwold are classified as town centres. The plan seeks to maintain and enhance the vitality of these centres by ensuring a healthy retail sector and a wide range of other uses including residential. The development of accommodation and facilities for tourism is also important, particularly in the traditional seaside resorts of Lowestoft and Southwold.

2.27 The plan also notes the importance of strengthening market towns and villages. It states that many of the smaller market towns in Suffolk may be adversely affected by retail developments of less than 2,500 sq.m gross floorspace and as a result it advises that local authorities request impact assessments where such an impact is anticipated. Local Planning Policy and Regeneration Context

2.28 The key planning policy documents that have been reviewed at the local level are:

i. Great Yarmouth Borough Local Plan (February 2001) ii. Great Yarmouth Borough Local Development Framework (LDF)

iii. Great Yarmouth Local Development Scheme (LDS)

iv. Great Yarmouth Statement of Community Involvement (SCI)

v. Great Yarmouth Local Development Documents (LDD)

vi. Waveney District Local Plan Revised Draft (October 2002)

vii. Waveney Interim Local Plan (May 2004)

viii. Waveney Local Development Framework (LDF)

ix. Waveney Local Development Scheme (LDS)

x. Waveney Statement of Community Involvement (SCI)

xi. Waveney Local Development Documents (LDD)

(i) Great Yarmouth Borough Local Plan (February 2001)

2.29 The main objectives of the local plan are:

• to improve the health of the local economy (retailing is considered a key objective);

• to improve transport links to and within the Borough; and

• to protect the natural and built heritage.

2.30 Great Yarmouth is the main centre in the Borough and, in this way must maintain and enhance its role as a sub-regional centre. Gorleston is a smaller, more specialist district centre serving residents in the south of the Borough. The main challenges for retailing in the Borough are to ensure that the existing retail hierarchy is maintained and that any beneficial changes in retailing within the catchment are accommodated.


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2.31 There are several local centres within the Borough that serve the everyday needs of residents and the plan recognises the importance to enhance the range of retail and other uses, as well as the environment in these centres.

2.32 Furthermore, it highlights the role of seafront shopping and the value of facilities for tourists in Gorleston and Great Yarmouth. With regard to the latter, a significant amount of tourist shops are located along Regent Road and the plan seeks to safeguard retail uses in this area, because it links the seafront with the town centre and other uses (e.g. entertainment).

2.33 South Gorleston is recognised as having the potential to be a large development area comprising a business park, housing and open space. The need for community facilities, including local retail uses, is highlighted.

2.34 The plan discourages retail development on land considered to be more suitable and viable for other business/commercial and industrial employment uses. It is a strategic objective that land allocated for employment purposes is kept available so that the Borough can respond positively to economic growth.

(ii) Great Yarmouth Borough Local Development Framework (LDF)

2.35 The Borough-wide local plan discussed above will provide planning policy guidance until 2007. It will then be superseded by the LDF, which is designed to replace the current local plan according to new legislation, and provide guidance until 2010 or 2011.

2.36 The LDF will have the primary function of guiding the development of Great Yarmouth to achieve the planning related vision outlined in the Great Yarmouth Community Strategy. The Great Yarmouth Community Strategy (2020 Vision – the Revised Path to the Future) details three objectives to work towards: a prosperous and dynamic economy, a clean and safe environment, and a healthy and cohesive community.

2.37 To assist in meeting these objectives, the LDF will provide clear policies relating to the location and design of development that will be used in the assessment of planning applications, as part of the development control process. As such, the LDF will constitute:

• a Local Development Scheme (LDS);

• a Statement of Community Involvement (SCI); and

• a number of Local Development Documents (LDD), which are either Development Plan Documents (DPD) or Supplementary Planning Documents (SPD).

(iii) Great Yarmouth Local Development Scheme (LDS)

2.38 The LDS is a public statement of the Council’s three year programme for the preparation of Local Development Documents. The Great Yarmouth Local Development Scheme 2004 – 2008 came into effect on 29 April 2005.

2.39 The LDS informs the local community and stakeholders of the documents that will make up the Great Yarmouth Local Development Framework and the timescales for the preparation of these documents. It also establishes and reflects the Council’s priorities and enables work programmes to be set for the preparation of the documents, and establishes a timescale for the subsequent review of the documents.


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(iv) Great Yarmouth Statement of Community Involvement (SCI)

2.40 The Statement of Community Involvement (SCI) outlines how Great Yarmouth Borough Council intends to involve the community and organisational stakeholders in the preparation of the LDF, and outlines the arrangements for consultation on applications for planning permission.

2.41 The SCI was adopted on 12 January 2006. The document is divided into five main sections:

• Great Yarmouth Borough Community;

• Approach to Community Involvement;

• Standards for Local Development Documents;

• Standards for Planning Applications; and

• Monitoring and Improvement.

(v) Great Yarmouth Local Development Documents (LDD)

2.42 The Council has proposed that the Great Yarmouth LDF should include several Development Plan Documents (DPD):

• Core Strategy

• Generic Development Control Policies

• Area Action Plans

• Site Specific Proposals

• Proposals Maps

2.43 At the time of writing, these documents are at various stages of completion. The Core Strategy has reached the Preferred Options stage of the consultation process. The draft Core Strategy Preferred Options Development Plan Document comprises a long-term spatial vision and strategic objectives, a spatial strategy, core policies and a monitoring and implementation framework to reach delivery, and it will identify broad locations for delivering housing and other major development needs. A Sustainability Appraisal Report for the Preferred Options has also been produced, highlighting likely economic, social and environmental effects of the policies and proposals in the plan.

2.44 The Urban Regeneration Company ‘1st East’ has produced an Area Action Plan, which is discussed later in this section.

2.45 In addition, the currently adopted Supplementary Planning Guidance (SPG) documents ‘Residential Design Guidance for Norfolk (February 1998)’ and ‘Biodiversity Supplementary Planning Guidance for Norfolk (June 2004)’ will be reviewed for re-adoption as Supplementary Planning Documents (SPD).


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(vi) Waveney District Council Local Plan Revised Draft (October 2002)

2.46 The overall vision of the plan is to “promote sustainable development, and by directing most development to the urban areas, encourage regeneration, whilst protecting the district’s built heritage and natural environment”.

2.47 In a similar vein to Great Yarmouth Borough, regeneration is a key for the District Council. Lowestoft, in particular, suffers from severe economic and social problems. Although, many areas in Waveney (including Lowestoft and the market towns of Beccles, Bungay and Halesworth) have benefited from regeneration initiatives and funding over recent years, it is recognised that more work is required (refer to Table 2.2). Economic regeneration is a priority and it is considered essential that sufficient land is safeguarded for employment generating uses.

Table 2.2 Regeneration Areas in Waveney Lowestoft • On-going work to create an outward looking town with an improving

economic, social and physical environment

South Lowestoft • Regenerating the local economy

• Revitalising the local community

• Enhancing and conserving the environment

• Developing integrated transport

• Promoting tourism

• Providing attractive retailing

Lake Lothing, South Lowestoft • Encourage more commercial uses to complement existing industrial

uses.

• Improve access via the construction of the South Lowestoft Relief Road

• Redevelopment of vacant, previously used land for retail and associated commercial and tourism purposes.

Beccles, Bungay & Halesworth • Important to continue the role of the regeneration of market towns in

the future. Maintaining services and developing links between towns and surrounding rural areas

2.48 Lowestoft, Beccles, Bungay, Halesworth and Southwold are regarded as the most sustainable locations for future development to contribute to regeneration, as well as to enhance levels of services and facilities. In terms of retailing, Lowestoft has the main town centre, followed by the market towns of Beccles, Bungay, Halesworth and Southwold, then the district centres of Kirkley and Oulton Broad. Broad strategies for the centres are set out below:

• Lowestoft – its role should be maintained and enhanced to offer a wide range of shopping, leisure and other facilities. The centre should aim to improve its shopping environment and attract new retail investment with a view to clawing back leakage to Norwich. A core shopping area is identified to prevent the dilution of retail uses. The conversion of residential units to office uses around the town centre is restricted.

• Beccles – provides a shopping centre for a substantial urban and rural area, especially in terms of convenience and comparison needs. New retailers should be encouraged into the centre.


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• Bungay – has a range of eating/drinking establishments and a high proportion of antique shops. The maintenance and enhancement of the town centre’s role for day-to-day shopping services is encouraged. Specialist shopping for visitors and the evening economy will remain important to the town’s vitality and viability. It is recognised that the provision of a foodstore would help to claw back shopping trips from competing towns.

• Halesworth – a traditional market town and an important centre in the south of the district. Local shopping facilities underpin the vitality and viability of the centre.

• Southwold – shops reflect its tourist appeal. The centre does not serve all convenience shopping needs, as it only has a provision of small supermarkets and convenience shops. An appropriate balance between the needs of local residents and visitors needs to be maintained. Development opportunities are somewhat limited.

2.49 The main retail policies are:

• retail development will only be permitted within these town centres and only if there are no suitable sites available, will edge-of-centre or out-of-centre sites be considered;

• only ancillary retail uses will be permitted on land identified for non-retail uses;

• retaining a satisfactory mix of retail uses in the market towns;

• retaining the individual character of the market towns;

• support local shopping centres;

• expansion and improvement of the shopping area at London Road South (Kirkley District Centre), by maintaining and enhancing it as a viable shopping centre of more than local significance;

• South Quay/Lake Lothing is an eight hectare derelict site allocated for mixed-use redevelopment, with a significant quantum of convenience, comparison and leisure floorspace. It is located beyond the 300m distance parameter for an edge-of-centre site, but this is considered to be outweighed by regeneration benefits; and

• land at Clifton Road/Economy Road is allocated for mixed-use development comprising retail, leisure and community uses.

(vii) Waveney Interim Local Plan (May 2004)

2.50 The Waveney Interim Local Plan sets out amendments to the Revised Draft Local Plan, which was approved by Council on 24 February 2004 following consideration of representations received during the consultation period February to April 2003.

2.51 It takes account of changes in Government policy, especially with regard to housing development, and will be used for development control purposes alongside the existing adopted Waveney Local Plan. It should be noted that, these amendments to the local plan pre-date the introduction of PPS6 in March 2005.

2.52 A new retail policy (S10) inserted into the local plan permits proposals for retail, leisure and community uses on land between the Thoroughfare and Saxon’s Way, Halesworth. A planning permission on this site and subsequent floorspace commitments are dealt with in Section 8.


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(viii) Waveney Local Development Framework (LDF)

2.53 The Waveney LDF will replace the local plan over the coming years. Similarly, it will consist of a suite of documents, including

• a Local Development Scheme (LDS) and an associated Annual Monitoring Report;

• a Statement of Community Involvement (SCI); and

• Local Development Documents (LDD), including Development Plan Documents (DPD) and Supplementary Planning Documents (SPD).

(ix) Waveney Local Development Scheme (LDS)

2.54 The Waveney LDS underwent its first review in January 2006. It aimed to provide a brief description of LDP documents to be prepared, establish which documents are part of the development plan, set out a timeline for the preparation of those documents, and explained how their progress would be monitored.

(x) Waveney Statement of Community Involvement (SCI)

2.55 The Waveney Statement of Community Involvement was also produced in January 2006. It sets out progress to date on the Waveney Local Plan, factors affecting the Council’s approach to consultation, the strategy for community involvement for each of the LDD, and the schedule of documents to be considered.

(xi) Waveney Local Development Documents (LDD)

2.56 Development Plan Documents are at various stages of completion, and include:

• Core Strategy

• Site Specific Land Allocations

• Core Development Control Policies

• Action Area Plans

• Proposals Maps

2.57 The Core Strategy Preferred Options, along with the Sustainability Appraisal Draft Report, have been published for consultation, with a view to submitting a revised Core Strategy towards the end of 2006.

2.58 Currently, the Core Strategy sets out policies on: sustainable development; settlement strategy; high quality and sustainable design; infrastructure; an Area Action Plan for Lake Lothing; community-based regeneration; housing; housing mix; employment; renewable energy and knowledge economy; retail, leisure and office development; tourism; culture; sustainable transport; natural, built and historic assets; and climatic events.

2.59 Supplementary Planning Documents will also provide further detail on policies or proposals in adopted development plan documents.


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Urban Regeneration Company

2.60 Urban Regeneration Companies (URCs) are companies approved by the ODPM to organise the physical regeneration and redevelopment of particular towns or cities. The URC for Great Yarmouth and Lowestoft was officially launched in January 2006 as 1st East.

2.61 The URC is funded by the East of England Development Agency (EEDA) and the four local authorities involved, namely Great Yarmouth Borough Council, Waveney District Council, Norfolk County Council and Suffolk County Council. It is managed by a board consisting of representatives from private practice, the local authorities, EEDA, and community groups, with the Government Office for the East of England (GO-East) holding observer status.

2.62 The principal aim of 1st East is to address and reverse deprivation within Great Yarmouth and Lowestoft. These towns have experienced declines in their respective employment bases, resulting in major areas of land becoming derelict and under-utilised.

2.63 The URC plans to carry out its objectives primarily through the creation of jobs and the promotion of economic growth, by coordinating public and private sector initiatives. It will also form a key delivery vehicle for wider regeneration of the sub-region.

2.64 The URC boundaries contain c.600 hectares of mostly brownfield industrial land in Great Yarmouth and Lowestoft, including approximately 26km of waterfront. The main areas of focus are outlined in Table 2.3.

Table 2.3: URC Focus Areas

Great Yarmouth Lowestoft

• North Quay

• Cobholm

• Southtown

• South Quay

• South Denes

• Runham Vauxhall

• Lake Lothing

• The Fish Dock

• Ness Point

2.65 The overall goals that ‘1st East’ seek to achieve in Great Yarmouth and Lowestoft include:

• employment-led regeneration

• broaden the base of economic activity

• re-use of brownfield land

• reconnect town and waterfronts

• identify catalyst projects and infrastructure needs.

2.66 Shared objectives and specific objectives for Great Yarmouth and Lowestoft are outlined in Table 2.4.


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Table 2.4: 1st East Objectives

Shared Objectives

• Generate economic and social activity;

• Create attractive towns in which to live, work and invest;

• Manage the changing relationship between the port and town;

• Realise the full potential of the waterfront asset;

• Set high standards of urban and landscape design quality by encouraging innovation; and

• Foster strong economic/community linkages within the sub region, and with Europe.

Great Yarmouth Objectives Lowestoft Objectives

• Integrate East Port into the town;

• Create attractive entrances into the town;

• Improve accessibility; and

• Transform the inner harbour.

• Reconnect the historic town to the sea;

• Reconnect the town centre to Lake Lothing;

• Improve north-south connectivity; and

• Transform the inner harbour.

Summary

2.67 Great Yarmouth and Lowestoft need to encourage development to increase their performance and to achieve sustainable economic growth. They are considered priority areas for economic regeneration and, in this way, it is intended that they take a lead strategic role in accommodating new employment and significant housing growth. Both towns are defined as regional centres in the Draft East of England Plan and are a focus for regeneration activity, particularly on brownfield and waterfront sites. They are also the main centres for retailing and their physical and commercial attractiveness needs to be enhanced to ensure their long-term vitality and viability.

2.68 Physical regeneration and redevelopment of a significant scale is being introduced into the study area through ‘1st East’ Urban Regeneration Company. This will seek to address and reverse deprivation within Great Yarmouth and Lowestoft. The URC plans to carry out its objectives primarily through the creation of jobs and the promotion of economic growth, by co-ordinating public and private sector initiatives. This will contribute to raising the profile of the two centres over the medium to long-term.

2.69 In Waveney, the market towns are important centres and policies are in place to protect the diverse mix of retail uses. The key objectives are to ensure that they maintain their individual character and identity, whilst enhancing their vitality and viability. It is important that the market towns do not decline as a result of the dominance of the higher order centres. The expansion of the Kirkley District Centre, along London Road South, is also promoted.


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2.70 Finally, the importance and benefits of tourism, in both local authority areas, is considered fundamental to economic performance and prospects.


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3 Study Area Overview

3.01 The survey-based catchment areas (Figure 3.1) have been used to define the socio-economic characteristics of both Great Yarmouth Borough and Waveney District. The catchments themselves are postcode-sector based and therefore do not correspond exactly with the administrative boundaries of the two authorities.

Figure 3.1: Survey Based Catchment Areas

3.02 The key demographic and socio-economic characteristics of the two defined core catchments

and the single outer catchment are set out in Table 3.1.

i. In 2006, the core catchment of Great Yarmouth has a resident population in excess of 92,100 people, whilst Waveney has nearly 117,400.

ii. The outer catchment has 183,900 people, thus making the total amalgamated

population of all catchments over 393,400.

iii. Based on the 2003 ONS sub-national projections, the population within the Great Yarmouth core catchment is set to increase from 92,100 in 2003 to 98,500 in 2016. This represents an increase of 6.9% over the period or 0.67% per annum. The population in Waveney is expected to increase some 8.0% from 117,400 to 126,800.


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Table 3.1:Demographic and Socio-Economic Profile of the Great Yarmouth and Waveney Catchments

Category Core Great Yarmouth

Core Waveney

Outer National Average

Population Size 90,320 114,742 179,710 n/a

Convenience Spend Per Capita (per annum) £1,312 £1,300 £1,468 £1,549

Total Convenience Goods Spend (per annum) £119 million £149 million £264 million n/a

Comparison Spend Per Capita (per annum) £2,159 £2,138 £2,545 £2,671

Total Comparison Goods Spend (per annum) £195 million £245 million £457 million n/a

A/B 15.8% 18.8% 24.9% 24.9%

C1/C2 51.7% 51.3% 52.6% 47.9%

D/E 32.4% 29.8% 22.4% 27.3%

Car Ownership 70.2% 75.0% 86.8% 72.5%

Owner Occupied 70.0% 72.5% 76.3% 68.9% Source: MapInfo TargetPro (2003 based estimates)

• The age profiles for the two catchments are shown in Figure 3.2. Compared to the national average, the population is relatively mature, with 46% and 47% of the population within the Great Yarmouth Borough and Waveney District core catchments respectively being aged over 45.

Figure 3.2: Age Profiles for the Primary & Secondary Catchment Areas

0

2

4

6

8

10

12

14

16

% P

opul

atio

n

0-14 5-14 15-24 25-34 35-44 45-54 55-64 65-74 75+

Age

GTY W Out GB

Source: Mapinfo Target Pro Data / Census 2001 • Compared to the national picture, spend per capita (for comparison and convenience

goods) in the defined catchment areas (Great Yarmouth Borough £3,471 and Waveney District £3,438) are significantly below the average (£4,220), indicating that both catchment areas are less affluent.


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• The affluence profile in the core catchments (Great Yarmouth Borough 44%, Waveney

District 45% ABC1) is significantly lower than the national average (54%). Figure 3.3 illustrates the distribution of relative affluence in the two catchment areas. The figure is based upon the CACI Acorn Demographic Classification System, which uses information derived from Census data, together with other variables. The spectrum of colour ranges from red (indicating the most affluent) to blue (being the least affluent). Due to the greater mix of housing types within urban areas, it should be noted that these areas often appear less affluent than the less densely populated surrounding areas.

Figure 3.3: Relative Affluence in the Primary and Secondary Catchments

• Car ownership is also often used as a proxy for affluence as car ownership figures are

typically lower in less affluent areas. With this in mind, it can be noted that within Great Yarmouth Borough’s core catchment area, ownership (70% of households having access to at least one car) is below the national average (72%). In Waveney District, ownership figures are slightly higher than the national average at 75%.

• Owner-occupier households in both of the core catchments are slightly above national

trends (Great Yarmouth Borough 70%, Waveney District 72% compared to a national average of 69%). However, the outer catchment area is significantly higher at 76%. This is consistent with the national pattern of large urban areas and conurbations being less affluent than rural areas.

Study Centres

3.03 It is important to appreciate that the residents of the study area have a choice of destination for their shopping trips. Their final decision in destination is based upon a combination of factors including the retail and services offer, i.e. quality, range, value, accessibility and environmental quality.


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Figure 3.4: Study Centres

3.04 Figure 3.4 sets out the main retailing centres in the study area. For the larger retailing centres of Great Yarmouth, Lowestoft, Beccles and Gorleston retailer representation and floorspace is regularly updated by Experian and contained in Goad Centre Category Reports. For the smaller centres of Bungay, Halesworth and Southwold this information is not readily available and subsequently we commissioned Experian to carry out surveys of these centres and extrapolate the findings to produce maps and associated Centre Category Reports on a like for like basis. In this way, we now have a comprehensive and robust set of data. However, it should be noted that the Goad plans (and relating data) do not adhere to the town centre boundaries set out in the proposals maps.

3.05 It should be noted from the outset, that when considering retailing in Great Yarmouth Borough and Waveney District to bear in mind the shopping offer of other destinations in the region. By understanding the context of retailing beyond the study area, a fuller understanding of the realistic scope for managing change can be gained. In this way, the study centres’ retail performance and prospects cannot be divorced from those of competing centres, both higher up and lower down the shopping hierarchy. A significant improvement to one centre holds the threat of drawing trade from others.

3.06 With this in mind, we now provide a general overview of the retail provision in the main competing centres of Norwich and Ipswich.

3.07 Norwich city centre comprises in excess of 1,000 shops and circa 250,000 sq.m of retail floorspace (A1/A2/A3/A4/A5). The city centre has an excellent representation of department stores (House of Fraser, John Lewis, Debenhams, Co-op and Jarrolds) and two key variety store operators namely Bhs and Marks & Spencer. It can be argued that the main focus of retailing in Norwich now centres on the two enclosed shopping malls namely Chapelfield and Castle Mall. We consider each in turn.


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3.08 Chapelfield, opened in September 2005, comprises approximately 47,400 sq.m of retail floorspace set within a stylish and contemporary environment. This mixed-use scheme is anchored by House of Fraser and hosts 80 shops configured to modern retailer requirements, together with a wide selection of restaurants and cafes.

3.09 The enclosed shopping mall has a strong line-up of quality fashion multiple national retailers including French Connection, H&M, Levi, Republic, River Island, Zara, Elle, Espirit, Mango, Monsoon, Oasis, Timberland, USC, Warehouse, Accessorize, Claire’s Accessories and The Sunglasses Hut. Other key operators in the scheme include Allsports, Office, Schuh, Boots, Crabtree & Evelyn, Superdrug, The Pier, Whittards, Clinton Cards, Thorntons, H Samuel, Borders, HMV, Costa Coffee, KFC, McDonalds, Caffe Nero, Pizza Hut, Starbucks and Wagamama. In this way, the addition of Chapelfield to the city centre has significantly increased the number and range of national multiple retailers in the city centre.

3.10 Castle Mall is Norwich’s second largest shopping centre comprising 35,300 sq.m of retail floorspace, 80 shops, a number of small kiosks and a food court. When the centre opened in 1993 it was the first large-scale retail development in the city centre for over twenty years. Although Castle Mall cannot boast a traditional anchor store in the form of a major department or variety store, it does host a number of prominent retailers. These include Boots, Virgin, H&M, Mothercare, New Look and Argos. The disadvantage of Castle Mall is the relatively small size of its units and its tired appearance.

3.11 Ipswich is the largest town in the predominantly rural county of Suffolk. Its centre comprises 626 outlets and in excess of 150,000 sq.m of retail floorspace (A1/A2/A3/A4/A5). Department store representation comprises Debenhams, TJ Hughes and Co-op. Variety store provision includes Marks & Spencer, Bhs and Woolworths. The centre also has a good range of standard high street multiple national retailers, but only a limited number of speciality and up-market fashion retailers.

3.12 The pedestrianised Westgate Street, leading into Tavern Street, is the town centre’s prime retailing pitch. This commercial area comprises large footprint units occupied by Debenhams, Marks & Spencer, Next, Primark, Virgin, Clinton Cards, WH Smith, Gap, HMV and Dixons.

3.13 The town centre is primarily anchored by two shopping centres, The Buttermarket Centre and Tower Ramparts. The Buttermarket Centre, completed in the early 1990s trades on two levels and comprises circa 27,500 sq.m of retail floorspace. The centre hosts a range of multiple national retailers including TK Maxx, Sports Soccer, New Look, Boots and The Sony Centre. Allders department store anchored the scheme until its closure (March 2005) and has recently been replaced by TJ Hughes.

3.14 Tower Ramparts shopping centre opened in 1986 (subsequently refurbished in 1994) is located perpendicular to the prime pitch of Tavern Street. It comprises 12,000 sq.m of retail floorspace. Key retailers with representation in the scheme include Top Shop/Top Man, Boots, Vision Express, Bay Trading Company, Stead & Simpson, Warehouse, Dorothy Perkins and Clinton Cards.


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Table 3.2: Retail Floorspace Provision (sq.m gross)

Centre Convenience Comparison Service Vacant Total

Norwich 13,434 140,896 76,087 19,677 250,094

Ipswich 6,289 83,045 55,789 9,077 154,200

Great Yarmouth 12,207 44,240 30,945 12,430 99,822

Lowestoft 10,647 32,553 21,516 2,007 66,723

Beccles 4,701 14,251 11,297 1,626 31,875

Gorleston 6,262 9,783 8,082 604 24,731

Bungay 1,644 5,333 5,584 1,830 14,391

Halesworth 1,266 3,623 4,970 957 10,816

Southwold 1,728 4,357 4,376 37 10,498 Source: Experian Goad Centre Category Reports

3.15 From the analysis of Table 3.2, together with Figure 3.5 below, it can be quickly noted that the comparison shopping offer of Norwich and Ipswich is of a vastly different scale to Great Yarmouth and Lowestoft, which are themselves considerably more substantial than Beccles, Gorleston, Bungay, Halesworth and Southwold.

Figure 3.5: Main Competing Retailing Centres

3.16 We have also been commissioned by the local authorities to survey the district and local centres, albeit in a less detailed fashion. Not surprisingly, Experian Goad information is not available and subsequently we surveyed each of the centres in March 2006. Retailer representation and their speciality have been recorded and presented in the form of summary sheets contained in Volume 2, Appendices 1-3.


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Regional Hierarchy

3.17 As previously set out, the settlements of Norwich (regional centre) and Ipswich (sub-regional centre) are the dominant retailing centres in the sub-region with their greater range of comparison goods stores, which include department stores, variety stores, key fashion retailers and an extensive range of national multiple retailers. Subsequently, the centres dominate extensive catchment areas and, while predominantly rural in nature, they encompass a variety of surrounding towns and villages in their hinterland.

3.18 Moving down the hierarchy are the higher order centres of Great Yarmouth and Lowestoft, which offer a range of convenience and comparison goods shopping, aswell as a services and facilities normally associated with centres of this size and influence. At this level in the retail hierarchy, a selection of quality national multiple retailers are present, but there is no significant department store representation (i.e. John Lewis, Selfridges, House of Fraser, Debenhams). These centres collectively address district needs and requirements.

3.19 Further down the shopping hierarchy are the large town centres of Beccles and Gorleston wherein the comparison shopping and service facilities serve principally local needs. Compared to the above hierarchical tier, national multiple retailer representation is limited. In terms of convenience shopping, the provision in each of the centres is dominated by a large foodstore. Subsequently, the catchment areas for main food and top-up food shopping serve a wide catchment area, extending beyond the town boundaries.

3.20 Lower down the shopping hierarchy are the smaller market town centres of Bungay, Halesworth and Southwold, wherein the shopping function; together with community activities (i.e. community centres, libraries, health services and other public amenities) serves local needs only. Although, there is definitely an increased emphasis on convenience shops and services, the majority of their food and non-food expenditure is leaked to higher order centres, but this is to be expected. Their current performance and future prospects increasingly relies upon the independent retail sector.

3.21 There is, however, a lower level still in the shopping hierarchy that embraces small district and local centres. These centres, positioned in predominantly residential surroundings, generally contain only a parade of small shops, normally anchored by convenience stores and containing ancillary services (such as banks and post offices), serving a walk-in catchment population. They are entirely reliant on local expenditure or passing trade (i.e. proximity to a busy road). In these centres, especially local centres, national multiple representation is negligible.

3.22 At the various levels in the shopping hierarchy, each centre has a different role and function, performance level and potential prospects. Indeed, the established hierarchy does not prevent the smaller centres from continuing to be viable. Their current role is to provide for the day-to-day needs of the local population and, moreover, a range of shopping for less mobile shoppers.

3.23 Sections 4 to 6 measure each of the centre’s vitality and viability in the context of key performance indicators set out in PPS6. For ease of reference and clarity, the individual centres have been sub-divided into their respective hierarchical tiers and considered in order, filtering down from the largest centre (in terms of gross footprint floorspace) to the smallest.

Changing Status

3.24 The ranking of centres is a common indicator used to measure the relative strength and changing performance of shopping locations. However, it is an imprecise science, as the rankings are driven by the criteria used to measure centre attraction and performance.


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3.25 For the purpose of this analysis we draw on the Management Horizons ‘Shopping Centre Index (2004)’. This national ranking of some 1,670 shopping locations provides a broad indication of the changes in a centre’s relative attractiveness and performance. It is based upon a weighted scoring system which takes account of the representation of non-food national multiple retailers in each centre, with anchor stores and major attractors being given greater weight.

3.26 The key centre rankings for 2001 to 2004 are set out in Table 3.3. The headline findings are described thereafter.

Table 3.3: Regional Retail Rankings

Centre 2001 2004 Change Norwich 15 8 + 7 Ipswich 43 35 + 8 Great Yarmouth 195 161 + 34 Lowestoft 220 222 - 2 Beccles 775 685 +90 Gorleston 644 716 -72 Bungay n/a n/a n/a Halesworth n/a n/a n/a Southwold n/a n/a n/a

3.27 Not surprisingly the pattern to emerge in the retail rankings follows that of the hierarchy previously discussed. The dominance of the larger centres is reiterated in the retail rankings, which show that Norwich is currently amongst the top 10 centres in the UK, whilst Ipswich is in the top 50. It should be noted that Norwich has significantly improved its retailing status due to continued investment and enhancement (e.g. the introduction of the new Chapelfield Shopping Centre).

3.28 Great Yarmouth and Lowestoft both appear in the top 250. Whilst Great Yarmouth has significantly improved its retail ranking since 2001, Lowestoft has fallen in rank, albeit by only two places. Beccles and Gorleston are positioned within the top 750. The fortunes of both centres, between 2001 and 2004, have been contrasting. Beccles has improved its position by an encouraging 90 positions, while Gorleston’s rank has declined by 72 places. The centres of Bungay, Halesworth and Southwold are considered too small to feature in the retail rankings.

3.29 Whilst this is very encouraging news for the study centres of Great Yarmouth and Beccles, it should be noted that for Lowestoft and Gorleston, their decline does not necessarily mean that the centres themselves are performing inadequately, merely that other centres have improved and consolidated their shopping offer. This, in turn, has pushed the lower order centres further down the rankings. This reinforces the fact that ‘standing still’ and complacency is akin to decline. Simply, centres must continually improve and enhance their shopping offer and amenities in order to maintain or increase their status.

Convenience Floorspace

3.30 Figure 3.6 provides a strategic overview of the location of the key foodstores i.e. in excess of 200 sq.m net) in the study area. Those operators trading in, and/or on the edge of, town centres serve an important anchor function, because they continue to attract shoppers frequently and regularly to undertake main food and top-up shopping. We look more closely at convenience store provision in each of the individual centre healthchecks.


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Figure 3.6: Convenience Store Provision

Out-of-Centre Provision

Retail Warehousing

3.31 We have already opined that the performance and prospects of the study area’s centres, both in terms of retail and leisure, cannot be divorced from those of competing centres. It should be noted that this also extends to out-of-centre provision. In this way, Figure 3.7 illustrates the extent of this provision in and around the study area. It clearly demonstrates that there is a wide range of out-of-centre retail warehouse operators, contained in retail parks and in solus units, in the dominant centres of Norwich and Ipswich.


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Figure 3.7: Out-of-Centre Provision

3.32 Tables 3.4 and 3.5 below set out the retail warehouse provision in Norwich and Ipswich respectively. At present, Norwich has circa 65,000 sq.m of out-of-centre provision, whilst in Ipswich it is also substantial and presently comprises in excess of 95,000 sq.m floorspace.

3.33 By way of background information, the City of Norwich Replacement Local Plan (2004) seeks to make sure that retail parks in Norwich do not change nature to supplant better-located more sustainable retail centres and developments. There is no general need for further retail warehouses in the plan period.

Table 3.4: Out-of-Centre Retailing Provision in Norwich

Name Key Operators GIA (sq.m)

B&Q B&Q Warehouse 9,710

Cathedral Retail Park Brantano, Farmfoods, TK Maxx, Toys “R” Us 5,461

Hall Road Retail Park Aldiss & Bettys, Bennetts, Burger King, Homebase, Pets at Home, Pizza Hut, The Carphone Warehouse 13,516

Barker Street MFI, Halfords, World of Leather 4,012

Milecross Comet 3,695

Drayton Road Wickes, Topps Tiles 3,522

Sweet Briar Retail Park Allied Carpets, Carpetright, Currys, Paul Simon, PC World. 9,176

Sprowston Retail Park Carpetright, DFS, Furniture Village, Harveys, Homebase, JJB Sports, Land of Leather, Miller Bros, Pets at Home, Rosebys, ScS.

15,634

TOTAL 64,726 Source: Trevor Wood: The Definitive Guide to Retail & Leisure Parks (2006)


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3.34 Meanwhile in Ipswich, the majority of retail warehouse floorspace is within or immediately

adjoining the built-up area and contained in the following destinations:

• Anglia Retail Park commenced trading in 2000 and benefits from good accessibility. The planning permission governing the retail warehouse park restricts the extent of non-bulky goods floorspace.

• Euro Retail Park is the largest retail park in Ipswich. It is located two miles to the

south-east of Ipswich town centre and opened in 1996. It comprises an L-shaped terrace of eight units predominantly occupied by furniture retailers.

• Suffolk Retail Park, opened in the 1990s, is approximately half a mile to the west of

the town centre. • Orwell Retail Park is a ‘first generation’ retail warehouse scheme and is thus

somewhat dated in appearance. The park benefits from good accessibility, but has modest car parking provision.

• The retail warehouses contained on Commercial Road are within the inner area of the

town centre. • Interchange Retail Park opened in 1997 and is situated at Copdock Interchange,

making it easily accessible from both the A12 and A14.

• Martlesham Retail Park is situated within a mixed commercial area. It is accessible from the A12 and benefits from close proximity to a modern Tesco superstore.

Table 3.5: Out-of-Centre Retailing Provision in Ipswich

Name Key Operators GIA (sq.m) Anglia Retail Park B&Q Warehouse, Burger King, Carpetright, Comet, Land

of Leather, Mamas & Papas, Pizza Hut, The Carphone Warehouse

19,323

Interchange Retail Park Currys, Mulityork, PC World, Mothercare World, Pizza Hut

5,635

Orwell Retail Park Focus, Gala Bingo, Mercedes, Pets at Home 14,074

Suffolk Retail Park Argos Extra, Brantano, Dunelm Millshop, Halfords, The Range

9,045

Beardmore (Martlesham Heath Retail Park)

Bennetts, Focus, Jewson, Little Chef, Chris Ling, Conway Pine, Glasswells, Seapets, Topps Tiles

9,913

The Junction, Euro Retail Park

Allied Carpets, Arbuckles, B&Q Warehouse, Burger King, Carpetright, Dreams, Halfords, Harveys, Hughes, JJB Sports, MFI

19,695

Units on Commerical Road

Former B&Q – now vacant, Fabric Warehouse 5,337

Warren Heath Homebase, Sainsburys 10,876

Hadleigh Road Industrial Estate

Wickes 1,679

TOTAL 95,577

Source: Trevor Wood: The Definitive Guide to Retail & Leisure Parks (2006)


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3.35 In Great Yarmouth, retail warehouse provision is predominantly contained in two out-of-centre destinations namely Gapton Hall Retail Park (Figure 3.8) and Pasteur Road Retail Park (Figure 3.9).

Figure 3.8: Gapton Hall Retail Park Figure 3.9: Pasteur Road Retail Park

3.36 Table 3.6 demonstrates that there is a total of 33,580 sq.m out-of-centre retail warehouse floorspace accommodating a mix of bulky and non-bulky goods operators, some of which compete directly with the town centre for trade such as Boots, Next, Poundstretcher, Rosebys, TK Maxx, Argos and Matalan.

Table 3.6: Out-of-Centre Retailing Provision in Great Yarmouth

Name Key Operators Net (sq.m) Gapton Hall Retail Park Allied Carpets

Boots Carpetright Currys Halfords Harveys MFI Next Poundstretcher Rosebys TK Maxx

712 697 857 627 741 842

1,558 1,382

679 465

1,382 Sub-Total 9,942

Pasteur Road Argos Extra B&Q Warehouse Comet Paul Simon Pets at Home Economy Carpets Topps Tiles

914 11,674

1,329 443 630 617 605

Sub-Total 16,212 Pasteur Road/Station Road Homebase 2,315

Sub-Total 2,315 Fullers Hill Staples 832

Sub-Total 832 Southtown Road Matalan

Bennetts Electrical 2,010

637 Sub-Total 2,647

~ Non-food floorspace provision in out-of- centre foodstores 1,632 Sub-Total 1,632

TOTAL

33,580

Source: Great Yarmouth Borough Council


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3.37 In a similar vein to Great Yarmouth, but to a lesser extent, Lowestoft also has two principal retail warehouse destinations at North Quay Retail Park and Tower Road. However, the majority of the operators are traditional bulky goods retailers, except for the Carphone Warehouse. The total amount of out-of-centre retail provision in Lowestoft sums to 20,592 sq.m (Table 3.7).

Source: Waveney District Council (May 2005) Leisure Provision

3.38 In terms of leisure, there is also a multitude of out-of-centre provision in Norwich and Ipswich as set in Table 3.8. It sums to c.30,000 sq.m and this is in addition to the leisure provision contained in their respective centres.

Table 3.7: Out-of-Centre Retailing Provision in Lowestoft

Name Key Operators Net (sq.m)

North Quay Retail Park B&Q Warehouse & Garden Centre Comet A.H.F Carpetright Currys Vacant Carphone Warehouse Halfords Vacant

3,760 461

2,844 808 883

1,051 149 749 410

Sub-Total 11,115

Barnards Way Graham 372

Sub-Total 372

Tower Road Focus Homebase

3,052 2,178

Sub-Total 5,230

Peto Way Wickes 2,143

Sub-Total 2,143 ~ Non-food floorspace provision in out-of- centre foodstores 1,733

Sub-Total

TOTAL

20,592


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Table 3.8: Leisure Provision in Norwich

Name Key Operators GIA (sq.m)

Norwich Norwich Riverside Brannigans

Fitness Exchange Frankie & Benny’s Hollywood Bowl Lloyds No 1 Nando’s Chicken Norwegian Blue Old Orleans Pizza Hut Riverbank Chinese Buffet The Square Time UCI

18,361

Ipswich: Cardinal Park ASK

Frankie & Benny’s Golden Dragon Chinese Restaurant Gym & Trim KFC Liquid McDonalds Nando’s Old Orleans Rat & Parrot Cineworld

10,344

TOTAL

28,705

Source: Trevor Wood: The Definitive Guide to Retail & Leisure Parks (2006)

Summary

3.39 The important point to note from the above overview is that the retail and leisure attractiveness of Norwich and Ipswich has a significant influence on the centres contained within the study area. It is likely that the investment and expansion of this provision in the study area’s hinterland will continue to increase in the foreseeable future, (e.g. the new Chapelfield Shopping Centre in Norwich city centre) and this will inevitably have implications for the study centres. Without wishing to be repetitive, in retail and leisure terms, the performance and prospects of the study centres cannot be divorced from those of competing centres in the shopping hierarchy. If other centres in the study area’s hinterland improve their offer, so must the study centres, especially Great Yarmouth and Lowestoft, if they are to retain and/or enhance their current position.


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4 Healthchecks: Great Yarmouth and Lowestoft

4.01 The health of Great Yarmouth and Lowestoft town centres has been assessed using the key performance indicators of vitality and viability outlined in PPS6 ‘Planning for Town Centres’ (March 2005). These are detailed in Appendix 4.

4.02 Not all of the above indicators can be usefully applied in this study. For example, pedestrian flow counts would need to be undertaken over a number of years on a controlled basis in order to ascertain the scale of any change. Similarly, shopper surveys would also have to be undertaken on a regular basis in order to gauge any changing views. However, insofar as information addressing the PPS6 indicators is available, we set out our observations below.

Great Yarmouth

4.03 The important maritime town and seaside resort of Great Yarmouth has a rich and varied history. It grew from a fishing port on the mouth of the River Yare with the North Sea and became famous for its herring industry. Today, it is a base of the North Sea oil companies and one of the United Kingdom’s most popular seaside resorts. The town also has the benefit of being surrounded by the beautiful and coastal setting of the Norfolk Broads; a network of navigable lakes and rivers, traditional old windmills and wind pumps.

4.04 The town has many historical features including monuments, churches and museums. Parts of the old town centre remain and there are several stretches of medieval wall, as well as a number of narrow alleyways linking the port with the river. The Victorian seafront promenade is still evocative of the traditional English resort, complete with pier, plethora of amusement arcades (Figure 4.1), traditional fairground attractions, rock shops and fast-food outlets. This sits comfortably with a range of modern attractions along the seafront including the pleasure beach (open March – October) comprising modern rides (Figure 4.2) and a Sea Life Centre.

Figure 4.1: Leisureland Amusements Figure 4.2: Pleasure Beach

4.05 Great Yarmouth town centre functions as a retail, commercial, cultural, educational and leisure destination. The retail provision is dispersed across a wide area and is punctuated by a number of churches, public buildings and offices. The focus of commercial activity in the centre, especially comparison goods retailing, continues to be centred on the pedestrianised Market Place/King Street, which has a north-south axis, and Market Gates Shopping Centre, which runs perpendicular to the central spine. All other shopping areas within the centre can, in our opinion, be deemed secondary.


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4.06 Market Place (Figure 4.3), leading into the pedestrianised section of King Street, is the town centre’s prime retailing pitch. This commercial area is anchored by two department stores namely Palmers (Figure 4.4) and Co-op (both trading on three retail floors) and two variety store operators, Marks & Spencer (trading on two floors) and Woolworths. Other quality retailers include River Island, Superdrug, WH Smith, Mackays, Holland & Barrett, Clinton Cards, Dixons, JJB Sports, Specsavers, Argos, Burton and Evans. This spacious area also accommodates a large outdoor market.

Figure 4.3: Market Place Figure 4.4: Palmers Department Store

4.07 Market Gates Shopping Centre, opened in 1976 (subsequently refurbished and extended in 1993) trades on two floors and comprises circa 14,729 sq.m of retail floorspace. The shopping centre appears somewhat tired and stale, especially in terms of shop fascias, configuration and décor. The lower ground level, within the vicinity of the bus station, has a particularly poor appearance and trading profile.

4.08 It is primarily anchored by Boots (operating on two retail floors), Iceland and Wilkinson. The enclosed mall, at ground floor level, accommodates approximately 40 units, which are predominantly occupied by a range of national multiple retailers including Bon Marche, Dorothy Perkins, Jessops, Allsports, Game, New Look, Peacocks, Claire’s Accessories and Mothercare.

4.09 Miller Developments and Centenary Investments have recently acquired the shopping centre from the Halladale Group and its partner Anglo Irish UK Property Fund for £33.31 million. The price reflects a net initial yield of 5.35%. In terms of recent lettings within the scheme, Card Factory has taken 135 sq.m of floorspace on a 10-year lease at £40,000 per annum, F Hinds has taken c.100 sq.m on a 15-year lease at £42,000 per annum and Gamestation has taken c.130 sq.m at £55,000 a year.

4.10 At the time of writing, the new owners of the centre have submitted an application for planning permission to increase the gross floorspace of the shopping centre by 9,354 sq.m. In our view, the potential investment to be pumped into the tired scheme, together with the reconfiguration of some small units to suit modern retailer requirements, will be a welcome boost and could act as a springboard for enticing new retailers to occupy the voids that currently exist in the centre. Moreover, it will help Great Yarmouth town centre to maintain and enhance its overall vitality and viability.

4.11 Market Place at its southern end forks into Theatre Plain and King Street. The former amalgamates with Deneside and is anchored by a large British Home Stores (Bhs). The latter is a long linear street, hosting a complementary mix of A1, A2, A3, A4 and A5, accommodated in a sporadic mix of historic, purpose-built and converted retail properties


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situated on both sides of the road. At the northern end of King Street, within close proximity to the prime retailing area, is the Victoria Arcade (Figure 4.5) comprising a mix of national multiple, independent and specialist retailers.

Figure 4.5: Victoria Arcade Figure 4.6: Regent Street

4.12 Regent Street (Figure 4.6) runs in an easterly direction from King Street and is dissected by Theatre Plain and Temple Road. The street is predominantly pedestrianised and contains a range of operators and independents normally associated with secondary pitches. The western end of the street, within the vicinity of entrance to Market Gates Shopping Centre, has a range of well-known A3 and A4 operators (McDonalds, KFC, Spudulike, Pizza Hut, Wetherspoons), whilst at the eastern end is Mecca Bingo and the Regent Shopping Arcade accommodating a large indoor market.

4.13 Other key retail pitches within the town centre include:

• Market Row/Broad Row This narrow pedestrianised street, which leads in a westerly direction from Market Place, accommodates a range of small units primarily occupied by independent and specialist operators. Despite the close proximity to the prime retailing area there are a high number of charity shops and vacant units.

• the area within the vicinity of the Town Hall (Hall Quay)

This part of the town centre comprises a range of financial and professional services, hotels and a vacant post office, which all lie behind the façade of historic buildings. The picturesque Town Hall provides a dominant landmark in this part of the town centre. This, together with the presence of the harbour frontage, which runs immediately adjacent to Hall Quay, provides an attractive backdrop to the area. Despite its potential strength, some of the waterfront and buildings have been neglected and would benefit from restoration works. This could become an important catalyst for wider regeneration for this principal gateway into the centre.

• Sainsburys Supermarket The above large freestanding supermarket is situated in an isolated edge-of-centre location to the north-east of the centre.

Diversity of Uses

4.14 The total number of retail units (A1, A2, A3, A4 and A5) including miscellaneous properties (i.e. under construction and vacant) is 479 according to the most recent Experian Goad Centre Category Report (survey undertaken on 28 April 2005). This includes 30


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convenience stores, 204 comparison stores and 179 units accommodating services (retail service 40, leisure services 94 and financial & business services 45). Figure 4.7 sets out their location.

Figure 4.7: Land Use

Convenience Goods

4.15 The total amount of convenience floorspace (ground-floor footprint) in Great Yarmouth town centre is 12,207 sq.m (gross). The supermarket provision comprises an edge-of-centre Sainsburys (2,978 sq.m net) and Aldi (762 sq.m net). Convenience stores account for 6% of total outlets and 10% of total floorspace within the centre compared to national averages of 7% and 11% respectively.

4.16 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Great Yarmouth town centre has no greengrocers, and, more surprisingly, fishmongers. Notwithstanding this, these goods are sold in the covered market in the Market Place.

(ii) Comparison Goods

4.17 In terms of gross comparison floorspace, 35% of the town centre’s floorspace is devoted to comparison retailing compared to the national average of 32%. In terms of proportion of outlets, 38% of outlets are comparison-based against a national average of 33%.

4.18 Great Yarmouth town centre has two department stores namely Co-op and Palmers, together with the full complement of variety stores (Marks and Spencer, Bhs and Woolworths). These serve an important anchor function to the town centre, because these operators continue to attract shoppers into the centre frequently and regularly.


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Encouragingly, Debenhams also has an extant requirement for Great Yarmouth and is actively seeking between 12,000 – 20,000 sq.m of retail floorspace.

4.19 In the important fashion sector (ladies wear, menswear, children/infant wear, general clothing and footwear), it can be noted that Great Yarmouth has a total of 49 outlets (this excludes fashion goods contained in department and variety stores), and 8,770 sq.m of floorspace (Table 4.1). Stores selling fashion goods account for 9.1% of total outlets and 6.9% of total floorspace within the centre. Both, of which, are slightly below the national averages of 9.3% and 8.0% respectively.

Table 4.1: Fashion Goods

Outlets Floorspace Categories

Number Area (%)

Base (%)

Floorspace (sq.m)

Area (%)

Base (%)

Childrens & Infants Wear 4 0.74 0.67 1,133 0.89 0.52

Clothing General 16 2.97 1.85 2,815 2.21 2.66

Footwear 5 0.93 1.38 1,106 0.87 0.96

Ladies & Mens Wear & Accessories 2 0.37 0.63 427 0.34 0.60

Ladies Wear & Accessories 16 2.97 3.72 2,620 2.06 2.58

Mens Wear & Accessories 6 1.12 1.01 669 0.53 0.69

TOTAL 49 9.10 9.26 8,770 6.90 8.01

(iii) Service Businesses

4.20 In terms of gross service floorspace in Great Yarmouth town centre, retail services account for 2.7% (half the national average of 5.5%), leisure services sum to 15.3% (lower than the national average of 17.3%) and financial & business services 6.3% (against 7.2%). The main concentration of services is along Hall Quay and King Street.

4.21 It is somewhat surprising that a seaside town of Great Yarmouth’s stature has a lower, than average, floorspace provision of leisure services in the town centre. It should be noted that the majority of leisure uses are positioned in close proximity to the beach, outside the town centre boundary. We understand that Travel Inn and Travelodge are seeking representation in the town.

(iv)Eating and Drinking Offer

4.22 There are an average number of restaurants and cafes (Use Class A3) within Great Yarmouth town centre, which are generally dispersed across the centre (Figure 4.8).


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Figure 4.8: A3/A4/A5 Distribution

4.23 The total number of outlets in the town centre classified as A4 Uses (public houses, wine bars and night clubs) sums to 31. This is slightly higher than the national average (5.8% compared to the national average of 4.3%). Surprisingly, there is only one branded public house (only JD Wetherspoon is represented) and there are no nightclubs within the town centre boundary. As with A3 uses, the outlets are also scattered throughout the centre.

4.24 Such facilities help to strengthen the evening economy and underpin the retail offer of some centres by encouraging local residents and visitors alike to spend more time and money in the centres.

Office Uses

4.25 Great Yarmouth town centre is not a major administrative centre in terms of private and public sector activity. According to the Goad Centre Category Report (survey undertaken on 28 April 2005), the provision of offices within the town centre sums to only 10 premises (1.9% of all the outlets in the centre, compared to the national average of 3.9%) and circa 1,000 sq.m (0.8% against 5.4%). In this way, there is only a minimal provision of office floorspace catering for the small, niche local businesses. Great Yarmouth Borough Council is one of the largest employers in the town and the civic centre is located within the town centre boundary.

4.26 If needs arise for new office space within the Borough it is important to note that this development should ideally be directed towards the town centre. This area is accessible to


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the surrounding residential areas and is also well-served by the existing public transport system. Moreover, the positioning of offices in and around the town centre will also help to generate trips to the centre at lunch-times and in the evenings to make use of the shops and services.

Other Uses 4.27 As previously set out, Great Yarmouth has a rich history and maritime heritage. The centre

and sandy beach reinforces the town’s attraction as one of the leading resorts in the UK.

4.28 In the Market Place is the Church of St Nicholas, with the widest nave in the country, and nearby is the charming early eighteenth century Hospital for Decayed Fishermen. Great Yarmouth has several museums of interest – including the Elizabethan House, which tells the story of English domestic life, the Tollhouse Museum, housed in the old courthouse, which is devoted to the history of the town, and the award winning Time and Tide, focussing on Yarmouth’s maritime heritage.

4.29 In addition to the aforementioned and its dominant retail, leisure and administrative function, the town centre also has a notable and diverse range of other activities including:

• markets (indoor and outdoor) • a variety of dwelling types • community halls • places of worship • hotel and guest houses • educational facilities (kindergarden and St Nicholas Middle School) • bingo hall (Mecca) • job centre and employment agencies • citizens advice bureau • doctors surgery • theatre (St Georges) • parkland

4.30 All of the above encourage visitors into the centre and generate footfall.

Multiple Representation and Demand

4.31 According to the Goad Centre Category Report (survey undertaken on 28 April 2005), there are a total of 132 national multiple retailers (A1, A2, A3, A4 and A5) in Great Yarmouth town centre, of which 10 are convenience retailers, 63 are comparison and 59 are service. Figure 4.9 sets out their location and clearly illustrates that the main cluster is focused on the pedestrianised section of Market Place/King Street and within the Market Gates Shopping Centre. This, in turn, reinforces that this area forms the prime retailing pitch within the town centre.


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Figure 4.9: National Multiple Representation

4.32 Attached at Appendix 5 is a schedule undertaken by DTZ setting out the leading multiple retailers across a variety of goods categories and their representation in Great Yarmouth town centre, compared to such provision in its principal competing centres. Great Yarmouth’s relative position in the local retail hierarchy can be summarised in the following table:

Table 4.2: National Multiple Representation

Centre Multiple Representation

Norwich 215

Ipswich 160

Great Yarmouth 84

Lowestoft 76

Beccles 22

Gorleston 18

4.33 In the important fashion sector (i.e. clothing and footwear), it can be noted that Great Yarmouth (13) lags considerably behind the higher order centres of Norwich (59) and Ipswich (38).


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4.34 The ‘Retail Focus Reports’ monitor the changes in demand for retail representation across 1,100 UK centres and are widely used to benchmark the changing health and status of retail locations. Appendix 6 provides an insight into the nature and range of retailer requirements. It shows that retailers perceive the centre to be a viable trading opportunity. Great Yarmouth town centre currently has requirements from 25 retail and leisure operators requiring approximately 33,000 sq.m of floorspace. Some of the key operators seeking representation, or relocation, in the town centre include:

• comparison operators: Carphone Warehouse, Debenhams, The Works, Silverscreen, TJ Hughes and TK Maxx.

• convenience operators: Farmfoods and Greggs. • A3/A4/A5 operators: ASK, KFC, Pizza Hut, Pizza Express and Zizzi. • leisure operators: Travel Inn and Travelodge.

4.35 Table 4.3 below shows that in terms of historical data the number of requirements for Great Yarmouth has climbed from 23 requirements in April 2001 to a peak of 32 requirements in April 2005. There is therefore a relatively healthy level of ‘stated’ demand for the town.

Table 4.3: Retailer Demand

No of Requirements Ranking (1st highest) Date 32 230 Apr 2005 30 234 Oct 2004 27 244 Apr 2004 29 231 Oct 2003 27 237 Apr 2003 27 236 Oct 2002 19 298 Apr 2002 23 242 Oct 2001 23 243 Apr 2001

Source: Town Focus Report, Retailer Demand, January 2006 Rental Levels

4.36 To set Great Yarmouth (Zone A) rental levels into context, the table below compares the prime rental level with those of its surrounding and competing centres.

Table 4.4: Rental Values (Zone A) £ per sq.m. Centre 1998 1999 2000 2001 2002 2003 2004 2005 Study Centres: Lowestoft 592 700 700 700 753 753 753 753 Great Yarmouth 538 592 592 592 700 700 753 753 Competing Centres: Norwich 2,045 2,153 2,153 2,153 2,153 2,153 2,153 2,260 Ipswich 1,238 1,238 1,238 1,292 1,399 1,399 1,399 1,561

Source: In-Town Retail Rental Map, Colliers, 2005

4.37 Prime rental levels in Great Yarmouth town centre have significantly improved since 1998 from £538 per sq.m (Zone A) to a peak of £753 per sq.m (Zone A) in 2005.

Vacancies 4.38 Vacant retail accommodation in the town centre is marked in blue in Figure 4.10. The plan

demonstrates that the vacant units are dispersed in the peripheral areas of the centre. Indeed, in the prime pitch there are very few voids. This denotes a very active trading profile in the retailing heart of the town centre.


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4.39 It can be noted that a total of 66 retail and service outlets were vacant according to the Goad Centre Category Report (survey undertaken on 28 April 2005). This represents 12% of all outlets and other town centre uses covered by Experian Goad in the centre, which is above the current national average (8%). The total amount of vacant floorspace equates to circa 12,430 sq.m. This is c.10% of the total floorspace in the town centre, which is almost double the national average (5.5%).

Figure 4.10: Vacant Retail Accommodation

Commercial Yields 4.40 The table below comprises an extract from the Valuation Office Property Market Report

(January 2006) and reveals that yields on prime retail properties in Great Yarmouth town centre are currently estimated at 7.5%. In relative terms, Great Yarmouth’s yields had remained stable at 7% between Autumn 2002 and Summer 2005, which had suggested a steady investment market for the town. In comparative terms, it is much weaker yield than Lowestoft.

Table 4.5: Commercial Yields Yields % Centre

Date

04/0

0

10/0

0

04/0

1

10/0

1

04/0

2

10/0

2

04/0

3

01/0

4

07/0

4

01/0

5

07/0

5

01/0

6

Study Centres: Lowestoft 8 7.5 7.5 7.75 7.75 7 6.75 6.75 6.75 6.75 6.75 6 Great Yarmouth 7.25 7 7 7 7 7 7 7 7 7 7 7.5 Competing Centres: Ipswich 4.25 4.25 4.25 4.5 4.5 4.25 4 4 4.25 4.25 4.75 4.75 Norwich 5 5 5 5 5 5 5.5 5.5 5.5 5.5 5.5 5.5

Source: Property Market Report, Valuation Office, January 2006


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Pedestrian Flows 4.41 Customer count data for Great Yarmouth, provided by Springboard on behalf of Great

Yarmouth Borough Council, indicates low customer flows in the latter part of 2005 and early 2006 compared to the same weeks in previous years (Figure 4.11). However, customer flows appear to have recovered recently, with customer counts from June through to the start of July higher than in previous years. The total customer count for the week beginning 3 July 2006 was 551,867, compared to 443,947 in the same week in 2005.

Figure 4.11: Customer Count Great Yarmouth, 2004 - 2006

4.42 Unfortunately, this data may be compromised due to counter failure, because counters have been located on independent businesses that have ceased operation or changed hands, resulting in cables being removed and power shutdowns. It also includes out-of-centre locations such as the Marina Centre, Maritime Museum and the Sea Life Centre located on the seafront.

4.43 The two most reliable town centre counters are located at the Marks & Spencer (King Street) and at the Market Gates Shopping Centre south elevation (Regent Road). An analysis of data from these two counters shows a similar pattern to the trends indicated above, however customer counts from late April through to mid-May 2006 are also above those for the same weeks in previous years (Figure 4.12).


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Figure 4.12: Customer Count Marks & Spencer (King Street) and Regent Road, Great

Yarmouth, 2004 - 2006

4.44 The improvement in customer numbers is due to increased pedestrian flows at Regent Road rather than Marks & Spencer on King Street, which has actually experienced a fall in customer flows in 2006 from the same weeks in 2004, and mostly negligible changes to customer flows compared to the same weeks in 2005 (Figures 4.13 and 4.14).

Figure 4.13: Customer Count Marks & Spencer (King Street), Great Yarmouth, 2004 - 2006


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Figure 4.14: Customer Count Regent Road, Great Yarmouth, 2004 - 2006

4.45 Our visual inspection of the centre (February 2006) can confirm that the pedestrian flows are highest along Market Place and the top end of Regent Road within the vicinity of Market Gates Shopping Centre. Beyond this, shopper footfall diminishes. However, we are advised by the Borough Council that increased footfall will be generated through the InteGreat and the St George’s Park extension as a result of the funding for the ‘Cleaner, Safer and Greener’ initiative.

Accessibility

4.46 The town of Great Yarmouth lies strategically at the intersection of the A47, the A143 and the A12. The A47 trunk road provides access to the A11 which in turn links to the A14 (serving the Midlands and the north) and the M11 motorway. The A47 also provides direct access to Norwich (19 miles); the dominant retailing centre in the region. The A143 links Great Yarmouth with Bury St Edmunds, whilst the A12 links the town with Ipswich via Lowestoft. Norwich International Airport is conveniently located for passengers residing in Great Yarmouth Borough. The airport caters for flights to in excess of 400 worldwide destinations.

4.47 The town centre itself is easily accessible by a choice of means of transport; an important issue in terms of PPS6. In terms of rail, there are Intercity services to Norwich and London Liverpool Street, with local connecting services within East Anglia. The average journey time from Great Yarmouth to London Liverpool Street is two hours and twenty minutes. Connecting services are available from the Midlands and the north, via Peterborough. Great Yarmouth railway station is positioned on the periphery of the town centre.

4.48 The bus station is conveniently located within the confines of Market Gates Shopping Centre and caters for bus services to all parts of its catchment. In our view there is also a good provision of car parking facilities both multi-storey and at grade (Table 4.6). We estimate that the total number of car parking spaces serving the town centre and surroundings is 3,241 spaces. Visual assessment of the car parks indicates good usage, and the car parks potentially serve the town centre adequately.


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Table 4.6: Town Centre and Edge-of-Centre Car Park Provision

Location Operator Estimated no. of spaces

Multi-Storey Car Parks: South Market Road 560 Surface Level Car Parks: South Quay 57 Matalan 166 Homebase 157 Economy Carpets 36 Pasteur Road 65 Stonecutter’s Quay 41 George Street 38 Howard Street NCP 52 Palmers 143 King Street 208 Asda 612 Aldi 108 Staples 40 Fuller’s Hill 151 Brewery Plain 80 Tesco Stores 122 Sainsburys 450 Market Place 155 TOTAL 3,241

Perception of Crime and Safety

4.49 As it stands, we are unaware of any published data, statistics and crime reduction initiatives specifically relating to Great Yarmouth town centre. We have contacted the relevant crime reduction liaison officer at the Borough Council, but, at the time of writing this report, no information on the following aspects of crime and safety has been received:

• current and historical crime and disorder statistics • when and where the crimes are being committed • types of crime • crime prevention measures and initiatives • monitoring the evening and night time economy.

4.50 Our visual inspections of each centre, have pinpointed cctv cameras strategically positioned throughout each centre, including some car parks, providing comprehensive coverage.

Environmental Quality

4.51 Whilst it is difficult to be objective as to the environmental quality of any centre, much of the prime retailing area (i.e. Market Place, upper King Street and Market Gates Shopping Centre), as well as Regent Road, is free from traffic, which provides shoppers with a safe and pleasant environment in which to shop and visit. The remainder of the centre has a good provision of pedestrian crossings at grade and no intimidating underpasses. In general terms, we consider the centre to be environmentally attractive and clean with a good provision of street furniture, landscaped areas and litter-bins. Insofar as these factors do actually contribute to a centre’s vitality and viability, we consider their contribution to be positive.


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Summary

4.52 It is our view that Great Yarmouth has a relatively healthy centre. It has two department stores and the full complement of variety stores. It also has one of the ‘big four’ foodstore operators namely Sainsburys in its centre, albeit edge-of-centre. At this level in the shopping hierarchy all these retailers serve an important anchor function to the centre because they continue to bring shoppers into the centre frequently and regularly. The centre also benefits from a diverse range of other uses (commercial, leisure, residential, cultural and educational), as well as a popular sandy beach, that all encourage visitors into the centre.

4.53 Notwithstanding the above, we are concerned about the high level of vacancy in the centre, both in terms of outlets and floorspace, as well as the recent decline in the centre’s yield. There has also been a limited scale of new development in the centre in recent years, which leads us to the view that whilst the centre maybe vital, it is not particularly viable in terms of attracting new development and investment. Indeed, all these factors do not point to a vibrant and robust centre. Moreover, given the proximity of Great Yarmouth to the regional centre of Norwich, it is likely that Great Yarmouth will continue to lose some trade to this dominant centre in its hinterland, especially in terms of expenditure in fashion goods.

4.54 On a more positive note, the anticipated extension and regeneration of the Market Gates Shopping Centre, in the heart of the town centre will offer a range of shop units configured to modern retailer requirements. It will also go a long way with helping to satisfy the current retailer demand for a presence in the town centre and unquestionably help Great Yarmouth to enhance its overall vitality and viability over the longer-term. In this way, it should be supported as a matter of policy.

Lowestoft

4.55 Lowestoft is geographically situated at the eastern most point of the British Isles. For centuries the town has been dominated by the fishing industry and military bases, which had a significant impact on its social, economic and political life. Today, the town has somewhat diversified from this image and plays host to an expanding number of visitors.

4.56 Lowestoft town centre is the principal shopping and commercial centre within Waveney District, serving the population’s retailing needs and requirements. The centre is segmented into two halves by virtue of the busy Artillery Way, which acts as a physical barrier. From the retail perspective, the threat remains that the shopping centre is in danger of breaking into two. On the one hand, the retailing to the south focuses on the prime pitches of London Road North and The Britten Shopping Centre. On the other hand, to the north of Artillery Way is the secondary pitch of the High Street (Figure 4.15). However, between the two divided retailing areas there does not appear to be a particularly strong link (Figure 4.16).


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Figure 4.15: High Street Figure 4.16: Under-Utilised Linkage

Southern Retailing Area

4.57 The shopping facilities of the southern half of the town centre are almost exclusively confined to the pedestrianised section of the long and linear London Road North (Figure 4.17), which is the centre’s traditional retailing backbone comprising a north-south axis. The only exception to this is the adjoining Britten Shopping Centre (strategically located at the retailing heart of the town centre) and an agglomeration of secondary retailing streets leading from Station Square to the south (Bevan Street East, Commercial Road and Suffolk Road).

Figure 4.17: London Road North

4.58 London Road North is the centre’s prime retailing area accommodating two small department stores, namely Westgate and Chadds (trading on two and four retail floors respectively), and the full complement of variety store operators (Marks & Spencer, Bhs and Woolworths). The street also hosts a range of national multiple retailers including Specsavers, Dorothy Perkins, Clinton Cards, Evans, The Body Shop, Argos, Bon Marche, Clarks, Etam, Ottakers, H Samuel, New Look, Burton, Boots and Jessops.

4.59 The Britten Centre (Figure 4.18), opened in 1987, comprises circa 9,300 sq.m of retail floorspace. The scale and configuration of the shops are well-suited to modern retailer requirements for a town of Lowestoft’s stature. The scheme is fully let and hosts a range of national multiple retailers including WH Smith, Holland & Barrett, Allsports, Game, Rosebys, Superdrug, Mothercare and Thorntons.


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Figure 4.18: Britten Centre

4.60 Meanwhile, at the southern end of the town centre, the majority of the streets, within proximity to the railway station, accommodate a range of uses, predominantly occupied by independent operators. The most notable outlets include a large independent variety store trading on two floors (Godfreys) and an Aldi supermarket, situated at the tail end of Commercial Road.

Northern Retailing Area

4.61 The somewhat isolated and secondary pitch of the High Street, located to the north of the centre, has a historic street pattern that reflects the area’s history as the original town centre. It accommodates a range of predominantly independent and specialist retail/service/leisure operators. This area has a distinctively different retailing and service offer to the functional nature of the southern retailing area. In this way, it can be argued that that both shopping areas, north and south, complement each other, but it is important that linkages between the two are enhanced.

Diversity of Uses

4.62 The total number of retail units (A1, A2, A3, A4 and A5) including miscellaneous properties (i.e. under construction and vacant) is 309 according to the most recent Experian Goad Centre Category Report (survey undertaken on 1 February 2005). This includes 18 convenience stores, 137 comparison stores and 138 units accommodating services (retail service 44, leisure services 51 and financial & business services 43). Figure 4.19 shows their location.


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(i) Convenience Goods

4.63 The total amount of gross convenience floorspace in Lowestoft town centre is circa 10,647 sq.m. The supermarket provision comprises Tesco (1,498 sq.m net), Somerfield (2,785 sq.m net), Iceland (494 sq.m net), Marks & Spencer Foodhall (836 sq.m) and an edge-of-centre Aldi (855 sq.m net). Convenience stores account for 5% of total outlets and 13% of total floorspace within the centre compared to national averages of 7% and 11% respectively.

4.64 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Lowestoft town centre has no representation of greengrocers or fishmongers within the town centre. This reflects the national trend in the decline of smaller independent businesses, principally due to the rise of the food superstore since 1980s. Notwithstanding this, these goods are sold in the market.

(ii) Comparison Goods 4.65 In terms of gross floorspace, 39% of the centre’s floorspace is devoted to comparison

retailing compared to the national average of 32%. In terms of proportion of outlets, 38% of outlets are comparison-based against a national average of 33%.

4.66 In a similar vein to Great Yarmouth, Lowestoft town centre has two department stores namely Co-op Westgate and Chadds, together with the full complement of variety stores (Marks and Spencer, Woolworths and Bhs). Likewise, there is also a requirement by Debenhams department stores for Lowestoft and are again seeking between 12,000 – 20,000 sq.m of retail floorspace. However, in our view it is very unlikely that Debenhams would trade from two town centres within close proximity and therefore once there


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requirement has been satisfied in the study area they will not pursue additional representation.

4.67 In the important fashion sector (ladies wear, menswear, children/infant wear, general clothing and footwear), it can be noted that Lowestoft town centre has a total of 31 outlets (this excludes fashion goods contained in department and variety stores), and 6,251 sq.m of floorspace (Table 4.7). Stores selling fashion goods account for 8.7% of total outlets and 7.4% of total floorspace within the centre. Both, of which, are slightly below the national averages of 9.3% and 8.0% respectively. The fashion store needs of the local population are broadly catered for by the dominant retailing centres of Norwich and Ipswich.

Table 4.7: Fashion Goods

Outlets Floorspace Categories Number Area

(%) Base (%)

Floorspace (sq.m)

Area (%)

Base (%)

Childrens & Infants Wear 4 1.12 0.67 929 1.10 0.52

Clothing General 5 1.40 1.85 1,031 1.22 2.66

Footwear 4 1.12 1.38 808 0.96 0.96

Ladies & Mens Wear & Accessories 0 0.00 0.63 0 0.00 0.60

Ladies Wear & Accessories 10 2.80 3.72 2,480 2.94 2.58

Mens Wear & Accessories 8 2.24 1.01 1,003 1.19 0.69

TOTAL 31 8.68 9.26 6,251 7.41 8.01

(iii) Service Businesses 4.68 In terms of gross service floorspace in Lowestoft town centre, retail services account for

6.9% (above the national average of 5.5%), leisure services sum to 11.4% (considerably lower than the national average of 17.3%) and financial & business services 7.2% (equal to the national average). Services are primarily located in secondary pitches.

(iv) Eating and Drinking Offer

4.69 In terms of A3, A4 and A5 uses, the main concentration in the centre can be found on both sides of the High Street (Figure 4.20) and within the vicinity of the railway station.


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Figure 4.20: A3/A4/A5 Distribution

Office Uses

4.70 According to the Goad Centre Category Report (survey undertaken on 1 February 2005), the provision of general offices within the town centre sums to 12 premises (3.4% of all the outlets in the centre, compared to the national average of 3.9%) and circa 3,350 sq.m (4% against 5.4%). In this way, Lowestoft town centre, like Great Yarmouth, is not considered an administrative centre. In this way, there is only a minimal provision of office floorspace catering for the small, niche local businesses. The main employer in the town centre is Waveney District Council, which has offices sporadically located at Town Hall, High Street, Clapham Road and Gordon Road.

Other Uses

4.71 In addition to its dominant retail function, the town centre also has a diverse range of other activities including:

• dwellings • places of worship • central library • community and social clubs • theatre • doctor and dental surgeries • advice centre.


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Multiple Representation and Demand

4.72 According to the Goad Centre Category Report (survey undertaken on 1 February 2005), there are a total of 117 national multiple retailers (A1, A2, A3, A4 and A5) in Lowestoft town centre. Figure 4.21 sets out their location. This shows that they are strategically positioned throughout the centre, although the main cluster is along London Road North and within the Britten Shopping Centre.

Figure 4.21: National Multiple Representation

4.73 According to Appendix 5 (undertaken by DTZ), there are a total of 76 key national multiple retailers (A1, A2, A3, A4 and A5) in Lowestoft town centre. In the fashion sector (i.e. clothing and footwear), Lowestoft town centre has a total of 12 multiples, which is slightly lower than in Great Yarmouth (13), but considerably falls behind the higher order centres of Norwich (59) and Ipswich (38).

4.74 Appendix 7 provides an insight into the nature and range of retailer requirements. Lowestoft town centre currently has requirements from 27 new and existing operators seeking in excess of 62,000 sq.m of retail floorspace. The key retail and leisure operators include:

• comparison operators: Bon Marche, Debenhams, Peacocks, Silverscreen, TJ Hughes and TK Maxx.

• convenience operators: Farmfoods. • A3/A4/A5 operators: ASK, Pizza Hut and Pizza Express. • service operators: Saks.


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4.75 Table 4.8 below shows that in terms of historical data the number of requirements for Lowestoft town centre has declined from a peak of 29 requirements in October 2002 to 27 requirements at the time of production of the Focus Report in 2006. In contrast Great Yarmouth (Lowestoft’s main competitor), has an increasing list of retailers seeking representation.

Table 4.8: Retailer Demand

No of Requirements Ranking (1st highest) Date 27 272 Apr 2005 27 258 Oct 2004 25 262 Apr 2004 26 253 Oct 2003 28 226 Apr 2003 29 223 Oct 2002 19 298 Apr 2002 23 242 Oct 2001 24 233 Apr 2001

Source: Town Focus Report, Retailer Demand, September 2005

Rental Levels 4.76 The table below compares the prime rental level with those of its surrounding and

competing centres.

Table 4.9: Rental Values (Zone A) £ per sq.m. Centre 1998 1999 2000 2001 2002 2003 2004 2005 Study Centres: Lowestoft 592 700 700 700 753 753 753 753 Great Yarmouth 538 592 592 592 700 700 753 753 Competing Centres: Norwich 2,045 2,153 2,153 2,153 2,153 2,153 2,153 2,260 Ipswich 1,238 1,238 1,238 1,292 1,399 1,399 1,399 1,561

Source: In-Town Retail Rental Map, Colliers, 2005 4.77 Prime rental levels in Lowestoft town centre have continued to steadily improve since 1998

from £592 per sq.m (Zone A) to a peak of £753 per sq.m (Zone A) in 2005, which mirrors Great Yarmouth. However, it can be noted that rental levels have been stagnated since 2002.

Vacancies 4.78 Figure 4.22 demonstrates that there are very limited number of voids in the town centre

and those that are vacant are dispersed in mainly secondary areas. In this way, there are no distinct pockets of dereliction.

4.79 It can be noted that only 16 outlets were vacant at the time Experian last updated their data (1 February 2005). This represents 4% of all outlets and other town centre uses covered by Experian Goad in the centre, which is half the current national average of 8%. The total amount of vacant floorspace equates to circa 21,600 sq.m. This is only 2.4% of all the units contained in the centre, compared to a national average of 5.5%. This is very encouraging indeed.


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Commercial Yields

4.80 The Property Market Report (January 2006), prepared by Valuation Office, identifies a current yield of 6% in Lowestoft. This represents a significant improvement from Summer 2005 when a yield of 6.75% was identified. Furthermore, it indicates high expectations of rental growth and good economic prospects. In comparative terms, it should be noted that the current yield is much stronger than in Great Yarmouth.

Table 4.10: Commercial Yields

Yields % Centre

Date

04/0

0

10/0

0

04/0

1

10/0

1

04/0

2

10/0

2

04/0

3

01/0

4

07/0

4

01/0

5

07/0

5

01/0

6

Study Centres: Lowestoft 8 7.5 7.5 7.75 7.75 7 6.75 6.75 6.75 6.75 6.75 6 Great Yarmouth 7.25 7 7 7 7 7 7 7 7 7 7 7.5 Competing Centres: Ipswich 4.25 4.25 4.25 4.5 4.5 4.25 4 4 4.25 4.25 4.75 4.75 Norwich 5 5 5 5 5 5 5.5 5.5 5.5 5.5 5.5 5.5

Source: Property Market Report, Valuation Office, January 2006

Pedestrian Flows 4.81 Our visual inspections of the town centre(February 2006) can confirm that the pedestrian

flows are strongest along the pedestrianised London Road North and throughout Britten Shopping Centre.


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Accessibility

4.82 Lowestoft town centre is easily accessible by a choice of means of transport. The A12 (Inner Ring Road) runs immediately to the west of the centre allowing easy access by car. In our view there is also a good provision of car parking facilities within close proximity to the main retailing pitch, especially the two multi-storey car parks abutting the The Britten Centre and the Somerfield Supermarket. We estimate that the total number of car parking spaces serving the town centre is 1,164 spaces.

Table 4.11: Car Park Provision

Location Type Estimated no. of spaces

Multi-Storey Car Parks:

Battery Green Pay & Display 541 Brittern Centre Pay & Display 330

Surface Level Car Parks:

Belvedere Road Pay & Display 160 East Point Pavillion Pay & Display 33 The Esplanade Pay & Display 100 TOTAL

1,164

4.83 The railway station is positioned in the south of the town centre (only a few minutes walk

to the centre’s prime retailing pitch) and caters for regular services to Ipswich and Norwich. The bus station is located adjacent to The Britten Centre and, in this way, is well-related to the primary shopping function. The town centre is accessible by bus to and from all parts of its catchment.


4.84 As it stands, we are unaware of any published data, statistics and crime reduction initiatives specifically relating to Lowestoft town centre. In a similar vein to Great Yarmouth, we have contacted the relevant crime reduction liaison officer at the District Council, but, at the time of writing this report, no information on the following aspects of crime and safety has been received:

• current and historical crime and disorder statistics

• when and where the crimes are being committed

• types of crime

• crime prevention measures and initiatives

• monitoring the evening and night-time economy

4.85 Our visual inspections of each centre, have pinpointed cctv cameras strategically positioned throughout each centre, including some car parks, providing comprehensive coverage.

Environmental Quality 4.86 In general terms, we consider the centre to be environmentally attractive. Town centre

traffic is channelled onto the ring road, which, in turn, has allowed the pedestrianisation of London Road North. In this way, the vast majority of the centre is free from traffic. Here, the majority of the shops are purpose-built premises.


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4.87 The traffic-free area extends to part of the High Street, which has a strong character with numerous buildings that make a positive contribution to the streetscape. Its more quiet nature adds to its attractiveness as a shopping and leisure environment.

4.88 The centre has recently benefited from the implementation of the Waveney Sunrise Scheme, which constituted a £15 million regeneration initiative promoted by the East of England Development Agency (EEDA). The key objectives of the scheme were to strengthen the Lowestoft economy through supporting business and tourism, focus on urban regeneration measures to create a high quality public-realm and improve facilities for the town centre and seafront.

4.89 The most noticeable features of the scheme were the restoration of prominent buildings, tree plantation, the extension of pedestrianised areas to include Bevan Street East, the introduction of new street furniture, improved street lighting and the extension of the cctv coverage throughout the centre. This successful investment package has unquestionably upgraded the townscape, which will provide an improved shopping experience for shoppers and visitors alike. In this way, they are likely to spend a longer time perusing shops, which, in turn will increase income for traders.

4.90 There are no obvious pockets of dereliction or visual signs of graffiti/litter. Overall, we consider the centre to be environmentally friendly and attractive.

Summary

4.91 Fundamentally, Lowestoft town centre performs a strong role as a functional and attractive town centre catering for the convenience, comparison and service needs of the district’s population. However, as with Great Yarmouth, there has been no substantive new development in the centre over the past decade or so. In this way, it will never compete directly with the higher order centres in the East of England, which continue to improve their retail offer. It is our view, therefore, that an important anchor function to the town centre as a whole is served by the department stores, the three variety stores and the two principal food stores (the centrally located Tesco and Somerfield supermarkets), which perform main trip and top-up food shopping roles.

4.92 At this level in the shopping hierarchy and located in close proximity to the dominant centres of Norwich and Ipswich, we consider that Lowestoft is generally performing well at the moment. There are a limited number of vacant properties, rental levels and yields are both improving and the centre is predominantly pedestrianised which allows shoppers to peruse the shops in a pleasant and safe environment. The centre is also easily accessible in terms of road, rail and bus.

4.93 The urban renaissance and environmental improvements recently implemented under the ‘Waveney Sunrise’ umbrella will further increase investor confidence in the town centre.


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5 Healthchecks: Beccles and Gorleston

5.01 As previously set out, there is limited information on the retail provision contained in the smaller settlements at the lower end of the retail hierarchy. In this way, it is difficult to analyse these centres against the key performance indicators outlined in PPS6, because of the very limited information available.

5.02 Notwithstanding this, we are able to provide our assessment on the following indicators for

each of the town centres:

• diversity of uses • retailer representation • vacancies • pedestrian flows • accessibility • environmental quality

5.03 There is no published data available for the remaining key performance indicators such as

rental levels, retailer demand, commercial yields and crime. We consider each in turn now. Rental levels 5.04 Historical rental data provided by Colliers is only typically available for larger centres, i.e.

Great Yarmouth and Lowestoft. As it stands, there is no published rental data for any of the market towns, district and local centres in the study area. It should be noted that for small retail centres Zone A rates are not usually applicable as the majority of shop tenants will consider their rents in overall annual terms only, not as an analysed per sq.m rate. Analysis of this nature is in the domain of more sophisticated markets where rents are typically higher and there is an active rent review market.

Retailer Demand 5.05 Unlike the higher order retailing centres, where demand from retailers for representation is

considerable, lower down the retail hierarchy there is only limited demand for units. Indeed, it is most unlikely that the key national multiple retailers would have any requirement for settlements of this size, stature and influence. Consequently, there is a real lack of published data and it is very difficult to record and monitor retailer demand for the smaller towns contained in the study area. The future prospects and performance of the various centres considered here will, in all probability, rely more on the independent market, which traditionally has not had the resources for marketing and purchasing that national multiple organisations have. Indeed, requirements from independent retailers are very difficult to record and monitor.

Commercial Yields 5.06 In terms of commercial yields, it is not possible to provide a uniform indicative yield for

any of the smaller town centres, since the value of known deals relates more to the occupier than to the centre itself. However, this is not to say that the centres in question are fundamentally fragile. The institutional investment market sees a more secure income stream in centres higher up the shopping hierarchy.


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5.07 As it stands, we are unaware of any published data, statistics and crime reduction initiatives specifically relating to the town centres of Beccles, Gorleston, Bungay, Halesworth and Southwold. Our visual inspections of these centres have pinpointed cctv cameras strategically positioned throughout the centres, including some car parks, providing adequate coverage.

Importance of Foodstores and Convenience Stores 5.08 It should be noted that lower down the shopping hierarchy the important anchor function to

these smaller centres is invariably performed by foodstores and convenience stores as opposed to comparison/non-food shops. Department stores, variety stores and fashion retailers generally do not have requirements for small towns. Indeed, the larger centres of Norwich, Ipswich, Great Yarmouth and Lowestoft, are the dominant retailing centres for comparison goods.

5.09 In this way, the convenience element of these centres tends to generate regular and frequent

visits, creating general shopper presence (or vitality) from which other shopkeepers can benefit. If shoppers do not visit a centre, the shopkeepers have no opportunity to convert presence into a transaction. Since foodstores and convenience stores normally provide the important anchor function in smaller centres, the stronger the food shopping element the stronger the centre.

Tourism 5.10 Another area that draws visitors into the study area’s smaller towns on a regular and

substantive basis is tourism.

Beccles 5.11 The rural settlement of Beccles is situated on the southern edge of The Broads National

Park and is the largest of the four market towns in Waveney District. The town centre sits within the heart of a predominantly residential area and is located on the banks of the River Waveney. The presence of the river frontage, which runs immediately adjacent to the centre in the west, provides an attractive backdrop to the centre.

5.12 The historic and compact centre does not contain an obvious primary retailing pitch.

Instead, it contains fragmented and sporadic pockets of national multiple representation dotted throughout the centre. Notwithstanding this, in our view the main focus of retailing, especially comparison goods retailing, is centred on the pedestrianised Sheepgate, which amalgamates with New Market (Figure 5.1). Quality retailers in this part of the centre include Woolworths Local, Boots, Superdrug, Stead and Simpson and a Somerfield supermarket.


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Figure 5.1: Pedestrianised Sheepgate/ New Market

5.13 When considering the size of Beccles’ catchment and its proximity to higher order centres

namely Norwich and Ipswich, as well as Great Yarmouth and Lowestoft, it is somewhat unusual for a retailing centre with Beccles’ stature and position in the retail hierarchy to accommodate a department store. In our view, Co-op Westgate, which operates from two neighbouring premises (trading on two retailing floors respectively) on Smallgate, undeniably is a major contributor to Beccles’ retailing success and securing its ranking in the top 700 shopping centres in the UK.

5.14 The town’s increased convenience shopping needs have been met by the recent introduction

of a Tesco supermarket (Figure 5.2), which is well integrated with the town centre. In this way, the centre is a more convenient and attractive food shopping destination. The Tesco store has considerably upgraded the shopping offer of the town centre as a whole and, together with the in-centre Somerfield, has reduced the need for and frequency of car-borne food shopping trips to out-of-centre locations and, more importantly, other competing towns.

Figure 5.2: New Tesco Store, Beccles

Diversity of Uses

5.15 The total number of retail units (A1, A2, A3, A4, A5) including miscellaneous properties (i.e. under construction and vacant) is 169 according to the most recent Experian Goad Centre Category Report (survey undertaken on 14 March 2005). This includes 13 convenience stores, 78 comparison stores and 65 units accommodating services (retail service 18, leisure services 28 and financial & business services 19). As Figure 5.3 sets out, Beccles town centre has a good balance of uses.


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(i) Convenience Goods 5.16 According to the Goad Centre Category Report (survey undertaken on 14 March 2005) for

Beccles town centre, which excludes the recently completed Tesco supermarket, the total amount of convenience floorspace in the centre is 4,701 sq.m net. Convenience stores account for 6.5% of total outlets and 12.2% of total floorspace within the centre compared to national averages of 7.3% and 10.9% respectively. The current foodstore provision comprises Tesco (2,730 sq.m net), Somerfield (314 sq.m net) and Rainbow Co-op (1,245 sq.m net).

5.17 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Beccles town

centre has no representation of frozen-food stores or off-licences, albeit these products are readily available in the aforementioned supermarkets.

(ii) Comparison Goods 5.18 The majority of comparison goods stores within the town centre are predominantly

independent in nature. Great Yarmouth and Lowestoft, as well as the dominant centres of Norwich and Ipswich, broadly cater for the variety store and fashion needs of the local population.

5.19 Notwithstanding this, Beccles does have a significant amount of comparison retailing for a

town of its size. In terms of gross ground floor footprint, 37.1% of the centre’s floorspace is devoted to comparison retailing, which is significantly higher than the national average of


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31.9%. In terms of proportion of outlets, 39% of outlets are comparison based against a national average of 32.6%.

5.20 As previously set out, Beccles has one department store operator (Co-op Westgate) and one

variety store (Woolworths Local). (iii) Service Businesses 5.21 Compared to the national picture, the town centre has slightly below average proportions of

leisure, financial and business services, although there are a particularly good provision of hotels and guesthouses catering for the visitor market (an index of 327, compared to the national average of 100) and banks (149).

(iv) Eating and Drinking Offer

5.22 As set out in Figure 5.4 the eating and drinking offer (A3/A4/A5) in the town centre is generally dispersed. The size of Beccles’ catchment explains why there are no branded fast-food or take-away outlets.

Figure 5.4: A3/A4/A5

Other Uses 5.23 In addition to its retail function, the centre contains a diverse range of other activities.

These include:

• dwellings • hotels and guest houses • places of worship


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• town hall • Citizens Advice Bureau (CAB) • library • offices – both private and public sector • tourist information centre • community halls

Retailer Representation and Demand 5.24 In contrast to the higher order centres, Beccles town centre is characterised by a multitude

of independent retailers. However, for a town of this stature and influence this is to be expected. According to the Goad Centre Category Report (survey undertaken on 14 March 2005), there are a total of 36 national multiple retailers (A1, A2, A3, A4 and A5) in Beccles town centre. Figure 5.5 sets out their location and shows that they are strategically positioned throughout the centre, although the main cluster is along New Market.

Figure 5.5: Multiple Retailer Representation

5.25 Table 5.1 provides an insight into the nature and range of retailer requirements for Beccles.

It shows that retailers perceive the centre to be a viable trading opportunity. There are currently a total of eight requirements, all of which are by national multiple retailers (albeit one is a charity retailer), including one convenience retailer, six comparison and one key food and drink operator. Together they seek a total of circa 4,300 sq.m of retail floorspace.


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Table 5.1: Retailer Requirement for Beccles

Sales Area Requirement (sq.m) Company Retail Specialities Min Max

British Heart Foundation Charity Shop 56 111

Dorothy Perkins Women’s Wear 102 279

Farmfoods Supermarket 465 743

JD Wetherspoons Public House 93 929

Peacocks General Clothing 465 1,394

Scope Charity Shop 70 465

Size Up Clothing 139 186

Specsavers Opticians 93 186

TOTAL 1,483 4,293 Source: Town Focus Database

Vacancies

5.26 According to the Goad Centre Category Report (survey undertaken on 14 March 2005), 13

retail and service outlets are vacant. This represents 6.5% of all outlets and other town centre uses covered by Experian Goad in the centre, which is below the current national average of 7.9%. In terms of floorspace 1,626 sq.m is vacant, which represents 4.2%, again below the national average (5.5%). This reflects a very buoyant retail market. Figure 5.6 demonstrates that the vacant units are dispersed in the peripheral areas of the centre. Subsequently there are no distinct pockets of dereliction.



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Pedestrian Flows

5.27 Our recent visual inspection (February 2006) can confirm that the pedestrian flows are

buoyant, especially in the prime pitch along New Market, most notably within the vicinity of the Boots store. Beyond this, shopper footfall diminishes. The exception to this is the introduction of the Tesco supermarket and adjoining car park, which has increased pedestrian activity at the north-eastern end of the shopping area.

Accessibility 5.28 The town centre suffers from high levels of traffic. This, in turn, has led to pedestrian

intimidation, safety problems, air pollution and noise pollution. Despite the provision of pelican crossings at grade it is still difficult to cross the road. In the past, one of the main reasons for the high levels of vehicular movements through the centre was the lack of car parks conveniently located on the main routes into the centre. This, in turn, meant that traffic had to pass through the centre’s narrow streets to find a space. Whilst, the introduction of the car park associated with new Tesco store has gone a long way to addressing the issue, there are, in our opinion, still too many cars in the centre.

5.29 In our opinion, the implementation of traffic management measures would make the town

centre a more customer-friendly environment. This can be achieved by increasing the separation of traffic and pedestrians by giving higher priority to pedestrians (e.g. expansion of the existing pedestrianisation scheme, wider pavements and introducing a traffic calming measures). Consideration needs to be given to what improvements can be made to encourage walking and cycling in the town and promote a better use of public transport. A co-ordinated approach to public parking and traffic management is required.

5.30 In terms of public transport, there is a railway station with services to Ipswich and

Lowestoft. There are also regular and frequent bus services to Beccles from towns and villages in its hinterland, with the main bus facility located at Old Market, to the north of the town centre. In our view there is now a good provision of car parking facilities. We estimate that the total number of car parking spaces serving the town centre proper is circa 336 spaces (this excludes the new Tesco car park).

Environmental Quality 5.31 Beccles town centre has maintained its historic street pattern and, in our opinion, the vast

majority of the urban fabric in the town centre is of the highest quality. The shops are merged with narrow lanes and alleyways, which are a remainder of the earlier town. However, only a small fraction of the centre is pedestrianised (i.e. Sheepgate/New Market), which means that shoppers are unable to enjoy this picturesque centre in a pleasant and safe environment. Instead, the remainder of the town centre suffers from a high level of traffic congestion and subsequent pedestrian vehicular conflict in the centre’s narrow streets and pavements.

5.32 The historic nature of much of the centre’s townscape provides the springboard on which

further environmental improvements in the town centre can be launched in time. In our view, an expansion of the pedestrianised scheme along Sheepgate/New Market to include The Walk would allow shoppers and visitors alike to appreciate the beauty of the church and its surroundings.


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Summary 5.33 Beccles serves the shopping and service needs of the town’s population and neighbouring

villages. Given that the centre does not have a wide range of national multiple retailers and the representation of variety stores is restricted to Woolworths, it is our view that the important anchor function to the centre as a whole is served by the Co-op Westgate department store and the new edge-of-centre Tesco supermarket, which performs main trip and top-up food shopping roles. With regard to the latter, if the resident population undertake food shopping locally, they may be inclined to resist other shopping destinations for non-food visits and other shops in the centre are therefore supported. In this way, this type and size of supermarket in this location are in many respects ideal in this size of centre. Now that Beccles shopping function is better anchored, its overall prospects for the future are enhanced.

5.34 Despite the centre’s current relative health, we are concerned that the limited amount of

investment in traffic management in the centre, will result in the town slightly losing its competitive edge and attractiveness. Subsequently, it does need a further injection of investment in this area in order to remain robust and competitive. There is no room for complacency.

Gorleston

5.35 Gorleston is a self-contained seaside resort and has a very popular sandy beach (Figure 5.7)

formed within a cove by the harbour entrance to the River Yare and the easterly shoreline. Apart from a few elegant buildings dotted along the seafront, such as the theatre (Figure 5.8), the town centre does not boast the historic streetscape and charm of the majority of the study centres. Instead, it contains a purpose-built, functional, well-managed and successful retailing centre.

Figure 5.7: Gorleston Beach Figure 5.8: Theatre

5.36 The shopping facilities of the town centre are almost exclusively confined to the linear

High Street, which merges into Feathers plain, and then into Lowestoft Road. This is the centre’s traditional retailing backbone comprising a north-south axis. The only exception to this is the Somerfield supermarket (located on Blackwall Reach) and Baker Street, which runs perpendicular to the main shopping street.


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5.37 The High Street (Figure 5.9) has retail properties on both sides of the thoroughfare, which runs parallel to the beach. The southern end of the street, where it amalgamates with Feathers Plain, is the prime retailing pitch in the centre. It accommodates a range of national multiple retailers including Superdrug, New Look, Clinton Cards, Boots, Iceland, QD Stores, Stead & Simpson and Peacocks. Beyond which, in our opinion, can be deemed secondary.

Figure 5.9: Gorleston High Street

5.38 As previously explained, at this level in the shopping hierarchy the maintenance and

enhancement of the food shopping function is of paramount importance and in Gorleston the principal foodstore, Somerfield, provides the all important anchor function. The car park within the vicinity of Somerfield, with an estimated 250 spaces, is strategically located between the beach and the supermarket, also serves an important role in terms of accessibility.

Diversity of Uses 5.39 The total number of retail units (A1, A2, A3, A4 and A5) including miscellaneous

properties (i.e. under construction and vacant) is 128, according to the most recent Experian Goad Centre Category Report (survey undertaken on 24 February 2004). This includes 12 convenience stores, 56 comparison stores and 56 units accommodating services (retail service 19, leisure services 20 and financial & business services 17). Figure 5.10 illustrates the distribution of these uses.


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Figure 5.10: Land-Use

(i) Convenience Goods

5.40 The total amount of convenience floorspace in Gorleston town centre is 6,262 sq.m net. In

terms of supermarket provision, it comprises Somerfield (2,316 sq.m net) and Iceland (455 sq.m net). In this way, only the smaller store operators are present, rather than one of the ‘big-four’ (Tesco, Sainsbury, Asda and Morrisons). Proximity to Great Yarmouth ensures that local provision serves top-up needs only.

5.41 Convenience stores account for 8.5% of total outlets and 23.3% of total space within the

centre, which is significantly higher than the national averages of 7.3% and 10.9% respectively. This serves to underwrite our view that convenience shopping performs an important anchor role to the centre’s shopping function.

(ii) Comparison Goods 5.42 In terms of proportion of outlets, 39.4% of outlets are comparison-based against a national

average of 32.6%, and with regard to gross floorspace, 36.5% of the centre’s floorspace is devoted to comparison retailing compared to the national average of 31.9%. The town does not have the catchment, critical mass or status to support a department or variety stores.

(iii) Service Businesses 5.43 Compared to the national picture, the town centre has above average proportions of retail

and financial/business services. However, there is a slightly lower than national average of


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leisure services, albeit there is a higher representation of fast-food/take-away outlets, as well as bingo and amusements (indexes of 152 and 140 respectively).

(iv) Eating and Drinking Offer 5.44 In terms of distribution, the A3/A4/A5 uses are generally dispersed across the centre

(Figure 5.11). Compared to the national average, there is a lower representation of cafes, restaurants and public houses, which is surprising when considering the centre’s proximity to the beach.


Other Uses 5.45 In addition to the dominant retail and service outlets, there is a range of other uses in the

centre. These include private and public sector offices, community halls, various dwelling types, social clubs and a library.

Retailer Representation and Demand 5.46 As previously set out, national multiple retailers are principally concentrated at the southern

end of the High Street/Feathers Plain. Figure 5.12 reinforces this point. According to the Goad Centre Category Report (survey undertaken on 24 February 2004), there are a total of 34 national multiple retailers (A1, A2, A3, A4 and A5) in Gorleston town centre. At this level of the retail hierarchy, in close proximity to higher order centres, this level of provision is to be expected in our experience.


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5.47 The table below shows that worryingly only one retailer is currently seeking representation

in Gorleston.

Table 5.2: Retailer Requirements for Gorleston

Sales Area Requirement (sq.m) Company Retail Specialities Min Max

Bakers Oven Bakers 163 232

TOTAL 163 232 Source: Town Focus Database

Vacancies 5.48 According to the latest Goad Centre Category Report (survey undertaken on 24 February

2004) only four outlets were vacant. This represents 2.8% of all outlets and other town centre uses covered by Experian Goad in the centre, which is considerably below the current national average of 7.9%. Figure 5.13 sets out their location.


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Pedestrian Flows 5.49 Our visual inspection (February 2006) confirms that pedestrian flows were high in the

identified primary pitch, notably along Feathers Plain, and within the vicinity of the Somerfield supermarket/car park.

Accessibility 5.50 Whilst Gorleston does not have a train station, it is served by national, regional and local

bus services. There is also an adequate provision of car parking facilities surrounding the town centre. We estimate that the total number of car parking spaces serving the town centre is 417 (calculated from the Goad Plan), albeit 250 of the spaces are contained in the car park, adjoining Somerfield

Environmental Quality 5.51 Gorleston town centre’s townscape generally lacks the historic character as witnessed in

many of the smaller study centres. As a consequence it does not boast a focal point. Also, some parts of the centre appear tired and stale, especially in terms of shop fascias and décor. In this way, the centre would benefit from a range of environmental improvements to give it a face-lift. Notwithstanding this, there are no long-term pockets of vacancy and it is generally free of graffiti/litter.


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Summary 5.52 Gorleston clearly trades in the shadow of Great Yarmouth and this is likely to be the case

for the foreseeable future. There is a real lack of “quality” retailers in the centre and this is reflective of the fact that the centre does not attract a large number of shoppers from a wide catchment. This point is reinforced by the dominance of fashion retailers at the lower end of the market (such as Peacocks and New Look), which occupy units in the primary shopping pitch.

5.53 Whilst there is no specific evidence to point to a picture of fragility or decline in Gorleston

town centre (i.e. the low level of vacancy), the very limited list of national multiple retailers seeking representation and the centre’s decline in the national rankings does not point to a vibrant and robust centre. We believe that Gorleston’s future performance and prospects will depend upon its ability to meet local residents and tourists needs effectively. In this way, every opportunity should be taken to sustain or enhance the important food shopping function and to continually seek to improve its existing environment and townscape quality.


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6 Healthchecks: Bungay, Halesworth and Southwold

6.01 Lower down the shopping hierarchy, the small rural market towns of Bungay, Halesworth and Southwold only have a limited scale of retail and service provision catering for the local population and tourists alike. It is unrealistic to expect centres at the lower levels to display the characteristics of those higher up and, in this way they traditionally accommodate principally convenience stores and service businesses (such as post offices, hairdressers, restaurants, public houses, and takeaway outlets, betting offices, banks and building societies), together with a few comparison outlets.

6.02 Generally speaking, retailing in Bungay, Halesworth and Southwold, is clearly dominated

by independent traders occupying small unit shops, of a size generally unfavoured by national multiple retailers. In this way, national multiple representation is negligible and independent retailers provide an important top-up facility for settlements of this size. In the circumstances, the stores are an important facility, which are entirely reliant on expenditure from local inhabitants and visitors.

6.03 These centres are so far down the retail hierarchy that it is difficult to give any considered

view as to their vitality and viability. In this way, vacancy paints the best picture, as well as identifying whether a basic level of retail and service facilities is accommodated. With regard to smaller settlements this comprises a greengrocer, baker, butcher, chemist, food store, off-licence, newsagents, post office and banking facilities. Again, it should be noted that the larger centres of Norwich, Ipswich, Great Yarmouth and Lowestoft are the dominant retailing centres for comparison goods.

Bungay

6.04 Bungay is an old market town, rich in history, which is slightly larger than Halesworth and

Southwold in terms of retail floorspace. It was primarily built around the ruins of an ancient Norman castle partially surrounded by the River Waveney. The town centre comprises a long linear main street based on a traditional retailing background (north/south axis). It constitutes St Mary’s Street, which ‘dog-legs’ into Market Place and Earsham Street. The latter has a rich diversity of specialist shops and commercial premises. Black Dog Antique Centre, opposite the post office, is the largest of a number of antique shops in this area.

6.05 The Victorian townscape of Market Place (Figure 6.1) has remained virtually unchanged

for centuries and has a complementary mix of convenience, comparison and service operators. Prominent buildings include two coaching inns, the King’s Head and the Three Tuns, both of which are still a vital part of the hostelry scene.


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Figure 6.1: Market Place

6.06 St Mary’s Street has a row of shops housed in a variety of architectural styles on its western

side, which face three prominent buildings namely two churches and a school. Meanwhile, Bridge Street is one of Bungay’s most historic and unspoilt streets. This was a busy commercial area in Victorian times with numerous shops and public houses, but today is more residential in character.

6.07 There is a degree of complementarily insofar as town centre accommodates the ‘everyday’

national multiple retailers (Spar, Nisa, Threshers, Paper Chain, Martin Newsagents, Post Office, HSBC, Barclays, Natwest, Lloyds TSB) as well as important independents (greengrocers, bakers and butchers) and service operators such as estate agents, bookmakers and hairdressers. There are also a good selection of public houses and restaurants, as well as community and educational facilities. The table below considers the broad level of facilities that, in our view, should be provided within a settlement the size of Bungay.

Table 6.1: Basic Level of Facilities and Existing Representation in Bungay

Basic Amenities Representation

Greengrocer Alex’s Fruit & Veg

Baker Farmhouse Bakery

Butcher Bairds Family

Chemist Moss Pharmacy

Foodstore Spar, Bungay Shopper

Off licence Threshers, The Imperial Wine Company

Confectionary, Tobacco and News Paper Chain, Martin

Post Office Post Office

Bank/Building Society HSBC, Barclays, Natwest, Norwich & Peterborough Building Society, Lloyds TSB

6.08 Analysis of Table 6.1 reveals that Bungay town centre contains the full complement of

facilities. These foodstores (Spar and Bungay Shopper) are supported by a good selection of small specialist convenience stores including butchers, bakers, greengrocers and newsagent. This strong convenience offer in the centre reflects its main function, which is to serve the day-to-day convenience and food shopping needs of the local resident population. In this way, it is important to the centre’s overall health, as it attracts a significant number of shopping trips.


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properties (i.e. under construction and vacant) is 107, according to the most recent Experian Goad Centre Category Report (survey undertaken on 16 January 2006). This includes 14 convenience stores, 39 comparison stores and 43 units accommodating services (retail service 12, leisure service 19 and financial & business services 12).


(i) Convenience Goods 6.10 The total amount of convenience floorspace in Bungay town centre is 1,644 sq.m net.

Convenience stores account for 12.3% of all outlets, which is higher than the national average of 7.3%. In terms of gross floorspace, the centre’s convenience provision (10%) is equal to the national average. To be honest, we would normally expect a small market town of this stature to have an above average amount of convenience floorspace.

(ii) Comparison Goods 6.11 Not surprisingly, comparison retailers are primarily independent in nature. In terms of

proportion of outlets and floorspace, the provision in the town centre is similar to the national average, albeit antique shops govern 2.6% of the outlets (significantly higher than the national average of 0.44), while in terms of floorspace 2.8% is devoted to the antique trade (against 0.21% nationally).


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(iii) Service Businesses 6.12 As with comparison shops, the provision of services outlets (retail, leisure and

financial/business) is comparable to the national picture. (iv) Eating and Drinking Offer 6.13 Interestingly, at the beginning of the last century, Bungay had a total of thirty-three

drinking establishments, ranging from large ancient hostelries such as the King’s Head and Three Tuns, to small, one room Victorian beer-houses along side streets. Today, only eight have survived, but nevertheless provide a real insight into the history of the town.

6.14 Figure 6.3 sets out the distribution of A3/A4/A5 provision and clearly illustrates that they

are scattered throughout the centre. There are a total of five restaurants and cafes (Use Class A3) within the centre, all of which are independently operated.


Other Uses 6.15 These include dwellings, private and public sector offices, community halls, places of

worship and educational facilities.


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Retailer Representation and Demand 6.16 According to the Goad Centre Category Report (survey undertaken on 16 January 2006),

there are 19 national multiple retailers (A1, A2, A3, A4 and A5) in Bungay. Figure 6.4 sets out the location. It demonstrates that national multiple retailers are primarily concentrated within the vicinity of Market Place.


Vacancies 6.17 According to the Goad Centre Category Report (survey undertaken on 16 January 2006),

there are 11 vacant retail and service units in the centre. This represents 9.7% of all outlets and other town centre uses covered by Experian Goad in the centre, which is above the current national average of 7.9%. The total amount of vacant floorspace equates to 1,830 sq.m. This is 11.2% of all the units contained in the centre, which is exactly double the current national average of 5.6%. We advise that this needs to be addressed by Waveney District Council.

6.18 Vacant outlets are plotted in Figure 6.5, which shows that the majority of vacant units are

concentrated in Broad Street.


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Pedestrian Flows 6.19 Our recent visual inspection (February 2006) confirms that pedestrian flows were buoyant

throughout the centre, most notably in the vicinity of Market Place. Accessibility 6.20 Bungay can be easily reached by road and bus. There are numerous bus routes that pass

through the centre, stopping conveniently in the heart of the town centre. These buses provide regular services to surrounding towns and villages. Car parking facilities constitute only one dominant car park, situated in the south-east of the town centre, with approximately 50 spaces.

Environmental Quality 6.21 Environmental quality is often a matter of opinion, and, in our opinion, Bungay’s

townscape and rural character is of the highest quality, with the main shopping street (encompassing St Mary’s Street, Market Place and Earsham Street) in particular containing numerous well-presented Victorian buildings. These seem to have been well-maintained. Notwithstanding this, the historic and compact nature of the centre means that traffic in the narrow sections of the centre (most notably St Mary’s Street) does not provide the shopper/visitor with a safe and pleasant environment.


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Summary 6.22 Even at this level in the hierarchy important shopping and service facilities are being

provided. These serve their role well with catering for the basic shopping and service needs of the town’s inhabitants and its rural hinterland. Moreover, the specialist-shopping element (i.e. antique shops) encourages the occasional visitor into the centre, which is important to the centre’s overall well-being. Notwithstanding this, we are concerned about the high level of vacancy in the centre, which needs to be addressed.

Halesworth 6.23 Halesworth is a charming market town located in the south of Waveney District,

approximately 30 kilometres from Lowestoft. The town centre has benefited from a programme of regeneration and environmental improvements (funded by local, county and European bodies), such as the pedestrianisation of the meandering Thoroughfare (Figure 6.6), that have enhanced the shopping experience of local residents and visitors alike.

Figure 6.6: Thoroughfare

6.24 The historic Thoroughfare has a strong character with numerous buildings that make a

positive contribution to the streetscape. Beyond this pedestrianised street, the only shopping streets of any significance are Bridge Street to the north of the River Blyth, and where the Thoroughfare forks at its southern end into Market Place and London Road.

6.25 The table below considers the broad level of facilities that should be provided within a

settlement the size of Halesworth.

Table 6.2: Basic Level of Facilities and Existing Representation in Halesworth


Greengrocer Melons, CR Patrick

Baker Jacksons, Farmhouse Bakery

Butcher Allens, CA Palmer

Chemist Best Pharmacy

Foodstore Spar

Off licence

Confectionary, Tobacco and News DC Patrick, Fourbuoys


Bank/Building Society Lloyds TSB, HSBC, Norwich & Peterborough Building Society, Barclays


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6.26 Analysis of Table 6.2 reveals that Halesworth contains the full complement of facilities,

except for an off-licence, albeit these products are available in Spar. Diversity of Uses 6.27 The total number of retail units (A1, A2, A3, A4 and A5) including miscellaneous

properties (i.e. under construction and vacant) is 100, according to the most recent Experian Goad Centre Category Report (survey undertaken on 16 January 2006). This includes 14 convenience stores, 33 comparison stores and 46 units accommodating services (retail service 15, leisure service 15 and financial & business services 16) (Figure 6.7).


(i) Convenience Goods 6.28 The total amount of convenience floorspace in the town centre is 1,266 sq.m net.

Convenience stores account for 13% of total outlets and 10.5% of total floorspace within the centre, compared to national averages of 7.3% and 10.8% respectively.

(ii) Comparison Goods 6.29 In terms of proportion of outlets, 30.6% of outlets are comparison-based, slightly below the

national average of 32.5%. Meanwhile, in terms of gross floorspace, 30.2% of the centre’s floorspace is devoted to comparison retailing, which again is slightly below the national average of 31.8%.


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(iii) Service Businesses 6.30 Compared to the national picture, the town centre has above average proportions of retail

and financial/business services. However, there is a slightly lower than national average of leisure services.

(iv)Eating and Drinking Offer 6.31 The distribution of A3/A4/A5 uses is strategically dispersed across the town centre (Figure

6.8). Compared to the national average, there is a low representation of restaurants and public houses, which could have consequences for the evening economy.


Other Uses 6.32 Additional facilities in the centre include hotels, dwellings, places of worship, social clubs

and an art gallery. The new library, which hinges around the junction of Bridge Street and Rectory Street, complements and underpins the community facilities available to local residents. A visitor centre is also in the pipeline.

Retailer Representation and Demand 6.33 There are 17 national multiple retailers (A1, A2, A3, A4 and A5) in Halesworth town

centre, according to the Goad Centre Category Report (survey undertaken on 16 January 2006). Figure 6.9 shows their distribution and clearly illustrates their sporadic location across the centre. Consequently, it is extremely difficult to identify the primary shopping area.


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Vacancies

6.34 It can be noted that seven outlets are vacant. This represents 6.5% of all outlets and other town centre uses covered by Experian Goad in the centre (survey undertaken on 16 January 2006), which is below the current national average of 7.9%. The total amount of vacant floorspace sums to 957 sq.m. This is 8%, higher than the national average of 5.6%.

6.35 Vacant retail accommodation in the town centre is marked in blue in Figure 6.10, which

demonstrates that there are no voids along the Thoroughfare. Instead, they are primarily located in the secondary pitch of Market Place. In this way, it would appear that retail units in good locations are trading viably.


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Pedestrian Flows

6.36 According to our visual inspections (February 2006), pedestrian flows were strongest along

the Thoroughfare. Accessibility 6.37 Halesworth town centre is easily accessible by a choice of means of transport. The railway

station is positioned only 300 metres from the shopping area, approximately a 5-10 minute walk. The centre is also accessible by bus from all parts of its catchment, with frequent bus services passing through the centre. In our view there is also an adequate provision of car parking at grade (an estimated 173 car parking spaces), which are well-related to the shopping function.

Environmental Quality 6.38 In a similar vein to Bungay, the town’s shopping area is compact with the majority of the

buildings being historic. In our view, the town centre’s contemporary buildings (i.e. the new library building in close proximity to the Thoroughfare) happily co-exist with many of the old features reminiscent of the town’s rich and varied past as set out in Figures 6.11 and 6.12.


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Figure 6.11: Old Shop Front Figure 6.12: Library Building

6.39 Unlike the other market towns in the study area, Halesworth benefits considerably from the

comprehensive pedestrianisation of the main shopping area (Thoroughfare), creating a safe and pleasant shopping environment in which to shop and visit. The overall appearance and quality of the pedestrianised area, landscaped areas and street furniture are all very good.

Summary 6.40 Halesworth has an attractive, charming and vibrant town centre, which accommodates a

high proportion of convenience shops and services catering for the local population’s needs. In our view, it is this level of basic shopping facilities that underpins the centre’s relative vitality and viability, which serves local residents and those in the south of the district.

Southwold

6.41 The heritage seaside resort of Southwold (Figure 6.13) is located 14 kilometres from

Halesworth and 22 kilometres from Lowestoft. It is surrounded by picturesque countryside and award winning beaches. In this way, it has an alternative shopping role to that of the other landlocked market towns and draws a significant trade from visitors to the centre.

Figure 6.13: Southwold Beach and Seafront

6.42 The smallest of the market towns in the study area (in terms of retail floorspace),

Southwold has a good mix of independent and specialist retailers. The retention of the latter, together with many fine restaurants and public houses, provides the centre with its unique character and caters primarily for the well-established tourist market.


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6.43 The centre is anchored, collectively, by the specialist retailer trade. In this regard, its reputation is far reaching and visitors will travel a considerable distance to enjoy the specialist trading opportunities. In this way, the small and historic shop units positively lend themselves to this type of trade (standard retailers tend to prefer units configured to their standard requirements).

6.44 The table below considers the broad level of facilities that should be provided within a

settlement the size of Southwold.

Table 6.3: Basic Level of Facilities and Existing Representation in Southwold


Greengrocer Roses Fruit Fare

Baker Temptations

Butcher KE Hutson

Chemist Howells & Brooks, Queen Street Pharmacy

Foodstore Somerfield, Co-op Local

Off licence Adnams Wines, Wine Cellar & Kitchen Store

Confectionary, Tobacco and News Purdys, Chapmans


Bank/Building Society Barclays, Norwich & Peterborough Building Society, Lloyds TSB

6.45 Analysis of Table 6.3 reveals that Southwold contains the full complement of facilities.

We opine that the two foodstores, Somerfield (Figure 6.14) and Co-op Local, have considerably upgraded the shopping offer of the centre. By having two foodstores in close proximity, it not only provides a healthy level of competition between the two, but it helps play an important role with anchoring the retail provision in the centre. Its catchment population is too small to support a superstore, but these stores nevertheless provide a wide range of food lines. Furthermore, these stores are complemented by a range of other convenience stores and services, such as the post office (Figure 6.15).

Figure 6.14: Somerfield Figure 6.15: Post Office


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properties (i.e. under construction and vacant) is 85, according to the most recent Experian Goad Centre Category Report (survey undertaken on 16 January 2006). This includes 12 convenience stores, 43 comparison stores and 29 units accommodating services (retail service 5, leisure service 14 and financial & business services 10) (Figure 6.16).


(i) Convenience Goods 6.47 The total amount of convenience floorspace in Southwold town centre is 1,728 sq.m net.

Convenience stores account for 12.9% of total outlets and 12.8% of total floorspace within the centre, which are higher than the national averages of 7.3% and 10.8% respectively.

(ii) Comparison Goods 6.48 In terms of proportion of outlets, a significant 46.2% of outlets are comparison-based

against a national average of 32.5%. Meanwhile, in terms of gross floorspace, 32.2% of the centre’s floorspace is devoted to this type of retailing compared to the national average of 31.8%.

6.49 Comparison goods retailers in Southwold town centre are primarily specialist in nature,

especially art dealers, which account for 6.5% of all the outlets in the town centre (national average is only 0.7%. In terms of floorspace, art dealers have acquired 5.1% of the floorspace, again considerably higher than the national average of 0.3%.


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(iii) Service Businesses 6.50 Due to the dominance of the comparison and convenience sectors in Southwold, there are

notably less service operators than we would normally associate with a tourist destination of this size and influence. Indeed, representation of retail services account for only half the national average (5.4% against the national average of 10.9%), leisure services are again below the national average (15.1% against 17.8%), albeit there is a higher than average amount of hotels linked to the tourist trade (2.2% against 0.5%). Meanwhile, financial and business services are equal to the national picture (circa 10%).

(iv)Eating and Drinking Offer 6.51 Compared to the national picture, there is a significant amount of cafes in the centre,

representing 5.4% of all outlets (against 2.4% nationally), all of which are independently operated. In terms of distribution the A3 uses are dispersed across the town centre (Figure 6.17)


Other Uses 6.52 These include the Adnams brewery, dwellings, small niche offices, hotels, tourist

information office and places of worship.


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Retailer Representation and Demand 6.53 According to the Goad Centre Category Report (survey undertaken on 16 January 2006),

there are 13 national multiple retailers (A1, A2, A3, A4 and A5) in Southwold. Figure 6.18 sets out the location. This demonstrates that national multiple retailers not concentrated in one particular part of the centre.


Vacancies 6.54 There is only one vacant unit (measuring 37 sq.m) in the centre, according to the Goad

Centre Category Report (survey undertaken on 16 January 2006). This represents a mere 1.1% of all outlets and other town centre uses covered by Experian Goad in the centre, and only 0.3% of the total amount of floorspace. This is de-minimus. The vacant outlet is plotted in Figure 6.19 below.


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Pedestrian Flows 6.55 Our visual inspection of the centre, a sunny day in February 2006, confirms that pedestrian

flows were high throughout the centre. Accessibility 6.56 Southwold is strategically located on the A12, A1095 and B1127. The town is accessible

by national coaches from all parts of the UK. There are many local bus services to and from the higher order centres of Norwich, Ipswich and Lowestoft, as well as the nearby market towns of Beccles, Bungay and Halesworth. All bus routes stop at Market Place. We are somewhat surprised that there are no defined car parks serving the town centre proper, especially when taking into account the importance of the tourist market.

Environmental Quality 6.57 Southwold’s peninsular location, offers a maritime setting. Generally speaking the town

centre is small and quaint, with an attractive mix of historic buildings (Figures 6.20 and 6.21). This, together with the town’s setting, are unquestionably some of key strengths of Southwold.


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Figure 6.20: High Street Figure 6.21: Tourist Information Office

Summary

6.58 Southwold has a dual shopping role, serving local residents and tourists alike. With this in mind, it is important that the town’s range of shops and services, which rely heavily on visitor expenditure, do not become too influenced by the tourist market, and continues to cater for the local population. This has important implications for sustainability and the less-mobile local residents. Encouragingly, the vacancy level is extremely low.


6.59 District and local centres lie below city and town centres within the retail hierarchy.

Generally speaking, they are smaller centres and thus serve smaller catchments. PPS6 defines the characteristics of district and local centres as follows:

• District centres will usually comprise groups of shops often containing at least one

supermarket or superstore, and a range of non-retail services, such as banks, building societies and restaurants, as well as local public facilities such as a library.

• Local centres include a range of small shops of a local nature, serving a small

catchment. Typically, local centres might include, amongst other shops, a small supermarket, a newsagent, a sub-post office and a pharmacy. Other facilities could include a hot-food takeaway and laundrettes. In rural areas large villages may perform the role of a local centre.

Great Yarmouth Borough

6.60 Great Yarmouth Borough has one district centre and ten local centres. Gorleston is

currently defined as a district centre within the local plan, however, for the purposes of this study (and as directed by Great Yarmouth Borough Council) Gorleston is defined as a town centre. Table 6.4 lists the district and local centres, together with the number of outlets contained within each.


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Table 6.4: District and Local Centres in Great Yarmouth Borough

Name Outlets District Centres

Caister 65

Bells Road 45 Hemsby 20

Martham 17

Magdalen Way 12

Ormesbury St Margaret 11

Bradwell 6

Belton 4

Hopton 4

Winterton 3

Local Centres

Filby 2 6.61 The distribution of the district and local centres is set out in Figure 6.22. A summary of

each centre is attached in the Appendices.

Figure 6.22 – District and Local Centre Provision in Great Yarmouth

District Centres 6.62 Caister, the only district centre, has almost twice as many outlets as the largest local centre.

The retail and service units are sporadically located along a linear road (High Street/Yarmouth Road), with residential units interspersed amongst the retail provision. The centre provides a good range of shops and services, with the key convenience anchors being Budgens (372 sq.m net) and Co-op (150 sq.m net). There are also a range of small independent stores including butchers, bakers and fishmongers. These convenience stores serve the needs of the local catchment population.


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6.63 In terms of comparison goods there are a total of sixteen outlets, all of which are independent retailers. Comparison provision within the centre includes chemists, florists, clothing stores, a cycle shop and a hardware store.

6.64 The service provision includes several public houses, cafes and restaurants, as well as a

large number of takeaway outlets. The high representation of A3-5 uses reflects the fact that Caister is a holiday destination, with several caravan/holiday parks nearby. The centre lacks bank and building society provision, although there are two post offices within the centre.

6.65 There were six vacancies within the district centre at the time of our site visit, which

equates to less than 10% of all outlets. It should be noted that these were small units in peripheral areas of the centre. Broadly, the centre appeared to be busy during our site visit in March 2006. We would expect the potential level of trading and patronage to increase during the peak tourist season in the summer months. Overall Caister appears to be a generally healthy centre.

Local Centres 6.66 Bells Road is the largest of the local centres (with over 40 outlets). There are a range of

offices, shops and services (such as a bridal shop, art studio, solicitors and accountants) that draw people to the centre from further afield. The centre lacks national multiple retailers and a large convenience store. There are several bakers and a fishmonger, however the only other convenience provision is small to medium-sized newsagents. There are several vacancies at the northern end of the centre, and in this way there is certainly scope to change these to residential use. This, in turn, would help consolidate the centre.

6.67 Magdalen Way is situated within a predominantly residential area to the south of

Gorleston. This centre comprises a traditional, purpose-built, single parade of stores with residential units above. A Co-op supermarket, selling a wide range of convenience goods, anchors the centre. There is also a Forbouys convenience store, a butcher and baker. There is limited comparison provision, but adequate service provision (takeaways, public house, video hire store and bookmakers). There are two vacancies within the centre.

6.68 Encouragingly, there are five national multiple retailers (Co-op, Forbouys, Lloyds

Pharmacy, Coral and Bushells) out of a total of twelve outlets. This is certainly higher than would be normally expected in a centre of this size. Overall, the centre was well-patronised at the time of the visit and appears to be adequately serving the needs of the local population.

6.69 Belton and Bradwell are located in the south-west of the Borough. Belton is the smaller of

the two centres with just four outlets. It is anchored by a Tesco Express which sells a wide range of convenience goods and serves the day-to-day needs of the local catchment. The store also incorporates the post office. The centre benefits from having its own car park, enabling it to serve not only the local walk-in catchment, but also the village as a whole. At the time of the site visit the stores and the car park were busy.

6.70 Bradwell is located on the busy A143 passing through the village and is anchored by a

Budgens store. Other key shops and services include Lloyds Pharmacy, a post office and large medical centre. The centre appeared well-patronised, however the busy road running through the centre forms a physical barrier between some of the stores.

6.71 Hemsby, Martham, and Ormesbury St Margaret are all located in the north of the

Borough. They are medium to large local centres, with between 10 and 20 outlets


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contained within them. Hemsby is the largest of the three centres, and is an attractive, well-presented village centre comprising a small, purpose-built parade of shops distributed along a primarily residential street. It is anchored by a Spar convenience store and has a variety of other uses within the centre including takeaways, a post office, video rental, hairdressers and gift stores. At the time of our site visit there were no vacancies.

6.72 Hemsby serves predominantly a walk-in catchment, although there are parking facilities for

those travelling by car. There is also a bus stop serving the village. The centre benefits from seasonal trade from holiday parks located directly to the east of the centre, although it should be noted that the holiday parks have their own limited retail and A3/A4/A5 services on site.

6.73 Martham and Ormesbury St Margaret are both inland villages with medium-sized centres.

Both are anchored by modern convenience stores, Co-op in Martham and Budgens in Ormesbury St Margaret. These stores sell a wide range of convenience items and adequately serve local needs. Both centres have a range of services that include hot-food takeaways, hairdressers and post offices. Neither centre has any retail vacancies, although Ormesbury St Margaret has a vacant public house.

6.74 Winterton, Filby and Hopton are all very small centres, each with no more than four

outlets. They are all anchored by a branded convenience store namely Mace, Londis and Premier, and these provide the top-up needs of their respective local walk-in catchments. The centres all have at least one service unit, a hairdresser in Filby, a public house in Hopton and a takeaway in Winterton.

6.75 Overall, the district and local centres within Great Yarmouth Borough appear to be healthy

and are serving their roles by catering for the needs of their local catchments. There is scope in some centres, e.g. Bells Road, to convert existing vacancies in peripheral areas of the defined centres to residential use. This would consolidate the centres and allow the focus of retail and service uses to be focused in a single, tighter area.

Waveney District

6.76 Waveney District has two district centres and fifteen local centres. Table 6.5 lists the

centres and the number of outlets contained within each. More detailed summary sheets for each individual centre are attached in the Appendices.


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Table 6.5: District and Local Centres in Waveney District

Name Outlets Kirkley (Lowestoft) 135 District Centres

Oulton Broad 58

London Rd (Pakefield) 23

Kessingland 17

Norwich Road (Lowestoft) 15

Carlton Road (Lowestoft) 14

Westwood Avenue (Lowestoft) 13

Wrentham 13

Snape Drive (Lowestoft) 8

Famona Road (Lowestoft) 7

Hollingsworth Road (Lowestoft) 7

Village Rise (Lowestoft) 7

Ashburnham Way (Lowestoft) 6

Oulton Road (Lowestoft) 5

The Green (Lowestoft) 5

Hillside Avenue (Worlingham) 4

Local Centres

Bittern Green (Lowestoft) 3

6.77 The distribution of the centres can be seen in Figure 6.23. The map demonstrates that the

majority of the local centres are located within the Lowestoft urban area.

Figure 6.23 – District and Local Centre provision in Waveney


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District Centres 6.78 There are two district centres within Waveney District, Kirkley and Oulton Broad.

Kirkley is the largest, with 135 outlets. It is situated on a busy, one-way street (London Road South) immediately to the south of Lowestoft town centre. At the time of our site visits, there was a high level of traffic passing through making it a less attractive place in which to shop. However, we are advised that the recent opening of the South Lowestoft Relief Road will reduce traffic flows along London Road South. Furthermore, the car park on Clifton Road has been resurfaced, which has upgraded parking provision for the centre.

6.79 The anchor convenience store is a small Co-op in the south of the centre and there are

several smaller independent convenience goods stores including several bakers, newsagents and a general store. In this way, the centre is dominated by comparison and A3/A4/A5 uses. In terms of comparison uses there are a number of second-hand goods and charity shops, but also a selection of more specialist outlets. The latter cater for a wider catchment area. The A3-A5 uses draw additional trade during the seasonal period due to the proximity and linkages to the sea front.

6.80 The twenty vacant units within the centre suggest that it is not performing particularly well.

Furthermore, PPS6 suggests that a district centre should contain services including banks and building societies, as well as public services such as libraries. None of these types of services are evident.

6.81 Overall, the centre lacks dominant convenience and key service provision. This, coupled

with a high number of vacancies, suggests that the centre is not performing to its full potential. In our opinion, the centre would benefit from consolidation.

6.82 The range of outlets is better in Oulton Broad. It is properly anchored by a Spar and

supported by key services such as banks, a post office and a library. The centre is divided in two parts. One section lies to the north of the bridge over Oulton Broad. This is a busy stretch of the linear high street, with the majority of the units on the eastern side of the street. To the south of the broad is smaller and less busy. However, it is likely to have increased levels of seasonal trade, due to the proximity to the broad. This explains the good provision of shops and services such as cafés, ice-cream kiosks and gift shops.

Local Centres

6.83 There are three large local centres within the district, Kessingland, Norwich Road

(Lowestoft) and London Road (Pakefield). The latter is the largest of the three centres with 23 outlets. It is primarily anchored by Spar and Co-op. There is a good balance of convenience, comparison stores and services. In this way, the centre has all the key elements of a local centre and adequately meets the needs of the local population.

6.84 Kessingland is situated to the south of Lowestoft and is similar in nature to London Road.

Budgens and Costcutter are the two key anchor store and there is a good mix of other shops and services serving the needs of those living within the village.

6.85 Norwich Road is based in a predominantly residential area to the west of Lowestoft town

centre. It is not a cohesive centre, based on a long narrow street. The units are clustered in twos and threes, and interspersed with residential units. There are several vacancies and evidence that units that were once devoted to retail or service uses have since been converted to residential use. In our view, the centre fulfils its role as a local centre and appears to be well-patronised.


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6.86 Carlton Road, Westwood Avenue (in Lowestoft) and Wrentham are all slightly smaller. Both Carlton Road and Wrentham only have limited convenience provision, and are primarily based on comparison and service uses. Both have a number of specialist comparison stores. Carlton Road has a party store, packaging store and kiteboarding store, whilst Wrentham also has a party store alongside a frame-maker, stove shop and furniture stores. In addition, Wrentham has a large factory warehouse store selling a wide range of comparison goods. These stores are likely to attract people from a wider area.

6.87 Westwood Avenue consists purely of stores that serve the day-to-day needs of the local

population. There are two medium-sized convenience stores anchoring the centre, Co-op and One Stop. The centre also benefits from having an off-licence, Co-op pharmacy and a bakery. The centre was busy at the time of our site visits and there were no vacancies, suggesting that the centre is performing well.

6.88 The remainder of the local centres within the district (Famona Road, Hollingsworth

Road, Village Rise, Ashburnham Way, Bittern Green, The Green, Oulton Road, Snape Drive (all in Lowestoft) and Hillside Avenue (in Worlingham) all have less than ten outlets. At the present time all these centres appear to be healthy and well-patronised, with no vacancies.


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7 Prospects for Retail - Market Demand

7.01 The following commentary describes some of the key trends that are driving changes in the retail sectors and specifically how this is being manifested in terms of the scale, quality and location of new retail development. It describes trends in retailing and how these are impacting on the vitality and viability of town and city centres.

1. Convenience Goods Retailers - Market Demand

7.02 The UK grocery sector has experienced dramatic changes in its location, format and offer since the 1980s. Growth during most of this period has been characterised by the expansion of large out-of-centre foodstores, which recent research shows account for £2 out of every £5 spent on groceries in the UK1. National trends also indicate a decline in the number of food specialists in the decade since 1992 by c.19% and an increase in the number of large superstores by c.50%, from 860 to 1,292 outlets. In terms of sector performance and according to TNS, during Christmas 2005, grocery retailers enjoyed their strongest growth since the summer of 2004.

7.03 The government’s recent political and policy commitment to urban renaissance and town centre regeneration has resulted in a significant reduction in planning applications and permissions for new out-of-centre stores. This scaling down of out-of-centre development has been further compounded by the fact that the forecast growth in convenience goods spending is significantly lower than for comparison goods retailing. This means that there is less demand, and therefore capacity, for new convenience goods space.

7.04 These trends in policy and consumer demand have impacted on the business strategies of the major food retailers. Whilst they are continuing with new store openings and extensions, albeit on a smaller scale than before, they are also trying to differentiate themselves from their competitors in order to open up new markets and increase market share in this highly competitive sector. This has manifested itself in a number of key trends over recent years, including:

(i) Consolidation – the takeover of Safeway by WM Morrison enabled it to expand its UK coverage and market share. However, Morrisons has been forced into significant changes at management level following profit warnings. Other operators have also benefited from the disposal of Safeway stores. For example, Somerfield purchased 114 stores, although 22 of these were under investigation by the Competition Commission following concerns by the Office of Fair Trading (OFT). Similarly the convenience stores and supermarkets arm of the Co-operative Group is in the midst of a ‘root-and-branch’ review after threefold expansion over the last four years, a period that has included the acquisition of the Alldays chain. Marks & Spencer has also announced the purchase of 28 stores from Iceland to help develop its Simply Food format. The company is also understood to be working on plans to create Simply Food stores in 300 BP service stations across the country. They also aim to raise their share of the food retail market from 3.8% to 5% over the next few years2.

(ii) Product diversification - non-food sales now account for an increasing share of the turnover of grocery retailer multiples. Tesco and Asda already have a large non-food component, and Sainsbury has intensified its non-food coverage in larger stores. Although Morrisons still remains focused on its main food business, we believe it is likely to diversify into non-food once it has successfully integrated Safeway’s stores into its business. In September 2005, Tesco reported that they would open a further 93 stores, amounting to 170,000 sq.m in floorspace terms. This also includes its first

1 The National Retail Planning Forum (November 2004) ‘The Role and Vitality of Secondary Shopping - a New Direction’ 2 Source: Retailfreeview (24/01/06)


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two non-food outlets, ‘Tesco Homeplus’ that have opened in Manchester and Aberdeen. Tesco’s domination, in terms of market share, is shown in the graph below. In addition to the differentiation into non-food products, the sector has also seen an increase in the demand for high-quality convenience food ranges, such as Tesco Finest and Sainsbury’s Taste the Difference ranges, and organic products which potentially add to the inflationary pricing on food.

Figure 7.1: UK Supermarket - Market Share

Source: CACI / TNS - November 2005

(iii) A ‘return’ to the high street and the growth of convenience (‘c-store’) formats – The sequential test has resulted in new smaller store formats on the high street, such as Tesco’s ‘Express’ and ‘Metro’ formats, and Sainsbury’s ‘Local’ stores. The growth in Sainsbury’s smaller store format is illustrated in Figure 7.2, which shows an increase both through acquisitions and new openings. It is likely that these smaller store formats will be rolled out to smaller and medium-sized centres in the future, particularly following the move by Tesco (and other operators) into the ‘c-store’ format, following its purchase of T&S stores. There may, therefore, be opportunities for smaller-scale formats to be located in some of the smaller centres in the future within the sub-region. Tesco have indicated that they could double their number of local Express stores within a decade3. This demand is being boosted by an ageing population, busier lifestyles and more single households.

3 Source: Egi 07/11/05


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Figure 7.2: Total Sainsbury’s Supermarkets (2001 – 2005)

Source: J.Sainsbury Company Profile – October 2005 (http://www.j-sainsbury.co.uk/files/pdf/company_profile.pdf)

(iv) The growth of the discount food retailers – European food operators (particularly Aldi, Lidl and Netto) have experienced significant growth over the last 10-15 years. These operators, along with Kwik Save, are to varying degrees, seeking opportunities to expand their network of centres and market share in the competitive grocery sector. Asda is also launching itself into the discount retail market dominated by Aldi and Lidl. It opened its own-brand-only store called Asda Essentials in Northampton in March 2006.

7.05 If these trends continue over the medium-term (and planning policy remains unchanged), it is our view that the main trends driving demand and development over the next 5–10 years will comprise the following:

• continued applications for extensions to existing larger foodstores as well as mezzanines (both in-town and out-of-centre), as operators attempt to increase their non-food offer. On the latter, the government has moved to close this loophole under the GDO Amendment (England) Order 2006. As a result, and from May 2006, any internal increases in floorspace of more than 200 sq.m in retail premises will constitute development and require planning permission.

• the growth of convenience (‘c-store’) operators and discounters as operators seek to increase their representation and market share in smaller and medium-sized towns. This trend could lead to high profile retailers such as Tesco and Sainsburys targeting centres that they would not have previously considered, which may benefit some lower order centres.

• an increase in the number of planning applications for mixed-use foodstore developments. For example, both Tesco and Sainsburys are now looking to develop mixed-use schemes in metropolitan and urban areas, which generally comprise new (or extended) foodstores and residential units (or other uses) in the ‘air space’ above stores.

0

50

100

150

200

250

300

350

2001 2002 2003 2004 2005

No.

of O

utle

ts

3,716 sq.m (40,000 sq.ft) +

2,322 - 3,716 sq.m (25,000 - 40,000 sq.ft)

1,394 - 2,323 sq.m (15,000 - 25,000 sq.ft)

under 1,394 sq.m (15,000 sq.ft)


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7.06 In the future, the convenience sector is likely to come under further regulatory scrutiny. This is evidenced by the sentiment expressed by the parliamentary group on small shops which stated that if smaller stores were squeezed out, there would be social, economic and environmental consequences felt by local communities. The main recommendations in the report are:

• suspend takeovers until plans to secure the diversity of the sector are brought forward;

• establish a regulator;

• bring in comprehensive code of practice;

• introduce a new requirement for all local authorities to adopt a retail strategy within their development plan;

• develop regeneration units in all local authorities within the UK; and,

• develop retail-focused regeneration units in all Regional Development Agencies (RDAs) within the UK.

7.07 Additionally, the Office of Fair Trading (OFT) announced in March 2006, that it is to refer Britain’s £95bn a year grocery sector to the Competition Commission for a full investigation. The investigation will revisit the argument that Tesco, J Sainsbury, Asda and Morrison have become too powerful and operate a number of anti-competitive strategies. The OFT based its decision on four issues:

• the use of land banks as effective barriers to entry;

• possible market distortions caused by the buying power of the four largest players;

• the effects of low pricing; and,

• the move by the large chains into the smaller convenience store sector.

2. Comparison Goods Retailers - Market Demand for the High Street

7.08 The high street is currently facing a difficult period. Market indicators show that consumer spending growth has been weak for almost two years. However, the volume of retail sales in April 2006 was 0.1% higher than the previous quarter and the underlying situation was nevertheless improving. Overall, the trend is still weak and an improvement in the housing market may boost the sales of related items. However, any rise in interest rates will potentially subdue the fragile demand.

7.09 This slowdown is due, in part, to a marked dip in consumer confidence following a period of rising interest rates, energy costs and household debt. This debt burden and the potential increase in savings, which is expected as a result, is likely to mean that private consumption will be less buoyant over the short-term. In the past, this has been further exacerbated by the cooling housing market, which deterred mortgage equity withdrawal that helped to underpin the growth of consumer spending over recent years. Discretionary spending has therefore reduced drastically through a combination of a depressed housing market and increases in interest rates.


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7.10 Consumer caution and uncertainties over the housing market, interest rates and potential tax rises continue to depress sales of housing and related products. These tougher trading conditions are inevitably impacting on other retailers’ sales and profit margins. All sectors of the retail market have been hit and examples over the last 6-12 months include:

• Woolworths – adjusted profit before taxation decreased 15.1% to £57.7 million, according to the 2006 annual report4. Like-for-like sales were down by 3.9% in the year to January 2006. In the 19 weeks to June 2006, like-for-like sales were down a further 6.7%, 0.5% of which is attributed to the closure of 54 stores for refits5. Restructuring of the out-of-town store portfolio consisted of moving away from the ‘Big W’ format to Woolworths out-of-town, and disposal of the MVC chain of entertainment stores. Despite significant trading problems, the programme to refit stores has continued with some success, with the completed store refits outperforming the Mainchain6. Plans have been laid to refurbish a further 100 stores in the next two years

• Topps Tiles – for the country’s biggest ceramic tiles retailer, its revenue increased by 1.2% to £88.57 million (during the 26 weeks up to April 2006), however like-for-like revenue decreased 4.0%. The store opening programme has nevertheless continued, resulting in the opening of 14 new stores during this period. Another 10 are planned to open during the remainder of the full financial period.

• Comet – in the 2005/06 financial period, like-for-like sales at Comet were down 3.6%7. As a result of a store modernisation programme, one new store opened, three were relocated and seven refurbished, while two older stores were closed.

• MFI – turnover for the UK Retail business group fell 4.5% to £787.8m for the 52 weeks to 24 December 20058. A restructuring of the group’s UK operations into three businesses – ‘Retail’, ‘Howdens depot network’, and ‘Supply’ – is intended to eliminate inefficiencies relating to the former centralised structure. Specific actions identified for the ‘Retail’ business unit include concentration on kitchen and bedroom products, and consolidation of ranges within those products, rather than stocking the whole range of home furniture currently on offer. As a result, sales are expected to fall further in 2006 while the product offer is redefined. In terms of store size, the most appropriate size stores to maximise profitability have been identified as c.741 to 1,389 sq.m. Currently operating stores range in size from c.278 and 3,704 sq.m, which has prompted store-by-store assessments to determine how the current portfolio can be re-shaped.

• Next – announced in March 2006 that profit before tax increased by 6% to £449m, on sales of £3.1 billion which were 9% ahead of last year. Sales in NEXT Retail grew by 7.7%, with like-for-like sales in the 224 stores that were not planned to be affected by new openings down -2.9%. Despite negative like-for-like sales the operating profit was up 6.3% on last year. Analysts say that Next has been ‘harassed’ by the recent activity and growth of rival Marks and Spencer. During 2005, Next added a net 91,044 sq.m to its trading space, increasing the total to 399,480 sq.m9. Despite tough trading conditions Next still plans to open an extra 41,810 sq.m (450,000 sq.ft) of trading space

4 Source: Woolworths Group plc Annual Report and Accounts 2006 5 Source: Woolworths Group plc AGM Statement June 2006 6 The Mainchain stores comprise traditional Woolworths outlets located in small towns and city suburbs, targeted at meeting basic everyday

shopping requirements, as well as larger stores located on prime shopping streets in major regional shopping centres. The product offer covers Toys, Children’s Clothing, Events, Confectionery, Home and Entertainment; larger stores include a more comprehensive range of Home and Children’s Clothing. Source: Woolworths Group plc Annual Report and Accounts 2006.

7 Source: Kesa Electricals plc Annual Report 2005/06 8 Source: MFI Furniture Group plc Preliminary Results for the 52 Weeks to 24 December 2005 9 Source: Next Annual Reports and Accounts (March 2006)


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in 2006. The most significant feature of Next’s expansion is the increase in the average size of its stores. As Table 7.1 shows, it is now opening more stores over 465 sq.m (5,000 sq.ft).

Table 7.1: Next - Number of Stores by Average Size (2003 – 2006)

Number of stores Store size (sq.m)

2006 2005 2004 2003

Less than 465 133 152 166 182 465 – 929 132 112 99 96 929 – 1,394 99 61 45 34 1,394 – 1,858 35 29 25 19 Greater than 1,858 40 30 23 13

Total 439 384 358 344 Source: Next Annual Report & Accounts – January 2005 and March 2006.

7.11 Nevertheless, despite this more cautious outlook for the retail sector, our research indicates that demand for space in prime town and city centre locations is still relatively strong (as indicated for example by Next’s expansion programme).

7.12 We have identified the following key sectors that are driving demand for space at the national and regional level.

(i) Department and Variety Store

7.13 Although analysts argue that the mixed goods profile of department stores should help to insulate this sector against any major downturn in retail spending, Allders was forced into administration in early 2005 and part of its portfolio was sold to other major retailers, including British Home Stores (Bhs), Debenhams and Primark.

7.14 Nevertheless, some major department store operators, such as The John Lewis Partnership, are still actively targeting selected town and city centres for expansion. It is planning a further ten new department stores in the UK.

7.15 Other key operators are also looking at medium-sized centres. For example, Debenhams currently has 104 stores, with plans for an additional 20 stores by 2008. We understand that Debenhams is also looking to open a number of smaller format ‘Desire’ stores of 2,323 sq.m – 3,252 sq.m (c.25,000 – 35,000 sq.ft) in town and city centres that cannot support a full sized store. It is to open up to 130 Desire stores and has trialled this format in Truro, Cornwall and South Shields and has one in Orpington which opened in Christmas 2005. These stores will inevitably be in places where physical development constraints exist, but where there is a sizeable catchment and demand for a department store. These stores are unique in that they are female-only department stores and as of November 2005 were delivering 30% more sales than expected10.

7.16 Similarly Bhs aims to increase its store space in 2005 by up to 9% increasing its estate to more than c.418,000 sq.m11. Bhs is already buying six former Littlewoods stores from Primark.

10 The Guardian 11/11/05 (pg 29) 11 Source: Egi 16/11/05


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(ii) Fashion Retailing

7.17 Modern multiple fashion retailers generally have requirements for larger unit sizes, as it allows them greater flexibility to display a wider range of goods in a more customer-friendly environment. A number of established retailers in this sector have significant expansion plans up to 2006. For example:

• Next is predominantly looking for larger units. In the Autumn of 2005, it opened its largest store totalling 7,620 sq.m in the remodelled Arndale Centre in Manchester. In 2005, much of Next’s profitable new space was located in the edge of, or out-of-centre retail parks, despite concerns of a challenging retail environment12.

• Arcadia Group is also reportedly targeting an additional c.46,500 sq.m of new shop

space, on top of its existing 2,000+ stores in the UK. Arcadia has also identified 60 potential new sites for the Top Shop format. The spin-off fascia Top Shop Shoes is to be expanded after its successful pilot in Manchester.

• Other high street stores with expansion plans in the fashion sector include H&M, Monsoon, Mango and Zara. They are all generally looking for larger footprints in order to capture higher market shares. However, much of this growth will be concentrated in Britain’s ‘top 100 – 200’ centres, and there appears to be limited demand for representation in smaller rural, market and coastal towns.

(iii) Value Fashion Retailing

7.18 A significant trend on the high street over recent years has been the increased polarisation in the retail market between the more expensive brands at one end of the spectrum and the value/discount clothing retailers at the other. Research shows that the value-fashion retailers (such as Matalan and TK Maxx) have doubled their market share of the clothing sector between 1995–2001, and strong growth is forecast up to 2006. Matalan, which had previously concentrated on out-of-centre locations, is currently targeting town centre sites due to the stricter planning policy climate.

7.19 The smaller value-fashion specialists (such as Primark and Peacocks) are also looking at low-cost city centre sites, market towns and secondary shopping centres in large urban areas, where overheads are relatively low. New players are also opening on the high street. The most high profile example is ‘George’ (at Asda), which is looking to increase its market share by opening stores on the high street and out-of-centre. As a reaction to this growth, middle-market operators are segmenting their offer further to provide either more up-market own-brands (such as Per Una in Marks & Spencer), or more heavily discounted offers within stores (such as in New Look).

3. Comparison Goods Retailers - Market Demand for Out-of-Centre Retailing

7.20 Despite the slowdown in new retail warehouse development due to the tightening of the planning system, research shows that approximately 280,000 sq.m of floorspace will be developed in out-of-centre and edge-of-centre locations in 2004/0513. Demand for retail warehouse units and retail park locations remains strong, mainly because they offer large unit sizes, lower cost premises and are generally served by free car parking. The top three retailers, in terms of trading space on retail parks are B&Q, Homebase and Currys.

7.21 In terms of investment performance, the retail warehouse sub-sector has out-performed the rest of retail property (including department stores, variety stores, supermarkets and other

12 Source: Next Annual Reports and Accounts (January 2005) 13 Source: The Times (19th June 2004)


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retail) over the last 23 years (and particularly during the last decade). One of the main driving forces behind the strong growth has been high consumer spending on household and durable goods.

7.22 Thus, despite the tighter planning restrictions, developers and occupiers are still pushing ahead with applications and development to try and meet the high levels of demand. The key retailers driving demand in the out-of-centre retail warehouse market are briefly described below:

(i) DIY and Hardware

7.23 This has been the best performing sector over recent years and analysts predict that growth will remain strong during 2005, as it is argued that any falling confidence in the housing market will result in fewer transactions and more people investing in their homes. This is also the most consolidated ‘out-of-centre’ sector and is dominated by just four key players – B&Q, Focus, Wickes and Homebase. All the DIY operators are rolling out larger ‘category-killer’ stores as well as smaller stores, targeted at edge-of-centre and even town centre locations. They are also introducing ‘mezzanine’ floors in some stores as a means of extending the floorspace, often without the need for planning permission. The government has moved to close this ‘loophole’ under the GDO Amendment (England) Order 2006. As a result, and from 10 May 2006, any internal increases in floor space of more than 200 sq.m in retail premises will constitute development and require planning permission.

(ii) Electrical goods

7.24 The constant stream of new products, innovations and technology has fuelled the growth of this sector over recent years - such as digital/plasma televisions, third-generation mobile phones, cheaper computers/laptops and MP3 players. It is expected that PC demand will also increase with the wider usage of broadband and digital photography, particularly as prices are set to fall.

7.25 However all the major retailers – Dixons/Currys Group and Comet – are facing severe competition from non-traditional retailers such as supermarkets and the internet, and are reviewing their current portfolio of stores. The internet’s impact on traditional retailing reached a new level in April 2006, when Dixons said it was abandoning the high street to focus on being a pure e-tailer. DSG International, Europe’s biggest electricals retailer said that it was going to shift the 190 Dixons strores into its portfolio of Curry’s stores, named Currys.digital, and concentrate on turning it into the UK leader in electrical goods retailing. Nevertheless, the withdrawal of Dixons from smaller towns and high streets is creating opportunities for other retailers, such as Robert Dyas.

(iii) Furniture and Carpets Sector

7.26 The furniture market has experienced a troubled trading over the last 12 – 24 months. Overall it grew by 1% in 200514. Furniture specialists have borne the brunt of the slowdown with MFI suffering a decline in sales and other rivals (e.g. Klaussner, Furnitureland, Durham Pine Express) following Courts into administration.

7.27 Analysts nevertheless predict improved growth for this sector over the next five years.

However, the market leaders – MFI, Ikea and DFS – are facing increased competition from other retailers (particularly department and variety stores) leading to increased consolidation. Both MFI and Ikea are looking to expand both their out-of-centre store portfolio (such as the new Ikea in Edmonton, North London), whilst also looking to develop in-centre, multi-storey stores where sites and parking are available. As a direct

14 Source: Retailfreeview (28/02/06)


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result of stringent planning direction against out-of-town development, a town centre Ikea store has been designed in Coventry. This is a 30,000 sq.m over four floors and with 900 car parking spaces underneath, on a former Co-Op store. It was recently approved by a planning committee and will now be referred to the ODPM for final approval15. Ikea also announced in January 2006, that it is to build 10 new city centre stores with an average footprint of up to 15,000 – 20,000 sq.m, as part of a £1bn expansion plan. This expands on the pilot scheme in Coventry. Ikea was also granted planning permission for its second town centre store in Ashton town centre, Cheshire. The 20,000 sq.m store is expected to open in October 2006.

7.28 This sector is one of the most cyclical of all and, with consumer spending growth slowing

in the face of rising interest rates, it may experience more difficult trading conditions in the short-term. Nevertheless, new entrants in this sector include Danish furniture retailer ILVA, which plans to open 20 new stores across the UK over the next decade. As part of this expansion it purchased the failed Marks & Spencer ‘Lifestore’ in Gateshead. Other retailers with expansion plans include:

• Zara Home - opened its debut standalone store on Regent Street recently. The 4,300sq ft store sells soft furnishings, tableware, cosmetics and clothing over three floors. The roll out of this concept will be via standalone stores rather than in Zara fashion shops.

• Allied Carpets is also planning a return to the high street and has targeted locations across the UK.

• Carpetright is also seeking to open 60 new stores or concessions in the UK making a total of 500 by end of 2006, this is despite pre-tax profits falling from £72.5m to £64.2m16.

(iv) Other Retailers

7.29 A new wave of national multiple retailers, which have been traditionally associated with high street locations, are also looking to expand in out-of-centre locations in order to reach new customers and increase market share. Despite the tighter planning restrictions, operators who are currently targeting larger stores in out-of-centre locations include Next, Early Learning Centre, Borders, HMV, Boots, Mothercare, Arcadia Group and Clinton Cards. In certain locations this could mean that existing smaller town centre stores are vulnerable to closure.

7.30 The strength of demand from retailers for space in out-of-centre locations, coupled with a continuing shortage of new supply, has resulted in above average rental growth in the retail warehouse sector. This, in turn, has placed pressure on other retail sectors that have been unable to generate the level of sales densities required to sustain these higher rents. Recent casualties include value/discount retailers such as Brunswick Shoes, Textile World and What Everyone Wants, all of whom have been put into administration. Woolworths also plan to reduce its underperforming portfolio of out-of-centre ‘Big W’ stores. These stores represented more than 130,000 sq.m of selling space, of which almost 60% had open A1 consent. Of the original 24 stores, eleven have been sold or reduced in size. It has been reported17 that the remaining 13 stores are unlikely to be sold but would be cut down to fit with the other successful out-of-centre stores of about 3,716 sq.m (40,000 sq.ft). Nevertheless, we understand that there is a queue of retailers ready to purchase some of these stores, including Next, Matalan, Asda, TK Maxx, Wickes, Boots, Tesco, TJ Hughes, PC World and Currys.

15 Source: Planning Magazine ‘Coventry Ikea indicates high street course’ (11/11/2005) 16 Daily Telegraph (28/06/06)

17 Financial Times 24/03/05


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7.31 In summary, the out-of-centre retail market has evolved from low-cost and narrow-margin formats, to higher cost and wider-margin structures, similar to those on the high street. As planning permission becomes increasingly harder to obtain, so developers, investors and retailers have to be more innovative and flexible about how they extend their businesses. As a result a new generation of retail parks and stores are emerging that are very different from earlier developments. Operators are increasingly looking to add value to their retail offer, rather than simply ‘pile-it-high and sell-it-cheap’. For example, retailers are experimenting with leisure and A3 uses, often by introducing mezzanines into existing stores, and landlords are also looking to invest and asset manage their portfolios of retail parks through improved design, branding and tenant mix strategies.

4. The Growth of E-commerce and the Potential Impact on Market Demand

7.32 Over the last five years the growth of the internet has had a significant impact on the way people live, work and shop. Not surprisingly there are many different views and forecasts as to the potential impact of the internet and ‘e-commerce’ (or ‘e-tailing’) on shopping and leisure patterns. In broad terms recent research indicates that:

• the UK home shopping market is the second largest in Europe behind Germany18. • according to a recent study by IBM and The Economist, the UK is now the biggest

e-commerce market in Europe. • consumer confidence in online retailers has risen with increasing familiarity of the

internet, the spread of broadband technology and confidence in using online payment facilities.

• the ease of comparing the price of goods and services has also led sales to soar.

7.33 In relation to convenience e-tailing, the jury is still out in relation to the impact on existing foodstores. Mintel estimates that the online grocery market is worth some £1.3bn, but this represents only just over 1% of the total grocery market of £102 billion19. Tesco is the leading online grocer generating e-commerce sales of £719 million in 2004-05. According to Mintel, it is still the only profitable business. Other convenience retailers have some way to go. Morrisons has yet to develop a transactional website, Asda is improving and Sainsbury’s has been working on making its service easier and quicker. Undoubtedly convenience sales on-line are growing but at this stage it is a watching brief especially since delivery, stock availability and customer satisfaction are fundamental issues.

7.34 Although it is clear that internet-based shopping will increasingly impact upon town centres, it is difficult to forecast the likely scale and focus of this impact on Britain’s high street. The research evidence seems to indicate that, over the short to medium-term, the future of the high street is not under significant pressure. The reasoning is that the internet cannot fulfil the leisure and social needs of retailing and therefore its impact is unlikely to threaten the future of town centres. The ODPM Property Advisory Group (PAG, 2001) has looked at the likely impact on the retail offer in different types of urban areas and suggested that20:

• Outer London and the South East - attractive and larger towns will do better than more ordinary towns and generally better than northern towns, because of their greater influence.

• Metropolitan areas (excluding the South East) - they offer better choice, so should be less badly affected than smaller towns.

18 Source: Mintel - Ibid. (March 2005) 19 Mintel Food Retailing – UK (November 2005) 20 As referred to in BCSC (2004) ‘The Smaller Towns Report’.


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• Towns outside the South East - could lose trade to larger towns, unless they have other attractions, such as a pleasant environment.

• Country towns - could find e-commerce particularly attractive, although they probably have more of a convenience role, which could be less affected.

7.35 Thus, although e-commerce may not pose an immediate threat to the economic viability of many small centres, it is likely to be increasingly relevant over the long-term, although in different ways depending on the characteristics and attractions of particular centres. In the case of the Great Yarmouth and Waveney sub-region centres, many of the centres will be able to meet the potential threat of e-commerce to their future vitality and viability, as they primarily function as local centres serving the needs of their immediate catchment.

7.36 Nevertheless, in a rapidly changing marketplace it is increasingly important to plan for potential change in the retail and leisure sectors. Thus the better managed and marketed the centre is, the less vulnerable it will be to the growth of the internet. The best way to ensure against any impact is to offer a range of complementary, non-retail attractions. Smaller and medium-sized centres, that offer a high level of convenient shopping facilities, supported by niche goods, leisure and tourist attractions are likely to be more resilient to these technological changes. Inevitably, there will be increasing polarisation of prime and secondary property within centres and between towns. Therefore, centres need to diversify their role in order to be resilient to changing future circumstances.

7.37 In conclusion, it is hard to accurately forecast the extent to which ‘e-commerce’ will impact on the high street and market demand. Nevertheless, it has already impacted on the business strategies of key retailers and sectors, and in certain cases this has manifested itself on the high street by speeding up the trend towards the closure of banks, travel agencies and post offices. For example, over the last decade Britain has lost over one-quarter of its high street bank branches, due principally to the rise of telephone and internet banking, along with the increase in ATMs (and branch-less banks). The closure of banks and post offices in smaller urban and rural centres can have an adverse impact on their overall vitality and viability, as they are significant generators of day-to-day footfall leading to ‘spin-off’ benefits for other shops and facilities.

7.38 A survey by the British Council of Shopping Centres (BCSC)21 shows that despite the presence of e-commerce, 52% of retailers anticipate increasing their number of stores over the next five to ten years. The internet has opened up a new means of access and communication. This potentially changes the balance of location preferences and space needs as well as competitive pressures underpinning rental and capital values. It is the case that developers and retailers will have to work harder to attract shoppers. To retain and enhance market share, developers and investors are considering setting up transactional shopping centre websites where shoppers can enter a ‘virtual’ mall. Nevertheless, to reduce the threat of on-line shopping, high street and shopping centres will need to ensure that shopping remains a sociable and fun experience22.

7.39 Planning and managing change on the high street due to the impact of the internet and new technological advances represents a major challenge to all centres in the future. The role of town centre management will become ever important, as it will be necessary to build even closer partnerships between key stakeholders to meet the challenges ahead and to identify opportunities for using the new technology to promote and market centres in more innovative ways.

21 As reported in the Property Week Supplement - Future Retail (23/06/06) 22 Property Week Supplement - Future Retail (23/06/06), Ibid.


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Summary

7.40 The retail sector has experienced some profound changes over recent years. The mix of social and economic conditions which prevailed in the 1980s has triggered the arrival of a much more mobile and discerning consumer seeking not just value for money, but also increased choice in terms of goods, shopping and leisure environments and experiences.

7.41 These conditions continue to impact on the nature and location of today’s retail and leisure provision. Consumer loyalty has become a vital ingredient in the success of town centres. Increasingly, town centres have to be able to fulfil the role of destination shopping and entertainment locations. This means providing a wide range of retail and leisure facilities, which are able to attract and retain the interest of the entire family. In return, such schemes benefit not only from much wider catchment areas, but also increased footfall, spend and substantially longer shopping trips. At the same time, this meets the government’s objectives of sustainable communities and sustainable development in thriving town and city centres.

7.42 It is evident, however, that whilst town centre development has increased over the last twenty years, the successive waves of out-of-centre investment have squeezed the market share of the traditional high street. There is also growing evidence of polarisation between centres in regions, with the larger more dominant centres benefiting from increased investment, as well as between prime and secondary/tertiary locations on the high street. As a result, the larger cities and towns have continued to outperform the smaller and medium-sized centres in terms of average rental growth and market demand.

7.43 This section has demonstrated that the larger food retailers are rolling out smaller store formats in town centre locations (e.g. Tesco Metro and Express stores). At the same time, discount food retailers, such as Aldi, sell a much more limited range of food products than would be available in a larger food superstore. They do not offer facilities that may be found in smaller centres, such as a butcher, baker or fishmonger, and non-retail facilities such as dry cleaning, pharmacy or a post office. In addition, the discount food retailers’ operating hours are not usually as long as those of superstores, as they are not normally open on Sundays and do not have late night opening. As such, there could be more of a role for their presence within secondary centres and shopping areas, to complement existing convenience outlets, where these continue to exist.

7.44 The emergence of ‘e-commerce’ over recent years also represents a major challenge to the future vitality and viability of the high street. Town centres will increasingly need to adapt and diversify their roles and activities to differentiate themselves from the ‘physical’ and ‘virtual’ competition. Although it is still too early to predict the potential implications for market demand, it is clear that it is impacting on a number of key sectors, such as books, music and travel agents.

7.45 In addition to online retailing another key underlying issue is the changing demographic of the nation. The population is ageing. It is predicted that over the next ten years the number of people aged 45 and over will grow by 15%, while the number of people under 45 will decrease by 2.2%. Research claims that over-55s are more discerning consumers and place prominence on service. 23In particular, the preference older consumers is for:

• better facilities management – cleanliness, lighting, signage and security;

• better service – independent retailers to high street multiples;

23 University of Surrey Research as reported in the Property Week Supplement - Future Retail (23/06/06), Ibid.


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• greater retail experience provision – shopping is a sociable leisure activity i.e. more seating, suitable eateries and easy pedestrian flow;

• location – little preference between town centres, retail parks or out-of-town malls but accessibility and parking are key; and,

• tenant mix – prefer independent retailers as they are seen as offering excellent service and items not available in ‘clone town’ high streets. They want more retail brands that ‘speak’ to older consumers e.g. John Lewis and Marks & Spencer.

7.46 One of the challenges for the future is how small towns can cope in a changing retail world. According to CACI, the top 50 UK retail centres attracted 40% of comparison goods shopping trips in 2005, whilst those outside the top 50 attracted 60%, declining from 68% in 2000. To differentiate themselves from larger neighbours requires attracting more independent retailers, focusing on different uses or exploiting physical or historical attributes. It is necessary to offer a range of mixed uses so that local residents make linked trips to the centre. BCSC recommends that smaller towns focus on improving accessibility by creating partnerships between local, highways and transport authorities, transport providers and town centre managers24. The top tips for improving the retail standing of towns and small cities are as follows:

• resist out-of-town development and direct developers into town centres;

• differentiate from the competition;

• take a regional review to limit growth of some large centres so smaller ones can thrive;

• raise the socio-economic profile of the catchment through housing and employment programmes;

• form a public transport partnership between local, highways and transport authorities, transport providers and town centre managers;

• develop a parking strategy to provide adequate, convenient, high quality and preferably free parking;

• set up a business improvement district;

• invest in the public realm to create high quality, clean and safe public spaces;

• integrate historic buildings and public spaces with the town centre to help differentiate the town;

• promote mixed use and provide leisure, work and residential facilities;

• local authorities must engage with retailers, developers and investors to establish their priorities and meet market requirements; and,

• attract independent retailers to give smaller centres unique character and draw.

7.47 The role of independent retailers is important in contributing to the vitality of centres. In rural communities these are even more important. Country corner stores are making a comeback by a new generation of rural community co-operatives. The biggest surprise is that the big supermarkets chains are emerging as allies in this growing movement.

24 As reported in the Property Week Supplement - Future Retail (23/06/06), Ibid.


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Sainsbury, the Co-op, Tesco and Somerfield have all created partnerships allowing these stores to stock and sell supermarket produce. For example, Asda’s store in Huntly, Aberdeenshire has set up a local scheme where customers can collect supermarket loyalty stamps when they shop at small independent stores. A partner for Sainsbury is Briantspuddle in Dorset where volunteers formed a non-profit co-operative. The store includes Sainsbury branded goods as well as fresh local produce. Typically the supermarket goods are sold at a small mark-up, but shoppers save on petrol, time and convenience.

7.48 Whilst our research has shown a low demand from primarily out-of-centre retailers, in the context of PPS6 and the sequential approach (paras. 3.13 – 3.19), our advice is that any future proposal/developer should demonstrate that, in seeking to find a site in or on the edge of existing centres, they have been flexible about their proposed business model in terms of the scale and format of the development; car parking provision; and the scope for disaggregation (PPS6: paras. 3.17 –3.18).

7.49 The purpose of this exercise is, according to PPS6, to explore the possibility of enabling the development to fit onto more central sites by reducing its overall footprint. In this context, this section has demonstrated that the larger food retailers are rolling out smaller store formats in town centre locations (e.g. Tesco Metro and Express stores). At the same time, discount food retailers, such as Aldi, sell a much more limited range of food products than would be available in a larger food superstore. They do not offer facilities that may be found in smaller centres, such as a butcher, baker or fishmonger, and non-retail facilities such as dry cleaning, pharmacy or a post office. In addition, the discount food retailers’ operating hours are not usually as long as those of superstores, as they are not normally open on Sundays and do not have late night opening. As such, there could be more of a role for their presence within secondary centres and shopping areas, to complement existing convenience outlets, where these continue to exist.

7.50 The emergence of ‘e-commerce’ over recent years also represents a major challenge to the future vitality and viability of the high street. Town centres will increasingly need to adapt and diversify their roles and activities to differentiate themselves from the ‘physical’ and ‘virtual’ competition. Although it is still too early to predict the potential implications for market demand, it is clear that it is impacting on a number of key sectors, such as books, music and travel agents.


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8 Prospects For Retail: Capacity Assessment

8.01 This section summarises the findings of DTZ’s broad quantitative retail capacity assessment. To meet the objectives of this study we have modelled the potential residual spend and floorspace capacity for new convenience and comparison goods retailing across the two authorities up to 2021. Our capacity assessment has been prepared in the context of the new PPS6 and we therefore assume that all new spend and floorspace capacity should be developed in town centres first, in accordance with the sequential test, unless there are no suitable and viable sites available. It is important to state at the outset that longer term projections are inevitably less reliable than those for the shorter term.

DTZ Re:Map - Methodology and Baseline Assumptions

8.02 DTZ has developed the Re:Map model specifically to forecast the potential capacity for new retail and leisure floorspace. DTZ Re:Map is based on a conventional step-by-step approach (see Figure 8.1) and is both transparent and robust, in accordance with policy advice. Its main advantage over other approaches is that the sensitivity of the key inputs and forecasts can be tested at all stages in the analysis.

8.03 For the purpose of this capacity assessment we have necessarily tested different growth scenarios to produce a range of capacity projections. In each case we describe the key assumptions underpinning our capacity assessments, as well as the caveats involved in forecasting trends and growth over the long term (i.e. normally more than five years). It is important to state at the outset that our projections are not meant to be prescriptive. They should therefore be treated as a broad guide to future allocations and development over the medium to long term.

8.04 In the context of PPS6 we also necessarily assume that all the forecast capacity should be accommodated in town centres “first”, including any potential capacity and demand for ‘larger store’ formats (including retail warehousing). This approach is in accordance with the sequential approach to site selection. PPS6 states that only where there are no suitable and viable sites or redevelopment opportunities in existing centres, should edge-of-centre locations be considered, followed (lastly) by out-of-centre locations.

Figure 8.1: DTZ Re:Map Model Stages

Inputs

Outputs

7Retail Capacity Assessment

6Derived Turnover

5Turnover Forecasts

4Trade Draw Estimates

3Market Share Assessments

2Floorspace Assessments

1Catchment Population and Spend Forecasts


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8.05 The key inputs to the model include:

• Expenditure growth projections - The base year population and average spend estimates have been derived in-house using our MapInfo Geographic Information System (GIS), based on the 2001 Census. Our good-based spend projections are based on past trends and are derived from MapInfo Brief 05/02“Goods based retail expenditure estimates and price indices” (September 2005), which is the accepted source for retail planning studies and the approach recommended by PPS6 (para.3.10).

• Population forecasts – These are based on the ONS 2003 sub-national population projections for the local authorities that make up the catchment area.

• Market share levels – These estimate the proportion of available comparison and convenience goods spending in the defined study area that is attracted to existing centres and stores at the base year (i.e. 2006). Capacity assessments normally assume that market shares remain constant over the forecast period.

• Trade draw levels – The trade draw profile within the defined catchment area is derived from the market share estimates. Trade draw from beyond a centre’s/store’s defined catchment area is normally dependent on the relative size, location, accessibility and quality of shopping provision in centres and/or stores, as well the attractiveness and diversity of uses in the centre’s as a whole. We have therefore necessarily assumed that a certain proportion of the total estimated turnover of the main study centres and stores will be derived from beyond the defined catchment.

8.06 Our market share estimates have been informed by the household telephone interview survey, which was conducted between 27 January and 17 February 2006 across eight zones, and as agreed with both authorities. The zones are illustrated in Figure 8.2 below:

Figure 8.2 Household Survey Zones


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8.07 We have grouped the original eight zones into three functional zones (combining zones 5 – 8 in to one ‘outer’ zone) for analysis purposes. These are illustrated below:

Figure 8.3 Household Survey: Functional Zones

8.08 The other key assumptions underpinning DTZ’s Re:Map model relate to trading conditions

at the base year and the potential growth in the ‘productivity’ (or turnover ‘efficiency’) of existing businesses and floorspace over the forecast period. DTZ’s assumptions are briefly described below:

• ‘Equilibrium’ – DTZ has necessarily assumed that all existing floorspace and retail businesses are trading at ‘equilibrium’ at the base year. In other words, existing centres and stores are assumed to be achieving average turnover to floorspace levels in line with the national company and centre averages. DTZ consider that this is a robust baseline assumption, as there is no published information on the changing turnover performance of Britain’s cities and towns over time, or individual foodstores and shops. Thus, we are unable to accurately identify whether businesses are ‘under-trading’ or ‘over-trading’. In this context, DTZ therefore necessarily assume that there is no residual (‘pent-up’) convenience or comparison goods expenditure available to support new floorspace at the base year. Nevertheless, we do recognise that some centres and stores across both authorities may be ‘under-trading’. Therefore, based on the market shares derived from the household survey, DTZ provide a high level view as to whether the stores and centres are in ‘equilibrium’ at 2006.

• Turnover ‘efficiency’ growth – DTZ assume a proportion of the forecast growth in average spend will be allocated to existing floorspace and businesses to allow for their increased turnover ‘efficiency’. This is a standard approach used in retail planning studies and is a function of available spending growing at faster rates than new floorspace provision, and retailers’ ability to absorb real increases in their costs (e.g. rents) by increasing their turnover to floorspace ratios. It therefore helps existing town centres to maintain their vitality and viability in accordance with policy guidelines. PPS6 also supports the use of a “…realistic assessment of forecast improvements in productivity in the use of floorspace” (para. 2.34). However, it does not provide


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specific guidance on what these ‘realistic’ annual growth rates should be for food and non-food retailing. As a result, for comparison goods retailing, DTZ has tested a range of floorspace ‘efficiency’ growth rates of +1.5% and +2.5% per annum. For convenience goods retailing, DTZ test efficiency growth rates of +0.3%, +0.5% and +0.8% per annum.

8.09 DTZ has modelled the following scenarios in order to test the sensitivity of the outputs of the Re:Map model to critical changes in the key inputs (such as population, expenditure and turnover ‘efficiency’ growth rates for existing businesses):

• Comparison Goods ‘Baseline’ - Scenario 1 – This scenario tests the capacity for new comparison floorspace based on an expenditure growth rate of +3.8% per annum (see Appendix 9). This is based on the ultra-long term historical trend derived from MapInfo Brief 05/02 “Goods based retail expenditure estimates and price indices” (September 2005). We also assume an efficiency growth rate for existing businesses and floorspace of c.1.5% per annum, again to reflect Government policy to allow businesses some growth to maintain their vitality and viability.

• Comparison Goods ‘High Spend & Efficiency Growth’ Growth’ - Scenario 2 –

This scenario tests the capacity for new comparison floorspace based on a higher expenditure growth rate of +4.8% per annum (see Appendix 10). This is based on MapInfo's long term comparison goods average annual growth rate over the period 1978 – 2004 (MapInfo Brief 05/02). We assume a higher efficiency growth rate for existing businesses and floorspace of c.2.0% per annum.

• Comparison Goods ‘Growth in Special Forms of Trading’- Scenario 3 – Same

inputs as Scenario 2. However under this scenario we assume an increasing market share for Special Forms of Trading, rising from 7% in 2006 to 10% by 2021. We also test a higher efficiency growth rate for existing businesses and floorspace of c.2.5% per annum (see Appendix 11).

• Convenience Goods ‘Baseline’ - Scenario 1 – This scenario tests the capacity for

new convenience goods floorspace based on an expenditure growth rate of 0.3% per annum. This is a long term projection derived from MapInfo Brief 05/02. In this case we test a nominal floorspace ‘efficiency’ growth rate of 0.1% per annum (see Appendix 12).

• Convenience Goods Scenario 2 - ‘High Spend & Efficiency Growth’ - This

scenario tests the capacity for new convenience floorspace based on a higher annual expenditure growth rate of +0.8%, using MapInfo’s short-term historical growth trend. Although we understand that other planning consultants are testing this higher spend growth rate to support new foodstore developments and extensions, we do question whether projections based on short term trends are sustainable up to 2021 and beyond, particularly as national and regional economies are subject to cycles of growth and decline (“boom and bust”). In this scenario we test an ‘efficiency’ growth rate of +0.3% per annum (see Appendix 13).

• Convenience Goods Scenario 3 - ‘Higher Efficiency Growth’ – Same overall

inputs as Scenario 2, but where the efficiency factor tested has been increased to 0.5% (see Appendix 14).


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8.10 Table 8.1 provides a summary of the key inputs / assumptions tested in the different scenarios. Please note that all monetary estimates and forecasts are expressed in constant 2003 prices and do not, therefore, include inflation.

Table 8.1

Comparison and convenience goods retail capacity assessments, 2006 – 2021 Scenario Testing

Annual Spend

Growth

Population Growth

2006 - 2021

Annual ‘Efficiency’

Growth

Constant Market Shares

Comparison Goods

Scenario 1 3.8% 12.1% 1.5% √

Scenario 2 4.8% 12.1% 2.0% √

Scenario 3 4.8% 12.1% 2.5% X

(growing market share for Special Forms of Trading)

Convenience Goods

Scenario 1 0.3% 12.1% 0.1% √

Scenario 2 0.8% 12.1% 0.3% √

Scenario 2 0.8% 12.1% 0.5% √

8.11 The following commentary briefly describes the key stages in the DTZ Re:Map capacity

assessment and sets out the baseline assumptions underpinning our analysis.

STAGE 1: Population and Spend Forecasts

8.12 The starting point for the capacity assessment is to define the study area and to understand current shopping patterns. The key assumptions are as follows:

• The study area is based on the zones used for the household interview survey as illustrated in Figure 8.3.

• The base year population and average spend estimates have been derived in-house using the MapInfo Geographic Information System (GIS), which runs the TargetPro demographic and spend datasets. This is a standard source and is widely used by planning consultants and accepted at Public Inquiries.

• DTZ has used the goods-based approach (see Appendix 8) to determine average spend levels (rather than the business-based approach), which is supported by PPS6 (para.3.10).

• DTZ’s population projections are based on forecasts derived from the 2003 ONS Sub-National Projections over the period to 2021. We therefore assume that each ‘catchment area’ will increase at the rates set out in Table 8.2 below.

Table 8.2: Study Area: Population Projections

Study Area Zones

Annual Growth Rate

Local Authority(ies) under which zone falls under

Zone 1 +0.69%pa Great Yarmouth BC

Zone 2 +0.79%pa Waveney DC

Zone 3 +0.79%pa Suffolk Coastal DC, Mid-Suffolk DC, South Norfolk DC, Broadland DC, North Norfolk DC and Waveney DC.


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• These projections result in a total population growth of c.47,800 people (+12.1%) across the whole study area between 2006 and 2021. This comprises a 10.9% increase in Zone 1 (from 92,203 in 2006 to 102,221 in 2021) and a 12.5% increase in Zone 2 (from 117,483 in 2006 to 132,202 in 2021).

8.13 Under the baseline scenarios, Table 8.3 shows that the total potential available spend on comparison goods will increase by +96% between 2006 and 2021. In contrast, spend on convenience goods is forecast to increase by only +12% over the same period under the baseline scenario. The table confirms the significant forecasts growth in the comparison goods market benchmarked against the growth in convenience goods retailing. This clearly will impact on the forecast capacity for new retail development in these two retail sectors.

Table 8.3: Baseline Scenario: Estimated Population and Available Spend at Base Year (2006)

Total Available Spend (£million)

Total Spend Growth 2006 – 2021 (%)

Zones

Population

Non-Food Food Non-Food Food

Zone 1 92,203 £234.3m £123.6m 94.0% 16.0%

Zone 2 117,483 £295.8m £156.1m 96.9% 17.7%

Zone 3 184,003 £551.5m £276.1m 96.9% 17.7%

TOTAL: 393,688 £1,081.7m £555.8m 96.3% 17.3%

Source: DTZ ReMap, (Appendices 9 & 12, Stage 1)

STAGE 2: Floorspace Stock and Commitments

8.14 This stage in the analysis sets out DTZ estimates of existing non-food and food retail floorspace across the two authorities. The current town centre and non-town centre floorspace stock is set out in Stage 2 of the DTZ Re:Map model (see Appendices 9 & 12).

8.15 Figures 8.4 and 8.5 show the comparison goods floorspace across the two authorities. In terms of the study centres, Great Yarmouth town centre has the highest amount of comparison goods floorspace. There is also a high amount of non-town centre comparison floorspace across both authorities representing c.30% of the total comparison goods floorspace.

Figure 8.4: Great Yarmouth Borough: Comparison Goods Floorspace (net sq.m)

Source: DTZ ReMap, (Appendix 9 Stage 2)

0 5 0 0 0 1 0 0 0 0 1 5 0 0 0 2 0 0 0 0 2 5 0 0 0 3 0 0 0 0 3 5 0 0 0 4 0 0 0 0 4 5 0 0 0 5 0 0 0 0

M a in C e n t r e : G r e a tY a r m o u t h

T o w n & L a r ge C e n t r e s :G o r le s t o n

D is t r ic t C e n t r e s

L o c a l C e n t r e s

N o n - T o w n C e n t r e


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Figure 8.5: Waveney District: Comparison Goods Floorspace (net sq.m)


8.16 Similarly, Figures 8.6 and 8.7 illustrate the quantum of convenience goods floorspace across the two authorities. This shows that the largest amount of convenience goods floorspace is in non-town centre locations. Waveney District has a higher quantum of convenience floorspace of c. 38,990 sq.m net when compared with Great Yarmouth Borough c.33,710 sq.m net.

Figure 8.6: Great Yarmouth Borough: Convenience Goods Floorspace (net sq.m)


0 2 0 0 0 4 0 0 0 6 0 0 0 8 0 0 0 1 0 0 0 0 1 2 0 0 0 1 4 0 0 0 1 6 0 0 0 1 8 0 0 0 2 0 0 0 0

M a in C en t r e : G re a tY arm o u t h

T o w n & L a rge C e n t r e s :G o r le s t o n

D is t r ic t C en t r e s

L o ca l C en t r e s

N o n -T o w n C e n t r e

0 3 0 0 0 6 0 0 0 9 0 0 0 1 2 0 0 0 1 5 0 0 0 1 8 0 0 0 2 1 0 0 0 2 4 0 0 0

M ain C e n t r e : L o w e s t o f t

T o w n & L a rge C e n t r e s :B e cc le s

T o w n & L a rge C e n t r e s :O t h e r C en t r e s

D is t r ic t C en t r e s

L o ca l C en t r e s



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Figure 8.7: Waveney District: Convenience Goods Floorspace (net sq.m)

Source: DTZ ReMap, (Appendix 12, Stage 2)

8.17 In terms of current commitments, we have been informed that there are no town centre comparison goods developments with planning permission across the two authorities. The commitments present, are all located in non-town centre locations. Table 8.4 shows that there are three commitments totalling some 7,322 sq.m net.

Table 8.4: Comparison Goods Floorspace Commitments – Out of Centre

Centre Application No:

Location Additional Floorspace

(Gross - sq.m)

Additional Floorspace

(Net - sq.m)


Great Yarmouth 06/04/1197/F1 Gapton Hall Road ~ 130

Sub-Total: ~ 130

Waveney District

Lowestoft W17336/12 Land off Belvedere Road 7,200 5,0406

Beccles W1804/183 George Westwood Way 2,447 1,7136

North Quay Retail Park W2863/354 Unit 1A 431 3026

North Quay Retail Park W2863/365 Comet 195 1376

Sub-Total: 7,192

NON-TOWN CENTRE TOTAL: ~ 7,322

Notes: 1 Planning permission relates to a mixed-use scheme of 900 sq.m of which the retail component is some 130 sq.m net. The permission was

granted on 03/05/05. 2 Planning permission relates to the non-food retail element of the South Quay retail scheme. The permission was granted on 09/09/02. 3 The planning permission relates to a mixed-use development incorporating business and comparison goods retail units granted on 09/01/06.

The units are presently under construction. 4 Planning permission relates to the extension of an existing 999 sq.m Halfords unit by 431 sq.m gross. Planning permission granted

28/08/2003. 5 Planning permission relates to the extension of an existing 614sq.m Comet unit by 195 sq.m gross. Outline planning permission granted

28/08/03. 6 Derived using a gross to net ratio of 70%.

0 3 0 0 0 6 0 0 0 9 0 0 0 1 2 0 0 0 1 5 0 0 0 1 8 0 0 0 2 1 0 0 0 2 4 0 0 0

M a in C e n t r e : L o w e s t o f t

T o w n & L a r ge C e n t r e s :B e c c le s

T o w n & L a r ge C e n t r e s :O t h e r C e n t r e s

D is t r ic t C e n t r e s

L o c a l C e n t r e s



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8.18 The convenience goods floorspace commitments are set out in Table 8.5. There are no convenience commitments in Great Yarmouth Borough. The commitments shown relate to Waveney District, one in Halesworth town centre and the rest in non-town centre locations, totalling c.3,278 sq.m.

Table 8.5: Convenience Goods Floorspace Commitments - Town Centre and Out-of-Centre

Centre Application No:

Location Additional Floorspace

(Gross - sq.m)

Additional Floorspace

(Net - sq.m)

Waveney District

Halesworth W13357/41 Land between the Thoroughfare and Saxon’s Way

1,943 1,360

TOWN CENTRE TOTAL: ~ 1,360

Waveney District

Lowestoft W13102/52 Land off Millennium Way 703 4925

Lowestoft W161/823 Yarmouth Road/Leisure Way 1893 13255

Carlton Colville W15951/34 St Peters Road 144 1015

NON-TOWN CENTRE TOTAL: ~ 1,918

Notes: 1 The planning permission relates to the demolition of existing retail units and construction of a retail foodstore of 1,943 sq.m gross. Outline

planning permission granted 19/02/02. 2 The planning permission relates to a Anglia Regional Co-op Society store granted on 21/11/05. The floorspace proposed is 703 sq.m gross. 3 The planning permission relates to an extension to a Tesco foodstore granted on 03/03/06. The additional floorspace proposed is 1,893 sq.m

gross. 4 The planning permission relates to the retail component (retail unit & ancillary works) of a wider application by Persimmon Homes granted

on 26/05/04. The retail floorspace proposed is 144 sq.m gross. 5 Derived using a gross to net ratio of 70%.

STAGE 3: Market Share Estimates

8.19 Stage 3 sets out our estimates of the proportion of available comparison and convenience goods spend within the study area that is potentially ‘flowing’ to existing centres and stores across the two authorities (and ‘leaking’ to other large competing centres, such as Norwich and Ipswich) at 2006.

8.20 This stage of DTZ Re:Map drives our assessment of the total ‘potential’ turnover (Stage 5) and average sales densities (Stage 6) of existing centres and stores at the base year. The detailed Re:Map tables for comparison and convenience goods are set out in Appendices 9 to 14.

8.21 Market shares are normally based on judgements as to the relative attraction of centres and stores, according to the ‘critical mass’ (i.e. scale) and quality of their retail offer, the shopping environment, existing competition and geographic location. They are also influenced, to varying degrees, by other factors, such as accessibility and parking. To help inform these market share judgments we have drawn on the results of the healthcheck and market research. For example, the household survey specifically asked respondents where they shop for convenience goods (both for main ‘bulk’ and ‘top-up’ food purchases) and comparison goods (for clothing & footwear, furniture/carpets, large and small electrical goods and DIY goods).

8.22 Although the household survey provides an important matrix for identifying shopper preferences and patterns across the study area (and thereby deriving spending flows), the


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derived market shares can only provide a broad indication as to how much total potential spend is being attracted to the main study centres and stores at the base year. This is because the questions in the household survey do not allow DTZ to accurately prescribe market shares for a number of reasons:

• the surveys only ask people where they shop for different types of goods and not how much they spend per trip.

• the responses to household surveys normally tend to over-estimate the attraction and market shares of larger centres and stores which people visit less frequently, whereas they under-estimate especially the day-to-day draw of smaller centres and stores.

8.23 We have tested the robustness of the survey-based market share assumptions using the outputs of the DTZ Re:Map model. In this case the ‘potential’ average sales densities for convenience goods (Stage 6, Appendices 12 and 14) are benchmarked against the company averages for foodstores (as published by Mintel). If adjustments are necessary (either upwards or downwards), then by a process of iteration we are able to arrive at more robust and realistic market share levels. Similarly, for comparison goods we are able to benchmark the potential trading performance of the main centres and stores using our informed judgements as to their likely sales performance (based on the findings of the healthcheck and centre surveys).

8.24 Table 8.6 sets out the ‘unadjusted’ market shares by catchment area zones derived directly from the household survey. It also shows the adjustments that we have made to these shares to produce, in our judgement, more realistic average turnover to floorspace ratios (see Stages 5 and 6 below).


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Table 8.6: Comparison Goods Retailing

Baseline Scenario: Potential Market Shares of Centres by Zone (%)

Zone 1 Zone 2 Zone 3

Unadjusted Adjusted Unadjusted Adjusted Unadjusted Adjusted

GREAT YARMOUTH BOROUGH

Main Centre: Great Yarmouth 40.1 41.5 2.6 4.5 4.9 6.0

Town / Large Centres: Gorleston 4.4 5.5 0.2 0.2 0.0 0.1

District Centres 0.1 0.3 0.0 0.1 0.0 0.1

Local Centres 4.8 3.0 0.4 0.4 0.6 0.3

Non-Town Centre 32.6 36.5 2.6 4.0 4.6 5.0

WAVENEY DISTRICT

Main Centre: Lowestoft 0.8 0.8 21.4 21.4 2.1 2.1

Town / Large Centres: Beccles 0.0 0.1 5.3 3.5 1.7 0.5

Town / Large Centres: All Other Centres

0.3 0.2 3.4 3.4 0.6 0.3


Local Centres 0.8 0.1 10.2 1.5 0.5 0.1

Non-Town Centre 1.4 0.3 29.3 26.0 2.0 0.4

Sub-Total: 85.3 88.1 75.4 67.9 17.0 14.9

Other Shops and Stores(1) 9.4 5.0 19.8 25.1 80.0 78.1

Special Forms of Trading (2) 5.3 7.0 4.8 7.0 3.0 7.0

Sub-Total: 14.7 12.0 24.6 32.1 83.0 85.1

TOTAL(3): 100 100 100 100 100 100

Source:

Notes:

Derived from Household Surveys. Also see DTZ ReMap, (Appendix 9, Stage 3)

1. “Other shops and stores” comprises all other comparison and convenience goods floorspace both within and outside of the ‘core’ area that is not specified above.

2. Based on MapInfo research, we also assume that 7.0% of comparison goods spend is on ‘special forms of trading’ (SFT). This pertains to spending that does not take place in shops (i.e. vending machines, mail order and Internet shopping).

3. Figures may not sum precisely due to rounding

8.25 Table 8.6 shows that the largest adjustment made has been in Zone 2 under the local centres category. As will be detailed in Stage 6, the unadjusted market shares for this category results in an unrealistic sales density and is therefore adjusted downwards. We have also had to estimate a potential flow of spend to centres where no market shares were derived from the household survey.

8.26 It is important to state that the comparison goods offer (especially in floorspace terms) in the Great Yarmouth Borough area is considerably higher than that in Waveney District, especially in the out-of-centre category. We therefore assume that the centres in Great Yarmouth will potentially also act as a pull from Zone 2 (due to relative proximity), but to a lesser extent from Zone 3. This is because there is a substantial critical mass of comparison goods offer in the larger competing centres beyond Zone 3 (especially Norwich), which will act as a draw for Zone 3. Our adjusted estimates to the ‘other shops and stores elsewhere’ category is therefore reflective of the influence of these centres, though in the


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case of Great Yarmouth Borough, we believe that flow of spend would be higher from its core catchment (i.e. Zone 1) due to the scale of the existing retail offer.

8.27 Table 8.7 sets out the convenience goods ‘unadjusted’ and ‘adjusted’ market shares.

Table 8.7:

Convenience Goods Retailing Baseline Scenario: Potential Market Shares of Centres by Zone

(%)

Zone 1 Zone 2 Zone 3

Unadjusted Adjusted Unadjusted Adjusted Unadjusted Adjusted


Main Centre: Great Yarmouth 5.6 6.0 0.0 0.8 0.0 4.0

Town / Large Centres: Gorleston 2.7 2.2 0.0 0.1 0.0 0.1


Local Centres 11.5 8.5 0.2 0.2 0.3 0.7

Non-Town Centre 74.3 75.5 1.9 2.0 3.4 15.0

WAVENEY DISTRICT

Main Centre: Lowestoft 0.3 0.3 7.3 11.0 0.2 6.5

Town / Large Centres: Beccles 0.0 0.1 0.9 1.5 0.3 0.3

Town / Large Centres: All Other Centres

0.1 0.1 2.3 2.8 0.5 1.0


Local Centres 0.0 0.1 12.9 6.0 0.1 0.6

Non-Town Centre 2.0 2.0 71.5 72.5 8.2 23.0

Sub-Total: 97.5 97.7 97.0 98.0 13.0 52.0

Other Shops and Stores(1) 2.0 0.8 1.0 0.5 85.2 46.5

Special Forms of Trading (2) 0.5 1.5 2.0 1.5 1.8 1.5

Sub-Total: 2.5 2.3 3.0 2.0 87.0 48.0

TOTAL(3): 100 100 100 100 100 100

Source:

Notes:

Derived from Household Surveys. Also see DTZ ReMap, (Appendix 12, Stage 3)

1) “Other shops and stores” comprises all other comparison and convenience goods floorspace both within and outside of the ‘core’ area that is not specified above.

2) Based on MapInfo research, we also assume that 1.5% of convenience goods spend is on ‘special forms of trading’ (SFT).

3) Figures may not sum precisely due to rounding

8.28 In relation to the convenience goods market shares, the household survey indicates that for the core area (Zones 1 and 2) there is marginal scope for adjustment. In terms of deriving realistic sales densities reflective of the location and based on the current provision of the retail offer as well as the spread of the population, we estimate that there will also be a pull of spend from the outer area (Zone 3). As shown in Figure 8.8, there is a large provision and critical mass of foodstores within the core catchment area (Zones 1 and 2) relative to that in the outer area (Zone 3). The only other major concentration is in Norwich. Bearing mind the spread of the population, it can be reasonably assumed that a proportion of these


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(especially those around the borders of Zones 1 and 2) will shop in the core zones. As a result the convenience goods market shares for Zone 3 have been relatively adjusted.

Figure 8.8: Population Level and Foodstore Provision

STAGE 4: Trade Draw Estimates

8.29 The trade draw of a centre or store from within its defined catchment area is an output of the market share estimates (at Stage 3). Dependent on their size, location, accessibility and quality of shopping provision, we normally assume that a certain proportion of the total estimated turnover of a centre or store will also be derived from beyond the study area (in this case from beyond the ‘outer’ area). The trade draw and market share assumptions are the two main inputs to the DTZ Re:Map model and drive the assessments of retail floorspace capacity.

• Comparison Goods – Research and survey evidence clearly demonstrates that town and city centres with a significant ‘critical mass’ of retail floorspace, as well as a diverse mix and quality of retail, leisure, service and tourist attractions, draw shoppers and visitors from wide catchment areas. We have assumed trade draw levels of 4% for Great Yarmouth and 3% for Lowestoft to reflect their tourist status. For the non-town centre space we have adopted a trade draw level of 5% due to the scale of offer and the rural hinterland of the surrounding catchment.

• Convenience Goods – The growth in foodstore provision since the 1980s means that

people generally tend not to travel greater distances to carry out their main food shopping purchases. Nevertheless, there are some exceptions where people do make choices based on price, convenience to place of work, quality of offer and brands. Judging by the current level of provision and reflecting on the tourist status of the study area, we have assumed that therefore assume that Great Yarmouth and Lowestoft


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draw between 5% and 3% respectively from beyond the study area. We further assume that a 5% trade draw level for non-town centre space.

• To note the above figures incorporate tourism spend. A report by Experian for the

Greater London Authority1, estimated that the UK average for domestic tourists expenditure on comparison goods is some 2.8% of total spend. We believe that the trade draw figures used are reasonable assumptions capturing both tourist and other spend (e.g. passengers, business travellers etc) from beyond the catchment. Appendix 17 provides background analysis on tourism trends and spend for the area.

STAGES 5 & 6: ‘Potential’ Turnover Forecasts and Average Sales Densities

8.30 The key outputs of DTZ Re:Map are the ‘potential’ turnover forecasts (Stage 5) and the average turnover to floorspace ratios (Stage 6). These outputs have been used at all stages of the analysis to test and adjust the market share and trade draw assumptions to ensure that (in DTZ’s opinion) the final turnover estimates are both realistic and robust.

8.31 Table 8.8 sets out the ‘unadjusted’ average sales densities for the existing comparison and convenience goods floorspace in the authorities main centres, based on the ‘raw’ market shares derived directly from the household survey. It also shows DTZ’s ‘adjusted’ average sales levels, based on our revisions to the market shares and trade draws derived from the market research.

Table 8.8: Average Turnover to Floorspace Ratios at 2006: ‘Baseline’ Scenario 1

Comparison Goods Convenience Goods (£ per sq.metre @ 2003 prices

Unadjusted Adjusted Unadjusted Adjusted

Great Yarmouth Borough Main Centre: Great Yarmouth 2,736 3,054 1,025 2,905

Town / Large Centres: Gorleston 999 1,275 2,917 2,754

District Centres: 278 1,197 515 2,366

Local Centres: 1,868 1,153 3,819 3,171

Non-Town Centre: 3,432 3,918 5,791 7,661

Waveney District Main Centre: Lowestoft 3,529 3,529 1,835 5,287

Town / Large Centres: Beccles 3,623 1,913 1,793 2,594

Town / Large Centres: All Other Centres 1,846 1,582 2,010 2,839

District Centres: 0 1,626 0 2,358

Local Centres: 10,542 1,546 4,323 2,347

Non-Town Centre: 5,556 4,385 6,374 8,352

Source: DTZ ReMap, (Appendices 9 & 12, Stage 6)

8.32 The table shows that we have had to make a series of adjustments to the market shares derived from the household survey in order to produce, in our opinion, more realistic average sales density estimates at 2006. However we do accept that centres could potentially be trading at lower or higher sales densities than that indicated at the base year.

8.33 The main adjustments for comparison goods retailing are as follows:

• As detailed in the market shares analysis, there is a large amount of comparison goods floorspace in Great Yarmouth Borough. We have therefore adjusted the market shares

1 Greater London Authority “London Town Centre Assessment – Comparison Goods Floorspace Need in London” September 2004.


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for most of the location categories upwards as the potential average sales densities derived from the ‘unadjusted’ shares are low. However for the ‘Local Centres’ location category this has been adjusted downwards as the derived average sales density (in our judgement) is too high. In relation to Waveney District, adjustments are specifically made to the ‘District’ and ‘Local centres’ location categories. This is because on the former, no market shares were derived from the household survey and on the latter, the derived sales density from the survey is in our judgement, too high.

• We have been informed by the Councils’ that their review of recent studies has tentatively used base year sales densities of c.£4,000/sq.m for main town centre locations (i.e. Great Yarmouth and Lowestoft). Based on our analysis of the household survey and the relatively low spend per capita within the sub-region we believe that this is over stated. A starting base of c.£3,000/sq.m in our opinion is more realistic. To illustrate this point, Table 8.9 below, compares spend per capita on comparison goods across neighbouring districts in Norfolk, Suffolk and Cambridgeshire. This shows both Great Yarmouth Borough and Waveney District have the lowest per capita spend on comparison goods. In our opinion, this will potentially result in lower spending power and trading profiles in comparison to national averages.

Table 8.9: Comparison of Average Spend per Capita (£)

Analysis Area Comparison Goods

Spend per Capita (£)

South Cambridgeshire DC 3,386 Huntingdonshire DC 3,272 Cambridge CC 2,998 East Cambridgeshire SC 2,898 St. Edmundsbury BC 2,746 GB Average 2,671 Babergh DC 2,707 South Norfolk DC 2,677 Suffolk Coastal DC 2,649 Mid Suffolk DC 2,654 Forest Heath DC 2,576 Broadland DC 2,525 Breckland DC 2,390 Ipswich BC 2,387 Fenland DC 2,362 Kings Lynn & West Norfolk BC 2,368 Norwich CC 2,353 North Norfolk DC 2,255 Great Yarmouth BC 2,160 Waveney DC 2,132

• In addition, it is important to restate that there is a substantial amount of non-town centre space, which inevitably competes with the town centre. It is therefore not surprising that improvements recommended for Great Yarmouth and Lowestoft town centres from the household survey (Volume 3) include a better shopping environment, more clothes shops and addressing parking / access issues. This supports the point that the town centres are unlikely to be trading at higher sales densities and may even be underperforming. We also believe that the large out-of-centre comparison goods provision in Great Yarmouth dilutes overall sales densities. In comparison, the spend


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attracted to the out-of-centre provision in Waveney District is to a relatively lower level of floorspace and the resulting sales densities are therefore comparatively higher.

8.34 The main adjustments for convenience goods retailing are as follows:

• The market shares for a number of the location categories have also been adjusted downwards, or upwards to produce average sales densities. We draw on the findings of the centre healthchecks and surveys, which help to establish the relative status, attraction and performance of the main centres (across both authorities), as well as our own judgement as to the likely trading performance of these centres. We are of the opinion that the sales densities derived are likely to be lower than the company averages identified by Mintel due to the spend profile and geography of the catchment. This is illustrated in Table 8.10 below which compares spend per capita on convenience goods across neighbouring districts in Norfolk, Suffolk and Cambridgeshire. As with comparison goods, this once again shows that both Great Yarmouth Borough and Waveney District have the lowest level of convenience goods per capita spend. This results in potentially lower spending power and trading profiles, especially in comparison to national averages.

Table 8.10: Convenience of Average Spend per Capita (£)

Analysis Area Convenience Goods

Spend per Capita (£)

South Cambridgeshire DC 1,780 Huntingdonshire DC 1,755 Cambridge CC 1,654 East Cambridgeshire DC 1,585 St. Edmundsbury BC 1,535 GB Average 1,549 Babergh DC 1,514 South Norfolk DC 1,510 Suffolk Coastal DC 1,515 Mid Suffolk DC 1,506 Forest Heath DC 1,453 Broadland DC 1,453 Breckland DC 1,409 Ipswich BC 1,398 Fenland DC 1,421 Kings Lynn & West Norfolk BC 1,407 Norwich CC 1,397 North Norfolk DC 1,368 Great Yarmouth BC 1,313 Waveney DC 1,297

• Broadly, for Great Yarmouth Borough, we have adjusted the market shares for most of the location categories upwards as the potential average sales densities derived from the ‘unadjusted’ shares appear to be low. However for the ‘Town / Large Centres’ and ‘Local Centres’ location category this has been adjusted downwards as the derived average sales density (in our judgement) are too high. In relation to Waveney District, adjustments are specifically made to the ‘District’ and ‘Local centres’ location categories. This is because on the former, no market shares were derived from the household survey and on the latter, the derived sales density from the survey is in our judgement, too high.


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STAGE 7: Retail Capacity Assessment

8.35 This final stage sets out DTZ’s capacity forecasts at 2011, 2016 and 20212, based on the following critical assumptions:

• ‘Equilibrium’ at the base year – DTZ has necessarily assumed that all existing floorspace and retail businesses are trading at “equilibrium” at the base year. This is because it is inherently difficult to accurately determine whether the main centres and stores are ‘under-trading’ or ‘over-trading’ in 2006 without more detailed (historical) sales data on a store-by-store basis. Notwithstanding, based on our analysis of the retail spending profile and affluence of the sub-region, as well as the overall scale of the existing floorspace, we are of the opinion that the retail stock may potentially be underperforming relatively to any national averages.

• Turnover ‘efficiency’ – DTZ assume a proportion of the forecast growth in spend

will be allocated to existing floorspace and businesses to allow for their increased turnover ‘efficiency’. This is a standard approach used in retail planning studies and is a function of available spending growing at faster rates than new floorspace provision, and retailers’ ability to absorb real increases in their costs (e.g. rents) by increasing their turnover to floorspace ratios. It therefore helps existing town centres to maintain their vitality and viability in accordance with policy guidelines. For the first time PPS6 also supports the use of a ‘realistic assessment of forecast improvements in productivity in the use of floorspace’ (para. 2.34), although it does not provide specific guidance on ‘realistic’ annual growth rates.

• ‘Derived’ and ‘potential’ turnover – By constraining the growth of existing retail

floorspace using the ‘efficiency’ ratio, DTZ Re:Map produces a lower ‘derived’ turnover than the ‘potential’ calculated at Stage 5 (which is based on the estimated market share of higher forecast growth in population and spending). The difference between the ‘derived’ and ‘potential’ turnover produces the ‘residual’ expenditure, which represents spend over and above that required by existing floorspace in the study area to remain viable. This can then be converted into floorspace capacity using robust average sales densities for new retailing.

8.36 The outputs of our retail capacity assessment for comparison and convenience goods

retailing are briefly described below:

(i) Comparison goods retail capacity assessment

8.37 Stage 7 of the Re:Map model (see Appendices 9 to 11) sets out the potential residual expenditure for new non-food floorspace in the study centres by 2021. Our projections for the ‘global’ residual comparison goods expenditure is shown in Table 8.11:

2 Please note that none of our calculations include inflation and are expressed in terms of constant 2003 prices.


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Table 8.11: Comparison goods residual spend forecasts, 2006 – 2021 (£m)

£ million 2006 2011 2016 2021


‘Baseline’ Scenario 1: 0 52.61 122.39 213.93

Scenario 2: 0 64.41 155.52 282.32

Scenario 3: 0 55.88 136.45 250.34

Waveney District


Scenario 2: 0 43.68 105.65 192.16

Scenario 3: 0 38.01 92.99 170.93

Source: DTZ ReMap, (Appendices 9 to 11, Stage 7)

8.38 In accordance with PPS6 (and specifically the ‘sequential approach’), these residual spend

forecasts comprise both the forecast growth for the study centres, as well as the growth forecast for existing non-town centre floorspace (over and above their ‘efficiency’ levels). This is a valid approach, as any potential residual spend for new non-town centre floorspace should be directed towards town centre, edge-of-centre and district/local centres in the first instance, in accordance with the sequential approach. Only where opportunity sites are not available, suitable or viable in town centres, will it be necessary for the local authorities to consider edge-of-centre and out-of-town centre locations.

8.39 The ‘global’ residual spend forecast(s) set out in Table 8.11 does not take into account the current planned retail floorspace commitments. Our forecasts of the potential turnover of these new commitments is based on reasonable assumptions as to their likely range of sales densities. The total comparison goods turnover achieved in 2011 is shown in Table 8.12.


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Table 8.12:

Potential Turnover of Comparison Commitments in 2011 Centre Application No: Net Additional

Floorspace (Net - sq.m.) Applied Sales

Density Potential Turnover

(£m)


Great Yarmouth 06/04/1197/F1 1306 1,160 0.15

Sub-Total: 130 ~ 0.15

Waveney District

Lowestoft W17336/12 5,0406 1,160 5.84

Beccles W1804/183 1,7136 1,160 1.99

North Quay Retail Park W2863/354 3026 2,134 0.64

North Quay Retail Park W2863/365 1376 6,445 0.88

Sub-Total: 7,192 ~ 9.35

NON-TOWN CENTRE TOTAL: ~ 9.50

Notes: 1 Planning permission relates to a mixed-use scheme of 900 sq.m of which the retail component is some 130 sq.m net. The permission

was granted on 03/05/05. A sales density of £1,076/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £1,160/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been identified.

2 Planning permission relates to the non-food retail element of the South Quay retail scheme. The permission was granted on 09/09/02. A sales density of £1,076/sq.m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £1,160/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been identified.

3 The planning permission relates to a mixed use development incorporating business and comparison goods retail units granted on 09/01/06. The units are presently (May 2006) under construction. A sales density of £1,076/sq.m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £1,160/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been identified.

4 Planning permission relates to the extension of an existing 999 sq.m Halfords unit by 431 sq.m gross. Planning permission granted 28/08/2003. A sales density of £1,981/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £2,134/sq.m in 2011. This is based on a 2005 average sales density for Halfords.

5 Planning permission relates to the extension of an existing 614sq.m Comet unit by 195 sq.m gross. Outline planning permission granted 28/08/03. A sales density of £5,983/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £6,445/sq.m in 2011. This is based on a 2005 average sales density for Comet.

6 Derived using a gross to net ratio of 70%.

8.40 Table 8.13 sets out the revised residual spend forecasts, taking into account the potential turnover of these new commitments.

Table 8.13: Revised net comparison goods residual spend forecasts, 2006 – 2021

Strips out the potential turnover of new commitments £ million 2006 2011 2016 2021



Scenario 2: 0 64.26 155.35 282.13

Scenario 3: 0 55.72 136.27 250.13

Waveney District


Scenario 2: 0 34.09 95.07 180.47

Scenario 3: 0 28.19 81.87 158.35

Source: DTZ ReMap, (Appendices 9 to 11, Stage 8b)


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8.41 The ‘global’ residual spend forecasts derived in Stage 7 have been converted into net comparison goods floorspace by applying average sales densities that are broadly equivalent to the trading performance of new stores and retail businesses. To inform our judgement, we have drawn on the research by Verdict - ‘Verdict on the High Street 2004, which suggests that high street locations are achieving broad average sales densities of up to £4,200 per sq.m. Research by Mintel also indicates that ‘core’ high street retailers are achieving the following average sales densities (Table 8.14).

Table 8.14: Average Sales for high street retailers

Sales Density (£/sq m) Retailer name

Average 1997 – 2003/04 Average 2000 – 2003/04

Dixons 9,623 10,108

John Lewis Plc 5,113 5,316

Laura Ashley UK 3,685 3,778

Marks & Spencer (non-food) 4,736 4,468

Ottakar’s Plc 3,290 3,440

The Pier Retail Group Ltd 3,027 3,186

Average across retailers 4,912 5,049

Source: Mintel Interactive 2005

8.42 Based on the available research evidence, and our own judgement as to the trading

performance of town centres and shopping centres as a whole, we test average sales densities for new comparison goods retailing of between £4,000 per sq.m and £6,000 per sq.m at 2006. When applied to the residual spend forecasts in Table 8.13, these average sales densities result in the following ‘global’ capacity forecasts:

Table 8.15: Comparison goods floorspace capacity, 2006 – 2021 (sq.m net)

sq.m net 2006 2011 2016 2021


‘Baseline’ Scenario 1: 0 8,100 – 12,200 17,600 – 26,300 28,500 – 42,700

Scenario 2: 0 9,700 – 14,500 21,200 – 31,900 34,900 – 52,400

Scenario 3: 0 8,200 – 12,300 17,700 – 26,600 28,800 – 43,200

Waveney District

‘Baseline’ Scenario 1: 0 4,100 – 6,100 10,500 – 16,800 18,000 – 27,000

Scenario 2: 0 5,100 – 7,700 13,000 – 19,500 22,300 – 33,500

Scenario 3: 0 4,200 – 6,200 10,700 – 16,000 18,200 – 27,300

Source: DTZ ReMap, (Appendices 9 to 11, Stage 8c)

8.43 Table 8.15 shows that by 2021, the median range comparison goods projection for Great

Yarmouth is between 28,800 – 43,200 sq.m net. In comparison the equivalent figures for Waveney District are in the range of 18,200 – 27,300 sq.m net.


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8.44 These forecasts incorporate figures for both town and non-town centre retailing, but should not be taken as the final word on what level of capacity particular centres need, or should have. The forecasts merely reflect the capacity centres could in theory support if allocated its share of overall growth according to its current attraction. Policy may decide to change the balance between centres, in which case these forecasts would change. As a result we do not advocate in providing capacity forecasts for each individual locations as this would be overly prescriptive. It is also the case that some centres may not have the physical capacity to accommodate new retail floorspace and, therefore, some of this capacity should be allocated, in the first instance, to other centres within the Councils’ area. The focus in line with government advice should be town centres.

8.45 DTZ advise both Councils that the projected capacity will need to be concentrated in the principal centres, as they have the critical mass of retailing and catchment populations to sustain major new additions to their retail stock.

(ii) Convenience goods retail capacity assessment

8.46 Stage 7 of the Re:Map model (see Appendices 12 to 14) sets out the potential residual expenditure for new convenience goods floorspace across the two authorities up to 2021, based on the two different scenarios of spend growth. Please note that these forecasts also comprise the growth in residual spend for non-town centre retailing, but we assume that this will be directed to town centres first in accordance with PPS6. The forecasts indicate that the ‘global’ residual expenditure is as follows:

Table 8.16: Convenience goods residual spend forecasts, 2006 – 2021 (£m)

£ million 2006 2011 2016 2021



Scenario 2: 0 12.41 25.97 40.76

Scenario 3: 0 10.16 21.39 33.76

Waveney District


Scenario 2: 0 17.34 36.34 57.13

Scenario 3: 0 14.36 30.26 47.85

Source: DTZ ReMap, (Appendices 12 to 14, Stage 7)

8.47 These ‘global’ residual spend forecasts do not take into account the current planned retail floorspace commitments. There are no convenience commitments in Great Yarmouth Borough. The commitments shown relate to Waveney District, which are forecast to achieve a total convenience goods turnover of c.£21.08 million in 2011 (Table 8.17).


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Table 8.17:

Potential Turnover of Convenience Commitments in 2011 Centre Application

No: Net Additional Floorspace

(Net - sq.m.) Applied Sales

Density Potential Turnover

(£m)

Waveney District

Halesworth W13357/41 1,3605 5,025 6.83

TOWN CENTRE TOTAL: ~ 6.83

Waveney District

Lowestoft W13102/52 4925 3,869 1.90

Lowestoft W161/823 1,3255 9,075 12.02

Carlton Colville W15951/34 1015 3,245 0.33

Sub-Total: 1,918 ~ 14.25

NON-TOWN CENTRE TOTAL: ~ 14.25

Notes: 1 The planning permission relates to the demolition of existing retail units and construction of a retail foodstore of 1,943 sq.m gross. Outline

planning permission granted 19/02/02. A sales density of £5,000/sq.m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £5,025/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific operator has been identified.

2 The planning permission relates to a Anglia Regional Co-op Society store granted on 21/11/05. The floorspace proposed is 703 sq.m gross (492 sq.m net). A sales density of £3,850/sq m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £3,869/sq.m in 2011. This is a DTZ estimate and is based on an adjusted average sales density for Co-op stores (as derived from Mintel) to reflect the spend and geographic profile of the area.

3 The planning permission relates to an extension to a Tesco foodstore granted on 03/03/06. The additional floorspace proposed is 1,893 sq.m gross. A sales density of £9,030/sq.m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £9,075/sq.m in 2011. This is a DTZ estimate and is based on an adjusted average sales density for Tesco stores (as derived from Mintel) to reflect the spend and geographic profile of the area.

4 The planning permission relates to the retail component (retail unit & ancillary works) of a wider application by Persimmon Homes granted on 26/05/04. The retail floorspace proposed is 144 sq.m gross. A sales density of £3,229/sq.m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £3,245/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been identified.

5 Derived using a gross to net ratio of 70%.

8.48 Table 8.18 shows that after allowing for the above commitments and by 2016 (a ten-year

period), there is a limited amount of surplus spend to support new convenience goods floorspace across the two authorities. Our forecasts indicate that by 2016 a residual spend for Great Yarmouth Borough of between £18 million and £26 million, and for Waveney District between £5 million and £15 million.


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Table 8.18: Revised net convenience goods residual spend forecasts, 2006 – 2021

Strips out the potential turnover of new commitments (brackets = negative)

£ million 2006 2011 2016 2021



Scenario 2: 0 12.41 25.97 40.76

Scenario 3: 0 10.16 21.39 33.76

Waveney District

‘Baseline’ Scenario 1: 0 (8.45) 4.85 18.96

Scenario 2: 0 (3.93) 14.78 35.29

Scenario 3: 0 (7.16) 8.20 25.23

Source: DTZ ReMap, (Appendices 12 to 14, Stage 8b)

8.49 Based on the available research evidence and our own judgement, we test average sales

densities for new convenience goods retailing of £5,000 per sq.m, which is broadly equivalent to the trading performance of a discount operator. We also test a higher average sales density of £10,000 per sq.m at 2006 which is equivalent to the trading performance of a major multiple foodstore. When applied to the residual spend forecasts in Table 8.19, these average sales densities result in the following ‘global’ floorspace capacity figures:

Table 8.19: Convenience goods floorspace capacity, 2006 – 2021 (sq.m net)

(brackets = negative)

sq.m net 2006 2011 2016 2021


‘Baseline’ Scenario 1: 0 900 – 1,800 1,800 – 3,600 2,800 – 5,600

Scenario 2: 0 1,200 – 2,400 2,500 – 5,100 3,900 – 7,800

Scenario 3: 0 1,000 – 2,000 2,000 – 4,100 3,100 – 6,300

Waveney District

‘Baseline’ Scenario 1: 0 (800 – 1,700) 500 – 1,000 1,900 – 3,700

Scenario 2: 0 (400 – 800) 1,400 –2,900 3,400 – 6,800

Scenario 3: 0 (700 – 1,400) 800 – 1,600 2,300 – 4,700

Source: DTZ ReMap, (Appendices 12 to 14, Stage 8c)

8.50 As previously stated that the above provides an indicative breakdown of the global capacity forecasts for each authority. These forecasts incorporate figures for both town and non-town centre floorspace in line with policy guidelines, but should not be taken as the final word on what level of capacity a particular centres need or should have. The forecasts merely reflect the capacity centres could in theory support if allocated its share of overall growth according to its current attraction. Policy may decide to change the balance between centres, in which case these projections would change.


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8.51 Table 8.19 shows that there is limited capacity for convenience goods retailing in the short (2011) to medium (2016) term across both authorities. By 2021, the median range comparison goods projection for Great Yarmouth Borough is between 3,100 – 6,300 sq.m net. In comparison the equivalent figures for Waveney District are in the range of 2,300 – 4,700 sq.m net.

8.52 We have not provided a further breakdown as to the potential location of this new retail floorspace on a centre-by-centre basis as we believe this will be overly prescriptive. We also accept that both authorities may decide to allow levels of floorspace in excess of the residual spend and capacity forecasts determined by the Re:Map model. In the context of PPS6 (para.s 1.3 – 1.5) and the Government’s key objectives, this will be subject to the authorities being satisfied that trade diversion will not undermine the vitality and viability of existing towns and local centres and that the proposed store(s) will:

• enhance consumer choice by providing new higher quality stores; • improve accessibility; • promote social inclusion; • encourage investment in deprived areas; • promote economic growth; • deliver more sustainable patterns of development; and • promote high quality and inclusive design.

8.53 We advise both authorities that any new foodstore developments should be located in, or on the edge of the main centres, and have strong pedestrian linkages to the prime shopping area (see PPS6: Annex A, Table 2). This will help increase the range and choice of food shopping to the local population, in the most sustainable and inclusive manner. If non-town centre retailing is the only option to satisfy forecast demand and capacity, then the authorities will need to consider the use of planning conditions to minimise the potential impact on high street retailing, possibly by introducing new and attractive linkages to the centres and by limiting the range of non-food goods to be sold (PPS6: paras. 3.31 – 3.32).

Summary

8.54 In conclusion, DTZ’s capacity projections indicate that there is:

• limited capacity for new convenience goods retailing up to 2011. This is due to the minimal forecast growth in average spend levels. In the case of Waveney District this compounded by the quantum of new foodstore and convenience goods space with planning permission (3,278 sq.m net).

• more substantial capacity for new comparison goods retailing up to 2011 with increasing capacity to 2021 under the baseline scenario. We recommend that major new floorspace capacity is concentrated in the principal retail centres. These centres have the critical mass of retailing and catchments to sustain significant new additions to their retail stock, which will help to reinforce their relative status as the principal shopping locations.

8.55 Although there is potentially capacity for new non-town centre comparison goods space, we recommend that this residual expenditure should be accommodated in town centre/edge-of-centre locations in the first instance. It is also important to restate that current planning policy guidance stresses that town centre, edge-of-centre and local centres should be the first choice for all new retail and leisure development.


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8.56 However, this is dependent on there being suitable and viable sites available in these centres, which are likely to be brought forward during the ‘life’ of the development plan. This is considered in more detail in Volume 4 of this study.

8.57 Only if there are no suitable and viable sequential sites available to accommodate this type of retailing should consideration be given to out-of-centre locations. Any proposals in out-of-centre locations will also need to be subject to the usual tests, as set out in PPS6 (para. 3.4), and applicants will need to demonstrate:

• the need for development (PPS6: paras. 3.8 – 3.11) • that the development is of an appropriate scale (para. 3.12) • that there are no more central sites for the development (paras. 3.13 – 3.19) • that there are no unacceptable impacts on existing centres (paras. 3.20 –3.23) • that locations are accessible (paras. 3.24 – 3.27)

8.58 PPS6 states that, as a general rule, “the development should satisfy all these considerations

and, in making their decision, local planning authorities “should also consider relevant local issues and other material considerations” (para. 3.5).


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9 Leisure Futures: Market Demand and Capacity Assessment

9.01 The contribution that commercial leisure (i.e. bars, restaurants, cinemas, healthclubs, etc.) and public leisure (i.e. theatres, museums, galleries, public swimming baths, etc.) facilities make to the overall vitality and viability of town centres, particularly the evening economy, is an important part of the government’s urban renaissance and town centre policy agenda. The sector is highly complex and subject to fashion driven cycles that make forecasting very unreliable.

9.02 This section describes some of the key trends that are driving market demand in the commercial leisure sector. It then examines how demand is being manifested at the national, regional and local level, and how this compares with our broad assessments of quantitative and qualitative need.

9.03 We also provide an overview on key themes governing good practice on tourism to be considered by LPAs when planning for this sector1.

Tourism

9.04 Tourism comprises the activities of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes2. People engaged in tourism include both “tourists (overnight visitors)” and “same-day visitors”, and may include individuals primarily travelling for business, professional and domestic purposes.

Local Development Frameworks (LDFs)

9.05 Local planning authorities need to decide how to treat tourism issues within their core strategies:

• if the future development of tourism is a key issue, the core strategy should cover tourism issues together with any objectives relevant to tourism, or

• if the plan’s broad approach to economic growth and redevelopment sets the framework for the future development of tourism, the relationship should be acknowledged and taken into account in the development of the core strategy.

9.06 In determining what planning documents should be prepared beyond the core strategy, it is again necessary to decide whether tourism will be treated as a single issue or part of a wider topic. The core strategy can:

• describe objectives from which site allocations for tourism could follow;

• depict in spatial terms, such as a key diagram, areas where tourism and its growth are a key part of the spatial strategy; and

• propose an Area Action Plan for specific locations where development for tourism is crucial to meeting the plan’s objectives.

9.07 To keep the number of policies manageable, the policies affecting tourism in the core

strategy can be supported with supplementary planning documents, detailing matters such as the mitigation of effects of development, or good practice measures. National or regional policies do not need to be repeated in LDFs, but they should indicate how the objectives for tourism contribute to those identified in the RSS.

1 Good Practice Guide on Planning for Tourism – Department for Communities & Local Government (May 2006) - Appendix 19. 2 World Tourism Organisation (WTO)


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Devising Good Tourism Policies

9.08 Good tourism policies should aim to:

• maximise the benefits of tourism, to ensure that the development is able to reach its potential to contribute to tourism in the area and for local communities to enjoy those benefits;

• identify optimal locations with respect to other tourist attractions and public transport access;

• integrate the design and function of development with its surroundings; and

• avoid adverse impacts to other activities.

9.09 The factors that need to be reconciled when preparing tourism policies include:

• market demand, whether in a precise location or distributed across a wide area;

• environmental impact, such as visual and noise impact, impacts on an historic setting, and impacts on biodiversity and landscape quality;

• transport and accessibility;

• functional links, which will vary according to the land use requirements of the project. For example, the development of a hotel will be able to be directed towards a variety of locations, but a visitor centre at a specific attraction will be more specific;

• regeneration benefits, stemming from the potential to bring jobs to an area, improve physical appearance and support local businesses and services; and

• labour supply, with new development preferably located where the need for jobs exist or the population might benefit from a wider range of employment.

The Key Drivers of Growth in the Commercial Leisure Sector

9.10 The commercial leisure industry has been one of the fastest growing sectors of the UK property market over the last decade. Research3 shows that the leisure sector contributes 10% to Gross Domestic Product (GDP) and employs around 2.5 million people, generating 1 in 5 of new jobs. The sector’s dynamic growth has been driven by changes in consumer lifestyles (such as eating out, going to the cinema and keeping fit), rising affluence and increased spending on leisure. This, in turn, has generated increased demand for new leisure and entertainment facilities.

9.11 Leisure spending can be divided into two types ‘in-house’ spend on electrical items (such as DVDs, CDs, playstations, etc.) and ‘out-of-house’ spend (such as going to the cinema, bowling, gambling, eating out in restaurants and visiting pubs). Figure 9.1 shows that household spending on leisure goods and services has increased by 163% between 1978 and 2002/03 (i.e. c.4% per annum). By comparison over the same period, spending on all household goods has increased by 1.8% per annum, whilst net spending on housing has increased by 1.9% per annum.

3 Business in Sport & Leisure (BISL) Handbook 2003/04


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Figure 9.1: National Household Expenditure (1978 – 2002/03)

Source: ONS Family Expenditure Survey 2002/03 9.12 Recent projections by Experian indicate that average spend per capita on leisure could

increase by between 1.4% (‘long term’ trend) and 2.0% per annum (based on Experian’s ‘ultra long-term’ projections).

Table 9.1 Forecasts & Projections of UK Spending per Head Volumes (% annual change)

Experian projections (@ 2002 Prices) Ultra long- term trend Long-term trend Medium-term trend

Leisure services 2.0 1.4 1.7

Source: Experian Business Strategies: “Retail Planner Briefing Note 1.2” (November 2003)-Tables 4 & 5

Demand for Leisure

9.13 Developers and investors have responded to the growth in consumer lifestyles, demand and spend by opening new and more sophisticated leisure formats. A good example of this is the growth of managed leisure centres and parks. These parks generally comprise a mix of leisure uses (such as bowling alleys, health & fitness clubs, nightclubs, restaurants and bars) and are usually anchored by large multiplex cinemas. Despite the tighter planning policy controls on out-of-centre development, leisure parks are now viewed by the property industry as a less risky long-term investment. This is confirmed by recent research, which indicates that there are over 2004 leisure parks in the UK, ranging in size from 3,250 sq.m up to 28,000 sq.m.

9.14 A major driver of future demand for leisure (and retail) will be the significant ageing of the population. In 2002 there were approximately 19.8 million people in the UK aged 50 years or more, which is 24% higher than the 16 million in 1961. This is forecast to increase by over 40% up to 2031, when it is estimated that there will be c.28 million people aged over 50 years. This ageing population will have a significant impact on the demand for different leisure products and services. In broad terms analysts predict that these ‘grey’ consumers will be more active than previous generations and will expect a wide range of quality leisure products and services.

4 ‘The Definitive Guide to Retail & Leisure Parks’ (2003), FPD Savills & TW Research Associates.

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9.15 The following commentary briefly describes the current demand from leisure operators within each of the main sub-sectors of the commercial leisure market. It also provides an update of the current reported demand for commercial leisure facilities in the study centres.

(i) Eating and Drinking Out

9.16 The growth of drinking and eating out as a leisure activity has fuelled significant changes in the pub and restaurant sector over the last decade. For example, between 1998 and 2002 the ‘eating out’ market grew by 22%, reaching an estimated value of approximately £24.4bn5. Some of the main trends that are driving (and meeting) this demand include the following:

• increased consolidation in the pub industry over the last five years, which has impacted on the smaller independent operators. Research shows that the number of pubs has declined by c.6.5% since 1990 and the greatest impact has been on traditional pubs and inns, which have lost younger customers to the larger, urban branded ‘theme’ bars. Nevertheless, some market experts predict a resurgence of “community pubs”, due to changes in fashion and boredom with high street brands.

• the food offer has emerged as a particularly strong driver of success in the pub industry and has resulted in the growth of so-called ‘gastro-pubs’ as eating out destinations (such as the All Bar One, Pitcher and Piano and Slug and Lettuce formats). This has been driven by the development of more varied menus to cater for different tastes and the growing female market.

• the decline in market value of some long established brands (such as Chez Gerard, Garfunkels, Café Uno and City Centre Restaurants) due to increased competition from both multiple and niche restaurants such as ASK central, Pizza Express and Nandos.

• the recent national expansion of a number of new restaurant operators, including the Italian-owned Basilico and Fornovivo, Clapham House, Bombay Bicycle Club, The Real Greek, Gourmet Burger and Urban Dining.

• first expansion and more recently consolidation in the coffee sector, with a few brands emerging to dominate market share – namely Starbucks, Café Nero and Costa Coffee.

• growth of businesses that specifically target lunchtime trade, particularly in London and the South East. Examples include The Natural Café, Eat and Realburger World. Coffee Republic has also entered this market by rebranding its coffee shops as ‘Republic Deli’ outlets.

9.17 Recent changes in the Use Classes Order (UCO)6 now mean that local authorities have been afforded more control over the growth and location of new cafés, restaurants, take aways and public houses in their town centres. The main change to the UCO has been the replacement of the former class A3 (food and drink) by the new and amended:

• Class A3 - limited to restaurant and café uses (ie. use for the sale of food for consumption on the premises).

• Class A4 – limited to drinking establishments, such as pubs and wine bars.

• Class A5 – limited to hot food takeaways.

5 BISL, 2003-04 Ibid 6 The Town and Country Planning (Use Classes) (Amendment) (England) Order 2005 and the Town and Country Planning (General

Permitted Development) (Amendment) (England) Order 2005.


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9.18 Whilst bars and takeways are able to revert to restaurants without requiring planning permission, moves in the other direction will require local authority planning approval. It is the Government’s aim that these changes will help check the unfettered growth of branded bars and poor quality takeaways, whilst also limiting the anti-social impact on residential amenity and visitor’s enjoyment of town centres, particularly as part of the promotion of town centre evening economies. Other changes included the classification of Internet cafés as A1 and nightclubs as sui generis (meaning uses on their own). Changes to or from these sui generis uses will therefore always require planning permission.

9.19 The use class changes will therefore increase local authority control on the high street by limiting the ability of operators to change use without planning permission. This will provide greater powers to Waveney District Council and Great Yarmouth Borough Council to monitor and control the potential growth of A4 and A5 users in its town centres, but will limit the flexibility with which the industry can change formats to meet new demands. Current licensing reforms also transfer responsibility for licensing from magistrates to local authorities. The government believe that operators in the same area will choose to set different hours of operation and that this will therefore reduce the concentrations of people leaving licensed premises at the same time, which can often result in ‘flashpoints’ of crime and violence in centres. Together, the planning and licensing reforms will allow local authorities considerable control over the leisure and entertainment industry.

9.20 On the 24 November 2005 a new licensing law came into force in England and Wales allowing flexible opening hours and the potential for 24 hour opening for all licensed premises, subject to local authority approval. The government believes that the reforms will:

• help to minimise public disorder resulting from fixed closing times;

• help combat alcohol related crime and disorder;

• cut down on the bureaucracy of the six existing licensing regimes;

• provide a boost for the tourism and leisure sectors;

• create more socially inclusive evening economies in towns and cities;

• give local authorities considerable control over the leisure and entertainment industry; and

• allow those living in and businesses operating in the vicinity of premises to be able to make representations on applications for licences.

9.21 The government believes that the new laws will result in operators choosing different hours

of operation, thus reducing the concentrations of people leaving licensed premises at the same time, which often results in ‘flashpoints’ of crime and violence in town centres. Although, the majority of public houses and nightclubs have only applied to extend their opening hours by one or two hours, there are concerns that there will still be near-simultaneous closing times and police continue to fear that people will be more drunk and thus more likely to get into fights, resulting in an increase in anti-social behaviour in town centres.

9.22 The impact of the new legislation on our towns and cities remains to be seen. For many town and city centres, licences are seen as an important tool for regeneration and for creating successful evening economies. However, there are concerns that there are too many licensed premises and flexible opening hours will exacerbate anti-social behaviour and will not help create more inclusive evening economies.


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9.23 The recent Health White Paper “Choosing Health” makes clear the government’s intention to ban smoking in public places by the end of 2007. Restaurants, pubs and bars which prepare and serve food will be smoke-free, but public houses which do not sell food will be able to choose whether to allow smoking. It remains to be seen how the government’s intentions will be enshrined in legislation and how this will impact on the food and drink sector. In the interim, JD Wetherspoon has converted 11 of its outlets to non-smoking venues. The initial results show that whilst beer sales dropped, food sales increased.

9.24 DTZ’s market intelligence indicates demand from operators for representation in the main centres within Waveney District and Great Yarmouth Borough as shown in Table 9.2. The main focus for requirements are within the main centres of both local authorities (Great Yarmouth Borough Council and Waveney District Council) and seek to provide restaurant, takeaway and bar facilities.

Table 9.2: A3 / A4/ A5 Requirements in Waveney District and Great Yarmouth Borough

Requirement Centre

Company Name Size (sq.m)

Great Yarmouth • ASK • 232 – 465

• Best Cellars Public Houses • 279

• KFC • 237 – 269

• Pizza Hut • 73 – 93

• Pizza Express • 232 – 465

• Zizzi • 232 – 465

Lowestoft • ASK • 232 – 465

• Best Cellars Public Houses • 279

• Pizza Hut • 79 – 93

• Pizza Express • 232 – 465

Source: Town Centre Focus Reports 2004

9.25 In order to assess the potential capacity for new eating and drinking establishments DTZ

has tested the assumption that between an additional 20% - 30% of the forecast capacity for comparison goods floorspace (as set out in Section 8) can be supported by a mix of new cafés, restaurants, pubs and wine bars. This assumption is backed up by research7, which states that: ‘… other types of ground floor building uses (apart from retail) are important to the vitality of cities..”. The hospitality industry, in its widest sense, “…forms an important and sizeable proportion of premises averaging 24% of ground floor stock”.

9.26 Based on this assumption, we therefore forecast the following potential capacity ranges for new A3/A4/A5 uses across the authorities under the baseline Scenario 1. Table 9.3 shows the potential capacity for A3/A4/A5 floorspace in 2016 ranges from 3,520 sq.m to 7,890 sq.m net in Great Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in Waveney District.

7 ‘The Streetscape of major UK cities’, Savills, Winter 2004, pg.3


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Table 9.3: Commercial leisure floorspace capacity (A3 / A4 / A5 uses only) 2011 – 2021, under baseline assessment

Square Metres Net 2011 2016 2021 Great Yarmouth Borough

Assuming 20% of total comparison goods space 1,620 – 2,440 3,520 – 5,260 5,700 – 8,540


Waveney District

Assuming 20% of total comparison goods space 820 – 1,220 2,100 – 3,160 3,600 – 6,400


Source: DTZ Re:Map (Appendix 9, Stage 9)

9.27 This forecast capacity is not meant to be prescriptive. It provides only a broad indication of the ‘theoretical’ potential for new A3/A4/A5 floorspace to complement new retail space that may be developed in the main study centres as part of a mixed-use scheme.

(ii) Health and Fitness

9.28 The health and fitness market has been through a series of peaks and troughs since the sector first gained popularity in the mid-1990s. Research shows that there are c.2,400 public fitness and c.2,000 private health clubs in the UK8 and that private healthclub membership doubled from 1.7m in 1997 to 3.4m in 20029.

9.29 The health and fitness sector has experienced a period of consolidation over recent years. This is due, in part, to the aggressive opening strategies of certain operators, which left many of them over-exposed at a time when the fitness market fell ‘out of favour’ with investors in the City.

9.30 The rapid growth of health and fitness clubs in certain areas has created increased competition for members and market share, which has resulted in the weaker (poor quality) clubs losing out. With increased competition in the premium sector, there has also been a rise in attrition rates. Nevertheless, there still remains demand for an affordable health and fitness product, such as that provided by LA Fitness and Fitness First.

9.31 Despite the cooling of the health and fitness market in recent years, there still appears to be the potential for future growth, particularly as the Government is committed to tackling health issues. Esporta for example, is aiming to open a series of lifestyle clubs across the UK. The concept is a fusion of the family club, the adult health and fitness club and the racquet clubs. Esporta aims to open six of these in 2005 with more to follow in 2006.

9.32 Over recent years there has also been a marked shift in the location and format of new health and fitness clubs, due mainly to the changes in planning policy guidance. Health and fitness operators are increasingly targeting town centre sites and mixed-use schemes in town centre locations. This can help to create a wider range of attractions and activity, particularly in the evenings and at weekends. More flexible planning policies will therefore

8 The Leisure Database Company: Press Release on the “State of the Industry Report – April 2004” (http://www.online-

leisure.com/fiasofi2004pr.doc) 9 BISL, 2003-04 Ibid


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need to be introduced which help to encourage an element of such uses within or on the edge of town centres.

9.33 In summary the health and fitness sector over the last two years has polarised. This is illustrated by the conversion to private companies of Esporta, Holmes Place, Fitness First and Cannons health clubs. The main ‘players’ in the market are currently:

• David Lloyd Leisure and Next Generation – concentrating on health, racquet and tennis clubs;

• Holmes Place and Greens – operating at the luxury end;

• Virgin and Cannons – dominate the family-oriented health and fitness market;

• LA Fitness and Fitness First – operate smaller in-town clubs at the value end of the market.

9.34 From the above list of operators our research has indicated there are currently no additional requirements for health and fitness operators in the study area. There is currently a strong representation in commercial leisure operators across the local authorities and this is demonstrated below in Figure 9.2; the operators seen within Great Yarmouth and Waveney are primarily independent operators, with the exception of the Bannatyne’s chain in Lowestoft.

Figure: 9.2: Leisure Facilities Provision

9.35 Figure 9.3 draws on the CACI Participation Profile report for Great Yarmouth and

Lowestoft. This shows a below average participation across all health and fitness categories. This suggests that the current provision of Health and Fitness facilities is adequate, hence no additional market demand is identified above in commercial operator requirements.


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Figure: 9.3: Health & Fitness Participation

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Source: CACI – Great Yarmouth Participation Profile (Sport & Leisure), Waveney Participation Profile (Sport & Leisure)

9.36 The potential capacity for new leisure facilities in the study area is illustrated by CACI’s individual sports and leisure participation rate. For individual sports, Great Yarmouth Borough and Waveney District show an above participation in cycling, fishing shooting and bird watching reflecting the good rural amenity access of these areas (see Figure 9.4).

Figure: 9.4: Individual Sports Participation

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9.37 There is a below average participation in health and fitness activity and the lack of commercial operator requirements show there is limited market demand for provision of new facilities. However, to ensure that Great Yarmouth Borough and Waveney District continue to sustain vitality and viability and improve the general health of their populations, it is considered that existing leisure provision should be protected and consolidated by additional investment and promotion. This therefore builds a strong case to plan for consolidation and protection of quality cultural as well as health and fitness related leisure activities.

(iii) Cinemas

9.38 The 1990s was characterised by the significant growth in new out-of-centre multi-screen cinemas, often as anchors to leisure parks, or as an integral part of the tenant mix in shopping centres. This growth was fuelled by a resurgence in cinema audiences (after a period of steady decline during the 1980s), due primarily to the increase in the number of Hollywood ‘blockbusters’ and the new developments in cinema technology (such as surround sound). Research shows that:

• cinema audiences increased, on average, by 6.5% per annum between 1984 and 2003, from 54 million to 180 million.

• Multiplex cinemas represented some two-thirds of all cinema screens in 2003.

• the number of multiplex cinema screens increased from 875 to 2,254 between 1996 and 2003.

9.39 However, new multiplex cinema openings have slowed considerably over recent years, mainly due to the tightening of planning policy on new out-of-centre development. As a result, the main growth in this sector has been fuelled by the so-called ‘cityplexes’ (i.e. mixed use multiplex developments in city and town centres that comprise shops and restaurants), usually driven by developers rather than operators. Examples include the Ster Century scheme in Romford, which comprises a 16-screen cinema on top of an existing Sainsbury’s store, along with other shops and 175 flats. These types of mixed-use developments, with cinemas as anchors, are regarded as important contributors to the evening economies of centres.

9.40 In the study area, the CACI Participation Profile for performances shows that going to the cinema is the most popular activity; this is at a level slightly below the UK average. It is worth noting that participation in Theatre and Play visits is above the UK average; provision of such facilities should continue to be invested in and protected.


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Figure: 9.5: Participation in Performances (at least once a month)

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9.41 Figure 9.6 shows the provision of cinemas within the Great Yarmouth and Waveney areas. Hollywood Cinemas are represented within Lowestoft and Great Yarmouth. Outside of the Great Yarmouth and Waveney a large scale of cinema provision is readily available at Norwich and Ipswich.

9.42 We have undertaken a broad quantitative assessment to forecast the potential capacity for new cinema screens and seats over the forecast period. The output of this analysis is summarised in Table 9.4 and detailed in Appendix 18. This shows that within the study area and based on national visitation rates, the population is capable of supporting only one-screen or c.339 cinema seats in 2006, rising merely to c.2 screens and c.541 seats by 2021. This indicates that there is very limited potential for new cinema screens and that any increase of the scale forecast would be through organic growth where permitting.

Table 9.4:

Potential Capacity for New Cinema Screens and Seats

2006 2011 2016 2021

Cinema Screens 1 2 2 2

Cinema Seats 339 397 463 541

Source: DTZ and Dodona Research


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Figure: 9.6: Cinema Provision: Great Yarmouth and Waveney

9.43 We are not aware of any current outstanding demand from cinema operators for representation in Great Yarmouth Borough or Waveney District.

(iv) Games and Gambling

9.44 Gambling represents a significant element of the leisure industry. Growth and expenditure on gambling is predicted to rise, particularly in the light of the changes to the Gambling Law. The main components of the gambling industry and the potential for growth both nationally and regionally, are briefly described below:

• Casinos – there were 123 casinos in the UK in 2002, operated by 16 companies. The draft Gaming Bill proposed widespread relaxation of existing restrictions on the size and nature of gambling venues within the UK and the promotion of resort casino10, which were viewed as key drivers of the regeneration of depressed resort areas. However, the final legislation initially scaled down the number of resort casinos to just eight regional locations. At the time of writing this report the Government conceded that it has cut this number to just one regional casino to ensure that the legislation was passed prior to the general election in May 2005. This regional casino will be a prototype in order to assess its impact and its location will be decided upon by an independent panel.

• Bingo Clubs – there were c.688 commercial bingo clubs in 2002. Legislative changes in 2002 allowed for an increase in prizes in the larger clubs and the introduction of fruit machines. The income from fruit machines currently represents the main area of growth. Bingo operators are also marketing their clubs at a younger, predominantly female audience, in order to increase admissions and market share.

10 A resort casino is a complex that includes hotel facilities, restaurants, bars, live entertainment and conference facilities underpinned by an

array of gambling facilities.


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• Horse and Greyhound Racing – horseracing is second only to football as the most televised sport and accounts for c.70% of the turnover of betting shops. There are currently 59 racecourses in Britain, compared to 32 licensed greyhound courses. According to BISL figures, betting on horseracing was estimated to be £7.5bn in 2002/03 and £2.2bn on greyhounds.

9.45 In Great Yarmouth Borough and Waveney District the CACI Participation Profile on games and gambling shows that the National Lottery commands the highest popularity, followed by horse racing and greyhound racing (Figure 9.7). It is considered that the Greyhound Racing track on the Yarmouth Road, Caister and Great Yarmouth Racecourse, Jellicoe Road are major draws for dog racing and horse racing respectively. Ten pin bowling performs strongly in relation to the national average, as do gaming machines and bingo. The main concentration of gaming machines can be found along the seafront in Great Yarmouth.

Figure: 9.7: Participation in Games and Gambling

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9.46 In general Figure 9.7 demonstrates that gambling within the study area is above the UK average level. The market recognises demand for casino provision within the study area as in Great Yarmouth six applications have been determined since 2002 for the provision of Casino uses (see also Figure 9.3)11:

• Palace Bingo, Church Plan, Great Yarmouth:

- application for planning permission for a change of use of vacant areas to casino use

- planning permission granted (November 2005)

11 All data sourced ‘Great Yarmouth Borough Council Leisure Provision (February 2006)’


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• Oasis Hotel/Tower Building Complex, Marine Parade, Great Yarmouth:

- application for planning permission for a change of use of disco area to casino

- planning permission granted (February 2003)

• The Longbar Complex, Marine Parade, Great Yarmouth:

- application for planning permission for casino use

- planning permission granted (July 2002)

• Windmill Theatre, Marine Parade, Great Yarmouth:



• Zen (formerly known as Bourbon Street), Great Yarmouth:



• The Pleasure Beach, South Beach Parade, Great Yarmouth:

- application for outline planning permission for casino use

- planning permission granted (July 2002).

9.47 These are small-scale applications providing evidence that there is demand for small format casinos within the study area; a feasibility study should be undertaken to establish the feasibility for a larger regional casino within the area.

(v) Hotels and Visitor Accommodation

9.48 There are approximately 22,000 hotels and guest houses registered with the tourist boards within the UK with an additional 16,000 bed and breakfasts. The number of unregistered establishments would bring the combined total up to 60,000.

9.49 The accommodation sector is largely cyclical and subject to economic trends. Following the September 11th 2001 terrorist attack and the subsequent slowdown of the UK economy, the market is slowly picking up on the back of increasing visitor numbers. According to PricewaterhouseCoopers12 (PWC), 2006 may prove to be a record year for UK Revenue Per Available Room (RevPAR13). The release of three years pent up demand for international travel continues to drive tourism volumes upwards and hotel operators are benefiting from the return of the business traveller. This latest forecast is underpinned by favourable global macroeconomic conditions that continue to support the recovery in business and holiday travel.

9.50 Turnover in the UK hotel industry is approximately £27bn14. Average room occupancy in 2002 was in the region of 70 per cent (74 per cent in London). According to Tri

12 PricewaterhouseCoopers regular Hospitality Directions Europe journal. 13 Revenue Per Available Room (RevPAR) is a key industry metric in the hotel industry which reflects demand. It is calculated by multiplying

a hotel’s average daily rate (ADR) by it occupancy rate. 14 British Hospitality Association


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Hospitality15, as at February 2005, occupancy in London was static at 73.8 per cent but RevPAR went up 5.5%, and reached £65.94. UK provincial hotels saw a slide in occupancy to 62.9% whilst RevPAR was up 3% to £40.83.

9.51 The problems faced by the major operators are in contrast to the more resilient independent sector, together with budget and boutique operators. Budget hotels have been the key driver of growth in this sector over recent years. In 2003 there were an estimated 97916 branded budget hotels in the UK, an increase of 4.9% since 2002. The growth in the sector is illustrated by buoyant transaction activity. Key deals over the last three years include:

• Permira’s £712m acquisition of Travelodge • Six Continents demerger to form Intercontinental Hotels and Mitchells & Butler • Whitbread’s acquisition of Premier Lodge and the creation of Premier Travel Inn.

9.52 It is estimated that there will be an additional 6,000 rooms added by the end of 2005. For example Days Inn has announced that it aims to have 100 hotels in the UK by the end of 2005 and Whitbread believes it can open 1,500 new rooms per year for the next five years.

9.53 In terms of new trends, the sector has also witnessed the launch of apartment hotels. For example, InterContinental Hotels Group has launched the ‘Staybridge Suites’ brand. It marks the introduction to the UK market of the first major hotel brand to focus on extended-stay guests (i.e. those who stay more than five nights).

9.54 In the context of Great Yarmouth and Waveney, the hotel offer is largely dominated by the independent sector. Within Waveney the Local Tourism Board has registered approximately 119 independent premises17 available. Within Great Yarmouth the council have 160 independent premises available 18.

9.55 The major independent operators include (amongst others):

• Hotel Elizabeth – located on the Maraine Parade Great Yarmouth;

• Imperial Hotel – located on the North Drive, Great Yarmouth

• Hotel Victoria – located on Kirkley Cliff, Lowestoft

• Kings Head Hotel – located on the New Market, Beccles

• Waveney House Hotel – located in Puddingmoor, Beecles

9.56 Although limited representation within in the budget chain sector includes:

• Premier Travel Inn – located on Yarmouth Road, Lowestoft;

9.57 There is a strong presence of holiday park operators within the study area; they are mainly independent operators but multiple operators are also represented. The major holiday park operators include (amongst others):

• Broadland Sands Holiday Park – located on Coast Road, Corton;

• Broadland Holiday Village – located in Oulton Broad;

15 Tri Hospitality HotStats UK- March 2005 16 UK Budget Hotel Survey 2004 - Deloitte 17 Waveney Tourism Board Inspected Accommodation (May 2006): www.thesunrisecoast.co.uk 18 ‘Great Yarmouth Borough Council Leisure Provision (February 2006)’


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• Caister Holiday Park, Ormesby Road – located in Caister on Sea;

• California Cliffs Holiday Park – located on Rottenstone Lane Great Yarmouth;

• Seashore Holiday Park (Haven) – located on North Drive, Great Yarmouth;

• Vauxhall Holiday Park – located on Acle New Road, Great Yarmouth;

• Wild Duck Holiday Park – located on Howards Common, Belton;

• Beachside Holiday Park – located on Wakefield Court, Great Yarmouth;

• Heathland Beach Caravan Park – located on London Road, Kessingland;

• Kessingland Beach Holiday Park – located on Kessingland;

• Pontins Pakefield Holiday Centre – located on the London Road, Kessingland

• Pontins Hemsby on Sea – located in Hemsby

• The Camping and Caravanning Club Site – located in Suffolk Wildlife Park, Kessingland;

• Potters Leisure Resort – located in Hopton on Sea (includes provision of specialist bowls facilities)

• Outney Meadow Caravan Park – located in Bungay;

• Beach Farm Residential and Holiday Park – located on Arbor Lane, Pakefield;

• Warner Holiday Centres – located in Corton and Gunton Hall.

9.58 In broad terms, we believe that the independent sector is likely to be resilient, aided by the tourist and the future leisure orientation of Great Yarmouth and Waveney. Despite the dominance of the independent sector there is the likelihood that branded budget sector operators could also establish a larger presence in the future. Our analysis has identified requirements from the following operators:

• Premier Travel Inn have a 3,716 sq.m requirement for Great Yarmouth;

• Travelodge have a 1,858 sq.m requirement for both Great Yarmouth and Lowestoft.

9.59 According to the ‘Good Practice Guide on Planning for Tourism’ (May 2006) (Appendix 19) budget hotels designed to cater for longer stays at a destination should be located with respect to national policies set out in PPS6. Budget hotels, motels and travel lodges catering for single overnight stays by car-borne travellers, possibly en-route to a destination, should be located on the edge of town centres on a major road if a town centre location is not suitable, available or viable. It would not normally be appropriate for development to occur in open countryside away from major settlements. For out-of-centre locations, an open layout where attention has been paid to achieving and high standard of design and landscaping is likely to be more acceptable than a dense concentration of buildings.

9.60 An important element that links hotels and tourism is cultural related activities. These are often an indicator of an areas’ prosperity and its populations’ available leisure time. An indication of this is provided by outings undertaken recently (in the last 12 months). In relation to Great Yarmouth and Waveney, Figure 9.8 shows that visits to archaeological


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sites; nature reserves; zoos/safari parks; and stately homes and castles exceed the national average.

Figure: 9.8: Outings over the last 12 months

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Great Yarmouth

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Source: CAC I – Great Yarmouth Participation Profile (Sport & Leisure), Waveney Participation Profile (Sport & Leisure)

9.61 Figure 9.8 indicates that visits to theme parks are below the UK average; however this is based upon residential catchment and it must be considered that such leisure provision will draw the majority of it’s trade from the seasonal tourist trade. Details of the only theme park within the study area are summarised below (see Figure 9.2 for further detail):

• Pleasurewood Hills, covering 50 acres and offering over 40 rides, shows and attractions, is located on Leisure Way, Corton, Lowestoft19.

Summary

9.62 Within the context of a general increase in leisure expenditure, there is currently a reasonable level of interest from A3/A4/A5 operators. Our analysis shows that by 2016, the potential capacity for this floorspace is between 3,520 sq.m to 7,890 sq.m net in Great Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in Waveney District.

9.63 There is a strong independent provision in terms of health and fitness activities within the study area. There is low market demand in terms of commercial leisure requirements, however this is matched by a lower than average take up of these facilities by the resident population. Existing facilities should be maintained, protected and consolidated by promoting investment in facilities that would encourage an increase in participation by the local population.

9.64 There should be a capitalisation upon the outdoor pursuits afforded by Great Yarmouth and Waveney’s rural setting; in particular, promotion of activities such as cycling, fishing, shooting and bird watching which are already well-represented.

19 Source: www.visit-sunrisecoast.co.uk


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9.65 Cinema provision within the study area can be considered adequate. Operators should be encouraged to maintain investment in facilities to encourage more use by the local population. The capacity for additional screens is limited.

9.66 There is a higher than average propensity towards gambling within Great Yarmouth and Waveney. The dog track and racecourse should be maintained and protected to ensure this interest is consolidated as it is a major draw for the resident population. There is also strong market evidence for demand of casino facilities and a further scoping study is recommended to gauge the viability of the potential for a regional/sub-regional casino within the study area.

9.67 There is strong independent representation within the hotel market. In the future it is likely that budget chain operators will likely seek increased representation; this has the benefit that competition with independent operators will ensure that the highest standard of hotel provision is maintained.

9.68 Cultural activities provide a crucial link between the hotel trade and tourism within Great Yarmouth and Waveney; current cultural activities should therefore be maintained and protected to ensure that their offer remains attractive.


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10 Summary, Strategy and Recommendations

10.01 This concluding section provides a summary of the key findings of this study. It describes the current roles, attraction and relative performance of the study centres. It also identifies the economic capacity for future development. Our analysis specifically draws on the following main strands of research:

- healthchecks assessments

- household telephone interview surveys

- market demand analysis

- retail capacity assessment

- appraisal of town centre development opportunity sites.

10.02 Our key findings and recommendations are intended to inform the Councils on the options

and strategy for the future growth and development of their retailing centres. It will provide an important input to the delivery of their respective LDFs.

Policy Background

10.03 This study has been prepared in the context of the revised PPS6: Planning for Town Centres and the Draft East of England Plan, both of which reinforce the government’s town centres “first” message. One of the government’s key objectives for town centres is to promote their vitality and viability by planning for the growth and development of existing centres in order to strengthen and, where appropriate, regenerate them. Another key objective is to promote and enhance existing centres, by focussing new high quality (high density) development in them and encouraging a wide range of services in a good environment, accessible to all.

10.04 Regional planning bodies and local authorities are at the forefront of delivering the government’s objectives by adopting a pro-active, plan-led approach to planning for town centres. Set within the regional planning context, local authorities are responsible for actively planning growth and managing change in town centres over the period of their development plan documents. This will involve, for example, identifying centres that can realistically accommodate the identified need for growth and/or planning for new centres of an appropriate scale in areas of significant growth, or where there are deficiencies in the existing network of centres (PPS6: Chapter 2).

10.05 Under the Draft East of England Plan, Great Yarmouth Borough and Waveney District are considered to be priority areas for economic regeneration within the region due to their weak economic performance and high levels of deprivation. The plan states that Great Yarmouth and Lowestoft are key centres where development and change will be focussed. Both local authorities are committed to an economic regeneration-led strategy.

10.06 The vehicle for this regeneration is the URC (1st East), which seeks to organise the physical regeneration and redevelopment. The principal aim is to address and reverse the deprivation in Great Yarmouth and Lowestoft. These towns have experienced declines in their respective employment bases, resulting in major areas of land becoming derelict and under-utilised. The URC plans to carry out its objectives primarily through the creation of jobs and the promotion of economic growth, by co-ordinating public and private sector initiatives.


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The Current Hierarchy and Network of Centres

10.07 Our study has identified a clear network of centres in and around the study area. Table 10.1 summarises some of the key retail performance indicators for the study centres and principal competing centres of Norwich and Ipswich, based on our healthcheck assessments.

Table 10.1: Healthcheck Summary

General (1) Ranking (2) Key Performance Indicators Centre

Total No. of

Outlets

Total Amount of

Retail Floorspace

Current Rank

Change 2001 -04

No. of National Multiples

(1)

Current Retailer Interest

Prime Rental Values

(Zone A) (£/sq.m)

Vacancy Levels

(outlets)

Yields (%)

Norwich 1,075 250,093 8 +7 477 97 £2,260 9.2% 5.5

Ipswich 626 154,125 35 +8 281 85 £1,561 8.0% 4.75

Great Yarmouth 479 99,822 161 +34 132 25 £753 12.0% 7.5

Lowestoft 309 66,723 222 -2 117 27 £753 4.0% 6

Beccles 169 31,875 685 +90 36 8 n/a 6.5% n/a

Gorleston 128 24,731 716 -72 34 1 n/a 2.8% n/a

Bungay 107 14,391 n/a n/a 19 n/a n/a 9.7% n/a

Halesworth 100 10,816 n/a n/a 17 n/a n/a 6.5% n/a

Southwold 85 10,498 n/a n/a 13 n/a n/a 1.1% n/a Source: (1) Goad Centre Category Report

(2) Ranking based on the 2004 ‘Shopping Centre Index’ (Management Horizons) of 1,670 centres.

10.08 Norwich (regional centre) is the dominant centre of influence in the sub-region in terms of the relative scale, quality and attraction of its retail and leisure offer, as well as wider town centre uses. It functions as an important fashion shopping destination with a good choice of department and variety stores, along with an extensive range of national multiple retailers. It is the best performing centre based on a number of measures. Ipswich is identified as a sub-regional centre, but the quantity and quality of its town centre retail and leisure market currently lags behind Norwich. Nevertheless, we acknowledge that it has an influence on the study area.

10.09 Both Great Yarmouth and Lowestoft are defined as higher order town centres. They collectively address their individual district population’s shopping, service business and leisure needs, as well as catering for tourists and visitors. Great Yarmouth town centre will significantly improve its role and attraction if the proposed extension and reconfiguration of Market Gates Shopping Centre is granted planning permission and subsequently implemented. We envisage that by introducing key national multiple retailers into the redevelopment will, in turn, lead to an increase in the town centre’s overall attraction, catchment area and market share. Moreover, it will cement this part of the town centre and its immediate surroundings as the primary retailing pitch, and help maintain and enhance the town centre’s health.

10.10 Beccles, Gorleston, Bungay, Halesworth and Southwold primarily serve a local shopping and tourism function with the emphasis being on a wide range of convenience shops and services. Southwold, in particular, has a specialist and niche retail offer that attracts shoppers and visitors alike from a wide area. These centres are also the traditional focus of a range of community facilities such as doctor’s surgeries, dental practices, halls, libraries, schools and nurseries. These uses are important to their overall vitality and viability, as they generate footfall from which retailers can benefit.


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10.11 At the lower tier of the hierarchy are smaller district and local centres that cater for the shopping needs of a predominantly walk-in catchment and are generally anchored by small foodstores providing a key role for top-up shopping.


10.12 The Borough’s coastal location and proximity to the Norfolk Broads are natural attractions that make it a major destination for tourists and day visitors. It has one higher-order retail centre (Great Yarmouth) and one nearby large town centre (Gorleston). We consider each in turn.

Great Yarmouth

10.13 Great Yarmouth is the main shopping destination in the Borough, and a popular tourist and visitor destination. It is characterised by its seafront, beach, the pier and holiday villages surrounding the town. In this way, the town’s retail offer is targeted at both its local residents and the wider tourist/visitor market. Our healthcheck assessment and market research indicated that it has a number of key strengths and weaknesses as a shopping centre:

• it is the largest study centre with approximately c.50% more (Goad) retail and service floorspace than Lowestoft.

• it is the highest ranked centre (161st) and has risen in the national rankings since 2001 (from 195th ).

• it is placed considerably behind Norwich (8th) and Ipswich (35th). The former has, in particular, benefited from continued retail investment and development (i.e. Chapelfield Shopping Centre) in the recent past.

• the centre currently lacks a retail heart, with ad hoc and interspersed pockets of quality retail provision.

• it is one key managed shopping centre. However, Market Gates is somewhat tired and would benefit from regeneration.

• on paper, there is a relatively good mix of quality stores including Marks & Spencer and Bhs. In addition, there are two department stores, Palmers and Co-op.

• the department stores are generally small and outdated by modern standards. They do not provide a strong anchor role to the centre in the way that John Lewis and House of Fraser anchor Norwich, and Debenhams anchors Ipswich.

• vacant outlet levels (12%) are significantly above the national average (8%) and are the highest of all the study centres. They are notably higher than Lowestoft.

• its current estimated prime Zone A’s of £753/sq.m are the same as Lowestoft, but considerably lower than Norwich (£2,260/sq.m) and Ipswich (£1,561/sq.m). The growth in prime Zone A’s has been steady, but unspectacular, over the last decade.

• comparison goods retailing accounts for 38% of total outlets, which is greater than the national average of 33%. Its retail mix is predominantly mid-market and value orientated, although it does comprise some smaller independent specialist shops.

10.14 Our market demand assessment indicates that there are currently recorded requirements from 25 retail and service businesses for representation in Great Yarmouth. This is broadly


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equivalent to c. 14,186 – 32,928 sq.m gross of new retailing. Market demand has dipped from a high of 32 businesses in April 2005. More detailed analysis reveals that:

• the demand from 13 comparison goods retailers is broadly equivalent to c. 6,522 – 23,346 sq.m gross of new and/or replacement space. This demand includes a number of major space users (such as Debenhams, TJ Hughes and TK Maxx), all of which could anchor a new retail development scheme.

• demand from convenience goods retailers is poor and limited to only Farmfoods, Greggs and Morris Pasties, which is broadly equivalent to c.567 – 1,045 sq.m gross. Cafés, bars and restaurants represent an additional demand of c. 1,291 – 2,035 sq.m gross. Encouragingly the operators identified include ASK, KFC, Pizza Hut, Pizza Express and Zizzi.

10.15 Thus there is currently relatively good demand from comparison and service businesses for representation in Great Yarmouth. However, there is a quality ‘gap’ in terms of the types and ‘brands’ of operators seeking representation, particularly when compared to Norwich and Ipswich’s market demand profile.

10.16 The findings of our retail capacity assessment (see Table 10.2) broadly forecasts that by 2021, a median range comparison goods projection for Great Yarmouth Borough of between 28,800 – 43,200 sq.m net.

Table 10.2: Great Yarmouth Borough: Comparison Goods Floorspace Capacity, 2011 – 2021 (sq.m net)

sq.m net 2011 2016 2021


‘Baseline’ Scenario 1: 8,100 – 12,200 17,600 – 26,300 28,500 – 42,700

Scenario 2: 9,700 – 14,500 21,200 – 31,900 34,900 – 52,400

Scenario 3: 8,200 – 12,300 17,700 – 26,600 28,800 – 43,200

Source: DTZ ReMap, (Appendices 9 - 11, Stage 8c)

10.17 These forecasts incorporate figures for both town and non-town centre retailing, but should not be taken as the final word on what level of capacity particular centres need, or should have. The forecasts merely reflect the capacity centres could in theory support if allocated its share of overall growth according to its current attraction.

10.18 With regard to convenience goods retailing, we understand that there are currently no commitments in the Borough. Nevertheless, Table 10.3 shows that there is limited capacity for convenience goods retailing in the short (2011) to medium (2016) term. By 2021, the median range comparison goods projection for Great Yarmouth Borough is between 3,100 – 6,300 sq.m net.


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Table 10.3:

Great Yarmouth Borough: Convenience Goods Floorspace Capacity, 2011 – 2021 (sq.m net) sq.m net 2011 2016 2021


‘Baseline’ Scenario 1: 900 – 1,800 1,800 – 3,600 2,800 – 5,600

Scenario 2: 1,200 – 2,400 2,500 – 5,100 3,900 – 7,800

Scenario 3: 1,000 – 2,000 2,000 – 4,100 3,100 – 6,300


10.19 We advise the Borough Council that the projected capacity will need to be concentrated in the principal centres, as they have the critical mass of retailing, physical capacity, demand and catchment populations to sustain major new additions to their retail stock.

10.20 The fundamental issue for the Council is to consider whether there are suitable and viable development opportunity sites in the town centre that are capable of accommodating the current (and future) level of market demand and forecast floorspace capacity. In this context we were asked by the Council to look at two key town centre/edge-of-centre opportunity sites. Based on our high level planning and development review of each site (see Volume 4), it is our initial view that the two sites represent sustainable and commercially viable opportunities for new mixed-use development.

10.21 Our high level appraisal of each site is summarised below. However, we do recommend that more detailed planning, market testing, land ownership and financial appraisals be carried out to assess the viability and deliverability of the development options for each site. Furthermore, the identification of town centre sites should be a continuous process, potentially in conjunction with URC.


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Table 10.4:

Great Yarmouth Borough: Key Recommendations for Opportunity Sites – Great Yarmouth Town Centre

Site Key Recommendations The Conge, Great Yarmouth

• This site offers a unique opportunity to provide a retail and residential-led mixed-use scheme, constituting large retail warehouse formats at ground floor level with residential above.

• The site provides the opportunity to regenerate the wider area and provide

an important linkage from the existing town centre prime pitch (see Figure 10.3 below) to the leisure and employment proposals at North Quay.

• A form of mixed-use development providing complementary uses together

with a sufficient employment base will ensure that a sustainable development is achieved.

• With regard to the redevelopment constraint in relation to land assembly

and deliverability, we would recommend undertaking a further ‘Planning and Development Scoping Study’ that will assess the options available from both a policy and market perspective in more detail. This will inform the decision-making process for the future of this strategically important opportunity site.

• The development of a mixed-use scheme will also provide a good link with

the proposed redevelopment of the Market Gates Shopping Centre. Potential occupiers whose needs cannot be satisfied within the current proposals for Market Gates may be attracted to the larger retail units at The Conge area. This would create a new and enhanced retail environment in Great Yarmouth.

Stonecutters Way / Howard Street South, Great Yarmouth

• This site offers the opportunity to provide a residential-led mixed-use scheme that could provide high-density residential development in the form of 1.5 and two bedroom apartments, whilst also accommodating ground floor commercial uses.

• The commercial uses should have the flexibility to meet changing market

demand.

10.22 Based on our research, there appears to be both the market demand and economic growth to

support new comparison goods retailing in the town centre over the forecast period. In this way, the application for planning permission to extend, redevelop and reconfigure the Market Gates Shopping Centre should be supported. We are advised that the development proposal will boost the overall gross floorspace of the centre to 22,654 sq.m – this is a net addition of 9,354 sq.m gross. The existing shopping centre, albeit somewhat tired, is well located in relation to the primary retail pitch and therefore constitutes an excellent opportunity to revitalise this important part of the town centre. In terms of layout, the drawings accompanying the planning application illustrate a vast improvement on the current design and this, in turn, will aid shopper flows. Importantly, the proposed shop frontages and depths are also better suited to modern retailer requirements.

10.23 With regard to the important anchor store issue, it is recognised in the commercial market place that there are three types of retail formats that can fulfil this role namely, and in order of preference, a department store (e.g. John Lewis, House of Fraser, Debenhams), variety store (e.g. Marks & Spencer, Bhs) and foodstores (Tesco, Sainsburys, Asda, Morrisons, Waitrose and Marks & Spencer Simply Food). Notwithstanding this, in today’s market key fashion retailers, such as H&M and Zara, can still perform the task of generating regular footfall and shopper presence from which other traders within the scheme can benefit.

10.24 In our view, the proposed redevelopment of Market Gates Shopping Centre meets all of the commercial pre-requisites for a town centre of this size, stature and influence. We are advised by Centenary Investments that a department store or high profile fashion retailer will perform the important anchor role. The all important location within proximity to the


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prime retailing pitch is also achieved. Furthermore, it has a further advantage of improving a declining area of the town centre and bringing much-needed new development and environmental improvements. The gross retail floorspace proposed can be accommodated in terms the projected floorspace capacity projections within the Borough of 8,200 – 12,300 sq.m net by 2011 as shown in Table 10.2 above.

10.25 Overall the proposal is in the right location, of the right scale and is properly anchored to make a significant contribution to the retail offer and overall competitiveness of the town centre. Given the background of Great Yarmouth having lost ground to competing shopping destinations, we consider that the proposals and the investment will be a welcome boost to the town centre’s overall retail offer. Moreover, it has the potential to act as an important catalyst for further retail provision and bolster Great Yarmouth’s attraction as a shopping destination. It should be supported and defended as a matter of the highest priority. Furthermore, the proposal offers a strategic opportunity to strengthen the linkages between the town centre and the URC seafront regeneration programme benefiting both shoppers and visitors alike.

Gorleston

10.26 The Borough also comprises another town centre (albeit on a much smaller scale to Great Yarmouth). Gorleston performs an important role serving the day-to-day convenience, service business and community needs of the local resident population, tourists and passing car-borne trade. Some of the key strengths and weaknesses of Gorleston town centre are briefly set out below:

• Gorleston is ranked 716th out of the 1,670 UK centres nationally, but it has fallen from 644th in the rankings since 2001.

• the important convenience offer is anchored by Somerfield.

• the smaller value-fashion specialist stores (e.g. QD and Peacocks) are the main non-food national multiple retailers, which depicts the ‘lower end’ of the market (refer to Section 7).

• the centre has a very high proportion of service businesses (c.45% of total outlets).

10.27 We have undertaken a high level appraisal of the former Laundry site (Blackwall Reach), which is summarised below.

Table 10.5: Great Yarmouth Borough: Key Recommendations for Opportunity Sites

– Gorleston Town Centre Site Key Recommendations

Laundry Site, Blackwall Reach, Gorleston

• From our initial analysis, we would recommend a retail-led mixed-use scheme, which would also contribute to housing supply in the local market.

• The strategic position of the site on the edge of the town centre will benefit

from the good level of passing trade due to the close proximity of the existing Somerfield supermarket and its busy adjoining car park, as well as access to the nearby beach.

10.28 Where opportunities arise for new mixed-use (i.e. residential, retail and leisure) development this should be supported, provided that it does not impact on the overall vitality and viability of the centre. The evolving LDF should seek to maintain and enhance the centre’s important role, by supporting convenience and comparison provision in the centre to counteract the over-dominant service provision.


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District & Local Centres

10.29 The Borough also comprises one district centre and ten local centres as set out below.

Table 10.6: District and Local Centres in Great Yarmouth Borough

District Centres Local Centres Caister Bells Road Bradwell Hemsby Martham Magdalen Way Ormesbury St Margaret Belton Hopton Winterton Filby

10.30 In general terms, the district and local centres (see Figure 10.1) within the Borough appear to be healthy and meeting the needs of their local catchments.

Figure 10.1: District and Local Centre provision in Great Yarmouth

10.31 As set out previously in the report, there is scope in some centres, e.g. Bells Road, to convert existing vacancies in peripheral areas of the centres to residential use. This would consolidate the centres resulting in more compact and defined centres.


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Table 10.7: District and Local Centres, Great Yarmouth Borough

Type of

Centre Name No. of

Outlets No. of

Vacancies

No. of National

Multiples(1)Deficiencies Comments

Overall Status

Dis

tric

t

Caister 65 1 4

The centre lacks banks and building societies.

Encouragingly only one vacant unit out of 65.

Yes

Bells Road 45 6 0

No presence of banks / building societies, post offices. There are six vacant outlets out of a total of 45 outlets. Surprisingly the centre has no multiple retailer representation.

Despite the number of vacancies, it is a busy and vibrant centre.

Yes

Hemsby 20 0 2


There is a good range of stores and services, serving the needs of the local population, as well as seasonal trade. There are no vacant units.

Yes

Martham 17 0 2


Attractive centre with units positioned around a central village green. Modern stores (Co-op) trade alongside more traditional units and in our opinion adequately serve the local population. There are no vacant units.

Yes

Magdalen Way 12 2 4

The centre lacks banks and building societies. There are two vacancies.

A busy centre with a good range of stores (both national multiples and independents) concentrated in a small well-presented locality.

Yes

Ormesbury St Margaret 11 1 2

Only one comparison store and no banks or building societies.

Medium sized Budgens provides a good anchor role limiting the need to travel outside the village for top-up needs. Only one vacancy within the centre out of eleven outlets.

Yes

Bradwell 6 0 2

The centre lacks A3, A4 and A5 outlets. The centre would benefit from better linkages and signage between the various pockets of retail provision.

Good range of shops serving the needs of the local population. There are no vacant units. Yes

Belton 4 0 1

No presence of banks / building societies, post offices.

Small functional centre serving the day-to-day needs of local population. There are no vacant units. Yes

Hopton 4 1 1

One vacant unit. A small centre with three trading outlets one of which is a public house. Yes

Winterton 3 0 1

Limited provision of outlets.

The existing stores sell a wide range of goods to serve the needs of the local population. Yes

Loc

al

Filby 2 0 1

Limited provision of outlets.

The existing stores sell a wide range of goods to serve the needs of the local population. Yes

Note: (1) Refers to convenience goods and comparison goods retailers only


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10.32 To varying degrees these centres provide a range of complementary retail, service, business, leisure and social facilities for their local communities and visitors. The important role and function of these centres should be maintained and enhanced in line with government policy.

WAVENEY DISTRICT

10.33 Waveney is peppered with a range of attractive, bustling market towns and villages, together with picturesque sandy beaches set against the beauty of the Broads. This area in the East of England is steeped in history and heritage. The District Council is based in Lowestoft, which is the principal shopping and commercial centre within the district. The centres of Beccles, Bungay and Halesworth have retail provision punctuated by historic buildings and churches. The Heritage resort of Southwold is a secluded coastal town by the marsh-fringed estuary of the River Blyth and has a unique character and history.

Lowestoft

10.34 Lowestoft’s functional town centre is the principal shopping and commercial centre within Waveney, serving the population’s retailing needs and requirements. The south of the centre constitutes the prime pitches of London Road North and The Britten Shopping Centre. Whereas to the north of Artillery Way, which acts as a physical barrier, is the original and historic High Street. As this report has demonstrated the two retail areas are segmented and consequently do not appear to be strongly linked. The town centre has recently benefited from the ‘Sunrise’ environmental improvements programme and is set to gain from the regeneration objectives under the ambit of the URC, such as reconnecting the town centre to Lake Lothing.

10.35 Our study has identified the following key strengths and weaknesses of the town centre as a shopping destination:

• it is placed 222nd in the national rankings, but this has slightly fallen since 2001 when it was ranked 220th.

• the town centre has two small department stores, Co-op Westgate and Chadds.

• it has one managed enclosed shopping centre (The Britten).

• comparison goods retailing accounts for approximately 38% of total outlets in the centre, which is above the national average (33%).

• the main non-food national multiple outlets in the centre include Marks & Spencer, Bhs, Boots, WH Smith and Superdrug.

• its current prime Zone A is estimated to be £753/sq.m. This is the same as the rental levels achieved in Great Yarmouth.

• there is some 10,647 sq.m net of convenience goods retailing in the centre - anchored by Tesco and Somerfield on London Road North. These play an important role attracting shoppers into the town centre frequently and regularly.

• encouragingly, its vacancy rate of 4% is half the current national average of 8%. These vacancies are dispersed in mainly secondary areas with no distinct pockets of dereliction. This denotes an active trading profile in the primary shopping area.


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• our market demand assessment indicates that there are currently recorded requirements from 27 retail and service businesses. This is broadly equivalent to c. 22,491 – 62,057 sq.m gross of new retailing. More detailed analysis reveals that there is currently demand from 20 comparison goods retailers (c. 8,937 – 27,963 sq.m gross), including Debenhams, TK Maxx and TJ Hughes. Demand from convenience goods retailers (465 –743 sq.m gross), as well as restaurant and takeaway operators (822 – 1,301 sq.m) is somewhat limited, and includes primarily Farmfoods and two pizza operators.

• the local authority occupies the main office space within proximity to the town centre and this helps to generate footfall and spend across the centre, particularly at lunchtime and early evenings. There are, however, plans for the local authority to relocate their offices outside of the town centre, which, in our opinion, could be detrimental to the centre’s health.

10.36 It is our high level view that there is potential to improve and increase the quantity and quality of Lowestoft’s retail and leisure offer, particularly in the context of the delivery of the LDF.

10.37 The findings of our retail capacity assessment (see Table 10.8) broadly forecasts that by 2021, a median range comparison goods projection for Waveney District of between 18,200 – 27,300 sq.m net.

Table 10.8: Waveney District: Comparison Goods Floorspace Capacity, 2011 – 2021 (sq.m net)

sq.m net 2011 2016 2021

Waveney District

‘Baseline’ Scenario 1: 4,100 – 6,100 10,500 – 16,800 18,000 – 27,000

Scenario 2: 5,100 – 7,700 13,000 – 19,500 22,300 – 33,500

Scenario 3: 4,200 – 6,200 10,700 – 16,000 18,200 – 27,300


10.38 With regard to convenience goods retailing, we understand that there are currently commitments in the district totalling some 1,918 sq.m net. After accounting for these, and considering the growth in spend in this goods sector, Table 10.9 shows that there is limited capacity for convenience goods retailing in the short (2011) to medium (2016) term. By 2021, the median range comparison goods projection for Waveney District is between 2,300 – 4,700 sq.m net.

Table 10.9: Waveney District: Convenience Goods Floorspace Capacity, 2011 – 2021 (sq.m net)

sq.m net 2011 2016 2021

Waveney District

‘Baseline’ Scenario 1: (800 – 1,700) 500 – 1,000 1,900 – 3,700

Scenario 2: (400 – 800) 1,400 –2,900 3,400 – 6,800

Scenario 3: (700 – 1,400) 800 – 1,600 2,300 – 4,700


10.39 The fundamental issue is whether there are suitable and viable development opportunity sites in the town centres within the district that are capable of accommodating the current


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(and future) level of market demand and forecast floorspace capacity. As part of this study we were asked by the Council to consider two key town centre opportunity sites. Based on our high level planning and development review of each site (see Volume 4), it is our initial view that both sites in Lowestoft represent sustainable and viable opportunities for new mixed-use development.

10.40 Our high level recommendations for each site are set out below. Nevertheless, we recommend that in each case more detailed planning, market testing, land ownership and financial appraisals be carried out to assess the viability and deliverability of the development options for each site.

Table 10.10: Waveney District: Key Recommendations for Opportunity Sites

– Lowestoft Town Centre Site Key Recommendations

Triangle Market Place and Land to North, High Street, Lowestoft

• It is our view that this site provides an important strategic opportunity to create a regeneration scheme that will enhance the northern area of the main shopping street as a destination creating location.

• This could be achieved by creating a landmark development that is both

innovative and sustainable through design and the mix of uses, which complement the existing town centre retail and leisure provision. This could be achieved by introducing a café culture style environment that will also benefit from evening trade, as well as bespoke/independent specialist retail operators to give the area a clearer identity and role within the regeneration of the town as a whole.

• The inclusion of residential accommodation will also improve the overall

sustainability of a proposed scheme and assist with creating a better sense of community.

The Britten Centre Multi-Storey Car Park, Lowestoft

• This site provides a significant opportunity to improve the retail offer within the town centre, by providing standard sized retail units with good prominence, access and linkages to passing trade.

• There is also the opportunity to reconfigure the access from Clapham Road

South side to the entrance of the existing Britten Centre, thereby enhancing the retail appeal and experience within the centre. This could potentially create a recognised 'landmark' entrance to the town centre consequently improving the town centre’s general appeal to a wider shopper catchment area.

• The inclusion of residential accommodation within the scheme will assist in

the general economic viability and sustainability, but will also provide a more balanced mix of uses that would reintroduce residents within the town centre. This should assist with the long-term regeneration proposals within the town and will assist in addressing some of the local housing needs.

10.41 We recommend that more detailed appraisals are needed to examine private sector perceptions of Lowestoft as a retail and leisure destination, and to identify how new investment and development in the town centre can be stimulated and delivered over the medium to long-term in partnership with the URC.

10.42 In our view, a shift change in the market perception of the town centre through public relations initiatives needs to be explored to attract new commercial and residential developers/investors. This could be achieved through the provision of a structured development opportunities approach that will allow for the procurement of significant mixed-use regeneration schemes to be used as a catalyst for further development within the town centre. It is essential that the product that is offered to the market from both a residential and commercial perspective is diversified enough to broaden the market appeal of the town to enhance its socio-economic base. As part of this process it is essential to attract a number of key occupiers by providing good sized retail accommodation, and also


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competitive housing schemes as part of the mixed-use strategy that provide good quality and well-designed properties.

Beccles

10.43 Beccles does not have the critical mass or quality of a major comparison goods shopping destination (specifically clothing and fashion) to compete directly with the higher order centres in the region. For example, this is reflected by the fact that it does not have any representation of key variety and fashion retailers. Instead, it provides a more complementary retailing experience for the local catchment, as well as visitors to the area.

10.44 The recent successful introduction of the edge-of-centre Tesco foodstore (located to the north-east of the town centre) provides an important anchor role to the overall retail offer, attracting shoppers and generating footfall and spend across the centre. It is our view that this is typically the kind of opportunity site that should be promoted for retail development. This is because it is well related to the existing centre and is ideally located to the road network making it easily accessible. Furthermore, it has introduced much needed car parking to serve the town centre as a whole and has established good linkages with the existing shopping provision through thoughtful design.

10.45 Beccles has a strong heritage and a relatively attractive town centre environment. Our study has identified the following key strengths and weaknesses of the centre as a shopping destination:

• it is ranked 685th in the UK, but has risen from 775th in the national rankings since 2001.

• the popular Tesco foodstore has improved the attraction and vitality of the town centre as a whole, because it draws shoppers into the centre on a regular and frequent basis.

• the centre comprises 168 outlets, of which 28 are classified as national multiple operators.

• there are currently eight retail and commercial leisure operators with a requirement for space in the centre, which is equivalent to circa 1,483 – 4,293 sq.m of floorspace.

• its vacancy levels are estimated to be 6.5%, which is below the national average of 7.9%.

• the centre has relatively good accessibility by bus to all parts of its catchment and the train station is situated within the town centre boundary. The introduction of the Tesco foodstore has beneficially increased parking in the town centre to an estimated 330 car parking spaces.

10.46 We consider that the introduction of traffic management measures would help to make the town centre a more pedestrian-friendly and attractive environment, thereby enhancing its overall role and status. This can be achieved, for example, by giving higher priority to pedestrians, such as through wider pavements and the introduction of traffic-calming measures. As we stated in Section 5, we believe the expansion of the pedestrianised scheme along New Market to include The Walk would allow shoppers and visitors alike to appreciate the character of the church and its surroundings in a more attractive traffic-free environment.

10.47 In addition, consideration needs to be given to what improvements can be made to encourage walking and cycling in the town centre. In this way, a co-ordinated approach to public transport and traffic management is required. With this in mind, we recommend a transport strategy to be commissioned by the District Council.


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Other Town Centres in Waveney District

10.48 In addition to Lowestoft and Beccles there are three rural market towns in the district namely Bungay, Halesworth and Southwold. Each of these centres has a limited scale of retail and service provision catering for the local population and visitors alike. It is unrealistic to expect centres at the lower levels in the hierarchy to display the characteristics of those higher up and, in this way they traditionally accommodate principally convenience stores and service businesses (such as post offices, hairdressers, restaurants, public houses, takeaway outlets, betting offices, banks and building societies), together with a few comparison outlets.

10.49 These centres are so far down the retail hierarchy that it is difficult to give any considered view as to their vitality and viability. Notwithstanding this, they provide important shopping and service facilities. They cater for the basic shopping and service needs of the town’s inhabitants and its rural hinterland. Moreover, the specialist-shopping element (i.e. antique shops and art galleries) encourages visitors into the centre, which is important to the centre’s overall well being.

10.50 Generally speaking, retailing in these centres is clearly dominated by independent traders occupying small unit shops, of a size generally unfavoured by national multiple retailers. In this way, national multiple representation is negligible and independent retailers provide an important top-up facility for settlements of this size. In the circumstances, the stores are an important facility, which are entirely reliant on expenditure from local inhabitants and visitors.

10.51 Our broad conclusions on these centres are as follows:

i. Bungay – the strong convenience offer in the centre reflects its main function, which is to serve the day-to-day shopping needs of the local resident population. We are concerned about the high level of vacancy in the centre.

ii. Halesworth – the town centre accommodates a high proportion of convenience

shops and services catering for the local population’s needs. In our view, it is this level of basic shopping facilities that underpins the centre’s relative vitality and viability, which serves local residents and those in the south of the district.

iii. Southwold – has a dual shopping role, serving local residents and tourists alike.

With this in mind, it is important that the town’s range of shops and services, which rely heavily on visitor expenditure, do not become too influenced by the tourist market, and continues to cater for the local population. This has important implications for sustainability and the less-mobile local residents. Encouragingly, the vacancy level is extremely low.

10.52 We were asked by the Council to look at one key town centre opportunity site in Bungay.

Based on our high level planning and development review (see Volume 4), it is our initial view that this site represents a sustainable and viable opportunity for new mixed-use development. Our key recommendations are on the sites are detailed below:


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Table 10.11:

Waveney District: Key Recommendations for Opportunity Site – Bungay Town Centre

Site Key Recommendations Former Co-op Store, St Mary’s Street, Bungay

• From our initial analysis, we would comment that this site offers the opportunity to provide a retail and residential-led mixed-use scheme that could encompass the historic nature of the town.

• We have been informed by Waveney District Council that there may be a

restrictive covenant in place at the property which could potentially restrict any retail use to that which is non-food based, i.e. of a similar provision to that provided by the relocated Co-op store.

• As the retail provision for this kind of goods is currently well-served in

Bungay, the overall impact upon the redevelopment of the property should not potentially be significant.

• A mixed-use development, incorporating an element of retail and

residential accommodation, will provide for a sustainable scheme.

10.53 Whilst it was not part of this study to identify and appraise potential development sites in any of the lower order centres in both authorities (with the exception of Bungay), our high level view is there could be a few opportunities to significantly redevelop and extend their retail offer. We strongly recommend that the Council carry out a more detailed appraisal of development opportunities as part of the LDF process. We also advise that other potential opportunity sites could be identified over the development plan period and recommend that they be assessed as part of more detailed strategies (such as through Area Action Plans). The sequential approach needs to be applied to all proposed developments where necessary.


10.54 Waveney also comprises two district centres and fifteen local centres as shown below:

Table 10.12: District and Local Centres in Waveney District

District Centres Local Centres Kirkley (Lowestoft) London Rd (Pakefield)

Oulton Broad Kessingland

Norwich Road (Lowestoft)

Carlton Road (Lowestoft)

Westwood Avenue (Lowestoft)

Wrentham

Snape Drive (Lowestoft)

Famona Road (Lowestoft)

Hollingsworth Road (Lowestoft)

Village Rise (Lowestoft)

Ashburnham Way (Lowestoft)

Oulton Road (Lowestoft)

The Green (Lowestoft)

Bittern Green (Lowestoft)

Hillside Avenue (Worlingham)


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10.55 At the district and local centre level (Figure 10.2), these centres to a varying degree provide a range of complementary retail, service, business, leisure and social facilities for their local communities and visitors.

Figure 10.2: District and Local Centre provision in Waveney District

10.56 We recommend that the important role and status of the many smaller centres in the study

area should be strengthened, particularly where new population growth is forecast. In most cases these centres are anchored by a foodstore, supported by a range of convenience and service businesses, as well as community facilities. It is our view that these smaller centres will only continue to flourish in the future if the scale and quality of their food offer and other facilities are maintained and enhanced.

Table 10.13: District and Local Centres, Waveney District

Type of Centre Name No. of

Outlets No. of

Vacancies

No. of National

Multiples(1)Deficiencies Comments Overall

Status

Dis

tric

t

Kirkley (Lowestoft) 135 20 5

Twenty vacancies out of a total of 135 outlets. Lacks basic services such as banks, a post office and a library. It would also benefit from environmental improvements and traffic calming measures.

In our view, further convenience provision would strengthen the centre’s attraction. The centre does benefit from a number of specialist stores being located within it and attracting people from further afield.

No


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Oulton Broad 58 3 1

Would benefit from enhancing the environment and improving linkages between the two key areas of the centre. No post office.

Diverse range of shops and services. Limited vacancy.

Yes

London Rd (Pakefield) 23 3 2

No banks, building societies or post offices.

Good mix of comparison, convenience and service uses. No vacant units.

Yes

Kessingland 17 0 3 Poor linkages between the two shopping areas.

Good range of retailers. Yes

Norwich Road (Lowestoft) 15 1 2

The centre is not cohesive. The location of stores is sporadic and the centre would benefit from some consolidation.

Adequate number of stores serving the local catchment. Only one vacant outlet. Yes

Carlton Road (Lowestoft) 14 2 1

Limited parking provision. Centre lacks, convenience stores and banks / building societies.

The centre is well-presented and trades well.

Yes

Westwood Avenue (Lowestoft)

13 1 5


Good mix of both national multiple and independent stores, coupled with adequate parking provision and good links to surrounding residential area.

Yes

Wrentham 13 0 0 The centre is not cohesive and lacks convenience stores.

No vacancies. Centre has a varied number of outlets. Yes

Snape Drive (Lowestoft) 8 0 0

Lack of convenience stores, which would attract a higher level of regular trade.

The centre is fully let and well-maintained with good parking provision. No vacant outlets.

Yes

Famona Road (Lowestoft) 7 0 1


Good mix of shops and services adequately serving the needs of the local population. No vacant outlets.

Yes

Hollingsworth Road (Lowestoft)

7 0 1

Lacks comparison outlets and banks.

Purpose-built centre with no vacancies. Well-maintained and patronised with a good mix of stores serving the needs of the local area. No vacant outlets.

Yes

Village Rise (Lowestoft) 7 0 2

No banks, building societies or post offices.

Purpose-built precinct with range of shops and services. Adequately serves local population. Well-maintained centre with good parking facilities. No vacant outlets.

Yes

Ashburnham Way (Lowestoft)

6 0 2

Centre lacks any service provision.

Very busy centre anchored by a large Rainbow Co-op foodstore. Good parking provision and linkages to surrounding area. No vacant outlets.

Yes

Oulton Road (Lowestoft) 5 0 2

Limited service provision.

Cohesive centre serving the day-to-day needs of the local population. No vacant outlets.

Yes

The Green (Lowestoft) 5 0 1

Limited service provision.

Small centre with multiple convenience stores. No vacant outlets.

Yes

Hillside Avenue (Worlingham) 4 0 1


Small and busy centre with a good range of shops. No vacant outlets.

Yes

Loc

al

Bittern Green (Lowestoft) 3 0 0 Lacks convenience and

provision. A fully let small centre. No vacant outlets. Yes

Note: (1) Refers to convenience goods and comparison goods retailers only


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10.57 The important role and function of these centres should be maintained and enhanced in line with Government policy.

Out-of-Centre Provision

10.58 The extent of out-of-centre retailing in the study area is illustrated in Figure 10.3. Based on information derived from both Councils, we estimate that there is currently c.33,580 sq.m net of non-town centre comparison goods retailing in Great Yarmouth Borough. This represents almost 33% of the total comparison goods floorspace in the Borough. In a similar vein, within Waveney District almost 30% of the comparison goods floorspace is in non-town locations comprising c.19,131 sq.m net (excluding vacant floorspace).

10.59 In addition, it should be noted that there is an extensive range and volume of non-town centre retail in the principal competing centres of Norwich and Ipswich. This is clearly demonstrated in Figure 10.3, which shows the principal retail warehouse destinations. These schemes comprise a mix of both ‘larger format’ retailers and more traditional ‘high street’ operators.

Figure 10.3: Out of Centre Provision

Leisure and Tourism Overview

10.60 For other strategic town centre uses, such as major commercial leisure facilities (e.g. cinemas and casinos), we have carried out broad quantitative and/or qualitative assessments of the potential need for new or additional facilities. Our headline findings are detailed below:

• although national cinema development has slowed over recent years, they can still form an important anchor to mixed-use developments and can often underpin town centre daytime and evening economies. Our quantitative and qualitative assessment of cinema provision in the study area indicates very limited capacity over the next five years and beyond to 2021.


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• we understand that there are requirements from a number of budget national hotel operators for representation in Great Yarmouth and Lowestoft. The dominant providers in the study area are primarily holiday park operators, small independent hotels and bed & breakfast establishments.

• in line with government guidance future development of tourism is a key issue. A core strategy should cover tourism issues, together with any objectives relevant to tourism such as:

- site allocations - spatial areas of tourism growth - an Action Plan for specific locations where development for tourism is crucial to meeting

the plan’s objectives.

10.61 In summary, the town centres of Great Yarmouth and Lowestoft dominate the leisure provision in the study area. This is a reflection of their existing provision and draw. However, there are opportunities for leisure operators to locate in the smaller centres to boost local leisure interests and activities. Leisure uses can make a significant contribution to the daytime and evening economies, thereby helping to maintain and enhance the overall vitality and viability of centres. It is also our view that the potential exists to co-ordinate leisure uses as part of a wider leisure strategy for the study area that takes into account the current provision in existing centres, balanced against the potential emerging opportunities as part of wider spatial strategy.

Strategy for Enhancing the Vitality and Viability of Town Centres

10.62 One of the key requirements of the study brief is to advise on appropriate strategies to enhance the overall vitality and viability of the town centres. First, and foremost, it is important to appreciate that residents have a choice of destination for their shopping trips. Their final decision is a complex issue and is based upon a number of considerations, including:

- the quality and convenience of the centre itself - the perceived strength of anchor trader

- the volume, variety and quality of retail, service and leisure operators

- the availability of facilities

- pedestrian movement and compactness

- accessibility to the centre by public and private transport

- the quantum and convenience of car parking

- the shopping environment generally.

10.63 At the various levels in the shopping hierarchy, each centre has a different role and function, performance level and potential prospects. However, each centre’s performance and prospects cannot be divorced from those of competing centres, both higher up and lower down the hierarchy. A significant improvement to the quantum and quality of the retail offer in one centre (such as Market Gates Shopping Centre in Great Yarmouth for


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example) could inevitably impact on the market share and trading performance of other centres in the study area and beyond.

10.64 In practical terms, there are four essential ingredients for the local authorities to consider:

• Policy Objectives Policy issues include the clear government thrust of sustaining and enhancing the performance and prospects of the town centres. The thrust of contemporary policy guidance for town centres and retail development has already been set out in this report.

• Capacity/Need Capacity considerations include a realistic assessment of the scope for further development. The need for further retail floorspace, can and will vary from place to place and from time to time. With regard to further town centre retail floorspace, a balance must be drawn: too much new floorspace, or new provision poorly located, could shift the prime shopping pitch potentially causing problems for the rest of the centre.

• Vacancy Monitoring Councils need to regularly monitor the quantum of floorspace that is vacant. This monitoring exercise will assist in establishing persistent pockets of vacancy that are not attracting retailer interest. In some cases, these become areas of dereliction because of their location, size, format, configuration and prominence. Those in secondary and peripheral areas provide the opportunity for a change of use (e.g. conversion to residential). The centre can then be consolidated by redefining the town centre boundary accordingly. Regular monitoring will assist in identifying re-occupation of former vacant units. The quantum of this newly occupied floorspace can then be discounted from the forecast capacity.

• Market Sentiment Additional retail floorspace will only usefully underpin the town centre if there is a reasonable expectation and evidence that it will be occupied. The presence or probability of retailer demand is also important to the successful implementation of new retail floorspace, although market demand for a centre can change over time. For all the retailing centres, a well-planned development in the right location with a critical mass of potential shoppers can elicit interest from retailers even if they do not have a published requirement for that town. Therefore the location, scale, configuration and quality of a new scheme are important in encouraging retailer sentiment and successful lettings.

10.65 In general terms, the practical scope for sustaining and enhancing the performance and prospects of the retailing centres in Great Yarmouth Borough and Waveney District is directly related to the ability for each centre to:

- draw shoppers into the centre regularly and frequently

- distribute pedestrian flows so that all shopkeepers have the chance to turn shopper presence into a transaction

- retain shoppers and visitors in the centre for as long as possible.

10.66 To achieve these objectives, we consider that both local authorities have been proactive (e.g. URC involvement), but further potential exists to instrument a range of initiatives to enhance and sustain the viability of their centres. As previously set out earlier in this section, these are dependant on a number of factors coming to fruition, for example in Great


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Yarmouth the regeneration of Market Gates and maximisation of the opportunity sites for town centre uses. Furthermore, there is the potential to introduce a range of environmental improvements including the pedestrianisation of King Street. As previously stated, both authorities also benefit from the physical regeneration and redevelopment promulgated by the URC of their main centres.

10.67 Notwithstanding the above, market forces to a certain extent, will dictate the viability of a centre. Therefore it is prudent that the Councils’ engage with the private sector to secure investment:

- in the right location - of an appropriate scale

- properly anchored

- commercially viable

- with minimal impact

- easily accessible.

10.68 There is also an opportunity to develop a more complementary specialist/niche offer, e.g.

maritime/water-based sports, farmers markets, bars and restaurants, in all of the centres to cater for any potential increase in tourism and day-trips, as well as act as visitor hubs.

10.69 Each centre’s offer also comprises, to varying degrees, a range of service businesses (such as hairdressers, pharmacies, banks, etc.), leisure uses (such as local pubs, restaurants, cafés, and sandwich bars) and community facilities. This wider offer underpins both their daytime and evening economies. However, in our opinion, neither Great Yarmouth nor Lowestoft has a strong (quality) restaurant or evening offer. There would, therefore, appear to be potential to strengthen the eating and drinking offer in both centres as part of the URC regeneration initiative, which would also cater for any potential increase in tourists and visitors to the area.

10.70 At a national level, the issue of how to ensure the future prosperity of seaside resorts and towns such as Great Yarmouth and Lowestoft was given prominence by the publication of the “Shifting Sands” report by English Heritage and the Commission for Architecture and the Built Environment (CABE) in August 2003. This research showcased fourteen seaside towns that have regenerated themselves and provides an insight as to the potential options available to centres across both authorities.

Definitions of Primary Shopping Areas and Frontages

10.71 As part of our brief we were also asked to broadly identify the Primary Shopping Area(s) (PSAs) in Great Yarmouth, Lowestoft, Gorleston and Beccles (other centres are deemed too small to undertake such an analysis). As per PPS6 (Annex A, Table 2) the PSA is the area where retail development is concentrated (generally comprising the primary and secondary frontages which are contiguous and closely related to the primary shopping frontage).

10.72 In our opinion, it follows that the PSA’s defined in each of the following maps represent the primary shopping frontages at ground floor level. The retail floorspace outside this boundary can be deemed as secondary. These, in turn, protect from non-retail development proposals which could have an adverse effect on the nature, character and economic performance and profile. The continued economic health of the study centres is heavily dependant on the vitality and viability of their PSA. Therefore, it is important to encourage


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proposals that assist in developing and enhancing the role of these areas, although this objective has to be carefully reconciled with other needs such as conservation, tourism and accessibility.

10.73 It should be emphasised that the PSAs are not static. They will evolve and shift in line with new retail investment and development. The magnitude of this shift will be dependant on the scale and success of the development, for example, any significant retail floorspace introduced as part of the URC regeneration initiatives.

10.74 In relation to Great Yarmouth, Figure 10.4 sets out our indicative definition of the PSA based on our comprehensive healthcheck assessment and site visits. The area defined encompasses department stores, the key variety stores, the entire Market Gates Shopping Centre (subject to approval of the current planning application) and quality national multiple retailers.

Figure 10.4: Definition of Primary Shopping Area in Great Yarmouth Town Centre


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10.75 The PSA for Gorleston is illustrated in Figure 10.5. It covers the southern end, where there is a focus of national multiple retailers and where footfall is at its highest. It is undoubtedly the most vibrant part of the centre.

Figure 10.5: Definition Primary Shopping Area in Gorleston Town Centre

10.76 Figure 10.6 shows the defined PSA in Lowestoft town centre. It is ideally located in the heart of the functional centre. It encompasses the two department stores, the key variety stores, The Britten Centre, the foodstores and the neighbouring national multiple retailers. Advantageously, the train station, a key public transport node, is located in close proximity to this core area.


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Figure 10.6: Definition Primary Shopping Area in Lowestoft Town Centre

10.77 Our proposed designation of the PSA in Beccles is illustrated in Figure 10.7. It shows that the area defined as prime encompasses the national multiples of Superdrug, Somerfield, Stead & Simpson, Woolworths and Boots. This also partially covers the pedestrianised area of Sheepgate where the highest footfall is visible. It is worth noting that we envisage that in the future this may change and shift northwards towards the Tesco foodstore as the northern shopping area becomes more established. The popularity of the Tesco car park also reinforces this outlook.


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Figure 10.7: Definition Primary Shopping Area in Beccles Town Centre

The Overall Strategy for the Study Area

10.78 Our study has identified a clear network of centres in the study area. As Figure 10.8 shows, Great Yarmouth is currently the dominant centre in the study area in terms of the relative scale and quality of its retail offer, as well as its wider town centre uses. It is widely anticipated within the study area that Great Yarmouth will improve its role and attraction as a dominant centre if the proposed phased ‘Market Gates’ redevelopment and expansion proceeds as planned. Furthermore, if (and when) the other potential development and investment opportunities in the centre come to fruition (such as the URC masterplanning exercise and the sites analysed as part of this study - The Conge,


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Stonecutters Way/Howard Street South area) they will also help to strengthen the town centre’s position considerably, leading to an increase in its overall attraction, catchment area and market share over time.

Figure 10.8: Network of Centres

10.79 As expressed previously in this report, we are somewhat concerned with the lack of private

sector investment in Lowestoft town centre in the recent past and in the development pipeline. As a result there is a need for Lowestoft to raise its status, using marketing and promotion initiatives. Standing still is akin to decline. Great Yarmouth at present has the benefit of investor interest in its centre. The implication for Lowestoft is to address this imbalance by encouraging market interest, say, by way of the URC initiative, but overall there is a further need to engage with, and attract, private sector investment in the retail and leisure stock within the centre. This will be through a process of dialogue that will promote the centre, but also place it on the radar of investors and retailers. The key aim of this process is to yield opportunities for redevelopment and reconfiguration within the centre that will create units suited to modern retailer requirements.

10.80 Both Great Yarmouth and Lowestoft should be identified as Priority Centres for Investment (PCI), principally due to their strategic locations in the study area and because they are strongly placed to benefit from the forecast growth.

10.81 We consider that Gorleston and Beccles perform and trade in the shadow of Great Yarmouth and Lowestoft respectively, especially in terms of comparison goods retailing. Whereas, in terms of convenience retailing, they play an important role in retaining expenditure from their respective catchments. This, to a certain extent, assists with creating spin-off trade from which other retailers can benefit in each centre. In our opinion, Gorleston and Beccles perform an important role in the network of centres and should not


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be ignored as Great Yarmouth and Lowestoft move forward. In the medium to long-term, we recommend that a robust vision and strategy be developed for the centres to meet the challenge of new development and investment elsewhere in the sub-region.

10.82 We have acknowledged that, to varying degrees, the three lower order centres of Bungay, Halesworth and Southwold could have physical and planning constraints to their future development and growth. These attractive visitor centres need to maintain and enhance their important convenience offer, as well as advance their profile as part of a comprehensive spatial strategy on tourism as set out in government guidance.

10.83 In relation to the district and local centres, the majority of which are currently healthy, we recommend that a robust vision and strategy be developed in line with their status. The aim should be to meet the challenge of new development and investment elsewhere in the study area in the medium to long-term. It is acknowledged, their growth will be more ‘organic’ than the higher order centres. For example, this could involve redefining their role so that it complements rather than competes with the main town centre offer and builds on tourist and visitor attractions where necessary.

10.84 Amongst its many recommendations, the research highlighted the need for partnership-working and commented on a lack of strong retail focus to many of the study towns. A number of key considerations were identified if, for twelve months of the year, seaside towns are to be successful and viable:

• good/improved transport connections • key visitor attractions • (safe) evening economy • clean beaches and water • opportunities for new business and creation of real jobs • opportunities for affordable housing

10.85 In the examples highlighted there was usually one significant development or attraction that

acted as a potential catalyst for regeneration. For example:

• Bexhill – the De La Warr Pavilion: Once restored it operates as an iconic architectural tourist destination.

• Morecombe – Creation of New Breakwaters: Led to new natural resource for birds/flora/fauna and increased tourist potential. Focus on seafront is leading to increased retail and leisure opportunities.

• St Ives – Tate: Creation of renowned gallery, leading to increased artistic tourism opportunities and an anticipated artistic and heritage renaissance.

• Whitby Abbey – Creation of Visitor Centre: To exploit strong geographical and historical selling points.

10.86 The main approaches recommended to other towns wishing to reflect the rising fortunes of

these four examples include:

• a strong master-planning process

• a series of zoned plans and foci for future development

• working with designers to generate ideas

• adapting policies and practices to promote design quality.


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10.87 We strongly recommend that all the centres’ overall vitality and viability be maintained and enhanced in accordance with PPS6. We consider that their growth will be in keeping with the relative status, character and catchments. In some cases the potential exists to build on waterfront locations and attractions, to create more vital and viable tourist and visitor destinations. In most cases, the medium to lower order centres are anchored by a foodstore, supported by a range of convenience and service businesses, as well as community facilities. It is our view that these smaller centres will only continue to flourish in the future if the scale and quality of their food offer and other facilities are maintained and enhanced.


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Glossary

ACORN A Classification Of Residential Neighbourhoods. Provided by CACI, this data set classifies the GB population into specific categories, groups and types.

BISL Business In Sport and Leisure is a major leisure industry association with over 100 members, including leisure operators and consultants.

Comparison Goods Durable goods such as clothing, household goods, furniture, DIY and electrical goods.

Convenience Goods Consumer goods purchased on a regular basis, such as groceries.

Experian A data consultancy that are widely used for retail planning information.

Focus Retail A published source of information profiling towns from a demographic, socio-economic and commercial property perspective.

Goad Plans Centre plans prepared by Experian, which are based on occupier surveys of over 1,200 town centres across the country.

Gross Floorspace Total external floorspace including exterior walls.

Net Floorspace Retail floorspace devoted to the sale of goods, excluding storage space etc.

MapInfo Data and software provider, supplying the MapInfo Professional Geographical Information System (GIS), as well as mapping data used within the GIS.

TargetPro MapInfo Professional based census and expenditure report system.

Sport and Leisure Participation Profile

A CACI report indicating likely participation rates of various sport and leisure activity in specific areas.

Zone A Rent The annual rental charge per square metre for the first six metres of depth of a shop unit, which is the most suitable measure for standardising and comparing rental levels.

Use Classes Order 2005 (England)

TCPA Use Classes Order 2005 (effective 21st April 2005)

Use / Description of development

Permitted Change

A1 (Shops) Retail sale of goods to the public – Shops, Post Offices, Travel Agencies & Ticket Agencies, Hairdressers, Funeral Director & Undertakers, Domestic Hire Shops, Dry Cleaners, Sandwich Bars - Sandwiches or other cold food purchased and consumed off the premises, Internet Cafes.

No Permitted Change

A2 (Financial & Professional Services)

Financial Services - Banks, Building Societies and Bureau de Change. Professional Services (Other than Health or Medical Services) - Estate Agents & Employment Agencies. Other Services - Betting Shops. Principally where services are provided to visiting members of the public.

A1 (where there is a ground floor display window)

A3 (Restaurants & Cafes)

Restaurants and Cafés - Use for the sale of food for consumption on the premises. Excludes Internet Cafes (now A1).

A1 or A2

A4 (Drinking Establishments)

Use as a Public House, Wine-Bar or other Drinking Establishment. A1, A2 or A3

A5 (Hot Food Takeaway)

Use for the sale of hot food for consumption off the premises. A1, A2 or A3


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Types of Centre and their Main Characteristics

City City centres are the highest level of centre identified in development plans. In terms of hierarchies, they will often be a regional centre and will serve a wide catchment. The centre may be very large, embracing a wide range of activities and may be distinguished by areas that may perform different main functions. Planning for the future of such areas can be achieved successfully through the use of area action plans, with masterplans or development briefs for particular sites. In London the ‘international’ and ‘metropolitan’ centres identified in the Mayor’s Spatial Development Strategy typically perform the role of city centres.

Town Town centres will usually be the second level of centres after city centres and, in many cases, they will be the principal centre or centres in a local authority’s area. In rural areas they are likely to be market towns and other centres of similar size and role that function as important service centres, providing a range of facilities and services for extensive rural catchment areas. In planning the future of town centres, local planning authorities should consider the function of different parts of the centre and how these contribute to its overall vitality and viability. In London the ‘major’ and many of the ‘district’ centres identified in the Mayor’s Spatial Development Strategy typically perform the role of town centres.

District District centres will usually comprise groups of shops often containing at least one supermarket or superstore, and a range of non-retail services, such as banks, building societies and restaurants, as well as local public facilities such as a library.

Local Local centres include a range of small shops of a local nature, serving a small catchment. Typically, local centres might include, amongst other shops, a small supermarket, a newsagent, a sub-post office and a pharmacy. Other facilities could include a hot-food takeaway and launderette. In rural areas, large villages may perform the role of a local centre.

Notes:

(1) Small parades of shops of purely neighbourhood significance are not regarded as centres for purposes of this policy statement.

(2) See paragraph 2.54 of PPS6: ‘Unless they are identified as centres in regional spatial strategies and/or development plan documents, planning authorities should not regard existing out-of-centre development, comprising or including main town centre uses, such as shops, shopping centres, leisure parks or retail warehouse parks, as centres’.

Source: Office of the Deputy Prime Minister, Planning Policy Statement 6: Planning for Town Centres, 2005

Types of Location

Town Centre (i.e. types of centre identified in table above)

Defined area, including the primary shopping area and areas of predominantly leisure, business and other main town centre uses within or adjacent to the primary shopping area. The extent of the town centre should be defined on the proposals map.

Primary Shopping Area

Defined area where retail development is concentrated (generally comprising the primary and those secondary frontages which are contiguous and closely related to the primary shopping frontage). The extent of the primary shopping area should be defined on the proposals map. Smaller centres may not have areas of predominantly leisure, business and other main town centre uses adjacent to the primary shopping area, therefore the town centre may not extend beyond the primary shopping area.

Primary Frontage

Primary frontages are likely to include a high proportion of retail uses.

Secondary Frontage

Secondary frontages provide greater opportunities for a diversity of uses.

Edge-of-Centre For retail purposes, a location that is well connected to and within easy walking distance (i.e. up to 300 metres) of the primary shopping area. For all other main town centre uses, this is likely to be within 300 metres of a town centre


August 2006

boundary. In determining whether a site falls within the definition of edge-of-centre, account should be taken of local circumstances. For example, local topography will affect pedestrians’ perceptions of easy walking distance from the centre. Other considerations include barriers, such as crossing major roads and car parks, the attractiveness and perceived safety of the route and the strength of attraction and size of the town centre. A site will not be well connected to a centre where it is physically separated from it by a barrier such as a major road, railway line or river and there is no existing or proposed pedestrian route which provides safe and convenient access to the centre.

Out-of-Centre A location that is not in or on the edge of a centre but not necessarily outside the urban area.

Out-of-Town An out-of-centre development outside the existing urban area.

Notes:

(1) For purposes of this policy statement, the “centre” for a retail development constitutes the primary shopping area. For all other main town centre uses the “centre” should be regarded as the area embraced by the town centre boundary.

Source: Office of the Deputy Prime Minister, Planning Policy Statement 6: Planning for Town Centres, 2005