A ten point plan for our high street – A message from our CEO, Bill Addy

I read a headline at the weekend that said “our high streets are neither dying or thriving” and it stuck with me. It probably depends what you mean by high street.

If we’re talking about Church Street, Lord Street or Bold Street we are talking about a different sort of need than if we are thinking about Aigburth Road, Wavertree High Street or County Road. People have a much more natural understanding of what we mean when we talk about the public realm than many policy advisors would allow for. They know that the shops they need by their house will have a different purpose than the ones in the city centre. There is a substantial residential population in the city centre for which Lord Street or Old Hall Street is their local high street, of course, but on the whole a city centre and a local high street are two separate things.

There are some solutions that fit with a city centre high street and ones that work for a local high street. It isn’t one broad brush stroke. But here are ten ideas that our new Prime Minister could take from our experience in Liverpool

  1. Think about the place you’re in. A targeted and bespoke approach is needed depending on where you are, what the high street is used for and what kind of footfall it attracts. Understanding where the high street sits within the local demographic is key to creating, and strengthening, a high street that suits the need of the community around it.
  2. Talk to your community. If you’re going to understand the needs of the community, you have to know the community. At Liverpool BID we use the word “stakeholder” probably far too often, but it is simply saying those who have a stake in the conversation. It might be a business, it might be a resident, it could be a visitor or a local authority. An open dialogue helps understand what services are needed and where it’s falling short, or succeeding.
  3. It belongs to everyone and no one. The public realm can be a tricky proposition because everyone owns it. Yet for us all to have a stake, we have to be prepared to concede ground. Understanding that there is no one party in control helps to mitigate the sense of people not being heard.
  4. Change is a constant. If you take somewhere like Bold Street, you know that consumer mood has far more of an impact that you might recognise. Bold Street has changed from a residential area, to a storage facility for warehouses, to a retail hub, the “Bond Street of the North”, to an indy dream, and food destination. At every point people have said the change will kill it. It hasn’t yet. You have to prepare for change, know that it’s coming and not be scared of it.
  5. Don’t be afraid to call out problems. Change will happen, but let’s not conflate mistakes with all change. Mistakes happen. You try something, or a new business moves in, a development stalls, or a familiar favourite closes. And the replacement isn’t right. You have to be able to flag up problems as they’re going. This is where community will help but also strong communication. The DISC system we manage for retailers and businesses in the city centre might seem small but, having a radio system that connects everyone is critical. It means every business can flag up issues rapidly. You’re able to contextualise if it’s a day to day issue, or a more systemic one. You’re managing change, not merely reacting to it.
  6. Understand a street’s natural strengths. Every street has its brand and it’s usually based on its geography. Castle Street is a thoroughfare but one with architectural beauty that makes it ideal for a dwell time. Its layout makes it perfect to reduce traffic, in a way that wouldn’t work on Water Street or Dale Street. The pavement ballet, as Jane Jacobs used to call it, works on Castle Street because you have the space. It has transformed the street. If you work to the strengths of a street you nurture a character that supports its existing use. It’s a bottom up transformation, as opposed to a top down one, that will be more successful.
  7. Encourage fairness. Remember when I said that it’s everyone’s and no one’s? There’s a fairness principle that works across the public realm and high streets. If everyone knows they’re pulling their weight fairly it’s much easier to work together. This is one of the reasons that business rates need to be sorted once and for all. It’s a system built on historic unfairness and it cripples businesses and benefits others.
  8. Understand the data. We have a data hub at Liverpool BID that tracks footfall and spend. It helps us to understand the marketplace, which is crucial to be able to grow a segment or add an offer. In Liverpool we know that entertainment is a huge driver for activity, especially in the summer holidays. Adding to the activity, suggesting itineraries or supplementing with added events boosts an existing trend. It helps businesses if they know they can get support for particular trends or wider events.
  9. Lobby for support. Part of our work at Liverpool BID is about providing additional services, like added street cleaning or improving the public realm, advising businesses on licences and managing events, but we also know we have to work closely with our partners at Liverpool Council, the Combined Authority or UK Government. Being able to lobby for specific support our levy payers need helps them to know they have a channel to those who can make a difference, and tackle things like legislation or policy.
  10. VAT. A last point is on policy and it’s another area of UK business that needs an overhaul. Whether it is capping VAT at 10% for hospitality, or reducing VAT for international travellers, taxes have a direct impact on high streets. Making it more affordable to run a business, and to welcome customers from all over the world, transforms the viability and economy of a high street.